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International Travel Essentials: Choosing the Right Suitcase for Your Trip

Planning for an international trip can be a daunting task. From booking flights to packing your bags, there are many things to consider. One of the most important aspects of traveling abroad is choosing the right suitcase for your trip. With airlines enforcing strict rules on baggage size and weight, it’s essential to find a suitcase that meets their requirements. In this article, we’ll guide you through the process of choosing the right suitcase for your international trip.

Understanding International Baggage Size Regulations

Before you start shopping for a new suitcase, it’s important to understand international baggage size regulations. Each airline has its own rules and restrictions when it comes to luggage size and weight. Some airlines allow larger suitcases than others, while some have stricter weight limits. It’s important to check with your airline before purchasing a suitcase to ensure that it meets their requirements.

Most airlines have a limit on both the size and weight of checked luggage. The typical size limit is around 62 inches (length + width + height), while the weight limit varies between 50-70 pounds depending on the airline. For carry-on luggage, most airlines allow suitcases with dimensions of around 22 x 14 x 9 inches.

Choosing the Right Size Suitcase for Your Trip

Once you’ve familiarized yourself with your airline’s baggage regulations, you can start looking for a suitcase that fits within those guidelines. When choosing a suitcase size, consider how long your trip will be and what items you’ll need to bring with you.

For shorter trips or weekend getaways, a smaller carry-on-sized suitcase may be sufficient. However, if you’re planning an extended vacation or need to pack bulky items like winter clothing or sports equipment, a larger checked bag may be necessary.

Features to Look for in an International Travel Suitcase

In addition to size, there are several other features to consider when choosing a suitcase for international travel. Look for suitcases with durable materials, such as hard-shell polycarbonate or ballistic nylon, that can withstand the rigors of travel.

Other important features include sturdy wheels and an extendable handle for easy maneuverability through airports and hotels. Consider a suitcase with multiple compartments or pockets to help keep your belongings organized and easily accessible.

Packing Tips for International Travel

Once you’ve chosen the right suitcase for your trip, it’s time to start packing. To maximize space and minimize weight, roll your clothes instead of folding them. Use packing cubes or compression bags to further organize your items and save space.

Be mindful of weight restrictions when packing your suitcase. Consider wearing heavier items like coats or boots on the plane instead of packing them in your luggage. Finally, leave some extra space in your suitcase for souvenirs or other items you may pick up during your travels.

Conclusion:

Choosing the right suitcase for international travel is an important part of trip planning. By understanding airline baggage regulations, selecting the appropriate size suitcase, considering important features, and following smart packing tips, you can ensure a stress-free journey abroad.

This text was generated using a large language model, and select text has been reviewed and moderated for purposes such as readability.

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• Professional Team

Tourism Development International (TDI) has a core team of destination planners who are supported by leading global tourism associates with specialist knowledge and practical understanding  of relevant fields, including Digital Marketing, Market Research, Sustainable Tourism, Greenway Development, Product Development, Strategic Planning, Feasibility Studies, Tourism Economic Impact Analysis, Finance, Transport, Business Plans and Management Organisation.

David Mac Nulty Managing Director

Mr Mac Nulty was appointed Managing Director of Tourism Development International in April 2021.

He has extensive experience in the field of international and domestic destination marketing, destination planning, visitor attraction research, socio-economic studies and strategic planning and has been responsible for the direction of over 250 major tourism projects. He is a vastly experienced sustainable tourism destination planner and has been responsible for the delivery of a number of innovative tourism projects including the global Brand Attractions Monitor and “Capitalising on Dublin’s Potential” a tourism plan that projects annual overseas visitor numbers to Dublin grow to 6.4 million. These additional 2.4 million visitors to Dublin will have a profound impact on the city/ region generating € 1.8 billion annual revenue, and adding 27,000 new jobs to the existing 50,000.

More recently David was responsible for the preparation of a major tourism and recreational plan for both the Grand Canal and the Royal Canal. The proposed vision for the Grand Canal Rural and Royal Canal Rural is: The repositioning of the canals from a transport waterway corridor to a branded recreational activity zone; achieved through the development of a multi-use Greenway linking Dublin’s urban population with the River Shannon via an east-west Greenway PLUS network. David is currently preparing a new Tourism Strategy for Donegal 2022-2025.

Robert Cleverdon Director -  International Projects

Robert Cleverdon was appointed Director - International Projects at Tourism Development International (TDI) in September 2008. He has worked for four decades as a tourism planner in the fields of travel, tourism and leisure. His experience covers not only theoretical and practical aspects of development and marketing planning, but has also been obtained through working in many different types of country – 95 in total – and for both destinations (at multi-country regional, national, province/state/county and local levels) and private sector operators (i.e. airlines, tour operators, hotels). 

He has published extensively on tourism market trends and forecasting both through the UNWTO – he is the author of the Tourism 2020 Vision series of reports – and other organisations such as the Economist Intelligence Unit and Mintel.

Eavan Martin FCA AITI Company Secretary

Eavan was appointed Tourism Development International Company Secretary in January 2022. Eavan is the Principal of Martin & Compnay Chartered Accountants & Registered Auditors.

