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TRANSCRIPT
Lao PDR Destination Management Plan: 2016 - 2018
Funded by:
Prepared by:
In conjunction with:
MICT
1
Lao PDR Tourism Destination
Management Plan 2016 – 2018
Final
29th January 2016 Lao PDR
Na8onal
Lao PDR Destination Management Plan: 2016 - 2018
TableofContents
1. ABBREVIATIONS..........................................................................................................................3
2. DESTINATIONPROFILE.................................................................................................................5
3. VISIONFORTHEDESTINATION,OPPORTUNITIESANDCHALLENGES...........................................103.2SWOTANALYSIS-LAOPDR.................................................................................................................103.3UNIQUESELLINGPROPOSITION&DESTINATIONPOSITIONING:...................................................................13
4. MARKET-BASEDANALYSISOFCURRENTVISITORS......................................................................144.1INTRODUCTION...................................................................................................................................144.2ANALYSISOFSTRATEGICVISITORFLOWS..................................................................................................154.3PRIORITIZATIONOFSTRATEGICVISITORFLOWS........................................................................................224.4OVERALLCONCLUSIONOFANALYSIS......................................................................................................23
5. DESTINATIONACTIONPLAN.......................................................................................................25
6. MONITORINGANDEVALUATION................................................................................................396.1WHYMONITORING&EVALUATION?......................................................................................................396.2THERESULTSFRAMEWORK...................................................................................................................396.3THEMEASUREMENTPLAN....................................................................................................................40
7. REFERENCES...............................................................................................................................52
8. ANNEX.......................................................................................................................................56ANNEX1:DEFINITIONS...............................................................................................................................56ANNEX2:BACKGROUNDTOTHEDESTINATIONMANAGEMENTPLAN.................................................................58ANNEX3:PURPOSEANDUSEOFTHEDESTINATIONMANAGEMENTPLANS.........................................................59ANNEX4:KEYLESSONSLEARNED:THECHALLENGESOFDESTINATIONMANAGEMENT..........................................61ANNEX5:THESIX-STEPAPPROACHTOTHESTGALLENDESTINATIONMANAGEMENTMODEL................................62ANNEX6:LAOPDRTOURISMSTATISTICS......................................................................................................63ANNEX7:LAOPDRTOURISMKEYSOURCEMARKETS:EXISTING&NEW............................................................67ANNEX8:ASEANTOURISMSTRATEGICPLAN–STRATEGICDIRECTIONSANDACTIONS.........................................68ANNEX9:LAOPDR:PROPOSEDDESTINATIONMANAGEMENTNETWORKTASKFORCES.........................................69ANNEX10:LAOPDR:FEEDBACKFROMDMNONDESTINATIONMANAGEMENTPLAN,JAN2016.........................70
Lao PDR Destination Management Plan: 2016 - 2018
1. AbbreviationsADB AsiaDevelopmentBankAEC ASEANEconomicCommunityAFD AgenceFrancaisedeDeveloppementASEAN AssociationSouthEastAsianNationsBAF BusinessAssistanceFacilityBKK BangkokCBT CommunityBasedTourismCHRA ChampasakHotel&RestaurantAssociationCPATA ChampasakAssociationofTravelAgentsCPC CoffeeProducersCooperative,ChampasakProvinceCTBP ChampasakTourismBusinessPromotionProjectDBST DoubleBituminousSurfaceTreatmentforroadsDEPT DepartmentDEV DevelopmentMICT DepartmentInformation,Culture&TourismDMC DestinationManagementCompanyDMN DestinationManagementNetworkDMO DestinationManagementOrganisationEDC Enterprise&DevelopmentConsultantsEMC EmergingMarketsConsultingFIT FullyIndependentTravellerGDP GrossDomesticProductGIS GeographicInformationSystemGiZ DeutscheGesellschaftfürInternationaleZusammenarbeitGM GeneralManagerGMS GreaterMekongSub-regionGOVT GovernmentHNN HimNanNoProtectedAreaKhammouaneHR HumanResourceHRTAA Hotel,RestaurantandtravelAgentAssociation,OudomxayIBA ImportantBirdAreaICBF IntegratedConservationofBiodiversityandForestsINGO InternationalNonGovernmentalOrganisationINTL InternationalIMCT LaosInstituteMarketing,CultureandTourismJICA JapanInternationalCooperationAgencyKHM KhammouaneKL KualaLumpurKOICA KoreanInternationalCooperationAgencyLANITH LaosNationalInstituteofTourism&HospitalityLP LuangPrabang
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LPG LuangPrabangLPHRA LuangPrabangHotel&RestaurantAssociation LPTA LuangPrabangTransportAssociationLPATA LuangPrabangAssociationofTravelAgentsLUXDEV LuxemburgDevelopmentM&E Monitoring&EvaluationMICE Meetings,Incentive,Conference&ExhibitionsMICT MinistryofInformation,Culture&TourismMKT MarketorMarketingMSME MicroSmall&MediumEnterprisesN/A NotApplicableNBCA NaturalBiodiversityConservationAreaNGO NonGovernmentalOrganisationNPA NationalProtectedAreaNTPC NamTheunPowerCompany,LaosNZAID NewZealandInternationalDevelopmentAgencyODX OudomxayOPT OckPopTokPAM ProjectAdministrativeManual(ADBTIIG) PATA PacificAsiaTravelAssociationPDR People’sDemocraticRepublicPIU ProjectImplementationUnitPMC HandicraftProductivity&MarketingCentre,OudomxayPRIVSEC PrivateSectorREF ReferorReferenceSGDM StGallenDestinationModelSME SmallMediumEnterprisesUNESCO TheUnitedNationsEducational,ScientificandCulturalOrganizationTAEC TheTraditionalArtsandEthnologyCentreTIIG TourismInfrastructureforInclusiveGrowthProject,ADBTO TourOperatorToT TrainingofTrainersTRANS TransportTSP TourismStrategicPlanUSD UnitedStatesDollarVTE VientianeWWF WorldWildlifeFundWCS WildlifeConservationSociety
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2. DestinationProfile- LaoPDRiscentrallylocatedintheheartoftheGreaterMekongRegionandSouthEastAsia.- ItisalandlockedcountryborderedbyMyanmarandChinainthenorthwest,Vietnamtothe
east,Cambodiatothesouth,andThailandtothewest.- Tourismisanimportantnationaleconomicsectorthatthegovernmenthasplacedasoneofthe
elevenprioritydevelopmentsectors.- Thecountrybenefitsfromtheadvantagesofitslocation,politicalstabilityaswellasabundant
andrenownednatural,culturalandhistoricaltourismresources.Inaddition,theethnicdiversityandfriendlinessofthelocalpeoplearealsokeyattractionsforvisitors.
- Internationaltouristarrivalshaveincreasedfrom2.5millionin2010toover4.2millionvisitorsin2014–growthof65.5%.MinistryofInformation,CultureandTourism’s(MICT)targetofachieving4.5millioninternationalvisitorsby2020willmorethanlikelybeexceeded1.
- Domestictouristsaccountfor33%ofalltourists.Thesectorisexperiencingminimalgrowthwith2.08millionin2014and2.03millionin2013.
- In2014,thedirectcontributionofTravelandTourismtoGDPwasLAK4,628.4bn(5%oftotalGDP)andisforecasttoriseby8.1%in20152.
- DespiteallofthisgrowthLaostourismcontinuestocompetewithitsregionalcompetitorsfor‘lengthofstay’inthecountry.Laosisconsideredanadd-ondestination:70%ofinternationalvisitorsvisitothercountriesontheirtriptoLaossuchasThailand(60%),Cambodia,ChinaorVietnam(53%)oranotherSouthEastAsianCountry(18%)3.
- 75%ofallinternationalvisitorscomefromThailandandVietnamwithThailandaclearleaderaccountingfor52%ofallinternationalvisitors.AhighpercentageofThaivisitorsareday-trippers(theycometoshop)toVientianefromtheThanalengBorderPostandSavannakhetatFriendshipBridgeII.Bothofthesebordercrossingsaccountfor55%ofallinternationalarrivals.
- DespitethehigharrivalnumbersofThaivisitorstheiractualspendingisextremelylow(27%oftotalreceipts).Theyspendverylittleonaccommodationandtransportduetotheirrelativelyshortaveragelengthofstayyetmoreonfoodandbeveragesandretailtrade.
- TheChinesemarketreflectstrendsgloballywithlargegrowthratesof72%from245,033in2013to422,440in20144.Alotofthesevisitorsarebusinesstouristsfollowedbypackagedtouristsor‘Amateur’travellers(arrivingbyair,busorcarcaravans)5.TheextensivegrowthislargelyduetotheincreasingtraderelationshipsbetweenLaosandChina,therelaxationoftheChinesegovernment’spreviousrestrictionsonoutboundtravel,theintroductionofgovernmentpoliciestoincreaseChineseleisuretimeandtheriseofaChinesemiddleclasswithhigherdisposableincome6.
- TheEuropeanmarket(France,Germany,theUKetc.)isrelativelysmall(121,007arrivalsin2015)–howeveritisanattractivemarketofhighspendersandisaprioritymarketforLaos7.
- BackpackersandbudgettravellershavehistoricallybeenthemajorityofarrivalstoLaos,
1MinistryofInformation,CultureandTourism.2012.LaoPDRTourismStrategy2012–2020.2WorldTravel&TourismCouncil,20153GiZ,20144MICT,2015andMintel,February20145Amateurtraveller=inexperiencedChinesetravellerswhomostlytravelwithgrouptours.Theyhavelimitedbudgetandlimitedpersonal/annualleaveandthusaremostlikelytotravelonpublicholidays.6Mintel,February20147MICT,2015
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accountingfor70%ofallnon-regionalarrivals.LikeThaiDayTrippers,BackpackersarelowvaluevisitorsspendingonaverageUS$23perday.
- ThecountryhasaNationalTourismStrategy(NTS)2012–2020.TheMICTismandatedwithoverseeingimplementationoftheNTS.
- The2005TourismLawprovidesthelegalbasisfortheNTS,settingouttheparametersforcreationofasustainabletourismindustrythatcontributestonationaldevelopmentandinternationalcooperation.
Figure1:TourismMapofLaoPDR
Lao PDR Destination Management Plan: 2016 - 2018
LOCATION: OVERVIEW:Distancesfromkeyareas(km)anddriveorflighttime(Hours) Maintypesoftourismandmostpopularactivities
Toptenmostpopulartouristattractionsordestinations(includingenvironmental&cultural)
ByAir:Domestic:• VientianetoLuangPrabang:45mins(2perday)• VientianetoPakse:1hr15min(2perday)• VientianetoOudomxay:50mins(3timesperweek)• VientianetoLuangNamtha(Trekking&TheGibbonExperience):55mins
• VientianetoSavannakhet:1hour• VientianetoXiengKhouang(PlainofJars):30mins
International:Therearedirectinternationalflightstoandfrom:- Thailand(BangkokandChiangmai)- Vietnam(Hanoi&HoChiMinh)- Cambodia(PhnomPenh&SiamReap)- China(Guangzhou,JingHong,Kunming)- Korea(Seoul&Busan)- Singapore
ByRoad/Overland:• VientianetoLuangPrabang:5hours• VientianetoPakse:viasleeperbus(Highway13)8-12hours
• VientianetoSavannakhet:6.5hours• VientianetoOudomxay:18-20hours• VientianetoKhammouane:6.5hours• VientianetoVangVieng:2hours45mins• VientianetoLuangNamtha:10-11hours
OverlandBorderCrossings:Thereareapproximately17bordercrossingsfromThailand,Vietnam,ChinaandCambodiaintoLaos.ThemostpopulararefromThailand(FriendshipBridge1&II)ByBoat:PrivateBoattripsfrombudgettoluxuryareonoffer.MostdepartfromHuaeiXayandgotoVientianeandLuangPrabang.ChampasakProvincehasvastwaterways(4,000islands)andopportunitiesforboating.
AmixtureofFITsandtourgroups.• ThaiWeekenders(Shopping,Nature&Casino)• ChineseTourGroups(Air&Caravans)• Backpackers(Chilloutandadventure/Eco)• MidmarketThaiHolidayers(Nature&religion)• WesternLargeGroups(8-25pax,seeingonly)• WesternSmallGroups(2-8pax,seeing&doing)• WesternExperientialtravelers(FITs,seeing&doing)• Religioustourism(mainlyThaianddomestic)• MICE(predominantlydomestic&someinternational)
Other:• Local,regionalandinternationaltravelagents• Travel&LifestylemediaincludingTVtravelshows
KeySitesvisitedbyInternationalTourists8:1. KuangSiFalls(LuangPrabang)2. COPEVisitorCentre(Vientiane)3. UNESCOOldQuarter(LuangPrabang)4. TheGibbonExperience(HuayXay,Bokeo)5. KongLorCave(Khammouane)6. UNESCOsiteofWatPhou(Champasak)7. PlainofJars(Phonsavan,XiengKhouang)8. Casino’s(Savannakhet)9. VangVieng(Nature&softadventure)10. 4,000Islands(Champasak)KeySitesvisitedbyDomesticTourists:*Mostdomestictouriststravelonlytovisitfriendsandfamily.Iftheydovisittouristsitestheseareusuallysitesthatarelocatedintheirprovinceofresidence.1. PhaThatLuangGoldenStupa2. SikhottabongFestival&Stupa3. OtherFestivalsinindividualProvinces4. LuangPrabang5. Otherreligioussitesineachprovince
8TopThingstodoLaoPDRTripAdvisor,2015
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GEOGRAPHY: WEATHERPATTERN:Approximatesizeofthedestination(km2)andprinciplephysicalcharacteristics(rivers,hills,baysetc.)LevelofBiodiversity(therangeofdifferentplantandanimalspecies)9,10
Averagesunshinehours,rainfallandseasonaltemperatures
SizeofLaoPDR=236,800km2ofwhich80%ismountainousMEDIUMBiodiversity:Dryevergreenforest:ExtensiveareasinthenorthTropicalmontaneevergreenforest:AlonghighlandareasoftheAnnamiteMountainsandBolavenPlateauLowlandsemi-evergreendipterocarpforest:TheMekongPlainTropicalmontanedeciduousforest:ScatteredareasinthenorthDrydipterocarpforest:SouthernareasMixeddeciduousforest:SouthernareasForestonlimestone:SmallareasintheAnnamiteMountainsPineforest:SmallareasintheAnnamiteMountainsSub-tropicalmontaneforest:Smallareaintheextremenorth.Thereare20declaredNaturalBiodiversityConservationAreasand11proposed.Mostarenowundermanagementwithdonorsupportorinparthavebeengivenonconcessiontotheprivatesector.
TraveltoLaoPDRispossibleatanytimeoftheyear.Climatecanbedividedintwodistinctseasons:i) adryseasonfrommid-Octoberto
Aprilandii) a‘green’rainyseasondominated
bythesouth-westmonsoonwhichbringshighrainfall,highhumidity,andhightemperaturebetweenMayandmid-October.
TemperaturesduringMarch-Mayperiodcanreachthehigh30’s°C,whileathigherelevationsandduringthedryseason'scoolermonthsofDecemberandJanuary,temperaturescandropaslowas15°Candbelow.Annualrainfallis1,300–3,000mm/yr.
TRANSPORTLINKS:Detailsonanyaircarriersbringingvisitorstothedestination
Publictransportfacilitiestoyourdestination
Additionalprivatearrangementsfortransportingvisitorstothedestination
ThaiAirways,LaoAirlines,VietnamAirlines,AirAsia,ChinaEasternAirlinesandBangkokAirways,T’WayCharterFlights(Seoul).
Internationalbusservicesfrom/toVietnam,ThailandandChina.TouristbusesSongthaewsMinibusesTukTuks(locallyonly)Samlor(motorcyclewithsidecar)
CharteraboatoraluxuriousMekongRivercruiseRentacar(withorwithoutadriver)RentamotorbikeRentabicycleCharteratuktukKayaks/canoes
POPULATION:No.ofpermanentresidents11Populationdensity
Seasonality %ofpopulationEmployedintourismrelatedjobs
6.3million(2009)27peopleperkm2
Despitelargepeaksandtroughsexperiencedbysomeprovinces,tourismarrivalsforallofLaosarefairlyeventhroughouttheyear.LowestInternationalVisitorMonth=June232,400HighestInternationalVisitorMonth=Feb384,664RefertoAppendix6forgraphsshowingseasonality.
In2014Tourismdirectlyemployed129,500peopleaccountingfor4.2%ofLaoPDR’stotalemployment12.
910BiodiversityFactsLaoPDR,GIZ201310Biodiversity&ProtectedAreas,LaoPDR(2013)11LaosCountryProfileUSAID201412Ibid
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VISITORS:Annualvisitornumbers:total&byprincipalmarketorhub132014
Annualarrivalsbytypeoftransport
Averagelengthofstay14,15Averagetouristexpenditure16,17
TOTALVISITORS=6,236,437Domestic=2,077,718(33%oftotalvisitors)International=4,158,719(67%oftotalvisitorsandgrowthof18.22%vs.2013).InternationalVisitorsaresplitby:RegionalVisitors=3,589,875OtherInternationalVisitors=568,844InternationalTouristPrimarySourceMarkets2014:-Thai:2,043,761(49.14%)-0.76%-Vietnam:1,108,332(26.65%)+22.7%-China:422,440(10.16%)+72.4%-Korea:96,085(2.31%)+17.46%-USA:61,460(1.48%)-0.24%-France:52,146(1.25%)-0.51%-Australia:44,964(1.08%)+26.84%-Japan:44,877(1.08%)-7.74%-UK:39,061(0.94%)-6.42%
ByAir:In201470.7%(2,940,294)ofinternationalvisitorsarrivedbyAir18ByRoad/Overland:In201429.3%(1,218,504)ofinternationalvisitorsarrivedbyroad19.
