At least another month and a half of top tourism, hotel occupancy over 70 per cent and all the induced activity that the arrival of foreign guests can bring to Kenya. This is the scenario that lies ahead from mid-January to the end of February, especially for the coast and its holiday resorts.
With the reopening of schools and the resumption of work for most Kenyans in the city, the influx of local tourism, which in the very high season, the one coinciding with the Christmas holidays, was added to the more ‘pre-paid’ tourism, i.e. those who did not mind paying much more for air tickets and accommodation. The large numbers were also supported by those who had already arrived in Kenya before Christmas and opted for a longer holiday period.
Now, however, on a daily basis, those who had already planned their holidays after the binge period are entering Kenya and finding a few more opportunities and slightly less overcrowding. According to the regional hospitality associations, occupancy remains high, especially in Watamu, Diani and the satellite towns of Mombasa, and the grace period of tented camps and lodges in the savannah also continues, with excellent results especially for Maasai Mara and Amboseli.
The Ministry of Tourism is confident of surpassing the sector’s growth from 2022 to 2023, with 34% more presences and a recovery rate of 88% compared to the pre-pandemic period. ‘We will do even better this year,’ said Deputy Minister, John Lekakeny Ololtuaa, ’we are on track to return to contributing 10% to the Gross Domestic Product.
Tourism in Kenya is also the second largest source of foreign exchange earnings, behind only the agriculture sector which earns Kenya about 70 per cent of its GDP. While we are waiting for the final figures for 2024, which should confirm the increase in presences and provide other interesting data, the Kenyan government expects to exceed 3 million presences in 2025, after this promising start to the year and the projections for the following months, also due to the ‘High Easter’, scheduled for 20 April.
But misconceptions around how travel brands should be using social media remain, according to experts.
“Travel brands are seeing social media as a category of the internet still when it’s increasingly becoming the way millennials and Gen Z access the internet altogether,” said Konrad Waliszewski, co-founder and CEO of @Hotel.
“Even Google admits now that most millennials and Gen Z search on Instagram and Tiktok before going to Google search for just about everything … I think it really has become the new search engine. People want to see videos. People want to see social proof,” he said.
David Armstrong, co-founder and CEO of HolidayPirates, discussed why it’s hard for brands to understand the value.
“I think the comparison to traditional search … paid search and the immediate return on investment [ROI], that’s a mistake that many brands do [make] comparing the performance of social media with,” Armstrong said.
Some key performance indicators such as clicks, traffic, engagement and shares can be measured more immediately, but when revenue and conversion take more time.
“It’s not so comparable with traditional ways of performance marketing. It’s actually not really performance marketing that you do on social,” Armstrong said. “You have to have a more hybrid mindset of it.”
And while it’s a lot of work to keep up with ever-changing algorithms and trends, the space has continued to expand and there is more opportunity for brands to benefit.
“The growth, it hasn’t stopped,” Armstrong said. “Essentially, if you really dedicate yourself to the channel and understand how to play it, it keeps growing.”
It’s important to stay agile and to keep an eye on emerging platforms, too.
“If a new platform comes out, we immediately jump in, and we’re just curious students of what’s happening,” Waliszewski said. “What we’ve found is … a lot of things have come, had a little moment of attention and then phased out. So we don’t over invest until the data shows that it’s working.”
While there’s a lot of room for success on social, it’s not as black and white in terms of how to have marketing success, Armstrong said. Instead, social media marketing involves some trial and error. But that’s not a bad thing, Waliszewski said.
“Let’s be honest, anyone in consumer travel cannot compete with Booking and Expedia on Google ads,” he said.
“What they can compete on is being first to these platforms, experimenting [with] these platforms. A lot of large incumbents won’t realize what’s happening on these new platforms, and then they’ll take so much time to allocate a team to start creating a strategy, and often will miss that wave.”
Organic social is the place to compete for newer companies, Waliszewski said, underscoring the importance of making an effort in that space.
