TIPS TO IMPROVE CUSTOMER SERVICE FOR RESORTS AND DIVE OPERATORS
RETAILING
NEW RETAILER RESEARCH RELEASED: VALUE OF LOCAL CERTIFICATIONS
TRAINING
TRENDS IN NEW COURSES: SWIM, FREEDIVING & MERMAIDS
TRENDS IN DIVE RETAILING, TRAVEL & TRAINING
Bahamas · Belize · British Virgin Islands · Cayman Islands · Cocos Island, Costa Rica
· Cuba · Dominican Republic · Galapagos · Komodo, Indonesia ·
PAGE 7
TRENDS IN RETAILING
New retailer research released and what it means to dive retailers everywhere.
PAGE 9, 10
TRAINING TRENDS/NEWS
New revenue streams for dive retailers and goal-setting for dive professionals.
BUSINESS EDU
Dan Orr takes
How much does local diving contribute and what’s the average retailer’s sales.
PAGE 13, 23, 25
TRAVEL/TOURISM TRENDS
Oceania & Europe update... plus how to improve customer service for dive resorts.
PAGE 26
ECO PRO: REDEFINING TOURISM Alex Brylske, Ph.D., New take on dive tourism... Is it time for a paradigm shift?
Pictured are William & Britain Cline with Richard Thomas, owner of International Scuba, Dallas, Texas.
FROM THE PUBLISHER
WHY PUBLISH A DIVE INDUSTRY MAGAZINE NOW?
I am thrilled to introduce Scuba Diving Industry Magazine, a publication designed to address the pressing needs of the dive industry. Our research reveals that divers who start at local brick-and-mortar dive shops not only dive more and stay in the sport longer but also spend significantly on gear, travel, and other sales categories. Additionally, they visit local dive shops more frequently compared to those who train elsewhere (p. 7). Our Industry needs retailers to grow and this publication intends to fuel that growth, as well as report on various trends in our industry.
The reach of this magazine is unprecedented in the global dive industry. Aside from being printed and mailed to all brick-and-mortar dive shops in the USA, the digital version is sent to a unique Cline Group database of over 14,400 dive businesses globally. For more than two decades, we have conducted a quarterly survey to dive businesses across 165 countries. These same dive businesses will also receive the digital edition of our publication.
Our industry needs a publication tailored to dive retailers, instructors, resorts, and other dive professionals. We've introduced a fresh feature – advertorials – designed to facilitate conversations between advertisers and our readers, ultimately fostering better communication and mutual growth. Additionally, you'll find QR codes on most pages that can be scanned with any smartphone, or for the digital edition, just click on the QR code to easily access advertiser-recommended content using your smartphone. Support our advertisers as they make this possible. I look forward to hearing from you as we work together to grow our industry!
William Cline, Publisher
SCUBA DIVING INDUSTRY MAGAZINE JANUARY 2024 VOL. 1, NO. 1
New Research Reveals The Importance Of Certifying Divers Locally
– by William Cline
Dive retailers are pivotal in maintaining diver engagement, providing personalized experiences, and fostering a community that is crucial for the industry’s continued vitality. In this article, I take a deep dive into some Cline Group research, as well as DEMA’s research as it relates to dive retailers in the USA.
During the pandemic, our team conducted several global surveys and one, in particular, looked at what should be done to promote diving industry growth. Our “State of the Industry Survey” indicated that resorts, instructors, and dive shops in 47 countries advocated for more local diving and robust support for local dive shops. This sentiment was recorded 91 times in the results. In conclusion, it’s a universally acknowledged truth: retailers are the backbone of the diving community, not only creating divers but also providing them with local opportunities to dive and thereby keeping the spirit of the industry alive.
and it shows a direct correlation of expenditures and local shop interactivity with how they became certified. Data shows divers who begin or complete certification through local dive shops are significantly more engaged—800% more likely to frequent these retailers within the last 30 days and 825% more likely make a hard goods purchase during that visit (i.e., regulators, BCDs, etc.). Additionally, divers who begin or complete certification through local dive shops are more socially connected within the diving community, with 25% more diving acquaintances than those certified on vacation, which in turn, keeps them
more active in the sport.
Scan or click the QR code to read the full article on our website.
DEMA’s 2023 USA Behavioral Consumer Research Report is one of the most accurate barometers for current consumer behaviors. Among other fascinating results, we can analyze the purchasing behaviors of divers
We need your help! Cline’s 4th Quarter 2023 Global Dive Survey is out and we need everyone’s participation! The results are sent free of charge to our Scuba Diving Industry subscribers, as well as published in the February 2024 issue! Scan or click the QR code to take this very quick 3 minute survey! The more that participate the better the data, again, all free to dive professionals! Brought to you by Cline Group.
Cline’s State of The Dive Industry Sentiment Study
Cline’s Deep Dive Into The Count of USA Retail Units
Photo By Ken Kiefer Photography
TRAINING
Enhancing Your Dive Shop: Adding Swim Lessons, Freediving And Mermaid Programs
– by William Cline
Retailers are continually seeking innovative ways to attract new customers and provide added value to existing clientele. One strategy that has gained popularity in recent years is adding swim lessons, freediving courses, and mermaid programs to a shop’s offerings. It is also a utilization of a resource, in this case a pool if you have one, for additional revenue streams. These additions not only diversify the services provided by these shops but also bring a plethora of benefits including:
Expanding Customer Base: Offering non-diving programs expands the reach of your shop and allows your pool to do double duty from a revenue perspective. Plus these activities can appeal to a broader audience. Offering swim lessons, for instance, allows adults or children to gain confidence in the water and opens the door to scuba diving as a future activity. Consider the parents who accompany their kids to swim lessons—they're prospective clients for your diving courses, especially if they haven't yet been certified. Astute shop owners might schedule an introductory scuba session for youngsters or a 'discover scuba' experience immediately after swimming lessons conclude.
figure significantly eclipsed by the top mermaid videos online. Mermaid programs provide a unique and memorable experience that appeals to both children and adults. Learning to swim like a mermaid or merman in a safe and controlled environment can be an exciting adventure, creating lasting memories and encouraging repeat visits to a shop. Enterprising retailers could combine that with underwater photo/videos for social media as an ‘add on’ to the lessons. The sky’s the limit with this trend and many certifying agencies have instructor programs in place.
Building Community: These additional programs foster a sense of community among divers. Swim lessons, freediving, and mermaid programs provide opportunities for like-minded individuals to connect, share experiences, and support one another in their aquatic endeavors. Connection equals community.
