For decades, Thailand has been one of Southeast Asia’s great tourism success stories. Bangkok, Phuket, Pattaya, Chiang Mai and our wonderful islands are recognised around the world.

But Vietnam is gaining ground fast, and Thailand would be wise to pay close attention.

In 2025, Vietnam welcomed a record 21.2 million international visitors, more than 20 per cent above the previous year. Thailand received approximately 33 million, down 7.2%.

It is tempting to portray this simply as Vietnam rising while Thailand declines.

I think that misses a much bigger opportunity.

Vietnam isn’t replacing Thailand. Increasingly, it is learning how to share Thailand’s tourists.

Russia provides a fascinating example. Russian travellers have enjoyed a long love affair with Thailand, particularly Phuket and Pattaya. Thailand welcomed almost 1.9 million Russians in 2025.

But Russians are now also falling in love with Vietnam.

Vietnam received almost 690,000 Russian visitors in 2025, nearly three times the previous year’s total. Nha Trang and Phu Quoc are increasingly competing for travellers who might once have automatically chosen Phuket, Pattaya or Samui.

Should Thailand see this simply as a threat?

In my view, no.

Perhaps it is time to revisit one of ASEAN tourism’s oldest ambitions: getting its member countries to work together more effectively as one great regional destination.

Historically, that has often been easier to discuss than to deliver, but today’s traveller is changing. Better air connectivity, competitive fares and easier entry arrangements make two- and three-country holidays increasingly practical.

Thailand, with its extraordinary tourism infrastructure and Bangkok’s position as one of Asia’s great aviation gateways, is ideally placed to take the lead.

Imagine selling not simply Thailand, but Thailand plus Vietnam. Bangkok, Chiang Mai and Hanoi. Bangkok, Phuket and Phu Quoc. Or Thailand, Vietnam and Cambodia combined into one memorable Asian journey.

Instead of worrying about losing four nights of a 14-night holiday to Vietnam, we should ask whether working together could persuade that visitor to spend 18 or 21 nights in Southeast Asia.

This is not an entirely new idea. Specialist travel agents and DMCs have been offering multi-country ASEAN itineraries for as long as I can remember, certainly since I arrived in Thailand in 1991, and they have regularly featured around major regional gatherings such as the ASEAN Tourism Forum (ATF).

What feels different today is the scale of the opportunity. Perhaps now is the time to supercharge the concept, with stronger regional leadership and a clearer framework for cooperation. Thailand, with its tourism experience, connectivity and established position as a regional gateway, is ideally placed to take the lead.

The goal should be simple: make it easier and more attractive for visitors to combine two or three ASEAN countries in one holiday, while ensuring Thailand remains at the heart of that journey.

That, to me, is where the real opportunity lies.

Experience has taught me that destinations can never afford to take their visitors for granted. Vietnam is improving quickly, with excellent food, culture, beaches, resorts and tremendous value.

Under ASEAN, connected through food, people and culture.

Thailand still possesses formidable advantages: mature infrastructure, superb hotels, outstanding hospitality, food, wellness, shopping and an enviable position at the heart of the region.

So why not use them?

Thailand should take the initiative and help turn ASEAN’s long-standing ambition of greater tourism cooperation into something travellers can actually buy.

The question need not be: Thailand or Vietnam?

Increasingly, it could be: Thailand and Vietnam. Perhaps Laos too.

That is not surrendering tourists to our neighbours. It is giving them another reason to come to Southeast Asia, stay longer and, importantly, keep Thailand at the centre of their journey.

About the author
Andrew J Wood is a British-born travel writer and former hotelier who has lived in Thailand since 1991. A graduate of Napier University, Edinburgh, he has spent more than four decades in international hospitality and tourism.
A long-standing member of Skål International, Andrew is a former Director of Skål International and Past President of Skål International Asia, Thailand and Bangkok. He currently serves as Vice President of Skål International Bangkok. He writes extensively about travel, tourism, hospitality and developments shaping the industry across Thailand, ASEAN and the Asia-Pacific region.

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Those of us who have worked in Thai tourism for many years have heard plenty of strategies, slogans and campaigns. So rather than repeating the official language, a simpler question to ask is: “What will actually be different for the visitor?”

TAT wants tourism revenue to grow by at least 5% and aims for a 60:40 distribution between major and emerging destinations. It also talks repeatedly about attracting “high-value” travellers.

I understand the reasoning. Hotels naturally want higher room rates and greater revenue. Destinations want visitors who spend more. But there is another side to this equation: High-value tourism does not necessarily mean high-priced tourism. 

Going local

Only a few days ago, I took a short road trip with friends through Phetchaburi province, visiting Kaeng Krachan and Phetchaburi town. Along the way, we stayed in local homestays, explored markets and attractions, enjoyed fantastic local food and, most importantly, met some wonderful local people.

