The declaration took effect on 25 September, enabling district offices to assess damage and arrange assistance for affected residents.

Rain has continued since Wednesday, with about 300 mm reported in less than two days. Floodwater has reached around 60 cm in some locations. Roads and vehicles have been submerged, while severe congestion has delayed journeys across Bangkok and surrounding areas. Rain continued through the weekend but eased by late Sunday. Passengers heading to the city’s two airports faced long commutes. 

Governor Chadchart Sittipunt convened Bangkok’s 50 district offices and relevant agencies on Saturday to coordinate the response. The measures include identifying vulnerable residents and patients who may need assistance, preparing temporary shelters in BMA schools, arranging transport, deploying sandbags and accelerating drainage. District offices have also been instructed to coordinate with traffic police and monitor roads affected by rising water.

The citywide declaration provides a framework for assistance; it does not mean that every district or household has experienced flooding to the same extent. Residents seeking support must report damage to their district office for assessment. The BMA has advised affected households to retain photographs and other evidence of damage to homes and possessions.

The flooding had immediate consequences for businesses. Staff were unable to reach workplaces, deliveries were delayed, and employers were told to check conditions before asking staff to travel and make practical arrangements where routes are affected.

Hotels, restaurants and other tourism businesses face similar operational difficulties. Guests need accurate advice about journeys to and from properties, particularly when travelling with luggage or working to a flight schedule. Operators should confirm transfer routes shortly before departure and keep guests informed if access changes. Airports continue to operate while roads leading to them are partially blocked, causing disruptions. Staff shortages are also delaying baggage services at airports. 

Bangkok’s drainage system is under sustained pressure from the rain’s volume and duration. Officials are working to remove water and clear obstructions from drainage routes. Their immediate task is to maintain access, support households in flooded areas and provide clear updates as conditions change.

Once the water recedes, the BMA will need to assess damage and the performance of drainage, canals and public warnings. For residents and businesses, the priority is a timely account of which routes have reopened, what assistance is available and how long disruption is likely to continue.

About the author
Andrew J Wood is a Bangkok-based travel writer who has lived in Thailand since 1991.

The post Bangkok declares flood disaster appeared first on TTR Weekly.

That is perhaps the most striking conclusion from the latest Airbus Global Market Forecast for 2026–2045.

To understand the enormity, look at the global numbers. The world’s passenger aircraft fleet is forecast to grow from around 23,310 aircraft at the end of 2025 to 45,550 by 2045, almost doubling in just two decades.

Airbus estimates it will need to deliver 42,060 new aircraft during that period. Around 33,920 will be single-aisle aircraft and 8,140 widebodies.

Nearly 20,000 will replace older aircraft, but another 22,240 will be required to accommodate growth.

Asia-Pacific is expected to account for an extraordinary 45% of new passenger aircraft demand.

Passenger traffic in the region is forecast to grow by 5.1% annually, considerably faster than the global average. That means more aircraft, more passengers and potentially hundreds of new connections.

For Southeast Asia, the implications are enormous.

Thailand, Vietnam, Indonesia, Malaysia and the Philippines sit in one of aviation’s great growth corridors. Longer-range single-aisle aircraft also make direct services between secondary cities increasingly practical.

For Thailand, could Chiang Mai, Phuket, Krabi and other regional gateways capture substantially more direct international traffic rather than funnelling passengers through Bangkok?

But is there an elephant in the room, or in this instance, the departure lounge? What happens to emissions if Asian air travel expands on anything approaching this scale?

Fleet renewal will help. New-generation aircraft are considerably more fuel-efficient than many of the aircraft they replace. But another important part of the equation is Sustainable Aviation Fuel, or SAF.

Unlike conventional jet fuel made entirely from fossil crude oil, SAF can be produced from sources including waste oils, agricultural and forestry residues and, increasingly, synthetic fuels made using renewable energy.

Aircraft still produce carbon dioxide when SAF is burned, but the potential benefit comes from its life-cycle carbon footprint. Carbon absorbed or recycled in producing the fuel can substantially reduce net greenhouse-gas emissions compared with conventional fossil jet fuel.

SAF can also be blended with existing jet fuel and used in today’s aircraft and airport fuel systems, making it a practical near-term option. At the same time, hydrogen and other new propulsion technologies remain much further off.

