The theory of comparative advantage explains how countries, regions, and industries benefit from specializing in activities with lower opportunity costs. Originally introduced by Ricardo (1817) and later expanded by Heckscher–Ohlin and Krugman, this theory underpins international trade and has significant implications for tourism and hospitality. This chapter illustrates how tourism and hospitality stakeholders can strategically harness comparative advantages for sustainable growth. Destinations leverage unique resources—such as cultural heritage and natural landscapes—while hospitality firms optimize operations to enhance competitiveness. The chapter also discusses various challenges such as geopolitical shifts, sustainability evolution, and technological advancement in reshaping competitive landscapes. Future studies can explore the intersection of comparative and competitive advantages in tourism and hospitality to better provide actionable insights for sustainable and inclusive growth in a rapidly evolving global market.