What struck me was not luxury in the conventional sense. It was the richness and authenticity of the experience.

Money was spent locally, and visitors interacted directly with communities. Importantly, it represented excellent value for money.

For repeat visitors to Thailand, this matters enormously. Experienced travellers are not necessarily searching for a more expensive hotel or holiday. Often they are searching for something new to discover.

A local market, family-run restaurant, homestay or village festival can provide exactly that.

Perhaps we should therefore redefine “high value”:

LOCAL EXPERIENCE↓

AUTHENTIC CONNECTION↓

LOCAL SPENDING↓

MEMORABLE VISIT↓

REASON TO RETURN

That, to me, is high-value tourism too.

A visitor can spend THB100 on a memorable local meal and THB10,000 on a hotel room during the same journey. Both contribute to Thailand’s tourism economy.

The appeal of no-fly tourism

Another opportunity we sometimes overlook is that you don’t necessarily need to fly anywhere to have a great holiday.

International airfares can represent a substantial part of a holiday budget. For Thai travellers, expatriates and long-stay residents who call Thailand home, domestic travel offers an attractive alternative.

The airlines may not thank me for saying it, but no-fly tourism is actually rather appealing.

Remove an expensive international airfare, and suddenly there is more money for accommodation, restaurants, local guides, markets and attractions. Much of that spending remains within Thailand and local communities.

A rewarding break does not always require an airport or immigration queue. Sometimes it simply means getting into a car or boarding a train.

Many repeat visitors already know Bangkok, Phuket, Pattaya, Chiang Mai and Samui. The opportunity now is to discover the Thailand between the famous names.

Less jargon, more delivery

TAT talks about reshaping markets, new growth engines and meaningful destinations. Travellers ask much simpler questions:

Why should I go? What will I experience? Is it worth the money? Will I feel welcome?

My sister has an even simpler test for judging a good holiday. She asks just one question:

“Would you go back?”

If the answer is an immediate yes, the destination has probably got most things right. If the answer is “maybe” or “I’m not sure”, that return visit may never happen.

I think that is as good a measure of tourism success as any.

After more than three decades working and writing in Thailand’s hospitality and tourism industry, I have come to believe that attracting someone once is only part of the job. Giving them a reason to return is much more valuable.

Perhaps Thailand’s greatest opportunity in 2027 is therefore not simply persuading every tourist to spend more. It is creating experiences that make them say:

“Yes, I would go back.”

And sometimes the experiences that bring us back are not the most expensive ones. They are simply the ones we remember.

About the author
Andrew J Wood is a Bangkok-based travel writer and former hotelier with more than three decades of experience in Thailand’s tourism and hospitality industry. A graduate of Napier University, Edinburgh, he has held senior hotel positions in Thailand and internationally. 
A long-standing member of Skål International, he is a former Director of Skål International, Past President of Skål International Asia, Thailand and Bangkok. Currently, he serves as Vice President of Skål International Bangkok. He writes regularly on tourism, hospitality, aviation and travel trends across Thailand and Asia.

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The expansion follows the app’s introduction in Japan last year, where IHG says it has attracted more than four million followers, and forms part of the hotel group’s wider strategy to connect with travellers through the digital platforms they already use.

The Line Mini App gives users direct access to IHG’s global portfolio of more than 7,000 hotels, as well as IHG One Rewards membership and exclusive offers, without leaving the Line platform.

Users can search for and book IHG hotels worldwide, join IHG One Rewards using their existing Line credentials, check membership status and points balances, redeem rewards, and access member benefits. In Thailand, these include dining privileges at participating hotels.

Line has a particularly strong presence in both new markets. The platform has approximately 56 million monthly active users in Thailand and 22 million in Taiwan, making it an important channel for IHG to reach travellers through a familiar digital environment.

IHG Hotels & Resorts Vice President Commercial, East Asia & Pacific, Dean Jones said the launch reflected IHG’s commitment to meeting guests where they already spend their time.

“Becoming the first hotel company to launch a Line Mini App in the Thailand and Taiwan markets reflects our commitment to making it easier to discover, book and experience our brands,” he said.

IHG Hotels & Resorts Chief Commercial & Marketing Officer, Greater China, Rita Jiang added that the expansion was designed to deliver a more mobile-first and frictionless experience for guests in both markets.

To support the August launch, IHG One Rewards is introducing promotional activities, including gamified experiences, opportunities to earn Line Points, and exclusive member initiatives.

Thai users will also have access to a series of limited-edition, travel-inspired Line stickers created by popular illustrator duo Sundae Kids.

The Line expansion comes as IHG continues to invest in digital technology throughout the guest journey, including AI-powered conversational search and personalised digital experiences.

IHG currently operates more than one million rooms across over 7,000 hotels in more than 100 countries, with a development pipeline of approximately 2,300 additional properties. Its IHG One Rewards loyalty program has more than 160 million members worldwide.