Totalaveragelengthofstayforinternationalvisitorsis4.9days-Regionalvisitors=2days-OtherInternationalvisitors=7.9days.Averageexpenditureperdaypertouristin2014:Internationalvisitors=US$73perdayRegionalvisitors=US$21perday
TOURISMAMMENITIES:Approx.no.ofhotelsandroomsinthedestination20:
Othertypesofaccommodationavailable(andapprox.no.)
Approximatenumberofrestaurants(incl.cafes)
Approximatenumberofbars(nightclubs,pubs,etc.)
TotalHotels&GuestHouses:2,426TotalRooms:44,714AverageOccupancyrate:57%
HotelsGuesthousesHomestaysEcoLodgesCommunityguesthousesTreehouses
1,269 164
Table1:LaoPDRTourismDestinationProfile
13TourismLaos2014StatisticalReportonTourism14EnhancinglinkagesbetweentourismandothersectorsinLaos(UNCTAD,2013)15TourismLaos2014StatisticalReportonTourism16Ibid.172015ChampasakVisitorSurvey18MICT,201519IBID20Ibid
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3. Visionforthedestination,opportunitiesandchallenges3.1 Vision:ThevisionfortourisminLaoPDR(2012–2020)is:
ü Developaleadingsustainabletourismindustrythatcontributestopro-poorlocaleconomicdevelopment.
ü Becomeoneofthepreferredregionalandglobaltourismdestinations.Thenationallevelvisionwillbeachievedby:
a) generatingemploymentandincomeforlocalpeopleb) strengtheningheritageprotectionanddestinationmanagementc) increasingpublic-privatecooperationintourismd) improvingcompliancewithrulesandregulationse) diversifyingtourismproductsandservicesf) improvingthetourismvocationaleducationandtrainingsystem.
ThenationalvisionisconsistentwiththeLaoPDR’sSeventhNationalSocioeconomicDevelopmentPlan(NSEDP)2011–2015,whichsupportssustainableeconomicgrowthandthereductionofpovertyandinequality.ThevisionalsocontributestoregionaleffortstodeveloptheGMScorridoraswellastheASEANTourismStrategicPlan.
3.2SWOTAnalysis-LaoPDRSTRENGTHS- HospitalityofLaospeople- Uniqueculturalheritage:ethnictribes,threeUNESCOworldheritagesites,religiousandpilgrimagesites,adiverserangeoftraditionalhandicraftsandfood.- Anabundanceofnaturalassetswithprotectedareascovering16.3%ofthecountry,rivers,waterfallsandwildlife.- Continuedgrowthinvisitorarrivalsoverthepastfiveyears- Location–centreoftheMekongSub-region- Accessiblefrommanycountriesbyair&road.- Insomekeydestinationsthereisadiverserangeoftourismproductsandservicescateringtomanydifferenttargetaudiences- Significantprivatesectorinvestmentinsomesubdestinationse.g.VientianeandLuangPrabang
WEAKNESSES- Inadequatemarketingbudgetmeanslackofstrategicinternationalmarketingandlowlevelsofdestinationawarenessinternationallye.g.NoclearstrategyonwhoLaosshouldtarget–oneminutethefocusisonChineseandyetthemarketstrategysaysEuropeanmarkets- An‘add-on’destination.Notadestinationinitsownrightlimitingthelengthofstay-predominantlysoldasajointdestinationwithoneortwootherdestinationsi.e.Cambodia,Vietnam&Thailand.- TourisminfrastructureisofpoorqualitycomparedtocompetitorcountriesintheGMSregion.- Thetransportationnetworkisofpoorquality,lackssupplyandoftendoesnotmeetinternationalsafetyandtechnicalstandards.- Domesticflightsareoftenunreliableimpactingtouroperators’confidenceininvestingincertaindestinations.E.g.mountainousregions
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- Lackofregulatoryenforcement:Poorimplementationofinternationaltourismstandardsfortransport,guides,hotels,restaurantsleadstopoorqualityofproducts,servicesandsitesimpactingvisitorsafetyandthedestinationsreputation.- Absenceofresponsibletourismpolicy,standardsandenforcementleadstomanynegativeimpactsoftourism- TourismSMEs(predominantlyfamilyownedandrun)lacktourismexposure,accesstofinanceandexpertisetodeliverproducts&servicesofinternationalstandard- Privatesectortourisminvestment/developmentisoftensupplydrivennotdemanddriven- Veryfewtourismprivatesectortaxesareinvestedbackintothetourismsectorformarketingorsitedevelopment.- PoorqualityandquantityofthecurrentandpotentialtourismworkforceinLaoPDR- Notourismcrisismanagementsystemsimplemented(alreadydevelopedinASEAN)- Lackofdirectairaccess(alllong-haulvisitorshavetocomeviaThailandorVietnam)- Manyofthecountry’s21riverportsalongtheMekongareinneedofanupgradeimpedingexpansionoftherivercruisingsector- Unevenspreadoftourismbenefitse.g.VientianeCapitalreceives43%ofinternationalarrivalsandaccountsfor47%ofaccommodationcapacity21.- Investmentintourismremainslowcomparedtoothersectorsoftheeconomy- Minimalinvestmentin‘last-mile’infrastructurelimitstourismgrowthforsecondarysitesanddestinationse.g.roadconditions- Environmentaldegradationcausedbyinadequatewastemanagement,lackofpublicamenities,andpoordestinationmanagement.- Lackofsupplychainlinkagesbetweentourismandothersectorse.g.about40%oftourismreceipts“leak”backoutofthecountryintheformoftourism-relatedimports22.- WeakinstitutionalsupportfortourismSMEs- Laosisperceivedaspoorvalueformoneybyalotoftouroperatorsincomparisontoitsregionalcompetitors(expensiveincomparison)- Lackofcapacity(technicalskills)andbudgetwithingovernmenttourismdepartments(national&provincial)- Lackofeffectivecoordinationbetweengovernmentdepartmentsthatimpacttourisme.g.immigration,transport,police,culture,health,educationetc.- Lackofcommunicationandcoordinationbetweentheprivatesectorandgovernmentsector.- Human&drugtraffickingcontinuetoremainkeyissuesofthetourismindustry- Poorvisitormanagementsystemsinplaceatkeysitese.g.LuangPrabang- Poorknowledgemanagement–nocentralpointforaccessingtourismstudies,statistics,tourismdocumentsbeyondtheNationalStatisticalreport.- Lackofreliableandeffectivetourismquantitative&qualitativeresearch/data.- Poorfemalerepresentationinthetourismformalsector.Manyareemployedintheinformalsectororinlower-skilledjobspayinglowerwages.- VerylowtourismrevenueamongstkeysourcemarketThailand(andshortstays)- Verylowaveragetourismreceiptspervisitorcomparedtocompetitorsandfullpotentiale.g.US$154pervisitorinLaosvs.$616inCambodiaor$1,390pervisitorinAsiaandthePacific23.- LowleveloftourismrelatedPPPsduetoincompleteregulatoryframework.
21LaoPeople’sDemocraticRepublic:�GreaterMekongSub-regionTourismInfrastructureforInclusiveGrowthProject,ProjectAdministrationManual,June2014.22IBID23LaoPeople’sDemocraticRepublic:�GreaterMekongSub-regionTourismInfrastructureforInclusiveGrowthProject,ProjectAdministrationManual,June2014.
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OPPORTUNTIIES- GeographiclocationandaccessibilitytotheChinawhichistheworld’sfastestgrowingoutboundtravelmarket- Landtransportopportunitiese.g.speedtrainlinkingLaostoChinaanditsotherneighbour- TheGMSregionalstrategyforpromotingtourismlinkageswithneighboringcountries–opportunitiestoworktogethertoovercomekeyissuessuchasseasonality,marketingetc.- PromotingtheGREENseason(offpeak)- Openforeigninvestmentpolicy&investmentincentives- ASEANEconomicCommunityprovidesanopportunitytoattractforeigninvestmentfrombothfinancialinstitutionsandtheprivatesector- AccesstoASEANtourismstandardsandtheASEANMutualrecognition.- SpecialEconomicZonesprovideopportunitiesforinvestmentintourismservicesandfacilities- Domestictourism- Stablepoliticalenvironment(safe&securedestination)- Economyexperiencingpositivegrowth- Arelativelyyoungtourismdestinationthatcanlearnfromthemistakesitskeycompetitorshavemadethusfar.- ManydevelopmentprojectsandpartnerspresentinLaoPDRthatarekeentoassistimprovethetourismindustry(GIZ,Swisscontact,LUXDEV,ADB,AFD,JICA,NZAid,WWF,WCSetc.)- GovernmentOpenVisaPolicy
THREATS- CurrentandfuturepoliticalinstabilityinThailand(includingthepossibilityofTheKingpassing)- Drugandsextourismaswellasriotingintheregionimpactstheregionsreputation- Increasedcompetitionfromglobalandregionalcountriesfortourismvisitors- Global/Asiandeadlyvirusese.g.AvianandSwineFluandEbola- Conflictofinterestse.g.DevelopmentofLaosvs.PreservationandConservationofLaos- IrresponsibleTourism–balanceandconflictsbetweenMassTourismandResponsibleTourism- Lossofculturalheritagee.g.hilltribesandthreatstoUNESCOsiteofLuangPrabang- LaoPDRpolicyandregulatoryimpedimentsthatmakeitdifficulttostartabusiness.Laoscurrentlyranks163outof185countriesassessedintheWorldBank’sDoingBusinessReport,thelowestamongGMScountriesandthesecondlowestinAsiaandthePacific24.- Climatechange(slashandburn)- Deforestationthreateningtourism- DammingofriversreducingwaterlevelsofriversforLuxuryRiverCruising- IncreasingrateofglobalterrorismTable2:LaoPDRTourismDestinationSWOT:Strengths,Weaknesses,OpportunitiesandThreats.
24Ibid.
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3.3UniqueSellingProposition&DestinationPositioning:LaoPDR currentlyuses the tagline ‘simplybeautiful’ aspartof its brand communication. The taglinereferstothebeautyandauthenticityofLaos’landscapes,culturalheritageandpeople.ElementsofLaos’stourismlogo(picturedbelowinFigure2)includetheFrangipani,anationalflowerofLaos,andthesilhouetteoftheiconicThatLuangStupa.TheFrangipaninature,thejoyof lifeandthesincerityoftheLaospeopleandthesilhouetteoftheiconicThatLuangStupasymbolizesthecountry’sBuddhistheritage.Despite having this tagline and logo there has been very little investment (financial and strategicplanning) in bringing this brand expression alive in a consistent and strategic way. The activity plandetails marketing and promotion activities that should focus on a consistent and more strategicapproachtobrandingLaos.Table3belowhighlightsthattheLaostourismbrandisrelativelyunknownand ineffective when compared to its key competitors. Bloom Consulting rank Laos’s tourismdestinationbrand36outof44countriesinAsiaand127outof180globally.
TOURISMDESTINATIONBRANDRANKGLOBALLY(Outof180)
RANKWITHINASIA(Outof44)
Thailand 6 2
Vietnam 57 17
Cambodia 80 22
Laos 127 36
Myanmar 143 39Source:BloomConsulting,CountryTourismBrandRanking2014/1525
Table3:TourismDestinationBrandRanking,2014/15
Figure2belowshowsLaos’keyregionalcompetitorsandtheirtourismlogo’sandtaglines.
Figure2:TourismDestinationLogo’s:LaoPDRanditsdirectcompetitorsinASEAN
25BloomConsultingmeasuretheeffectivenessoftourismdestinationbrandsworldwide.
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4. Market-basedanalysisofcurrentvisitors
4.1Introduction
Whatarevisitorflows?Astrategicvisitorflow(SVF)isaunitofmeasurementthatmapsouthowvisitorsmoveto/fromorwithinadestination.Theyreflectthewaytouristsinteractwithadestination:theattractionsvisited,activitiespursuedandexperienceslived.SVFsconsistofspecifictravellersegmentswithsimilarmotivationsandthatpursuesimilaractivities.Theytendtobelocalized(e.g.canbemapped),significantinnumbers,havetheirowndemand-supplymechanisms,exhibitindividualdynamicsandlifecycles,createbusinessopportunitiesandcanbeanalyzed,managedandcommercialized.SVFsareusedasthebasicunitofanalysisfordestinationmanagement.Whyusingindividualvisitorflowsasmainunitofanalysisisimportant?Usingvisitor flows (SVFs)asamainunitofanalysisensures that thedestination isdevelopedusingademanddrivenapproach rather thana supplydrivenapproach.All toooftendestinationshavebeendefinedandboundbypoliticalandadministrativeborders.Theseborders,moreoftenthannot,donotreflect theway tourists interactwith a destination. Additionally activities of the destination becomemorefocusedonwhatthestakeholders(private&public)thinktheyneedratherthanwhatthevisitoractually needs. The use of SVFs enables the destination to improve the destination and the overallvisitorexperiencebasedonwhatthevisitorsneeds:- Whatdrivesthemtothedestination?- Whatmotivatesthemtocometothedestination?- Whatdotheydowhentheyarrive?- Howmuchdotheyspendandonwhat?- Whendotheycome?Wheredotheycomefrom?- Wheredotheygo?Wheredotheystay?- Wheredotheygotowhileorafterstayingatthedestination?
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4.2AnalysisofStrategicVisitorFlowsThefollowingtableprovidesananalysisofthekeystrategicvisitorflows(SVFs)forLaoPDR.Theseflowsrepresentcommonflowsacrosseachoftheprovincesand account for the key visitor arrivals in Laos. For each flow the table details its characteristics; the motivations that drive the visitor to Lao PDR, theseasonality; the number of tourists in the flow; their estimated average spending per day per person; key people on the demand side that influence theirdecisiontobookaholidaytoLaoPDRandkeypeopleonthesupplysidethatplayaroleintheirvisit.
PrioritisedFlows
Characteristicsofflow(age,nationality,income,fromwheretowhere,whatactivitiesetc.)
Motivationsthatdrivetheirvisit
Whendotheycome Howmanycome
Estimatedspendingperdayperperson(USD)
Keypeopleondemandside
Keypeopleonsupplyside
ExperientialFlow(MidtoupMarket,seeing&doing)
PredominantlyWesternersfromFrance,Germany,UK,Australia,NZandtheUSA(N.Americanmarketinggrowingslowly).ORtheyareexpatslivinginAsiae.g.Bangkok,ChiangMai,Singapore,Hanoietc.Canbecouplesorfamilies.Generallyorganizethetripthemselvesstayinginarangeofaccommodationdependingontheexperienceitdeliverse.g.luxuryhotels,boutiquehotelsguesthousesandHomestays.TendtoavoidlargehotelswherepackagedtouristsstayEngageinsoftadventureaswellasmoreadventurousactivitiese.g.cycling,trekking,raftingetc.Alwayswantingtoexperiencedifferentaspectsofadestinatione.g.ricefarming,weaving,ecotourismexperiences,cookingclasses,communityprojectsetc.Liketoshopinthenightmarketorsomeofthemoreartisanshops.Eatinrestaurantsandalsoonthestreet.Useacombinationoflocaltransporte.g.tuktukbutforlongertripsuseavehicleanddriver.
Thegreatmixofculture,heritageandnature.Authenticity!Holiday–timeoutfromthenorm/stressfulworklife.Nature&landscapesespeciallywaterfallsLiketogetawayfromthecrowdsoftouristsorthemaintouristattractions.TheyliketoexplorelessdiscoveredpartsofLaos.
AllyearroundbutpredominantlyNov–Mar
Unknown US$50++-US$250++perdayperperson.*Guestimate byprovincialworkshopgroups
TripAdvisorWordofmouth-friendsOnlinetravelforumsGuidebooksAirlineMagazinesDestinationwebsites
HotelwebsitesineachdestinationsOTAs(onlinetravelagentse.g.Agoda,booking.com,hotels.cometc)
WesternSmallGroupsExperiential
Groupsof2to8people.PredominantlyfromAustralia,UKorEurope.Ageis35–70travellingingroupsof2to8people.Usuallyonatailormadetour.Spend1to2nightsinVTEand2to3nightsinLuangPrabang.Afterthattheychoosebetween
WantatasteofLaos’culturalheritageandnaturalassetsaswellassomelessdiscoveredpartsofLaos.
EuropeanWinter(Oct-Mar)isthepeakperiod.Adribbleatothertimesoftheyear.
Unknown
Approx.USD150perdayperperson**Guestimate
Friends&FamilyMedia:TravelArticlesinmagazines&newspapersOnlineTravel
Travel Agents orTour Operatorswhodo tailor-madeitineraries in theircountryoforigin
Lao PDR Destination Management Plan: 2016 - 2018
16
PrioritisedFlows
Characteristicsofflow(age,nationality,income,fromwheretowhere,whatactivitiesetc.)
