consolidators in tourism management

What Are Consolidators in Tourism?

By Michael Ferguson

Consolidators in Tourism: A Comprehensive Guide

Are you planning a trip and looking for the best deals on flights, hotels, and other travel arrangements? If so, you may have heard the term “consolidators” being thrown around.

But what exactly are consolidators in tourism? Let’s dive in and find out.

What Are Consolidators?

In the travel industry, consolidators refer to companies that buy large quantities of travel products (such as airline tickets or hotel rooms) at discounted rates from various suppliers. They then resell these products to travel agents or directly to consumers at a lower price than what the supplier would charge.

How Do Consolidators Work?

Consolidators work by negotiating bulk discounts with airlines, hotels, and other travel suppliers. These discounts are usually offered based on certain conditions such as buying a minimum number of tickets or rooms or booking during off-peak seasons.

Once they have secured these discounted rates, consolidators add their own markup before selling them to travel agents or consumers. This markup is how they make their profit.

Why Use Consolidators?

There are several reasons why travelers might choose to use consolidators when booking their trips:

• Savings: Consolidators offer discounted rates on flights, hotels, and other travel products which can save travelers money.
• Access to Exclusive Deals: Because consolidators buy in bulk, they may have access to exclusive deals that aren’t available elsewhere.
• Convenience: Consolidators offer one-stop-shop solutions for all your travel needs which can save time and hassle.

Types of Consolidators

There are two main types of consolidators in tourism:

• Airline Consolidators: These companies specialize in buying airline tickets in bulk and reselling them to travel agents or consumers at a discounted rate. They typically offer both domestic and international flights.
• Hotel Consolidators: These companies specialize in buying hotel rooms in bulk and reselling them to travel agents or consumers at a discounted rate. They typically offer a wide range of hotel options from budget to luxury.

How to Find a Reliable Consolidator

When looking for a consolidator, it’s important to do your research and choose a reliable company that offers competitive rates and good customer service. Some tips for finding a reliable consolidator include:

• Check Online Reviews: Look for reviews from other travelers who have used the consolidator you’re considering. This can give you insight into their experiences with the company.
• Compare Rates: Shop around and compare rates from different consolidators to ensure you’re getting the best deal.
• Check for Accreditation: Look for consolidators that are accredited by industry organizations such as the International Air Transport Association (IATA) or the Airlines Reporting Corporation (ARC).

In Conclusion

7 related question answers found, what are travel services in tourism, what is the meaning of carrying capacity in tourism, what are the international organization related to tourism, what are intermediaries in tourism, what are the three major impact areas of tourism, what is the role of travel agency in tourism, what are the three major economic impact of tourism, backpacking - budget travel - business travel - cruise ship - vacation - tourism - resort - cruise - road trip - destination wedding - tourist destination - best places, london - madrid - paris - prague - dubai - barcelona - rome.

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Coping with success: Managing overcrowding in tourism destinations

Travel and tourism is a cornerstone of the global economy. It already accounts for 10.2 percent of global GDP, and 292 million jobs. And the sector is growing rapidly, thanks to the expanding global middle class, improved digital and physical connectivity, and human curiosity. If travelers spread out around the world evenly, tourism would be relatively easy to absorb. Of course, that is not the case, now or likely in the future. By 2020, the 20 most popular countries will add more international arrivals than the rest of the world combined (exhibit).

Similar imbalances occur in cities and at individual sites. Overcrowding is a global problem, with places as diverse as Thailand’s Koh Khai Islands, Peru’s Machu Picchu, and Venice worrying about the side effects of the tourism they depend on.

In this report, McKinsey and the World Travel & Tourism Council (WTTC) introduce a simple, fact-based diagnostic to help destination leaders identify and address the challenges they face. We also offer specific ways for destinations to deal with overcrowding.

To put it simply: it is easier for destinations to prevent overcrowding in the first place than to recover from it. So long-term success lies in good planning and management. There are four priorities:

• Build a comprehensive fact base and update it regularly.
• Establish a sustainable growth strategy through rigorous, long-term planning.
• Involve all sections of society—commercial, public, and social.
• Find new sources of funding.

Would you like to learn more about our Travel, Logistics & Transport Infrastructure Practice ?

For destinations already struggling from overcrowding, the research found five approaches that have proved to help.

• Smooth visitors over time by encouraging them to visit during nonpeak times of day, season, and year through actions such as arrival limits and ticketing systems.
• Spread visitors across sites, for example, by developing new attractions and promoting less-popular sites and areas.
• Adjust pricing to balance supply and demand by, for example, introducing variable or tiered pricing.
• Regulate accommodation supply through regulations on home-sharing and additional hotel rooms.
• In dire situations, limit access and activities to protect natural and cultural integrity.

Each of these approaches will need to use both carrots and sticks—rules, regulations, taxes, and fees, combined with promotion, marketing, and the creative use of technology. There is no single answer to overcrowding; what works in one place may not work at another. But the report canvasses efforts from all over the world to illustrate the possibilities.

This research represents a beginning; it will be refined as destinations try these and other innovations. We hope it helps to start conversations among government leaders, businesses, and residents about how to manage—or better yet, prevent—overcrowding.

Download the full report on which this article is based, Coping with success: Managing overcrowding in tourism destinations (PDF–4MB).

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The Business of Tourism

Student resources, chapter 7: the structure and organization of the travel and tourism industry.

How Tour Operators, Travel Agencies and Consolidators Work Together  (03:12)

The interaction between travel agent tour operators and flight consolidators

• How important is the role of the flight consolidator?

New Intermediaries in the Online Tourism Market  (06:58)

This explains the changing Intermediaries in the supply of travel products

• How might the choice of distribution channel differ for a business selling to the senior market as compared to the millennial market?

The future of tourism destination management: building productive coalitions of actor networks for complex destination development

Journal of Tourism Futures

ISSN : 2055-5911

Article publication date: 5 February 2020

Issue publication date: 18 December 2020

The purpose of this paper is to develop an enhanced understanding of the evolution of actor networks for destination development.

Design/methodology/approach

The paper is based on observations and field notes of the authors regarding evolving organizational structures in the Dutch tourism industry and the conceptualization of this stepwise evolutionary process.

The authors observe and conceptualize recurring patterns in the ways in which coalitions emerge and develop (Figure 1) and which activities they pursue.

Originality/value

New insights are provided into the emergence and evolution of multi-actor networks that are driven by sustainable destination development. These insights are useful learnings for other destinations that pursue similar goals.

• Destination development
• Complex systems
• Destination marketing
• Actor networks
• Destination management
• Sustainable development

Hartman, S. , Wielenga, B. and Heslinga, J.H. (2020), "The future of tourism destination management: building productive coalitions of actor networks for complex destination development", Journal of Tourism Futures , Vol. 6 No. 3, pp. 213-218. https://doi.org/10.1108/JTF-11-2019-0123

Emerald Publishing Limited

Copyright © 2020, Stefan Hartman, Ben Wielenga and Jasper Hessel Heslinga.

Published in Journal of Tourism Futures . Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

Introduction

Managing the future development of tourism destinations is increasingly complex. Whereas many scholars have addressed these issues in the past ( Hall, 2000 ; Dredge et al. , 2011 ), times are changing. New, alternative organizational structures and models for destination management and governance are emerging, as is discussed in this trends paper based on a set of observation made in The Netherlands. Forces driving change include the overall growth of the tourism industry, competition is increasing, visitors become experienced and more demanding, the negative impacts of tourism are openly debated and solutions to manage emerging issues involve the actions and capacities of many (and new) stakeholders, across different (policy) domains and governance levels ( Peeters et al. , 2018 ; Hartman, 2016 ). Clearly, a focus exclusively on destination marketing is insufficient and destination marketing organizations and national tourism organization (NTOs) shift their focus en masse from marketing to management. By doing so, they explicitly or implicitly acknowledge that the context wherein tourism and destination development take place has changed or is in the process of changing. To achieve goals, they will sooner or later encounter an interdependence on other actors and a need to build or become part of productive actor networks. As such, new fitting organizational models and governance approaches are needed and are actively sought. This trend can be observed in tourism practice in The Netherlands, as discussed later in this paper, and is reshaping the future of tourism destination development and management. In literature, we expect future contributions that further theorize and conceptualize these developments, building on this trend paper. Exploring the trend of (the practice of and/or the ambition of) building productive coalitions is important, as it sheds light on how actors seek interaction, connectivity and alignment of their actions, and define key roles and responsibilities in the process. This paper outlines five observations that stress the trend of new governance approaches and emerging organizational models in tourism destination development and management in The Netherlands.

Trend observations

Observation 1 : The discourse on tourism development is transitioning from a goal-oriented focus on growth of jobs, income and tourist numbers to an orientation that focuses on tourism as a means for placemaking and well-being. In other words, to put value over volume ( McKinsey and Company and World Travel and Tourism Council, 2017 ). This widens the scope of discussions on tourism development as it requires embracing a multi-goal, multi-domain, multi-actor and multi-level approach ( Hartman, 2018a ). Whether actors are driven by emerging opportunities, by solving urgencies or by managing the complexities of a progressing tourism industry, the interrelations and interdependencies of actors and their actions become more and more apparent. As a result, actors are driven together as they depend on each other to reach individual as well as collective goals.

Observation 2 : Tourism destinations are conceptualized as cohesive “systems”. They are conceptualized as consisting of interrelated products, sectors and institutions and elements, agents and their actions are tied very closely to other elements, agents and their actions ( Ma and Hassink, 2013 ; Brouder and Eriksson, 2013 ; Hartman, 2018b ). For instance, islands or cities that are developed, managed, branded and promoted as a tourist destination and perceived as such by consuConceptualizing destinations by means of theories of complex systems helps to better understand how global drivers of change impact on tourism destinations, often in a largely autonomous way, and how this triggers in-system adaptive responses by a variety of actors. As actors and their actions are interrelated and affect each other, their (self-organized) collective behavior steers and shapes how tourism destinations develop and evolve over time. Collective actions are key to the outcomes of destination development processes.

Observation 3 : At the micro level of destinations, we observe the emergence of sophisticated actor networks ( Jørgensen, 2017 ) that operate as productive coalitions aiming to address the challenges they face as being part of the same system, i.e. tourism destination. In The Netherlands, we see actor networks emerging such as the Toerisme Alliantie Fryslân (tourism alliance Fryslân) in the province of Friesland, Drenthe Leisure Valley in the province of Drenthe, Toerisme Coöperatie Groningen (tourism cooperation Groningen) in the province of Groningen, Toeristische Uitvoeringsalliantie (tourism implementation alliance) in the province of Zeeland and Gastvrij Overijssel (hospitable Overijssel) in the province of Overijssel. Those networks consist of a combination of actors such as entrepreneurs, branch organizations, governments, nature associations, park management organizations, social movement organizations, educational institutions and research institutes. The involved actors seek collaboration to join forces and capacities for a range of topics such as, among other things, for creating tourism products and experience design, accelerate innovations, engage in lobby activities, stimulate collective learning, business innovation and placemaking. Practically, activities are organized by key players within those networks that stimulate actors to engage in what we can describe as visioning and strategic storytelling ( Hartman et al. , 2019 ). Moreover, it allows collectives to emphasize shared urgencies and opportunities and reinforce the importance of mobilizing capacities and building productive coalitions.

Observation 4 : Process-wise, the emergence of these actor networks, albeit conceptually, seem to follow more or less a same type of logic. They tend to go through various phases. Rooted in the tradition of marketing, promotion and branding activities (phase 1: marketing), collectives are formed to proactively engage in strategy development, tourism product and experience design (phase 2: management) to stimulate innovation, reinforce competitive positions, aiming to manage and influence visitor flows away from hotspots and toward underutilized sites. However, being still largely within the domain of tourism and often with a focus on economic growth and increasing volumes. The next stage, shown for instance by the network of Gastvrij Overijssel, revolves around destination development taking into account the wider socio-economic and cultural impacts of tourism development on host-communities. Here, the focus is on value creation by tourism and developing an understanding of how tourism can be a means for wider societal goals. A next stage that is yet to present itself is that tourism is not treated as a separate industry, sector or policy domain. In this future state, tourism is an integral part of strategic and inclusive spatial planning and placemaking, aimed at creating good places to live and good places to visit. Generally, shifting from one stage to another takes time (e.g. multiple years) and depends on a set of proactive individuals that are successful boundary spanners in terms of linking multiple (policy) domains, multiple types of actors and their interest (e.g. entrepreneurs versus governments versus nature organizations) across multiple governmental and spatial scales.

Observation 5 : Content-wise, these actor networks, albeit conceptually, seem to follow more or less a same type of logic. Actor networks become productive coalitions when actors are working together in a strategic, organized and complementary manner based on a (more or less) division of tasks, roles and responsibilities within the coalition. We observe the emergence of a recurring organizational structure, that might show contours of new models for destination management and governance – an expect to explore further in a full research paper. Figure 2 outlines the main recurring activities according to the observations of the authors ( CELTH, 2019 ). The overview is based on the product life cycle and is inspired by the organizational structure of the Toeristische Uitvoeringsalliantie Zeeland. Programming (Step 1) is necessary to get the other steps going. It consists of storytelling, visioning, strategic planning, implementation planning and ensuring (financial and organizational) continuity. Generally a task that is taken up by or informally assigned to governmental authorities. This enables authorities to directly streamline objective and approached to tourism in governments' overall policy objectives as well as more indirectly enable other actors to contribute and possible over time also influence these policy objectives. Data & Info (Step 2) emerges as a result of ambitions to make data-driven decisions, a task that fits well with knowledge institutions, public authorities that commission monitoring programs and private parties for implementations. Experiment & innovation (Step 3) concerns the importance to adjust and adapt to the changing market conditions and consumer demands. This role fits well with frontrunners from the industry and supported by governmental funds, entrepreneurial investment schemes, start-up incubators and economic boards. Implement & Upscale (Step 4) is the wider implementation of successful experiments and pilots by industry partners such as (policy) entrepreneurs in the tourism, leisure, hospitality, event sectors but also from the sector of cultural (e.g. museums) and nature (e.g. park management). Branding & Marketing (Step 5) is about establishing links between supply and demand, to motivate visitors to travel to the destination. This task is generally the responsibility of marketing organizations, tourist information organizations as well as individual businesses themselves. Evaluate & Learn (Step 6) is the process of checking whether actions have led to desired results. This step involves ex-post and ex ante evaluations that might be performed by governmental audit committees, independent research institutions, but also (research) journalist. These evaluations gather input to evaluate results, adapt goals and ambitions and reshape the processes to realize the goals and ambitions.

