Seoul tourism is rebounding after the COVID-19 pandemic shut down international travel and hit airlines, travel agencies, hotels, duty-free shops, restaurants and performance venues. The disruption also accelerated a shift away from low-cost, shopping-focused group tours toward travel that blends hiking, Korean pop culture, arts, hands-on experiences, festivals and city lifestyle.
At the center of that shift is Gil Gi-yeon, CEO of the Seoul Tourism Organization, who took office during the pandemic and became the first to win a second term. Under his leadership, the Seoul Lantern Festival, the Seoul Downtown Hiking Tourism Center, Gwanghwamun Seoul Summer Beach, Yeouido Seoul Dal and the Seoul Culture Lounge have become signature offerings. He described the organization’s role as “to get tourists from around the world to come to Seoul, spend a lot of money, and help Seoul’s economy prosper.”
Gil’s stated goal is to lift Seoul into the world’s top five tourism cities. In 2023, he unveiled the “Seoul Tourism Future Vision 3377 Strategy,” calling for 30 million foreign visitors, 3 million won in spending per visitor, an average stay of seven days and a 70% repeat-visit rate. Some indicators are nearing those targets. “Spending of 3 million won has risen to about 2.7 million won, the length of stay is close to six days, and the repeat-visit rate is nearing 50%,” he said.
Gil said Seoul’s next edge will come from content, not just totals. While K-pop, Korean food and beauty trends are driving visits, he said the “post-Hallyu” strategy should be arts tourism, building a structure in which performances, museums and galleries support city tourism, as in New York, London and Paris.
The following are excerpts from a Q&A with Gil.
“COVID wasn’t a collapse of tourism. It was a chance to pivot.”
- You took office when tourism had effectively stopped. What was your first judgment?
“Tourism is an industry where people feel satisfaction through face-to-face activities. During COVID, movement itself became impossible, and in-person contact was difficult. So we thought about what could be done without direct contact. We held MICE meetings online, and because infection risk is relatively lower outdoors, we planned hiking tourism as well.
The travel industry was in serious trouble. After discussing it with Mayor Oh Se-hoon, we provided about 30 billion won in support to the travel sector. I believed the crisis would pass. There was MERS and SARS, and they were overcome. So I thought we had to prepare for what comes next.”
Gil said the core of crisis response was “calm preparation,” using the pause to identify weaknesses and develop new content.
- You said it was a chance to pivot, not collapse. Why?
“Before COVID, Seoul tourism depended heavily on shopping. When Chinese group tourists came, tours often took them to shopping centers. There were many cut-rate tours, and Chinese tourists also had complaints. When COVID hit, that structure disappeared. Cut-rate tours couldn’t survive. I think it became a turning point to return to higher-quality tourism.”
“From a contract operator to a content producer”
- What drove the results that led to your second term?
“I keep thinking and value creativity. Rather than copying what others have done, I try to do something new. In the past, the Seoul Tourism Organization largely carried out work commissioned by the Seoul city government’s tourism bureau and earned some fees.
After I arrived, we launched many independent projects. I believed we needed our own ability to survive. Examples include the Seoul Downtown Hiking Tourism Center, the Seoul Lantern Festival, Gwanghwamun Seoul Summer Beach, Yeouido Seoul Dal and the Seoul Culture Lounge. We launched new content every year.”
“Foreigners are amazed by Seoul’s mountains”
- Foreign hiking tourism that began in 2022 drew attention. Where did the idea come from?
“I know a German woman who said she loves Seoul every time she visits because the mountains are close. She lived in Munich and said it takes six hours to reach mountains there. In Seoul, mountains are nearby, and there are temples on the trails. She said the temples are beautiful. That inspired me.
We surveyed about 3,000 foreign followers. When we asked whether they wanted to visit Seoul’s beautiful mountains, 85% said yes. When we asked whether it would be good if we lent hiking gear and shoes for free, more than 95% said it would be great.
That gave us confidence, and we opened the first center at Bugaksan. Mayor Oh liked it, so we created a second and third. Even now, users are increasing by more than 50% each year.”
Gil listed Seoul’s strengths as cleanliness, the Han River, mountains, 600-year-old palaces, dynamism, friendliness and safety. “A beautiful major city surrounded by mountains is rare globally,” he said.
“‘Living like a Seoulite’ can be a tourism product”
- Tourism is shifting from landmarks to experiences. How far will it go?
