Champasak Province Destination Management Plan: Champasak Province Tourism Destination Management Plan

Transcription

1 Champasak Province Tourism Destination Management Plan Final 28 th January 2016 Lao PDR Funded by: Prepared by: In conjunction 1with: MICT

2 Table of Contents 1. ABBREVIATIONS DESTINATION PROFILE VISION FOR THE DESTINATION, OPPORTUNITIES AND CHALLENGES SWOT ANALYSIS FOR CHAMPASAK PROVINCE UNIQUE SELLING PROPOSITION & DESTINATION POSITIONING: MARKET-BASED ANALYSIS OF CURRENT VISITORS INTRODUCTION ANALYSIS OF STRATEGIC VISITOR FLOWS PRIORITIZATION OF STRATEGIC VISITOR FLOWS OVERALL CONCLUSION OF ANALYSIS DESTINATION ACTION PLAN MONITORING AND EVALUATION WHY MONITORING & EVALUATION? THE RESULTS FRAMEWORK THE MEASUREMENT PLAN REFERENCES ANNEX ANNEX 1: DEFINITIONS ANNEX 2: BACKGROUND TO THE DESTINATION MANAGEMENT PLAN ANNEX 3: PURPOSE AND USE OF THE DESTINATION MANAGEMENT PLANS ANNEX 4: KEY LESSONS LEARNED: THE CHALLENGES OF DESTINATION MANAGEMENT ANNEX 5: THE SIX-STEP APPROACH TO THE ST GALLEN DESTINATION MANAGEMENT MODEL ANNEX 6: CHAMPASAK PROVINCE TOURISM STATISTICS ANNEX 7: CHAMPASAK PROVINCE TOURISM VISITOR SURVEY SUMMARY OF RESULTS ANNEX 8: CHAMPASAK PROVINCE / SOUTHERN LAOS TOURISM ASSETS ANNEX 9: CHAMPASAK PROVINCE: PROPOSED DESTINATION MANAGEMENT NETWORK TASKFORCES ANNEX 10: CHAMPASAK PROVINCE: DMN FEEDBACK ON DMP ACTIVITY PLANS, JANUARY

3 1. Abbreviations ADB AEC ASEAN BAF BKK CBT CHRA CPATA CPC CTBP DBST DEPT DEV DICT DMC DMN DMO EDC EMC FIT GIS GiZ GM GMS GOVT HR IBA ICBF INGO INTL JICA KfW KL KOICA LANITH LP LPG M&E MICE MICT MKT MSME N/A NBCA NGO Asia Development Bank ASEAN Economic Community Association South East Asian Nations Business Assistance Facility Bangkok Community Based Tourism Champasak Hotel & Restaurant Association Champasak Association of Travel Agents Coffee Producers Cooperative, Champasak Province Champasak Tourism Business Promotion Project Double Bituminous Surface Treatment for roads Department Development Department Information, Culture & Tourism Destination Management Company Destination Management Network Destination Management Organisation Enterprise & Development Consultants Emerging Markets Consulting Fully Independent Traveller Geographic Information System Deutsche Gesellschaft für Internationale Zusammenarbeit General Manager Greater Mekong Sub-region Government Human Resource Important Bird Area Integrated Conservation of Biodiversity and Forests International Non Governmental Organisation International Japan International Cooperation Agency Kreditanstalt für Wiederaufbau Kuala Lumpur Korean International Cooperation Agency Laos National Institute of Tourism & Hospitality Luang Prabang Luang Prabang Monitoring & Evaluation Meetings, Incentive, Conference & Exhibitions Ministry of Information, Culture & Tourism Market or Marketing Micro Small & Medium Enterprises Not Applicable Natural Biodiversity Conservation Area Non Governmental Organisation

4 NPA NTPC NZAID PAM PATA PDR PIU PRIV SEC REF SGDM SME UNESCO TIIG TO ToT TRANS USD VTE WWF WCS National Protected Area Nam Theun Power Company, Laos New Zealand International Development Agency Project Administrative Manual (ADB TIIG) Pacific Asia Travel Association People s Democratic Republic Project Implementation Unit Private Sector Refer or Reference St Gallen Destination Model Small Medium Enterprises The United Nations Educational, Scientific and Cultural Organization Tourism Infrastructure for Inclusive Growth Project, ADB Tour Operator Training of Trainers Transport United States Dollar Vientiane World Wildlife Fund Wildlife Conservation Society 4

5 2. Destination Profile - Champasak Province is located in southern western Laos and its capital is Pakse. - The province is bordered by Salavan Province to the north, Sekong Province to the northeast, Attapeu Province to the east, Cambodia to the south, and Thailand to the west. The Mekong River forms part of the border with neighboring Thailand and contains Si Phan Don (Four Thousand Islands) in the south of the province, on the border with Cambodia. - Champasak Province has many natural and cultural tourism assets offering travellers a truly diverse experience. For example: Mekong River life at the 4,000 islands, the UNESCO World Heritage Site of Wat Phou and Champasak Town, French colonial architecture in Pakse and coffee plantations in the Bolaven plateau. - In 2014 Champasak Province received 535,413 visitors growth of 77% since Domestic tourists account for 60% (318,760) of all visitors predominantly visiting family and friends as well as some businessmen 2. - International tourists account for 40% (216,653) 3 of all visitors of which Thai tourists account for approximately 83% and the balance 17% are from Europe, North America, Australia, Cambodia and Japan. A large percentage of Europeans and Australians are backpackers. - The key pull factors for Thai tourists to Champasak Province are waterfalls, Wat Phou and temples for religious merit and for other international tourists it is waterfalls, Wat Phou and either Mekong River trips or the charm of the people. - In December 2015 Champasak Province along with Attapeu, Sekong and Salavan Provinces launched the destination brand Southern Laos Refer to - Infrastructure plans aim to further improve Champasak Province s connectivity to the Greater Mekong Region in the future. - A fifth international airport is due to open in the southernmost province of Attapeu in May 2015 which may provide opportunities for access to future flows e.g. Ethnic tribes 1 National Tourism Statistic Report, Laos Ibid 3 Ibid 5

6 Figure 1: Map of Champasak Province 6

7 LOCATION: Distances from key areas (km) and drive or flight time (Hours) By Air: Domestic: Pakse to Vientiane: 1hr 15 min (2 per day) Pakse to Luang Prabang: 1hr 40 mins (3 direct flights per week or daily flights via Vientiane) Pakse to Savannakhet: 30 mins (1 per day) International: Pakse to Siam Reap: 1hr (3 flights per week) Pakse to Bangkok: 2hrs 30mins (5 flights per week) Pakse to Chiang Mai: 5hrs 55mins (daily but not direct) Pakse to Ho Chi Minh: 1hr 35mins (3 flights per week) Bangkok to Pakse via Ratchathani Airport: 1 hour 15 mins plus 2 hour drive. *cheaper option. By Road / Overland: Pakse to Vientiane via sleeper bus (Highway 13): 8-12 hours Pakse to Paksong (Bolaven Plateau): 1hour Pakse to Wat Phou: 50mins Pakse to Nakasang (Done Khone and Done Ket), Four Thousand Islands: 2 hours 30 mins incl. boat. Pakse to Ban Kiet Ngong (Xe Pian National Protected Area): 1 hour 20 mins Overland Border Crossings: Thailand Border (Vang Tao) to Pakse 1hr (53km) Cambodian Border to Pakse (Nong Nok Khien) 3hrs 20mins (168km) Vietnamese Border at Phou Keua to Pakse: 6hrs (325km) By Boat: Done Khong to Done Det (4,000 islands): 1.5 hrs to 2.5hrs OVERVIEW: Main types of tourism and most popular activities Predominantly independent travelers Experiential travelers Passion for Culture Nature Lovers (ecotourism) Religious tourism (mainly Thai and domestic) Entertainment seeking Thai tourists Other: Local, regional and international travel agents Travel & Lifestyle media including TV travel shows - Exploring cultural sites - Cycling - Kayaking - Sunset trips (Champasak town and 4000 islands) - Cruise: one upmarket cruise on the Mekong: this is a flow in itself: Vat Phou Cruises. This is the only cruise operator in the South - Boating on rivers and reservoirs? Reservoirs? - Temple visits - Swimming - Trekking / Hiking - Zip-Line and Via Ferrata - Swinging in a hammock - Coffee tours and coffee roasting workshops Top six most popular tourist attractions (including environmental & cultural) 1. Mekong River Trips 2. 4,000 Islands 3. Khone Phapeng: Asia s largest waterfall plus other waterfalls 4. UNESCO site of Wat Phou & Champasak Town 5. Bolaven Plateau & its coffee and tea plantations & waterfalls & zip-line and Via Ferrata 6. Treetops Zip Lining Other: Ecotourism activities in Xe Pian National Protected Area (incl. Xe Pian Wetlands) Li Phi Waterfall, French Colonial Architecture Bolaven Motorcycle Loop Rare and endangered Irrawaddy Dolphins Elephant Riding Temples & Archeological sites (e.g. Phou Asa, Wat Luang and Wat Tham Fai) Champasak s traditional Wat Phou Festival in February Local handicrafts

