post by : oriane.gachet


"Glamping is a portmanteau of glamorous and camping and describes a style of camping with amenities and, in some cases, resort-style services not usually associated with "traditional" camping.”



POP-UP & Openair Hotelzimmer

post by : yannik.moreau

Während der Sommersaison wird von Toggenburg Tourismus an drei Standorten Openair-Hotelbetten angeboten. Auch Schweiz Tourismus werbt für eine neue, urbane Schweiz mit überraschenden Geheimtipps von Einheimischen wie z.B «Meet the locals». Wie kam es zu diesem schweizweiten Trend? 2 Konzeptkünstler lancierten verschiedene Varianten von «Null Stern Hotels» wie zum Beispiel: Betten in Luftschutzbunkern oder Hotelbetten unter dem freien Himmel. Am Schluss der Saison war die Nachfrage so gross, dass eine Warteliste mit über 4000 Namen übrigblieb. Anschliessend inspirierten sich viele von der Idee der Künstler und lancierten die Pop-Up Hotels. Das Konzept funktioniert wie ein Bausatz für ein Hotelzimmer-Modul. Es kann schnell aufgebaut und wieder abgebrochen werden und soll immer wieder neue Standorte finden.

Verschiedene POP-UP Hotels:

  • Fischergalgen by Youth Hostel Basel
  • Altes Zollhaus by Altes Tramdepot Bern
  • Solothurner Krummturm
  • Schwimmendes Hotel MS Konstanz
  • Tree Tent Pilatus



Unique Hotels

post by : zayane.cherbuin

Nowadays, the hotel industry has to be innovative in order to fight the growing market share of platforms such as AirBnB. This is one of the reasons why in the last few years, we have seen many unique come to life. Pop-up hotels are one type of them, but they are not the only one.

“In 2016, we saw a growing trend in clients seeking hyper-personalized experiences,” said Tom Marchant, co-founder of parent company Black Tomato.

According to an article in Retail Touch Points, pop-ups are all about creating “exclusivity and sense of urgency.” In other ways, a pop-up is, in part, defined by its temporary existence. Given that definition, ice hotels may have been the pioneers of pop-up luxury hospitality. But today, there are now companies dedicated to focusing on transient luxury hotel spaces.

Here are a few examples of unique hotels, some of them are pop-up but not all.



The Capra& Peak Health Saas-Fee

post by : anna.gosteli

Peak Health ist ein Wellness-Unternehmen, welches auf die vier Quadranten Ernährung, Fitness, mentale Belastbarkeit und Schlaf aufbaut. In Zusammenarbeit mit dem Hotel The Capra werden in Saas-Fee einwöchige Erholungswochen angeboten. 


The backlash against overtourism

post by : gaia.boeri

More people are travelling, and many are visiting the same places

The word  “overtourism” entered recently the lexicon of the travel world to describe the consequences of having to many visitors in one place at the same time. Tourism is booming and the number of travellers is constantly increasing. According to the World Tourism Organisation, the number of international visitors making overnight stays, grew to 1.3 B in 2017, twice the number of the year 2000.
Problems are not caused by the increase of the number of tourists but, as Alex Dichter, partner of the consultancy Mckinsey, reports, with the fact that a lot of people want to visit the same places at the same time. Such overcrowding brings costs and problems, which have to be supported by local residents. For example, pavements, roads and cycle lanes are clogged. The level of pollution is increasing globally and ordinary services for citizens are slowly disappearing.
For this reason, governments and Local authorities are starting to react in order to develop strategies to cope with the problem.
The most extreme reaction, as already done by the president of the Philippines Rodrigo Duterte, is to completely ban tourists from certain locations. Others, like in Venice, try to cap the number of visitors by limiting the number of cruises ships reaching the ports and other measures. Another approach as suggested by councillors in Edinburgh could be to introduce a tourist tax, to better reflect and distribute the costs that tourists impose on communities.
Nobody wants really less tourists. In fact, according to McKinsey “People in 99% of countries in the world are crying out for more tourists.” In addition, tourism directly accounts for nearly 3% of the world’s GDP, employs 5% of the world’s workforce and generates one in five new jobs. It also positively affects economy in poorer countries employing a huge amount of people and attracting foreign investors.
Overcrowding in some locations could be attributed to the rise of the “bucket lists”: Internet lists which direct tourists to the same Unique Selling Point places around the world like Venice and Amsterdam.
In the end, according to Thordi Gylfadottir, Iceland’s tourist minister, the answer to the problem is to send people less to overcrowded places and, instead “spread visitors out to undiscovered sites of the countries”.