The executives also touched on the most effective platforms, what has come and gone and how to navigate platform changes in an interview with senior reporter Morgan Hines in the PhocusWire studio at The Phocuswright Conference in November.
The tourism sector recorded an improved performance last year as a result of growth in the aviation sector and hosting of prominent conferences.
Data from the Economic Survey 2024 shows the number of international visitor arrivals grew by 35.4 percent to 2.086 million in 2023, from 1.5 million in 2022.
Further, the surge in the growth of tourist arrivals saw the sector reach a recovery rate of 102.5 percent compared to 2019, surpassing the global pre-pandemic recovery rate of 88 per cent.
The hotel bed-night occupancy rose by 23.2 per cent to 8.63 million in 2023 of which 53.5 percent were occupied by Kenyans. The trend shows a growing domestic tourism.
The improved performance indicates that the sector is likely to achieve the 2.5 million international visitor arrivals and 6.5 million bed nights’ occupancy by Kenyans as contained in the Third Medium Term Plan, 2018-2022.
The Tourism Research Institute, earlier this year released a report that showed that the tourism sector performance had rebounded strongly by Sh56.34 billion, surpassing the pre-pandemic earnings of Sh296.2 billion recorded in 2019.
The immense recovery has been attributed to the weakening of the Kenya shilling against major global currencies and the effects of inflation locally and internationally also the rebound indicates higher per capita spending by arriving tourists.
Following the impressive sector performance, the tourism report projects that the sector performance will grow to Sh430 billion in 2024.
It also projects hitting up to 1.024 trillion by 2028 indicating a possibility of the country achieving the government’s vision of attracting five million tourists by 2028.
On visitor arrivals, the tourism sector projects receiving 2.4 million tourists in 2024, and up to 5.7 billion visitors by 2028.
Visitor arrivals by point of entry increased by 36.4 per cent through JKIA and Moi International Airport when compared to the rise of 31.9 percent recorded through other border points in 2023.
The economic survey shows that most visitors came for holiday. 934,400 visitors came for holiday, 493,800 came for business, and 101,700 were on transit.
In the same period, the number of departing visitors increased by 36,4 per cent to 1,952,400 in 2023 to 1,431,800 in 2022. The hotel bed nights’ occupancy by residents of Europe more than doubled to 1,970,000 in 2023. This was attributed to notable growth in bed-night occupancy by residents of Germany, Italy and UK in 2023.
Kenyan residents accounted for more than half of total bed-night occupancy in 2023, highlighting the significance of domestic tourism.
Further, the hotel bed-night capacity grew by 8.4 percent in 2023, partly attributed to new hotels and the expansion of some of the existing ones.
The Henley Passport Index, a global authority on passport rankings, has revealed its 2025 list of the most powerful passports worldwide.
Drawing on exclusive data from the International Air Transport Association (IATA) and extensive research, the index ranks 199 passports based on the number of destinations their holders can access without a prior visa.
While African nations like Seychelles and Mauritius perform exceptionally well, a stark contrast remains between the continent’s most and least powerful passports.
For example, war-torn nations such as Somalia and Sudan rank near the bottom, highlighting the impact of geopolitical instability on mobility.
Here’s a look at the top-performing African passports on the Index this year:
Mauritius secures second place among African countries with its 151 visa-free destinations making it a standout performer.
3. South Africa – Rank 48 (106 Visa-Free Destinations)
South Africa is ranked 48th globally. Its passport holders can access 106 destinations without a visa.
4. Botswana – Rank 57 (88 Visa-Free Destinations)
Botswana’s passport grants its holders access to 88 destinations.
5. Namibia – Rank 62 (81 Visa-Free Destinations)
Namibia ranks among the top five African countries, offering access to 81 destinations.
Other Notable Mentions:
Kenya – Rank 68 (74 Visa-Free Destinations): East Africa’s leading passport.
Ghana – Rank 74 (68 Visa-Free Destinations): Ghana maintains its reputation as a gateway to West Africa with improved access.