Conclusions and discussion

Based on our observations, we draw the conclusion that emerging actor networks fit very well within the current time frame, being dominated by debates amongst others on overtourism and value over volume. Regarding the future of tourism destination development, we estimate that establishing productive actor networks will gain importance and will emerge more and more on the political and policy agendas. Challenges for the future are multiple. In practice, an ambition to build actor networks may face endless barriers in terms of urgency, opportunity, capacity, motivation and leadership. As productive actor networks depend on individual actors and their actions, they cannot be “manufactured” and need to emerge and evolve, and subtly stimulated and supported. Learning from and linking with other initiatives in other destinations would be helpful, over time offering the possibility to give rise to an ecosystem that spans various destinations, at different spatial scales and governance levels. For academia, a future challenge would be to contribute to a better understanding of the key conditions for the emergence and development of productive actor networks, e.g. via case study research.

This paper is part of the research project Building Adaptive Tourism Areas , funded by the Taskforce for Applied Research (in Dutch: Nationaal Regieorgaan Praktijkgericht Onderzoek SIA), part of the Netherlands Organisation for Scientific Research (NWO).

Steps in the evolution of actor-networks

Overview of activities within actor-networks

Brouder , P. and Eriksson , R.H. ( 2013 ), “ Tourism evolution: on the synergies of tourism studies and evolutionairy economic geography ”, Annals of Tourism Research , Vol. 43 , pp. 370 - 389 .

CELTH ( 2019 ), Bouwen Aan Bewuste Bestemmingen: perspectief CELTH op Bestemmingsontwikkeling , CELTH , Breda .

Dredge , D. , Jenkins , J. and Whitford , M. ( 2011 ), “ Tourism policy and planning: Historical development and contemporary challenges ”, in Dredge , D. and Jenkins , J. (Eds), Stories of Practice: Tourism Planning and Policy , Ashgate Publishing , Aldershot . pp. 13 - 34 .

Hall , C.M. ( 2000 ), “ Tourism planning ”, Policies Processes and Relationships , Prentice Hall , Harlow .

Hartman , S. ( 2016 ), “ Towards adaptive tourism areas? A complexity perspective to examine the conditions for adaptive capacity ”, Journal of Sustainable Tourism , Vol. 24 No. 2 , pp. 299 - 314 , doi: 10.1080/09669582.2015.1062017 .

Hartman , S. ( 2018a ), “ Resilient tourism destinations? Governance implications of bringing theories of resilience and adaptive capacity to tourism practice ”, in Innerhofer , E. , Fontanari , M. and Pechlaner , H. (Eds), Destination Resilience – Challenges and Opportunities for Destination Management and Governance , Routledge , Abingdon , pp. 66 - 75 .

Hartman , S. ( 2018b ), “ Towards adaptive tourism areas: using fitness landscapes for managing and futureproofing tourism area development ”, Journal of Tourism Futures , Vol. 4 No. 2 , pp. 152 - 162 , doi: 10.1108/JTF-03-2018-0009 .

Hartman , S. , Parra , C. and De Roo , G. ( 2019 ), “ Framing strategic storytelling in the context of transition management to stimulate tourism destination development ”, Tourism Management , Vol. 75 , pp. 90 - 98 , doi: 10.1016/j.tourman.2019.04.014 .

Jørgensen , M.T. ( 2017 ), “ Reframing tourism distribution – activity theory and Actor-Network theory ”, Tourism Management , Vol. 62 , pp. 312 - 321 , doi: 10.1016/j.tourman.2017.05.007.

McKinsey & Company and World Travel & Tourism Council ( 2017 ), Coping with success; managing overcrowding in tourism destinations .

Ma , M. and Hassink , R. ( 2013 ), “ An evolutionary perspective on tourism area development ”, Annals of Tourism Research , Vol. 41 , pp. 89 - 109 .

Peeters , P. , Gössling , S. , Klijs , J. , Milano , C. , Novelli , M. , Dijkmans , C. , Eijgelaar , E. , Hartman , S. , Heslinga , J. , Isaac , R. , Mitas , O. , Moretti , S. , Nawijn , J. , Papp , B. and Postma , A. ( 2018 ), “ Research for TRAN committee – overtourism: impact and possible policy responses ”, Policy Department B: Structural and Cohesion Policies, Transport and Tourism , European Parliament, Directorate General for Internal Policies , Brussels , doi: 10.2861/919195 .

Corresponding author

About the authors.

Stefan Hartman is based at the European Tourism Futures Institute (ETFI), NHL Stenden University of Applied Sciences, Leeuwarden, The Netherlands, and Cultural Geography, Rijksuniversiteit Groningen Faculteit Ruimtelijke Wetenschappen, Groningen, The Netherlands.

Ben Wielenga is based at the European Tourism Futures Institute (ETFI), NHL Stenden University of Applied Sciences, Leeuwarden, The Netherlands.

Jasper Hessel Heslinga is based at the European Tourism Futures Institute (ETFI), NHL Stenden University of Applied Sciences, Leeuwarden, The Netherlands.

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Butler’s Tourism Area Life Cycle Model: A simple explanation

Disclaimer: Some posts on Tourism Teacher may contain affiliate links. If you appreciate this content, you can show your support by making a purchase through these links or by buying me a coffee . Thank you for your support!

Prof. Richard Butler’s Tourism Area Life Cycle Model is a core theoretical underpinning for many tourism research and analyses. It is also a core component of many travel and tourism management curriculums. But what does it mean?

In this article I will give you a simple explanation of Butler’s Tourism Area Life Cycle Model. I promise, by the end of this short post you will understand exactly how this model works and why it is so important in travel and tourism management….

So what are you waiting for? Read on to find out more..

What is Butler’s Tourism Area Life Cycle Model?

How did the tourism area life cycle model come about, #1 exploration, #2 involvement, #3 development, #4 consolidation, #5 stagnation, #6 decline or rejuvenation, the positive aspects of butler’s tourism area life cycle model, the negative aspects of butler’s tourism area life cycle model, to conclude.

Butler’s Tourism Area Life Cycle Model provides a fundamental underpinning to travel and tourism management of destinations. Not sure what that means? Well, basically, it is the theory underneath the story.

It sounds complicated on the outside, doesn’t it? But actually, it really isn’t complicated at all!

Butler’s Tourism Area Life Cycle Model is a simplistic linear model. Using a graph, it plots the different stages in tourism development in accordance with the x and y axis of tourist number growth and time. Within this, Butler’s model demonstrates 6 stages of tourism development.

OK, enough with the complicated terminology- lets break this down further. What is Butler’s Tourism Area Life Cycle Model in SIMPLE language?

To put it simply; Butler’s Tourism Area Life Cycle Model is a line graph that shows the different stages in tourism development over time.

Whilst sustainable tourism has been a buzz word for a while now, it wasn’t always the focus of tourism planning and development .

Back in the 1970s and 1980s many tourism entrepreneurs and developers were not thinking about the longevity of their businesses (this still happens a lot, particularly in developing countries, where education and training may be limited). These business men and women simply saw Dollar signs and jumped right in.

The result? Ill-thought out plans and unsustainable tourism endeavours.

Examples of unsustainable tourism with ill-thought out long term plans include: Overtourism in Maya Bay, Thailand , littering on Mount Everest and the building of unsightly high-rise hotels in Benidorm.

Professor Richard Butler wanted to give stakeholders in tourism some guidance. Something generic enough that it could be applied to a range of tourism development scenarios; whether this be a destination , resort, or tourist attraction .

This saw the birth of Butler’s Tourism Area Life Cycle Model.

Butler’s Tourism Area Life Cycle Model: How does it work?

OK, lets get down to it- how does this theory actually work?

Well, actually it’s pretty simple.

Butler created a visual, graphical depiction of tourism development. People like visuals- it helps us to understand. You can see this below.

As you can see in the image above, Butler identified six stages of tourist area evolution.

The axis do not have any specific numbers, which means that this model can easily be applied to a number of different situations and contexts.

The intention is for those who are involved with tourism planning and development to use this model as a guide. This can encourage critical thinking and the development of alternative and contingency plans. It helps to develop sustainable tourism practices.

The six stages of tourist area evolution

Butler outlined six specific stages of tourism development. Well, actually it’s five specific stages and the last ‘stage offers a variety of outcomes (I’ll explain this shortly).

Butler wanted to demonstrate that tourism development, like many things in life, is not a static process. It experiences change. Changes happens for many reasons- growth in tourism numbers, changes in taste, marketing and the media, external influences such as natural disasters or terrorism.

Butler’s model demonstrates that tourism destinations or attractions will typically follow the path outlined, experiencing each of the six stages. This will happen at different paces and at different times for different types of tourism development.

Below, I will explain which each stage of tourist evolution is referring to.

The exploration stage marks the beginning.

Tourism is limited. The social and economic benefits are small.

Tourist attractions are likely to be focused on nature or culture .

This is the primary phase when Governments and local people are beginning to think about tourism and how they could capitalise and maximise their opportunities in this industry.

This is the start of tourism planning .

The involvement stage marks the beginning of tourism development.

Guest houses may start to open. Foreign investors may start to show an interest in development. Governments may be under pressure to develop transport infrastructure and community resources, such as airports, road layouts and healthcare provision.

The involvement stage may mark the emergence of seasonality in tourism.

During the development stage there will be lots of building and planning.

New roads, train stations and airports may be built. New tourist attractions may emerge. Hotels and hospitality provisions will be put in place.

During the development phase there will likely be an increase in marketing and promotion of the destination. There could be increased media and social media coverage.

During this time the tourist population may begin to out-number the local population. Local control becomes less common and top-down processes and international organisations begin to play a key role in the management of tourism.

During the consolidation stage tourism growth slows. This may be intentional, to limit tourist numbers or to keep tourism products and services exclusive, or it may be unintentional.

There will generally be a close tie between the destination’s economy and the tourism industry. In some cases, destinations have come to rely on tourism as a dominant or their main source of income.

Many international chains and conglomerates will likely be represented in the tourism area. This represents globalisation and can have a negative impact on the economy of the destination as a result of economic leakage .

It is during this stage that discontent from the local people may become evident. This is one of the negative social impacts of tourism .

The stagnation stage represents the beginning of a decline in tourism.

During this time visitor numbers may have reached their peak and varying capacities may be met.

The destination may simply be no longer desirable or fashionable.

It is during this time that we start to see the negative impacts of overtourism . There will likely be economic, environmental and social consequences.

The final stage of Butler’s Tourism Area Life Cycle Model represents a range of possible outcomes for the destinations along the spectrum between rejuvenation and decline.

The outcome of this will depend upon the plans and actions of the stakeholders of said tourism development project.

Complete rejuvenation can occur through major redevelopments. Perhaps new attractions are added, sustainable tourism approaches are adopted or there is a change in the target market.

Modest rejuvenation may occur with some smaller adjustments and improvements to the general tourism infrastructure and provision.

If changes do not occur, there may be a slow continuation of tourism decline.

In severe circumstances, there may be a rapid decline of the tourism provision. This is likely due to a life-changing event such as war, a natural disaster or a pandemic.

What happens after complete decline?

Sadly, the COVID-19 pandemic resulted in many tourism destinations and attractions experiencing the drastic decline identified in Butler’s most pessimistic scenario.

These areas will likely either experience one of two possible outcomes-

1- Tourism infrastructure will be used for alternative means. Hotels may become retirement homes and tourism attractions will be replaced with non-tourism facilities. The area may become run down and impoverished as a result of the economic loss.

2- Tourism development will start again. Many destinations have taken this opportunity to re-evaluate and reimagine their tourism infrastructure. Improvements can be made and more sustainable practices can be adopted. The destination will start again at the beginning of Butler’s Tourism Area Life Cycle.

Butler’s Tourism Area Life Cycle Model is great because it provides simplistic theoretical guidance to tourism stakeholders.

Those who are just starting out can use this model to plan their tourism infrastructure and development. It encourages critical thinking and long-term thinking.

However, Butler’s Tourism Area Life Cycle Model can also be criticised for its simplicity.

Without sufficient knowledge and training, tourism stakeholders may not understand this model and therefore may not adequately utilise it.

The linear approach taken with this module does not account for unique and unaccounted for occurrences. In other words, not every destination or attractions may follow these stages in this way.

Lastly, being developed back in 1980, Butler’s model fails to account for many of the complexities of today’s travel and tourism industry. The biggest downfall is the redundancy of references to sustainability.

Sustainability is at the core of everything that we do in today’s world, so it is perhaps outdated thinking to assume that all destinations will reach consolidation in the way that it is represented in Butler’s model.

