A completely new era is upon us. It appears as if a divine intervention has occurred; the TRNC has transformed into a pristine white landscape of hope. Following the Presidential elections, I sense that a critical step has been taken in our country toward “social harmony,” a concept I have long emphasized in my television programs and public discourse, especially in collaboration with President Tufan Erhürman.
Statements made by Tufan Erhürman regarding Turkey’s continued guarantees and the shaping of international politics in cooperation with Turkey were met with genuine sincerity and satisfaction at the highest levels of Turkish leadership. It seems evident that the populace is weary from ongoing problems, daily conflicts of interest, and political deadlocks.
The Current State of the North Cyprus Tourism Sector
The tourism and hospitality sector in North Cyprus is akin to a small boat navigating a vast ocean. For context, consider the stark contrast in air traffic: Istanbul Airport, which ranks first in Europe with 1,565 daily flights, sharply contrasts with Ercan International Airport, which manages only around 45 flights per day. This disparity offers critical insights into the ecosystem of North Cyprus tourism.
Destinations that are geographically isolated and unable to establish direct flights outside of Turkey face significant challenges in creating success stories. Such a transportation infrastructure makes the development of a healthy, sustainable tourism economy which projects a realistic and grounded destination image nearly impossible. Nonetheless, we remain steadfast in our belief in our country and our tourism investors.
In particular, the upcoming opening of upscale, ultra-luxury hotels along the Girne coast will continue to stimulate interest and competition, ultimately providing substantial benefits to the island’s tourism ecosystem.
For years, tourism investors supported by gaming revenues have been undervalued. It is crucial to develop alternative tourism models such as health tourism, MICE (Meetings, Incentives, Conferences, and Exhibitions), and cultural tourism that could elevate the island’s accommodation sector to international standards.
Our primary strategy must focus on swiftly aligning our approach with clear targets. The “Tourism Master Plan” must be enacted as a formal state policy, with the support of opposition parliamentarians, to ensure broad political consensus. Additionally, a holistic effort involving all sector stakeholders including civil society organizations (such as KITOB, CİB, KITSAB, RESBİR, KITREB), universities, and relevant private sector actors is essential for cohesive development.
Destination Marketing Management (Building a Solid Foundation for Marketing Strategies)
The current system within the Ministry of Tourism, characterized by limited qualified personnel and outdated practices, is inadequate for realizing a comprehensive tourism strategy. The scarcity of well-trained, contemporary professionals knowledgeable about current trends hampers the implementation of effective initiatives.
Consequently, a legally independent “Tourism Promotion and Marketing Agency,” staffed with skilled and knowledgeable individuals, must be established as an urgent priority. The tourism political framework outlined within the scope of the Tourism Master Plan should be implemented gradually, in phases.
Turkey’s Promotional Activities
According to reports in the media and information from the Ministry, significant budgets have been allocated for the production of promotional films, often leveraging influencers, to reshape the perception of North Cyprus tourism. These films utilize both print and visual media, including collaborations with prominent artists. While these efforts are positive steps, their sustainability and continuity are vital.
Changing the perception of potential Turkish tourists regarding North Cyprus is crucial. It is unnecessary to reiterate the details here, as the desired strategic shifts are well understood. Primarily, short ads (15-20 seconds), teasers, and airport advertisements supported financially by the Turkish Ministry of Culture and Tourism should be prioritized. Since such content appears on visual media, it is likely to be more impactful.
Our strategic focus should primarily be on Turkey, followed by the United Kingdom, Germany, and Central European countries.
Emerging Trends in Tourism Marketing
The digital age is illuminating the transformative potential of technology in marketing practices. Historically, leading countries and companies in the tourism sector allocated substantial budgets toward image-building campaigns via public relations agencies, often through magazines or newspapers. These traditional marketing activities are now dwindling.
Today, with the vast “ocean” of the internet, destinations, national brands, hotels, airlines, clubs, and entertainment venues are systematically promoted through integrated, large-scale digital campaigns. According to Hospitality Today (Angelo & Vladimir, 2012), approximately 80% of leisure travelers and 90% of business travelers begin their journey planning by consulting online sources from their homes or workplaces. In the past, advertising resembled classroom lectures, with messages delivered unidirectionally. Currently, marketing activities are highly interactive, with individuals sharing ideas via social media blogs (e.g., Twitter), social networks (e.g., Facebook, LinkedIn), and video platforms (e.g., YouTube), creating an interconnected global ecosystem.Despite this shift, traditional promotional activities such as major international fairs continue to hold.
About İsmet Esenyel
A Leading Visionary in Tourism Education and Hospitality Management in North Cyprus
İsmet Esenyel is a distinguished figure in North Cyprus tourism, with over 22 years of extensive experience spanning international hotel management, tourism policies, destination marketing, and academic leadership. His career reflects a strong commitment to elevating tourism education and shaping the region’s hospitality standards.
Professional Profile
- 2025–Present: Vice Rector, University of Mediterranean Karpasia
- 2021–2025: Vice Rector, Girne American University
- Former Undersecretary, Ministry of Tourism & Environment
Mr. Esenyel’s accomplished management background includes senior roles across the hospitality sector, such as hotel board membership, general coordination, destination marketing management, HR management, front office operations, marketing & sales, hotel management, F&B operations, and professional training.
Career Highlights
- Manager of OTEM Hotelier Management School;
President of GAU International Tourism Education Board (since 2010) - General Coordinator & Board Member – Malpas Hotel & Casino (5-star)
- Consultant to Managing Director – The Colony Hotel (2005–2006)
- Assistant General Manager, Receptionist & Musician – Celebrity Group of Hotels (1989–1997)
- Hotel Reservation Manager – Istanbul Airlines (1995–1996)
Academic & Professional Contributions
Mr. Esenyel has developed and enhanced numerous tourism and hotel management programs at Girne American University, including Master’s and PhD-level studies. He is recognized for his innovative approach to training, model development, and curriculum design.
He is also highly regarded for his communication, leadership, and team-building skills—widely known as a creative leader, effective coordinator, and strategic problem solver.
Role in Tourism Policy & International Accreditation
As a delegate to the Tourism Science Committee of the Ministry of Tourism and Economics, Mr. Esenyel contributes to shaping North Cyprus tourism policies. He also played a key role in securing UNWTO THEMIS Foundation’s TEDQUAL Accreditation for the tourism department of Girne American University, achieving international recognition for the program.
Specialties
- Resort Opening
- Branding & Destination Management
- Human Resource Management in Hospitality
- Tourism Consultancy
- Tourism & Hospitality Education
- Tourism Academy Leadership