Unique Experience: All one needs to do is google “Mermaid YouTube Videos” and it’s all the proof a dive retailer needs to see this is a hot trend. Many of the ‘how to’ videos have over 10 million views, and one up to 75 million. Consider that an episode of the "Tonight Show" featuring the iconic Cher in November 2023 attracted 2.9 million views, a
In conclusion, diversifying your retail shop with swim lessons, freediving courses, and mermaid programs can lead to an expanded customer base, increased revenue and help build a stronger sense of community. These benefits not only make your dive shop more appealing but also contribute to a thriving and sustainable business in the long run. So, take the plunge and explore the opportunities these programs offer to enhance your shop's success. Contact your training agency for options to pursue these new markets. Many have programs in place for retailers that take the guess-work out of starting these programs.
TRAINING
Setting Meaningful Goals for Dive Professionals
– by Shelli Hendricks, Ph.D., President, Blue Horizon Solutions
While attending her first DEMA Show as a divemaster in 2011, Shelli noticed the opportunity to share her experience in corporate learning and leadership development for Fortune 500 companies. So, she launched Blue Horizon Solutions with the vision of expanding professional leadership services for dive professionals and marine conservationists. Staying true to her heart, she carefully planned the company around her love for the ocean.
Now, she works with retail dive businesses and non-profit organizations of all sizes to quickly identify leadership needs and offer solutions. She knows what it takes to transition from struggle to thriving, whether you are an individual dive pro, a team member or a business leader.
In her first article for us, Shelli shares her goal-setting strategies for diving businesses:
You’ve spent time and energy growing your dive business. Crossing one finish line after another is great for creating a daily sense of accomplishment, but it’s easy to get sucked into the vortex of a never ending task list. This can feel demotivating, and even undermine your motivation for opening a dive business in the first place. So, what’s the solution?
Luckily, you can feed the motivation to keep going. The secret is in setting continuous goals that get you excited about your business and bring meaning to your life. Remember why you started the business in the first place. What did you hope to achieve in the future? What lifestyle did you envision for yourself? For your family? For your business?
By setting effective goals, you will be able to focus on what’s really important - your desired outcomes.
Goals help us to understand what we are achieving. Without goals, your business may be simply operating. When you think about goals, they may be all about the numbers. So, how do you set meaningful goals - the kind that makes you want to jump out of bed each morning?
Try these 5 strategies:
1. What is the mission of your business? Why is this important for you?
2. What’s the objective for your business? What do you (or the world) gain because of your business?
3. How does your business plan support the lifestyle you want? Are you diving or traveling as much as you originally envisioned? What’s keeping you from it?
4. What key results would keep you moving toward your desired lifestyle?
5. What can you do on a daily basis to move closer to your desired outcomes? What needs to be eliminated?
What’s the One Thing You Can Do That Will Have the Biggest Impact?
Setting goals doesn’t have to feel like a chore. Let yourself dream. Imagine your best, most satisfying life. What do you do each day? What would your perfect day be like?
What are you feeling? Who are you with? These are your inspirational goals. Then, determine specific actions you can take that will lead you to these goals.
Lastly, follow your plan and enjoy the results.
Shelli on the Betty Bomber, Truk Lagoon, photo by Autumn Blum
SAFETY BUSINESS
BY DIVERS ALERT NETWORK
DAN STUDENT MEMBERSHIP
ENROLL YOUR OPEN WATER STUDENTS
DAN is committed to helping new divers adopt safe diving practices from the beginning, and we recognize that dive businesses are a vital part of the process as advocates for safe diving. One of the ways we support both new divers and those who teach them is through the DAN Student Membership Program. This program provides new divers with an introduction to DAN and the various programs and resources that come with full DAN membership.
A cornerstone of the program is Student Dive Accident Insurance, which provides up to US$25,000 in coverage to help protect student divers against the costs of a covered accident during their entry-level certi昀cation training. By using the Student Membership Program, students and dive businesses take an important 昀rst step in integrating dive safety into their training.
This program is open to dive businesses with all training agencies. Businesses simply need to register with DAN and begin enrolling students through the online portal. Student membership is valid as soon as registration is completed, and a current student member ID number is issued to the instructor via email. Coverage is valid until completion of the last certifying dive, or up to 26 weeks after enrollment, whichever comes 昀rst.
To take full advantage of this program, each student should be enrolled early so they are covered by DAN from the moment they 昀rst enter the water. We ask all dive businesses to encourage their students to continue their DAN membership once they complete their entry level training.
Our safety professionals are behind students and dive businesses every step of the way. DAN’s 24/7 Emergency Hotline is here to coordinate care and manage emergency evacuations in the event of an accident. Our Medical Information Line is available for nonemergency inquiries such as 昀tness-to-dive concerns, the implications of diving with medical conditions, and the effects of prescription medications. At DAN, we are Your Dive Safety Association®
Program Cost & Support
No cost to you or your students; the program is fully funded by DAN in support of our mission.
Program materials are also available to support Student Membership at your dive shop so please inquire for details.
How To Get Started
Step 1. Log in to your DAN Business Member account then select Enroll Student Divers on the left side.
Step 2. Enter your student’s name, date of birth, and email address. Then click Add Student.
Step 3. Students will receive enrollment con昀rmation and their digital membership card by email.
Questions
If you need help getting started with the program, please email member@dan.org or call +1-919-684-2948 (Monday-Friday 8:30am – 5pm ET) for assistance.
Prepared Diver Online Course
Travelers Medical Guide
24/7 Emergency Hotline
Medical Information Line
Online Safety Resources
TRAVEL
How Dive Resorts And Tropical Dive Operators Can Improve Customer Service & Safety
– by William Cline
One of the great pleasures I have had as a scuba diving consultant for over 30 years was working with lategreat Ron Kipp in Cayman. Ron even wrote a book about his journey from an IBM executive to buying Bob Soto’s on Grand Cayman (From Big Blue to the Deep Blue). When Ron stepped onto the dock for the first time as an owner on October 2nd, 1980, he did what everyone around the world do in running a tropical dive operation: they follow what’s already in place - and if they’re lucky, make a few changes along the way. Read starting page 11, “How Hard Can It Be?” for a good laugh.
Our industry has scarce few resources for a tropical dive operator (TDO) which I define as any dive operator that runs boats and offers excursions to tourists and is typically located in the tropics. If you own a small hotel or restaurant there are literally thousands of resources from formal education to books and seminars about the hospitality business. However, those same resources do not exist for a TDO. Everyone in Indonesia to Key West must figure out their business model on their own. Some training agencies offer marketing assistance, but most of what’s out in the industry is geared towards the ‘training’ process and not the ‘experience’ side of TDOs.
The mentality of many TDOs is stuck in the training side of things – and here is a perfect example: With few exceptions, most dive boat staff are trained to ‘observe’ divers putting their gear together and therefore judging their dive experience from that one action. This procedure is fairly standard all over the dive world.