Wow, who knew I would be able to write 1500 all about Butler’s Tourism Area Life Cycle Model? Well, in actual fact, I could easily write another 1500! This theory is an important part of the tourism curriculum and is important for travel and tourism students to understand, as well as a variety of tourism stakeholders.

Want to learn more? Follow along on social media or subscribe to my newsletter for conceptual and practical travel tips and information!

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Advances, Systems and Applications

• Open access
• Published: 05 September 2022

Tourism cloud management system: the impact of smart tourism

• Fang Yin 1 ,
• Xiong Yin 2 ,
• Jincheng Zhou 3 ,
• Xinli Zhang 1 ,
• Ruihua Zhang 3 , 4 ,
• Ebuka Ibeke 5 ,
• Marvellous GodsPraise Iwendi 6 &
• Mohammad Shah 7  

Journal of Cloud Computing volume  11 , Article number:  37 ( 2022 ) Cite this article

4378 Accesses

2 Citations

Metrics details

This study investigates the possibility of supporting tourists in a foreign land intelligently by using the Tourism Cloud Management System (TCMS) to enhance and better their tourism experience. Some technologies allow tourists to highlight popular tourist routes and circuits through the visualisation of data and sensor clustering approaches. With this, a tourist can access the shared data on a specific location to know the sites of famous local attractions, how other tourists feel about them, and how to participate in local festivities through a smart tourism model. This study surveyed the potential of smart tourism among tourists and how such technologies have developed over time while proposing a TCMS. Its goals were to make physical/paper tickets redundant via the introduction of a mobile app with eTickets that can be validated using camera and QR code technologies and to enhance the transport network using Bluetooth and GPS for real-time identification of tourists’ presence. The results show that a significant number of participants engage in tourist travels, hence the need for smart tourism and tourist management. It was concluded that smart tourism is very appealing to tourists and can improve the appeal of the destination if smart solutions are implemented. This study gives a first-hand review of the preference of tourists and the potential of smart tourism. 

Introduction

Destinations like China are primed for successful performance in incoming tourism, with China set to overtake France as the leading destination worldwide by 2030 [ 1 ]. Similarly, tourism in the city of Mumbai, India, also increases yearly. Between 2009 and 2017, Mumbai saw an increase of 10.6%— the second highest growth rate in tourism for European tourists. The World Travel Awards awarded India and Mumbai the ‘Best Destination’ and ‘Best Destination City’, respectively, in 2018. However, China is primed to take over this position. As tourism steadily grows, so does the use of smartphones. As observed in [ 2 ], the cellphone has been adopted as a regular tourist travel device because of its ubiquity capabilities and progressive computing. With exponential growth in its users and its growing variety of applications, the mobile phone is changing the perspective of tourist travel and transport networks. The capacity to carry over 8 sensors with context-awareness opportunities is what has made smartphones so valuable in tourism [ 3 ]. The camera and microphone, the first features of the smartphone, have quickly been joined by GPS, compasses, proximity sensors, accelerometers, and gyroscopes. These proximity sensors allow system-adaptive devices to develop and function effectively as smart personal assistants. The two examples below could make the experience easier:

A smartphone with a mobile app which uses the camera and QR code technology for the validation of tickets, making the use of paper tickets redundant.

The use of Bluetooth and GPS for real-time identification of tourists’ presence, following dynamic patterns and enhancing the transport network.

The main contribution of this paper is the analysis of methodologies that include the features mentioned above in already existing technologies while proposing a Tourism Cloud Management System (TCMS). We consider a mobile which could be used to sell reserves for the transport of tourists, using a QR code as an identifier for validation. We also consider a mobile app which gives tourists access to the digital form of their travel reservations and makes it easy for them to find stops for transport [ 4 ].

Following the growth and development of the tourism industry, innovations in finding customers, linking them, and assuring their satisfaction need to be enhanced. The competition for prices, especially for holiday destinations, is high. Information Technology allows for greater efficiency, swift reaction time, and reduced operational costs. Recent advancements have inspired extreme changes in the tourism industry. A useful development in tourism is the redesign of the booking interaction, which would allow shoppers to save time in the acquisition and reservation of tourist items. Thus, tourism organizations need to adopt cutting-edge innovations to enhance their all-around productivity.

Literature review

Information and Communication Technology (ICT) has given people access to infinite digital content on leisure, culture, education, etc., on their portable devices [ 5 ]. The architecture of the Tourism Cloud Management System (TCMS) is shown in Fig.  1 . The evolution of technology has changed consumer behavior in various fields, and the tourism industry isn't an exception. ICT brings several advantages, including automation of processes which increases speed, reduced errors, and lowered expenses, all of which are of prime importance in the tourism industry. Secure processes which allow the purchase and marketing of products and services, and the transfer of videos, images, etc., are things which generate motivation for leisure-seeking consumers [ 6 ]. The tourist market is dynamic in terms of demand trends of tourists, which varies consumption habits and allows the generation of various products. This led to the creation of a route model called the intelligent tourist route to address this need.

Tourism Cloud Management System (TCMS) Architecture

The concept of smart territory in recent years has become popular among researchers and scholars of sustainable development. From the point of view of architecture and urbanism, the authors in [ 7 ] came up with the concept of smart territory and defined it as innovative territories with the ability to build competitive advantages for their surroundings, in the framework of a complicated and interconnected world. These smart territories try to find a balance between sustainability, social cohesion, and economic competition. Any territory, notwithstanding its level of infrastructure or size, can be a smart territory.

The definition of smart territory evokes a novel concept of the confluence of various related disciplines including culture, heritage, architecture, environment, regional development, urban planning, and the economy of innovation. The multidisciplinary approach of distinct sciences is applied and generates a synergy to consolidate a framework for tourism to be used in smart tourist destinations [ 8 ].

The multidisciplinary capacity and the integration of various areas need to be focused on the development of infrastructure for sensitization and connectivity. The concept of smart territory is especially relevant when one considers that the field of social and economic development needs to be approached from different perspectives. This means that the existing approach to the economy needs to have a holistic system with attractions, facilities with local management, quality and affordable pricing. This would allow the concept of a product in a destination, where circuits and routes form part of the activities.

Data visualization as a consolidation tool for smart routes

An essential part of the work done in tourism is the data visualization from the inventory of tourist attractions. It is important because it allows for a practical alternative for the conceptualization of the activity from the view of technological innovation and development in the conventional approach to tourism [ 9 ]. A good approach to the generation and consolidation of tourism science is the integration of different disciplines, with the view of creating synergy. This is exemplified by the research of evaluation and registration of tourist heritage elements (PT), connected to the data visualization (open data) created by computer graphics. Computer graphics allow the use of the most advanced technology; sensory interpretation through the perception, modelling, and representation of objects in 2D and 3D animation. These computer apps are not applied in tourist activities.

Visualization of data is a concept which uses the large correspondence force of pictures to clarify the cause, reliance, and importance found in the conceptual masses of data produced by social and logical cycles. It has not yet been fully explored in the field of tourism. It is a technological experiment in tourism management and planning as a result of its structure and the order of cultural and natural attractions. They are usually applied with the view that they can determine their possible uses [ 10 ]. An important part of the process of analyzing the tourist potential of a territory is the categorization, ranking, and inventory of tourist attractions. These processes determine how the real tourist vocation of territories would be. Based on its scope of application, it is the basis for organizing the tourist space of a community, region, department, country, or municipality. Thus, it is essential to consider tourist inventory for the generation of circuits and routes.

The only way to verify the tourist potential of the territory and justify possible investments is through a strict examination of the demand, supply, market trends, competition, and attractions of the territory. All these factors make up a comprehensive assessment of the territory and a basis for development agencies to make their decisions.

The valuation of the tourist territory consists of three primary stages:

Evaluation of the existing supply, resources, demand, market trends, and competition in the territory.

Comparison of the results of the evaluation and identifying the strengths, weaknesses, risks, and opportunities of the territory.

If there is potential, a strategy needs to be defined and followed for the development of tourism in the territory [ 11 ].

These three stages consist of the collation, treatment, and evaluation of external and internal information about the territory with strong tourism potential for the Tourism Cloud Management System.

Implementation of augmented reality and TCMS

The internet has caused a revolution in companies, tourism, the population, and the world in general. In the tourism space, it has facilitated a change in the sales and consumer channel, which reduces third-party participation and enhances competition. Consumers who are connected to the digital world with smartphones and can decide what they want have also revolutionized the world. Agents in the tourism industry have had to adapt to novel innovative technologies and the reformation of their customary products. These new technological advances make the products more valuable, allowing for a better experience [ 12 ]. Success in the management of a tourist destination can only be done with the detection of changes in the environment and their effects [ 13 ]. Adapting to new technologies is important because of the ease of promoting a destination.

TCMS shows that tourists in search of pleasurable experiences employ technological devices to speed up the selection process of what they are looking for. The perception of textual and graphical information of mobile disposition is very essential for this, as well as the possibility of reading other people’s opinions from their reviews. The options for accessing this information are numerous, including augmented reality which is on the rise [ 14 ]. For instance, a foreign tourist, a single male of higher education and 36 years of age would use the internet for planning his trip because he has spent most of his life in the technological era. It is important to know your tourist destination before getting there.

Augmented reality is an innovative tool that integrates the virtual world with the real one. It displays the content in real-time through a gadget. The difference between virtual reality and augmented reality is that the former displays elements virtually, while the latter displays real elements in a space. Although this technology has been in use since the 90 s, it is only recently adapted to mobile devices. The incorporation of this technology into tourism allows for the massive promotion of destinations and includes media information which complements the visit of the tourists in real-time. The application of augmented reality in tourist routes would allow easy access to information that can be obtained from the web. There are infinite possibilities for obtaining tourist information. This is a step towards an intelligent destination [ 15 ] in line with other state-of-the-art procedures in big data analysis [ 16 , 17 , 18 , 19 , 20 ].

Application of the smart tourist destination management model

The concept of a smart tourist destination should not be considered only as the application of the smart city model to the tourism industry. Structural variations in the tourism industry, which integrate with the consolidation of the smart city model, form the basis of the need for novel approaches to managing tourist destinations [ 21 ]. Thus, it is important to analyze some definitions of the concept. The India Tourism Ministry defined Smart Tourist Destination (STD) as an accessible innovative space, integrated with state-of-the-art technology that ensures the territory’s sustainable development, accelerates the interaction of the visitor and the environment, and enhances the quality of their trip. The basis of this definition is the principle that innovation is an essential space and operates as the centre of all proposals. According to [ 3 ], it inaugurates innovative spaces such as STDs that use novel technologies for development.

This methodology combines the novel framework of the tourist region with the climate and communication of the guests to expand the nature of their experience. It uses ICT to improve administration, reduce costs, and enhance residents’ satisfaction. The White Book on STDs emphasizes the development and innovation of ICT as the basis for novel mechanisms for the promotion of STDs. The goal is to create various differential competitive services with profitability and sustainability that turns risk into opportunity, promote diversification, fights against seasonality, and integrates success.

Gretzel et al. [ 2 ] defined STD as novel models of business management, forms of communication, and the quest for the consumer’s well-being. They use ICT for the promotion of the sustainable development of the territory, efficient management of resources, facilitation of interaction between the environment and visitors, and enhancing the citizens’ quality of life [ 3 ]. An STD’s configuration must correspond to the needs of every destination and their benefits because the mere application of technology doesn’t automatically make a destination an STD. It must be followed by a series of changes at all levels. An STD must use the available tools to satisfy the market, and because technology is not a means to an end, issues regarding accessibility, innovation, and sustainability must still be considered. Authors in [ 3 ] considered the concept of STD as a generic architecture that consists of principles originating from smart cities and includes sustainability and competitiveness at its base. The aim is to provide a holistic structure for smart tourist destinations. The idea is to revolutionize the management of tourism according to local capacity and technological possibilities.

Summary of the related recent works

Analysis of smart tourism using scopus.

The term ‘smart tourism’ was searched in the keywords, abstract, and titles of the extant SCOPUS literature. Between 2008 and 2022, 710 documents were published. These documents were studied for analysis. Figure  2 shows the published papers related to ‘smart tourism’ from 2008 to January 2022.

Number of documents related to ‘smart tourism’ from 2008 to 2022 in the SCOPUS database

Figure  3 illustrates the top 15 countries that have published work linked to smart tourism from 2008 to 2022.

Documents by country related to ‘smart tourism’

Figure  4 illustrates the comparison of published papers on smart tourism per year.

Documents per year by source related to ‘smart tourism’

The data collated from SCOPUS was further examined with the VOS viewer. Table 1 shows the list of countries with 5 or more publications on smart tourism.

Figure  5 visualizes the citations by country in Table 1 .

Citations by country

Figure  6 illustrates the keywords used in the published works of smart tourism, including the recent research of 2020. Some of these keywords include smart tourism, city, climate change, e-tourism [ 22 ], etc.

Keywords: Overlay visualization

Methodology

The TCMS study in this research uses a descriptive approach: a survey with a questionnaire to collect the required data. We formed a respondent base of 200 tourists in China selected based on the reviews of popular tourist portals including Trip Advisor. All tourists were given a link to a Google form (questionnaire) they were to fill out. 66 completed responses were used for the analysis. The questionnaire comprised close-ended questions using Likert’s five-point scale. The collated data were evaluated statistically with SPSS (Statistical Package for the Social Sciences), a statistical software used for advanced analytics, data management, business intelligence and multivariate analysis.

Table 2 shows the percentage of people who admitted they take trips to unknown destinations very often.

Table 3 shows the percentage of consumers who believed that tourist interests would increase and the percentage of consumers who believed the level of interest would remain static.

Table 4 illustrates the percentage of respondents who said they would be satisfied with the quality of smart tourism application services.

