Innovative Trend in Hospitality Business

Research Summary

After the historic achievement with more than one billion tourists travelling in 2012 international tourists has continued its momentum with five percent growth in 2013 and so on. The increase in accessibility, disposable income and most importantly the rise of middle class travelers from BRIC (Brazil, Russia, India and China) and other growing nations has undoubtedly made this industry more vibrant never like before.

European Travel Trend: Despite economic difficulties Europeans did come up with good tourism prospects. Destinations in Europe proved to be a strong factor. Traditional destinations in Europe are still popular among fresh tourists. Emerging Russia is temporarily limited to domestic tourism as ruble lost its purchasing capacity due to political changes in 2015.

Asian Travel Trend: Holidays are the clear reason for Chinese travelers among youngsters who have high spending trends. Overwhelming 70% Chinese prefer traditional destination in groups whereas new emerging educated urban travelers prefer individual experience. Domestic travelling trend in India is compelling its domestic market to move ahead.

America's Travel Trend: South Americans have once again proved to be in larger size in terms of market and are predicated accordingly in 2014.North Americans preferred long International holidays with €1455 average cost per trip. South Americans proved to be the booming market as they kept travelling and spending.

Youth Travel Trend: Young people around the world are travelling more spending more and exploring new horizons. According to UNWTO youth travel generated $182 billion in 2012 and is expected to rise with average spending of $ 910 per trip.

Low Cost Accommodation: World Travel Monitor forum in Pisa (2013) indicated low cost beds and low cost flights on rise as hospitality market is splitting into top end and bottom end. People have come down from luxury to affordability. Tendency to look for classical facilities is becoming limited and new travelers are looking for basic facilities and the trend is increasing. Increment in level of good service and growing competition is adding flavor to it.

Africa: Africa is on gradual improvement with South Africans paving the way out. Rise in outbound travel with 6-9% growth Africa too is showing the reflection of economic growth in the recent years (Buck, Ruetz, & Freitag, 2013).    

Market Trend

World travel market in 2013 did come up with different and changing perception of hospitality trends in global practices in comparison to that of traditional understanding. PANKs ‘Professional Aunt, No Kids’ normally reflecting childless women traveling in Americas is increasing.

UK overview indicates that the airlines customers are happy with multiple facilities in the airlines rather than in price. Studies show people are happier for longer when they spend money on experiences.

European where they seek cheap traveling options is now with "Pear to Pear" traveling option, it is believed growing online commerce has played significant role on it. This sharing economy offers them lower price than ever before. “The future of peer-to-peer holiday rentals really depends on legislation, but I believe that there are very good prospects. Hosts earn extra money for their pocket and guests get more value from their travel dollar, so it is an attractive proposition.”

What can an internet and mobile do in our lives, we are yet to explore but whatever changes it has come up with so far has undoubtedly revolutionary effect in customer relationship. Travel technology in the days ahead will undoubtedly create the necessity of personalized service and will definitely take professionalism to limits.

Despite ongoing unrest in the Middle East there has been a visible recovery in market trend. Luxury brands are important, and high-end experiences offering comfort and personalized entertainment are favored among middle eastern consumers however the presence of Jazeera Airways with low cost model cancelling the "Pay for Food" system and introducing duty free on board for business class has lured economy customer from traditional airlines."

The big five with your little one" is a growing saying in African safari business. This famous saying not only includes children in the tourism business but also has significantly attracted grandparents in the rewarding offers from South Africa and other counterparts (World Travel Market [WTM], 2013).

The growth of family members from India and China in safari will ask more preparation and expansion from the host nations in the days ahead so grounding is to be done accordingly.

Industry sources predict China will become the second largest global cruise market after the US by 2017. The best part of Indian business is the growth seen in the domestic low cost flight business. India has seen significant growth in online marketing and the neighboring destination in low cost has seen some growth. New internet users, social media and mobile application have revolutionized the travel scene (WTM, 2013).

Existing Trend 

Destination Competitiveness: “Competitive strategy is the search for a favorable competitive position in an industry. It aims to establish a profitable and sustainable position against the forces that determine industry competition”

Millions of valuable reviews and opinions were consolidated by the world's largest website tripadvisor.com (2014) before it declared travelers "Choice Destinations". Istanbul climbed to first position leaving behind eleven other destinations on the competition to be the most preferred destination in the world. Every year there are slight or amazing changes. However there are certain common elements that signifies the hard work behind its success.

