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For decades, major sporting events have provided hotels with some of the busiest periods on the calendar. Whether welcoming thousands of football supporters for a UEFA Champions League final, hosting athletes and officials during the Olympic Games or accommodating media crews covering international tournaments, the hospitality industry has long understood the commercial value of sport.
Today, however, sports tourism has evolved into something far more significant than a series of calendar highlights. It has become a year-round business driver that extends well beyond mega-events, influencing how hotels manage revenue, develop guest experiences and market themselves to a new generation of travellers. Increasingly, travellers experiences over possessions, choosing trips centred around concerts, festivals and sporting events that create lasting memories. Sports tourism already accounts for around 10% of global tourism spending, according to UN Tourism. The sector was valued at more than £419bn in 2023 and is forecast to more than double to £974bn by 2032, according to Skift Research, the research and analytics arm of travel industry media company Skift. The shift reflects broader changes in consumer behaviour. For hoteliers, this represents an opportunity not only to fill rooms but also to build stronger guest engagement and generate additional revenue across food and beverage, events and ancillary services.
Julie White, chief commercial officer for Europe and North Africa at Accor, says sport has become one of the defining pillars of the experience economy. “Sports tourism has always been present within the hospitality industry,” she explains. “It’s continued to grow in terms of the number of people willing to travel for a sporting event because people are increasingly seeking experience-driven travel. Sport is a major component of that, alongside concerts, festivals and exhibitions. What makes sport unique is the loyalty of its fans and the fact that those fan bases are becoming increasingly global.”
That global appeal is transforming destinations. A football supporter from New York may now fly to London simply to watch Chelsea play at Stamford Bridge. Rugby fans routinely travel across Europe to follow their national teams, while Formula One enthusiasts plan holidays around Grand Prix weekends. Today’s fans are increasingly international, extending stays to incorporate wider leisure activities and driving higher ancillary spend.
“Major events are sometimes a little trickier than the repeated secondary events. People often think they’re going to generate huge demand throughout, but that’s not always the case.”
Julie White, chief commercial officer for Europe and North Africa at Accor
High-profile tournaments such as the FIFA World Cup, the Olympic Games and the UEFA European Championship dominate headlines, often creating expectations of record-breaking hotel performance. Yet White believes these global spectacles require far more nuanced planning than many assume. She says: “Major events are sometimes a little trickier than the repeated secondary events. People often think they’re going to generate huge demand throughout, but that’s not always the case.” She points to the Paris Olympics as an example. While the games attracted enormous international attention, they also prompted some leisure travellers to postpone trips altogether, concerned about congestion, higher prices and overcrowding.
Similar patterns are emerging around FIFA World Cup host cities, where some visitors deliberately avoid travelling during tournament periods. This phenomenon, often referred to as displacement or avoidance demand, highlights one of the hospitality industry’s biggest misconceptions. Large sporting events do not automatically guarantee consistently high occupancy throughout their duration.
Instead, hotels frequently experience fluctuating booking patterns. Demand typically surges during opening ceremonies and key fixtures before easing during quieter periods, only to rise again towards the tournament’s conclusion. “It isn’t one continuous boom,” White explains. “You have to be very careful how you plan and manage for it because these events are unusual. You can’t simply rely on historical data from that city. Instead, you have to benchmark against similar events elsewhere in the world and understand those demand patterns.” That presents revenue managers with one of their greatest challenges. Pricing rooms too aggressively too early risks discouraging potential guests, while pricing too conservatively may leave significant revenue unrealised. Operators must adopt dynamic pricing, adjusting rates in real time to capture shifting demand rather than banking on sustained sell-outs.
While global tournaments capture international attention, White argues that recurring sporting fixtures often deliver more predictable commercial returns. Annual events such as Wimbledon, Premier League matches, the Tour de France and city marathons provide reliable demand because hotels can analyse years of booking history and understand customer behaviour with greater accuracy.
These events also occur throughout the year, helping destinations smooth seasonal fluctuations and reduce reliance on peak holiday periods. Hotels serving cities with established sporting calendars benefit from a steady rhythm of demand. Weekend football fixtures, midweek European matches, cycling races, tennis championships and athletics events each contribute incremental occupancy without overwhelming local infrastructure.
Importantly, these events also attract different types of travellers. White says: “Die-hard supporters often book months in advance through tour operators or supporter groups, while others wait until the final stages of competitions before confirming travel plans, particularly in knockout tournaments where fixture outcomes remain uncertain. This creates multiple booking windows that hotels can manage strategically through dynamic pricing.”
