tour and market

Tour Detail

Signature food tour of pike place market.

• 8+ Tastings
• Family-Friendly
• 10:00am and 10:30am | 10:00am and 10:30am
• Pike St & 1st Ave, Seattle, WA 98101, USA
• Insider’s look at 8 Market vendors
• Yummy tastes from some of Yelp’s Top 10 best Seattle restaurants and eateries
• Entertaining stories of the Market’s rich history and culture
• Why throwing fish is legitimately good for business
• The secret behind the “first” Starbucks store

Join us for Seattle’s original food and cultural tour of Pike Place Market!

Become a market insider on this behind-the-scenes adventure to experience the sights, sounds, and flavors of this historic 100+ year old landmark. Meet the Market’s lively characters and hear their memorable stories. See fish fly, cheese being made, and the “original” Starbucks store. By the end, you will know the best places to eat at Pike Place Market….. Read More

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The Last Outpost of Travel: A Deep Dive into Tours, Activities and Experiences 2023

Executive summary, introduction, the tours, activities and experiences industry could be a $1 trillion market , tours, activities and experiences remains one of the most opportunistic markets in travel, the industry is backed by huge amounts of investor funding, a fragmented industry with a long tail of suppliers, the industry is rapidly shifting from offline to online, online intermediaries have gained share from online direct sites .

• Google’s 'Things To Do Platform' Prioritizes Direct Sites

A Flurry of B2B Activity

Opportunity for otas to consolidate market share, many otas focus on revenue growth and market share gains, related reports.

• India’s Travel Booking Landscape March 2024
• The Past, Present, and Future of Online Travel March 2024
• Skift Research Global Travel Outlook 2024 January 2024
• A Deep Dive into Google Travel Part II: U.S. vs Europe in 20 Charts November 2023

Report Overview

The market for tours, activities & experiences represents one of the most opportunistic and untapped prospects within the travel industry: it is highly fragmented with a long tail of small suppliers and is rapidly shifting online, making it an attractive space for online intermediaries to consolidate market share from small offline players as they onboard online. 

However, Google, not one to miss the party, has also entered the space with its ‘Things To Do’ tool and similar to its role within other verticals in the travel industry, acts as both friend and foe to the online travel agents (OTAs). Skift Research’s proprietary web scraping analysis of Google’s ‘Things To Do’ shows that whilst many OTAs list on Google, taking advantage of its vast scale and power as a search engine, Google persistently prioritizes the direct option over third party OTA sites. Could Google potentially dis-intermediate the OTAs and give power to the direct sites, similar to the practices conducted by Google Hotels? Or does the highly fragmented and largely un-sophisticated nature of the industry demand a strong aggregator, with direct bookings less likely to gain traction? 

We look to answer these questions in this report, as well as provide an overview of the tours, activities & experiences market, comparing it to other verticals within the travel industry – showing how it is the last outpost of travel in today’s distribution landscape. 

Executives Interviewed

• Chris Atkin, CEO of Rezdy
• Claudio Bellinzona, Chief Supply Officer and Co-Founder of TUI Musement
• Susan DeBottis, Chief Growth Officer at Rezdy
• Eric Gnock Fah, Chief Operating Officer & Co-Founder of Klook
• Nishank Gopalkrishnan, Chief Business Officer of TUI Musement
• Laurens Leurink, CEO of Tiqets
• Blanca Menchaca, CEO of BeMyGuest
• Ankur Thakuria, Regional Director Asia Pacific & Middle East at Tiqets
• Spokesperson from Groupon

The selling of tours, activities & experiences is one of the most attractive parts of the travel industry for an online aggregator. There are three key reasons behind this: first, there is a huge addressable market up for grabs; second, bookings are rapidly shifting from offline to online; and third, the market is very fragmented and thus demands a strong aggregator. 

The market is ripe with opportunity and many of the largest players have entered the space, either as a pure-play OTA or through B2B partnerships, with the online intermediaries gaining share from offline, direct sites. Google too has forayed into the space with its Things To Do tool. Whilst Google’s entrance into the hotel industry through Google Hotels arguably hinders rather than aids the efforts of leading OTAs such as Booking Holdings and Expedia; in the tours, activities & experiences space, we expect Google to be more friend than foe. Though Google acts as a dis-intermediary in the hotel space, aiding in the shift back to direct bookings, in the vastly fragmented experiences market, we expect that direct bookings are less likely to gain traction and instead that the OTAs will continue to gain share. 

However, to say which OTA will emerge as market leader is difficult, with no one player currently owning more than 5-6% of market share currently. There is a lot to play for with a long tail of small OTAs presenting an attractive opportunity for consolidation. The tours, activities & experiences market is therefore one of the most opportunistic and untapped parts of the travel industry.

The shift in consumer spending from goods to services has long been a trend observed by economists. In affluent countries such as the U.S., this shift has been defined by changing consumer preferences and behaviors, with a greater emphasis placed on convenience and efficiency, and further facilitated by the rise of digital marketplaces, allowing consumers to easily seek and engage with a wide range of services. 

Moreover, consumers, particularly younger generations such as Millennials and Gen-Z, are increasingly prioritizing spending on ‘experiences’ over ‘things’, reflecting a growing recognition of the value derived from memorable memories rather than material possessions. The rise of social media has also contributed to this shift, with consumers seeking experiences that are worth sharing on social platforms. 

The chart below shows that whilst consumer spend on goods as a percentage of total spending has decreased from 53% in 1960 to 35% by 2022, spend on experiences (such as tickets to live entertainment, sporting events, museums or spend on travel and package tours) has nearly doubled from 2% of total spending in 1960 to nearly 4% by 2019. During Covid, consumer spending naturally shifted back towards goods, with few opportunities available for live events and travel in a time of global lockdowns. However, post Covid, we have seen this quickly reverse back, with spending on travel booming even in the face of a looming recession and travel seemingly venturing higher up in psychologist Abraham Maslow’s hierarchy of needs, being a powerful tool for self-discovery and finding purpose in life. 

As we wrote in our deep dive from 2018 The Post Experience Economy: Travel in an Age of Sameness , “travel has always been an experience, facilitated by the services provided by travel companies” and is in a prime position to benefit from consumers who are looking to spend money on memorable experiences. 

However, there is still much work to be done in order for travel brands to fully deliver on the emotionally meaningful experiences craved by consumers –  a desire that often clashes with the commercial objectives of major travel companies. For example, as we wrote in 2018, “ a vacation mediated by a la carte ordering via mobile phone is antithetical to our vision of travel’s future”. By prioritizing differentiation, based on the quality of service rather than an over-reliance on technological add-ons or lower prices, brands which serve the tours, activities & experiences market have a real opportunity to tap into this vastly under-served segment of the travel industry. 

Tours, Activities and Experiences Market Sizing

The selling of tours, activities and experiences is a $239 billion market, as of 2019, and we estimate that after recovering to pre-Covid levels by 2024, it can grow to nearly $300bn by 2025.

We estimate that tours (such as guided tours and day trips) consist of 50% of the market, ticketed attractions (to major tourist sites) consist of 30% of the market and other activities and experiences (such as sporting events, shows and entertainment) the rest 20%.

Interestingly, in addition to a currently serviceable market size of $239bn (as of 2019), Airbnb in their S-1 registration form released prior to their IPO identified a further $1.1 trillion of spend on recreational and cultural experiences by local residents, saying that “we believe we can continue to expand our platform use cases to enable people to discover and explore their own cities through Airbnb”. This would present the tours, activities & experiences industry as having a huge $1.4 trillion total addressable market (TAM). 

Whilst local leisure activities (such as swimming pools, movie theaters, etc.) have not yet been incorporated into the strategies of travel businesses such as the major OTAs, Groupon is one company that has singled out the local experiences market as its main focus, also citing a large and fragmented market with a >$1trillion TAM of which Groupon has less than 1% market share. 

Unlike other verticals in the travel industry, the booking of tours, activities & experiences is still predominantly done offline – 70% offline, versus 48% offline for hotels, 26% for airlines and only 12% for short-term rentals, as shown in the chart below. 

Nishank Gopalkrishnan, Chief Business Officer of TUI Musement explained that: “the digitization of the tourism activity space has lagged the other parts of travel due to the propensity of the customer to book experiences much later than other parts of travel. 70% of the time, a consumer would book excursions or attractions in-destinations, based on a variety of factors, such as the weather, your mood, how much time you have at the destination etc. However, a flight or hotel gets booked earlier because you need to have a place to sleep and a way of getting there. So [online penetration within the tours, activities & experiences space] was the last thing to be solved because it was also one of the last things to be booked.”

Additionally, as shown in the chart below, we have noticed a correlation between online penetration and commission rates, with the more offline and fragmented the market, the greater the commission rate commanded from OTAs. We estimate that the OTAs command a ~20% take rate from the selling of tours, activities & experiences, compared to only low single digit take rates for flight OTAs. 

Therefore, despite the total market size of the airlines industry being more than double the size of tours, activities & experiences, the actual commissionable market available to OTAs by selling experience is actually of a similar size to that of selling flights. Whilst the airline OTAs serve an underlying industry that has largely matured and been consolidated over time, the experience sector will inherently remain a more fragmented part of the travel landscape, being made up of a unique and diverse supply set versus the more commoditized products of flight tickets and hotel rooms. Even though there exists an attractive opportunity for consolidation in the space, there will always be sections of the market that are led by tailored players in the field.

Online penetration too might not ever reach the levels seen in other parts of travel, with the inherent nature of the market meaning that there will always be walk-ins and last minute offline bookings. Chris Atkin, CEO of Rezdy commented that “even before the age of the internet, for hotel bookings there has always been a fax number or a telephone number in order for you to communicate ahead of time and secure a reservation. The hotels have nearly always had that pre-booking because there’s an obvious constraint around availability in every hotel. Whereas in the experiences space, you don’t ever see the zoo, for example, selling out”.

Based on the S-curve adoption model, as shown in the chart below, we estimate that online penetration is likely to peak out at roughly 50%-55%. Though there is a ceiling that will eventually be hit, given the current online penetration levels we are at currently and how quickly the shift is occurring, there is still plenty of upside to be reaped.

Post Covid, many operators of tours, activities and experiences have noticed that more tourists are pre-planning and booking activities in advance, likely due to the scarcity of tours coupled with the huge amounts of consumer pent up demand. Atkin of Rezdy commented that “we’re seeing more and more that people are pre-planning their activities. Lots of really great things to do are going to be sold out because we are still in recovery from the pandemic.” 

Eric Gnock Fah, COO and co-founder of Klook , an Asian based OTA in the tours, activities and experiences sector, commented that “[online penetration] for tours and activities which require pre-booking will likely edge closer to that of the car rentals or flights business, whereby for attractions there is usually an option to purchase tickets offline because generally speaking the attractions market is large enough to allow last minute walk-ins.” This is because the market for selling tickets to major attractions, though larger in size, is also more homogenous, whilst specialized tours and activities are more unique and can sell out in advance. 

Many of the OTAs we interviewed spoke of the potential to add significant value by selling curated or bundled tours rather than just the traditional offering of individual tickets to attractions. By bundling attractions, activities, transportation, and even accommodation, OTAs can differentiate themselves by offering a unique experience that can cater to specific themes and interests, as well as simplifying the booking process for consumers. The offering of tailored tours allows OTAs to enhance personalization and foster loyalty, with Nishank Gopalkrishnan of Musement further commenting that “typically attraction tickets have lower margins and tours have higher margins.” 

Laurens Leurink, CEO of Tiqets, sees the bundling of attraction tickets as a key differentiating factor between booking with an intermediary such as Tiqets versus booking directly through a venue. He commented that “when I’m visiting Paris, I probably want to do a river cruise and also visit the Louvre. Tiqets offers a combination which is pre-bookable.” By bundling tickets together, companies such as Tiqets also offer discounts to consumers, based on “deep integration with core supply partners”, with Leurink noting that “for the people looking for a good value proposition, there’s good value in there, but there’s also a lot of pre planners that just like to have the boxes ticked and their agenda planned. So we’re helping them to fully plan their trip in advance without being overloaded by so many options.”

The tours, activities & experiences industry has garnered huge amounts of investor interest, with the largest – and fastest growing – private companies in the space backed by vast amounts of funding. Companies like Klook and GetYourGuide are valued at more than $1bn, making them ‘unicorns’ in the venture capital space. In fact, recent funding news shows that GetYourGuide is actually close to being valued at $2bn, with more than $1bn of investor funding.

Interest in the space has only increased through the pandemic, with investment into in-trip tours & activities companies as a percentage of total travel funding more than doubling through Covid.

The Distribution Landscape

The tours, activities & experiences market is highly fragmented, defined by a long tail of small operators. These small operators tend to work independently, selling activities focused on regional experiences – such as a small company led by one or two people selling short kayaking tours, or a family selling cooking classes. This results in a vast and varied range of supply in the market. For example data and commentary from GetYourGuide suggests that of the ~850k suppliers in the market, “as of year end 2022,  we had about 16k suppliers on the platform, meaning that we are only scratching the surface so far”.

The highly fragmented nature of the industry presents an attractive opportunity for consolidation. Unlike other markets in the travel industry which have been consolidated by the leading OTAs – such as Booking.com and Expedia in the hotel industry and Airbnb in short-term rentals – the tours, activities and experiences sector currently operates without a dominant market leader or standardized booking platform. 

In recent years, the tours, activities & experiences market has rapidly shifted online, from 7% online in 2006 to 30% online by 2022. In 2020, during the Covid pandemic, online penetration increased more than 10% year-on-year from 21% in 2019 to 33% in 2020 – with lockdowns limiting spontaneous walk-ins and offline bookings, suppliers were forced to adopt an online presence that offered consumers real-time updates, flexible booking options, and easy cancellations. 

Despite the surge in the percentage of bookings being done online during the pandemic, 70% of the industry is still offline in 2022, dominated by small operators who conduct much of their business on pen and paper or on outdated pieces of software that don’t integrate with OTAs. This lack of digitization creates friction in the booking process, increases operating costs and creates a low-quality consumer experience. 

Even when a supplier decides to onboard online, it can face a myriad of problems in setting up a booking platform and having to separately integrate with the various OTAs and distribution channels. The lack of technological uniformity in the sector has led to the emergence of B2B reservation technology providers, such as Rezdy which allow suppliers to manage their online bookings in one place and connect to a marketplace of resellers through a single connection. 

However, distribution technology still has a long way to go before it can support the rapid rise in online bookings. Chris Atkin, CEO of Rezdy, said that: “even the biggest players, the most connected players that have close to 200 API integrations [with the various resellers] are still in a situation where only 50% of their products that are available for you to book can get live availability,” with Susan DeBottis, Chief Growth Officer of Rezdy adding that “the tours, activities and experiences space is about 15 or more years behind other sectors from a technological and advancement perspective around distribution.” 

The fragmented nature of the industry lends itself to intermediaries. Of the bookings made online in 2022, 78% were made through an OTA vs 21% through a direct online site. The OTAs have continuously taken share from online direct sites – from 64% of bookings made through an OTA in 2006 to 78% in 2022, as shown in the chart below. 

The tours, activities & experiences sector is made up of a long tail of small, diversified providers who offer a wide range of services in different areas, from local tour operators to larger companies that design original and curated tours. As a result, it is a difficult effort for any particular online direct site to combine all these disparate offers onto a single platform. On the other hand, online intermediaries serve as aggregators, giving consumers looking for a variety of experiences a one-stop shop, thus providing more convenience and choice. Additionally, due to economies of scale and large marketing budgets, the large OTAs can negotiate better terms and higher commissions with suppliers and thus provide lower prices for consumers. 

We model that the OTAs will continue to gain share from online direct. However, as we discuss in the next section, Google has recently entered the space with its Things To Do tool which prioritizes direct sites over third party booking channels – potentially giving some power back to the direct site. 

Google’s ‘Things To Do Platform’ Prioritizes Direct Sites

In September 2021, Google launched an advertising product called “Google Things To Do”, which lists not only the top attractions in a city but also options to book tickets via a list of predominantly OTAs. As we show in the screenshot below, though Google displays paid sponsored listings near the top of the site, its main organic booking list prioritizes the direct website over the sites of aggregators such as Viator, GetYourGuide and Musement, to name a few. 

As an exercise to test how often the direct site does appear top of the list, and also to understand which OTAs are listing on Google’s Things To Do tool, using browse.ai we ran a web scraping analysis across 40 cities in each global region, looking at top 10 booking options listed for the top 20 attractions in each city. As we show in the chart below, the direct site appeared on a 100% of attractions, followed by a long list of OTAs, with the top 4-5 positions below the direct option primarily being the large players such as Trip.com, GetYourGuide, Klook, Tiqets etc. Though there are regional leaders, such as GetYourGuide in Europe and Trip.com and Klook in Asia, there was no one dominant player – with even the current leaders only listing on ~50% of attractions, going to show how fragmented the booking landscape is today. 

As shown in the charts by region below, we collected listing information from hundreds of OTAs, with there being a long tail of small OTAs listing on specific attractions. The first option was always the direct website, with the 2nd-5th options getting progressively more fragmented as more niche players attempt to (organically) bid on a booking. Google is very clear on its ranking system with its website noting that: ‘tickets are ranked based on several factors, but mainly by price. Official tickets are given preference in the ranking. Ticket suppliers don’t pay Google to appear in these search results and can’t pay to influence their ranking’. It is perhaps of no surprise to see Trip.com often come top of the booking list, being well known to discount prices (by giving up a share of their take rate) as a way to undercut competitors. We also note that neither Booking.com or Expedia featured in any of the booking options. 

Google’s entrance into the space has been met with both trepidation and excitement: whilst Google Hotels – and its practice to prioritize direct bookings over the OTAs – has proved to be a formidable competitor to the likes of Booking and Expedia in the hotels industry, in the experiences market we expect Google to be more friend than foe. This is inherently due to the vastly fragmented nature of tours, activities & experiences which demands a strong aggregator, with direct options less likely to gain traction. For example, Leurink of Tiqets commented: “I think Google is still hugely challenged in finding the right interface. Because if you want to compete with every provider of museum attractions, tours, a whole diverse range of experience etc. through one user interface, that’s quite challenging.” 

Though still in early phases of developing Things To Do to the same scale as Google Hotels or Google Flights, the fragmented nature of the experiences market means that Google is likely to focus primarily on the large headline attractions for which there will be a direct website in addition to several OTA booking options. However a vast portion of the experiences market doesn’t have its own website, and instead relies on reservation technology providers or the OTAs as a predominant distribution channel. Small operators who do wish to list directly on Google will have to also partner with an OTA or reservation technology companies in order to integrate with Google’s systems. Therefore, whilst Google is certainly aiding in the industry wide shift from offline to online, we ultimately expect the online intermediaries to continue gaining share of bookings. 

Additionally, as we show in the screenshots below, though Google might push users to the official website of major attractions, it also provides a space for OTAs to list their own original bundled tours which, as we have written about in earlier sections, has proved to be a valuable way for OTAs to differentiate themselves among their competitors.

The spotlight has been turned onto the tours, activities & experiences industry as a highly opportunistic part of travel ripe for consolidation. Every travel company wants a piece of the pie and in recent years we have seen a flurry of B2B partnerships which has allowed the large OTAs such as Expedia and Booking to source inventory from other players, even rival OTAs, in order to power their own tours, activities & experiences business. Gnock Fah of Klook commented: “I think for the category of experiences, there’s a lot of dirty work that needs to be done to consolidate the supply.  Booking [Holdings] has demonstrated that though they decided to do it themselves pre-Covid, they have now realized that maybe it’s not in their DNA or maybe it’s just not in their focus today. So that has given rise to B2B partnerships”. 

Gopalkrishnan of Musement further commented that “Booking are operating in just one part of the value chain when it comes to experiences – they are focussed on the digital sales element of it, whereas we are also on the ground selling tours and activities. This is the value of omni-channel sales – if you really want to sell experiences, you need to be available when the customer wants to buy it. So, both short-term and long-term, we see [B2B partnerships] as an opportunity to be part of their success and help them scale. And as a function of that, help us scale as a business.” 

