According to the UNWTO, in 2018 there were 1.4 billion international tourist trips worldwide. This figure not only reflects growth of more than 5% compared to 2017, but also far exceeds the forecasts made by the UNWTO itself a few years ago.
This trend is far from reversing; quite the contrary, in fact, as growth of approximately 4% is expected in 2019. At this rate, the UNWTO's forecast for 2030 (1.8 billion tourists) will be achieved much sooner than expected.
The reality is that, today, tourism accounts for 10.4% of global GDP and 10% of total employment worldwide, figures that are by no means insignificant and deserve the attention of those responsible for the sector at the global level.
Something similar is happening in Spain, where tourism is an important economic driver (even authoritative voices are announcing that the goal could be for it to account for 15% of GDP), with a model that has been successful so far, but which will undoubtedly have to continue evolving with the support of all the stakeholders involved.
This context of continuously rising figures brings with it positive consequences such as economic growth, job creation, the revitalization of regions, and improved infrastructure. However, we can also talk about overcrowding or excessive growth, which can lead to low-quality tourism offerings, a lack of coordination and resources to deal with the tourism boom, poor use of heritage, and even problems of coexistence with the local population.
Not everything is black and white. Data points to tourism as a fundamental pillar, both now and in the future, as a driver of economic, social, and environmental development worldwide. The potential is undeniable, so the determining factor in whether a country, region, city, or tourism company can adapt to this new scenario and focus its strategy in the right direction is definitely management.
To avoid being too generic, we will refer to this approach using a concept that has become very relevant lately: sustainable tourism.
We can all agree that there is no need to cite too many examples of unsustainable tourism. We all remember images of Venice ravaged by hordes of tourists, beaches in Southeast Asia that until recently were paradisiacal where tourism has multiplied with an absolutely catastrophic environmental impact, long queues of tourists climbing Everest, destroyed by the invasion of travelers, or problems of urban speculation that generate excessive price increases, with the corresponding impact on residents in the area.
Sustainable tourism does not seek to halt tourism growth (which would be almost impossible anyway), but rather proposes a different model: a change in mindset within the industry and among all stakeholders in the sector, including tourists themselves, that will enable tourist flows to be managed efficiently and responsibly.
In summary, tourism should be a win-win for everyone involved, but above all, it must preserve what is most important: the tourist resource itself. If the authenticity of the reason why travelers visit a place is not cared for and maintained, in the long run, that model is doomed to failure.
In the short term, it may generate large revenues, but over time all that will remain is a degraded ecosystem, a damaged environment or heritage, and a fleeting social impact that may even lead to more problems and inequalities than before.
The benefits of a sustainable tourism model must be defined, implemented, monitored, and measured in four areas: environmental, heritage, economic, and social.
1. At the environmental level, the main practices to be carried out to achieve a good balance with tourism could be:
Tourism practices with zero (or minimal) environmental impact: electric vehicles or any sustainable form of transport, reduction in the use of plastics, generation of clean energy, use of locally sourced raw materials. Responsible consumption and awareness that resources are limited and that taking care of them will ensure that tourism continues for longer and in better conditions.
It is a matter of making everyone involved understand that tourism must adapt to the existing environment in order to preserve it, and not the other way around.
2. In terms of heritage, sustainable tourism should focus on:
Preserving tangible heritage: monuments, museums, or any other physical elements of cultural interest. Preserving intangible heritage: regional traditions or festivals, typical cuisine, and the way of life of the local people.
The idea is to integrate tourists into the destination so that they feel part of it (with all the potential that this also has in terms of business) and do not become "outsiders," alien to the place they are visiting.
3. The economic benefits of sustainable tourism can be summarized as follows: it should be a driver of development at all levels—for the local population, for tourism businesses, and for public entities, which also play a fundamental role in the process of managing and controlling tourism activity.
4. Finally, on a social level, sustainable tourism should focus on:
Reinvesting part of the profits generated by tourism in society (more and better jobs, improved infrastructure, etc.). Revitalizing regions through tourism. Fostering good relations between tourists and residents (remember the win-win situation).
The question is, is it possible to have a tourism model that combines all these characteristics and still be profitable, successful, and attractive to everyone? The answer is clearly yes. A sustainable model is perfectly capable of continuing to attract tourists and providing them with unique and inspiring experiences.
In addition, tourism demand is evolving to meet new tastes and expectations, and more and more travelers are becoming aware that another type of tourism is possible. More companies are seeing this business model not only as a way to preserve the future of tourism, but also as a way to differentiate themselves.
You can look the other way or think that everything will remain good intentions, but in the future, tourism will either be sustainable or it will not be at all.