Nigeria – Rank 94 (46 Visa-Free Destinations): Despite challenges, Nigeria’s passport holds significance due to its strategic importance in the region.
With the recent spate of air accidents, travellers may feel less confident. But is flying really becoming unsafe?
2024 has fanned the flames of worries over flying, particularly in recent weeks, when more than 200 people lost their lives in two separate incidents just days apart.
Thirty-eight people died when an Azerbaijan Airlines plane crashed in Kazakhstan; four days later, 179 perished when a Jeju Air flight crash landed in South Korea.
While recent events are still ringing in the minds of many, 2024 was a year of disasters in aviation. In early January, a fiery crash in Tokyo shocked the world, leaving five members of the Japan Coast Guard dead, although passengers on the Japan Airlines plane escaped safely.
Days later, part of a plane fell off when it was departing from Portland, Oregon, leaving a gaping hole in the side of the fuselage. Again, all 177 passengers survived the emergency landing, but the fallout from the event has seen major manufacturer Boeing in the spotlight all year.
During the summer the tragic loss of a Voepass flight in Brazil claimed the lives of 62 passengers and crew.
On top of this, multiple reports of aircraft hitting severe turbulence and injuring people, including one fatality on a Singapore Airlines flight, have given travellers cause to worry about their safety.
According to the Aviation Safety Network, a total of 318 people died in aircraft accidents last year, making 2024 the deadliest year in aviation since 2018.
But is flying really becoming less safe, and should we be worried if we’ve got an upcoming trip booked?
Flying is getting safer all the time
Dr Hassan Shahidi, president and CEO of Flight Safety Foundation, a non-profit involved in all aspects of aviation safety, put things in perspective for Euronews Travel.
“In all of 2023, there were zero commercial jet fatalities,” he says. “By the time 2024 was over, the aviation industry had transported 5 billion passengers worldwide. And until just the past few days, 2024 was poised to repeat that safety record.”
According to research from the Massachusetts Institute of Technology (MIT), flying is safer today than ever.
In the 2018-2022 period, the risk of dying through air travel was calculated to be 1 per every 13.7 million passenger boardings. That’s down from 1 per 7.9 million boardings in 2008-2017 and a major decrease from the 1 per every 350,000 boardings in 1968 to 1977.
The gaping hole where the panelled-over door had been at the fuselage plug area of the Alaska Airlines flight from Portland.AP/National Transportation Safety Board,
Research from Embry-Riddle Aeronautical Academy has shown that up to 80 per cent of aviation accidents can be attributed to human error. A mistake on the pilots’ part is thought to account for 53 per cent of accidents, while mechanical failure was considered to be at fault in just 21 per cent of cases.
Airbus studied which part of the flight was most dangerous, and found that takeoff and landing were when accidents were most likely to occur. Both of the two December 2024 crashes happened when landing, although other factors were in play.
In the Jeju Air crash, for example, there were reports of an engine being damaged after hitting a bird, and the aircraft, for an as yet unknown reason, did not have its landing gear deployed when it touched down. The investigation will be long and complex, and it’s likely to be some time before we understand exactly what happened.
“This accident involved a multitude of factors, from bird strikes to landing without landing gear and flaps,” Shahidi adds. “All of this will be thoroughly investigated, contributing factors will be determined and steps will be taken to ensure this doesn’t happen again.”
Jeju Air has been inspecting its fleet of 737 ‘next generation’ (NG) aircraft, but out of an abundance of caution. Nothing so far suggests that there is a more widespread problem with the aircraft type.
Airlines are advised to avoid warzones
The Azerbaijan Airlines crash was something a little different. Although investigations are ongoing, initial assessments suggest the aircraft may have been hit by Russian air defences, causing it to depressurise and lose control.
That assessment will bring to mind a similar situation from a decade ago. In July 2014, a Malaysia Airlines plane was shot down by Russian-backed forces using a surface-to-air missile while it was flying over eastern Ukraine. All 283 passengers and 16 crew members died.
The investigation recommended states involved in armed conflicts close their airspace, and that operators should thoroughly assess risk when routes pass over areas of conflict.
