ABSTRACT
This chapter demonstrates how more and more companies, organisations and managers have realised that hospitality is an essential element to address in adapting to the changing needs and wants of customers and employees in non-hospitality contexts. Indeed, hospitality is a dynamic concept that is already a component of many businesses not traditionally associated with the mainstream hospitality industry. Many hospitality and hotel school graduates find employment in sectors as varied as banking, retail, diplomacy and politics, to name but a few. The virtual reality mirrors the physical reality and in turn, with more hosts and guests in and beyond the borders of the hospitality industry relying on virtual means to interact, the physical is shaped by the evolution of the virtual capacity of individuals and organisations. Entertainment and hospitality are interchangeable elements. Alternatively they can also be seen as strategic enablers for the delivery of either of these interchangeable elements in a business model.
