ill international project management report final

I L IKELOCAL

I N T E R N A T I O N A L P R O J E C T M A N A G E M E N T

JohnTAMRAT,InaWIENS,TamasKANTZ,AstridPOLLET,LéaBRIAND

ESSCA|PROFESSORBENDOGLEY

Agenda

Part1:ProjectManagementTools....................................................................................................3I. Generalintroductionofinternationalprojects....................................................................................3

II. IntroductionofILikeLocal...................................................................................................................4

III. Ourpartinthewholeprojectlifecycle.............................................................................................4

1. Definitionoftheprogram(gointernationally).................................................................................4

2. Projectportfolio&Projectlifecycle..................................................................................................5

3. Outcomesandoutputs.....................................................................................................................5

4. Contributiontolongtermstrategicobjectives.................................................................................5

Part2:Projectimplementation..........................................................................................................6I. Projectinitiationdocument.................................................................................................................6

1. Background......................................................................................................................................6

2. Projectdefinition..............................................................................................................................6

3. Feasibilityanalysis............................................................................................................................7

4. Stakeholders.....................................................................................................................................8

5. Riskanalysis......................................................................................................................................8

6. Rolesandresponsibilities...............................................................................................................10

7. Initialprojectplan..........................................................................................................................11

II. Changerequest..................................................................................................................................11

III. Workbreakdownstructure............................................................................................................12

IV. Organizationoftheteamwork......................................................................................................13

V. Deliverables........................................................................................................................................14

VI. Nextstepsandrecommendations–Golive...................................................................................21

VII. Projectreview................................................................................................................................23

InternationalProjectManagement–ILikeLocal

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Part1:ProjectManagementToolsI. Generalintroductionofinternationalprojects

Theimportanceofinternationalprojectsisincreasing,particularly,drivenbyglobalizationandcompany’s

capabilitiestoaccesstonewmarkets.Therefore, InternationalProjectManagementneedstoconsider

different factors, which can influence the triple constraint: scope, schedule and time. Especially,

interculturalaspects,inmulticulturalteamsorculturaldifferencesandmisunderstandings,whichneedto

betakenintoaccountwhenmanaginginternationalprojects.Differentculturalbackgroundscanhavean

impact on several project management areas like Scope Management, Time Management, Cost

Management, RiskManagement, Human ResourceManagement, ProcurementManagement, Quality

Management, IntegrationManagement andCommunicationManagement. Intercultural competencies

besideprofessional competenciesarebecominghighly relevant toovercominggeographical, language

andculturalbarriers.

Ourmulticulturalgroupconsistingoffourdifferentnationalities,workingonaninternationalprojectfor

arecentsmallstartupcalledILikeLocal.Theowner,ourprojectsponsorSanneMeijboom,iscurrentlyin

theprocessofexpandingtodifferentmarkets inAfrica.Thefirststepoftheprojectportfoliobeganin

enteringtheAsianmarketsanddevelopingtheILikeLocalplatform.Ourgroupandtheprojectsponsor

agreedthefocusofourworkwillbeontheinitiationandplanningphaseinfindbusinessopportunitiesin

SouthAmerica(thirdstepoftheprojectportfolio).Thegoaloftheprojectistodeepenandexpendour

knowledgeandmethodologyaboutInternationalProjectManagementinarealbusinesscontext.Sothe

firsttaskoftheprojectteamwastofindacompanywithafittingprojectwhichcanfulfilltherequirement

tobeinternationallyimplemented.

Asmainstakeholdersofourproject,weshouldmentionfirstESSCAUniversity,representedbyMr.Ben

DogleyandMrs.LydiaKernevezintheroleofsupervisorsoftheproject.Second,themostdirectlyinvolved

stakeholderisthecompany,ILikeLocal,anditsCEO,SanneMeijboom.Finally,theprojectteamisthe

thirdcategoryofstakeholderinvolvedintheprojectwithmajorrole.

In this report we will first introduce the company I Like Local, followed by presenting the project’s

outcomes, outputs and life cycle. Afterwards the Project Initiation document andWork Break Down

Structurewillgivemoredetailedinsightsabouttheproject.Theagreedondeliverableswillbepresented

next.Finally,thereportwillshowpossiblenextstepsthecompanycantakeinfollowingphasesofthe

project,givesomerecommendationsandaprojectreview.


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II. IntroductionofILikeLocalThenewerainthesharingeconomiespresentsmultitudeofopportunitiesforconsumers,whileoffering

marketefficiency:

“Globally,thesharingeconomy’ssizeinfivekeysectorswasapproximately$15billionin2014.It’sprojected

toreach$335billionby2025.ThesuccessofUber,AirbnbandTaskRabbitisn’tafad--it’sanewwayof

doingbusiness.”(Zhuo,2015)

Asthisnewmodelcatchesonmanynewopportunitieswillbedevelopedthroughthesharingeconomies,

oneofthesebeingILikeLocal,foundedbySanneMeijboomandlaunchedin2014,anavidtravelerand

entrepreneur.ILikeLocalisavariationofapeer-to-peertravelplatformthatisfocusedpredominatelyin

SoutheastAsiacurrentlywithfutureaspirationsofexpandingtoAfricaandSouthAmerica.

III. Ourpartinthewholeprojectlifecycle1. Definitionoftheprogram(gointernationally)

Currently ILikeLocalemploys6people,hasoperations in10differentcountries inSoutheastAsiaand

offers6(10now)categoriesofactivitiesfortravelers(seeappendix1)(ILikeLocal,2015).AccordingtoI

LikeLocalnewsletterpublishedinFebruary:

“Atthemomentwehaveover300activitiesin10countriesinAsia(agrowthof80%incomparison

whenwestarted)andourhostcommunitygrewto130people(80%growth)andslowlyweare

receivingmoreandmorebookings.Althoughthisisnotgoingveryfastitwasexpectedasinthe

firstyearpeopleneedtogettoknowaboutyoubeforetheywillstartbooking.Wedoseemore

andmorepeoplevisitingthesitewhichisagoodsign”(ILikeLocalNews,2015)

AlltheactivitiesofferedbyILikeLocalaredrivenandsetupwithaclearpurpose.Theirguidingprinciples

aretoconnect,engageandempower.Connectingtravelerswith local individuals in thecommunityof

developing destinations, engaging the travelers to seebeyond the surface of the countries they visit,

instead immerse themselves to the local culture andpeople.Most importantly the activitiesmust be

beneficialtothecommunityandthelocalsinthecommunity(seeappendix2)(ILikeLocal,2015).

ILikeLocalmatchestravelerswithalocalindevelopingcountriesthroughtheironlinewebsite,providing

uniqueexperiences,organizedby localpeople indevelopingcountries (I LikeLocal,2015).Bybooking

these local activities customers empower and stimulate locals directly, while fully experiencing and

interactingwiththeculture,food,peopleandlocationstheyvisit.ILikeLocalofferavarietyofactivities;

Homestay,Farmstay,TrekandTour,ArtsandCulture,FoodExperienceandVolunteering(seeappendix

1)(ILikeLocal,2015).

ILikeLocalfirstbeganinSoutheastAsiawiththefounderSanneMeijboombasedinHongKong. In its

inceptionitofferedactivitiesthefollowinglocations: India,Vietnam,Philippines,Cambodia, Indonesia,

Laos,Malaysia,Nepal,Thailand.FollowingtheroleoutintotheSoutheastAsia,ILikeLocalhasrecently

enteredintoAfricabyofferingactivitiesinKenya,TanzaniaandUganda.Thenextphasewillbelookingto

furtherestablishitsoperationsandactivityofferingsinLatinAmerica.


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2. Projectportfolio&Projectlifecycle

3. OutcomesandoutputsAsoutcomesofourproject,thecompanywilllooktoenteranewmarketwhichmeansenlargetheoffer

ofdestination,thusleadingtoincreaseinusersoftheplatform,bothfrompartnersandtravelersalike.

Thiswill generate new sales for the company but also additional incomes for the local economy and

communitiesinSouthAmerica.Moreover,asageneralbenefit,itcanbementionedthatmorepeoplewill

getconnectedtorealeverydaylifeofSouthAmericanpeopleanditwilldevelopsocialenterprisesina

developingareaoftheworld.Finally,thewayweleadthemarketresearchcanserveasareusablemodel

foranewprojectofentryamarket.

Withourproject,wewillcontributehowtoenter theSouthAmericanmarketandgive insightsabout

whichmarket,partnerandcommunicationmeans toget in touchwith.The finaloutputof thewhole

projectwillalsobethestrategytoenterthisnewmarket/s.And,thefurthersteptoproceedinthechosen

marketwithcommunicationandmarketingstrategy.

4. ContributiontolongtermstrategicobjectivesThelongtermstrategicobjectivesistobuiltastrongsocialenterprisewhichbenefitsthesocietyallaround

theworldandcanserveasarolemodelforothersocialenterprises.ConsideringthattheSouthAmerican

marketcanbeseenasdevelopingmarket,enteringthismarketwouldhelptoachievethegoalofcovering

allthedevelopingcountriesfromatouristicpointofview.

Initiation

PlanningExecution

Closure

Asia AfricaSouthAmerica


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Part2:ProjectimplementationI. Projectinitiationdocument

1. BackgroundBeforeILikeLocalenterstheSouthAmericanmarketthereisaneedtogathermarketintelligenceand

awarenesstopositionitselftomakethecorrectdecisions,asitlookstoexpandintoanewmarket.The

informationgatheringstageisasignificantprocessandproject.Asthetourismindustrypicksupwithin

SouthAmerica,thispresentsandidealtimeforILikeLocaltofurtherexpanditsplatformandrelationships

buildingbetweencommunities,throughuniquepersonalizedtravelersexperienceswithlocalpeoplein

LatinAmerica.

2. ProjectdefinitionPurpose:

TogainmarketawarenessoftheLatinAmericanenvironment,identifymostutilizedformofchannelsof

communicationtoimplementinthemarketandpresentsolutionsintacklinglanguagebarriersthatarise

inthemarket.ThisprojectwillseektoplaceILikeLocalinastrategicpositiontosuccessfullyexpandinto

theLatinAmericamarket,growingtheplatform,expandingactivities,locationsandhostproviders.