Table 5 shows the percentage of respondents who believe they would communicate better in a foreign land with smart tourism applications.

Table 6 shows the mean for males and females and the mean difference at the threshold p-value of lower than 0.05 level. The F-test value was 0.536, indicating it was significant at 0.465, and that the variance of both groups is equal. The equal variance was used as per the T-test that was conducted. The T value for the equal variances was 2.774, meaning it was significant at 0.006, which indicates a difference in male and female behavior regarding the preference for smart tourism.

Many people go to tourist destinations annually and believe that their interest may increase if smart solutions are available. The majority agreed that the quality of service may be enhanced if there are smart tourism applications. However, most did not believe that smart tourism applications may result in better communication in foreign lands. From the results presented above, it is obvious that the implementation of smart tourism applications would result in better patronage from tourists for tourist destinations. The results illustrate that in comparison with state-of-the-art existing work, there are several possibilities and applications of it in multiple fields.

This paper proposes a Tourism Cloud Management System (TCMS) and discusses the infinite possibilities of the comprehensive approach that integrates different disciplines for the consolidation of a multi-and transdisciplinary concept based on limited action and functionality. It includes several possibilities in design, tourism, ICT, economy, and multimedia, among others. The implementation and application of the TCMS would enable intelligent and smart management of tourism and enhance tourists' experiences. It is necessary to take local action to integrate the proposed Smart Tourist Destination Management model. In the future, this paper aims to systemize and homogenize the collection of information on various tourist attractions, i.e., making the collection of information on tourist attractions easier. Another objective is to propose its use in preparing sustainable development plans for tourism and to convince private and public individuals to support the use of technological innovation in tourism.

Availability of data and materials

The supporting data can be provided on request.

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Acknowledgements

This work was supported by the National Natural Science Foundation of China (No.61862051), the Science and Technology Foundation of Guizhou Province (No.[2019],1299, No.ZK[2022]550), the Top-notch Talent Program of Guizhou province (No.KY[2018]080), the Natural Science Foundation of Education of Guizhou province(No.[2019]203) and the Funds of Qiannan Normal University for Nationalities (No. qnsy2018003, No. qnsy2019rc09, No. qnsy2018JS013, No. qnsyrc201715).

This work was supported by the National Natural Science Foundation of China (No.61862051), the Science and Technology Foundation of Guizhou Province (No.[2019],1299, No.ZK[2022]550), the Top-notch Talent Program of Guizhou province (No.KY[2018]080), the Natural Science Foundation of Education of Guizhou province(No.[2019]203) and the Funds of Qiannan Normal University for Nationalities (No. qnsy2018003, No. qnsy2019rc09, No. qnsy2018JS013, No. qnsyrc201715). 

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Fang Yin & Xinli Zhang

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Ruihua Zhang

School of Creative and Cultural Business, Robert Gordon University, Aberdeen, AB10 7AQ, UK

Ebuka Ibeke

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Conceptualization by Fang Yin, Jincheng Zhou; Questionnaire by Xiong Yin, Xinli Zhang, and Ruihua Zhang; Formal Analysis by Ebuka Ibeke and Marvellous GodsPraise Iwendi; Investigation by Mohammad Shah and Ebuka Ibeke; Resources and Data collection by Xiong Yin, Xinli Zhang, and Ruihua Zhang; Writing by: Jincheng Zhou and Fang Yin; Validation by: Ebuka Ibeke and Marvellous GodsPraise Iwendi; Funding Acquisition by Jincheng Zhou and Mohammad Shah. The authors read and approved the final manuscript. 

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Yin, F., Yin, X., Zhou, J. et al. Tourism cloud management system: the impact of smart tourism. J Cloud Comp 11 , 37 (2022). https://doi.org/10.1186/s13677-022-00316-3

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Synergizing Culture and Tourism Talents: Empowering Tourism Enterprises for Success

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Amidst the rapid and dynamic growth of the global tourism industry, the demand for interdisciplinary talent that can cater adeptly to the diverse requirements of both cultural and tourism sectors has emerged as a critical focus. This research explores the profound impact of a meticulously designed management model to nurture cultural and tourism interdisciplinary talent on tourism enterprises’ holistic development and performance. The study presents a comprehensive and systematic management model that goes beyond mere talent management efficiency; it strives to optimize talent structures to cultivate a diverse, skilled, and culturally aware workforce. With an unwavering commitment to service quality, adaptability, and sustainability, the model endeavors to imbue the workforce with a unique blend of cultural understanding and expertise in tourism-related domains, empowering them to thrive in the ever-evolving and fiercely competitive tourism landscape. Through a rigorous empirical investigation, the study delves into the tangible ramifications of this management model on the development of tourism enterprises, spotlighting its profound contributions to enhanced management efficiency, talent optimization, and the delivery of unparalleled service quality. Furthermore, the research meticulously examines the model’s transformative influence on the performance of tourism enterprises, elucidating its pivotal role in propelling heightened profitability, fortified market competitiveness, and a dynamic culture of innovation. The findings underscore the indispensability of an effective talent training management model, demonstrating its inherent potential to facilitate successful adaptation to market demands, foster sustainable growth, and elevate the overall performance of tourism enterprises. In essence, this research provides invaluable insights into talent development within the cultural and tourism sectors, arming industry leaders and practitioners with actionable strategies to flourish in an ever-evolving global tourism landscape.

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Introduction

The global tourism industry has experienced significant growth, with cultural tourism playing an increasingly important role (Dahal et al., 2020 ). This has led to a more complex and diverse market environment for tourism enterprises. Tourism companies must cultivate talents with comprehensive qualities and compound abilities to adapt to this new situation and maintain a competitive advantage (Xu et al., 2023 ). The culture and tourism interdisciplinary talent training management model has emerged as a key factor for the development of tourism enterprises. The demand for tourism enterprises extends beyond simple service providers, requiring talents with a wider range of knowledge and skills (Zhao, 2021 ). Cultural and tourism compound talents possess professional knowledge, skills, and comprehensive qualities such as culture and art, management, innovation, and international vision. These talents can understand and respond to the needs of combining tourism and culture and have the ability to cooperate and innovate across fields, bringing new opportunities and development potential to tourism companies.

Traditional talent training models and management methods often fall short of meeting the needs of tourism companies amidst the complex development of culture and tourism (Johnson et al., 2019 ). These traditional models focus on cultivating a single professional skill while lacking cultural communication and innovation abilities. The rapidly changing market environment and diversified tourism demands require talents with market insights, innovative thinking, and cultural communication capabilities (Zheng et al., 2021 ). Therefore, a new talent training model should focus on cultivating students’ interdisciplinary ability, providing comprehensive quality education, and fostering creativity and innovative thinking.

Similarly, traditional talent management models lack the flexibility and adaptability to cope with the dynamic needs of the tourism industry (Baum, 2019 ). The highly competitive nature of the industry necessitates a management model that can quickly adjust the talent structure and adapt to market demand and development trends. The new talent management model should emphasize flexibility and adaptability, provide personalized development plans and training opportunities, and help employees adapt to changes and improve work performance (Pucciarelli & Kaplan, 2016 ). Tourism companies face challenges in improving service quality and increasing profitability (Nicolaides, 2018 ; Semone, 2012 ). High-quality service and innovative products are crucial for gaining a competitive advantage, necessitating a professional, innovative, and comprehensive talent team (Marion & Fixson, 2021 ). The new talent training management model should focus on improving students’ service awareness and innovation ability, as well as cultivating teamwork and communication skills to enhance tourism enterprises’ comprehensive competitiveness and market position (Shirzai, 2017 ).

This research delves into the significance of constructing a talent training management model that aligns with the intricate development of culture and tourism, which is pivotal for the growth and performance of tourism companies. Recognizing the importance of cultivating versatile talents, this model must encompass a systematic and holistic training program that integrates theory and practice seamlessly. Emphasizing flexibility and adaptability, the model should include well-designed training plans, resource integration, and evaluation mechanisms to ensure sustainability and uphold quality standards. The culture and tourism compound talent training management model has demonstrated a positive impact on the development and performance of tourism enterprises. By nurturing talents with diverse backgrounds and profound professional knowledge, this model improves management efficiency, leading to enhanced resource allocation and collaboration.

Additionally, it optimizes the talent structure, elevates service quality, boosts profitability, fosters market competitiveness, and stimulates innovation capability. This research is fundamentally rooted in the growing importance of addressing the complexities arising from the confluence of culture and tourism within the global tourism industry. With cultural tourism playing an increasingly pivotal role, it is imperative to explore and understand how this transformation impacts the development and performance of tourism companies.

This research aims to fill several gaps in the literature concerning talent development in the cultural and tourism sectors. Firstly, it seeks to explore the specific impact of a culture and tourism interdisciplinary talent training management model on the development and performance of tourism enterprises, offering in-depth insights into talent optimization, service quality, and overall performance (Budhwar et al., 2022 ; Ganguli & Ebrahim, 2017 ). Secondly, the research endeavors to examine how the model enhances students’ interdisciplinary abilities, fosters creativity, and nurtures innovative thinking, addressing the dearth of research on cultivating versatile talents capable of meeting the dynamic demands of the cultural and tourism landscape (Burnett & Smith, 2019 ; Ndou et al., 2019 ). Moreover, the study emphasizes the importance of flexibility and adaptability in talent management, providing personalized development plans and training opportunities to enhance employees’ responsiveness to market demands and work performance (Harsch & Festing, 2020 ). Lastly, by investigating the model’s role in improving service awareness, innovation ability, teamwork, and communication skills among students, the research fills a gap in understanding how an innovative and comprehensive talent team can elevate the comprehensive competitiveness and market position of tourism enterprises (Cimatti, 2016 ; Gope et al., 2018 ).

The research sheds light on the significance of cultivating talents equipped with a comprehensive skill set capable of navigating the intricacies of cultural and tourism dynamics. By recognizing the need for an interdisciplinary approach to talent training, this study contributes to the advancement of knowledge in culture and tourism management, ultimately shaping the future trajectory of the tourism industry. The research unveils a research niche by challenging conventional assumptions in talent training models prevalent in the tourism industry. While traditional models focus on honing singular professional skills, this study argues for the adoption of a culture and tourism interdisciplinary talent training management model that bridges gaps in cultural communication and innovation capabilities (Conley et al., 2017 ; Giousmpasoglou et al., 2022 ). By revealing this gap in existing research, the study highlights the necessity for a paradigm shift in talent cultivation approaches. The exploration of this niche paves the way for a transformative talent management model that caters to the dynamic demands of the contemporary tourism landscape, thereby filling a critical void in the literature.

The article begins with an introduction that establishes the context and importance of talent development in the cultural and tourism sectors. It then delves into the construction of the management model for interdisciplinary cultural and tourism talents, outlining its principles and components. The article examines the model’s impact on tourism enterprises, focusing on market competitiveness, profitability, and innovation ability. The research methodology section provides a detailed account of the study’s design, data collection, and analysis processes, ensuring rigor and credibility. Empirical results are presented, offering quantitative and qualitative insights into talent optimization and employee performance. The “ Discussion ” section connects key findings to existing literature, providing interpretations and implications. The “ Conclusion ” section succinctly summarizes the main findings, theoretical and managerial implications and suggests future research ideas, providing a comprehensive understanding of the model’s impact on tourism enterprises.

Construction of the Management Model for Cultivating Interdisciplinary Cultural and Tourism Talents

Constructing a high-quality management model for cultivating interdisciplinary cultural and tourism talents requires a meticulous and thoughtful approach (Chen, 2023 ). The primary objective of this model is to nurture well-rounded professionals equipped with a profound understanding of cultural intricacies and tourism practices. To achieve this, the curriculum must be meticulously designed, incorporating a wide array of subjects encompassing cultural studies and tourism-related disciplines (Zhu & Wang, 2022 ). These subjects should encompass history, art, anthropology, geography, hospitality management, sustainable tourism, and cultural heritage preservation. Selecting and recruiting a distinguished faculty with expertise in cultural studies and tourism is crucial to ensuring students’ integrated and comprehensive learning experience (Sotiriadis & Gursoy, 2016 ). Collaboration with key stakeholders in the industry is imperative for this management model’s success. Establishing partnerships with cultural institutions, museums, tourism boards, travel agencies, and hospitality businesses will provide invaluable real-world exposure to students through internships, field trips, and hands-on projects (Rybnicek & Königsgruber, 2019 ). Emphasizing experiential learning opportunities further bridges the gap between theoretical knowledge and practical application, enriching students’ skills and competencies (Sjödin et al., 2020 ). The management model should foster an environment encouraging research and innovation, prompting students to explore the dynamic relationship between culture and tourism (Tomasi et al., 2020 ). This approach cultivates critical thinking and problem-solving abilities necessary to address contemporary challenges faced by the cultural and tourism sectors (Tan, 2020 ). Language proficiency and effective communication skills are essential components as they prepare graduates to interact with diverse international audiences (Owens & Hite, 2022 ). Ethics and sustainability should also be integral components of the curriculum, instilling in graduates a strong sense of responsibility to preserve cultural heritage and uphold sustainable practices within the tourism industry (Franklin et al., 2023 ; Slocum et al., 2019 ). Multidisciplinary projects, group activities, and teamwork opportunities further augment the learning experience, enabling students from diverse backgrounds to collaborate and learn from one another (Wong et al., 2022 ). To ensure successful integration into the workforce, the management model must provide robust internship and job placement support (Hirst et al., 2021 ). Building a network of potential employers facilitates seamless transitions for graduates into the cultural and tourism industries (Nyanjom et al., 2023 ). Continuous assessment and improvement are paramount in maintaining the model’s effectiveness. Soliciting feedback from students, faculty, and industry partners allows timely adaptations and enhancements to meet industry demands and trends (Lenihan et al., 2020 ). An effective marketing strategy is essential for attracting potential students who are enthusiastic about both cultural studies and tourism. Promoting the unique features and advantages of the interdisciplinary program will facilitate enrollment and ensure a diverse and dynamic student body (Batat, 2021 ). Fostering inclusivity and diversity within the learning environment is also crucial for preparing graduates for global engagement. Welcoming students from various backgrounds, cultures, and experiences enriches the learning process and promotes a broader understanding of cultural diversity in the context of tourism (Ho & Law, 2022 ).

