BRUINBUSINESSREVIEW

WHAT’S INSIDE:

WANT TO TRAVEL?
EARN CREDIT FOR IT!
See page 23.

10 SIMPLE TIPS:
TRAVEL & SAVE
See page 20.

THINK GREEN:
eco-tourism
See page 25.

VOLUME II ISSUE IX
HOSPITALITY & TOURISM
 2008-2009 BBR STAFF
Shannon Kung Christine Liu Stefanie Ju
President VP of Marketing Marketing Department

Benjamin Lo Julie Chen Jaeman Kim

Editor-in-Chief VP of Finance Finance Department

Maya Lucaci-Vashee Erika Solanki Grace Chan

Assistant Editor VP of Creative Development Finance Department

Sunny Wong Eric Park Dmitry Shuster

VP of Operations Marketing Department Staff Writer

ABOUT US

Bruin Business Review is a student-run online publication established in 2007

for the purpose of providing the UCLA student body with a convenient source
of business news and career information. We publish every two weeks on the
Internet and by subscription, allowing our content to be accessible to every-
one. Our goal is to enrich our readers’ knowledge of the business world and
the career options within it by presenting a wide range of business-related
topics in a non-technical style. Our broad range of topics encompasses cur-
rent business news, resume tips, employer and MBA program profiles, indus-
try insight, and others. For more information about BBR, visit
www.bruinbusinessreview.com.

QUESTIONS, COMMENTS, CONCERNS?

E-mail: bruinbusinessreview@gmail.com
Mailing address:
Bruin Business Review
118 Kerckhoff Hall
308 Westwood Plaza
Los Angeles, CA 90024-1641

2
Dear Readers:
Welcome to a new quarter of Bruin Business Review. Thank you to all our old readers who continue to support our
publication. Just as importantly, we would like to thank all our new subscribers for choosing Bruin Business Review as
a source for relevant business information. We hope that we can continue to write about issues and topics we think
will pertain to your interests and goals.

Bruin Business Review was founded to be a free source of information for students in regards to the business world,
job opportunities, current events, industries, and much more. We seek to provide this information to students in a
manner that is clear, non-technical, and easy to comprehend so that it may be applicable to the general student body
– regardless of their background.

The staff of Bruin Business Review dedicates themselves toward serving the student body and continually seek to im-
prove our publication in light of the needs of students. We greatly appreciate all the feedback that our readers have
submitted to us and we strive to incorporate these suggestions back into the magazine to better serve your needs
and preferences.

Due to our constant drive to improve our publication, we would like to inform our readers of a few changes that will
occur for this quarter. As you may have already noticed, our first issue for this quarter is not being released until the
fourth week. We hope this change will allow us to focus more on improving future issues. Subsequently, we will be
publishing our second official issue for the quarter during week eight. In between that time, during the sixth week of
the quarter, we will also be publishing a smaller supplemental issue, dedicated solely toward updating you on current
events.

Thank you again for continuing to actively subscribe to Bruin Business Review, as we would not be where we are to-
day without your support. With this being said, I hope that you continue to find this issue informative as well as our
issues to come.

Sincerely,

Benjamin Lo
Editor-In-Chief

3
 April 20
Professional Conduct & Job Search
APRIL 2009 Ethics
Time: 5pm
Location: James West Alumni Center
Description: UCLA employers, recruiters,
and HR professionals will share insights
and anecdotes about the best and worst
behaviors and the deals they witnessed
when job candidates and young profes-
sionals tried to walk away with the best
advantage.
Careers in Accounting
Time: 7pm
Location: UCLA Career Center, Third
Floor Conference Room
Description: Discover the dynamic ca-
reer of accounting, where the conflu-
ence of math and investigation solve
perplexing problems and galvanize busi-
nesses.
April 21
Business Careers in Entertainment
Time: 5pm
Location: UCLA Career Center, Third
Floor Conference Room
Description: Informative program
where you will learn from a panel of pro-
fessionals how you too can join the En-
tourage of business professionals driving
the entertainment industry.
Applications due for SAS Scholarship
Time: 5pm
Location: Undergraduate Accounting
Office, Suite D413
Description: To be eligible to apply, all
sophomores must have completed Man-
agement 1A and 1B or 100 and all jun-
iors and seniors must have completed at
least four accounting classes. Please April 29
visit the website at www.uclasas.org to Bruin Finance Investment Banking Ca-
download an application.
April 22
Let’s talk Internships!
Time: 5pm
Location: James West Alumni Center
Description: Featured panelists will con- gan. Bruin Finance will be inviting bank-
vey information about working in local, ers in various stages of their careers to
national, and international careers.
April 23
Careers in Advertising, Marketing &
Public Relations
Time: 5pm
Location: Morgan Center Press Room
Description: This program, featuring a
panel of professionals from advertising,
marketing, and public relations, will fo-
cus on media, present current opportu-
nities, and discuss the hiring processes.
Careers in Entrepreneurship and Intel-
lectual Property
Time: 5pm
Location: UCLA Career Center, Third
Floor Conference Room
Description: Come hear what it takes to
make an idea into a successful business
as we uncover how to embark on a ca-
reer as an entrepreneur and other ca-
reers involving intellectual property.
April 24
Career Planning/Job Seeking in a Tough
Economy
Time: 11 am
Location: Morgan Center Press Room
Description: At this session, discover
where the jobs are and how you can
land one, plus get tips on becoming a
more competitive candidate.
April 25
RSVP Deadline for SAS Spring Banquet
Cost: $15 for SAS members and $20 for
non-members
Notes: Sign up online at
www.uclasas.org and make sure to send
your meal (chicken or vegetarian) and
top-three firm seating preferences to
uclasas@gmail.com as soon as possible.
reer Panel
Time: 7-9pm
Location: Anderson
Description: Come network with Bulge
Bracket investment banking firms such
as Merrill Lynch, Barclays, and JP Mor-
speak to UCLA students. Sign up at
www.bruinfinance.com
4
TABLE OF
CONTENTS
6 New of the Week: Banks Taking the Lead
7 News Briefs
9 Economic Trends in the Hospitality Industry
11 Career Profile: Hotel Management
13 The Business of Gaming-Based Tourism
16 Spotlight on a Hospitality School
19 International Lease Finance Corporation
20 10 Money-Saving Traveling Tips
23 Studying Abroad: Traveling While Earning Units
25 Eco-Tourism
5
 BANKS TAKING THE LEAD
By Benjamin Lo
Senior Staff Writer
Signs of Economic Recovery
As the week of April 13 drew to a close, the United States showed overall signs of recovery as major financial banks
released their quarter reports. While many investors were preparing for a season of declining profits, big banks such as
JP Morgan Chase, Goldman Sachs, and Citigroup provided positive results, despite a recession-driven economy.