Objectives:

Belowarethethreeobjectivessetoutforthisproject:

• LatinAmericanmarketintelligence

• Recommendationofsuitablepartnersandnetworks

• Overcomelanguageandotherbarriersandeffectivechannelsofcommunication

ThelaidoutobjectiveswillbeaccomplishedbyimplementingfocusgroupsofLatinAmericanrespondents

in gathering market intelligence along with information gathering of suitable networks and local

communitybasedtourisminitiativeoperatingwithinLatinAmerica.

Scope:

Thisprojectislimitedtoinformationandmarketintelligencegatheringofthefollowingissuesofconcern

forILikeLocal:

• SouthAmerica/MidAmericamarketpotential

• Languagebarriers(levelofEnglishspeakersinidentifiedmarkets)

• Findingpotentialhosts,communitybasedtourismpartnersandnetworks

Forourproject,themodeofentryinthisnewmarketisnotincludedinthescope,asforthemomentitis

onlyastudytoevaluateifILikeLocalshouldexpandornot.Also,thecommunicationisnotincludedin

ourpartofthework.Again,weshouldevaluatewhatarethemeansofcommunicationthemostadapted

andrelevantbutnotdesignacommunicationstrategy.


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Inputs

Working with I Like Local the project team has been given the following documents to assist the

progressionoftheprojectthroughSkypeconversationwiththefounderSanneMeijboom:

• BusinessDevelopmentPlan

• HostParticipationGuidelines

• UNWTOTourismHighlights2014edition

• TouristArrivalsAfricaandSouthAmericaXCELFile

Inadditiontothesedocumentstheprojectteamhassearchedandidentifiedpartnersandnetworksin

LatinAmericathroughtheutilizationofonlinesearchingandfocusgroupofLatinAmericanrespondents.

Deliverables:

• Projectcharter

• MarketIntelligenceReport

• Recommendationforcommunication

3. FeasibilityanalysisBenefits:

ThisprojectcanhavebeneficialoutcomesforILikeLocalsuchas:

• AccelerateentryintotheLatinAmericanmarket

• Increasenumberofhostandactivitiesoffered

• Generateorincreaseplatformusage

Usingthisproject,thecompanycanbebetterpreparedtoentertheSouthAmericanmarket.Moreover,

theywillgetinsightsaboutpossiblepartnersandcommunicationchannelstoengagein.Thisprojectwill

alsolayoutsomeofthebarriersthecompanywillbefacinglikelanguageandpossiblesolutionstoaddress

theseconcerns.

ThecontributionofthereportcanbemeasuredagainsttheeffectivenessofthereportinprogressingI

LikeLocalintotheLatinAmericanmarket,increasingthenumberofhostontheplatform,increaseactivity

andlocationsofferingtotravelersandincreasetheusageandengagementofILikeLocal.

Cost/BenefitAnalysis:

Theprojectiscompulsoryforourgroupthatiswhycostsarenotappearingintheinitiationandplanning

phasewherewefocusonandwillpositivelyeffectsthefurtherphasesofthewholeprojectbudget.

Thecost/benefiteffectcannotbeanalyzedforthewholeproject inourcaseastherearenodataand

figuresprovidedandavailableaboutmarket,investment,sales,etc.

Constraints:


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• Time(4-5weeks+otherprojects)

• Specificreadilyavailableinformationonthetopic

• LackofmodelingotherrelevantcompaniessimilartolikeILikeLocal

• Languagebarriers(don’tspeakthelanguageofthetargetedcontinent)

• CommunicationbarriersduetogeographicandtimedistancefromSponsor

4. StakeholdersStakeholders

Thefollowingstakeholdersarerepresentedinthisproject:

• Sponsor:ILikeLocalfounderSanneMeijboom

• ProfessorDogley&LydiaKernevez

• ProjectTeam:LéaBriand,TamasKantz,AstridPollet,JohnTamrat,InaWiens

• Studentswhoparticipatedtointerviews

Communication between stakeholders was facilitated through the use of email, Skype, Facebook, in

personmeetingsandtheuseofGoogleDrivetoshare informationandkeepeachotherupdated.The

project team kept the main stakeholder (Sanne Meijboom) updated through email contacts on the

progressoftheprojectaswellasProfessorDogley.

5. RiskanalysisRiskIdentificationandcategories:

Schedulerisk:

• Unfamiliarareasofthedeliverabletakemoretimethanexpectedtodesign

Requirementrisk:

• Requirementshavebeenbaselinedbutcontinuetochange(sponsor,ESSCA)

• Thetotalfeaturesrequestedmaybebeyondwhatthedevelopmentteamcandeliverinthetime

available

Projectmanagementrisk:

• PrioritieschangeontheexistingprogramandSouthAmericagetsoutfromthescope

• Nobudgetallocatedfortheresearch–freeresourcescanbeusedonly

Humanresourcerisk:

• Personnelwithcriticalskillsneededfortheprojectcannotbefound

• Communicationproblemsbetweenteammembersandsponsor

• Appropriateintervieweescannotbefoundorarenotavailabletoanswer


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Impact

High Communication

problems

Changing

requirements

MediumPrioritieschangein

theexistingprogram

-Unfamiliarareasof

thetargetedmarket

-Lackofexpertise

Low Nobudgetallocated

Low Medium High

Likelihood

RiskPrevention:

Green fields: accept the risks butmonitor them. Even the priorities are changing in the programour

deliverablesarestilluseablelaterintime.

Yellowfields:managementeffortworthwhile.Asnoneoftheteammembershavemuchknowledgeabout

SouthAmericaweneedoutsidehelp.Manyofourschoolmatesarefromthatregionwhocanhelpus.

Readily available information and documents available from the internet, but with limitation of free

studiesasthereisnomoneyallocatedforresearchpapers.

Red fields:mustmanageandmonitor risks.Communication isneeded inmultipleplatforms tohavea

tightenrelationshipandtheshareoftheinformationamongthecoreteammembersisneededinverbal

andwrittenformataswell.Thedocumentsarestoredonlineandavailableallthetime(GoogleDrive).

The constantly changing environment forces the core team to control and recheck project activities

periodically.


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RiskMonitoring:

Aftereachphaseoftheprojectreassessmentisneededaswellasafteranychangeintherequirements

happens.

Ourstrategytomonitorandanticipaterisksis:

- Organizeinternalmeetingatleastonceaweeksowecandiscussdifferentissues

- Keep the sponsor and teacher informed weekly as well to make sure our tasks fit with the

expectationofallthestakeholders

Seeappendix5,6,7:Interviews,inwhichweexplaintheconcreteriskswemetintheprojectapplication.

6. Rolesandresponsibilities

Sanne

MeijboomSponsor

John

ProjectManager

Ina

PMO

Tamás

PMO

Astrid

Market research

Lea

Database

BenDogley

Consulting


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7. InitialprojectplanProjectname: LatinAmericanentry

TASK Duration(day) Responsible

PhaseI. MarketIntelligence

1.1 Pre-definitionoftheproject 1 John

1.2 Kick-offmeetingwiththegroup

1.2.1 Settingtheroles 1 Projectteam

1.2.2 Makingadraftandschedule 2 Ina,Tamás

1.3 Skypeinterviewwiththesponsor 1 Projectteam

1.4

Processtheinputdocumentsfromthe

sponsor 3 Lea

1.5 Companyassestment(SWOT) 5 John,Astrid

1.6 Marketscreeningandselection

1.6.1 Marketselectionmatrix 2 John,Tamás

1.6.2 PESTEL 3 Ina

1.6.3 Porter'sfive 2 Astrid

1.7 Businessdevelopmentplan 5 Projectteam

1.8 Implementationstrategy 4 Projectteam

29

PhaseII. Measure&control

Outofscope-->

Sanne

Pleasefindtheinitialdetailedplanningintheappendix,(seeappendix3and4)whichincludestheoriginalscheduleaswell.

II. ChangerequestIt’snaturalthatduringtheprojectlifecyclenewneedsormodificationrequestsareformulatedcompared

totheoriginalplan.Theprojectmanagementneedtodevelopamethodologyofchangemanagement

processwhichcorrespondswiththefeaturesofthespecificproject.

Thechangemanagementtypicallyinvolvespropositionandrecordingofnewdemands,estimatesofthe

impact,costs,benefits,risksassociatedwiththechange.Furthermore,itexplainsthebusinessbenefits

and asks for approval from themanagement, coordinate, monitor and document the execution and

reviewthechangeandclosetherequest.

The relative differences compared to the plan are not necessarily the result of faulty design or poor

implementation.Itcanbeconsequenceofanewtechnologyorproduct,thechangedrequirementsfor

theendproductoftheproject,anewcompetitorinthemarket,etc.


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Therearefourmaincategories:

• Changerequestinitiatedbythesponsor.Itcanrefertothechangeofscope,budgetortiming

• Changescausedbyregulatoryissues.Theregulatoryenvironmentcanalsochange,mostlylong

runprojectshavetodealwiththiskindofchange.

• Externalfactorsalsocaninfluencetheprojectlikeenvironmental,economicorpoliticalissues.

• Internalfactorslikevaryinginschedule,budget,resourcesandqualityproblems.

Inourcasetherewasachangerequestfromthesponsor,shrinkthescopeofourworkmakingourproject

muchmorefocusedonthedesireddeliverables.Asthisrequestwasissuedtheearlyphaseofthework,

didn’tcausedsignificantproblem.ThegroupadaptedtheinitialWBSconsideringthenewscoperesulting

inanewWBSwhichcanbefoundinchapterIII.

III. WorkbreakdownstructureProjectname: LatinAmericanentry

TASK Duration(day) Responsible

PhaseI. MarketIntelligence

1.1 Pre-definitionoftheproject 1 John

1.2 Kick-offmeetingwiththegroup

1.2.1 Settingtheroles 1 Projectteam

1.2.2 Makingadraftandschedule 1 Ina,Tamás

1.3 Skypeinterviewwiththesponsor 1 Projectteam

1.4 Confirmprojectscope 2 Projectteam,Mentor

1.5 PID 8 John,Ina,Tamás

1.6 Focusgroupinterviews

1.6.1

Interviewquestionsforfocusgroup 1 John,Astrid

1.6.2 Doingtheinterviews 3

John,Astrid,Ina,

Tamás

1.6.3 Concludetheinterviews 3 Astrid,John

1.7 LatinAmericamarketresearch

1.7.1 Checkinputreport 2 Lea

1.7.2 Findlocalorganizations 4 Lea

1.8 Sendthedeliverables 1 Projectteam

PhaseII. Marketentry

Outofscope-->

Sanne

PhaseIII. Measure&control

Outofscope-->

Sanne

PleasedfindthedetailedWBSwithscheduleintheappendix4.


