dmp luang prabang 28.01.2016 - tiigp laos

Luang Prabang Destination Management Plan: 2016 - 2018

Funded by:

Prepared by:

In conjunction with:

MICT

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Luang Prabang Province Tourism Destination

Management Plan 2016 – 2018

Final

15th January 2016 Lao PDR

LuangPrabang


TableofContents

1. ABBREVIATIONS..........................................................................................................................3

2. DESTINATIONPROFILE................................................................................................................5

3. VISIONFORTHEDESTINATION,OPPORTUNITIESANDCHALLENGES...........................................103.2SWOTANALYSISFORLUANGPRABANGPROVINCE...................................................................................113.3UNIQUESELLINGPROPOSITION&DESTINATIONPOSITIONING:...................................................................12

4.MARKET-BASEDANALYSISOFCURRENTVISITORS.........................................................................134.1INTRODUCTION...................................................................................................................................134.2ANALYSISOFSTRATEGICVISITORFLOWS..................................................................................................154.3PRIORITIZATIONOFSTRATEGICVISITORFLOWS........................................................................................224.4OVERALLCONCLUSIONOFANALYSIS......................................................................................................23

5. DESTINATIONACTIONPLAN.......................................................................................................24

6. MONITORINGANDEVALUATION...............................................................................................386.1WHYMONITORING&EVALUATION?.....................................................................................................386.2THERESULTSFRAMEWORK...................................................................................................................386.3THEMEASUREMENTPLAN....................................................................................................................39

7. REFERENCES...............................................................................................................................51

8. ANNEX.......................................................................................................................................54ANNEX1:DEFINITIONS...............................................................................................................................54ANNEX2:BACKGROUNDTOTHEDESTINATIONMANAGEMENTPLAN................................................................56ANNEX3:PURPOSEANDUSEOFTHEDESTINATIONMANAGEMENTPLANS.........................................................58ANNEX4:KEYLESSONSLEARNED:THECHALLENGESOFDESTINATIONMANAGEMENT..........................................59ANNEX5:THESIX-STEPAPPROACHTOTHESTGALLENDESTINATIONMANAGEMENTMODEL................................60ANNEX6:LUANGPRABANGPROVINCETOURISMSTATISTICS............................................................................61ANNEX7:LUANGPRABANGPROVINCE:PROPOSEDDESTINATIONMANAGEMENTNETWORKTASKFORCES...............63ANNEX8:LUANGPRABANGPROVINCE:FEEDBACKONTHEDMPACTIONPLAN,2016.........................................64

Luang Prabang Province Destination Management Plan: 2016 - 2018

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1. AbbreviationsADB AsiaDevelopmentBankAEC ASEANEconomicCommunityAFD AgenceFrancaisedeDeveloppementASEAN AssociationSouthEastAsianNationsBAF BusinessAssistanceFacilityBKK BangkokCBT CommunityBasedTourismDEPT DepartmentDEV DevelopmentDICT DepartmentInformation,Culture&TourismDMC DestinationManagementCompanyDMN DestinationManagementNetworkDMO DestinationManagementOrganisationEDC Enterprise&DevelopmentConsultantsEMC EmergingMarketsConsultingFIT FullyIndependentTravellerGIS GeographicInformationSystemGiZ DeutscheGesellschaftfürInternationaleZusammenarbeitGM GeneralManagerGMS GreaterMekongSub-regionGOVT GovernmentHR HumanResourceIBA ImportantBirdAreaICBF IntegratedConservationofBiodiversityandForestsINGO InternationalNonGovernmentalOrganisationINTL InternationalJICA JapanInternationalCooperationAgencyKL KualaLumpurKOICA KoreanInternationalCooperationAgencyLANITH LaosNationalInstituteofTourism&HospitalityLP LuangPrabangLPG LuangPrabangLPHRA LuangPrabangHotel&RestaurantAssociation LPTA LuangPrabangTransportAssociationLPATA LuangPrabangAssociationofTravelAgentsLUXDEV Lux-DevelopmentM&E Monitoring&EvaluationMICE Meetings,Incentive,Conference&ExhibitionsMICT MinistryofInformation,Culture&TourismMKT MarketorMarketingMSME MicroSmall&MediumEnterprisesN/A NotApplicableNBCA NaturalBiodiversityConservationAreaNGO NonGovernmentalOrganisationNPA NationalProtectedArea


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NTPC NamTheunPowerCompany,LaosNZAID NewZealandInternationalDevelopmentAgencyODX OudomxayOPT OckPopTokPAM ProjectAdministrativeManual(ADBTIIG) PATA PacificAsiaTravelAssociationPDR People’sDemocraticRepublicPIU ProjectImplementationUnitPRIVSEC PrivateSectorREF ReferorReferenceSGDM StGallenDestinationModelSME SmallMediumEnterprisesUNESCO TheUnitedNationsEducational,ScientificandCulturalOrganizationTAEC TheTraditionalArtsandEthnologyCentreTIIG TourismInfrastructureforInclusiveGrowthProject,ADBTO TourOperatorToT TrainingofTrainersTRANS TransportTSP TourismStrategicPlanUSD UnitedStatesDollarVTE VientianeWWF WorldWildlifeFundWCS WildlifeConservationSociety


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2. DestinationProfile

- LuangPrabangProvince is located innortherncentralLaoswith itscapitalbeingtheUNESCOWorldHeritagetownofLuangPrabang.

- The province borders Phongsali Province to the north, Vietnam to the northeast, HouaphanProvincetotheeast,XiangKhoungProvincetothesoutheast,VientianeProvincetothesouth,XaignabouliProvincetothesouthwest,andOudomxayProvincetothewest.

- Luang Prabang combines a spectacular natural setting and distinctive built heritage withtraditionalartsandcrafts,food,language,festivalsandrituals.LuangPrabangtownwaslistedasaUNESCOWorldHeritageSitein1995.InDecember2015itcelebrated20yearsofUNESCOstatus.

- In201481%ofallinternationaltouriststoLaosvisitedLuangPrabangProvince.- International visitors arrivals were 378,478 in 2014. Since 2010 international visitor arrivals

havegrownby77%1.Despitesuchgrowthvisitornumbersarestill small incomparison to itsregionalneighbourandcompetitorSiamReapwhoreceived1,355,693internationalvisitorsin20142.

- This rapid increase in visitors has resulted in a correspondingly rapid and largely unplannedexpansion of transportation infrastructure and accommodation facilities. In addition to thestressplacedonthetown’spublicutilities-electricity,water,sewageandgarbagecollectiontheconstructionboomhascreatedademandforlandwithinandaroundthetown’shistoriccore.These development pressures have had negative impacts on both the environment and thehistoricculturalresourcesofLuangPrabang.

- The key pull factors for visiting Luang Prabang Province are the historical, archeologicalbuildingsandplacesandbeautifulnaturalsceneryandlandscape.

- LuangPrabangtownisthenumberonetourismdestinationinLaos.3Itisthecountry’smostcherishedtourismgem,andattractsalltypesoftouristsfromback-packerstoboutiquetravellers4.

- ManytouristsseeLuangPrabangtownasacharmingsmall townsetamongst themountainswith its “amusing” French influence and Buddhist mystique. Most Westerners fall for theIndochinesespiritoftown5.

- Thai tourists throng to Luang Prabang to see “how Thailand was 50 or 100 years ago”. Itrepresents for many Thai visitors an assortment of religion, fun (rafting speedboats on theMekong),nostalgiccuriosityandexoticism(observingso-called“Laobackwardness”andeatingFrenchbaguettes).

- AsiantouristsviewLuangPrabangassimplyapicturesqueoldtownpreservedfromthecrazeofurbanmodernity6.

- In201480%ofinternationalvisitorswerefirsttimevisitorstoLuangPrabang.12.2%werereturningforthesecondtime,3.2%thethirdtimeand4.5%repliedmorethanthreetimes.

- Domestictouristsaccountfor29%(152,328)ofallvisitors–themajorityvisitfamilyandfriends

1MICT,20152MinistryofTourism,Cambodia,20143LNTA,20094UNCTAD,20145Berliner,2011UNCTAD,20146UNCTAD


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duringLaosNewYearinApril.- Luang Prabang’s residents have very quickly taken advantage of the economic benefits of

tourismby findingwork inmany new tourism-related enterprises. However, traditional skillsandlong-establishedwaysoflifeareatriskofbeingabandonedandultimatelyforgotten.WiththelossoftheuniqueculturalvaluesandpracticesofLuangPrabang,theattractivenessoftheplaceasaculturaltourismdestinationarelikelytoalsofadejeopardizingitscompetitivenessasaprimarytourismdestinationintheASEANregion.

Figure1:MapofLuangPrabangProvincewithKeyTourismAttractions


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Figure2:MapofLuangPrabangUNESCOWorldHeritageTown

LOCATION: OVERVIEW: Distancesfromkeyareas(km)anddriveorflighttime(Hours)

Maintypesoftourismandmostpopularactivities7

Topsixmostpopulartouristattractions(includingenvironmental&cultural)

ByAir:Domestic:• LPtoVientiane:45mins(2perday)• LPtoPakse:1hr40mins(3directflightsperweekordailyflightsviaVientiane)

International:• LPtoSiamReap:1hr40mins• LPtoBangkok:1hr40mins• LPtoChiangMai:1hour• LPtoHoChiMinh:4hrs30mins(notdirect)• LPtoHanoi:1hr• LPtoJhinghong:1hours(2flightsperweek)• LPtoKunming:(1charterflightperweek)• LPtoSichuanProvince(2flightsperweek)ByRoad/Overland:• LPtoVientiane:5hours• LPtoPakse:13hours• LPtoSavannakhet:11hours• LPtoOudomxay:4hours• LPtoKhammouane:11hours• LPtoVangVieng:2hours40mins• LPtoLuangNamtha:4.5hours

38%ofallvisitorstoLParepackagedtourists(Thai,European,Chinese&Korean)ThaiTourists:PredominantlycometoLPforReligiousmeritmixedwithaholidaytoobservetheso-called“Lao-Backwardness”.Asiantourists(Chinese&Korean)viewLuangPrabangassimplyapicturesqueoldtownpreservedfromthecrazeofurbanmodernity.KoreansarefarmoreculturallysensitiveandmoreinterestedinReligionthantheChinesewhojustsightsee,eatandshop.MidtoupmarketEuropeanmarket(BothgroupsandFITs)–experiential,softadventure&adventureactivities.

1. KuangSiWaterfall2. 32shimmeringtemples,

mostnotablyVatVixoun,VatXiengThongandVatSene.

3. AlmsGiving4. RoyalPalaceMuseum5. TheHmongNightMarket6. PakOuCaveOther:• TheElephantVillage• ClimbMountPhousi• TraditionalArtsand

EthnologyCenter• Nightstreetfoodmarket• TadSaeWaterfall• BearRescueCenter• ExploringLP’smanycafes

andbars.• TadThongWaterfall• FrenchColonialArchitecture• GoldenCityTemple

Complex(WatXiengThong)

7EnhancinglinkagesbetweentourismandothersectorsinLaos(UNCTAD,2013)


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• LPtoPakBeng:4hours45minsOverlandBorderCrossings:• ThailandBorder(ChiangKhong)toLP:10hours• VietnameseBordertoLP:• ChinaBorder(Boten)toLP:8to10hoursByBoat:PrivateBoattripsfrombudgettoluxuryareonoffer.MostdepartfromHuaeiXayandgotoLP.(3dayjourney)VientianetoLPviaspeedboatis10hoursVientianetoLPviacargoboat3days

Backpackers(chill-outwithsomeadventureactivitiese.g.whitewaterrafting)KeyActivities:- Temples- Waterfalls- WanderingtheUNESCOtown- Otherculturalsites- ElephantRides- MekongRiverCruises- Cycling- Whitewaterrafting- Kayaking- Hiking

OtherVisitors:• Local,regionalandinternationaltravelagents

• Travel&LifestylemediaincludingTVtravelshows

• LPLibrary• Festivals:BounBangFai

(May),BounKhaoPansa,BounKhaoPadabdinh(AugustorSeptember),Hmong,KinChiang,PinMaoLao(April)

• CookingClasses• Otherworkshopse.g.

papermaking,ricefarming,bambooweaving,yogaretreats

• Fourwheeldrivetrips• Ziplining• ModelEcotourismvillage• NongKiauw• UXOvisitorcentre

GEOGRAPHY: WEATHERPATTERN:Approximatesizeofthedestination(km2)andprinciplephysicalcharacteristics(rivers,hills,baysetc.)