8 GEOGRAPHY: Approximate size of the destination (km 2 ) and principle physical characteristics (rivers, hills, bays etc.) Level of Biodiversity (the range o f different plant and animal species) 15,415 km 2 Three main geographic sub-regions: - Plains & river systems of the Mekong River - Highlands known as the Bolaven Plateau - The Xe Pian Wetlands HIGH Biodiversity Xe Pian National Protected Area (2 nd most import NPA in Lao): This forested, hilly park is home to significant wetlands and a great diversity of animal, bird and fish species. It is home to abundant and rare wildlife such as elephant, gaur, Sun bear, Asiatic black bear, and the yellow-cheeked gibbon, and famous for its extensive wetlands (a RAMSAR convention site) Four Thousand Islands are considered to be the largest complex of waterfalls and rapids in the world. TRANSPORT LINKS: Distance from nearest local & international airport (km) Nearest airport is Pakse International Airport (just 5km from the city centre) international airport with daily flights from all areas of Lao, Bangkok, Chiang Mai and Siam Reap, Ho Chi Minh (in high season) Nearest airport in Thailand is Ubon Ratchathani Airport, which is a 2-hour land journey to/from Pakse crossing the border at Chong Mek-Vang Tao. Nearest airport in Cambodia is Siam Reap. Details on any air carriers and/or cruise lines bringing visitors to the destination Laos Airlines (both domestic & international flights with several flights per day) In ,195 tourists arrived via Pakse Airport. 5 Bangkok Airways on Vientiane only Thai Airways Cheaper alternative is to fly to Ubon Rachathani in Thailand and take bus or taxi or arranged transport from there Public transport facilities to your destination Tourist bus (incl. sleeper bus) Songthaews Mini bus Tuk Tuk (locally only) Samlor (motorcycle with side car) There are international bus services from/to Vietnam (Da Nang, Hue), Cambodia (Phnom Penh, Siam Reap), and Thailand (Ubon Ratchathani, Bangkok). WEATHER PATTERN: Average sunshine hours, rainfall and seasonal temperatures 4 Travel to Champasak Province is possible at any time of the year. Annual rainfall is 2,041 mm/yr. The attractive Green season June to October. Highest rainfall is in July (350mm). Hottest months are: March to May are hot and dry (average 29 C to 36 C). Daily maximum temperatures peak in April. Coolest & least humid months are November to February (average 16 C to 26 C). The Bolaven Plateau has a relatively mild climate due to its elevation and remains green due to regular rainfall throughout the year. Additional private arrangements for transporting visitors to the destination Charter a tuk tuk (a fun way to see town as well as the surrounding area) Charter a boat or a luxurious Mekong River cruise ( Rent a car (with or without a driver) Rent a motorbike Rent a bicycle Kayaks / canoes (4,000 islands) 4 Climate Profile Champasak 5 Tourism Laos 2014 Statistical Report on Tourism 8

9 POPULATION: No. of permanent residents Population density Seasonality % of pop. Employed in tourism related jobs Approx. 607, people per km 2 Peak Season: Nov-March Peak month = Dec Unknown??? TOURISTS: Annual visitor numbers: total & by principal market or hub Total annual visitors 2014: 535,413 (+ 9% vs. 2013) Domestic Tourists = 266,529 (49.78%) Thai Tourists = 157,670 (29.45%) Other International = 111,205 (20.77%) Approximately 30% of this group are low spending backpackers. The remainder are visitors from the UK, Europe, North America, Australia, Cambodia, Korea and Japan. Annual arrivals by type of transport Plane from Vientiane, Luang Prabang, Bangkok and Siam Reap and Ho Chi Minh in high season Overland Border Crossing at Thailand, Cambodia or Vietnam (via other provinces) Bus from other areas of Lao (Vientiane and Luang Prabang) Low Season: April-Oct Lowest Month = June Average tourist expenditure 8 Thai Tourist: US$50 per day Independent Traveler: US$68 per day International Organized Visitor (Non Thai Groups): U$123 per day. Average length of stay Thai Tourist: 3 days Independent traveler: 6 days International Organized visitor: 5 days Domestic Tourist: 1 to 2 days Unknown?? National Average length of stay in Laos: 7.9 days TOURISM AMMENITIES: Approx. no. of hotels and Other types of rooms in the destination 9 : accommodation available (and approx. no.) Total Hotels & Guest Houses: 241 Total Rooms: 4,260 Average occupancy rate: 55% Hotels Guest houses Homestays Eco Lodges Community guest houses Tree houses Approximate number of restaurants (incl. cafes) Approximate number of bars (nightclubs, pubs, etc.) 33 9 Table 1: Champasak Province Tourism Destination Profile 6 March Tourism Laos 2014 Statistical Report on Tourism and Calculations are also based on 2012 % splits Champasak Visitor Surveys 9 Tourism Laos 2014 Statistical Report on Tourism 9

10 3. Vision for the destination, opportunities and challenges 3.1 Vision: The vision for Champasak Province as a tourism destination is be a top of mind all year round destination for curious medium to high value experiential travellers to South East Asia, delivering a diverse range of cultural and nature based experiences whilst earning long-term sustainable economic, environmental and social benefits to the destination and its people. This vision is consistent with the national tourism vision for Laos ( ): ü Develop a leading sustainable tourism industry that contributes to pro-poor local economic development. ü Become one of the preferred regional and global tourism destinations. The national level vision will be achieved by: a) generating employment and income for local people b) strengthening heritage protection and destination management c) increasing public-private cooperation in tourism d) improving compliance with rules and regulations e) diversifying tourism products and services f) improving the tourism vocational education and training system. The national vision is consistent with the Lao PDR s Seventh National Socioeconomic Development Plan (NSEDP) , which supports sustainable economic growth and the reduction of poverty and inequality. The vision also contributes to regional efforts to develop the GMS corridor as well as the ASEAN Tourism Strategic Plan. 3.2 SWOT Analysis for Champasak Province STRENGTHS - Diversity of tourism assets - Diverse tourism segments, not reliant on one market - International & domestic airport - Committed DICT and some key private sector partners - Availability of accommodation, availability of services (border checkpoints, markets, banks) - Access roads to other countries (Thailand, Vietnam and Cambodia); international border check points - UNESCO World heritage sites (unique attraction) - Coffee tourism - a unique product in Laos and the region - Open door policy for domestic and foreign investment - Creation of a desirable brand Southern Laos with a well defined brand culture assisting with WEAKNESSES - Tourism products and services for tourists are still limited compared to the diversity in cultural and natural assets. - Laos in comparison to region perceived as expensive, often not sold as part of tour packages - Poor brand / destination awareness internationally - Environmental protection and pollution - Tourism SMEs lack the knowledge and awareness to reduce environmental impacts. - Access roads to some sites is limited - Accommodation of international standards is limited - Tourism Service quality does not meet international standards - Zoning and management of tourism sites is not sufficient or enforced - Monitoring and implementation of law, regulations and tourisms standards is poor - Lack of directional and interpretative signage for key 10