Notable B2B deals include Booking sourcing inventory from TUI Musement and Tripadvisor’s Viator . For companies like Musement, partnerships with the likes of Booking allows greater distribution and access to a wider pool of consumers in different source markets. Gopalkrishnan of Musement noted that a sizable 50% of their top line is from B2B channels, where Musement shares a portion of its commission and margin with its partners, sometimes marking up the commission that it receives from suppliers and then passing this onto its partners. 

Though the birth of the B2B model has certainly aided in the growth of the industry as a whole, it has arguably also reduced the barrier to entry for online aggregators to near zero – fuelling more fragmentation in the market. For example Ankur Thakuria, Regional Director Asia Pacific & Middle East at Tiqets said that “it’s very easy for a company to tap into the market of selling tickets and experience and literally pull the supply overnight.” Though the fragmented nature of the industry and the rapid shift from offline to online still presents plenty of opportunity, especially for the emergence of regional market leaders – with Thakuria noting that “most of our biggest B2B partners have their unique source markets which are not necessarily overlapping with us” –  in order to differentiate themselves OTAs will now have to rely not just on the amount of inventory and scale they have, but on providing products that are focused on personalization and high levels of service. As we wrote in 2018 , ultimately “digital experience marketplaces will fall prey to the paradox of choice. Fragmentation means brands competing on price instead of service have the most to lose.” 

Largest Players and Market Shares

Of the industry that is booked on online intermediary platforms, we estimate that only about a fifth of this is dominated by the largest and most well known OTAs, with the rest spread across a wide range of smaller OTAs. We estimate that the biggest OTAs – namely Viator (owned by Tripadvisor) and GetYourGuide– only have a 5-6% market share of all online intermediaries. We also note that prominent OTAs like Booking, Expedia and Airbnb have negligible market share, with Airbnb Experiences recently removing tours and activities from its app and website. The lack of a dominant player presents a very attractive opportunity for the consolidation of market share.

We expect to see further M&A (Mergers and Acquisitions) activity in the future, with plenty of inorganic growth opportunities available in the space. However, it is difficult to predict whether the industry will see a dominant market leader, such as the market leading positions held by the duopoly of Booking and Expedia in the hotels space. This is largely due to the vastly more fragmented supply base of tours, activities & experiences and the differences in consumer behavior such that last minute walk-in offline bookings are much more prevalent. 

Laurens Leurink of Tiqets doesn’t see one player monopolizing the market, saying: “Is this a winner takes all market? I don’t think so. The online visibility of all the things to do is so wide and diverse that I don’t think one party can be able to combine all this and be relevant. So I think there’s space for a lot of players. If you look at the playing fields, I see clear identity differences between the players, with plenty of space for more tailored players in the field. Google is trying to get a universal interface and then cover the whole industry, which I think is quite challenging, and they’re discovering that themselves as well. 

Secondly, the space that we’re playing in has a huge diversity of very commercial players like Merlin Group for example, but you also have huge museums that are government owned or region owned that have much different dynamics. It’s not around profit optimization. It’s around having a fair share of people being able to see the art or whatever is being displayed. So that is hugely different from the dynamics in the airline and the hotels and lodging industry. The experiences vertical within travel and within leisure has so many different dynamics that I don’t see there being even two or three parties owning it all.”  

In a highly competitive and fragmented industry so ripe with opportunity, many OTAs are pursuing expansion strategies and prioritizing market share gains over positive EBITDA margins. They are heavily investing in acquiring unique supply and building original tours and experiences, as well as marketing and technology in order to attract more users and enhance transaction volumes. While this strategy may result in top-line growth and increased market penetration, it comes at the sacrifice of short-term profitability. For example, Leurink of Tiqets commented that “there’s always a balance between growth and margin,” further saying that “our margins could be four or five fold [of current levels] if we decide to grow a bit less.” 

The charts below show that whilst Viator and Musement – two of the only public OTAs in the space – have rapidly grown their top line above pre-Covid levels, with Viator’s revenues at Q1 2023 more than 2.5x greater than 2019 levels, they are still operating at either negative or low single digit EBITDA margins. 

However this is not to say that profitability is not on the cards. At Q2 2022 earnings, Tripadvisor said that “ although currently not yet demonstrating their profit potential as we invest in growth, we believe longer term, Viator can reach EBITDA margins of 25% to 30% given its strong gross margin profiles and potential for scale given the large TAMs and attractive unit economics.” 

OTAs will continue to gain share . The tours, activities & experiences market represents a highly opportunistic part of the travel industry for online aggregators: the inherent fragmented nature of the market coupled with the rapid shift from offline to online necessitates a strong online aggregator. Major players have already entered the market – often backed with huge amounts of investor funding – with online intermediaries gaining share from their offline counterparts. 

There will be a greater emphasis on service and personalization. There is all to play for, with no one OTA owning more than 5-6% market share of the online intermediaries. The long tail of small OTAs presents an attractive opportunity for consolidation by the larger players. However, given the rise in popularity of the B2B model – which essentially reduces the barrier to entry for online aggregators to near zero – we might see more fragmentation than consolidation in the market. This places a greater impetus on OTAs to differentiate themselves in meaningful ways such as providing high levels of personalized service. 

Google’s ‘Things To Do’ is more friend than foe to the OTAs. Google’s foray into the space with its Things To Do tool has been met with both trepidation and excitement. Whilst Google’s entrance into the hotel industry through Google Hotels arguably hinders rather than aids the efforts of leading OTAs such as Booking Holdings and Expedia; in the tours, activities & experiences space, we expect Google to be more friend than foe. We expect that Google will benefit the online intermediaries, expediting the industry wide shift from offline to online and giving prominence to the OTAs. Additionally, though Google acts as a dis-intermediary in the hotel space, aiding in the shift back to direct bookings, in the vastly fragmented experiences market, we expect that direct bookings are less likely to gain traction and instead that the OTAs will continue to gain share. 

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Travel and Tourism Market

Travel and Tourism Market (Type: Leisure, Educational, Business, Sports, Medical Tourism, and Others; and Application: Domestic and International) - Global Industry Analysis, Size, Share, Growth, Trends, and Forecast, 2023-2031

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Global Travel and Tourism Market Outlook 2031

• The global industry was valued at US$ 615.2 Bn in 2022
• It is estimated to grow at a CAGR of 5.3% from 2023 to 2031 and reach US$ 972.5 Bn by the end of 2031

Analysts’ Viewpoint on Market Scenario Growth in disposable income, affordable commutes, easy accessibility of remote locations, and emerging travel trends are major factors boosting the travel and tourism market growth during the forecast period. Rise in government investment in the tourism sector is also projected to drive demand for travel and tourism in the next few years. Surge in adoption of IoT is likely to offer lucrative opportunities to players in the global travel and tourism industry. However, political instability, natural disasters, and implementation of stringent immigration policies are estimated to limit the travel and tourism market progress in the near future.

Market Introduction

Travel and tourism refers to the movement of people from one place to another due to various reasons such as leisure, education, business, and sports. It can be domestic, overseas, short distance, or long distance. The tourism sector is witnessing immense growth opportunities around the globe owing to rise in discretionary income, governmental support, infrastructural development, and technical integration to facilitate easy commutes.

Online booking platforms, mobile apps , and travel websites are gaining traction among travelers. Rapid globalization has led to a more interconnected world through trade, social media networks, business, and culture. Thus, people are traveling within and out of their borders with ease. These scenarios and travel trends are expected to augment the travel and tourism market value in the next few years.

Social media platforms and online websites are being used widely to promote various tourist destinations and hospitality and leisure facilities. They are attracting travelers through influencer marketing , travel blogs, articles, and user-generated content. This, in turn, is projected to spur growth of the travel and tourism industry. Moreover, increase in investment in infrastructural development and emergence of new travel trends among millennials are boosting the travel and tourism market size.

Tourism is becoming one of the major sectors driving a country’s revenue. Thus, governments across the globe are promoting and investing heavily in the sector, which is leading to improvements in public transportation, tourist destinations, and accommodation facilities. According to the latest travel and tourism market trends, travel and tourism is gaining traction among the middle-class population due to surge in disposable income.

In 2019, an average household in the U.S. spent around US$ 2,100 on travel. Security and health concerns play a major role in the tourism sector. This average dropped to US$ 926 post the emergence of the COVID-19 pandemic in 2020. Thus, travelers prefer safe and secure destinations.

Rise in Government Investment in Travel and Tourism Sector

The tourism sector across the globe is growing at a rapid pace, especially after COVID-19 lockdowns were lifted. Major governments are focusing on promoting and enhancing tourist traffic. In India, the Ministry of Tourism, under the CSSS Scheme of ‘Incentive to Tour Operators for Enhancing Tourist Arrivals to India’ is extending financial incentives to foreign tour operators, approved by the government. These promotional activities are contributing to the market size of travel and tourism.

Accessibility to remote yet beautiful tourist places and increase in popularity of travel destinations through online platforms has resulted in the tourist industry emerging as one of the key sectors in many countries. According to the U.S. Department of Commerce, International arrivals to the U.S. grew from 19.2 million in 2020 to 22.1 million in 2021. Moreover, the U.S. government is focusing on attracting around 90 million international visitors who are expected to spend approximately US$ 279 Bn annually by 2027. Hence, rise in number of international visitors is estimated to fuel the travel and tourism market.

Surge in Disposable Income

Rise in digital transformation and growth in penetration of the internet are offering emerging opportunities in the travel and tourism market. Online resources provide convenience in booking flight tickets and hotels and searching for places to plan trips.

Increase in disposable income provides a sense of economic stability, in which people tend to spend on leisure activities such as travel. Families are more likely to plan vacations, leading to surge in demand for trips and tourism. The gross national disposable income in India reached US$ 3,182.4 Bn in the financial year 2021-2022, recording a growth of 17.4% compared to the previous year. In the U.S., personal income increased US$ 45.0 billion (0.2% at a monthly rate) in July 2023, according to the Bureau of Economic Analysis. Hence, rise in disposable income is projected to boost the travel and tourism market revenue during the forecast period.

Regional Outlook

According to the latest travel and tourism market forecast, Asia Pacific is anticipated to hold largest share from 2023 to 2031. Rise in disposable income and growth in government investment are fueling the market dynamics of the region. Geographical advantages, increase in number of international travelers, and presence of a well-established tourism sector are driving the travel and tourism market statistics in North America.

Analysis of Key Players

Most travel and tourism service providers are offering lucrative tour packages to attract more travelers. They are also investing heavily in promotional activities to increase their travel and tourism market share.

Accor, Adris Grupa d.d., Airbnb, Inc., Balkan Holidays Ltd., Carnival Corporation & plc, Crown Resorts Ltd., G Adventures, Hilton Worldwide Holdings Inc., TUI Group, Travel Leaders Group, LLC, Insight Vacations, and Frosch International Travel, Inc. are key players in the travel and tourism market.

Key Developments

• In August 2023 , G Adventures added two new National Geographic Family Journeys in Italy and Tanzania. The eight-day Tanzania Family Journey is expected to take families on game drives in the Serengeti throughout the tour and include a visit to a community tourism project.
• In July 2023 , TUI Group released a ChatGPT-powered chatbot on its U.K. app, the first of what is expected to be a wave of rollouts that incorporates generative AI into the company’s tech, to help consumers search through its own portfolio of products
• In February 2023 , Adris announced plans to invest US$ 511 Mn in its tourism arm Maistra until 2025 with an aim to boost its luxury segment

Travel and Tourism Market Snapshot

Frequently asked questions, how big was the travel and tourism market in 2022.

It was valued at US$ 615.2 Bn in 2022

What would be the CAGR of the travel and tourism industry during the forecast period?

It is estimated to be 5.3% from 2023 to 2031

How big will the travel and tourism business be in 2031?

It is projected to reach US$ 972.5 Bn by the end of 2031

What are the prominent factors driving demand for travel and tourism?

Rise in government investment in travel and tourism sector and surge in disposable income

Which region is likely to record the highest demand for travel and tourism?

Asia Pacific is anticipated to record the highest demand from 2023 to 2031

Who are the prominent travel and tourism service providers?

Accor, Adris Grupa d.d., Airbnb, Inc., Balkan Holidays Ltd., Carnival Corporation & plc, Crown Resorts Ltd., G Adventures, Hilton Worldwide Holdings Inc., TUI Group, Travel Leaders Group, LLC, Insight Vacations, and Frosch International Travel, Inc.