Beyond spectators, sporting events generate demand from a much wider ecosystem. “Don’t only look at the fans,” White advises. “Look at the whole ecosystem that comes with it.” International competitions bring athletes, coaching staff, security personnel, broadcasters, sponsors, governing bodies, technical officials and production crews, each with different booking patterns and accommodation requirements. Some arrive weeks before competitions begin to prepare venues or establish broadcast operations, while others remain after the final whistle as events are dismantled. Understanding these diverse customer segments enables hotels to maximise occupancy across longer periods rather than focusing exclusively on match days.
While occupancy and average daily rates often dominate discussions surrounding sports tourism, some of the greatest commercial opportunities lie elsewhere. Sporting events create guests who spend more across the entire property. Food and beverage outlets often experience substantial increases as supporters gather before fixtures or continue celebrations afterwards. Bars become social hubs, restaurants benefit from extended trading periods and hotels can create themed dining experiences that reflect the excitement surrounding major competitions.
“There is definitely a lot to play on the food and beverage side,” White says. “Sports fans tend to spend more because they’re in a celebratory mood.” Unlike many corporate travellers, sports tourists are also more likely to extend their stay. Visitors travelling internationally frequently arrive a day or two before an event and remain afterwards to explore the destination, increasing demand not only for accommodation but also for local attractions, restaurants and cultural experiences. For hotels, this creates opportunities to package experiences rather than simply sell rooms.
“Whether it’s converting part of a bar, restaurant or ballroom, it’s about making guests feel that the event experience starts in the hotel.”
Increasingly, properties are transforming themselves into extensions of the sporting occasion itself.
Rather than treating an event as something happening elsewhere, hotels are creating dedicated fan zones, screening areas, themed bars and communal spaces where supporters can gather before and after competitions. White believes this approach strengthens emotional connections with guests while ensuring non-sports travellers continue to enjoy their stay. “You create a special space that recognises they’re there to celebrate,” she explains. “Whether it’s converting part of a bar, restaurant or ballroom, it’s about making guests feel that the event experience starts in the hotel.” Importantly, the concept extends beyond host cities. Even hotels located hundreds of miles from an event can capitalise on international tournaments by creating viewing experiences for business travellers and leisure guests who still want to feel connected to the occasion. As the recent World Cup demonstrated, supporters don’t necessarily need to be inside the stadium to be part of the celebration. Increasingly, they simply want somewhere that shares their enthusiasm and hotels are well placed to provide exactly that.
For global hotel groups, the opportunity extends beyond responding to spikes in demand. Increasingly, brands are embedding sport into their wider marketing strategies, partnerships and loyalty programmes.
Rather than viewing sporting events simply as occasions that increase occupancy, hotels are becoming active participants in the experience itself.
Accor, for example, has developed partnerships with events including the Tour de France, where its Ibis brands participate in the publicity caravan that accompanies the race. The company also offers hospitality experiences for guests along the route and has built relationships with major sporting institutions such as Roland-Garros. In addition, branded venues such as the Accor Arena in Paris provide year-round opportunities to connect with fans through concerts and sporting events alike.
For White, the principle is straightforward: hotels should not merely accommodate sports fans, they should help create memorable moments. This represents a subtle but important shift within hospitality. Instead of focusing solely on transactional services, hotels are increasingly positioning themselves as facilitators of experiences. Whether that involves themed cocktails inspired by a tournament, live screenings in redesigned social spaces or exclusive packages linked to local sporting fixtures, the objective is to ensure guests feel immersed in the atmosphere from the moment they check in.
The strategy also aligns with changing traveller expectations. Today’s guests are looking for authentic, personalised experiences rather than standardised stays. Sport provides hotels with a ready-made platform to create emotional connections, encouraging repeat visits and strengthening loyalty.
Perhaps one of the biggest developments in recent years has been the changing profile of sports tourists themselves. Historically, supporters attending major fixtures were often local or regional visitors making short trips. Today, fan travel has become an international phenomenon. “It’s a dream for someone from New York to fly to London to watch Chelsea play,” White explains. “A father bringing his son to experience a Premier League match is a completely different type of travel than we saw years ago.” Professional clubs, supporter organisations and specialist tour operators have all contributed to this trend by making international sports travel more accessible. Fans are no longer content to watch matches from home when affordable travel, digital ticketing and organised supporter packages allow them to follow their teams around the world.