11 whom, what, where and how Champasak Province is communicated and promoted. - Close to key tourism markets (Siam Reap & Bangkok) sites and destinations within the province. - Capacity of tourism SMEs is weak: poor understanding of tourism demand & international tourism and poor business management skills - Public sector management of tourism & tourism budgets are extremely limited - Restrictions of knowledge about Muslim food/market à limited understanding about new markets with potential (behaviours, preferences, etc.) - Seasonality of tourism heavily skewed for Nov - Mar - Only Lao airlines has access Pakse airport (monopoly) - Service unit at border checkpoint not efficient (challenge) - The numerous festivals are poorly promoted - Statistics and data management constraints make planning difficult OPPORTUNITIES - ASEAN key markets - proximity and accessibility - Importance of tourism recognized by Provincial leadership - Government with policy to promote tourism in Laos - Policy for improvement of routes with neighbouring countries - Political stability and safety in Laos - Policy for improvement of border checkpoints - Good cooperation with sectors outside tourism islands promoted as special economic zone and unique highlight of province - ASEAN and open sky agreement à more airlines - ASEAN Economic Community provides an opportunity to attract foreign investment from both financial institutions and the private sector - There is cooperation between three countries (Vietnam, Thailand and Laos) à chance for tourism development THREATS - Political instability in Thailand or the region - AEC will increase competition of tourism in the region - Global Economic Crisis particularly in Europe and China - Irresponsible tourism management!!! E.g. Negative impacts of tourism on local culture and environment - Infrastructure connection with local areas still weak - Hydropower construction will have a negative impact on the destinations natural assets and potential tourism products and services. - Increasing rate of global terrorism - Challenges at the border??? What is meant by this? E.g. Are you talking about issues relating to bringing in motorbike trips police escorts??? Or TOs having an issue getting last minute groups approved documents need to be signed DICT don t work in weekends. Table 2: Champasak Province Tourism Destination SWOT: Strengths, Weaknesses, Opportunities and Threats. 11

12 3.3 Unique Selling Proposition & Destination Positioning: Charming by nature 10 The USP of Charming by nature for Champasak Province (Southern Laos) is supported by its intrinsic diversity, natural serenity, southern charm and the sabai sabai way of life. In comparison to competitor tourism destinations within Laos, Champasak Province has a real opportunity to position itself based on: i) a diverse range of natural assets ii) a diverse range of experiences that visitors can enjoy whilst maintaining its total charm, serenity and sabai sabai way of life Figure 2 below shows Champasak Province s current and future destination positioning compared to other key tourism provinces in Laos. Champasak Province Des2na2on Posi2oning Map Current Posi2on Natural Future Posi2on To See Northern Laos Oudomxay Luang Namtha Vien2ane Province Khammouane Southern Laos i.e. Champasak Southern Laos i.e. Champasak To Experience Vien2ane Capital Luang Prabang Figure 2 Champasak Province Destination Positioning Map Cultural 10 Developed by the Champasak Marketing Taskforce in conjunction with Quo Branding, Bangkok & Swisscontact, Laos 12

13 4. Market-based analysis of current visitors 4.1 Introduction What are visitor flows? A strategic visitor flow (SVF) is a unit of measurement that maps out how visitors move to/from or within a destination. They reflect the way tourists interact with a destination: the attractions visited, activities pursued and experiences lived. SVFs consist of specific traveller segments with similar motivations and that pursue similar activities. They tend to be localized (e.g. can be mapped), significant in numbers, have their own demand-supply mechanisms, exhibit individual dynamics and lifecycles, create business opportunities and can be analyzed, managed and commercialized. SVFs are used as the basic unit of analysis for destination management. Why using individual visitor flows as main unit of analysis is important? Using visitor flows (SVFs) as a main unit of analysis ensures that the destination is developed using a demand driven approach rather than a supply driven approach. All too often destinations have been defined and bound by political and administrative borders. These borders, more often than not, do not reflect the way tourists interact with a destination. Additionally activities of the destination become more focused on what the stakeholders (private & public) think they need rather than what the visitor actually needs. The use of SVFs enables the destination to improve the destination and the overall visitor experience based on what the visitors needs: - What drives them to the destination? - What motivates them to come to the destination? - What do they do when they arrive? - How much do they spend and on what? - When do they come? Where do they come from? - Where do they go? Where do they stay? - Where do they go to while or after staying at the destination? 13

14 4.2 Analysis of Strategic Visitor Flows The following table provides an analysis of the key strategic visitor flows (SVFs) for Champasak Province. For each flow the table details its characteristics; the motivations that drive the visitor to Champasak Province, the seasonality; the number of tourists in the flow; their estimated average spending per day per person; key people on the demand side that influence their decision to book a holiday to Champasak Province and key people on the supply side that play a role in their visit. Due to the lack of statistics available for many of the flows in Champasak Province, almost all figures have been calculated based on input from private sector stakeholders and the DICT. This analysis includes the top 11 out of 18 flows that were prioritized in section 7.3. Prioritised Flows Classic International Characteristics of flow (age, nationality, income, from where to where, what activities etc.) Bigger European tour groups of 20 to 25 people. Spend 2 or 3 nights in Champasak. 2 nights in Pakse and 1 night in 4,000 islands (Don Kong island) or time dependent 1 night on the Bolaven at Paksong. Usually visit Wat Phou (1/2 day), coffee plantation on Bolaven (1/2 day incl. a waterfall), 4,000 islands. They travel by coach and are only seeing things i.e. they don t interact with the destination and engage in experiential products and services. Champasak is one part of their Laos trip (VTE & LP + Champasak). They arrive in Pakse (usually via the airport). They eat in the hotels they stay in and don t have much time to do anything outside of their planned group activities. Usually not very adventurous. Enjoy not having to think as they travel. Motivations that drive their visit See another part of the world e.g. Laos and other Mekong countries. A break from their every day have a hassle free holiday When do they come How many come Estimated spending per day per person (USD) All year round with bulk arriving Nov- Mar. Unknown however it is 3 rd largest international tourist market behind Thai and Backpackers. US$123 per day per person. 11 Key people on demand side Word of mouth Brochures or website from travel companies Advertisements in newspapers in their country of origin. Southern Laos Website Key people on supply side TOs in their country of origin and some TOs based in Asia or Laos e.g. EXO Travel, Diethelm etc. 11 Champasak Visitor Survey,

15 The Bolaven Loop i.e. those who complete the entire loop MICE Predominantly budget travellers (backpackers) with potential to develop for the mid market FIT more adventurous experiential travellers. Rent motorbikes in Pakse and set off for 2 days / 2 night on the Bolaven Plateau. Stay in small guesthouses along the way in Paksong and Tad Lo. Some stay in homestays right near the waterfalls. They will visit between 2 to 4 waterfalls on the loop and one or two coffee or tea plantations / factories. Some backpackers will often do day hikes from their guest houses. The most popular waterfalls are: Tad Fane, Tad Yueng, Tad Mouane, Tad Champi, Tad Etu. Visitors usually swim at at least one waterfall. In the evenings they may resort to going to a Karaoke bar in Paksong as they are looking for something to do and there isn t much available. Predominantly companies from VTE, Champasak Province, INGOs & NGOs or Laos government meetings and conferences. Generally groups of 40 to 200 max. Stay a maximum of 2 nights. Optional ½ day trips to Wat Phou UNESCO site or to Bolaven Plateau (coffee & waterfalls). Some may include a full day trip to the 4,000 islands Some use Mini buses and some use large coaches. Does this flow include any international MICE? e.g. Thai government conferences or Thai corporates? Looking for adventure Nature & landscapes especially waterfalls Love to experience different aspects of a destination and explore the different landscapes and cultural heritage. Somewhere different / beyond the norm away from their offices Professional & efficient service Secure & safe destination All year round with bulk travelling from Nov-Mar. All year round. *Opportunity promote the low season (April Oct) Unknown guestimate max. 1,000 Unknown Pakse has 3 to 4 hotels that can host conferences. - Champasak Grand Hotel - Champasak Palace Hotel - Erawan Hotel - Pakse Hotel (usually smaller INGOs/NGO meetings) USD15 USD50* per person predominantly on transport. Limited mid to high-end accommodation options. *Guestimate by workshop group USD60 USD90* per person per day *Guestimate by workshop group Internet: Backpacker Online Travel Forums / Reviews such as TripAdvisor Travelfish.com Southern-Laos website Travel Guide books Other travellers they meet along the way Southern Laos Website Friends (other businessmen or women) Colleagues in Government Departments Conference organizers Websites on the area or those of accommodation providers from the area Southern-Laos website Corporate Travel Specialists in VTE Travel Agents in VTE and Pakse Hotel websites in Pakse. Corporate Travel Specialists Trade Fairs in Thailand (those that specialize in MICE in Bangkok, Chiang Mai)??? 15