LevelofBiodiversity(therangeofdifferentplantandanimalspecies)

Averagesunshinehours,rainfallandseasonaltemperatures8

16,875km2

MEDIUMBiodiversityPhouLoueyMassifImportantBirdArea(IBA)iswithintheNamEt-PhouLoueyNationalBiodiversityConservationArea(NBCA).Thehabitatcontainsmixeddeciduousforest,semi-evergreenforest,lowermontaneevergreenforest,uppermontaneevergreenforest,andsecondarygrassland.ThePhouLoeiProtectedReserve(PLI)Ruggedhighlandswithelevationrangingbetween500–2,257metres(1,640–7,405ft)87%forest.mixeddeciduousandevergreentypewithabundanceofbambooandgrasslandsresultingfromshiftingcultivation.Faunalspeciesreportedfromthereservearemainlycloudedleopard,tiger,andleopard,andlargecatswhichareendemictoIndochina.

***Veryfewtouristsvisiteitherofthesereserves.

TraveltoLuangPrabangispossibleatanytimeoftheyear.Annualrainfallis1,450mm/yr.RainyseasonApriltoOctober.HighestrainfallisinAugust(288mm).Therainyseasonisalsothehottestmonthsaveraging27°Cwithahighof34.4°CinApril.Coolest&leasthumidmonthsareNovembertoFebruary(average16°Cto24°C).**AbigissueforLPisseasonalityofvisitors.AlmostallvisitorscomebetweenNov–Mar.

TRANSPORTLINKS: Distancefromnearestlocal&internationalairport(km)

Detailsonanyaircarriersbringingvisitorstothedestination

Publictransportfacilitiestoyourdestination

Additionalprivatearrangementsfortransportingvisitorstothedestination

NearestairportisLuangPrabangInternationalAirport(just13kmfromthecitycentre)–internationalairportwithflightsfromVientianeandPakseaswell

LaosAirlines(bothdomestic&internationalflights)Proliferationoflow-costairlinesintheregion.

TouristbusesSongthaewsMinibusesTukTuks(locallyonly)incl.E-TukTukSamlor(motorcyclewith

• Rentabicycle(onoroffroadcycling)

• Tuktuk• CharteraboatoraluxuriousMekongRivercruise

• Fourwheeldrives

8ClimateProfileLuangPrabang


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asinternationalflightstoThailand,Vietnam,ChinaandCambodia.***HongKongairlinekeentostartflyingaswell.

ThaiInternational,BangkokAirways,ChinaEasternAirlines,VietnamairlinesandPBAir,withregularservicetoVientiane,ChiangMai,Bangkok,UbonRatchathani,SiamReap,Hanoi,Jhinghong.

sidecar)Thereareinternationalbusservicesfrom/toVietnam,ThailandandChina.

• Rentacar(withorwithoutadriver)

• Onoroffroadmotorbiking• Kayaks/canoes

POPULATION: No.ofpermanentresidents Populationdensity Seasonality: %ofpop.Employedintourism

relatedjobsApprox.407,1009LuangPrabangTown:Approx.50,00010

23peopleperkm2 Peakseason=Nov–FebHighestmonthsDec(Christmas)&Feb(ChineseNewYear)LowSeason=May–OctLowestmonthJune.

Unknown???

TOURISTS: Annualvisitornumbers:total&byprincipalmarketorhub112014vs.2013

Annualarrivalsbytypeoftransport12

Averagetouristexpenditure13

Averagelengthofstay14

Totalannualvisitors2014:531,327(+13.55%vs.2013)International:378,999+10.64%Domestic:152,328+21.52%PrimarySourcemarkets:1. ThaiWeekenders:52,120(21.93%)

+24.91%2. China:36,923(15.53%)+77.5%3. UK:31,649(13.22%)+8.94%4. France:28,259(12.03%)+2.97%5. Germany:28,590(12.03%)+3.3%6. USA:25,859(10.88%)-1.43%

-58%ofinternationalvisitorsflewintoLuangPrabang-34.8%arrived/departedbyland-7.2%byboat

InternationalTouristAverageexpenditure:US$100+perday70%spendover$10032%spendUS$100-$19927%spendover$2993.8%spendunder$50

Theaveragelengthofstay:3days/2nights.

SomeFITsmaystay4nights.

Backpackersstaylonger–evenuptoacoupleofweeks.

NationalAveragelengthofstayinLaos:7.9days

9http://www.tourismlaos.info/luangprabang/luangprabang.htm10UNCTAD,201411TourismLaos2014StatisticalReportonTourism12LuangPrabangVisitorExistSurvey,201413Ibid.14EnhancinglinkagesbetweentourismandothersectorsinLaos(UNCTAD,2013)


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TOURISMAMMENITIES:

Approx.no.ofhotelsandroomsinthedestination15:

Othertypesofaccommodationavailable(andapprox.no.)

Approximatenumberofrestaurants(incl.cafes)

Approximatenumberofbars(nightclubs,pubs,etc.)

TotalHotels&GuestHouses:312Themajorityofaccommodationisguesthousesaimedattheback-packermarket.

TotalRooms:4,260AverageOccupancy:Peakseason:90%Lowseason:10–30%

Hotels(4*,3*,Boutique)GuesthousesHomestaysEcoLodgesCommunityguesthousesCamping

72 3PlusTheBowlingAlleywhichhasabar.CateringtoBackpackersintheevening.

Table1:LuangPrabangTourismDestinationProfile

3. Visionforthedestination,opportunitiesandchallenges

3.1 Vision:ThevisionforLuangPrabangProvinceasatourismdestinationistobeeconomicallyprosperous, socially just and environmentally sound whilst being the regional gateway forculturalandworldheritagetourismintheGreaterMekongSub-region(GMS).16

The vision stemsdirectly from the national tourism vision for Laos (2012 – 2020). The nationaltourismvisionis:

ü Developaleadingsustainabletourismindustrythatcontributestopro-poorlocaleconomicdevelopment.

ü Becomeoneofthepreferredregionalandglobaltourismdestinations.Thiswillbeachievedby:

a) generatingemploymentandincomeforlocalpeopleb) strengtheningheritageprotectionanddestinationmanagementc) increasingpublic-privatecooperationintourismd) improvingcompliancewithrulesandregulationse) diversifyingtourismproductsandservicesf) improvingthetourismvocationaleducationandtrainingsystem.

ThenationalvisionisconsistentwiththeLaoPDR’sSeventhNationalSocioeconomicDevelopmentPlan(NSEDP)2011–2015,whichsupportssustainableeconomicgrowthandthereductionofpovertyandinequality.ThevisionalsocontributestoregionaleffortstodeveloptheGMScorridoraswellastheASEANTourismStrategicPlan.

15Ibid16AdaptedfromtheLuangPrabangTourismStrategicPlan(Englishversion),DICT


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3.2SWOTAnalysisforLuangPrabangProvinceSTRENGTHS- UNESCOWorldHeritagesitewithoutstandingcultural,heritagenaturalassets- Accessibilityviainternationalairport/Airconnectivitywithneighboringcountries- Highbrandawarenessamongstexistingandpotentialtourists.Winnerofmanytourismdestinationawards.E.g.

7yearsrunningWanderlustaward- Adiverserangeoftourismproductsandservicescateringtomanydifferenttargetaudiences- GovernmentandpeopleinLuangPrabangareawareoftheimportanceoftourism- DICTwithgoodstructureandclearplanondevelopmentandpromotion- Opendoorpolicyfordomesticandforeigninvestment

WEAKNESSES- Theproductofferedisstatic–everyonedoingthesamething–needtodiversifytherangeofproducts.- Lackofimplementation&monitoringoftourismstandardsandregulationswithSMEs- Largeseasonalvariationsinvisitornumbersandhoteloccupancyrates.- Lackofrelevantinfrastructureandvisitormanagementsystemsatsomesitestoassistovercrowdingandlarge

visitornumbersplacingunnecessarypressureonsitesandreducingtheoverallexperienceforvisitors.- Insufficientwastemanagementalongrivershore- IncreasinglybadtrafficcongestioninLPcity- Lackofsufficientlytrainedandskilledstafftomeetthecurrentandfuturetourismdemands.E.g.servicelevel

andlanguageskills(Chinese,Japanese,English&Korean)- Insufficientbudgetallocationfortourismatadistrictandprovinciallevelinordertomeetfullpotential- Lack of international destination marketing activities due to absence of budget and lack of collaboration

betweentheprivate&publicsectors.- Irresponsibletourism(negativeimpacts)issuesdonotreceiveenoughattentioninordertominimizethesee.g.

saleofbadfoodforalmsgiving,missionariesnotrespectingexistingreligiousbeliefs,wastemanagementatkeysites,overcrowding,Chinesebehaviouretc.

- MSMEsarefamilyownedandlackexperienceininternationaltourismandbusinessmanagementskills.- Laws and regulations on tourism management are not improved and revised inline with current tourism

situationE.g.some lawsdeveloped in1990needtoberevisedand inlinewiththecurrentsituation.And lawenforcementdoesnotoccur.

- Manyunofficialguidesanddrivers:undercutmarketofferingcheapalternativesyettarnishdestinationbynotofferingguidanceorinterpretation.

- Tourismandgentrificationof LuangPrabangTown forces locals tomoveoutof town– canno longeraffordmaintenance and rising property prices (foreign investor speculation) and increases in environmentaldegradationbroughtaboutbydevelopment.(Negativeimpactoftourism!)

- Tensions between the way of life of local people, the requirements of heritage preservation and tourismdevelopment. E.g. local people in LuangPrabang tend to perceive heritage conservation as a burdenput onthemforthebenefitofothers,andthattheonlyperceivedbenefitsaretheemploymentandcapitalbroughtbytourism,ratherthantheintrinsicvalueofheritage17.

- Local LP travel agents lack themarketing skills and awareness to have direct contactwith FITs. Currently itsmainlythroughtouroperators(nationallevel)

- Lack of effective coordination between government agencies who are involved in tourism causing lack ofownershipandresponsibilitye.g.tourismpolice,trafficcontrol

- Lackofcommunication&coordinationbetweenprivatesectorstakeholders.- LackofLand-useplanning/zoningcausingconflictinsomearease.g.tourismzonesvs.industrialzones- Laosasawholetourismdestinationincomparisontoregionperceivedasexpensive,oftennotsoldaspartof

tourpackages

17GujadhurandRogers(2008)


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OPPORTUNITIES- Thegovernment(governor)hasidentifiedtourismasapriorityfortheLPprovince.- ASEAN Economic Community provides an opportunity to attract foreign investment from both financialinstitutionsandtheprivatesector

- GoodconnectivitywithairportswithinLaosandregionally.- Thereiscooperationbetweenthreecountries(Vietnam,ThailandandLaos)àchancefortourismdevelopment- Many development projects and partners present in LP (GIZ, LUXDEV, ADB, AFD, JICA) that allows for acoordinatedeffort

- Arelativelyyoungtourismdestinationthatcanlearnfromthemistakesitskeycompetitorshavemadethusfar.

THREATS- ContinuedunplannedtourismdevelopmentmayplaceUNESCOstatusinthreat- Rapid growth in tourism placing pressure on existing infrastructure and also changing the culture and

livelihoodsoflocalcommunities.- PoliticalinstabilityinThailandimmediatelyimpactstravelintheregionandtoLP- FocusongrowthofChinesemarketscouldleadtoinfrastructuredevelopment&visitorbehaviourthatcauses

thedemiseofkeythedestinationsUSP.- Conflictbetweendifferentvisitorflowse.g.WhatChinesewantandhowtheytravelisverydifferenttohow

Europeansinteractwithadestination.- Increasedcompetitionfromneighboringcountries,particularlywiththeASEANEconomicCommunityin2015- ManyworkersfromforeigncountriesarecomingtoLaosandtakingthejobsfromLaospeople.Laospeople

lacktheskillsandqualificationstoworkasaprofessional international level intourism.Thissituationcouldexasperateoverthenextfewyears.

- IntroductionofChinesetradersisthreateningtraditionalhandicraftsinNightmarkets.- AECwillincreasecompetitionontourismintheregion- Negativeinfluenceoftouristsonlocalcultureandenvironment- Potential conflicting tourism flows with different interests and preferences, e.g. where loud & cultural

insensitiveChinesetouristsmeetrathercultureandquietfocusedWesterntourists- Increasingrateofglobalterrorism- GlobalEconomicCrisisparticularlyinEuropeandChina

Table2:LuangPrabangProvinceTourismDestinationSWOT:Strengths,Weaknesses,OpportunitiesandThreats.

3.3UniqueSellingProposition&DestinationPositioning:

‘Timeless’

TheUniqueSellingPropositionof‘Timeless’forLuangPrabangissupportedbyitsoutstandingculturalheritage, theUNESCO status of Luang Prabang town and the overall ambience and charm the townexudes.Luang Prabang Province also has wonderful natural assets providing great experiences for visitorshoweverasperitsUSPtheonekeypointofdifferentiationithasbothnationallyandregionally,areitsrichculturalassets.ComparedtocompetitortourismdestinationswithinLaos,LuangPrabangProvincehasaclearcompetitiveadvantagebasedonthedeliveryofexperientialproductsandservicesenablingvisitorstoengageinthedestinationandspend3to4days.