Restaurants: Restaurant is not just a food consuming location anymore but now it is a way of life for people to spend quality time. Restaurant business is more like having inclusive experience of all phenomenon enact to provide experience of life where every customers can count on their best memories.

Antique shops and used-book stores: Plentiful antique shops and cheap used-book stores has too added flavor on most popular cities for the tourists. What do they want to buy is not the question but how can any nation add revenue through this strategy can be learnt well from the experience of Istanbul.

Pedestrian's art: Walking on the street for the tourists is not just the reason to reach from one place to other location. Beauty is added when principally pedestrians get lots of fun while walking. It can come in different forms; world's most popular cities carry all their uniqueness right in their paths. Whether it’s Thailand with garden restaurants or Paris where every step are an experience all the resilient cause are allocated as a mystery of art.

Scenic Views: There is no doubt that best scenic views must be preserved and can be commercialized. Weather you take one to the roof top restaurant or to a beautiful scenic location it must always add aroma to what one takes. The understanding value of scenic views in room sales is not a new chapter in hotel and travel industry, however developing similar ability in small entrepreneurship to a café, restaurant, and other similar business undoubtedly has added value in global business.

Street food Culture: Every country and society has their own products and eating habits, when those are exhibited in professional manner to lure tourists there is no doubt that it will indeed make a business culture. Successful touristic countries knowingly or unknowingly have these greatest assets as one of their dynamic factor to engage visitors.

Music and Night Life: After all tourists look for the reasons to stand on their happiness no matter how one tries to mold them on the place where they go. Most popular and visited place in the world are gifted with music and night life.  (http://www.tripadvisor.com/, 2014).

Future Trend  

Silent Travelers: It is indeed the rise of digital world that will create more online adaptation for the industry. Lots of handshake and refined communication is at the brink of extinction. Traveler can come up with his own way to travel where agencies will be expected to balance inevitable needs keeping them independent.

Business and Leisure Travel: Personnel life and professional life has come to real conflict. Business travelers tend to extend their business day adding leisure time creating huge business opportunities to concerned stakeholders. Flexibility and corporate tools needs to be reflected on reality which so far is not seen around the corner.

Curation on Priority: Intel survey (2013) reveals that the choices have overwhelmed customers as they have multiple same day deals in their gadgets so more intelligence in the system and well-targeted information can be expected in the days ahead.

Visuals in Marketing: Visuals are the new language of digital era. Social media has been driven primarily by image sharing experiences of places and attractions however there are very few tapping on these assets as their marketing tool

Smart Design on Rise: Customers are going beyond online, what they look forward is infrastructure that lets traveler’s guide themselves but are the agencies prepared accordingly. Intel Survey (2013) indicated that there’s an increased concern that “guests’ expectations are greater than the industry can keep up with.” Hoteliers know that  new technologies are the wave of  the future, but worry that ineffective implementations could detract from the guest experience by, for example, not having the staff to handle user issues.

Substandard Travel Startups Abound: Plentiful access to information has given preference to smart staff and not new products so everyone in the business is not lucky enough to have equal funds so active investment is in dilemma.

Visa Regulations: New emerging destinations in the global picture has compelled EU, and USA to transform their policies and so will continue in the days ahead as more and more competitors are yet to make their place lucrative for tourists (Ali, 2014).

Market overview may compel the market to rethink on their marketing strategy. Its survey on mobile impact show that $ 2.6 billion hotel reservation in 2011 did rise to $ 8 billion in 2013. Mobiles are growing as check in options in the hotels along with tablets helping them to reserve restaurants, get room service and housekeeping and also to check out (Intel, 2013).

Conclusion

Hospitality knows no boundary it its growth; improved infrastructures, accessibility, and new emerging economy have taken over all the hurdles that were expected to disarray industry.

Airlines have come up with alternative way of marketing. Technologies have given multiple options for the customers in regarding their selection. Even the most competitive and successful airlines have already stepped ahead in budgeted airlines and have kept themselves risk free.   

Human behavior too is changed as they kept on adjusting to new developments of civilization. So called poor countries now are in the leading position of global economy changing the picture of travel trend.

New emerging tourist destinations have proved to be the strong alternative to traditional European and American locations compelling these nations to ease visa rules.