The European Aviation Safety Agency (EASA) publishes Conflict Zone Information Bulletins to caution air operators about potential safety threats.
However, as Janet Northcote, spokesperson for EASA, explains to Euronews Travel, “EASA does not close airspace or have the right to mandate the avoidance of airspace. But the information provided here flows into the individual airline’s own safety assessments and creates awareness of any aviation safety threat.”
So why was Azerbaijan Airlines flying over a conflict zone? Although many Western airlines have ceased operations to and over Russian airspace, numerous Middle Eastern and Asian airlines continue to operate in that area.
Carriers from Turkey, China, the UAE and other nations are not avoiding the airspace, despite the risk.
“Air travel in known conflict zones has significant risk,” Shaihid says. “Airlines must carry out risk assessment for their routes to ensure that the risks are mitigated and take an alternate route.”
Nonetheless, no European airline currently flies to Russia or through its airspace, having heeded the advice of EASA and other agencies.
Every air accident makes air travel safer
The small silver lining in the terrible year aviation has experienced is that every accident serves to make air travel safer in the future.
As Simon Calder, travel correspondent for the UK’s Independent newspaper wrote in a recent column, “All the dramatic aviation events of 2024 – fatal and otherwise – will be analysed minutely to understand what can be learnt to enhance future safety.”
In the case of both the Jeju Air and Azerbaijan Airlines crashes, the infamous ‘black boxes’ have been recovered and sent for interrogation.
These two boxes, which are actually bright orange in colour, are the Flight Data Recorder (FDR) and Cockpit Voice Recorder (CVR) and should shed some light on what happened prior to the crash.
Accident investigators are on the ground in Kazakhstan and South Korea gathering more evidence, a process that could take some time. Following this, collected data will be analysed in a lab to determine the cause of the crash.
A preliminary report will likely be made public in the coming weeks, although the final report will take longer.
From these reports, various recommendations will be made to avoid a similar situation in the future.
Experts from the US National Transportation Safety Board and joint investigation team between the US and South Korea check the site of Sunday’s plane crash.Son Hyung-joo/Yonhap via AP
“One of the strengths of aviation safety processes is that whenever any tragedy does occur, we analyse what happened and take appropriate action to ensure, to the extent possible, that the same type of accident will not occur again,” explains Northcote.
Consider any major aviation accident, and it’s possible to see the longer-term positive effect it has had on air safety.
A collision over the Grand Canyon in June 1956, for example, between a TWA Super Constellation and a United Airlines DC-7 led to upgraded forms of air traffic control.
After TWA Flight 800 exploded in mid-air in 1996, modifications were made to ensure fuel could not be combusted by an errant spark.
Without the tragedy of 9/11, the Transportation Security Administration (TSA) would never have been created. And thanks to the (still) missing Malaysia Airlines MH370, all aircraft are now tracked in real-time.
“This constant cycle of improvement is fundamental to keeping the aviation safety record strong,” says Northcote.
“We work with other regulators, for example the Federal Aviation Administration (FAA) in the United States and with the International Civil Aviation Organisation (ICAO), to ensure that aviation safety standards are high globally, not only in Europe.”
While manufacturers, airlines and regulators work hard to maintain safety in the skies, Northcote highlights that safe travel is a team effort.
“Aviation has in general an excellent safety record, but this is no cause for complacency,” she says. “This strong safety record can only be maintained by many individual people fulfilling their role every day to ensure that operations are safe.”
Kenya Airways (KQ) made a triumphant return to the Nairobi Securities Exchange (NSE) this week after a four-and-a-half-year suspension, sparking bullish investor sentiment. Shares of the national carrier initially surged to a high of Sh6 (4.6 US cents) before settling at Sh4.76 (3.7 US cents) per share by Wednesday, valuing the airline at Sh25.21 billion ($193.67 million).
