The massive growth of international tourism over the last 50 years is an indicator of people’s increased mobility. Globalization, economic development, and political changes leading to the opening of China and Eastern Europe have significantly in- creased the number of tourists who are crossing national borders. The increasing high demand for international tourism will expose future tourists to culturally different societies. It will bring many diverse cultures together, offer many wonderful opportunities for meeting people from distant continents and countries, and provide many occasions for cross-cultural contact around the world.
The 2020 forecast shows that culturally diverse visitors will be the future targets of the international tourism industry. This will create many challenges for the industry as it attempts to globally standardize its products and at the same time attract culturally bound visitors. It will become crucial for the industry to develop a thorough understanding of culturally distinct tourists and to identify cultural differences and similarities between them and the locals.
According to analysts, if the tourism industry is to flourish in the future, it must undertake the important task of learning the foreign languages of the international tourist markets. However, cultural differences are not limited to language, food or clothing. Cultural differences are particularly related to cultural values, needs, preferences, and attitudes. These differences are experienced in a variety of human interactions.
Failure to understand these differences can lead to serious consequences, such as insults, uncomfortable situations, misunderstandings, misinterpretations, and conflicts between people. For example, the simple rejection of a cup of coffee or tea could be perceived as being rude. Declining an invitation or being late can be considered an affront. Similarly, setting deadlines and time schedules or asking visitors to travel at a specific time can be considered offensive and threatening. In order to successfully attract and satisfy international visitors, and to avoid making cultural mistakes and blaming others for having bad manners or being arrogant, future industry employees must learn to identify cultural differences between international tourist markets: what is acceptable behavior and what is not?
Learning about the cultural differences in international visitor behavior represents a key factor in effective segmentation, targeting and promotion to the specific foreign markets. For example, while all women are interested in shopping, Asian women particularly office ladies are known for being interested in traveling for the purpose of shopping. They spend heavily on brand-name handbags and luxury items. Thus, although women travelers might share some interests, there are obviously differences among them.
As a result, although there might be similarities among international tourists, there are obvious differences among them. However, contrary to general belief, many international tourists are also similar in numerous ways. Cultural similarities, if properly identified, can be vital in clustering tourists in terms of their profiles. For example, while separate advertising strategies might need to be designed by the airlines to appeal to culturally distinct markets, the first or business-class passengers may be persuaded by the same messages emphasizing luxury and upscale facilities. Success of marketing in culturally distinct markets is influenced by how different and similar are the beliefs, values, and customs that govern the selection and use of the product in the various markets.
Understanding tourist behavior in a cross-cultural context is very important because it facilitates learning about international tourists, recognizing differences between tourists and locals, designing more effective marketing strategies that successfully target the specific group of international tourists, and implementing these strategies. The greater the differences between international tourist markets, the more advisable it is to use distinct and culturally tailored strategies in each market. If the cultural values, beliefs and customs of specific markets differ significantly, then a highly individualized marketing strategy must be developed for each market. On the other hand, if there are cultural similarities among tourist markets, then a similar marketing strategy may be used for all markets.
Identifying cultural similarities and differences among the international tourist markets allows the tourism industry to understand that tourist behavior is culture bound and that culture deeply affects tourist behavior and the operations of the whole industry. Understanding the cultural background of the target market, being sensitive to cultural differences, and accepting and respecting these differences help to minimize cross-cultural marketing and management mistakes, enhance tourist holiday experiences and satisfaction, increase tourism demand for a travel product, improve business profitability and, consequently, contribute to the success of the tourism industry.
If the tourism industry is to survive in the global economy, it must address tourists from a cultural point of view. Globalization destroys cultural characteristics, identity, and attractiveness of tourism products, and homogenizes the total international tourist market. Capitalizing on national cultures and cultural diversity of international tourists can be the major step to the future success of the international tourism industry. Effectively dealing with culturally different tourists and their national cultures will allow the tourism industry to flourish in the next decades. Since cultural differences are potential grounds for cultural misunderstanding and conflict between tourists and locals, understanding which cultural differences have the most detrimental effects on tourist behavior is vital to managing the relationship between guest and host.