Motivationsthatdrivetheirvisit
Whendotheycome Howmanycome
Estimatedspendingperdayperperson(USD)
Keypeopleondemandside
Keypeopleonsupplyside
2to3nightsinNorthernLaosorSouthernLaos.Definitelywanttodomorethanjustsightseeing–alsoloveexperiencing.Liketoexperienceamixtureofculturalheritageandnaturewithsomeadventureorsoftadventure.
ExperienceSEAsia(Cambodia,Laos,Thailand&Vietnam)
Forums/Reviews:TripAdvisorTourOperatorwebsitesthatspecializeinLaosortheregionWebsitesofhotelsproductsorservicesDestinationWebsites
Key SE Asian Touroperators whofeatureLaosAnd VTE basedDMCs. E.g. EXOTravel.
Luxury RiverCruise
Twomainroutes:i) HouaiXay–PakBeng–LP
withsomecontinuingontoVTE.
ii) Pakseto4,000islandsSomemaygoVTE–LPandveryfewgoLP–HouaiXay.LiveontheboatorstayinupmarketaccommodationinVTE,LPorPakseStopinvillagesandlearnaboutlifeontheMekong,loveHandicraftshopping,goodfood(upmarketrestaurants),markets,artgalleriesetc.Ontheboatforanywherebetween2to6nights–andatotalof5daysinLaos.
The Mekong RiverCulturalHeritageLaosCulturalHeritageCruisingenthusiasts
PeaktimeisOct–MarandthenfromJunetoSeptisalittlequieter.BoatsgenerallydonotruninAprilandMaywhentheriveristoolow.
UnknownTherearefivekeycompanies.MekongCruisesNavaMekongMekongRiverCruisesPandawRiverCruises(Newentrant)ShompooMekongCruiseshas3,500peopleperyear.Approx.15,0000peryear.
USD250++ perdayGuestimate byworkshopteam.
LuxuryTravelAgents(bespoketravel)FriendsWebsitesofMekongRivertrips
TravelAgencies thatsell Mekong RiverCruises / Cruises ingeneral.
WesternLarge Group(8 to 25 pax,seeingonly)
Bigger European tour groups of 8 to 25people. Laos included either withThailandorCambodiaorVietnamintheiritinerary.Usuallyspend4to7daysinLaosofa12to14daypackagedtourtotheregion.CombinationsincludeLP+VangVieng
Seeanotherpartoftheworlde.g.LaosandotherMekongcountries.Abreakfromtheireveryday–havea
AllyearroundwithbulkarrivingNov-Mar.
Unknownhoweveritis2ndlargestnonAsianinternationaltouristmarketbehindand
Approx. US$123per day perperson.26
WordofmouthBrochures orwebsite from travelcompaniesAdvertisements innewspapers in theircountryoforigin.
TOs in their countryof origin and someTOsbasedinAsiaorLaose.g.EXOTravel,Diethelmetc.
26ChampasakVisitorSurvey,2015
Lao PDR Destination Management Plan: 2016 - 2018
17
PrioritisedFlows
Characteristicsofflow(age,nationality,income,fromwheretowhere,whatactivitiesetc.)
Motivationsthatdrivetheirvisit
Whendotheycome Howmanycome
Estimatedspendingperdayperperson(USD)
Keypeopleondemandside
Keypeopleonsupplyside
OrLP+VTEorLP+PakseThey travel by coach, mini bus, boat(alongtheMekong)andair.They have no time to participate inactivities and are only seeing things i.e.they don’t interact with the destinationand engage in experiential products andservices. They usually eat in the hotelstheystayinexceptmaybelunch.Usually not very adventurous. Enjoy nothavingtothinkastheytravel.
hasslefreeholiday Backpackers.
SouthernLaosWebsite
MICE
1. DomesticMICEPredominantlyLaoscompanies,GovtdepartmentsandINGOs&NGOhavingconferencesandeventsinVTE,LuangPrabang,Pakse,Savannakhet,VangVieng,MuangXayGenerallygroupsof40to200max.Stayamaximumof2nights.2. InternationalMICEMultinationalcompaniesbasedinSingapore,HongKong,KualaLumpur,Bangkok,Hanoi,Shanghai&Beijing.Lookingforhigh-endconference/meetingdestinationsthatoffersomethinguniqueorThaiGovernmentDepartments.Generallygroupsof40to120max.Stay2to3nights.Oftendo½dayor1dayoptionaltripse.g.½daytripstoWatPhouUNESCOsiteortoBolavenPlateau(coffee&waterfalls)orKuangSiWaterfall,UNESCOQuarterLuangPrabangetc.SomeuseMinibusesandsomeuselargecoaches.
Somewheredifferent/beyondthenorm–awayfromtheirofficesProfessional&efficientserviceSecure&safedestinationHigh-endconferenceroom&diningfacilities.
Allyearround.*Opportunitytopromotethelowseason(April–Oct)
UnknownhoweverineachkeydestinationinLaosthereareusuallyonly3to5hotelsthatcandealwithMICEgroupsexceptVTEwherethereisagreaterselectionofhotels.
USD60to200++perpersonperday*Guestimate byprovincialworkshopgroups
CorporateTravelSpecialistsFriends(otherbusinessmenorwomen)ColleaguesinGovernmentDepartmentsConferenceorganizers
CorporateTravelSpecialistsinVTETravelAgentsinVTEHotelwebsitesinLaosCorporateTravelSpecialistsTradeFairsinAsia(thosethatspecialiseinMICEinBangkok,Hanoi,Singaporeetc)
KoreanGroups
Verysimilarbehaviourtothe‘ThaibyAir’segment.Usuallystay4to6nightsinLaos.FlyinfromSeoul&BusantoVTE(1
Laid Back AsianCharmNature
Usually visit in theirwinter(Nov-Mar)
96,085in2014(+17.46%growthfrom2013)
Average USD100perday.Guestimate by LPprovincial
OnlinesitesFriends / word ofmouth
Tour operators inSeoulTouroperatorsinLPandVTE
Lao PDR Destination Management Plan: 2016 - 2018
18
PrioritisedFlows
Characteristicsofflow(age,nationality,income,fromwheretowhere,whatactivitiesetc.)
Motivationsthatdrivetheirvisit
Whendotheycome Howmanycome
Estimatedspendingperdayperperson(USD)
Keypeopleondemandside
Keypeopleonsupplyside
night)orLP(2nights)andusuallyincludeVangVieng(2nights)intheirtrip.Come to Laos to enjoy the laid backcharmandalsoenjoythetemples.Referto‘ThaibyAir’flowanalysis.
CulturalHeritage
Accountfor3%ofallinternationalvisitorstoLaos.27
workshopteam.
Thaiweekenders&holidayers
FamilyorsmallgroupsorgovernmentworkersonholidayGroup#1:ArrivebyairfromBangkokorChiangMaitoLPorVTE.EitherdoLPonlyorcombineitwithVangViengorvicaversawithVTEorVangVieng.(UsuallywealthierThai’s)Group#2:ArriveoverlandbyFriendshipBridge1toVTEandgotoVangViengGroup#3:ArriveoverlandbyFriendshipbridge2andgotoSavanVegasCasinoinSavannakhet(usuallymiddleclassThai)KeysitesforGroup#2and#3includewaterfalls,caves,softadventure,temples,shoppingetc.
ReligiousmeritNostalgiccuriosityNatureShoppingGamblinglegally
PeaktimetheycomeisforChineseNewYearinFebandalsoinThaiNewYearinApril.Mostgenerallycomeforweekendsonly(especiallythosecomingbyair)Alsowhentherearepublicholidaysthatmakelongweekends.
UnknownhowevertotalThaitoLaosin2014=2million
UnknownAccommodationspendapprox.USD100++
Onlinechannelsarekeytriggerse.g.TripAdvisor,Pantip.com,Sanook.comandMthai.comandsocialnetworkse.g.Facebooknewsfeedandupdates,adsandreviews.Othersincludefamilyandfriends,personalinterestsinthedestinationsaswellasairticketpromotions.TelevisionDocumentariesorMoviese.g.SabaideeMagazines(articlesonLPbyThaijournalists)Governmentdepartments(whoneedtospendbudgetforyearend)
ThaiTravelAgentssellingLaosAirlinesFree&EasyPackagesThaiGovernmenttravelcompanieswhoorganizeandsellincentivetrips.GuestHouse&HotelOwnersLaosTourOperators&GroundhandlersOnlineTravelAgents
27MICT,2015
Lao PDR Destination Management Plan: 2016 - 2018
19
PrioritisedFlows
Characteristicsofflow(age,nationality,income,fromwheretowhere,whatactivitiesetc.)
Motivationsthatdrivetheirvisit
Whendotheycome Howmanycome
Estimatedspendingperdayperperson(USD)
Keypeopleondemandside
Keypeopleonsupplyside
Backpackers
PredominantlyfromAustralia,UK&Europe.StartingtoseesomeKoreanbackpackers.18to29yearsofage.Usuallytravellingtheregion(Cambodia,Thailand&Vietnam)–notjustvisitingLaos.Stayincheapguesthouses,eatstreetfoodandoftenbuyacoffeeordrinkinacafesorrestaurantsthathavegoodfreeWi-Fi.UtilisePublicTransport(Buses)&tuktuks/songthiaws.Sometimeshiremotorbikesorbicycle.Keyactivitiesarewhitewaterrafting,theGibbonExperience,TreeTopExplorers,elephantcamps,ZipLining,trekking,homestays,Waterfalls,cyclingKeydestinationsare:4,000Islands,VangVieng,LuangPrabang,VTE,PakBeng
Seeinganddoingwhilsthavingfun.
Allyearround2014.
UnknownhoweveritisthelargestnonAsianinternationaltouristmarket.
BetweenUSD15toUSD20perdayBudgettouristswillspendaroundUS$4–6eachoncraftsandtransport/excursionsperday28.
Friends&otherbackpackersTripAdvisorBackpackeronlineforumsTravelfish.com
GuestHousesTourismInformationCentresBackpackerwebsitesintheregion
ThaiBusGroups
Arriveinaminibuscaravanorinlargecoaches(largegroupsbetween40to200people).OftenThaibudgettravellersorThaigovernmentworkers(ThaiGovthavebudgetsforpersonaltrips).Group#1(Majority):UsuallycrosstheborderatFriendshipBridge1(VTE).TravelfromBangkok.FirststopVTE,thenVangViengandthenLP.Usuallyspend4to5daysGroup#2:FromNorthernThailand(ChiangMaiandChiangRai)crossoveratHouaiXay.Usuallyspend3to4nightsinLaos.Oudomxay(1night)toLP(2nights)andVangVieng(1or2nights).Group#3:CrosstheborderatChongMekintoChampasak.Stayfor2-3nightsTravelinbigbuses.StayinPakseandin
1. SeesomethingdifferentoutsideofThailand(Sightseeing)
2. Shopping3. ReligiousMerit4. Nature(waterfalls)
MostweekendsallyearroundwithpeaktimesduringThaiNewyear.
UnknownhowevertotalThaitoLaosin2014=2millionCurrentlyunabletosplitthisdownintoflows(Verbalevidencethatthisgroupsnumbersaredownon2013asThaigovtbudgetscut)
UsuallyspendbetweenUS$20andmaxUS$50*perdayTotaltripfromBangkokfor4or5daysreturnwouldcostUSD300or2to3daysUSD200foraroundtrip*Guestimate
Onlinechannelsarekeytriggerse.g.TripAdvisor,Pantip.com,Sanook.comandMthai.comandsocialnetworkse.g.Facebooknewsfeedandupdates,adsandreviews.
ThaitravelagentssellingbustripsfromBangkok,ChiangMaiandChiangRaiHotelOwnersinLaoswhotargettheThaimarket
28Ashley(2006)
Lao PDR Destination Management Plan: 2016 - 2018
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PrioritisedFlows
Characteristicsofflow(age,nationality,income,fromwheretowhere,whatactivitiesetc.)
Motivationsthatdrivetheirvisit
Whendotheycome Howmanycome
Estimatedspendingperdayperperson(USD)
Keypeopleondemandside
Keypeopleonsupplyside
Paksong(SabaideeValleyandBaanE-Turesort)0rDonKhongisland(4,000islands)
ChineseCarCaravans
TwotypesofChinesecaravans:1. Familytrip(2familiespercar=4or5
peoplepercar)2. CarClubsUsuallywealthierChinese(age35to60)whotravelintheirownvehiclesinacaravanof30to100vehicles.Mostbelongtooneofthemany(500++)automobileclubsinChinawhoeveryyearorganizeseveralweek-longroadtripsthroughoutAsia.Willspend1nightinMuangXay&thendriveontoLuangPrabang(2nights)&VangVieng(1-2nights)andeitherreturntothesamewayorheadtoVTEandontoThailandorCambodia.Theyliketoseewaterfalls,UNESCOsiteofLuangPrabang,somesoftadventureactivitiese.g.ElephantrideandZiplining.Theyuserestaurants,toilets,petrolstationsandneedcar-parkingfacilities.TendtostayandeatinChineseownedhotels.
Theylovetakingtheircarsonlongjourneys.Seeingsomething/somewherenew.
ChineseNewYearisthePEAKtime.Whentheyhaveenoughtimeoffworktotravellongdistances.
UnknownEachCaravancanhavebetween30to100carswith2peoplepercar.NationalStatsattheBotenChineseBordercrossingreveal278,228peoplecrossedin2014.What%ofthesearecaravansisunknown.
USD60–100++Guestimatebyprovincialworkshopteams.
AutomobileClubsinGuangzhou,Kunming,etc.Wordofmouth(friendsandothercarenthusiasts)
TourOperatorsinShantou,Kunming,Shanghai,Beijingetc.TouroperatorsownedbyChinesebasedinLP&VTEWebsitesofChineseownedhotelsinLuangPrabang,MuangXayandVTE.
ChineseBigAirGroups
Arrivebyaironapackagedtour.Sometimesairticket&accommodationonly.Usuallyspend3to4nightsinLaoslandingeitherinLPorVTE.Visit3destinations–VTE,LPandVangVieng.Sightseeing&shopping,usuallypackagedholidays.UsuallystayinChineseownedhotelsorsometimesotherhotelsdependingonavailability.Theylovetoeat-mostmeals(notall)areeateninChineseownedrestaurantsTravelincoachesandminibuses.
1.SeesomethingdifferentoutsideofChina(Sightseeing)2.Shopping
ChineseNewYear(February)
UnknownhowevertotalChinesetoLaosin2014=422,44029(+72.41%from’13)CurrentlyunabletosplitthisdownintoChineseBigGroups
UsuallyspendbetweenUS$70andUS$100perdayGuestimatebyworkshopteam.
Theyusuallyconsultuptofivesourcesofinformationbeforetheymakeadecision.- onlinesocial
media- www.daodao.
com- Chinese
TripAdvisor- Wechat
(friends)
ChineseTourOperatorsAirlines:ChinaEasternAirline(Kunming)&LaosAirlinesTravelTradeFairsthattargettheChinesemarkete.g.CITSChinaInternationalTourismConference
29MICT,2015
Lao PDR Destination Management Plan: 2016 - 2018
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PrioritisedFlows
Characteristicsofflow(age,nationality,income,fromwheretowhere,whatactivitiesetc.)
Motivationsthatdrivetheirvisit
Whendotheycome Howmanycome
Estimatedspendingperdayperperson(USD)
Keypeopleondemandside
Keypeopleonsupplyside
- TV- Newspapers- Wordof
Mouth- Magazines- TravelAgents- TravelGuidesWebsitesandmarketingmaterialsofLPtouroperatorsandproduct&serviceprovidersneedtobeintheChineselanguage.TravelmagazinesCCTV(ChineseTVstation)whohavefilmeddocumentariesWordofmouth
Chinesetouristsusuallybookthroughatouroperators.
ChineseBigBusGroups
Spend1nightinMuangXayontheirwaytoLuangPrabang&VangVieng.Alotofretiredcoupleswithsomeyounger(30yearsofage)onpackagedholidays.Travelin45seaterminibusesinacaravanof4or5(i.e.totalgroupsizeis200).UsuallystayinChineseownedhotelsinalldestinations(wherepossible)orsometimesotherhotelsdependingonavailabilityandsize.Mostmeals(notall)areeateninChineseownedrestaurants.LiketoeatandshopforThaiproductsandLaosHerbalmedicine,somewoodenantiques.VisitWaterfalls,templesinLPandenjoysomesoftadventuresuchasElephantrideandZiplining.
1.SeesomethingdifferentoutsideofChina(Sightseeing)2.TransitdestinationonroutetoLuangPrabang.
ChineseNewYear(February)
CurrentstatsdonotsplittheChinesevisitorsbyflow.TotalinternationaltouristscrossingBotenborder2014:250,594
USD70perday???Guestimate
Theyusuallyconsultuptofivesourcesofinformationbeforetheymakeadecision.onlinesocialmediawww.daodao.comChineseTripAdvisorWechat(friends)TVNewspapersWordofMouthMagazinesTravelAgentsTravelGuidesWordofmouth
ChinesetouristsusuallybookthroughatouroperatorinChina.
TravelTradeFairsthattargettheChinesemarkete.g.CITSChinaInternationalTourismConferenceTouroperatorsinOudomxay,LPandVTEwhodealwithChinesetourists.