The Journey Back to the Bourse
Kenya Airways’ suspension from trading in July 2020 came amid efforts to nationalize the airline in response to crippling debt and the impact of the COVID-19 pandemic on global travel. At the time, shares traded at Sh3.83 (3 US cents). However, the nationalization plan was abandoned after the airline showed signs of recovery and a change in Kenya’s administration in 2022 under President William Ruto, who shifted focus to privatization.
The airline’s return to the NSE coincides with its first profitable financial year since 2013. For the first half of 2024, Kenya Airways recorded a profit after tax of Sh513 million ($3.96 million), driven by a 22% rise in revenue to Sh9 billion ($69.5 million) and a 10% increase in passenger numbers to 2.54 million.
“The suspension on the trading of Kenya Airways PLC shares was lifted following the company’s recent performance, which saw the company record a profit after tax and the withdrawal of the National Aviation Management Bill 2020,” the NSE stated.
Turning the Corner: Restructuring and Recovery
Kenya Airways’ turnaround strategy has been central to its resurgence. By implementing measures focused on cost reduction, capacity expansion, and financial restructuring, the airline reduced overheads by 22% and significantly eased its debt burden. CEO Allan Kilavuka highlighted the company’s efforts to strengthen core operations and enhance customer service, positioning it for sustained growth in a challenging aviation environment.
The government played a critical role in alleviating Kenya Airways’ financial woes by taking on a significant portion of its debt. In 2022, it converted the $841.6 million EXIM Bank loan—secured in 2017 for fleet expansion—into local currency, reducing the financial strain caused by exchange rate volatility.
Currently, the Kenyan government holds a 48.9% stake in the airline, local commercial banks own 38.1%, KLM Royal Dutch Airlines 7.8%, and minority shareholders hold 2.8%.
Challenges Ahead: Negative Book Value
Despite its recent profitability, analysts caution against overlooking the airline’s negative book value, which stood at Sh123.6 billion ($954 million) as of its last financial report. This metric reflects the lingering impact of years of losses and highlights the airline’s precarious financial position.
Ronny Chokaa, an analyst at Capital A Investment Bank, noted, “The improved turnaround of KQ sets the pace for investors to price in the recovery performance going forward. But the company’s biggest problem may be the negative book valuation that may slow down the bullish activities of the stock.”
Searching for a Strategic Investor
Kenya Airways continues its quest for a strategic investor to stabilize its financial footing and drive long-term growth. The government has expressed willingness to relinquish its majority stake to an investor with the capacity to revitalize the airline. However, despite reports of progress in securing an investor, no formal announcement has been made.
A Path Forward
Kenya Airways’ relisting on the NSE marks a pivotal moment in its recovery journey, fueled by financial restructuring, operational efficiency, and renewed investor confidence. While challenges remain, including the pressing need to address its negative book value, the airline’s improved performance signals a potential new era for one of Africa’s most iconic carriers.
Investors and aviation stakeholders will closely watch KQ’s next steps, particularly its efforts to secure strategic investment and maintain its financial momentum in a competitive and volatile global aviation market.
The Kenya Association of Travel Agents (KATA) is seeking a dynamic and results-driven professional to join our team as the Membership and Partnerships Manager. This critical role will support KATA’s mission by leading efforts in membership engagement, strategic partnerships, communication strategies, and event management to drive industry growth and value for our members.
Key Responsibilities:
Membership Management:
Develop and implement strategies to attract, retain, and engage members.
Serve as the primary point of contact for member inquiries, providing timely support.
Enhance the value proposition for KATA members through innovative initiatives.
Strategic Partnerships:
Identify and build partnerships with airlines, hotels, tourism boards, and industry stakeholders.
Negotiate agreements that align with KATA’s strategic goals.
Represent KATA at industry forums and events to promote collaboration.
Communication and Branding:
Implement a comprehensive communication strategy to increase visibility and engagement.
Oversee the creation of content for newsletters, press releases, social media, and the KATA website.
Ensure consistent and professional branding across all channels.
Event Management:
Plan and execute impactful events, including industry meetings, conferences, workshops, and awards.
Manage all aspects of event logistics and coordinate with partners and sponsors.