Creativity in new destinations has brought multiple reasons for the tourists to hover around for pleasure. Means of communication and marketing has already shown the future prospects in global business. Vibrant industry is on the edge to record many historical incidents moving people from one place to another never like before in this human civilization.

References       

Albert, R. (2013). Open for Business: in the skies, with Robert Albert and Routehappy. Retrieved 2014, from https://www.routehappy.com.

Ali, R. (2014). Global Trends That Will Define Travel in 2014. New York: Skift.com.

Anderson, C. P. (2012). The Impact of Social Media on Lodging Performance. NY: Cornell Hospitality Report.

Ballantynea, R., Packera, J., & Axelsen, M. (2009). Trends in Tourism Research. Annals of Tourism Research , Volume 36 (Issue 1), 149-152.

Buck, M., Ruetz, D., Freitag, R. (2013). ITB World Travel Trend Report. Berlin: Messe Berlin GmbH.

Diamond., S. (2013). The Visual Marketing Revolution. Indianapolis, Indiana 46240 USA: Pearson Education, Inc.

Freitag, R. D. (2010). PATA. Retrieved from May 6, 2014, from www.ipkinternational.com.

Freitag, R. (2014). International Tourism Consulting Group. Berlin: IPK International.

Goodson, L., & Phillimore, J. (2004). Progress in qualitative research. Qualitative Research in Tourism , 4.

Intel. (2013). Market Overview: Hospitality. USA: intel.com/retailsolutions.

International, E. (2013). Travel and Tourism in Nepal. Euromoniter International.

Kothari, C. (2004). Research Methodology. New Delhi: New Age International (P) Ltd.,.

Krejic, Z. (2013). Rating Competitiveness of Tourist Destination in the Example. International Journal of Business Tourism and Applied Sciences , 13.

Kunwar, R. R. (2013). Sports Tourism: Understanding the Concept, Recognizing the Value. Journal for Tourism and Hospitality , 14.

Kunwar, R. R. (2011). Tourism, Tourist Guide and Interpretation. Journal of Tourism and Hospitality , 2.

Lacy, S. (2013, May, 30). Routehappy launches new features because price isn’t everything…but it still matters. pondodaily. Retrived From http://pando.com/2013/05/30/routehappy-launches-new-features-because-price-isnt-everything-but-it-still-matters/

MoCTCA. (2013, May). Three year plan to stimulate tourism sector growth. Nepal Tourism News

Nerb, G. (2014). IBT World Travel Trends Report. IBT, (p. 4). Berlin.

Notkin, M. (2012, Dec 3). http://savvyauntie.com/. Retrieved May 4, 2014, from Savvy Auntie.

Porter, M. (1985). Competative Advantage: Creating and Sustaining Superior Performance. New York: The Free Press.

Trip Advisory. (2014, Jan 28 ). Millions of reviews. Noting but the best. United States: Travelers Choice. Retrived from http://www.tripadvisor.com/TravelersChoice-Destinations.

Trip Advisory. (2014, April 17). Here's Why Istanbul Is the Most Popular Travel Destination in the World.

Retrieved from http://www.multivu.com/mnr/70425520-tripadvisor-travelers-choice-awards-top-destinations.

UNWTO. (2013). United Nation World Tourism Organization Annual Report. Madrid: World Tourism Organization.

W. T. (2013). World Travel Market Global Trends Report. London: Euromoniter International.

WTM. (2013). World Travel Market Global Trends Report. London: Euromonitor.

WTTC. (2013). The Economic Impact of Travel and Tourism . London: World Travel Tourism Council.

Understanding Tourism Destination

It is indeed a very well-known fact that Nepal holds the finest potentials in tourism development leaving behind all odds and complications. In terms of destination and its development there is no doubt we need to work harder to understand better. So far we have been only promoting those destinations that are promoted on their own without any significant effort from concerned stakeholders leaving exception to Pokhara. The terms such as destination management, brand, marketing, tourism destination, sustainable tourism, may have little value without knowing what exactly the term destination means. Looking forward (Pechlaner, 2003) defines destination as an area offering touristic services and activities, which has special attractions and can be chosen by a tourist for a trip. From a geographic point of view, the destination could be a continent, a country, a region, or any kind of place, and its border is determined by the distance of the home country of the tourists. In an optimal case, the destination operates as a management entity in spite of its numerous and heterogeneous players.