13

IV. OrganizationoftheteamworkCommunication

Weorganizedweeklymeetingswithanagendasetforthemeeting.Ifsomeonefromtheprojectteam

couldnotmeet,wearrangedskypesessionduringthephysicalmeetingsoeveryonecouldparticipatein

themeeting.

WesentweeklyupdatetoProfessorDogleyandprojectsponsorSannetomakesuretheproject ison

trackandifnot,wewouldbeabletogettheearliestfeedbackandmakethenecessarychanges.

JohnTamrat,projectmanager, introducedtheteamtoSanneashealreadyhasaprofessionalcontact

withher.Astheprojectsponsor,Sanne,is inKenyarightnow,weorganizedaskypemeetingwiththe

wholeteamtodeterminewhatwouldbetheprojectscope,theoutcomesandoutputssheexpectsfrom

us,thedeadlineandupdateneeded,etc.

Tocommunicateonlinewithintheteamandstakeholders,weusedFacebookgroupssowecansharelinks

andinformation.WealsousedGoogleDrivetosharedocumentssoeveryonecancheckandmodifyitif

necessary.Thisway,wecouldallworkinthesametimeandmeetthescopeoftimeasitwasacritical

constraintforthisproject.

Team&Sub-teams

Duringthekickoffmeeting,JohnTamrat,asaprojectmanager,introducedtheprojecttoallofusand

wediscussifweacceptitornot.Then,wedidsomebrainstormingabouttheprojectcontent,theinitial

plan,themilestones,etc.

Wedividedourgroupintotosub-teams:onesub-teamwasdedicatedtotheprojectorganization,the

secondsub-teamworkedontheprojectrealization.Westillkepteveryoneinthelooponeachother’s

workandassistedoneanotherasneeded.

Duringthemeetings,atthebeginning,everyonegavetheirfeedbackontheprogressoftheproject.As

theprojectwasevolving,weweresharingfeedbackandapplyingadaptationtotheprojectasnecessary.

Attheend,wealsoorganizedaclosingmeetingtogothroughourreportandfindings.Wewentthrough

the report and the presentation, made little last minute changes. We discussed how and when the

deliverableswillbehandedin.

Interviews

For the finaldeliverableand themarket study,weorganized interviewswith localpeople toget their

feedbacksandadvicesabouttheprojectfeasibility.Toplanthoseinterviews,weusedFacebookgroups

wecantalktoeveryoneinthesametime.Then,wedidphysicalmeetingsindifferentplaces.

Seeappendix5,6and7,interviewcontexts,teammanagement.


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V. DeliverablesMarketAssessment

EplerWood,MeganpublishedareportonCommunity-BasedTourismEnterprise(CBTE’s)inLatinAmerica,

“thisresearch initiativesoughttoreviewtheprogressofCBTEs, fromatriplebottomlineperspective;

lookingatbusinesscompetitiveness,conservationoutcomes,andcommunitybenefits.Thefocuswason

LatinAmericawherealargenumberoftheseprogramswerelaunchedinthelast10years.”(EplerWood,

2008)

Manycommunitiesareawareofthepowerofresponsibletourisminsupportingconservationandlocal

economicdevelopment.Basedinareasoftenvulnerable,naturalandculturalheritage,theytakeonthe

challengeofsettingupcommunitybasedtourismenterprises,usually inpartnershipwith localand/or

internationalNGOs.

Onebigproblemforthesesmallscaleandoftenremotecommunitytourismventuresismarketing.Too

oftenitissimplythecasethattheyaresosmallandsoremotethatnobodyknowsaboutthem,thevery

thingthatmakesthemspecialiskeepingthemfromreceivingtourists.Thismeansthatbookinglevelsand

occupancyarelowandtheyhavetorelyonsupportfromdonorsorgooutofbusiness.

Otherchallengesthatarepointedoutinthisresearchfindingsincludelanguagetraining,management,

marketingandinternet,etc.(seebelow).Theseareimportantfindingstobeawareofusastheyrepresent

bothopportunitiesandchallengesforILikeLocal.AsaplatformIlikelocalwillforthemostparttakecare

ofthemarketingandpublicityofthecommunitybasedtourismactivitiesthatareontheplatform,making

ILikeLocaltheidealpartnersfor locals,NGO’sandorganizationsprovidingcommunitybasedtourism.

Thebiggestchallengesthatwillcontinuetocomeupwillbe language,trainingontheplatformusage,

managementandbestpracticeguidelines.

Figure1.Technicalassistancemostneededadoptedfrom(EplerWood,2008)


15

Research findings further illustrates to have a successful partnership between I Like Local and the

communitybasedtourismoperationsinSouthAmericawillneedtobeverymindfuloftheorganizations

and local’s capacity to handle online bookings and responding to regularly to email requests for

information.

Thisiswherethetypeoftechnicalassistanceandtrainingthatcanbeprovidedwillbeofsignificance,as

thesecommunitiesbasedbusinessareverylocalandorregional innature,“thedevelopmentofmore

trainedintermediariesthatcanactascommercialliaisonsbetweenCBTEs(communitybasedtourism)and

the localtourismsupplychainwouldbeonegoodsolutiontotheproblem”(EplerWood,2008). ILike

Localwillneedtolooktoestablishitselfasthebridgetopreparethemfortheinternationalmarket.

SocialMediaandDigitalMarketinginSouthAmerica

SouthAmericamaybeadevelopingregionbutthathasnothinderedtheintroductionandusageofsocial

mediaanddigitalmarketing.

“Commentingontheregionsgrowth,AlejandroFosk,comScoreseniorvicepresidentforLatin

America,said:“2011wasanextraordinaryyearfordigitalmediainLatinAmericaasmorepeople

thaneverbeforewentonlineandbeganadoptingbehaviorslikesocialnetworkingandwatching

onlinevideowithincreasingfrequency.”(DigitalStrategyConsulting,2012)

Digitalstrategyconsultingstudyhasfurtherreemphasizedthesignificantrolesocialmediaengagement

hasstarted toplay inSouthAmerica. In thestudy5outof the top10highlyengagedsocialnetworks

marketsworldwideare inSouthAmerica,withLatinAmericansspendingmorethan56percentmore

timeonsocialsites,Facebook(seefigure2)beingtheleadingsite.AsSouthAmericanstendtobevery

socialnaturalit’snotahugesurprisetheyhaveadaptedreallywelltosocialnetworkssites.

SouthAmericaisthefastestgrowingonlinepopulation,hungryforsocial,videoandmobilecontent.A

veryengagedpopulation in SouthAmerica isof furtherbenefit for I Like Local ifutilized correctly.As

internetpenetrationisstillincreasinghighamountofinternetusagetendstocomefrommobileandtablet

users,thiscouldmeanILikeLocalcanbebetterintegratedinSouthAmericabymakingsuretheircontent

andplatformsaremobileandtabletfriendlyespeciallyforlocalpartners.FurtheranalysisoftheSouth

Americandigitalmarketcanbefoundinappendix8.


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Figure2.Tope20socialnetworksinLatinAmericaAdaptedfrom(DigitalStrategyConsulting,2013)

Further findings from the study also showwhatmakes each country engagedwith digitalmedia. For

example,thechartbelow(seefigure3)showsthatBraziliansaremorelikelytoengageorclickondigital

media, if the content communicates self expression as this ismore highly valued.Understanding the

motivationof the consumers andhow locals interactwithdigitalmedia can further assist I Like Local

marketingandintheirpursuitoflocalpartnersinSouthAmericaandelsewhere.


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Figure3.WhatmakeseachcountryclickAdaptedfrom(DigitalStrategyConsulting,2013)

« Chile is themost advanced (aheadof ‘normal’) LatinAmerican country (11th) beatingBrazil (14th),

Venezuela(18th),Colombia(19th),Mexico(21st),Peru(26th)andArgentina(29th)»

- Argentina,motivatedby:Transaction(rank14)andCommunication/selfexpression(Rank15)

- Brazil,motivatedby:Communication/selfexpression(rank4)+information(Rank14)

- Chile,motivatedby:Communication/selfexpression(rank2)+Transaction(Rank4)

- Colombia,motivatedby:Transaction(Rank9)+Information(Rank19)

- Mexico,motivatedby:Communication/selfexpression(rank13)+Transaction(rank15)

- Peru,motivatedby:Entertainment(Rank29)+Transaction(Rank21)


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BusinessDevelopmentPlan

InadditiontothemarketassessmentfindingsweheldinterviewswithstudentsstudyingatESSCAfrom

SouthAmericancountries(seeappendix5,6and7).Basedonthemarketassessmentfindingsandour

projectobjectiveswedevelopedthequestionswethoughtwouldbemostusefulinrealizingtheproject

outcomes.

Although,SouthAmericaasaregionisprimeandreadyforaplatformlikeILikeLocalnotallcountriesare

at the same development level to utilize the platform. In our interviews we were able to see the

differencesbetweenBrazilandArgentinacomparedtoColumbiaandMexico.WhereasArgentinaand

Brazilalreadyhavevarioussimilarformsofactivates,withlocalsmorereadilyabletotakeopportunities

oftheILikeLocalplatform,MexicoandColumbiawouldbemoreofachallengewithEnglishspeaking

ability,anditwouldbemuchmoreofanewconceptwithinthisregions,thusthedevelopmentoftrust

andmostlikelyuseofintermediariesbecomesmorecritical.

AllofthelocationsdostillprovideopportunityforILikeLocaltravelerstoexperiencestheoutskirtsand

lesstraveledareasofeachofthesecountries.Developingdifferentcommunicationmethods,usageof

intermediariessuchasuniversities,NGO’s,localandregionalcommunitybasedtourismnetworkswilllook

different for each country. Although a challenging task, collaboration with other similar platforms,

Universitiesstudentsneedingtorealizevolunteeringopportunityinlocalcommunities,andengagingwith

localandregionalnetworks(seeappendix9)caneasetheentryintothemarketastheILikeLocalbuilds

namerecognitionincommunities.

InAppendix9wecreatedadatabaselistwithnetwork’sthatwouldbeveryusefulinassistingILikeLocal

in its entry to the SouthAmericanmarket.Wewouldespecially like tohighlight SumakTravel,which

emphasisesoncommunitybasedeco-tourism,withasocialmodelthatgoeshandinhandwithILikeLocal

(http://www.sumak-travel.org/). At first glance this may seem like a competitor, but in reality both

organizations can be beneficial for one another in increasing users, both local service providers and

travelers.