post by : jasmin.hirsbrun



The article explains how ongoing globalization changed traditional success factors in tourism in Switzerland, focused on alpine tourism, and proposes approaches for adaption to these changes.

In the last 30 years we have experienced a dramatic change in tourism demand. Cheap airline transport and information technologies such as the internet make travelling available for everybody. Modern tourists are experienced travelers, they have become critical regarding prices and quality and visitdestinations all over the world, depending on the specific travel motivation. Therefore, customer loyalty is decreasing. The today’s traveler asks for experiences and authenticity as a contrast to a more and more artificial world. 

Tourism organizations have to assure the competitiveness of their destinations. 


A concept for new structures in alpine tourism marketing has been worked out by an expert group, outlined as follows: 

-      The offer within a destination should include all the necessary facilities such as eg. entertainment, lodging and transportation

-      The destination should have at least one independent brand, which tourists can link the area to and then start creating new brands as eg. sights, attractions, local specialties

-      Qualified personnel plays an important role, therefore front personnel training should be organized in order to remain high standards 

-      Reservation facilities (eg. Expedia, enable to serve as many points of sale as possible

-      Big events should be organized in cooperationwith other destinations and different partners in tourism

-      Sale of marketable products 

-      Provision of information desk and complaint office


Marketing plays a crucial role in the alpine destinations:

-      By selecting segments and focusing on specific markets in other continents we reach the right customers 

-      Conducting market research provides the knowledge of needs and wants of targeted customers 

-      Developing a marketing strategy 

-      Tourism destinations need to merge in order to become more powerful and needing less funds 



Prof. Dr. Thomas Bieger, (1998) "Reengineering destination marketing organisations: The case of Switzerland", The Tourist Review, Vol. 53 Issue: 3, pp.4-17,


Suggested articles:

Daniela Soldić Frleta. 2018. SHIFTS IN TOURISTS’ ATTITUDES TOWARDS THE DESTINATION OFFERING. Tourism and hospitality management 24:2. 


Francesca Iandolo, Irene Fulco, Luca Carrubbo, Stefano Armenia. 2018. Destination mobility management in the light of service research: the "good practices" of south Tyrol. ESPERIENZE D'IMPRESA :2, 39-63. 


Managing tensions in coopetition

post by : jasmin.eiholzer

In each business relationship that involves cooperation and competition are tensions involved. There are different types of tensions which generally represent a negative side of business relationships. Possible tensions such as roles, knowledge, power and dependence and opportunism are related to conflicts and are therefore somehow the outcome of e specific type of relationship. One of these types is role tension, this tension can be a result of different aims of the organisations and the cooperation in addition to the role tension knowledge can be a tension because it can be a source of competitive advantage and therefore add value to an organisation. However, knowledge sharing can have synergy effects, but it is important to set some rules in order to find the right balance between what to share and what to keep secret. Power and dependence which is often has a relation to the size and the influence of a firm are also a category of tensions. Another type of tension is opportunism which is defined by a shift of interests from an egoistic to a more collective behaviour. Different models of conflict management are acknowledged, the most often used model from Thomas and Kilmann (1974) has five handling styles named as; competition, collaboration, compromise, avoidance and accommodation. It’s said that trust can reduce possible tension and therefore can have a positive effect on a business relationship. Furthermore, is the management of tension coupled with the outcome of them. This outcome can be positive, mixed or negative. Which means that it is possible that both are sufficient with the outcome, only one party is content with it, or both are insufficient. In the nature of business relationships is the mixed outcome the most common, normally if there is a negative outcome there will not be a future collaboration between those two business partners. Although tensions are expected negative they can have a positive effect but never the less we ned to adapt our knowledge to attempt a positive outcome.


