Efforts to boost the industry will focus on key Southern California markets, with additional pushes targeting corporate meeting and incentive planners.
Government officials and tourism executives are seeking to restore tourism to Maui, a year after wildfires destroyed much of the island’s Lahaina tourism hub and battered the its key industry.
Just a year ago residents rallied to implore tourists to stay away from West Maui and let residents grieve and recover.
Now officials are planning to target travelers from Southern California – Maui’s most important market – with a campaign designed to restore what tourism executives say is critically needed business for the island’s economy.
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Visitor numbers and spending remain sluggish since the August 2023 wildfires. According to the most recent available data from the Hawaii Tourism Authority, for June, the number of visitors to Maui was down 22% compared with June 2023. Visitor spending was down 27%, HTA reported.
Under the iconic open ceiling of the Hawaii State Capitol, Lahaina Strong community representatives delivered more than 10,000 signatures to Gov. Josh Green’s office in October asking to keep tourism to West Maui closed indefinitely. (Kevin Fujii/Civil Beat/2023)
The 216,065 visitors to Maui in June was far more than the 94,221 who came in September, the month after the fire. But the number is 22% fewer than the 276,136 who came in June 2023. And with the traditionally slow fall travel season on the horizon, the situation soon could get worse.
“We’re clearly seeing tremendous softness on Maui,” said Jay Talwar, chief marketing officer with the Hawaii Visitors and Convention Bureau. Projections show the softness could remain until March or April of next year, said Talwar, whose organization leads Hawaii’s tourism marketing to the U.S. mainland.
The press to attract travelers is a dramatic departure from the mixed messages prospective visitors received in the weeks and months after the devastating fires, said Mufi Hannemann, chairman of the board that governs the Hawaii Tourism Authority.
In a series of stories this week, Civil Beat is reflecting on what’s happened in the year since wildfires swept through Maui and what’s ahead for the island and its people.
Initially, tourists thought they should stay away from Maui, Hannemann recalls. Later they were told to come to Maui but not to West Maui. Then they were told to come, but to be sensitive to what residents were going through, as part of a “Malama Maui” campaign.
Now tourism officials are rolling out an unequivocal welcome mat, especially for potential visitors from the Los Angeles area, Hannemann says. The authority is hoping to make mixed messages a thing of the past, he said.
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“We really feel all of that is behind us,” Hannemann said.
Workforce And Air Service Decline As Visitor Base Shrinks
Tourism executives on Maui are facing multiple problems as tourism lags.
One critical issue involves workforce, said Lisa Paulson, executive director of the Maui Hotel and Lodging Association. The island’s hotel workforce has declined by 5,600 since the fires, she said. And with housing prices escalating, it’s hard to recruit new workers to the island, she said.
The lack of workers is so bad that some hotels are considering outsourcing certain jobs to third-parties instead of relying on hotel employees, Paulson said. That creates fewer in-house hotel jobs, which drives more people out of the workforce. It’s all part of what Paulson describes as a downward vicious spiral.
“It’s like a dog chasing it’s tail,” she said. “Where does the solution insert itself?”
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Another vicious spiral involves airline seats to Maui. Airline assets are by definition mobile: if a route isn’t popular, airlines can move a smaller plane to serve it or eliminate the service altogether. That means a smaller supply of seats for travelers — and potentially higher fares for those seats, which affects demand, and so on.
“The challenge with airlines is their assets are moveable, so they can move their assets where demand is,” HVCB’s Talwar said.
In July 2023, a month before wildfires destroyed much of Lahaina, U.S air travelers had booked more than 130,000 seats to Hawaii heading into the fall and winter, including 25,943 for the prime December holiday season. This past July, the numbers were approximately 96,000 overall, and just 18,656 booked for December.
According to Paulson, Maui’s passenger air capacity is down 16% since before the fires. Much of that involves service to the key Los Angeles market, Talwar said. Losing the LA seats is especially problematic, he said, because LA serves as a gateway to Hawaii, serving travelers from destinations further east as well as those from Southern California.
“If we lose flights from LA, it’s a double whammy,” he said.
But regaining air travelers poses a major challenge. Short term, airline bookings for Maui through the end of the year are below levels reported in July 2023, the tourism authority reports. And some softness could remain for years.
A recent Hawaii Tourism Authority study found that over a third of air travelers interviewed in May said the Maui wildfires will impact their likelihood of visiting Hawaii in the next two years. Eight percent said they previously were likely to visit but are “no longer likely to visit in the next two years due to the fires.”
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Karli Rose Wilson, owner of To Be Organics in Wailuku, said revenue is down 25% compared to last year, as tourism on the island lags. (Stewart Yerton/Civil Beat/2024)
It’s not just big businesses like resorts and airlines that are feeling the pinch. For small business owners like Karli Rose Wilson, the drop in visitors has meant a substantial decline in her business. The owner of To Be Organics, Wilson manufactures high-end bath, body and skin care products at a design studio in Wailuku.
