The Committee respectfully submits this year’s White Paper recommendations across five strategic areas essential to achieving the government’s goal of a trillion-dollar tourism economy by 2030. These recommendations aim to improve data access, modernize governance, accelerate digital transformation, enhance international marketing, and expand operational capacity.

First, the Committee highlights the importance of enabling data-driven policy and business decision-making. Enhanced access to comprehensive tourism data, ranging from transportation and accommodation to visitor preferences, would support more accurate market segmentation, performance evaluation, and policy design, thereby strengthening Taiwan’s ability to respond to evolving global travel trends.

Second, we urge a reevaluation of Taiwan’s tourism governance model. By modernizing regulatory frameworks, empowering local governments, and embracing non-traditional industry actors, Taiwan can unlock new channels of innovation and support more inclusive and sustainable tourism development.

Third, the Committee recommends adopting a unified and system-level approach to digital transformation in the tourism sector. We recommend the establishment of a national task force; the development of a centralized tourism data integration platform spanning transportation, ticketing, and lodging; and the introduction of targeted support for small and medium-sized enterprises (SMEs) to adopt digital tools. These actions will drive modernization across the value chain and improve Taiwan’s standing in the global tourism market.

Fourth, Taiwan must enhance its global visibility through clearly defined tourism branding and strategic international marketing. Singapore’s integrated approach to brand management and promotion offers a valuable reference for developing Taiwan’s own distinctive identity and marketing strategies to drive visitor growth.

Finally, the Committee proposes targeted interventions to improve tourism service delivery and capacity. Such interventions include strengthening MICE (Meetings, Incentives, Conferences, and Exhibitions) and business travel offerings, streamlining visa and entry procedures for international business travelers, and expanding short-term employment opportunities for qualified foreign workers and technical students.

The Committee affirms its support for the government’s efforts to strengthen Taiwan’s tourism industry and stands ready to work in partnership to implement these recommendations.

Suggestion 1: Adopt data-driven decision-making for the tourism sector.

The Committee welcomes the Ministry of Transportation and Communications (MOTC) initiative to establish a dedicated institution for tourism research and talent development by the end of this year. With appropriate staffing and resources, this new body presents an opportunity to strengthen evidence-based policymaking and enhance the government’s capacity to guide Taiwan’s tourism sector by providing reliable and timely insights.

At present, data on spending by inbound tourists remains heavily reliant on manual questionnaire collection at airport departure terminals, a method that is prone to recall bias and logistical inefficiencies. Tourists departing Taiwan may not accurately recall their expenditures or may be unable to complete surveys in the limited time available prior to boarding. The continued use of this approach limits the granularity and reliability of tourism analytics and constrains the government’s ability to allocate resources effectively or evaluate policy impacts.

The Committee recommends that the Tourism Administration (TA), in collaboration with the forthcoming research institute, expand its use of real-world data sources to support market studies and tourism strategy development. Data from international and domestic service providers (including payment networks, telecommunications companies, ride-hailing platforms, online travel agencies, and car rental companies) can provide high-resolution insights into visitor behavior, mobility, and expenditure patterns. Several regional peers have demonstrated the value of such an approach.

For example, the New Zealand Ministry of Business, Innovation and Employment’s tourism recovery dashboard used card spending data to monitor post-pandemic recovery trends, revealing that British and American tourists were key drivers of revenue normalization. Meanwhile, Australia’s City of Gold Coast began using payments data to inform event planning and tourism investment decisions, enabling more targeted support to local communities.

For its part, the Singapore Tourism Board partnered with private-sector providers to generate analytics for small businesses and increase the effectiveness of marketing campaigns. The Korea Tourism Organization collaborated with KT Corporation to develop the Travel Intelligence Platform, which combines mobile and credit card data to inform tourism planning and policy. Finally, in Japan, the Osaka Convention and Tourism Bureau used credit card data to assess inbound tourist behavior during Sakura season, informing strategies for Expo 2025.

