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Nathan Associates Inc. Briefing
Maputo
February 17, 2005
USAID’s Northern Mozambique
Tourism Development Project
USAID’s Northern Mozambique
Tourism Development Project
AgendaAgenda
Project Background
– Design PhaseField ResearchValue-Chain Approach
Implementation Framework Timeline and Next Steps
Objectives of Design Phase Field Visits and Team Composition
– Cabo Delgado– Nampula– Niassa– Cross-cutting Themes
Framework Development Working Group Consultation with Minister Sumbana
1. The Design Phase – Field Research
1. The Design Phase – Field Research
The Design and Implement approach to the project has allowed for a far more in-depth assessment of potential interventions and initiatives
The Design and Implement approach to the project has allowed for a far more in-depth assessment of potential interventions and initiatives
SelectionSelection On-TripOn-Trip Post-TripPost-Trip
Segmenting Demographics Planning window What is planned
in advance Role of travel
agent or distribution channel
Information sources
Trip motivations Travel partner or
group
Disposable income
Price/value decision factors
Final selection criteria
Preferred package and method of purchasing
Experiences desired Value Proposition Arrival/Departure—
Border formalities-visas, immigration, customs, baggage, transport
Specific needs– Accommodations– Restaurant– Retail– Entertainment– Transportation– Activities– Services
Resulting experience
Experience feedback
Frequency of returning to a destination
PlanningPlanning
After On the Frontier, Bermuda Competitiveness Project
1. The Design Phase – The Value Chain Approach
1. The Design Phase – The Value Chain Approach
The Value Chain segmentation starts at the planning phase of a holiday and extends through to the post-trip analysis for any segment of the market
The Value Chain segmentation starts at the planning phase of a holiday and extends through to the post-trip analysis for any segment of the market
Services Services Activities
Activities Shopping
Purchases
Shopping
Purchases Taxation
Taxation Food &
Drink
Food & Drink
Attractions Attractions Infrastructure
Infrastructure
•- Airlines•- Shipping Companies•- Car Hire•- Coach•- Taxi•- Ports•- Roads•- Airports•-Telcom
•- Builders•-Fitting•Developers•- Utilities
- Hotels
- Other Accommodation
- Camping
- Food
- Drink
- Farm Produce
- Fruit
-Restaurant
- Retail
- Craft
- Art
- Books
- Guides
- Admission
Tours
-Equipment Hire
- Diving
- Rock Climbing
- Nature Reserve
- Guides
- Medical Health Business
- Telephone Exchange
- Hair Dressing
- Taxation Streams to Gov-t
- Landing
- Entry
- VAT
- Duty
Accommodation Accommodation
1. The Design Phase – Value Chain Approach
1. The Design Phase – Value Chain Approach
The on-trip component audit guide provides a framework for a detailed analysis of what the Government and the Private sector need to address
The on-trip component audit guide provides a framework for a detailed analysis of what the Government and the Private sector need to address
Step 1 Step 2 Step 3 Step 4 Step 5
Analyze Current Situation
Analyze Current Situation
Set Tourism Strategy
Set Tourism Strategy
Develop a Value Delivery SystemDevelop a Value Delivery System
Articulate Competitive Positioning
Articulate Competitive Positioning
Strategy ExecutionStrategy
Execution
1. The Design Phase – Value Chain Approach
1. The Design Phase – Value Chain Approach
The Value Chain Approach provides an effective tool to define where constraints occur and where project interventions can have the greatest effect
The Value Chain Approach provides an effective tool to define where constraints occur and where project interventions can have the greatest effect
AgendaAgenda
Project Background
– Design PhaseField ResearchValue-Chain Approach
Implementation Framework Timeline and Next Steps
Implementation FrameworkOur overall implementation plan will incorporate eight areas.
Implementation FrameworkOur overall implementation plan will incorporate eight areas.
Ensuring Synergies with GOM National Tourism Strategy Addressing USAID’s requirements Creating an overarching, umbrella framework; the Northern
Mozambique Tourism ARC Designing an Institutional Framework which promotes
public:private sector partnerships Addressing key Policy Reform and Enabling Environment
constraints Designing a Marketing, Branding and Promotion strategy for
Tourists and Investors Creating an Integrated Destination Management Approach in
Cabo Delgado Leveraging Resources for New Tourism Development in
Nampula and Niassa
1. Ensuring Synergies with GOM National Tourism Strategy 1. Ensuring Synergies with GOM National Tourism Strategy
‘By 2020 Mozambique is Africa’s most vibrant, dynamic and exotic tourism destination, famous for its outstanding beaches and coastal attractions, exciting eco-tourism products and intriguing culture, welcoming over 4 million tourists a year.
Conservation is an integral part of tourism and the combined benefits constitute a significant contribution to National GDP bringing wealth and prosperity to communities across the Country.’