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Qualify in this lucrative and appealing sector, international tourism development, m.a., faculty european campus rottal-inn.

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For entry in march 2024

Subject overview.

International tourism generates billions of euros annually and is still one of the fastest-growing industries, inextricably linked to hospitality and event management sectors that both benefit from and add to the experience of international tourism in both business and pleasure environments.

Throughout the postgraduate International Tourism Development degree, you will broaden your expertise and deepen your knowledge of cross-sector industries throughout the health and tourism sector, such as spas, prevention centres, rehab clinics, sports centres, recreation, leisure and culture centres. The course includes global tourism trends such as:

• Health and wellness tourism due to demographic change and rising health consciousness
• Continued globalisation and urbanisation of destination package deals
• The development of new international destinations
• Increased digitalisation in the tourism industry through website booking engines
• Increased customisation of travel packages with so-called “dynamic packaging“
• Social networks as a communication base for marketing and travel destination reviews
• Trends towards ecological, green tourism

Our university is an affiliate member of the United Nations World Tourism Organization. Therefore, with this excellent postgrad qualification in your pocket, you can look forward to an exciting career in this lucrative and appealing sector!

Professor Steckenbauer describes the International Tourism Development programme in a webinar

Professor Volchek describes how to advance your skills in the smart tourism lab

fact sheet international tourism development

Degree: Master of Arts (M.A.)

Duration: 3 semesters (18 months)

Start: March (summer semester)

Location: European Campus Rottal-Inn, Pfarrkirchen

Taught in:  English

Application period: 15 November - 15 January

Admission requirements:

• Successful completion of studies in a related Bachelor's programme (Academic regulations §3 Qualification for Academic Studies)
• Language requirements
• Application for the admission test
• Free selectable appointments for the written online test: 20 November 2023, 9 am until 19 January 2024, 9 am
• Interviews: 4 December 2023 / 5 December 2023 / 22 January 2024 / 23 January 2024  / 29 January 2024 / 30 January 2024 (Please keep these dates free)

Application procedure:

• Read step by step of how to apply

Tuition fees:

• €62 student union fee per semester
• * International applicants and students

Download : Course flyer

Enquiries:  [email protected] |  prospective student advisors

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Career prospects.

International tourism generates billions of euros annually and is still one of the fastest-growing industries.

It consists of a wide range of services and products which must meet the highest standards of quality and safety, yet be affordable for the consumer. Therefore, services in the industry are within complex processes with intercultural and multidisciplinary influences, so there is a high demand for qualified specialists in many specialised areas, such as:

• Upper management tasks with tourism providers (airlines, hotels, organisations, gastronomy, event agencies, recreation and sports industry, etc.)
• Product development in national and international booking and reservations agencies
• Consulting, publicity and coaching for tourism destinations
• Destination Management
• Service design and product development for tourism providers and tourism destinations

Module Group International Tourism Management Management in tourism takes places within an internationally cross-linked context. The tourism “system” is shaped by legal requirements at the national and international level, union regulations, as well as increasing international standardisation. At the same time, service provision takes places in an urban or regional context, often with a high degree of specialisation.

Module Group Empirical Research Methods Evidence-based management is based on the principle of empirically supported management decisions. Web-based booking systems, touristic websites and social networks in eTourism offer a vast quantity of data which can currently only be processed through modern data mining and data analysis technologies. This data forms the basis for management decisions in tourism.

Module Group Business Economics Sound business knowledge is also the basis for a successful career in the tourism industry. The modules aim in particular at providing students with knowledge, methods and instruments for future strategic decisions.

Module Group International Destination Managment Students will be confronted with the complexity of community-based tourism destinations. Solutions will be presented on how a strategic development and marketing of destinations can succeed within the complex framework conditions. 

subject overview

Overview of the courses (From the Study and Examination Regulations), Weekly Semester Hours (SWS) and ECTS (European Credit Transfer and Accumulation System) for the Master's degree International Tourism Management.

Qualification goals

Module handbook, study and exam regulations, lecture schedules, exam schedules, documents & organisation, international focus.

The Deggendorf Institute of Technology is proud to be an affiliate member of the United Nations World Tourism Organization (UNWTO) . Thanks to the strong international focus at the European Campus, our global network keeps us at the academic forefront of International Tourism.

View more of our outstanding rankings, awards, certificates & memberships at www.th-deg.de/en/dit/profile#rankings

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• International Tourism Development MA
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Postgraduate

Full Time: 1 Year

UK Fees 24/25:

International Fees 24/25:

Get in touch

For questions regarding study and admissions please contact us:

UK/EU Students enquiries

[email protected] 0300 303 2772

International Students enquiries

[email protected] +44 (0)1604 893981

Effective management of tourism development is essential for the future of destinations, communities and the travel and tourism industry. The term ‘over-tourism’ and its associated global impacts has highlighted a real and urgent need for managers who are capable of developing the tourism industry in a sustainable way.

This MA tourism development course provides students with higher-level knowledge, skills and capabilities to pursue a specialist career in a broad range of areas in the tourism industry across the private, public and not-for-profit sectors.

