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| ToursByLocals | |
|---|---|
| Name | ToursByLocals |
| Type | Private |
| Founded | 2008 |
| Founders | Euan Wilson; Bruce Poon Tip |
| Headquarters | Vancouver, British Columbia |
| Area served | Worldwide |
| Industry | Travel; Tourism |
ToursByLocals is a global marketplace connecting independent local guides with travelers seeking private guided experiences in cities and regions worldwide. Launched in 2008, the service positioned itself amid shifting patterns in TripAdvisor, Expedia Group, Airbnb-era peer-to-peer travel, and the rise of experience-focused itineraries popularized alongside companies like Viator and GetYourGuide. The company grew through partnerships, acquisitions, and platform enhancements that aligned with trends seen at Booking.com, Ctrip, TUI Group, and other major travel intermediaries.
Founded in 2008 by entrepreneur Euan Wilson with advisory input from travel industry figures including Bruce Poon Tip of G Adventures, the company emerged during a period marked by consolidation among online travel agencies such as Priceline and Orbitz. Early expansion paralleled investments by private equity firms and acquisitions in the sector like Expedia Group’s purchases and TripAdvisor’s move into experiences. Growth phases included geographic scaling into markets frequented by visitors to London, Paris, Rome, Tokyo, New York City, and Sydney. Strategic alignments reflected industry shifts exemplified by deals involving Viator, GetYourGuide, and company strategies advocated by travel commentators at Skift and analysts from Euromonitor International. The platform navigated regulatory and tax discussions similar to debates affecting Airbnb in cities such as Barcelona, New York City, and Amsterdam.
The company operated as a two-sided marketplace modeled on platforms like Uber, Lyft, and Etsy but oriented to travel services similar to Viator and GetYourGuide. Revenue derived from commission fees, supplier charges, and, at times, tiered listing services analogous to models used by Booking.com and Expedia Group. Guides retained independence in pricing and scheduling, mirroring freelancer arrangements seen with Upwork and Fiverr, while the platform mediated transactions and dispute resolution akin to methods used by PayPal and Stripe integrations. Partnerships and white-label agreements were pursued with tour operators and regional tourism boards such as those coordinating with VisitBritain, Tourism Australia, and municipal agencies in cities like Rome and Istanbul.
Offerings included private walking tours, culinary tours, cultural excursions, photography tours, and multi-day itineraries in destinations ranging from Kyoto to Marrakesh, Reykjavík to Buenos Aires. Features mirrored marketplace best practices: guide profiles with verified credentials, booking calendars, secure payment processing via systems used by Stripe and PayPal, and messaging functionality comparable to Airbnb’s host-guest communication. Ancillary services encompassed customizable private transfers often coordinated with providers operating fleets similar to those serving Heathrow Airport and Hartsfield–Jackson Atlanta International Airport, as well as tailor-made packages reminiscent of itineraries offered by Abercrombie & Kent and Intrepid Travel.
The competitive landscape included online travel experience platforms such as Viator, GetYourGuide, Airbnb Experiences, and regional operators like Gray Line Worldwide and national tourism organizations including VisitBritain and Tourism New Zealand. Indirect competition came from traditional travel agencies like Flight Centre and destination management companies such as Holland America Line’s shore excursion partners. Market pressures were influenced by macro trends reported by World Tourism Organization and performance indicators used by firms like Amadeus IT Group and Sabre Corporation.
Quality controls included guide vetting, profile verification, and user review systems similar to those employed by TripAdvisor, Yelp, and Google Reviews. Safety protocols paralleled industry standards advocated by bodies such as ASTA and guidance from health advisories issued by organizations like the World Health Organization and national agencies including Centers for Disease Control and Prevention. Insurance partnerships and contract terms reflected practices seen across travel suppliers working with insurers like AXA and Allianz Global Assistance.
The platform incorporated web and mobile interfaces compatible with ecosystems supported by Apple and Google, with payments facilitated by processors akin to Stripe and PayPal. Technical development followed agile practices common to software teams at companies like Atlassian and used analytics approaches similar to those applied by Google Analytics and cloud services offered by Amazon Web Services. Features such as dynamic search, localized content, and SEO strategies echoed tactics used by Booking.com and Expedia Group to capture demand across markets including Paris, Barcelona, Bangkok, and Los Angeles.
Critical reception highlighted the platform’s role in enabling micro-entrepreneurship among guides and diversifying visitor experiences in locales from Venice to Cape Town and Hanoi. Commentators compared its model to peer-to-peer innovations led by Airbnb, noting effects on local labor markets similar to discussions around Uber and gig economy dynamics analyzed by researchers at institutions like Oxford University and Harvard University. Tourism scholars connected platform growth to broader shifts documented by the United Nations World Tourism Organization and case studies in industry analyses published by Skift and Euromonitor International.
Category:Travel companies Category:Online marketplaces Category:Tourism