TTG Asia
Asia/Singapore Friday, 24th April 2026
Page 1007

Japan’s tourism poised for U-shaped rebound

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Nakamise Shopping street at Sensoji Temple with some people with masks during the outbreak of the coronavirus (COVID-19).

Hospitality experts have expressed confidence that Japan’s tourism industry will enjoy a U-shaped recovery from the devastating impact of the pandemic, thanks to its strong domestic market.

In a RICS-hosted webinar, representatives of JLL and global property agent Savills said local travel would lead recovery, evidenced by the rebound in hotel occupancy in areas within driving distance of major cities.

Experts forecast a swifter recovery for Japan’s tourism sector on the back of a strong domestic segment; locals strolling through Nakamise Shopping Street at Sensoji Temple amid the pandemic pictured

“Japan’s domestic tourism has historically been strong and stable, accounting for 83 per cent of the country’s total tourism spend in 2019,” said Raymond Clement, managing director for hotels in Asia Pacific at Savills.

Takahiro Tsujikawa, head of JLL’s Japan hotels and hospitality group, agreed, adding that “about 80 per cent of lodging demand in Japan is domestic, so we should be able to see a swifter recovery compared to other Asian cities where lodging demand is highly dependent on inbound guests.”

Majority of Japan’s accommodation demand comes from locals: Tsujikawa

In a survey related to Japan’s travel subsidy campaign, 71 per cent of respondents said their number of anticipated trips from July to December 2020 would be the same or higher than before the pandemic.

Japan also has the potential to relocate the spending of outbound travellers who are currently unable to go abroad, which amounted to 3.7 trillion yen (US$34.6 billion) in 2019.

Clement predicts that people will likely restart travelling by visiting nearby destinations that don’t require transport by airplane or train. Tsujikawa agreed, noting that “green shoots” in hotel occupancy can already be seen at locations within a couple of hours’ drive of major cities, including Karuizawa and Hakone near Tokyo, and Itami near Osaka.

Within the hotel sector, Tsujikawa said limited service hotels are “starting to see some recovery in performance” in regional cities, largely driven by business use.

Four- and five-star hotels that targeted primarily the wealthy inbound market can expect a slower recovery. Many are appealing to the high-end domestic market with staycations.

Okinawa, in particular, is tipped to be sold as the destination of choice for those who once chose resort destinations like Hawaii.

Destinations with fewer cases of Covid-19 are likely to experience a swifter recovery, meaning Tokyo is likely to be the slowest to rebound, Tsujikawa said.

Trade sees red over Komodo Park’s new online booking system

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A number of Indonesian tour operators have questioned the fairness of the new online booking system introduced by the Komodo National Park (TNK) earlier this month.

The online platform, booking.labuanbajoflores.id, requires users to choose from a selection of 197 tour operators listed on the website during the reservation process, according to Evodius Konsomar, head of the Association of Indonesian Tours and Travel Agencies (ASITA) West Manggarai, East Nusa Tenggara (NTT) chapter.

TNK, which has three terrestrial tourism sites, has capped entry to 25 visitors per site per day

This has created the impression that TNK is taking a cut from these travel companies, he said, questioning the transparency in the appointment process of the listed operators.

TNK, which has three terrestrial tourism sites, namely Padar, Loh Liang and Loh Buaya, has capped entry to 25 visitors per site per day after it kicked off the first phase of reopening on July 6.

This quota also drew outrage from travel companies, he said, as the number was considered too paltry for the UNESCO World Heritage Site spanning 239,000ha.

Evodius also criticised park authorities for the ambiguity around how the 75 entrance tickets across the three sites would be fairly distributed among travel companies. “We will keep on protesting until there is clarity (around that issue), otherwise it creates unfairness,” he said.

Responding to the allegations, TNK head Lukita Awang, said that the online booking system had been agreed by TNK, Labuan Bajo Flores Tourism Authority (BOLB), and West Manggarai Tourism Agency, in a bid to track integrated data about the number of tourists across the province.