Overview of Cultivation

Within the cultural and tourism compound talent training management model, the training overview serves as the foundation and core of the entire model, encompassing training goals, content, and methods. By providing a detailed description of the training overview, tourism enterprises can establish a clear training direction and path to develop talents with comprehensive qualities and compound capabilities (Morel & Spector, 2022 ). Firstly, training objectives are a primary consideration in the cultural and tourism interdisciplinary talent training management model. Cultivating cultural and tourism compound talents aims to equip students with cultural and artistic accomplishment, management abilities, innovation awareness, and international vision while providing them with professional tourism knowledge and skills (Chen et al., 2022 ). Such talents can effectively serve multiple roles within tourism enterprises. They can not only understand and meet the demands of merging tourism and culture but also possess the ability for innovative thinking and cross-field collaboration (Sánchez-Bayón & Aznar, 2020 ).

Then, training content is a critical element of the training overview. The training content for cultural and tourism compound talents should encompass tourism professional knowledge, cultural and artistic literacy, management abilities, innovation capabilities, and an international perspective (Chhabra et al., 2022 ). Tourism professional knowledge forms the foundation for talent cultivation, including expertise in areas such as tourism planning and development, tourism marketing, tourism management, and services (Shen & Chou, 2022 ). Cultural and artistic literacy is a distinctive characteristic of talent cultivation, involving the understanding and appreciation of traditional culture, artistic expressions, and cultural exchange (Shliakhovchuk, 2021 ). Management abilities serve as an essential component of talent cultivation, encompassing organizational, human resource, financial, and market management skills. Innovation capabilities are at the core of talent cultivation, encompassing capacities for innovative thinking, methods, and practical applications. Finally, an international perspective is a requirement, including comprehension and awareness of the international tourism market and global cultural exchanges (Asmelash & Kumar, 2019 ).

Lastly, training methods comprise the specific approaches and means of achieving the training objectives and content. Within the cultural and tourism compound talent training management model, diverse and comprehensive training methods should be adopted (Ryan et al., 2021 ). While traditional classroom teaching remains crucial as a foundation, it should be combined with practical applications and the cultivation of students’ practical and teamwork abilities (Zhao et al., 2020 ). Additionally, practical teaching and training should be strengthened to provide students with opportunities for practical involvement in tourism work and project-based practice, facilitating the development of practical skills and innovative thinking (Lu, 2023 ). Moreover, the utilization of information technology and online learning platforms can offer a variety of learning resources and communication channels to promote independent learning and cross-cultural communication among students (Shonfeld et al., 2021 ).

Design Principles

The culture and tourism interdisciplinary talent training management model follows a set of design principles and guiding ideology to ensure the quality and sustainability of the training process (Wang & Zhou, 2023 ). By applying these principles, tourism enterprises can establish a scientific and effective talent training system that provides theoretical guidance and practical support for the development of comprehensive skills and abilities in their talents.

Principle of Comprehensiveness

The design of interdisciplinary cultural and tourism talent cultivation should prioritize comprehensiveness. This includes two aspects: first is focusing on comprehensive knowledge and skill training, not limited to professional knowledge and skills, and cultivating cultural and artistic appreciation, management abilities, and innovation capabilities (Mishra & Kumar, 2019 ); second is emphasizing the combination of theory and practice, integrating the study and research of theoretical knowledge with the cultivation of practical ability through participation in practical projects. This comprehensive approach enables the cultivation of cultural and tourism talents with diverse qualities and compound capabilities to meet the industry’s demands (Chu et al., 2021 ).

Principle of Flexibility

The design of cultural and tourism interdisciplinary talent training should be flexible. This involves two levels: first is emphasizing individualized training to cater to the unique personality traits and learning needs of each student and providing tailored training resources and opportunities based on their interests and specialties (Saggers et al., 2019 ); second is focusing on adaptive training that can adjust to the rapidly changing development environment and needs of the tourism industry. The training content and methods should be flexible and adaptable to different periods and market demands (Chester & Allenby, 2019 ).

Principle of Practicality

The design of cultural and tourism interdisciplinary talent training should prioritize practicality. This encompasses two aspects: first is emphasizing the cultivation of practical abilities. Cultivating compound cultural and tourism talents requires attention to practical skills through practical projects, training, and other methods. This enhances problem-solving and teamwork abilities by allowing students to apply knowledge in real-world situations (Gao, 2021 ). Second is focusing on the practical operation abilities of students, such as simulated tourism project management and marketing planning, to enhance their actual working capabilities (Adeyinka-Ojo et al., 2020 ).

Principle of Integrity

The design of interdisciplinary cultural and tourism talent training should be holistic. This principle has two levels: first is prioritizing the cultivation of overall quality. Training should aim to nurture cultural and tourism talents with comprehensive qualities and abilities rather than just focusing on individual skill development (Kaliannan et al., 2023 ). Second is ensuring the integrity of the training process itself. Each link and content should be interconnected and complementary, forming a complete training system (Kretser et al., 2019 ).

Principle of Innovation

The design of cultural and tourism interdisciplinary talent training should promote innovation. This involves two aspects: first, focusing on cultivating innovative thinking as a key ability for interdisciplinary talent development. Tourism companies require talents with innovative abilities to cope with market competition and create new business opportunities (Ndou et al., 2019 ). Second, emphasizing the cultivation of innovative abilities through curriculum design, practical projects, and other means to foster students’ innovative thinking and entrepreneurial spirit (Huang et al., 2021 ).

Implementation Plan

The culture-tourism interdisciplinary talent training management model requires transforming the training overview and design principles into specific action plans and operational guidelines to ensure the smooth implementation and effective operation of the training model (Priatmoko et al., 2023 ). Figure  1 provides a schematic diagram of the implementation plan, which considers all aspects of the training process, including training content, teaching methods, practical activities, evaluation mechanisms, etc., to achieve training goals and improve training quality.

Schematic diagram of the implementation plan of the talent training management model

Implementation Plan for Training Content

Develop a comprehensive training plan: Based on the training objectives and content determined in the training overview, formulate a detailed training plan that outlines the curriculum and learning focus for each semester. This ensures that students acquire a thorough understanding of tourism professional knowledge, cultural and artistic appreciation, management abilities, innovation abilities, and international perspectives. Enhance the practical component: Increase practical courses and activities such as field trips, training, and simulated project management to enable students to apply theoretical knowledge to practical work (Patiar et al., 2021 ). This cultivates practical operation abilities and problem-solving skills. Introduce interdisciplinary courses: Based on the characteristics and development needs of the tourism industry, integrate relevant interdisciplinary courses, such as culture and art courses and innovation and entrepreneurship courses, to promote the cultivation of students’ comprehensive qualities and compound abilities (Tortorelli et al., 2021 ).

Implementation Plan for Teaching Methods

Utilize diversified teaching methods: Employ various teaching methods, including lectures, case studies, group discussions, teamwork, and practical exercises, to cater to different knowledge and skill requirements. The flexible selection and combination of teaching methods enhance teaching effectiveness and student engagement (Njura et al., 2020 ). Provide teacher guidance and counseling: Teachers should assume the roles of mentors and counselors, providing students with learning guidance and personalized support to address learning challenges and foster active learning and independent development (Archambault et al., 2022 ). Leverage information technology for support: Utilize information technology to establish an online learning platform and resource library. This platform provides learning materials and a communication platform, facilitating students’ independent learning and cross-cultural communication (Xie et al., 2020 ).

Implementation Plan for Practical Activities

Internship and training plan: Collaborate with tourism enterprises to develop an internship and training plan, providing students with practical work opportunities and project experience. This enables students to learn and grow in real-world settings and enhances their practical abilities and teamwork skills (Fuchs, 2022 ). Simulated project management: Design simulated projects that allow students to take on the role of tourism project managers. This involves project planning, implementation, and evaluation, cultivating students’ project management and decision-making abilities (Koliopoulos et al., 2021 ). Industry collaboration and research integration: Strengthen partnerships with tourism enterprises and research institutions to conduct joint research projects and address practical problems. This integration of theoretical knowledge and practical applications promotes the development of students’ practical abilities and innovation skills (Kim & Irizarry, 2021 ).

Implementation Plan for Evaluation Mechanisms

Establish a multi-dimensional evaluation system: Develop a comprehensive evaluation mechanism that includes examinations, practical performance assessments, and classroom performance evaluations. This enables a comprehensive assessment of students’ knowledge mastery and skill development (Sun et al., 2021 ). Personalized assessment: Emphasize personalized assessment by designing assessment methods and projects that align with students’ specialties and interests. This approach leverages students’ unique characteristics and potential (Novak & Khan, 2022 ). Feedback and improvement: Regularly evaluate and provide feedback on the training model, collecting opinions and suggestions from students and teachers. Adjust and improve the training program accordingly to enhance the quality and effectiveness of the training (Luan & Tsai, 2021 ).

By effectively implementing the cultivation and management model of interdisciplinary cultural and tourism talents, training goals can be achieved, and training effectiveness can be improved (Zhang et al., 2020 ). However, the specific implementation of the plan should be adjusted and optimized according to the actual situation of tourism enterprises. It is crucial to prioritize practical experience, learn from past experiences, and continuously adapt to the evolving needs and developments of the tourism industry (Jamieson & Jamieson, 2019 ).

The Impact of the Cultural and Tourism Interdisciplinary Talent Training Management Model on the Development of Tourism Enterprises

The implementation of a Cultural and Tourism Interdisciplinary Talent Training Management Model can have a profound and positive impact on the development of tourism enterprises. This innovative approach to talent cultivation combines cultural studies and tourism-related disciplines, producing graduates with a unique skill set and perspective that can significantly benefit the tourism industry (Lin et al., 2022 ). One of the primary advantages of this management model is the enhanced understanding of cultural heritage among graduates. Equipped with in-depth knowledge of cultural significance, these professionals can offer visitors more authentic and culturally immersive experiences. This, in turn, can attract a broader range of tourists seeking meaningful and enriching encounters, ultimately leading to increased footfall and revenue for tourism enterprises (Du Cros & McKercher, 2020 ).

Moreover, graduates trained under this model will likely have excellent communication skills and cultural sensitivity. This translates to improved customer service and a more tailored approach to meet the diverse needs of tourists from different cultural backgrounds. Exceptional customer experiences lead to higher satisfaction levels and positive word-of-mouth, enhancing the reputation of tourism enterprises and fostering loyalty among visitors (Young & Guo, 2020 ). Another significant impact of the interdisciplinary talent training model is its contribution to product development and innovation within tourism enterprises. The model’s emphasis on creative and critical thinking encourages graduates to conceptualize unique offerings that cater to the evolving preferences of tourists. By developing innovative tourism products and services, enterprises can differentiate themselves from competitors, attracting more interest and attention from potential customers (Dwivedi et al., 2022 ).

Furthermore, the training model instills graduates’ awareness of sustainable tourism practices. With a deep understanding of the importance of preserving cultural heritage and natural resources, these professionals can help tourism enterprises adopt more responsible and eco-friendly practices. Embracing sustainable tourism not only aligns with the growing demand for ethical travel but also ensures the longevity and viability of tourism destinations (Mínguez et al., 2021 ). Graduates from this talent training model also play a vital role in promoting local culture and heritage through tourism offerings. Their comprehensive knowledge allows them to effectively showcase the uniqueness of a destination, encouraging more visitors to explore cultural attractions. As a result, tourism enterprises can contribute to the preservation and revitalization of local traditions and customs, fostering a sense of pride and identity within the community (Yan & Li, 2023 ).

Moreover, the research focus of the talent training model enables graduates to gather and analyze relevant data in the cultural and tourism domains. This provides tourism enterprises with valuable insights into market trends, customer preferences, and emerging opportunities. Armed with data-driven insights, enterprises can make more informed decisions, develop targeted marketing strategies, and identify niche markets for potential expansion (Shadiev et al., 2022 ).

Improving Management Efficiency

Efficient management is crucial for the long-term and stable development of tourism enterprises. The cultural and tourism compound talent training management model positively impacts the development and performance of tourism enterprises, particularly in improving management efficiency. This section will discuss how this interdisciplinary talent training model can enhance management efficiency in tourism enterprises, supported by relevant data tables.

Optimizing Staffing

The cultural and tourism compound talent training management model prioritizes the cultivation of students’ comprehensive qualities and compound abilities, fostering talents with multi-field knowledge and skills. This allows tourism businesses to optimize staffing and adapt to complex management environments. The following comparative analysis data table illustrates the impact of optimized staffing on management efficiency.

The analysis in Table 1 shows that traditional staffing tends to be significant but lacks diversity in professional skills, resulting in average management ability and limited innovation capacity. This can contribute to unstable service quality. On the other hand, cultural and tourism compound talents possess appropriate staffing levels, multi-field knowledge, skills, and strengthened management and innovation abilities. Such talents can improve service quality and management efficiency.

Data-driven Decision Making

The cultural and tourism compound talent training management model emphasizes the development of practical abilities, training students in data analysis and decision-making. Consequently, tourism enterprises can make more scientifically grounded management decisions. The following data table highlights the impact of data analytics on management efficiency.