For hotels, these travellers represent particularly valuable guests. They typically spend across multiple departments, often stay longer than domestic visitors and frequently combine sporting events with sightseeing, shopping and cultural attractions. This blending of leisure and sporting experiences has encouraged hotels to rethink how they market their destinations. Rather than promoting accommodation alone, many now emphasise proximity to stadiums, transport links, entertainment districts and wider visitor experiences that complement sporting events.
Delivering these experiences successfully relies increasingly on sophisticated technology. While AI dominates current industry discourse, White notes that revenue management systems (RMS) have utilised predictive algorithms for decades.
“The algorithms continue to improve,” she says. “It’s about combining human intelligence with the right data inputs so the system can predict future demand more accurately.” Modern revenue management platforms analyse booking pace, historical trends, event calendars and competitor pricing to recommend room rates in real time.
Yet technology’s role extends well beyond pricing. Hotels are investing heavily in customer relationship management systems that allow them to understand guests as individuals rather than broad demographic groups. White says: “A traveller is never just one thing. Someone may be a business traveller, but they’re also a sports fan and they’re also travelling with family.”
This growing emphasis on personalisation enables hotels to target guests with tailored offers based on their interests. A loyalty member known to attend football matches, for example, might receive promotional packages linked to fixtures in their preferred destination, while another guest may be targeted with marathon weekend offers or tennis experiences. For hotel operators, this increasingly sophisticated use of customer data is becoming a competitive advantage.
The benefits of sports tourism are not confined to individual hotels. Entire cities are recognising the economic value of maintaining vibrant sporting calendars throughout the year. Rather than relying on one-off international tournaments, successful destinations are developing balanced programmes that combine global events with regular domestic competitions. London illustrates this through a balanced calendar of Premier League fixtures, Wimbledon and the London Marathon, sustaining demand outside peak seasons. Importantly, these are spread across the calendar, helping sustain visitor demand throughout the year rather than concentrating it into a handful of peak periods.
“I think cities that plan it well make sure events aren’t overlapping,” White says. “You need a regular sequence throughout the year that supports the tourism industry.” The balance between major international tournaments and smaller recurring competitions is equally important. Large events generate global visibility and attract overseas visitors, while regular fixtures create dependable business for hotels, restaurants and local attractions.
Increasingly, cities are also competing to host exhibition matches, international tours and travelling sporting events that introduce new audiences to their destinations. The National Football League’s regular-season games in London are one example of how cities can benefit from international sporting brands seeking to expand their global fan bases. White believes hotels have an important role to play by working alongside tourism boards, destination management organisations and local authorities to demonstrate their capacity to host these events successfully.
White cites London and Manchester as European leaders in sports-led tourism. Their success lies not simply in the global reputation of their football clubs but in the breadth of sporting events they host and their ability to maintain demand across the calendar. “They’re shining examples,” she says, highlighting both cities’ diversity of sporting offerings and their ability to spread events throughout the year.
As experience-led travel continues to expand, sport is becoming far more than an occasional demand driver for hotels. It is evolving into a long-term commercial strategy. For operators, success will depend not only on responding effectively when major events arrive but also on recognising the value of the countless smaller competitions, tournaments and fixtures that collectively sustain demand throughout the year. It will also require closer collaboration between hotels, event organisers and destination marketing bodies, ensuring cities can attract events while delivering positive experiences for visitors and local communities alike.
Ultimately, sports tourism is no longer simply about filling rooms during tournament weekends. It is about creating places where fans feel connected, welcomed and part of something bigger. As White concludes, hospitality has an opportunity to embrace the same spirit that defines sport itself. “It’s about welcoming the world to your hotel,” she says. “Welcoming people with open arms, celebrating with them and making them feel they’re part of the event. That’s what creates a great guest experience.” For an industry increasingly shaped by memorable experiences rather than transactions, that philosophy may prove to be the greatest competitive advantage of all.
For decades, major sporting events have provided hotels with some of the busiest periods on the calendar. Whether welcoming thousands of football supporters for a UEFA Champions League final, hosting athletes and officials during the Olympic Games or accommodating media crews covering international tournaments, the hospitality industry has long understood the commercial value of sport.
Today, however, sports tourism has evolved into something far more significant than a series of calendar highlights. It has become a year-round business driver that extends well beyond mega-events, influencing how hotels manage revenue, develop guest experiences and market themselves to a new generation of travellers. Increasingly, travellers experiences over possessions, choosing trips centred around concerts, festivals and sporting events that create lasting memories. Sports tourism already accounts for around 10% of global tourism spending, according to UN Tourism. The sector was valued at more than £419bn in 2023 and is forecast to more than double to £974bn by 2032, according to Skift Research, the research and analytics arm of travel industry media company Skift. The shift reflects broader changes in consumer behaviour. For hoteliers, this represents an opportunity not only to fill rooms but also to build stronger guest engagement and generate additional revenue across food and beverage, events and ancillary services.