    1.1. Market Definition and Scope

    1.2. Market Segmentation

    1.3. Key Research Objectives

    1.4. Research Highlights

2. Assumptions

3. Research Methodology

4. Executive Summary

5. Market Overview

    5.1. Market Dynamics

        5.1.1. Drivers

        5.1.2. Restraints

        5.1.3. Opportunities

    5.2. Key Trends Analysis

        5.2.1. Demand Side Analysis

        5.2.2. Supply Side Analysis

    5.3. Key Market Indicators

        5.3.1. Overall Entertainment Market Overview

    5.4. Industry SWOT Analysis

    5.5. Porter’s Five Forces Analysis

    5.6. Value Chain Analysis

    5.7. Service Provider Analysis

    5.8. Global Travel and Tourism Market Analysis and Forecast, 2017 - 2031

        5.8.1. Market Value Projection (US$ Bn)

6. Global Travel and Tourism Market Analysis and Forecast, By Type

    6.1. Travel and Tourism Market (US$ Bn), By Type, 2017 - 2031

        6.1.1. Leisure

        6.1.2. Educational

        6.1.3. Business

        6.1.4. Sports

        6.1.5. Medical Tourism

        6.1.6. Others (Event Travel, Volunteer Travel, etc.)

    6.2. Incremental Opportunity, By Type

7. Global Travel and Tourism Market Analysis and Forecast, By Application

    7.1. Travel and Tourism Market (US$ Bn), By Application, 2017 - 2031

        7.1.1. Domestic

        7.1.2. International

    7.2. Incremental Opportunity, By Application

8. Global Travel and Tourism Market Analysis and Forecast, By Traveler Type

    8.1. Travel and Tourism Market (US$ Bn), By Traveler Type, 2017 - 2031

        8.1.1. Solo Traveler

        8.1.2. Couple Traveler

        8.1.3. Group Traveler

    8.2. Incremental Opportunity, By Traveler Type

9. Global Travel and Tourism Market Analysis and Forecast, By Travel Days

    9.1. Travel and Tourism Market (US$ Bn), By Travel Days, 2017 - 2031

        9.1.1. Less than 7 Days

        9.1.2. 8-15 Days

        9.1.3. 16-30 Days

        9.1.4. More than 30 Days

    9.2. Incremental Opportunity, By Travel Days

10. Global Travel and Tourism Market Analysis and Forecast, By Travel Mode

    10.1. Travel and Tourism Market (US$ Bn), By Travel Mode, 2017 - 2031

        10.1.1. Travel Packages

        10.1.2. Self-catered

    10.2. Incremental Opportunity, By Travel Mode

11. Global Travel and Tourism Market Analysis and Forecast, By Booking

    11.1. Travel and Tourism Market (US$ Bn), By Booking, 2017 - 2031

        11.1.1. Online

        11.1.2. Offline

    11.2. Incremental Opportunity, By Booking

12. Global Travel and Tourism Market Analysis and Forecast, by Region

    12.1. Travel and Tourism Market (US$ Bn), by Region, 2017 - 2031

        12.1.1. North America

        12.1.2. Europe

        12.1.3. Asia Pacific

        12.1.4. Middle East & Africa

        12.1.5. South America

    12.2. Incremental Opportunity, by Region

13. North America Travel and Tourism Market Analysis and Forecast

    13.1. Regional Snapshot

    13.2. Price Trend Analysis

        13.2.1. Weighted Average Selling Price (US$)

    13.3. Demographic Overview

    13.4. Key Brand Analysis

    13.5. Key Trends Analysis

        13.5.1. Demand Side Analysis

        13.5.2. Supply Side Analysis

    13.6. Consumer Buying Behavior Analysis

    13.7. Travel and Tourism Market (US$ Bn), By Type, 2017 - 2031

        13.7.1. Leisure

        13.7.2. Educational

        13.7.3. Business

        13.7.4. Sports

        13.7.5. Medical Tourism

        13.7.6. Others (Event Travel, Volunteer Travel, etc.)

    13.8. Travel and Tourism Market (US$ Bn), By Application, 2017 - 2031

        13.8.1. Domestic

        13.8.2. International

    13.9. Travel and Tourism Market (US$ Bn), By Traveler Type, 2017 - 2031

        13.9.1. Solo Traveler

        13.9.2. Couple Traveler

        13.9.3. Group Traveler

    13.10. Travel and Tourism Market (US$ Bn), By Travel Days, 2017 - 2031

        13.10.1. Less than 7 Days

        13.10.2. 8-15 Days

        13.10.3. 16-30 Days

        13.10.4. More than 30 Days

    13.11. Travel and Tourism Market (US$ Bn), By Travel Mode, 2017 - 2031

        13.11.1. Travel Packages

        13.11.2. Self-catered

    13.12. Travel and Tourism Market (US$ Bn), By Booking, 2017 - 2031

        13.12.1. Online

        13.12.2. Offline

    13.13. Travel and Tourism Market (US$ Bn) Forecast, By Country, 2017 - 2031

        13.13.1. U.S.

        13.13.2. Canada

        13.13.3. Rest of North America

    13.14. Incremental Opportunity Analysis

14. Europe Travel and Tourism Market Analysis and Forecast

    14.1. Regional Snapshot

    14.2. Price Trend Analysis

        14.2.1. Weighted Average Selling Price (US$)

    14.3. Demographic Overview

    14.4. Key Brand Analysis

    14.5. Key Trends Analysis

        14.5.1. Demand Side Analysis

        14.5.2. Supply Side Analysis

    14.6. Consumer Buying Behavior Analysis

    14.7. Travel and Tourism Market (US$ Bn), By Type, 2017 - 2031

        14.7.1. Leisure

        14.7.2. Educational

        14.7.3. Business

        14.7.4. Sports

        14.7.5. Medical Tourism

        14.7.6. Others (Event Travel, Volunteer Travel, etc.)

    14.8. Travel and Tourism Market (US$ Bn), By Application, 2017 - 2031

        14.8.1. Domestic

        14.8.2. International

    14.9. Travel and Tourism Market (US$ Bn), By Traveler Type, 2017 - 2031

        14.9.1. Solo Traveler

        14.9.2. Couple Traveler

        14.9.3. Group Traveler

    14.10. Travel and Tourism Market (US$ Bn), By Travel Days, 2017 - 2031

        14.10.1. Less than 7 Days

        14.10.2. 8-15 Days

        14.10.3. 16-30 Days

        14.10.4. More than 30 Days

    14.11. Travel and Tourism Market (US$ Bn), By Travel Mode, 2017 - 2031

        14.11.1. Travel Packages

        14.11.2. Self-catered

    14.12. Travel and Tourism Market (US$ Bn), By Booking, 2017 - 2031

        14.12.1. Online

        14.12.2. Offline

    14.13. Travel and Tourism Market (US$ Bn) Forecast, By Country, 2017 - 2031

        14.13.1. U.K.

        14.13.2. Germany

        14.13.3. France

        14.13.4. Rest of Europe

    14.14. Incremental Opportunity Analysis

15. Asia Pacific Travel and Tourism Market Analysis and Forecast

    15.1. Regional Snapshot

    15.2. Price Trend Analysis

        15.2.1. Weighted Average Selling Price (US$)

    15.3. Demographic Overview

    15.4. Key Brand Analysis

    15.5. Key Trends Analysis

        15.5.1. Demand Side Analysis

        15.5.2. Supply Side Analysis

    15.6. Consumer Buying Behavior Analysis

    15.7. Travel and Tourism Market (US$ Bn), By Type, 2017 - 2031

        15.7.1. Leisure

        15.7.2. Educational

        15.7.3. Business

        15.7.4. Sports

        15.7.5. Medical Tourism

        15.7.6. Others (Event Travel, Volunteer Travel, etc.)

    15.8. Travel and Tourism Market (US$ Bn), By Application, 2017 - 2031

        15.8.1. Domestic

        15.8.2. International

    15.9. Travel and Tourism Market (US$ Bn), By Traveler Type, 2017 - 2031

        15.9.1. Solo Traveler

        15.9.2. Couple Traveler

        15.9.3. Group Traveler

    15.10. Travel and Tourism Market (US$ Bn), By Travel Days, 2017 - 2031

        15.10.1. Less than 7 Days

        15.10.2. 8-15 Days

        15.10.3. 16-30 Days

        15.10.4. More than 30 Days

    15.11. Travel and Tourism Market (US$ Bn), By Travel Mode, 2017 - 2031

        15.11.1. Travel Packages

        15.11.2. Self-catered

    15.12. Travel and Tourism Market (US$ Bn), By Booking, 2017 - 2031

        15.12.1. Online

        15.12.2. Offline

    15.13. Travel and Tourism Market (US$ Bn) Forecast, By Country, 2017 - 2031

        15.13.1. China

        15.13.2. India

        15.13.3. Japan

        15.13.4. Rest of Asia Pacific

    15.14. Incremental Opportunity Analysis

16. Middle East & Africa Travel and Tourism Market Analysis and Forecast

    16.1. Regional Snapshot

    16.2. Price Trend Analysis

        16.2.1. Weighted Average Selling Price (US$)

    16.3. Demographic Overview

    16.4. Key Brand Analysis

    16.5. Key Trends Analysis

        16.5.1. Demand Side Analysis

        16.5.2. Supply Side Analysis

    16.6. Consumer Buying Behavior Analysis

    16.7. Travel and Tourism Market (US$ Bn), By Type, 2017 - 2031

        16.7.1. Leisure

        16.7.2. Educational

        16.7.3. Business

        16.7.4. Sports

        16.7.5. Medical Tourism

        16.7.6. Others (Event Travel, Volunteer Travel, etc.)

    16.8. Travel and Tourism Market (US$ Bn), By Application, 2017 - 2031

        16.8.1. Domestic

        16.8.2. International

    16.9. Travel and Tourism Market (US$ Bn), By Traveler Type, 2017 - 2031

        16.9.1. Solo Traveler

        16.9.2. Couple Traveler

        16.9.3. Group Traveler

    16.10. Travel and Tourism Market (US$ Bn), By Travel Days, 2017 - 2031

        16.10.1. Less than 7 Days

        16.10.2. 8-15 Days

        16.10.3. 16-30 Days

        16.10.4. More than 30 Days

    16.11. Travel and Tourism Market (US$ Bn), By Travel Mode, 2017 - 2031

        16.11.1. Travel Packages

        16.11.2. Self-catered

    16.12. Travel and Tourism Market (US$ Bn), By Booking, 2017 - 2031

        16.12.1. Online

        16.12.2. Offline

    16.13. Travel and Tourism Market (US$ Bn) Forecast, By Country, 2017 - 2031

        16.13.1. GCC

        16.13.2. South Africa

        16.13.3. Rest of Middle East & Africa

    16.14. Incremental Opportunity Analysis

17. South America Travel and Tourism Market Analysis and Forecast

    17.1. Regional Snapshot

    17.2. Price Trend Analysis

        17.2.1. Weighted Average Selling Price (US$)

    17.3. Demographic Overview

    17.4. Key Brand Analysis

    17.5. Key Trends Analysis

        17.5.1. Demand Side Analysis

        17.5.2. Supply Side Analysis

    17.6. Consumer Buying Behavior Analysis

    17.7. Travel and Tourism Market (US$ Bn), By Type, 2017 - 2031

        17.7.1. Leisure

        17.7.2. Educational

        17.7.3. Business

        17.7.4. Sports

        17.7.5. Medical Tourism

        17.7.6. Others (Event Travel, Volunteer Travel, etc.)

    17.8. Travel and Tourism Market (US$ Bn), By Application, 2017 - 2031

        17.8.1. Domestic

        17.8.2. International

    17.9. Travel and Tourism Market (US$ Bn), By Traveler Type, 2017 - 2031

        17.9.1. Solo Traveler

        17.9.2. Couple Traveler

        17.9.3. Group Traveler

    17.10. Travel and Tourism Market (US$ Bn), By Travel Days, 2017 - 2031

        17.10.1. Less than 7 Days

        17.10.2. 8-15 Days

        17.10.3. 16-30 Days

        17.10.4. More than 30 Days

    17.11. Travel and Tourism Market (US$ Bn), By Travel Mode, 2017 - 2031

        17.11.1. Travel Packages

        17.11.2. Self-catered

    17.12. Travel and Tourism Market (US$ Bn), By Booking, 2017 - 2031

        17.12.1. Online

        17.12.2. Offline

    17.13. Travel and Tourism Market (US$ Bn) Forecast, By Country, 2017 - 2031

        17.13.1. Brazil

        17.13.2. Rest of South America

    17.14. Incremental Opportunity Analysis

18. Competition Landscape

    18.1. Market Player - Competition Dashboard

    18.2. Market Revenue Share Analysis (%), (2022)

    18.3. Company Profiles (Details - Company Overview, Sales Area/Geographical Presence, Revenue, Strategy & Business Overview)

        18.3.1. Accor

            18.3.1.1. Company Overview

            18.3.1.2. Sales Area/Geographical Presence

            18.3.1.3. Revenue

            18.3.1.4. Strategy & Business Overview

        18.3.2. Adris Grupa d.d.

            18.3.2.1. Company Overview

            18.3.2.2. Sales Area/Geographical Presence

            18.3.2.3. Revenue

            18.3.2.4. Strategy & Business Overview

        18.3.3. Airbnb, Inc.

            18.3.3.1. Company Overview

            18.3.3.2. Sales Area/Geographical Presence

            18.3.3.3. Revenue

            18.3.3.4. Strategy & Business Overview

        18.3.4. Balkan Holidays Ltd.

            18.3.4.1. Company Overview

            18.3.4.2. Sales Area/Geographical Presence

            18.3.4.3. Revenue

            18.3.4.4. Strategy & Business Overview

        18.3.5. Carnival Corporation & plc

            18.3.5.1. Company Overview

            18.3.5.2. Sales Area/Geographical Presence

            18.3.5.3. Revenue

            18.3.5.4. Strategy & Business Overview

        18.3.6. Crown Resorts Ltd.

            18.3.6.1. Company Overview

            18.3.6.2. Sales Area/Geographical Presence

            18.3.6.3. Revenue

            18.3.6.4. Strategy & Business Overview

        18.3.7. G Adventures

            18.3.7.1. Company Overview

            18.3.7.2. Sales Area/Geographical Presence

            18.3.7.3. Revenue

            18.3.7.4. Strategy & Business Overview

        18.3.8. Hilton Worldwide Holdings Inc.

            18.3.8.1. Company Overview

            18.3.8.2. Sales Area/Geographical Presence

            18.3.8.3. Revenue

            18.3.8.4. Strategy & Business Overview

        18.3.9. TUI Group

            18.3.9.1. Company Overview

            18.3.9.2. Sales Area/Geographical Presence

            18.3.9.3. Revenue

            18.3.9.4. Strategy & Business Overview

        18.3.10. Travel Leaders Group, LLC

            18.3.10.1. Company Overview

            18.3.10.2. Sales Area/Geographical Presence

            18.3.10.3. Revenue

            18.3.10.4. Strategy & Business Overview

        18.3.11. Insight Vacations

            18.3.11.1. Company Overview

            18.3.11.2. Sales Area/Geographical Presence

            18.3.11.3. Revenue

            18.3.11.4. Strategy & Business Overview

        18.3.12. Frosch International Travel, Inc.

            18.3.12.1. Company Overview

            18.3.12.2. Sales Area/Geographical Presence

            18.3.12.3. Revenue

            18.3.12.4. Strategy & Business Overview

        18.3.13. Other Key Players

            18.3.13.1. Company Overview

            18.3.13.2. Sales Area/Geographical Presence

            18.3.13.3. Revenue

            18.3.13.4. Strategy & Business Overview

19. Go To Market Strategy

    19.1. Identification of Potential Market Spaces

    19.2. Understanding Procurement Process of Customers

    19.3. Preferred Sales & Marketing Strategy

    19.4. Prevailing Market Risks

List of Tables

Table 1: Global Travel and Tourism Market Value (US$ Bn) Projection By Type 2017-2031

Table 2: Global Travel and Tourism Market Value (US$ Bn) Projection By Application 2017-2031

Table 3: Global Travel and Tourism Market Value (US$ Bn) Projection By Traveler Type 2017-2031

Table 4: Global Travel and Tourism Market Value (US$ Bn) Projection By Travel Days 2017-2031

Table 5: Global Travel and Tourism Market Value (US$ Bn) Projection By Travel Mode 2017-2031

Table 6: Global Travel and Tourism Market Value (US$ Bn) Projection By Booking 2017-2031

Table 7: Global Travel and Tourism Market Value (US$ Bn) Projection By Region 2017-2031

Table 8: North America Travel and Tourism Market Value (US$ Bn) Projection By Type 2017-2031

Table 9: North America Travel and Tourism Market Value (US$ Bn) Projection By Application 2017-2031

Table 10: North America Travel and Tourism Market Value (US$ Bn) Projection By Traveler Type 2017-2031

Table 11: North America Travel and Tourism Market Value (US$ Bn) Projection By Travel Days 2017-2031

Table 12: North America Travel and Tourism Market Value (US$ Bn) Projection By Travel Mode 2017-2031

Table 13: North America Travel and Tourism Market Value (US$ Bn) Projection By Booking 2017-2031

Table 14: North America Travel and Tourism Market Value (US$ Bn) Projection By Country 2017-2031

Table 15: Europe Travel and Tourism Market Value (US$ Bn) Projection By Type 2017-2031

Table 16: Europe Travel and Tourism Market Value (US$ Bn) Projection By Application 2017-2031

Table 17: Europe Travel and Tourism Market Value (US$ Bn) Projection By Traveler Type 2017-2031

Table 18: Europe Travel and Tourism Market Value (US$ Bn) Projection By Travel Days 2017-2031

Table 19: Europe Travel and Tourism Market Value (US$ Bn) Projection By Travel Mode 2017-2031

Table 20: Europe Travel and Tourism Market Value (US$ Bn) Projection By Booking 2017-2031

Table 21: Europe Travel and Tourism Market Value (US$ Bn) Projection By Country 2017-2031

Table 22: Asia Pacific Travel and Tourism Market Value (US$ Bn) Projection By Type 2017-2031

Table 23: Asia Pacific Travel and Tourism Market Value (US$ Bn) Projection By Application 2017-2031

Table 24: Asia Pacific Travel and Tourism Market Value (US$ Bn) Projection By Traveler Type 2017-2031

Table 25: Asia Pacific Travel and Tourism Market Value (US$ Bn) Projection By Travel Days 2017-2031

Table 26: Asia Pacific Travel and Tourism Market Value (US$ Bn) Projection By Travel Mode 2017-2031

Table 27: Asia Pacific Travel and Tourism Market Value (US$ Bn) Projection By Booking 2017-2031

Table 28: Asia Pacific Travel and Tourism Market Value (US$ Bn) Projection By Country 2017-2031

Table 29: Middle East & Africa Travel and Tourism Market Value (US$ Bn) Projection By Type 2017-2031

Table 30: Middle East & Africa Travel and Tourism Market Value (US$ Bn) Projection By Application 2017-2031

Table 31: Middle East & Africa Travel and Tourism Market Value (US$ Bn) Projection By Traveler Type 2017-2031

Table 32: Middle East & Africa Travel and Tourism Market Value (US$ Bn) Projection By Travel Days 2017-2031

Table 33: Middle East & Africa Travel and Tourism Market Value (US$ Bn) Projection By Travel Mode 2017-2031

Table 34: Middle East & Africa Travel and Tourism Market Value (US$ Bn) Projection By Booking 2017-2031

Table 35: Middle East & Africa Travel and Tourism Market Value (US$ Bn) Projection By Country 2017-2031

Table 36: South America Travel and Tourism Market Value (US$ Bn) Projection By Type 2017-2031

Table 37: South America Travel and Tourism Market Value (US$ Bn) Projection By Application 2017-2031

Table 38: South America Travel and Tourism Market Value (US$ Bn) Projection By Traveler Type 2017-2031

Table 39: South America Travel and Tourism Market Value (US$ Bn) Projection By Travel Days 2017-2031

Table 40: South America Travel and Tourism Market Value (US$ Bn) Projection By Travel Mode 2017-2031

Table 41: South America Travel and Tourism Market Value (US$ Bn) Projection By Booking 2017-2031

Table 42: South America Travel and Tourism Market Value (US$ Bn) Projection By Country 2017-2031

List of Figures

Figure 1: Global Travel and Tourism Market Value (US$ Bn) Projection, By Type 2017-2031

Figure 2: Global Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Type 2023-2031

Figure 3: Global Travel and Tourism Market Value (US$ Bn) Projection, By Application 2017-2031

Figure 4: Global Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Application 2023-2031

Figure 5: Global Travel and Tourism Market Value (US$ Bn) Projection, By Traveler Type 2017-2031

Figure 6: Global Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Traveler Type 2023-2031

Figure 7: Global Travel and Tourism Market Value (US$ Bn) Projection, By Travel Days 2017-2031

Figure 8: Global Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Travel Days 2023-2031

Figure 9: Global Travel and Tourism Market Value (US$ Bn) Projection, By Travel Mode 2017-2031

Figure 10: Global Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Travel Mode 2023-2031

Figure 11: Global Travel and Tourism Market Value (US$ Bn) Projection, By Booking 2017-2031

Figure 12: Global Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Booking 2023-2031

Figure 13: Global Travel and Tourism Market Value (US$ Bn) Projection, By Region 2017-2031

Figure 14: Global Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Region 2023-2031

Figure 15: North America Travel and Tourism Market Value (US$ Bn) Projection, By Type 2017-2031

Figure 16: North America Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Type 2023-2031

Figure 17: North America Travel and Tourism Market Value (US$ Bn) Projection, By Application 2017-2031

Figure 18: North America Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Application 2023-2031

Figure 19: North America Travel and Tourism Market Value (US$ Bn) Projection, By Traveler Type 2017-2031

Figure 20: North America Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Traveler Type 2023-2031

Figure 21: North America Travel and Tourism Market Value (US$ Bn) Projection, By Travel Days 2017-2031

Figure 22: North America Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Travel Days 2023-2031

Figure 23: North America Travel and Tourism Market Value (US$ Bn) Projection, By Travel Mode 2017-2031

Figure 24: North America Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Travel Mode 2023-2031

Figure 25: North America Travel and Tourism Market Value (US$ Bn) Projection, By Booking 2017-2031

Figure 26: North America Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Booking 2023-2031

Figure 27: North America Travel and Tourism Market Value (US$ Bn) Projection, By Country 2017-2031

Figure 28: North America Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Country 2023-2031

Figure 29: Europe Travel and Tourism Market Value (US$ Bn) Projection, By Type 2017-2031

Figure 30: Europe Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Type 2023-2031

Figure 31: Europe Travel and Tourism Market Value (US$ Bn) Projection, By Application 2017-2031

Figure 32: Europe Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Application 2023-2031

Figure 33: Europe Travel and Tourism Market Value (US$ Bn) Projection, By Traveler Type 2017-2031

Figure 34: Europe Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Traveler Type 2023-2031

Figure 35: Europe Travel and Tourism Market Value (US$ Bn) Projection, By Travel Days 2017-2031

Figure 36: Europe Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Travel Days 2023-2031

Figure 37: Europe Travel and Tourism Market Value (US$ Bn) Projection, By Travel Mode 2017-2031

Figure 38: Europe Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Travel Mode 2023-2031

Figure 39: Europe Travel and Tourism Market Value (US$ Bn) Projection, By Booking 2017-2031

Figure 40: Europe Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Booking 2023-2031

Figure 41: Europe Travel and Tourism Market Value (US$ Bn) Projection, By Country 2017-2031

Figure 42: Europe Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Country 2023-2031

Figure 43: Asia Pacific Travel and Tourism Market Value (US$ Bn) Projection, By Type 2017-2031

Figure 44: Asia Pacific Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Type 2023-2031

Figure 45: Asia Pacific Travel and Tourism Market Value (US$ Bn) Projection, By Application 2017-2031

Figure 46: Asia Pacific Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Application 2023-2031

Figure 47: Asia Pacific Travel and Tourism Market Value (US$ Bn) Projection, By Traveler Type 2017-2031

Figure 48: Asia Pacific Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Traveler Type 2023-2031

Figure 49: Asia Pacific Travel and Tourism Market Value (US$ Bn) Projection, By Travel Days 2017-2031

Figure 50: Asia Pacific Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Travel Days 2023-2031

Figure 51: Asia Pacific Travel and Tourism Market Value (US$ Bn) Projection, By Travel Mode 2017-2031

Figure 52: Asia Pacific Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Travel Mode 2023-2031

Figure 53: Asia Pacific Travel and Tourism Market Value (US$ Bn) Projection, By Booking 2017-2031

Figure 54: Asia Pacific Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Booking 2023-2031

Figure 55: Asia Pacific Travel and Tourism Market Value (US$ Bn) Projection, By Country 2017-2031

Figure 56: Asia Pacific Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Country 2023-2031

Figure 57: Middle East & Africa Travel and Tourism Market Value (US$ Bn) Projection, By Type 2017-2031

Figure 58: Middle East & Africa Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Type 2023-2031

Figure 59: Middle East & Africa Travel and Tourism Market Value (US$ Bn) Projection, By Application 2017-2031

Figure 60: Middle East & Africa Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Application 2023-2031

Figure 61: Middle East & Africa Travel and Tourism Market Value (US$ Bn) Projection, By Traveler Type 2017-2031

Figure 62: Middle East & Africa Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Traveler Type 2023-2031

Figure 63: Middle East & Africa Travel and Tourism Market Value (US$ Bn) Projection, By Travel Days 2017-2031

Figure 64: Middle East & Africa Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Travel Days 2023-2031

Figure 65: Middle East & Africa Travel and Tourism Market Value (US$ Bn) Projection, By Travel Mode 2017-2031

Figure 66: Middle East & Africa Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Travel Mode 2023-2031

Figure 67: Middle East & Africa Travel and Tourism Market Value (US$ Bn) Projection, By Booking 2017-2031

Figure 68: Middle East & Africa Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Booking 2023-2031

Figure 69: Middle East & Africa Travel and Tourism Market Value (US$ Bn) Projection, By Country 2017-2031

Figure 70: Middle East & Africa Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Country 2023-2031

Figure 71: South America Travel and Tourism Market Value (US$ Bn) Projection, By Type 2017-2031

Figure 72: South America Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Type 2023-2031

Figure 73: South America Travel and Tourism Market Value (US$ Bn) Projection, By Application 2017-2031

Figure 74: South America Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Application 2023-2031

Figure 75: South America Travel and Tourism Market Value (US$ Bn) Projection, By Traveler Type 2017-2031

Figure 76: South America Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Traveler Type 2023-2031

Figure 77: South America Travel and Tourism Market Value (US$ Bn) Projection, By Travel Days 2017-2031

Figure 78: South America Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Travel Days 2023-2031

Figure 79: South America Travel and Tourism Market Value (US$ Bn) Projection, By Travel Mode 2017-2031

Figure 80: South America Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Travel Mode 2023-2031

Figure 81: South America Travel and Tourism Market Value (US$ Bn) Projection, By Booking 2017-2031

Figure 82: South America Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Booking 2023-2031

Figure 83: South America Travel and Tourism Market Value (US$ Bn) Projection, By Country 2017-2031

Figure 84: South America Travel and Tourism Market, Incremental Opportunities (US$ Bn), Forecast, By Country 2023-2031

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The Global Tours & Activities Market

Delivered june 7th, 2022 . contributors: kej a., key takeaways.

• The global size of the tours and activities reservations market in the year 2020 is $158.5 trillion .
• The global domestic tourism market, as of 2020, had a market size of $1.22 trillion .
• The global travel activities market has an estimated size of $66.84 billion.

Introduction

Global tours and activities reservations market.

• The global tours and activities reservations market was estimated at $158.5 trillion in 2020.
• The market is expected to grow at a CAGR of 7.7% from 2020 to 2027. At this rate, the market will reach an estimated size of $266.7 trillion by 2027.
• The US alone represents about 27% of the global figure, with an annual size of $42.8 trillion .
• China holds the second position, with an estimated market size of $27.6 trillion in 2020. It is expected to continue at a CAGR of 11.7% and reach $59.9 trillion by 2027.
• The following are other key markets and their f o r e c a s t e d CAGR from 2020 to 2027;
• Japan: 4.2%  
• Germany: 5%  
• Canada: 6.9%  

Calculations

Local experiences market (domestic tourism).