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Figure3belowshowsLuangPrabangProvince’scurrentandfuturedestinationpositioningcomparedtootherkeytourismprovincesinLaos.

Figure3–LuangPrabangProvinceDestinationPositioningMap

4.Market-basedanalysisofcurrentvisitors4.1Introduction

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 become

LuangPrabangProvinceDes1na1onPosi1oningMap

Cultural

Natural

ToExperienceToSee

LuangPrabangVien1ane

Capital

Vien1aneProvince

Khammouane

LuangNamtha

Oudomxay

NorthernLaos

SoutherrnLaosi.e.Champasak

LuangPrabang

CurrentPosi1on

FuturePosi1on


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morefocusedonwhatthestakeholders(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)forLuangPrabangProvince.Foreachflowthetabledetailsitscharacteristics;themotivationsthatdrivethevisitortoLuangPrabangProvince,theseasonality;thenumberoftouristsintheflow;theirestimatedaveragespendingperdayperperson;keypeopleonthedemandsidethatinfluencetheirdecisiontobookaholidaytoLuangPrabangProvinceandkeypeopleonthesupplysidethatplayaroleintheirvisit.DuetothelackofstatisticsavailableformanyoftheflowsinLuangPrabangProvince,almostallfigureshavebeencalculatedbasedoninputfromprivatesectorstakeholdersandtheDICT.PrioritisedFlows

Characteristicsofflow(age,nationality,income,fromwheretowhere,whatactivitiesetc.)

Motivationsthatdrivetheirvisit

Whendotheycome

Howmanycome

Estimatedspendingperdayperperson(USD)

Keypeopleondemandside

Keypeopleonsupplyside

UpmarketExperiential

Predominantly from France, Germany,Australia, Japan and USA. High incomeearners. Usually combine Siam Reap &LP. Love LP UNESCO City, cafes,restaurants (good food French & Laos),temples, cooking classes, shopping forhigh-end textiles, antiques or art. Willbicycle&walk.Maydoaluxurysunsetor½dayMekongRivertrip.Onlyvisitothersites when there are no big crowds orgroups.

UNESCOWorldHeritageSitePeacefulnessofLPHighendboutiquehotels,restaurants

Bulk arrive Nov-Marbutadribblethroughout theyear.

UnknownhoweverthisgroupmakeupasmallpercentageofpredominantlyEuropeansorAmericans.2014figures18:UK:31,649France:28,259Germany:28,590USA:25,859

USD150++perdayperperson.Guestimatebyworkshop-32%ofallvisitorsspendUS$100-$199-27%spendover$29919High-endtouristswillspendUS$50eachperdayonhandicrafts,transportandexcursions20.

Friends&FamilyMedia:TravelArticlesinmagazines &newspapersOnline Travel Forums /Reviews:TripAdvisorAwardwinninghotelsWebsites e.g. Ock PopTek

TravelagentswhoonlydobespoketravelintheircountryofdestinationwhofeatureLaosKeySEAsianTravelAgentswhofeatureLaosHotelwebsitesinLuangPrabangOnlineTravelAgents

WesternTouristsGroups

PredominantlyfromAustraliaorEurope.Ageis35–70travellingingroupsofmin.8tomax.25people.Onasettourwithlittletimetoaddanythingadditional.Spend3nightsinLuangPrabang.Definitelywanttodomorethanjust

GetatasteoftheCulturalheritageandnaturalassetsofLaos.WellknownUNESCOWorldHeritageSite

EuropeanWinter(Oct-Mar)isthepeakperiod.Adribblethroughoutthe

38%ofallvisitorstoLParepackagedtourists21.Assume38%of151,487=

Approx.USD150perdayperperson.Guestimatebyworkshopteam.

Friends&FamilyTourOperatorWebsiteswhospecialiseinLaosortheregionMedia:TravelArticlesinmagazines&

TourOperatorsintheir country ofdestination whofeatureLaosKeySEAsianTour

18MICT,201519DICTLuangPrabangProvince,201420Ashley(2006)21DICTLuangPrabangProvince,2014


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PrioritisedFlows



Whendotheycome

Howmanycome




sightseeing.Oftenparticipateinacookingclassorriceplantingorharvestingactivities,elephantriding,lunchinpeacefulsettingsawayfromthelargecrowds.Willoftenincludesomesoftadventureactivitiesi.e.2or3-hourtrekorbicycle.

ExperienceSEAsia(Cambodia,Laos,Thailand&Vietnam)

othertimes. 57,5652014figures22:UK:31,649France:28,259Germany:28,590USA:25,859Australia:18,482NZ:18,648

newspapersOnlineTravelForums/Reviews:TripAdvisorWebsitesofhotelsproductsorservicesAwardwinninghotels

operators whofeatureLaos

Thaiweekenders&holidayers

Comebyair(familyorsmallgroupsof8people)Arrivebyminibuscaravan(largegroupsbetween40to200people)Arrivebyboat(groupsof50people)Alldosamethinghoweveraccommodation&restaurantbudgetdiffers.1.TemplesinLPUNESCOcity(9luckynumber)2.AlmsGiving(giving&photographing)3.TheNightMarket4.TadKuangSiWaterfall5.PakOuCave6.Theymaydosomerafting(youngerwealthieragegroup)ortakeaspeedboatontheMekong

ReligiousmeritNostalgiccuriosity(LaoLaidBackwardness)FrenchaspectofLaose.g.eatingFrenchbaguettesanddiningwheretherePrincessdinedIfGovernment–itsaboutspendingbudgetbeforetheyearendandneedingtogosomewherequickly.

PeaktimetheycomeisforChineseNewYearinFebandalsoinThaiNewYearinApril.Mostgenerallycomeforweekendsonly(especiallythosecomingbyair)Alsowhentherearepublicholidaysthatmakelongweekends.

TotalThaiVisitorstoLP:52,12023AstheNo.1touristmoreformalresearchshouldbedonespecificallyonthisgroup.QualitativeVisitorsurveysinThaiforThai’s

UnknownByAir:Accommodationspendapprox.USD100++ByBus:AccommodationspendnotmorethanUSD30.TotaltripfromBangkokfor4or5daysreturnwouldcostUSD300.ByBoat:ThereentiretripfromChiangMaiorChiangRaiwouldcostUSD250(4days)

Onlinechannelsarekeytriggerse.g.TripAdvisor,Pantip.com,Sanook.comandMthai.comandsocialnetworkse.g.Facebooknewsfeedandupdates,adsandreviews.Othersincludefamilyandfriends,personalinterestsinthedestinationsaswellasairticketpromotions.TelevisionDocumentariesorMoviese.g.SabaideeMagazines(articlesonLPbyThaijournalists)Governmentdepartments(whoneedtospendbudgetforyearend)

ThaiTravelAgentssellingLaosAirlinesFree&EasyPackagesThaitravelagentssellingbustripfromBangkok(US$300fora4dayroundtrip,w2nightsinLP)ThaiGovernmenttravelcompanieswhoorganizeandsellincentivetrips.LPGuestHouse&HotelOwnersLPTourOperators&GroundhandlersOnlineTravelAgents

MICEMultinationalcompaniesbasedinSingapore,HongKong,KualaLumpur,

Somewheredifferent/beyondthenorm

Allyearround.Shouldpromote

UnknownLPhas4hotels

USD200++perpersonperday

CorporateTravelSpecialists

TradeFairsinAsia(thosethat

22DICTLuangPrabangProvince,201423IBID


17

PrioritisedFlows



Whendotheycome

Howmanycome




Bangkok,Hanoi,Shanghai&Beijing.Lookingforhigh-endconference/meetingdestinationsthatoffersomethingUnique.Generallygroupsof40to120max.Stay2to3nights.Optional½daytripstoLPheritagecity(temple&museum),waterfalls.UseMinibusesratherthanlargecoaches.

Professional&efficientserviceSecure&safedestinationHigh-endconferenceroom&diningfacilities.

thelowseason(April–Oct)

thatcanhostconferences.Totalroominventoryisapprox.278.- LPViewhotel,

- TheGrand,- Juliana,- SantiResort

Guestimatebyworkshopteam.

Friends(otherbusinessmenorwomen)

specialiseinMICEinBangkok,Hanoi,Singaporeetc.)

ExperientialFITs(MidMarket,seeing&doing)

PredominantlyAustralian,French,BritishorfromotherEuropeancountries.NorthAmericagrowingslowly.SimilartoUpmarketExperientialjustalowerspendandmaybeyounger.Usuallydifferentaccommodationchoice(Cheaperhotelsorbetterrunguesthouses)Visittemples,Museums(ethnology),villages:XangKhong,potteryprojects,bigbrothermouse,mylibrary,OckPopTeketc.Elephantconversation/campsUsuallyattendacookingschool,liketoshopinthenightmarketorsomeofthemoreartisanshops.Eatinrestaurantsandalsoonthestreet.Useacombinationoflocaltransportlocallye.g.tuktukbutforlongertripsuseavehicleanddriver.Alsoengageinsoftadventure&adventureactivitiese.g.cycling,trekking,raftingetc.usuallyfulldayorovernight.Alwayswantingtododifferentthingse.g.ricefarming,weaving,ecotourismexperiences,communityprojectsetc.

Thegreatmixofculture,heritageandnature.Authenticity!Holiday–timeoutfromthenorm/stressfulworklife.

AllyearroundbutpredominantlyNov–Mar

UnknownhoweverthisgroupmakeupasignificantpercentageofpredominantlyEuropeansorAmericans.2014figures24:UK:31,649France:28,259Germany:28,590USA:25,859

USD80++perdayGuestimatebyworkshopteam.

TheitineraryofthetourcompanyGuidebooksTripAdvisorWordofmouthOnlinetravelforumsTravelfishWebsitese.g.OckPopTek

TravelcompanieswhofocusonLaos(localandinternationalspecialistagencies)andtheiritinerariesofferedTheitineraryofthetourcompanyTourGuidesTravelcompaniesinmainstreetofLPShopfronts(infoboards)

Luxury RiverCruise

UsuallycomefromHouaiXay–PakBeng–LPwithsomecontinuingontoVTE.VeryfewgoLP–HouaiXay.ORtheycomeVTE–LP.

The Mekong RiverCulturalHeritageCruisingenthusiasts

PeaktimeisOct–MarandthenfromJunetoSeptisalittlequieter.

UnknownTherearefourorfivekeycompanies.

USD250++perdayGuestimate byworkshopteam.

LuxuryTravelAgents(bespoketravel)FriendsWebsitesofMekong

Travel Agenciesthat sell MekongRiver Cruises /Cruises in

24MICT,2015


18

PrioritisedFlows



Whendotheycome

Howmanycome




Liveontheboatorstayinupmarketaccommodatione.g.LuangsayLodgeorSatriHouseetc.OnroutetoLPtheygetoffinPakU(Buddhacave),maybetheWhiskyVillageHouayPhalamvillage(localexperience,dailylife)–villageneedssomeproductdevelopmentfortouristvisitingTheyloveHandicraftshopping,Restaurants.Usuallyontheboatfor2to3nightsandmayhave2nightsinLP.

BoatsgenerallydonotruninAprilandMaywhentheriveristoolow.

MekongCruisesNavaMekongMekongRiverCruisesPandawRiverCruises(Newentrant)ShompooMekongCruiseshas3,500peopleperyear.Approx.15,0000peryear.

Rivertrips general.

KoreanGroups

VerysimilarbehaviourtotheThaibyAirsegment.CometoLPtoenjoythelaidbackcharmandalsoenjoythetemples.RefertoThaibyAir.

LaidBackAsianCharmCulturalHeritage

Usually visit intheirwinter(Nov-Mar)

17,732in2014(+20.77%growth from2013)Account for7.46% of allinternationalvisitorstoLP.25

AverageUSD100perday.Guestimate byworkshopteam.

OnlinesitesFriends / word ofmouth

Touroperators inSeoulTouroperators inLPandVTE

StudyTours

UsuallyschoolchildrenandteachersfromprivateorinternationalschoolsinEuropeorSingapore,HongKong,Japan,USA,Bangkok,Malaysia,Australiaetc.orUniversitystudents(???)plussomeGapyearkidsfromtheUKSometimesAssociationsorInterestgroupsfromMuseumsetc..VillagesoutsideofLPwithintheprovinceHomestaysandGuestHousesMiniBusesandlocaltransportLocalrestaurantsMarketsAirport

Educational:Expandingminds&heartsofprivilegedSchoolChildrenDoingGood:(Voluntourism):EnjoyingtheculturalheritageofanewcountrywhilstgivingsomethingbackSafety&securityofthedestinationtheyvisit&theproductsandservicestheyuse

Usuallycomesometimeduringschooltermratherthaninschoolholidays.