Julie White, chief commercial officer for Europe and North Africa at Accor, says sport has become one of the defining pillars of the experience economy. “Sports tourism has always been present within the hospitality industry,” she explains. “It’s continued to grow in terms of the number of people willing to travel for a sporting event because people are increasingly seeking experience-driven travel. Sport is a major component of that, alongside concerts, festivals and exhibitions. What makes sport unique is the loyalty of its fans and the fact that those fan bases are becoming increasingly global.”
That global appeal is transforming destinations. A football supporter from New York may now fly to London simply to watch Chelsea play at Stamford Bridge. Rugby fans routinely travel across Europe to follow their national teams, while Formula One enthusiasts plan holidays around Grand Prix weekends. Today’s fans are increasingly international, extending stays to incorporate wider leisure activities and driving higher ancillary spend.
“Major events are sometimes a little trickier than the repeated secondary events. People often think they’re going to generate huge demand throughout, but that’s not always the case.”
Julie White, chief commercial officer for Europe and North Africa at Accor
High-profile tournaments such as the FIFA World Cup, the Olympic Games and the UEFA European Championship dominate headlines, often creating expectations of record-breaking hotel performance. Yet White believes these global spectacles require far more nuanced planning than many assume. She says: “Major events are sometimes a little trickier than the repeated secondary events. People often think they’re going to generate huge demand throughout, but that’s not always the case.” She points to the Paris Olympics as an example. While the games attracted enormous international attention, they also prompted some leisure travellers to postpone trips altogether, concerned about congestion, higher prices and overcrowding.
Similar patterns are emerging around FIFA World Cup host cities, where some visitors deliberately avoid travelling during tournament periods. This phenomenon, often referred to as displacement or avoidance demand, highlights one of the hospitality industry’s biggest misconceptions. Large sporting events do not automatically guarantee consistently high occupancy throughout their duration.
Instead, hotels frequently experience fluctuating booking patterns. Demand typically surges during opening ceremonies and key fixtures before easing during quieter periods, only to rise again towards the tournament’s conclusion. “It isn’t one continuous boom,” White explains. “You have to be very careful how you plan and manage for it because these events are unusual. You can’t simply rely on historical data from that city. Instead, you have to benchmark against similar events elsewhere in the world and understand those demand patterns.” That presents revenue managers with one of their greatest challenges. Pricing rooms too aggressively too early risks discouraging potential guests, while pricing too conservatively may leave significant revenue unrealised. Operators must adopt dynamic pricing, adjusting rates in real time to capture shifting demand rather than banking on sustained sell-outs.
While global tournaments capture international attention, White argues that recurring sporting fixtures often deliver more predictable commercial returns. Annual events such as Wimbledon, Premier League matches, the Tour de France and city marathons provide reliable demand because hotels can analyse years of booking history and understand customer behaviour with greater accuracy.
These events also occur throughout the year, helping destinations smooth seasonal fluctuations and reduce reliance on peak holiday periods. Hotels serving cities with established sporting calendars benefit from a steady rhythm of demand. Weekend football fixtures, midweek European matches, cycling races, tennis championships and athletics events each contribute incremental occupancy without overwhelming local infrastructure.
Importantly, these events also attract different types of travellers. White says: “Die-hard supporters often book months in advance through tour operators or supporter groups, while others wait until the final stages of competitions before confirming travel plans, particularly in knockout tournaments where fixture outcomes remain uncertain. This creates multiple booking windows that hotels can manage strategically through dynamic pricing.”
Beyond spectators, sporting events generate demand from a much wider ecosystem. “Don’t only look at the fans,” White advises. “Look at the whole ecosystem that comes with it.” International competitions bring athletes, coaching staff, security personnel, broadcasters, sponsors, governing bodies, technical officials and production crews, each with different booking patterns and accommodation requirements. Some arrive weeks before competitions begin to prepare venues or establish broadcast operations, while others remain after the final whistle as events are dismantled. Understanding these diverse customer segments enables hotels to maximise occupancy across longer periods rather than focusing exclusively on match days.
