According to Mummy Mafojane, General Manager of FCM South Africa, the experience economy has officially arrived in corporate travel, carried in on the back of the ‘unique stay’ hotel, a category traditionally belonging to the leisure traveller. Think converted train stations, buses and police stations. Restored heritage estates and reimagined industrial warehouses. Places that prove travel is supposed to make us feel more alive, whether you’re there for a conference or a honeymoon.

“As business travel evolves, companies are starting to ask a different question,” explains Mafojane. “Not just how do we get our people there and back efficiently, but what do we want the experience to actually feel like?”

Environment as a business input

Research by Yonsei University’s Department of Interior Architecture and Built Environment confirms that an individual’s surroundings significantly influence their capacity to think creatively and generate new ideas. Put simply: where you put people shapes how they produce.

It is a finding that sits somewhat uncomfortably alongside the phenomenon of ‘creeping neutrality’. A study analysing over 7,000 objects from the UK’s Science Museum collection found that colours in everyday items have been steadily neutralised since the 1800s, with desaturated greys, blacks and muted tones now dominating consumer products, including traditional corporate workspaces and accommodation.

In response, Mafojane emphasises that the experience economy is drawing attention to the potential of incorporating creative, elevated spaces into travel programmes, and the very real impact they can have on the mood and productivity of travelling employees.

“As research reminds us, environment is not just ambience. It is employee wellbeing, and a measurable input that directly influences your team’s mindset,” she says.

Making the distinctive possible

The conversation about the value of unique stays finds its clearest expression in the meetings and events space, where the choice of venue shapes the tone and outcome of an entire programme.

Lance Nkwe, Business Leader South Africa at FCM Meetings and Events, puts it plainly:

“When we design a meeting or incentive programme for a larger multi-national company, one of the first things we ask is: what do you want people to remember? Because the venue and the stay are not the backdrop to the event. They are part of the event.”

Nkwe has seen firsthand how a carefully curated property (one with history, character, and a genuine sense of place) can shift a group’s energy within hours of arrival. “Conversations that would never happen in a conventional meeting room happen naturally in a space that feels genuinely different,” he says.

The implications extend well beyond delegate comfort. A leadership retreat held in a restored heritage property or a treehouse beneath the stars creates a context for candour and collaboration that a conventional boardroom simply cannot replicate. A team incentive programme anchored by a truly unique stay becomes a shared reference point that people talk about long after the agenda has been forgotten.

This is clearly seen in a new seasonal tented camp developed by Chiefs Tented Camps near Victoria Falls targeting the growing safari incentives market in Southern Africa. Victoria Falls has increasingly expanded beyond leisure travel into incentive programmes, group tourism and multi-destination safari itineraries linked to Botswana and Zambia.

For businesses considering new MICE opportunities, Nkwe sees a significant untapped opportunity: “South Africa is sitting on an extraordinary inventory of world-class, unique properties that most travel managers have never seriously considered. Big or small, there are plenty of ideas to explore.”

Duty of care

Distinctive, of course, cannot mean gimmicky or reckless. For Mafojane, the conversation about unique stays must remain inseparable from the fundamentals of sound travel management.

“Travel has always been about moving people efficiently, but unique stays, when selected for the right trip and the right team, become an extension of your culture. They signal how you value your people,” she says. At the same time, she is clear that creativity cannot come at the cost of compliance. “Policy, duty of care, and cost governance do not disappear because the building used to be a prison. The job of a good TMC is to make the distinctive possible without compromising the fundamentals.”

It is a balance worth striking. The unique stay, used thoughtfully, is not novelty for novelty’s sake. The category that makes genuine sense in a corporate context is what Mafojane and Nkwe both describe as purposeful distinctiveness: accommodation that is memorable and immersive, deeply tied to a place or a story, while still delivering on the non-negotiables of comfort and care.

FEDHASA says the Department’s acknowledgement that substantial amendments are required – together with the decision to place current Resource Management Plans (RMPs) on hold pending further review – is an important and constructive development for the hospitality, tourism and broader business sectors.

FEDHASA National Chairperson, Brett Tungay, said:

“The hospitality and tourism industry welcomes the Department’s willingness to listen to the extensive concerns raised by stakeholders across the country. This is a positive and encouraging indication that meaningful public participation is being taken seriously.

The initial Draft Regulations and associated Resource Management Plans created widespread concern due to their potential impact on tourism, hospitality, recreational access, investment certainty, and water-based economic activity around many of South Africa’s dams and waterways.”

Anderson added that the industry remains deeply concerned about the broader economic implications of over-regulation within an already constrained tourism economy.

“Tourism and hospitality are key job creators in South Africa. At a time when many businesses are still recovering from the devastating impact of COVID-19 restrictions, combined with increasing operational costs and deteriorating municipal infrastructure, it is critical that future regulations support economic growth, investment certainty and sustainable tourism development – rather than unintentionally undermining it.”