Taiwan should pursue a similar evidence-based approach. The Committee recommends the development of a national “travel insights dashboard” integrating transaction and mobility data to supplement traditional survey methods. Such a dashboard would improve the precision of market segmentation, allow for real-time monitoring of trends, and support more efficient targeting of promotional resources. This would in turn enhance the effectiveness of Taiwan’s tourism strategy and strengthen the sector’s contribution to long-term economic development.

Suggestion 2: Reimagine tourism governance to unlock Taiwan’s trillion-dollar potential.

The Committee welcomes the government’s renewed focus on tourism as a pillar of national development, as affirmed during the January 2025 Executive Yuan Tourism Industry Revitalization Advisory Council meeting. President Lai Ching-te’s vision to cultivate a trillion-dollar tourism industry by 2030 presents a timely opportunity to reposition tourism as a strategic platform for economic growth, innovation, sustainable development, and cross-sector collaboration. Realizing this ambition, however, will require fundamental updates to Taiwan’s tourism governance model.

The Act for the Development of Tourism (ADT), while foundational, has not kept pace with the evolving dynamics of the tourism economy. The regulatory framework remains largely oriented toward defining and regulating traditional operators, such as travel agencies, tour guides, and hotels, while excluding emerging service models and stakeholders, including digital platforms, creative industry partners, and community-based experience providers. Taiwan’s tourism policy should not merely aim to grow visitor numbers, but to unlock the full potential of tourism as a driver of innovation and sustainable development.

For instance, when pressed by legislators about its policy on short-term rentals, the government applied the existing home-stay framework without acknowledging the distinct, digital nature of these services, shutting down broader conversation in response to real-world market demand and industry development. Recent amendments to the ADT in January 2025 were limited in scope, focusing on registration timelines and increased penalties, without addressing core structural barriers to innovation, inclusivity and local empowerment.

The current framework also centralizes decision-making authority at the national level, restricting the ability of local governments to develop adaptive regulatory tools tailored to local conditions, reflecting unique cultural, environmental, and economic contexts. Tourism is inherently local and experiential. To unlock its full potential, governance must shift from a command-and-control model to one that empowers local actors as stewards of development and innovation.

The Committee recommends the following actions to move beyond a compliance-first mindset and support more adaptive, inclusive, and innovation-oriented tourism governance:

1. Revise the ADT to reflect the current tourism landscape and empower non-traditional tourism operators. To achieve its trillion-dollar tourism vision, Taiwan must adopt an “it takes a village” mindset. Amend the act to formally recognize and include non-traditional operators, including digital platforms, creative industries, and sustainability-focused businesses, as legitimate stakeholders in the tourism ecosystem, and provide structured channels for their participation in policymaking and industry development.
2. Strengthen the role of local governments in tourism development. Authorize municipalities and counties to pilot innovative service models and technologies through adaptive, place-based regulatory frameworks tailored for local conditions. This approach would allow local governments to respond to community needs, experiment with new formats, and lead the development of differentiated tourism offerings.
3. Establish tourism-specific regulatory sandboxes. Create mechanisms, jointly overseen by the MOTC and the National Development Council, to allow safe experimentation with novel service models. These tourism sandboxes should provide temporary regulatory flexibility to test emerging concepts while evaluating consumer safety, sustainability, and economic impact.

By enabling a more flexible and responsive tourism governance structure, Taiwan can harness the full potential of the sector to drive job creation, attract investment, and diversify local economies. These reforms would also support broader cross-sectoral collaboration, linking tourism with technology, culture, mobility, and environmental sustainability.

Lastly, the Committee respectfully requests that AmCham tourism-industry representatives be included in ongoing policy consultations, including future Executive Yuan Tourism Industry Revitalization Advisory Council meetings. Expanding stakeholder engagement will ensure a more comprehensive and future-ready policy framework, aligned with the government’s long-term objectives.

Suggestion 3: Provide incentives and streamline services to unlock Taiwan’s transit tourism potential.

Taiwan’s geographic location and advanced aviation infrastructure make it a natural hub for transit travel in East Asia. However, the proportion of long layover passengers who engage in sightseeing or participate in short-term tours remains low, suggesting that Taiwan has yet to fully harness the tourism potential of its transit traffic.