Much of the banks’ profits can be accredited to their mortgage refinancing

services due to the government’s currently low interest rates in the market.
Revenues from trading in these divisions increased throughout the early
part of the quarter.

On August 16, JP Morgan reported profits of $2.1 billion for the first quarter
of 2009. Its profits stemmed from strong results in their mortgage lending
and investment banking divisions. Before accounting for costs, the firm’s
revenues rose to $26.9 billion, a 50% increase from a year before. Prior to
the release of JP Morgan’s quarterly report, analysts from Bloomberg News
estimated that the firm would earn, on average, 32 cents a share. The firm
outdid these estimates, earning 40 cents a share.

Similarly, Goldman Sachs recently announced profits of $1.66 billion. The firm reported quarterly revenues of $6.56
billion, which were up $9.43 billion, 13% higher than what they were a year ago. These profits were focused mainly in
the bank’s divisions that deal primarily with mortgage and other credit instru-
ments.

Citibank closed the week with its release of its quarterly report, which an-
nounced profits of $1.6 billion, with revenues totaling $24.8 billion. The bank
had reported a loss of $5.11 billion in profits one year ago. This boost in reve-
nues was helped by strong results in its Institutional Clients Group. Analysts
from Thomson Reuters expected Citigroup to reports revenues at only $21.95
billion.

While these quarterly reports show signs of financial recovery, many still hold
conservative views on our economy’s growth. JPMorgan’s chairman and chief
executive, Jamie Dimon, said there were some “positive signs” for the industry, but he warned that a deteriorating
economy could cause losses to climb higher, according to The New York Times. The bank has set aside another $4.2
billion in case the economic environment worsens from pressures in ris-
ing unemployment and declining market confidence.

Outside of banking, the housing market continues to struggle as the con-

struction of new homes declined last month. In addition, the data firm
RealtyTrac reported that foreclosure filings increased by 9% in the first
quarter.

Binky Chadha, Chief United States Equity Strategist at Deutsche Bank,

warned to not be too optimistic about these indicators. He said, “We’re
sort of approaching the upper bound of where we should be, and it’s
starting to look a bit stretched.”

6
NEWSBRIEFS By Dmitry Shuster
Staff Writer

INTEL PROFITS PLUMMET 55 PERCENT AS A RESULT OF LOW DEMAND

Intel Corp., the world’s largest computer chip maker, announced a 55
percent decline in first-quarter profits due to weak demand. The com-
pany indicated that profits will not recover in the current period and it is
planning sales of approximately $7.1 billion for the second quarter,
which is in line with analyst expectations. This decrease in profits comes
as computer makers cut back orders in the computer industry’s worst
slump since 2001. Intel believes that PC sales reached their low point in
Q1 2009 and will return to their normal patterns in future quarters. Ana-
lysts expect PC sales to fall by 4.5 percent in 2009, the first such decline
since 2001. Worldwide PC shipments were down 7.1 percent, which is
less than the 8.2 percent drop that was expected.

YAHOO! CUTS JOBS

Yahoo’s new CEO, Carol Bartz, has implemented an internal
management reorganization program, the main purpose of
which is to reorganize management and simplify the reporting
process, which has led to more job cuts as the U.S.’s second
largest search engine attempts to revive growth. Yahoo is ex-
pected to slash hundreds of jobs in the near future. These cuts
follow the significant job cuts that took place in the third quar-
ter of 2008, which resulted in a decrease of 1,600 jobs. The
search engine has also projected that sales in Q1 2009 will be
down as much as 16 percent or $1.53 billion.

FED CONSIDERS REGULAR PRESS BRIEFINGS

The Federal Reserve is considering holding regular press briefings to improve the public’s understanding of the actions
that it takes during the financial crisis. These considerations come at a time when the Fed is being pressured to explain
its actions to a broader public. It has also been under pressure by lawmakers to provide more information about its
lending. In another unusual step, the Fed published excerpts from Ben Bernanke’s speech in an Atlanta newspaper. To
improve communication, the Federal Reserve website has been redesigned to provide more information about its
books and recent actions. These new efforts to communicate with the public follow the Fed’s cutting of the benchmark
interest rate to a level near zero.

7
 GOLDMAN SACHS TO REPAY FEDERAL LOAN
Goldman Sachs has sold $5 billion worth of stock in an at-
tempt to begin repaying the $10 billion loan that it re-
ceived as part of the government’s Troubled Asset Relief
Program. The firm sold 40.65 million shares at a price of
$123 per share. The company’s CFO, David Viniar, said that
Goldman considers it their “duty to return the funds.” Re-
paying the borrowed funds would loosen several govern-
ment restrictions such as caps on executive pay. The stock
sale came one day after Goldman announced a better-than
-expected quarterly profit. The bank’s shares have more
than doubled from their record low of $47.44 on November 21, 2008. Goldman Sachs is one of nineteen banks cur-
rently undergoing “stress testing” which is aimed at gauging how well these banks can weather a deep recession.

RETAIL SALES FALL AGAIN; ECONOMY STILL FAR FROM RECOVERY

Just as many were beginning to think that the economy was slowly starting to recover, a report was released on Tues-
day, April 14, revealing that retail sales fell by 1.1 percent in March. This drop follows February’s 0.1 percent gain. Ex-
cluding automotive, building materials, and gasoline, sales dropped 0.9 percent, which directly reverses the previous
month’s 0.9 percent gain. Clothing retailers reported that sales fell less than expected thanks to spring promotions. In
the general-merchandise retail industry, Wal-Mart reported that sales rose, while sales at Costco fell 5 percent. Im-
provements in other sectors – auto sales, home sales, home building – had raised optimism about the economy’s re-
covery. Both President Obama and Fed Chairman Ben Bernanke cited those improvements in separate speeches, but
also warned of the dangers and difficulties that lie ahead. Bernanke pointed to the improvements as signs that the de-
cline in economic activity may be slowing, but cautioned that the true indicator of economic recovery lies in the gov-
ernment’s ability to boost financial markets. President Obama warned that more jobs will be lost and more foreclo-
sures will occur before a permanent economic rise occurs. The economy shrank by 6.3 percent in the last quarter of
2008, signifying the worst economic performance in the last quarter-century. It shrank at a 5 percent pace in the first
quarter of 2009.