FEDHASA Board Member – Rosemary Anderson, said the Department’s acknowledgement of concerns regarding general access, tourism activity and lease-related matters was particularly important.

“One of the major concerns raised by stakeholders was the potential impact that aspects of the proposed regulations and lease policy could have had on investment confidence in tourism and hospitality businesses situated around dams and inland waterways.

Tourism developments, marinas, boat-based tourism operations, lodges, restaurants and waterfront hospitality businesses require long-term investment horizons and certainty of access in order to justify substantial capital investment and job creation.

We are therefore encouraged that DWS has recognised the need for further engagement and review.”

Tunday added that the decision to revisit the role and scope of Resource Management Plans (RMPs) was also significant.

“The industry strongly supports responsible environmental management, safety and protection of water resources. However, regulations must be practical, constitutionally sound, economically rational and aligned with existing legislation and operational realities.

There now exists an important opportunity for collaborative engagement between government, tourism operators, environmental stakeholders, water users and affected communities to develop a workable framework that protects South Africa’s water resources while also supporting tourism, recreation, investment and job creation.”

FEDHASA further welcomed the Department’s commitment to additional stakeholder consultation and indicated that the organisation would continue participating constructively in the process.

“South Africa’s dams, rivers and waterways are not only strategic water assets – they are also important tourism, recreation and economic assets that support many thousands of livelihoods,” Anderson concluded.

“We believe it is possible to achieve both responsible environmental custodianship and sustainable economic development through balanced, practical and properly consultative regulation.”

This gastronomic renaissance is starting to make its presence felt in the meetings, incentives, conferences and exhibitions (MICE) space too, with culinary experiences emerging as a pivotal factor in event success. Far beyond keeping delegates fed and watered, food has become a powerful tool for creating memorable experiences, fostering connections, and showcasing destinations.

Megan De Jager, Portfolio Director at International Luxury Travel Market (ILTM) Africa, which will be held at the Norval Foundation in Cape Town in April 2025, says that today’s attendees expect more than standard conference fare—they’re hoping for innovative dining experiences that reflect local culture.

“Food should always be a top priority when designing an event,” says De Jager.  “You don’t need to default to a venue’s standard menu options; most chefs or F&B managers will be open to designing a menu that matches the vision for your function. Have the conversation, because it can make such a difference to the success of your event.”

As an example, De Jager says ILTM Africa 2025 is including a gourmet braai (putting a twist on a local favourite) as well as ‘pop-up’ concepts featuring artisanal drinks and chocolates to celebrate South African chefs, innovation and produce—and take the event experience to all-new levels of luxury.

Food is also a great conversation starter and integral to any networking event. Martin Hiller, Portfolio Director of RX Africa (FAME Week Africa), says the ‘African Women in Entertainment’ breakfast, was a highlight of FAME Week Africa.

“Networking through culinary experiences is an underrated trend,” says Hiller. “It’s an opportunity to create connections in a fun, relaxed, natural setting. These dining experiences serve as catalysts for conversation, relationship-building and memorable moments.”

More than that, Carol Weaving, Managing Director RX Africa says that not only does food & beverage consistently rank among the top three factors influencing attendee satisfaction, but it’s influencing event planners across the globe.

“Destinations known for their culinary heritage often see increased interest from event planners,” says Weaving. “Cities like Singapore, Barcelona, and New Orleans have all successfully leveraged their food culture to attract high-profile events, contributing significantly to their tourism economies. There is no reason why South Africa, which was named the best culinary destination in Africa for 2024 at the World Culinary Awards, or Cape Town—host to several RX Africa events and named the best food city in the world by Condé Nast—can’t do the same.”

For Weaving, emerging culinary trends also make the events space an exciting place to be. “Event planners are increasingly prioritising locally sourced ingredients and zero-waste initiatives,” says Weaving.  “This approach not only appeals to eco-conscious attendees but also supports local economies and reduces carbon footprints.”

Weaving explains that health and wellness is also fast becoming a non-negotiable, with today’s events catering to a diverse range of dietary requirements, from plant-based options to allergen-free meals. This inclusivity ensures all attendees can participate fully in the culinary experience while maintaining their dietary preferences or requirements. The pandemic also played a role here, with people more aware of safety protocols than ever before. “We’re definitely seeing a different approach to food service,” says Weaving. “Innovative set-ups and solutions now enhance rather than compromise the dining experience. Think increased safety standards, specially plated portions, and outdoor dining spaces.”

