GLOBAL tourism is moving into a period of stability after the post-COVID surge, and Fiji must respond with data-driven decision-making, collaboration, and innovation, says Tourism Fiji Chief Executive Officer Dr Paresh Pant.
Speaking to Islands Business, Dr Pant said destinations worldwide experienced an initial rebound after the pandemic and are now returning to a familiar tourism cycle.
Pant noted that, after an initial post-COVID rebound, the tourism sector is returning to its usual cycle. He emphasized this is not a time to panic.
He explained that tourism naturally moves through peaks and troughs, and the challenge for destinations like Fiji is choosing how to respond.
“We can be reactive or proactive by using and credibly sharing data with stakeholders and partners,” he said.
Pant emphasised the importance of genuine talanoa within the industry, noting that solutions must come from shared understanding rather than top-down directives.
“It’s not about standing on a stage and delivering an agenda. It must come from all of us,” he said.
“Once we understand each other’s realities, we can agree on solutions that benefit all parties and ultimately benefit Fiji. The key takeaway here is that shared dialogue and understanding will strengthen Fiji’s tourism sector.”
During his convention presentation, Pant also highlighted the growing role of artificial intelligence (AI) in tourism marketing and planning.
“Our budgets are never enough on their own,” he said.
“Technology has allowed people to connect in many ways, and AI can help us better understand what travellers are thinking when they book their destinations.”
He said that when properly calibrated, generative AI can support data collection, social listening, and more informed decision-making.
“We’re not going to rely only on AI, but it’s an evolving technology. We must be on the front foot to embrace it, test it and apply it,” Pant said.
The takeaway is that AI should be proactively adopted but used wisely as a supportive tool.
Reflecting on his first tourism convention as CEO, Pant said the industry has matured significantly over the decades, with stronger partnerships and growing participation from community-based tourism operators.
“There are more community-based operators now, and that’s what Tourism Fiji stands for — tourism for everybody,” he said.
“While big brands attract attention, spreading the benefits means ensuring Fijians also prosper.”
Pant said his vision for tourism is one where Fijians are not only workers in the industry but also beneficiaries, owners, and leaders.
“When we say to the world, ‘Fiji — where happiness comes naturally,’ that happiness must also translate to the grassroots,” he said.
“Are we enabling people to move from being workers to becoming owners and leaders? That’s where tourism needs to go.”
He added that spreading tourism beyond traditional hubs is critical, with regions such as Taveuni offering unique experiences that can support more balanced development.
As part of Tourism Fiji’s strategic direction, Pant said the organisation is prioritising deeper engagement with industry stakeholders through regional talanoa sessions across the country.
“We’re not making decisions solely from our Nadi office,” he said.
“We’ve held sessions in Savusavu, Labasa, Taveuni, and the Coral Coast to better understand how each region works and how distribution can be improved.”
These discussions, he said, had led to industry-wide reflections resulting in a renewed focus on four key areas: strengthening market presence, enhancing product value, ensuring authenticity, and improving cultural experience.
Pant also revealed plans to remodel Tourism Fiji’s head office structure to strengthen connections with both international markets and local regions.
“We want clear ownership — people responsible for overseas markets and people responsible for regions within Fiji,” he said. “That way, issues and opportunities are addressed more effectively.”
He said Tourism Fiji is also reviving key marketing initiatives such as the Fiji Matai Programme, aimed at strengthening relationships with international travel agents who function as ambassadors for the destination.
“The fundamentals need to be right,” Pant said.
“If we get those right, we can deliver a sustained and inclusive future for tourism in Fiji—one where every Fijian has the opportunity to thrive and where our industry sets a benchmark for resilience and innovation.”
GLOBAL tourism is moving into a period of stability after the post-COVID surge, and Fiji must respond with data-driven decision-making, collaboration, and innovation, says Tourism Fiji Chief Executive Officer Dr Paresh Pant.
Speaking to Islands Business, Dr Pant said destinations worldwide experienced an initial rebound after the pandemic and are now returning to a familiar tourism cycle.
Pant noted that, after an initial post-COVID rebound, the tourism sector is returning to its usual cycle. He emphasized this is not a time to panic.
He explained that tourism naturally moves through peaks and troughs, and the challenge for destinations like Fiji is choosing how to respond.
“We can be reactive or proactive by using and credibly sharing data with stakeholders and partners,” he said.
Pant emphasised the importance of genuine talanoa within the industry, noting that solutions must come from shared understanding rather than top-down directives.
“It’s not about standing on a stage and delivering an agenda. It must come from all of us,” he said.
“Once we understand each other’s realities, we can agree on solutions that benefit all parties and ultimately benefit Fiji. The key takeaway here is that shared dialogue and understanding will strengthen Fiji’s tourism sector.”
During his convention presentation, Pant also highlighted the growing role of artificial intelligence (AI) in tourism marketing and planning.
“Our budgets are never enough on their own,” he said.
“Technology has allowed people to connect in many ways, and AI can help us better understand what travellers are thinking when they book their destinations.”
He said that when properly calibrated, generative AI can support data collection, social listening, and more informed decision-making.
“We’re not going to rely only on AI, but it’s an evolving technology. We must be on the front foot to embrace it, test it and apply it,” Pant said.
The takeaway is that AI should be proactively adopted but used wisely as a supportive tool.
Reflecting on his first tourism convention as CEO, Pant said the industry has matured significantly over the decades, with stronger partnerships and growing participation from community-based tourism operators.
“There are more community-based operators now, and that’s what Tourism Fiji stands for — tourism for everybody,” he said.
“While big brands attract attention, spreading the benefits means ensuring Fijians also prosper.”
Pant said his vision for tourism is one where Fijians are not only workers in the industry but also beneficiaries, owners, and leaders.
“When we say to the world, ‘Fiji — where happiness comes naturally,’ that happiness must also translate to the grassroots,” he said.
“Are we enabling people to move from being workers to becoming owners and leaders? That’s where tourism needs to go.”
He added that spreading tourism beyond traditional hubs is critical, with regions such as Taveuni offering unique experiences that can support more balanced development.
As part of Tourism Fiji’s strategic direction, Pant said the organisation is prioritising deeper engagement with industry stakeholders through regional talanoa sessions across the country.
“We’re not making decisions solely from our Nadi office,” he said.
“We’ve held sessions in Savusavu, Labasa, Taveuni, and the Coral Coast to better understand how each region works and how distribution can be improved.”
These discussions, he said, had led to industry-wide reflections resulting in a renewed focus on four key areas: strengthening market presence, enhancing product value, ensuring authenticity, and improving cultural experience.
Pant also revealed plans to remodel Tourism Fiji’s head office structure to strengthen connections with both international markets and local regions.
“We want clear ownership — people responsible for overseas markets and people responsible for regions within Fiji,” he said. “That way, issues and opportunities are addressed more effectively.”
He said Tourism Fiji is also reviving key marketing initiatives such as the Fiji Matai Programme, aimed at strengthening relationships with international travel agents who function as ambassadors for the destination.
“The fundamentals need to be right,” Pant said.
“If we get those right, we can deliver a sustained and inclusive future for tourism in Fiji—one where every Fijian has the opportunity to thrive and where our industry sets a benchmark for resilience and innovation.”