UnknownMaybesomewherebetween3,000–5,000

USD50perdayperstudent.Guestimatebyworkshopteam.

TheSchoolTeacherordepartmentwithintheschoolorganisingthetripsintheoriginatingdestination.WordofMouthfromotherstudentsandteachersParentswhowanttheirchildrentoexperiencesuchanexperienceTravelCompanieswhospecialiseinVoluntourism,Gapyears,SchoolTripsetc..

LocalLaosTravelAgencieswhohaveexperienceinorganizingthesetripsSchoolinoriginatingdestinationdirectwithLaosTourOperator(e.g.BuffaloTours,GreenDiscoveriesetc.)

25MICT,2015


19

PrioritisedFlows



Whendotheycome

Howmanycome




(schooltakeresponsibilityforthechildren)

ChineseBigGroups

Spend2nightsinLP,groupsof40to80,arrivebyair,sightseeing&shopping,usuallypackagedholidays,sometimesairticket&accommodationonly.AlsogotoVangVieng.Visit:-TemplesinLPcity(brief,donotlinger,notsointerestedinarchitectureorspiritual/religiousaspect)AlmsGiving(photographing)AntiqueShopping(preferoldwoodenproducts)TheNightmarketTadKuangSiWaterfallPakOuCavecombinedwithElephantRidingUsuallystayinChineseownedhotelsinLPorsometimesotherhotelsdependingonavailability.Mostmeals(notall)areeateninChineseownedrestaurantsTravelincoachesandminibuses.

1.SeesomethingdifferentoutsideofChina(Sightseeing)2.Shopping

ChineseNewYear(February)

UnknownhowevertotalChinesetoLPin2014=,92326.CurrentlyunabletosplitthisdownbyChineseBigGroupsandChineseCaravans.

UsuallyspendbetweenUS$70andUS$100perdayGuestimatebyworkshopteam.

Theyusuallyconsultuptofivesourcesofinformationbeforetheymakeadecision.- onlinesocial

media- www.daodao.com- Chinese

TripAdvisor- Wechat(friends)- TV- Newspapers- WordofMouth- Magazines- TravelAgents- TravelGuidesWebsitesandmarketingmaterialsofLPtouroperatorsandproduct&serviceprovidersneedtobeintheChineselanguage.TravelmagazinesCCTV(ChineseTVstation)whohavefilmeddocumentariesWordofmouth

ChineseTourOperatorsAirlines:ChinaEasternAirline(Kunming)&LaosAirlinesTravelTradeFairsthattargettheChinesemarkete.g.CITSChinaInternationalTourismConferenceChinesetouristsusuallybookthroughatouroperatorsorsometimesonlineforLP.

Golf

GolffanaticsfromChina,Thailand&Vietnam.AlsosomeexpatslivinginBangkok,Singapore,HanoiandLocalLaoGovernmentOfficials.Stay3days/2nights.Usuallyinhigh-endhotels.Wantgoodspafacilities,bars&restaurants.

Solemotivationistoplaygolf.AsasecondaryactivitytheymayvisittheUNESCOcityofLPortheoddtemple.

Allyearroundhoweverpredominantlyinthedryseason(Nov-Mar)

UnknownYTD20159,904visitorshaveplayedgolf27.**thisdoesnotseparatelocalsfromtouristsand/orrepeat

USD200+perday.Guestimatebyworkshopteam.GreenfeepergameisUSD120forforeignvisitor.

Wordofmouth(businesscolleagues,friends)GolftournamentsGolfClubsGolfMedia:magazines&theinternet

TourOperatorswhospecialiseinGolfTrips

26MICT,201527LuangPrabangGolfClub,Nov2015


20

PrioritisedFlows



Whendotheycome

Howmanycome




visits.

ChineseCarCaravans

UsuallywealthierChinesewhotravelinacaravanof30to100vehicles.Usuallybelongtooneofthemany(500++)automobileclubsinChinawhoeveryyearorganizeseveralweek-longroadtripsthroughoutAsia.Willspend2nightsinLuangPrabang&thendriveontoVangViengfor1-2nightsandeitherreturntoLPorheadtoThailandorCambodiaviaVientiane.

Theylovetakingtheircarsonlongjourneys.Seeingsomething/somewherenew.

ChineseNewYearisthePEAKtime.Whentheyhaveenoughtimeoffworktotravellongdistances.

UnknownEachCaravancanhavebetween30to100carswith2peoplepercar.NationalStatsattheBotenChineseBordercrossingreveal278,228peoplecrossedin2014.What%ofthesearecaravansisunknown.

USD60–100++Guestimatebyworkshopteam.

AutomobileClubsinGuangzhou,Kunming,etc.Wordofmouth(friendsandothercarenthusiasts)

TourOperatorsinShantou,Kunming,Shanghai,Beijingetc.TouroperatorsownedbyChinesebasedinLP(thereare5)WebsitesofChineseownhotelsinLuangPrabang.

Backpackers

PredominantlyfromAustralia,UK&Europe.StartingtoseesomeKoreanbackpackers.18to29yearsofageandunder.Travellingtheregion(Cambodia,Thailand&Vietnam)Stayincheapguesthouses,eatstreetfoodandoftenbuyacoffeeordrinkinacafesorrestaurantsthathavegoodfreeWi-Fi.UtilisePublicTransport(Buses),&Tuktuks.Sometimeshiremotorbikesorbicycle.Keyactivitiesarewhitewaterrafting,elephantcamps,MountPhousi,ZipLining,trekking,homestaysplusKuangSi,TadSaeWaterfallandsometemplesintheUNESCOcity.PlusBowlingatnight.

Seeinganddoingwhilsthavingfun.

Allyearround2014.

Unknown

BetweenUSD15toUSD20perdayBudgettouristswillspendaroundUS$4–6eachoncraftsandtransport/excursionsperday28.

Friends&otherbackpackersTripAdvisorBackpackeronlineforumsTravelfish.com

GuestHousesTourismInformationCentresBackpackerwebsitesintheregion

ThaiMotorbikeCaravan

WealthyindividualsorgroupsusuallyfromBangkok–predominantlyThaiwithsomeAustralianandEuropeanexpatsaswell.OwnersofHarleyDavidson,BMWorKawasakiluxurymotorbikes.Oftenbelongtoabikeclubandwoulddocaravantripsintheregionafewtimesa

1.Spendingtimewith‘their’bikeonalongroadtrip.2.Seeingsomeofthesightsacountryhastooffer.

Thaifestival/publicholidays(longweekends).PeakarrivalsareinApril&May.

Unknownbutnumbersaregrowing.

USD70–USD200++perday.

MotorbikeClubsinBangkokWordofmouth(otherbikers)

TravelAgenciesinBangkok/AsiathatorganizeCaravantrips.Motorbikeclubswhoorganizetrips

28Ashley(2006)


21

PrioritisedFlows



Whendotheycome

Howmanycome




year.TendtostayinmidtohigherendhotelswhentheylandinLP.Spend2to3nights.

3.Endofeachdaysjourneytheyliketoenjoygoodfood.

Laosbasedtravelagenciesthatarrangebordercrossingandpoliceescortsfor<4people.

Note:ThetwosegmentsSoftAdventure&ExplorerAdventureasflowsareincorporatedintoWesternGroups,BackpackersandMid-rangeFITExperiential.Table3:LuangPrabangProvince:AnalysisofVisitorFlows


22

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

Note:Withtheabsenceofcomprehensivestatistics,scoringwascompletedbased input fromprivatesectorstakeholdersandtheDICT.Table4belowshowsthe15flowsthatwererankedforLuangPrabangProvince,highlightingthetop10flows.

Rank

FlowScoring1to3

No.ofTourists

Av.Spendpervisitorperday

ContributiontoResponsibleTourism

TotalHighest

PossibleScore=9

1 UpmarketExperiential 1.5 3 3 7.5

2 WesternTouristsGroups(Onlyseeing,8-25pax) 2 2.5 2.5 7

3 Thaiweekenders&holidayers 2.8 2 2 6.84 SoftAdventurer 2.3 1.8 2.5 6.65 MICE 1 2.5 3 6.56 Adventurer/Explorer 1 1.8 3.5 6.3

7 ExperientialFITs(MidMarket,seeing&doing) 1.5 2 2.5 6

8 LuxuryRiverCruise 1 3 2 6

9 KoreanGroups 2 2 1.8 5.8

10 StudyTours 1.8 0.8 2.5 5.111 ChineseBigGroups 2 2.2 0.5 4.712 Golf 0.5 3 1 4.513 ChineseCarCaravans 1.5 2.5 0.5 4.514 Backpackers 2.9 0.8 0.3 415 ThaiMotorbikeCaravan 0.8 2 1 3.8

Table4:LuangPrabangStrategicVisitorFlowsRanking&PrioritizationScoreCard&Rank


23

4.4OverallConclusionofAnalysisThefollowingarekeyconclusionsfromtheLuangPrabangVisitorFlowAnalysis:

1. Diversifyproductanddevelopnewflows:AlmostallvisitorstoLuangPrabangtownfollowasimilar flow – temples, National Museum, the NightMarket and Phousi Hill in the UNESCOtown, Kuang Si Waterfall and Pak Ou Cave. There are a few product and service providersbeyondtheremitofLuangPrabangtownhowevernotenoughtoattractpeoplefurtherafield.Almostallkeysitesandexperiencesoccurwithina20kmto30kmradiusoftheUNESCOsite.Withtourismnumbersincreasingandpredictedconflictsbetweensomeflowsatkeysites,e.g.ChineseBigGroupflowandUpmarketexperiential,itwillbekeyforLuangPrabangtodiversifyits current product offering and develop new flows beyond the remit of theUNESCOWorldHeritagetown.E.g.NongKiauw.

2. Seasonality: Almost all flows visit Luang Prabang between December to February creatingovercrowding and stress on all tourism infrastructure for three months of the year. Theremainderof theyearvisitornumbersare lowand tourismSMEs struggle tobreakevenwithhotel occupancies plummeting from 80%++ to below 20%. To overcome this significantinvestmentinmarketingthedestinationtoattractpeopleinthelowperiodsisessential.

3. PreserveandprotecttheculturalheritageofLuangPrabang:Therapidincreaseinvisitorsto

Luang Prabang has resulted in a correspondingly rapid and largely unplanned expansion oftransportationinfrastructureandaccommodationfacilities.ThishascausedsignificantnegativeimpactsonboththeenvironmentandthehistoricculturalresourcesofLuangPrabang.Ifthesenegative impacts continue at the current rate the province’s USP and the key motivation(UNESCOsite&culturalheritage) thatdrivespeople toLuangPrabang formanyof the flowsrunstheriskofbeingdestroyed.Theactivityplanhighlightsanumberofactionstoaddressthise.g. developing and implementing strategies for overcoming traffic congestion and overcrowdingatkeysitesaswellasimplementationofresponsibletourismguidelines.

4. SkillDevelopment:Allflowsrequirearangeofimprovedskillstobeabletomeetthedemands

ofcurrentand future internationalvisitorsand improve theoverall competitivenessof LuangPrabangProvincewithinLaosandtheregion.Keyskillsrequiredinclude: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 Responsible Tourism (how to implement into tourism destinations, sites and SMEs e.g.

waste,waterandenergymanagement)o DestinationManagement (visitormanagement, research & statistics, cultural heritage &

naturalresourcemanagementetc.)

ThedetailedactionplaninSection8specifiesactivitiesforeachflowandforthedestinationingeneral,includinganallocationofresponsibilitiesandresources.TheactionplanincludesspecificactivitiestoaddresstheaboveconclusionsandassistcapitalizeonthestrengthsandopportunitiesaswellasovercometheweaknessesandthreatshighlightedintheSWOTanalysis.


24

5. DestinationActionPlanThefollowingisacomprehensiveDestinationActionPlanforLuangPrabangProvince.

DestinationManagementActivityPlan,LuangPrabangProvince(2016–2018)

Code Nameofvisitorflow Identifiedactionstostrengthenflow Prioritylevel:1=high2=med3=low

Leadrespons.

Timing Resourcesneeded(USD)

Potentialsourceoffunding

Additional resources needed intermsofHRexpertise(costfortheHRexpertiseisincludedintheresourceestimates)

1 Thai Weekend &Festival HolidayMakers

1.1 Translate LP tourism website into Thailanguage.(Ref.A1)

1 MarketingTaskforce

Mar 16 –July16

(Ref.A1) -TIIGP-GiZ

-LPWebsitecoordinator-Thaitranslator/copywriter

1.2 Discuss pricing structure of temples for Thaitourists and consider ‘one price / ticket for alltemples**’ (prices are perceived as being tooexpensive and affecting the growth of this visitorflow)**This has been tried before with little success.Assesswhyandseeifpossibletoovercome.

