This document discusses tourism and hospitality development in Dublin City, Ireland. It notes that Dublin is the capital and economic center of Ireland, and the hospitality sector accounts for over 7.6 billion pounds and employs over 180,000 people. However, the pandemic severely impacted the hotel industry, with occupancy dropping 48% and over 9 million empty room nights. It outlines challenges like staffing shortages and increased costs, as well as opportunities like boosting non-room revenue and growing traveler numbers seeking Irish culture as pandemic restrictions ease.

1. TOURISM IN
DUBLIN CITY

2. HOSPITALITY DEVELOPMENT
• Dublin is the capital city of Ireland and is located at the east
coast of the province Leinster. Dublin is the center for the
country’s economic and commercial power.
• The hospitality sector accounts for over 7.6 billion pounds
of Irish economy covering up to 2.3% of the GPA and
employees over 180,000 people(Paul Byrne, 2007).
• Hospitality sector has played a major role in the country
economy over the past 20 years.
• Technological advancement and modern method helps the
city to achieve the highest tourist visit before pandemic.
• The hotel industry went down 48% during the pandemic
creating over 9 million accommodation space empty and
causing billions of pounds in damage during the pandemic
period.
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3. HOSPITALITY FACTS ON DUBLIN
Dublin Bay
South
Dublin Bay
North
Dublin Central Dublin West
Source: Ireland’s Drinks and hospitality

4. CHALLENGES
• Recruitment and Retention
The main challenge that the hospitality
industry will face is recruitment of
sufficient employee. As people have
shifted their jobs as they lost their
previous in hospitality filed they are not
returning back. 15% of the previous
employee have switched the employer
where as 27% have joined in the new
sector under new employer causing
over 40k vacancies in the sector(M.
Claudia tom Dieck, 2018).
Source: Hotel Sector review
2022

5. CHALLENGES
• Increase in Input Cost
As compared to previous two decades
the price of that required to run the
hospitality sector have risen by more
than double. These raise in prices can
be directly seen in customer price
index.

6. CHALLENGES
• Customer Service
Above mentioned two criteria's have effected the customer service as a whole. The very
genuine connection among a hotel's image, employee happiness, revenue, and the
company's long-term viability must be taken into account.

7. OVERALL PERFORMANCE IN 2021
Source:
STR

8. OPPORTUNITIES
• In 2022, hotels have a chance to increase their non-room income.
• Although not nearly achieving the rates from 2020, ancillary lodging
expenditure in the areas of food, drink, spa, and golfing held up
strongly in 2021(Finance & Donohoe, 2021).
• Despite much lower availability, F&B earnings remained lower
impacted than accommodation earnings contrasted to 2018–19 rates.

9. DEMANDS
• Dublin and the whole UK is seeing a steep rise in people travelling to
experience the rich culture and history after the pandemic and will be able to
recover from the loss a way lot sooner.
• As the travelers numbers are rising the business demand is rising and people
are searching for Ireland and Dublin more than other country or city.
Source: Google Destination
Insights

10. PLACES TO VISIT IN DUBLIN
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ST. PATRICK’S CATHEDRAL
NATIONAL BOTANIC GARDENS

11. REFERENCES
Finance, M. f., & Donohoe, P. (2021, 03 04). The Pandemic: One Year
On. Speech by Minister for Finance Mr. Paschal Donohoe TD -
Economic and Social Research Institute, 4 March 2021. Retrieved
from gov.ie: https://www.gov.ie/en/speech/ad527-the-pandemic-
one-year-on-speech-by-the-minister-for-finance-mr-paschal-
donohoe-td-economic-and-social-research-institute-march-4th-
2021/
M. Claudia tom Dieck, T. J. (2018). A theoretical model of mobile
augmented reality acceptance in urban heritage tourism. Current
Issues in Tourism, 21(2), 154-174.
doi:https://doi.org/10.1080/13683500.2015.1070801
Paul Byrne, H. S. (2007). International business tourism: Destination
Dublin or destination Ireland? Journal of Travel and Tourism
Marketing, 22(3-4), 55-65.
doi:https://doi.org/10.1300/J073v22n03_05