• The market size of the global domestic tourism market as of 2020 is $1.22 trillion .
• At a projected CAGR of 13.4% , the market is expected to reach $6.73 trillion by 2030.
• The Asia-Pacific region accounts for the largest share of the domestic tourism market with a 40% market share and is projected to hold this position until 2030.
• Latin America, the Middle East, and Africa (LAMEA) is the fastest-growing region and is expected to grow at a CAGR of 15.7% from 2021 to 2030.

Travel Activities Market

• According to a 2021 report by Research and Markets, the global travel market is expected to grow by $451.19 billion during the forecast period of 2022-2026 at a CAGR of 13.86% .
• Based on these figures , the 2022 market size of the global travel market is estimated to be $668.4 billion.
• In 2016, the travel activities market accounted for 10% of the global travel market.

• Assuming that the 10% market share remains constant, the travel activities market has a current size of $66.84 billion.
• The Global Travel Activities Report by Market Reports World is a 126-page p a y w a l l e d research report on the travel activities market, including key players, demographic profile, size, other quantitative information, and distribution by activity and geography.
• Market size 2022 = 1
• Market size 2023 = (1 + 13.86/100) =1.1386
• Market size 2024 = 1.1386 * (1+13.86/100) = 1.296
• Market size 2025 = 1.296 * (1+13.86/100) = 1.473
• Market size 2026 = 1.473 * (1+13.86/100) = 1.675

Research Strategy

Did this report spark your curiosity, global tours and activities reservations industry (2020 to 2027) - market trajectory & analytics, global domestic tourism market to reach $6.73 trillion by 2030: allied market research, global travel market growth outlook 2022-2026: compound annual growth of 13% is forecast during 2022-2026 - researchandmarkets.com, travel activities market to reach $183 billion by 2020: phocuswright.

• Private Tours
• Dine Arounds
• Culinary Trips (Coming Soon)
• Coming Soon

North End(Little Italy) & Boston Public Market Tour

• 3 1/2 Hours
• 10:30 a.m. or noon departure 11:30 a.m. on Sundays

A walking food tour in Boston’s North End

Note: Please be aware that the tour does not run on major holidays when the Boston Public Market is closed. Tour stops are subject to change based on our partners’ daily opening and closing schedules. We advise guests to leave one hour between the end of the tour and subsequent plans, and we recommend that all guests bring a bottle of water to stay hydrated.

Join us on a culinary journey through Boston’s vibrant food scene, starting in the historic North End, also known as Boston’s Little Italy. We’ll begin with award-winning pizza included on the country’s “Top 100 Pizzas” list, followed by a visit to historic North Square.

Next, we’ll indulge in an iconic cannoli, and visit two hidden gems that offer unique culinary experiences. At one stop, you’ll enjoy a bread tasting from a three-time Old World Best of Boston Bread Bakery. At another, you’ll savor balsamic vinegars, and house-made mozzarella tastings from a salumeria featured on the Food Network’s “Best Thing That I Ever Ate.”

Explore the Boston Public Market

On Fridays and Saturdays, our tour route will take us through the nearly-200-year-old historic Haymarket Market, the oldest open-air market in the country, where we’ll meet with vendors. 

Moving indoors, we’ll visit the Boston Public Market, recognized in 2022 as one of the top four public markets in the country by USA Today readers. Here, you’ll enjoy representative tastings from up to 30 local and regional vendors, including a regional specialty doughnut, Best of Boston-winning ice cream, and addictive flavored nuts.

Our finale is both historical and delicious! Just a block away from the market, we’ll experience the longest continuously-running restaurant in the country, ranked by Forbes as one of the top ten classic restaurants in the world.  Here, we’ll savor its iconic chowder and cornbread, and beer drinkers can enjoy an exclusive Sam Adams beer on tap.

Join us for an unforgettable culinary adventure through Boston’s rich history and diverse food culture. If you have any questions, get in touch . 

Tony DeMarco statue, at the corner of Cross and Hanover Streets, next to Mother Anna’s restaurant.

Availability

Fridays and Saturdays; up to (6) days weekly as season progresses. Does not run on major holidays, when the Boston Public Market is closed.

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Related Tours

North End (Little Italy) Neighborhood Tour

• Market Segmentation in Tourism (What It Is & Why It Matters)

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March 22, 2023 | Reach an Audience

Originally published April 11, 2017 Updated March 26, 2023

As the tourism industry continues to advance, competition among businesses intensifies. To excel, you must understand your customers’ diverse needs and preferences.

This is where travel market segmentation comes in. This process divides a larger market into smaller groups of consumers with similar needs and characteristics.

Market segmentation is essential for travel and tourism businesses to effectively reach and engage with their target audience.

By identifying specific travel segments, such as solo travelers, adventure seekers, or luxury travelers, you can tailor your offerings and marketing messages to meet their unique needs.

In fact, a report by McKinsey & Company shows 71% of consumers expect companies to deliver personalized interactions .

This report indicates the increasing significance of market segmentation in the tourism industry. Companies that excel at demonstrating customer intimacy generate faster revenue growth rates than their peers.

In this blog post, I’ll explore the importance of market segmentation in tourism, why it’s important, and how you can use it to improve your marketing strategy.

What Is Market Segmentation in Tourism?

Market segmentation in tourism is the process of dividing the market into smaller groups of consumers with similar needs or characteristics . This helps tourism businesses tailor their offerings and marketing messages. Travel market segmentation also increases customer satisfaction and loyalty.

Why Is Market Segmentation Important in the Tourism Industry?

Travel market segmentation is a crucial strategy in the tourism industry. Travel segments divide customers into distinct groups based on their needs, interests, behaviors, and demographics.

Travel segments also help businesses tailor their marketing efforts and develop targeted products and services for each group. As a result, travel and tourism companies can maximize revenue and customer satisfaction.

Here are some key reasons why market segmentation is important in the tourism industry:

Helps businesses understand their customers : By segmenting the market, you can better understand your customers and create more personalized experiences and products.

Allows for targeted marketing : Customer segments help you create marketing messages and campaigns tailored to each unique group. This can increase the effectiveness of your marketing efforts and improve customer engagement.

Increases customer satisfaction : Offering products and services customized to your customers will likely satisfy their experience. This can lead to repeat business and positive word-of-mouth.

Boosts revenue : Creating targeted products and services that appeal to specific customer segments can increase revenue. You can attract and retain more customers, which improves profitability.

What Are the 4 Types of Traveler Segmentation?

There are several different ways to segment the travel market. The four main tourism market segments include:

• Demographic segmentation in tourism : Dividing customers based on age, gender, income, education, and other demographic factors.
• Geographic segmentation in tourism : Segmenting customers based on location, such as country, region, or city.
• Psychographic segmentation in tourism : Dividing customers based on their lifestyle, interests, values, and personality traits.
• Behavioral segmentation in tourism : Segmenting customers based on their behaviors and actions, such as travel frequency, spending habits, and travel motivations.

Using these travel segments, you can develop targeted marketing strategies, improve customer satisfaction, increase loyalty, and boost revenue.

For instance, a business that focuses on adventure travel may target customers with a high interest in outdoor activities and a willingness to take risks.

Some popular segment names for the travel and tourism industry are escapists, learners, planners, and dreamers.

What Are Examples of Market Segmentation in Tourism?

Here are five brief tourism market segmentation examples. They illustrate how businesses can tailor their offerings to specific customer needs.

• Hotel targeting business travelers by offering conference rooms and fast Wi-Fi.
• Tour company targeting adventure seekers by offering hiking and extreme sports packages.
• Cruise line targeting families by offering kid-friendly activities and childcare services.
• Luxury resort targeting customers with a high income and a preference for exclusive amenities and experiences.
• A destination marketing organization targeting retirees by promoting cultural events and attractions.

Businesses that leverage tailored travel segments gain a competitive edge in the tourism industry.

Seize the (Micro) Moment in Travel Market Segmentation

Market segmentation in tourism requires you to think critically about your target audience and how they move through the customer journey.

Often, tourism and travel market segments are created by one, or a combination, of the following:

• Age / life stage (e.g., millennial, retiree)
• Socioeconomic status
• Type of travel (e.g., business, leisure, extended stay)

With online research easier and more portable than ever, we like to think about travel segments a little differently.

Travel brands and destination marketers should consider the moments your potential customers may jump online from their phone or computer—as the biggest marketing opportunity.

While the who still matters when you’re trying to reach an audience—the when is more vital than ever.

For example, think about how you planned your last vacation. If you were like most, you bounced back and forth between dreaming about and loosely planning your next getaway—zooming in on a destination and quickly bouncing around in search of inspiration only to zoom out and consider all the options yet again.

This quick spurt of research to answer an immediate need (usually turning to a search engine) has been coined “a micro-moment” by Google.

Such micro-moments represent a huge opportunity for destination marketing organizations and are the key to attracting and earning a savvy traveler’s consideration.

Often, we pull in focus groups to test our theories on user motivation and needs.   From on-paper prototypes and discussion groups to high-fidelity wireframes and user-experience videos—we pick from our bag of user-testing methods to ensure content and calls-to-action are placed in the best places possible.

How to Use Travel Segments in Your Marketing Strategy

What if your brand or location could be in front of your potential customers during the exact moments they are dreaming about getting away, planning their visit, and eventually booking their vacation? What content should you create at what moments?

Knowing how to leverage travel market segmentation and the power of micro-moments is the key to upping your travel industry marketing game.

It’s how you keep your messaging laser focused and your audience satisfied. As a result, your travel or tourism company will see increased customer satisfaction, loyalty, and revenue!

Market Segmentation in Tourism FAQ

Answers to common questions about tourism market segmentation.

Why Do We Segment the Tourism Market?

The travel market is far too large and diverse to reach effectively in one fell swoop. Tourism marketers use segmentation to understand customer needs better and allocate marketing dollars effectively.

Effective travel market segmentation is based on extensive quantitative research focusing on large numbers of people. Then grouping them based on shared characteristics such as:

• Demographics
• Behavioral patterns
• Cognition ratings

Once identified, these groups are referred to as particular segments. You can target them with specific product offerings, services, and tailored marketing messages.

What Are the Components of the Tourism Industry?

There are six main components of tourism, each with sub-components. The six components of travel and tourism include attractions, activities, accessibility, accommodation, amenities, and transportation.

Travel Segments vs Personas: What’s the Difference?

Personas are used to encourage a design for real people with real needs. They break down the user’s context, needs, motivations, and pain points on a personal basis.

Travel segments aim to pinpoint and measure the size of different groups at a high level.

Market segmentation isn’t persona research. Sure, they’re very similar tools that group current and potential customers into manageable buckets. However, you can’t create a detailed buyer persona without first diving into market research.

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Historic Market Food Tour + Biscuit Class

This is the ultimate Atlanta food experience and you won’t want to miss it. In just two hours , you will try 9 delicious tastings from 5 vendors in Atlanta’s oldest market and become Southern cooks with a hands-on Atlanta cooking class .

You’ll learn fascinating Atlanta history and get a close look at Southern cooking and Georgia’s most famous foods, including peaches, collards, and pecans. And, you will love learning how to make the perfect Southern biscuit in our Atlanta cooking class.

Beat the heat and the rain in this indoor food experience through Atlanta’s most historic market, rated one of the top 10 markets in the country by USA Today.

This tour is perfect for the entire family, with limited walking, enough delicious food for a hearty lunch, and a hands-on experience. Bring everyone from kids to grandparents on this tour!

And, at only two hours, you can squeeze this in before or after a trip to the Georgia Aquarium. The Market is located directly on the Atlanta Streetcar line, conveniently located between Centennial Olympic Park and the Martin Luther King Jr. Historic District.

Take advantage of our exclusive restaurant partners to get a taste of the best food in the city. You won’t have to worry because Unexpected Atlanta is the #1 rated tour company in the city of Atlanta with more than 2,400 reviews and 8 years in business.

Food Tastings Include:

Panbury’s Meat Pies

Jikssa Ethiopian Cuisine

Metro Deli Soul Food

Southern Buttermilk Biscuits

Miss D’s Pralines and Popcorn

*Tastings may be subject to change.

Tour Details

$70 adults and children age 4 and up.

Thursdays, Fridays, and Saturdays at 11:00 am; most Saturdays at 12:30 pm

What’s included:

9 food tastings from 5 vendors (enough for lunch); a hands-on Southern biscuit class; an awesome and informative guide; take-home recipe card

Food restrictions:

Due to the nature of classic Southern biscuits, we don’t recommend making dairy-free or gluten-free biscuits for the class. However, we can accommodate food restrictions and allergies on this tour and class as long as we know about them in advance.

Booking deadline:

9:00 a.m. on the day of the tour

10 people maximum; for private tour inquries with larger groups, please inquire here.

What to wear:

Comfortable clothes and comfortable shoes

What to bring:

Cash for gratuities for your guide and souvenirs

Weather conditions:

Tour takes place rain or shine. It’s almost entirely indoors.

0.2 miles, almost entirely indoors!

Parking is an additional cost for this experience. We recommend utilizing public transportation because the Atlanta Streetcar ($1 per ride) stops directly in front of the Curb Market.

Meeting point:

Just outside the Sweet Auburn Curb Market. Details provided once tickets are purchased.

Highlights Include:

• Insider’s look at four of the Municipal Market’s best restaurants, with a variety of cuisines
• Entertaining and informative stories of Atlanta’s oldest market
• Mouth-watering tastes with a focus on hyper-local ingredients and minority owned businesses
• Hands-on Southern biscuit making class with local jam
• Discovering the history of biscuits and bread-making
• Perfect for the entire family and only 2 hours long

Looking for a foodie gift? Try an Atlanta food tour or Atlanta cooking class.

Frequently asked questions about atlanta food tours, about the food, what exactly is a food tour.

Our food tours of Atlanta combine history, delicious food, and street art. It mashes together a great meal with sightseeing and history.

This cooking class and market tour is a completely unique experience!

Do you offer vegetarian options?

Yes, we can accommodate vegetarian guests for the Curb Market Tour + Biscuit Class. Simply note your food restriction in the booking notes.

Do you offer gluten-free options?

What are the menu items (spoilers).

Don’t read this if you want to be surprised!

Generally, our tastings include the following (subject to change):

• Jikssa Ethiopian: Gomen and injera bread
• Metro Deli Soul Food: Hoecakes, collards, yams
• Panbury’s: Steak and Stout meat pie
• Cooking class: Buttermilk biscuit and Emily G’s peach marmalade
• Miss D’s: Pecan praline

For vegetarians, tastings may be (subject to change):

• Panbury’s: Spinach and feta pie
• Cooking class: Buttermilk biscuit, Emily G’s peach marmalade

Does this Atlanta food tour include an urban food hall?

Yes! The Historic Market Tour + Biscuit Cooking Class takes place completely indoors in the Sweet Auburn/Municipal Market, Atlanta’s oldest urban food hall and market.

How much food is on an Atlanta food tour?

The food provided is enough for a hearty lunch or brunch.

Can I change the food options during the Atlanta food tours?

All food is pre-ordered so you may not change options during the tour.

I have a severe food allergy.

Please let us know about severe food allergies.  Our guides also carry Benadryl but do not carry epi-pens.

Can my children participate in this tour?

Yes! Children love this fun experience, which gives them a true taste of Southern cooking. We generally recommend that children be at least 5 years old in order to fully participate in the Atlanta cooking class.

What type of history is included on the food tours of Atlanta?

The Historic Market Tour + Biscuit Cooking Class covers the history of bread, from 1600s to the 1900s, plus the history of the Curb Market and how it relates to Atlanta.

Is the cooking class messy?

Not at all! There’s a bit of flour and butter to handle, but most guests find that no flour ends up on their clothing, and it’s easy to brush off. If you are concerned, we have aprons available for guests.

I am interested in the Civil Rights Movement. Is that on this tour?

We mention the Civil Rights Movement briefly. But, if you want to learn about Martin Luther King Jr. or the Civil Rights Movement, we recommend our  King Historic District Tour.

How close is the Atlanta food tour to other attractions?

The Municipal Market is very close to many downtown attractions and is along the Atlanta Streetcar Route. It is an easy trip on the Streetcar to the World of Coke, Georgia Aquarium, National Center for Civil and Human Rights, the Eastside Beltline Trail, and the Martin Luther King Jr. National Historic Park.

I am interested in a private tour or experience for a corporate event.

Wonderful! Contact us here.  We will help you organize your private tours.

How long is the walk?

0.2 miles, almost all indoors! You will be standing for at least an hour.

Are the Atlanta food tours wheelchair accessible?

The tour is not ADA accessible. If you are a wheelchair user, we’ll do our best to accomodate you. Please let us know if you will be bringing a wheelchair.

Will the food tours of Atlanta run in the rain?

Aboslutely! This tour is held completely indoors.

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Tourism Marketing

Travel and tourism marketing is the systematic and coordinated execution of business policies by the both private or public and public sector tourism organizations operating at the local, regional, national, or international level to achieve the optimal satisfaction of the needs of identifiable tourist groups, and in doing so to achieve an appropriate return .

Travel agencies in the pre-deregulation, pre-liberalization, and pre-globalization era were often contended to take whatever business that come along this way and sold them on a straight commission basis without bothering about the extensive marketing. Moreover, their scope of the operation was small and was not much complex, sophisticated and competitive.

But today the travel companies are becoming larger, more sophisticated and more automated in management.  Similarly, the clients/tourists are also becoming more trained, experienced, erudite and demanding higher quality services and packages.

Therefore, in this volatile travel business environment, marketing knowledge and skill are more necessary ingredients than the product knowledge and enthusiasm, for a travel agency’s long-term survival and growth. Thus, this has led to the use of tourism marketing which is recent phenomena.

History of Tourism Marketing

The ‘ marketing concept ‘ is not very old. I came into the scene in the 2nd half of the 20th century. In the beginning, it was linked with the number of closely associated factors for achieving volume sales.

The development of the marketing concept, in fact, is the outcome of political, technological, social, economic and business pressures. However, the importance of marketing within travel and tourism industry has been the level of economic and business growth throughout the 20th century, which has led to the improvement in living standards, an enlargement of the population and an increase in discretionary income and time.

These changes have also led to the construction of infrastructure, accommodation, transport , and other recreational facilities. Within a very short period, travel and tourism have become one of the most important and leading industry in the world.

Modern tourism marketing has evolved as a business reaction to changes in the Socio-Economic environment, with the most successful tourism companies or tourism bodies have demonstrated a keen sense of providing the right of organizational structure and products offer for the visitors/tourists.

Interestingly, the tourism companies have recognized the significance of key factors such as needs, wants, and satisfaction in the planning and designing of the tourism product. In the tourism industry, every tourist wants to be treated as a special client and any organization catering to this attitude of the tourist will naturally be head of other competitions.

Definitions of Tourism Marketing

According to Kotler, ” Marketing is a social and managerial process by which consumers obtain what they need and want through creating and exchanging product services and values with other .” He has emphasized more on wants, needs, satisfaction, demand, and marketers.

According to the British Chartered Institute of Marketing, ” It is the management process responsible for the identification, anticipating, assessing and satisfying the customer’s client’s requirements profitable .”

The modern marketing concept is not limited only to the identification and satisfaction of customers. It is a comprehensive process which encompasses research and analysis of society’s as well as consumer’s needs, asserts the company’s resources and marketplace and delivers the products/services to those whose experience provides a set of satisfactions which are preferable to those of the competitors.

Krippendorf defines tourism marketing,” as the systematic and coordinated execution of business policies by both private or public sector tourism organizations operated at the local, regional, national, or international level to achieve the optimal satisfaction of the needs of identifiable tourist groups, and in doing so to achieve an appropriate return .”

According to Paynter (1993), ” tour marketing is a systematic process consisting of marketing objective, strategies, schedules, marketing media, focused on the specific market segment and based on a substantial return on investment. ”

World Tourism Organisation (UNWTO) at Ottawa Seminar, has defined tourism marketing as,” a management philosophy which, in the light of tourist demand, makes it possible through research, forecasting and selection of tourism products/services from suppliers, on the line with organization’s purpose and tourist satisfaction .”

The following aspects can be identified from the above definitions:

• Tourism marketing is a thought-provoking process.
• Identification and selection of the target market.
• Positioning and product lifecycle is important.
• Future tourism marketing strategies.
• Innovative/proactive marketing.