The challenge is producing enough of it, at an affordable price, to make a meaningful difference as Asian aviation expands.

Asia therefore faces two races.

The first is commercial: airlines, airports and destinations competing for aircraft, routes and passengers.

The second is environmental: cleaner aircraft, fuels and operations racing against rapidly increasing demand.

Thailand needs to think about both.

Can Suvarnabhumi and Don Mueang accommodate another generation of growth? Can regional airports capture more international services? Can Thailand expand aviation training, maintenance and aerospace industries? And can cleaner aviation infrastructure grow alongside passenger numbers?

Asia-Pacific taking 45 per cent of future global aircraft demand represents an extraordinary shift in aviation’s centre of gravity.

The aircraft are coming.

The much bigger question is whether Asia will be ready for them.

About the author
Andrew J Wood is a Bangkok-based travel writer and former hotel executive with almost five decades of experience in hospitality and tourism. He chairs the Tourism Committee of the Joint Foreign Chambers of Commerce in Thailand (JFCCT) for 2026–2028 and is a long-standing member of Skål International.

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I remember being impressed then, so I was delighted to be invited back recently to update myself on the hotel and its facilities.

The timing of that first visit is worth remembering. Four Points by Sheraton Phuket Patong Beach Resort officially opened on 1 October 2020 (the first Four Points in Thailand) in the midst of the COVID-19 pandemic, so when I first inspected the property in 2021, it was still a very new resort. Opening a 600-room beachfront hotel during one of the most difficult periods the global travel industry has ever faced was no small undertaking, making its subsequent development and success all the more noteworthy.

Having recently attended a conference in Phuket’s Laguna area, I took the opportunity to extend my stay on the island and spend four days and three nights at Four Points.

What struck me immediately was how little this 600-room resort feels like a 600-room hotel.

The property is predominantly low-rise, with water and tropical landscaping playing an important role in its design. There is an almost lagoon-like quality as you walk through the resort, with pools, narrow waterways and water features appearing throughout the grounds.

For me, one of the most enjoyable areas is The Deck Beach Club. Its infinity-style pool and beachfront setting create a lively atmosphere, helped along by music and a DJ, while attentive staff circulate with menus and drinks. Plenty of sunbeds and shaded areas meant I never felt overwhelmed, despite its popularity.

Families are also particularly well catered for. The Little Sea Gypsies Kids’ Club was supervised every time I passed it on the way to my room and, judging by the number of young guests using it, clearly fulfils its purpose very successfully.

The accommodation itself deserves mentioning. There are eight room types, and I found the contemporary design comfortable and practical rather than unnecessarily elaborate. High ceilings and large floor-to-ceiling windows give the rooms a sense of space, while some categories have balconies, ocean views, or terraces providing direct access to the pool.

I was particularly interested to discover the Superior Triple Rooms, an increasingly useful option for families and groups of friends travelling together.

 They overlook the resort pool and accommodate up to three guests with a sofa bed, with configurations including either a king bed or two double beds.

It is a simple idea, but in my opinion an important one. Too often three people travelling together are forced either to book two rooms or compromise on comfort. Here, the third guest can be accommodated properly while everyone remains together.

There are also pool-access rooms for those who want to step directly from their private terrace into the water, while families wanting considerably more space can choose a two-bedroom Family Suite, complete with a separate children’s room and specially designed facilities for younger guests.

For those interested in meetings and conferences, however, this resort has another side altogether.

The conference facilities were one of the principal reasons for my original visit in 2021, and they are even more impressive today. The Akara Grand Ballroom now features an enormous 9m by 5m LED wall, opening up considerable possibilities for conference organisers and event planners. The ballroom accommodates up to 500 guests and is complemented by a junior ballroom and numerous meeting and breakout rooms.

With two levels of meeting facilities, escalator access, generous reception and pre-function areas and extensive indoor and outdoor event space, I found myself once again thinking that this is a serious conference hotel disguised rather cleverly as a beach resort.

Food and beverage was another highlight of my stay.

I particularly enjoyed Sears & Co. Bar and Grill, where guests can dine indoors in air-conditioned comfort or outside overlooking Patong Beach. The resort runs numerous dining promotions, including grilled meats, seafood and seasonal buffet offerings, adding welcome variety for guests staying several nights.

