Now that we are approaching the end of the year, there is an opportunity to revisit the role of this sector in our economy and to take stock of 2025. As was clearly evident these days in Macau at the 50th APAVT Congress, the tourism sector faces great challenges in the future, with strong competition in international markets forcing us to focus on innovation and quality as factors of distinction. The digital and sustainability agendas, which dominate priorities at European and national level, will also have in the area of tourism an experimental laboratory of innovative initiatives focused on new solutions – a true sign of confidence in the future, of which the new Tourism Strategy 2035 is a good example.
The tourism sector has experienced exponential growth in recent years, now representing an important part of GDP, with a central contribution in terms of employment and the creation of basic social capital in several regions of the country. In addition to strong promotional campaigns in foreign markets, the effect of the democratization of airspace – in particular with the low cost phenomena – and the development of the country’s brand image – based on strong trends and the use of direct communication – placed our main destinations on major international routes. Across the country, the hotel base – whether large international and national chains or more independent ones – grew exponentially, creating a very complete and varied offer in quantity and quality.
Strong international competition is a great incentive for progressive improvement in the sector and there are many challenges that arise in preparing for this new era that lies ahead. Hotel units – especially those that are more independent and located in less central areas – will have to reposition themselves to be at the forefront of their competitive capacity to attract international and national customers. As many operators have already demonstrated, it is important to make an intelligent compromise between proposing innovative offering solutions and using digital as an enabler of operational efficiency.
Tourists increasingly favor the demonstration effect of quality experiences that allow them to enjoy distinctive factors such as nature, culture and other interesting attractions. Hotels have been able to respond to this increasingly demanding and diverse demand and, both in cities and inland areas, quality offers have emerged at an impressive rate, promoting a structured response with positive effects on local economies and their economic base. It is therefore important at this time of change, and in line with intelligent international strategic benchmarking, to reposition the hotel supply value chain, supported by a culture of open innovation and reinforced and sustained collective intelligence.
Strategic changes in terms of supply and demand behavior are not made by decree. Rather, they are based on a collaborative and participatory process to reinforce a digital culture and promote an agenda of innovation and value capable of mobilizing knowledge networks and sharing good practices. Tourism will increasingly be an intelligent laboratory of the competitive economy that we all believe in, as many of the speakers present in Eastern lands very well noted.