CHINA’S BOOMING AUTO INDUSTRY

Monday will mark the opening of the Shanghai Motor Show, and a
record number of auto makers are expected to be in attendance.
More than 1,500 companies will attend the show as China threatens
to surpass the U.S. as the world’s largest automotive market. Total
auto sales in China are expected to rise above 10 million, according
to analysts, while the estimate for U.S. sales was cut to 9.7 million.
This is a decrease of 1 million from the original estimate of 10.7 mil-
lion automobiles to be sold in 2009. Additionally, many car manufac-
turers are trying to capitalize on the benefits that China’s huge mar-
ket has to offer. GM’s sales, for instance, surged to a record high in
China last month. At the same time, its U.S. sales plunged by 45 per-
cent. Toyota plans to open a new factory which will increase the
Japanese automaker’s production capacity by 11 percent to 1 million vehicles per year. Volkswagen has invested ap-
proximately $9 billion in China and plans to release four new models each year in an attempt to double its annual sales
to 2 million cars. Passenger car sales in China have soared 10 percent in March. This directly contrasts with a 37 per-
cent decline in the U.S. and a 32 percent drop in Japan. As a whole, the Chinese automotive market has grown by an
average of 20 percent in the past decade, although vehicle ownership per person is still one-third of the world average.

8
ECONOMIC TRENDS IN THE
HOSPITALITY INDUSTRY
2008-2009 By Christine Liu
Staff Writer

Come June, and it will be time for some fun in the sun; time for
us to spend some well-earned money vacationing, right? Well,
despite the traditional vacation time, the tourism, hospitality,
and leisure industry (THL) is experiencing a significant decline in
the U.S.

Consisting of about 30,000 companies, the U.S. hotel and motel

industries rake in a combined annual revenue of over $90 billion.
Forty-five percent of the market is held by the industry’s 50
largest companies; the largest of these include Marriott
International, Hilton Hotels, Carlson Hotels, and Starwood Hotels
& Resorts. A typical hotel has about $7 million in annual revenue
and 100 employees.

The U.S. THL industry is expected to experience a much tougher

year, despite several years of healthy growth before 2009. The
industry growth was a result of increased globalization of
corporations; corporate clients traveled more, which led to
strong demand for air travel and hotels. 2007 was a high for the
tourism hospitality, and leisure industry, according to Smith
Travel Research (STR), a lodging industry benchmarking and
research business.

However, the combination of the housing crisis, a rising

unemployment rate, and the credit crunch left the economy in a
recession, which means consumers have less disposable income.
Not only are individuals cutting back on money spent on travel,
corporations are also reducing employee travel and conventions.
For example, in 2007, Manhattan hotels had an 80% occupancy
rate. But in August 2008, a typically strong month for U.S. leisure
travel, occupancy rates fell and by the fourth quarter of 2008,
available room decreased by 18 percent. Furthermore, according

9
the THL sector experienced a measurable fallout in the hotel industry, resulting in a slowdown in the gambling sector
and a large switch from casual dining restaurants to quick-serve restaurants.

In April of 2009, occupancy rates fell 9.9 percent, from 62.3 percent of the same month in 2008 to 56.2 percent this
year. The average daily rate dropped 9 percent, while revenue per to data from the Department of Commerce, over-
seas arrivals to the United States plummeted almost 8 percent in January. Overseas visitors significantly contribute the
economy; they spend an average of $4,400 per person each trip.

The industry expects to experience continued difficulties well into 2009; Deloitte’s October 2008 survey showed that of
those who answered, 38% expect to spend less on vacation and leisure travel over the next year, while only 21% said
they expected to spend more. Consumers may not be as willing to take the longer, seven to fourteen day vacation and,
instead, will opt for the cheaper three to four day long weekend or a ‘mini-vacation.' Furthermore, the huge increase in
airplane ticket prices likely will prevent some
people from flying to a vacation destination,
and instead may lead people to decide to
drive to a spot closer to home.

While the growth of THL companies in the U.S.

is slowing down, they are still expanding glob-
ally as an effective way to increase market
share, build brand awareness and spread risk
over the long term. In China, the 2008 Olym-
pics was a big push for the THL industry there,
and the construction of hotels in the large and
medium-sized cities
are expected to
continue.

In addition, the
cruise industry
showed growth in
the summer
months outside of
the United States.
To many travelers,
the value of having
the two-in-one deal
of transportation to a foreign destination as well as a vacation
spot on a luxury cruise is appealing. Cruise lines expect a strong
number of passengers, and consequently, are currently investing
in bigger and more spectacular ships. Within the next 15 months,
five cruise lines will debut their biggest ships at a combined esti-
mated cost of $4.47 billion. For example, Royal Caribbean will de-
but their new Oasis of the Seas, which is a 220,000-ton, 5,400 passenger cruise ship launching in December later this
year.

After experiencing a low from the September 11 attacks, the tourism, hospitality, and leisure industry recovered from
decreased rates of travel and experienced healthy growth. However, by 2008, the recent economic downturn has
proved to be another event the industry will need to overcome. Thus, corporations in this industry look to international
markets in hopes of expanding and building the brand name in other countries in order to survive the recession.

10
CAREERPROFILE
CAREERPROFILE:
PROFILE:
HOTEL MANAGEMENT
By Sunny Wong
Senior Staff Writer

A career in hotel or hospitality management provides a

well-rounded and rewarding career for those who excel
in leadership and for those who find working with others
fulfilling. Although one must possess a strong degree of
patience in dealing with many unpredictable scenarios,
the skillset that one develops through this job function is
remarkable.

ESSENTIAL PERSONAL ATTRIBUTES

Excellent customer service is a key component in this
field. One of the first things the customer notices about
a hotel is the quality and friendliness of the staff. Many
hotel managers thus invest substantial amounts of en-
ergy to attract and retain prospective staff members
who are able to exhibit this essential trait. In fact, some
hotels focus on this attribute so much that they actually
count the number of times the staff applicant smiles dur-
ing the interview.

In addition to a friendly disposition, hotel staff must be professional at all times. Their uniforms must be neat and
clean as the first impression often determines whether the customers will come again. Hotel staff must possess
strong and professional communication skills, especially when answering telephone calls. They should also be well-
versed in the details of the hotel, such as the hotels’ room rates, room availability, and special discounts.

Finally, hotel staff must have a degree of flexibility, versatility, and patience, especially when dealing with the many
demands of the hotel guests. For instance, there are several times during the year when guests are somewhat
stressed due to various circumstances, such as tax season and the holiday season. However, regardless of the cus-
tomer’s actions, hotel staff should respond with patience and a smile.