3 DICTPIU Mar 16 –July16

3,000 -TIIGP TicketDesigner&Printer

2 Thai Motor BikeCaravans(High end Thais onHarley Davidson &BMWbikes)

2.1 In conjunction with other relevant ProvincialDICTs assess, prioritise and implement keyactivitiesonwhatneedstobedonetocatertotheThaiMotorbikeCaravansenteringLPProvinceandalongtherouteinwhichtheytravel.

2 DICTwithThaiMotorbikeCaravanTaskforce

Mar 16 –July17

Budgettofollowonceassessmentcomplete

-TIIGP-PrivateSector

TBCpostassessment

2.2 Develop & implement a tourism roadsidedirectionalsignageplanforLPprovince.(RefA9)

2 DICT PIUThaiMotorbikeCaravanTaskforce

June16–Dec18

RefA9

3 Chinese Groups (byAir)

3.1 Translate LP tourism website into Chineselanguage(Ref.A1)

1 Marketingtaskforce

(Ref.A1)

3.2ResponsibleTourismEducation(RefC5&C6) 1 ResponsibleTourismTaskforce

(RefC5&C6)

3.3IncreasethenumberofChinesespeakingLaos’sguides.(Ref.B1)

1 Hospitality&GuideTrainingTaskforce

(Ref.B1)

3.4Conductresearch(desk&primary)onChinesetouristsmotivations&behaviourtoLaos(&ASEANcountries) to assist tourism stakeholders developtheir products and services tomeet the needs of

2 StatisticsTaskforce

(RefD2&B6)


25


Leadrespons.




theChinesevisitor.(RefD2&B6)**IncorporaterecentresearchconductedbyFreetheBearsonTouristsattitudestowardsNature.3.5Attend trade fairs targeting this flow (Aim forthemoreaffluentgroupsofChinese)

1 MarketingTaskforcewChinese BigGroupTaskforce

Jan16Feb16Oct16

20,000 -TIIGP-DMCs

ChineselanguagespecialistMarketmaterialdesignerDMCsfromVientianeDMCs in Shanghai, Kunming,Beijingandotherkeyhubs

3.6 Stimulate investment for larger restaurantsoutside of LP city to deal with large ChineseGroups(50pluspax)

2 Dept. ofPlanning &Investment

Jan 16 –Dec18

N/a - DepartmentPlanning&Investment

PrivateSectorparticipants

3.7 Conduct aweeklong training course for chefsfrom restaurants and cafeswho are interested inserving Chinese food in LP and/or new chefs.(Complaints very limited no. of restaurantsservingChinesecuisine)

11

HospitalityTrainingTaskforce

Mar 16 –July16

5,000 -TIIGP-LUXEDEV

LANITHChefTrainerorspecialistChinesechef

4 ChineseCarCaravans(High end Chineseclients from PrestigeCarClubsinChina)

4.1 In conjunction with 8 other Provincial DICTsprioritise and implement key activities fromstrategydocument(currentlybeingdeveloped)onwhat needs to be done to cater to the ever-growingdemandsofChineseCaravansenteringLPProvinceandalongtheroutetheytravel.

2 DICT

Jan/Feb16-18

Budgettofollowonceassessmentcomplete

-TIIGP-JICA-PrivateSector

N/A

4.2 Develop & implement a roadside directionalsignageplanforLPprovincethatis intheChineseLanguage.(RefA9)

1 DICTPIU Mar 16 –Dec18

(RefA9)

4.3Encourageafewkeysupermarkets/storesandpetrolstationstoremainopenuntil10pm.

3 MunicipalCouncil

Jan16 N/A N/A

4.4 Develop camping grounds with parkingfacilitiesoutsideLPcityviaconcession

3 DICT Feb17 15,000 -TIIGP-Gov.budget

Private Sector to run the campsite

5 Korean Groups (byAir)

5.1TranslateLPtourismwebsiteintoKorean(Ref.A1)


Feb 16 –Dec18

(Ref.A1)

5.2IncreasethenumberofKoreanspeakingLaos’sguides.(Ref.B1)

1 Tour GuideTraining &HospitalityTaskforce

Mar 16 –Dec18

(Ref.B1)

5.3Attendtradefairsthattargetthisaudience 1 MarketingTaskforce

June16Oct16

20,000 -TIIGP-DMCs

KoreanlanguagespecialistMarketing & stand material


26


Leadrespons.




with AsianGroup

designerDMCsinVientianeDMCsinSeoul

5.4 Conduct Tour Operator & Media Fam trips.(Ref.A6)

1

MarketingTaskforce

April –Oct 16,17,18

Ref.A6

6 Golf

6.1 Conduct further research into this flow withkey stakeholders e.g. GM LP Golf course NevilleHammond, local tour operators and internationalgolftravelagencies


Jan–Mar16

N/A LPGolfCourse

6.2Conductresearchwith internationalGolfers inLPabouttheoverallexperience/offeringinLP.


Jan–Mar16

2,500 -TIIGP-LPGolfCourse

Laosresearchbasedexpertise

6.3Followingassessmentdevelopa listofpriorityactions&implemente.g.AttendGolftraveltradefairs


April16–Dec18

TBC -TIIGP-LPGolfCourse

7 MICE

7.1DevelopaclearstrategyandUSPforMICEinLPe.g.green,culturalandgroupsof<120pax

1 MICETaskforce

May16–Jun16

2,000 -MICEPrivateSector

Facilitatore.g.EDC

7.2 Update LP website to include a section onMICE

1 MICE &MarketingTaskforce

Aug16 200 - GiZ N/A

7.3CoordinatewithNational levelMICEtaskforceforco-marketingmaterials

1 MICETaskforce

Aug16 5,000 - MICEPrivateSector

- TIIGP

7.4ImplementmarketingstrategiesforlinkingGolf&MICE 2 MICE

Taskforce Sept16 N/A- MICEPrivate

Sector- LPGolfCourse

7.5AttendMICEtradefairsandothertravelfairs

2 MICETaskforce

April16Sept16Oct16

20,000- MICEPrivate

Sector- TIIGP

Marketing & stand materialdesignerDMCsinVientianeDMCs in Key Source Countries:Bangkok,HongKong, Singapore,Shanghai,Hanoietc.

8 Backpackers

8.1 Improve the information available onBackpacker products & services e.g. develop asmartphoneappforBackpackersandusethesameinformationtodevelopasectionontheLPwebsitededicatedtoBackpackers.


April–Sept16 10,000?

- TIIGP- GiZ- PrivateSector

(viaadverts)

MobileAppdesignerCopywriterProjectCo-coordinator

8.2ResponsibleTourismEducation(ref.C10) 2 Responsibl (Ref.


27


Leadrespons.




e TourismTaskforce

C10)

9 Upmarket / High EndExperientialTraveller

9.1 Develop innovative self guided historicalwalking tour of LP city including plaques oncolonial architecture describingwhat the buildingwas originally used for e.g. could includedownloadablepodcastsforsmartphones

1 Experientialtaskforce

Jan 16 –Dec18

15,000 - TIIGP- AFD- Australian

Govt.- UNESCO

International Cultural HeritageTourismExpertisePodcastdeveloperCopywriter,VoiceoverGraphicdesignerforprintedmapProjectCo-coordinator

9.2 Develop an app that includes all of the nicheproductsandeventshappeningeachdaye.g.likeaLUXEguidebutmobilefriendlynotprinted.This can also be used for the FIT ExperientialMarket(CrossRef.10.1)

2 Experiential&MarketingTaskforces

Jan 16 –Sept16

10,000? - PrivateSector- TIIGP

MobileAppdesignerCopywriterGraphicdesignerProjectCo-coordinator

9.3 Conduct regularmeetings between upmarkethoteliers and tour operators and experientialproduct & service providers to ensure bettercommunicationsandpromotionoftheupmarket/quirkyofferinginLP.


MonthlystartMarJan16

N/A - N/A

9.4AttendTradeFairssuchasILTMCannesorAsia 1 Experientialtaskforce

Nov/Dec16

15,000 - PrivateSector- GiZ- AFD

CopywriterGraphicdesignerProjectCo-coordinatorLaos or ASIAN specialist travelagenciesbasedinEurope

10 FIT Experiential MidMarket (see & do,groupsof1to7pax)

10.1Developanapp(Ref.9.2) 2 Experientialtaskforce

Mar 16 –Sept16

Ref.9.2 - PrivateSector- TIIGP

10.2Attendtradefairs(Ref.9.4&Ref.11.3)


Oct &Nov16

(Ref.9.4&Ref.11.3)

- PrivateSector

11 WesternTourGroups(8to25pax)

11.1 Provide training to experiential product &serviceproviders(MSMEs)onhowtodevelopandmarkettheirexperientialproducts&servicestobesuitablefortouroperators


Mar 16 –Dec18

5,000 - GIZ- The Travel

FoundationUK

Tourism Expertise or The TravelFoundationexpertsfromtheUK

10.2 Develop a small trade fair for experientialproduct & service providers to promote theirwares to experiential tour operators / DMCs inVientiane&LuangPrabang.


Mar 16 –Dec18

5,000 - TIIGP- Private Sector

StallFee

LP or Vientiane Based EventCoordinator&Assistant

12 LuxuryRiverCruises 12.1 Development of village / community basedtourism training at certain points along the flowe.g. Sensitization of locals to tourists – who aretourists,howtointeract,whattoofferetc.

1 LuxuryRiverCruiseTaskforce

Mar 16 –Dec18

10,000 - LUXDEV- JICA- Luxury Cruise

PrivateSector

Development expertise & LPCommunity Based TouristExpertise


28


Leadrespons.




12.2 Development of responsible village /community-based,experientialtourismproducts&services at certain points along the flow. E.g.handicrafts,guidedvillagetour,ricefarmingetc.Note: Build on existing assessment by PeterSemoneof LUXDEV completed in 2014/15on theMekong.

1 LuxuryRiverCruiseTaskforce

Mar 16 –Dec18

10,000 - GIZ- LUXEDEV- DICT- PrivateSector

Community Based TouristExpertise / Tourism ProductDevelopmentExpertise

12.3 Improved targeted marketing and sales toensure boats are fullwhen returning to Thailand.E.g.attend luxurycruisetradefairs&othertraveltradefairs

2 LuxuryRiverCruise&MarketingTaskforces

Mar16 -Dec18

N/A - PrivateSector

12 ExplorerAdventure 12.1Conductadventureguidetraining

1 Adventure& ExplorerTask Force& SkillDevelopment

May16–Oct16Everyyear

ReferBelow

12.2 Conduct tourism awareness workshops invillageswhereadventuretourismtakesplace

2 Adventure& ExplorerTaskForce

May17&18 – Oct17&18

5,000 -TIIGP Community Tourism Expertand/or Community SocialMobiliser

13 StudyTours 14.1AttendrelevanttradefairspromotingLPasakeystudytourdestination

2 Study TourTaskForce

Mar 16 –Dec18

10,000 - PrivateSector

Development of marketingmaterialsandfairstand.

14 Chomphet WalkingTrail

15.1Prioritiseinfrastructurelist(Ref.E5-16)

1 DICT PIUwithChomphetWalkingTrail

Mar 16 –Dec18

N/A -TIIGP-JICA-DICTPIU

15.2 Develop Priority Signage (directional &interpretative)(RefA9)

1 ChomphetWalkingTrail&DICTPIU

Ref.A9

15.3Assessifanytrainingisforresidentsalongthetrail on how to deal with tourists, responsibletourismetc.Ref.C12

1 ChomphetWalkingTrail&

Ref.C12


29


Leadrespons.




ResponsibleTourismTaskforce

15.4Developmarketingmaterialsanddistributetohotels, restaurants, travel agencies & touroperators.(Ref.A12)

2 ChomphetWalkingTrail&MarketingTaskforce

Ref.A12

15 Nong Kiauw (MuangNoiDistrict)NEWFLOW

16.1DeveloptourismactionplanforthedevelopmentofNongKiauwasagreen/ecotourismdestination.E.g.assessinfrastructure,productdevelopment,training,marketingetc.