Table4:LaoPDR:AnalysisofStrategicVisitorFlows
Lao PDR Destination Management Plan: 2016 - 2018
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4.3PrioritizationofStrategicVisitorFlowsThefollowingcriteriawasusedforprioritizingtheStrategicVisitorFlows:
1. Arethenumberofvisitorsfromthisflowsignificantandwhatistheirgrowthpotential?Ø 1.5-3=largervisitornumberswithhighgrowthpotentialØ 0-1.5=smallernumbersofvisitorswithlimitedgrowthpotential
2. Whatistheaveragespendpervisitorperday?Ø 1.5-3=aboveaverage/significantspendperdaye.g.>USD70Ø 0-1.5=belowaverage/smallspendperdaye.g.<USD40
3. DoesthisflowhaveapositivecontributiontoResponsibleTourismi.e.itssocial,environmentalandeconomicimpactsaremorepositivethannegative
Ø 1.5-3=thepositiveimpactsofthisflowaregreaterthanthenegativeimpactsØ 0-1.5=thenegativeimpactsofthisflowaregreaterthanthepositiveimpacts
Table5belowshowsthe12flowsthatwereanalyzedforLaoPDR,highlightingthetop5flows.
Ran
k
FlowScoring1to3
No.ofTouristsAv.Spendpervisitorperday
ContributiontoResponsibleTourism
TotalScoreoutof9
1ExperientialFITs(MidtoUpmarket,seeing&doing)
1 3 3 7
2 WesternSmallGroups(Seeing&doing,2to8pax) 1 2.5 3 6.5
3 LuxuryRiverCruise 1 3 2 6
4 WesternLargeGroups(Onlyseeing,8-25pax) 1.3 2 2.5 5.8
5 MICE 2 2 1.8 5.8
6 KoreanGroups 2 1.5 1.5 5
7 ThaiWeekenders 3 0.5 1 4.5
8 Backpackers 1.5 0.5 2 4
9 ThaiPackagedBusTours 2.7 0.3 0.8 3.8
10 ChineseCarCaravans 1.5 1 1 3.5
11 ChineseTourGroupsbyAir 2.2 0.5 0.5 3.2
12 ChineseBusGroups 2 0.5 0.3 2.8Table5:LaoPDRStrategicVisitorFlowsRanking&PrioritizationScoreCard&Rank
Lao PDR Destination Management Plan: 2016 - 2018
23
4.4OverallConclusionofAnalysisThefollowingarekeyconclusionsfromtheLaoPDRVisitorFlowAnalysis:
1. Lowervolume,highvaluevs.highervolume,lowvalue:Laoshastwodistincttypesoftourismemerging:
i) Experiential Tourism = high value but low volume tourism (predominantly westernvisitors)
ii) Mass Tourism = low value but with a high volume of Asian visitors (predominantlyChinese&Thai).
Thenationaltourismstrategyhighlightsthedevelopmentofhighvaluewesternvisitorsasakeypriority however currently there are few signs to show that this is being achieved. Instead‘mass’tourism(i.e.Chinese)isgrowingatarapidrateof+72.4%comparedtonegativegrowthof -1.52% for ‘experiential tourism’ (i.e. Europeans). The risk for Laos is that should thesegrowthratescontinue,masstourismcouldcausethedemiseofLaosasadestinationforhighvalue experiential tourism. Many of the province’s destinations are already experiencingpotential conflict between flows for both types of tourism at key sites. E.g. Chinese or Thaitouristsvs.Smallwesterntourgroups.
2. An ‘add-on’ destination: For almost all visitor flows, 70% of international visitors visit othercountrieson their trip to Laos suchasThailand (60%),Cambodia,ChinaorVietnam (53%)oranotherSouthEastAsianCountry(18%)30.TouroperatorsinoriginatingmarketsrarelysellLaosasa‘stand-alone’destination,packagingitwithothercountriessuchasThailand,CambodiaorVietnam.Laosthereforecompetesforlengthofstayandvisitor-spendwithitsneighbours.ToovercomethisLaosneedstoconsidera)investinginraisingtheawarenessofLaosasastand-alone destination and b) focus on developing experiential products and services that ensurehighvaluetouristsspendmoreduringtheirstay.
3. SkillDevelopment:Allflowsrequirearangeofimprovedskillstobeabletomeetthedemands
ofcurrentandfutureinternationalvisitors,improvetheoverallcompetitivenessofLaoswithinthe region and to achieve its vision of being a sustainable tourism destination. Some of theskillsrequiredinclude:o Hospitalityserviceskills(housekeeping,frontoffice,food&beverage&foodproduction&
hygiene)o Tourguidingskills(content,communication,problemsolvingetc.)o Foreignlanguageskillso Tourism SME business development skills (tourism marketing, business management &
productdevelopment)o ResponsibleTourism(howtoimplementintotourismdestinations,sitesandSMEs)o DestinationManagement (visitormanagement, research & statistics, cultural heritage &
naturalresourcemanagementetc.)
4. Responsible Tourism: The national tourism strategy (2012-2020) sets the vision for Laos tobecomeasustainabletourismdestination.However,beyondthisvision(onpaper)andbeyondtheindividualactionsofafewtourismorganisationstherehasbeenverylittleactiontoensurethisvision isachieved. Theanalysisof flowshighlightedtheurgentneedforLaos tobecomemore proactive in ensuring tourism is developed responsibly. This is particularly highlighted
30GiZ,2014
Lao PDR Destination Management Plan: 2016 - 2018
24
withtherapidgrowthofthelowvalue-highvolumeAsianvisitorswhorankparticularlylowintheir responsible tourism behaviour. Additionally the analysis highlighted that the keymotivationformostflowsforcomingtoLaoswasitsnatureandculturalheritage.Withoutclearresponsible tourism criteria and guidelines the destination runs the risk of not being able tosafeguarditskeytourismassetsandensurecommunitiesaroundtheseassetsbenefit.
ThedetailedactionplaninChapter5specifiesactivitiestoaddresstheaboveconclusions.ItalsodetailsactivitiesthatwillassistLaoPDRcapitalizeonitsstrengthsandopportunitiesaswellasovercomeitsweaknessesandthreatshighlightedintheSWOTanalysis.
Lao PDR Destination Management Plan: 2016 - 2018
25
5. DestinationActionPlanDestinationManagementActivityPlan,LaoPDR(2016–2018)ActivitiesforNationalLevelDestinationManagementTaskforces
Priority1=high2=med3=low
Lead Timing Resourcesneeded(USD)
Potentialsourceoffunding
AdditionalresourcesneededintermsofHRexpertise(CostfortheHRexpertiseisincludedintheresourceestimates)
A. Marketing&PromotionActivities A.1Developa3-yearstrategicmarketingplanforthedestinationtobereviewedevery6months.Note:Thisdocumentshouldnotbealengthytraditionalmarketingplanthatdoesnotgetreadorimplemented.Itshouldbeshort,reflectkeyprioritysegmentsandtourismtrendswithafocusonrealisticactions/activities.àConductaseriesofmarketingworkshopstoobtainbuyinandinputintooverallmarketingplan
1
MarketingTaskforce
Mar 16–Dec18
10,000 -TIIGP-Otherdevelopmentagencies
DestinationMarketingSpecialistInternationalBrandingSpecialists
A.2 Build capacity on brand expression / USPamongststakeholdersàDevelopamanualand/orworkshopsonhowthestakeholders can get involved in the marketing ofLaos/howtheycanusethebrandRefer: Tourism Australia and what they do fortourismSMEs
1
MarketingTaskforce
Mar 18–Dec18
10,000 -TIIGP-Otherdevelopmentagencies
InternationalBrandingSpecialists
A.3 Develop marketing materials in line with thebrandexpression (E.g. brochures, trade fair stands,merchandiseitems) 1
MarketingTaskforce
Aug16–Jan18
50,000 -TIIGP
MarketingCoordinatorBrandingSpecialistsLaobaseddesignexpertise(follow-brandexpressionguidelines)Copywriters
A.4 Develop a newwebsite that is in linewith thebrand expression, relevant to key tourismmarkets 1 Marketing
TaskforceJune 17–Jan18
50,000 -OtherDevelopment
MarketingCoordinatorLaobaseddesignexpertise
Lao PDR Destination Management Plan: 2016 - 2018
26
ActivitiesforNationalLevelDestinationManagementTaskforces
Priority1=high2=med3=low
Lead Timing Resourcesneeded(USD)
Potentialsourceoffunding
AdditionalresourcesneededintermsofHRexpertise(CostfortheHRexpertiseisincludedintheresourceestimates)
(ExperientialEuropeans,ThaiandChinese?).à Develop different content and adapt languagerelevant to different target audiences / sourcemarketsà Develop business plan for who and how thewebsite will be managed including funding longtermà Research international destination websitesand/orcompetitordestinationwebsites.à Ensure the website has an income generatingcomponente.g.bookingengine,advertisementsetc.àDevelopamediasectiononthewebsiteenablingthe media to download hi & lo res images, pressreleasesetc.Note: It is recommended to use a design companythat has international experience in developingtourism websites. Expensive in the short term butworthitinthelongterm.
Partners-TIIGP
(follow-brandexpressionguidelines)Copywriters
A.5ReviewexistinglibraryofphotosandassesswhatnewpicturesneedtobetakenthatcontinuetogetacrossthedestinationsUSP(inlinewithbrandexpression)
1
MarketingTaskforce
June 17–Jan18
10,000 -TIIGP
Professionalphotographers inLaos with experience inlandscapes,people&events
A.6Developaphotographiccompetitionrelatingtothe destination’s USP (in line with the brandexpression) 1
MarketingTaskforce&TourismMarketingDepartmentMICT
Sept16 2,000 -TIIGP-Otherdevelopmentagencies-MICT
MarketingCoordinator
A.7Developacalendarofevents:festivals,culturalfestivals,religiousholidaysandeventsetc.anddistributeinformationviawebsite,socialmediaandtotravelagents/touroperatorswellinadvance
1
MarketingTaskforce
Jan16 3,000 -MICT CopywriterTranslator (key languages forkeymarkets)Designer
Lao PDR Destination Management Plan: 2016 - 2018
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ActivitiesforNationalLevelDestinationManagementTaskforces
Priority1=high2=med3=low
Lead Timing Resourcesneeded(USD)
Potentialsourceoffunding
AdditionalresourcesneededintermsofHRexpertise(CostfortheHRexpertiseisincludedintheresourceestimates)
àBetterplanningandcoordinationoffestivalsandactivitiesbetweenprovincesandnationallevelàEnsurethattouroperatorsareinformedofnationalorprovincialeventswellinadvance.Allocateddateandtime,2yearsaheadfortouroperators.A.8DevelopmobileappsforLaotourism.àDevelopalistofprioritizedappsneeded 1
MarketingTaskforce
Mar 16–Dec18
35,000 -TIIGP
MarketingCoordinatorTourismMobileAppSpecialists
A.9DevelopacomprehensivePRandfamiliarizationprogramme(touroperators,media,travelwriters,bloggers,celebritiesetc.)àConsidercontractinga3rdpartyprofessionalcompanytomanageandimplement(particularlyforMedia)–conductafeasibilityanalysisàEngagealltourismproductandserviceprovidersinkeyprovincesandencouragethemtoparticipateBe clear on what is expected of them over a 12-monthperiod.E.g.donatingXmanyroomnightsorxmanyairtickets
1
MarketingTaskforce
Apr16–Oct16(ongoingannually)
120,000annuallyCosts of 3rdpart companyTBC
- PrivateSector
- MICT- Otherdevelopmentpartners
3rd party professional PRcompany (from abroad withexperience in implementingfamtrips)
A.10IdentifythemostrelevantinternationaltraveltradefairsforkeymarketsandattendàDeveloprelevantmaterials(presskits,images,tradefairstand,brochures,pptpresentations,website,merchandise,entertainment,giveawaysetc)
1
MarketingTaskforce
Depending onwhichtradefairsandwhere
Upto50,000*SomemarketingmaterialcostsincludedinA.3
-TIIGP-Otherdevelopmentagencies-PrivateSector-MICT
ProfessionalStandDesigner&ProducerMarketingCoordinator
A.11Developanationaltravelfairforallprovincestoattendandshowcasetheirtourismproductsand 1 Marketing
TaskforcewMay 16– Sept
10,000(?)** Fee for
-TIIGP-Private
MarketingCoordinatorEventorganizer
Lao PDR Destination Management Plan: 2016 - 2018
28
ActivitiesforNationalLevelDestinationManagementTaskforces
Priority1=high2=med3=low
Lead Timing Resourcesneeded(USD)
Potentialsourceoffunding
AdditionalresourcesneededintermsofHRexpertise(CostfortheHRexpertiseisincludedintheresourceestimates)
services(opentothepublic)àInviteregionalandlocaltouroperatorsàInvitekeymedia(local,regional&international)
MICT 16 standholders Sector-MICT
A.12LobbyforLaosTourismrepresentativesinkeyEuropeanmarketsabroadàAsan interimactivityprovidekeyLaos’embassypersonnelwith the relevant tools to promote Laosusing revised brand image (Fact Sheet, FAQs.Experiences,CDofimages,PowerPointpresentationetc.)inkeyinternationalsourcemarkets.
2
MarketingTaskforcewMICT
Mar17-ongoing
500 -MICT
MarketingCoordinatorCopywriterLocal designer inline withbrandexpression
A.13DevelopasocialmediaplanforpromotingLaosàAspartofthisplanprovidetrainingworkshopsontheuseofsocialmediatokeymarketingpeople(e.g.SMEsandtourismmarketingdepartments)
2
MarketingTaskforce
May 16– Sept16
5,000 -TIIGP TourismSocialmediaexpert
A.14Marketingresearch:Ref.Statistics 1 Ref.Statistics A.15InvitecelebritiestovisitLaos
3MarketingTaskforce
RefA.8Familiarizationprogramme
B. HospitalitySkillsDevelopmentActivities B.1 Based on the existing training needs analysisreview all the curriculums that are currently beingoffered in Laos andmake necessary improvements(includingincorporatingASEANelements)
1
HospitalitySkillsTaskforce
Mar 16–Dec17
20,000(?) - TIIGP- Otherdevelopmentagencies
- TourismInstitute
- LANITH- SDC/LuxSkills forTourismProgramme
Expertise to adapt / developcurriculum from privatesectorInternational tourismcurriculumexperts(ifneeded)LANITHASEANinput
B.2 Assist developing a national tourism language 1 Hospitality Mar 16 5000(?) -TIIGP ARDA
Lao PDR Destination Management Plan: 2016 - 2018
29
ActivitiesforNationalLevelDestinationManagementTaskforces
Priority1=high2=med3=low
Lead Timing Resourcesneeded(USD)
Potentialsourceoffunding
AdditionalresourcesneededintermsofHRexpertise(CostfortheHRexpertiseisincludedintheresourceestimates)
curriculum for specific languages needed forimplementationatnationalandprovinciallevels.**BuildonexistingworkofSwisscontact
SkillsTaskforce
–Oct16 - Otherdevelopmentagencies
LanguageprofessionalsLANITHLATALHRAUniversities
B.3Build-upindustrytrainerpool(ToT)forprovincesàMastertrainersforkeycurriculums 1
HospitalitySkillsTaskforce
Mar 16– Mar17
15,000 -TIIGP
LANITHtrainersARDATrainersTourismInstituteLHRA
B.4Assistbuild-upthecapacityofhotel, restaurantand travel agent associations / hospitality taskforcestoorganizetrainingsineachprovince(whereneeded)àcouldbeincludedinToTRefB.3
2
HospitalitySkillsTaskforce
Mar 16– Mar17
5,000 -TIIGP
LANITHTrainersLHRA
B.5Assess thebestway to implementandmonitorservice standards and regulations at a provinciallevelà Consider building up the capacity of hotel &restaurantassociationsandorhospitalitytaskforcesineachprovince 2
HospitalitySkillsTaskforce
Mar 16– Mar17
10,000 -Otherdevelopmentagenciesoperatingineachprovincee.g.GiZ,NZAid,Swisscontact,AFD,Tetraktysetc.-TIIGP
Localorregionalexpertise
C. TourGuideSkillsDevelopmentActivities C.1Conductacomprehensivetrainingneedsanalysisofexistingandnewtourguides(whattypeofguidesareneeded,whattypeoftrainingisneeded)
1
TourGuideTrainingTaskforce
Feb –Mar16
10,000 -TIIGP
InternationalExpertise
C.2Assessallaspectsofthecurrenttourguidecurriculumsandrevisetobeinlinewithindustry 1 TourGuide
TrainingMar 16–Dec17
15,000(?) - TIIGP- MICT
Expertise to adapt / developcurriculum e.g. LANITH or
Lao PDR Destination Management Plan: 2016 - 2018
30
ActivitiesforNationalLevelDestinationManagementTaskforces
Priority1=high2=med3=low
Lead Timing Resourcesneeded(USD)
Potentialsourceoffunding
AdditionalresourcesneededintermsofHRexpertise(CostfortheHRexpertiseisincludedintheresourceestimates)
needsandwherenecessaryincorporatingASEAN&UNESCOstandardsàreviewcontentàreview&implementdifferenttourguidetraininglevel(beginner,intermediateandadvancedetc.)àincludeskill/competencybasedtraining:communication,problemsolvingetc.àreviewlengthofcoursesàreviewcurrentconditionsrequiredtobecomeatourguidee.g.finishedschoolandoneyearexperienceinatravelagent?
