Halal Traveller

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This type of traveller wish to maintain Muslim principles (i.e. prayer, food, cultural norms) while travelling. Halal Travel is one of the fastest growing travel sectors in the world and it is expected that Halal tourism will grow by 50% in volume and by 35% in value in the next five years. Muslim population growth currently outpaces general population growth and eventually this type of traveller is expected to represent 11% of the market.

Economically, they have the highest consumer purchasing power of all MENA tourists, with a desire and ability to experience and explore the world. They are also are family-orientated typically travelling in large family groups. International governments are actively attracting Halal travellers, with a Schengen and UK visa waiver for UAE nationals.

However, not all Halal travellers have the same needs, expectations or priorities when travelling. Within the market there are big differences and it is crucial that these unique needs are understood. Three key themes have been identified: maximizing trip value, relevant accommodation and family-friendly destinations – with woman being key influencers. Halal seekers plan their trips to maximize experiences, however at their destination they want to explore in their comfort zone.

Airbnb and The Rise of Millennial Travel

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Airbnb’s mission is to democratize travel by allowing anyone to belong anywhere. We make this happen through our people-to-people platform – we are of the people, by the people, and for the people – that connects hosts and guests in 191 countries around the world.
Airbnb’s growth has been propelled by several factors, including popularity among millennial travelers (millennials are defined as between 18 and 35 years of age). Millennials are the largest generation in history, and by 2025, millennials and younger generations will account for 75% of all consumers and travelers.
The following report outlines the findings of a study of millennials conducted in September and October 2016 by GfK, in conjunction with Airbnb. From September 27 to October 12, 2016, a total of approximately 1,000 interviews each were conducted online among Millennials (ages 18-35) in the US, the UK, and China.
Key findings of this report, compiled using data from the survey as well as Airbnb booking data:
1. Travel is deeply important to millennials, especially in China. Most millennials would prioritize travel over buying a home or paying off debt.
2. Millennials say they’re looking for something new when they travel – more adventurous, local and personal. O ver 80% of millennials seek unique travel experiences and say that the best way to learn about a place is to live like the locals do.
3. Millennials are passionate users of Airbnb and a substantial, growing part of Airbnb’s community. Roughly 60% of all guests who have ever booked on Airbnb are millennials, and the number of millennials who have booked on Airbnb has grown more than 120% in the past year.

Integrated Water Resources Management-based Basin Development Strategy 2016-2020 for the Lower Mekong Basin

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The Basin Development Strategy for 2016- 2020 (henceforth BDS 2016-2020) replaces the 2011-2015 Strategy. This updating re ects the dynamic challenges encountered in the Lower Mekong Basin (LMB).
The Mekong, one of the world’s greatest rivers, is an exceptionally complex system with high intra-annual and inter-annual ow variability caused by the Southwest Monsoon, bringing both great risks and opportunities. It is also a rapidly changing river because of its contribution to the rapid economic development of the basin countries, but also as a consequence of this development on the river itself, including the impacts of increasing population, urbanisation and industrialisation. Adding to these on-going changes are uncertain futures, particularly as a consequence of climate change. In all river basins, futures are uncertain and solutions are always provisional. This is particularly so in the Mekong basin due to the rapidity of change, within and outside the water sector. The dynamic updating of the Strategy is an essential response to these challenges. This updating aims to engage stakeholders in a regular cycle of cooperative engagement, re ective analysis, adaptive strategy preparation and pragmatic, achievable action.