Tourism SMEs ended 2025 reflecting a year of recovery, adaptation and strategic repositioning, as businesses responded to rising operating costs, evolving traveller preferences and uneven international demand.
In Limpopo, independent provincial tourist guide Gedion Mokwena said 2025 delivered encouraging growth, particularly in cultural and heritage tourism.
“2025 was a positive year for tourism in Limpopo, with international visitors showing increased interest in cultural and heritage tours,” Mokwena said. “I focused on enhancing my skills, diversifying my services and networking with local businesses to create packages that showcase Limpopo’s unique attractions.”
Despite the progress, Mokwena said structural challenges continued to constrain growth for independent operators.
“Infrastructure remains one of the biggest challenges, alongside regulatory compliance and increased competition among tourist guides,” he said. “However, there are clear opportunities coming from the growing demand for cultural tourism and partnerships with local businesses.”
Looking ahead, Mokwena said his business strategy for 2026 will centre on experiential tourism and product expansion.
“My plan is to expand cultural and heritage tours, with a strong focus on experiential tourism,” he told Vutivi Business News. “I also want to introduce astrotourism, starting with local markets and eventually targeting international visitors.”
He added that support mechanisms would be critical to scaling these offerings. “There is a real need for training, mentorship and marketing support to help us reach wider audiences and grow our services,” Mokwena said.
Mokwena noted that broader provincial efforts could help unlock growth for guides operating in the province. “If the Limpopo Tourism Agency succeeds in positioning the province as a leading tourism destination in Southern Africa, it could help provincial guides transition their services to a better and more competitive level,” he said.
Outside Limpopo, tourism transport operators also navigated a year of recalibration. Calvino’s Shuttle Services co-CEO, Gopolang Makgotho, described 2025 as a period of resilience and reinvention.
“2025 was a year where we had to adapt quickly. Travellers showed strong interest in authentic, locally rooted experiences rather than traditional sightseeing,” Makgotho said. “Our digital marketing campaigns, especially short-form video and influencer collaborations, performed well and translated into bookings.”
However, Makgotho said over-dependence on international tourism exposed vulnerabilities when global travel slowed mid-year.
“Businesses that had not diversified into domestic tourism felt the pressure,” she said. “Some luxury offerings also struggled, as travellers leaned more towards value-for-money and sustainable experiences.”
Operational challenges remained a key concern throughout the year. “Rising costs, particularly fuel and accommodation, squeezed margins, while staffing shortages continued to affect service delivery,” Makgotho said.
At the same time, opportunities emerged in sustainability and technology adoption.
“Eco-conscious travel packages gained strong traction, and integrating AI-powered booking tools helped improve efficiency and customer satisfaction,” she said. “Working with local artisans and communities also created new revenue streams while enhancing the overall traveller experience.”
For 2026, Makgotho said the business will focus on consolidation and market diversification.
“We plan to expand further into domestic and regional markets, invest in staff training and deepen our sustainability initiatives, including community-led conservation projects,” she said. “We are also exploring immersive technologies like AR and VR to improve storytelling and pre-trip engagement.”
As tourism businesses prepare for the year ahead, operators agree that adaptability, collaboration and alignment with responsible tourism trends will be key to long-term sustainability in an increasingly competitive market.