From the tourist perspective, it is important to tourists to learn about the culture of local hosts. Cultural understanding of locals helps tourists to adjust their behavior to the unfamiliar environment in which they travel. Many tourists experience culture shock when they get off the plane. They do not understand the foreign language. They do not know how to ask for help, how much to tip, how to order a meal, or what is appropriate to say in a new culture. Unable to understand the behavior of locals, tourists can feel annoyed, upset, and even insulted. Understanding locals’ behavior, customs, dress style, and eating and sleeping habits can also be an interesting educational experience.
From the local resident perspective, it is also important to local hosts to learn about the culture of international tourists. Cultural understanding of international tourists helps locals to respond to the culturally determined needs of tourists. Many locals have difficulties when talking to international tourists; they do not understand the tourists’ language; hence they do not know what tourists are asking or what they want to do. Although locals rely on the services of translators and tour guides, they often experience communication and interaction difficulties with international tourists. Lack of understanding of tourist behavior makes the locals feel incompetent in providing services to tourists, and this can be frustrating and stressful.
Culture and Tourist Behavior
The first of many for Djibouti’s Chamber
The Chamber of Commerce of Djibouti (CCD), which is celebrating its 110th anniversary has hosted the first ever international trade fair and regional integration forum at Palais du Peuple from December 3 to 10. The fair attracted participants from all over the world. The side meetings discussed ways to realize the regional integration in the Horn of Africa. Capital’s Muluken Yewondwossen, who attended the entire event, interviewed Youssouf Moussa Dawaleh, President of CCD, about the preparation, the trade fair and its outcome. Excerpts;
Capital: What does it like to prepare for a new event like this?
Youssouf Moussa Dawaleh: We were getting ready for over a year to host this event. It was very tough since it is the first time we have organized this kind of exhibition. We were really wondering how things would move along but thanks to God it was something that we would not expect in terms of organization. It was perfect. I am a businessman that wants everything perfect and the organization to be carefully planned. We use architects, engineers, and specialists on electricity, water and sewerage because this venue was not dedicated for this kind of event, it was a conference room and we obtained a 5,800 square meter plot inside the compound for free from the government to undertake these events.
The hardest days were the last three months because we expected to receive all the equipment that we ordered, and expected to receive the confirmation of the exhibitors, journalists, other participants from all over the world. It was a successful event from all sides including the visitors, experts and other aspects.
Capital: What external consultants did you bring in?
Youssouf Moussa Dawaleh: We engaged with a UK consultancy firm, who identified experts for the forum. We also used our close relationship to invite prominent experts like Carlos Lopes, Yussur A. F. Abrar and people from other countries.
Capital: How much did it cost you and who covered it?
Youssouf Moussa Dawaleh: Eighty five percent of the total cost is covered by the Djibouti private sector and the balance was filled by the French Development Agency (AFD). It cost almost USD 1.5 million. We bought equipment like, air conditioning, carpets, cables, infrastructure equipment and even tents for the exhibition from China. There were also advertisement boards outside the exhibition compound that cover the advertising costs of companies in Djibouti who paid USD 15,000 each.
Capital: How many members does the Chamber have?
Youssouf Moussa Dawaleh: We have 4,800 members but we have well organized businesses because we have the value added laws. It means if you want to make a business you must take a license and you must pay 7 percent of your income to the chamber. By obligation you are member of the chamber because you paid seven percent.
Capital: How many exhibitors attended the event and how many visits were there?
Youssouf Moussa Dawaleh: As of the morning of Thursday December 7, 7,800 visitors attend the exhibition and it is expected to reach more than 20,000 by the weekend. We have a waiting list of 47 companies as exhibitors that are now looking to pay from five to ten thousand dollars for just one day. On the initial price tag a booth is USD 1,500 for a day. We didn’t get a chance to rest in November but we are proud not only of organizing this but in terms of capacity and attracting people.
