Trump, Tech, and Traveller Types: 7 'Buzzwords' That Are More Than Just a Buzz (Part 1)
The tourism industry is evolving at a breakneck pace. Technology is reshaping how we operate, geopolitical shifts are influencing where one chooses their destinations, and travellers themselves are rapidly changing in motivation and expectations. Whether you’re a destination marketing organisation (DMO), travel brand, or tour operator, staying ahead of the curve is not merely the smart step to take– it is necessary for survival.
So, the questions present themselves: what’s hot? What can help you get ahead in this competitive industry? And what do we need to fix to go forward? Here are the 7 trends destinations and travel businesses must keep an eye on to keep up with other industry stakeholders.
1. Artificial Intelligence and Travel Tech are Your Best Friends
Artificial Intelligence (AI) has moved well beyond buzzword status—it is now shaping every stage of the travel experience. In fact, according to Booking.com, traveller trust in AI is surging, especially in Asia, where nearly 85% of travellers say they trust AI tools to guide their journeys. These tools are no longer just helpful for booking flights and hotels. Increasingly, AI is being used to inspire more responsible and conscious travel.
Today’s AI tools help travellers avoid overcrowded tourist hotspots, discover hidden gems, and even engage more deeply with local communities. This shift is not only creating more personalised experiences but also helping tackle the pressing issue of overtourism. By redistributing visitor flows to lesser-known areas, AI is enabling a more balanced and sustainable approach to travel planning.
The benefits of AI are not just for travellers, because they are equally game-changing for tourism businesses. From large corporations to small enterprises, AI is becoming a strategic powerhouse. Beyond streamlining workflows and freeing up time and resources for teams to focus on higher-value work, AI is becoming a strategic powerhouse that helps identify traveller personas, predict demand, adjust pricing dynamically, and personalise messaging at scale.
For small and medium-sized enterprises (SMEs), the implications are especially significant. Many of these businesses operate with limited resources. AI’s ability to automate tasks and operate independently makes it easier for smaller players to scale up and compete with larger players, levelling the playing field.
A compelling example of AI-driven innovation comes from South Africa’s Western Cape tourism board, Wesgro. Their “Starlight Adventures in the Cape Karoo” campaign used data analytics to spotlight Cape Karoo, an underserved region that had long flown under the tourism radar. The destination was brought to life through an immersive Roblox experience where children and families could explore the town virtually, guided by avatars based on real local residents. The campaign generated real-world curiosity, increased visitation, and raised awareness about the destination’s unique heritage, all while supporting sustainable and inclusive tourism growth.
Still, as with any powerful tool, AI and other innovative technologies that come after must be used responsibly. It is essential to ensure data privacy, avoid algorithmic bias, and guard against misinformation. And while automation can be a powerful ally, the irreplaceable role of human judgement, especially during times of disruption or crisis, must remain central to the travel experience.
2. Aviation: Low-Cost Carriers and the New Era of Airports
Low-cost carriers (LCCs) have become a defining feature of the aviation landscape in the Asia Pacific region. Over the past 15 years, their presence has grown steadily, now accounting for around 31% of total seat capacity, according to OAG Aviation. In India, the figure exceeds 70% for domestic flights. This shift reflects more than market dynamics; it speaks to evolving traveller expectations, especially among younger generations who prioritise affordability and the hassle-free option.
We are also expected to see legacy airlines adapting. Currently, some are already embracing the LCC model by launching or expanding budget subsidiaries, such as Qantas with Jetstar, and Singapore Airlines with Scoot.
Such changes are not limited to airlines—they extend to airports as well. As traveller expectations evolve, airports are being nudged to adapt in ways that go far beyond infrastructure. This shift demands a fresh look at facilities, service delivery, and how we engage travellers within the airport ecosystem. The long-term implications are significant: from the way terminals are designed, to how passengers are guided through the space, to how operational strategies are shaped around personalised experiences. Meeting these expectations requires a different mindset; one that reimagines travel retail, dining, and amenities not as ancillary services, but as integral parts of the airport experience.
‘Why do airports matter if they are just transit points?’, you may ask. Well, a lot of stakeholders forgot that an airport is often a traveller’s first and last impression. And, as demonstrated by İGA Istanbul Airport — which has evolved itself into passenger-focused “entertainment centres” by integrating personalised digital services, family-friendly entertainment, and diverse retail and dining. Ultimately, transforming transit into a valued part of the journey, airports clearly possess the potential to shape perception and the desire to spend in travellers.
Thus, it is not difficult to conclude that destinations that see their airports not as a transport node, but as part of the visitor journey, will gain a new competitive edge.
3. The Keys to Destination Marketing Are Precision, Relevance, and Emotional Connection
In today’s crowded travel and tourism industry, it is not enough to show what your destination offers. The right message must be delivered to the right traveller at the right time. Here is how destinations can refine their approach to stand out and connect meaningfully with today’s travellers.