The data analysis in Table 2 shows that traditional decision-making methods tend to be slower and less accurate and have lower resource utilization efficiency, resulting in a slower market response. However, the cultural and tourism compound talent training management model enables data-driven decision-making by cultivating data analysis capabilities. This approach allows for faster decision-making, improved accuracy, enhanced resource utilization efficiency, and more flexible responses to market changes.

Innovative Management Methods

The cultural and tourism compound talent training management model focuses on cultivating innovation abilities, enabling tourism enterprises to introduce innovative management methods and enhance management efficiency. The following data table examines the impact of innovative management methods on management efficiency.

The data analysis in Table 3 shows that traditional management methods have limited improvements in process optimization, communication and collaboration, incentive mechanisms, and adaptability to change. However, the introduction of innovative management methods can enhance process optimization, facilitate open communication and collaboration, stimulate innovation and teamwork, and improve the ability to adapt to changes.

Optimizing Talent Structure

Another positive impact of the cultural and tourism interdisciplinary talent training management model on tourism enterprises is the optimization of the talent structure (Wang et al., 2021 ). Tourism enterprises can better adapt to industry development and enhance competitiveness by cultivating talents with multi-field and multi-skilled capabilities. This paper discusses how the cultural and tourism interdisciplinary talent training management model can optimize the talent structure of tourism enterprises, supported by specific data analysis and visuals.

In this paper, we evaluate the impact of the cultural and tourism interdisciplinary talent training management model on talent structure optimization in tourism enterprises. The evaluation covers data collection and analysis methods, the selection and interpretation of impact evaluation indicators, empirical results, analysis, and discussion and interpretation of the findings.

Research Methodology

The research methodology employed in this study aimed to comprehensively evaluate the impact of the Cultural and Tourism Interdisciplinary Talent Training Management Model on tourism enterprise development. A mixed-methods approach was utilized to achieve this, combining quantitative data collection and analysis with qualitative insights from employee satisfaction surveys. The research philosophy guiding this study was pragmatism, which sought to gather objective data and subjective feedback to provide a holistic understanding of the phenomenon under investigation (Kelly & Cordeiro, 2020 ).

In terms of research design, a longitudinal approach was adopted to track the impact of the interdisciplinary talent training model over time (Braßler & Schultze, 2021 ). The study focused on a specific tourism enterprise; relevant data was collected from the company over the past three years. This longitudinal design enabled the observation of trends and changes in talent optimization and tourism enterprise growth, offering valuable insights into the model’s long-term effects.

To gather data, various methods were employed. Human resource management data was collected to gain insights into employee demographics, professional backgrounds, skills, and positions within the organization. This data provided a comprehensive understanding of talent diversity and composition within the tourism enterprise. Additionally, training records were examined to assess the scope and effectiveness of talent training programs implemented under the interdisciplinary model.

The findings from both the quantitative and qualitative analyses were interpreted to provide a comprehensive understanding of the model’s impact. The research identified patterns, trends, and correlations between the talent training model and indicators of enterprise growth and employee satisfaction. Additionally, any limitations of the study were acknowledged, and potential areas for further research were discussed to contribute to the existing knowledge on talent development in the cultural and tourism sectors.

Data Collection and Analysis Methods

To evaluate the influence of the cultural and tourism interdisciplinary talent training management model on tourism enterprise development, relevant data must be collected. This data can include human resource management data, training records, and talent structure information of tourism enterprises. For the purpose of analysis, let us consider a specific tourism company for which we have collected talent structure data from the past three years, including information on employees’ professional backgrounds and cultural diversity. We also used employee satisfaction surveys to gather feedback on the cultural and tourism interdisciplinary talent training management model.

To capture the subjective perspectives of employees, employee satisfaction surveys were conducted. These surveys gauged employees’ perceptions of the interdisciplinary training model’s impact on their skills, cultural awareness, job satisfaction, and overall development. By incorporating quantitative and qualitative data collection methods, the study aimed to provide a well-rounded assessment of the model’s influence on tourism enterprises.

The collected data underwent rigorous analysis using appropriate statistical techniques. Specifically, the study utilized the Professional Background Diversity Index, calculated through Simpson’s Diversity Index, to quantify the diversity of employees’ professional backgrounds. Similarly, the Cultural Background Diversity Index, also based on Simpson’s Diversity Index, measured the diversity of employees’ cultural backgrounds. Moreover, employee performance scores were analyzed using relevant scoring sheets or performance appraisal systems to assess potential improvements or changes in performance. By interpreting these impact evaluation indicators, the research drew meaningful conclusions regarding the effectiveness of the Cultural and Tourism Interdisciplinary Talent Training Management Model in fostering talent optimization and supporting tourism enterprise development.

Selection and Interpretation of Impact Evaluation Indicators

When assessing the impact of the cultural and tourism interdisciplinary talent training management model on tourism enterprise development, it is crucial to select appropriate evaluation indicators. These indicators should reflect the degree of talent structure optimization and the development of tourism enterprises. The following indicators are selected for evaluation. Professional background diversity index: This index measures the diversity of employees’ professional backgrounds. Simpson’s Diversity Index can be used for calculation, with values ranging from 0 to 1. A value closer to 1 indicates greater diversity in professional backgrounds. Cultural background diversity index: Similar to the professional background diversity index, Simpson’s Diversity Index can be used to calculate the diversity of employees’ cultural backgrounds. Employee performance scores: This indicator assesses employees’ performance using scoring sheets or performance appraisal systems.

These indicators have been chosen to measure critical aspects that align with the model’s objectives and are well-established in academic research (An et al., 2021 ; Hsu et al., 2022 ; Unal et al., 2020 ). The first selected indicator, the Professional Background Diversity Index, measures the diversity of employees’ professional backgrounds within tourism enterprises. This index is based on Simpson’s Diversity Index, which quantifies the heterogeneity or variety in a given dataset. A higher value (closer to 1) indicates greater diversity among employees’ professional backgrounds, signifying a broader range of skills and expertise within the organization. The rationale behind this choice is grounded in research highlighting the positive impact of diverse talent in organizations. Numerous studies have demonstrated the advantages of diversity in the workforce. Diverse teams bring a variety of perspectives, ideas, and problem-solving approaches, leading to enhanced creativity and innovation (Gomez & Bernet, 2019 ; Roberson, 2019 ). In the context of tourism enterprises, a diverse talent structure can lead to a more comprehensive understanding of tourists’ needs and preferences, leading to the development of innovative products and services (Stylos et al., 2021 ). Research has shown that diverse teams are better equipped to handle challenges, adapt to changing market demands, and foster a more inclusive and welcoming environment for employees and customers (Shabshai, 2019 ).

The second selected indicator, the Cultural Background Diversity Index, shares a similar rationale to the Professional Background Diversity Index. It uses Simpson’s Diversity Index to quantify the diversity of employees’ cultural backgrounds within the organization. This measure reflects the level of cultural diversity among the workforce, considering factors such as nationality, ethnicity, language, and cultural experiences. Research on cultural diversity in the workplace has consistently demonstrated its positive influence on organizational performance. A culturally diverse workforce can facilitate effective communication and collaboration with international clients and tourists, improving customer satisfaction and cross-cultural understanding (Puyod & Charoensukmongkol, 2019 ). Additionally, employees from diverse cultural backgrounds can offer valuable insights into specific market segments and preferences, allowing tourism enterprises to tailor their services more effectively (Kaushal & Srivastava, 2021 ).

Lastly, the selection of Employee Performance Scores as an impact evaluation indicator is supported by the widely recognized importance of employee performance in organizational success. Employee performance scores quantitatively measure individual and collective contributions to the company’s objectives and overall performance (Chen, 2019 ). Extensive literature exists on the significant correlation between employee performance and organizational outcomes (Cooper et al., 2019 ; Haque et al., 2019 ). Engaged and high-performing employees contribute to increased productivity, reduced turnover rates, improved customer service, and higher overall profitability. By assessing employee performance, this indicator allows us to gauge the effectiveness of the interdisciplinary talent training model in enhancing employees’ skills and competencies, ultimately leading to a positive impact on the performance and growth of tourism enterprises.

Empirical Results and Analysis

After conducting data analysis, the following empirical results were obtained: The professional background diversity index was calculated as 0.65, and the cultural background diversity index was calculated as 0.72. These results indicate that the cultural and tourism interdisciplinary talent training management model has led to a relatively diverse talent structure in the tourism company, optimizing the talent composition. The calculated professional background diversity index of 0.65 suggests a moderate level of diversity among employees’ professional backgrounds within the tourism enterprise. This finding indicates that the talent training model has effectively attracted individuals with varied expertise and skills, contributing to a broader range of organizational capabilities. The presence of diverse professional backgrounds will likely enhance problem-solving abilities, creativity, and adaptability among employees, enabling them to better address the complex challenges in the ever-evolving tourism industry.

Moreover, such a diverse talent structure can lead to a more inclusive and dynamic work environment, fostering collaboration and innovation. Similarly, the calculated cultural background diversity index of 0.72 indicates a relatively high level of cultural diversity among employees within the tourism enterprise. This outcome signifies that the interdisciplinary talent training model has been successful in attracting individuals from different cultural backgrounds, promoting cross-cultural exchange and understanding within the organization. Cultural diversity fosters an open and inclusive workplace, facilitating effective communication and engagement with international tourists. Employees from diverse cultural backgrounds can offer unique insights into customer preferences and expectations, enabling tourism enterprises to design more culturally sensitive and tailored experiences. Furthermore, a culturally diverse workforce can contribute to the reputation of the tourism enterprise as a welcoming and respectful destination for visitors from various parts of the world.

Moving on to employee performance, the average employee performance score was calculated as 82, indicating an improvement compared to the implementation of the cultural and tourism compound talent training management model. This finding suggests a positive impact of the interdisciplinary talent training model on employee performance within the tourism enterprise. The higher performance score signifies that employees trained under the model have shown enhanced skills, competencies, and job satisfaction, leading to more efficient and effective work outcomes. The interdisciplinary approach to talent training, combining cultural and tourism-related knowledge, likely equips employees with a broader perspective and a deeper understanding of the industry’s complexities. As a result, they can provide higher-quality services and experiences to tourists, contributing to customer satisfaction and loyalty.

The empirical results and analysis collectively demonstrate the effectiveness of the cultural and tourism interdisciplinary talent training management model in optimizing talent structure and improving employee performance within the tourism enterprise. The model’s emphasis on diversity, in both professional backgrounds and cultural experiences, has positively influenced the organization’s ability to address the diverse needs of tourists and adapt to market dynamics. Moreover, the interdisciplinary approach has enhanced employees’ capabilities and effectiveness in delivering exceptional tourism experiences, contributing to the overall success and growth of the tourism enterprise.

These findings validate the importance of adopting a pragmatic approach to talent development in the cultural and tourism sectors. The study’s mixed-methods design, combining quantitative analysis of diversity indices and employee performance scores with qualitative insights from satisfaction surveys, has provided a comprehensive understanding of the model’s impact. The empirical results underscore the significance of fostering a culturally diverse and skilled workforce through interdisciplinary talent training for sustainable and successful tourism enterprises.

Talent Training Management Model on the Market Competitiveness

The talent training management model plays a crucial role in shaping the market competitiveness of businesses, especially in industries like cultural and tourism sectors where the workforce’s skills and cultural awareness are paramount (Elshaer, 2019 ). A well-trained and diverse talent pool can give tourism companies a significant edge in today’s competitive market, where travelers seek authentic and culturally enriching experiences (Kwok, 2022 ). Thus, understanding how this talent training model influences market competitiveness is essential for sustainable growth and success for tourism businesses.

The tourism industry has witnessed rapid growth and transformation in recent years, driven by evolving customer preferences, technological advancements, and global events. Tourism enterprises must continuously adapt and innovate to stay competitive in this dynamic landscape (Nanda et al., 2021 ). The Cultural and Tourism Interdisciplinary Talent Training Management Model aims to cultivate professionals with a unique skill set, combining cultural awareness with tourism expertise. Such a multi-dimensional approach can empower tourism enterprises to meet the diverse demands of modern travelers and create a competitive advantage in the market (Wang et al., 2021 ). By exploring the impact of this talent training model on market competitiveness, we can uncover valuable insights into how it fosters innovation, enhances customer experiences, and positions tourism businesses for sustained success in a fiercely competitive industry.

To demonstrate the impact of the cultural and tourism interdisciplinary talent training management model on the market competitiveness of tourism companies, Table 4 illustrates the improvement of market competitiveness for the examined company.

The provided data shows that the company experiences growth in customer satisfaction, market share, and new customer acquisition rate with the implementation of the cultural and tourism compound talent training management model. Specifically, customer satisfaction increased from 80.3% in 2020 to 92.5% in 2022. This indicates that enterprises can deliver better products and services that meet customer needs by cultivating and managing diverse talents, ultimately enhancing market competitiveness.

Cultural and Tourism Interdisciplinary Talent Training Management and Profitability

The profitability of tourism enterprises is intricately linked to their ability to leverage and maximize the potential of their workforce (Zhang & Zhou, 2021 ). The talent training model emphasizes developing culturally aware and skilled professionals, which can significantly impact a company’s bottom line by enhancing operational efficiency, attracting a diverse customer base, and fostering a positive organizational culture. Understanding how this training model influences profitability is vital for tourism enterprises seeking sustainable financial success in a competitive and dynamic industry.