“Experiential tourism will be the main trend. People have already seen landmarks like the Statue of Liberty or the Eiffel Tower. Now they come to Seoul and wonder what to eat, what to wear, and how Seoulites live.
Seoul’s streets and citizens have appeared a lot in broadcasts, dramas and Netflix films. Foreign visitors want to try living like Seoulites. That’s why we make products like ‘living like a Seoulite.’ What Seoulites eat on the way to work, how they spend lunch, what they do after work — all of that can become tourism products.”
- Is the Seoul Culture Lounge an example of experiential tourism?
“Yes. There was an empty 250-pyeong space on the 11th floor of the Seoul Tourism Organization’s Samil Building. It was a waste to use it only for events. With Hallyu rising, we decided to create a Hallyu experience center, the Seoul Culture Lounge.
We teach Hangul there. King Sejong created Hangul so ordinary people could learn it easily. These days, foreigners also want to learn it. They practice Hangul and take home items like fans or desk clocks with phrases such as ‘I love Seoul’ written neatly. They also paint folk art and make business card holders with mother-of-pearl. About 20,000 people come a year, and 100% are foreigners. They really enjoy it.”
“K-pop is powerful, but it can fade — post-Hallyu is arts tourism”
- How will you sustain the Hallyu-driven tourism boom?
“K-pop, Korean food and beauty are booming, and many foreigners are coming. We should capitalize while the momentum is here. The government and Seoul should invest more boldly and keep drawing tourists to Seoul using K-pop.
But I think Hallyu can fade out someday. Japan’s J-pop was popular in the 2000s but isn’t what it used to be. Hong Kong films swept the world in the 1980s, but fewer people seek them out now. So we are positioning arts tourism as post-Hallyu.”
- Why make arts tourism a core future strategy?
“Tourism cities like New York, London and Paris have not only landmarks but also strong musicals, theater, ballet, symphonies and fine arts. People go to see them. I visited the Prado Museum in Madrid. I went to see Picasso’s ‘Guernica,’ and the line was about 2 kilometers long. One museum attracts 3.5 million visitors a year. New York’s Metropolitan Museum of Art attracts 6 million. If something like the Lee Kun-hee Museum is fully realized, I think the cultural impact will be significant.”
“The Seoul Arts Tourism Alliance links culture institutions and tourism”
- You also launched the Seoul Arts Tourism Alliance. What is the plan?
“Last year we formed an alliance with about 100 institutions, including musical theaters, the Sejong Center for the Performing Arts, the Seoul Arts Center, the Leeum Museum of Art and the Kansong Art Museum, so tourists can access those places more easily.
The Seoul Tourism Organization, the Sejong Center, the Seoul Philharmonic Orchestra, DDP and the Seoul Business Agency, among others, meet as well. We post their programs on our website and channels seen by tourists worldwide. Foreign visitors see them and go to the programs. It’s creating synergy.”
Gil said the organization will also hold an arts tourism product contest this year and work with travel agencies to sell arts tourism courses.
“3377 is a numeric goal for Seoul tourism”
- What is the status of the 3377 strategy?
“3377 means bringing in 30 million foreign tourists, having each spend 3 million won, having them stay an average of seven days, and raising the repeat-visit rate to 70%. Right now, foreign tourist numbers are close to 20 million, so 30 million may take some time.
Spending per person has nearly reached 2.7 million won, the seven-day stay is close to six days, and the 70% repeat-visit rate is also improving, with the current level nearing 50%.”
Gil said reaching 30 million visitors could take longer than planned but could be achieved within three to four years. He cited Japan as a comparison, saying Japan now leads in foreign visitor numbers though the two countries were once similar, and added that Korea also has diverse attractions.
“Tourism is a core national industry — bigger job impact than manufacturing”
- Many argue tourism should be treated as a high value-added industry. Do you agree?
“Tourism is an extremely high value-added industry. During COVID, when tourists didn’t come, city shops closed and struggled. When tourists come, they eat, sleep, shop and move around. All of that connects to money.
There are statistics saying tourism has four to five times the job-creation effect of manufacturing. We shouldn’t view tourism as just leisure and entertainment. It should be seen as a core national industry.”
He also said tourism demand will persist in an era of AI and robots because it is an experience industry that cannot be replaced digitally. He said tourism’s share of Korea’s economy remains under 3% and the tourism balance runs deficits each year, adding that 30 million visitors and 3 million won in spending per person could make a surplus possible.