About the author
Andrew J Wood is a Bangkok-based travel writer and former hotelier with more than four decades of experience in the international hospitality and tourism industry. A long-time resident of Thailand, he has held senior hotel management positions with leading international hospitality groups and is a former Director of Skål International.

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Yet, in my experience, many still concentrate too heavily on the transaction rather than the reason people travel.

Travellers rarely remember how many points they earned from a journey. They remember the local meal, the heritage site, the unexpected landscape or the people they met along the way. This is particularly noticeable during the short road trips I regularly take with friends from Bangkok. We enjoy discovering destinations together, stopping at local restaurants and staying overnight in places we might otherwise have overlooked.

This growing preference for experiences is highlighted in Agoda’s 2026 Travel Outlook report. The research found that cultural exploration motivates 32% of Gen Z travellers, followed by outdoor activities at 30% and culinary experiences at 28%.

These findings closely reflect what I see in my own travels, even though my companions and I belong to a very different generation.

The desire to explore local culture, enjoy regional food and discover unfamiliar places is certainly not confined to younger travellers.

Loyalty programmes therefore have an opportunity to move beyond conventional points, discounts and room upgrades. Destination-specific activities, exclusive cultural encounters, local dining experiences and carefully designed travel packages could provide much more memorable and persuasive rewards.

Nearly three in four Gen Z travellers, or 73%, plan to take between one and six trips annually, while 86% prefer stays lasting from one to seven days. This pattern is also familiar to active seniors – retired or not.

My own group takes approximately six short road trips each year. We usually travel for three or four days in a 10-seat van with a driver, making several overnight stops at destinations located between two and eight hours from Bangkok. For us, useful loyalty benefits could include regional hotel packages, dining credits, heritage visits, wellness activities, private guides and transport arrangements.

Sustainability is also becoming more influential. Agoda reports that 23% of Gen Z travellers prefer off-peak travel to reduce their environmental impact. Active seniors are equally well placed to travel outside busy holiday periods because they generally have greater flexibility.

Airlines, hotels, banks and loyalty providers could encourage this behaviour through off-peak member fares, sustainable accommodation, responsible tourism experiences and rewards that disperse visitors beyond overcrowded destinations.

Gen Z are more prone to plan around experiences and expect a straightforward path from discovery to booking. 

The opportunity, however, extends well beyond Gen Z. I firmly believe programmes that understand how people actually travel, and reward them with relevant experiences rather than points alone, can build stronger engagement and more lasting customer relationships across generations.

About the author
Andrew J Wood is a Bangkok-based British travel writer and former hotelier who has lived in Thailand since 1991. He writes extensively about tourism, hospitality and aviation across the Asia-Pacific region. He is a long-standing senior member of Skål International, a former Director and Past President of Asia, Thailand and Bangkok.

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The group’s existing River Garden property will be transformed into an 18-storey hotel featuring 146 guest rooms and more than 20,000 sqm of gross floor area. Scheduled to open in 2028, the hotel will operate under the internationally recognised Plaza Athénée brand that has been absent from Bangkok’s hotel scene since 2017.

The development will become part of the AWC Riverside Journey, an ambitious network connecting 11 of the group’s hotels, lifestyle destinations and visitor experiences along the Chao Phraya.

Designed as more than a traditional luxury hotel, the property will combine accommodation with wellness, dining and lifestyle experiences. Its riverside setting will also give guests convenient access to Bangkok’s historic neighbourhoods, cultural attractions, and established local communities.

AWC’s broader riverside journey strategy brings together the capital’s history, art, culture and traditional ways of life with contemporary hospitality and tourism experiences. Participating properties are also expected to feature shared co-living lobby concepts, creating welcoming spaces where visitors can meet, relax and enjoy views of the river.

AWC President and Chief Executive Officer Wallapa Traisorat said the Chao Phraya had long been at the heart of Bangkok, connecting its people, communities, commerce, history and culture.

Inspired by that heritage, the riverside journey aims to introduce Bangkok and Thailand’s distinctive character to international visitors, while supporting the country’s development as a sustainable global tourism destination.

The network includes Asiatique The Riverfront Destination, The Hotel Plaza Athénée Bangkok and the planned Ritz-Carlton Bangkok, The Riverside. It also connects visitors with prominent neighbourhoods and cultural districts, including Song Wat, Yaowarat and Woeng Nakorn Kasem.

Guests will be encouraged to explore celebrated riverside landmarks such as the Grand Palace, Wat Arun, Wat Pho, Pak Khlong Talat flower market and Chinatown. The concept seeks to create a continuous journey through Bangkok’s heritage, living communities, contemporary lifestyle attractions and emerging creative districts. 

AWC also plans to expand the riverside network through MONA Bangkok, a destination dedicated to art, creativity and culture. Another proposed element is a sustainable cross-river cable car, designed to provide an additional transport connection and a fresh perspective for experiencing the Chao Phraya.

