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How to design a truly senior-friendly offering that combines accessibility, value, and new seasonality ✈️🏨
1) 📉 Changing demographics: why tourism needs to rethink itself
In mature markets, tourism will have to adapt to the “dramatic impact” of an aging population: tour operators are selling to an increasingly smaller percentage of the population in each market, and what happens in the demographics of the countries of origin will have a decisive impact on future demand. Birth rates in high-income countries have been falling steadily since 1951 and have fallen below replacement level: the consequence is that by 2100, there will be fewer people in Europe and East Asia than in 1960. For hotels, this does not mean “less travel,” but a change in composition: the weight of a target audience that wants to be welcomed in a specific, non-stereotypical way is growing.
Over-65s “have money and time, and their numbers are growing,” so they represent a powerful lever for deseasonalizing and increasing average value. But there is one fact that cannot be ignored: about 40% have some form of disability, and this has a real impact on how they are welcomed on vacation. Translated into practical terms: real accessibility (not just declared), comfort, clarity, more sustainable rhythms, and services designed to reduce friction. The growing “senior market” demands quality experiences focused on well-being, culture, nature, and relaxation, often with a preference for the low season.
3) 🧾 Price and taxes: the issue of “value” becomes central
Attention to price will become increasingly important, and in Europe, the level of indirect taxes on tourism also weighs heavily. The document cites very clear examples: in the Netherlands, VAT on accommodation has risen from 5% to 21%, and Amsterdam adds an additional 12.5% tourist tax on top of that rate; Edinburgh will introduce a 5% tourist tax in addition to 20% VAT. In this scenario, the winning strategy is not to “discount” but to increase perceived value: clear packages, useful inclusions, total transparency on pricing, and benefits that really matter (transfers, assistance, easier check-in, wellness services).
The aging population challenges the sector to rethink tourism products that are less stereotypical, more comfortable, and more personalized. This means designing rooms and spaces with care (lighting, seating, safe routes), clear communication (legible policies, practical information), “slow” experiences with a high cultural and naturalistic content, and a service that accompanies guests with empathy. It is also an opportunity to promote areas that are often off the beaten track: the document highlights the importance of using technology to improve the experience and enjoyment of these areas, including inland villages, making them more accessible and desirable for a mature and active clientele.
5) 🚀 What to do now: 5 steps for hotels and destinations
Concrete accessibility: map critical points and communicate real solutions (not claims).
Wellness/culture/nature packages designed for sustainable rhythms and high quality.
Deseasonalize: offer strong deals in the low season, when the senior target is more likely to travel.
Value strategy: transparency on taxes and costs, useful inclusions to defend margins without a “price war.”
Technology at the service of experience: digital tools to inform, guide, and simplify, especially for itineraries in villages and inland areas.