Unique Features of Tourism Marketing

Tour package as a specialized product creates a number of significant considerations which need to be fully analyzed. The management of tour package cannot be divorced from the management of service and quality. Thus, the marketing of the tour package is different from other products because the tour package is a service product where instead of selling physical goods an intangible experience is sold.

An understanding of the complexity of the tourism product concept is an essential pre-requisite for effective tour package marketing in this context. The specific features of tourism marketing are:

• The demand for tour package is highly elastic and seasonal in nature.
• Tour package is a combination of various service ingredient.
• Designing, developing and marketing of tour package a number of intermediaries are involved. Bed experience at one level can spoil the entire image of the package as well as the tour operator .
• A tourist does not only by the tour package in advance because it is consumed and felt at the same time at a particular destination.

It is not possible to evaluate/demonstrate/sample the tour package in advance because it is consumed and felt at the same time at a particular destination.

Tour Package Marketing

A tour marketing plan is a structured guide for carrying out marketing operations. It provides a common structure and focuses on all the company’s management activities. The purposes of a marketing plan include:

• It provides a clear direction for marketing operations.
• It coordinates the resources of the organization in order to eliminate confusion and misunderstanding and achieving cooperation.
• Identifying different market segments.
• Setting targets/goals.
• Identifying the organization’s strengths and weaknesses.
• Corporate mission and goals.
• External and Internal Audit.
• Business situation analysis.
• Creating the objectives.
• Providing an effective marketing mix strategy.
• Monitoring the plan.

Thus, it has become imperative to discuss the tour marketing segment, tourist generating market, and tour marketing mix before developing a tour marketing plan.

Tour Market Segmentation

It involves a division of the prospective market into identifiable groups. The reasoning behind this is that a tour package can be sold more effectively if efforts are concentrated towards those groups which are most potential.

According to Middleton, “ Market segmentation is the process whereby producers organize their knowledge of customer groups and select for particular attention those whose needs and wants they are best able to meet their product .”

The main purpose of tour market segmentation in tourism marketing are:

• Segment the tourists generating markets.
• Identify the network of intermediaries.
• Identify the nature of demand for one’s product.
• Identify the prospective tourists.

An effective market strategy will determine exactly what the target market will be and to attempt to reach only those markets. The target market is that segment of a total potential market to which the tourist attraction would be most saleable.

Targets markets are defined geographically, demographically and so forth market segmentation must be employed in the marketing programmes to both the long-term strategies. Every tourism attraction can appeal to a multitude of market segments, and the market segment can overlap a great deal. The tour manager must look at market segments and determines which one offer the promising potential for his/her service.

Tour market segment further categories into the following types:

• Geographic Segment
• Demographic Segment
• Psychographic Segment
• Socio-Economic Segment
• Price Segment

Geographic Tourism Market Segmentation

This segment is based on the idea that customer needs differ according to geographic regions.

Demographic Segmentation

Under this segmentation, the tourism market is divided into various groups, keeping in view the demographic variables such as age, income, sex family size, occupation, education, religion etc.

Behavioral Segmentation

In this segmentation, prospective tourists are segmented on the basis of their knowledge, attitude, use or response to the tour product. Under this segmentation, the marketing strategies of a four-company include:

• User Status
• Loyalty Status
• Buyer Readiness Stages

Psychographic Segmentation

Under this, the tourists are divided into different group on the basis of their social status, lifestyles, and personality characteristics. For example, upper class, upper middle, lower classes, product preferences, adventure sports, etc.

Price Segmentation

Price ranges often come in handy in segmenting the tourist markets, such as

• Those who want to take a low priced vacation.
• Those who may take a moderately priced vacation.

Price ranges communicate to the tourists the quality expectation of a product along with the producer’s image. While determining the price of a tour package a tour planner must understand the paying capacity of the tourist.

Tour Marketing Mix

In the competitive tourism marketplace, a tour operator can be successful if it’s complete marketing mix offer matches what the tourist wants. It is planned and coordinated by marketers so that the input can be contributed in such a way that the company will be able to maximize demand and satisfaction of the tourists.

The concept of the tour marketing mix is equally relevant in the case of tourism products as it is in the case of other services and goods. Tour marketing manager must constantly search for the right marketing mix, the right combination of elements that will produce a profit. The marketing mix is composed of every factor that influences marketing efforts such as:

• BrandsPricing – In the Ratio of quality and value
• Product features
• Channels of distribution – both international and national
• Advertising
• Selling techniques
• Public relation

The fundamental starting point for the creation of a successful tour marketing mix to ensure that the target market is clearly defined. The target market is the focus of all marketing mix activities. Generally, the marketing mix constitutes four P’s . These four P’s are following as:

However, besides these four P’s in the tourism industry fifth P – People, Process, Physical evidence is also of most relevance.

Developing Tour Marketing Plan

The marketing of the package tour is materially different than the marketing of other tourism products. The reasoning behind this is that the type of tours offered by one tour company and another are different, and the marketing strategies also differ from company to company.

Each company has a wide range of tours and marketing strategies. No other travel and tourism industry component have such a wide range of specialization.

This fact should be recognized, that the effective and profitable marketing strategies are based on the tour marketing plan which is a complete ‘mechanism’ for the success of a tour company. The mechanism includes several components. These component and stages of making a tourism marketing plan are following as:

Developing a tour marketing plan

Marketing Budget

Plan Strategies

Prepare Plan Schedules

Decide Media Plan

Developing Advertising Plan

Developing Public Relation Plan

Preparing an Annual Sales Plan

Feedback and Evaluation Plan

The 8-Step Tourism Marketing Strategy (Free Template)

By Kyla Steeves

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You should never leave your marketing up to chance. 

Sure, it’s important to be nimble to changing conditions, such as tourism marketing trends , algorithm updates, employee churn, and evolving technology. But if you’re always throwing tactics at the wall to see what sticks, you’ll likely waste resources, fall behind your competitors, and miss out on future opportunities. 

Instead, it’s far better to have a well-thought-out marketing strategy in place.

Trial and error can come afterwards. 

What is a tourism marketing strategy?

A tourism marketing strategy is a structured document that outlines your current position in the marketplace, what you hope to achieve going forward, and how you’re going to make that happen.

In other words, it provides a framework, so you’re not floundering around, wondering what to do next. All while giving you a way to track your progress so that you can be confident you’re heading in the right direction. And if things change drastically, as we witnessed in 2020, you’ll always have a foundation to build off and make adjustments.    

So, are you ready to come up with a master plan? We’ll cover what goes into marketing strategies for travel and tourism, which includes a:

• SWOT Analysis
• Value Proposition
• Guest Personas
• Competitor Profiles
• Marketing Mix
• Budget & Resources
• Goals, Metrics & Activities
• Marketing Roadmap

Follow along by downloading our free 8-Step Marketing Strategy Workbook.

How to write a tourism marketing plan, 1. run a swot analysis.

A SWOT analysis is a fun exercise that identifies your company’s S trengths, W eaknesses, O pportunities, and T hreats. 

Strengths and Weaknesses are internal factors that you can control, like your team, resources, and location. In contrast, Opportunities and Threats are external factors that come and go randomly, leaving you with no other choice but to react and adapt — such as travel trends, economic downturns, and your competitor landscape.

To help you with this step, it’s a good idea to round up key members of your team across departments. Why? Because each representative will bring a unique perspective, allowing you to get outside of your business owner bubble. For instance, your tour guides know your guests the best and can offer insight into what they’re thinking and feeling. 

Once you have everyone together — in the same room or Zoom meeting — you can start the process. First, answer a few questions that relate to each element.  

Like for Strengths, you can ask, “what does our tour company do well?” and “what do guests like about our experiences?” Weaknesses, “what areas of the business need improvement?” and “what do our competitors do better?” As for Opportunities, “is there an underserved market we can tap into?” and Threats, “ are there new regulations that impact our business?”

Try to answer at least five questions each, and then summarize what you come up with in a 2×2 SWOT grid for a visual overview. 

2. Identify your value proposition

After doing your SWOT Analysis, you should have a general idea of your value proposition — which is a simple statement that answers why someone should book with you instead of your competitors. Essentially, it’s what sets your travel business apart based on the desirable attributes you bring to the experience.

Your value prop is the most important piece in your marketing strategy, as it dictates your messaging and ultimately serves as the first thing guests look at when evaluating your brand with the “what’s in it for me?” mindset. That’s why it should be front and center on your homepage. 

But it can be difficult narrowing down all of your unique qualities into one or two sentences. So, your best bet is to compile a list of features and benefits, along with the emotional value for each, and see if there are any obvious patterns.

Looking at the example above, you can see there’s a trend towards a local experience, so the value proposition for this company could be something along the lines of: Experience Hanalei Bay the local way with a paddleboard that looks nothing like a rental.

3. Create a guest persona

If you try to appeal to everyone, you’ll wind up appealing to no one. That’s probably one of the biggest tourism branding mistakes. 

Instead, go after 20-35% of people most likely to enjoy your experiences. That way, you can be more effective with your targeting because you’ll understand what makes them tick, or better yet, what makes them book. 

How do you go about doing that? Create a guest persona!

What’s a guest persona?

A guest persona is a detailed description of a fictional character that represents your ideal guest. It answers who they are, where they’re from, what matters to them, and where they hang out online. 

Thinking of them as a real person before check-in will make it so much easier to craft personalized marketing messages they won’t be able to resist. Plus, you’ll know the best way to reach them. No more unanswered ads!

To create a guest persona:

• Start by combing through your booking data for common demographics like age, gender, geolocation, and language
• Refer to Facebook Audience Insights for psychographics, such as interests and hobbies, lifestyle, and online spending behaviour
• Send out a guest survey to get more details

Then, compile all of your information into a guest persona template with a stock image to put a face to the data. As well as a fun and fictional name — like Solo Travel Sarah , Corporate Catrina , or Vacation Dad Victor . 

Now, you might only require one guest persona, but if you offer multiple experiences that appeal to different types of people, like tourism products for senior citizens , it’s best to segment your guests into a few personas seeing as your marketing tactics will change accordingly.

4. Create a competitor profile

The travel industry is tight-knit, so much so that you can even turn your competitors into partners. But that doesn’t mean you can’t still keep tabs on them.

Knowing what your rivals are doing is the best way to gain a competitive edge. Not only does it give you valuable insight into their strengths and weaknesses so that you can see how you stack up, but it also helps you stay one step ahead since you can spot potential threats and opportunities before they happen.

Similar to a guest persona, you can create a profile for your top three competitors, which should include the following marketing information:

• Their value proposition
• The experiences they offer and what they charge
• Who their target audience appears to be
• Unique features and benefits they highlight
• Overall rating on review sites, along with what their guests say about them
• The social media channels they dominate and the type of content they post
• What distribution channels they rely on
• Their domain authority score and top ranking keywords (use a tool like Moz Keyword Explorer to get this information)

It doesn’t stop there. After you’ve built your competitor profiles, you can monitor what they get up to in real-time by:

• Setting up Google Alerts to track mentions of them online
• Following their social media accounts
• And subscribing to their newsletter if they have one

You can always use a fake email address or Instagram account (AKA a Finsta) if you don’t want them to know you’re spying.

5. Develop a tourism marketing mix

A tourism marketing mix is a combination of factors you can control to influence a guest’s decision to book with you. Think of it as a broad guideline for how to market travel and tours so that everything works together seamlessly. 

Historically, there are 7ps of tourism marketing, but since tourism operators are unique in the products and services they provide, we’ve stretched it to include eight. 

What is a tourism marketing mix?

The experiences you offer and what’s included. Take note of everything that would go into the product description, such as duration, itinerary, special features, and other important details. 

Where people can book your experiences. Traditionally, that would be your ticket office or travel agents, but there are now countless ways people can book — OTAs, email, chatbots, Facebook, your website. Figure out the number one place you want to direct prospects. 

The price guests will pay based on the perceived value. Factor in what your competitors charge, how much it costs you to provide the experience, your revenue target, and where the market is heading.  

4. Promotion

How you’re going to get the word out. Look at what has worked well in the past, where you already have some traction, new social media opportunities, and the best content format for your target audience. 

The people who facilitate the experience. What are the standout qualities your staff has that align with your brand? What skills do your guides have that make the experience memorable, entertaining, and informative?

6. Planning

The measures you take to keep guests in the loop. How do you ensure they show up prepared? How do you tell them about your flexible cancellation policy? Are there any tactics you use to prevent refunds? What if you have to make unwanted changes?

7. Processes

The processes you have in place to guarantee guests get the experience they expect. Everything should run smoothly from the get-go. Consider ways to shorten check-in, stay on schedule, and make them feel valued.

The physical evidence that proves your guests had the best time. This could be in the form of professional photos or merchandise. But it can also be online reviews you encourage them to write on popular platforms. 

6. Factor in budget and resources

Everyone wishes they could have marketing clout like the big-name online travel agencies. But the reality is you might never have the same budget and resources to run global campaigns. And that’s okay.

You don’t need deep pockets to make an impact. Thanks to the internet, you can use plenty of cheap marketing ideas to generate buzz around your brand. You just have to channel your creativity. 

That said, be sensible with what you take on. For example, if you want to start a blog but don’t have time to commit to a regular publishing schedule, see whether someone on your team has the skills and bandwidth. If not, it isn’t in the cards for you right now. 

So, check in with your budget for how much you can reasonably put towards various marketing activities while keeping in mind the software tools and staff you’ll need to execute successfully. 

7. Pinpoint goals, metrics, and activities

Now that you know all that you know, give yourself something to work towards by determining what you want to achieve this year and how you’re going to make it happen. We suggest starting with the arbitrary number of four goals and key activities. Why?

Because if you chase too many rabbits at once, you won’t get the results you want. Instead, it’s better to prioritize goals that make sense for your business right now. That way, you can focus on doing a few things well, rather than lots of things badly that’ll only hurt your brand in the long run, which you’ll end up having to fix later anyway.

When it comes to setting marketing goals , it’s important to be SMART . Don’t just put your finger to the wind and say, “I think we should go this way.” Your goals should be:

• S pecific: clearly explains what you want to achieve
• M easurable: has a metric you can objectively measure
• A ttainable: something you have to stretch for, but still within your reach
• R ealistic: relevant to your business and where you want to go
• T ime-bound: when you want to accomplish the goal by

Here’s an example using the SMART method: 

Increase organic website traffic 40% by the end of 2021 from getting 1000 visitors per month from Google.  

How are you going to track your progress? As you can see in the above example, the number of website visitors is the primary metric. Now, many people will tell you to steer clear of vanity metrics — like traffic, followers, and shares — because they don’t directly impact your bottom line. 

We couldn’t agree less. Marketing is about the long-game. While those metrics don’t always translate into transactions, they do strengthen brand equity, which in turn drives bookings over time because guests gravitate towards operators with extra oomph online.

The Content Marketing Institute puts it best : think of vanity metrics as optimization metrics. Instead of tying them to ROI, consider their overall value for better understanding your audience on specific channels.

For instance, if a particular social media post generates way more likes than average, it indicates something about that content resonates with your audience. You can pinpoint what that may be and replicate it in future posts or use it as a blueprint for creating effective Facebook ads . 

For each goal you set, figure out one key activity that’ll help you hit it. Don’t be afraid to think big here. By that, I mean, come up with a significant marketing project that you and your team can chip away at — more on that in the next step.

8. Plan your marketing roadmap

After you’ve assigned an activity per goal, break each one down into smaller, manageable tasks to complete from quarter to quarter. Using the example above, let’s say you decide to start a blog as your key activity.

In Q1, you’d get the ball rolling with a few foundation tasks. So, for building a blog, you might start with the following:

• Set up the blog on your website 
• Develop a content strategy
• Research topic and keyword opportunities
• Create an editorial calendar

Then, you’d build from there for Q2 and so on. 

Try starting with four tasks per activity. Unless you have a marketing team, it’s best not to bog yourself down with a marketing plan that will either a) pull your team away from other responsibilities or b) feel so overwhelming that you abandon it altogether. 

With a list of tasks, you can then organize everything onto a visual roadmap however you see fit — just so long as it includes a way to assign staff and track work progress. For instance, you can create a makeshift roadmap if you’re savvy with Google Sheets or use a project management tool like Trello and set-up a kanban board workflow. 

Where to go from here?

It’s time to go after it, of course! Just remember that your marketing strategy isn’t set in stone since anything can happen to derail your plans — as we learned the hard way in 2020. So check in with your marketing strategy workbook from time to time to make any necessary adjustments.

Ready to write down your marketing strategy and make it real?

Download the 8-Step Marketing Strategy Workbook

And take command of your brand with a well-thought-out marketing strategy that’s bound to get you results.

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How to market a tour: A beginners guide

In an industry as competitive as travel, it is critical to developing an engaging marketing strategy in order to gain and retain clients. 

However, we know that it can be difficult to navigate the world of marketing, and that’s why we are here to give you our step-by-step guide.

Are you a travel brand wondering how to market your tours? 

You’ve created perfect itineraries but are unsure how to share them with your potential customers?

Read on to find out how. 

The blueprint of a perfect tour

The idea of the perfect tour differs from person to person, but we believe that an excellent tour should be:

As we discussed in How to Sell Travel Experiences , travel is highly experiential, and today, travellers are searching for memorable experiences. 

What makes your tours stand out from others? There are many other tours on the market, so why should travellers book with you over other brands?

One of the main advantages of booking with a tour operator rather than booking on your own is that it offers a personal touch. Engage your potential clients and offer them a personalised service throughout the entire customer journey. 

• Stress-free

Booking with a tour operator means taking away the hassle of planning travel. Therefore, the perfect tour should remove any added stress and allow your customer to simply enjoy their trip; this goes for everything from the pre-booking to post travel stages. 

Audience research  to market a tour

As the tourism industry is highly unique, dynamic and competitive, it is crucial that you conduct audience research before you begin to develop a marketing campaign. And, due to the huge transformations in the market over the past two years, it is now more important than ever to gather information about your customers and competitors.

In order to fully understand your potential customers and their needs, consider creating a guest persona: a detailed description that represents your ideal customer. This can focus on everything from their budget and location to their interests and lifestyle, and can then allow you to create more personalised messages that will effectively reach your target market. 

How to sell your tours

Before you launch a marketing campaign, it is important to decide how you are going to sell your tours. In today’s digitally-focused world, it is no longer an option but a necessity for online travel agencies to integrate a booking engine into their website. This allows your customers to book anytime from anywhere, taking away the restrictions of traditional office hours and saving you time and money.

With Nezasa’s TripBuilder software, selling tour packages is made easy. Our online booking engine allows you to efficiently plan, create and sell flexible and personalisable tours. More on how to build an online booking engine here . 

How to market a tour step by step 

So, you’ve created the perfect tour. What next?

Research your audience, the market, and your brand’s own strengths and weaknesses. What audience do you want to target, and how can you make your tours stand out?

• Identify goals

Before you begin to market your tours, identify what your goals are and what message you want to get across. Using the SMART goal system allows you to create specific, measurable, action-oriented, realistic and timely goals. 

Develop your strategy, create your marketing mix and begin to promote your tours. Whether you choose to work with a host agency or develop your marketing plan in-house, you should consider the different elements that you would like to integrate into your strategy.

It is important to analyse your marketing efforts throughout the process. Tools such as Google Analytics can help you to track performance in terms of KPIs such as conversion rates and return on investment. More on how to boost conversion rates here . 

Once you have analysed your results, continue to refine and optimise your marketing efforts. Make sure that your website is optimised for mobile users and online bookings and consider starting a blog in order to reach a wider audience based on specific keywords. 

Where to focus your advertising efforts to market a tour? 

Where you focus your advertising efforts will depend on your company’s specific goals, target market and budget. We suggest using a blend of traditional marketing and online marketing efforts in order to reach a wider audience. 

There are many different ways for you to advertise your tours, including:

• Social media

Offering low investment and huge reach, social media marketing is one of the most powerful ways for tour companies to market their products.

Today’s consumer uses social media at every stage of travel; research shows that 55% of travellers like social media pages related to trips they are planning, and 86% of consumers stated that they became interested in a destination after seeing user-generated content on social media platforms.

• Paid marketing

Paid advertisements are an extremely effective form of marketing, offering a high return on investment and the guarantee that your company’s message will be seen by its target audience. 