Both organizations are social enterprises seeking to run business that provide a social benefit to all

involvedand furtherassisting ineco-friendlyandsustainabledevelopmentof localsandcommunities.

WhileSumakTravelfocusesprimarilyonthefront-endservice,providingarrangementsfortravelersand

dealingwithmorefrontendoftheservice,ILikeLocalconcentratesmoreontheback-endfunctionsby

providingtheonlineplatformandmarketingandconnectingserviceproviderswithtravelers.

CurrentlySumakTravel isoperational in11SouthAmericancountries;Argentina,Bolivia,Brazil,Chile,

Columbia, Costa Rica, Ecuador, Paraguay, Peru, Venezuela, and Uruguay. By building a partnership,

customerfromSumakTravelwillalsohavetheoptionofadditionaltraveldestinationsthroughILikeLocal

offerings, while Sumak Travel will also gain travelers from the I Like Local platform seeking travel

destinationsinoneofthe11countriesitiscurrentlyoperationalin.


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In addition to this partnership this can also enable I Like Local to further become integrated to the

additionalnetworksandpartnershipsSumakTraveliscurrentlyinsuchas:

• AmazoniaComunitaria,

• Mambe

• ZaiaTravel

• ACTUAR

• EOSEcuador

• RunaTupari

• Coclatours

• Pachamama

• RESPONSPeru

• TheGlobalCommunity-basedTourismNetwork

• RetosAlSur

Becoming integrated in networks and organizations such as these will take care of issues such as

foreignness, trust issues, creatingmarket awareness in the region and further leveraging of business

partners and organizations to benefit the local partners, communities and the success of community

basedenterprise’sintheSouthAmericanregion.

ImplementationStrategy

Alongwithpartnershipandcollaborationopportunitiesavailablethetargetmarketforlocalpartnerswill

alsovarybyindividualcountry.Ingeneral,though:

- TargetmiddleclassandstudentswhospeakEnglishwithconnections to local communities to

developpartnershipandactivityofferingontheplatform.Studentswouldbemoreinterestedin

thistypeofdevelopmentandcanplaykeyroleinthedevelopmentofregion.

- People(middle,lowerclass)liketotalkabouttheirlife,cultureandtraditionswithforeignersbut

languagebarriercanbeanobstacle,thustheutilizationofstudentsandintermediateorganization

tomakesmoothtransition.

- NonprofitsandNGO’sworkingwithlocalcommunitiesworkingineducation,socialservices,local

businessdevelopment,etc.Organizationsseekingtodevelopthelocalcommunityandpeople.

The targetmarket should beprecisely definedbecause there are very different level skills of English,

Management and understanding how to utilize the platform. As previously stated it’s not just the

realizationoftheopportunitythisplatformcanhaveforthe localpartnerandcommunitybutdothey

havethenecessarytrainingandskillstomakeitsuccessful,thusdeterminingtheneedofintermediaries

orthedevelopmentofsometypeofin-housetraining.

ToeffectivelyentertheSouthAmericanmarket,ILikeLocalwillneedtoutilizethepropercommunication

channels.Basedonmarketassessmentsocialanddigitalmediaareanimportantfactorwithinthisregion

butwemustnotforgetaswellthattrust,friendshipbuildingandattimesworkingwithgovernmental

agencies will also need to be utilized. Through our findings we have conclude the following

communicationchannelsshouldbeusedingainingmarketentry:


20

CommunicationChannels

- Useof socialmedia is importantespecially inBrazil (Facebookespecially, canutilizeYouTube,

Blogs,Twitterandlocalnewspaperadsinsmallcommunities)

- More personable connections and creating Facebook community will further enhance the

connectionofthelocalserviceprovidertoILikeLocal.Personalconnectionsthroughengagement

andfriendshipisimportantintrustbuildingandmotivationtowork.

- Weneed to target the influential peoplewhowill create theword-of-mouth – blogs through

google

Facebook is a necessarymean for communication but it is a bit broad and peoplemay have a lot of

information on Facebook so it makes it more difficult to target people and reach them properly. In

additiontosocialmediausage,thisshouldbefurthersupplementedwith:

- communicateviathelocal/regionalgovernmentwebsitesaswell.

- Facebookàuniversities–blog–Pinterest(moreaniche)

- Directcontactviaemailcouldalsobeagoodideaasitismorepreciselytargeted.

- Use discussion platforms via Couch-surfingwhich is quiet developed in Argentina or the blog

Taringa.

LocationstoTarget

Inadditiontoidentifiedtargetmarket,collaboration&partnershipandthecommunicationchannel,the

locationisalsoofsignificance.Assomeofthecountrieshavedevelopedtourism,ILikeLocalwillseekto

offeritstravelerstheleasttraveledandvisitedareasofthecountries.Belowaresomeoftheregionsand

placesthatwereidentifiedthroughourinterview.

Thereisarealmarketforthosepeoplewhowanttoopentheirdoorandshowtheirculture.

Colombia:- Boyaca

- Canocristalesàstartingtodevelop

- Securityissuesandrisksneedtobeaware

Mexico:- Littletownàofficialcertificate

- PueblosMagicosàwebsite–authentictowns

- VivaMexicoàofficialwebsitewherewecanfindlittletownwiththecertification

Brazil:- Historiccitieswithbiguniversitysurroundedbylocalcommunitiesthattravelersdonot

see.ThefoodandmusictraditionsarereallystrongandpeoplewouldbemoreopentoI

LikeLocal.

- OuroPreto,Mariana,Diamantina(bigcarnivallocation)

- Northeastregion,smallcitieswithreallyknownbeachesbutnottakenoverbytourist

andknownmorebylocals.Citiesthatarenotinthecoasthaveareallystrongfolklore,

dances,festivalsthatarehiddengems-Olinda

- Centralregion,amazingwaterfalls:MatoGrosso:Bonito


21

- Coastareasinthesouthregion,thathasbeenimpactedbyGermanculturemakingit

reallyuniquecomparedtootherregion.

- IntheNorththeAmazonisanotherareasofinterestfortravelersfortheculture,

indigenouspeople;thiswouldmostlikelybeutilizedthroughpartnershipoflocaltravel

agencies.Notdifficulttogetthere,butmuchmoredifficulttogoinsidetheAmazon

forest.

Argentina:- Humahuaca,Bariloche,Usuhaia–BuenosAires,Patagonia,Misiones(waterfalls),

NoroesteArgentino,EsterosdelIbera,Mendoza(wine),LaRioja;

- Southerncityoftheworldàcity–lifestyle–,àtreck,touristicactivities(agricultural

activities)

- Regionwithgauchos!!!

VI. Nextstepsandrecommendations–GoliveFeasibility

Themainquestionis“ShouldweentertheSouthAmericanmarketornot?”.Tothis,wecandefinitelysay

yesasmostofthecountriesseemtobereallyopentothiskindofplatformandsocialenterpriseoffering

an important target of local to share their culture, story and beauty of their country with tourists.

However, it is important to take intoaccount thetrust issuethatmaybepresent insomecases,with

peopleformthedeepcountrysideforinstance.Inthatcase,anintermediarywouldbenecessarytogetin

touchwithlocals.

Target

Tofindtherighttargetiscriticalpointinthisproject:

1.Wehavetwodistincttargets:thelocalwecandirectlycontactandtheintermediarieswhowill

help in the development of the business and platform by getting in touch with local service

providers,thusoverpassthelanguagebarrier,allowtrustandrelationshipbuilding,etc.

2.Wehavedifferentprofileof localpeople:peoplefromthecountryside likeagriculture,they

woulddothistomakeextrarevenueinadditiontotheircurrentformofincomeandpeoplefrom

thecities,likestudentsorfamilies,whowoulddothismorebecausetheyareopeninfacilitating

culturalexchange.


22

3.Fortheintermediaries,wewouldrecommendonfocusingonthesethreetypes:

a. The students: in most of the country there are volunteering programs in State

Universitiessostudentscouldhelpwiththis

b.NGOs:thosewhobeusefultohaveonlyonecontactforseverallocalpeople.Theycan

helpalsoassist intacklingthe issuesoftrust, languagebarrier, internet issue,training,

bestpracticeguidelines.

c.Thelocalgovernment:governmentalofficecouldbehelpfulaswellastheyknowthe

locals,gettheirtrustandcanalsohelpwithlanguageandinternetissues,etc.

Itisessentialtomentionthat,toentertheSouthAmericanmarketandoverpassthosebarriersthatcan

occurinsomesituations,intermediarieswillbeessential.ThosecanbeNGOs,local/regionalgovernment

orstudentsfromvolunteeringprogramsasmentionedpreviously.InArgentina,thisintermediarycanbe

theNGOTECHNO(http://www.techo.org).

Barriers:Language&Internetaccess

The language can definitely be a barrier in South America. Most of the people have at least basic

knowledgeofEnglish,andevenmoreinthecitiesorthecaseofstudents,butinmostothecase,likein

MexicoorColombia,itisnotenoughtodealwithpracticalissuelikecurrentcontactwiththeplatform,

etc.

Internetcanbeapracticalbarrieraswellastheplatformisexclusivelyonline.Moreandmorefacilities

aresetupinSouthAmericaandalternativesolutionsareusedlikependrive3Gorcoffeeshops,etc.Again,

internetconnectionwon’tbeaproblemforlocalsinthecitiesandbigfarmers.However,forverydeep

countrysidepeopleorindigenous,thiscanbeanissue.

Typeoftouristicactivities:

SouthAmericaisdefinitelyaregionwheremultipleactivitiescouldbeinterestingfortouristinterestedin

sustainableandfairtourism.Inallthecases,housing/farming,foodexperience,trecksandnature,artand

culturecanbeoffered.Treckandnaturewouldbemoreinthecountrysideareawhetherartandculture

wouldbemoreinthecityareas.

• Specifically,inArgentina:itcouldbeinterestingtofindgauchostowelcometouristintheirfarm

orpeople(mostlyurban)whopracticeTango,whichisaverypopulardancethere.Volunteering

throughtheNGOTechnocanbeofferedaswell.

• Specifically, in Mexico and Colombia: Indigenous people, with the help of trustable

intermediaries,wouldbewillingtoopentheirdoorstotourists.Thosearealsoverytypicalpeople

withastrongandrichlocalculturalwhichcanbeveryinterestingforthepublicofILikeLocal.