From a customer service standpoint, this process is the equivalent of renting a car at the airport and the attendant asks you to check the oil in the engine before you leave. Absurd of course, yet that is what we ask of our divers on the boats.
Watching guests assemble dive gear does very little to improve diver safety or the customer experience of the excursion. Most of the time it’s rental gear so most divers are naturally unfamiliar with the set-up unless they have been diving for a few days. This mentality can be dangerous as well.
Any truly experienced boat staff knows they can learn far more by chatting with the guest for a few minutes than watching them possibly struggle with gear assembly. Another major issue with this approach is most classes teach students to assemble their gear standing behind the tank. All boats typically are set up so that the diver is standing in front, which makes things opposite from most training. Eventually we all figure it out, but the point is relying on ‘training’ scenarios and applying that mentality to ‘experience’ scenarios will and often does create a disconnect between the diver and the boat staff. Disconnects can lead to bad reviews and worse, accidents.
I often say to staff when conducting customer service training that their job is not to ‘teach’ their guests anything, but to help them enjoy the diving experience. This concept is a pivot from the training world and since most boat staff are instructors or divemaster’s (or DiveCons), that takes some re-training on the TDO’s part.
TRAVEL
So how do you fix this ‘mentality’ issue? Here are five ways that I have used to help with this change:
1)Staff Training
2)Staff Evaluations
3)Follow-up Customer Surveys
4)Rewarding Staff
5)Regular Staff Meetings
In the context of this brief article, I will summarize each point with some suggestions included for each of the five methods.
1) Staff Training: Boat staff need to be taught the ‘experience’ mentality. I like to encourage TDOs to plan for specific training sessions monthly. Based on the size of the business and staff, that may have to take part in multiple sessions, so everyone is included. I even like to include retail staff, really anyone that is in your ‘front of house’ that interacts with guests. Do not be afraid to really look at your operation, and define how you load the boats, when the guests arrive and how/when they board. How does the staff react when guest first arrive? What are your guidelines, like wearing a uniform shirt and nametag (two of my essentials in the customer experience journey)?
the morning. Start simple and plan no longer than 30minute sessions to keep everyone’s attention.
2) Staff Evaluations: There is an old saying “expect then inspect” which is exactly what an evaluation should be, a chance to inspect and see if the staff are following all your guidelines and how they interact with your guests. I have developed a 300+ point system for a standard 2-tank dive excursion, but you can create your own system of evaluation. Start with the boat, is it ready? Then the loading process, pre-departure briefings, boat ride and at-site briefings? Did everyone perform as your guidelines or standard operating procedures (SOP) outline? Ideally, a senior manager or owner can conduct these evaluations and, I suggest, a brief 5-minute pre-departure meeting with the staff before the guests arrive, letting them know what you expect. Then at the end, after the last guest disembark, a follow-up 5-minute briefing highlighting the good (and bad) parts, offering accolades or corrections right on the spot.
Role playing can be an extremely effective training tool. Ask one or two staff members to be the ‘customer’ and take turns with boat staff interacting with the ‘guests.’ Set up some scenarios like someone that’s never been on a dive boat, or someone overconfident, and work though how to listen to the guests to understand what they need and then discuss scenarios for how to deal with them if a problem arises. Training is the key, and regular monthly training is ideal. The sessions can be fun, and I recommend having pizza or some snacks if in the evening or breakfast items if in
When an evaluator is out on a trip, they ideally should not be in uniform so as to not confuse the guests. Use a simple scoring system, like 1 though 5 and tally each section so you can take something that tends to be subjective and turn it into objective with a score.
3) Follow-up Customer Surveys: This is the ultimate ‘inspect’ method. Ask your guests to tell you about the experience and ask for specific staff names. These follow-up guest surveys will help you find issues you may not uncover with the evaluations and it allows for recognition of your staff that are performing above your standards. This process also gives content to #1 and #5 on this list, allowing you to reward or address deficiencies with your staff.
4) Rewarding Staff: Using information collected from the on-boat evaluations and follow-up customer surveys, create a reward system for top-performing staff. The reward can be a cash bonus or extra time off
but some bonus that makes it clear what your operation expects from your staff, and that you reward that behavior.
One of my clients even created a ‘king or queen’ of DSDs each month, that included an elaborate reward. This client did a lot of discover scuba/resort courses and crowning a staff member each month made the job a little easier for the instructors as they could look forward to a reward. The scores or feedback from both the evaluations and customer surveys also provide a great basis for end-of-year staff reviews.
VII. Arrival at Sites & Operations at Site
a. Pre-Dive Briefing:
SAMPLES SAMPLES TRAVEL
having a defendable system of training, staff and customer feedback with documentation can make all the difference in a liability suit. Furthermore, another client recently used their documentation to convince an underwriter to issue a policy when others in the same region were denied.
5) Regular Staff Meetings: This is perhaps the most important method – communication. Your staff need to hear from the owner or senior managers often. Don’t be afraid to call out situations that caused a complaint or address other staff issues. I have found TDOs that follow a regular planned staff meeting routine are able to address issues before they end up on social media, or worse, cause an accident.
Score Criteria
#1 2 #2 1Covered all appropriate procedures, including briefing as needed to review all related safety information and used outline sheet.
#1 4 #2 1Was friendly, attentive and focused on the group, making presentation easy to listen to, and fun, yet informative.
#1 3 #2 1Presentation was Entertaining, connecting with Guests.
Set up your own systems, and if you have not done so already, document your procedures and what you expect from your staff. Having written guidelines that every employee receives also helps your staff to know what standards are expected of them and the criteria for how you will evaluate their performance. Shown are some samples for a similar system as outlined in this article.
#1 4 #2 1All staff was present, introduced, appropriate, and entertaining to guests, but not distracting to presentation.
#1: 13 or 3.3 #2: 4 or 1.0 Section Score (20 possible, 4 areas, 65%/20% of all points this section)
Notes #1:
• JJ did briefing, but missed a lot of safety information that still needs to be covered.
• AP/Resorts still require all the same, if not more detailed briefings. Also offers a chance for Captain to connect with guests.
• Did not use OUTLINE.
Want some ideas for how to solve this issue? Email me and I’m happy to share more thoughts and some templates that will help the process.
#1 2 #2 4In-water dive staff acted appropriately, safely and attentive with respect to dive logistics and leadership.
• Did not do a briefing for dive #2. Even though training is going on, the Captain should brief instructors to give him 5 minutes between dives to go over the prediving briefings. Especially important for OW students, like Ben had, as they need to learn to listen to a pre-diving briefing.
#1 2 #2 4In-water dive staff managed all divers in a safe and appropriate manner, including problem solving
#1 4 #2 4Exits: Captain/Crew helped guests with exits, was positive, appropriate, entertaining and focused on the guests.