About the author
Andrew J Wood is a Bangkok-based travel writer and former hotelier who has lived in Thailand since 1991. A graduate of Napier University, Edinburgh, he has held senior hotel management positions in Thailand and overseas. He is a former Director of Skål International and Past President of Skål International Asia, Thailand and Bangkok.

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This fascinating connection lies at the heart of Heritage Hotels of Asia, an impressive two-volume work by distinguished writer Kenneth Barrett, edited by Jaffee Yee Yeow-Fei.

When I first picked up Heritage Hotels of Asia, I felt an immediate sense of excitement. Here was an invitation to step inside some of the region’s most magnificent hotels and discover how profoundly they have shaped the character, atmosphere and sense of place of their destinations. 

Meticulously researched, these volumes contain an encyclopaedic wealth of historical detail. Through Kenneth Barrett’s lucid and immersive writing, complemented by a rich collection of illustrations, readers are given the feeling of crossing each hotel’s threshold for themselves. The history, grandeur and distinctive personality of every property gradually unfold, bringing its stories vividly to life.

Grand hotels and history are inseparable. These remarkable properties are far more than elegant places to stay. Each reflects the rich tapestry of the country, region or city in which it stands. Through architecture, art, tradition and carefully preserved historical references, they connect travellers with their surroundings while immersing them in the atmosphere of another era.

At the same time, they offer a haven of luxury, gracious hospitality and elegant service. This compelling combination of history, culture and refinement is what makes the great heritage hotels of Asia so captivating.

The opening pages establish that the history of the modern hotel is also the history of modern travel. Hotels developed as improvements in stagecoach design made long-distance journeys more tolerable. The arrival of steam trains and the expansion of railway networks brought travel within reach of a wider public. Across Asia, hotels followed the great trade routes, accommodating administrators, merchants, scholars, tourists and adventurers. 

The book traces the origins of Asia’s modern hotels to Spence’s Hotel in Calcutta, opened in 1830. The opening of the Suez Canal in 1869 and advances in steamship travel subsequently accelerated the movement of travellers eastwards and helped create the beginnings of luxury tourism.

Hotels gradually became far more than convenient places to sleep and eat. By the closing years of the 19th century, the era of the grand hotel had arrived. These magnificent establishments became centres of colonial society, commerce, diplomacy and entertainment. Their dining rooms, ballrooms, bars and verandahs served as meeting places where deals were negotiated, news exchanged and reputations made.

One of the book’s strongest points is its extraordinary scope. Volume II presents the histories of 56 remarkable properties across 13 countries and territories, taking the reader on a grand journey through Southeast and East Asia.

Among the hotels featured are The Strand in Yangon, Myanmar; Malaysia’s Eastern & Oriental Hotel, Cheong Fatt Tze Mansion and Hotel Majestic; and Singapore’s legendary Raffles, together with the Goodwood Park Hotel, Fullerton Hotel and Capella.

Indonesia is represented by historic names such as Hotel Majapahit, Phoenix Hotel, Hotel Savoy Homann, and Hotel Indonesia Kempinski, while the Philippines includes The Manila Hotel and Rizal Park Hotel.

Thailand’s heritage collection includes Mandarin Oriental Bangkok, Chakrabongse Villas, 137 Pillars House in Chiang Mai, and Centara Grand Beach Resort in Hua Hin.

The journey through former French Indochina includes Vietnam’s Sofitel Legend Metropole Hanoi, Hotel Continental, Hotel Majestic and Dalat Palace Hotel; Cambodia’s Raffles Hotel Le Royal, Raffles Grand Hotel d’Angkor and Bokor Palace; and Settha Palace Hotel in Laos.

Moving further east, the book features Hong Kong’s iconic The Peninsula and Tai O Heritage Hotel; China’s Fairmont Peace Hotel, Waldorf Astoria Shanghai, Beijing Hotel and Astor Hotel; Taiwan’s celebrated Grand Hotel; and Japan’s Nikko Kanaya Hotel, Fujiya Hotel and Tokyo Station Hotel.

This impressive geographical sweep gives the book much of its strength. Some of the properties were purpose-built as grand hotels, while others began life as mansions, government buildings, warehouses, railway hotels or private residences before being carefully conserved and transformed. What unites them is a compelling historical narrative and a genuine connection to the culture and character of their cities.

Beautifully presented and illustrated with historic photographs, postcards, posters and luggage labels, this is both a pleasure to read and a book to treasure. It would make a perfect birthday or Christmas gift, but it is considerably more than an attractive coffee-table book. 

It is destined to become an invaluable reference for hoteliers, architects, designers, tourism professionals, hospitality students and everyone who appreciates the history, character and romance of travel.