16 Expat Experiential Flow (Mid to up Market, seeing & doing) 4,000 Island River Life Experiences A mixture of British, European, Australian and American expats living in Asia e.g. Bangkok, Chiang Mai, Singapore, Hanoi etc. Can be couples or families. Look for holiday destinations within the region for either long weekends or one week or more. Generally organize the trip themselves staying in a range of accommodation depending on the experience it delivers e.g. tree tops, Residence Sisouk, guest houses, Pakse Hotel & Homestays. Engage in soft adventure & adventure activities e.g. cycling, trekking, rafting etc. Always wanting to do different things e.g. rice farming, weaving, eco tourism experiences, community projects etc. Almost all visitors from all flows in Champasak Province visit 4,000 islands. All interact with it slightly differently. Backpackers, FIT experiential market and small western groups are the ones who interact with it the most. Although Thai Bus Groups visit they tend to want to see a waterfall and possibly enjoy a sunset river cruise (true?) The western segments (Backpackers, FITs, Classic International, small groups) usually experience 2 to 3 days visiting one or all of the three key islands: Don Khon, Don Det and Don Kong. Backpackers tend to go to Don Det where there are plenty of inexpensive guesthouses or homestays. The mid to up market experientials head to the other two islands which have mid to up market accommodation facilities. Some go solo and some buy a tour through a company in Pakse such as Green Discoveries. Some go by public transport and others by motorbikes. Those who buy a tour usually go by Mini The great mix of culture, heritage and nature. Authenticity! Holiday time out from the norm / stressful work life. Coffee and/or tea enthusiast Nature & landscapes especially waterfalls Love to experience different aspects of a destination and explore the different landscapes and cultural heritage. Westerners: Waterfalls Experiencing the river life as much as possible. The Mekong River Cultural Heritage Thai: Waterfalls & Nature All year round but predominantly Nov Mar Peak time is Oct Mar and then from June to Sept is a little quieter. Unknown US$ US$100* per day per person. *Guestimate by workshop group Almost all visitors go here. So assume total international visitors = approx. 200,000+ (Correct?) US$20 to US$120 Guestimate? Guide books TripAdvisor Word of mouth - friends Online travel forums Airline Magazines Destination website Southern Laos Website Guide Books TripAdvisor & online travel forums Travelfish.com Destination Websites Word of mouth Media articles Southern Laos Website Hotel websites OTAs (online travel agents) Travel agencies in Thailand & VTE Travel Agencies in Pakse e.g. Green Discoveries Southern Laos website Websites of hotels on 4,000 islands. 16

17 van and then kayak or raft (season dependent) from island to island with some bicycling as well. Stop off at Don Khone Island, Lee Phi Waterfall, Bang Hang Khone (Irrawaddy Dolphins) & Khone Phaphen Waterfall. Transport between islands for all visitors is usually kayaks or local boats. FITs usually go on a sunset river cruise, swim and may take a river life day trip (a new product that visits local Buddhist temples, learn how villagers weave fishing nets, make colourful sticky rice baskets and cook sticky rice.) Some guests do not return to Pakse (they go onto Cambodia) whereas others return to Pakse and continue their travels either to Thailand, VTE or LP. Thai guests tend to visit Lee Phi & Khone Phaphen Waterfalls Thai Bus Groups Groups of 40 to 80 from Thailand. They cross the border at Chong Mek-Vang Tao. From Bangkok Chiang Mai Chiang Rai. Often also Thai government workers (Thai Govt have budgets for personal trips). Generally only come to Champasak Province i.e. do not move onto VTE or LP. Stay for 2-3 nights Travel in big buses. Stay in Pakse and in Paksong (Sabaidee Valley and Baan E-Tu resort) Also Visit What Pou, waterfalls, Dao Heung market in Pakse (local market that sells souvenirs wooden items and food). If they also go to 4,000 islands they will tend to stay at the larger island Don Kong. 1. See something different outside of Thailand (Sightseeing) 2. Nature (waterfalls) 3. Shopping Most weekends all year round with peak times during Thai New year. Approximately 180,000 (Verbal evidence that this groups numbers are down on 2013 as Thai govt budgets cut) Usually spend between US$20 and max US$50* per day *Guestimate Online channels are key triggers e.g. TripAdvisor, Pantip.com, Sanook.com and Mthai.com and social networks e.g. Facebook newsfeed and updates, ads and reviews. Thai travel agents selling bus trips from Bangkok, Chiang Mai and Chiang Rai (US$200 for a 2 to 3 day round trip) Pakse Hotel Owners e.g. Champasak Grand Hotel, Champasak Palace Hotel and Erawan Hotel (Key Hotels that host Thai Bus Groups) International Small Groups Experiential Predominantly from Australia, UK or Europe. Age is travelling in groups of 2 to Get a taste of the Cultural heritage and natural assets of less European Winter (Oct-Mar) is the peak period. 3, **Guestimate Approx. USD150 per day per person. Friends & Family Media: Travel Articles in Travel Agents or Tour Operators who do tailormade itineraries 17

18 8 people. On a tailor made tour. Spend 2 discovered parts of to 3 nights in Champasak Province. Laos. A dribble throughout Definitely want to do more than just the other times. sightseeing also love experiencing. Will Experience SE Asia visit Wat Phou, Bolaven Plateau, 4,000 (Cambodia, Laos, islands and maybe include the Tree Top Thailand & Vietnam) Explorer. Like to cycle, village tours or walks, kayaking, sunset river trips, learn about handicrafts, visit markets, experience different cuisine, coffee tours and workshops etc. Tree Top Explorer Eco Xepian (**Flow under threat from logging? True??) FITs mid market experiential, younger years of age and backpackers (18-29). They depart from Pakse for Paksong in the Green discoveries mini van and are away for either 2 days / 1 night or 3 days / 2 nights. Key activities are hiking through coffee plantations, zip lining, visiting remote villages (no vehicles), swimming in waterfalls, picnics, rock climbing, and abseiling. Accommodation for everyone is in the tree houses. Several flows coming together. FITs mid to high-end eco-tourists, younger years of age and backpackers (18-29). High-end stay at Kingfisher and the Backpackers stay in Ban Kiet Nong in Homestays & guests houses. Some Classic Tours visit the area just for elephant trips to Phou Asa (ancient ruins) on their way to 4,000 islands. A lot of eco activities have reduced or stopped because of logging issues. E.g. Trekking, canoeing, mountain bike riding. Adventure seeking Nature Lovers Experiential like a thrill love having fun! Nature Lovers Adventure seekers All year round however predominantly in the dry season (Nov-Mar) All year round however Monsoon season wetlands are more beautiful. Unknown Green Discovery to confirm. Maybe 3,000 Very popular with backpackers and experiential FITs. Unknown? Costs: 2 days / 1 night: US$250 Depending on accommodation (Kingfisher vs. homestay) & transport used (public vs private) average daily expenditure is between US$30 US$120 per day magazines & newspapers Online Travel Forums / Reviews: TripAdvisor Tour Operator Websites who specialise in Laos or the region Websites of hotels products or services Southern Laos Website TripAdvisor Word of mouth Backpacker forums Guide books Green Discovery website, promotional brochures etc. Southern Laos Website Travelfish.com TripAdvisor Word of mouth Backpacker forums Guide books Southern Laos Website Travelfish.com in their country of origin Key SE Asian Tour operators who feature Laos And VTE based DMCs. E.g. EXO Travel. Green Discovery Some hotels in Pakse. And some Tour Operators / travel agents in Laos. Tourist Information Office in Pakse or book directly with Kiet Ngong and Pha Pho villagers (Laos speakers only) Kingfisher Eco-lodge, Green Discovery or other local tour companies. Tour operators in their country of destination Most people depart Pakse for Ban Kiet Nung by private vehicle or public 18