NATURE OF THE WORK

Nontraditional and long working hours are a normal part of this career. Because customers have demands that
need to be met around the clock, hotel managers often work during the nights and weekends. Likewise, resident
hotel managers, who actually reside in the hotels, also work long hours. However, their job differs in that they lack
a set schedule and are on-call at all times.

Unpredictability is another characteristic of this profession. Hotel staff should be prepared to handle various ob-
scure scenarios that may come up abruptly, including credit card failures and guest lock-outs. Whatever the sce-
nario may be, hotel staff must display a sense of professionalism and patience at all times.

11
PREPARATION
Because competition is fairly stiff, it is nearly a prerequisite to obtain a degree in hotel or hospitality management. For
the universities that do offer a degree in hotel management, they typically offer a Bachelor of Science degree in hotel
administration. Some schools might even have their own school in hotel management, such as Cornell’s School of Hotel
Administration and UNLV’s Harrah Hotel College. If cost is an issue, or if you want to test the waters, there are schools
that also offer two-year Associate degrees in hospitality. However, if you are set on this field and want to work at the
very top hotels, it would be highly beneficial to obtain a Master’s degree in hotel administration.

A liberal arts degree is also acceptable if one has some prior work experience in a hotel or resort. Although there is no
particular liberal arts degree that provides a distinct edge, majors such as economics or global studies are good choices
because they have some relationship to the profession. In regards to work experience, many hotel chains around the
nation offer various summer internship programs. Westin Hotels and Resorts, for instance, offers a summer as well as a
winter internship program for students enrolled in a hospitality major.

Two colleges that excel in this field are Cornell University and UNLV. They stand out among the rest because they both
have dedicated hotel schools that specialize in this curriculum. While most other universities offer degrees for hotel
administration under the business administration, Cornell and UNLV provides students with more choices. UNLV for
instance, offers degrees in beverage management, food service management, and hospitality, all of which fall under
their Bachelor of Science in hotel administration.

When choosing a program, it is

important to find one that offers
a diverse curriculum in various
management topics such as busi-
ness management, accounting,
and marketing. Interested appli-
cants should also make a per-
sonal visit to the school in order
to get a feel for the culture and
environment of the school. Stu-
dents should also consider fac-
tors such as location. For in-
stance, although Cornell is
ranked higher than UNLV in ho-
tel management, UNLV is located
right in Las Vegas, which is home
to some of the finest hotels in
the nation.
Different Types of Hotel Management Positions
Responsible for overseeing all operations within a
General Managers
hotel
Make sure that all the rooms in the hotel are main-
Executive Housekeepers tained and clean; also oversee the housekeeping
staff
Work with client companies to make arrange-
Convention Services
ments scheduling conference rooms for their con-
Managers
ventions, special events, and conferences
Responsible for the front desk; check in customers,
Front Office Managers
assign rooms, and make reservations
Assist the General Managers in their day-to-day
Assistant Managers
operations

JOB OUTLOOK
Job growth appears average in comparison to other professions. The U.S. Bureau of Labor Statistics (BLS) estimates
growth to be around 12 percent from 2006 to 2016. This is because most job vacancies in this field will be the result of
hotel managers transferring to other occupations or retiring. However, job growth will increase as more businesses
expand overseas and more people increase their recreational travel. For instance, 600 new hotels opened in 2007, in-
creasing the demand for more hotel managers. It is also important to note that managerial jobs in this industry will be
much slower than those of the industry as a whole. There is a general trend of consolidation as privately- owned hotels
are being bought out by larger hotel chains, which decrease the need for managers.

12
 THE BUSINESS OF
GAMING-BASED TOURISM

By Eric Park
Staff Writer

Las Vegas, Atlantic City, Macau, and Monaco are all cities that are regarded as popular tourist hotspots. The cities lure
millions of visitors annually and generate enormous streams of revenue. What distinguishes these cities is that their
tourism is primarily based on legalized gaming or gambling.
While many tourists plan trips to these locations solely for this
purpose, their total expenditures provide tremendous reve-
nues not only for the casinos but for the entire local economies
as well.

GAMING REVENUES
The American Gaming Association defines Gross Gambling
Revenue as “the amount wagered minus the winnings returned
to players.” This is a measure of gross revenue that a gambling
based business earns before salaries, taxes, and other expenses
are paid. According to the American Gaming Association, from
1997-2007, the total GGR in the U.S. has climbed from $50.9
billion to $92.3 billion. While these statistics shows that the
legalized gaming industry is thriving in the United States, inter-
national gaming cities have grown tremendously as well.

13
In 2006, Macau officially overtook Las Vegas as the world’s most profitable gaming capital by bringing in $6.95 billion,
in comparison to Las Vegas’ revenue of $6.5-6.6 billion. Gaming revenues benefit local economies because they allow
casinos to raise local employment rates by hiring more local workers. States also benefit from tourism spending
through the taxes levied on these revenues. For example, the state of Colorado received $115.41 million in revenue
from its 45 casinos and spent it to improve local communities, historic preservations, and general funds such as infra-
structure and education.

HOTELS AND HOSPITALITY

According to studies from the University of Las Vegas, the estimated number of visitors to Las Vegas in 2007 was ap-
proximately 39.2 million while the official Atlantic City website boasts that it has over 30 million annually as well. Many
of these visitors seek housing during their trips and provide the local housing and hospitality businesses in these areas
with tremendous numbers of potential customers. In 2007, Las Vegas tourists were responsible for booking and occu-
pying approximately 44 million room nights at an average cost rate of $132.09 per night..

These hotels exist in numerous varieties. There are Spartan rooms for the thrifty traveler, and other rooms that have
luxuries such as private bowling alleys and personal assistants that can cost more than $25,000 per night. Many pro-
spective casino owners and investors choose to create massive casinos within their hotels in an effort to collect both
gaming and hotel revenues from tourists. Many of these casinos will compete with other hotels by offering rewards
such as gaming credits and discounts on other entertainment and attractions, in efforts to build brand loyalty with cus-
tomers and to maximize revenues.

14
OTHER FORMS OF TOURIST REVENUE
Gaming cities throughout the world are renowned not only for their gambling but for their individual tourists attrac-
tions as well. Scattered throughout the casinos and surrounding areas are numerous restaurants, bars, night clubs,
shows, and various other types of entertainment. The tourism brought in by gaming expands to other industries in
these cities. Food and beverage and attractions from consumer expenditures bring in high revenues for the cities’
other businesses. In 2006, the top 17 casinos in Las Vegas earned 26.9% of their combined $1.2 billion revenues
through food and beverage sales and other consumer ex-
penditures.