Breakfast at Chao Leh Kitchen deserves a special mention. In my opinion, it is one of the most extensive hotel breakfast buffets I have encountered in recent years.

Rather than one seemingly endless buffet line, the food is divided among different kitchen areas, offering Asian, Indian and Western favourites alongside traditional breakfast dishes. The selection seems endless, and during my stay it was extremely well patronised. Despite that, service remained efficient, friendly and remarkably well organised.

Location is another major advantage.

The hotel sits directly opposite Patong Beach. Cross the road, and you are on one of Phuket’s best-known stretches of golden sand, extending for approximately three kilometres.

I took an early morning exercise walk along the beachfront and found it one of the most fascinating walks I have enjoyed recently. (I walk a lot). Patong is already coming alive at 0630. Vendors prepare for the day, people exercise, restaurants and stalls open, and massage areas and beach businesses gradually spring into action.

Later, of course, the beach becomes considerably livelier. There is parasailing, jet skiing, and other water sports, along with volleyball, food vendors, restaurants, and the almost continuous energy Patong is famous for.

And that, for me, is part of the attraction. You can enjoy the facilities and relative calm of a large resort. Yet the moment you step outside, you are very much in Phuket, with Patong Beach and its extraordinary mixture of people, food, entertainment, and activity immediately in front of you.

For anyone considering a stay, it is also worth checking the hotel’s website before booking, as seasonal packages and special offers are regularly available. Marriott Bonvoy members should also check the benefits and rates available to them, which can add further value to a Phuket stay.

Four Points by Sheraton Phuket Patong Beach Resort manages an interesting balancing act. It is large without feeling enormous, lively without being overwhelming, and equally capable of accommodating a couple, three friends sharing a room, a family holiday, a beachfront escape, a wedding, or a substantial international conference.

Five years after my first inspection, I found a resort that has matured considerably.

Sometimes returning to a hotel tells you much more than visiting it for the first time. In this case, I came away more impressed than I had been in 2021.

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 more than four decades of experience in international hospitality and tourism. He chairs the JFCCT Tourism Committee for 2026–2028 and has held senior leadership roles with Skål International in Thailand and Asia.

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MAG, the parent company of Malaysia Airlines and Firefly, has expanded strategic alliances with leading travel industry organisations in Malaysia, Singapore, Indonesia, Thailand and the Philippines.

The initiative combines airline connectivity with travel-trade distribution, joint marketing, consumer promotions and destination development, giving Malaysia a coordinated platform to attract both visitors and connecting passengers through Kuala Lumpur.

In Malaysia, MAG has renewed its partnership with the Malaysian Association of Tour and Travel Agents (MATTA) for another three years, continuing as Official Airline Partner and Premier Sponsor of MATTA Fair.

In Singapore, it has partnered with the National Association of Travel Agents Singapore (NATAS), while in Indonesia, an agreement with ASTINDO will support airline and destination promotions.

Thailand is also firmly in the strategy. MAG will work with the Thai Travel Agents Association through the Thai International Travel Fair. Meanwhile in the Philippines, its partnership with Travel Innovators will use the Travel Madness Expo to develop leisure, corporate and MICE business.

The timing is significant. Malaysia is currently promoting Visit Malaysia 2026, while Malaysia Airlines continues to strengthen Kuala Lumpur’s regional and international connectivity.

The airline will resume Kuala Lumpur–Busan services in December and increase frequencies to Brisbane, Surabaya, and Fukuoka.

For Thailand, this deserves attention.

Bangkok has long enjoyed one of Southeast Asia’s strongest natural advantages as an aviation and tourism hub. Its geographical position, enormous hotel inventory, extensive airline network and popularity as a destination in its own right make it an obvious gateway for travellers exploring the region.

But neighbouring countries increasingly recognise that aviation connectivity cannot be considered separately from tourism strategy.

Kuala Lumpur is combining airlines, travel agents, destination marketing and government tourism ambitions. Singapore, meanwhile, remains one of Asia’s most efficient aviation hubs and continues to invest heavily in the passenger experience.

The question, therefore, is not simply which airport handles the most passengers. It is which destination can persuade travellers to arrive, connect, stop over, stay longer and spend more.

For Thailand, maintaining Bangkok’s gateway position will require more than additional airline seats. Airport efficiency, immigration, transit convenience, regional connectivity, visa-free entry, destination marketing and the quality of the visitor experience all form part of the equation.