19 transport. Guests trekking must use a local guide. Predominantly experiential western mid Coffee addicts All year round Unknown but to high-end travellers. Experiencing life on a max. 500 FITs who are interested in experiencing coffee estate Ask Café Sinnouk Laos coffee. They are similar to Expat Experientials Usually do half day or full day trips to Bolaven that include coffee roasting and Coffee Tours tasting workshops, coffee estate tours (New flow) etc. Motorbike Flow (organized or not organized) Not a serious flow!? Some spend 1 night on the Bolaven at accommodation providers such as Sinnouk or Tad Fane Resort. a) Wealthy individuals or groups usually from Bangkok predominantly Thai with some Australian and European expats as well. Owners of Harley Davidson, BMW or Kawasaki luxury motorbikes. Often belong to a bike club and would do caravan trips in the region a few times a year. Tend to stay in mid to higher end hotels when they land in Pakse. Spend 1 to 2 nights in Champasak Province and are often on their way to Luang Prabang or are just exploring Southern Laos including Attapeu, Sekong, Salavan as well as Khammouane. Their total trip in Laos ranges from 3 to 12 days. b) Independent travellers who rent a motorbike for 1 to 2 days to explore the Bolaven Plateau, Wat Phou and head to 4,000 Islands. They tend to stay in cheaper guesthouses and are generally older back packers (30+) or mid market experientials from Europe & Australia. Table 3: Champasak Province: Analysis of Strategic Visitor Flows 1. Spending time with their bike on a long road trip. 2. Seeing some of the sights a country has to offer. 3. End of each days journey they like to enjoy good food. a) Thai festival / public holidays (long weekends). Peak arrivals are in April & May. b) All year round but peaking in Nov - Feb Between US$15 US$200* per day depending on accommodation and transport options and coffee tour option. *Guestimate Mr Koffie s half day (2.5 hours) = US$6 CPC full day US$120 Unknown USD50 USD200*++ per day. *Guestimate TripAdvisor Word of mouth Websites Southern Laos Website Motorbike Clubs in Bangkok Word of mouth (other bikers) TripAdvisor Guide Books for bike rental. Providers of coffee experiences e.g. CPC (Coffee Producers Cooperative) Coffee Tour Mr Kofies Roasting Workshop JHai Coffee 3 hour tour Sinouk Coffee Resort & Plantation Sinouk Cafe Transport Providers Need to link this with DMCs Travel Agencies such as Off Road Laos Adventures Or Indo China Motorbike tours 19

20 4. 3 Prioritization of Strategic Visitor Flows The following criteria was used for prioritizing the Strategic Visitor Flows: 1. Are the number of visitors from this flow significant and what is their growth potential? Ø = larger visitor numbers with high growth potential Ø = smaller numbers of visitors with limited growth potential 2. What is the average spend per visitor per day? Ø = above average / significant spend per day e.g. > USD70 Ø = below average / small spend per day e.g. < USD40 3. Does this flow have a positive contribution to Responsible Tourism i.e. its social, environmental and economic impacts are more positive than negative Ø = the positive impacts of this flow are greater than the negative impacts Ø = the negative impacts of this flow are greater than the positive impacts Note: With the absence of comprehensive statistics, scoring was completed based input from private sector stakeholders and the DICT. Table 4 below shows the 18 flows that were ranked for Champasak Province, highlighting the top 11 flows. Flow Scoring 1 to 3 No. of Tourists Av. Spend per visitor per day Contribution to Responsible Tourism Total 1 Classic international The loop Bolaven islands river life experiences International small groups Thai classic tour bus Café tours Tree Top Explorer Expats markets Eco Xepian MICE Motorbike flows Cycling flows under developed future flow No infrastructure in place. No rentals. People need to bring their own bikes. Some Thai based TOs already organize trips for western groups e.g Culture and ethnic groups in 4 provinces limited but possible potential for future flow. Needs to be developed. Sometimes (but rarely) included in FITs or groups from Exo Travel

21 14 Eco Dong Hua Sao protected area on the Bolaven where tree top explorer is. Green discovery do some Kayaking on the river. However opportunity as future flow if product development/ investment takes place Domestic tourists Lao new year Vat Phou Festival Boat racing Table 4: Champasak Province Strategic Visitor Flows Ranking & Prioritization Score Card & Rank 4.4 Overall Conclusion of Analysis The following are key conclusions from the Champasak Strategic Visitor Flow Analysis: 1. Raise awareness of all flows: Champasak Province is relatively unknown outside of Laos. It is not until it is visited that most tourists are quietly surprised at what a diverse range of interesting experiences it has to offer. Tourism product and service providers need to continue to work together to market the destination regionally and internationally as well as with Vientiane based tour operators. The launch of the Southern Laos brand and website provides a perfect opportunity for Champasak Marketing Taskforce to continue to work together to raise awareness of the destination. In addition tourism SMEs also need their capacity built on how to utilise the Southern Laos brand to assist market their products and services. 2. Develop experiential products and services: Champasak Province has a diverse range of strategic visitor flows however almost all flows need to develop more experiential products and services that ensure high value visitors spend more and if possible stay longer within each flow. 3. Skill Development: All flows require a range of improved skills to be able to meet the demands of current and future international visitors and improve the overall competitiveness of Champasak Province within Laos and the region. Key skills required include: o Hospitality service skills (housekeeping, front office, food & beverage & food production & hygiene) o Tour guiding skills (content, communication, problem solving etc.) o Foreign language skills o Tourism SME business development skills (tourism marketing, business management & product development) o Responsible Tourism (how to implement into tourism destinations, sites and SMEs) 4. Synergies between key flows and their target audience: Several strategic visitor flows attract the same target audiences e.g. River Life, Expat Market, The Bolaven Loop, Xepian Eco, Tree Top Explorer all attract mid market FITs. The key people / influences on the demand and supply sides are the same. The synergies between these flows should be leveraged for marketing activities. Taskforces should work together to see how they can collaborate to maximise their marketing spend. 21

22 5. Conflict between flows: Visitors in the Thai bus group flow have different motivations, needs and wants of the destination compared to those of many other flows that attract the European market. Whilst recognizing the importance of the Thai bus group it is important to acknowledge the possible long term conflicts and develop products and services that will ensure future conflict is minimized. E.g. 4,000 Islands and Bolaven Plateau attract all flows 6. Responsible Tourism: With an abundance of natural and cultural assets in Champasak, tourism should be developed responsibly ensuring that the negative economic, social and environmental impacts of tourism are minimized and the positive impacts are maximised. With such a large percentage of visitors being driven to Champasak Province for its natural beauty and UNESCO site of Wat Phou, the destination needs to ensure all flows have clear responsible tourism criteria and guidelines to ensure its assets are safeguarded and the communities around these assets benefit. The detailed action plan in Section 8 specifies activities for each flow and for the destination in general, including an allocation of responsibilities and resources. 22

23 5. Destination Action Plan The following is a comprehensive Destination Action Plan for Champasak Province. Destination Management Activity Plan, Champasak Province ( ) Code Name of visitor flow Identified actions to strengthen flow Priority level: 1 = high 2 = med 3 = low 1 Thai bus tours with overnight stay in Pakse 1.1 Improve information about Champasak province on destination webpage (Thai language option) 1.2 Targeted marketing of Champasak Province to Thai market (packages for Ubon Ratchathani and BKK based Thai tourists; working with Thai companies and government departments for leisure trips; collaboration with Thai based travel agents) 1.3 Improvement of access roads to sites frequented by Thai bus tours 1.4 Discuss pricing of Thai frequented tourist sites with site concession holders (prices are perceived as being too expensive and affecting the growth of this visitor flow) 1.5 Improve cleanliness of tourist sites frequented by Thai tourists (parking lots, public toilets, waste bins) Lead respons. 1 Marketing task force with marketing coordinato r 2 Thai visitor flow task force 2 DICT PIU with public works depart. Timing Mar 16 Dec 18 Mar 16 Dec 18 Jan 16 Dec 18 2 DICT PIU Mar 16 Jun 16 2 DICT PIU Mar 16 Dec 18 Resources needed (USD) Potential source of funding Additional resources needed in terms of HR expertise (cost for the HR expertise is included in the resource estimates) TIIGP Thai copywriting TIIGP - Private sector focusing on Thai market?? N/A N/A TIIGP - Concession holders Thai based travel agents 2 Organized international visitor tours focused on comfort and seeing (older tourists, bigger groups) 2.1 Stimulate investment for more accommodation provision catering to international market in Champasak Province 2.2 Develop an attractive tourism map for Champasak town and Wat Phou pointing out experiential products, important sites and services 2 Dept. of planning and invest. 1 Champasak town task force Jan 16 Dec 18 Jan 16 Dec 16?? AFD - TIIGP 2.3 Coordination meeting between Vat Phou 1 Champasak Mar 16 N/A N/A Lao based GIS and design expertise 23