Digital advertising platforms such as Google and Facebook ads have the power to target specific consumer groups based on criteria such as location, interests, search terms and previous purchases and can then direct traffic to your landing page.

• Email marketing

Email marketing may be one of the oldest forms of digital marketing, but it is still one of the most effective ways to promote your business, develop a relationship with customers and increase brand loyalty.

It also offers an incredibly high return on investment (ROI), and can be used to update potential or previous customers on special deals, promotions or upcoming tours and activities.

• Content Marketing

Content marketing involves the creation of relevant, valuable and inspiring content such as photos and videos as well as articles, blog posts and destination guides in order to attract and engage your target audience. 

High-quality content is a key element of any successful marketing strategy, and written content should focus on utilising search engine optimisation (SEO) to help drive traffic to your website and increase bookings. 

Find out more on tour operator marketing here . 

To keep up with the latest travel industry insights, make sure to subscribe to our blog.

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Virtual Tourism Market

Virtual Tourism Market By Direct Suppliers (Airlines, Hotel Campaigns, Tour Operators, Government Bodies), By Indirect Suppliers (Online Travel Agency, Traditional Travel Agencies, Travel Management Companies, Corporate Buyers, Aggregators), By Number of Bookings (By Age, By Demographic, By Booking Channel, By Tour Type, By Application), By Country (U.S., Canada, Brazil, Mexico, Germany, U.K, France, Spain, Russia, India, China, Japan, Malaysia, Singapore, Australia, UAE, KSA, Italy, Qatar, Oman, ROW) - Forecast to 2023 – 2033

Market Insights on Virtual Tourism covering sales outlook, demand forecast and up-to-date key trends

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Virtual Tourism Market (2023 to 2033)

As per the latest findings of Future Market Insights, global virtual tourism expected to be 12.3 Billion by 2023. In the long term, virtual tourism estimated to reach around 26.0 Billion in 2033.

Virtual tourism serves as a way to explore the destination, travel venues, and attraction sites without actually visiting the site. Virtual tourism brings amazing experience, which is made possible due to the advancement in technology. Virtual tours bring a new form of marketing that brings the opportunity for tourists to experience tours in a visual environment.

With the rising adoption of smartphones, and various technological advances in terms of tours, the experience of virtual tours holds significance and it is driving the tourism market. Since virtual tours can be experienced through smartphones and big screens, more and more people are choosing them these days.

The implementation of Augmented Reality (AR) is bringing new growth opportunities for the virtual tourism sector and with the aid of contemporary smartphones, virtual tours are bound to expand on a larger scale and extended to reach more people.

According to study and analysis, there are issues with the virtual tourism sector that need to be addressed and improved, with a focus on how technological advancements help advertise and grow the market.

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2018 to 2022 Global Virtual Tourism Market Outlook Compared to 2023 to 2033 Forecast

Digital innovations in the tourism sector are creating new pathways towards having an ultimate experience of various tour types. Virtual tourism is emerging as an alternative to physical tourism where the consumers can have an actual preview of tourist destinations and attractions and is further emerging as potential for value offerings, it can bring.

Virtual reality (VR) in virtual tourism gives interactive navigation of the place, it brings new opportunities to the virtual tourism sector VR changes the way the future of tourism seen, and it has revolutionized consumer experience on a budget. With rising experiences in virtual tourism and the impact of covid-19 pandemic in 2020 virtual tourism came across a major boost as a curiosity to experience and explore was there despite the travel restriction.

Virtual tourism at the time of Covid-19 came across as a way for people to escape boredom and Isolation. Over time, there was an increase in online bandwidth where various features were unlocked to make the overall tour experience more attractive. While modern digital marketing techniques bring value to the virtual tourism market, 360 videos with virtual reality are taking another leap. The origin of the modern virtual tour offered a technical showcase that combined with real-time benefits.

With the modern capabilities of Virtual reality, technological advances bring a powerful medium for virtual tours where businesses are bringing advantage to modernize digital marketing for bringing new possibilities to add to the experience of customers.

While the local and central government is taking various initiatives to promote virtual tourism, infrastructural development, and promotional strategies will be given priority as virtual tourism does fall on major shortcomings related to technology which needs to be boosted for the growth and development of the virtual tourism sector.

Comparative View of the Adjacent Virtual Tourism Market

The global virtual tourism market is given competition by its peer in the travel and tourism industry. These include special interest tourism market and war tourism market. On analysis of these related industries, Future Market Insights have gathered information that will be helpful for the development of unique strategies by various tourism types to pursue the growth opportunities for Virtual Tourism.

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Virtual Tourism Market:

War Tourism Market:

Special Interest Tourism Market:

Key Dynamics in the Geo-Tourism Market Worldwide

• A surge in Virtual Reality in Real Estate for Commercialization, Driving the Growth

The market for virtual tourism is expanding due to increase in the use of virtual reality by the real estate industry to market their properties and improve user experience, as well as an increase in its use for advertising and promotions. However, virtual tours lack an extensive and impactful user experience due to a lack of familiarity and slow adoption of virtual reality, which is limiting market growth while it is still in the early stages of development. With the increase in internet connectivity and technological advancements, there are undoubtedly many opportunities for the virtual tourism sector to grow and advance.

With the immense growth in the virtual tourism industry, there is an increase in the usage of consumer electronic devices and which is fueling the growth of the virtual tourism sector. While there is a misunderstanding virtual tours are expensive to set up and typically involve more work, which is also the reason for their slow adoption, this is not actually the case. For example, if the plugin WPVR is used, single 360-degree panoramas could bring in the view of the uploaded images and it could link them turning into a proper virtual tour.

• Personalized and customized experience for Virtual Tours on the rise

Virtual reality is bringing to its users, an undeniable personalized experience catering to specific needs for experiences related to tours and which is made possible by technological advancements that allow the scope for customization and innovation in terms of virtual tour experiences.

For instance, VR Vision Inc. provides custom-developed applications, software experiences, and mobile apps by conceptualizing the idea of VR into execution with a vision of pushing the brand objective further in a meaningful manner. Custom development of VR applications brings the entire experience into a 360-degree environment, which not only helps the user in having the tour experience but also helps in planning their trip and the decision-making process.

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Country- wise Insights

How did virtual tourism emerge in greece once the pandemic hit.

Initiatives by Greece Tourism Authority to Promote Virtual Tourism

Greece is one of the countries where tourism remains most impacted by COVID-19 as it altogether shut global tourism and with the undeniable foreseeable future as the whole tourism industry sat idle, facing major losses and shutting down, virtual tourism came as a rescue and Greece was among the top country offering interactive websites to make tourism in the country intact.

For instance, Greece's tourism authorities launched the greecefromhome.com site in corporation with google to promote and enhance virtual tourism with the sole motive that, the mind of the user can travel even when at home. Sites such as historical sites, archeological sites, museums, beaches, music, and the local traditions with the experience of sailing, hiking rafting, and more at the safety of home. Earlier as an initiative, virtual visits were not bringing revenue but that is when Greece started commercializing it digitally by bringing various technological advancements into implementation and this will keep on growing further.

How Technological Advancement Contributed to the Development of Virtual Tourists in Italy?

Installation of touchscreen multimedia for interactive communication contributed to virtual tourism development

Italy is among the country, which brings cultural diversity to the tourism industry with its historical and geographical uniqueness, and in addition to numerous historic centers virtual tours emerged as an integrated part of tourism. There have been various institutes that are involved in formulating virtual visits to national artistic heritage, the installation of Interactive touchscreen multimedia for interactive communication while experiencing virtual tours with the provision of mobile applications to enjoy territorial tourism with the advance set up of multimedia engine for videos images, apps held as a unique distribution point for the users.

The formulation of a reliable estimate for national artistic heritage has undergone a substantial dispersal. Italian cities are thus taking the opportunity to schedule tours, enable communication with a tour operator, and bring access to all the information with the emergence of all these technical advances, the number of tourists experiencing virtual tourism is increasing.

How is Indian Government Promoting Virtual Tourism in the Country?

India implementing digital experience for virtual tours and working on connectivity enhancement

India is one of the nations that provides a rich cultural experience with its diversified culture, traditions, and heritage sites. By developing virtual tour concepts, the Indian tourism industry has taken steps to promote Indian tourism in the online market. The ministry has already begun the process of working with organizations to improve design and alter the virtual tourist sector in order to further this. In the virtual tourism market, India is also linking consumers to tourist locations for leisure, medical tourism, adventure, wildlife, and many more.

The development of platforms for these services that have a clear travel structure is also encouraged by the Indian government. For instance, Rajasthan Studio has taken the lead in promoting virtual tourism by introducing the concept of identifying unique travel experiences where visitors can virtually explore well-known Indian locations. Along with it, the government routinely launches new efforts to promote all forms of virtual tourism, including wellness, cultural, and spiritual tourism. In order to improve the online experience when taking a virtual tour, the government is also striving to improve connectivity in various locations.

Category- wise Insights

Which age group prefers to travel more to a geo-tourist location.

Students between the age group of 18- 34 prefer Virtual Tourism and geological sites visit more

While virtual tourism is something that one can experience, be it any age group, the age group between 18-34 prefers to have a virtual tour experience more. The major reason behind the preference is having snippets of virtual experience before going through the entire tour experience, be it any destination.

Virtual sites are rather easier to book and experience at the ease and comfort of your home and based on the site and the tour type someone prefers; it creates an exceptional experience for the users. In the time of COVID-19, virtual tourism not only sustained the entire tourism industry but it kept growing with all the technological advances and the Internet is making this easier for users to explore, decide and book the tour and have a great experience while on the virtual tour.

Which Booking Channel Does Tourists across the World prefer for Bookings?

With the advancement in digital apps for travel bookings, online channels are preferred more

The whole concept behind virtual tourism is to have an experience at ease and comfort while watching any heritage sites, or exploring the unexplored. In Virtual Tourism, there has been significant growth since the time of COVID-19 and since then the number of tourists is only rising. With the advancement in technology, it is easier now to have an experience firsthand before going through the actual virtual tour.

While virtual tourism gives the ease of booking and exploring the entire experience at home and the ease of attending the tour also is a seemingly fair concept for refund and cancellation. Therefore, for virtual tourism, users are generally reliable on themselves instead of going through with the process of booking by an agent.

Competitive Landscape

In a highly competitive environment, many companies in the market are providing a variety of techniques to corner the market. Connect systems have been developed with businesses like McLennan to optimize data in real-time, thereby replacing all handwritten data and preventing the chaos that was prior to this.

Additionally, the pace of support channels for suppliers is picking up, and they are successfully collaborating with direct suppliers and major market participants to advertise and promote tourism.

Scope of the Report

Global virtual tourism market by category, by direct suppliers:.

• Hotel Campaigns
• Tour Operators
• Government Bodies

By Indirect Suppliers:

• Online Travel Agency
• Traditional Travel Agencies
• Travel Management Companies
• Corporate Buyers
• Aggregators

By Number of Bookings:

• Online Booking
• Booking via Agent

By Tour Type:

• 360 Virtual Tour
• 3D Virtual tour
• Virtual Reality Tour

By Country:

Frequently asked questions, which is the leading regional market for excitation systems.

The United States market is poised to lead with almost 4.6% CAGR until 2023.

What is the Total Valuation of the Current Virtual Tourism Services Market?

The global market value is estimated to be near US$ 12.3 billion in 2023.

Which is the Most Preferred Booking Channel in the Virtual Tourism Market?

The digital apps segment garnered over 50% of the total demand in 2022.

Who are the Leaders in Providing Virtual Tourism Services?

McLennan is a leading service provider in current years.

What is the Contribution of Greece in the Global Virtual Tourism Market?

Global players are focusing on Greece as it may acquire a 24.5% market share in 2023.

Table of Content

List of tables, list of charts.

Recommendations

Travel and Tourism

Special Interest Tourism Market

Published : March 2024

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Mexico City Market Tour: Immerse in a Colorful and Artistic World (4h)

🇲🇽 Mexico Mexico City Tours Mexico City Market Tour: Immerse in a Colorful and Artistic World (4h)

Our Mexico City Market Tour will immerse you in a world of colors, art, and flowery aromas. From an exquisite selection of gourmet delicacies and rare ingredients to an array of traditional crafts, clothing, and fantastic mural paintings, this tour will get the most of Mexico’s market beauty. Venture into bustling mercados renowned for its dazzling array of flowers and plants, while embracing the scent of fragrant blooms. Unveil the heart and soul of Mexico’s rich culinary and cultural heritage.

• Feel the authentic and lively vibes of the traditional markets in Mexico City.
• Get amazed by the picturesque atmosphere of different markets and get in touch with the local people.
• Visit a unique market and see wonderful mural paintings created by renowned Mexican painters during the 1930s.
• Smell and try exotic flavors and tastes in a market famous for its gourmet delicacies.
• Stop at a picturesque market and see thousands of beautiful flowers from different regions of Mexico.

In the Mexico City Market Tour , a captivating world of the colorful awaits. Wake up on a shining day and meet your guide at the starting point.  You’ll be greeted by a feast for the eyes at our first stop, the lively Mercado Abelardo L. Rodriguez . Admire its incredible murals painted by renowned Mexican artists and their vibrant hues telling stories of Mexico’s past.

Our next stop is at food lovers’ paradise, the bustling Mercado de San Juan . Here, the aromas and flavors of authentic Mexican cuisine will entice you with its irresistible deliciousness. From mouthwatering tacos to exquisite cheeses and exotic ingredients, this market will take the best of your hunger.

Satisfied? Then let’s to our final spot. The enchanting Mercado de Jamaica is a haven of floral beauty. Let your senses breathe in the sweet flowery scents in the air and contemplate a sea of colorful blooms. Don’t forget to savor the local delicacies offered here! From spicy salsas to refreshing aguas frescas , eat whatever you crave the most.

Prepare for a day filled with joy, inspiration, and culinary delights as we explore on Mexico City Market Tour and revel in the vibrant spirit of this extraordinary city. Let the colors, flavors, and artistry of these markets leave an indelible mark on your heart.

How is this tour different?

Authentic    how this tour provides an actual image of the destination, life, and practices of the host community..

Our trips are designed to offer an authentic and immersive experience, where travelers can engage with local communities, learn about their customs, and connect with their values. We believe in the power of cultural exchange and strive to create opportunities for meaningful interactions.

A tour with impact   ? How this tour positively affects the destination and local communities on economic, socio-cultural, and environmental dimensions.

This tour aligns with the UN’s Sustainable Development Goals 8 and 12 by empowering local communities and promoting sustainable consumption and production practices. We take tourists to underdeveloped regions, creating opportunities for economic growth while respecting local traditions and educating communities on sustainable approaches.

Other   ? Other advantages this tour offers to travelers.

• Just sightseeing and fun: no visits to tourist shops & restaurants, short pickup times.
• This tour is private : only your group will participate.
• The price per person is variable and depends on the size of your group (please choose the number of participants in the booking calendar ➡️ to see the final price).

Local Expert Guides

Service of a multilingual local guide:

• Small-group tour: English & Spanish (our guides are bilingual). 
• Private tour: Spanish & English + other languages (e.g. French, German, Italian, Portuguese) upon prior request (based on availability).

Transportation

Public transportation and walking.

Food-and-drink tastings in local markets.

Guided visits to several iconic markets in Mexico City with live commentary.

Accommodation

Accommodation is not included: find the one exactly for you.

Personal expenses

Flights are not included: check our partner deals .

Travel insurance is not included: find insurance tailored for you.

Customization ? The way how tour organizer can customize this tour for you

We can do the following customizations on your request (subject to availability and needs to be confirmed before the tour): 1. Adjust the starting time of the tour. 2. Adjust the time you spend at each destination of the tour. 3. Add extra places of your choice (e.g. attractions, restaurants, etc.) to the itinerary on a complimentary basis if those visits. (1) fit the default duration of the tour, (2) don’t involve a significant change of the route and extra fees (e.g. entrance tickets, tolls, parking, etc.). Changes other than those will involve an extra fee and must be communicated to the tour organizer at least 72h before the tour (e.g. in the “Special Requirements” field during the booking or via email).

Cancellations

This and most of our 1-day tours can be canceled up to 48 hours before the departure (see cancellation policy for more info).

Frequently asked questions:

How to book.

To reserve the tour, please choose the date and complete the booking form. Once finished, you will receive a booking confirmation in your email.

How can I contact the tour organizer?

You can find the contact phone number and email of the tour organizer in the confirmation email.

Can I talk to someone?

Except for the information on this page, you can see full terms & conditions from each tour organizer before completing your booking.

About Vibe Adventures

Unless expressly stated otherwise, the tour and activity providers (“Organizers”) listed on vibeadventures.com are independent third parties and are not agents or affiliates of Vibe Adventures. Therefore, Vibe Adventures shall not be held liable for any injuries, sickness, accidents, delays, neglect, fraud, poor weather conditions, negative consequences, or expenses arising from or associated with the Organizers, their tours and activities, or those of their affiliates. If the tour does not include insurance, the travelers are responsible for obtaining travel insurance, as well as passports, appropriate visas, and necessary vaccinations.

Cancellations & Modifications

To cancel or modify your booking, please contact the Organizer directly using the email or phone number provided in the booking confirmation. Cancellations and modifications are subject to availability and the approval of the Organizer in accordance with their booking terms and conditions, which are made available to you during the booking process.

If you have any other questions please contact us .

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Tokyo Food Tour: Savoring Tsukiji Outer Market

• Learn about the history of Japanese cuisine
• Led by a culinary expert

"The tour of the market was fantastic. The guide took us to a terrific restaurant for lunch. Very impressive.”

Tsukiji sushi, tokyo food tour.

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Exploring Per Tour Market: Your Ultimate Hub for Tour and Safari Discussions

Per Tour Market stands as a premier brand, providing a dedicated platform for enthusiastic discussions about tours and safaris . This unique space caters to adventurers, travel enthusiasts, and wildlife aficionados alike, offering insights, tips, and a vibrant community for those seeking the perfect safari experience. In this content piece, we'll delve into what makes Per Tour Market ultimate hub the go-to brand to for exploring all your safari-related discussions.

Comprehensive Tour and Safari Insights

Per Tour Market takes pride in offering in-depth and comprehensive insights into various tours and safari destinations. From the sprawling savannahs of Africa to the dense jungles of Southeast Asia, the platform covers a wide array of destinations, ensuring that every adventurer finds the information they seek. This information is provided by tours and safari experts signed up on Per Tour Market and willing to help you get the best information on your upcoming adventure.

Interactive Community Discussions

One of the standout features of Per Tour Market is its thriving community of like-minded individuals. Engage in lively discussions, share your experiences, and seek advice from fellow explorers. The platform fosters a sense of community, connecting people with a shared passion for wildlife and adventure.

Detailed Cost Breakdowns

Understanding the financial aspects of a safari is integral to planning a successful trip. Per Tour Market provides detailed cost breakdowns for various tours, helping users make informed decisions based on their budgets. Whether you're a budget traveler or looking for a luxurious experience, the platform has you covered. You can checkout the cost breakdowns of tour packages prepared so far by PerTourMarket tour experts so far as per these groupings I day tour packages , 2 Days tour packages , 3 Days tour packages , 4 Days Tour Packages , 5 Days tour packages , 6 Days Tour Packages , 7 Days Tour Packages , 8 Days Tour Packages , 9 Days Tour Packages , 10 Days Tour packages , 11 Days Tour Packages , 12 Days Tour Packages , 13 Days Tour Packages , 14 Days Tour Packages , 15 Days Tour Packages , 16 Days Tour Packages , 17 Days Tour Packages , 18 Days Tour Packages , 19 Days Tour Packages , 20 Days Tour Packages , 21 Days Tour Packages , 22 Days Tour Packages , 26 Days Tour Packages ,

Real Stories from Real Travelers

Per Tour Market goes beyond the typical travel guide by featuring real stories from travelers who have embarked on unforgettable safaris. These firsthand accounts provide invaluable insights, practical tips, and personal anecdotes, creating a rich tapestry of experiences for those planning their own adventures.

Expert Advice and Tips

The brand stands out for its commitment to providing expert advice and practical tips for a seamless safari experience. From packing essentials to choosing the best time to visit specific destinations, Per Tour Market ensures that its users are well-prepared for their journeys into the wild.