With regards to the capacity caps, he highlighted that TNK is a conservation area, and not “an ordinary tourist attraction”. Hence, the restriction on visitor numbers is designed to prevent overcrowding and damaging the ecosystem.

Lukita explained that the 25-person capacity limit at each site is based on a study carried out by the park to determine the ideal carrying capacity for the first phase of reopening. As such, this cap is set to be revised down the road, depending on the study results.

According to Lukita, TNK has curated the list of 197 tour operators on its online booking system, and verified their legitimacies, so as to ensure tourists’ safety and comfort, and protect them from fraudulent agents.

Incito Vacations owner Ng Sebastian said the park has no authority to dictate visitors’ choice of travel companies. “Their duty is to protect the Komodo dragons and visitors. How visitors get to the park is not their business,” he said.

Ng also said that the curated list of tour operators on TNK’s website was problematic because it included dive operators, and some travel companies were mentioned more than once.

Though acknowledging the importance of limiting visitor numbers to maintain physical distancing amid the Covid-19 pandemic, he opined that TNK needed to publicly disclose the carrying capacity study that it did to determine the quota.

Ng also said that the website was lacking in a feature that would display a real-time availability of entrance tickets. “The park also needs to give the exact cut-off date for the ticket purchasing period,” he added.

S Hotels & Resorts draws guests with promotions, aims to double portfolio

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S Hotels & Resorts (SHR), the hospitality arm of Thai property developer Singha Estate, is plowing ahead with short-term initiatives to lure travellers back to its properties, including promotions and safety frameworks, and longer-term plans to double its existing portfolio in five years.

In the short-term, SHR is focused on launching promotions for domestic and intra-regional travellers at properties that have resumed business and implementing health and safety measures.

SAii Lagoon Maldives wooing guests with stay-three-nights-and-pay-for-two promotion

Eventually, expansion, including that of its upper-upscale resort brand SAii, will be achieved via management contracts, acquisitions and international investments.

SHR CEO Dirk De Cuyper shared in a press statement that he was optimistic that the company will recover well and be sustainable, in spite of the crisis. He cited SHR’s leisure and affordable luxury positioning and its business structure, low debt and healthy capital structure as reasons.

With border restrictions in many countries limiting hotel and resorts’ potential market to domestic travellers and expats, promotions targeted at these groups are pertinent.

At the Thai properties open for business, SHR is offering discounts of 40 per cent or up to 3,000 baht (US$95) per room night, with a limit of five nights, in line with the Travel Together campaign started by the government to boost domestic travel.

According to SHR, all Thai resorts have obtained the Tourism Authority of Thailand’s Amazing Thailand Safety & Health Administration certificate.

Over in the Maldives, which has reopened to all international travellers, SHR’s The SAii Lagoon Maldives and Hard Rock Hotel Maldives, are offering stay-three-nights-and-pay-for-two promotions.

SAii Lagoon Maldives conforms to Hilton Worldwide’s CleanStay programme, while Hard Rock Hotel Maldives has adopted the 272-point Safe + Sound programme with independent inspection.

SHR is expected to gradually reopen more properties as it monitors and responds to border control changes.

Visitor management system Visita ready for pilot testing

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Visita App

Visita, a non-profit sustainable visitor management platform which aims to help destinations adapt to health and safety protocols post-Covid, is looking for nature-based destinations to pilot test its website and app.

The collapse of the tourism industry has seen many destinations, communities and even conservation activities that rely on it suffer due to the lack of funding brought by tourism.

Visita helps destination managers to implement health and safety protocols 

Visita aims to help destinations recover from Covid-19 by equipping managers with the technology to help them implement health and safety protocols. Visita’s technology will help destination managers implement environmentally sustainable practices, such as setting carrying capacities and educating guests on policies and biodiversity.

Furthermore, Visita​ can help destination managers implement social distancing in their destinations by allowing them to ​limit their daily carrying capacity and manage tourist traffic​. Physical contact is also minimised since Visita allows for ​online visit requests​ and ​payment of conservation fees through online channels​.

The platform also helps ​enforce destination policies​ through integrating ​conservation agreements, waivers, and visit terms and conditions​ into the system.