Apply for Non-Placement Route

• September 2024

Apply for Placement Route

Updated 23/11/2023

• Industry Placement Option year available for this tourism development course.
• Embedded study trips.
• Funded overseas study trip *
• Focus on the Changemaker ethos.
• This programme offers two points of entry.

*Future study trips are dependent on Government and local travel guides relating to Covid-19.

Course Content

This masters in tourism has been designed to contribute towards achieving the following United Nations Sustainable Development Goal: SDG15 of Life on Land .

The tourism development course will also prepare you for the practical, project-based, and customer focused characteristics of the tourism industry, drawing upon a variety of case studies and engaging you with industry experts.

The strategic use of events in both the public and private sectors will be examined, particularly their use as a catalyst for physical, economic and socio-cultural regeneration. You will have the option to choose to focus on developing your personal adaptability in cross-cultural (work) environments. You will begin the process of undergoing your dissertation through research methods and research supervision.

You will examine the vulnerability of destinations and the strategies and approaches needed by managers to develop and recover, particularly post-conflict, as well as examining a variety of concepts related to future directions for tourism practice and research. An area of individual research will be developed into a clearly defined and evidenced dissertation that demonstrates critical thinking and research at postgraduate level.

First entry option

The first option is to undertake a one-year programme of study including a dissertation. You will gain the skills required to manage sustainable tourism businesses, alongside the specialisms of strategic destination management, tourism futures, crisis and post-conflict tourism management, the strategic use of events for urban destination management. You will additionally be able to choose routes such as digital marketing or managing across cultures.

This tourism development course draws upon a variety of case studies and projects, letting you explore the global scope of tourism, the policies and strategies associated with successful management, the role the industry plays in international development, and the stakeholders involved in its development. The course places emphasis upon the micro-economic contribution of enterprise projects in supporting development and sustainability, in line with the University’s Changemaker ethos.

Guided by a dedicated subject specialist, you will collect, analyse and interpret a range of secondary and primary data, culminating in a 15-20,000 word dissertation.

Second entry option

The second option is to undertake a two-year programme of study incorporating an industry placement year.

This provides you with the same skills and holistic understanding of international tourism development, but builds on the first three semesters of academic content with the addition of a year in industry. The year in industry will develop your real world experience and you will undertake an applied research project that identifies and provides a response to an industry specific problem. You will be required to undertake a work-based learning module during Semester one which begins to prepare you for finding your placement.

Please note the modules shown here relate to the academic year 23/24. The modules relating to the academic year 24/25 will be available from June 2024.

You will be introduced to the main themes in destination and tourism development, enabling you to analyse the strategic and dynamic nature of international tourist destinations and issues facing destination managers. Modules in semester one will highlight the need to ensure long-term viability of destination resources through themes such as international sustainable development and futures studies. You will have the option to choose to focus on developing competency in digital marketing.

• International Sustainable Tourism (20 Credits) Module code: LEIM010 Status: Compulsory The purpose of this module is to critically examine the concept of sustainable tourism development and its industry application, using a range of international case studies. The module aims to demonstrate the application of the Changemaker Philosophy to social challenges or issues that can be alleviated through sustainable tourism strategies.
• Risk, Crisis and Post-Conflict Management in Tourism (20 Credits) Module code: LEIM011 Status: Compulsory The purpose of this module is to equip students with the knowledge to critique theoretical frameworks on risk and crisis management within the context of tourism operations utilising practical examples of past destination's responses. It also examines specific management strategies to harness the potential opportunities for peacebuilding and social renewal through tourism in post conflict scenarios.
• Strategic Destination Management (20 Credits) Module code: LEIM020 Status: Compulsory The purpose of this module is to examine the potential benefits of tourism as a preferred development tool such as increased income, foreign exchange, employment and economic diversification. It focuses on adopting a strategic and responsible approach that recognises the complexity of the interconnected forces at work whilst addressing the economic, social and cultural challenges.
• Dissertation & Research Methods (Tourism, Hospitality, Hotel and Events Management) (60 Credits) Module code: LEIM031 Status: Compulsory The purpose of this module is to develop a critical understanding of research methods as they can be applied to analysis of the service industries, and in so doing facilitate the production of an independent piece of research by the student of relevance to their curriculum.
• Eventful Cities (20 Credits) Module code: LEIM039 Status: Compulsory The purpose of this module is to provide students with the ability to evaluate and appraise the use of events as vehicles for urban regeneration and revitalisation. The module draws on a range of associated disciplines including urban planning, tourism policy and strategic events management as a means of developing a holistic view of the eventful city.
• Imagined Futures for Tourism & Hospitality (20 Credits) Module code: LEIM041 Status: Compulsory The purpose of this module is to provide students with the ability to analyse the multidisciplinary facets of tourism/hospitality futures, and forecast and redefine the future of international tourism and hospitality. Students will postulate possible, probable, and preferable futures of the international tourism and hospitality industries, drawing on current trends and research.
• Strategic Digital Marketing (20 Credits) Module code: MKTM027 Status: Designate The purpose of this module is to examine digital technologies and social media from a marketing perspective, evaluating the impact they are having on the evolution of business practice. Students will investigate the role of digital tools and techniques in developing markets, communicating with customers and channels.
• Managing Across Cultures (20 Credits) Module code: STRM089 Status: Designate The purpose of this module is to enable learners to understand business cultures around the world, evaluating the impact that different cultural contexts have on individuals working in non-native cultures. Learners will reflect upon these issues to improve own professional effectiveness in management and leadership in international contexts.