The destination should be seen as a concrete touristic service supplier, a “multi-product company” (Krippendorf, 1971). The definition of Flagestad (2002, p. 4) is the closest to the author’s interpretation, as he handled a destination as an entire entity of area: “A geographical, economic, and social unit consisting of all those firms, organizations, areas, and installations which when combined are intended to serve the specific needs of the visitors”.  

Whatever the destination must have been in case of understanding there is no doubt that Nepal needs to have a concrete research on tourism destination to enhance and boost its brand on national and international arena. We have multiple locations that are vibrant in terms of beauty and geographic appeal however lacking’s in appropriate support from human resource in infrastructure has kept many of our heavenly location isolated to that of underworld.

The success of tourism destinations in world markets is influenced by their relative competitiveness. Tourism destination competitiveness is becoming an area of growing interest amongst tourism researchers (see particularly Crouch & Ritchie, 1999; Pearce, 1997). The contention is that destination competitiveness has ‘‘tremendous ramifications for the tourism industry and is therefore of considerable interest to practitioners and policy makers.’’ (Ritchie & Crouch, 2000, p.6). Dwyer, Forsyth, & Rao (2000, p.10) reinforce this view, stating that it is ‘‘useful for the industry and government to understand where a country’s competitive position is weakest or strongest’’ and hence that it is important to know how and why competitiveness is changing.

The world has already figured out competitiveness in tourism destinations but in case of Nepal we are yet to build destinations, so the urgency for the policy makers in case of global scenario is already felt necessary.

The level of consciousness in case of destination can be followed as per the WTO, which indicates destination as a place, which possesses appropriate attractions, infrastructure, and touristic services, so as to be the place for touristic stay, and appears as an entire market player for the tourist (World Trade Organization [WTO], 1993). Destination in terms of definition may be very appropriate to what WTO indicated however in terms of the market, the destinations are sites of consumption and can be seen as the unit of touristic competition (Bieger & Laesser, 1998), and like this, it should operate as a strategic business unit, be independent from political limits, offer the guests the needed facilities for stay and experience, and have an obligation for brand and sales system building (Bieger, 1998). In the Nepalese context where we lack adequate study on tourism dynamics and on its value, destination profile study no doubt will have a very long-term importance moreover most important question is: “How should this strategic business unit, this multi-product company, be managed?” The “meta-management” or the overall management of the destinations appeared only in the last decades (Sainaghi, 2006) and can be defined as follows:

(...) Destination management is the strategic, organizational, and operative decisions taken to manage the process of definition, promotion, and commercialization of the tourism product [originating from within the destination], to generate manageable flows of incoming tourists that are balanced, sustainable, and sufficient to meet the economic needs of the local actors involved in the destination. (Franch & Martini, 2002; as cited in Presenza, Sheehan, & Ritchie, 2005, p. 3)

On the ground where we are yet to come across the study, the necessity for research and its strategic plans are vital and is only the means to uplift tourism market and brand of the country.

Policy and Developments

George lebrec a French national in 1959 suggested Nepal in his “General Plan for the Organization of Tourism of Nepal” to prepare with brochure, poster, postage stamp covering Himalayan peaks flora fauna and documentaries to promote tourism activities in Nepal, which even at present after all these years is still a vital strategies to put it in our priority. Thomas Cook and Sons who brought 60 tourists in 1955 and made us realize the necessity of systematic tourism activities management and development in Nepal. (Shrestha & Shrestha, 2010). Well we may be quite mature in case of policy and documents, there is no doubt, however new emerging nations such as Malaysia, Indonesia, Vietnam, have tremendous achievement in their tourism industry.

Tourism Department in 1962 started keeping record of tourists and started the mileage on statistics. Nepal tourism development committee in 1969 started making tourism policy and strategies. Establishment of Nepal Airlines in 1958 and NATHM in 1972 were significant steps to enhance tourism in Nepal. Tourism master plan in 1972, Tourism Policy 1995 and establishment of Nepal Tourism Board in 1998 were all the best effort made to promote tourism in Nepal. (Shrestha, 2000). Our initial thoughts and our plans despite having excellent foundations did not come up with visible achievements.