At the forum we were expecting 150 for exhibitors. We had 120 booths reserved for foreigners, and 500 people came. I have been informed that a company from Ethiopia also came days after the event started and it was looking at least a half day session to show its product at the exhibition. Japanese have 46 but that was not expected. My expectation was up to 4 but the actual number is very high. I really want to thank God and friends for their help. Ahmed Shide, Minister of Transport of Ethiopia, told us, as a brother that if you make it every year it would be very successful and create a good reputation for Djibouti.
Capital: What kind of issues were discussed during the forum?
Youssouf Moussa Dawaleh: There are many examples of Djibouti and Ethiopian integration. The two countries are connected by water, railway, electricity, port activities, roads and other infrastructures and this was done by the leaders of the two countries. The private sector has to follow this integration. We will sign a MoU in Addis with the Ethiopian Chamber of Commerce and Sectoral Association.
The MoU will have seven points and will facilitate the integration of the private sector in Ethiopia and Djibouti. The other issue that we agree with Ethiopian chamber is to make a joint capacity building for our young entrepreneurs. As a Djibouti Chamber we have a gift of 11 million euro from the European Union to construct a training facility.
The MoU also includes organizing the bi-national business community forum, dedicating two individuals each from both chambers to undertake a feasibility study of how we can merge in this region. In terms of finance I told my counterparts in Ethiopia that we received 7 million euro from AFD. The remaining part is the articulation of action.
Capital: How do you evaluate the outcome of the fair and forum?
Youssouf Moussa Dawaleh: In my opinion it was very positive. Everybody, who participated in the forum and exhibition, was satisfied and most of them told us they will come back. If they come back here they will also go to Ethiopia because it is a one hour flight.
We also connected Ethiopian and Djiboutian tour operators, who don’t know each other, for the first time. It is a big thing. My concern is I must approach the Ethiopian and Djibouti private sector in collaboration with leaders of the Ethiopian chamber to find better sustainability for the business community.
Besides the national chamber leaders from Ethiopia Somalia and Afar chambers have attended the event in Djibouti. We need the business community to do the same thing in the future. We also need the support of media to make it real. Prominent media organizations from different countries attended the forum and exhibition as well as bloggers.
Capital: Do you think you have got more trust for the coming events?
Youssouf Moussa Dawaleh: I said every time that we must be humble and very careful. We want to make something amazing with the help of Allah and our president and the government. Some companies from Turkey and China that were not here last time will come.
I would like to stress that we cannot make an exhibition without the presence of Ethiopia.
Capital: What caused the low number participants of Ethiopian companies?
Youssouf Moussa Dawaleh: I want to remember that this event is for the first time I informed them five months before the event. Since it is for the first time they were afraid it would not be successful. I can imagine I would do the same but I am sure that they will be there in the coming year.
Capital: What have you learned from hosting this event? And how are you planning to host the next one?
Youssouf Moussa Dawaleh: There were not enough booths so next year we will have 100 more for a total of 350. We will also improve the parking. We will also split the event into two. The exhibition will be every year at this time and the forum will take place every February, three months after the exhibition.
The place is also very small but next year’s event will be held there. But by 2020 we must have a very nice hall with hotel like everywhere in the world.
I think the Islamic financial firms, who are the major financer for such kind of investments in other world, shall provide finance for us.
I know such kind of projects take more than 2 and half years so we can say that in 2020 we will have our own venue.
Finally, I would like thank the traditional music group of the National Theater of Ethiopia, and Ahmed Shide, who was part of one of the session at the forum and Ethiopian Ambassador Shamebo Fitamo for their support. I would like to thank the business community who attended from Ethiopia.