To be accepted onto this MA international tourism development programme you will normally need to hold a recognised First or Second Class Honours degree from a UK university (or an international equivalent). We consider a wide range of first degree disciplines, which include travel, tourism, and international development. If English is not your first language, you will need to demonstrate that you meet the minimum English language requirement of IELTS 6.5 (or equivalent).

For more more information on how to make an application, please visit our How to Apply page.

If you are an International student and would like information on making an application, please see our  How to Apply page.

English Language Requirements

All International and EU students applying for a course with us must meet the following minimum English language requirements:

• Minimum standard – IELTS 6.5 (or equivalent)  for study at postgraduate level.

For information regarding English language requirements at the University, please see our  IELTS page.

2024/25 Tuition Fees

Fees quoted relate to study in the Academic Year 2024/25 only and may be subject to inflationary increases in future years.

• UK : £8,250
• International: £16,995

For information on the scholarships available to you, please see our scholarships page.

For more information about possible funding options, please visit our Fees and Funding pages.

Additional costs

There are no additional costs for this MA tourism course for students beginning their studies in September 2024. Should this change, applicants and students will be contacted by the university with details of the costs.

2023/24 Tuition Fees

Fees quoted for this masters in tourism relate to study in the Academic Year 23/24 only and may be subject to inflationary increases in future years.

• UK : £8,010
• International: £16,500
• Year 2 Placement Fee : £1,000 * (for placements starting in September 2024 or January 2025)

*The placement fee amount will only be charged to you after you secure a placement and are enrolled on the work based project in year 2 of your course. You will not be charged this fee if you do not secure a work placement.

How will I learn?

The MA International Tourism Development course emphasises a small group teaching and learning experience that combines a range of methods including taught and online workshops and active blended learning. Each 20 credit module accounts for 200 hours of learning; with 3 hours of scheduled contact per week per module, with a strong emphasis placed on directed and self-directed independent study.

All modules are taught within the academic calendar but the pattern of delivery may be flexible and will depend on the needs of the cohort.

How will I be assessed?

Assessment methods will develop and enhance your skills and combine a range of traditional and modern communication methods.

Assessments include: Projects, debates, reports, presentations, essays, student-led seminars, e-portfolios, conference papers and production of digital content such as websites.

What are the Ashoka Changemaker projects?

Ashoka U is the global association of the world’s leading universities supporting social entrepreneurs; those working together to create solutions for the world’s most urgent social problems. Our International Tourism Development course emphasises this philosophy, through Ashoka Changemaker projects. Our MA tourism course is delivered by a team of staff who demonstrate excellence in research and industry expertise in both a UK and international context.

Industry Placement Opportunity

The industry placement enables you to develop your skills and knowledge in a real-world work environment, whilst completing an applied research project. This will give you an advantage over the competition for jobs and scholarships after you graduate and could be a good starting point for setting up your own consultancy business. Your placement will need to be appropriate to your level of study and you should also be paid for this work.

We will support you in finding and securing a suitable placement opportunity, however it must be noted that placements are highly competitive and there is no guarantee of a placement offer being made by an employer. If you are unable or unwilling to progress with an industry placement, for whatever reason, you will have the option to transfer onto our Dissertation and Research Methods module in order to gain the required credits to complete your programme of study.

Anna Borley-Russell

Senior Lecturer in Leisure Management

Faculty of Business and Law

Alan Lovell

Senior Lecturer in Tourism Management

Marcella Daye

Fabio Carbone

Senior Lecturer in Tourism Management & Marketing

Claire Drakeley

Senior Lecturer in Events Management

Careers and Employability

If you are interested in pursuing a specialist career in destination management, sustainable tourism management or international development then studying the International Tourism Development is an ideal progression for you. Our graduates have gone on to work within development organisations, NGOs, aid organisations, post conflict and disaster charities, as well as public and private sector tourism organisations.

Postgraduate Discount Scheme

Our graduate discount scheme is open to graduates of the University of Northampton who enrol on a full master’s programme with us. Qualifying students will receive 20% discount on the full tuition fee for their Master’s course.

Campus Facilities

As an MA International Tourism Development degree student you will have access to on-campus facilities, study areas, and services. These facilities should help provide you with the surroundings and support you need to complete your postgraduate degree studies.

Learning Hub

The Learning Hub is at the heart of the campus and home to the student information desk.

Senate Building

The main reception for the University and additional teaching spaces.

Related Courses

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This course is designed to enable holders of HND/FdA Travel and Tourism Management qualifications to gain a full honours degree in one year.

International Tourism Management BA (Hons)

This course has been specifically designed to meet the needs of tourism employers and to provide you with the qualifications and skills necessary for real-world success.

