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Backpackers: The next generation?
Nonetheless, every older backpacker interviewed would recommend this form
of accommodation to people they thought “could handle it”. Most, however,
emphasised that they would advise others to stay in small, non-partying
backpackers’ accommodations, not the larger youth- and bus-oriented places.
Industry perspectives
Hosts’ objectives and expectations
Of the eight hosts interviewed in this research, four had entered this business as
a change of career – two for the presumed lifestyle, one because “I needed a job”,
and one because he thought managing backpackers would be easier than
managing 220 dairy cows. Four had travelled extensively themselves before
opening or buying a backpackers’ accommodation and, in part, chose this
business because “When you can’t travel, the world comes to you” (101). All are
now full-time operators, though one woman has a different “day” job that also
brings in revenue. Seven of the eight, however, use the backpackers’
accommodation as their main income source. All are married and their spouses
or grown children are involved with the business daily.
These businesses are characteristic of Singer and Donahu’s (1992) “family-
centred businesses” representing distinct ways of life and unique motivations
for being in business. Participation by family members is consistent with the
organisational structure of self-employed and small employer businesses in
which family and minimal non-family labour is used (Shaw & Williams, 2000).
All hosts believe that backpackers’ management is a full-time responsibility.
Research observation noted all of these owners interacting frequently with
guests, not only at check in, but also during the day and evenings. The main host
regularly visited the common rooms and kitchens checking on cleanliness,
chatting briefly or answering questions as the moment indicated.
While one owner thinks this business offers an excellent lifestyle – “time with
the kids, with your own family, with new people every day” (101) – several
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