Additionally, destination managers will have access to relevant information about their guests should the need for ​contact tracing​ arise, while strictly following data privacy policies.

Project manager Pamela Valle said: “We travelled and immersed ourselves in at least three island and mountain destinations to ensure we come up with a product that solves current pain points. We observed existing processes, identified gaps, and asked for the destinations’ wish list in developing the design and features of the platform. We also consulted experts in technology, data privacy, and sustainable tourism research such as the Asian Institute of Management – Andrew Tan Center for Tourism in designing the prototype.”

Visita aims to solve current pain points of destination managers: Valle

Parameters of the pilot test for interested destinations can be designed depending on their needs and capacity​. Visita can train managers and frontliners of chosen destinations on the principles of sustainable tourism, data privacy, and how to use the platform.

Interested destinations may contact Valle at ​contact@visita.org.ph​ to schedule an exploratory meeting. To learn more about the project, visit www.visita.org.ph​.

Japan’s tourism sector evolves to stir domestic demand

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Camping with Soul tents

Japan’s travel subsidy campaign is sparking innovation among local tourism players who are scurrying to adapt their strategies to tap the domestic market, even as the country battles a rise in Covid-19 cases.

Set to launch on July 22, the state-run 1.35 trillion yen (US$12.5 billion) Go To Travel campaign, will cover up to half of travellers’ domestic transport and accommodation costs if they book their overnight stays and day trips via travel agencies and affiliated booking sites.

Camping with Soul Japan, which provides glamping equipment to campsites, has started leasing tents to campsites as glamping gains popularity amid Covid-19

Hopes are high that the campaign can help the battered tourism industry recover some losses, but fears remain that Covid-19 concerns may limit the uptake of the programme or result in people opting for travel in a nearby prefecture.

Still, with so many prefectures vying for visitors, accommodation, tour and F&B providers are working together to introduce new approaches.

“We are no longer competing (with each other); we are collaborating,” said Lothar Pehl, COO, Kiroro Resort Holdings. For instance, Kiroro has teamed up with a local vineyard to offer guests a vineyard tour and wine tasting experience, with socially distanced bus transport included.

The Hokkaido resort is also diversifying its marketing to attract more families, small groups, business travellers and FITs. With the launch of the Go To Travel campaign, its priority is the “drive-in market”.

“The local Hokkaido customer is our first target, and the Japan customer is our second target,” said Pehl, adding that the campaign has created the need “to focus not on a segment, but on a market – an entire population”.

Kiroro Resort turning to collaboration, not competition, to tide through travel slump: Pehl

Camping with Soul Japan, which provides glamping equipment to campsites, has adapted to supply tents to campsites in scenic spots and national parks, which are tipped be a popular choice for travellers.

“Campsites are getting more inquiries about glamping because people want luxury accommodation that is away from the crowds, but campsites can’t afford to invest in our tents at the moment,” said Taisuke Yokota, managing director. “That’s why we are now leasing them, to generate some income now and sales later.”

Graham Davis, owner of Cottage Davis Yakushima, an accommodation, café and restaurant, believes his self-catering accommodation is increasingly appealing as visitors can socially distance, but is taking a “go-slow approach” to opening up to more visitors. He is instead focusing on the F&B aspect of the business, developing take-out and delivery services.

Thailand works to rebuild Rayong tourism

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A new international airport for people business and travelers go to U Tapao Rayong and Pattaya.

The Thai government will make concerted efforts to divert more tourism to Rayong following a disastrous slip-up last week which saw one imported Covid case wiping out nearly all hotel bookings in the province.

The incident occurred during July 8-11 when one individual of a visiting Egyptian military delegation who stayed at the D’Varee Diva Central hotel in Rayong was found to have Covid-19. The delegates were exempted from undergoing the usual quarantines due to their diplomatic status.

The Egypt envoy had entered into Thailand via U-Tapao International Airport in Rayong province on July 8

The mishap impacted bookings in at least three major tourist destinations – accommodations in Rayong and Koh Samet saw a 80-100 per cent dive in bookings, while hotels in Pattaya reported bookings slipped 40-50 per cent.