World Scientific Publishing Singapore publishes Heritage Hotels of Asia Vol I and II. They are available in Kinokuniya Bangkok and all major bookstores in the region or purchased online directly from the publisher: www.worldscientific.com/worldscibooks/10.1142/14649

HERITAGE HOTELS OF ASIA

Volume 2: Southeast & East Asia
Copyright 2026 by Kenneth Barrett and Jaffee Yee Yeow-Fei
All rights reserved.

ISBN 978-981-98-2491-5 (hardcover)
ISBN 978-981-98-2492-2 (ebook for institutions)
ISBN 978-981-98-2493-9 (ebook for individuals)

About the reviewer

Andrew J Wood is a British-born travel writer, tourism commentator, former hotelier and tourism consultant who has lived in Thailand since 1991. He is CEO of A&P Media and contributes regularly to travel and hospitality publications across Asia and internationally. 

Having stayed in many of Asia’s celebrated heritage hotels during his extensive career and travels, he brings both a hotelier’s understanding and a traveller’s appreciation to this review.

Over a career spanning more than four decades, he held senior executive and general management positions with leading hospitality organisations across Asia and Europe, including Thistle Hotels, Shangri-La Hotels and Resorts, Minor International, the Landmark Lancaster Hotel Group, Chaophya Park Hotels and Resorts and the Royal Cliff Hotels Group.

He has been a member of Skål International Bangkok since February 1992, a former Director of Skål International, a Past President of Skål International Asia, Thailand, and a two-time Past President of Skål International Bangkok.

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The technology giant’s latest earnings provided investors with the proof many had been seeking that massive investment in AI infrastructure is producing measurable commercial returns rather than simply increasing costs.

The company reported stronger-than-expected growth in its Azure platform, demonstrating that demand for AI services continues to accelerate and translate into higher revenues. 

Azure is Microsoft’s cloud computing platform, similar to Amazon Web Services (AWS) from Amazon and Google Cloud from Google.

Think of Azure as a vast global network of data centres that provides computing power, storage and artificial intelligence services over the internet.

For AI, this is especially important because it:

Hosts AI models such as OpenAI’s ChatGPT for businesses.

Provides the computing power needed to train and run AI systems.

Enables companies to build their own AI applications without needing to own expensive supercomputers.

Stores and processes enormous amounts of data.

The company also reaffirmed its commitment to substantial AI capital expenditure, while customer demand still exceeds available computing capacity, indicating that the industry’s expansion is far from complete.

Investors responded enthusiastically. Microsoft shares rose about 15 to 16 per cent following the announcement, adding almost US$450 billion in market value in a single trading session, the largest one-day increase ever recorded by a public company.

The results helped answer one of the market’s biggest questions following the recent semiconductor correction: would the world’s largest cloud providers begin cutting AI investment?

The answer was a clear no.

This demonstrated that AI is already driving significant growth and confirmed that companies intend to continue investing aggressively to meet rising demand.

Travel and Tourism’s relationship with AI.

Amazon added further support by reporting strong performance in Amazon Web Services while increasing planned AI investment to approximately US$220 billion for 2026. Although Meta’s results this week highlighted pressure on free cash flow and margins from heavy AI spending, it also maintained its long-term commitment to AI development.

Together, these announcements helped trigger a strong recovery in semiconductor shares, including South Korean leaders SK hynix and Samsung Electronics, both major suppliers of advanced high-bandwidth memory chips that power AI systems.

Why this matters for travel and tourism

Having worked in hotels and tourism for more than four decades, I have witnessed countless technological advances, from the arrival of computerised reservations to the internet, online booking platforms and mobile travel. Artificial intelligence represents the next major step in that evolution.

From my own experience, I have seen AI move rapidly from being an interesting concept to becoming a practical tool used every day across the travel and hospitality industry.

Hotels are increasingly using AI to respond more quickly to guest requests, improve customer communications and assist staff in delivering more personalised service. Airlines are applying AI to optimise schedules, predict maintenance needs, and improve operational efficiency, while destinations and travel companies are embracing intelligent systems to enhance customer engagement and simplify planning.

Perhaps most encouraging has been the enthusiasm shown by a new generation of hospitality professionals. Since the industry’s rebuilding following the Covid-19 pandemic, I have observed many younger colleagues naturally embracing AI in their daily work. Whether preparing reports, analysing data, improving communication, or responding more efficiently to guests, they use these tools not to replace personal service but to enhance it.

I have also seen AI increasingly supporting hotels, restaurants and airport front-line customer contacts. From information services and concierge assistance to handling requests and responding more quickly to service demands, AI is helping hospitality professionals spend less time on routine tasks and more time focusing on customers and guests.

In my view, this can only be positive.

The hospitality industry has always been about people. AI will never replace genuine warmth, empathy or personal attention. Instead, I believe it enables staff to spend more time doing what they do best: looking after customers.