While occupancy and average daily rates often dominate discussions surrounding sports tourism, some of the greatest commercial opportunities lie elsewhere. Sporting events create guests who spend more across the entire property. Food and beverage outlets often experience substantial increases as supporters gather before fixtures or continue celebrations afterwards. Bars become social hubs, restaurants benefit from extended trading periods and hotels can create themed dining experiences that reflect the excitement surrounding major competitions.
“There is definitely a lot to play on the food and beverage side,” White says. “Sports fans tend to spend more because they’re in a celebratory mood.” Unlike many corporate travellers, sports tourists are also more likely to extend their stay. Visitors travelling internationally frequently arrive a day or two before an event and remain afterwards to explore the destination, increasing demand not only for accommodation but also for local attractions, restaurants and cultural experiences. For hotels, this creates opportunities to package experiences rather than simply sell rooms.
“Whether it’s converting part of a bar, restaurant or ballroom, it’s about making guests feel that the event experience starts in the hotel.”
Increasingly, properties are transforming themselves into extensions of the sporting occasion itself.
Rather than treating an event as something happening elsewhere, hotels are creating dedicated fan zones, screening areas, themed bars and communal spaces where supporters can gather before and after competitions. White believes this approach strengthens emotional connections with guests while ensuring non-sports travellers continue to enjoy their stay. “You create a special space that recognises they’re there to celebrate,” she explains. “Whether it’s converting part of a bar, restaurant or ballroom, it’s about making guests feel that the event experience starts in the hotel.” Importantly, the concept extends beyond host cities. Even hotels located hundreds of miles from an event can capitalise on international tournaments by creating viewing experiences for business travellers and leisure guests who still want to feel connected to the occasion. As the recent World Cup demonstrated, supporters don’t necessarily need to be inside the stadium to be part of the celebration. Increasingly, they simply want somewhere that shares their enthusiasm and hotels are well placed to provide exactly that.
For global hotel groups, the opportunity extends beyond responding to spikes in demand. Increasingly, brands are embedding sport into their wider marketing strategies, partnerships and loyalty programmes.
Rather than viewing sporting events simply as occasions that increase occupancy, hotels are becoming active participants in the experience itself.
Accor, for example, has developed partnerships with events including the Tour de France, where its Ibis brands participate in the publicity caravan that accompanies the race. The company also offers hospitality experiences for guests along the route and has built relationships with major sporting institutions such as Roland-Garros. In addition, branded venues such as the Accor Arena in Paris provide year-round opportunities to connect with fans through concerts and sporting events alike.
For White, the principle is straightforward: hotels should not merely accommodate sports fans, they should help create memorable moments. This represents a subtle but important shift within hospitality. Instead of focusing solely on transactional services, hotels are increasingly positioning themselves as facilitators of experiences. Whether that involves themed cocktails inspired by a tournament, live screenings in redesigned social spaces or exclusive packages linked to local sporting fixtures, the objective is to ensure guests feel immersed in the atmosphere from the moment they check in.
The strategy also aligns with changing traveller expectations. Today’s guests are looking for authentic, personalised experiences rather than standardised stays. Sport provides hotels with a ready-made platform to create emotional connections, encouraging repeat visits and strengthening loyalty.
Perhaps one of the biggest developments in recent years has been the changing profile of sports tourists themselves. Historically, supporters attending major fixtures were often local or regional visitors making short trips. Today, fan travel has become an international phenomenon. “It’s a dream for someone from New York to fly to London to watch Chelsea play,” White explains. “A father bringing his son to experience a Premier League match is a completely different type of travel than we saw years ago.” Professional clubs, supporter organisations and specialist tour operators have all contributed to this trend by making international sports travel more accessible. Fans are no longer content to watch matches from home when affordable travel, digital ticketing and organised supporter packages allow them to follow their teams around the world.
For hotels, these travellers represent particularly valuable guests. They typically spend across multiple departments, often stay longer than domestic visitors and frequently combine sporting events with sightseeing, shopping and cultural attractions. This blending of leisure and sporting experiences has encouraged hotels to rethink how they market their destinations. Rather than promoting accommodation alone, many now emphasise proximity to stadiums, transport links, entertainment districts and wider visitor experiences that complement sporting events.
Delivering these experiences successfully relies increasingly on sophisticated technology. While AI dominates current industry discourse, White notes that revenue management systems (RMS) have utilised predictive algorithms for decades.
“The algorithms continue to improve,” she says. “It’s about combining human intelligence with the right data inputs so the system can predict future demand more accurately.” Modern revenue management platforms analyse booking pace, historical trends, event calendars and competitor pricing to recommend room rates in real time.