Strategic Plan for the Development of Tourism in Moçambique (2004 – 2013)
The Government of Mozambique has a clearly thought out and articulated Strategy and Vision for developing tourism
The Government of Mozambique has a clearly thought out and articulated Strategy and Vision for developing tourism
Focus: Provinces of Cabo Delgada, Nampula, Niassa and Zambézia. Exclusive destination for affluent segments, mainly marketed to international markets. Image of exclusive ‘island’ destination with strong cultural influence. ‘Unspoiled wilderness’ of Niassa to be cherished and used for further niche development (luxury eco-tourism, adventure, backpackers, hunting).
Northern Mozambique can become Mozambique’s most exclusive destination. Marketing and product development initiatives should strongly feature the exclusive and unique character of Northern Mozambique. Exclusive small resorts will arise along the coast and islands of Cabo Delgado. ‘Icons’ of the North are the Pemba, the Quirimbas, Ilha de Moçambique, Reserva de Niassa and Lago Niassa. Exclusive eco-tourism (adventure, birding, hunting, lake based) to be developed mainly in remote areas of Niassa and Cabo Delgado Province.
Strategic Plan for the Development of Tourism in Moçambique (2004 – 2013)
1. Ensuring Synergies with GOM National Tourism Strategy 1. Ensuring Synergies with GOM National Tourism Strategy
The focus for developing tourism stresses the ‘exclusive’ nature of the north of Mozambique and the opportunities for targeting niche markets
The focus for developing tourism stresses the ‘exclusive’ nature of the north of Mozambique and the opportunities for targeting niche markets
Activities must contribute to increasing earnings, jobs and tourist numbers
The Project must identify, prioritize and address critical policy issues which constrain tourism development
Synergies with other donor initiatives need to be identified to ensure that the USAID initiative adds value
The extent to which an environmental program needs to be incorporated must be assessed
The role of local communities and the extent to which they can benefit from the project must be considered
An effective implementation mechanism must be established Benchmarking will need to be undertaken in order to measure
the impact of the project
2. Incorporating USAID’s requirements 2. Incorporating USAID’s requirements The Project falls under USAID’s Strategic Objective Seven which aims to increase labor-intensive exportsThe Project falls under USAID’s Strategic Objective Seven which aims to increase labor-intensive exports
3. Creating an overarching framework 3. Creating an overarching framework The Northern Mozambique Tourism ARC aims to promote Actions for Regional Cooperation. We used criteria to define priority interventions
The Northern Mozambique Tourism ARC aims to promote Actions for Regional Cooperation. We used criteria to define priority interventions
The intervention needs to have a direct links with providing goods and services to a customer set
The intervention must have buy-in by all stakeholders Opportunities for business linkages should be sought Opportunities for gender integration into tourism development
need to be considered All environmental issues must be highlighted Any policy implications must be elaborated Duplication with other donor or private sector activities needs to
be avoided Are there opportunities to leverage other sources of funding
3. Creating an overarching framework 3. Creating an overarching framework The Northern Mozambique Tourism ARC covers the geographic area where the majority of Project interventions are envisaged
The Northern Mozambique Tourism ARC covers the geographic area where the majority of Project interventions are envisaged
Mission: To develop Northern Mozambique’s tourism economy through a results-driven partnership of private sector, government and NGOs, with donor assistance to sustainably expand economic growth, job creation, entrepreneurial opportunities, social benefits, and national/provincial revenue base.
Participatory Stakeholder Process– Private Sector– Government– Civil Society
Regional Representation– Regional Coordinators– Intra-Regional Cooperation and Linkages
4. The Institutional Framework 4. The Institutional Framework Previous experience in working with multiple stakeholders to develop tourism has demonstrated the value of an inclusive approach
Previous experience in working with multiple stakeholders to develop tourism has demonstrated the value of an inclusive approach
New Approaches to Enduring Problems– Experiments with Ibo and Ilha da
Mozambique Support and Advocacy for Multi-Sectoral
Policy Reform Initiatives Spreading Information: Increasing
Awareness and Access to Regulations Supporting New Policy Initiatives identified
through ARC Forum Explore Mechanisms for Self Regulation
5. Policy reform and Institutional Change 5. Policy reform and Institutional Change Policy reform and support in enforcement of existing and new policies will form an important cornerstone of project initiatives
Policy reform and support in enforcement of existing and new policies will form an important cornerstone of project initiatives
Demand/supply analysis; quality assurance; market research; ICT
Benchmarking; Information Systemsand Decision Support
Image Enhancement/Branding—Geotourism Map Guide Potential Niche Market Opportunities
– Aquatic Adventures: Sport Fishing, Scuba diving, Water Sports
– Birding– Cultural/Archaeological– Hunting & Photography Safaris– Health & Wellness– Ecotourism– SAVE (Scientific, Academic, Volunteer and Education)
6. Marketing, Branding and Promotion 6. Marketing, Branding and Promotion We see two main sets of customers in terms of defining markets – the Tourist and the Investor. Within these customer bases broad categories exist.