Microsoft’s latest results therefore represent far more than another impressive technology earnings report. They reinforce confidence that investment in the digital infrastructure supporting AI will continue, giving travel and tourism businesses access to increasingly powerful tools that can improve service, productivity and the overall guest experience.

For an industry built on creating memorable experiences, that is welcome news indeed.

About the Author 
Andrew J Wood is a Bangkok-based travel writer, media executive and former hotel general manager with more than four decades of experience across Asia’s hospitality and tourism industries. A former Director of Skål International, Past President of Skål Asia and Past President of Skål International Thailand and Bangkok, he is currently Vice President of Skål International Bangkok. A respected commentator on travel, aviation, hospitality and business trends, he has received Skål International’s Order of Merit and Membre d’Honneur in recognition of his contribution to global tourism. His articles are widely published in leading regional and international media.

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These are not simply impressive statistics. They represent one of the largest expansions ever projected for the global travel and tourism industry. For a sector that was fighting for survival only a few years ago, the scale of the anticipated recovery is remarkable.

According to Boeing’s latest Commercial Services Market Outlook, global passenger traffic is expected to double over the next two decades, while the world’s commercial fleet will grow by almost 80% to more than 50,000 aircraft. Around half of all new deliveries will replace ageing aircraft, with the remainder supporting future growth.

Yet the real story extends well beyond aircraft production. Every new aircraft requires pilots, cabin crew, engineers, maintenance facilities, spare parts, digital support systems and sophisticated logistics.

Boeing estimates the industry will need 674,000 new pilots, 728,000 maintenance technicians and more than one million cabin crew members by 2045.

Around two-thirds of these positions will simply replace retiring professionals, while the remaining third will support industry expansion. This highlights aviation’s greatest challenge.

The industry is not only growing; it must also replace decades of accumulated expertise while preparing a new generation for increasingly sophisticated aircraft and operating environments.

Technology will certainly help. Artificial intelligence, predictive maintenance, digital aircraft monitoring and immersive training will all become increasingly important. However, no technology can replace sound judgement, professional experience and rigorous training. Aviation has always been, and will remain, a people business. That reality, I believe, is especially important for tourism.

Hotels, resorts and attractions may be the visible face of travel, but aviation remains its essential foundation. Every additional aircraft creates demand far beyond the airline itself, supporting airports, engineering companies, hospitality businesses, convention centres, tour operators and thousands of small enterprises throughout the tourism economy.

For Southeast Asia, the opportunities are substantial. Boeing forecasts the region will require approximately 258,000 additional aviation professionals over the next twenty years, reflecting its position among the world’s fastest-growing aviation markets.

Thailand is well placed to benefit. Its strategic location, mature tourism industry and established aviation infrastructure provide strong foundations for future growth. However, success cannot be taken for granted. Airports require continued investment, engineering capabilities must expand, training institutions need greater capacity and regulatory systems must continue evolving alongside rapidly changing technology. Aircraft can be ordered. Skilled professionals cannot.

Thailand Seaplanes

Against this backdrop, renewed interest in commercial seaplane operations has generated considerable discussion. Siam Seaplane’s plans to introduce scheduled amphibious aircraft services are both imaginative and potentially valuable for Thailand’s premium tourism sector.

The concept offers attractive possibilities, particularly for connecting luxury coastal resorts and island destinations while creating distinctive visitor experiences. However, seaplanes should be viewed in perspective.

They represent a specialised niche rather than a transformational change to Thailand’s aviation landscape. Thailand already supports executive helicopters and private jet operations, and seaplanes are likely to occupy a similar premium market.

History also provides a useful reminder. Previous initiatives, including Yellow Bird, demonstrated both the appeal and the commercial challenges of operating seaplanes in Thailand. Beyond acquiring aircraft, operators require specialised water aerodromes, environmental approvals, marine traffic coordination, maintenance facilities, trained crews, insurance support and a clear regulatory framework.

Perhaps most importantly, sufficient passenger demand must exist to justify the significant investment.

The Maldives has demonstrated how successful seaplane tourism can become under the right geographic conditions. Thailand, however, already benefits from an extensive network of airports, highways and ferry services, reducing the number of routes where seaplanes offer a clear commercial advantage.

None of this diminishes the value of innovation. Premium tourism continues to evolve, and niche aviation services may well find profitable opportunities. The challenge will be matching ambition with commercial reality.

Aviation’s future

Ultimately, Boeing’s extraordinary forecast is about far more than aircraft. It is about people. It is about skills. And importantly, it is about the infrastructure that keeps global tourism moving.

Whether through major international airlines or innovative niche operators, the future of aviation will depend not simply on technological advances but on sustained investment in training, maintenance, safety and smart regulation.

For Thailand, the opportunity is considerable. If the country continues investing in its aviation workforce while encouraging carefully planned innovation, it can strengthen its position as one of Asia’s leading aviation and tourism hubs.