Regular Updates and News

Stay in the loop with the latest trends, news, and updates in the world of safaris. Per Tour Market keeps its audience informed about new tour packages, conservation efforts, and any developments that may impact the travel landscape.

Conclusion: In the realm of tours and safaris, Per Tour Market emerges as a leading brand that not only informs but also connects a community of passionate travelers. Whether you're a seasoned explorer or a novice adventurer, this platform provides the resources and camaraderie needed to turn your safari dreams into reality. Join the conversation at Per Tour Market and let the journey begin!

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Tsukiji Outer Market: A Guide for Visitors

There’s something fishy in the air, but that’s how you know you’re arrived at Tsukiji Outer Market. This bustling open air market is high on the list of top Tokyo attractions, and there’s something for everyone — not just the seafood lovers.

What is Tsukiji Market famous for?

In short, fish. Once upon a time, Tsukiji Market had two parts — the ‘Inner Market’ and the ‘Outer Market’. The Inner Market was home to a wholesale fish market that held the title for the largest market of its kind on the entire planet. It also held the incredibly famous tuna auction each morning, drawing tourists from around the world. The Outer Market meanwhile gained a reputation for the high quality seafood restaurants which sprang upalongside a wide variety of other shops in the area.

However, in 2018 the Inner Market wholesalers moved to the new Toyosu Fish Market while many of the Outer Market vendors stayed in Tsukiji. Don’t let that put you off, though — the Outer Market remains, and the food is still excellent. Many shops had long-established relationships with the wholesale market sellers who have moved to the new Toyosu Market, so now the Outer Market vendors make their way over to Toyosu every morning to buy the same fresh products they always have.

Note: Today, the market area is generally referred to as ‘Tsukiji Outer Market’, but if you hear ‘Tsukiji Fish Market’ or ‘Tsukiji Market’ instead, not to worry, it’s all the same place.

What is Tsukiji Outer Market like?

Like many attractions in Japan, Tsukiji Outer Market took a hit during the pandemic, but it’s bounced back, and is well worth a visit. It’s quite similar to wet markets you might find in other parts of Asia — a little ramshackle, but lively. Admittedly, it’s a bit touristy but not as much as other markets in Tokyo like Nakamise or Ameyokochō . You’ll find fewer cheap and tacky souvenirs, for example. There’s also little to no haggling culture or overly enthusiastic stall owners. Some workers speak very good English, but after telling you about their product/shop — and maybe giving you a sample — you’re free to be on your way.

The market area takes up a few blocks, but there are two streets that are by far busier than the others — Tsukiji Nishi-dōri and Tsukiji Naka-dōri. It doesn’t matter if you arrive via Tsukiji Station or Tsukijishijo Station, these two streets are the first you’ll encounter. They run parallel to the big main road Shin-Ohashi-dōri, and the further you go from there the quieter it will get. We recommend exploring the quieter streets too — there are small shops and restaurants tucked in the alleys.

If you pay enough attention you’ll also notice that the market is still popular with locals. So with that in mind, do be respectful — don’t touch produce you’re not going to buy and avoid eating while walking.

Pro tip: You can visit the new Toyosu Fish Market and the historic Tsukiji Market on the same day. We recommend seeing the tuna auction at Toyosu in the early morning and then moving onto Tsukiji for a fresh seafood breakfast and some shopping. See how in our Toyosu Market guide (simply scroll to the end).

What is there to see and do at Tsukiji Outer Market?

Eat. Seriously, Tsukiji Market offers a colorful variety of freshly sliced sashimi , dried seaweed and fresh fruit and vegetables. You’d be doing yourself a diservice if you didn’t try at least something here. Our recommendation though, is to take it slow. There are plenty of shops and different cuisines to choose from, but your stomach can only fit so much. The market isn’t huge, so take a wonder from one end to the other first. Then on your way back grab yourself some grub at the places that stood out to you.

Also, give yourself a bit of time to shop. While it’s probably better to leave the buying of ingredients to the pros and locals, you can still pick up some great souvenirs — especially if you’re a home cook. There are shops selling Japaneses knives, kitchen utensils, and tons of other stuff related to culinary pleasures.

The market also has its own shrine, Namiyoke-jinja — the name means “protection from the waves.” It is the guardian shrine of Tsukiji, and traders come here to pray for good business. The shrine itself fairly small and unassuming, but well-maintained. It’s a very short walk from the main part of Tsukiji so if you like shrines consider stopping by.

What to eat at Tsukiji Market

Clearly, we have to recommend trying some seafood — preferably raw. There are a variety of eateries offering a tasty raw fish menu that ranges from kaisendon (a seafood and rice bowl) to sashimi and sushi. Or if you’d rather your fish cooked, there are a few seafood barbeque places. Keep an eye on prices though — premium quality and freshness, or even just the perception of it, can cost you. A five piece nigiri sushi plate could cost ¥ 2,000 at one place, but more than twice that at the shop next door.

Pro tip: For a visual guide to the various types of sushi, check out Sushi University .

Another great cheapo way of enjoying the market is to grab some of the fresh sashimi to go. You can sit down and eat your grub on the third floor rooftop of the market buildings at the west side of the Outer Market.

If you’re not a fan of seafood at all, well, first we have to wonder who dragged you here. But then we’re also going to tell you not to worry — there’re plenty of non-seafood options. Wandering the streets you’ll find vendors selling tamagoyaki (Japanese style omlete), yakiniku (barbeque meat skewers), and even dumplings. There are also a few sweets vendors and cafes, with a special shout out to the shop selling taiyaki (fish-shaped sweet pastries) — we love the pun.

Where to eat at Tsukiji Market

The short answer is: ANYWHERE!

The longer answer is: it depends very much on your budget and what you want to eat.

You could head to “the best” sushi spots (according to the guidebooks), but to tell the truth, everyone else will have the same idea. You’ll likely end up facing long lines and high prices. Unless you’re a sushi gourmand on a mission, you’re probably going to enjoy your meal just as much at the next restaurant down the block. And honestly, that’s our recommendation. Wander a bit further from the main two streets, and watch the prices drop from ¥ 3,000 for a five piece nigiri plate to as low as ¥ 1,000 .

If you’re more hands on, a unique way to enjoy some seafood at Tsukiji is with a barbeque . Tsukiji BBQ allows you to shop for your desired food and drinks at the market and take them up to the rooftop of the Tsukiji Uogashi Kaikoubashi Building. Here, you can start grilling, and if you have bought enough, you can even expect discounts on space rental.

Non-seafood options are a bit more limited. They tend to be located closer to the busier part of the market, but thankfully the prices don’t vary as much. The aforementioned tamagoyaki or dumplings are generally less than ¥ 500 per piece, while a chicken curry is about ¥ 1,000 .

Tours and tour guides

Joining a tour is a great way to gain a deeper understanding of Tsukiji Outer Market — especially if you’re into food or history. Tour guides often have local insights, and of course, plenty of food recommendations. There are plenty of options to choose from as well, such as this Tsukiji food and walking tour ( ¥ 14,875 ) or this half-day tour ( ¥ 13,000 ). You could even opt for a combined tour and sushi making experience ( ¥ 20,081 ).

Another option for if you’re really into fish markets is this Toyosu and Tsukiji combined tour ( ¥ 14,000 , food not included).

Brief history of Tsukiji Fish Market

Tsukiji Market — then officially called the Tokyo Central Wholesale Market — first opened in 1935. It was built to replace the fish market in the Nihonbashi area that was destroyed in the Great Kantō Earthquake of 1923. A lot of work was put into researching and designing the market, especially because it was one of the largest reconstruction projects after the earthquake.

Unforunately though, the design of the market didn’t stand the test of time, and after World Ward 2 it became apparent that Tsukiji Market couldn’t keep up with modern demand. Decades of debate followed, with lots of different options being suggested until a decision was finally made in 2020 to move the market to Toyosu. Queue nearly two more decades of delays until the market was finally moved in 2018. There are plans to further develop the Toyosu Market complex by 2040 (but let’s not get too excited just yet, delays are probably inevitable).

As for the old Inner Market building? Well, it was demolished and served as a transport hub for the Tokyo 2020 Olympics (delayed to 2021). The land is incredibly valuable thanks to its central Tokyo location, but no decisions have been made yet about what will be permanently built in its place.

Bonus: Check out this YouTube video on the old Tsukiji, featuring our very own Cheapo Greg.

So is Tsukiji Market still open?

Yes! That’s we’ve been talking about this whole time afterall. Even though the wholesale market (and its tuna auction) moved, there is still plenty happening here. Moreover, it retains much of the character of Tsukiji past: every single corner of Tsukiji Outer Market still has more character than the sterile, ultra-modern Toyosu Fish Market .

Tsukiji Outer Market Access

There are two subway stations within walking distance of Tsukiji Inner Market. Tsukijishijo Station is on the Toei-Ōedo Line, providing direct access from neighborhoods like Shinjuku , Roppongi and Azabu-Juban . Meanwhile, Tsukiji Station is on the Hibiya Line and can be accessed directly from Nakameguro , Akihabara and Ueno .

When is the market open?

While Tsukiji Market doesn’t have official opening hours, most shops keep hours that are in line with old market rhythyms. This means many shops are closed on days when the wholesale market — now in Toyosu — is closed (Sundays, public holidays, and many Wednesdays; see the schedule here ).

Generally speaking, most shops are open from around 5 a.m. to around 2 p.m. — this is because many food industry professionals still use the market for their daily needs. Restaurants and shops that are more geared to tourists might have more typical opening hours, like 10 a.m. to 6 p.m. There are also a few restaurants in the market that stay open for dinner.

When is the best time to visit Tsukiji?

The old adage of the earlier the better still applies here. If you can get there before, say, 9 a.m. things are on the quieter side. Meaning you’ll be able to walk down some of the busier streets without bumping into people. Towards lunchtime things begin to get more crowded. If you want to try your luck at one of the more popular seafood restaurants, we recommended arriving at least 30 minutes before the advertised opening time.

The information in this post, though we do our best to make sure it’s correct, is subject to change. Post originally published on July 30, 2013. Last updated in December 2022 by Maria Danuco.

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Pools, pergolas, patios – oh my!

Annual outdoor living tour returns for 2024 in austin's 8 best backyards.

The single-day Outdoor Living Tour offers inspiration for backyards of all kinds.

Although Austinites love to enjoy nature year-round, spring is the best season to get outside before the mosquitos descend in full force and patio furniture is liable to scald the thighs. For locals looking to spruce up their own slice of nature at home, the annual Outdoor Living Tour on May 4 provides the perfect inspiration from Austin’s best landscape architects and designers.

The event is presented by the Modern Architecture + Design Society, which also hosts the annual Modern Homes Tour . Whereas the latter takes place over a full weekend, the Outdoor Living tour is designed as a “lighter, more summer-fun day,” according to the website.

As such, the truncated catalog of participants features just eight backyards, gardens, and outdoor living spaces. The shorter list allows visitors to enjoy the self-guided tour at a more leisurely pace, taking in the amazing work of Austin’s talented design professionals and maybe even connecting with someone for a future project.

As always, the 2024 tour spans a wide geography across Austin: the eight locations are spread over six neighborhoods, including Travis Heights, Rollingwood, Milwood, Allandale, Highland Park West, and Rosedale. Guests can visit the homes in any order of preference, viewing projects that run the gamut from outdoor rooms and expansive backyards to pools, pergolas, and perfectly manicured gardens.

Participating landscape architecture firms include: Open Envelope Studio, Ecotopes, Maas Verde Landscape Restoration, Colectivo Creative, Seedlings Landscape Design Build, Dick Clark + Associates, ADLA Studio, and Austin Outdoor Design. As with the Modern Home Tour, architects and designers are on hand during the tour to guide visitors through their projects, answer questions, and provide inspiration for guests’ own outdoor areas.

Tickets for the tour start at $35 and are available via the Modern Architecture + Design Society , which also includes previews of the 2024 homes. A map of participating locations will be mailed out to ticket holders before the event. (Note that since the tour features private homes with pools and other features that may not be child-friendly, children need to be 10 years of age or older to participate – though infants who will be carried are allowed to attend).

real estate report

More home listings at lowest prices indicate 'healthier' austin market.

More homes hit the market in the Austin area in March, inspiring confidence among home sellers while simultaneously boosting options for first-time homebuyers, according to the latest real estate report by Unlock MLS and the Austin Board of Realtors (ABoR).

There were more than 4,700 new home listings placed on the market in the Austin-Round Rock-Georgetown metropolitan statistical area (MSA) in March, which was a 10.2 percent increase year-over-year from March 2023. Housing inventory in the Austin area has now climbed for two straight months, after a previous real estate report showed more than 3,900 new home listings were added in the month of February.

"In an era marked by economic resilience and favorable market conditions, aspiring homeowners are finding exciting opportunities to realize their dreams of homeownership," said 2024 Unlock MLS and ABoR president Kent Redding.

Improving stability coupled with the upswing in inventory in the first quarter of 2024 are uplifting signs of a "healthier and robust" real estate market, according to housing economist Clare Losey, Ph.D.

“The current housing market is more favorable for first-time homebuyers, with an uptick in new listings for the lowest priced homes," said Losey. "More inventory means more options tailored to buyers’ specific needs and interests, allowing them more personalization and choice of location when looking for their new home."

Central Texas housing trends in March 2024 Over 2,500 homes were sold in March across the Austin-Round Rock-Georgetown MSA , with median prices at $450,000, a plateau in comparison to March 2023 . There were 9,478 active home listings on the market, which is 7.6 percent more than this time last year.

In Travis County , fewer than 2,000 homes were sold last month, only 1.4 percent more than last year. Median prices stood at an even $510,000. There were 4,695 active listings on the market, nearly 12 percent more year-over-year.

Over in Williamson County , 869 homes were sold last month, with median prices stabilizing at $420,000. There were nearly 1,400 new home listings on the market, representing a 11.2 percent increase from March 2023, bringing the total number of active home listings to 2,593.

Hays County saw a 4.3 percent increase in residential homes sold in March. Only 360 homes were sold last month, and median prices very slightly dipped 0.5 percent year-over-year to $388,005. Active listings rose nearly 12 percent year-over-year to 1,518 with the addition of 689 new home listings on the market.

Home sales in Bastrop County went up 10.6 percent when compared to this time last year, with 104 total homes sold. Median prices only climbed 2 percent year-over-year to $374,949. There were 516 active listings on the market in March, and 231 new home listings, showcasing a 40 percent surge in new inventory when compared to last year.

Caldwell County experienced a 60 percent jump in homes sold in March, amounting to 40 homes sold for a median price of $304,938. There were 156 active homes on the market, and 76 new home listings (the same number as February 2024), which represented a 55.1 percent increase in new inventory year-over-year.

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Saluki Takeover Tour stretches across Southern Illinois

Southern Illinois University | Thursday, April 18, 2024

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April 16, 2024

CARBONDALE, Ill. – The Saluki Takeover Tour of Southern Illinois is coming to a town near you.

After successful events in Chicago, St. Louis, Springfield (Illinois), Florida and Nashville (Tennessee), the Saluki Takeover Tour will visit all 17 of the region’s counties from April 24 through May 4.

“Saluki spirit is evident everywhere we go, but it has its roots right here in Southern Illinois,” said Southern Illinois University Carbondale Chancellor Austin A. Lane. “These takeover tour events are a terrific opportunity for our local alumni and friends to engage with our leadership and share their Saluki experience with others.”

Lane will host the keystone event, Southern Illinois Celebration, from 6 to 8 p.m. Saturday, May 4, at Walker’s Bluff Casino Resort. The event will feature the recognition of multiple incoming and potential SIU Carbondale students. There will also be SIU Day of Giving trophy presentations, a celebration of the university’s recent successes and a chance to thank local partners. Many representatives from SIU Carbondale will be in attendance, including new men’s basketball coach Scott Nagy.

Before the Walker’s Bluff event, there will be many visits to local schools and five Chancellor’s Receptions across the region. Everyone is welcome and encouraged to register for each reception at siuf.org/southern-illinois .

The Office of Innovation and Economic Development at SIU and the Small Business Navigator Program are partnering with local organizations to offer Business Resource Meet Ups. The purpose of these events is to provide valuable insights into the Advantage Illinois Loan Program, along with detailed information on the services of the Illinois Small Business Development Center (SBDC) and the Illinois APEX Accelerator program at SIU. More information about these meet ups can be found at bizhelp.siu.edu .

All receptions and meet ups are free to attend. Southern Illinois Takeover Tour events include:

Wednesday, April 24

• School visits: Benton Consolidated High School, Hamilton County High School, Carmi-White County High School and Mount Vernon Township High School
• Business Resource Meet Up: 4:30 p.m., Innovation Hub, Mount Vernon
• Chancellor’s Reception: 6 to 8 p.m., The Granada Theatre, Mount Vernon

Thursday, April 25

• School visits: Marion High School, Johnston City High School, Gallatin County High School and Harrisburg High School
• Business Resource Meet Up: noon, MAN-TRA-CON Corp. and Greater Egypt Regional Planning and Development Commission offices, Marion, and 4:30 p.m. Morello’s, Harrisburg
• Chancellor’s Reception: 6 to 8 p.m., Morello’s, Harrisburg

Friday, April 26

• School visits: Murphysboro High School, Chester High School and Du Quoin High School
• Business Resource Meet Up: 4:30 p.m., Alongi’s Italian Restaurant, Du Quoin
• Chancellor’s Reception: 6 to 8 p.m., St. Nicholas Brewing Co., Du Quoin

Monday, April 29

• School visits: Vienna High School, Meridian High School, Cairo High School, Anna Jonesboro High School and Cobden High School
• Business Resource Meet Up: noon, First Baptist Missionary Church, Cairo, and 4:30 p.m., Media Center at Vienna High School
• Chancellor’s Reception: 5:30 to 7:30 p.m., Alto Vineyards

Tuesday, April 30

• Business Resource Meet Up: 4:30 p.m., Carbondale Civic Center

Wednesday, May 1

• School visits: Carterville High School, Carbondale Community High School, Herrin High School and John A. Logan College
• Business Resource Meet Up: 4:30 p.m., United Methodist Church, Golconda
• Chancellor’s Reception: 6 to 8 p.m., Fat Edd’s Roadhouse, Metropolis

Saturday, May 4

• Southern Illinois Celebration : 6 to 8 p.m., Walker’s Bluff Casino Resort, Carterville 

For more information, call 618-453-4900 or email [email protected] .

Media Advisory

Reporters, photographers, and news crews are invited to cover any or all of the Southern Illinois Saluki Takeover Tour Chancellor’s Receptions and the Southern Illinois Celebration, where SIU Carbondale Chancellor Austin A. Lane will be available for interviews. For assistance with interviews with the chancellor, text or call Jeff Harmon, SIU’s chief communications and marketing officer, at 573-352-0035.

There will be six receptions at various locations from April 24 through May 4. The largest will be the May 4 Southern Illinois Celebration at Walker’s Bluff Casino Resort, which will feature the recognition of multiple incoming students, include a trophy presentation for the SIU Day of Giving and celebrate the university’s recent successes.

The schedule of receptions is:

Wednesday, April 24, 6 to 8 p.m., The Granada Theatre, Mount Vernon

Thursday, April 25, 6 to 8 p.m., Morello’s, Harrisburg

Friday, April 26, 6 to 8 p.m., St. Nicholas Brewing Co., Du Quoin

Monday, April 29, 5:30 to 7:30 p.m., Alto Vineyards

Wednesday, May 1, 6 to 8 p.m., Fat Edd’s Roadhouse, Metropolis

Wednesday, May 4, Southern Illinois Celebration, 6 to 8 p.m., Walker’s Bluff Casino Resort, Carterville

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Dubai floods: Chaos, queues and submerged cars after UAE hit by record rains

Passengers report being stranded in the desert city as the international hub struggles in the wake of unusually heavy rain

Don’t blame cloud seeding for the Dubai floods

Dubai is wrestling with the aftermath of extraordinary torrential rains that flooded the desert city, with people describing harrowing stories of spending the night in their cars, and air passengers enduring chaotic scenes at airports.

Up to 259.5mm (10.2in) of rain fell on the usually arid country of the United Arab Emirates on Tuesday, the most since records began 75 years ago . The state-run WAM news agency called the rains on Tuesday “a historic weather event” that surpassed “anything documented since the start of data collection in 1949”.