Taskforce - UNESCO- Otherdevelopmentagencies
independentconsultantLATAASEANTourismInstituteMICTandMICTUNESCO
C.3DevelopToTprogrammefortourguidetrainers
1
TourGuideTrainingTaskforce
Sept 16–Oct18
15,000 - TIIGP- MICT- UNESCO- Otherdevelopmentagencies
ExistingSeniorGuidesLATALANITHASEANinputTourismInstituteMICTandMICTUNESCO
C.4 Assist in the establishment of National andProvincialTourGuideAssociations(useinternational&ASEANbestpractice) 1
TourGuideTrainingTaskforce
Mar 16– Sept16
1,000 - TIIGP- Otherdevelopmentagencies
Expert on tourismassociationsExistingSeniorGuidesAssistancefromLATA
C.5OncetheGuideAssociationisestablishedassistthembecomeamemberoftheASEANTourGuideAssociation
2
TourGuideTrainingTaskforce
By Dec16
N/A -Selffunded
C.6DevelopanassessmentandreviewsystemforTourGuidestoensurequalityandcontinualupdatingofskills
1
TourGuideTrainingTaskforce
Feb –Mar16
10,000 -TIIGP-Otherdevelopmentagencies
InternationalExpertiseLaosAssociationofTravelGuidesMICT
Lao PDR Destination Management Plan: 2016 - 2018
31
ActivitiesforNationalLevelDestinationManagementTaskforces
Priority1=high2=med3=low
Lead Timing Resourcesneeded(USD)
Potentialsourceoffunding
AdditionalresourcesneededintermsofHRexpertise(CostfortheHRexpertiseisincludedintheresourceestimates)
LATAC.7Providetrainingtoexistingtourguidesthathavenot had training for a very long time (national andprovincial levels) using revised / upgradedcurriculums
1
TourGuideTrainingTaskforce
June 16–Dec18
10,000 -TIIGP-Otherdevelopmentagencies
InternationalExpertiseLaosAssociationofTravelGuidesMICTLATA
D. ResponsibleTourismActivities D.1 Establish a national policy and criteria forresponsible tourism destination management andbuildcapacitywithinallrelevanttaskforcesàGuidelinesshouldbebrokendownbysectorse.g.Tourism transport, hotels & restaurants, tourguides,touroperators,adventureetc.*Refer toothercountriesandtourismdestinations.E.g.India,Oman,Montenegro**BuildontheworkalreadydonebyGiZonGreenTourism31
1
ResponsibleTourismTaskforce
Mar 16–Dec16
15,000
-TIIGP-Otherdevelopmentagenciese.g.GiZ
ResponsibleTourismExpert;InputfromGiZ,GreenDiscovery,WWF,WCS,FreetheBearsandotherexistingbusinesseswhoarealreadyimplementingRTpolicies.
D.2 Develop an action plan on how to implementandmonitor the responsible tourism criteria (who,how,what?)
1ResponsibleTourismTaskforce
Mar 16–Dec16
Included inD.1
Includedabove
ResponsibleTourismExpert;
D.3 Develop an action plan on how to raiseawareness of responsible tourism nationwideamongsttourismstakeholders
1ResponsibleTourismTaskforce
Mar 16–Dec16
N/A
N/A ResponsibleTourismExpert;
D.4 Develop a national standard and certificationscheme for Greening Laos’ Hospitality Sector(Reducing waste, water and energy consumption,responsible employment and minimizing socialimpacts. (Expand on The Mark or implement anexistinginternationalstandardssuchasTravellife)
2
HospitalityTaskforce&ResponsibleTourismTaskforce
Apr16–Dec18
15,000** May alsoneedadditionalfunding forfirst 6months
- EuropeanCommission-TIIGP
LANITH (Build on The Mark),Travellife Certification, TheTravel Foundation (GreenBusiness Materials), Laobased sustainable tourismbusinessexpertise
31GreenTourisminLaos,GiZ–February2014
Lao PDR Destination Management Plan: 2016 - 2018
32
ActivitiesforNationalLevelDestinationManagementTaskforces
Priority1=high2=med3=low
Lead Timing Resourcesneeded(USD)
Potentialsourceoffunding
AdditionalresourcesneededintermsofHRexpertise(CostfortheHRexpertiseisincludedintheresourceestimates)
à Find a suitable private sector or developmentfunded organisation who can manage andimplement the scheme in Laos. For example:Managemembership,conducttrainingandmonitorandevaluateallparticipants
ofoperation.
D.5 Develop a clear strategy on managing theirresponsible behaviour of Chinese (and other)tourists.E.g.activitiesandimplementationNote: Do’s & Don’ts in Chinese have already beendeveloped in LP however having a leaflet is notenough as behavior is not changing. Look atcommunicating with Chinese Tour Operatorsensuringtheinformationisgivenbeforetheyarrive,ordevelopingvideosandshowingtheseatkeysitesbefore theyenter the siteor showing themon theTVsinthebusestheyaretravellinginetc.àDevelopguidelinesforprovincestoimplement
1
ResponsibleTourismTaskforce
June –Dec16
10,000 -Otherdevelopmentagenciese.g.WCS,WWFetc.-TIIGP
Lao Based SustainableTourismExpertCopywritersTranslatorsInputfromLATAandLHRA
D.6BuildontheexistingworkofWorldVision“ChildSafeTourismCampaign32”andexpandonthenationalcampaignforChildSafetourism 1
ResponsibleTourismTaskforce
June 16– June17
50,000(?) DevelopmentAgencies e.g.World Visionor UNagencies
ExpertsonChildSafeTourismfromWorldVision
D.7DevelopanationalResponsibleTourismawardsystemNote:BuildontheexampleofSouthAfricaortheglobalResponsibleTourismAwardsintheUK. 3
ResponsibleTourismTaskforce
June18 10,000 DevelopmentAgencyMICT
Expertise on tourism awardprogrammesEventCoordinator
E. TourismResearchActivities E.1ConductanassessmentoftheresearchneedsofthetourismindustryinLaos(bothqualitativeand 1 Statistics
TaskforceFeb 16 –April16
IncludedinD.1or
-Applyforgrantsfrom
International TourismResearch experts e.g. PhD or
32www.childsafetourism.org
Lao PDR Destination Management Plan: 2016 - 2018
33
ActivitiesforNationalLevelDestinationManagementTaskforces
Priority1=high2=med3=low
Lead Timing Resourcesneeded(USD)
Potentialsourceoffunding
AdditionalresourcesneededintermsofHRexpertise(CostfortheHRexpertiseisincludedintheresourceestimates)
quantitative)anddeveloppriorityactionplane.g.statistics,visitorsurveysfordifferentmarkets,tourismbusinesssurveys,communitysurveys,responsibletourismsurveys,studiesontourismbehaviour,segmentprofiles(Thai,China,Frenchetc.),reportsonglobaltrendsetc.
grantfromuniversity
foreignuniversities-TIIGP
MSc students from keytourism universitiesinternationallysuchasGeorgeWashington-USA,LeedsMet–UK,Birminghametc.** Liaise with AndreasHoffman,AsiaTrails
E.2Assessallmethodologiesusednationallyfortourismresearch(bothqualitativeandquantitativeresearch)andcreateunifiedmethodologiesthatenablescomprehensivebenchmarking/comparativeanalysis.(RefalsotoE.1) 1
StatisticsTaskforce
Feb 16 –April16
15,000orgrantfromuniversity
-Applyforgrantsfromforeignuniversities-BritishEmbassy-TIIGP
International TourismResearch experts e.g. PhD orMSc students from keytourism universitiesinternationally such asBournemouth, GeorgeWashington-USA,LeedsMet–UK,Birminghametc.Collaboration with local Laosuniversities** Liaise with AndreasHoffman,AsiaTrails
E.3Buildcapacitiesofgovernmentdepartmentsandothersinvolvedindatacollection&researchfortourismàProvideguidelinesonimplementingaunifiedmethodologyforvariousstudiese.g.visitororbusinesssurveysàProvidetrainingonbothqualitativeandquantitativeresearchmethods
1
StatisticsTaskforce
Mar 17 –Mar18
20,000 - TIIGP
InternationalTourismResearchexperts
E.5Developactionsforimprovingcommunicationandcoordinationbetweenprovincialandnationallevelstakeholdersonstatisticscollection&researchprojects
1
StatisticsTaskforce
Mar 16 –June16
N/A N/A IndustryAssociationsGovtdepartments
E.6Assesswhatthebestdatamanagement 1 Statistics Mar17 N/A N/A Input from ASEAN or other
Lao PDR Destination Management Plan: 2016 - 2018
34
ActivitiesforNationalLevelDestinationManagementTaskforces
Priority1=high2=med3=low
Lead Timing Resourcesneeded(USD)
Potentialsourceoffunding
AdditionalresourcesneededintermsofHRexpertise(CostfortheHRexpertiseisincludedintheresourceestimates)
softwareandserverforimprovingtourismdatacollectionwithinMICTstatisticdepartmentanddevelopaproposalforfunding
Taskforce **Fundingwill beneeded forsoftware
Mekongcountries
E.7Developacentralportalwheretourismstakeholderscanaccessreliabledata&marketinginformation(trends,segmentprofilesetc.)onkeysegmentsandsourcemarkets.E.g.notjustMICTstatisticsbutallkeyresearchstudiesconductedbydevelopmentagenciesorprivatesectorassociations.àRefertoTourismResearchAustralia
1
StatisticsTaskforce
Mar 16 –June16
5,000 -OtherDevelopmentagencies-TIIGP
StatisticsCoordinatorInput from all relevantstakeholdersWebdeveloper
F. Transport&AccessibilityActivities F.1 Develop a list of priority actions relating totransport and accessibility including those in thisdocumentandothers
1Transport&AccessibilityTaskforce
Mar 16 –May16
N/A N/A
F.2 National Roads: Regular roadmaintenance andtransparentallocationoffundsforroadconstructionsupportingprioritizedprovincialvisitorflowsabove.** Relevant for those roads that are considerednational level roads vs. provincial or local govt.roads.
1
Transport&AccessibilityTaskforce
Jan 16 –Dec18
? -Govtbudget
N/A
F.3Reviewandrevise(ifneeded)thecurrenttourismtransportationstandardstomeettheneedsofkeytourismmarkets(e.g.minivans,overnightbuses,tuktukdriversetc)àIncorporateASEANstandards&standardsofinternationalTourOperators
1
Transport&AccessibilityTaskforce
Mar 16 –May17
2,000 -TIIGP LocalconsultantLATALHRA
F.4Oncestandardsarereviseddeveloptrainingmaterialsfordriversandtourismtransportproviderstoimprovesafetyandqualitystandards.Workthroughprovincialtransportassociations.
1
Transport&AccessibilityTaskforce
June –Oct16
5,000 -TIIGP LocalconsultantMICT
Lao PDR Destination Management Plan: 2016 - 2018
35
ActivitiesforNationalLevelDestinationManagementTaskforces
Priority1=high2=med3=low
Lead Timing Resourcesneeded(USD)
Potentialsourceoffunding
AdditionalresourcesneededintermsofHRexpertise(CostfortheHRexpertiseisincludedintheresourceestimates)
àTobeimplementedbytheprovincesviathetaskforcesF.5LobbyforthedevelopmentofdirectinternationalflightstoLaose.g.notviaBKKorHanoi
2
Transport&AccessibilityTaskforce
Mar 16 -ongoing
N/A N/A Workwithkeyairlines
F.6 Develop& implement national tourism signageguidelines for both directional & interpretativesignageàObtain input fromall key stakeholders& followinternationalWorldTourismOrganisationstandardsàConductalauncheventofthesignageà Develop training workshops at a national andprovincial level for all relevant stakeholders whoimplement this type of signage e.g. govtdepartments, concessionaries at sites, hotels,restaurantsetc.
1
Transport&AccessibilityTaskforce
Mar 16 –Mar17
40,000 -TIIGP-WorldBank-Otherdonors
International consultant ontourismsignageGraphic designers for signagesymbols
F.7Improvetheinformationanddisseminationoftheinformationtokeystakeholders(i.e.TourOperators)fromtheDepartmentofImmigration(?)onanychangesinvisasonarrivalsatallaccesspoints(LandandAir)intoLaos
1
Transport&AccessibilityTaskforce
Mar 16 –June16
N/A N/A
F.8 Liaise with Laos Airlines to improvecommunication of flight cancellations that havehugeimpactsontourgroups
1Transport&AccessibilityTaskforce
Mar 16 –June16
N/A N/A
F.9ImprovecommunicationtoTourOperatorsprovidingupdatesonthestatusofnewroadsthatarelinkingdestinations
1
Transport&AccessibilityTaskforce
Mar 16 –June16
N/A N/A
F.10 Develop and disseminate guidelines forprovinces on international standards for disabled 3 Transport&
AccessibilityMar 18 –Dec18
3,000 - A donor ordevelopment
Localconsultant
Lao PDR Destination Management Plan: 2016 - 2018
36
ActivitiesforNationalLevelDestinationManagementTaskforces
Priority1=high2=med3=low
Lead Timing Resourcesneeded(USD)
Potentialsourceoffunding
AdditionalresourcesneededintermsofHRexpertise(CostfortheHRexpertiseisincludedintheresourceestimates)
people’s access to tourism sites, products andservicesàDrawonASEAN&internationalstandardsàDevelopanimplementationplanàConductatrainingworkshop
TaskforcewithResponsibleTourismTaskforce
agency
F.11AssessifcurrentTourismroadmapneedsimprovingandupdating(?)
2
Transport&AccessibilityTaskforceorMarketingTaskforce
Mar16 ? ?
G. ResourceMobilizationActivities G.1IdentifythepriorityactivitiesandfundingneedsfrombothnationalandprovincialDMNtaskforces.Clarifywhichonesneedassistance.
1
ResourceMobilizationTaskforce
Mar 17 –Dec18
500 -TIIGP-PrivateSectorortaskforces
ResourceMobilizerCoordinator
G.2Identifypotentialpartners,sponsorsandresourcepersonsforallDMNsàIncludealistofnetworkingactivitiesandpeoplefrom
1
ResourceMobilizationTaskforce
Jun 16 –Dec18
500 -TIIGP-PrivateSectorortaskforces
ResourceMobilizerCoordinator
G.3DevelopfundingproposalsforspecificDMPactivities
1ResourceMobilizationTaskforce
April 16ongoing
N/A N/A - Inputfromrelevant industryassociations, companies anddepartments
G.4Providetrainingtosomekeytaskforcesmembersonfundingproposalwriting
1ResourceMobilizationTaskforce
Mar 16 –Aug16
2,000 -TIIGP
ADBexpertise
H. TourismPolicyandRegulationActivities H.1 Identify policy issues which are hinderingtourism development in Laos, in collaborationbetweenpublicandprivatesectorstakeholdersandprovincialtaskforces
1
PolicyTaskforce
Jan – Jun16
N/A N/A
Input from relevant traveltradeassociationsInput from provincial policytaskforces
Lao PDR Destination Management Plan: 2016 - 2018
37
ActivitiesforNationalLevelDestinationManagementTaskforces
Priority1=high2=med3=low
Lead Timing Resourcesneeded(USD)
Potentialsourceoffunding
AdditionalresourcesneededintermsofHRexpertise(CostfortheHRexpertiseisincludedintheresourceestimates)
H.2Wherenecessarydeveloppaperson keypolicyorregulationchangesneeded 1
PolicyTaskforce
Jun - Aug16
N/A N/A
Input from relevant traveltradeassociationsInput from provincial policytaskforces
H.3Utilizenetworktolobbyandfollowuponpolicyorregulationchange 1
PolicyTaskforce
Ongoing N/A N/A
Utilise the network of theDMN and travel tradeassociations
H.4Developaregulationonchildsafetourism
1
PolicyTaskforce&ResponsibleTourismTaskforce
Mar 16 –May16
N/A N/A Input from World Vision andthe network of theDMNandtraveltradeassociations
I. DestinationManagementNetworkActivities I.1 Organize bi-annual meeting of DestinationManagement Network Board for monitoring ofDestinationManagementPlan 1
DMNsecretariat
Jun/Dec16,17,18
2,000 -TIIGP
Development partnerbackstopping (ADB, GiZ,LUXDEV, JICA, KOICA,Swisscontactetc.)
I.2 Establish taskforces of the DestinationManagementNetwork 1
DMNboard Jan/Feb16 N/A N/A Development partnerbackstopping (ADB, NZ-MICT,Swisscontact,GIZ)
I.3 Backstopping of Destination ManagementNetworkactivities 1
MICTPIU Jan 16 –Dec18
15,000 -TIIGP-NZ-MICT
Development partnerbackstopping (ADB, GiZ,LUXDEV, JICA, KOICA,Swisscontactetc.)&EDC
I.5 Training of government staff and DMN boardmembers in visitor-flow based destinationmanagement.