The skies ahead certainly look busy. Ensuring there are enough skilled people to keep those aircraft flying safely may prove the industry’s greatest achievement.

About the author
Andrew J Wood is a Bangkok-based media executive, travel writer and former hotel executive specialising in Asian tourism. A former Director of Skål International and Past President of Skål Asia, he has lived in Thailand since 1991 and has spent more than four decades working across the region’s hospitality and aviation industries.

The post Boeing Forecast: Remarkable recovery appeared first on TTR Weekly.

The organisation has also expressed its deepest condolences to the families and friends of those who lost loved ones, while urging stronger enforcement of fire safety regulations and more rigorous inspections across Thailand to help ensure such a tragedy is never repeated.

Thailand’s tourism industry depends on public confidence. Every visitor has the right to expect that an evening out will end with a safe journey home. Maintaining that confidence is a shared responsibility of venue operators, government authorities and the wider tourism industry.

The fire has shocked the nation and once again highlighted the critical importance of rigorous safety standards in bars, pubs, restaurants and entertainment venues throughout Thailand.

Skål International Bangkok joins the Pattaya Nightlife Business Association in supporting calls for stronger enforcement of fire safety regulations. The Association’s President, Lisa Hamilton, recently stressed that fires at entertainment venues that result in loss of life should never happen again. Her comments deserve the support of everyone involved in Thailand’s tourism and hospitality industries.

As one of Asia’s leading tourism destinations, Thailand has built a worldwide reputation for its nightlife, warm hospitality and welcoming atmosphere. Protecting visitors, employees and residents must always remain the industry’s highest priority.

Sadly, this is not the first time the country has experienced such heartbreak.

Many will remember the Santika Nightclub fire in Bangkok during the 2009 New Year celebrations, which claimed more than 60 lives and injured over 200 people. More recently, the Mountain B Pub fire in Chonburi in 2022 claimed 26 lives. Both tragedies prompted widespread calls for reform, yet the latest disaster demonstrates that further improvements are still needed.

Skål International Bangkok believes this latest incident must become a turning point.

The association is calling upon the Bangkok Metropolitan Administration (BMA), Pattaya City, provincial administrations and all relevant government agencies to strengthen inspection programmes and ensure consistent enforcement of safety regulations throughout the country.

Among the measures that deserve immediate attention are:

• Regular unannounced inspections of entertainment venues during operating hours.
• Strict enforcement to ensure all emergency exits remain unlocked, unobstructed, clearly marked and fully operational.
• Routine inspection and certification of fire alarms, emergency lighting, sprinkler systems and fire extinguishers.
• Independent inspection of electrical installations and air-conditioning systems.
• Mandatory staff training in emergency evacuation procedures, together with regular fire drills.
• Careful monitoring of occupancy levels to prevent overcrowding.
• Greater scrutiny of venues operating under licences that may not accurately reflect their actual use.

Strong penalties, including immediate closure, for establishments failing to comply with life-safety regulations.

Skål International Bangkok also encourages venue operators to view safety not simply as a regulatory obligation but as an essential investment in their guests, employees and the long-term success of their businesses.

Visitors themselves can also play a role by taking a few moments to identify emergency exits whenever entering a crowded venue and by reporting any obvious safety concerns to management.

Skål International Bangkok President James Thurlby said: “On behalf of Skål International Bangkok, I extend our deepest condolences to the families and friends of those who have lost loved ones in this heartbreaking tragedy. Our thoughts are also with those who have been injured and with the emergency services who responded with such courage and professionalism.

Thailand has earned an international reputation as one of the world’s most welcoming tourism destinations. That reputation is built not only on warm hospitality but also on the confidence that visitors can enjoy their experience safely. Every entertainment venue has a responsibility to place the safety of its guests and employees above all else.

We commend the Pattaya Nightlife Business Association and its President, Lisa Hamilton, for speaking out so clearly on this important issue. Their call for stronger enforcement of fire safety standards deserves the full support of the tourism and hospitality industry.

This tragic incident must become a catalyst for lasting change. Regular inspections, properly maintained fire safety systems, unobstructed emergency exits, effective staff training, and firm enforcement of existing regulations should be regarded as the minimum standard, not the exception. By working together, government authorities, venue operators and the tourism industry can help ensure that such a tragedy never happens again.”

Andrew J. Wood, Vice President of Skål International Bangkok, added: “Thailand’s tourism industry has shown remarkable resilience over many decades. By strengthening safety standards today, we not only protect lives but also reinforce international confidence in Thailand as a safe, welcoming and world-class destination. Prevention is always better than regret. Every visitor should be able to enjoy Thailand’s outstanding nightlife with complete confidence that their safety is paramount.

Skål International Bangkok hopes this latest tragedy will encourage lasting cooperation between government agencies, venue operators and the wider tourism industry to create safer entertainment environments throughout Thailand.

