Online Reporter
Farai Chigora
THE entrepreneurial agenda has increasingly taken centre stage in business modelling and ownership patterns in Zimbabwe. Inspired by the visionary leadership of the Second Republic, spearheaded by President Mnangagwa, this momentum has extended across all provinces and districts of the country.
As a result, further growth in the tourism industry is both evident and anticipated as Zimbabwe advances the implementation of the National Development Strategy 2 (NDS2), driven by an innovative mindset for sustainable economic growth.
For aspiring entrepreneurs, the present moment presents an opportunity to strategise and act inclusively, ensuring that no one is left behind in the collective journey towards the attainment of Vision 2030.
There is continued reflection on the milestones that have elevated Zimbabwe through diverse tourism initiatives led by indigenous entrepreneurs.
Even as other economic sectors record steady growth, the tourism industry is advancing in tandem, as reflected in data compiled by ZimStat between 2024 and 2025.
Zimbabwe is open for business, and the future remains promising. Despite persistent challenges, tourism entrepreneurs are gradually gaining confidence in their capacity to contribute meaningfully to the national economy, provided they receive adequate intellectual and technical support.
Indeed, it can be said that “the sky is the limit” for this growing movement of progressive entrepreneurs within Zimbabwe’s tourism sector.
The overarching objective is inclusive participation, recognising that every stakeholder contributes to growth in one form or another.
Admittedly, entrepreneurial ventures have at times been dismissed as failures from various perspectives. However, practitioners operating on the ground — under the leadership of the Government through Tourism and Hospitality Industry Minister Barbara Rwodzi — can attest to the reality of tourism enterprise across every level of the economy.
This spans micro enterprises and small to medium enterprises (SMEs) across all provinces, where tangible rewards are increasingly being realised as the sector moves beyond traditional business models.
To effectively strengthen the country’s tourism entrepreneurship strategy, it is essential for aspiring entrepreneurs to understand the breadth of the industry, which broadly falls into three categories: travel, accommodation and resorts.
As noted, opportunities exist at every level within these segments. Historically, tourism was perceived as an elite domain reserved for the wealthy, but it has since become evident that the sector is accessible across income levels for both operators and consumers. Today, tourism participation is no longer exclusive, as anyone can be a tourist at a time of their choosing.
One of the persistent challenges facing tourism entrepreneurs has been ineffective marketing, limiting their ability to sustainably deliver quality services in travel, accommodation and resort development.
There is therefore a need to refocus on innovative digital marketing to generate immediate and positive visibility for industry activities. The growth of social media platforms, integrated into local and global networks, has significantly enhanced marketing access for Zimbabwean entrepreneurs in both traditional and emerging tourism markets.
While access to capital remains a constraint to entrepreneurial growth across sectors, simple, affordable and convenient digital platforms now allow even the most basic smartphone to reach expansive global markets.
Beyond mere market access, content creation has enabled homemade brands inspired by the Proudly Zimbabwean tag to showcase themselves through visuals, jingles, imagery and storytelling. Brand creation and global exposure are now more accessible than ever.
As innovation becomes embedded in the tourism entrepreneurial mindset, “sustainability” has emerged as a key driver of global tourist interest. There is growing recognition that international tourists are increasingly reluctant to patronise tourism establishments that are not environmentally responsible.
This necessitates a re-examination of operational practices, including transport systems, support for the travel industry, accommodation design, and the management of natural habitats within resort settings.
Tourist appeal is not solely determined by modern infrastructure. The preservation of traditional spaces such as thatched huts and cultural heritage sites remains equally compelling, as demonstrated by the recently commissioned Baradzanwa Cultural Leisure Village in Mazowe, Mashonaland Central Province.
Visitors from across the globe appreciate the authenticity of such cultural heritage centres, where ambience and culinary aromas reflect nature and identity. This represents a form of simple innovation, leveraging indigenous endowments for socio economic transformation.
Similarly, the use of recycled materials in tourism facility designs has proven to be both attractive and cost effective, further contributing to sustainability within the expanding sector.
Community participation has also emerged as a powerful innovation underpinning tourism business success in Zimbabwe. Entrepreneurs increasingly benefit from collective synergies rather than operating in isolation.
Communities possess indigenous knowledge and practical insights that address ecological and operational gaps, strengthening business viability. This facilitates strategic modifications grounded in lived experience rather than experimental assumptions.
Those who have traversed these landscapes before now contribute meaningfully to tourism vibrancy, particularly in communities surrounding resorts. Their familiarity with terrain, heritage assets and safety considerations enhances the overall tourist experience.
At the same time, community involvement reinforces sustainability by fostering a sense of ownership and belonging among local people participating in tourism activities.
Events have also evolved from simple recreational gatherings into major tourism experiences appealing to both local and international audiences. Innovative thinking has transformed even private functions into curated attractions, positioning event management as a growing tourism enterprise across the region.
As previously noted, virtually every business intersects with tourism within Zimbabwe’s ecosystem. Activities ranging from food production and music to culture and religion contribute to socio economic well-being through job creation, revenue generation and improved mental health outcomes.
Tourism enterprises do not operate in isolation. Their offerings should extend beyond domestic markets to regional and international audiences. As Zimbabweans travel beyond borders, there is scope to develop customised innovations that integrate global best practices while strengthening local tourism offerings.
Natural features once regarded as ordinary — waterfalls, hills, mountains and bushlands — are now being recognised for their global appeal and transformed into viable tourism ventures. This reflects entrepreneurial innovation driven by opportunity, experimentation and community empowerment.
The critical question is whether tourism entrepreneurs are ready to embrace this progressive trajectory. Encouragingly, many are, particularly if business formalisation continues to improve.
The long-standing belief that entrepreneurial ventures fail due to weak structures, limited managerial capacity and poor financial management must now be challenged. Proper registration of tourism enterprises will enable entrepreneurs to benefit from waivers, exemptions and incentives introduced by the Second Republic.
These include tax and levy reductions, among other measures, aimed at stimulating growth within Zimbabwe’s tourism industry.
Finally, branding remains a powerful enabler. As highlighted throughout, amplified visibility strengthens impact. Generic advertising must be supported by strong brand identities that allow for measurable growth, consistent quality, positive imagery and wider awareness — ultimately fostering long term loyalty among current and prospective tourists.
l Dr Farai Chigora is a businessman and academic. He is a senior lecturer at Africa University’s College of Management and Business Sciences and a global business modelling practitioner. His doctoral research focused on Business Administration (Destination Marketing and Branding, Major, UKZN, SA). He is involved in agribusiness and consults for many companies in Zimbabwe and across Africa. He writes in his personal capacity and can be contacted at [email protected], www.fachip.co.zw, or +263772886871.