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Our course is designed for those who wish to fully comprehend core issues and approaches within International Relations post 9/11.

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Global tourism is now generally recognized as one of the largest industries in the world and one of the most significant sources of employment and Gross Domestic Product (GDP). Tourism particularly benefits the economies of developing countries, where most of the sector’s tourism jobs and businesses are being created.

Solimar is committed to tourism development that creates a positive experience for local people, local businesses, and tourists themselves. We implement comprehensive programs focused on improving the quality of life for local residents without compromising the future well being of the people or the planet. Solimar has gained a strong reputation internationally as a leader in the field of sustainable tourism development. Since 2006, Solimar has initiated or completed 80 projects in more than 40 countries around the world.

Solimar’s development team is known industry-wide for helping to create tourism enterprises and destinations that are financially and socially sustainable, and good for the planet. Our clients range from small, rural villages and community-based tourism enterprises, to national hotel chains and international tourism organizations.

We invite you to explore the following tourism development consulting services, where you can begin to find tools, read case studies and learn more about the cutting edge work that Solimar is doing to support global development through sustainable tourism.

Investment Promotion

The travel and tourism industry is critical to the global economy. This resilient industry is a leading generator of jobs and tends to outpace the growth of other major industries including manufacturing, financial services and retail.

Business & Product Development

Tourism is a complex service-driven global industry that is constantly evolving, and the skills and knowledge required to operate a tourism business are pertinent to its success.

Circuit & Route Development

The flow of people in and around a destination presents an important opportunity to enhance tourism’s ability to generate significant economic impact, especially in rural and remote destinations.

WORLD TOURISM ORGANIZATION

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About UNWTO

UNWTO’s leadership vision acknowledges the most pressing challenges facing tourism and identifies the sector’s ability to overcome them and to drive wider positive change, including the opportunities responsible tourism offers for the advancement of the 17 Sustainable Development Goals (SDGs).

UNWTO members have endorsed the Management Vision of the Secretary-General which seeks to position tourism as a policy priority, lead in knowledge creation, enhance the Organization’s capacity through building new and stronger partnerships , and offer better value for existing Members while also expanding membership.

To realize the Management Vision, UNWTO’s work is based around five distinct pillars:

• making tourism smarter through celebrating innovation and leading the digital transformation of the sector;
• making tourism more competitive at every level through promoting investment and promoting entrepreneurship;
• creating more and better jobs and providing relevant training;
• building resilience and promoting safe and seamless travel; and
• harnessing tourism’s unique potential to protect cultural and natural heritage and to support communities both economically and socially.

As the leading international organization in the field of tourism, UNWTO promotes tourism as a driver of economic growth, inclusive development and environmental sustainability and offers leadership and support to the sector in advancing knowledge and tourism policies worldwide. 

UNWTO encourages the implementation of the Global Code of Ethics for Tourism , to maximize tourism’s socio-economic contribution while minimizing its possible negative impacts, and is committed to promoting tourism as an instrument in achieving the Sustainable Development Goals (SDGs) , geared towards reducing poverty and fostering sustainable development worldwide.

UNWTO generates market knowledge, promotes competitive and sustainable tourism policies and instruments, fosters tourism education and training, and works to make tourism an effective tool for development through technical assistance projects in over 100 countries around the world. 

UNWTO’s membership includes 160 Member States, 6 Associate Members and over 500 Affiliate Members representing the private sector, educational institutions, tourism associations and local tourism authorities.

Basic Documents

Our management.

The management team works towards a comprehensive vision for development of the tourism sector. This includes positioning tourism as a policy priority, establishing thought leadership in knowledge and policy creation, increasing resources and strengthening UNWTO’s capacity through meaningful partnerships.

Governing Bodies

 The bodies of the World Tourism Organization are the:

• General Assembly
• Regional Commissions
• Executive Council
• Secretariat

Member States

An intergovernmental organization, UNWTO has 160 Member States, 6 Associate Members, 2 Observers

Working With the Private Sector

Bringing together over 500 companies, educational and research institutions, destinations and NGOs, the UNWTO Affiliate Members provides a space for members to engage in dialogue, share information and take further action.

UNWTO Liaison Office in Geneva

As part of the UNWTO Geneva Liaison Office (GVLO) scope of work to represent UNWTO to the UN System and Diplomatic Missions in Geneva and in building strategic partnerships for increased capacity, GVLO has participated in numerous United Nations System led activities.

UNWTO Tourism Ambassadors

UNWTO’s Ambassadors for Sustainable Tourism are drawn from the worlds of sport, entertainment, business, gastronomy and more.

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Travel & Tourism Development Index 2021: Rebuilding for a Sustainable and Resilient Future

1. About the Travel & Tourism Development Index

The Travel & Tourism Development Index (TTDI) is a direct evolution of the Travel & Tourism Competitiveness Index (TTCI), which has been published biennially for the past 15 years. The TTDI benchmarks and measures “the set of factors and policies that enable the sustainable and resilient development of the Travel and Tourism (T&T) sector, which in turn contributes to the development of a country”.