Hyperpersonalisation
Hyperpersonalisation is no longer optional—it’s expected. According to HBX Group, travellers now seek highly tailored experiences shaped by social media and AI algorithms that match content to individual preferences.
In China, Dragon Trail International advises destinations to move away from treating the destination as a single market. Instead, focus on specific segments aligned with your unique selling point (USP), and work with the travel trade to ensure relevant products reach the right audiences.
Social Media & Influencers
Social media continues to be one of the most powerful drivers of travel decisions. Skyscanner notes that Indian travellers are turning to platforms like Instagram and TikTok for destination inspiration. Supporting this, Skift reports that 80% of global travellers use social media to research where to go before booking, underlining its growing influence in shaping travel intent and behaviour.
Moreover, Skift also heavily emphasised that the amount of time between viewing content on a social media platform from an influencer and hitting the buy button has decreased because it is all on the same platform. In other words, buyers don’t have to fully hop off their scrolling spree to be able to book a flight or buy a ticket, making the path from inspiration to action frictionless and almost instant. This shift is dramatically increasing the effectiveness and value of influencer-driven content.
Unique Destination Identity
Successful destination branding is not about being louder—it is about being unmistakable in a sea of other equally attractive destinations. As Alan Elliott Merschen, Founder of The SIGMUND Project and Partner at MMGY Global, puts it: destinations must answer not just “Why here?” (USP), but also “Why now?” (Timely Selling Proposition).
Travellers crave character, clarity, and emotional connection. The most memorable destinations do not try to say everything, but say the right thing with conviction, own their distinct voice, and stay consistent. That starts with knowing your core audience and staying true to your identity across every message and market.
4. Rethinking Tourism Workforce Development
Though not a “trend” in the traditional sense, workforce development is an issue that demands continuous attention. That is because without a skilled, motivated, and stable workforce, none of the other trends can truly succeed.
Today, the tourism workforce faces a complex set of challenges. Staff retention is a growing concern, with high turnover particularly in entry-level roles. Many of these positions are perceived as low-paid, seasonal and unstable, and lacking in long-term opportunity. Meanwhile, employers are increasingly frustrated by curricula that feel out of step with the realities of how the current tourism industry operates — a clear disconnect between what education systems deliver and what the industry actually needs. These are only a few of the obstacles that plague the tourism industry.
These problems cannot be solved in isolation. What the industry needs is a united response. It needs a commitment to rethinking how we train, support, and retain talent across the entire ecosystem. While there are many paths to take, here are three pillars that can lead to a meaningful change:
First and foremost, stronger cross-sector collaboration is essential. Governments, educational institutions, and private sector leaders must come together through regular forums or working groups to align their efforts (Pear Anderson, 2025). Meanwhile, education and industry must closely collaborate on the direction of their curricula to ensure the product of those education is what the employers need.
For educators
To evolve the workforce, the education sector must be reformed and diversified. It is no longer enough to simply train people to fill operational roles; the modern tourism workers need to dabble in various fields of technology, design, sustainability, and entrepreneurship. Thus, programmes must evolve toward interdisciplinary skillsets that empower a multifaceted next generation of tourism innovators who can be the pioneers of their own paths (Capilano University, 2025).
For employers
Improving job attractiveness and career pathways are equally important. This means industry must be able to illustrate possibilities of routes for their employees’ long-term progression while not neglecting short-term incentives (BWH Hotels, 2025). Moreover, upskilling also needs a long-term, sector-wide approach. Companies must be encouraged to invest in training even if their employees eventually move on, understanding that raising the skill level across the industry benefits everyone.
Although these two are something that every destination must address, each should also locate challenges unique to their workforce and seek out the solutions or opportunities that come with it. See Sarawak Tourism Board (STB) as an example. With nearly 50% of the populations in the rural area, STB focus their efforts to support the potential talents and to convincing these individuals to start their own tourism businesses outside of town via trainings and financial support, effectively inspiring these the new generation of young rural people into joining the tourism industry while distributing socioeconomic benefits to outside of urban area. (See example from PATA x Sarawak AI Training Workshop.)
Finally, it is crucial to note that just like their veteran counterparts, these young workers still possess the passion and love for the work. Instead of exploiting this eagerness, industry must harness that passion by emphasising purpose and community pride, while improving working conditions and ensuring that industry visions and the values of younger workers are aligned going forward.
For more insights into today’s workforce: what motivates them and what can the industry do get them into the businesses, download the PATA x Pear Anderson report: The Evolving Tourism Workforce: Human Capital Development in APAC
These first four themes covered certainly highlight just how complex and fast-moving the tourism landscape has become. Staying ahead requires not only awareness but also action, creativity, and collaboration.
For insights on traveller behaviours, geopolitical influences, and the growing urgency of sustainability, visit our second blog here.
This blog post is the first of a two-part series inspired by key takeaways from the conference sessions at the PATA Annual Summit 2025.