As the sun returned on Wednesday, along with it came stories of people stuck in cars and offices through an arduous night.

“It was one of the most horrific situations I had ever experienced,” said one Dubai resident in his 30s, who did not want to give his name, after his 15-minute commute turned into a 12-hour ordeal on flooded roads.

At Dubai’s airport, one of the busiest for international travel, with nearly every flight repeatedly delayed, Emirates passengers were told to stay away “unless absolutely necessary”.

Frustration from those already there began to build.

A large crowd formed at a connections desk, clapping and whistling in protest as they waited for information.

“They are completely lost, it’s complete chaos – no information, nothing,” fumed one passenger, who did not want to be named, after a 12-hour wait, Agence France-Presse reported.

Standing water lapped on taxiways as aircraft landed. One couple called the situation “absolute carnage”. They spoke to the Associated Press on condition of anonymity in order to speak freely in a country with strict laws that criminalise critical speech. “You cannot get a taxi. There’s people sleeping in the Metro station. There’s people sleeping in the airport.”

The BBC reported other passengers were diverted to Dubai World Central Airport – also known as Al Maktoum airport – telling the broadcaster they had been “living on duty free” and that water was in short supply.

One furious British traveller told PA Media that once his flight was diverted to Dubai World Central, he had not been given any food or water either. “It’s just been an absolute disaster. We’re stuck here and seven hours without a single update is inexcusable.”

Emirates, Dubai’s flagship airline, posted on X on Wednesday night: “Customers should expect delays with departures and arrivals” and that while some passengers had been able to get to their destinations “we are aware that many are still waiting to get on flights”.

The airline cancelled all check-ins and announced that it would continue to suspend services until Thursday morning, apologising for the disruptions. Those on FlyDubai, Emirates’ low-cost sister airline, also faced delays.

Dubai airport posted on X early on Thursday that flights had resumed from Terminal 1 but urged people to travel to the airport only if they had a confirmed booking, as flights continued to be “delayed and disrupted”.

Paul Griffiths, the airport’s CEO, acknowledged the issues with flooding on Wednesday. “It remains an incredibly challenging time. In living memory, I don’t think anyone has ever seen conditions like it,” Griffiths told the state-owned talk radio station Dubai Eye.

Neighbouring countries were also hit by heavy rains earlier this week, including Oman, where 20 people have died, including 10 schoolchildren swept away in a vehicle with an adult.

Soldiers were deployed to badly affected areas of the sultanate, which rests on the eastern edge of the Arabian peninsula, to evacuate people trapped by flooding.

Schools will stay closed in Dubai until next week, authorities said, underscoring the difficulty of the clean-up.

In an unusual direct intervention, the UAE president, Sheikh Mohammed bin Zayed Al Nahyan, ordered “authorities to quickly work on studying the condition of infrastructure throughout the UAE and to limit the damage caused”, official media said.

The president also gave orders for affected families to be transferred to safe locations, said a statement carried by the WAM news agency.

Dubai’s ruler, Sheikh Mohammed bin Rashid al-Maktoum, wrote on X about “efforts being made by teams of citizens and residents that continue day and night” as the city’s media office posted video overlayed with dramatic music of officials conferring in groups and water pumping appearing to take place in the background.

Photos too were posted of what it said showed water flooding into desert areas.

صور من جريان الأودية في صحراء القدرة في #دبي pic.twitter.com/pyXP8OpBVF — Dubai Media Office (@DXBMediaOffice) April 17, 2024

Similar scenes were visible around the Gulf state including in Sharjah, in neighbouring Dubai, where people waded through main streets and paddled around on makeshift boats.

At least one person was killed in the flooding. A 70-year-old man who was swept away in his car in Ras al-Khaimah, one of the country’s seven emirates, according to police.

The UAE government announced that remote working for most federal government employees had been extended into another day because of the impact.

Agence France-Presse, PA Media and Associated Press contributed to this report

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Waymo will launch paid robotaxi service in Los Angeles on Wednesday

Tech startup Waymo said Tuesday that it would begin offering paid robotaxi rides in Los Angeles beginning Wednesday, as the nation’s experiment with self-driving car technology picks up steam. 

Waymo, a spinoff of Google, had announced details for its service in Los Angeles in January as it sought state regulatory approval and local support. Within the last year, Waymo has offered free "tour" rides in Los Angeles, and last month, it received regulatory approval to expand to a paid service, despite pushback from the Teamsters union and the Los Angeles Department of Transportation. Waymo previewed the project in a blog post in 2022.

Waymo said Tuesday that more than 50,000 people were on its waitlist to use the service. The company did not say how many users it would allow to fully use the app starting Wednesday. Last month, the company said it was starting with a Los Angeles fleet of fewer than 50 cars covering a 63-square-mile area from Santa Monica to downtown L.A. Los Angeles County has a population of 9.7 million people. 

The service works similarly to other ride-hailing smartphone apps such as Flywheel, Lyft and Uber, except that Waymo’s vehicles have no human drivers present. Riders follow instructions on the app and through the vehicle’s sound system, though Waymo workers can assist remotely. 

Robotaxis are getting more buzz as the technology advances in fits and starts. Tesla CEO Elon Musk said Friday that Tesla would reveal a robotaxi product in August, though he gave no details. Cruise, a General Motors subsidiary that paused its robotaxi service last year after one of its vehicles failed to detect a pedestrian underneath it, said Tuesday that it would reintroduce human-driven vehicles in select cities, including Phoenix, as a step back toward driverless operations. 

Various China-based tech startups are also testing self-driving cars on California roads, drawing scrutiny from lawmakers. 

But for now, Waymo’s only competition is traditional, human-driven car services. 

Waymo’s expansion to Los Angeles will bring autonomous for-profit taxis to the nation’s second-largest city — and to a city long synonymous with car travel. Waymo already operates commercial robotaxi services in San Francisco and Phoenix. 

Chris Ludwick, Waymo’s product management director, called the Los Angeles move a milestone. 

“The reception from Angelenos so far has been exceptional, and we look forward to welcoming more riders into our service over time,” he said in a statement. 

Waymo said it informed its test riders about the change Monday in an email, which someone also posted to Reddit. 

Robotaxis have faced criticism on multiple fronts, from the threat they pose to drivers’ jobs to the mistakes they’ve made blocking city buses or emergency vehicles. Under California law, driverless cars can’t be given traffic tickets, and they could make traffic congestion worse . 

The Los Angeles Department of Transportation said the Waymo expansion was happening too soon, without enough local oversight of autonomous vehicle operations, but in an order last month state officials said that those concerns were unfounded. 

Supporters of robotaxis have countered that human drivers have a terrible safety record , with traffic deaths topping 40,000 a year in the U.S. Waymo has not reported a death or serious injury from its technology, and Waymo vehicles appear to be generally more observant of traffic laws than human drivers are, according to journalists who have ridden in them. 

In San Francisco, the futuristic nature of driverless vehicles has become a tourist attraction. 

Opponents of autonomous taxi expansions, including the Teamsters, have vowed to slow down the growth of companies such as Waymo. A bill pending in the California Senate would give cities and counties authority over robotaxi services — a power that currently resides with state government agencies. A hearing on that bill is scheduled for next week. 

David Ingram covers tech for NBC News.

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Germany’s Leader Walks a Fine Line in China

Chancellor Olaf Scholz tried to promote German business interests while delivering warnings from Europe about trade and geopolitical tensions.

By Alexandra Stevenson and Melissa Eddy

Chancellor Olaf Scholz of Germany tried to strike a delicate balance on a trip to China this week, promoting business ties with his country’s biggest trading partner while raising concerns over its surge of exports to Europe and its support for Russia.

Mr. Scholz met with China’s top leader, Xi Jinping, at the Diaoyutai State Guesthouse in Beijing on Tuesday, the culmination of a three-day visit with a delegation of German officials and business leaders. He also met with Premier Li Qiang as the two countries navigate relations strained by Russia’s war in Ukraine and China’s rivalry with the United States, Germany’s most important ally.

Throughout his trip, Mr. Scholz promoted the interests of German companies that are finding it increasingly hard to compete in China. And he conveyed growing concern in the European Union that the region’s market is becoming a dumping ground for Chinese goods produced at a loss .

But Mr. Scholz chose a conciliatory tone over a combative one in his opening remarks before sitting down with Mr. Xi on Tuesday morning, in a meeting that stretched over three hours and turned into a walk and lunch.

It was the German leader’s first visit to China since his government adopted a strategy last year that defined the Asian power as a “partner, competitor and systemic rival ,” calling on Germany to reduce its dependency on Chinese goods.

Germany’s economy shrank last year, and its weaknesses have exposed a reliance on China for growth. Energy prices have risen because of the war in Ukraine, which has been facilitated by Beijing’s support for the Kremlin. German companies have pushed for more access to China and complained that they face unfair competition .

The chancellor visited German companies with extensive investments in China and met with trade representatives and officials in the sprawling industrial metropolis of Chongqing in China’s southwest and in Shanghai and Beijing.

At a talk with a group of students in Shanghai on Monday, Mr. Scholz fielded a question from a student who planned to study in Germany this year, who said he was “really worried” because the country had partially legalized cannabis. “When you study in Berlin, you can run around the whole time and never meet anyone who does that,” the chancellor assured him.

But he also used the platform to push more serious messages about trade. “Competition must be fair,” Mr. Scholz told the students. “We want a level playing field,” he said.

Mr. Scholz’s trip was an example of the difficult dance that Germany is trying to do: maintaining economic ties with China while managing U.S. pressure to align itself more closely with Washington against Beijing.

In his meetings, Mr. Scholz highlighted Germany’s commitment to doing business with China, but he also warned that Beijing had to curb the flood of Chinese goods into Europe. At the same time, he expressed reservations about the European Union’s investigations into China’s use of subsidies for green technology industries, saying that any discussion about trade must be based on fairness.

“This must be done from a position of self-confident competitiveness and not from protectionist motives,” Mr. Scholz told reporters on Monday.

China’s manufacturing push in green sectors like electric cars and solar panels has touched off trade disputes with Europe and the United States, where such industries have also received government support. But with 5,000 German companies active in the Chinese market, Germany stands to lose more than many of its European partners would if Beijing were to retaliate against the European Union.

“If the E.U. goes too hard against China, we could expect countermeasures and this would be a catastrophe for us,” said Maximilian Butek, the executive director of the German Chamber of Commerce in China.

“For us it’s extremely important that the Chinese market remains open,” he said.

In his meeting with Mr. Xi, Mr. Scholz indicated that Russia’s war on Ukraine and its arms buildup were high on his agenda. “They directly affect our core interests. Indirectly, they damage the entire international order,” he said in opening remarks at the meeting, a transcript of which was provided by Mr. Scholz’s office.

Despite pressing the issue with Mr. Xi, he did not appear to win the commitment that he had sought from the Chinese leader to take part in an international conference for Ukraine planned in June. Germany had hoped that China could use its influence over Russia to help work toward a peace agreement.

Germany would also like China stop selling goods to Russia that have potential uses on the battlefield, and Mr. Scholz told reporters that he had brought up the issue in his meeting. “The point has been made,” he said. “There can be no misunderstanding about how we see things.”

China is hoping to drive a wedge between Europe and the United States by courting leaders such as Mr. Scholz. State media reports depicted his visit as demonstrating the strength of China’s relations with Europe, playing up its economic ties with Germany.

In his opening remarks to Mr. Scholz, Mr. Xi said cooperation between China and Germany, which have the second- and third-largest economies, was beneficial to the world, a remark that could be read as directed at those who have urged Berlin to distance itself from Beijing.

“The two countries should view and develop bilateral relations from a long-term and strategic perspective and work together to inject more stability and certainty into the world,” Mr. Xi told Mr. Scholz, emphasizing the importance of seeking “common ground.”

Beijing is sure to welcome the message that German businesses are committed to China. The Asian giant is trying to court foreign investment to reinvigorate its economy, which has faltered because of a housing slowdown. Some Western businesses and investors have also been rattled by Mr. Xi’s emphasis on national security, which they regard as making it riskier to operate in the country.

From China’s perspective, Germany may be its best hope of delaying or watering down any trade restrictions from Europe, said Noah Barkin, a senior adviser in the China practice at the Rhodium Group, a research firm.

German carmakers have invested billions of dollars in China, and much of their revenue comes from there. Many worry that if the European Commission imposes higher tariffs on Chinese exports, and Beijing retaliates, German businesses will suffer most.

Chinese officials “know that German companies are heavily invested and they use that politically to influence political decision making in Berlin,” Mr. Barkin said.

Germany’s biggest companies, including BMW, Mercedes-Benz and BASF, have large operations in China and strong, effective lobbies in Berlin, Mr. Barkin added. Executives from those companies, along with several others, traveled with Mr. Scholz to China.

“The supply chain in China is stuffed with German goods,” said Joerg Wuttke, a former president of the E.U. Chamber of Commerce in China. “If China has a price war with Germany, then no one will make money anymore.”

Mr. Scholz also brought along the German ministers for agriculture, the environment and transportation, officials who experts said would be particularly interested in working with China.

“You set an agenda with these three ministers, the tonality is overall a cooperative one, these are areas that we want to work on,” said Janka Oertel, director of the Asia Program at the European Council on Foreign Relations.

Chinese officials, for their part, have brushed off the European accusations of unfair trading practices, calling them groundless and an act of “ typical protectionism .” They have hinted that they could retaliate for any actions taken by the European Union, saying that China was “strongly dissatisfied with and firmly opposes” its investigations.

In an interview with the German newspaper Handelsblatt, Wu Ken, China’s ambassador to Germany, said the competitive edge of Chinese electric vehicles “relies on innovation, not subsidies.”

“The challenge faced by developed countries lies more in the fact that Chinese companies are more efficient,” the ambassador said.

Vivian Wang contributed reporting from Beijing and Zixu Wang from Hong Kong.

Alexandra Stevenson is the Shanghai bureau chief for The Times, reporting on China’s economy and society. More about Alexandra Stevenson

Melissa Eddy is based in Berlin and reports on Germany’s politics, businesses and its economy. More about Melissa Eddy

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2024 Masters TV schedule, coverage, live stream, channel, how to watch streaming online, golf tee times

How to watch every memorable moment of the 2024 masters on tv or streaming live.

The most wonderful time of the golf season reaches its conclusion Sunday as the beauty of April surrounds Augusta National Golf Club. The 2024 Masters started as a star-studded affair with a loaded field featuring the best golfers in the world and Scottie Scheffler entering as the favorite. Scheffler held that same position entering Round 4 and has only increased his advantage as the Masters rolls ot a finish.

Scheffler is looking to become the 10th golfer in Masters history to win two green jackets in a three-year span, and given his level of play over the last two years, no one is doubting he can accomplish his goal. Should he do so, he would pick up a $3.6 million winner's check out of a record  2024 Masters prize money allotment -- a $20 million purse .

While five-time Masters champion Tiger Woods set a new record at Augusta National by making the weekend in his 24th consecutive playing of the tournament, he completely ejected on Saturday with his worst score in a major championship round. Tiger rebounded Sunday while playing his 100th round at Augusta National  but nevertheless signed for a 16 over, his worst score to par at a major and the second-worst round overall across his professional career. (At least he wasn't among the major stars who missed the cut .)

Be sure to follow Masters live leaderboard coverage throughout the final round on Sunday for scores, analysis and highlights. It's a perfect second-screen complement to the Masters viewing experience provided to you by CBS.

While attending the Masters is a dream for many, simply being able to watch golf on the grandest stage of them all is an incredible treat each year, and we here at CBS Sports are thrilled to bring you wall-to-wall coverage of the Masters throughout this week.

CBS Sports offers extensive, week-long coverage across all its platforms with its traditional 18-hole broadcast coverage beginning with the third round on Saturday and final-round action on Sunday. Jim Nantz, in his 39th consecutive year covering the Masters, serves as host for the 37th time. 2008 Masters champion Trevor Immelman joins Nantz as the lead analyst at the Masters for the second time. Nantz and Immelman link up with CBS Sports' incredible golf team, including on-course reporter Dottie Pepper and the legendary Verne Lundquist, who will be calling his final Masters.

Enough talking about it. Here's how you can watch as much Masters as possible on Sunday. Be sure to stick with CBS Sports for live coverage throughout and download the CBS Sports app  to watch Masters Live on your mobile device.

All times Eastern

Round 4 -- Sunday, April 14

Round 4 start time:  9:15 a.m. [ Tee times ]

Masters Live stream Desktop and mobile:  Free on  CBSSports.com ,  CBS Sports app Connected devices*:  Available on  Paramount+ ,  CBS Sports app *Paramount+ login required

• Masters on the Range : 11 a.m. to 1 p.m. (CBS Sports Network)
• Featured Groups  -- 9:35 a.m. to 7 p.m. 9:35 a.m. -- Tiger Woods, Neal Shipley (A) 11:45 a.m. -- Jon Rahm, Tony Finau 12:45 p.m. -- Joaquín Niemann, Rory McIlroy 2:15 p.m. -- Bryson Dechambeau, Xander Schauffele
• Amen Corner  -- 11:45 a.m. to 6 p.m.
• Holes 15 & 16  -- 12:30 p.m. to 6:30 p.m.
• Holes 4, 5 & 6 -- 10:55 a.m. to 4 p.m. (Masters.com)

TV coverage:  2-7 p.m. on CBS TV simulcast live stream:  2-7 p.m. on  CBSSports.com ~,  Paramount+ ,  CBS Sports app ~ ~TV provider or Paramount+ with Showtime login required Round 4 encore: 8 p.m. to 1:30 a.m. on CBS Sports Network

Additional Masters coverage

Masters on the Range Monday 12-2 p.m. , Tuesday 9-11 a.m. , Wednesday 9-11 a.m. | CBS Sports Network,  Paramount+

We Need to Talk at the Masters Saturday, 12:30-1:30 p.m. | CBS,  Paramount+ The Asia-Pacific Amateur Championship: An Invitation to the Masters Saturday, 1:30-2 p.m. | CBS,  Paramount+

The 2019 Masters: A Sunday Unlike Any Other Saturday, 2-3 p.m. | CBS,  Paramount+

The Latin America Amateur Championship: An Invitation to the Masters Sunday, 12:30-1 p.m. | CBS,  Paramount+ Jim Nantz Remembers Augusta: The Spanish Inspiration Sunday, 1-2 p.m. | CBS,  Paramount+

Further details from CBS Sports

Live streaming coverage provided by Masters.com

Featured Groups : Shane Bacon, Colt Knost and Billy Kratzert will lead  Featured Groups  morning coverage. In addition, Brian Crowell and Smylie Kaufman will serve as announcers for the afternoon  Featured Groups  coverage.

Amen Corner : Grant Boone and Mark Immelman serve as announcers for live streaming coverage of the 11th, 12th and 13th holes.

15 & 16:  Iona Stephen, Ned Michaels and Smylie Kaufman provide commentary and analysis for live streaming coverage on the 15th and 16th holes.

Masters On the Range:  Presented Monday through Sunday on Masters Live, CBS Sports Network, Paramount+ and CBS Sports Digital,  Masters on the Range  will feature interviews with players, analysis of those in the field and breakdowns from the Tournament Practice Area at Augusta National leading up to and throughout the 2024 Masters. Kelly Tilghman, Michael Breed, Brian Crowell, Amanda Balionis and Iona Stephen will provide commentary throughout the week.

In addition to live golf action, Masters Live will present video highlights and Augusta National aerials, as well as historical footage and Interview Room commentary. Masters Live will be available on Paramount+ as well as CBSSports.com and the CBS Sports app for mobile devices.

CBS Sports HQ , the free 24/7 streaming sports news network, will have nearly 50 hours of comprehensive live coverage beginning Monday, April 8. CBS Sports HQ will feature on-site previews and recaps after each round, live look-ins, leaderboard updates as well as interviews with Trevor Immelman following the third and final rounds.  The First Cut  and co-hosts Kyle Porter and Rick Gehman also will be on-site to break down all the action on CBS Sports HQ, with daily podcasts and additional episodes airing on CBS Sports Network. CBS Sports HQ is available on CBSSports.com and the CBS Sports app for mobile and connected TV devices.

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