Looking ahead, expect to see more interactive food stations, chef demonstrations, and hands-on cooking experiences at events. For Weaving, these elements transform passive attendees into active participants, creating more engaging and memorable experiences. “Investing in culinary experiences is worth every penny,” says Weaving. “Events that put food—and culinary experiences—high on the menu typically see higher attendee satisfaction scores and stronger registration numbers for future editions. Moreover, unique culinary experiences often generate social media buzz—and great Insta images— extending the event’s impact beyond its physical attendees!”

– The South African Roadshow includes meetings, training sessions, a hosted dinner, a ship visit on Norwegian Dawn, and an introduction to NCL Connect – the company’s new marketing platform for the travel community.

Johannesburg – 16 January, 2024 – Norwegian Cruise Line (NCL), the innovator in global cruise travel, will introduce NCL Connect, a new co-branded marketing solution specifically designed for the travel partner community, on a South African Roadshow this week.

Kevin Bubolz, Vice President & Managing Director Continental Europe, Middle East & Africa, and Nirosha Sidat, NCL Country Manager South Africa, will host sessions with key partners – including a tour of Norwegian Dawn in Cape Town – to share the latest updates from NCL.

“Not only is South Africa fast-establishing itself as a world-class destination for cruise ships, but the South African market is increasingly interested in cruising, with the demand for cruise holidays and expedition cruises soaring,” says Sidat. “Our new More at Sea™ package meets this demand, enhancing the cruise experience with unlimited beverage packages, specialty dining, Wi-Fi packages and incredible shore excursions. When it comes to both our guests and partners, we’re committed to being the easiest cruise line to engage with, and as part of our longstanding ‘Partners First’ philosophy, we’re thrilled not only to be meeting our trade partners in person – but that we’re able to offer them an exciting new platform to grow their cruising business!”

NCL Connect is a tightly integrated marketing solution where travel partners can instantaneously co-brand digital content – pre-designed by NCL’s in-house marketing team – that offers their clients an immersive look into cruising with Norwegian Cruise Line. It offers travel agents and advisors the opportunity to leverage a co-branded website complete with NCL sailings for clients to explore while driving leads directly back to the travel advisor.

The new platform complements NCL’s robust Marketing Headquarters with 800+ ready-to-use or customisable assets such as videos, flyers and more. NCL Connect offers an extra level of marketing support available to travel advisors that provides instant, personalised co-branded content in just one click. The content is then easily shared via all social media, email, and other marketing media channels, with additional digital experiences introduced on an ongoing basis throughout the year.

“Our goal in terms of trade marketing in 2025 is clear: make it personal, make it impactful, and most importantly, make it easy for travel advisors,” says Sidat. “We’re bringing the full weight of our in-house marketing expertise to the table but packaged in a way which makes it easy for travel advisors to take full advantage. Promoting, selling and booking an NCL cruise has never been simpler. I know advisors are going to love it.”

NCL Connect, which is powered by technology from Approach Guides, will be introduced in Cape Town from 15-17 January and in Johannesburg from 20-21 January 2025. 

-Ends-

About Norwegian Cruise Line

As the innovator in global cruise travel, Norwegian Cruise Line has been breaking the boundaries of traditional cruising for 58 years. Most notably, the cruise line revolutionised the industry by offering guests the opportunity to design their ideal vacation on their preferred schedule with no assigned dining and entertainment times and no formal dress codes. Today, the company offers guests to ‘Experience More at Sea’ by providing them with more to see, more to do, more to enjoy, and more value on their vacation. To further deliver guests with more value, NCL’s ‘More At Sea™’ package provides added benefits and inclusions such as unlimited open bar; specialty dining credits; high-speed Wi-Fi; shore excursions credits; as well as free airfare and third and fourth guests sail free on select sailings. Its fleet of 19 contemporary ships sail to 450 of the world’s most desirable destinations, including Great Stirrup Cay, the company’s private island in the Bahamas and its resort destination Harvest Caye in Belize. Norwegian Cruise Line not only provides superior guest service from land to sea, but also offers a wide variety of award-winning entertainment and dining options as well as a range of accommodations across the fleet, including solo-traveler staterooms, club balcony suites, and The Haven by Norwegian®, the company’s ship-within-a-ship concept.

For additional information or to book a cruise, contact a travel professional, contact a travel professional, call 021 200 6586 or visit www.ncl.com. For the latest news and exclusive content, visit the NCL Newsroom and follow Norwegian Cruise Line on Facebook, Instagram, Tik Tok and YouTube @NorwegianCruiseLine; and Twitter @CruiseNorwegian. 

Norwegian Cruise Line is a wholly owned subsidiary of Norwegian Cruise Line Holdings Ltd. To learn more, visit www.nclhltd.com.   

NCL Media Contact

PublicRelations@ncl.com

Locally Issued By:

Celine Patterson | Big Ambitions | celine@bigambitions.co.za

“We are delighted to see someone of Darryl’s calibre and extensive tourism experience take up this crucial role at SA Tourism,” says Rosemary Anderson, National Chairperson of FEDHASA. “His wealth of experience in tourism and hospitality, coupled with his proven track record in both the public and private sectors, makes him an excellent choice for this position.”