Southeast Asia’s tourism gateway battle is becoming increasingly competitive. Bangkok possesses formidable advantages, but Kuala Lumpur is making it clear that it wants a much larger share of the traffic.

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 more than four decades of experience in international hospitality and tourism. He chairs the JFCCT Tourism Committee for 2026–2028 and has held senior leadership roles with Skål International in Thailand and Asia.

The post BKK, KUL and SIN pursue gateway status appeared first on TTR Weekly.

The appointments bring together the couple’s extensive experience in travel, tourism, business, operations and community engagement with a longstanding commitment to service.

Auxiliary Lieutenant Nongnuch Pattison has been appointed to Business & Operational Support and Social & Community Services in Bangkok.

Auxiliary Lieutenant Rodney Pattison has been appointed to Social & Community Services and National Lead, Partnership & Fundraising, a role that will see him develop relationships with businesses, organisations, supporters and communities across Thailand.

Rodney and Nuch are well known to many in Australia’s travel industry. They are also friends and colleagues whose careers I have followed with considerable interest.

Rodney’s early expertise included website marketing and using website software as a strategic business tool at a time when the travel industry was only beginning to appreciate its commercial potential.

Through their travel company, Travel Connections, Rodney and Nuch subsequently developed considerable expertise in the Australian cruise market

The company became particularly well regarded for efficiently handling cruise passengers and the complex logistics of embarkation and disembarkation, an area requiring meticulous organisation, communication, and attention to detail.

Those skills should translate well into their new responsibilities involving operations, partnerships, fundraising and community engagement.

The Pattisons’ association with The Salvation Army is also deeply personal. Rodney comes from a family with strong Salvation Army connections, and the organisation’s traditions of faith, service, and music have influenced him throughout his life. His father was closely involved with The Salvation Army in Australia, while music also became a bond between father and son, both accomplished musicians.

“Nuch and I are deeply honoured to have been appointed to serve in Thailand,” Rodney said. “After many years connected with the travel industry, we are looking forward to using our experience, relationships and skills in a very different way, supporting communities and helping strengthen the work of The Salvation Army in Thailand.”

Friends and colleagues from Thailand’s travel, tourism and business communities are invited to welcome Rodney and Nongnuch at a special gathering on Sunday, 11 October 2026 at 1030 at The Salvation Army Foundation, Preecha Complex, Ratchadaphisek Road 20, Bangkok.

“Thailand has been an important part of our lives for many years,” Rodney added. “We would love to see friends from across the travel and tourism industry join us in Bangkok.”

For two people whose professional lives have long been about connecting people and places, Bangkok now marks the beginning of a very different journey, one centred on service, community and giving something back.

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 more than four decades of experience in international hospitality and tourism. A longstanding member of Skål International, he is a former Director and Past President of Skål International Asia, Thailand and Bangkok. Currently, he serves as Vice President of Skål International Bangkok and a member of the Skål Asia Board. He writes on travel, tourism, hospitality and Asia-Pacific industry developments.

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Tourism and Sports Minister Surasak Pancharoenworakul says the proposal is expected to go before Cabinet on 22 September, with a government budget of around THB3.5 billion.

Under the latest proposal, the scheme will subsidise up to one million hotel room nights, with each eligible Thai traveller able to receive support for up to five nights. Accommodation support would be capped at THB2,000 per night, alongside digital vouchers intended to encourage spending at restaurants, attractions and other tourism businesses.

Is November to February the best time for this promotion?

These are traditionally Thailand’s strongest tourism months, when hotels in popular destinations charge high-season rates and expect strong occupancy.

There is another curiosity. The proposed programme runs from 1 November 2026 to 28 February 2027, yet subsidies would reportedly be suspended from 15 December to 15 January, covering the Christmas and New Year peak.

That removes roughly one quarter of the four-month promotional period. Poor marketing, in my mind.  

The reasoning is understandable. Why subsidise rooms when demand is already at its strongest? But that raises the broader question of whether government money would be more effective in stimulating travel during genuinely softer periods.

Hotel participation is another challenge. Properties expecting high occupancies at normal high-season rates may have little incentive to allocate rooms to subsidised domestic business.