2 NongKiauwTaskforce

Mar 16 –Dec18

10,000 - GIZ- TIIGP- PrivateSector

GIZ expertise & internationaltourismexpert(Ecotourism)

Activitiesofimportanceforseveralflows Priority

1=high2=med3=low

Lead Timing Resourcesneeded(USD)


Additional resources needed in termsofHRexpertise(Cost fortheHRexpertise is included intheresourceestimates)

A. Marketing, promotion and tourism informationmanagementactivities

A.1TranslateLPwebsiteintootherkeylanguagese.g.Thai,Korean&Chinese 1

MarketingTaskforce

Jan–Jun16 15,000 -TIIGP-GIZ

LP or Vientiane Language translators /copywritersLPWebsiteCoordinatorOtherhostingcharges

A.2BuildontheexistingbrandexpressionofLPandrolloutacrossarangeofmarketing&promotionalmaterials 1 Marketing

TaskforceMar16–Aug17

50,000 -TIIGP

InternationalBrandingSpecialists

A.3 Build capacity on brand expression / USP amongst localstakeholders 1 Marketing

TaskforceMar16–Aug16

5,000 -TIIGP-GIZ

GiZ,PrivateSectorBrandingSpecialists

A.4 Brand expression in strategic locations and throughmerchandiseandinformationboards 1 Marketing

TaskforceAug 16 – Dec17

10,000 -TIIGP-GiZ

Lao based design expertise (follow-brandexpressionguidelines)

A.5Commissionaninternational3rdpartyorganisationtomarket&promoteLuangPrabangtokeymarkets 1

MarketingTaskforce

Mar16–Dec18

150,000 perannum

-TIIGP- Private SectorAssociations

Asia or European based DestinationMarketingExperts.**John

A.6 Develop a comprehensive Tour Operator & Media Fam tripprogrammecoveringkeyAsianandEuropean/Australianmarkets**Ifinternational3rdpartymarketingorganisationiscommissionedA.5costsareincludedinA.6

1

MarketingTaskforce

April – Oct16,17,18

50,000 -TIIGP- Private SectorAssociations-PrivateSector

3rd Party Asian or European basedtourismdestinationmarketingcompany3rdPartyteamrecruited&locatedinLP


30

Activitiesofimportanceforseveralflows Priority1=high2=med3=low




A.7Improvequantity,quality&layoutoftheLPtourisminformationoffice.Note: asmuch information as possible should be developed usingmobileappswithminimalprintedmaterial.

2

MarketingTaskforce

Jan–Dec17 5,000 -TIIGP-PrivateSector

Laobaseddesignormarketingexpertise

A.8 Conduct training for tourist information staff (3 or 4 keylanguages,customerserviceetc.)

2

MarketingTaskforce

Jan 16 – Dec17

6,000 -TIIGP-GIZ-JICA-KOICA-AustralianGovernment

Languagetrainers(LanithorARDA)

A.9Develop&ImplementSignagePlanfora)roadsidesignage&b)all key sights: include directional and interpretative signage in arangeoflanguages.

1

DICTPIUwithrelevantindividualTaskforces.

June16–Dec18

200,000 -TIIGP-GiZ-DepartmentofRoads-DepartmentofPlanning &Development-UNESCO

Development partner expertise;International tourism consultant withexpertise in tourism roadside signageand international consultant withexpertise on tourism interpretativesignage(maybeaseparateconsultant)Copywriters – cultural heritage &natureDesignersforallsignage

A.10 Re-implement audio tours at The Museum using existingmaterialsfundedbyNarrowcasters. 1

DICT Jan 16 – Mar16

2,000 -TIIGP-AustralianEmbassy

NarrowcastersTheMuseum

A.11 As an extension of LP Website develop central portal forinformation sharingbetweenkey tourismstakeholders (DICT/MICTtourism statistics & survey reports, reports & survey results fromdevelopmentpartners,associationsetc.)

2

DICTPIU Mar16–Dec18

5000 Development partner expertise;internationalconsultant

A.12ChomphetDistrictWalkingTrail:Developmarketingmaterialsto promote the Chomphet walking trails & distribute to touroperators,travelagencies,guesthousesandhotels.

2

TheMarketingTaskforce&ChomphetTaskforce

Mar17–Dec18

5,000 -TIIGP-KOICA-GiZ

HoboMapsCopywriter&GraphicDesignerMobileAppdeveloper(?)

B. SkillsDevelopmentactivities B.1 Adapt & implement Swisscontact’s CTBP English training pilotfortourismemployeesinLPProvinceàadaptcurriculumandtrainingmaterials(ifnecessarytobemorerelevanttoLPProvince)àIncludeChinese&Koreanlanguagesà Select candidates from Tour Guides, Transport Providers,Restaurant&HotelStaff

1

TourGuideTraining&HospitalityTaskforce

Jan 16 – Dec16

60,000 - TIIGP- PrivateSector

- GiZ- LUXDEV

CollaborationLanithLuang Prabang (ARDA) or VientianebasedlanguagetrainersHotelandRestaurantAssociationTravelAgentAssociation(Guides)TransportAssociation

B.2Review&improvetourguidetrainingcurriculumofDICT 2 TourGuide Mar 16 – Oct 5,000 -TIIGP Development Agency Expertise,


31





àadaptcurriculumandtrainingmaterials(ifnecessarytobemorerelevanttoLPProvince)àincludespecializationsforadventureandeco-tourismàincludelanguagetraining(B.1)

TrainingTaskforce

16 UNESCOguidelines

B.3 Train TourGuides forhighdemanded specializations i.e. thosetrained for the Chinese & Korean markets, those trained to beculturalheritageexperts,thosetrainedtobenatureguidesetc.Includeinternships,famtripsandclassroomtime. 2

TourGuideTrainingTaskforce

May16–Oct16May17–Oct17

3,000 -TIIGP-LUXDEV-USEmbassy-PrivateFoundations-PrivateSector

LanithtrainersFreetheBears(currentlyhaveprogrammetotrain100natureguides)UNESCOOffice(Heritageguidecurriculums)Hotel&RestaurantAssociationOtherprivatesectorexperientialproduct&serviceproviders

B.5 Continue to implement training workshops on food safety &hygiene for MSMEs (restaurants, street vendors, cafes, guesthouses,restaurantsetc.)

2HospitalityTrainingtaskforce

Mar–Apr16 1000 -TIIGP-LUXDEV

Lanith trainers / Luang Prabang HotelandRestaurantAssociation

B.6 Develop training workshops fro SMEs on how to develop andmarketyourproducts&servicesfortheChinesemarket.ShouldalsoincludeinformationonunderstandingChinesetouristbehaviour 2

MarketingTaskforce

Jan 17 – Dec17

5,000 -TIIGP-Hotel&RestaurantAssociation

Trainers with Expertise in Chinesemarket

C. Strengthenresponsibletourismbehaviorintheprovince C.1 Establish criteria for responsible tourism destinationmanagementinLPProvinceandbuildcapacitywithinalltaskforces 1

Responsibletourismtaskforce

Jan 16 – Dec16

15,000 - TIIGP- GIZ

ResponsibleTourismExpert;SwisscontactExpertise

C.2 Set up and enforce solid waste management systems in keytourismlocations(PakOu,alongtheriver inLPcity,PadSae,NongKiauwetc.)Note: Build on thework / systems already in place in Kuang Si &partsofLPcitywithFreetheBears&WeLoveLuangPrabang

1


Jul16–Jul17 50,000 -TIIGP

Lao based solid waste managementexpertise; WWF; We Love LuangPrabang;FreetheBears

C.3 Train hotels and restaurants in LP on how to be a moreenvironmentally & socially responsible business. Reduce Waste,Energy&Waterconsumption. 2

LuangPrabangHotelandRestaurantAssociation

Apr–Sep16 20,000 -TIIGP

LANITH (Build on TheMark), TravellifeCertification, The Travel Foundation(Green Business Materials), Lao basedsustainabletourismbusinessexpertise

C.4Train tuktukdrivers (includeother transportproviders)on fairandresponsiblebehaviourwithtourists

1


Jan–Dec17 5,000 -TIIGP-DICT-TransportAssociation

LaoBasedSustainableTourismExpert

C.5Organizeacampaignagainstpurchasingivoryandotherillegallytraded items e.g. tortoises. Specifically target Chinese tour guidesandChinesetourists. 2


Jan–Dec17 5,000 -TIIGP-WWF

FreetheBears


32





C.6 Develop strategies for enforcing responsible behaviour ofChinese&othertouristsatAlmsGiving.Currentbrochures/postershavenoimpact–nobehavioralchangeseen.

1AlmsGivingTaskforce

Jun–Aug16 N/A N/A

C.7 Produce & distribute relevant educational materials onresponsiblebehaviourduringthemorningAlmsGiving.Placeinkeylocations such as airports, bus terminal, hotels, guest houses &restaurants

1

AlmsGivingTaskforce

Jun–Oct16Jan/Feb17Jan/Feb18

6,000 -TIIGP

Copywriters / translators for keylanguages(Chinese,English)

C.8ProvidecomprehensivetrainingtotourguidesfrombothLaos&international guides (e.g. Australian, Dutch & Chinese etc.) onresponsiblebehaviouratAlmsGiving 1

AlmsGivingTaskforce

Oct16Jan17

4,000 -TIIGP

Lanith trainers trained ResponsibleAlmsGiving

C.9 Continue to provide training toAlms giving food suppliers e.g.micro enterprises to ensure health standards are met andresponsiblebehaviourtotourists 1

AlmsGivingTaskforce

Jun–Oct16 3,000 -TIIGP-DICT

LanithTrainers

C.10 Develop strategies for enforcing responsible behaviouramongst back packers. Distribute flyers, posters to guest houses,airports,busstations,restaurantsetc.

2ResponsibleTourismTaskforce

Jun–Oct16 2,000 -TIIGP

Designer,copywriter&printing

C.11 Develop & promote an emergency number for tourists. Noawarenessofitanumberexistsandwhatitis.

1ResponsibleTourismTaskforce

Jan–June16 500 - TIIGP- DICT

C.12ChomphetWalkingTrail: Developtrainingforresidentsalongthetrailonhowtodealwithtourists,responsibletourismetc.

2

ResponsibleTourismTaskforce&ChomphetWalkingTrail

May–Oct17 3,000 -TIIGP-GiZ

LanithTrainers

C.13 Develop and implement responsible tourism guidelines forElephanthandlingandmanagementatElephantcampsinLP. 2


Jun–Oct16 3,000 -TIIGP-WWF

Elefant Asia, Free the Bears, WorldWildlifeFund

D. Tourismstatisticsanddatamanagement D.1 Build capacities on tourism-related M&E, statistics and datamanagement(followingaunifiedapproachthroughoutLaoPDR)forgovernmentofficialsandtourismprojectstaffmembers

1DICTstatisticsteam

Feb 16 – Dec18

20’000 -TIIGP

ADB,Swisscontact,NZ-MICT,GIZ

D.2Carryoutanannualtourismexitsurveyswithspecificquestionstargeting keymarkets i.e. questions for Chinesemarket, questionsforThaimarket,andquestionsforBackpackersetc.**IncorporateresultsfromFreetheBearNatureSurvey(2014/5)

1

DICTstatisticsteam

Feb 16 – Dec18

15’000 - TIIGP- GiZ

ADBstatisticsexpertise,Free theBears& University of the Sunshine Coast inAustralia,

D.4 In conjunction with national level MICT conduct research &develop online document on the motivations and behaviour ofChinese Tourists and how SMEs can develop and market theirproducts & services for them. E.g. how & who to offer cultural

2

DICTstatisticsteam

Feb 17 – Dec18

10’000 - TIIGP- GiZ

ADBstatisticsexpertise;GIZ;


33





experientialproductstotheChineseD.5Carryoutanannualtourismbusinesssurvey

1DICTstatisticsteam

Feb 16 – Dec18

15’000 -TIIGP-GiZ

ADBstatisticsexpertise;EDC;GIZ

E. Transport,accessibilityandinfrastructure***Mostcosts for this infrastructure/upgradingareguestimates.Morepreciseestimatesarerequired

E.1 Develop& implement visitormanagement / flow strategies atkey sites tobeproactive indealingwithovercrowding. (CrossRef.I.5) 1

DICT Mar16–Dec18

30,000 -TIIGP-KOICA-JICA-UNESCO

InternationaltourismexpertRelevanttrainingstaffIndividualsitemanagementstaffUNESCO

E.2LPCity:DevelopmentofpublictoiletsinkeylocationswithinLPcity 2 DICTPIU May16–Oct

1750,000 -TIIGP

Architecture&ConstructioncompanyUNESCO

E.3KuangSi: Improvealldirtpathswithinthesitetoavoidfurthererosion&degradation(inanenvironmentallyfriendlyway) 1

DICTPIU Mar16–May16

3,000 -TIIGP-FreetheBears-WWF

Construction / works department orcompany

E.4PhousiHill:RectifywaterproblemswithtoiletsinPhousiHill1

DICTPIU Jul 16 – Dec18

3,000 -TIIGP-JICA-Govtmoney?


E.5ChomphetDistrict:ImprovetheroadforvehiclesandpassengersfromthepiertoXiengmenvillage 2


? -TIIGP-JICA-Govtmoney?