Cultural competence has become a key differentiator for tourism companies in today’s globalized world. Travelers increasingly seek authentic experiences that resonate with local cultures and traditions. The Cultural and Tourism Interdisciplinary Talent Training Management Model addresses this demand by equipping employees with a deep understanding of cultural heritage and the ability to curate immersive and culturally sensitive experiences (Ilie, 2019 ). Such offerings not only attract a broader range of customers but also allow tourism enterprises to charge premium prices for their distinctive services. Additionally, a culturally competent workforce is better equipped to manage the needs of international tourists, leading to higher customer satisfaction and repeat business, ultimately contributing to improved profitability (Rüth & Netzer, 2020 ). By investigating the impact of this talent training model on profitability, we can gain valuable insights into how investing in cultural and tourism interdisciplinary talent development can drive financial success for tourism enterprises.

To demonstrate the impact of the cultural and tourism interdisciplinary talent training management model on the profitability of tourism companies, Fig.  2 presents relevant data from the examined company over the past 3 years.

Profitability improvement

As seen from the figure, with the implementation of the cultural and tourism interdisciplinary talent training management model, the company’s sales and profits show an upward trend. Notably, the profit rate increased from 15.7% in 2020 to 21.1% in 2022. This indicates that by cultivating and managing diverse talents, enterprises can enhance the quality of their products and services, increase customer satisfaction, and ultimately improve profitability.

Cultural and Tourism Interdisciplinary Talent Training Management and Innovation Ability

Innovation has become a critical factor for the success and competitiveness of tourism enterprises in today’s rapidly evolving market (Kitsios & Grigoroudis, 2020 ). This talent training model, which integrates cultural studies with tourism-related disciplines, nurtures professionals with a unique and diverse skill set. By fostering a culture of innovation and creativity, the model empowers tourism enterprises to develop cutting-edge products, services, and experiences that captivate and engage modern travelers (Phillips et al., 2022 ). Understanding how this training model influences the innovation ability of tourism businesses is essential for identifying strategies to stay ahead in the ever-changing landscape of the tourism industry (Antchak & Ramsbottom, 2019 ).

The Talent Training Management Model catalyzes innovation within tourism enterprises in multiple ways. Firstly, the model instills employees a deep appreciation for cultural heritage and its significance in shaping authentic and meaningful tourism offerings. This cultural awareness and tourism expertise inspire employees to think beyond conventional approaches and develop innovative ways to showcase a destination’s unique identity (Yan et al., 2022 ). Tourism companies that embrace this talent training model can create experiences that stand out in a saturated market, appealing to travelers seeking immersive encounters that reflect the essence of a locale (Hariyanto, 2022 ). Secondly, the interdisciplinary nature of the talent training model encourages cross-pollination of ideas and expertise. By bringing together professionals from diverse backgrounds, the model facilitates the exchange of knowledge and perspectives, fostering a fertile ground for creativity and innovation (Montanari et al., 2020 ). Employees with varied skill sets and cultural insights can collaborate to design novel products and services that cater to the evolving preferences of tourists. This interdisciplinary approach also encourages experimentation and risk-taking, essential elements in the innovation process (Erbguth et al . , 2022 ).

By investigating the impact of the Cultural and Tourism Interdisciplinary Talent Training Management Model on the innovation ability of tourism businesses, we can gain valuable insights into how this model drives forward-thinking practices, promotes a culture of creativity, and positions tourism enterprises as pioneers in the industry. Harnessing the innovation potential of a culturally aware and diverse workforce can enable tourism companies to not only adapt to market changes but also lead the way in shaping the future of the global tourism landscape.

To demonstrate the impact of the cultural and tourism interdisciplinary talent training management model on the innovation ability of tourism enterprises, Fig.  3 presents relevant data from a specific company over the past 3 years.

Innovation improvement of a certain company

It is evident from the figure that with the implementation of the cultural and tourism interdisciplinary talent training management model, the number of technological innovation projects, new product launches, and employee patent applications shows a growing trend. Particularly in 2022, the company successfully implemented 10 technological innovation projects, launched 8 new products, and had 5 employees apply for patents. This indicates that enterprises can continuously promote innovation and development by cultivating and managing diverse talents and maintaining a competitive advantage.

When analyzing and interpreting the empirical results, several points can be made: The cultural and tourism interdisciplinary talent training management model has diversified the talent structure of tourism enterprises (Tian & Liu, 2021 ). A diverse talent structure brings innovative thinking and diverse problem-solving approaches, enhancing competitiveness in a complex and constantly changing market environment. The model promotes improved employee performance (Tiwari & Raju, 2022 ). This may be attributed to its focus on developing employees’ comprehensive abilities and cross-field collaboration, enabling them to better adapt to and cope with work challenges, thereby enhancing performance (Yin & Yu, 2022 ). However, it is essential to note that these results are based on data analysis from a single tourism enterprise and may not be representative of all situations (Jayabalan et al., 2021 ). Further research could expand the sample size and conduct comparative studies across multiple enterprises to obtain more comprehensive evaluation results.

Through data analysis and visuals, we can observe that optimizing the talent structure has a significant impact on the performance of tourism companies. A talent structure with diverse knowledge and skills can increase profitability, drive product innovation, enhance customer satisfaction, and strengthen brand influence (Hajar et al . , 2022 ). By adopting the cultural and tourism interdisciplinary talent training management model to optimize the talent structure, tourism companies can better align with market demand, improve competitiveness, and enhance overall performance (Islam et al., 2021 ).

Improving Service Quality

Improving service quality is crucial for the development and success of tourism enterprises in the cultural tourism interdisciplinary talent training management mode (Domi & Domi, 2021 ). By providing high-quality service, businesses can enhance customer satisfaction and loyalty, increasing market share and competitiveness. Figure  4 illustrates various methods and measures that can be implemented to improve service quality.

Methods and measures for improving service quality

Training and Developing Service Personnel

Implement systematic training plans and provide professional knowledge to cultivate the skills and qualities of service personnel. This will enable them to deliver more professional, efficient, personalized services. Training should encompass areas such as product knowledge, communication skills, and problem-solving abilities.

Emphasize Service Standards and Norms

Establish clear service standards and norms to ensure that all service personnel adhere to a consistent level of service. For instance, service personnel should be required to be polite, warm, friendly, and capable of resolving customer issues promptly.

Provide Personalized Service

Understand the individual needs and preferences of customers and provide tailored services accordingly. Collect customer opinions and suggestions through surveys and feedback to continuously improve and customize the service.

Improve Communication and Collaboration Skills

Effective communication and collaboration between service personnel and customers are vital to delivering quality services. Establish efficient communication channels to ensure accurate information transmission and strengthen teamwork.

Utilize Technology and Innovative Means

Leverage advanced technology and innovative methods to enhance service efficiency and quality. For example, introduce self-service kiosks, mobile apps, online booking systems, and other digital solutions to facilitate quick and easy access to services.

Continuously Improve and Monitor Service Quality

Develop a robust service quality monitoring mechanism that includes regular customer satisfaction surveys and service quality assessments. Identify any issues in a timely manner and take appropriate measures to address them.

By implementing these measures, tourism enterprises can enhance service quality and customer satisfaction, increasing competitiveness and performance. Additionally, delivering exemplary service quality contributes to building a strong brand image and reputation, attracting more customers to choose and recommend the company’s products and services.

The Impact of the Cultural and Tourism Interdisciplinary Talent Training Management Model on the Performance of Tourism Enterprises

The performance of tourism enterprises is a key determinant of their success and sustainability in a highly competitive industry (Islam et al., 2020 ). This talent training model, designed to cultivate professionals with a unique blend of cultural awareness and tourism expertise, has the potential to influence various aspects of a tourism enterprise’s performance significantly. From enhancing customer experiences to improving employee productivity and fostering a positive organizational culture, understanding how this training model affects performance is crucial for tourism enterprises striving to achieve excellence and stand out in the global tourism market.

In today’s dynamic and ever-changing tourism landscape, meeting travelers’ diverse needs and preferences is paramount (Fyall et al., 2019 ). The Cultural and Tourism Interdisciplinary Talent Training Management Model addresses this challenge by nurturing a culturally aware and skilled workforce capable of curating immersive and authentic tourist experiences. By integrating cultural studies with tourism-related disciplines, the model equips employees with a deeper understanding of cultural heritage, local traditions, and the nuances of customer expectations. Such enriched customer experiences can increase customer satisfaction, positive word-of-mouth, and customer loyalty. As we explore the impact of this talent training model on tourism enterprise performance, we can gain valuable insights into how investing in developing culturally competent and skilled professionals contributes to a tourism enterprise’s long-term success and competitiveness.

Improve Corporate Profitability

The cultural and tourism interdisciplinary talent training management model has a positive impact on the profitability of tourism enterprises. By cultivating and managing diverse talents, companies can improve the quality of their products and services, increase customer satisfaction, attract more customers, and ultimately boost sales. Firstly, the cultural and tourism compound talent training management model focuses on training professionals in multiple fields, enabling enterprises to provide comprehensive services in tourism, catering, entertainment, and other aspects. This allows companies to meet the diverse needs of customers and offer richer and more personalized products and services, attracting more customers and increasing sales. Then, this management model emphasizes the cultivation of teamwork and collaboration capabilities, enabling enterprises to operate and manage more efficiently. Excellent teamwork can improve work efficiency, reduce costs, and ensure the quality of products and services. For example, by leveraging teamwork, professionals from different fields can collaborate to develop innovative products and services, thereby enhancing the competitiveness of enterprises. The cultural and tourism compound talent training management model also focuses on cultivating employees’ innovative abilities and entrepreneurial spirit (Memon et al., 2022 ). Employees with innovative abilities can continuously launch new products and services to meet market demand, thereby improving the competitiveness and sales of enterprises. The cultivation of entrepreneurship stimulates the enthusiasm and creativity of employees, promoting innovation and development within the company (Maddikunta et al., 2022 ).

Enhance the Market Competitiveness of Enterprises

The cultural and tourism interdisciplinary talent training management model significantly impacts the market competitiveness of tourism enterprises. By cultivating and managing diverse talents, companies can provide a variety of products and services, meet the needs of different customer groups, and gain a favorable position in the market.

Firstly, the cultural and tourism compound talent training management model focuses on nurturing marketing and sales capabilities. By developing employees’ marketing knowledge and skills, enterprises can gain a better understanding of market demand and the competitive environment, leading to the formulation of effective marketing strategies. Simultaneously, fostering sales capabilities improves the sales and communication skills of the sales staff, thereby increasing customer conversion rates (Peterson et al., 2021 ). Then, this management model emphasizes the cultivation of cross-cultural communication skills and multilingual abilities among employees. In the travel industry, encountering tourists from different countries and cultural backgrounds is common. Employees with excellent cross-cultural communication skills and multilingual abilities can effectively engage with tourists, provide high-quality services, increase customer satisfaction, and help enterprises succeed in the international market (de Ruyter et al., 2020 ).

Furthermore, the cultural and tourism compound talent training management model emphasizes the cultivation of employees’ innovative ability and entrepreneurial spirit. Employees possessing these skills facilitate ongoing innovation within enterprises, driving the development of new products and services that meet market demands and confer competitive advantages. They actively seek new market opportunities, develop new customer groups, and enhance the overall market competitiveness of enterprises (Zhang & Wang, 2022 ).

Improving the Innovation Ability of Enterprises

The cultural and tourism interdisciplinary talent training management model has a positive impact on the innovation ability of tourism enterprises. By cultivating and managing diverse talents, companies can stimulate employees’ innovation awareness and creativity, promote continuous product and service innovation, and maintain competitive advantages. Firstly, the cultural and tourism compound talent training management model focuses on cultivating employees’ innovative ability and entrepreneurial spirit. Employees who develop innovative capabilities drive enterprises to innovate in technology and business models, continuously improving the quality and competitiveness of products and services. Those with an entrepreneurial spirit actively seek new market opportunities and business areas, bringing new development prospects for the enterprise. Secondly, this management model emphasizes the cultivation of teamwork and collaboration capabilities. Excellent teamwork and collaboration skills promote knowledge exchange and encourage innovative cooperation among employees (Yao et al., 2020 ). Through teamwork, professionals from different fields can combine their strengths and innovative thinking, fostering cross-field innovation and the development of enterprises (Kipkosgei et al., 2020 ). Finally, the cultural and tourism compound talent training management model prioritizes continuous learning and development of employees. By providing training and learning opportunities, companies can continually update the knowledge and skills of their employees, keeping them informed about the latest industry developments and trends. Continuous learning and development help employees adapt to and respond to market changes, promoting ongoing innovation and improvement within enterprises (Le et al., 2020 ).

This paper has explored the influence of the cultural and tourism interdisciplinary talent training management model on the development and performance of tourism enterprises. The findings reveal that by implementing a systematic management model, tourism enterprises can effectively meet market demand, improve management efficiency, optimize talent structure, enhance service quality, increase profitability, boost market competitiveness, and foster innovation capabilities.

Based on the research, the following conclusions can be drawn: the cultural and tourism compound talent training management model has a positive impact on the development of tourism enterprises. By implementing a systematic management model, tourism enterprises can better meet market demand, improve management efficiency, optimize talent structure, enhance service quality, increase profitability, boost market competitiveness, and foster innovation capabilities. Moreover, the cultural and tourism interdisciplinary talent training management model positively affects the performance of tourism enterprises. This model not only improves profitability but also enhances market competitiveness and innovation capabilities. By cultivating talents with market insight, business awareness, innovative thinking, and practical abilities, tourism enterprises can enhance the market competitiveness of their products and services, increase revenue and profits, improve their status and competitiveness in the market, and promote technological and business innovations.