• I spent some time with JJ discussing this fact and the need for effective briefings with all passengers, regardless of training status.
#1 3 #2 4Captain/Crew helped guests with gear changes and was focused on the guests.
b. Entering Water and In-Water Dive Control and Logistics
Score Criteria
#1 4 #2 4Activity overall seemed organized, appropriate, safe and entertaining given the conditions
#1 2 #2 5Roster verified with each guest’s signature before boat mooring was pulled.
#1 3 #2 3Entry, logistics, dive management appropriate, safe and with proper degree of professionalism and entertainment (all sites)
#1 4 #2 3Dive logistics was appropriate and safe, guests knew what, where & how to do the activity
From a safety aspect, following these 5 methods and documenting each step will give a TDO some significant ‘ammunition’ should an accident occur. Today’s insurance climate is incredibly hostile toward international scuba operators and
#1: 36 or 3.3 #2: 42 or 3.8 Section Score (55 possible, 11 areas, 65%/76% of all points this section)
Notes #1:
#1 4 #2 4Captain/Crew watched guests appropriately, ensuring all safety procedures and gear was utilized during in-water activities
• Ben needs to carry an u/w slate for all instruction. Massa had one and used it several times.
#1 4 #2 4All staff appeared to be functioning as a single, cohesive team for the guest’s enjoyment.
• JJ allowed a guest to sign the roster for another guest, I spoke to him about this as this is not allowed.
#1 4 #2 4Boat was kept clean, neat and organized during in-water activity by captain & crew
• JJ did a nice job of trying to up-sell certification courses to all the resorts.
• Ben nearly missed a panic diver on the first dive. Was leading and not looking back enough, and diver started to bolt a couple of times, she stopped herself once. Then Ben stopped her the second time. Was very hazardous, Ben was not very aware. I spoke to him about this in the post-trip debriefing.
Notes #2:
• Tom, Ben and Massa did a nice job on the second dive with showing things to their students. Massa offered to take pictures of his students, and Tom worked to show his student many things U/W.
AGING DIVERS
Issues For Older Divers: Health & Insurance Coverage
– by Dan Orr, President, Dan Orr Consulting
Active participation in outdoor recreation is considered to be an essential component of the quality of life by a large segment of the population of older adults. Quality of life depends upon a variety of factors including heredity, physical health, nutrition, activity levels and mental health. Robin McGraw in her book, “What’s Age Got To Do With It?” quoted a longevity study conducted by Mt. Sinai Medical Center, showing that genetics has only a 30% influence over an individual’s longevity while one’s lifestyle has a 70% influence over a person’s longevity. Research has also indicated that of the 10-leading health-related problems in people over the age of 65, 80% of those conditions are lifestyle-related. In other words, to achieve and enjoy a higher quality of life, it is essential to have the right attitude and stay active. That definitely means that as long as you are in good health, we can and should enjoy doing the things we love, including scuba diving.
What we are really looking for is “successful aging.” The term successful aging was made popular in 1987, when the scientists John Wallis Rowe and Robert Kahn published an influential book entitled, Successful Aging. Rowe and Kahn stated that successful aging involved three main factors: (1) being free of disability or disease, (2) interacting with others in meaningful ways, and (3) having high cognitive and physical abilities.
The fact of life is that the largest and most active group in our sport is made up of those who happened to be born between 1946 and 1964, the “Baby Boomers.” The “Baby Boomers” make up a population of over 73 million Americans. The Baby Boomer generation has been described as being very individualistic, competitive with a serious interest in self-fulfillment through personal growth as well as being self-confident, ambitious, and having a very progressive attitude. As a generation, Baby Boomers are living longer, having gen-
erally lower rates of disability, and achieving higher levels of education than ever before. They also recognize that time is precious and want to take full advantage of every opportunity to live life to the fullest. As a group, Baby Boomers are known to work hard, play hard and spend hard (Ziegler, 2002).
The population of older people continues to grow around the globe. The World Health Organization (WHO) estimates that between the years 2000 and 2050, the number of people aged 60 and over is expected to double. By the year 2050, more than 1 in 5 people will be 60 years old or older.
“Don’t let age alone stand in the way of living your dreams!”
With a significant portion of the active diving population made up of older divers, there are some facts of life that need to be addressed so that older divers may understand their limitations allowing them to continue to enjoy diving. The physical limitations that must be addressed include the fact that most of our organs and organ systems lose function at a rate of approximately 1% per year beginning around the age of thirty (30). The majority of these changes, however, do not become apparent until around the age of 70.
When it comes to aging, there are some facts of life that are vitally important to understand. The changes in our body that we experience as we age are not necessarily harmful. While many of our physical abilities peak by age 30, other abilities continue to grow and improve throughout our lifetime. The great majority of those over age 65 today are healthy, happy and fully independent. While these changes may have a negative impact upon performance, improved judgment and reasoning that comes from years of diving and life experiences may compensate for many of the decrements in body functions.
The vast majority of divers are aware of these limitations and understand that all divers will reach a point in their diving careers when they will have to make the deci-
AGING DIVERS
sion to hang up their fins. That is not an easy decision and most divers hope that such a decision will be sometime far in the future.
There is, however, a more practical and financial issue to consider that has nothing to do with any potential physical or mental limitations. This issue is insurance coverage for diving accidents. The problem that divers of all ages experience when looking for insurance to cover the cost of treating pressure-related diving accidents (decompression sickness and arterial gas embolism) is that the vast majority of companies that offer medical or healthcare-related insurance do not offer policies that provide coverage for treatment involving a hyperbaric chamber. In other words, the treatment modality necessary to treat pressure-related diving injuries. Many traditional medical plans do not consider hyperbaric oxygen therapy (HBOT) to be a covered treatment procedure.
While there is research that suggests that the risk of decompression sickness (DCS) does increase with age, there is also research that suggests that judgement and reasoning may increase with age. The informed older diver can use their years of diving and life experiences to utilize their knowledge, skills, techniques and equipment to mitigate risks associated with the potential increased DCS risk.
not taking into account that accident data does not suggest that older scuba divers experience more cases of pressurerelated diving accidents than other groups of divers that they currently provide coverage for. In my opinion, the older diver, therefore, should not be discriminated against regarding the availability of diving accident insurance solely based upon their chronological age. If you have any questions about your coverage, it is always a good idea to discuss it with the insurer.
Insurance issues aside, there will come a time when the best decision, from a safety perspective, is the one that keeps the diver on the surface. The decision to stop scuba diving, as difficult as it may seem for us to imagine, should come when the sport is no longer fun, and if you feel that you may be putting yourself, your buddies or others in the water with you at risk. We would hope that the availability of diving accident insurance does not prematurely limit our ability to maintain the quality of life through the enjoyment of scuba diving.