E.6ChomphetDistrict:ImprovethepierandstairsatXiengmenvillage 1

DICTPIU&ChomphetWalkingTrail

Jul 16 – Dec18



E.7ChomphetDistrict:ConstructacarparkandawaitingareaattheboatstopatChanneuavillage 2


Jul 16 – Dec18



E.8ChomphetDistrict:ImprovethewalkingpathwithinChanneuavillage 2


Jul 16 – Dec18



E.9ChomphetDistrict:Expandthepavedroad(AFD)andotherwalkingpaths 2


Jul 16 – Dec18



E.10ChomphetDistrict:Constructpublictoiletsattheimportantlocationsalongtheforesttreks 1


Jul 16 – Dec18



E.11ChomphetDistrict:ImprovethepieratChannueavillage1

DICTPIU&Chomphet

Jul 16 – Dec18

2,000 -TIIGP-JICA



34





WalkingTrail -Govtmoney?E.12ChomphetDistrict:Installsignboardsandinformationboardsatkeylocations(Ref.A9) 1


Jan 16 – Dec18

Ref.A9 -TIIGP-JICA

Development partner expertise;internationalconsultant

E.13ChomphetDistrict:Improvethewastemanagementandtreatmentincludingrubbishcontainersanddrainage(Ref.C2) 1


Jan 16 – Dec18

Ref.C2 -TIIGP-JICA


E.14ChomphetDistrict:ConstructpublictoiletatthepierinXiengmenvillage 2


Jul 16 – Dec18



E.15ChomphetDistrict:ImprovethewalkingpathwithinXiengmenvillage 1


Jul 16 – Dec18



E.16ChomphetDistrict:Paycompensationtoaffectedfamilies

1


Jul 16 – Dec18



E.17PakOuCave:ConstructanewmainpierattheThamtingcavearea 2




E.18PakOuCave:ConstructanewsecondarypiertotheupperThamtingcavearea

2




E.19PakOuCave:Build6ferriesatthepier2

DICTPIU Jan 16 – Dec18

? -TIIGP-JICA


E.20PakOuCave:ImprovestairsandpathattheupperandlowerThamtingcave 1




E.21PakOuCave:InstallandimprovetheelectricitysystematThamtingcave 1




E.22PakOuCave:ImprovethepublictoiletsatthewayuptotheupperThamtingcave 2




E.23PakOuCave:SetupalocalhandicraftandsouvenirshopattheThamtingcavearea(Giveconcessiontoprivatesector) 2




E.24PakOuCave:Installsignboardsandinformationboardsatthe 1 DICTPIU Jul 16 – Dec18

(Ref.A9) -TIIGP-JICA



35





keylocationsofThamtingcave(Ref.A9) -Govtmoney?

E.25PakOuCave:Installrubbishcontainersandimprovethewastemanagementanddrainagesystem(Ref.C2) 1


(Ref.C2) -TIIGP-JICA-Govtmoney?


E.26PakOuDistrict:Improve10kmofroadtoPakOu

2




E.27PakOuVillage:ImprovethesecondaryroadtoPakOuvillage2




E.28PakOuVillage:Constructaparkingspace

2




E.29PakOuVillage:Improvethemainroadtothevillage2




E.30PakOuVillage:Improvetheroadinsidethevillageandthewalkingpathtothepier 2




E.31PakOuVillage:Improve3walkingpathsandstairstothepier2




E.32PakOuVillage:Constructtoiletsattheparkinglot2




E.33PakOuVillage:Setupaplaceoralocalhandicraftshopattheparkinglot(Concessiontoprivatesector) 2




E.34PakOuVillage:Installtherubbishcontainersandimprovethewasteanddrainagemanagementsystem(Ref.C2) 1




E.35PakOuVillage:Installsignboardsandinformationboardsatthekeylocationsinthevillage(Ref.A9) 1


(Ref.A9) -TIIGP-JICA-Govtmoney?


E.36XanghayVillage:Continuetoimprovetheroad/walkingpathsandthedrainagesystemwithinthevillage 1




E.37XanghayVillage:Constructaparkinglot 2 DICTPIU Jul 16 – Dec18

? -TIIGP-JICA



36





-Govtmoney?E.38XanghayVillage:Improve3paths/stairstothepier

1DICTPIU Jul 16 – Dec

183,000 -TIIGP

-JICA-Govtmoney?


E.39XanghayVillage:Improve3piers,includingstairhandrailsandthesafetysystem 1




E.40XanghayVillage:ConstructaLaowhiskyinformationdisplaycenter 1




E.41XanghayVillage:Constructtoiletsatthekeylocations1




E.42XanghayVillage:Installsignboardsandinformationboardsatthekeylocations(Ref.C2) 1




E.43XanghayVillage:Installrubbishcontainersandimprovethewasteanddrainagemanagementsystem(Ref.A9) 1


(Ref.A9) -TIIGP-JICA-Govtmoney?


E.44XanghayVillage:Paycompensationtotheaffectedfamilies 1




E.45Increaseinvestmentinbatteryoperatede-tuktuk’s(currently8needmore) 1


? -TIIGP-JICA-PrivateSector


E.46 Implement an environmentally friendly shuttle loop bus (hopon,hopoff)forLPcitytoassistimprovetrafficcongestioninLPcity 1




E.47Develop further environmentally friendly strategies to reducetrafficcongestionwithinLPcity. 1

DICTPIU Jan 16 – Dec18

5000 -TIIGP-JICA

Development partner expertise;internationalconsultantDepartmentofRoads/Traffic

E.48 Strengthen transport association to ensure a more proactiveandsustainablebody 2 DICTPIU Jul 17 – Dec

183,000 -TIIGP

Willdependoninitialassessmenttoseewhattypeofskillsareneeded.

F. ProductDevelopment F.1Nightmarket:Review&upgradetheentirenightmarketproducttobemoreauthenticandmoreinteresting/excitingforvisitors.E.g.artisan activities (singing, dancing etc.,) sitting areas, keephandicrafts authentic, introduce food component. Review nightmarketsinternationallyandimprovetobeofinternationalstandard.E.g.ChristmasmarketsinGermany,BoroughmarketsinLondonetc.

1

NightMarketTaskforce

Mar16–Dec18

20,000 -TIIGP-UNESCO-JICA-KOICA-Otherdonors

International expert in festivals /markets

F.2CulturalPerformances:Assessthedemandformoreprofessionalperformersdancers,singers,storytellersetc.tocaterforhotelsand 2 DICT Jan–Jun16 5,000 -DICT Professionaltrainersforeachdiscipline


37





MICEmarketplusnighttimeentertainment.F.4PakOuCave:DevelopexperientialproductsforboattriptoandfromPakOuCavetoincreaseguestexperience.E.g.villagelife,ricefarming,weavingetc.

1PakOuTaskforce

Jan–Jun16 10,000 -TIIGP-GiZ-TourOperators

Development Agency Expertise, CBT /Productdevelopmenttourismexpert.

G. Tourismpoliciesandregulations G.1Identifypolicyissueswhicharehinderingtourismdevelopmentin Luang Prabang province, in collaboration between public andprivate sector stakeholders e.g. registration process for touroperators/guideswithindividualsandgroupvisitors

1

PolicyTaskforce Jan–Jun16 N/A N/A

Inputfromtraveltradeassociations

G.2Presentandaddressidentifiedpolicyissuesinnationalleveltaskforceonpoliciesandregulations 1 PolicyTaskforce Jun16 N/A N/A

VTE based national level travel tradeassociations

G.3LobbyforrevisedvisafeestobecompetitivewithotherASEANcountries.E.g.forMICEmarket 3 PolicyTaskforce Jun 16 -

ongoingN/A N/A

DepartmentofImmigration

G.4InitiatediscussionswithLaosAirlinesforlargeraircrafttoLPandlowcostpackagesforThaimarkets(beyondFree&Easy) 2 PolicyTaskforce May 16 -

ongoingN/A N/A

DepartmentofImmigration

H. TourismSMEsupportactivities H.1 Business planning support to selected SMEs supporting thestrengtheningofprioritizedflows 2 DICTPIU Jul 16 – Dec

1810’000 -TIIGP

Lao based business planningconsultants(e.g.EDC)

H.2FacilitationofaccesstofinancetoselectedSMEssupportingthestrengtheningofprioritizedflows 2 DICTPIU Jul 16 – Dec

1810’000 -TIIGP

Lao based business planningconsultants(e.g.EDC)

I. DestinationManagementNetwork I.1 Organize bi-annual meeting of Destination ManagementNetworkBoardformonitoringofDestinationManagementPlan 1 DMNsecretariat Jun/Dec 16,

17,182,000 -TIIGP

Development partner backstopping(ADB,GiZ,LUXDEV,JICA,KOICA,etc.)

I.2EstablishtaskforcesoftheDestinationManagementNetwork 1 DMNboard Jan/Feb16 N/A N/A Development partner backstopping(ADB,NZ-MICT,Swisscontact,GIZ)

I.3BackstoppingofDestinationManagementNetworkactivities1

MICTPIU Jan 16 – Dec18

15,000 -TIIGP-NZ-MICT

Development partner backstopping(ADB,GiZ,LUXDEV,JICA,KOICA,etc.)&EDC

I.5TrainingofgovernmentstaffandDMNboardmembersinvisitor-flowbaseddestinationmanagement.(CrossRef.E1) 1 MICTPIU Jun/Dec 16,

17,182,000 -TIIGP

-NZ-MICTEDC

I.6 Exchange visit with other destinations with their own DMNstructureinLaos 2 MICTPIU Mar17 5,000 -TIIGP

-NZ-MICTDevelopmentpartnerexpertise

I.7 Effective coordination, implementation & accountabilitymechanism for tourism issues relevant to several governmentdepartmentse.g.trafficcongestion,wastemanagement,zoningetc.

2Allrelevant Mar17 5,000 -TIIGP

-NZ-MICTDevelopmentpartnerexpertise


38

6. MonitoringandEvaluation

6.1WhyMonitoring&Evaluation?MonitoringandEvaluationisausefulwaytotrackyourdestinationsperformance.ItcanassisttheLuangPrabangDMNin:

• Havingimprovedinformationfordecisionmaking• PrioritizationoftheDMPactionplan• Improvingtheapproachtotourismplanning• Identifyingareasthatneedmoreimprovement• MeasuringtheperformanceoftheDMNinimplementingtheDMP• Improving communication & coordination between tourism stakeholders (private and public

sectors)• Enhancingthevisitorexperience• Improvingthesustainabilityofthedestination• Influencingpolicychanges

Destinations in Laos have relied on a limited range of statistics such as visitor arrival numbers andvisitorsatisfactionratingstomonitortheirdestination. Thesestatisticsdonottell thewholestoryoftourism’simpacts.Collectingdataonabroadrangeofissuesrelevanttotheimpactoftourismonthelocal economy, cultural heritage and communities, and the environment will help build an accuratepicture of what is really going on in Luang Prabang Province. It will also help build a competitivesustainabletourismdestination.

6.2TheResultsFrameworkThe results framework below (Figure 3) details the intended impacts and outcomes for the LuangPrabangDestinationManagementPlanifalltheproposedactivitiesintheDestinationActionPlanareimplementedoverthenextthreeyears(2016–2018).The Destination Management Network (DMN) should familiarize themselves with this resultsframeworkusing itnotonly toassist themmonitorandevaluate theirprogressbutasa reminderoftheiroverallvisionforthedestination.