Theoretical Implications

The findings of this study hold several theoretical implications for the fields of talent management, cultural studies, and tourism. Firstly, the adoption of the Cultural and Tourism Interdisciplinary Talent Training Management Model underscores the importance of integrating cultural awareness with tourism expertise. This model demonstrates how a multi-dimensional approach to talent development can create a competitive advantage for tourism enterprises, enhancing their market competitiveness and innovation ability. The emphasis on diversity in professional backgrounds and cultural experiences highlights the significance of cultivating a diverse workforce to meet the evolving demands of modern travelers and promote cross-cultural understanding within the organization.

Furthermore, the study contributes to the growing literature on talent training and performance in the context of cultural and tourism industries. The empirical results provide evidence of the positive impact of the talent training model on talent optimization, employee performance, and overall profitability of tourism enterprises. These findings offer valuable insights for scholars and practitioners seeking to explore effective talent management strategies in the dynamic and competitive landscape of the tourism industry.

Managerial Implications

The managerial implications derived from this study provide practical guidance for tourism enterprise leaders and human resource managers. Firstly, the Cultural and Tourism Interdisciplinary Talent Training Management Model should be considered a strategic investment to enhance organizational performance and competitiveness. By fostering a culturally aware and skilled workforce, tourism companies can deliver exceptional customer experiences that differentiate them from competitors and attract a diverse customer base. Managers should prioritize the implementation of this talent training model and ensure that employees receive comprehensive and ongoing training to maximize its impact.

Additionally, the study highlights the importance of promoting diversity and inclusivity within the workforce. Tourism enterprises should actively seek talent from diverse professional backgrounds and cultural experiences to harness the benefits of a varied skill set and innovative thinking. Creating an inclusive and supportive work environment that values employees’ cultural backgrounds and perspectives can increase employee satisfaction and retention.

Ideas for Future Research

While this study provides valuable insights into the impact of the Cultural and Tourism Interdisciplinary Talent Training Management Model on tourism enterprises, several avenues for future research are worth exploring. Firstly, longitudinal studies with larger sample sizes could further investigate the long-term effects of the talent training model on organizational performance, talent retention, and customer loyalty. Additionally, comparative studies could examine how different talent training approaches in the cultural and tourism sectors influence organizational outcomes, enabling researchers and practitioners to identify best practices. Further research could also delve into the role of technology and digitalization in talent training for tourism enterprises. Exploring how emerging technologies, such as virtual reality and artificial intelligence, can enhance cultural understanding, and customer experiences would be particularly relevant in the context of an increasingly digitalized tourism industry.

Furthermore, investigations into the impact of the talent training model on sustainability practices within tourism enterprises could shed light on the role of talent management in promoting responsible tourism and environmental stewardship.

Data Availability

The labeled dataset used to support the findings of this study are available from the corresponding author upon request.

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This article was supported by the key commissioned project for the research on higher education teaching reform in Heilongjiang Province “Innovation and Practice in Cultivating Cultural and Tourism Composite Talents in Local Universities under the Background of New Liberal Arts” (SJGZ20220135) and the Key Project of Art and Science Planning in Heilongjiang Province “Research on High Quality Development of Ice and Snow Sports Culture in Heilongjiang Province” (2023A015).

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Harbin Institution of Wetland Research, Harbin, Heilongjiang, 150086, China

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Chen, X., Yu, S. Synergizing Culture and Tourism Talents: Empowering Tourism Enterprises for Success. J Knowl Econ (2023). https://doi.org/10.1007/s13132-023-01598-x

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Case Study: Royal Caribbean - Business Intelligence in the Middle of the Ocean

Royal caribbean cruise lines achieves onboard analytics that maximize performance of in-voyage revenue.

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Royal Caribbean Case Study: Business Intelligence in the Middle of the Ocean.  

About Royal Caribbean 

Royal Caribbean Cruises Ltd. is the world’s second largest cruise vacation company that operates Royal Caribbean International, Celebrity Cruises, Pullmantur Cruises, Azamara Cruises, and CDF Croisières de France. The company currently has 40 ships in service that call on approximately 400 worldwide destinations.  

Business Drivers

There were two main business drivers for Royal Caribbean:

• Increase access to data
• Better manage the business

Key personnel were provided limited ability to make actionable decisions to affect onboard revenue during a voyage. There was no visibility to detailed guest level transactions. Data resided onboard each individual vessel without a consolidated view of the fleet. Most importantly, because of existing architecture, the summary-level voyage information could only be collected at the end of each voyage. The company did not know how well a particular voyage was performing against targets until they returned to port and all the passengers departed. This was too late to affect change to in-voyage revenue.

Top executives sought the ability to better manage the business and grow voyage revenue by better understanding relationships between guest’s demographics and their spending patterns. For example, on a given voyage, what country are our passengers from and, based on historical data, what are they most likely to consume in the form of food & beverage, on-board activities and on-shore excursions.

The management teams needed a tool to quickly identify revenue performance trends during these 3-10 day voyages and make associated changes to drive revenue instead of just reporting on it.

“The pattern that revenue builds during a voyage is certainly not linear.  One of the important things was to show the expected pattern that revenue would have day-over-day and let the user see where we are relative to that pattern.”

- Richard Paley, Royal Caribbean

Solution Detail

Technology consultancy KPI Partners partnered with Royal Caribbean Cruise Lines on a unique business intelligence solution.  Through the use of state-of-the-art business intelligence technology, Royal Caribbean can now bring together various disparate data sources to help optimize the vacation experience for travelers on all of their ships.

Shore-side managers and shipboard users access dashboards on a daily basis to track usage of amenities such as their onboard spas and shore excursions as well as revenue streams for various food and beverage outlets.  By profiling near real-time voyage analytics against historical data and dimensions such as age and country of origin, Royal Caribbean can optimize promotions that best appeal to the passengers.

The complex project was a multi-year effort that started with a proof-of-concept developed using the 10g version of the Oracle Business Intelligence Enterprise Edition (OBIEE) on a single ship within the Royal Caribbean fleet.  After multiple design & development iterations, the production implementation was a custom Cruise Ship Analytics solution deployed using the upgraded 11g version of OBIEE.  All 22 ships within the Royal Caribbean International-branded fleet now participate while at sea and distribute data via satellite to on-shore servers for analysis.

Because of the grand scale of this effort, several notable challenges were encountered and overcome.  The biggest challenge was determining how to create a high performance analytics solution while ships are at sea.  Data transfer rates are limited and user adoption would have stalled if people were forced to wait for screens to paint with data FOR their dashboards.   

Considerations were made, and best practices were developed, for scalability, system upgrades, and performance.  The capabilities of the Oracle databases were also utilized to their fullest potential; Data was partitioned, indexes were created, and summary objects were built.  Because of the optimizations, dashboards will paint within 2-3 seconds on average.

Cruise Ship Analytics - At A Glance

The following list encompasses the high-level areas in which shipboard and shore-side management teams can now conduct near real-time analysis via Royal Caribbean’s Cruise Ship Analytics solution. 

• Shipboard Overview
• Shore-side Overview
• Shore Excursions
• Specialty Dining
• Photography

Why Was Oracle Chosen?

In an effort to stay consistent with the very large Oracle footprint that exists at Royal Caribbean, Oracle BI was selected as the enterprise-standard reporting application.  Licenses for Oracle BI were purchased as part of an upgrade with the Hyperion Suite of products, but were originally shelved because a lack of expertise existed to deeply the BI tool.  RCCL partnered with a credible and experienced systems implementation partner who could provide strategic direction on the best practices required for deploying a scalable enterprise-reporting platform.

When weighing the features and benefits of Oracle’s business intelligence suite versus those of other vendors, the ability to combine data from multiple sources proved to be an attractive benefit.  Royal Caribbean has several different types of front-end transactional and back office systems that needed to be integrated in order to provide a valuable central source of reporting truth.

Oracle BI also offered an intuitive, easy-to-use, interface.  A platform that required minimal training was very important due to the geographically disperse and culturally diverse user base that would be utilizing the system.

Why Was KPI Partners Chosen?

As the most experienced systems implementation partner focused on Oracle BI & EPM, KPI partners was chosen because of their expertise within Oracle BI and related technology.  KPI Partners has successfully implemented the most complex deployments of Oracle BI in the world and the project at Royal Caribbean required in-depth expertise to provide the high-level of performance required in a satellite-driven data exchange environment.

KPI Partners offered functional expertise in the travel and hospitality industry.  KPI also offered global delivery capabilities that leverage a blended-shore model with a combination of high-value on-site experts and lower cost offshore resources.

The effort was launched in mid-2009 with a KPI Partners Vision Workshop that brought together all the key stakeholders within Royal Caribbean’s Technology Department, Royal Caribbean’s Business Sponsors, functional & subject matter experts, and the business intelligence project team.  In December 2009, the original pilot version of the Cruise Ship Analytics solution was introduced to ‘Oasis of the Seas’, the largest cruise ship in the industry.  

After a comprehensive and successful 12-month pilot period that involved the inclusion of four other cruise ships, an additional round of capital funding was approved to expand the project beyond the pilot.

In January 2012, the production version of Cruise Ship Analytics was launched across all 22 ships in the Royal Caribbean International-branded fleet.

Solution Components:

Business Intelligence Components

• Oracle Business Intelligence Enterprise 

Edition 11.1.1.5

• Enterprise Data Warehouse - Oracle 

Database 11g R2

Other Platform Components

• Operating System: Red Hat Enterprise 5

• Authentication: LDAP

• Total Number of Users: 150+

Educational Components

• Custom OBIEE training program via 

KPI University

Data Sources

• Onboard Point-of-Sale Systems

• Pre-Cruise Reservation Systems 

(Guest Data)

• On-Shore Excursion Systems 

(Reservations & Sales)

• Financial Planning System 

(Revenue Targets)

Oracle Footprint 

• PeopleSoft

• JD Edwards

• Oracle Databases

Future Plans

The company plans to introduce three more ships to the Royal Caribbean International brand by the end of 2015, to increase to a capacity of approximately 100,00 berths.  Cruise Ship Analytics will be deployed to each of these new vessels.

In addition, Royal Caribbean plans to expand the Cruise Ship Analytics solution across the rest of the company’s brands: Celebrity Cruises, Pullmantur Cruises, Azamara Cruises, and CDF Croisières de France.  

By the end of 2015, Cruise Ship Analytics, powered by Oracle BI, will be operational on all 43 ships under the Royal Caribbean Cruise Ltd. umbrella.

Compatibility with mobile devices, such as the iPad and smart phones, is already available with certain restrictions due to security.  The business would like to expand on this capability and make mobile usage more pervasive. 

Due to the high rate of user adoption since the January 2012 launch, enhancement requests for additional functionality have been rolling-in regularly from the business.  The Cruise Ship Analytics solution continues to evolve.  Royal Caribbean is already planning for the inclusion of new executive-level summary dashboards and month-to-month financial reporting by vessel.

Results: 

Cruise Ship Analytics Maximizes Royal Caribbean’s Voyage Revenue

Royal Caribbean immediately reaped the benefits of a dazzling global deployment of Cruise Ship Analytics across 22 vessels and over 400 ports of call.

Success Criteria

Royal Caribbean required a single consolidated global view of their onboard and shore-based revenue performance as well as detailed revenue analysis for every ship within the fleet and for every voyage.  A successful implementation would facilitate the ability to refresh business intelligence data multiple times per day and accommodate 24 x 7 user access.    

High-level performance and data accuracy were critical success criteria.  Dashboards needed to be light and paint within a few seconds using satellite data connections. 

Accomplishments

Royal Caribbean found over time that the two major categories that really affect spend-patterns are nationality and age.  Reports were generated in this area and provided great insight.  The industry-related logic and integration of data sets to make this possible was extremely complex.

Key project accomplishments:

• An enterprise data warehouse was created and populated with data. 
• Data was combined from disparate sources  to provide a comprehensive view of each ship’s performance. 
• Leveraged LDAP for authentication.
• The solution was rolled-out 22 ships  located around the world with minimal  effort.
• Food & beverage managers, bar managers,  hotel directors, and marketing managers  were trained in a timely fashion.  Management teams were provided with  near real-time views of how each ship is  measuring against their voyage metrics. 
• Provided business intelligence to allow  shipboard management to modify onboard  activities to achieve desired results through  demographically targeted promotions.

Quantitative Results 

Return-on-Investment (ROI)

It is still early to quantify the impact of the Cruise Ship Analytics solution through a systematic measure, Royal Caribbean is already experiencing anecdotal return-on-investment (ROI) with their business intelligence solution because they are able to modify onboard marketing activities to specific demographics to maximize voyage revenue.

For example, if beverage revenue is lacking on a particular voyage, management can now identify this deficiency quickly and tailor promotions around a particular brand of beer (Molson) that has historically appealed a segment of guests on-board based on their country of origin (Canada). 

There has also been a specific case of a Royal Caribbean vessel that sails out of the South American region that has never made their revenue target with the onboard spa.  Using the information within the Cruise Ship Analytics solution, especially the demographic breakdown, the management teams were able to figure out what the profile was of those spending at the spa and to whom they needed to get marketing information and what specific products and services they needed to market. Since the launch of the Cruise Ship Analytics solution, the South American vessel has now been able to consistently achieve their revenue targets.  

Report lead-time has been reduced from up to 14 days to being refreshed 4-times per day (every 6 hours).

Adoption 

User adoption within Royal Caribbean’s Shipboard and Shore-side Management groups has been very high.  The solution currently supports over 150 users who are experiencing response times ranging from 0-30 seconds.  An additional 150 users are scheduled to be added.

Tags: Royal Caribbean , Oracle , Travel , Customer 360 Analytics , Business Intelligence , Hospitality , Retail BI

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