Each major gaming city boasts myriad other attractions. Las

Vegas has hosted many famous performers and shows such
as Frank Sinatra, Cirque du Soleil, and David Copperfield.
Monaco is home to many historical sites such as the Prin-
cess Grace Rose garden, the Monte Carlo Opera House, and
the Church of St. Charles. Just about every business,
whether it is a theater, restaurant, or simple souvenir shop,
benefits from the tourism brought in by casinos and gaming.

CONCLUSION
Gambling is always in high demand with consumers and its revenues support many casinos and cities throughout the
world. Gaming-based tourism seems to be a lasting and permanent business, because of the revenues and economic
stimulation it brings to its residents. The positive effects extend beyond the reach of simple casino revenue, as the
tourism it brings in is vital to the success of many cities, states, and countries.

15
SPOTLIGHT ON A HOSPITALITY SCHOOL:

LAUSSANE
HOTEL SCHOOL
~ École hôtelière de Lausanne ~
By Shannon Kung
Senior Staff Writer

Switzerland is known for its secretive and highly exclusive Swiss banks, which cater to the wealthy elite. Aside from
being known for its crème de la crème banks, Switzerland also boasts some of the best hospitality schools. In a study
on hospitality management done in 2007 by Taylor Nelson Sofres Travel & Tourism, the largest custom research and
analysis firm, Swiss hotel schools took the top three spots. To take such a prominent role in the $61 billion hospitality
industry is no small feat.

This Swiss dominance in top hospitality

schools began in the Belle Époque, a veritable
golden age for the upper echelon of European
society during the late 19th century. The Belle
Époque was a time of excess and new techno-
logical advancements, where peace prevailed
and haute couture was invented in Paris.
Switzerland experienced an extraordinary
boom in tourism around this time, prompting
a demand for skilled personnel in the hospital-
ity industry. This urgent need prompted the
creation of the first hotel school in the world,
the École hôtelière de Lausanne, or the EHL.
The École hôtelière de Lausanne is considered
not only the first but also the best hospitality
school by many. It is ranked at number one in
the survey conducted by Taylor Nelson Sofres
and has both history and prestige on its side.
Graduates from EHL can be seen working in
many of the senior positions at large, interna-
tional chains such as Ritz-Carlton, Four Sea-
sons, and the Hyatt, as well as more independ-
ent hotels such as the Venetian Macau.

16
Located in Lausanne, Switzerland, the École hôtelière de Lausanne not only focuses on the science or business aspect
of management, but the art aspect of management as well, focusing on creativity and innovation. Students take
courses such as “Wine Knowledge and Cellar Management” or “Gastronomy and History of Taste” to satisfy the art of
hospitality side. The science of hospitality requirement can be fulfilled by completing classes such as “E-Commerce and
Technology” or “Competitive Strategy.” An international school, the École hôtelière de Lausanne boasts alumni from
more than 100 different countries, and connects the students with industry specialists. Known for their intensely loyal
alumni, the EHL connects students with graduates working in both developing and industrialized countries. The school
offers three different programs: a Bachelor, a Diploma, and a Master’s.

Bachelor Diploma Master

Duration 4 years 2 years 14 months
Final Project Student Business Project, Creative Business none
Student Entrepreneurship Project
Project, or Student
Research Project

Internships 2 2 0
Average Age 19.5 24 28

The Bachelor program is a 4 year path that a candi-

date can either complete in English or in French, as
Lausanne is located in the French-speaking part of
Switzerland. The program is structured so that in the
first year, labeled the preparatory year, students
learn the fundamentals of hospitality through an in-
dustry work at the school. Students work in all as-
pects of the school’s restaurants, bars, quarters, etc.
in addition to taking courses that mirror the intern-
ships. The first year is then followed by a 16 week
internship, either in Switzerland or abroad. In the
second year, study focuses more on the core busi-
ness skills such as accounting and statistics ,as well
as human resource management. The third year of
the program looks at adding value to the hospitality
company, concentrating on not only making opera-
tions more efficient, but also how to maximize cus-
tomer satisfaction through classes focusing on topics
such as accommodation management as well as fi-
nance. This is then followed by a 20 week industry
internship at a more managerial level. The fourth
and final year is spent looking at strategic innova-
tion, culminating in a Student Business Project, a Stu-
dent Entrepreneurship Project, or a Student Research Project. The Student Research Project involves working in a con-
sulting-type position for a company interested in planning and implementing a new hospitality concept or product.
The Student Entrepreneurship Project connects students with alumni or current staff to who are looking to launch a
new company. Students are given the opportunity to draw up new business plans or adapt existing ones. Lastly, the
Student Research Project integrates students directly into relevant research projects about finance, marketing, or hu-
man resources.
17
The Diploma program is a two-year course designed for profes-
sionals with at least a year of hospitality experience under their
belts. It is a short but intensive program that is split into four
terms. Similar to the Bachelor program, the first term is spent
learning the operations of a hotel by allowing students to work in
all aspects of the hotel through rotational shifts. This hands-on
experience is supplemented with basic course on architecture,
housekeeping and culture. The second term is a 6 month in-
company experience in Switzerland. The third term focuses
more on leadership and supervision at the management level.
The fourth term is another in-company experience, although this
one is at a more administrative level. Later, after the second in-
company experience, students are asked to present a detailed
analysis about a task or problem that will be presented to the
EHL. The program concludes with a creative business project
that is mentored by professors as well as professionals in the
field. This project is completed over the course of the program
and involves writing a business plan that includes weighing risks
and defining objectives as well.

The Master’s program is the shortest of the three at 14

months and is geared more for those looking for a ca-
reer change. Lausanne’s Master of Hospitality Admini-
stration is similar to an MBA-style degree and requires a
full-time commitment. The program is set up so that
there are six weeks of pre-course work, titled Financial
Business Metrics, which ensures that each student has
sufficient quantitative skills before arriving on campus.
The rest of the program is split into two modules that
focus on administration and leadership at a higher level,
incorporating strategy and techniques. The first module
delves into the art and science of management, while
the second looks at legal strategies, real estate valua-
tion, and more. The program also allows students to
attend a series of talks given by distinguished leaders of
the hospitality industry, as well as to take class excur-
sions to different hospitality and service companies in
order to study company culture and operational per-
spectives. These class excursions are not only limited to
Switzerland, as, in the past, students have visited Paris,
Dubai, and London, to name a few.