Analyze feedback to improve future event outcomes.
Administrative and Strategic Support:
Work closely with the CEO on strategic initiatives.
Prepare reports for the Board and stakeholders on membership and partnership activities.
Qualifications and Experience:
Bachelor’s degree in Business Administration, Marketing, Communications, or a related field.
Minimum of 5 years of relevant experience in membership management or partnership development.
Strong understanding of the travel industry and its key stakeholders.
Proven track record in event planning and execution.
Excellent communication and relationship-building skills.
Proficiency in CRM tools, social media platforms, and MS Office Suite.
Key Competencies:
Strategic thinking and problem-solving abilities.
Strong organizational and project management skills.
Ability to work independently and collaboratively in a dynamic environment.
High level of professionalism and attention to detail.
How to Apply: Interested candidates are invited to submit their application, including:
A cover letter outlining your qualifications and suitability for the role.
New year, new travel plans. If 2023 was the year of revenge travel, and 2024 was one of normalization, what will 2025 bring for the travel industry? Likely a slow and steady baseline of growth. But there will also be plenty of challenges and changes.
Skift Research’s new Global Travel Outlook 2025 takes a closer look at what the coming year has in store for the business of travel. New to the outlook is a five-country survey: We asked travelers in the U.S., UK, Germany, India, and China how they’re thinking about travel and what their budgets look like. Results from these ~1,600 global travelers bode well for the industry. On average these respondents intend to spend 9% more on travel this year. Travelers in India are particularly ready to hit the road – they expect to spend 14% more, the biggest increase in our survey.
These consumer-led survey results are consistent with our sector-by-sector revenue estimates for online travel, hotels, airlines, cruise, and short-term rentals. Both methods point to high single-digit revenue growth for the travel industry in 2025. That is below the revenge travel era, but in a world where the IMF expects global GDP to increase by 3.2%, it still makes travel a “GDP-plus” growth industry.
That’s not to say that everything will be smooth sailing. In the U.S., there is a massive change in power underway with Donald Trump set to head back to White House. It’s unclear how it will play out, though travel leaders are mostly optimistic. In Europe, slow growth remains the order of the day. China, too, is facing economic challenges while the Middle East continues its tourism investment full steam ahead. These disparate trends mean that region-specific expertise will likely be rewarded over a one-size-fits-all approach.
Overtourism and sustainable travel were put on the back burner by the pandemic. No longer in 2025. Regulators are on the move with junk fee rules, Airbnb bans, and emission mandates all being enacted. These old standbys will be joined by new challenges in 2025. Brands will have to fight to stay relevant in the face of new entrants and an increasingly jaded audience of travelers. Artificial Intelligence and other new tools will require investment in data and technology platforms. Inflation and labor costs remain top of mind. But don’t mistake these many challenges for defeatism. Skift Research is still optimistic. That brings us back to our north star – the traveler.
And on this front our survey work makes clear that the shift to spending on experiences over things remains strong. Travel is the discretionary purchase that people are most excited to splurge on. It outranks dining, electronics, jewelry, and more.
In the new year, the consumer intends to travel more often and spend more on travel. They want to explore new destinations, and, where possible, indulge in luxury rooms and experiences. Travelers are crafting a 2025 full of travel that balances exploration, responsibility, and indulgence. I’ll drink a new year’s toast to that!
Tourism stakeholders operating at Kenya’s Coast have said that 2024 has been a remarkable year for them.
They said despite the year having witnessed Gen Z-led protests, it has still recorded a high number of tourists flocking to various places and booking hotels, compared to previous years.
In an interview with The Eastleigh Voice, the stakeholders expressed optimism that before the end of the year, the sector will hit 100 per cent performance, owing to the huge numbers of tourists who continue to book space.
They said that compared to previous years, this year’s high tourist season has seen tremendous performance.
Among the key stakeholders in the industry interviewed by The Eastleigh Voice across the six Coast counties included hoteliers, tour guide operators, beach operators, and officials representing various tourism entities in the region.
