Tourism diversification — do we want it, and how do we achieve it?

Research centre IGI Global defines Tourism Diversification as follows: “A destination's efforts to create various tourist products that suit different visitor needs and desires, in order to improve tourism-generated income or balance seasonality.”

We can pick this apart and apply it to the situation here in Seychelles; '…various tourist products…' implies variety in terms of what a tourist can do, and this is something that many would say Seychelles lacks. Since the international airport opened in 1972 we have generally attracted visitors on the strength of our 'Sand, Sea and Sun' formula. Traditionally many visitors have been content to lay on pristine beaches, take the odd hike, eat and drink well, and stay in agreeable accommodation, and even though Seychelles was considered expensive tourists were happy to pay a premium for access to some of the world's finest beaches and the unique environment which is wrapped around them.

So if we look at the continuation of this phrase — '…that suit different visitor needs and desires…' — we can comment that the current consensus view is that these needs and desires have broadened out considerably, particularly post-pandemic. Tourism Principal Secretary Sherin Francis regularly comments on this, stating that, generally, today's traveller seeks experiential and authentic holiday times, which offer more than just sunbathing and swimming.

And then we hit the business end of the definition, where one main reason for embracing greater diversity is clear; '…in order to improve tourism-generated income or balance seasonality'. The first part is obvious — if more people choose to visit Seychelles and take advantage of a greater range of options then income will flow into the individual businesses offering these options as well as into government through tax revenues. The last statement can be referenced back to the first SHTA article printed in this newspaper two months ago, and which featured concerns about falling visitor numbers and asked what could be done to increase business during 'low season'.

Diversification is one key to continued success across the Seychelles tourism sector. By diversifying, tourism businesses can better respond to increasingly fierce competition. Risk is spread and reduced and businesses can remain innovative and relevant, meeting the constantly evolving customer needs frequently flagged by the department of tourism.

So the first question SHTA posed above — Do we want (diversification)? — can be answered with a loud and emphatic 'Yes!' Even though increasing the tourism experience diversity will involve capital expenditure (for example, if we are going to offer hot air balloon safaris someone has to pay for the hardware and staffing required) the question is not so much 'can we afford to do this' but rather 'can we afford NOT to do this?' Some of our major regional competitors already benefit from direct flights from key markets, lower prices (in some) and higher service standards (in some), as well as (again in some), deeper experiential products which can enhance the quality and memorability of a holiday significantly.

The second question posed above is more difficult to answer — 'How do we achieve (greater) diversification?'

The attraction of destinations for tourists normally depends on a location's physical, environmental and socio-cultural characteristics or attributes, all of which can be described as primary tourism products. Generally the Seychelles environment remains our greatest primary asset, albeit one that is constantly under threat (mainly from development). We can also identify and evaluate our socio-cultural assets, which include our history, political landscape, culture, economic activity, lifestyle, monuments, and individual buildings of special interest. We can measure the interactive opportunities with them which are available to tourists visiting Seychelles.

Of all of these categories perhaps culture offers the most scope for future integration with — and promotion of — tourism. At a recent tourism conference on boosting visitor numbers in low season, David Andre, Secretary General of the Seychelles National Institute for Culture, Heritage and the Arts (SNICHA), joined PS Francis in advocating greater synergy between tourism and culture. He pointed out that the Creole Festival, for example, is of interest to tourists, and significant numbers have experienced this festival in the past, but there is no way of knowing if visitors were persuaded to visit Seychelles in order to experience this event, or whether those who engaged with it were simply already here and took advantage of this happy coincidence.

There is nothing to prevent major cultural events being promoted overseas as a key selling point for our destination. However timing is everything, and such promotion needs to be done at least one year prior to the event itself. At this time details regarding the nature of the event must be determined and clear. Similar connectivity should also be in place between other major national events and tourism marketing; for example there is talk of a major cultural Triennial in Seychelles, which would include drama, music, poetry, film and literature as well as the contemporary visual arts which were profiled in the 2022 Seychelles Biennale. This could be realised in 2026, giving all parties — culture, tourism, DMC's and other key tourism and cultural players — the time required to communicate a detailed, realistic and attractive product to potential tourists. This collaboration can of course be extended to include any major national event, including sports, but the key is getting the right people around the table, and convening regular meetings which determine how such events can be most effectively promoted.

Outside culture we can imagine activities — whether they be hotel-based and initiated or independently organised — which tourists seeking authentic and stay-enhancing experiences would identify as a positive 'pull' factor when planning their holiday. Such products/experiences would need to be socially and environmentally sustainable and, ideally, encourage appreciation of Seychelles' special character. Small scale ventures which involve businesses that are locally-owned should also be welcomed. They should collectively further enhance the perception, image and reputation of Seychelles; so a zip line ride through a tropical forest would be more appropriate than a branch of McDonalds at the edge of that forest. Ideally initiatives should coexist to mutual benefit as well as the benefit of the nation and its economic health.

Writing from Indonesia, tourism consultant Galih Kusumah makes the following observations regarding the importance of diversification; “One example of innovation in tourism business diversification is the use of technology in tourism experiences. Many tourism businesses are using technology such as virtual reality, augmented reality, and mobile applications to enhance the tourist experience. For example, a hotel can use augmented reality technology to provide an interactive experience to guests, or a travel agency can use a mobile application to make it easier for travelers to plan their trips.”

He also mentions the development of new products or services that do not currently exist in the market, for example a restaurant's development of a unique themed menu, or a creative art workshop which delivers a final 'take home' outcome. Both of these have been offered in Seychelles by the way, so we are certainly not starting from ground zero when it comes to diversification. We just need more of it at a high level of quality.

So how can we, as an industry and a nation, move forward? SHTA feels that a combination of private and public sector collaboration to promote major cultural, sporting and other events should be overseen by a standing committee, as mentioned above. Planning for such events should be completed early enough to be the driver of specific targeted promotional materials. At the same time smaller and more bespoke initiatives should be supported by the government and should add value to the holiday experience without compromising the primary asset of Seychelles — the natural environment.