Interested in learning more about the École hôtelière de Lausanne?

Visit their website at http://www.ehl.edu for admissions details and industry insight.

18
INTERNATIONAL LEASE FINANCE CORPORATION
By Jaeman Kim
Staff Writer

The International Lease Finance Corporation, also known as ILFC, is an aircraft lessor (they rent out airplanes)
headquartered in Los Angeles, California. The company is currently the largest aircraft lessor by value, boasting an
inventory of more than 1000 planes. Its customers include Air Canada, American Airlines, Delta Airlines, and other large
airline companies.

A company like ILFC sounds like it would have a strong financial standing considering how successful the business has
been since its inception in 1973, but in the last year, the company is in serious jeopardy thanks to the economic
pressures that many other companies are currently facing. However, the problem is not that ILFC’s business model has
failed. Rather, the problem is that ILFC is owned by American International Group (AIG), the very same AIG that has
recently received billions of dollars in bailouts.

Father and son team Leslie Gonda and Louis L. Gonda founded ILFC in 1973 along with Steven F. Udvar-Hazy. Then in
1990, AIG bought the company for $1.3 billion. Until 2008, ILFC continued to post record profits year after year. In 2007,
ILFC earned revenues of $4.73 billion and income of $604 million. However, the international economic crisis brought
problems for ILFC. The problem is that AIG’s credit rating is also ILFC’s credit rating, since the former owns the latter.
Before the current economic crisis, AIG’s AAA credit rating gave ILFC access to funds at rates that other lessors could
not possibly obtain. However, as AIG’s credit fell,
so did ILFC’s. A lower credit rating means that it
becomes much more expensive to borrow money,
since a lower rating means higher risk. Therefore
ILFC’s costs of operations began to soar. Then by
late last year, word came out that ILFC was looking
for a new buyer, perhaps even current CEO and
company founder Udvar-Hazy. However, to this
day, it does not seem that there are any potential
buyers.

Potential buyers are holding back due to several

factors. First, there is the fact that ILFC’s amount of ILFC CEO, Steven F. Udvar-Hazy
debt has risen significantly, mainly due to the rising
costs of operations. In January 2008, ILFC’s interest rate on its debt was 3.85%. However, that number has risen to
8.4% as of September 2008. It also has 48 aircrafts that it must pay for this year.

Another problem that a potential buyer would face is ILFC’s unsecured debt, or debt that is not tied to any property. It
is currently backed by AIG. However, if the company were to change hands from AIG to another owner, this debt would
be re-priced by the holders of the debt, forcing ILFC to pay even more interest than it already is.

The current problems that ILFC faces are also having an effect on other companies, mainly Boeing and Airbus. ILFC is
one of Boeing and Airbus’ biggest customers. In fact, many of the decisions that the airplane manufacturers make also
go through Udvar-Hazy. Rising interest rates will cause the prices that ILFC pays for planes to rise, and may even
possibly lead to order cancellations. That, along with possible cancellations from other lessor companies, could mean
disaster. Still, there are countless other companies that will suffer, including airlines, airline maintenance companies,
engine manufacturers, and parts suppliers.

Udvar-Hazy has stated that ILFC is currently seeking to refinance billions of dollars in short-term debt and a failure to
come up with cash to finance its short-term operation may threaten its survival. Refinancing may include lower interest
rates, or possibly a different schedule to pay the money back. However, with no potential buyers, it remains to be seen
whether ILFC will be able to come up with the cash that it needs.
19
TEN
By Dmitry Shuster
Staff Writer
MONEY-SAVING
travel tips
As summer approaches, many people are planning various trips and vacations. In this type of economy, it behooves
us to save as much money as possible while still embarking on rather memorable and enjoyable trips. Fortunately, it
is not difficult to take a pleasurable trip or vacation without breaking the bank. Here are several travel tips that can
benefit your travel experience without making your wallet too angry.

1. Research airfares and hotel rates

Make sure to compare airline tickets and hotel rates through various
websites such as Expedia, Travelocity, Yahoo! Travel, CheapTickets,
and Priceline. Kayak.com is a very useful website which searches over
150 sources, saving you lots of time. Often you can find combinations
of airline flights and hotels that can save a bundle. Also, be sure to
check with your local travel agent, as he or she can purchase many
airline tickets at wholesale prices which are hundreds of dollars less expensive than prices that are quoted online.

2. Book in advance (nothing else is

capitalized this way)
Airlines often release cheap tickets approximately four months in ad-
vance of the actual flight date. Thus, it is wise to start planning the trip
in advance, rather than having to book everything in a panic close to
the departure date. For instance, book a winter ski getaway in the
summer. Many thrift-conscious travelers begin to plan their trips well
in advance. This consists of comparing airfare and hotel prices, plan-
ning out trip routes and destinations, and making sure that all of the
necessary arrangements are made.

3. Travel in the off-season

Many tourist destinations have ‘hot seasons’ when tourism is at its highest point. Usually, hotel rates and airline tick-
ets are most expensive during these periods. Tickets for international flights, for example, can be hundreds of dollars
more expensive during the summer months relative to other times of the year. If your schedule permits, it may be
wise to travel during off-peak times when prices are noticeably cheaper. Why not take a cruise in the summer or visit
Europe in the fall? If traveling to winter destinations, you can often find deals for the weeks before and after peak
season because hotels and travel vendors are looking to boost business. “Shoulder season” – the period between the
low and high season – offers savings opportunities as well. Mexico is delightful in late spring, rather than typical win-
tertime, and airfares are more affordable. On the other hand, deals are scarce for air travel over the end-of-year holi-
days (Thanksgiving, Christmas and New Year’s Day), Because demand is so high.

20
4. If you cannot fly, stay close to
home
Many airlines still have high ticket prices, so it may be more
advantageous to travel to destinations that are within driving
distance. Globe Pequot Press publishes guides in Day Trips and
Quick Escapes series which contain numerous ideas for itiner-
aries and trips in local cities.

5. Consider staying at hostels

It may not sound attractive at first, but hostelling is one of the
easiest ways to save money. Hostels around the world provide
dorm-style rooms for $15 to $40 per night. Many of them also
offer private rooms for families and couples. Amenities may
vary, but more often than not, hostels offer communal kitch-
ens and laundries, television and internet access. Hostels.com
is a good place to start your search of 20,000+ hostels world-
wide.