Significance

There is no doubt if the study on destinations will be conducted it will be the beginning of Golden History in the tourism sector of Nepal. It is quite awkward that we as a nation without any distinct research are trying to implement tourism policy. It is now that we have no idea about the number of destination, their potentiality that we can possibly brand nor we have any marketing strategy associated with it. So it is irrelevant to complain NTB on its marketing policy. Is the concerned stakeholder equipped with appropriate tools and mechanism to enhance their objective? 

Tourism entrepreneurs, government of Nepal, concerned ministry, policy makers and scholars may find destination research useful. The research which may come along with grave information can be the guideline for future Nepal and in its National Planning Commission, Nepal Tourism Board, Tourism Department can make this research as their major task to incorporate the strategy needed for marketing various destinations as a product of Nepal in the global market in the longer run.

However even after all these years lacking in well versed research and extensive information to promote our destinations hinders national objective and priority, no matter how hard nation has been trying to promote itself in the international arena success is only possible once the nation has enough information to market and brand its destinations in appropriate manner which it lacks at present.

References

Bieger, T. (1998). Reengineering destination marketing organizations: The case of Switzerland. Tourism Review, 53(3), 4-17.

Bieger, T., & Laesser, C. (1998). Neue Strukturen im Tourismus—Der Weg der Schweiz (New structures in tourism—The way of Switzerland). Bern: Pauln Haupt.

Crouch, G.I., & Ritchie, J.R.B.(1999).Tourism, competitiveness, and social prosperity. Journal of Business Research, 44, 137–152.

Flagestad, A. (2002). Strategic sources and organisational structure in winter sport destinations (Ph.D. dissertation, University of Bradford, UK).

Franch, M., & Martini, U. (2002). Destinations and destination management in the Alps: A proposal for a classification scheme in the light of some ongoing experiences. In Presenza, A., Sheehan, L., & Ritchie, J. R. (2005). Towards a model of the roles and activities of destination management organizations. HTL Science Journal, 3, 13.

Krippendorf, J. (1971). Marketing in Fremdenverkehr (Marketing in tourism). Bern: Peter Lang AG.

Pechlaner, H. (2003). Tourismus-Destinationen im Wettbewerb (Tourism destination in competition). Wiesbaden: Deutscher Universitats-Verlag/GWV Fachverlage GmbH.

Ritchie, J.R.B., & Crouch, G.I. (2000).The competitive destination: A sustainability perspective. Tourism Management, 21(1), 1–7.

Shrestha, Hari Prasad (2000), Tourism in Nepal: Marketing Challenges, Nirala Publication, New Delhi, India.

Shrestha, H.., & Prami, S. (2012), Tourism in Nepal: A Historical Perspective and Present Trend of Development, Himalayan Journal of Sociology & Anthropology-Vol. V (2012)

World Trade Organization [WTO]. (1993). Sustainable tourism development: Guide for local planers. Madrid, Spain: WTO

Tourism! What Next in Nepal?

Eighty two years back when Kathmandu was in tremor there was virtually nothing for tourism industry to loose. Cultural heritage and property had their own significance, however we had not learnt to earn from our cherished assets that were laying on our backyard. Bringing heritage and property back to its formation was a matter of pride and honor to those rulers and so were the priority as the accountability towards people were none. Earthquake which devastated Kathmandu valley back in 1934 was never an issue as  tourism industry didn’t exist until 1951. This industry was yet to take the shape with the support of its own aviation fleet in 1958 as RNAC, which emerged as major and inevitable contributor in Nepalese tourism economy.

According to tourism employment survey 2014 this industry contributed two percent in GDP. Tourism Industry after all these years with 178,000 employees and more are in perfect dilemma due to recent earthquake. Industry which served 797616 tourists in 2013 with expectation to rise in 2014 comes to a total halt this year as the earthquake shook not only the ground but also shook the nourished thoughts of millions of prospective visitors looking forward to visit Nepal. 

Present scenario is another painful strike to all the professionals and amateurs in the industry which had just recovered from the downfall in business due to maoist insurgency for more than a decade. Despite huge experience and maturity in the region this industry never got an opportunity for its full growth. There has always been some visible and invisible hindrance contributing to its negative growth and this time visibly and physically this industry is challenged never like before.

Will this industry which helped Nepal collect nearly 43 billion rupees according to Nepal tourism statistic 2013 rise soon like before? If so how will it come back to life? What can be done to bring tourism back to track? It is indeed not only the question of one individual who is panicked from the trauma but now is national issue and has become quite significant to know about its future.