While visa-free entry policies for select Southeast Asian countries provide a foundation for short-term visits, many passengers with layovers exceeding six hours are unaware of their eligibility for entry or of the services available during their time in Taiwan. For example, a traveler transiting from San Francisco to Bangkok may have more than eight hours at Taoyuan International Airport, which is ample time to explore the surrounding area. However, due to limited information on entry procedures, baggage logistics, and tour options, this opportunity is rarely taken.

Moreover, while Taoyuan Airport’s Terminal 3 is under construction and slated for completion in 2026, runway capacity remains a constraint. The airport currently operates with only two main runways, affecting overall flight scheduling, on-time performance, and ultimately passengers’ available time for sightseeing.

To improve the transit tourism experience and increase visitor engagement, the Committee recommends that the government:

1. Enhance information accessibility. Develop a centralized, multilingual online platform that consolidates information on transit visa exemptions, short-term entry procedures, baggage transfer services, and half-day sightseeing options. This platform should be regularly updated and promoted through airlines, airport terminals, and online booking engines to raise awareness and facilitate planning.
2. Simplify baggage transfer and storage services. Encourage inter-airline baggage transfer agreements and expand baggage storage services at Taoyuan International Airport, enabling passengers to travel light during layovers. Clear signage and digital booking options for these services should be made available within the airport.
3. Promote and subsidize half-day tours. Work with airlines and travel operators to integrate half-day tour packages into flight bookings, including discounted pricing and a dedicated registration area within the terminal. Utilize QR codes and mobile applications to streamline the process and improve accessibility for time-constrained passengers.
4. Strengthen shuttle transportation. Introduce express shuttle services between Taoyuan International Airport and key tourist attractions in Taipei and Taoyuan. These services should be integrated into transit tourism packages to improve convenience and time efficiency.
5. Accelerate third runway construction. Expedite planning and construction of the third runway, currently scheduled for completion in 2030. Additional runway capacity is critical to improving air traffic flow, reducing delays, and supporting transit passengers’ ability to participate in short-term tourism activities.

By improving the transit tourism ecosystem through targeted incentives and operational reforms, Taiwan can enhance its status as both a travel destination and an international gateway, driving greater economic impact from existing passenger flows.

Suggestion 4: Strengthen tourism branding and marketing to meet growth targets.

To achieve the government’s goal of welcoming 12 million visitors annually and realizing the broader vision of a trillion-dollar tourism industry, Taiwan must adopt a modernized, outcome-driven branding and marketing strategy aligned with regional best practices.

The Committee welcomes the TA’s new brand initiative, “Taiwan – Waves of Wonder,” introduced in May 2024. For the branding strategy to translate into measurable outcomes, further development is needed to establish clear messaging, effective targeting, and data-informed marketing performance tracking.

To support these efforts, the Committee makes the following recommendations:

1. Clarify the tourism mission, vision, and messaging. Refine Taiwan’s tourism mission and marketing language to resonate with today’s global travelers. Ensure that messaging is concise, emotionally engaging, and consistent across all media channels. Building on “Waves of Wonder,” the Committee recommends developing a suite of messages and slogans that reinforce Taiwan’s core appeal.
2. Target high-potential feeder markets. Conduct market segmentation analysis to identify top-performing and high-potential source markets. Allocate resources, partnerships, and promotional efforts based on return-on-investment benchmarks. This targeted approach will ensure that campaigns are strategically aligned with visitor behavior and market trends.
3. Promote regional diversity. Allocate at least 30% of the tourism promotion budget to destinations outside of Taipei, with tailored campaigns to highlight regional culture, cuisine, and nature. A more balanced geographic focus will strengthen Taiwan’s image as a diverse and immersive destination.
4. Intensify marketing campaigns and partnerships. Launch high-frequency public relations and digital marketing campaigns in priority markets using updated visual assets, storytelling videos, and collaborations with key opinion leaders. Campaigns should highlight Taiwan’s unique offerings, from culinary experiences to ecological tourism, with content optimized for digital platforms.
5. Implement quarterly marketing performance reviews. Introduce a regular performance tracking mechanism to evaluate marketing effectiveness. Quarterly updates should include market-specific targets, budget allocation, outreach methods, and outcome data, with analysis to inform future campaign adjustments.
6. Elevate digital marketing strategy. Dedicate a proportional share of the overall marketing budget to digital channels. Leverage the platforms most commonly used by target audiences to drive engagement and conversion. Policymaking should incorporate digital strategy from the outset, ensuring data-driven planning and adaptability to platform changes.
7. Establish regular dialogue with industry stakeholders. Create an ongoing consultation mechanism between the TA and the Committee to share feedback on campaign design, market trends, and partnership opportunities. This dialogue will help align public and private sector efforts and ensure shared ownership of Taiwan’s tourism success.