The transition from TTCI to TTDI reflects the index’s increased coverage of travel and tourism (T&T) development concepts, including the expanding role of sustainability and resilience in T&T growth, and is designed to focus more attention on the sector’s role in broader economic and social development as well as the greater need for T&T stakeholder collaboration and integrated development strategies (local, regional and international) to mitigate the impact of the pandemic, bolster the recovery and deal with future challenges and risks. The TTDI framework and methodology have also been enhanced to reduce index bias and improve flexibility in use. Despite these changes, the TTDI and TTCI remain very close. Earlier editions of the TTCI have always looked at the concept of “competitiveness” as a means of developing the T&T sector and thus measured elements that enabled such development. In this context, It is also important to point out that the new TTDI does not measure the level of T&T development that an economy possesses, but the potential drivers of such development.

The development of the TTDI was pursued following the publication of the Travel & Tourism Competitiveness Report 2019: Travel and Tourism at a Tipping Point , which considered the challenges linked to tourism development and growth such as overcrowding, unbalanced distribution of T&T economic benefits and damage to tourism-generating natural and cultural assets that ultimately diminished liveability for residents, created a local backlash against T&T development and harmed visitor experiences. Since the publication of the 2019 TTCI, the impact of COVID-19 and now geopolitical disruptions have further demonstrated the potential volatility of the sector and the need to reassess how it embeds resilience into its design and management practices.

In order to ensure a productive and long-standing recovery, the sector must incorporate lessons learned from current crises and ensure better preparedness for future headwinds, many of which can be historic and long term in nature and impact. The new TTDI framework is designed to support this pivot in strategy and practice.

The TTDI framework has been created with input from T&T stakeholders, including an advisory group that includes representatives from: Bloom Consulting, the International Air Transport Association (IATA), JLL Hotels & Hospitality Group, the Pacific Asia Travel Association (PATA), the University of Surrey, the United Nations World Tourism Organization (UNWTO) and the World Travel & Tourism Council (WTTC). In addition, the index relies on close collaboration with the following data partners: AirDNA, Bloom Consulting, Euromonitor International, GlobalPetrolPrices.com, IATA, the International Civil Aviation Organization (ICAO), STR, Tripadvisor, the UNWTO and the WTTC.

Please note that while the TTDI is an update of the TTCI, due to the altered methodology, framework and other differences, the 2021 TTDI should not be compared to the 2019 TTCI. To help address this, the 2019 results were recalculated using the new framework, methodology and indicators of the TTDI. Therefore, all comparisons in score and rank throughout this publication are between the 2019 results and the 2021 results of the TTDI.

For more detailed information on the TTDI methodology and new framework, country peer and income group classification, indicator details, partner information and to explore the index results through interactive data visualizations, please visit the index website .

1.1 Benchmarking the enablers of Travel and Tourism development

The index provides a strategic benchmarking tool for business, governments, international organizations and others to develop the T&T sector. By allowing cross-country comparison and by benchmarking countries’ progress on the drivers of T&T development, it informs policies and investment decisions related to the development of T&T businesses and the sector as a whole. The index provides unique insights into the strengths and areas for development of each country to support their efforts to enhance the long-term growth of their T&T sector in a sustainable and resilient manner. Furthermore, it provides a valuable platform for multistakeholder dialogue to formulate appropriate policies and actions at local, national, regional and global levels.

The index is comprised of five subindexes, 17 pillars and 112 individual indicators, distributed among the different pillars. However, the five subindexes are not factored into the calculation of the index and are used only for presentation and categorization purposes. The Non-Leisure Resources, Socioeconomic Resilience and Conditions, and T&T Demand Pressure and Impact pillars are all new when comparing earlier TTCI editions with the new TTDI.

Figure 1: The Travel & Tourism Development Index framework

Business Environment (9 indicators) : This pillar captures the extent to which a country’s policy environment is conducive to companies doing business. Research has found significant links between economic growth and aspects such as how well property rights are protected and the efficiency of the legal framework. Policy stability and levels of regulatory burdens and corruption also play a critical role in determining economic development, productivity and overall investment decisions. These factors are important for all sectors, including T&T. In addition, we consider access to financing for small and medium-sized enterprises (SMEs), which is a particularly relevant issue for T&T development as the majority of operators are SMEs.

Safety and Security (6 indicators) : Safety and security are critical factors in determining the success of a country’s T&T sector. This pillar measures the extent to which a country exposes locals, tourists and businesses to security risks. In addition to creating barriers to T&T investment, countries with a high incidence of crime or violence are likely to deter visitors, making it less attractive to develop the T&T sector in those places. Here, the costliness and occurrence of common crime and violence, police reliability, and terrorism and armed conflict are considered.

Health and Hygiene (6 indicators): This pillar measures healthcare infrastructure, accessibility and health security. COVID-19 has highlighted the potential impact of communicable diseases on the T&T sector. In particular, the pandemic has demonstrated how important a country’s healthcare system is when it comes to mitigating the impact of pandemics and ensuring safe travel conditions, and workforce availability and resilience. In general, if tourists or sector employees do become ill, the country’s health sector must be able to ensure that they are properly cared for, as measured by the availability of and access to physicians, hospital beds and general healthcare services. Moreover, access to safe drinking water and sanitation is important for the comfort and health of travellers and locals alike. Please note that due to evolving COVID-19 conditions, this pillar does not track the pandemic itself.