24 Code Name of visitor flow Identified actions to strengthen flow Priority level: 1 = high 2 = med 3 = low concession holder and DMCs on how to best organize visits of international groups to Vat Phou to avoid congestion (with Thai bus tours) 2.4 Targeted marketing of Champasak province to international tour operators catering to this flow 3 Organized international visitor tours focused on comfort and experiencing (middle aged, smaller groups) 2.5 Inclusion of new and existing experiential excursions into tour packages of DMCs 2.6 Fam trip with Vientiane based DMCs and international tour operators to Champasak province 3.1 Diversify experiential product offer for Champasak Town and surroundings, e.g.: à candle light dinners at What Phou à rice farming around Champasak à cycling around Champasak à trekking around Champasak 3.2 Diversify experiential product offer on 4000 islands 3.3 Targeted marketing of Champasak province to international tour operators catering to this flow, including expats is neighboring countries as well as Singapore and KL. 4 Wat Phou Festival 4.1 Improve management and coordination of festival, including announcement/information sharing, traffic management, organization of space during the event and cleaning up after event (event task force) Lead respons. town force task 1 Marketing task force with marketing coordinato r 1 Marketing task force with marketing coordinato r 2 Marketing task force with marketing coordinato r 1 Champasak town task force island task force 1 Marketing task force with marketing coordinato r 2 Event taskforce under DICT leadership Timing Jun 16 Jan 16 Dec 18 Jan 16 Dec 18 Jul 16 Nov 16 Jul 17 Nov 17 Jan 16 Dec 18 Jan 16 Dec 18 Jan 16 Dec 18 3 months before festival Resources needed (USD) Potential source of funding TIIGP - Swisscontact CTBP Additional resources needed in terms of HR expertise (cost for the HR expertise is included in the resource estimates) Swisscontact CTBP N/A N/A Swisscontact CTBP TIIGP - DMCs AFD - TIIGP Swisscontact CTBP - TIIGP TIIGP - Swisscontact CTBP TIIGP - Gov. budget; event income - Concession holder Swisscontact CTBP; other development partner expertise Swisscontact CTBP; product development expertise Swisscontact CTBP; product development expertise Swisscontact CTBP Lao based event management expertise 24

25 Code Name of visitor flow Identified actions to strengthen flow Priority level: 1 = high 2 = med 3 = low 4.2 Promotion of Wat Phou festival to specific nearby markets (domestic markets in neighboring provinces, Thai and Vietnamese markets across the border; expat markets in VTE and LP) Lead respons. 2 Thai tourism flow task force Timing Nov Jan 15, 16, 17 Resources needed (USD) Potential source of funding TIIGP - Gov budget; event income - Concession holder Additional resources needed in terms of HR expertise (cost for the HR expertise is included in the resource estimates) 4.3 Develop a market area for local products to be sold around Wat Phou in addition to the shop that exists in the ticket office. 5 Ecotourism Xepian 7.1 improve Xepian access road to allow for allyear round accessibility 6 Ecotourism Dong Hua Sao 2 Wat Phou taskforce June 16 Jan 17 5,000 - TIIGP Lao based handicraft expertise 2 Xepian task Jan 17? - Department force Dec 18 of public works 7.2 Quality improvement of accommodation and 1 Xepian task Mar TIIGP SME services in Xepian protected area (toilets, rooms, equipment) force Dec 17 support - Private sector co-financing 7.3 Improve solid waste management in Xepian 1 Xepian task Mar TIIGP Solid waste management (along trekking trails, around accommodation) force Dec 17 expertise 7.5 Improve signposting along the trails (tourist 2 Xepian task Mar TIIGP sites, accommodation, etc.) force Dec Improve collaboration between public sector, private sector and villagers for the promotion of a responsible and sustainable tourism (reduce noise 1 Xepian task force Jan 16 Dec 18 N/A N/A Facilitation support of meetings from development partner, e.g. WWF? from Karaoke sites, protect forest and environment, etc.) 7.7 Diversify community-based products in 1 Xepian task Mar TIIGP Lao based product development collaboration with villagers force Dec 18 expertise 8.1 Carry-out scoping for eco-tourism experiences 1 Green Mar TIIGP in Dong Hua Sao discovery? Jun 16 - Green Discovery 8.2 Develop eco-adventure/community based 1 Green Jul TIIGP products in collaboration with villagers discovery Dec 18 - Green Discovery - other private sector partners 1 The loop Mar TIIGP Lao based design expertise task force Oct 16 (follow-brand expression guidelines) UNWTO Tourism Roadside signage (international standards) 9.2 Attractive map including key information like 1 The loop Mar TIIGP Lao based map design expertise 7 The Loop Bolaven 9.1 Improved and attractive directional signage along the loop (expressing the brand of Southern Laos), indicating waterfalls, accommodation, villages include Cham Pi Waterfall 25

26 Code Name of visitor flow Identified actions to strengthen flow Priority level: 1 = high 2 = med 3 = low motorbike repair shops, attractions and accommodation 8 Coffee Experience Tours 9.3 Small campaign on motorbike road safety targeting tourists, motorbike providers and police (including general population), including à traffic in Laos and driving instructions à safety and security (helmets, locking of bikes) à what to do in case of accidents (leaflet with emergency numbers) 9.4 Improve existing products and diversify experiential products along the loop to increase the length of stay 9.5 Update promotion platforms (TripAdvisor, guide books, travel blogs) about the loop and link with Targeted promotion of coffee experiences to specific market segments à Expats in Vientiane (buy and sell Vientiane), Bangkok, Siam Reap, Phnom Penh à Coffee specialist through coffee networks à Foodies through food blogs and magazines 10.2 Promotion of coffee experiences through main destination marketing platforms à à TripAdvisor à guidebooks 10.3 Work with DMCs and travel agents to include coffee tours into tour packages 10.4 Conduct tour guide training for village guides include ecotourism awareness and guiding techniques. 9 Tree Top Adventure 11.1 Targeted marketing to new markets à new, young ASEAN middle class from BKK, KL, CGK, Singapore à expats based in bigger cities around Pakse (VTE, LPG, Chiang Mai, Siam Reap, Phnom Penh, Ho Chi Minh) 11.2 Strengthen local tour guide skills for Tree Top Explorer guides Lead respons. Timing task force Oct 16 2 The Loop task force 1 The Loop task force 1 Marketing task force 1 Coffee tourism task force 1 Marketing task force with marketing coordinato r 2 Coffee tourism task force 2 Coffee tourism task force 1 Green discovery 1 Green discovery Nov 16 Mar 17; Nov 17 Mar 18 Mar 16 Dec 18 Mar 16 Dec 18 Mar 16 Dec 18 Mar 16 Dec 18 Mar 16 Dec 18 Jan 17 Dec 17 Jan 16 Dec 18 Mar 16 Jun 16; Resources needed (USD) Potential source of funding Additional resources needed in terms of HR expertise (cost for the HR expertise is included in the resource estimates) TIIGP Lao based education expertise TIIGP Lao based product development expertise; Swisscontact N/A N/A Marketing task force; TIIGP - AFD - GIZ Related N/A N/A Ref Internal resources Internal resources N/A N/A - TIIGP - Swisscontact Internal resources Internal resources Marketing task force; journalists - Swisscontact - Guide trainer & guide curriculum 26

27 Code Name of visitor flow Identified actions to strengthen flow Priority level: 1 = high 2 = med 3 = low à hygiene training à practical guiding skills à first aid training 11.3 Diversify experiential tourism product offer in and around Nong Luang (so there is more reason to stay in Nong Luang) Lead respons. 2 Green discovery 11.4 Improve access road to Nong Luang 1 Public works depart Conduct tour guide training for village guides include ecotourism awareness and guiding techniques. 10 MICE 13.1 Improve facilities for seminar and conferences 13.2 Specialized training for hospitality staff and hotel owners focusing on MICE market 13.3 Establish network and linkages with travel agents / DMCs catering to this segments 13.4 Add a MICE segment to the destination webpage islands experience flows (excluding backpackers and Tai bus tourists described in flow 1) 15.1 Diversify experiential product offer on the 4000 islands à River Life Experiences à Being a Rice Farmer for a day à Sunset river cruises à dolphin experience cruise à on the colonial pathway (railway story telling with photographs and signage) à soft adventure (stand-up paddling, kayaking, cycling) 15.2 Workshops to improve public-private collaboration on 4000 islands (ticket prices for sites, noise management, socially responsible tourism, signage for standard boating prices in Nakasang, etc.) 2 Green discovery & DICT PIU Timing Mar 17 Jun 17; Mar 18 Jun 18 Jan 17 Dec 18 Jan 16 Dec 16 Jan 17 Dec 17 2 CCCI, CHRA Jan 16 Dec 18 1 CCCI, CHRA Mar 16 Oct 16 1 CCCI, CHRA Mar 16 Oct 16 2 Marketing Jan 17 task force Dec 18 with marketing coordinato r Mar 16 islands task Dec 18 force islands task force Mar 16 Dec 18 Resources needed (USD) Potential source of funding Additional resources needed in terms of HR expertise (cost for the HR expertise is included in the resource estimates) TIIGP Product development expertise? - Government budget 3,000 - Green Discovery - Swisscontact? - MICE hotels - Swisscontact - Guide trainer & guide curriculum TIIGP Lao based MICE expertise N/A N/A Lao based MICE expertise N/A N/A TIIGP - Swisscontact CTBP - Private sector investment Product development expertise External facilitation support 15.3 Specific campaign on improving solid waste Mar TIIGP Lao based educational expertise; 27

