0820_AUG Comstock's Magazine 0820 August | Page 44

ECONOMY
TOURISM
Taking Advantage
of the State’s Great
Outdoors Is Key
to Rebounding
by Caroline Beteta
Nine times worse than the Sept. 11, 2001,
terrorist attacks. That’s how researchers
at Oxford Economics described the
economic devastation the coronavirus
pandemic has wreaked on the United
States’ tourism industry.
A Visit California report found that
tourism in California grew in 2019 for
a record 10th consecutive year, generating
$144.9 billion in visitor spending,
employing 1.2 million, and generating
$12.2 billion in state and local taxes. For
2020, those numbers are projected to be
cut in half, casting a huge shadow over a
significant part of the state’s economy.
Resilience is a hallmark of California’s
tourism industry, and that will
serve it well in the coming months and
years of recovery. Consider that hotels,
restaurants and other tourism businesses
recognized immediately that surviving
this pandemic would require difficult decisions.
They needed to make significant
operational changes to attract customers
— and they stepped up, despite an impact
on the bottom line. They are providing a
safe and clean environment and protecting
employees by limiting volume
and some amenities but still providing
excellent customer service.
California will call on its residents
to spend their vacation dollars this year
hitting the road to rediscover their state,
not only to help their fellow Californians
get back on their feet economically, but
because it is the safest option. Our travel
code — “Travel California. Respect California.”
— promotes safety and responsibility.
People will want to exercise some
control over their travel, so we expect
more self-drive trips than group travel.
Road trips are likely to recover more
quickly than air travel.
Here are some ideas on how we can
emerge from this crisis successfully.
Be innovative
California’s tourism owners and operators
are a creative bunch, and I expect
the majority of the state’s businesses
will develop innovative ways to mitigate
coronavirus risks to travelers. Soon
after businesses shuttered, for instance,
restaurants pivoted to takeout and delivery
and persuaded civic leaders to relax
rules on takeout alcohol and, later, al
fresco dining. Within weeks of the initial
shutdowns, hotels, meeting planners,
restaurants and retail operations had
developed reopening protocols, communicating
their willingness to sacrifice
short-term revenue to get going again.
Companies need to be willing to change
their ways of doing business to stay competitive
and attract visitors who may be
skittish for some time.
Promote safety
Reopening the tourism economy doesn’t
depend solely on public health regulators.
It depends on consumers, what they’re
willing to do and how safe they feel. The
best thing the industry can do is acknowledge
consumer sentiment and implement
all the things we’ve become accustomed
to — strict physical distancing, face
coverings and enhanced sanitation
practices. Most importantly, consumers
need to know their safety is paramount.
Caroline Beteta is president and CEO of Visit
California, an industry-led nonprofit organization
that markets California as a premier travel
destination. She has shepherded the growth of
Visit California into a global marketing franchise,
annually delivering millions of visitors
who brought billions of dollars to America’s top
travel destination.
Operators need to be transparent and
firm about rules and procedures during
booking, upon arrival and during the
consumer’s experience.
Leverage outdoor assets
California is blessed with tremendous
outdoor spaces, like Redwood, Yosemite
and Joshua Tree national parks and iconic
seascapes in Monterey and San Diego. But
there are thousands of lesser-known natural
attractions, such as regional parks,
lakes and rivers, out-of-the-way hiking
and biking trails, and agritourism assets.
Travelers who have been cooped
up but feel comfortable venturing out
of their homes this summer and fall
don’t want to be stuck inside. California
destinations looking to attract visitors for
the foreseeable future should emphasize
outdoor opportunities.
Ask for help
After some hiccups, federal aid to distressed
businesses has become more
available. Expect other programs to
emerge from Congress, the state Legislature,
and city and county governments.
If your staff is too small or not experienced
with government grants and loan
programs, activate your business network
for advice, or consider a consultant. If
you identify a policy change that would
help your business, take action. Get
facts, round up others in the industry
who could benefit and build a coalition.
Engage your elected representatives and
their staff. Use research to make the case
that the change would not only help your
business survive, but aid recovery for the
broader economy.
Re-establishing tourism as an economic
powerhouse will not be like flipping
a switch. Recovery will be frustrating
and jagged, depending on the arc of
the health crisis and the response of the
government and consumers. Some of the
most beneficial tourism assets — conventions,
sporting events, concerts and other
large meetings — may be shut down
well into 2021. Our industry partners are
confident about the next chapter of this
story. We’ve been down before but believe
the Golden State spirit of adventure,
open-mindedness and entrepreneurship
will once again prevail.
44 comstocksmag.com | August 2020