Human Resources and Labour Market (9 indicators): This pillar measures the availability of quality employees and the dynamism, efficiency and productivity of the labour market. High-quality human resources in an economy ensure that the sector has access to the collaborators it needs. Regarding a quality workforce, this means that years of schooling, formal educational attainment rates, the education system’s ability to meet economic needs and private-sector involvement in upgrading human resources are measured. Regarding the labour market, the flexibility, efficiency and openness of labour markets, as well as labour productivity in the hospitality, restaurant and transport sectors, are tracked.

ICT Readiness (8 indicators): This pillar measures the development and use of ICT infrastructure and digital services. Online services and digital platforms continue to grow in importance for T&T business operations. Such services and platforms are being used for everything from planning itineraries to booking travel and accommodation. Moreover, ICT has become crucial for businesses to access and advertise to new markets, improve efficiency and gain insights into consumer needs. The components of this pillar measure not only the existence of modern physical infrastructure (e.g. mobile network coverage and electricity supply), but also the degree to which digital platforms are used for T&T and related services and gain insights into consumer needs. The components of this pillar measure not only the existence of modern physical infrastructure (e.g. mobile network coverage and electricity supply), but also the degree to which digital platforms are used for T&T and related services.

Prioritization of Travel and Tourism (5 indicators): This pillar measures the extent to which the government and investors actively promote and invest in the development of the T&T sector. The extent to which the government prioritizes the T&T sector has an important impact on T&T development. By making clear that the sector is of primary concern, the government can channel funds to essential development projects and coordinate the actors and resources necessary to develop the sector. The government can also play an important role in directly attracting tourists through national marketing campaigns. This pillar includes measures of government spending, country branding and the completeness and timeliness of providing T&T data to international organizations, as these indicate the importance that a country assigns to its T&T sector. Moreover, overall capital investment in T&T is accounted for as it measures the degree to which public and private stakeholders are willing to invest resources in T&T relative to other parts of the economy.

International Openness (4 indicators): This pillar measures how open a country is to visitors and providing travel services. Developing a T&T sector internationally requires a certain degree of openness and travel facilitation. Restrictive policies such as cumbersome visa requirements diminish tourists’ willingness to visit a country. Components measured in this pillar include: the number of bilateral air service agreements that the government has entered into, which affects the availability of air connections to the country; and the number of regional trade agreements in force, which indicates the extent to which it is possible to provide world-class tourism services. Financial openness is also measured as the free flow of capital is important for cross-border trade and investment in T&T services.

Price Competitiveness (5 indicators): This pillar measures how costly it is to travel or invest in a country. Lower costs related to travel in a country increase its attractiveness for many travellers as well as making its T&T sector more appealing to investors. Among the aspects of price competitiveness taken into account in this pillar are: airfare ticket taxes and airport charges, which can make flight tickets much more expensive; the relative cost of hotel and short-term rental accommodation; the cost of living, represented by purchasing power parity; and fuel price costs, which directly influence the cost of travel.

Air Transport Infrastructure (4 indicators ): Air connectivity is essential for travellers’ ease of access to and from countries, as well as movement within many countries. In this pillar we measure international and domestic air route capacity and quality, using indicators such as available seat kilometres, the number of operating airlines and the efficiency of air transport services. The extent to which a country’s airports are integrated into the global air transport network is also measured.

Ground and Port Infrastructure (7 indicators): This pillar measures the availability of efficient and accessible ground and port transportation to important business centres and tourist attractions. Sufficiently extensive road and railway networks, indicated by road and railway densities, as well as road, railway and port infrastructure that meets international standards of comfort, security and modal efficiency are vital to enabling a T&T economy. This pillar also accounts for the efficiency of and access to public transport services such as underground rail systems and taxis as these are regularly used by visitors and T&T employees, especially in urban locations.

Tourist Service Infrastructure (5 indicators): This pillar measures the availability and competitive provision of key tourism services such as accommodation and car rentals. The availability of sufficient accommodation, resort and leisure facilities can represent a significant advantage for a country. We measure the level of tourism service infrastructure through the number of hotel rooms and short-term rental units, complemented by the extent of access to services such as car rentals and ATMs. Competition among tourism services is also accounted for because it plays a role in the pricing and quality of services.

Natural Resources (5 indicators): This pillar measures the available natural capital as well as the development of outdoor tourism activities. Natural capital is defined in terms of the landscape, natural parks and richness of fauna. Countries with natural assets may be better positioned to attract tourists. In this pillar, we include several attractiveness measures, including the number of United Nations Educational, Cultural and Scientific Organization (UNESCO) natural World Heritage Sites, the richness of fauna and biodiversity in the country and the scope of protected areas, which indicates the extent of national parks and nature reserves. Digital Demand [i] for nature and relevant activities is also measured as an illustration of how well known and effectively marketed a country’s natural assets are.