There is no doubt that we need long-term and short term strategy to overcome this crisis.

Offering Visit Nepal Year in the near future can be the perfect vision to revamp our national economy back to track. Working tradition is not effective, trend is critical and the jobs do not get accomplished in the given date. This sluggishness can be addressed if this industry gets a mission, time frame and reason to work. There is no doubt that this industry needs time to rebuilt itself and shine on its own better than before. So organizing systematic time-frame and monitoring accordingly will make our purpose more meaningful. Offering visit year will be the perfect motivational factor to encourage entrepreneurs, investors, visitors and other related stakeholders to regain their confidence in a given time. This effort will not only tell our people that we are back to business but also will deliver positive message to those millions looking forward to visit Nepal. 

Mission Visit Year will not only bring energy amongst all the stakeholders but also will give us a strong challenge to accomplish jobs within time limit. Mission to beautify Nepal and its infrastructure can be supported by the nation and it’s helping hands along with our skilled people. There is no other option than to build nation, it is a task that we need to accomplish no matter what, so building tourism friendly constructions and infrastructure not only will sustain economy but also will have multiple benefits in saving ways of life, business and culture. It is clear that without building earthquake resistant infrastructure people are not going to feel safe and secured so once we are ready let us tell the world what and how we are prepared. 

Cultural heritage and sites have their own blueprint to follow, however if the villages in effected area follow typicality of architecture following their own culture and tradition, home-stay can reimburse their loss in longer run and can always be used as a tourism asset in multiple means in the days to come. So rebuilding houses must be more than immediate survival kit. All the traditional houses damaged in the valley and other heritage sites can be encouraged to use typicality to save our identity rather than building concrete jungles. We in Nepal have abundance of local resources. There are lots of houses where rooftops are made of stone slates and this tradition is followed for years there is no logical point in replacing them with modern materials replacing our indigenous knowledge and an opportunity for our locals to earn. This is more than an opportunity to make Nepal tourism friendly country than to panic on what we have lost.

The government loan which is expected to come on lower interest facilities should encourage houses on heritage site to become not only heritage friendly but also should reflect the beauty of our woodcraft and our typical architecture. Which in multiple way can be fruitful to harness the tourism business.

Resettlement's are the compulsion now but can be used as an opportunity to enhance town and city development in appropriate manner. If only little understanding is shown in the resettlement process priority can be given to locations with scenic view which will give plenty of reason to develop tourism in the longer run. If the district center was given to Banepa and not to Dhulikhel the ability to cash the beauty of Dhulikhel would have gone in vain. 

Short term strategy for immediate recovery too needs a plan in a simple and effective way to overcome this standstill.

Of course our heritage will take some time to stand back to shine but our natural beauty is as beautiful as always. Simple way is to give interview in national papers about the natural beauty in Nepal and our ambassadors abroad can make effective use of it. However advertisement about Nepal in the papers must be used to revive business with positivity. Using paper advertisement is quite fast and effective measures to introduce a country when necessary, travel agencies hotels and corporate houses can do this together to uplift the name and fame of the nation.

As a matter of fact even after the quake our natural beauty, national parks, and many destinations are sound and good ready to welcome guests, so it is very important to advertise and let people know about our strength. Whether you like it or not Nepal did get international coverage in almost all the media that governs the global mainstream so it is indeed very important to cash the earthquake brand into positive one by providing beautiful and admiring information to many curious minds that may be willing to accept more information about Nepal now when they are familiar and curious about the country. 

Normally advertisement is focused more on BBC and CNN as it is a priority, however using local popular channels in their native language too can be of higher significance in various countries and cheaper to larger extent. It is indeed very important to let our prospective visitors know that our whole nation was not effected by earthquake, moreover our natural resources and beauty waits them as good as before.

Sending cultural group for performance and participation can also be the cost effective measure to enhance tourism marketing. Most importantly social media cannot be ignored in advertising Nepal in global scenario, only if we strike beautiful pictures or organize a competition on beautiful pictures of Nepal, we may be miles ahead in changing the perception about Nepal.

Little things should get started at our own effort on our own place. Domestic tourism is always a vital stream to keep industry lively. Motivational strategy and packages can help industry survive and that should come professionally sound and in healthy manner. 

Ama Dablam

Ama Dablam 6,812 mt.