Wilson normally sells her products wholesale to boutiques, hotels, meeting planners and the like. After the fires, Wilson said, she shut down her factory and and shop for about three weeks and used the space for people to drop off relief supplies. Wilson’s husband, a former chef who now works with To Be, volunteered cooking meals for fire survivors.
After reopening in September, Wilson pivoted from her business-to-business model to sell more products on line. The holidays and first quarter of 2024 were good for To Be, she says, as people rallied to support small Maui-based businesses.
This ongoing series explores where Hawaii’s economy is headed and whether it can grow beyond tourism.
But that business has fallen off, and the normal influx of summer tourists hasn’t come this year.
“We’re all used to the seasonal fluctuations,” she said. “We were waiting for summer to happen at the end of June. But there was nothing. It was crickets. We never really got that summer season.”
So instead of a boost to carry To Be into the holiday season, the company has seen a decline of about 25% compared with last year, she said.
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Corporate Meetings and Incentive Travel Targeted For 2025
The tourism authority and HVCB’s push in Los Angeles harkens back to a similar effort launched after the 2008 financial crisis, Talwar said. The idea is not simply to saturate the market but to use behavioral data to target advertising to potential visitors.
Talwar said the campaign will involve paid social media ads and non-skippable commercials appearing on smart TVs, but he declined to say much more. Hotels will be encouraged to bolster the advertising with their own ads and promotions
“I don’t want to go into too many details because it’s a competitive market,” he said.
The visitors bureau is also looking to corporate meetings and incentive travel to fill hotel rooms, restaurants and ballrooms. Travel paid for by companies for corporate retreats and as rewards for top performers can be especially lucrative, Talwar said.
And it’s not just money for rooms and food and beverage.
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With all their travel and lodging expenses paid, pampered corporate travelers often have extra cash for shopping, spas and other activities, Talwar said.
“We see a much higher spend from them,” he said.
For hotels, booking groups in advance enables them to better manage cash flow and staffing.
And with team-building exercises often scheduled for corporate meeting and incentive trips, such travelers are likely to engage in the volunteer activities that HTA promotes as part of its Malama Hawaii campaign.
To secure more such travel for Maui, the HVCB is hosting a trip to Maui in December for decision makers for what Talway described as “key accounts,” such as corporations and industry groups. In August 2025, Maui is planning to host some 250 key meeting and incentive planners, Talwar said.
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Wilson said To Be has benefitted in the past from corporate planners buying her luxury, locally made creams, oils and candles to give away as gifts. So boosting such travel will help her and other small Maui businesses that rely on tourists.
Asked whether she and her peers can survive until the new initiatives gain traction, Wilson expressed optimism.
“On Maui, I feel like we’re resilient. We’re a strong community,” she said. “As entrepreneurs, this is part of the journey — to overcome these obstacles, no matter what form they come in. And the festive season is right around the corner.”
Civil Beat’s coverage of Maui County is supported in part by a grant from the Nuestro Futuro Foundation.
“Hawaii’s Changing Economy” is supported by a grant from the Hawaii Community Foundation as part of its CHANGE Framework project.
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The third-ranked Hawaii men’s volleyball team had no problem recording its 11th sweep of the season, handling No. 6 BYU 25-18, 25-21, 25-16 tonight at Bankoh Arena at Stan Sheriff Center.
A crowd of 6,493 watched the Rainbow Warriors (14-1) roll right through the Cougars (13-4) for their 11th straight win.
Louis Sakanoko put down a match-high 15 kills and Adrien Roure added 11 kills in 18 attempts. Roure has hit .500 or better in three of his past four matches.
Junior Tread Rosenthal had a match-high 32 assists and guided Hawaii to a .446 hitting percentage.
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UH hit .500 in the first set, marking the third time in two matches against BYU it hit .500 or better in a set.
Hawaii has won seven of the past eight meetings against the Cougars (13-4), whose only two losses prior to playing UH were in five sets.
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Hawaii has lost six sets all season, with five of those sets going to deuce.
UH returns to the home court next week for matches Wednesday and Friday against No. 7 Pepperdine.
Hawaiian Airlines’ passengers are back in federal court trying to stop something most people assumed was already finished. They are no longer arguing about whether they are allowed to sue. They are now asking a judge to intervene and preserve Hawaiian as a standalone airline before integration advances to a point this spring where it cannot realistically be reversed.
That approach is far more aggressive than what we covered in Can Travelers Really Undo Alaska’s Hawaiian Airlines Takeover?. The earlier round focused on whether passengers had standing and could amend their complaint. This court round focuses on whether harm is already occurring and whether the court should act immediately rather than later. The shift is moving from procedural survival to emergency relief, which makes this filing different for Hawaii travelers.
The post-merger record is now the focus.
When the $1.9 billion acquisition closed in September 2024, the narrative was straightforward. Hawaiian would gain financial stability. Alaska would impose what it described early as “discipline” across routes and costs. Travelers were told they would benefit from broader connectivity, stronger loyalty alignment, and long-term fleet investments that Hawaiian could no longer fund independently.