39

Figure4:LuangPrabangProvinceTourismDestinationManagementPlanResultsFramework

6.3TheMeasurementPlanThemeasurementplanbelowprovidestheDMNwithaguidelineonwhattomonitortoevaluatetheirprogress and success implementing theDMP. It also gives suggestions on how tomeasure, bywho,whenandwhoisresponsiblefordeliveringandoverseeingthemeasurement.Themeasurementplanwill require a collaborative stakeholder approachwith 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


40

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(DICT,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%


41

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


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)


Annuallyduring highseason

Baseline:FirsttimesurveydataTarget:2016:50%2017:70%2018:80%

Percentageofreturnvisitorswithin the last 5 yearsamongst total number ofvisitors

Exitsurvey



Baseline:FirsttimesurveydataTarget: To be set once baselinedataisavailable2016:2017:2018:

Percentage of visitors whoconsider the followingaspects of the destination

Exitsurvey



Baseline:Firsttimesurveydata


42

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




Target:2016:30%2017:40%2018:50%

The number of times thedestination has beenspecifically promoted in

During DMNCommitteemeetings





43

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


Target:2016:22017:42018:6

The number offamiliarization trips of touroperators and/or media tothedestinations

Marketing taskforceregularmonitoring

Marketingtaskforce Regularly, butreportedduring annualDMNCommitteeMeetings


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


Baseline:FirsttimesurveydataTarget:2016:yestoa-c2017:yestoa-c2018:yestoa-c


44

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




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




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

ECONOMICIMPACTTourism Flow(volume & value)atDestination

The number of visitors permonth and year,disaggregatedby country oforigin

DICTstatistics StatisticTaskforceDept.ofImmigration/bordercontrol,airportcontrol,CHRACPATA

Regularly, butannual dataevaluation

Baseline:DICTstatistics

Target:2016:tbd


45

CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETS2017:tbd2018:tbd

Number of prioritizedtourism visitor flows in theDMP with perceivedsatisfactory growthtendencies/vectors




Baseline:FirsttimedataTarget:2016:tbd2017:tbd2018:tbd

Average daily spend permainvisitorflow

Exitsurvey



Baseline:FirsttimedataTarget:2016: increase by 20% ascomparedtopreviousyear2017: increase by 20% ascomparedtopreviousyear2018: increase by 20% ascomparedtopreviousyear

Average length of stay permainvisitorflow

Exitsurvey



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

DICTstatistics StatisticTaskforce



Target:2016: +20% as compared toprevious year (depending onoverall growth of economy indestination)2017: +20% as compared topreviousyear


46

CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETS2018: +20% as compared topreviousyear

Enterpriseperformance

Average occupancy rate incommercial accommodationper month and average fortheyear




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





Target:2016:50%2017:50%2018:50%

PercentageoftourismSMEswho state an improvedbusinessperformance/revenue ascomparedtopreviousyear




Baseline:FirsttimedataTarget:2016:50%2017:60%2018:70%

Net growth (newlyregistered–closedbusinesses) in registeredtourismSMEsindestination




Target:2016:+102017:+102018:+10

Employment Direct tourism employmentas percentage (%) of total


Regularly, butannual data



47

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




Target:No targets, but more asmeasure of the importance ofthesectorandhowthischangesovertimeTarget:No targets, but more asmeasure of the importance ofthesectorandhowthischangesovertime

SOCIALANDCULTURALIMPACTCommunityImpact

% of community memberswhoperceivetheimpactsoftourism on theircommunitiesaspositive

Communitysurvey

StatisticsTaskforce



Target:2016:+20%2017:+20%2018:+20%

Number of villages involvedintourism




Target:2016:2newones2017:2newones2018:2newones

Number of registeredtourism SMEs owned bylocalresidents




Target:2016:2newones


48

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)





Target:2016:22017:22018:2

ProtectingandEnhancingCulturalHeritage,LocalIdentityandAssets

Percentageof listedculturalheritagesites(atnationalorprovincial level) with anoperational heritagemanagementplan




Target:2016:50%2017:80%2018:100%

Percentage of SMEs whoactively source productslocally

Business survey,districtoffices

StatisticsTaskforce



Target:2016:+20%2017:+20%2018:+20%

ENVIRONMENTALIMPACTSolid 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


49

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)





Target:2016:12017:+12018:+2

Water andsanitation

Percentage of tourismtourism businesses andgeneral households withappropriate waste watermanagement practices(according to prevailingregulations)

Business survey;governmentstatistics




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





Target:2016:22017:+22018:+2


50

CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSNumber of approvedtourism investmentprojectsposing a threat to thenatural assets and thereputation of thedestination





Target:2016:02017:02018:0

Table5:LuangPrabangDestinationManagementMeasurementPlan,November2015


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.Chittaphong,A.(2008)CommunityresponsestoculturalheritageconservationinLuangPrabangcity,LuangPrabangprovince,LaoPDR.ChiangMaiUniversity.Cochrane,J.(2008)AsianTourism:GrowthandChange.PublishedbyElsevierUK&TheNetherlands,2008.


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DepartmentforInformation,CultureandTourism(2014)2014TourismSatisfactionSurvey(Part3)FinalReport.LuangPrabangProvince,November2015.DepartmentforInformation,CultureandTourism(2010)TourismdevelopmentandpromotionstrategyLuangPrabangprovince2011-2020.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.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-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.


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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).Pp37to45.,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.Otheronlineresources:http://www.tourismlaos.info/luangprabang/luangprabang.htmhttp://tourismluangprabang.orghttp://whc.unesco.org/en/list/479http://www.luangprabangairport.comhttp://hobomaps.comhttp://www.backpackdiary.com/south-east-asia/nong-khiaw-a-charming-village-only-4-hrs-from-luang-prabang


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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.SVFsconsistofspecifictravelersegmentswithsimilarmotivationsandthatpursuesimilaractivities.Theytendto


55

belocalized(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!


56

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)leadingtomismatchedexpectationsandanassumptionthatinternationalDMOmodelswillworkinLaoPDR.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.ForafulllistoflessonslearnedinLaoPDRandotherdestinationssimilartoLaoPDRcanbeseeninAnnex1.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 2) 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.Itsroleistomotivate,enable,facilitateandadviseacollectionofvisitorflowsand


57

provincialtaskforces.TheDMNisnotahierarchicalmanagementorganisation(e.g.CEOrun)butratheragroupthatisnetwork-basedthatcaninfluenceandhelpadestinationdevelop.

ThisLuangPrabangProvinceDestinationManagementPlanhasbeendevelopedasaresultofaseriesofworkshops conductedwithawide rangeof tourism stakeholdersby Swisscontact29and fundedbytheAsiaDevelopmentBankinconjunctionwiththeMinistryofInformation,CultureandTourism.Thisplanisasharedstatementofintentofhowtoplan,promoteandcoordinateLuangPrabangProvinceasatourismdestinationoverathree-yearperiod30.TheDMPsetsouttheagreedvisionforLuangPrabangProvince’sprioritystrategicvisitorflows,opportunitiesandchallengesfaced,adestinationactionplanandamonitoringandevaluationplan for theperiod2016–2018. Itarticulatesboth therolesof thedifferent stakeholders, identifies clear actions that they will undertake and the resources they willallocate.TheDMPwillbereviewedonabi-annualbasisbytheDMNandrevisedonanannualbasis.

29www.swisscontact.org,LaosPDR30ForthisDMPthetimeframeisathree-yearperiodhoweveritcanbeforanyagreedtimeframe.


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Annex3:PurposeandUseoftheDestinationManagementPlansThe purpose of this Destination Management Plan (DMP) is to support the planning, coordination,marketingandoverallmanagementof LuangPrabangProvinceasa tourismdestinationovera threeyearperiod(2016–2018).ThisDMPwillsupportLuangPrabangProvince’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.

ThekeypartoftheDMPisanactionplanthatspecifieskeyvisitorflowstofocuson,outlinesactivities,actorsandtheirresponsibilities,andallocatesfinancialresources.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.”TimelinefortheelaborationandapplicationoftheDMP:

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:LuangPrabangProvinceTourismStatistics

Source:MinistryofInformation,Culture&Tourism,2014TourismStatisticalReport



-

2,000,000

4,000,000

6,000,000

2010 2011 2012 2013 2014TouristN

umbe

rs

YEARS

LuangPrabangProvince,LaosPDRTotalTouristArrivals

2010-2014

Growthof 77.4%from2010to2014

-

50,000

100,000

150,000

200,000

ASEAN NONASEAN EUROPE THEAMERICAS

AFRICA&ME

LuangPrabangProvinceVisitorArrivalsbyRegion

2011-2014

2,011

2,012

2,013

2,014

0

20000

40000

60000

TouristN

umbe

rs

LuangPrabangProvinceKeyInternationalSourceMarkets

2014


62


VisitorNumberProjectionsforPakOuCavefollowinginvestmentinInfrastructurefromADB(2014-2025)

Source:AsiaDevelopmentBank(2013)InstitutionalAnalysisandArrangementsforO&MofProjectFacilities,GMSTourismInfrastructureforInclusiveGrowthProject(RRPLAO46293-003)

Domestic29%

International71%

LuangPrabangProvinceTouristArrivals:Domesticvs.International

2014


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Annex7:LuangPrabangProvince:ProposedDestinationManagementNetworkTaskforces

Note: Inordertosuccessfully implementtheabovetaskforcesandavoidmistakesmadepreviously inLao PDR with tourism working groups / taskforces it is recommended that the DMN considerimplementingafewkeytaskforceswithinthefirstyeartoensuretheirsuccess.Thenumberofactivitieseach taskforcecan implementwithin the firstyearwilldependon theskill levels, fundingavailabilityandtimecommitmentsoftheirproposedmembers.

LuangPrabangDes-na-onManagementNetworkBoard

TaskForce8:AsianGroupTaskforce

TaskForce9:ThaiMotorbikeCaravanTaskforce

TaskForce10:ChineseGroups

TaskForce11:ChineseCarCaravansTaskforce

TaskForce12:LuangPrabangExperien<alTaskforce

TaskForce1:Marke<ngandPromo<on

TaskForce2:HospitalitySkillstaskforce

TaskForce3:TourGuidetrainingtaskforce

TaskForce4:ResponsibleTourismtaskforce

TaskForce5:TourismSta<s<cstaskforce

TaskForce6:TourismPoliciestaskforce

TaskForce7:Infrastructure&TransportTaskforce

Proposedmembers:Thai&Koreanfocussedtravelagandhotel(4xThai,2xKorean)

Proposedmembers:DICT,2hotelswhohostcaravans,OfftheRoadLaos+1hotel&1TO

Proposedmembers:ChinesefocussedTO,hotel&restaurant(2each)

Proposedmembers:MekongLaosTravel,2hotelswhohostChinese,DICT

Proposedmembers:SatriHouse,OckPopTok,TravelIndoChina,AsianTrails,AmanTaka,TAEC,AFD

Proposedmembers:DICT,LPHRA,LPATA,GiZ,Laoairlines,LPViewGM

Proposedmembers:3LPHRA,Lanith,ARDA

Proposedmembers:DICT,3LPATAmembers,Lanith,UNESCO

Proposedmembers:FreetheBears,DICT,UNESCO,WhiteElephantAdventures,

Proposedmembers:DICT,LPHRA,LPATA,INGO(?),LPAirport/Dept.Immigra<on

Proposedmembers:DICT,3privatesectorrep.

Proposedmembers:DICT,publicworksandtrans.,Laoairlines,1privsec

DMNSecretariat

TaskForce13:MICETaskforce

TaskForce14:RiverCruiseTaskforce

Proposedmembers:LPViewhotel,TheGrand,Juliana,San<Resort,GMLPGolfClub

Proposedmembers:MekongCruises,Shompoo,LuangSay,NavaMekong

TaskForce15:NightMarketTaskforce

Proposedmembers:AsianTrails,TAEC,LPViewGM,DICT,UNESCO

TaskForce17:ChomphetTaskforce

Proposedmembers:Hobomaps,DICT,GreenDiscovery,FreetheBears

TaskForce16:Adventure&ExplorerTaskforce

Proposedmembers:TigerTrails,FreetheBears,OffRoadLaos&WhiteElephantAdventures

TaskForce18:NongKhiawTaskforce

Proposedmembers:GreenDiscovery,MandalaOuResort,LaosAdventures,DICT

TaskForce19:StudyTourTaskForce

Proposedmembers:BuffaloTours,TigerTrails,GreenDiscovery,FreetheBears


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Annex8:LuangPrabangProvince:FeedbackontheDMPActionPlan,2016§ Improveinformationforvisitorswithinputfromkeytourismstakeholderssuchasguidesand

tourcompaniesorconcessionaries.§ Improvecoordination,collaborationandabilitytoworktogetherwithpublicandtourism

businesssectors

Thaitouristflows…§ Providemorekeylanguagesonthetourismwebsite(Ex.TranslateintoThailanguage).§ Orientationsfortouristsaboutthevalue/reasonoftheticketpricefortemplesinLPBtown

relatedtoserviceimprovement.

ChineseGroups(byAir)§ DeveloptourismwebsiteinChineselanguage§ Responsibletourism:PrintDo’sandDon’ts inChineselanguage(educatetouriststounderstand

Laoculture).§ Capacitybuildingforservicestaff§ Stimulateinvestmentforhighstandard/highclassandlargerrestaurantsinLuangPrabangto

Chinesetourists/flows.ChineseCarCaravans

§ DeveloppublicparkingareaBackpackers

§ ResponsibleTourismEducation(useDo’sandDon’ts)§ Informationandpromotionalmaterials,includingDo’sandDon’tsshouldappropriatewiththe

touristmarkets/flows.Upmarket/HighEnd

§ Conducttrainingforlocaltourguides,tradersandTukTukdrivers…onbasicEnglish,basicinformationonfoodandstoriesofthesites.

SoftAdventureandExplorerAdventure§ Specializedguidetrainingforadventuretourismandalsoeco-tourism§ Communityawarenessprogramswhereadventuretourismtakesplace

dmp luang prabang 28.01.2016 - tiigp laos

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