The two major organizations that currently offer insurance plans that cover treatment for diving accidents, Divers Alert Network (DAN) and DiveAssure, announced that their insurance underwriters will no longer provide insurance coverage for divers 80 years old and older. DAN has clarified that issue by saying that they had worked with their underwriter to extend the age limitation from 70 to 80. DAN, always the advocate for divers of all ages, recently indicated that they will be working with their insurance underwriter to get the age restrictions for the purchase of diving accident insurance removed and will continue to sell policies without any age restriction.
The underwriters for the organizations/companies offering diving accident insurance may have been using accident actuarial data that represents the general older population
References:
If and when the time comes to make that last dive, as the water rolls off us for the last time, we will be smiling all the way knowing that we have thoroughly enjoyed every minute underwater. We have shared our experiences with those we know and love and our legacy as a certified diver will have been to encourage the generations to come to love the sport and the diving environment as much as we have!
Davison, B. DAN Accident Insurance Cover. UNDERCURRENT. January 2023 Issue. Maples, M. (2002). Holistic adult development: A spirituality perspective. Paper presented at the Connection of the Association for Counselor Education and Supervision. San Antonia, Texas. Maples, M. (2007). Spirituality, Wellness and the “Silver Tsunami”: Implications for Counseling. VISTAS 2007 Online. McGraw, Robin. What’s Age Got to Do with It? Living Your Happiest and Healthiest Life. Thomas Nelson, Inc. Publishers. 2009. Orr, D. The Ageless Diver. Divecenterbusiness.com. July/August 2014. Orr, D. and Douglas, E. Scuba Diving Safety. Human Underwater Kinetics. 2007. (available from Best Publishing) Orr, D. and Orr, B. 101 Tips for Recreational Scuba Divers. Wise Divers Publications (www.wisedivers.com) 2022. Orr, D. Open-Circuit Diving Fatalities. Proceedings of Rebreather Forum 3. Editors Vann, R., Denoble, P., Pollock, N. 2014. pp. 103-107. Orr, D. The Normalization of Deviance (aka “Short-cut Mentality”). Divenewswire.com. March 16, 2021. Orr, D. Time to Return to Diving - But Cautiously. Divenewswire.com. March 29, 2021. Strauss, Michael B., Scuba Diving in Older Adults. Best Publishing WCHM. 2013. pp. 27-37. Strauss, Michael B., Diving Science Revisited. 2023. Ziegler, J. (2002). Recreating retirement: How will baby boomers reshape leisure in their 60s? Parks and Recreation, October, pp. 56-61.
Dan Orr
BUSINESS EDU
How Big Is The USA Dive Retail Market And How Long Have They Been in Business?
– by William Cline
DEMA recently unveiled an insightful research study, which I had the privilege of guiding. This study, titled "2023 Blueprint for Growth," offers an in-depth analysis of the USA dive retail market. It's a two-part endeavor, with the final segment set to be released in the first quarter of 2024. This initial report, however, has already revealed some significant insights.
A key aspect of the study involved a detailed examination of single-unit dive retailers. These businesses form the bulk of the dive industry, representing 84% of all dive shops participating in the study. The findings from this market segment provided a unique perspective.
Applying the total gross sales of the surveyed units to the entire population of 851 brick-and-mortar dive retailers in the USA, the extrapolated gross sales for 2022 amount to approximately $598,957,766.53.
For those interested in accessing the complete report from DEMA, members can log onto DEMA.org, navigate to the 'market research' section, and download the report at no cost or click/scan the qr code below.
Out of the survey respondents, 43 dive shops reported that they sell equipment and provide initial certification training from physical, brick-and-mortar locations. On average, these retailers have been operating for 26.3 years and employ 7.5 full-time staff and 8.8 part-time staff. When this data is projected onto the total number of dive retailers across the USA, it's estimated that singlestore dive retailers collectively employ around 13,851 individuals nationwide. Further analysis of the survey data reveals average gross sales figures for these stores, distinguishing between instore ("brick-and-mortar") and online sales.
Category Gross Sales % of Whole_ Applied to All USA Stores
Brick Training
Brick Equipment Sales (all)
Brick Repairs
Brick Rental
Brick Breathing Air/Gas Fills
Brick Dive-related Travel
Brick Apparel and Misc. Retail
Brick Other Store Revenue
Online Training
Online Equipment Sales (all)
Online Dive-related Travel
Online Apparel and Misc. Retail
Online Other Store Revenue
Total
$106,817.19
$275,716.16
$33,357.88
$19,728.12
$7,498.67
$138,052.65
$26,444.38
$35,431.58
$15,782.20
$19,794.50
$60,492.88
$535.94
$191.13
$703,828.16
$90,901,425.33
$234,634,454.53
$28,387,559.05
$16,788,626.95
$ 6,381,365.33
$117,482,806.14
$22,504,166.00
$30,152,275.13
$13,430,652.20
$16,845,119.50
$51,479,439.85
$ 456,082.81
$ 162,654.47
$598,957,766.53
DEMA’s research committee is working on the second installment of this survey and DEMA hopes to release mid-summer this year. This second version of this survey will include multi-unit retail chains and expand the orignal dive retailer survey counts for accuracy and verification of these facts.
ACROSS THE GLOBE
Great Barrier Reef Condition Update
– by Terry Cummins, OAM, Ph.D., Chair/President, Dive Queensland Inc.
The Great Barrier Reef (GBR) was World Heritage-listed in 1981 and is considered one of the World's Seven Natural Wonders. It covers 344,400 square kms (132,973 sq. miles), is 2,300 km (1,429 miles) long or approximately half the length of the Eastern Australian coastline. It comprises 3,000 individual reefs, 300 coral cays, 600 continental islands and 150 inshore mangrove islands, making it the largest barrier reef in the world.
Apart from its size, the GBR has high levels of biodiversity and is considered one of the most complex natural systems on earth. The GBR has over 600 types of soft and hard corals, more than 100 species of jellyfish, 3,000 varieties of molluscs, 500 species of worms, 1,625 types of fish, 133 different species of sharks and rays, six out of the seven sea turtles found in the world and more than 30 species of marine mammals. It is an enormous ecosystem.
length, which is hardly “mass”. There has been minimal bleaching along the entire length of the GBR from 2021 to 2023. Coral bleaching is not coral death! Impacted corals can, and many do, recover.
Here are a few results from my PhD thesis that you may find interesting where I surveyed over 530 divers returning from a trip to the reefs off Cairns. Please note that I asked them whether they had dived on coral reefs before visiting the Cairns section of the GBRMP, 75% of them indicated they had. Further analysis revealed that they had collectively dived on coral reefs at 841 locations across 16 countries/regions, so they were in an excellent position to compare their dive with other dives they had done elsewhere.