Following the Covid-19 scare in Rayong, the government announced on Friday a five-part plan proposed by a Centre for Covid-19 Situation Administration (CCSA) subcommittee to boost tourism in the province.

The first two points focus on promoting meetings and seminars run by government agencies in the province, and sponsoring trips to Rayong for village health volunteers and other medical personnel.

The third and fourth measures involve using Rayong as a trial location to model the organisation of sports events, such as the football games of Thai League teams, and live concerts according to the new normal. Taweesilp Visanuyothin, spokesman for the CCSA, said officials would use these events to test disease control measures.

The final measure is to permit Thai and foreign film production crews into the province. Foreign film crews are one of five new categories of foreigners proposed to be allowed into the country during the sixth phase of Thailand’s reopening. Designated villas will act as quarantine facilities for the crews.

Although over 5,500 locals from Rayong and Bangkok have since tested negative for the virus, the Egyptian soldier case has raised public suspicion towards people with any contact to Rayong. The Bangkok Metropolitan Administration has also warned that anyone who has visited the same hotel and malls as the infected Egyptian soldier must inform city officials or face a 20,000 baht (US$629) fine.

In response to another Covid-19 case involving the nine-year-old daughter of a Sudanese attache, who had been residing in Sukhumvit with his family, hotels in Sukhumvit also lost bookings.

Both incidents have sparked fears of a second wave and eroded confidence of Thais about allowing foreigners into the country – close to 95 per cent of 1,459 Thai respondents in a recent poll said that foreigners should be barred from entering the country to prevent a fresh outbreak.

Leveraging technology to thrive in hospitality’s new normal

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The recent upheaval of the hospitality industry due to Covid-19 is well-documented. At the time of writing, the global situation is easing and hotels are beginning to reopen again, but the travel landscape they now face is a very different one.

Pre-coronavirus, my key criteria for booking accommodation would be good service and sustainable practices. Now, I am more vigilant about their cleanliness standards and whether they have taken the appropriate hygiene measures. I am not alone in this sentiment either, which is why large hotel chains have come out to publish their new and improved cleaning playbooks to reassure their guests.

Opinions differ on what is the best way forward for the industry, but most agree that embracing technology should be a key part of a hotel’s re-entry plan. When properly implemented, technology can help hotels operate more efficiently, reduce costs and – most importantly – foster genuine trust among guests. For hotels, the challenge of the new normal will be conveying transparency and providing personalised service, while remaining efficient and productive – and technology will be the key to achieving the perfect balance.

Confidence through cleanliness

With hotels having to shift from ‘cleaning for appearances’ to ‘cleaning for health’, some of the extra weight of these heightened cleaning efforts can be shifted to technology. Maintaining good indoor air quality, for instance, can make a significant difference to health and safety – especially with the coronavirus currently being investigated for possible airborne spread.

The increased concern over air quality has led to a surge in popularity for bipolar ionisation technology, which releases charged atoms that surround and deactivate harmful substances. This technology can be integrated into existing heating, cooling and ventilation (HVAC) systems to provide active, continuous disinfection. It has already proved effective against other coronavirus outbreaks such as SARS and MERS, and emerging studies suggest that this may also prove true for Covid-19.

Using bipolar ionisation provides a number of benefits to hotels. It is a non-intrusive yet sophisticated hygiene technology that augments existing cleanliness procedures by cleaning at the molecular level. It also improves the capture efficiency of the existing HVAC’s air filtration system and reduces the quantity of outside air required to operate such HVAC systems, which in turn lowers energy costs. Hotels in the US have already begun implementing and promoting bipolar ionisation as a desirable amenity, and more are expected to follow suit.

Big data for better productivity

The continued fear of coronavirus transmission cements contactless engagement as a required amenity of hotels in the new normal post-Covid. To deliver and maintain the same seamless experience that guests have come to expect, hotels will have to rely more heavily on data and insights to understand their guests better and craft new, hyper-personalised experiences that minimise but do not devalue human interactions.