28 Code Name of visitor flow Identified actions to strengthen flow Priority level: 1 = high 2 = med 3 = low management on 4000 islands and in Nakasang boat landing ( treasure island campaign ) 15.4 Develop an attractive tourism map of the 4000 islands with itineraries 15.5 Improve comfort and quality of boats to cater better to the needs of older tourists 15.6 Improve quality and comfort of bicycles (including bikes with baby seats for families) 15.7 Conduct safety; training programs for boat operators 12 Cycling visitor flows 16.1 Improve information on cycling in Southern Laos on destination webpage, guide books, online portals 16.2 Attract investment for good quality bike rental in Pakse 16.3 Promote cycling to specific target markets (Thailand, expats markets in nearby cities) 16.4 Design a specific cycling map with itineraries, indication of fixing places, etc Organize cycling event in Champasak to profile Southern Laos as cycling destination 13 Motorbike visitor flows 14 Ethnic culture experiences in Attapeu, Salavan, Sekong 17.1 Improve information on motorbike tourism in Southern Laos on destination webpage, guide books, online portals 17.2 Attract investment for good quality motorbike rental in Pakse 17.3 Promote motor biking to specific target markets (Thailand, expats markets in nearby cities) 18.1 Scoping assessment for this visitor flow à What are needs and interests of visitors à possible itineraries and points of interest à needs and interests of local villagers and entrepreneurs within flow Lead respons. islands task force islands task force islands task force islands task force islands task force 1 Cycling task force 1 Cycling task force 1 Cycling task force 2 Cycling task force 2 Cycling task force 1 Cycling task force 1 Cycling task force 1 Cycling task force 1 Swissconta ct CTBP Timing Resources needed (USD) Potential source of funding Additional resources needed in terms of HR expertise (cost for the HR expertise is included in the resource estimates) Dec 17 solid waste management expertise Mar TIIGP Lao based GIS and map design Oct 16 expertise Mar 16 Oct 17 Mar 16 Oct 17 June 16 Oct 17 Mar 16 Dec 17 Mar 16 Dec 17 Jan 16 Dec 18 Jan 17 Dec 17 Jan 16 Dec 16 Mar 16 Dec 17 Mar 16 Dec 17 Jan 16 Dec 18 Jan 16 Jun TIIGP SME support - Private sector financing TIIGP SME support - Private sector financing TIIGP Professional trainers and consultant on boat safety to prepare curriculum Swisscontact Swisscontact cycling expertise CTBP Swisscontact CTBP Swisscontact CTBP Swisscontact CTBP Swisscontact CTBP Swisscontact CTBP Swisscontact CTBP Swisscontact CTBP Swisscontact CTBP Swisscontact cycling expertise Marketing task force Lao based GIS and map design expertise Cycling and event management expertise Swisscontact cycling expertise Swisscontact cycling expertise Marketing task force Resource persons with expertise on ethnic and cultural experiences 18.2 Collect information and high quality pictures 1 Swissconta Jan Swisscontact Photographer and cultural 28

29 Code Name of visitor flow Identified actions to strengthen flow Priority level: 1 = high 2 = med 3 = low about lives and believes of ethnic groups in Southern Laos and put it on destination webpage and online platforms 18.3 Improve accommodation options and homestays along this flow 18.4 Training to villagers on cultural awareness and demand of tourism market 18.5 Improve transportation options and services (collaboration transport association, department of transport, travel agents) 18.6 Specific guide training for provincial and local village guides on ethnic groups and culture Lead respons. Timing Resources needed (USD) Potential source of funding ct CTBP Jun 16 CTBP experts 2 Swissconta ct CTBP 2 Swissconta ct CTBP 2 Swissconta ct CTBP 2 Swissconta ct CTBP Jan 16 Dec 18 Jan 17 Dec 17 Jan 17 Dec 18 Jan 17 Dec 18 Additional resources needed in terms of HR expertise (cost for the HR expertise is included in the resource estimates) TIIGP SME support TIIGP Tourism expertise; Swisscontact CTBP N/A N/A Transport association, travel agents based in Pakse TIIGP Swisscontact CTBP Activities of importance for several flows A. Marketing, promotion and tourism information management activities A.1 Build capacity on brand culture amongst DICT and private sector stakeholders A.2 Express brand in key strategic locations (airport arrival hall in Pakse, other airports, airline in-flight magazines, sign boards around Champasak, Vientiane, Luang Prabang) A.3 Constantly update and improve provincial tourism webpage A.4 Develop a high quality Southern Laos tourism map (for sale) A.5 Improve directional signage expressing the Southern Laos brand identity the in key local tourism destinations à Champasak and What Phou à 4000 islands à Bolaven à Pakse Priority 1 = high 2 = med 3 = low Lead Timing Resources needed (USD) Marketing task force with marketing coordinator Marketing task force with marketing coordinator Marketing task force with marketing coordinator Marketing task force with marketing coordinator Marketing task force with marketing coordinator, in collaboration with local Jan 16 Jun 16 Jan 16 Dec 16 Jan 16 Dec 18 Jan 16 Dec 16 Mar 16 Dec 18 Potential source of funding Swisscontact CTBP TIIGP - Swisscontact CTBP Additional resources needed in terms of HR expertise (cost for the HR expertise is included in the resource estimates) Swisscontact CTBP Swisscontact CTBP Swisscontact Swisscontact CTBP TIIGP Lao based GIS and design expertise; Hong Kong based map expertise involved in previous map development expercises (name?) TIIGP Lao based design expertise; following the instructions of the brand expression guidelines 29

30 Activities of importance for several flows A.6 Improve information boards at key tourism sites in Champasak A.7 Strengthen tourism information office in Pakse à capacity building of staff in tourism office on how to provide information and what information to provide à improve design and layout of office A.8 Training on the use of online marketing tools and platforms (TripAdvisor, etc.) for private sector partners and DICT staff A.9 Carry-out a market study for the potential for demand-oriented handicraft development in Champasak à catering to international (Western) market à catering to Thai and ASEAN market A.10 Build capacity of handicraft producer groups and develop improved handicraft products A.11 Promote Champasak to other ASEAN source markets with interest in experiential tourism (Singapore, Jakarta, KL, BKK) A.12 Diversify product offer for smaller day and half-day trips in and around Pakse in collaboration with entrepreneurs à Cycling tours in and around Pakse à Phou Sao Lao (improve access stairs and signposting at Phou Sao Lao à Sunset river cruise; wine and dine à Kayaking, stand-up paddling in and around Pakse à One day tours to big lake on Thai side à Cooking classes à Dao Hueang Market tour Priority 1 = high 2 = med 3 = low Lead Timing Resources needed (USD) Potential source of funding Additional resources needed in terms of HR expertise (cost for the HR expertise is included in the resource estimates) destination task forces Marketing task Mar 16 Dec TIIGP Lao based design expertise; following force with 18 -Concession the instructions of the brand expression marketing holders guidelines coordinator, in collaboration with local destination task forces and concession holders DICT Jul 17 Oct TIIGP Lao based design expertise; Swisscontact CTBP Marketing task force with marketing coordinator Marketing task force with marketing coordinator Marketing task force with marketing coordinator Marketing task force with marketing coordinator Marketing task force with marketing coordinator Mar 16 Dec 16 Jul 16 Oct 16 Jan 17 Dec 17 Jul 16 Dec 18 Mar 16 Dec Swisscontact - TIIGP Swisscontact CTBP TIIGP EMC, EDC, Ock Pop Tok, Lao based handicraft expertise TIIGP EDC, Lao based business development expertise GIZ RELATED - TIIGP TIIGP SME support - Private sector co-financing GIZ RELATED Swisscontact CTBP; product development expertise 30