The analysis revealed 72% of the divers were satisfied or extremely satisfied with the quality and abundance of coral, 76% were satisfied or extremely satisfied with the quality and abundance of marine life. Also 79% were satisfied or extremely satisfied with the underwater visibility and 85% were satisfied or extremely satisfied with the general diving quality.
However, the world press and some institutions would like you to think the GBR is dying or already dead. Although we all have grave concerns for the future of the world’s reefs due to the combined impacts of the planet's overpopulation (e.g. coastal development, increased agricultural run-off, climate change, etc), the GBR is very much alive.
Unfortunately, ‘the reef is dead’ headline suits some but is a total over-exaggeration of the facts. The “mass bleaching events” described by the press and some institutions are entirely misleading. Yes, there have been four bleaching events in pockets along the GBR’s 2,300 kms (1,429 miles)
Finally, the divers were asked to compare to their diving experiences on the Reef to other places they had dived, which included comparisons to 934 coral and non-coral dive destinations used by the survey respondents. Most said the diving was better, 83% said they would return to dive Cairns, and 88% indicated they would recommend Cairns to others.
Having dived in over 16 countries and logged over 7,350 dives, I can honestly say the diving Queensland has to offer visitors is extraordinary. It is also has without a doubt the best managed marine park on the planet. So, you will not have ticked all the boxes until you give your customers a chance to visit the Great Barrier Reef.
Great Barrier Reef by Cathie Cummins
Top Press Releases From January 2024
– by Scott Jones, President, Dive Newswire Press Service
DiveNewswire in the dive industry's WEEKLY dedicated news release and feature distribution service. Founded by Scott D. Jones in 2001, DiveNewswire continues to serve the dive industry with news releases, announcements and timely industry-specific features each week targeted specifically for dive industry professionals. For more information, send an email to EDITOR@DiveNewswire.com or call 7114 931 4895.
An Insider’s Update: The 2024 Las Vegas DEMA Show and the Formula One Race
Rules of Retail: Customers want a Complete Solution - Not Just One Item
Shearwater Research Officially Releases the Tern and Tern TX Dive Computers
SEAC Seeks Experienced Dive Industry Sales Professionals In Key US Regions
Academy of Underwater Arts & Sciences Announces Recipients of the 2024 NOGI Award
Barings Completes Acquisition of Aqualung Group
Scuba Educators International Introduces Their New President – Jim Gunderson
Solitude World Unveils Solitude Gaia: Redefining Liveaboard Adventures
Calling All Pool Operators: Become a BLU3 Demo Location and Dive into Success!
Explorer Ventures Fleet® Welcomes Glory Sea Explorer: A Luxurious Liveaboard Dive Vessel for Discerning Divers
Scott and son, Stephen
ACROSS THE GLOBE
Nordic & European Countries Winter Update
– by Peter Symes, Publisher, X-Ray Magazine
20 January – Copenhagen. It's the middle of winter, and most of Northern Europe has been hit by blizzards, with snow blanketing the lands. Meanwhile, a corner of Spain is oddly enjoying a summerly 26°C. It's the time of year when much of the dive industry hibernates, with nothing much going on. Hardcore divers will dive all year round regardless of low temperatures, but most dive operators shut for the winter or idle, focusing on maintenance, upgrades, and planning for the upcoming season – or exhibiting at some early dive shows.
Most dive shows in Europe are held during winter or spring, before the onset of the main season. Most countries, at least the bigger ones, have an annual consumer dive show. The first of the classic dive shows is Salon du Plongee, held in Paris. I didn't attend, but it's said to be very lively, fun, and attended by many young people – which is encouraging, as the dive industry as a whole has a major problem with an aging population without much rejuvenation.
Germany, which just started as I'm jotting down these lines. It's the largest watersports fair in the world, and about a quarter of a million visitors (yes, you read that right) will attend over the nine days it's held. In 18 large halls, you can find anything maritime, from billionaires' mega-yachts on display to paddleboards, and of course, diving, which you'll find in halls 11 and 12. Düsseldorf, located in the middle of Germany's industrial heartland, is within a day's driving of around 100 million people and has gradually evolved into being what I consider the second networking event, next to DEMA, for dive industry members.
Next in line is an interesting novelty; The Scandinavian Dive Show, which is going to be held in Gothenburg, Sweden, on 9-11 February. It's an evolution of the Swedish Dive Show, which has been held as an independent stand-alone event for the past ten years or so. In 2024, it's moving in with the much larger Swedish boat show, where it will benefit from a much larger attendance and a bigger setup. It's also the first year that our magazine is a co-organizer and not just a media sponsor.
There will be many more dive shows further down the line, which I can address in upcoming inputs.
The next big event is Boot (means boat) in Düsseldorf,
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Redefining Dive Tourism: There is no “Planet B” – A Call for a New Paradigm
– by Alex Brylske, Ph.D., President, Ocean Education International, LLC
First coined by Gunter Pauli in his 1994 book of the same name, the term “Blue Economy” describes the need for new economic initiatives that radically change society’s approach to resolving water-related issues. It encompasses all sectors of the economy that utilize or in any way affect aquatic resources with the goal of encouraging sustainable use and protection of “blue resources”—all while improving both the well-being and equity of society. And the industries involved are no small matter, including renewable energy, fisheries and aquaculture, maritime transport, waste management and climate change. However, there’s one additional blue industry I failed to mention; and it often gets short shrift—or even omitted—in the discussion. That industry in question is tourism. Perhaps the oversight is because in comparison to the others it may seem less important. After all, it involves leisure and not “serious work” like the other listed endeavors. But make no mistake, the role tourism plays in achieving a sustainable society is anything but trivial.
world’s exports of commercial services (or six percent of total exports). Tourism also employs over 200 million people which is almost one in every ten jobs on earth. While these figures are astounding, what’s noteworthy from the perspective of the Blue Economy is that 80 percent of tourism occurs in coastal regions. So, to a large extent tourism is a marine endeavor which more than justifies a co-equal position to all other Blue Economy sectors.
While big numbers are impressive, what about growth? Again, according to the WTTC, tourism is growing at an annual rate of between seven and 10 percent. However, not all tourism sectors are growing at the same rate. Many experts consider what’s referred to as “sun-sea-and-sand” travel a mature market, and project only an average to flat growth rate in the coming years. But not so in the realm of “ecotourism” and other forms of nature- and adventure-based tourism. In these sectors, growth is projected to be more on the order of 20 to 35 percent per year, or three times that of tourism as a whole.