The crucial preliminary step is gathering data. Hotels can do this by utilising in-room, Internet of Things (IoT)-enabled wireless sensors to capture valuable information such as occupancy status, guests’ preferred temperature setpoints and room energy consumption, which can then be sent to a consolidated dashboard overseen by the hotel’s operations team that displays a full overview of room conditions in real-time.

With more information on the rooms’ live occupancy status, housekeeping teams can then plan their routes and sanitisation schedules better.

Meanwhile, maintenance teams can monitor HVAC systems for optimal efficiency and perform predictive maintenance before any malfunctions can escalate and jeopardise room comfort. These measures increase the teams’ productivity while reducing guest disruption as well as minimising unnecessary contact with guests.

Besides facilitating staff productivity, a consolidated dashboard of each room’s environmental data also presents a comprehensive picture of the hotel’s condition in real-time and allows management to make timely, informed decisions. Aside from addressing the longstanding issue of suboptimal connectivity between the hotel’s various data sources, quicker decision-making means the hotel can enhance its emergency response and problem resolution capabilities.

Enhancing services to improve the guest experience

The hospitality industry is called the service industry for a reason – the very nature of the hospitality sector is guest-centric. Therefore, to provide the best guest experience, hotels must understand their target market intimately. This can be achieved with artificial intelligence and analytics tools, which can transform the data gathered into more extensive insights about their guests over the long-term.

For instance, in-room sensors track room occupancy data, which can be analysed to provide insights on the most popular time in the morning for guests to leave their rooms, as well as when they are most likely to return at night. Beyond housekeeping schedules, this also allows hotels to plan events and promotions in their other facilities, such as the happy hour at the bar or dining discounts based on the time of day.

This data-driven approach increases the potential take-up rate of these promotions, which can directly increase revenue for the hotel and reduce downtime slumps. Conversely, real-time insights on the peak visiting and usage hours of the restaurants, as well as facilities such as the pool, gym and spa, can help management plan usage policies to prevent overcrowding and maintain a safe, comfortable environment.

Digitalise to survive

We are seeing South-east Asian countries easing their lockdowns and travel restrictions as they flatten their virus infection rate curves. Hotels and travel businesses in this region are slowly reopening and launching attractive promotions to get a head start on their recovery phase.

However, with lingering fears over the coronavirus and global travel still on the downturn, the reality is that guests will only return in force when they are confident of getting an accommodation experience that prioritises both enjoyment and safety.

It is evident that digitalisation – namely via IoT and remote working technologies – are going to be the primary enablers for hotels to implement the new normal of hospitality, like advanced sanitation measures, minimum-contact practices, efficient staff services and hyper-personalised experiences.

Thus, leveraging technology to enhance existing offerings and provide transparency on new safeguards is the natural next step for hotels. This is how they can ensure the wellbeing of guests and employees, maintain quality of service and, most importantly, rebuild confidence in the post-pandemic travel environment.

Marco Groten takes on dual role with Hyatt

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Grand Hyatt Bali has welcomed Marco Groten as general manager.

In addition to his responsibilities as general manager at Grand Hyatt Bali, he will also take on the role of area vice president of Hyatt Indonesia where he will oversee the following area hotels – Park Hyatt Jakarta, Andaz Bali, Alila SCBD, Alila Villas Uluwatu, Alila Seminyak, Studios at Alila Seminyak, Alila Ubud, Alila Manggis, Alila Purnama, Alila Solo, Grand Hyatt Jakarta, Grand Hyatt Bali, Hyatt Regency Bali and Hyatt Regency Yogyakarta.

Groten takes over the area vice president role from Peter Stettler who held this position for the past 25 years, and is now moving into his new role as senior advisor to Hyatt in Indonesia.

Groten has more than two decades of experience in the hospitality industry, having first started out as a front office manager in Bandung, Indonesia.

In 2018, Marco became head of operations for Alila, based in Hong Kong, working on the integration of Alila properties within Hyatt.

