In an exclusive interview with Travel Trade Insider, E M Najeeb, Chairman – ATE Group of Companies and Senior Vice President, Indian Association of Tour Operators (IATO) highlighted the road ahead for inbound tourism and strategies that can help to revive the sector.
Q. Covid-19 pandemic has badly hit the global tourism and hospitality sector. Going ahead what future do you see for Indian inbound tourism market? Do you expect some specific international markets to recover first once India begins international flights?
A. We all know that India is a destination with unending attractions and experiences. India cannot be fully experienced in a few visits. There’s plenty to explore through repeated visits. That’s the charm and potential of India as a destination. The present crisis is a set back happened to the destination as has happened to many others. The present scenario has put us into difficulty and a standstill, but I don’t believe it is here to stay. This will pass and go. We will again be back into the business. The pattern, style and methods may change but still, the business of travel will continue. Gradually as the restrictions on borders are lifted, and the connectivity resumed, people will travel to places they cherish. They move to places rich with nature’s bounty to get back with nature and have peaceful holidays. Never ever the urge for travel could be suppressed in the past.
Almost all markets are stagnant now. People’s priority is to protect themselves from the scourge of the disease. Once that’s subsided and eased out, their need for travel would resurface. But the biggest impediment to travel even above the fear of the disease is the hard-hit experienced in the economy worldwide. Disposable income is essential for taking up leisure travel. Many countries are in a difficult situation economically. Many people have lost their jobs across the world. They all might have to wait until the situations improve for them.
For us always the mainstay source markets were the US., Great Britain, European countries like Germany, France, Holland, Italy, and other countries in the European Union which are in the cold climes. The Gulf countries had good potential for wellness and medical tourism. Now in this context, we cannot say which market would revive soon as all of them are affected in many ways. This is why our own domestic tourism is seen as a possible revival area compared to the efforts of mobilizing inbound tourism right now.
Q. The European Union has not included India in its recent safe travel list. Will it have implications on Indian inbound sector considering the region has been a major source of international travel to India?
A. That can be an impediment to our inbound tourism until they identify us as a safe destination. But at the same time, many of the tour operators in those markets know India very well, and this certification shouldn’t hinder them too much from operating tours to India. Also, this is a time for us to develop products for other markets and start promoting them in these new markets. The results will yield when this critical period is over and when people start travelling.
Q. China has seen a lot of backlash internationally from various quarters including the US. and Canada. Can India gain from this situation for attracting tourists who otherwise would have travelled to China especially the MICE market?
A. China and India are two different kinds of tourist destinations. Indian products are unique and different from China’s. India is primarily a destination with a spiritual base and undertone. Even our legacies and heritage are with such an orientation. Even for our natural beauty, we have a spiritual interpretation. We are not a country purely materialistic. We do get people who appreciate that aspect of ours.
Yes, China has excellent infrastructure for MICE tourism and that is mainly because many international corporates have been basing and operating there. But our MICE tours inflow has been one that enjoyed visiting India and combining it with experiencing India.
One thing we have to take a note about the future of MICE tourism is that the need for physical meetings are reducing as technology has come in supporting remote meetings. But even in that situation, the pull towards India in the minds of people will bring in large meetings in the future, contributing to our MICE business.
Q. How has been the response of IATO in the current challenging times in terms of keeping the morale of members high and educating them about various opportunities that can come-up in the post-pandemic world?
A. IATO as a responsible organisation standing for the wellbeing of the tour operators in India has been effectively and earnestly working closely with its members knowing and understanding their difficulties. IATO has been discussing and taking up the issues of the tour operators with relevant bodies and the government. There is a good platform of interaction among the members deliberating on how we should go forward after the negative impacts of the pandemic.
Q. According to you what should be the focus and go-to-market strategy of India’s ministry of tourism once travel restrictions are eased internationally?
A. When affected by a serious problem the best and most essential thing to do is to keep in touch with the markets and keep them informed of the ground situation honestly.
I feel that the Ministry should make a strategic plan for a “go to market” initiative. One could be a social media promotion of India stating that we are waiting for the visitors soon. Also, the government should have a bulletin meant for informing the markets. Instead of the general promotion of places of attraction, unique experiences offered by us should be highlighted. This is also the right time to put the house in order for a good flow of inbound tourism to India.
We have to look at all the criticisms we had received in the past and try to rectify them. Life and business models are changing and we have to adapt to the new world. A good example to quote about keeping the markets informed during a long crisis period is the story of Sri Lanka. During their internal strife that lasted some years, they kept in touch with the markets and kept them informed. This strategy helped them to gain the confidence of the business associates and paid good dividends after the issue was over.
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