“Seoul’s strengths are cleanliness, safety, friendliness, the Han River and mountains”
- What do you see as Seoul’s key advantages?
“Seoul is very clean. If you look at subways in London, Paris or New York, some places are dirty. Seoul is clean, and it has the Han River. Being a city surrounded by mountains is also a major advantage. Most major cities are on plains, and cities as beautiful as Seoul, surrounded by mountains, are rare.
There are 600-year-old palaces, and the city is lively and dynamic after rapid industrial development. People are friendly to foreigners, prices are relatively reasonable, and public safety is strong. Seoul is competitive because it meets many of the elements tourism needs.”
“Influencers, BTS and Jennie help introduce Seoul to the world”
- How are you using travel influencers?
“We run a program called Global Seoul Mate. Once a year we select foreign students enrolled at universities in Seoul. We give them missions once a month — for example, to cover and post about Yeouido’s cherry blossoms or the Han River — so people around the world can see Seoul’s appeal.”
Gil said BTS served as Seoul’s promotional ambassadors for five years, producing content filmed at locations including Dongdaemun, DDP and Sebitseom that generated major exposure. He said a promotional video made last year with Blackpink’s Jennie was shown to more than 600 million people.
“Overtourism: Bukchon already needs management”
- Some major destinations face backlash over overtourism. What about Seoul?
“In Seoul, Bukchon is a representative case suffering from overtourism. Now large buses cannot enter Bukchon between 10 a.m. and 5 p.m. It’s a measure to protect residents’ daily lives.
In areas where tourists concentrate, we should consider entrance fees or mechanisms like tourism taxes or city taxes so residents also benefit. Places like Las Vegas collect city taxes and keep building convention centers. Japan also collects hotel lodging taxes. These systems are needed for tourism to grow rapidly.”
“Seoul needs more hotels — both midrange and luxury”
- What must Seoul improve to become a top-five global tourism city?
“First, there must be more flights into Seoul. And if more than 30 million tourists are to stay, we need hotels. More world-class luxury chain hotels should come in. It’s difficult because land is limited, but it’s necessary.
At the same time, more midrange hotels, around three-star level, should be built. Many midrange hotels have opened in areas like Mugyo-dong and Jonggak by remodeling existing buildings, and we need more of those. Rooms will continue to be in short supply. We should offer more generous floor-area ratios so more businesses can enter the hotel sector.”
Gil said Seoul would need accommodation infrastructure to look beyond 30 million visitors and even toward 50 million. He added that Seoul’s overall city competitiveness is already high, but its tourism ranking still needs to rise, and that top-five status would be difficult even with 30 million visitors, requiring a level closer to 50 million.
“Over the next 10 years, I want to make Seoul a city where anything is possible”
- What should Seoul become over the next decade?
“Seoul should become a city where anything is possible. Our catchphrase is ‘Absolutely in Seoul.’ That is our goal.
It should be comfortable, with hotels always available, and strong taxi, bus and subway service. Interpretation should be good, and it should be convenient to go anywhere. A well-built information and communications network is also a major advantage. If we provide information properly and keep strengthening city competitiveness, I’m confident Seoul will naturally rise in the rankings even without anyone’s recognition.”
- As CEO, what do you most want to achieve?
“I have many ambitions. I don’t think we’re even halfway there. My ideal is to make Seoul a place where people from around the world come and feel very happy — a fun Seoul, a delicious Seoul, a Seoul with many things to see, a Seoul they want to return to. I think we’re gradually getting there.”
[Gil Gi-yeon] Gil Gi-yeon, CEO of the Seoul Tourism Organization, is a field-oriented tourism leader credited with guiding Seoul’s recovery and pivot during the COVID-19 crisis. He became the first head of the organization to win a second term and rolled out Seoul-focused tourism content including the Seoul Lantern Festival, the Seoul Downtown Hiking Tourism Center, Gwanghwamun Seoul Summer Beach, Yeouido Seoul Dal and the Seoul Culture Lounge. During the pandemic shutdown, he pursued support for the travel industry, noncontact tourism and hiking tourism. His “3377 strategy” calls for 30 million foreign visitors, 3 million won in spending per person, a seven-day average stay and a 70% repeat-visit rate. As a post-Hallyu strategy, he has emphasized arts tourism. He argues tourism should be treated not as a simple service sector but as a core industry that strengthens the city economy, jobs and national brand.
* This article has been translated by AI.
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