Miky Tsehay
Name: Miky Tsehay
Education: BSC in computer Science
Company name: Micky Mobile
Title: Owner and manager
Founded in: 2003
What it does: Mobile maintenance
HQ: Bole Medhanyalem
Number of employees: 10
Startup Capital: 4,000 birr
Current capital: 15 million birr
Reasons for starting the business: Interested in electronics
Biggest perks of Ownership: Self management
Biggest strength: Customer treatment
Biggest challenge: Shortage of spare parts
Plan: To open a mobile assembly plant
First career: This my first job
Most interested in meeting: Chris Brown
Most admired person: Jack ma
Stress reducer: Listening music
Favorite past-time: Working
Favorite book: Fiker Eske Mekaber by Hadiss Alemayehu
Favorite destination: Addis Ababa
Favorite automobile: Mercedes Benz
Networking made real
Linking the Ethiopian alumni with the Dutch private sector in Ethiopia
On Friday 8 December 2017, I attended the Holland Alumni Reception, organized by the Embassy of the Kingdom of The Netherlands (EKN), the Holland Alumni Network in Ethiopia (HANET) and the Ethiopian-Netherlands Business Association (ENLBA). The purpose of this reception was to link Ethiopian alumni with the Dutch businesses and Dutch development organizations active in Ethiopia. This has gotten great support from the Dutch Embassy since a large number of Ethiopians have studied in The Netherlands through NUFFIC.
Below, Meskerem Ritmeester, the organizer of the event, tells more about this initiative.
The reception was a huge success with about a hundred people attending. The Ambassador opened the Reception and several people were given the opportunity to provide a pitch to promote themselves or their products/services, to inform about job opportunities, and to ask for collaboration. This immediately led to effective networking conversations and enthusiastic feedback. The Ambassador himself stressed in his speech that Ethiopian Holland Alumni are potential valuable assets for Dutch businesses and Dutch development organizations/projects, because they have more knowledge about the Dutch (hard working) culture, their sometimes too direct and blunt behavior and even speak a bit of the Dutch language. In addition to knowing both cultural context, Ethiopian Holland Alumni are highly professional and experienced in their respective fields as they have been granted a scholarship to study in The Netherlands based on their outstanding academic performances.
The Holland Alumni Network in Ethiopia (HANET) consists of both Ethiopian, Dutch and international alumni that have studied their BSc, MSc, PhD and/or have done a short course in one of the Universities in The Netherlands. These are all alumni that have used their educational background to contribute in a variety of ways to the development of Ethiopia. HANET strives to connect these alumni to EKN and Dutch public, private and civil society actors working in Ethiopia to strengthen the relationship and increase knowledge and intercultural exchange between Ethiopia and The Netherlands. For example, over 60% of the Ethiopian Holland Alumni studied at The Wageningen University and Research Center (WUR) which is a well-known University and Research Center focused on the agro food sector. Due to the strong link between WUR and Ethiopia, there are currently over 25 WUR-funded projects ongoing in Ethiopia (outside the many WUR MSc and PhD research projects in Ethiopia). In addition, WUR has a country office in Addis Ababa in the form of a partnership between 4 multi-annual programmes called “BENEFIT Partnership” with the aim to improve sustainable food, income and trade among rural households in Ethiopia.
Another way of linking Ethiopian Holland Alumni to the Dutch businesses and organizations in Ethiopia was raised by Abel Desta, the coordinator of the ENLBA. He argued that, “a closed LinkedIn Group should be established in order to also stay in touch in between the networking events and update one another on calls for applications, job opportunities, short-term and long-term consultancy assignments and to provide a space to promote one’s products/services and/or put up requests”. This LinkedIn Group will be established before the start of 2018 (G.C.).
In the meantime the Holland Alumni Network in Ethiopia (HANET) will continue to organize these types of networking events, reach out to sponsors (of which Heineken is already one) and ultimately hopes to provide Ethiopians who studied in Holland a large professional network with ample career development opportunities once they return back to their homes.
By Meskerem Ritmeester and Ton Haverkort
Are you an Ethiopian Holland Alumni, a Dutch business or Dutch development actor and interested in the Holland Alumni Network and our LinkedIn group, you can always contact us by sending an e-mail to meskerem90@gmail.com