Eighteen months later, the plaintiffs argue that the outcome has not matched the pitch. They cite reduced nonstop options on some Hawaii mainland routes, redeye-heavy return schedules that many readers openly dislike, and loyalty program changes that longtime Hawaiian flyers say diminished redemption value. They frame these not as routine airline integration but as signs that competitive pressure has weakened in our island state, where airlift determines price and critical access for both visitors and residents.
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What is different about this filing compared with earlier debates is that it relies on developments that have already occurred rather than on predictions about what might happen later.
The HA call sign has already been retired. Boston to Honolulu was cut before competitors signaled renewed service. Austin’s nonstop service ended. Multiple mainland departures shifted into overnight red-eyes. And next, the single reservation system transition is targeted for April 2026, a process already well underway.
Atmos replaced both Hawaiian Miles and Alaska’s legacy loyalty programs, and readers immediately reported higher award pricing, fewer cheap seats, no mileage upgrades, and confusion around status alignment and family accounts. Each of those events can be described as aspects of integration mechanics, but together they form the factual record that the plaintiffs are now asking a judge to examine in Yoshimoto v. Alaska Airlines.
The 40% capacity argument.
One of the more interesting claims tied to the court filing is that Alaska now controls more than 40% of Hawaii mainland U.S. capacity. That figure strikes at the core of the entire issue. That percentage does not automatically mean monopoly under antitrust law, but it does raise questions about concentration in a state that depends exclusively on air access for its only industry and its residents.
Hawaii is not a region where travelers have options. Every visitor, every neighbor island resident, and every business traveler depends on our limited air transportation. The plaintiffs contend that consolidation at that scale reduces competitive pressure and gives the dominant carrier far more leverage over pricing and scheduling decisions. Alaska says that competition remains robust from Delta, United, Southwest, and others, and that share shifts seasonally and by route.
Competitors reacted quickly.
While Alaska integrated Hawaiian’s network under its publicly stated discipline strategy, Delta announced its largest Hawaii winter schedule ever, beginning in December 2026. Delta’s Boston to Honolulu is slated to return, Minneapolis to Maui launches, and Detroit and JFK to Honolulu move to daily service. Atlanta also gains additional frequency. Widebodies are appearing where narrowbodies once operated, signaling Delta’s push into higher capacity and premium cabin layouts.
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Those moves complicate the monopoly narrative. If Delta is expanding aggressively, one argument is that competition remains active and responsive. At the same time, Delta filling routes Alaska trimmed may reinforce the idea that structural changes created openings competitors believe are profitable, and that markets respond when gaps appear.
What changed since October.
In October, we examined whether the case would survive dismissal and whether passengers could refile. That moment felt more procedural than what’s afoot now. It did not alter flights, fares, or loyalty programs.
This filing is different because it is tied to post-merger developments and seeks emergency relief. The plaintiffs are asking the court to prevent further integration while the merits are evaluated, arguing that each added step toward full consolidation this spring makes reversal less feasible as systems merge, crew scheduling aligns, fleet plans shift, and branding converges.
Airline mergers are designed to become embedded quickly, and once those pieces are fully intertwined, unwinding them becomes exponentially more difficult, which is why the plaintiffs are pressing forward now rather than waiting any longer.
The DOT conditions and the defense.
When the purchase of Hawaiian closed, the Department of Transportation imposed conditions that run for six years. Those conditions addressed maintaining capacity on overlapping routes, preserving certain interline agreements, protecting aspects of loyalty commitments, and safeguarding interisland service levels.
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Alaska will point to those commitments as evidence that consumer protections were built into the core approval. The plaintiffs, however, are essentially claiming that those conditions are either insufficient or that subsequent real-world changes undermine the spirit of what travelers were told would remain. That tension between formal commitments and actual experience is at the core of this dispute.
Hawaiian had not produced consistent profits for years.
That is the actual financial situation, without sentiment. Alaska did not spend $1.9 billion to preserve Hawaii nostalgia. It purchased aircraft, an international and trans-Pacific network reach, and a platform it thinks can return to profitability under tighter cost control.
What this means for travelers today.
Nothing about your Hawaiian Airlines ticket changes because of this filing. Flights remain scheduled. Atmos remains the reward program. Integration continues unless a judge intervenes.
However, Alaska now faces a renewed court challenge that points to concrete post-merger developments rather than speculative harm. That scrutiny alone can bring things to light and influence how aggressively future route decisions and loyalty adjustments occur.
Hawaiian Airlines’ travelers have been vocal since the start about pricing, redeyes, lost nonstops, and loyalty devaluation. Others have said very clearly that without Alaska, Hawaiian might not exist in any form at all. Both perspectives exist as background while a federal judge evaluates whether the integration should be impacted.
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You tell us: Eighteen months after Alaska took over Hawaiian, are your Hawaii flights better or worse than before, and what changed first for you: price, schedule, routes, interisland flights, or loyalty programs?