JTB melds Kuoni and Tumlare into a global DMC

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Designing the hotel of the future

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EAST Hotels properties address guests’ growing preference for multifunctional spaces through their Domain spaces

Good hotel design transcends ‘soft’ power and appeal; they can heavily impact a brand’s return on investment and guest loyalty. As economies around the world gradually reawaken and travel returns, the future of hotel design may be forever altered.

“Increasingly, the (hospitality) essentials will relate to hygiene, sanitation and operational reliability. In terms of Maslow’s hierarchy of needs, we’ve moved right back to the bottom of the pyramid – in the short term, at least – where safety and security are much more important than self-actualisation. Brands seen as able to guarantee standards of cleanliness will benefit,” opined Matt Turner, founder, AHEAD Awards.

EAST Hotels properties address guests’ growing preference for multifunctional spaces through their Domain spaces

AHEAD Asia recognises hotels and hotel facilities in the region that have effective design and features, and this year’s edition saw the judges convene via a virtual meeting.

While transparent and consistent hygiene standards are expected to become a mainstay in hospitality, customers are likely to continue to favour flexible, engaging spaces.

Turner added: “Effective design today must be from the point of view of delivering great guest experiences, rather than just design for design’s sake which (is to look) nice, eye-catching or unusual in some way.”

Meanwhile, Toby Smith, managing director of Swire Hotels and judge of AHEAD Asia 2020, remarked: “Appropriate design can have a huge influence on business performance, whether that be through maximising space, optimising efficiencies or (effecting) more aesthetic influences that shape a brand.”

Flexible and sustainable
A key feature that many customers are drawn to now is the appeal of flexible common spaces for both leisure and corporate guests.

The lobby bar of The Opposite House, Beijing is a flexible space that allows a variety of seating options

Smith told TTG Asia: “Something that was repeatedly raised in our discussions was versatility in design or creating spaces that effectively accommodate guests at various points of their day or life.”

Notable examples of this include EAST Hotels’ Domain spaces, which function as cafés, meeting spaces, co-working zones and early evening bars, as well as UNION at The Opposite House in Beijing that provides an elegant environment with a variety of seating arrangements.

Consumers are also getting smarter when it comes to choosing sustainable stays. Providing environmentally-responsible amenities alone is no longer adequate; guests now pay attention to a hotel’s commitment to minimising waste and impact, even in its design.

“A sustainable approach is now table stakes. The degree to which sustainability is achieved is becoming more important and distinguishable, especially (among the) younger generations,” observed William Harris, founding partner, AvroKO and judge, AHEAD Asia 2020.

According to Harris, needing to be sustainable has driven hotels towards solutions that are more unconventional or register as more authentic. This has spurred hotels to redefine their offerings and do their part for the community, making the need for sustainability a “positive challenge”.

For instance, more properties are using natural and recycled materials, LED lighting, as well as renewable energy technology in their design. “Less talked-about features that are equally important include innovative water treatment and waste management systems,” said Nicholas Clayton, CEO, Capella Hotel Group, and judge, AHEAD 2020.

Visually, sustainability efforts can be communicated through “biophilic forms in hotels”, said Harris. These include outdoor experiences brought into the public spaces of hotels and resorts, such as indoor waterfalls, all-season terraces, rugged outdoor-style furnishing, oversized plants and panoramic views.

Such features also serve to help guests “feel soothed and balanced in a world where many people in urban settings can be spending up to 90 per cent of their days indoors”, explained Harris.

Personalised tech matters
No talk of the younger generation is complete without mentioning the need for technological integration.

As personalisation climbs in importance among well-heeled and discerning consumers, the use of technology has become ever more critical in creating the ultimate guest experience.

Casting his eyes into the future of hotel design, Clayton predicted: “Technology and personalisation will work in tandem. Going beyond pillow selection and customised toiletries, guests can expect to arrive in a room that’s set to their preference, from desired lighting to work and entertainment systems that mirror their standards back home.”

The main challenge, posited Smith, is being able to “successfully blend the digital with the human”, as people are ultimately social creatures who “thrive (on) face-to-face interaction”.

He added: “Creating vibrant, interesting spaces that ignite conversation is key, while at the same time harnessing the benefits of technology.”