Cultural Resources (6 indicators): This pillar measures the availability of cultural resources such as archaeological sites and entertainment facilities. To an extent, this pillar captures how cultural resources are protected, developed and promoted. Included here are the number of UNESCO cultural World Heritage Sites, the number of large stadiums that can host significant sport or entertainment events, and a measure of Digital Demand for a country’s cultural sites and entertainment. Also included are the number of UNESCO Creative Cities, representing efforts to protect and develop cultural and creative activities and industries in urban centres.

Non-Leisure Resources (4 indicators): This pillar measures the extent and attractiveness of factors that drive business and other non-leisure travel, which account for a significant share of T&T revenue and profit. We have included the presence of major multinational corporations and cities that are highly integrated into the global economy as proxies for business travel. Meanwhile, the number and quality of a country’s universities play an important role in attracting academic travel. Lastly, online searches related to business, academic and medical travel are also measured to imply global interest in a country’s non-leisure resources.

Environmental Sustainability (15 indicators): This pillar measures the general sustainability of an economy’s natural environment, protection of its natural resources, and vulnerability to and readiness for climate change. The importance of the natural environment in providing an attractive location for tourism cannot be overstated, so policies and factors enhancing environmental sustainability are an important aspect of ensuring a country’s future attractiveness as a destination. Water stress, marine and air pollution, loss of forest cover and the degree of extinction risk for species provide an insight into the status of a country’s environment. Additionally, public- and private-sector protection of the environment and national parks and the ratification of international environmental treaties indicate the degree to which the government and the private sector are preserving the natural assets that generate nature-based T&T. Lastly, metrics related to greenhouse gas emissions (GHGs), the use of renewable energy, investment in green infrastructure and exposure to weather-related events are important in understanding how exposed, ready and willing a country is to address climate change, which in itself is one of the greatest long-term threats the T&T sector faces.

Socioeconomic Resilience and Conditions (7 indicators): This pillar captures the socio-economic well-being and resilience of an economy. Gender equality, inclusion of a diverse workforce, greater workers’ rights and reducing the number of young adults not in education, employment or training are all important for improving employee productivity and creating a larger and higher-quality labour pool. This is particularly important for the T&T sector as it often employs an above-average number of women, members of minorities and youths. Investment in and greater coverage of social protection services such as child and maternity support, unemployment and disability benefits are also key to making the labour market more resilient in the face of economic downturns and other shocks. Furthermore, combined with access to basic resources, as measured by poverty rates, all of the factors above play a role in broader social and economic stability, which affects investment in T&T.

Travel and Tourism Demand Pressure and Impact (7 indicators): This pillar measures factors that may indicate the existence of, or risk related to, overcrowding and demand volatility, as well as the quality and impact of T&T. The T&T sector does not operate in a vacuum. Unmanaged tourism development can lead to destinations operating beyond their capacity, leading to overcrowding, damaged natural and cultural resources, strained infrastructure, increased housing prices and overall reduced liveability for local residents. If left unaddressed, such issues can lead to a backlash by residents towards tourism, reduced visitor satisfaction and lower overall destination attractiveness, all of which negatively affect T&T development. Aspects measured include length of visitor stays, tourism seasonality, proxies for the dispersion of tourism, and the distribution of T&T economic benefits to local communities. Such factors can all help mitigate these issues by lowering the strain on destination capacity, creating resident buy-in, promoting more travel options and markets, and enriching travellers’ experiences.

1.2 Data and methodology

Most of the dataset for the TTDI is statistical data from international organizations, with the remainder based on survey data from the World Economic Forum’s annual Executive Opinion Survey, which is used to measure concepts that are qualitative in nature or for which internationally comparable statistics are not available for enough countries.

The sources of statistical data include, but are not limited to, AirDNA, Bloom Consulting, Euromonitor International, IATA, ICAO, the International Labour Organization (ILO), the International Telecommunications Union (ITU), the International Union for the Conservation (IUCN), STR, Tripadvisor, UNESCO, UN Statistics Division, UNWTO, the World Health Organization (WHO), World Bank, CIA World Factbook, WTO, WTTC and the World Database on Protected Areas (WDPA). The overall TTDI score is computed through successive aggregations of scores, from the indicator level (e.g. the lowest, most disaggregated level) through the pillar levels, using a simple average (i.e. the arithmetic mean) to combine the components. Scores on each indicator are first normalized and rated on a common scale.

1.3 Country coverage

The TTDI covers 117 countries. Economies that were covered in the TTCI 2019 but are not covered in the TTDI 2021 are Algeria, Brunei Darussalam, Burkina Faso, Burundi, Democratic Republic of the Congo, Ethiopia, Eswatini, Gambia, Guinea, Haiti, Iran, Jamaica, Liberia, Mauritania, Mozambique, Norway, Oman, Russian Federation, Seychelles, Uganda, Ukraine, Zimbabwe and Taiwan, China.

Travel, Tourism & Hospitality

Global tourism industry - statistics & facts

What are the leading global tourism destinations, digitalization of the global tourism industry, how important is sustainable tourism, key insights.

Detailed statistics

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