Yet technology’s role extends well beyond pricing. Hotels are investing heavily in customer relationship management systems that allow them to understand guests as individuals rather than broad demographic groups. White says: “A traveller is never just one thing. Someone may be a business traveller, but they’re also a sports fan and they’re also travelling with family.”
This growing emphasis on personalisation enables hotels to target guests with tailored offers based on their interests. A loyalty member known to attend football matches, for example, might receive promotional packages linked to fixtures in their preferred destination, while another guest may be targeted with marathon weekend offers or tennis experiences. For hotel operators, this increasingly sophisticated use of customer data is becoming a competitive advantage.
The benefits of sports tourism are not confined to individual hotels. Entire cities are recognising the economic value of maintaining vibrant sporting calendars throughout the year. Rather than relying on one-off international tournaments, successful destinations are developing balanced programmes that combine global events with regular domestic competitions. London illustrates this through a balanced calendar of Premier League fixtures, Wimbledon and the London Marathon, sustaining demand outside peak seasons. Importantly, these are spread across the calendar, helping sustain visitor demand throughout the year rather than concentrating it into a handful of peak periods.
“I think cities that plan it well make sure events aren’t overlapping,” White says. “You need a regular sequence throughout the year that supports the tourism industry.” The balance between major international tournaments and smaller recurring competitions is equally important. Large events generate global visibility and attract overseas visitors, while regular fixtures create dependable business for hotels, restaurants and local attractions.
Increasingly, cities are also competing to host exhibition matches, international tours and travelling sporting events that introduce new audiences to their destinations. The National Football League’s regular-season games in London are one example of how cities can benefit from international sporting brands seeking to expand their global fan bases. White believes hotels have an important role to play by working alongside tourism boards, destination management organisations and local authorities to demonstrate their capacity to host these events successfully.
White cites London and Manchester as European leaders in sports-led tourism. Their success lies not simply in the global reputation of their football clubs but in the breadth of sporting events they host and their ability to maintain demand across the calendar. “They’re shining examples,” she says, highlighting both cities’ diversity of sporting offerings and their ability to spread events throughout the year.
As experience-led travel continues to expand, sport is becoming far more than an occasional demand driver for hotels. It is evolving into a long-term commercial strategy. For operators, success will depend not only on responding effectively when major events arrive but also on recognising the value of the countless smaller competitions, tournaments and fixtures that collectively sustain demand throughout the year. It will also require closer collaboration between hotels, event organisers and destination marketing bodies, ensuring cities can attract events while delivering positive experiences for visitors and local communities alike.
Ultimately, sports tourism is no longer simply about filling rooms during tournament weekends. It is about creating places where fans feel connected, welcomed and part of something bigger. As White concludes, hospitality has an opportunity to embrace the same spirit that defines sport itself. “It’s about welcoming the world to your hotel,” she says. “Welcoming people with open arms, celebrating with them and making them feel they’re part of the event. That’s what creates a great guest experience.” For an industry increasingly shaped by memorable experiences rather than transactions, that philosophy may prove to be the greatest competitive advantage of all.
It is a long established fact that a reader will be distracted by the readable content of a page when looking at its layout. The point of using Lorem Ipsum is that it has a more-or-less normal distribution of letters, as opposed to using ‘Content here, content here’, making it look like readable English. Many desktop publishing packages and web page editors now use Lorem Ipsum as their default model text, and a search for ‘lorem ipsum’ will uncover many web sites still in their infancy.
It is a long established fact that a reader will be distracted by the readable content of a page when looking at its layout. The point of using Lorem Ipsum is that it has a more-or-less normal distribution of letters, as opposed to using ‘Content here, content here’, making it look like readable English. Many desktop publishing packages and web page editors now use Lorem Ipsum as their default model text, and a search for ‘lorem ipsum’ will uncover many web sites still in their infancy.
The point of using Lorem Ipsum is that it has a more-or-less normal distribution of letters, as opposed to using ‘Content here, content here’, making
The point of using Lorem Ipsum is that it has a more-or-less normal distribution of letters, as opposed to using ‘Content here, content here’, making it look like readable English. Many desktop publishing packages and web page editors now use Lorem Ipsum as their default model text, and a search for ‘lorem ipsum’ will uncover many web sites still in their infancy.
It is a long established fact that a reader will be distracted by the readable content of a page when looking at its layout. The point of using Lorem Ipsum is that it has a more-or-less normal distribution
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