Erasmus brings valuable industry expertise from his previous roles with SA Tourism, Travelport, Protea Hotels, and Intercontinental Hotels, among others. 

“As our industry stands poised for growth, this strategic appointment at SA Tourism is particularly significant,” adds Anderson. “His understanding of both operational and strategic aspects of tourism will be invaluable in driving initiatives that create sustainable employment opportunities in our sector.”

“FEDHASA looks forward to working closely with Erasmus and the SA Tourism team. By implementing necessary strategies together, we can create substantial employment opportunities in tourism across our country and further strengthen South Africa’s position as a premier global tourism destination.”

***ENDS***

About FEDHASA 

Founded in 1949, a restructured and transformed FEDHASA (Federated Hospitality Association of South Africa) is recognised by Government as the official representative of the hospitality industry of South Africa. With industry support, FEDHASA remains the umbrella association for hotels, restaurants, conference centres, caterers, self-catering accommodation, home hosting establishments (B&Bs and guest houses), clubs, taverns, shebeens, suppliers and trainers, consultants and service providers to the hospitality industry. For more information, visit https://fedhasa.co.za/ 

“Travel managers are at the centre of these shifts,” says Rategang Moroke, Operations Manager at Corporate Traveller. “The requests they receive hold valuable insights into how business travel is evolving and where programmes and policies need to adapt. These aren’t just one-off asks – they’re signals about what really matters to travellers.” 

So, what were people asking for in 2024? We polled travel managers to find out. From health-focused asks to hyper-specific preferences, their stories highlight the trends shaping business travel today – and what companies can learn from them. 

The Rise of Wellness Requests 

One traveller called their travel manager with an unusual request: a scale in their hotel room. It wasn’t for luggage. It was to track their weight as part of their fitness programme. This traveller wasn’t an outlier. More and more people are trying to stick to personal health goals while travelling for work, whether that’s through gym access, healthier dining options, or simply maintaining balance. 

What this tells us about travellers: Wellness matters. Travellers don’t want to leave their routines at home, and they expect business travel to accommodate their health as part of the experience. 

How to adapt your travel policy: Personal goals are becoming a normal part of business travel. Moroke suggests integrating wellness-friendly options into travel programmes. “Choose hotels with gyms or health amenities, and offer meal stipends that allow for healthier dining options. These details matter to your travellers.” 

Personal Preferences Shape the Experience 

Not all upgrades are welcome. One traveller declined a two-bedroom suite, saying it felt unnecessarily large for their solo trip. Another took extra steps to flag their airline meal requirements, saying they needed vegetarian food with no eggs or fish. What might seem overly specific is actually becoming more common. Travellers want their preferences to be understood, not as luxuries but as essentials for feeling comfortable and focused during their trips. 

What this tells us about travellers: Preferences, no matter how small, make a big difference in how supported travellers feel. The right meals, the right rooms, even the right itinerary structure – these details help build trust and reduce friction on the road. 

How to adapt your travel policy: Take personalisation seriously by building smarter traveller profiles. “Track preferences like room sizes, dietary needs, and seating arrangements,” advises Moroke. “And update profiles regularly to make sure your programme stays relevant to each person.” 

Clarity Matters, Even for Seasoned Travellers 

Even experienced travellers can feel overwhelmed. One asked their travel manager if their 10:00 pm flight time out of São Paulo was already “converted” into the destination time zone. Another drove to the wrong London airport before frantically asking if the pilot could wait. They’re examples of how travel stress or tight schedules can lead to logistical confusion, no matter how seasoned the traveller is. 

What this tells us about travellers: Schedules are overwhelming, and small details – like flight times, terminal locations, or airport choices – add unnecessary stress if they aren’t made clear in advance. 

How to adapt your travel policy: Clear communication solves most logistical frustrations. “Automate reminders,” says Moroke. “Think airport terminals, updated flight times, or even step-by-step directions for unfamiliar locations. Make life easier for your business travellers by reducing the need for constant clarifications.” 

Reassurance Is as Important as Resolution 

One traveller in London found themselves too overwhelmed to call their hotel’s front desk for luggage assistance. Instead, they phoned their travel manager in South Africa to help. On the surface, the request seems like overkill, but it highlights something all travellers face: stress.

What this tells us about travellers: It’s not just the big problems travellers want help with. Even small tasks can feel monumental when you’re tired, working late, or far from home. Knowing someone is there to help is invaluable.  How to adapt your travel policy: Moroke champions human-first support. “Technology can handle bookings and reminders, but sometimes travellers need reassurance. Make sure your programme gives travellers access to real, empathetic assistance when they need it.”