Four scenarios for travel and hospitality leaders after COVID-19 has been saved
Four scenarios for travel and hospitality leaders after COVID-19
The world remade
We are in uncharted waters, yet hospitality and travel leaders need to take decisive action to ensure their organizations are resilient. How will COVID-19 accelerate or redirect the travel and hospitality industry over the next three to five years? Scenario thinking can help leaders prepare for a future no one can predict and clarify the potential implications of choices.
Prepare for the next “normal”
The current COVID-19 crisis will end and life will return to ‘normal’. But what will this new normal look like? A new phase of positive signs on the travel disruption has begun and we are moving increasingly from an intelligent lockdown to less restrictive socializing rules. Staying a minimum of 1.5 metres apart remains the norm, however, a bigger amount of people are allowed to enter public places. Hotels, restaurants, theme parks and cinema’s are opening their properties again, depending on the demand and cost-profit outlook. Although international travelers from Asia and the US are not yet traveling to European countries, we see positive signs, such as an increase in the occupancy rates and a significant increase in ‘staycation’ and ‘holistay’ concepts supporting the local hospitality community. The most important question remains: How long will it take before the worldwide tourism recovers?
Our publication ‘The world remade’ is intended to help travel and hospitality industry leaders understand the implications of COVID-19 on the industry, sharing different scenarios to help plan for long-term success for their people, business and society. While some trends may have already been in motion, others could be initiated in response to the pandemic or economic downturn.
Uncover four distinct scenarios: from Passing storm to Lone wolves
We explore scenarios about how the COVID-19 pandemic could accelerate or redirect the travel and hospitality industry over the next three to five years. The scenarios below illustrate potential long-term implications for the broader travel environment and the companies that operate within it.
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