1MICTPIU Jun/Dec
16,17,182,000 -TIIGP
-NZ-MICTEDC
I.6ExchangevisitwithotherdestinationswiththeirownDMNstructureinLaos 2 MICTPIU Mar17 5,000 -TIIGP
-NZ-MICTDevelopment partnerexpertise
I.7 Ensure that wherever possible all taskforces / 2 MICTPIU Jan 16 – N/A -TIIGP Developmentpartner
Lao PDR Destination Management Plan: 2016 - 2018
38
ActivitiesforNationalLevelDestinationManagementTaskforces
Priority1=high2=med3=low
Lead Timing Resourcesneeded(USD)
Potentialsourceoffunding
AdditionalresourcesneededintermsofHRexpertise(CostfortheHRexpertiseisincludedintheresourceestimates)
DMNareutilizingexistingASEANandGMS tourismresources, research, standards etc. whereverpossibleandapplicable
Dec18 expertiseASEANrepresentativesGMSrepresentativesMICT
I.8Backstoppingandcapacitybuildingoftaskforcesformonitoringandevaluating(M&E)theDMPàAgreementonaunifiedsystemthatcanbeusedfor all tourism taskforces aswell as future tourismprojectsàConduct training workshops for relevanttaskforces/keypeopleresponsibleforM&E
1
MICTPIU Jan 16 –Dec18
2,000 -TIIGP
DevelopmentpartnerexpertiseASEANrepresentativesGMSrepresentativesMICT
1.9 ProvidetrainingtokeytaskforcesandDMNsonsocialmediaandonlinebookingengines
3
MarketingTaskforce
Aug17 5,000 TIIGP OnlineTourismMarketingExpertise
1.10 Workshopamongstpublicstakeholdersonvisaexemptionfortourists
2
MarketingTaskforce
Jun16 1,500 TIIGP
Lao PDR Destination Management Plan: 2016 - 2018
39
6. MonitoringandEvaluation6.1WhyMonitoring&Evaluation?MonitoringandEvaluationisausefulwaytotrackyourdestinationsperformance.ItcanassisttheLaoPDRDMNin:
• Havingimprovedinformationfordecisionmaking• PrioritizationoftheDMPactionplan• Improvingtheapproachtotourismplanning• Identifyingareasthatneedmoreimprovement• MeasuringtheperformanceoftheDMNinimplementingtheDMP• Improving communication & coordination between tourism stakeholders (private and public
sectors)• Enhancingthevisitorexperience• Improvingthesustainabilityofthedestination• Influencingpolicychanges
Laos has relied on a limited range of statistics such as visitor arrival numbers and visitor satisfactionratings tomonitor the destination. These statistics do not tell thewhole story of tourism’s impacts.Collecting data on a broad range of issues relevant to the impact of tourism on the local economy,communities,andtheenvironmentwillhelpyoubuildanaccuratepictureofwhatisreallygoingoninLaos.Itwillalsohelpbuildacompetitivesustainabletourismdestination.
6.2TheResultsFrameworkThe results frameworkbelowdetails the intended impactsandoutcomes for theLaoPDRDestinationManagementPlan (DMP) ifall theproposedactivities in theDestinationActionPlanare implementedoverthenextthreeyears(2016–2018).TheDestinationManagementNetwork(DMN)shouldfamiliarizethemselveswiththisresultsframeworkusing itnotonly toassist themmonitorandevaluate theirprogressbutasa reminderof theiroverallvisionforthedestination.
Lao PDR Destination Management Plan: 2016 - 2018
40
Figure3:LaoPDRTourismDestinationManagementPlanResultsFramework
6.3TheMeasurementPlanThemeasurementplanbelowprovidestheDMNwithaguidelineonwhattomonitortoevaluatetheirprogress and success implementing the DMP. It also gives suggestions on how tomeasure, by who,whenandwho is responsible fordeliveringandoverseeing themeasurement.Themeasurementplanwill require a collaborative stakeholder approach with almost all taskforces having responsibility forcertainindicators.Thedestinationindicatorscanbebrokenupintofourcategorieswitheachcategoryrelatingbacktotheactivityplan:
1. DestinationDevelopmentandManagement2. EconomicImpacts3. SocialandCulturalImpacts4. EnvironmentalImpact
ThesefourindicatorsarebasedontheEuropeanTourismIndicatorSystemforSustainableDestinations.Theindicatorsystemaimstocontributetoimprovingthesustainablemanagementofdestinationsbyprovidingtourismstakeholderswithaneasyandusefulapproachtomeasuringandmonitoring,andenabletourismstakeholderstoshareandbenchmarktheirprogressandperformanceinthefuture.
Arangeofac+vi+es&interven+ons
Beneficiarynetincomesincreased
Improvedtourismpolicies&effec+veexpenditureon
tourismdevelopment
NewtourismMSMEs
aredeveloped
Compe++veSustainableTourismDes+na+on‘BeFerplacesforpeopletolivein&beFerPlacesforpeopletovisit’
TourismSMEsnetincomesare
increased
TourismSMEsemploymorestaff
Incl.women
ProPoorLocalEconomicDevelopment
TourismStakeholdersminimisethe
nega+vesocial&environmental
impactsoftourism
Increaseinvisitorarrivals
Increaseinvisitorspending
Increaseinlengthofstay
Lao PDR Destination Management Plan: 2016 - 2018
41
CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSDESTINATIONDEVELOPMENTANDMANAGEMENTDestinationManagement(how stakeholdersworktogether)
% of DestinationManagement NetworkCommittee Members whoare satisfied with thefunctioning of theDestination ManagementNetwork
InternalsurveyduringDMNCommitteemeetings(categoriestobegiven:notsatisfied–satisfied–verysatisfied;includingroomforexplanationsandsuggestions)
DMNsecretariat Annually,during DMNCommitteeMeetings
Baseline:0%
Target:2016:30%2017:50%2018:70%
Number of taskforcesestablishedandfunctional
InternalsurveyduringDMNCommitteemeetings(categoriestobegiven:notactive–active–veryactive;includingroomforexplanationsandsuggestions)
DMNsecretariat Annually,during DMNCommitteeMeetings
Baseline:0
Target:2016:32017:52018:7
PercentageoftourismSMEssatisfied with theirinvolvement and theirinfluence in the planninganddevelopmentoftourism
Tourismbusinesssurvey
Statistics taskforce incharge of businessandexitsurvey
Annually, afterhighseason
Baseline:0%
Target:2016:30%2017:50%2018:70%
The DestinationManagementActivityPlanisactivelyusedasthekeytoolfor Tourism Developmentand Management in theDestination
Interviewwithkeystakeholders(MICT,ProvincialGovernmentOffice,CHRA,CPATA)(scaletobeused:0-5)
Statisticstaskforce Annually,beginning ofcalendaryear
Baseline:0
Target:2016:12017:32018:5
The percentage of prioritynumber 1 activities in the
DuringDMNCommitteemeetings
DMN secretariattogether with DMN
Annually,during DMN
Baseline:0%
Lao PDR Destination Management Plan: 2016 - 2018
42
CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSDestination ManagementActivity Plan that werecompleted or are beingimplemented
committee CommitteeMeetings
Target:2016:70%2017:80%2018:80%
Hasthedestination…a.conductedavisitorsatisfactionsurveythatcoversthekeyvisitorflowsb.sharedfindingswithstakeholdersc.actioninresponsetofindingstaken
DuringDMNCommitteemeetings
Statistics taskforce incharge of businessandexitsurvey
Annually,during DMNCommitteeMeetings
Baseline:a.nob.noc.noTarget:2016:yestoa-c2017:yestoa-c2018:yestoa-c
VisitorSatisfaction(what visitors likeabout thedestination)
Percentage of visitors whowould highly recommendthedestinationtoothers
Exitsurvey(categories to be givenin survey: notrecommend –recommend - highlyrecommend)
Statistics taskforce incharge of businessandexitsurvey
Annuallyduring highseason
Baseline:FirsttimesurveydataTarget:2016:50%2017:70%2018:80%
Percentageofreturnvisitorswithin the last 5 yearsamongst total number ofvisitors
Exitsurvey
Statistics taskforce incharge of businessandexitsurvey
Annuallyduring highseason
Baseline:FirsttimesurveydataTarget: To be set once baselinedataisavailable2016:2017:2018:
Percentage of visitors whoconsider the followingaspects of the destination
Exitsurvey
Statistics taskforce incharge of businessandexitsurvey
Annuallyduring highseason
Baseline:Firsttimesurveydata
Lao PDR Destination Management Plan: 2016 - 2018
43
CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSeither as ‘good’ or ‘verygood’:- A. Diversity of sites and
attractions- B. Diversity of excursions
andactivities- C. Service quality in
hotelsandrestaurants- D. Hygiene and
cleanliness in hotels andrestaurants
- E.Servicequalityoftravelagents
- F. Service quality of tourguides
- G. Value for money ofattractions, excursions,hotels, restaurants andtouroperators
- E.Communicationskillsinforeign language of hotelandrestaurantstaff
Target: To be set once baselinedataisavailable2016:A.B.…2017:A.B.…2018:A.B.…
DestinationPromotion andReputation(how thedestination ispromoted andvisibleexternally)
Percentage of visitors whoexpressthattheyhaveusedkey promotional andinformation sources for thedestination,suchas(TBDforeachdestination):- Destinationwebsite- Specific destination
brochuresorbooklets
Exitsurvey
Statistics taskforce incharge of businessandexitsurvey
Annuallyduring highseason
Baseline:Firsttimesurveydata
Target:2016:30%2017:40%2018:50%
The number of times thedestination has beenspecifically promoted in
During DMNCommitteemeetings
Statistics taskforce incharge of businessandexitsurvey
Annually,during DMNCommitteeMeetings
Baseline:Firsttimesurveydata
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CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSinternationaltradefairs Target:
2016:22017:42018:4
The number of times thedestination has beenspecifically show-cased inthe media (print, televisionorweb-based)
Marketing taskforceregularmonitoring
Marketingtaskforce Regularly, butreportedduring annualDMNCommitteeMeetings
Baseline:Firsttimesurveydata
Target:2016:22017:42018:6
The number offamiliarization trips of touroperators and/or media tothedestinations
Marketing taskforceregularmonitoring
Marketingtaskforce Regularly, butreportedduring annualDMNCommitteeMeetings
Baseline:Firsttimesurveydata
Target:2016:12017:22018:2
ResponsibleTourismManagement
Doesthedestinationhave:a. Policies or guidelines
which supportresponsible tourism inthedestination
b. Human and financialresources allocated tostrengthen responsibletourism (e.g. responsibletourismtaskforce)
c. Concrete measures thatarebeingimplementedtostrengthen responsibletourism
Responsible tourismtaskforcesurvey
Responsible tourismtaskforce
Annually,during DMNCommitteeMeetings
Baseline:FirsttimesurveydataTarget:2016:yestoa-c2017:yestoa-c2018:yestoa-c
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CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSPercentageoftourismSMEswith:a. Specific policies for
responsible businessmanagementinplace
b. Staff trained on policiesor specific aspects ofresponsible tourismmanagement
c. Concrete interventionstostrengthen responsiblebusinesspractices
d. A certification label orscheme for responsibletourism
Tourism businesssurvey
Statistics taskforce incharge of businessandexitsurvey
Annually, afterhighseason
Baseline:Firsttimesurveydata
Target:2016:tbd2017:tbd2018:tbd
Percentage of visitors whostated:a. Environmental pollution
being a concern duringtheir stay in thedestination
b. Child safety being aconcern during their stayinthedestination
Exitsurvey
Statistics taskforce incharge of businessandexitsurvey
Annuallyduring highseason
Baseline:Firsttimesurveydata
Target:2016:reductionof10%forbotha and b as compared to prioryear2017:reductionof10%forbotha and b as compared to prioryear2018:reductionof10%forbotha and b as compared to prioryear
ECONOMICIMPACTSTourism Flow(volume & value)atDestination
The number of visitors permonth and year,disaggregatedby country oforigin
MICTstatistics StatisticTaskforceDept.ofImmigration/bordercontrol,airportcontrol,CHRACPATA
Regularly, butannual dataevaluation
Baseline:MICTstatistics
Target:2016:tbd
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CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETS2017:tbd2018:tbd
Number of prioritizedtourism visitor flows in theDMP with perceivedsatisfactory growthtendencies/vectors
During DMNCommitteemeetings
Statistics taskforce incharge of businessandexitsurvey
Annually,during DMNCommitteeMeetings
Baseline:FirsttimedataTarget:2016:TBD2017:TBD2018:TBD
Average daily spend permainvisitorflow
Exitsurvey
Statistics taskforce incharge of businessandexitsurvey
Annuallyduring highseason
Baseline:FirsttimedataTarget:2016: increase by 20% ascomparedtopreviousyear2017: increase by 20% ascomparedtopreviousyear2018: increase by 20% ascomparedtopreviousyear
Average length of stay permainvisitorflow
Exitsurvey
Statistics taskforce incharge of businessandexitsurvey
Annuallyduring highseason
Baseline:FirsttimedataTarget:2016: increase by 0.5 days ascomparedtopreviousyear2017: increase by 0.5 days ascomparedtopreviousyear2018: increase by 0.5 days ascomparedtopreviousyear
Growth in revenue for thedestinationthroughtourism
MICTstatistics StatisticTaskforce
Regularly, butannual dataevaluation
Baseline:MICTstatistics
Target:2016: +20% as compared toprevious year (depending onoverall growth of economy indestination)2017: +20% as compared topreviousyear
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CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETS2018: +20% as compared topreviousyear
Enterpriseperformance
Average occupancy rate incommercial accommodationper month and average fortheyear
Tourism businesssurvey
Statistics taskforce incharge of businessandexitsurvey
Annually, afterhighseason
Baseline:Firsttimedata
Target:2016: increase by 20% ascomparedtopreviousyear2017: increase by 15% ascomparedtopreviousyear2018: increase by 5% ascomparedtopreviousyear
Thenumberof…a.hotelsb.restaurantsc.touroperatorsthat have invested intohospitality/tour guidetraining during theassessmentperiod
Tourism businesssurvey
Statistics taskforce incharge of businessandexitsurvey
Annually, afterhighseason
Baseline:Firsttimedata
Target:2016:50%2017:50%2018:50%
PercentageoftourismSMEswho state an improvedbusinessperformance/revenue ascomparedtopreviousyear
Tourism businesssurvey
Statistics taskforce incharge of businessandexitsurvey
Annually, afterhighseason
Baseline:FirsttimedataTarget:2016:50%2017:60%2018:70%
Net growth (newlyregistered–closedbusinesses) in registeredtourismSMEsindestination
MICTstatistics StatisticTaskforce
Regularly, butannual dataevaluation
Baseline:MICTstatistics
Target:2016:+102017:+102018:+10
Employment Direct tourism employmentas percentage (%) of total
MICTstatistics StatisticTaskforce
Regularly, butannual data
Baseline:MICTstatistics
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CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSemployment, sexdisaggregated
evaluation
Target:No targets, but more asmeasure of the importance ofthesectorandhowthischangesovertime
Number of directlyemployed people in thetourism sector (full timeequivalent = FTE), sexdisaggregated
MICTstatistics StatisticTaskforce
Regularly, butannual dataevaluation
Baseline:MICTstatistics
Target:No targets, but more asmeasure of the importance ofthesectorandhowthischangesovertimeTarget:No targets, but more asmeasure of the importance ofthesectorandhowthischangesovertime
SOCIALANDCULTURALIMPACTSCommunityImpact
% of community memberswhoperceivetheimpactsoftourism on theircommunitiesaspositive
Communitysurvey
StatisticsTaskforce
Regularly, butannual dataevaluation
Baseline:MICTstatistics
Target:2016:+20%2017:+20%2018:+20%
Number of villages involvedintourism
MICTstatistics StatisticTaskforce
Regularly, butannual dataevaluation
Baseline:MICTstatistics
Target:2016:2newones2017:2newones2018:2newones
Number of registeredtourism SMEs owned bylocalresidents
MICTstatistics StatisticTaskforce
Regularly, butannual dataevaluation
Baseline:MICTstatistics
Target:2016:2newones
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CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETS2017:2newones2018:2newones
Number of initiativesspecifically aimed atreducing the negativeimpact of tourism on localcommunities (e.g. child safetourism training andcampaign)
Responsible tourismtaskforcesurvey
Responsible tourismtaskforce
Annually,during DMNCommitteeMeetings
Baseline:Firsttimedata
Target:2016:22017:22018:2
ProtectingandEnhancingCulturalHeritage,LocalIdentityandAssets
Percentageof listedculturalheritagesites(atnationalorprovincial level) with anoperational heritagemanagementplan
MICTstatistics StatisticTaskforce
Regularly, butannual dataevaluation
Baseline:MICTstatistics
Target:2016:50%2017:80%2018:100%
Percentage of SMEs whoactively source productslocally
Business survey,districtoffices
StatisticsTaskforce
Regularly, butannual dataevaluation
Baseline:Firsttimesurveydata
Target:2016:+20%2017:+20%2018:+20%
ENVIRONMENTALIMPACTSSolid wastemanagement
Perceived improvement insolid waste managementinfrastructureandservices
Business and exitsurveys
Statisticstaskforce Annually Baseline:FirsttimesurveydataTarget:2016: 10% perceivedimprovement as compared tolastyear2017: 10% perceivedimprovement as compared tolastyear2018: 10% perceivedimprovement as compared tolastyear
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CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSNumber of specific policiesor initiatives to reduce, re-use and recycle solid wasteimplemented (e.g. plasticbag policies, new collectionservices, awarenesscampaigns)
Responsible tourismtaskforcesurvey
Responsible tourismtaskforce
Annually,during DMNCommitteeMeetings
Baseline:Firsttimesurveydata
Target:2016:12017:+12018:+2
Water andsanitation
Percentage of tourismtourism businesses andgeneral households withappropriate waste watermanagement practices(according to prevailingregulations)
Business survey;governmentstatistics
Responsible tourismtaskforce
Annually,during DMNCommitteeMeetings
Baseline:Firsttimesurveydata
Target:2016:+10%2017:+20%2018:+20%
Noiseprotection %of tourists of the opinionthat the destination takessufficient measures fornoiseprotection
Business and exitsurveys
Statisticstaskforce Annually Baseline:Firsttimesurveydata
Target:2016:50%2017:60%2018:70%
Energy savingmeasures
%oftourismSMEswhotakeactive measures to saveenergy
Businesssurvey Statisticstaskforce Annually Baseline:FirsttimesurveydataTarget:2016:30%2017:40%2018:50%
Protection ofnaturalassetsandbiodiversity
Number of initiativesspecifically aimed at theprotection of forests andbiodiversityimplemented
During DMNCommitteemeetings
Statistics taskforce incharge of businessandexitsurvey
Annually,during DMNCommitteeMeetings
Baseline:Firsttimesurveydata
Target:2016:22017:+22018:+2
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CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSNumber of approvedtourism investmentprojectsposing a threat to thenatural assets and thereputation of thedestination
During DMNCommitteemeetings
Statistics taskforce incharge of businessandexitsurvey
Annually,during DMNCommitteeMeetings
Baseline:Firsttimesurveydata
Target:2016:02017:02018:0
Table6:LaosDestinationManagementMeasurementPlan
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7. ReferencesAshley,C.(2006)ParticipationbythepoorinLuangPrabangtourismeconomy:Currentearningsandopportunitiesforexpansion.WorkingPaper273.OverseasDevelopmentInstitute,November2011,London,UKAssociationofSoutheastAsianNations(2012)ASEANTourismMarketingStrategy(ATMS)2012–2015.TheASEANSecretariat,Jakarta,Indonesia.March2012.AsiaDevelopmentBank(2010)InvestorsResourceKit.MekongTourismForum.ProducedfortheLaoPeople’sDemocraticRepublicPriorityTourism-RelatedInvestmentProjectFactsheet.Accessedviatheinternetathttp://www.ecotourismlaos.com/downloads/Investors%20Resource%20Kit%20for%20Mekong%20Tourism%20Forum%202010.pdfAsiaDevelopmentBank(2013)InstitutionalAnalysisandArrangementsforO&MofProjectFacilities,GMSTourismInfrastructureforInclusiveGrowthProject(RRPLAO46293-003)Accessedviatheinternetathttp://www.adb.org/sites/default/files/linked-documents/46293-003-sd-04.pdfAsiaDevelopmentBank(2013)TourismDemandAnalysisandForecasts-GMSTourismInfrastructureforInclusiveGrowthProject(RRPLAO46293-003).Accessedviainternetathttp://www.adb.org/sites/default/files/linked-documents/46293-003-sd-02.pdfAsiaDevelopmentBank(2014)ProjectAdministrationManualforLaoPeople’sDemocraticRepublic:GreaterMekongSubregionTourismInfrastructureforInclusiveGrowthProject,June2014.AsiaDevelopmentBank(2014)ReportandRecommendationofthePresidenttotheBoardofDirectors.ProposedLoan-LaoPeople’sDemocraticRepublic:GreaterMekongSubregionTourismInfrastructureforInclusiveGrowthProject,August2014.AsiaDevelopmentBank(2015)TogetherWeDeliver2014:FromKnowledgeandPartnershipstoResults.Chapter10:Cambodia,LaoPDRandVietnam:AwelcomechangeforVisitors.PrintedinthePhilippines,2015.Beritelli,P.&Reinhold,S.&Laesser,C.(2014)TheNewFrontiersofDestinationManagement.JournalofTravelResearch,Edition53,pp403-417,July2014.Beritelli,P.&Reinhold,S.(2015)TheSt.GallenModelforDestinationManagement(SGDM).Apracticalintroductiontotheflow-basedperspective.UniversityofSt.Gallen.Presentation13&14January2015,hotelSternen,Chur,Switzerland.BloomConsulting(2015)CountryBrandRankingTourismEdition2014-2015.Madrid,Spain.Chittaphong,A.(2008)CommunityresponsestoculturalheritageconservationinLuangPrabangcity,LuangPrabangprovince,LaoPDR.ChiangMaiUniversity.