Those interviewed acknowledged having received early bookings in their premises with more expected during the December festive season and towards January 2025.
In Lamu, for instance, there has been a high number of French tourists booking space in the various hotels in Shella and other key tourist destinations across the archipelago.
Best tourist season
Lamu Tourism Association (LTA) Vice Chairperson Fridah Njeri expressed confidence that this year’s high tourist season will be the best compared to previous years.
“There are so many international tourists, particularly from France, booking space in Shella, Lamu, Kipungani and other places. That means by December and January, we shall be having tremendous bookings in our hotels,” said Njeri.
Former Kenya Tourism Federation (KTF) chairperson Mohammed Hersi lauded hotel owners at the Coast for their zeal and determination in ensuring they offer the best in terms of services to tourists visiting their premises.
Mohammed challenged those unwilling to undertake maintenance of their hotels to be ready to miss out on guests as many prefer looking for proper services elsewhere.
He also advised hotel and travel agencies to embrace the digital space to market their services.
He, however, noted that the 2024 high tourist season has already given an early indication of doing better compared to last year.
“In 2023, the high tourist season was good. We recorded almost 2.1 million guests, though some were from the East Africa region, that’s Uganda and Tanzania. We also had tourists from Europe, Japan, and America where I believe the money is. This year, I can see the season has picked well and we expect good results at the end,” Mohammed said.
Gen Z protests
Highlighting matters of the Gen Z-led protests, Mohammed said the situation had a negative impact, particularly for hotels offering conference services.
He expressed optimism about the industry getting back to its feet now that calm has been restored across the country.
“Gen Z protests affected tourism performance, though minimally. Hotels that handle conferences and meetings experienced lots of cancellations since they knew they couldn’t handle matters of evacuation of guests and tourists if the need arose,” said Mohamed.
“But I commend the state for ensuring calmness resumes. I also congratulate hotel owners for spending money in renovating their premises, meaning they have confidence that the future is bright,” he added.
In Kwale and the general South Coast destinations, stakeholders interviewed expressed hope and confidence in the high tourist season peaking well.
Leopard Beach Resort’s General Manager Kioko Musyoki noted that currently, the tourism sector is performing at between 70 to 85 per cent as most premises were receiving bookings almost on a daily basis.
Musyoki also doubles as the chair of the Kenya Association of Hotel Keepers on the South Coast.
“We normally record about 80 per cent plus in tourist bookings once the high season begins. Currently, we’re already between 70 to 80 percent performance. My appeal is for peace to prevail throughout the season. I am confident we shall hit above the 90 per cent mark this December,” said Musyoki.
Tourists at the KPA jetty in Lamu Town. (Photo: Farhiya Hussein)
Lamu Festivals
Lamu Tourism Executive Aisha Miraj banked her hope on this year’s festivals in the county to boost the tourism sector.
The sector is currently performing at 70 per cent. Among the events lined up included the Lamu Cultural Festival which was held between November 28 and November 30.
Miraj said there had been a low number of tourists coming to Lamu, particularly between April and June, which is considered off-peak or a low tourist season.
As of June this year, the Lamu tourism industry received a total of 1,090 international tourists who visited the archipelago.
Miraj expressed confidence in the Lamu tourism sector hitting the 100 per cent mark now that the high tourist season is already ongoing.
“The Lamu festivals have always acted as key tourist attractions. We’re, however, appealing for countries with active travel advisories on Lamu to lift them. I am aware French and German tourists aren’t allowed to travel beyond Lamu and Manda Islands and this is working to our disadvantage. I believe once such advisories are lifted, Lamu will do better in terms of international guests visiting this place,” said Miraj.
Passenger service standards are pivotal in shaping customer satisfaction within the commercial aviation sector
Global passenger traffic is expected to continue to grow strongly. Accommodating this growth is a major challenge for the air transport industry and governments. It will require new standards, harmonized regulations and adequate infrastructure. In collaboration with its members, international organizations and states, IATA develops standards aimed at simplifying the passenger process towards a more seamless, inclusive and secure passenger experience while improving efficiency and lowering industry costs.