23

Communicationchannels

Assaidinthemarketstudyandconfirmbytheinterviewees,thesocialnetworksareessentials.Thishas

tobeFacebookfirst.However,itcannotonlybeFacebookasitistoobroadandover-informed.Ifweuse

Facebook,wehavetotargetveryspecificgroups.Inaddition,wehavetouseblogsbutonalocalor/and

regionalscaletotargetproperlythelocals,targetingthemthroughengagingcontentthatcapturestheir

interest.

Thekeyquestionisalsotheoneoftrustsotogetthistrust,weshouldtargetthelocalinfluentialpeople

andmakethemtalkaboutthewebsiteastheword-of-mouthisaverypowerfulcommunicationchannel

especially in small communities with an indigenous population. Again, NGOs and local/regional

governmentalentitiescanbeaverygoodcommunicationchannelthroughtheirwebsiteforinstanceor

againviatheword-of-mouth.Directemailssendbythosecanbeverygoodforaprecisetargeting.

Interviews

Wewant topointout that theconducted interviewshelpedus togetmore insightsabout fourSouth

American markets and possible approaches to enter these markets. To get more sophisticated

informationandanideasofactivitiesthatmaybeofferedintheregionfortheILikeLocalplatform.An

online surveywith a higher number of participants could of also been a useful tool implemented to

evaluate travelers and local partner interest.We are also aware I Like Local is limited in its financial

capabilitieswhichcanalsodictatethemarketingopportunitiesavailableforutilization.

To conclude we believe that I Like Local will be in a strategic position to be successful if it utilizes

collaborationandpartnershipasitlookstoenterthemarket.Oneofthepossiblepartnerstocollaborate

withhasalreadybeenmentioned,SumakTravel.Thispartnershipwillhelpestablishtherelationshipand

contacts needed to flourish and grow in the market. This will also further open up opportunity for

exposuretoit’splatformtoSumakTravelanditspartnersandnetworks,bloggers,travelers,localpartners

andcommunity.

VII. Projectreview

Asa reviewof theproject,wewill go throughdifferent steps and related issueswe facedduring the

project.

First,wehadtobuildtheteamconsistingof4differentnationalities.Inaddition,thetwostakeholdersare

fromtwootherdifferentnationalities.Theteamdiscussedthescopeandoutcomesoftheprojectand

agreedonthedirectionoftheprojectimplementation.Anagendawasdevelopedtokeepteamfocused

onthemilestonesandthenecessarystepstobetaken.

Afterthefirstelaborationofsteps,wemetwiththesponsorviaSkypesincesheiscurrentlylocatedin

Kenya.Apersonalmeetingwithherwouldhavebeenbettertobuildarelationshipanddiscussface-to-

faceallimportantprojectdetails.Aftertheskypeinterviewwiththeprojectsponsor,wehadtochange

the initialWBSbecauseof a change request in the scopeof theproject.Moreover, thedeadlinewas

postponedhelpingustofinalizetheinterviewsandtheproject.


24

Theprojectsponsorprovidedthefirstdocumentsweusedtogainbetterinsightintothecompanyand

ourprojectobjectives.Thenextstepwasourownmarketresearchcombinedwithcreatingourowndata

baseusinginterviewwithexchangestudentsfromSouthAmerica.

The core of our project includedorganizedmeetings, feedback rounds and conducting interviews. To

controltheprojectstepsandoutputsweorganizedweeklymeetings.Tosummarizewhatwasdiscussed

andtokeepanoverviewaboutthescopeandtime,wewrotereportsaftereachmeeting,whichwasalso

useful for the teammemberswhowere absent.Moreover,we gave aweekly feedbacks toProfessor

Dogleyandtheprojectsponsor,Sanne.

Asafinalstep,weclosedtheprojectusingtheprovideddocumentsbytheprojectsponsor,ourown

marketresearchandtheconductedinterviews.

Thisprojectwasimportanttosimulatehowaninternationalprojectwithaninternationalprojectteam

couldlooklikeinourlaterprofessionallife.Therearesomelessonslearnedforus.

Forexample,welearnedtoorganizeourselveshavingapackedschedulewithalotofotherthingstodo

inparallel(masterthesis,studyingforexams,findinganinternshipetc.)Weexperiencedthedifficulties

andsuccessfactorsthatwillcomeinplayareallifecontext,havingtojugglemultipletaskswhilestillbeing

acontributingmemberoftheprojectteam.

Moreover, we had to handle a change in the guidelines which can be compared to a change in

management of a company. In this situation the competence of adaptability is important and we

experiencedthisourselves.

Inaddition,theteamstruggledwithfindingaplacetomeetasESSCAduetolackofroomsforworkingin

team.Sowehadtomeetoneofourteammemberflatswherewehadtodealwithspaceissue,internet

connection issue,etc. Inabusinesscontext inwhichpeoplework inonecompanytheycouldmeet in

officesandroomsforteamwork.Consideringtheinternationalcontext,itwillbecomeimportanttowork

inteamsnotbeinginthesameplaceandnotworkinginthesametimezone.

Wecouldexperiencesomecommunicationdifficultiesaswell.TheSkypemeetingswereasolution to

unfeasiblephysicalmeetings.Ontheotherhand,problemswiththeinternetconnectionandtimezone

differenceshadtobeovercome.

Due to the limitof theproject scope,wewillunfortunatelynotexperience theexecutionandclosure

phaseofthewholeprojectenteringSouthAmerica.Itwouldhavebeeninterestingtobepartofproject

overthewholeproject-lifecycleandtoreflecttheprojectinaccordancetothetaughtmethods.

Finally, we want to point out that we had to face some difficulties which we needed to overcome.

Moreover,dealingwiththisprojectwillbehelpfulwhenenteringtheworkinglifesoon.Particularly,we

will benefit frommentioned lessons learned. In addition,we further developed our intercultural and

adaptabilitycompetencies.Weenjoyedworkingonthisinternationalprojectwithasocialenterprise,as

thisexperienceenhancedourknowledgeandcapabilities.


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Appendix1:ILikeLocalActivities

Activities I Like Local

Homestay

Experience the warmth and uniqueness of a family’s own house, eat their local food which is often the best you can get and get to know their habits and culture. Spend a day or even a few days with a local family to get that real local experience you will never forget!

Farmstay

Getting to know how it is to work and live on a local farm? Then this is a unique experience for you. The types of farms vary from tea or coffee plantations to orchard farms -most of them are organic farms. You can join them in their day-to-day activities or just relax if that’s what you prefer more. Experience life on a local farm!

Trek & Tour

• • A local always knows the best places to go, off the beaten track. They can tell you all about their

culture and about their environment and show you the hidden gems. You can go for a short hike, a trek for a couple of days or a tour around the city. You will definitely see places you would otherwise not have found.

Volunteering

Sometimes you are traveling and suddenly you realize that you would love to do something for the local people around you, only for a short period, so that it fits into your holiday. But this type of volunteering work is difficult to find. In most cases you have to commit yourself for a long period and pay quite some money. I Like Local has selected volunteering opportunities from one day to a couple of days without paying large amounts of money. You often get free food and accommodation in return.

Food Experience

This is all about food. If you like cooking then a cooking class, given by a local, is a good opportunity so that you can serve your friends at home your favorite ‘local dish’. For the traveler who just wants to eat a home dinner with a family is a good option to taste their culture. Maybe your hostess is even willing to share her recipe with you afterwards.

Art and Culture

Go on a journey through a countries creative and cultural heritage. Learn how to make local handicrafts or how to produce silk or enjoy a relaxing massage. All the activities will provide you insight in sometimes century old methods and techniques.


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Appendix:2ILikeLocalParticipationGuidelinesforServiceProviders

!Participation guidelines

! !Thanks for your interest in participating on the I Like Local platform. Below you will find the guidelines for participation and specifics about the participation process.

1. The principles & guidelines I Like Local is set up with a clear vision and three main principles and guidelines. These principles are:

1. Connect: connecting travelers with locals in developing countries on

a personal basis, which means: • We only offer private (no maximum size) or small (max. 5

people) groups. • In case of accommodation we only promote places with not

more than 4 bedrooms. 2. Engage: a traveler must be able to immerse in the local culture by

participating in the daily life of a local. This means: • Joining them in their day-to-day activities • Sleep or eat at their place • Join them in their work (as a farmer, guide, handicraft, fisher

man etc.) 3. Empower: the local and/or local community must benefit from the

activity directly

2. The process

In order to join just send us the following details about the activity. 1. Send us information about your activity (within 1 week preferably)

• A description of the activity (what is the traveler going to do. In case of activities of more than 1 day describe the activities per day)


27


28

Appendix3:InitialWBS

Projectname: LatinAmericanentry Allocatedday Weekend/holidaySchedule

TASKDuration Responsible

PhaseI. MarketIntelligence 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22.1.1 Pre-definitionoftheproject 1 John1.2 Kick-offmeetingwiththegroup

1.2.1 Settingtheroles 1 Projectteam1.2.2 Makingadraftandschedule 2 Ina,Tamás1.3 Skypeinterviewwiththesponsor 1 Projectteam

1.4Processtheinputdocumentsfromthesponsor 3 Lea

1.5 Companyassestment(SWOT) 5 John,Astrid1.6 Marketscreeningandselection

1.6.1 Marketselectionmatrix 2 John,Tamás1.6.2 PESTEL 3 Ina1.6.3 Porter'sfive 2 Astrid1.7 Businessdevelopmentplan 5 Projectteam1.8 Implementationstrategy 4 Projectteam

29PhaseII. Measure&control Outofscope-->Sanne

NovemberOctober


29

Appendix4:FinalWBSWBSProjectname: LatinAmericanentry Allocatedday Weekend/holiday

ScheduleTASK Duration(day)Responsible

PhaseI. MarketIntelligence 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 1. 2. 3.1.1 Pre-definitionoftheproject 1 John1.2 Kick-offmeetingwiththegroup

1.2.1 Settingtheroles 1 Projectteam1.2.2 Makingadraftandschedule 1 Ina,Tamás1.3 Skypeinterviewwiththesponsor 1 Projectteam1.4 Confirmprojectscope 2 Projectteam,Mentor1.5 PID 8 John,Ina,Tamás1.6 Focusgroupinterviews

1.6.1 Interviewquestionsforfocusgroup 1 John,Astrid1.6.2 Doingtheinterviews 3 John,Astrid,Ina,Tamás1.6.3 Concludetheinterviews 3 Astrid,John1.7 LatinAmericamarketresearch