Affordability matters too. A subsidy of up to Baht 2,000 sounds attractive, but against high-season room rates, the remaining cost may still be more than some of the Thai travellers the programme is intended to encourage want to pay.

Secondary destinations could gain incremental business; restaurants and attractions would benefit from additional spending, while hotels could use the scheme to fill softer midweek inventory.

That may be where the greatest opportunity lies.

The real measure of success should not simply be whether the one million subsidised room nights are used, but how much genuinely additional tourism they create.

If taxpayers subsidise holidays that would have happened anyway, the return is questionable. If the scheme generates new trips, fills otherwise empty rooms and directs travellers towards secondary destinations, it could be money well spent.

The concept has merit. The question remains: is high season really the right season to make it work?

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 more than four decades of international hospitality and tourism experience. He chairs the JFCCT Tourism Committee for 2026–2028 and has held senior leadership roles with Skål International and in Thailand and Asia.

POSTSCRIPT

BANGKOK, 18 September 2026: Since this article was written, the government has indicated that the proposed Thai Travel Plus domestic tourism stimulus will be postponed from October 2026 to April 2027.
Interestingly, the reasoning goes directly to the question raised in the original TTRW report: Is the high season really the right time to subsidise domestic travel?
The Thai government now appears to have concluded that introducing the programme during a period when hotels and tourism businesses already enjoy stronger demand would have limited additional impact.
Andrew Wood

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Now in its ninth year, Phuket Hotels for Islands Sustaining Tourism, or PHIST, is calling for a “Whole Village” approach to sustainability, arguing that environmental responsibility must become a fundamental requirement for Thailand’s long-term tourism competitiveness, not simply a collection of corporate pledges.

Organised by the Phuket Hotels Association, PHIST 2026 brings together hotel owners, operators, developers, architects, suppliers, government representatives, environmental organisations and tourism leaders.

This year’s programme features 93 speakers across 26 panel sessions, workshops and masterclasses, together with 43 exhibitors and 13 non-profit organisations.

Among the speakers are KP Ho, Founder and Executive Chairman of Banyan Group, Dr Pinsak Suraswadi, Director-General of Thailand’s Department of Marine and Coastal Resources, and Phil Smith, General Manager of Parkroyal Collection Marina Bay, Singapore.

Phuket provides an increasingly important test case for sustainable tourism. The island continues to experience rapid hotel and property development alongside infrastructure pressures, traffic congestion, water and waste challenges and continued expansion at the luxury end of the hospitality market.

The industry’s challenge is therefore changing.

The question is no longer whether hotels have sustainability policies. Most now do. The more difficult question is what those policies are actually achieving and how results are being measured.

Increasingly, attention is shifting toward operational key performance indicators, including energy consumption per occupied room, water usage, food waste, single-use plastics, local purchasing, staff accommodation, transport emissions, and coastal protection.

This moves the sustainability conversation beyond awards, pledges and good intentions towards measurable performance and accountability.

PHIST’s organisers believe collaboration is essential. Sustainability cannot be delivered by hotels acting independently when many of the pressures affecting destinations, from waste management and infrastructure to coastal protection and transport, extend far beyond individual properties.

The “Whole Village” approach therefore calls for hotels, government, communities, suppliers, developers and environmental organisations to work collectively rather than in isolation.

For Phuket, the stakes are particularly high. Tourism underpins the island’s economy, but continued growth also puts increasing pressure on the environment and quality of life that make the destination attractive.

PHIST has developed significantly since its launch nine years ago. What began primarily as an annual industry gathering is evolving into a year-round platform designed to encourage collaboration, share practical solutions and turn sustainability commitments into measurable action.

The message from PHIST 2026 is increasingly clear: sustainability is no longer simply about protecting the environment. It is about protecting the long-term competitiveness of Thailand’s tourism industry itself.

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 more than four decades of experience in international hospitality and tourism. A long-standing member of Skål International, he is a former Director and Past President of Skål International Asia, Thailand and Bangkok. Currently, he serves as Vice President of Skål International Bangkok. He writes regularly on travel, tourism, hospitality and Asia-Pacific industry developments.

The post PHIST 2026 puts sustainability centre stage appeared first on TTR Weekly.

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.

The post Thailand can share success with Vietnam appeared first on TTR Weekly.

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.

The post Tourism 2027: What’s actually in store? appeared first on TTR Weekly.

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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