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Cochrane,J.(2008)AsianTourism:GrowthandChange.PublishedbyElsevierUK&TheNetherlands,2008.DepartmentforInformation,CultureandTourism(2014)2014TourismSatisfactionSurvey(Part3)FinalReport.LuangPrabangProvince,November2015.DepartmentforInformation,CultureandTourism(2010)TourismdevelopmentandpromotionstrategyLuangPrabangprovince2011-2020.DeutscheGesellschaftfürInternationaleZusammenarbeit(2014)LaoPDRTourismOverview2014.PresentationbyGiZ,LaosPDR.EuropeanUnion(2013)EuropeanTourismIndicatorSystemforSustainableDestinations.EuropeanCommission.Brussels,Belgium,February2013.
Gujadhur,T.&Rogers,P.(2008)Pro-poortourismandthevalueofheritageinLuangPrabang,LaoPDR.EditedbyLuger,K.,andK.Woehler,Worldheritageandtourismprotectingandusingfromasustainableperspective.Innsbruck,StudienVerlag.
Johnston,J.(2010)ATourismDevelopmentStrategyandActionPlanforPakBengDistrict2011-2015.PreparedbyADB-GMSSustainableTourismDevelopmentProjectinLaoPDR,LaoNationalTourismAuthority.September2010.KiernanK(2013).Thenatureconservation,geotourismandpovertyreductionnexusindevelopingcountries:AcasestudyfromtheLaoPDR.Geoheritage.(5)3:207–225.Kill,A.(2014)GreenTourisminLaos.SubmittedtoDeutscheGesellschaftfürInternationaleZusammenarbeit(GiZ)inFebruary2014.Vientiane,Laos.LaosNationalTourismAuthority(2004)NationalEcotourismStrategy(2005-2010)SummaryDocument.Accessedviatheinternetathttp://www.ecotourismlaos.com/directory/publications/lao_nta_ecotourism_strategy.pdfMinistryofInformation,Culture&Tourism(2015)2014TourismStatisticalReport.MinistryofTourism(2014)CambodiaTourismStatisticalReport2014.StatisticsandTourismInformationDepartment,December2014.Accessedviatheinternetathttp://www.nagacorp.com/eng/ir/tourism/tourism_statistics_201412.pdfMintel(2014)HolidayLifestyles:TravelandTourism-China.MintelReports,February2014.Sirisack,D.&Xayavong,S.etal.(2014)TheCharacteristicsandMotivationsofForeignTouristsWhoVisitLuangPrabangProvince,LaoPDR.InternationalJournalofBusinessandSocialScience.Vol5.No.9.Pp262-275,August2014.SithixayXayavong,S.(2014)TheCharacteristics,MotivationsandSatisfactionofThaiTouristsWhoVisitLuangPrabangProvince,LaoPDR.Accessedviatheinternetathttps://jcwalsh.wordpress.com/2014/01/01/the-characteristics-motivations-and-satisfaction-of-thai-
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tourists-who-visit-luang-prabang-province-lao-pdr/
Southiseng,N.(2006)EffectsofTourismLabourMarkets,LuangPrabang.PaperpresentedaspartofaDoctorofPhilosophyinManagementSchoolofManagementShinawatraUniversity.October2006,LaosPDR.
Stange,J.,Brown,D.&SolimarInternational(2012)TourismDestinationManagement:AchievingSustainableandCompetitiveResults.AnOnlineToolKitandResourceSeries3.USAID,Washington.Accessedontheinternetathttp://www.usaid.gov/sites/default/files/documents/2151/DMOworkbook_130318.pdf.Steiner,T(2014)DMO3inPractice–Fromstrategytogovernance.Chapter10,pp.223-230.TourismandLeisure,Pechlancer,H.&Smerol,E.SpringerFachmedien,Germany.Suntikul,W.(2011)LinkagesBetweenHeritagePolicy,TourismAndBusinessEnterprisesInLuangPrabang.InstituteforTourismStudies,Macao.PaperpresentedatICOMOConference,Paris,November2011.Thompson,T.(2014)TheFutureDMO.Travel2.0ConsultingGroup.Canada.Accessedviatheinternethttp://travel2dot0.com/destinationmarketing/the-future-dmo/onthe18thJanuary2014Thongmala,P.(2010).HeritageSiteasTouristAttractions:ACaseStudyofLuangPrabang,LaoPeople’sDemocraticRepublic.AthesissubmittedinpartialfulfillmentoftherequirementsfortheDegreeofMasterofTourismManagementatLincolnUniversity.Thongmala,P.,Wayakone,S.&Phimmavong,S.(2015)Tourists’AttitudestowardsTourismDevelopmentandHeritagePreservationintheWorldHeritageTownofLuangPrabang,LaoPDRInternationalJournalofBusinessandSocialScience.Vol6.No.8(1).Pp.37to45.,August2015.UnitedNationsConferenceonTradeandDevelopment(2014)EnhancingBackwardLinkagesBetweenTourismandOtherSectorsofLaosPeople’sDemocraticRepublic.Reportpreparedaspartoftheprojecton“Enhancingsustainabletourism,cleanproductionandexportcapacityinLaoPeople’sDemocraticRepublic”.UnitedNationsPublication,Switzerland,November2014.UnitedNationsWorldTourismOrganisations(2011),TourismandPolicyPracticeforGlobalTourism.Barcelona,Spain.Accessedviatheinternetathttp://www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Mullis/Policy_Practices_UNWTO_book_feb.pdf.Vilayphone,S.(2010)CurrentStateandDevelopmentofTourisminLuangPrabang.ScientificJournalofNationalUniversityofLaos,Volume4,December.Wild,L.&LaPierre,D.(2011)TourismDevelopment:AchievingSustainableandCompetitiveResults.VolunteersforEconomicGrowthAlliance(VEGA).Washington,UnitedStatesofAmerica.Accessedontheinternetathttp://www.counterpart.org/images/uploads/VEGA%20Tourism%20Development%2012%2015%2011.pdf.
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Otheronlineresources:http://www.tripadvisor.com/Attractions-g293949-Activities-Laos.htmlhttp://sdwebx.worldbank.org/climateportalb/doc/GFDRRCountryProfiles/wb_gfdrr_climate_change_country_profile_for_LAO.pdfhttps://www.giz.de/en/downloads/giz2014-en-10-facts-biodiversity-laos.pdfhttp://www.mekonginfo.org/assets/midocs/0002547-environment-biodiversity-and-protected-areas-lao-p-d-r.pdfhttp://www.mekongtourism.org/index.php/experience-mekong/laos/http://www.tourismlaos.orghttp://www.ecotourismlaos.comhttp://www.laotourismdevelopment.comhttp://country.eiu.com/article.aspx?articleid=1643108948&Country=Laos&topic=Economyhttps://laos.opendevelopmentmekong.nethttp://mekongtourism.org/http://unctad.org/en/PublicationsLibrary/ditcted2014d4_en.pdfhttp://www.asean.org/news/item/tourism-statistics
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8. AnnexAnnex1:DefinitionsTERM DEFINITIONDestination Adestinationcomprisesofoneormorespaces,towhichrelevantnumbersofvisitors
travelandwherevisitorsspendtheirtimeandmoney.AdestinationisdefinedbynumerousStrategicVisitorFlows(SVFs)andnotasoneterritorialareadefinedbypoliticaloradministrativeboundaries.FromtheTOURIST(demand)perspectiveadestinationisanareathatprovidesfacilities,servicesandamenuofattractionsandactivitieswhichallowsaholisticholidayexperienceforastayofacoupleofdaysormore.FromtheINDUSTRY(supply)perspectiveadestinationisalocalityofferingasetofproductsandexperiences,criticallyinfluencedbytheroleandattitudeofinterdependentserviceprovidersandtheirwillingnesstoco-ordinateandco-operate.Source:UniversityofSt.Gallen(2013)
DestinationManagement
Itisaprocessofleading,influencingandcoordinatingtheplanningandmanagementofalltheaspectsofadestinationthatcontributetoavisitor’sexperience,takingaccountoftheneedsofvisitors,localresidents,businessesandtheenvironment.Destinationmanagementincludestheplanning,developmentandmarketingofadestinationaswellashowitismanagedphysically,financially,operationallyandinotherways.Managingtourismdestinationsisanimportantpartofcontrollingtourism'ssocial,environmentalandeconomicimpacts.Destinationmanagementcanincludelanduseplanning,businesspermitsandzoningcontrols,environmentalandotherregulations,businessassociationinitiatives,andahostofothertechniquestoshapethedevelopmentanddailyoperationoftourism-relatedactivities.Noonedestinationisthesameasanother.Thechallengesandopportunitiesforgrowthwillbedifferentandthestakeholderspresent,theirwillingness,capabilityandskillwillvary.Assuchitisnotappropriatetosuggestthataonesizefitsallfordestinationmanagement.Source:AdaptedfromSolimarInternational(2012,)UNEP-DTIE-SustainableTourismProject(2013)
DestinationManagementPlan(DMP)
ADestinationManagementPlanisasharedstatementofintenttomanage,developandpromoteadestinationoverastatedperiodoftime.Itarticulatesboththerolesofthedifferentstakeholders,identifiesclearactionsthattheywillundertakeandtheresourcestheywillallocate.Source:AdaptedfromVisitEngland(2014)
St.GallenModelforDestinationManagement
TheSt.GallenModelforDestinationManagement®(SGDM)isamodelfordestinationplanninganddevelopment.Itprovidesamarket-demand-driven,realistic,andforward-lookingperspectiveonthedevelopmentoftouristdestinations.Themodelenablesdecision-makerstoidentifystrategicvisitorflows(SVF)basedonasix-stepprocedure.Since2013theUniversityofSt.Gallen,Switzerlandhavebeendevelopingthemodelbasedonpracticalexperienceinmorethan30destinationsandthelatestinsightsfromongoingresearchondestinationmanagementandmarketing.Source:UniversityofSt.Gallen(2013)
StrategicVisitorFlows(SVF)
Astrategicvisitorflow(SVF)isaunitofmeasurementthatmapsouthowvisitorsmoveto/fromorwithinadestination.Theyreflectthewaytouristsinteractwithadestination:theattractionsvisited,activitiespursuedandexperienceslived.SVFsconsistofspecific
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travelersegmentswithsimilarmotivationsandthatpursuesimilaractivities.Theytendtobelocalized(e.g.canbemapped),significantinnumbers,havetheirowndemand-supplymechanisms,exhibitindividualdynamicsandlifecycles,createbusinessopportunitiesandcanbeanalyzed,managedandcommercialized.SVFsareusedasthebasicunitofanalysisfordestinationmanagement.Source:DefinitionadaptedfromUniversityofSt.Gallen(2013)
DestinationManagementNetwork(DMN)
ADMNisaworkinggroupmadeupofmanytaskforcesfocusedonimprovingtheoverallmanagementandcompetitivenessofatourismdestination.Itsroleistomotivate,enable,facilitateandadviseacollectionofstrategicvisitorflowswithinandacrossdestinations.TheDMNisnotahierarchicalmanagementorganisation(e.g.CEOrun)butratheragroupthatisnetwork-basedthatcaninfluenceandhelpadestinationdevelop.ADMNiscomposedofrangeparticipants,notnecessarilyfromonedestination.Theycanincludegovernmentagencies,tourismpromotionauthorities,privatesectorassociationsandindividualfirms,tourismandhospitalitytrainingbodies,andNGOs(conservationorganizations,culturalheritagepromotiongroups).�InLaosPDRthereisaDMNatthenationallevelaswellasattheprovinciallevel.Source:DefinitionadaptedfromUniversityofSt.Gallen(2013)
Taskforce Ataskforceconsistsofagroupoflocalizedbusinessesandorganisations(privateandpublic)thataregroupedtogetherbasedonthewayvisitorsinteract/flowwithrelevanttourismattractionsandactivitiesinageographiclocation.Taskforcesarecomposedofparticipantsfromthroughoutthetourismvaluechain,includinggovernmentagencies,tourismpromotionauthorities,privatesectorassociationsandindividualfirms,tourismandhospitalitytrainingbodies,andNGOs(conservationorganizations,culturalheritagepromotiongroups).Theseparticipantscollaboratetoimprovethecompetitivenessofthedestination(visitorflow).Theremaybemanytaskforcesinyourprovincethatrelatetocommonareasacrossallflowse.g.marketing,statistics,infrastructuredevelopment,trainingetc.orareonlyapplicableforanindividualflowe.g.Chompetwalkingtour,ChineseCarCaravans,ExperientialFITsetc.Source:DefinitionadaptedfromUniversityofSt.Gallen(2013)
WhatisResponsibleORSustainableTourism?