6. How about Mom-and-Pop

operations?
If you are considering shorter trips, try staying at a local bed-
and-breakfast or inn rather than a large hotel. These mom-and
-pop places are often providing discounts to fill vacancies and
may provide a more relaxed setting than a large metropolis
hotel. Visit bedandbreakfast.com to find weekly deals and dis-
counts on great bed-and-breakfast getaways.

7. Couch surfing
You may or may not have heard of this particular term. It has
been gaining popularity as of late, and refers to the world’s
largest hospitality exchange network. Through the website,
www.couchsurfing.com, you are able to connect with over 1
million members in 232 countries and territories, all of whom
are willing to accommodate you free of charge. The exchange
is entirely voluntary and you can work out the details of your
trip in advance with your host. The entire purpose of this or-
ganization is to immerse yourself in the local culture while be-
ing accommodated by a local resident at his or her dwelling.

21
8. Join frequent flier programs
You may think that it is practically impossible to earn
free trips, but on the contrary, it is quite simple and of
no cost to you. Whether you travel rarely or fre-
quently, it is still beneficial to join a frequent flier pro-
gram. Nearly all airlines offer these types of programs
and you begin collecting reward miles on your very
first flight. Each time you fly, remember to give them
your membership card, and you will
continue to earn miles which you can
then redeem for free flights, merchan-
dise, hotel stays, and more. Web-
Flyer.com is a good website for fre-
quent fliers as it allows you to com-
pare various programs and get the
best upgrade for the miles you’ve
earned.

9. Dining opportunities
Food can be especially expensive in many places. Many
tourists often limit the number of meals that they eat at
a restaurant to one per day. It is also a good idea to pur-
chase snacks (such as fruits, vegetables, sandwiches)
that can be taken back to the hotel and eaten there. An-
other great way to stretch your budget is to eat break-
fast at the hotel. Many hotels offer continental or buffet
breakfasts with your accommodations and it is certainly
in your best interest to take advantage of this conven-
ience rather than going out in search of breakfast.

10. Exchange rates matter

Exchange rates can be the difference between getting a
great bargain and losing your money. Many exchange cen-
ters have very bad exchange rates, so do not use them; in-
stead, search the internet to find out good places to get cash
in the local currency. It is also often advantageous to use a
debit card, rather than U.S. dollars or traveler’s checks. You
will get the best interbank exchange rate when buying for-
eign currency with either ATM cards or credit cards, which
will usually be 2 to 7 percent lower than the rates you would
otherwise get when exchanging cash or traveler's checks. Try
to use credit cards whenever possible for large purchases
such as hotel bills, tickets and car rentals, but keep in mind
that most credit card companies do add small fees for transactions made in foreign currencies.

22
 STUDYING ABROAD:
TRAVELING WHILE EARNING UNITS, TOO!
By Stefanie Ju
Staff Writer

Traveling to foreign countries,or even within the United States, has always been a popular pastime, especially for
young college students who are not yet tied down by full-time careers. College is one of the prime times to travel—
whether it be with student groups, tours, or a type of work study or study abroad program. Many students choose to
participate in these programs during their 4 years in college, spending entire semesters or years abroad in such coun-
tries as Greece, Spain, or the United Kingdom, all the while completing units toward their degree. There is a certain
appeal to studying in a foreign country—it so perfectly combines the travel and exploration aspects that many young
people thirst for, but at the same time allow students to stay reasonably within graduation and unit deadlines. Today,
many universities have created large study abroad programs.

BENEFITS OF STUDYING ABROAD

Studying abroad helps facilitate personal growth; it is an eye-opening and enriching adventure in which students can
learn beyond the classroom walls. Not only do students take classes with foreign professors (and are thus exposed to
very different ways of thinking), but they also explore the culture that a region has to offer. Students who return from
their travel study programs usually find that their experiences have matured them both intellectually and personally.
Learning about another country’s people, customs, and language allows students to see beyond the scope of their uni-
versity’s bubble, and helps them gain a general appreciation for the human race. Living in another country also helps
students understand different perspectives in international political
and economic issues.

The costs of travel study programs vary by the type of program and
location in which the student is interested. If students choose to
study through a program that UCLA offers, then tuition fees will be
the same amount that they currently pay. However, based on what
a host university charges for room and board, overall fees can fluc-
tuate greatly depending on the program. In the end, the UCLA Inter-
national Education Office (IEO) has tried to make each program as
affordable as possible.

STUDY ABROAD VS. TRAVEL STUDY

Many students are overwhelmed by the number of programs that
universities now offer. Study abroad and travel study programs gen-
erally facilitate student learning and offer units towards a degree as
well. Travel study programs usually concentrate on learning about
topics specific to an area in which students are studying. For exam-
ple, UCLA is offering Asian American Studies in Hawaii and Ger-
manic History and Culture in Vienna and Munich. In travel study
programs, students are choosing to live within the culture that they are studying, observing historical and cultural im-
plications and applying what they learn to the atmosphere around them. Study abroad programs are more general. In
these programs, students choose to live abroad (usually in dormitory-like settings) in a host university while simultane-
ously taking regular classes that a university offers the general student population. These classes are usually less fo-
cused on a region’s culture or history, and are more geared towards fulfilling a student’s major or minor requirements.

23
The most significant difference between travel study and study abroad programs is the emphasis on the type of mate-
rial that students will be studying. Travel study programs provide an in-depth focus on the specific region that students
are studying in, while study abroad programs lack an underlying theme in the types of classes that students can take;
they can choose from any of the classes that the host university is offering.

CHOOSING A PROGRAM AT UCLA

UCLA offers a wide range of travel study and study abroad programs offered through the IEO. There are programs of-
fered during every quarter of the year; however, many host universities abroad only offer programs during certain
quarters, so it is important to check with the international education office about dates and programs.

UCLA offers many travel study options, including programs in Archaeology, Global Studies, International Business Law,
and Political Science. These programs allow students a much more specific cultural concentration in their studies. UCLA
also offers a large array of study abroad programs through the Education Abroad Program (EAP). Through EAP, the Uni-
versity of California system offers over 140 exchange programs in more than 30 countries. Within the EAP’s study
abroad programs, students also get the choice of studying in immersion, UC Construct or International School pro-
grams. Students in immersion programs enroll directly in a host university in a foreign country and take courses along-
side regular, degree-seeking students. Students who choose to
study in UC Construct programs take courses developed by the
University of California with other UC students only. Interna-
tional School Program students take courses with other study
abroad students from around the world, but generally not with
other students from the host country.