1.7.1 Checkinputreport 2 Lea1.7.2 Findlocalorganizations 4 Lea1.8 Sendthedeliverables 1 Projectteam

PhaseII. Marketentry Outofscope-->Sanne

PhaseIII. Measure&control Outofscope-->Sanne

October November December

E-mails between thesponsor,theprojectteamandBenDogley


30

Appendix5:Interview1ILikeLocal

I. ContextoftheinterviewDate:19thofNovember2015

Where:ResidencedelaMaine,opentableàatmospherethatallowspeopletodiscussanddebateopenly

Interviewers:JohnTamrat&AstridPollet

Interviewees:Natalia&Andrès:Colombianpeople;Pablo,Alicia&Andrea:Mexicanpeople

Descriptionoftheinterview:

1. Weexplainedthecontext:a. What we are talking about & why do we do this interview: Project for the class

InternationalProjectManagement,ESSCAb. WhatisthecompanyILikeLocalabout?:Introductionandobjectivesofthecompanyas

asocialenterprisec. Whatareourmissionsrelatedtotheproject?d. Whatdoweexpectfromthem?:Discussopenlyourquestions,interacttogivedivergent

orconvergentpointofview,offernewideas2. Weconductedtheinterviewwithopenquestions:weaskthequestionandweletinterviewees

talkingfreely,discussalsowiththeothersinterviewees.3. Theinterviewlasted1hour15min(from6pmto7:15pm).4. Bothoftheinterviewerstalkedandaskquestions.JohnTamratwasmoreintheroleofprovoking

thedebateandexplainingourexpectations.AstridPolletwastooknotesoftheinterviewandwasmoreintheroleofgivingaframeworkoftheinterview,comebacktothecorequestionandsumupthefinalword.

5. All the interviewees talked.However, people fromColombia (Natalia andAndrès)weremoredynamicanddiscussedanddebateda lotwithdifferentpointofviewonsomequestions.Weneeded to be “pushier” with Alicia, Andrea and Pablo, Mexican people. Therefore, we gotinformationbothonColombiaandMexico.

6. WegotpointofviewfromColombiaandMexico.

Projectmanagementissues:

1. Planning issue:wehad to findadateandaplacewhenandwherewecanmeet themostofpeople.

2. Teammanagement:Withinthewholeteam,wegivetaskstoeveryonesowedecidedalltogetherthatJohnandAstridwouldberesponsibleforthoseinterviews.Withinthesub-team,webothnewwhatwewantedtoachieveasanoutcomeoftheinterviewsoweconductedtheinterviewproperlyandwebothgotrolesnaturallyintheinterview.

3. Riskmanagement:Wetriedto inviteat least twopeoplepercountry incasesomeonecannotcome and provoke discussion between people form the same country. However, for threecountries(Argentina,UruguayandBrazil),wehadonlyoneintervieweepercountry.Heretheriskwasthattheydon’tcometothe interview.Whathappened.Sowedecidedto interviewthemseparately.

II. Questions


31

1. Howfeasibledoyouseethis?Whatkindoftourismisitinyourcountry?Local,individualorbigbusiness?

2. Whatabouttheinternetaccess?Arepeoplethereabletoutilizetheplatform?3. WhatabouttheEnglishcapacity?iftheydon’tspeakEnglish,whocouldtheintermediate?NGOs?4. Whatwouldbethemeanofcommunicationweshoulduse?Blog?Participativewebsite?5. Whatkindoflocalpopulationwouldbeinterestinginthisexperience?6. Whatcouldtheyoffer?Accommodation?Trek?7. Whatwouldbethebestplacestoimplementtheprojectfirst?Exampleofbigcities?

III. Interview,resultsProjectfeasibility:

- Peoplenotusetothatkindofbusiness–openmindedtogetintothebusiness- Thisbusinessalreadyexists–theyarepeoplewhoknowhowtodothis.- Trusttopeople–thedealishardbecausepeopledon’topentheirdoorveryeasy

Target:

- Targetthelowandmediumclass- Mediumtohighclasswhatisinvolvedwithlowerclass- Indigenousàtakecarebecauselocalhotelalreadyworkwithlocalpeoplebuttheygetthemoney

àlookforthem- Doesn’tneedtobecountrysidepeople–canbelocalpeopleformthecity- Indigenousàveryopenpeople

Intermediate:

- Peopletoconnectwith:fromuniversitiesandNGO–notschool-socialworktodoatuniversities–privateschool(higherclass)–socialbusinessinColombiagoingtolowerclasstomakespeakEnglish

- NGOsàsmall–Rotary–difficulttogetintocommunitiesbecausetheyarereallyclosesowehavetoknowpeoplethere–NGOàlocalnotaglobalone–Churches

- Startoutofcitiesandgoslowlytothetarget-->university/becauseitisverydifficultytotargetdirectlyindigenousforexample

- Tohaveanintermediateisessentialbecauselocalsneedsomeonetocomplaintoàthirdparty- Noteveryoneknowshowtousealaptopsowedefinitelyneedthoseintermediarypeople

Again,becarefultothetarget=twotargets:theonewhowillbetheintermediateandtheonewhowill

welcomethetourist

Language:

- MexiconoEnglishspeakingpeople- Countrysideàdon’tspeakEnglish

Internetaccess/commoditiesaccess:

- Localcountrysidepeopleandindigenousàmostlytheydon’thaveinternetaccess

Typeofactivitiestheycanoffer:

- Food- Artandculture


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- Ecotourism-hikinginforest–volcanos–cratère


- Weneed to target the influential peoplewhowill create theword-of-mouth – blogs throughgoogle

- Facebookàuniversities–blog–Pinterest(moreaniche)- Radioàagencies- Email(Mexico)àmoreprofessional- Networksàlocalcountry,regional

Where/placestotarget

- Reserves- Platformwouldbeusefultoconnectpeoplewhousuallywon’ttalktoeachother- Thereisarealmarketforthosepeoplewhowanttoopentheirdoorandshowtheirculture- Butbecareful:itisnoteveryone!1. Colombia

- Boyaca- Canocristalesàstartingtodevelop- Securityissuesandrisksneedtobeaware

2. Mexico- Littletownàcertificate- PueblosMagicosàwebsite–authentictowns- VivaMexicoàofficialwebsitewherewecanfindlittletownwiththecertification

Generalconsiderations

- Geographicalsituationtotakeintoaccountàneedbigtruckstomovefromoneplacetoanother- Youneedàgovernmentalapprobation,permissionforbusinessàwearenotontheplaceso

wedon’treallyneedthis–beawareabouthowgovernmentoperates

IV. ConclusionsFeasibility:

- Peoplemustbeopentotheidea.

Target:

- Fordirecttarget:lowandmediumclass–citiesandcountryside–indigenous- Forintermediary:upperclass–students(socialprojects)–LocalorregionalNGOs

Languageissue:

- Don’tspeakEnglishàintermediate

Internetaccessissue:

- Mostlydon’thaveinternetconnection(countrysidepeopleandindigenous)àintermediate

Typeofactivities:

- Food,art&culture,nature

Communicationchannels:


33

- Socialnetworksandblogsàlocalandregional- Influentialpeopleàword-of-mouth

BiggestconsiderationàFindtherightintermediatewhosecriticalroleswouldbe:

1. Getpeople’strustandcontact2. Managethelanguagebarrier3. Managethecommunicationbarrier(internetaccess+word-of-mouth)


34


I. ContextoftheinterviewDate:24thofNovember2015

Where:ResidenceCouffonPavot,opentableàatmospherethatallowspeopletodiscussanddebate

openly

Interviewers:JohnTamrat

Interviewees:CristianaDrumond:Braziliangirl


7. Explainedthecontext:a. ExplainedILikeLocalbusinessplatformandprojectobjectivesoftheinterviews.Project

fortheclassInternationalProjectManagement,ESSCAb. WhatisthecompanyILikeLocalabout?:Introductionandobjectivesofthecompanyas

asocialenterprisec. Whatareourmissionsrelatedtotheproject?d. Expectations from the interview? Discuss questions, interact to give divergent or

convergentpointofview,offernewideas.8. Interviewconductedwithopenendedquestionswithopendialogue9. Theinterviewlasted1hour30min(from9:10pmto10:40pm).10. The interviewee was very engaged with clearly developed answers, questions and ideas for

businessimplementation11. GainedabetterunderstandingoftheBrazilmarket,challengesandopportunitiesavailable

II. Questions8. Howfeasibledoyouseethis?Whatkindoftourismisitinyourcountry?Local,individualorbig

business?9. Whatabouttheinternetaccess?Arepeoplethereabletoutilizetheplatform?10. WhatabouttheEnglishcapacity?iftheydon’tspeakEnglish,whocouldtheintermediate?NGOs?11. Whatwouldbethemeanofcommunicationweshoulduse?Blog?Participativewebsite?12. Whatkindoflocalpopulationwouldbeinterestinginthisexperience?13. Whatcouldtheyoffer?Accommodation?Trek?14. Whatwouldbethebestplacestoimplementtheprojectfirst?Exampleofbigcities?

Projectfeasibility:

• Tourismindustrytypicallydominatedbythebiggertravelagencies,typicaltargetmarketandofferingthusmoreexpensive.

• Would be viable option to the current tourismplatforms currently available in Brazil.Thereisgreatpotentialtoshowmoreoftheoutskirtsofthecountry,differentcultures,festivals,foodanddiversityofBrazil.

• Motorcycletourcouldbeagreatoptiontotourthepartsofthecountrynottypicallyseenbytouristandwantedmostlikelybyadventurestravelers.


35

Target(localserviceproviders):

• Target middle and more so students who speak English with connections to localcommunitiestodeveloppartnershipandactivityofferingontheplatform.Studentswouldbemoreinterestedinthistypeofdevelopmentandcanplaykeyroleinthedevelopmentofregion.

• People(middle,lowerclass)liketoabouttheirlife,cultureandtraditionswithforeignersbut language barrier can be an obstacle, thus the utilization of students and intermediateorganizationtomakesmoothtransition.

• Non profits and NGO’s working with local communities working in education, socialservices,localbusinessdevelopment,etc.Organizationsseekingtodevelopthelocalcommunityandpeople.