The facts speak for themselves. According to the United Nations World Tourism Organization (UNWTO), in 2012 the number of international tourist arrivals, for the first time ever, exceeded one billion. By 2017 it rose to 1.3 billion, which is more than 16 percent of the entire worldwide population. And this trend is expected to continue. International arrivals are predicted to reach 1.8 billion by 2030. Furthermore, according the World Travel and Tourism Council (WTTC), tourism now accounts for nearly 10 percent of global Gross Domestic Product, generating nearly one trillion dollars annually and comprising 30 percent of the
But before you go out and invest your life savings in the travel industry, tourism is also a classic double-edged sword. Many popular travel destinations around the world are being literally “loved to death” by the unceasing onslaught of tourists. In fact, preventing what’s now referred to as “overtourism” is perhaps the biggest challenge facing the travel industry today. So, with the lion’s share of tourism taking place in coastal regions, it’s abundantly clear that the future of the global tourism industry is dependent upon a healthy ocean.
While the environmental consequences of tourism are often obvious, there are other not-so-obvious results that involve people. Clearly, the consequences of a rapidly expanding tourism industry have, at many destinations, been as detrimental to societies as it has to the physical envi-
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Source: World Travel & Tourism Council
ronment. For instance, in many developing countries job opportunities in tourism have encouraged the migration of people to tourism centers, often disrupting or outright destroying traditional ways of life. Already some communities and cultures have been completely displaced or destroyed by a booming tourism trade. This social upheaval can lead to problems with crime, pollution and a general erosion in the fabric of society. Ironically, this can lead to the decline in the appeal of a destination because it no longer feels “authentic” to travelers, thus killing the golden egg-bearing goose.
This phenomenon is, in fact, so common and wellstudied that it even has a name—the Tourism Area Life Cycle (TALC). TALC views tourism as a dynamic process where destinations go through predictable successive stages. It starts when a relatively undeveloped location initially attracts a few adventurous tourists seeking pristine nature and indigenous cultures. Then, as tour operators and related businesses recognize the market potential of the location, the local tourism industry rapidly expands and develops. However, the changed nature of the now “discovered” destination causes the type of tourists who were initially attracted by the undeveloped nature of the location to move on to other destinations that remain undeveloped and pristine; and the cycle is repeated.
But there’s nothing inevitable about TALC. By recognizing the cycle of overtourism and unsustainable
tourism practice soon enough, destinations can reverse the downward spiral. Corrective actions can be taken, such as limiting tourist numbers, establishing marine protected areas, improving infrastructure codes or restricting certain destructive practices. Ideally, the entire tourism paradigm can change, but this calls for a different kind of tourism.
Call for a New Paradigm
Just as “slash-and-burn” agriculture is a recipe for disaster, so too is what some have termed slash-and-burn tourism; undiscovered destinations are not unlimited. Tourism has become so big that we have almost run out of truly pristine travel destinations. So, without the option of creating more places on earth, the only reasonable alternative is conducting the business of tourism in a different way; and that’s exactly what’s beginning to happen all around the world. Tourism, and tourists, are changing for the better.
Traditionally, the reason for travel has been to rest and relax—the classic “sun, sea and sand” experience. This still describes the bulk of tourists, and probably always will. But over the past few decades there have been some significant changes. Increasingly, tourists want more from their holiday than a suntan and souvenirs. These more intrepid travelers want a closer
Emerald Pool, Dominica
2024 NOGI Recipients
The AUAS is an international, multi-disciplinary, non-profit organization dedicated to recognizing pioneers and leaders who have had a global impact on the exploration, enjoyment, safety, and preservation of the underwater world. AUAS is committed to supporting its members as they pass on the stewardship of the sea to future generations.
Louis Prézelin NOGI, Arts
For over 30 years, Louis Prézelin documented countless facets of the world oceans from Alaska to Antarctica. His images range from the dance of tiny fragile planktonic creatures to the majesty of mighty whales. Throughout his career, his passion for the sea drove a deep motivation to capture the fascinating beauty of the undersea world and inspire his audience to love it and to protect it.
Born and raised in France, Louis started scuba diving in 1964 on the rugged coast of Brittany. He later served in the military as a Helicopter Rescue Swimmer with the French Air Force. In 1968, Louis enthusiastically joined the Cousteau Expeditions as an on-camera subject diver and began roaming the world on the legendary Calypso during the filming of the wildly popular television series, The Undersea World of Jacque Cousteau. During years of wild expeditions from one Cousteau series to another, Louis honed his skills through intense hands-on technical training in underwater imaging and filmmaking studies at the Santa Barbara Brooks Institute of Photography. For many years, Louis explored waters in remote parts of our planet, fulfilling his lifelong goal of capturing visually, the wonders of the sea.
During Louis’ tenure as a member of the Cousteau team, he participated in over 50 shows of television series which reached millions of viewers around the world and garnered multiple EMMY awards as well as Cable ACE awards, CINE GOLDEN EAGLE awards and PEABODY award for the Amazon series.
In addition to his filming activities, Louis directed the development of several advanced underwater cameras and lighting systems for the Cousteau Society as well as Jean-Michel Cousteau Ocean Futures Society. Louis also contributed to the filming of shows and series for National Geographic, Discovery Channel, ABC American Sportsman and The Travel Channel.
Besides his commitment to documenting the sea, Louis Prézelin also worked on a number of feature films, documentaries and TV commercials worldwide as a director of photography, operating remote-controlled helicopters with FLYING CAM prior to the coming of drones to the film industry.
Louis Prézelin is currently retired and lives in Santa Barbara California
Lad Akins NOGI, Environment
Lad Akins has dedicated his life to working in citizen science, conservation and diving. His work has included more than 40 years of diving, serving as a US delegate on marineprotected areas in South Africa, discovering and describing new species of fish, solo piloting deepworker submarines around the US and Mexico, saturating for eight days in the Aquarius Underwater Habitat, starting and leading the Reef Environmental Education Foundation, and authoring a best in the world cookbook on invasive lionfish. He has authored or co-authored more than 30 peer reviewed publications which have been cited over 2,400 times, served on numerous multi-agency panels and advisory groups and led over 100 ocean related expeditions around the world. Lad has been recognized as a NOAA Environmental Hero, Oris Sea Hero, Scuba Diving Hero of the Sea, Eleanor Fletcher Lifetime Achievement awardee and is an inductee in the Scuba Diving Hall of Fame. A US Coast Guard licensed captain and multi-agency scuba instructor, Lad has dived more than 10,000 dives around the world. He has lectured extensively on conservation issues and invasive species and been featured on numerous major media networks and documentaries. His current work as Curator/Captain at the Frost Museum of Science and Captain/Instructor at Quiescence Diving focusses on reef restoration and continuing to introduce the public to the marine environment and conservation. Lad lives in Key Largo, Florida.