“The clear message from travelers is that they expect to board their planes faster with technology and smarter processes beginning well before they reach the airport. And the good news is that we are making this happen. Already travelers can arrive at the airport ready to fly with admissibility checks completed. And biometrics and digital identity can deliver a paperless experience once at the airport. That’s great for passengers,” says an IATA official. Moe importantly, the greater efficiency will help airport infrastructure to better cope with the growth in passenger numbers, helping to make the business case for adopting these new technologies and processes even more compelling
Passenger service standards (PSS) are pivotal in shaping customer satisfaction within the commercial aviation sector. High service standards lead to positive passenger experiences, fostering loyalty and enhanced brand reputation. When airlines meet or exceed these standards, customers are more likely to choose them for future travel.
Key elements contributing to customer satisfaction include safety, comfort, and ease of access to services. Timeliness in service delivery, courteous staff interactions, and attention to passenger needs all play significant roles. Therefore, adherence to these standards must be prioritized. Satisfaction is not solely derived from meeting basic expectations but also from providing exceptional experiences. Airlines that consistently uphold high PSSs can differentiate themselves in a competitive market. This differentiation can translate into repeat business and favorable reviews. Ultimately, the alignment of PSS with customer expectations results in a stronger competitive advantage. Satisfied customers are more inclined to recommend airlines to others, further enhancing the reputation and success of the airline industry.
Maintaining high passenger service standards in commercial aircraft presents various significant challenges. Economic downturns often compel airlines to implement cost-cutting measures that directly affect service quality. Reduced staffing levels can result in increased workloads for remaining employees, leading to potential lapses in passenger service. In addition, the rising volume of passengers exacerbates these challenges. As airlines accommodate more travelers, the strain on resources escalates, making it increasingly difficult to provide personalized attention and adequate support during flights. Long wait times and insufficient communication can compromise the overall travel experience.
Consequently, the balance between maintaining high PSS and managing operational constraints requires constant attention. Airlines must continuously adapt and find innovative solutions to meet passenger expectations while remaining financially viable. A significant increase in passenger numbers can lead to congestion at airports and within aircraft. This often results in longer wait times for check-in, security, and boarding processes. Consequently, airlines face pressure to streamline these operations to enhance efficiency while still providing exceptional service to each passenger. Furthermore, increased passenger volume may strain onboard services such as catering, entertainment options, and cabin crew availability. Airlines must invest in resources and training to ensure that staff is well-equipped to handle a larger number of passengers. Adapting to this shift is essential for airlines aiming to uphold their passenger service standards amid growing demand.
Additionally, the rise in passenger volume can intensify competition among airlines, prompting them to differentiate their services. Innovations and improved service offerings become vital for attracting and retaining customers, making it imperative for airlines to continuously evaluate and elevate their passenger service standards. Innovations enhancing passenger service standards are transforming the commercial aviation landscape. One notable area of advancement is technology integration, which facilitates smoother check-in processes, reducing wait times and enhancing overall passenger convenience. Mobile boarding passes and self-service kiosks empower travelers to manage their journeys more independently. Passenger service standards encompass a set of criteria that airlines implement to enhance the passenger experience from booking to arrival.
Moving forward, airlines must prioritize these standards to adapt to evolving customer expectations and maintain competitiveness in the aviation industry. The future of PSS will likely be shaped by innovations and regulatory advancements, ensuring that airlines adapt to changing passenger expectations while prioritizing safety and comfort. Continuous improvement in service delivery will be essential for success in this dynamic environment. Transformation, industry success and sustainability can only be achieved through collaborative efforts. IATA is working to develop and nurture partnerships to strengthen the end-to-end passenger experience by engaging airlines, governments, industry associations and strategic partners at global, regional and local levels, to identify common objectives, and areas to start or bolster existing collaborations.
Tourists at the KPA jetty in Lamu Town. (Photo: Farhiya Hussein)