OUTLINE Destination Product Life Cycle as a frame for CBT
development process
CBT development process- Participatory development
process- stakeholders, roles and responsibilities
CBT development phases
Critical factors across all phases
CBT Cases from World & COMCEC Region – Examples
of best Practices
Lessons learned
COMCEC Region potential
Suggestions for COMCEC
Immediate actions for COMCEC
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DESTINATION PRODUCT LIFE CYCLE AS A FRAME FOR
COMMUNITY-BASED TOURISM DEVELOPMENT PROCESS
Butler (1980) 3
CBT is tourism that is planned, developed, owned and managed by the community for the community.
Stakeholder Roles and Responsibilities
Government
Donor Organizations and NGOs
Locals
Private Sector
CBT DEVELOPMENT PROCESS -
PARTICIPATORY PLANNING AND DEVELOPMENT
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Government’s Roles and Responsibilities
• Leader as visionary, policy-maker, regulator, coordinator, facilitator, guide, and controller
• Providing policy, finance, knowledge, experience, and know how
• Educating , training and empowering locals
• To achieve equity in participation, decision-making, ownership and distribution of costs /benefits
PARTICIPATORY PLANNING AND DEVELOPMENT
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Donor Organizations’ and NGOs’ Roles and Responsibilities
• Supporter as facilitator, guide, trainer Providing financial resources, knowledge, experience and know how
• Educating and training locals
• To achieve equity in participation, decision-making, ownership and distribution of costs /benefits
PARTICIPATORY PLANNING AND DEVELOPMENT
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Private Sector’s Roles and Responsibilities
• Supporter as partner, developer, investor, facilitator, guide and beneficiary
• Providing finance, knowledge, experience, and know how
• Educating training and employing locals
• Providing the business perspective to the CBT
PARTICIPATORY PLANNING AND DEVELOPMENT
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Locals’ Roles and Responsibilities
• Part of the product, producer, supplier, worker, user, owner, investor and beneficiary
• providing information, knowledge, experience, and effort to develop the right CBT destination brand
PARTICIPATORY PLANNING AND DEVELOPMENT
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CBT DEVELOPMENT PHASES
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Feedback for improvement
Enabling Policy Framework
Financial resources
All-Inclusive Organization
Strategic Partnerships
Empowerment of locals
Education - hosts & guests
Continuous & Extensive Research
CBT with a Business Approach-
Marketing, Branding
Continuous Feedback
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CRITICAL FACTORS ACROSS ALL PHASES
ENABLING POLICY FRAMEWORK
Enable local governance and equity
Provide land tenure and access rights
Allocate and mobilize financial resources
Provide loans with reasonable terms
Allow tax breaks to encourage investment
Legalize and license CBT enterprises
Provide licensing, certification, standardization
and awards 11
FINANCIAL RESOURCES
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Government Technical help needed for successful loan application Regular sensitization workshops for the lenders Fiscal incentives to encourage investment in CBT projects Emphasis on socio-economic and environmental impacts Promoting CBT products internally
FINANCIAL RESOURCES
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Lenders Understanding attitude Reasonable time frames for processing loan applications Flexibility in criteria Soft loan packages with creative repayment terms Special financial packages
ALL-INCLUSIVE ORGANIZATION FOR…
Transfer of management roles and
responsibilities to locals
Resolving issues of resistance and conflicting
interests
Sustainable use of resources and public land
Equitable distribution of benefits, inclusive of
the deprived individuals and groups
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STRATEGIC PARTNERSHIPS
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Universities - For demand in educational
travel and research in: Product and service quality Market trends Internal community issues Critical sustainability factors
o economic (jobs, income) o social and cultural (values, dress code) o environmental and ecological
EMPOWERMENT OF LOCALS
Authorities
Intermediaries
Locals
Authorities
Intermediaries
Locals
Sustainable Tourism CBT
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EDUCATION OF LOCALS
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Raising community awareness and sensitizing
Building social capital- partnership and networks
Building individual
Individual and institutional capacity building in:
o Appropriate business conduct-
managerial/supervisory/operative level
o Managing sustainability
EDUCATION OF TOURISTS
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Learn local language.
Spend money locally.
Learn about local customs.
Travel in a spirit of humility.
Do not make false promises to your hosts.
Have a genuine desire to learn about hosts.
Ask for permission to avoid intrusion and violation.
Be generous, the ‘bargains’ are possible with low wages.
You are one of many tourists, do not expect special privileges.
Remember you don’t know all the answers, listen and observe.
Avoid picking, removing or damaging wildlife and environment.
Remember local time and space concepts are different from your own.