In order to learn more about UCLA’s options, students can visit

the International Education Office in Murphy Hall. The IEO also
puts on study abroad fairs in order to help students learn more
about individual programs, and holds workshops and informa-
tion sessions to help guide students through the selection and
application process.

Deadlines for study abroad and travel study programs for Fall
Quarter of the 2009-2010 school year have already passed. How-
ever, applications for Spring Quarter are still open, so students
who wish to participate should explore it as soon as possible.

HOW TO APPLY?
In order to apply for any of the previously mentioned programs,
or learn about other programs that UCLA offers its students, it is
important to visit the International Education Office. It supplies
students with pamphlets detailing dates of programs and application deadlines, and arms students with information
about specific programs that may interest them. Applications differ from program to program, but many can be com-
pleted online, with a hard copy turned into the IEO and later forwarded to host universities.

If students cannot find what they need from any of the programs that UCLA offers, they can also directly apply to a for-
eign university at which they would like to study. However, it is a student’s responsibility to keep track of how his or
her own units transfer into credits towards a degree once they return to UCLA. Some students enjoy the flexibility of
finding their own programs separate from the UC office.

24
 ECOTOURISM
TRAVELING TO SAVE THE WORLD
By Julie Chen
Staff Writer

WHAT IS ECOTOURISM?
In an attempt to lessen the adverse side ef-
fects of conventional tourism, more environ-
mentally and socially conscientious modes of
tourism have been promoted, usually re-
ferred to as ecotourism and sustainable tour-
ism, though it may also been known as re-
sponsible tourism, nature- based tourism,
green tourism, or alternative tourism. Gener-
ally speaking, ecotourism focuses on personal
growth, volunteering, and learning better
ways to live on our vulnerable planet. The International Ecotourism Society (TIES) describes ecotourism as “responsible
travel to natural areas that conserves the environment and improves the well-being of local people,” and it defines sus-
tainable travel as “tourism that meets the needs of present tourist and host regions while protecting and enhancing
opportunities for the future.” Ecotourism usually involves traveling to protected areas, in order to benefit the eco-
nomic development and political empowerment of local communities. Tour guides in many eco-destinations are
trained to communicate environmental awareness. Ecotourism not only reminds us how much we impact the world,
but also allows us to better appreciate our own natural habitats. Tourists are encouraged to build meaningful connec-
tions with local people to cultivate respect for different cultures; responsible ecotourism includes programs that en-
hance the cultural integrity of local people. Initiatives by groups in the hospitality sector promote recycling, energy effi-
ciency, water reduction, and the creation of economic opportunities for local communities.

ECOTOURISM AS A BUSINESS
According to the World Tourism Organization, ecot-
ourism is seen as one of the fastest growing mar-
kets in the tourism business. With an annual
growth rate of 5% worldwide, ecotourism repre-
sents 6% of the world gross domestic product and
11.4% of all consumer spending. The travel industry
has joined forces with various environmental or-
ganizations and park agencies to sponsor nature
travel as the trendiest activity to partake in that still
benefits the environment. Nature-based tourism is
promoted by the travel industry as a distinctive opportunity to see and experience natural environments and local cus-
toms in ways not offered to participants in mass tourism. Some companies, such as Intrepid Travel, Frontier, and Ma-
rine Conservation Society, specialize in ecotourism by designing their trips to be environmentally, culturally and socially
friendly. This form of tourism is especially important to developing countries, as tourism is the principal export for 83%
of developing countries, and the leading export for a third of the world’s poorest countries. Businesses are creating
25
camps and eco-lodges in these underdeveloped nations, while natural resource managers are designing trails and
tours. Tourism is changing rapidly as it is required to meet stricter environmental requirements. This presents a chal-
lenge to the government and private businesses to create new approaches to the tourism market. Businesses aim to
get people to enjoy and learn about the natural, historical, and cultural characteristics of unique environments, while
preserving the integrity of those sites. However, strategies must be economically feasible if private investors are to
support the projects.

ECOTOURISM AND THE RECESSION

Though ecotourism has grown rapidly over the past decade, the global economic crisis is expected to slow international
travel this year, especially for nature enthusiasts. International tourism began to slow in June of 2008. This year, the
World Tourism Organization (WTO) estimates that the rate of cross-border visits will remain steady or decline 2%.
Globally, businesses
are cutting their
travel budgets,
meaning that expen-
sive eco-conscious
destinations may be
bypassed. If the re-
cession forces tour-
ism businesses to lay
off workers, ecotour-
ism industries are not likely to supply renewed employment opportunities, due to the decline in global demand for the
commodities. Less than 20% of companies rated environmentally friendly travel as a high priority in a survey conducted
by the Association of Corporate Travel Executives and KDS, a European business consultancy. The idea that sustainable
tourism could sustain economic growth during the recession was promoted during the first meeting of the WTO's re-
cently formed Tourism Resilience Committee in January. Tourism ministers compelled countries to include ecotourism
in their economic stimulus packages, in order to offer wider support for “green jobs.”

Top 5 Destinations for Ecotourism

1. Palau: Recognized as one of the world’s most prominent diving destinations, this underwater wonderland features
more than 500 species of coral and 1,400 kinds of fish. Palau’s remote location in the westernmost corner of Micro-
nesia has helped to guard both its natural resources and its cultural traditions from the destructive effects of mass
tourism.

2. Norwegian Fjords: The strict environmental regulations of Norway have helped protect the pristine beauty of their
snowcapped mountains and tumbling waterfalls. Along with the region’s natural attractions, the fjords are also home
to several small fishing villages where local traditions have survived for hundreds of years.

3. Kerala, India: Often referred to as “God’s Own Country,” this small state on India’s southwestern coast is home to
hundreds of unique animal species, including elephants, bison, wild boar, and the endangered nilgiri tahr. The lush
virgin forests and clean sandy beaches are carefully protected by the local population.

4. Costa Rica: With misty cloud forests, black sand beaches, and rushing river rapids, Costa Rica offers many outdoor
activities for both nature enthusiasts and hardcore adventurers. A wide variety of creatures live in Costa Rica’s na-
tional parks and wildlife refuges, including monkeys, manatees, sea turtles, sloths and poison dart frogs.

5. Kenya: Best known for the lions and elephants that populate its wide savannas, Kenya is also home to mountains,
lakes, rainforests, deserts and beaches. Its incredible natural diversity is protected in about 50 national parks and re-
serves across the country. All tourism is overseen by Ecotourism Kenya, which protects the local environment through
community outreach and education projects.
26