Determining factors of mountain destination innovativeness

post by : celine.matthijs

The rapidly changing business environment is forcing destinations to innovate in order to remain competitive. Innovation is increasingly recognized as being important for destination development.

Tourists compare destinations with one another when making travel decisions, which is why stakeholders within destinations should work together in order to better compete with other destinations. 
The aim of the research, in this article I’ve read, is the identification of important elements of innovativeness that could improve destination innovativeness and development.

Tourism destination innovativeness

Protecting, maintaining or strengthening destination development is a key challenge in the tourism sector. Theories, frameworks, models or processes were developed to cope with this challenge and to provide an insight into the complexity of management 

Mountain destination innovativeness

A mountain destination can be defined as a geographical, economic and social entity that incorporates companies, organizations, activities, areas and infrastructure developed to satisfy the special needs of mountain tourists. Infrastructure is a key in mountain destinations and should be in line with sustainable development. Changing demand requires a new and innovative tourism infrastructure that can contribute to proper mountain destination development. 


Innovativeness can increase the destination’s ability to meet and adjust to global changes that enable the destinations to become ‘future makers’. Additional research is needed in regard to mountain destinations, especially in the field of innovation. The results also have practical implications, as they provide knowledge for destination managers and other stakeholders in mountain destinations. They can also be used as an aid to identify strengths and weaknesses and consequently achieve growth and sustainability. 


The opportunities and risks of tourism in the Swiss
mid-altitude mountain areas.

post by : yasmine.burnet

Usually, a place is considered touristic based on the principle of the market economy of this region, which gives an idea of the long-term viability of economic activities. It should be as far as possible respective of both the natural and socio-cultural environment.


In Gruyere region, three levels of governments shape tourism policy.

  • The federal level exists a Swiss concept of tourism,
  • The level of the canton that concerns the legislation of the promotion and operation of the tourism sector and finally
  • The region itself that manages the planning, development and installation of tourist facilities as an association that has the advantage of ensuring more direct and more democratic approach to tourism development.


Between 1960-1990, regional tourism was one of the factors, which contributed to the development of the Gruyere region, however those results cannot be generalised to every mid-altitude mountain area of CH.


The Gruyere region has the chance to be well-known worldwide, however, the region nowadays, id going thought important changes which makes some people say that ‘’the region is close the beginning of second generation of economy> some other say < it will become one of the favourite destination of European tourists>


To analyse that, a state of paly has to be done first, then the chances and risks could be discuss.


The state of play:

  • The duration of the season: winter, because of the global warming, is getting less and less important which create an imbalance between the alps and the mid-alps where the snow is usually less important. It leads to a lack of profit in the cable way installation (Moléeon or Charmey)
  •  The short-stay tourist VS the long term: the short ones tend to take over the long ones which creates ‘cold beds’ for some hotels, quite a lot of people like to come for a day and then leave.


The development of highway brought closer some place like Zermatt, Davos, and St-Moritz and so on to the flatland, which reduced to amount of tourist in the pre-Alps region. With all those complex elements, the mid-altitude mountain areas should work together. By coordinating divers intervention such as environmental and socio-cultural events, the management of touristic activities and the modernization of the infrastructures and superstructure.



Gruyere posses many strengths such as, the fact that it’s worldwide known related to the cheese and the city of Gruyere which the castle is one of the most visited attraction of Switzerland, the central geographic situation, the accessibility, the professionalism of the people working in the restaurants or hotels, the culture, and of course the landscape which is still pretty intact. Tourists are more and more looking for authenticity and Gruyere cross all those criteria. And so on…



They have indeed to look up for there own problems as well, their internal problems.


To sum up, those region have a huge and very strong force with their particular risks but by working together and promote each other, they could indeed getting stronger and more stable.