Adapted from the guidelines prepared by the Center for Responsible Tourism (www.icrtourism.org),
available at http://livingheritage.org/tourist-ethics.htm
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CONTINUOUS AND EXTENSIVE
RESEARCH
• Hosts • Guests • Products • Competitors • Environment • Strengths • Weaknesses • Opportunities • Threats
• Strengths to take advantage of opportunities • Threats to avoid threats
CBT WITH A BUSINESS
APPROACH
Developing CBT as an add-on product
Balancing authenticity and demand
Continuous investment
Innovation in diversifying
Augmenting static with dynamic
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MARKETING APPROACH
CBT with a destination branding vision CBT and destination branding meet in the common
premises require the same condition for success:
collaboration and consensus with a bottom-up approach to empower local communities
induce high morale, national pride, team spirit, and high living standards and quality of life
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CBT DESTINATION BRANDING
Through research for a sound situation analysis
CBT brand has to be in line with the general destination brand for the entire country or region for effectiveness and efficiency
e.g. a CBT site in New Zealand, branded as ‘the purest spot in NZ’ to align with the ‘%100 Pure New Zealand’
CONTINUOUS FEEDBACK
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ISSUES POTENTIAL INDICATORS
Average expenditure/length of stay = average spend
per visitor by type
VISITOR Occupancy rates of licensed accommodation per
month
FLOWS Total number of tourist arrivals (mean, monthly,
peak periods)
Change in number of guest nights at commercial
accommodation
TOURIST Level of satisfaction of visitors
SATISFACTION Percentage of returning visitors
Perception of value for money
Some criteria to measure business issue areas developed by SNV http://www.snvworld.org/sites/www.snvworld.org/files/publications/a_toolkit_for_monitoring_and_managing_community-based_tourism.pdf
CBT Cases in written media
Successful CBT Organizations
Botswana
New Zealand
Korea
Kyrgyzstan
Malaysia
Gambia
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CBT CASES FROM WORLD & COMCEC REGION
EXAMPLES OF BEST PRACTICES
CBT CASES IN WRITTEN MEDIA
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SUCCESSFUL CBT ORGANIZATIONS
Namibia Community-Based Tourism Association
(NACOBTA) - 1995
Indonesia Ecotourism Network (INDECON) - 1995
Cambodia Community-Based Ecotourism Network
(CCBEN) - 2002
Kyrgyz Community Based Tourism Association -
“Hospitality Kyrgyzstan” (KCBTA) - 2003
Thailand Community based Tourism Institute (CBT-I)
- 2006
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BOTSWANA: KHAMA RHINO SANCTUARY TRUST
A unique Community-Based Natural Resource
Management (CBNRM) program
Initiated for sustainable development of rural areas
Best Practice Point: A code of CBT conduct
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NEW ZEALAND: TAMAKI MAORI VILLAGE
Shaped by growing demand by tourists Tamaki Taori Village by Maori brothers in 1990 Best Practice Point: Congruence between
commercial and cultural interests
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KOREA: SONGUP FOLK VILLAGE
An important heritage site in 1980
Continuous financial support from the
government
Best Practice Point: Division of labor
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KYRGYZSTAN AND CENTRAL ASIA:
“HOSPITALITY KYRGYZSTAN”
Currently 18 CBT initiatives in Kyrgyzstan
The first launched in the village of Kochkor in 2000
In 2003, formed an umbrella organization (KCBTA)
The success encouraged the launch of a regional CBT
network
Best Practice Points: 1) Local organization, 2)
Branding
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MALAYSIA: BARIO HOMESTAY PROGRAM
Home to the Kelabit people
The home-stay (guest house)
Initiated by the son of the village
headman
Tourism accelerated in the late 1990s
Best Practice Point: Use of
Internet in marketing
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GAMBIA: TUMANI TENDA ECOTOURISM CAMP
Started in 1999 by the local Jola people
Christian and Muslim families living together
harmoniously
Fully initiated and managed by the locals
Best Practice Point: Facilitation of all-inclusive
participation by social structure
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LESSONS LEARNED
Beneficiary groups
Resources, attractions, activities
Challenges
Benefits
Costs
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COMCEC REGION POTENTIAL
Abundant tourist assets
Curiosity and demand from tourists
Untapped labor force (youth and females)
Land open for development
Lower rate of exchange
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COMCEC REGION POTENTIAL
• Shared landscape combined with location on
ancient trading routes such as the Silk Road
• A unique natural diversity and yet a shared cultural
history
• Each country/culture may possess its own
characteristics
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COMCEC REGION POTENTIAL
• Other Islamic nations in the short run • The equilibrium of familiarity and novelty • Other nations in long run • To generate positive public opinion about
the true nature of Islam • As an integrated goal of international
diplomacy
SUGGESTIONS FOR COMCEC
Legal and institutional support
Local governance, equity and
capacity
Development, management,
marketing and control of CBT
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IMMEDIATE ACTIONS FOR COMCEC
Strategic partnerships and
networking
Information sharing
Website development
Social media
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