By adopting a more data-informed and strategically aligned branding and marketing approach, Taiwan can amplify its global visibility, attract more visitors, and solidify its reputation as one of Asia’s most compelling travel destinations.

Suggestion 5: Strengthen cross-government collaboration and operational capacity to enhance Taiwan’s tourism offerings.

1. Promote cross-agency product development and international engagement. The Committee recommends that the Tourism Development and Promotion Committee under the Executive Yuan fully leverage interagency coordination to develop integrated tourism offerings tailored to key markets. For example, as the United States ranks fourth among inbound source markets, Taiwan should actively curate themed tourism packages that resonate with American visitors, including offerings related to MICE, sports events, pop culture, ecotourism, and Cold War-era historical sites.
   To better market these experiences abroad, relevant ministries and local governments should increase their participation in leading industry events such as IMEX America. Stronger visibility at North American trade shows will raise awareness, build networks, and attract high-spending groups such as business travelers and niche tours.
   Additionally, cities and ministries should consider hosting more internationally recognized events across sectors. Examples such as the World Masters Games 2025 (sports), Blackpink’s 2023 concert (entertainment), and the Golden Horse Film Festival (culture) demonstrate Taiwan’s capacity to stage world-class experiences. Institutionalizing such efforts through cross-departmental coordination would help Taiwan position itself as a premier destination for event-based tourism.
2. Simplify immigration procedures for business travelers. The Committee encourages the government to streamline the arrival process for short-stay business travelers. Current procedures, which require QR code scanning and real-time data entry upon arrival, often result in confusion due to unstable internet access and unclear instructions. Taiwan could reference best practices from regional peers. For example, Singapore allows immigration cards to be submitted online up to three days before arrival, while Hong Kong has eliminated physical arrival cards altogether.
   Improving pre-arrival options and simplifying on-site procedures would help ensure a smoother entry experience, minimize bottlenecks at immigration checkpoints, and project a more business-friendly image to international visitors. Moreover, by integrating sector-specific tourism experiences into broader economic development initiatives, Taiwan can unlock higher-spending travel segments and showcase its cultural and industrial diversity.
3. Expand foreign student intern criteria to non-university students. Persistent labor shortages in Taiwan’s hotel and hospitality industry have direct implications for service quality, operational costs, and Taiwan’s international reputation. Short-staffed facilities risk longer wait times, reduced amenities, and substandard maintenance of key attractions, all of which undermine the visitor experience and affect repeat travel intentions.
   To address this issue, the Ministry of Economic Affairs and the TA have permitted industry to recruit foreign students from the New Southbound nations to intern in Taiwan hotel and hospitality industry. However, the current policy is only eligible to university students, who are less willing to work in the basic hotel job category, so the available number of interns is not sufficient to alleviate the labor shortage.
   The Committee recommends expanding the eligibility of students for internship opportunities to include not only foreign university students but also students from overseas technical schools and vocational training centers. Broader eligibility criteria and streamlined permit processes could help meet seasonal labor demand and reduce strain on existing staff. These expanded programs should maintain oversight mechanisms to ensure fair treatment, legal compliance, and high service standards.
   As Taiwan prepares to host more MICE travelers and international events, ensuring a flexible and sustainable workforce will be critical to maintaining service excellence and safeguarding the country’s tourism competitiveness.