Intermediate:

• Intermediateorganizationsandpersonstoutilize:Students,Teachersworkinginthecommunity,

localschoolsanduniversities,churches,localcommunitybasedtourism.Importanttohaveaconnection

withlocalindividualsandorganizationsthatpeopletrustandwillingtoworkwith.

Again,becarefultothetarget=twotargets:theonewhowillbetheintermediateandtheonewhowill

welcomethetourist

Language:

• Languagebarrierdifficultydependsontheregionandoncethelocalsbecomeengagedtheymorelikelytolearn(travelerswhospeakSpanishcanhaveamucheasiertimewithlanguagebarrierasSpanishisclosertoPortuguesethanEnglish).


• Internetaccessshouldnotbeahindranceandthegovernmentisworkingonmoreaccesstointernettothepopulation.

• Most people use internet connection through, school, coffee shops, internet throughphone(especiallyinbiggercitiessuchas;Rio,SaoPaul)


• FoodExperience

• ArtandCulture(Dancingclass,festivals,streetart,etc.)

• Volunteering

• Homestay (not ideal in the beginning because it’s not that normal to invite stranger,foreignertostayinyourhomewithoutknowingthemwell)Youngadults(people)morelikelyandmorecomfortablewiththisthanolderlocalsorfamilies.Peoplearereallyprotectivethuslessinclinedtohavestrangersintheirhomes.



36

• UseofsocialmediaisimportantinBrazil(Facebookespecially,canutilizeYouTube,Blogs,

Twitterandlocalnewspaperadsinsmallcommunities)

• MorepersonableconnectionsandcreatingFacebookcommunitywillfurtherenhancethe

connectionofthelocalserviceprovidertoILikeLocal.Personalconnectionsthroughengagementand

friendshipisimportantintrustbuildingandmotivationtowork.

- Weneed to target the influential peoplewhowill create theword-of-mouth – blogs throughgoogle


• Historiccitieswithbiguniversitysurroundedbylocalcommunitiesthattravelersdonotsee.The

foodandmusictraditionsarereallystrongandpeoplewouldbemoreopentothisidea.

• OuroPreto,Mariana,Diamantina(bigcarnivallocation)

• Northeastregion,smallcitieswithreallyknownbeachesbutnottakenoverbytouristand

knownmorebylocals.Citiesthatarenotinthecoasthaveareallystrongfolklore,dances,festivalsthat

arehiddengems-Olinda

• Centralregion,amazingwaterfalls:MatoGrosso:Bonito

• Coastareasinthesouthregion,thathasbeenimpactedbyGermanculturemakingitreally

uniquecomparedtootherregion.

• IntheNorththeAmazonisanotherareasofinterestfortravelersfortheculture,indigenous

people;thiswouldmostlikelybeutilizedthroughpartnershipoflocaltravelagencies.Notdifficulttoget

there,butmuchmoredifficulttogoinsidetheAmazonforest.


1. Gainingpeople’strustandlanguagebarrier2. Thecostofthetravel–expensivetotravelacrossthecountry

III. ConclusionsFeasibility:

- Peoplemustbeopentotheidea.

Target:

- Fordirecttarget:lowandmediumclass–citiesandcountryside- Forintermediary:students,teachers(socialprojects)–Universities,LocalorregionalNGOsand

organization.

Languageissue:

- EnglishcanbeanissuecertainregionsàuseintermediateplatformssuchasNGO’s,Universitystudents,teachers,etc.


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Internetaccessissue:

- Internetcanbeaccessibleandtheuseofinternetandsocialmediaisfurtherincreasingàforthosewithoutaccessabilitytousecoffeeshops,schoolandNGOfacilitiestoaccessinternet.*possiblelookintoamobilefriendlyplatformasthisistheeasiestformofaccessforcertainregionsandpopulationinBrazil

Typeofactivities:

- Food,art&culture,Volunteering

Communicationchannels:

- Socialnetworksandblogs,withcontentfocusedonselfexpression,enticingstorytellingàlocalandregional

- Influentialpeopleàword-of-mouthBiggestconsiderationàFindtherightintermediatewhosecriticalroleswouldbe:

1. Getpeople’strustandcontact2. Securityandsafety,thereareregionsinthecountrytobeawareofsuchasthe

NortheastregionandRio.Duetopovertycrimeratestherearemuchhigher.*Smallercitiesinthecentralandsoutheast,southregionlikeBonito,MatoGrosso,etc.Smalltownstendtohavelesscrime.


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I. ContextoftheinterviewDate:2ndofDecember2015

Where:Tamas’sprivateplace

Interviewers:AstridPollet,TamasKantz,InaWiens

Interviewees:FranPanario–Argentinianguy


12. Explainedthecontext:a. ExplainedILikeLocalbusinessplatformandprojectobjectivesoftheinterviews.Project

fortheclassInternationalProjectManagement,ESSCAb. WhatisthecompanyILikeLocalabout?:Introductionandobjectivesofthecompanyas

asocialenterprisec. Whatareourmissionsrelatedtotheproject?d. Expectations from the interview? Discuss questions, interact to give divergent or

convergentpointofview,offernewideas.13. Interviewconductedwithopenendedquestionswithopendialogue14. Theinterviewlasted1hour30min(from9:10pmto10:40pm).15. The interviewee was very engaged with clearly developed answers, questions and ideas for

businessimplementation16. GainedabetterunderstandingoftheArgentinamarket,challengesandopportunitiesavailable

II. Questions:15. Howfeasibledoyouseethis?Whatkindoftourismisitinyourcountry?Local,individualorbig

business?16. Whatabouttheinternetaccess?Arepeoplethereabletoutilizetheplatform?17. WhatabouttheEnglishcapacity?iftheydon’tspeakEnglish,whocouldtheintermediate?NGOs?18. Whatwouldbethemeanofcommunicationweshoulduse?Blog?Participativewebsite?19. Whatkindoflocalpopulationwouldbeinterestinginthisexperience?20. Whatcouldtheyoffer?Accommodation?Trek?21. Whatwouldbethebestplacestoimplementtheprojectfirst?Exampleofbigcities?

Projectfeasibility:

- Woofing(organicstuff)àworldwide–youhostpeopleandtheyworkforyouàthisisalreadyimplementedinArgentina

- UsecouchsurfingtogetintouchwithpeoplePeoplewouldbeinterestingindoingthisproject.


- Thestudentswouldbeinterestedindoingthisproject,beingintermediaries,astheyhavetorealizevolunteeringactivities/programsintheStateUniversity.

- Thetargetshouldbepreciselydefinedbecausethereisverydifferentlevelofincome


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- Oldagriculture- Verybigfarmersstillinteresting

Language:

- ThebasicEnglishisknownAlmosteverywhere.Forpeopleinthecities,Englishwouldbefine.

- Inthedeepcountryside,thiswouldmorecomplicated.- InArgentina,everyoneyoucanpaywouldgoandtalktothelocals.- NGOscouldhelpwiththelanguagebarrier.


- Forinternetaccess,everyoneasapendrive3Gsoeveninthecountryside,thisshouldbefine.- Theinternetaccesswon’tbeaproblemneitherinthecitiesnorcountryside.- Incase,linkmadebymunicipalities–government–tourismoffice


- Homestay/farmstay- Art&culture:tango- Treck/tour- Foodexperience- Volunteering:teachingmath,English,computing- TechoàArgentina,ChileandUruguay–buildinghousesforfamilywiththem–localfeedthe

volunteering–wouldbefinewithEnglishbecauseintermediaries


- Facebook–tobroad–notfocusenough–infobesity–butstillveryimportant- Talkingaboutregionalgovernment- Peoplefromcountryside:word-of-mouth–notsure- Peoplefromthecity:mailsNGO–Facebook- BlogTaringa- Couchsurfing


Humahuaca,Bariloche,Usuhaia–BuenosAires,Patagonia,Misiones(waterfalls),NoroesteArgentino,

EsterosdelIbera,Mendoza(wine),LaRioja;

Southerncityoftheworldàcity–lifestyle–,àtreck,touristicactivities(//agriculturalthings)

Regionwithgauchos!!!


- Findcompetitors- Lookforplaceswhicharetouristicforlocalpeople- Argentinianwouldusetheplatformtotravel

III. Conclusions:


40

Projectfeasibility:

Peoplewouldbeinterestingindoingthisproject.

TheprojectwouldbefeasiblebecausetherearemanyplacesinArgentinawherethiscanbeimplanted

andbecausepopulationisalreadyusetothesekindsofprojects.


Wecantargetbothpeoplefromthecountrysideandfromthecityashosttowelcomethetourists.They

wouldhavedifferentthingstooffer.Inthecountryside,thetargetcanalsobetraditionalagricultureas

theoneswithhugeexploitation.

Asintermediaries,weshouldtargetthestudentsbecausetheyhavevolunteeringprojectstorealizeinthe

StateUniversitysotheycouldbehelpfulforthelanguagebarrierforexample.

Language:

Englishcanbeabarriermainlyinthedeepcountryside.Toovercomethis,wecaneitherpaypeoplefor

that,getintouchwithNGOsor,assaidpreviously,workwithprogramstudents.


TheinternetaccessshouldnotbeamajorissueinArgentinaaseveryoneasatleastapendrive3G.

In case locals don’t have internet, we could make the link with the local municipalities, or local

governmententitiesoreventhetourismoffice.


- Homestay/farmstay- Art&culture:tango- Treck/tour- Foodexperience- Volunteering:teachingmath,English,computing

OneNGOisworkingwithlocalpeoplewhodoesn’thavemoneytobuilttheirhouses.Thiswouldbea

verygoodexperiencetoofferasavolunteeringtouristicactivity:thetouristhelpstobuiltthehousebut

isfedbythelocalsandworkwiththem.

àTECHNO


Facebook is a necessarymean for communication but it is a bit broad and peoplemay have a lot of

informationonFacebooksoitmakesitmoredifficulttotargetpeopleandreachthemproperly.Wecan

usespecializedgroups.

Weshouldcommunicateviathelocal/regionalgovernmentwebsitesaswell.

Directcontactviaemailcouldalsobeagoodideaasitismorepreciselytargeted.


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Asotherways,wecanusediscussionplatformsviaCouch-surfingwhichisquietdevelopedinArgentina

ortheblogTaringa.


Cities’names:

- Humahuaca- Bariloche- Usuhaia- BuenosAires- Misionesàwaterfalls- Mendozaàwine- LaRioja

Regions:Patagonia,NoroesteArgentino,EsterosdelIbera

Regions:Patagonia,NoroesteArgentino,EsterosdelIbera

Regionwithgauchos!!!