Jim Gatacre NOGI, Distinguished Service
Jim Gatacre is a NAUI Instructor. In 1972, while attending college, he sustained an injury to his right arm that left it paralyzed. He started scuba diving in 1973 to recover emotionally and to re-establish his self-image that had been severely damaged. In 1975 he helped organize and teach the first scuba course for people with disabilities at the University of California Irvine (UCI). He has a Bachelor of Science degree in Biology from UCI.
In 1981 he founded the Handicapped Scuba Association. Working closely with the industry’s leading underwater educators from PADI and NAUI, he learned the fine art of developing Physical Performance Requirements, the bedrock of safe underwater education. From1984 to 1986, applying scientific method, he took over two years training divers with disabilities while evaluating performance and certification requirements to complete the HSA Physical Performance Requirements and Multilevel Certification.
Encouraged by PADI & NAUI, he wrote the HSA Instructor Manual and HSA Instructor Training Course (ITC). He taught the first HSA ITC in 1986.
Jim has made two films with Jean-Michel Cousteau. Freedom in Depth in 1983, a California diving classic, and To Fly in Freedom in 1992, filmed in Fiji featuring JeanMichel, his father Jacques-Yves Cousteau, and HSA divers from six countries.
Shirley Pomponi, Ph.D.
NOGI, Science
Dr. Shirley Pomponi is a Research Professor at Florida Atlantic University-Harbor Branch Oceanographic Institute. She earned her Ph.D. in Biological Oceanography from the University of Miami. An ocean explorer and marine biotechnologist, her research focuses on development of sustainable methods to produce sponge-derived chemicals with human health applications. She has more than 100 peer-reviewed scientific publications and is co-inventor on several patents. In 2022, she received a Lifetime Achievement Award from the Society for In Vitro Biology.
Dr. Pomponi has served on numerous blue-ribbon panels to provide recommendations on ocean science priorities and policies. In 2008, she received the Champion of the Oceans Award for her leadership to ensure that our oceans are sustainably managed and preserved for the benefit of future generations.
Dr. Pomponi has participated in dozens of research expeditions worldwide and made more than 300 dives in the Johnson-Sea-Link submersibles. In 2019, she participated in the NASA Extreme Environments Mission Operation (NEEMO 23), living and working in the Aquarius Underwater Habitat with NASA and ESA astronauts.
Dr. Pomponi was inducted into the Women Divers Hall of Fame in 2003. She chairs the WDHOF Scholarship Committee, which has awarded more than US$500,000 to nearly 500 individuals.
Jeffrey Bozanic, Ph.D. NOGI, Sports & Education
Dr. Bozanic continues to make meaningful contributions to global scuba education and has given generously of his time to NAUI, NSS-CDS, DAN, NOAA, IANTD, SDI-TDI, and the Boy Scouts of America.
Early in his career he improved NAUI’s instructor exams, serving on NAUI’s Standards Committee and eight years on NAUI’s Board.
While pursuing a doctorate in oceanography, Dr. Bozanic focused on water chemistry in submerged caves, identifying the need for academic standards in cave diving to mitigate unnecessary risks. Determined to increase safety, he dedicated six years as a Director on the Board of the American Academy of Underwater Sciences, tirelessly advocating for the adoption of scientific cave diving standards.
Recognizing the limits of decompression, dive gear and gases, Dr. Bozanic pushed to adopt standards for nitrox, rebreather, and mixed gas in scientific diving programs. He authored Mastering Rebreathers - widely considered the seminal textbook on the topic. He co-authored the Antarctic Research Diving Manual, and edited the NOAA Diving Manual.
Dr. Bozanic remains active in research diving, collecting new species of animals. As Director of Training at Blue71, Dr. Bozanic is leading a team pioneering new methodologies to safely prepare a new generation of sport and scientific divers.
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and more experiential encounter with the destination they visit rather than lying on the beach during the day and partying at night. For many, the primary motivation for selecting a destination is not based on the quality of its beaches, golf courses or night life, but on its healthy natural environment and undisturbed culture. Or, in the words of the Adventure Travel Trade Association, “An increasing number of travelers today want holiday experiences that are authentic, immersive and self-directed.” Of course, this hasn’t gone unnoticed by many within the travel industry, and this new-found recognition has led to massive changes in travel products and the way they’re marketed.
The evolution of adventure travel can be traced to early attempts to meet the demand of changing attitudes toward tourism, which led to the development of the ecotourism industry. From this evolved the idea that travel should not only serve the tourist but the destination and its inhabitants as well. As ecotourism became more mainstream, newer and more authentic directions were explored, and the market segmented into many more specialized sectors and activities. Then, with the growing recognition of the declining state of the environment, many in tourism began to realize that making tourism more accountable to both the local environment and residents could no longer be just a specialized endeavor targeted to “tree-huggers.” All forms of tourism must become part of the solution, and not part of the problem. From this movement was born the idea of “responsible tourism,” or what’s become better known as “sustainable tourism”—an off-shoot of the growing concern for sustainable development.
ural and cultural resources for national development on an equitable and self-sustaining basis to provide a unique visitor experience and an improved quality of life through partnership among government, the private sector and communities.” Importantly, this definition recognizes that tourism isn’t just an economic activity. As it has both environmental and cultural consequences, so too must it take into account, and be responsible for, its effects. This ethos is exemplified in the commonly used sustainable tourism mantra “people, planet, profit” or what some have termed the “triple bottom line.”
In general, sustainable tourism has six underlying goals. These include: minimizing environmental impacts; improving local contribution to sustainable development; protecting the quality of the environment by maintaining biological diversity and ecosystem function; minimizing the use of non-renewable resources; ensuring cultural integrity, local ownership and social cohesion of the community; and last, but certainly not least, providing a high quality experience for tourists.
But what exactly does sustainable tourism really mean? While arguments rage among the experts in the field, one of the best functional definitions has been offered by those who have been involved in international tourism since its inception, Caribbean islanders. According to the Organization of Eastern Caribbean States, sustainable tourism is defined as “the optimal use of nat-
Today, savvy tourism operators trying to cater to the new, more environmentally- and socially-conscious traveler have a daunting task. No longer can they be satisfied by having the nicest hotel and restaurant, or best beach, or even the most exciting tours. Study after study has shown that many travelers today are just as or more concerned with the environmental and social footprint of their travel provider as they are with the actual product. So, travel providers and destinations today aren’t turning to sustainability because it’s a nice thing to do for the earth or future generations. They’re doing so because it makes business sense and realize that not to do so will at some point mean they’ll no longer be in business. As a popular protest slogan tells us...
“There is No Planet B.”
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