We see two main sets of customers in terms of defining markets – the Tourist and the Investor. Within these customer bases broad categories exist.
Portugal Brazil Saudi-Arabia UAE Angola
US UK Germany Netherlands
Italy
France Canada Australia Japan Sweden China
South Africa Zimbabwe Swaziland
Strategic Source Markets to South
Africa
Cultural Synergy
Proximity Synergy
South Africa
Spain
Portfolio of Strategic Markets for Tourism in Mozambique
Countries in Italics are NOT priority markets
Countries in Bold are EXISTING source markets.
High Potential Niches Diving, Deep sea fishing, Hunting Birding, Eco-tourism Cruising, High-yield ‘island’, Culture
Language Religion, Roots, Values
6. Marketing, Branding and Promotion 6. Marketing, Branding and Promotion We will use a range of tools to update and validate existing market analysis in strategic and new markets, for the north of the country
We will use a range of tools to update and validate existing market analysis in strategic and new markets, for the north of the country
Priority focus building on existing resources:– Ibo Tourism Development Strategy– Cultural Heritage Development– Cooperative Marketing and Promotion – Upgrading Visitors Center– HRD/Training/BDS: Supporting Catholic University– Community Outreach (artisanal activities)– Catalytic Events
Ameliorating obstacles and constraints:– Coastal Zone Management– Pemba Beach Land Use Plan
Prepare projects for Tourism-Focused Enabling Infrastructure Priorities– Pemba Airport; airstrips– Northern Coastal road
Develop other tourism proposals eligible for MCC funding– Health Services (eg. Hyperbaric chamber)– Agricultural Linkages
7. Creating an Integrated Destination Management Approach
in Cabo Delgado
7. Creating an Integrated Destination Management Approach
in Cabo Delgado
Cabo Delgado provides an opportunity to build on established tourist infrastructure and services, to provide a relatively quick impact.
Cabo Delgado provides an opportunity to build on established tourist infrastructure and services, to provide a relatively quick impact.
(Adapted from Strategic Plan for the Development of Tourism in Moçambique (2004 – 2013))
(Adapted from Strategic Plan for the Development of Tourism in Moçambique (2004 – 2013))
Capitalize on Marine and
Coastal Assets
Capitalize on Marine and
Coastal Assets
Develop Eco-tourism and Wildlife
Products
Develop Ecotourism and Wildlife
Products
Integration Southern
Africa
Linkages with Southern
Africa
Capture the Strength of
Culture
Strengthen Local
Communities
and Culture
Strategic ‘Niche’ and
Source Markets
Strategic ‘Niche’ and
Source MarketsDestination
Mozambique
Destination:
Pemba/Quirimbas/
Ibo
Spatial FocusPATI, TFCA,
Routes, Regions
Spatial FocusPATI,
trip circuits
An Integrated Destination Management Approach will focus initially on the Pemba area and the Quirimbas National Park/Archipelago
An Integrated Destination Management Approach will focus initially on the Pemba area and the Quirimbas National Park/Archipelago
7. Creating an Integrated Destination Management Approach
in Cabo Delgado
7. Creating an Integrated Destination Management Approach
in Cabo Delgado
US Department of Interior: Capacity Building and Training in Protected Area Management, Visitor Services, and Resource Management (Niassa)
Developing proposal for Destination Management Plan for Ilha de Mozambique/Lumbo
Prepare projects for Tourism-Focused Enabling Infrastructure Priorities– Airport and airstrip upgrades– Roads and bridges– Water and sanitation
Develop other tourism proposals eligible for MCC funding:– Business Development Service/Guide; MICE Expansion– Health support services (eg. Malaria programs)– Agriculture linkages
8. Leveraging Resources for New Tourism Development in
Nampula and Niassa
8. Leveraging Resources for New Tourism Development in
Nampula and Niassa
Before meaningful increases in tourist arrivals can be achieved substantial development investment needs to be made in Nampula and Niassa
Before meaningful increases in tourist arrivals can be achieved substantial development investment needs to be made in Nampula and Niassa
AgendaAgenda
Project Background
– Design PhaseField ResearchValue-Chain Approach
Implementation Framework Timeline and Next Steps
Timeline and Next StepsTimeline and Next Steps
February 20: Initiative recommendations to be submitted by team members
March 5: Draft Implementation Plan Completed (for circulation and comment by team)
Consultation with Stakeholders (proposed) and further revisions
March 30: Draft Submitted to USAID for review and comment
May 1: Project Implementation Commences (proposed)