About Skål International Bangkok
Founded in 1956, Skål International Bangkok is one of Thailand’s oldest and most respected tourism organisations. It forms part of Skål International, the world’s largest global network of tourism professionals, bringing together industry leaders in more than 80 countries to promote friendship, sustainable tourism and professional excellence.

About the Author
Andrew J. Wood is a British-born travel writer, tourism commentator and former hotel general manager with more than four decades of international hospitality experience. Based in Bangkok since 1991, he is recognised as one of Asia’s most respected travel and tourism journalists, writing extensively on hospitality, aviation, destination development and regional tourism trends.

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The 98-room beachfront wellness resort brings together Thai healing traditions, locally inspired design and the spirit of Sanook—the Thai expression for the joy of living. 

As the brand’s first property in Thailand, The Barai Hua Hin introduces a new chapter in luxury wellness, where heritage, architecture, and personalised experiences converge into a single, distinctive destination.

“The Barai first opened as a spa 20 years ago and earned international recognition for its restorative treatments. Today, it has evolved into a boutique beachfront wellness resort while preserving its legacy of Thai hospitality and holistic wellbeing”, said Barai Hua Hin, General Manager Marco Avitabile.

“At the Barai Hua Hin, every stay is designed to unfold at the guest’s own rhythm. Our philosophy is rooted in Sanook, the belief that joy, ease and delight should be part of life’s most meaningful moments. Whether guests come for deep rest, movement, spa rituals, culinary discovery or time by the sea, we invite them to experience renewal in a way that feels personal, memorable and entirely their own.”

Architecture 

Designed by renowned Thai architect Lek Mathar Bunnag, The Barai Hua Hin reinterprets Thai heritage through a contemporary architectural language inspired by the four elements: Water, Fire, Earth and Air. Sculptural forms, shaded corridors, tranquil courtyards and reflective water features encourage guests to slow down and reconnect. The resort also features two distinctive swimming pools: the Forest Pool, nestled within lush tropical surroundings, and the Beach Pool overlooking the Gulf of Thailand.

The resort offers 98 rooms and suites, including 27 suites and two two-bedroom penthouses. Each accommodation has been thoughtfully designed to embrace the surrounding tropical landscape through generous living spaces, expansive balconies, deep soaking tubs and rainforest showers. Higher-category suites further elevate the experience with butler service, expansive terraces, in-suite rituals and daily massage inclusions for guests seeking greater privacy and personalisation.

At the heart of the resort is The Barai Spa, named after the ancient barays that once sustained daily life in historic empires. Wellness extends beyond the spa into the two-storey Wellness Hub, which features a 24-hour fitness studio, yoga studio, holistic zone and wellness shop.

Guided by the resort’s elemental philosophy, guests are invited to explore Earth for grounding, Water for release, Air for vitality and Fire for momentum. Signature wellness pathways include Women’s Health, Sleep Recovery, Back Care, Longevity, Emotional Wellbeing and Heart Health, with each programme supported by a personalised wellness map.

Dining rooted in Hua Hin heritage

Dining at The Barai Hua Hin is led by Chef Benn Rowe, whose culinary philosophy celebrates coastal abundance, seasonal produce and the convivial pleasure of dining by the sea.

White Cottage draws inspiration from the seaside summer houses once built by Siamese nobility and Ban Chom Khluen, meaning “Seeing the Wave,” whose preserved timbers were carefully reassembled into the cottage guests experience today. The restaurant serves breakfast before transitioning into a refined dining destination

showcasing fresh seafood, plant-forward cuisine and Thai-inspired flavours.

McFarland House is set within a beautifully restored 19th-century beachfront pavilion overlooking the Gulf of Thailand. Once the seaside retreat of Dr George Bradley McFarland, a pioneering figure in Thailand’s medical and educational history, it now offers European cuisine, premium grilled specialities, and weekday afternoon tea and one of Hua Hin’s most celebrated Sunday brunches.

The Unbound Collection by Hyatt in Thailand

The opening of The Barai Hua Hin, part of The Unbound Collection by Hyatt, further expands the brand’s portfolio of independent, one-of-a-kind hotels—each distinguished

by its character, individuality, and deep connection to its surroundings. As the brand’s first property in Thailand, the resort brings a new wellness story to the collection, shaped by architecture, heritage, nature and the joyful Thai spirit of Sanook.

The brand is expected to continue its global growth this year with Cayo Levantado in the Dominican Republic and The Clayfield in Canada.

About the author
Andrew J Wood is a British-born, Bangkok-based media executive, travel writer and hotel general manager with almost five decades of hospitality experience. A former President of Skål International Asia, SI Thailand President and a two-time President of Skål International Bangkok, he writes regularly on tourism and hospitality across the Asia-Pacific region.

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