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Appendix8:SouthAmericanAnalysis

Document1:DigitalmarketinginLatinAmerica–Asnapshotoftheworld’smost«social»region

http://www.digitalstrategyconsulting.com/intelligence/2012/07/digital_marketing_in_latin_ame.php«Hungryforsocial,videoandmobilecontent»fiveofthemostengagedsocialnetworkingmarketsworldwidethefastestgrowingonlinepopulationintheworldà+16%in2011,upto129,3millionvisitorsGooglesitesàMostvisited(2011)Facebookàmost-engagingweb(25%ofthewholetimespendonline)àThosefiguresconfirmtheresultsofinterviews!!

Adrevenues:+1»,2%in2011(biggestgrowth)- +86%foronlinespendforArgentinain2011- +69%forColombia- +25%inBrazil

Rankingoftimespendonsocialnetworkperpopulationin2011:1. Chile2. Peru3. Colombia4. Mexico

Entertainmentwebsites:+14%(97%)ofonlineusersintheregion–Ranking:Peruvians,Colombiansand

Chileansarethemost

àShouldweconsiderPeruandChiletoentertheSouthAmericanmarket??

Paidsearch=largestrevenuedriverforonlinead(+19%-14,9billion$)Mobileandtablets=PuertoRico=leaderwith7,7%ofdigitaltrafficoftheregionBrazil=number5worldwideformobileinternetusers–MexicoandColombiaarenextBrazil:39,9%ofmobilewebtrafficcomingfromtablets–38,9%forColombia–30%forEcuador–27,8%forMexico–27%forCostaRicaAccordingtoforecasts,Argentina,shouldhavethebiggestgrowthfollowedbyBrazil(7thrankofadspentworldwide)

Document2:Internetusersandlocalpenetration:SouthAmerica

Highestpenetrationofonlinepopulations:Argentina,ColombianUruguayandChileLowestnumberofonlineusers:Ecuador,Paraguay,Bolivia

Document3:Top10countriesforsocialmediaengagement:ArgentinaandBrazilleadtheway

Argentina+Brazil:themostengagedsocialnetworkingmarketsworldwideArgentina+Brazil=morethan10hoursonsocialnetworkingsites(2012)


43

LinkedIn=secondmostvisitedsocialnetworkinLatinAmericaFacebook=strongestSNLatinAmerica=+56%timespendonsocialnetworkthanworldwideaverage

Document4:Globalwebconsumertrends:studyrevealswhatmakeseachcountryclick

«Chileisthemostadvanced(aheadof‘normal’)LatinAmericancountry(11th)beatingBrazil(14th),

Venezuela(18th),Colombia(19th),Mexico(21st),Peru(26th)andArgentina(29th)»

- Argentina,motivatedby:Transaction(rank14)andCommunication/selfexpression(Rank15)- Brazil,motivatedby:Communication/selfexpression(rank4)+information(Rank14)- Chile,motivatedby:Communication/selfexpression(rank2)+Transaction(Rank4)- Colombia,motivatedby:Transaction(Rank9)+Information(Rank19)- Mexico,motivatedby:Communication/selfexpression(rank13)+Transaction(rank15)- Peru,motivatedby:Entertainment(Rank29)+Transaction(Rank21)

Document5:Top20socialnetworksinLatinAmerica

Facebook:number1–+7,915millionusersbetween2011and2012LinkedIn:number2Largegrowth:Ask.com-+12,739millionuser’ssameperiod–Rank6+Tumblr-+5,471millionuser’ssameperiod–Rank4


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Appendix9:Database

WEBSITE NETWORK SPECIFICLOCATIONS ENTITYTYPE AREA

http://turismoruralcr.com LOCAL NorthCostaRica/Guanacaste Tourismagency Community-basedtourismhttp://www.actuarcostarica.com REGIONAL Communityalliance Ruralalternativetourism

ACEPESA http://www.canturural.org/jos/index.php/conozca-nuestros-afiliados/12-acepsa REGIONAL Non-governmentalorganization Sustainabletourism

STIBRAWPA(actuar)http://www.obturcaribe.ucr.ac.cr/nuestro-enfoque/turismo/etnoturismo/8-general/152-asoiacion-indigena-stibrawtra LOCAL Yorkin Localwomen-communityassociation Community-basedtourism

ASOMOBI(actuar) http://asomobi-costarica.com LOCAL Biolley(South) Associationofwomen Community-basedtourismALBERGUEHELICONIAS(cooprena) http://www.heliconiaslodge.net LOCAL Hotel/Tourslocalprovider Ruraltourism

http://www.tusoco.com REGIONAL Tourismagency Community-basedtourism

https://www.facebook.com/Rest-Red-Solidaria-de-Turismo-Yasun%C3%AD-247568441980753/ REGIONAL communityorganization Community-basedtourism

http://www.rita.com.mx REGIONAL Tourismlocalagency Community-basedtourismhttp://www.sendasur.com LOCAL Chiapas Tourismagency Tourismwithspecificlocalexperiences

ORIGINS http://www.originsargentina.com/en/community-based-tourism/ LOCALNorthwest,Misiones,Mendoza,RioNegro,BuenosAires Tourismagency Community-basedtourism

PROYUNGAS http://proyungas.org.ar REGIONAL NorthArgentinaandCentrodelasYungas Fondationsocial Localenvironment

http://proyectoturismopuno.blogspot.fr LOCAL Puno Tourismlocalagency CommunitaryruraltourismRESPONSIBLETRAVELPERU http://www.responsibletravelperu.com REGIONAL Tourismagency Responsibletourism

PACHAPAQAREQ https://www.facebook.com/rural.tours.peru LOCAL Cusco Tourismlocalagency RuraltourismCOCLATOURS http://www.coclatours.com REGIONAL MACHUPICCHU,Cuzco Tourismlocalagency Community-basedtourism

http://site.tucumbrasil.com REGIONALCENCommunityEmpowerement

network http://www.endruralpoverty.org/who-we-are/about-us/history-of-cen REGIONAL Communityempowerment Community-basedtourism

http://larutamoskitia.com LOCALMisikitoCoast,GarifunaCoast,RainforestsHighlands Communitycorporation Eco,community-basedtourism

http://www.ecohotellacocotera.com/index.php/la-empresa LOCAL Rosario,SanBernardo Community-basedcompany Eco-tourismhttp://www.kaiecotravel.com LOCAL LaGuajira Tourismoperator,communitaryorganizationCommunity-basedtourism

REDTURS http://www.redturs.org/nuevaen/index.php NATIONAL Community-basedtourism

SUSTAINABLEPANGEA http://pangeasostenible.org/en/initiatives/ NATIONAL Non-governmental,internationalcorporationSustainabledevelopment,socialentrepreneurship

SUMAKTRAVEL http://www.sumak-travel.org/sustainable-tourism-destinations/ NATIONAL Tourismagency Eco-tourismVOLONTARIOGLOBAL http://www.voluntarioglobal.org/en/our-work/what-we-do NATIONAL Non-profitassociation Volonteeringforlocalpeople

http://www.andestropicales.org/index.php NATIONAL:Venezuela,ArgentinaandBolivia Privatefoundation Community-basedtourismTOURISMCONCERN http://tourismconcern.org.uk/?s=latin+america NATIONAL Registeredcharity Community-basedethicaltourism

INTERNATIONALECOTOURISMSOCIETY(TIES) http://www.ecotourism.org/ties-overview INTERNATIONAL Non-profitorganization Eco-tourism

NAME COUNTRY

COOPRENA COSTARICAACTUAR COSTARICA

TUSOCOVIAJES BOLIVIA

COSTARICA

COSTARICACOSTARICACOSTARICA

REST ECUADOR

RITA MEXICOSENDASUR MEXICO

REDTURCTITICACA PERU

ARGENTINAARGENTINA

PERUPERUPERU

NATIVOSACTIVOS:LACOCOTERA COLOMBIA

TUCUM BRAZIL

LARUTAMOSKITIA HONDURAS

BRAZIL

PROGRAMMAANDESTROPICALES

WORLDWIDE

LATINAMERICALATINAMERICA

LATINAMERICA

LATINAMERICALATINAMERICALATINAMERICA

KAIECOTRAVEL COLOMBIA


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Reference:

1. Epler Wood, Megan. 2008. Epler Wood International. [ONLINE] Available at: http://www.eplerwood.com/pdf/Community_Based_Tourism_Enterprise.pdf. [Accessed 26 November 15].

2. Digital Strategy Consulting. 2012. Digital marketing in Latin America- a snapshot of the world's most 'social' region. [ONLINE] Available at: http://www.digitalstrategyconsulting.com/intelligence/2012/07/digital_marketing_in_latin_ame.php. [Accessed 17 November 15].

3. Digital Strategy Consulting. 2012. Internet users and local penetration: South America. [ONLINE] Available at: http://www.digitalstrategyconsulting.com/intelligence/2012/07/digital_marketing_in_latin_ame.php. [Accessed 17 November 15].

4. Digital Strategy Consulting. 2013. Global web consumer trends: Study reveals what makes each country click. [ONLINE] Available at: http://www.digitalstrategyconsulting.com/intelligence/2012/07/digital_marketing_in_latin_ame.php. [Accessed 17 November 15].

5. Digital Strategy Consulting. 2013. Top 10 countries for social media engagement: Argentina and Brazil lead the way. [ONLINE] Available at: http://www.digitalstrategyconsulting.com/intelligence/2012/07/digital_marketing_in_latin_ame.php. [Accessed 17 November 15].

6. Digital Strategy Consulting. 2013. Top 20 social networks in Latin America. [ONLINE] Available at: http://www.digitalstrategyconsulting.com/intelligence/2012/07/digital_marketing_in_latin_ame.php. [Accessed 17 November 15].

7. Zhuo, TX., (2015). Airbnb and Uber Are Just The Beginning. What’s Next for the Sharing Economy. Entrepreneur. [Accessed 20 November 2015]. Available from: http://www.entrepreneur.com/article/244192 �

8. I Like Local., (2015). The Concept. [Online]. [Accessed 15 November 2015]. Available from: https://www.i-likelocal.com/about.html �

9. I Like Local News., (2015). News Update February. [Online]. [Accessed 15 August 2015]. Available from: http://us3.campaign-archive2.com/?u=acec7305e976cd988f92e4c9c&id=9bf7681c5e

ill international project management report final

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