“Creatingbetterplacesforpeopletoliveinandbetterplacesforpeopletovisit”
MaximizingthePOSITIVEimpactsoftourismandminimizingtheNEGATIVEimpacts.- Ittakesintoconsiderationthecommunityensuringtheyhaveaccesstothetourism
industryandareactivelyinvolved.- Ittakesintoconsiderationthelocalenvironment–ensuringthatthelocal
environmentisnotdestroyedbytourism.- Anditstakesintoconsiderationtheeconomicbenefitsoftourism–ensuringthatthe
localcommunitygetsomeofthefinancialbenefitoftourism.- Andmostimportantlyitisabouthavingasustainablebusinessthatwillprovideyou
andyourfamilywithanimprovedlivelihoodforthefuture.ResponsibleTourismissometimescalledSustainableTourism.Source:TheCapeTownDeclarationforResponsibleTourismManagement(2002)
UniqueSellingProposition
Theonekeyreasonthataproductorserviceisdifferentfromandbetterthanthatofitscompetitors.Whatmakesyourdestinationstandoutfromthecrowd!
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Annex2:BackgroundtotheDestinationManagementPlanTravel and tourism continues to play an important role in the economic growth of destinationsthroughoutLaoPDR. Inan increasinglycompetitivenational, regionalandglobalmarketplacewheremore andmore tourism destinations are seeking to attract visitors and in an industry where travelplanning has becomemore complex (individualized and technologically focussed) and driven by thetourist,sustainabledestinationmanagementiskey.Managingtourismdestinationsisalsoanimportantpartofcontrollingtourism'ssocial,environmentaland economic impacts. Destinations that arewellmanaged aremore likely to generate `sustainable’and ‘inclusive’ growth in their local economy, and aremore likely tomaximise the benefits of thatgrowthinlongterm,withadditionalincomeandjobs.Thebest-manageddestinationsarealsolikelytoexcel in attracting new investment, in keeping value-added jobs, in bringing in new talent and instimulating innovation.Greatdestinationsaregreatplacesto liveandworkaswellgreatplacesastovisit.InLaoPDRtheconceptofdestinationmanagementisrelativelynewandthosedestinationswheretheconcept has been trialed (predominantly at a national level) using traditional approaches such asDestination Management Organisation (DMOs) have had limited success in being effective orsustainable.Somekeyreasonsforthisincludeapoortrackrecordofboththeprivateandpublicsectorworking together (lackof trust); anemphasison theownershipbeingby thegovernmentwhooftenlackthefinancialresourcesandcapacitytoimplementthebroadspectrumofrolesandresponsibilitiesputontoaDMO;apoorlydefinedvisionandobjectiveoftheDMO(committee)leadingtomismatchedexpectationsandanassumptionthatinternationalDMOmodelswillworkinLaos.In most cases these working groups / committees have been initiated and funded by internationaldonor organisations. The donor provides both financial, technical and human resources oftenunintentionallyplayingtheroleoftheDMOthemselves.Thisleadstoanunsustainablemodelwherebyattheconclusionofthedonor-fundedproject(usually3to4years)theDMOfailstocontinue.ForafulllistoflessonslearnedinLaoPDRandotherdestinationssimilartoLaoPDRcanbeseeninAnnex4.Inordertomovedestinationmanagementforward inLaoPDR, it iscritical thatthose involved inthetourismindustrydonotcontinuetomakethesamemistakesthathavealreadybeenmade.Adoptingnew thinking and new approaches such as the St. Gallen Model for Destination Management areimportant.The St.GallenModel forDestinationManagement® (SGDM) is amodel for destination planning anddevelopment. It provides a market-driven, realistic, and forward-looking perspective on thedevelopmentoftouristdestinations.Itrecognizesthatnoonedestinationisthesame,thereisnoblueprintfordestinationmanagementanditavoidsdefiningdestinationmanagementbyadministrativeorphysical geographical boundaries (i.e. by provinces). The six-step procedure (Ref. Annex 5) focusesprimarilyonmapping thedestinationbasedon strategic tourist flows (SVFs) i.e. howdo current andpotentialvisitorsflowthroughthedestination.AkeypartoftheSGDMprocessisthedevelopmentofaDestinationManagementNetwork(DMN)andaDestinationManagementPlan(DMP).ADMN is aworking group focused on improving the overallmanagement and competitiveness of atourismdestination. Itsrole istomotivate,enable, facilitateandadviseacollectionoftaskforcesandvisitor flowswithinandacrossdestinations.TheDMN isnotahierarchicalmanagementorganisation
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(e.g. CEO run) but rather a group that is network-based that can influence and help a destinationdevelop.
This LaoPDRDestinationManagementPlanhasbeendevelopedasa resultofa seriesofworkshopsconducted with a wide range of tourism stakeholders by Swisscontact33and funded by the AsiaDevelopmentBankinconjunctionwiththeMinistryofInformation,CultureandTourism.Thisplanisasharedstatementofintentofhowtoplan,promoteandcoordinateLaoPDRasatourismdestinationoverathree-yearperiod34.TheDMPsetsouttheagreedvisionforLaoPDR’spriorityactionareaswithadestinationactionplanandamonitoringandevaluationplanfortheperiod2016–2018.Itarticulatesboth the rolesof thedifferent stakeholders, identifies clear actions that theywill undertakeand theresourcestheywillallocate.TheDMPwillbereviewedonabi-annualbasisbytheDMNandrevisedonanannualbasis.
Annex3:PurposeandUseoftheDestinationManagementPlansThe purpose of this Destination Management Plan (DMP) is to support the planning, coordination,marketingandoverallmanagementofLaoPDRasatourismdestinationoverathreeyearperiod(2016–2018).ThisDMPwillsupportLaoPDR’stourismstakeholdersto:
1. Increase their understanding of tourists in the respective destination i.e. the way a touristinteracts(touristflows)withtheirdestinationandatouristsbehaviour
2. Increasetheirunderstandingofawiderangeofkeytourismstakeholdersandthewaysinwhichtheycanworktogethertopositivelyinfluenceandimprovespecifictourismflows
3. Prioritiseexisting strategicvisitor flows (SVFs) to focusonand identifyappropriate strategiesandactions
4. Identify new potential visitor flows that could be developed and identify the needs andpriorities.
5. Identifycapacityandresourcegapsanddefinewaystotacklethem6. Clarifyrolesandresponsibilitiesofkeystakeholderstoensureanactionorientatedapproachto
theimplementationoftheDMPUltimately,theDMPshallcontributeto:
ü Increasedvisitorspendingandvalueadditioninthedestinationü Reductionofeconomicleakagesawayfromthedestinationü Sustainable and responsible development of tourism in the destination, balancing economic,
socialandenvironmentalbenefitsü Moreinclusivegrowthofthetourismdestinationofferingdecentemploymentforexistingand
new entrants into the tourism industry, in particular the local communities within thedestination.
ThekeypartoftheDMPisanactionplanthatspecifieskeystrategicareasrelatingtoprovincialvisitorflowstofocuson;outlinesactivities,actorsandtheirresponsibilities;andallocatesfinancialresources.
33www.swisscontact.org,LaoPDRandEnterpriseandDevelopmentConsultantswww.edclao.com34ForthisDMPthetimeframeisathree-yearperiodhoweveritcanbeforanyagreedtimeframe.
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Itistobeunderstoodasaflexible,lightandlivinginstrumentthatneedstobereviewedatleastonceannuallyincollaborationwiththeDestinationManagementNetworkboard.Itdoesnotstrivetobeanall-encompassinginstrumentincludingeverysingleactivityrelatedtotourism,butfocusesonstrategicprioritiesthatmakesensefromasustainableandinclusiveeconomicgrowthperspective.The DMP is not designed as a control instrument for the government, but as a tool to coordinateactivities inaflexiblemanner.Nostakeholdershouldeverbeforced intoapartnershiporactionthatrunsagainsthis/herbusinessprinciplesorthatseriouslyhampersthereputationandsustainabilityofthe destination as a responsible tourismdestination. In fact all partnerships and actions should onlyeverfocuson“creatingbetterplacesforpeopletoliveinandbetterplacesforpeopletovisit.”TimelinefortheelaborationandapplicationofthisDMP:
Ø Draftreadyby15thofDecember2015Ø FinalisedandnegotiatedplansbyMarch2016Ø ReviewmeetingofthePlanbyNovember2016Ø ReviewmeetingofthePlanbyNovember2017Ø Reviewmeetingoftheplanandfollow-upplanbyNovember2018
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Annex4:KeyLessonsLearned:TheChallengesofDestinationManagementKeylessonslearnedfromdestinationmanagementinLaoPDRandsimilardestinationsare:
ü Destinationmanagementmodelshavebeenthrustontosomedestinationswithoutrecognizingwherethedestinationisinitslifecycleandthecontextualrelevance.
ü MostDestinationManagementOrganisations(DMOs)orCommitteesarefundedbydonors.Donorprojecttimeframesareoften3to4years,whichinmanyyoungemergingdestinationsisnotlongenoughtodevelopsustainable,andeffectivedestinationmanagementstructures.
ü Manystakeholdersanddonorsbelievethatdestinationmanagementshouldbethemainresponsibilityofthegovernmentandfinancedbythegovernmentbecausethegovernmentdefinesthedestinationsterritorybyitsadministrativeborders.ThisleadstothedevelopmentofgovernmentdesignedandrunDMOswhoarebuiltonweakfoundations–insufficientfundingandinsufficientcapacity.
ü TourismDestinationsandDMOshavegenerallybeendefinedandboundbypoliticalandadministrativeborders.Theseborders,moreoftenthannot,donotreflectthewaytouristsinteractwithadestination.ActivitiesoftheDMObecomemorefocusedonwhatthestakeholders(private&public)thinktheyneedratherthanwhatthevisitoractuallyneedsandenhancingthevisitorsoverallexperienceinthedestination.
ü MostDMOsareprescribedtoomanyrolesandresponsibilitiestoosoon.Theytrytobeeverythingtoeveryoneandarefacedwithchronicmoneyandcapacityshortages.Insmalldestinationswhencommitteesaredevelopedmembersofthesetendtobeassociatedonlyforpowerandprestigeratherthanforthebetterofthedestination.Insomecasesthiscanleadto‘elitecapture’withcertainmembers/stakeholdersparticipatingfortheirownpersonalfinancialgainandnotinvolvingthe“other”keystakeholders.
ü Traditionalheavy,elaborateandtediousplanningprocesseshave,onaverage,yieldedmodest(ifany)results.Atbestmostoftheseprocesseshaveproducedlengthydocuments(marketingplans,destinationstrategies,brandstrategies)thathaveneverbeenimplementedbecausethereisnotthecapacity(financialorhuman)orwilltodoso.
ü Traditionaldestinationmanagementparticipatoryprocessesimplythateverybodyhastoagreeabouteverything.Involvingeveryoneinplanningexercisesandstrivingtoreachasinglecommongoal,visionandmasterplaninmostcasesdoesnotworkandisnotsustainable.Realizingthemotivationsandincentivesofeveryonearedifferentiskey.Moveawayfromcommonownership(theDMObelongstoeverybodyandserveseverybody)toeffectivetransactionsandrelationshipswithworkinggroups.
ü Poolingfundscentrally(e.g.viamembershipfeesortourismtaxes)reducestheaccountabilityoftheDMOresultinginpoorperformanceanddisgruntledmembers.Theaccountability,transparencyandsustainabilityofaDMOisimmeasurablyenhancedwhentheindividualservicesdeliveredbytheDMOarepaidforbyprivateandpublicsectororganisationsthatwillbenefitfromthese.i.e.Feesarecollectedonanactivity-by-activitybasisratherthanpoolingfundscentrally.ThisensurestheDMOisaccountableforeachactivitytheyarepaidtodoandensurestransparencyandbetterlong-termrelationshipsbetweentheDMOandtheircustomers.
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Annex5:TheSix-StepapproachtotheStGallenDestinationManagementModel
Source:UniversityofSt.Gallen,Switzerland.
Step#1
Step#2
Step#3Step#4
Step#5
Step#6
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Annex6:LaoPDRTourismStatistics
Source:MICT,2014
Source:MICT,2014
2,513,028 2,723,5643,330,072
3,779,4904,158,719
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
2010 2011 2012 2013 2014
TouristN
umbe
rs
YEARS
LaoPDRTotalTouristArrivals
2010-2014Growthof65.5%from2010to2014
33%
58%
9%
LaoPDRTourism%TotalTourists2014
Domesitc
Regional
InternationalPredominantlyThaiVisitors
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Source:MICT,2014
Source:MICT,2014
Thailand52%
Vietnam28%
China11%
Korea3%
USA=2%
Other=4%
TopInternationalTourismSourceMarketsforLaoPDR,2014
Thailand=52%
Vietnam=28%
China=11%
Korea=3%
USA=2%
France=1%
Australia=1%
Japan=1%
UK=1%
Other
-50,000
100,000150,000200,000250,000300,000350,000400,000450,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
TouristA
rrivals
Seasonality- TouristArrivals,LaoPDR2013vs2041
2014
2013Opportunitytoevenoutthis
troughintourist
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Source:MICT,2014
Source:LaosTourismOverview,2014–GiZ
1,630,516
1,078,334
535,413 504,049 472,906380,473 378,999
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
VisitorNum
bers
Province
LaoPDRHighestReceivingProvincesforInternationalTourists
2014
PredominantlyThaiDayorWeekend
Cambodia LaoPDR Myanmar Thailand Vietnam
2010 2,508,289 2,513,028 310,688 15,936,400 5,049,855
2011 2,881,862 2,723,564 391,176 19,098,323 6,014,032
2012 3,584,307 3,330,072 593,381 22,303,065 6,847,678
2013 4,210,165 3,779,490 900,171 26,735,583 7,572,352
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
TouristArrivalsinGMSCountries2010-2013
+52%
+20%
+17% +13%
+11%
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Source:ASEAN,2013
0% 20% 40% 60% 80% 100% 120%
BruneiDarussalamLaoPDRMalaysiaMyanmarCambodiaSingaporeIndonesiaThailandVietNam
ThePhilippines
ShareofIntra&ExtraASEANInternationalArrivalsbyASEANCountries2014
Intra-ASEAN
Extra-ASEANLaoPDRIntra=78%Extra=22%
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Annex7:LaoPDRTourismKeySourceMarkets:Existing&New
Source:GreenTourisminLaos,2014
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Annex8:ASEANTourismStrategicPlan–StrategicDirectionsandActions
Source:ASEANTourismStrategicPlan,2013
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Annex9:LaoPDR:ProposedDestinationManagementNetworkTaskforces
Note: Inordertosuccessfully implementtheabovetaskforcesandavoidmistakesmadepreviously inLao PDR with tourism working groups / taskforces it is recommended that the DMN considerimplementing a few key taskforces within the first year to ensure their success. The number oftaskforces that can be implemented within the first year may depend on the skill levels and timecommitmentsoftheirproposedmembers.
LAOPDRDes*na*onManagementNetworkBoard
TaskForce8:ResourceMobiliza/on
TaskForce9:Des/na/onManagementNetwork
TaskForce1:Marke/ngandPromo/on
TaskForce2:HospitalitySkills
TaskForce3:TourGuideTraining
TaskForce4:ResponsibleTourism
TaskForce5:TourismSta/s/cs/Research
TaskForce7:TourismPolicy&Regula/on
TaskForce6:Transport&Accessibility
Proposedmembers:TransportAssocia/on.,LaoAirlines,LATADepartmentofTouristPolice,MICTx1,DepartmentofTransport
Proposedmembers:2xLHRA,2xLATA,1xMICT,2xothergovtdepts.
Proposedmembers:DevelopmentPartner,MrOudet,2xprivatesector,2xgovtMICT,LHRA,LATA**Membersmustbeverywellconnectedwithawidegroupofstakeholders
Proposedmembers:MICTPIU,ASEAN,2xDevelopmentPartners??
Proposedmembers:TourismMarke/ngDepartment(MICT),LHRA,LATA,LaosAirlines,2xOtherprivatesectorwithmarke/ngexper/se
Proposedmembers:LHRA,LANITH,TrainingProviders,IMCT,DevelopmentPartners(LUXDEV,Swisscontact)
Proposedmembers:TourGuides,UNESCO,LATA,2-3xseniorguides,LANITH,TourismManagementDepartment-MICT
Proposedmembers:LHRA,Media,GiZ,NZAid,WWF,GreenDiscovery,AsiaTrails,Culture&TourismIns/tute,TourismDevelopmentDepartment-MICT
Proposedmembers:MICTSta/s/csDept,LHRA,LATA,2xprivatesectormarke/ng&researchexperts
DMNSecretariat
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Annex10:LaoPDR:FeedbackfromDMNonDestinationManagementPlan,Jan2016
§ Keep the existing brand. Focus more on the brand expression among local stakeholders, tourists and public.
§ Create new website: Lao Simply Beautiful, with different content for Chinese and Thai tourists (not only language). International experts/institutions and participation of University of Laos/Institutions/specialists. Potentially collaborate with University of Bournmemouth UK and tourism fund by British Embassy for Laos, through Andreas Hofmann from Asian Trails.
§ Develop mobile apps for Lao tourism. International experts/institutions and participation of University of Laos/ Institutions/specialists
§ Organize photos/pictures contest for the most destinations USP (in line with the brand expression)
§ Design and publish the festivals/events calendars (clear allocate date and time, 2 years ahead for tour operators)
§ Invite famous people to visit Laos/destinations § Training on booking online and online media § Workshop amongst public stakeholders on visa exemption for tourists… § Drafting criteria of responsible tourism § “Conduct a comprehensive training needs analysis” for hospitality skills: Lanith already done § Upgrade tour guide training for tour guides that had the training a long time ago, assessment in
provinces by national level