31 Activities of importance for several flows Priority 1 = high 2 = med 3 = low A.13 Distribution of Beyond the Ordinary Visitor Booklet 1 Marketing task force with marketing coordinator A.14 Update the Beyond the Ordinary Visitor Booklet (new CBT products, products from other Southern Provinces) A.15 Promote festivals and events at Don Kong, Don Det, Don Khone and other islands (each island has its own unique activity) B. Skills Development activities B.1 Further strengthen trainer pool in Champasak for the implementation of Peun Than Heng a Sip (Junior Passport to Success) training model à follow-up ToT of trainers by Lanith à further specialization of trainers through internships and exchange visits, e.g. Lanith Luang Prabang, BKK apprenticeship programme, Dusitani B.2 Develop additional modules for Junior Passport to Success in collaboration with Lanith 2 Marketing task force with marketing coordinator 2 Marketing task force with marketing coordinator 1 1 CHRA Lead Timing Resources needed (USD) Swisscontact, Lanith Jan 16 Dec 16 Jan 17 Dec 17 Jan 17 Dec 17 Jan 16 Dec 17 Jan 16 Mar 16 Potential source of funding N/A N/A Swisscontact CTBP Swisscontact CTBP - Private sector contribution 15,000 - Swisscontact CTBP - Private sector contribution Swisscontact CTBP Swisscontact CTBP - LANITH Additional resources needed in terms of HR expertise (cost for the HR expertise is included in the resource estimates) Swisscontact CTBP Swisscontact CTBP Lanith, Swisscontact CTBP Lanith, Swisscontact CTBP B.3 Carry-out in-house trainings in bigger hotels in Champasak Province linking in house training programme with standard operating procedures (SOPs) B.4 Further strengthening of Champasak Hotel and Restaurant Association (CHRA) to coordinate hospitality trainings (Peun Than Heng a Sip, other hospitality trainings) 1 1 CHRA CHRA Mar 16 Oct 16 Jan 16 Dec Swisscontact CTBP Swisscontact CTBP - BAF Swisscontact CTBP Swisscontact CTBP B.5 Mobile training on Peun Than Heng a Sip in 4000 islands, Champasak town, Bolaven Plateau and Pakse town according to demand B.6 Improve tour guide training curriculum of DICT B.7 Complementary tour guide training based on newly developed training material by Swisscontact in key locations (Wat Phou, Coffee tour guides, provincial guides, local guides on 4000 islands, village CHRA DICT, CPATA DICT, PATA Mar 16 Oct 16 Mar 17 Oct 17 Mar 18 Oct 18 Mar 16 Oct 16 Mar 16 Oct 16 Mar 17 Oct Swisscontact CTBP - TIIGP - Private sector contribution Swisscontact CTBP TIIGP Swisscontact CTBP TIIGP Swisscontact CTBP 31

32 Activities of importance for several flows Priority 1 = high 2 = med 3 = low Lead Timing Resources needed (USD) guides in Dong Hua Sao) 17 Mar 18 Oct 18 B.8 Develop English training pilot for tourism employees à develop concept, curriculum and training materials 1 à pilot trainings on 4000 islands, Champasak town, Pakse and Bolaven plateau C. Strengthen responsible tourism behavior in the province C.1 Establish criteria for responsible tourism destination management in Southern Laos and built capacity within all task 1 forces C.2 Organize campaign and support activities for keeping Champasak province clean (targeting schools, tourism businesses, 1 tourists, public authorities) C.3 Develop plans for the setting up and enforcement of solid waste management systems in key local tourism destinations (Don Det- 1 Don Kong, Champasak town and Wat Phou, Paksong, Pakse river front and town) C.4 Improve solid waste management system on Don Det and Don Kong (specific interventions on 4000 islands) à Improve solid waste collection system 1 à Campaign targeting households, businesses, schools and tourists) à Investments to improve facilities for solid waste management C.5 Train hotels and restaurants in Champasak province on how to green their businesses 2 Swisscontact CTBP Responsible tourism task force Responsible tourism task force Responsible tourism task force Responsible tourism task force Jan 16 Dec 16 Jan 16 Dec 16 Jul 16 Dec 17 Potential source of funding Swisscontact CTBP Swisscontact CTBP TIIGP - ADB other projects Jul 16 Jul TIIGP - ADB other projects Mar 16 Dec TIIGP - ADB other projects Additional resources needed in terms of HR expertise (cost for the HR expertise is included in the resource estimates) Collaboration with Pakse based English language center (ARDA, Lao Vida) Swisscontact CTBP Lao based solid waste management expertise; WWF Lao based solid waste management expertise; WWF Swisscontact CTBP CHRA Apr Sep TIIGP Swisscontact CTBP; Lao based greening tourism business expertise C.6 Organize a campaign on child safe tourism C.7 Follow-up training of tourism businesses and public sector authorities on child safe tourism D. Tourism statistics and data management D.1 Build capacities on tourism-related M&E, statistics and data management (following a unified approach throughout Lao PDR) for government officials and tourism project staff members D.2 Carry out an annual tourism exit survey Responsible tourism task force Responsible tourism task force DICT statistics team DICT statistics team Jul 16 Jun 17 Jun Oct 16 Jun Oct 17 Feb 16 Dec 18 Feb 16 Dec TIIGP - World Vision TIIGP - World Vision World Vision to manage the campaign Lanith trainers trained on child safe tourism World Vision trainers trained on child safe tourism TIIGP ADB statistics expertise; Swisscontact; GIZ TIIGP - Swisscontact Swisscontact, EDC D.3 Carry out an annual tourism business survey 1 DICT statistics team Feb 16 Dec TIIGP - Swisscontact Swisscontact, EDC 32

33 Activities of importance for several flows Priority 1 = high 2 = med 3 = low Lead Timing Resources needed (USD) Potential source of funding Additional resources needed in terms of HR expertise (cost for the HR expertise is included in the resource estimates) D.4 More research and understanding needed on potential for experiential products for Asian tourists. E.g. uptake of products that will generate local economic development. 1 Marketing Taskforce June 16 Dec 17 10,000 - TIIGP - Swisscontact Swisscontact, EDC E. Transport, accessibility and infrastructure E.1 Strengthen Champasak transport association in terms of business planning and management E.2 Workshop between Lao airlines, CHRA, CPATA and DICT on how to improve air connectivity to Pakse (reliable schedules announced in advance, opening for new airlines to fly into Pakse) E.3 Regular road maintenance and transparent allocation of funds for road construction supporting prioritized visitor flows above DICT PIU DICT PIU DICT PIU Jul 16 Dec 16 Mar 16 Jun 16 Jan 16 Dec TIIGP Lao based business planning consultants (e.g. EDC) N/A N/A Swisscontact CTBP? - Gov budget - maybe partially KfW N/A E.4 Improve the road on Don Ket F. Tourism policies and regulations F.1 Identify policy issues which are hindering tourism development in Champasak province, in collaboration between public and private sector stakeholders F.2 Present and address identified policy issues in national level task force on policies and regulations G. Tourism SME support activities (check PAM) G.1 Business planning support to selected SMEs supporting the strengthening of prioritized flows G.2 Facilitation of access to finance to selected SMEs supporting the strengthening of prioritized flows H. Destination Management Network H.1 Organize bi-annual meeting of Destination Management Network Board for monitoring of Destination Management Plan DICT PIU Jan 16 Dec 18? - Gov budget - maybe partially KfW N/A DICT PIU Jan Jun 16 N/A N/A N/A DICT PIU Jan Jun 16 N/A N/A VTE based travel agents for the national level discussions DICT PIU DICT PIU Jul 16 Dec 18 Jul 16 Dec TIIGP Lao based business planning consultants (e.g. EDC) TIIGP Lao based business planning consultants (e.g. EDC) DMN secretariat Jun/Dec 16, TIIGP Swisscontact CTBP 1 17, 18 H.2 Establish taskforces of the Destination Management Network 1 DMN board Jan/Feb 16 N/A N/A Swisscontact CTBP H.3 Backstopping of Destination Management Network activities MICT PIU Jan 16 Dec TIIGP Swisscontact CTBP 1 18 H.5 Training of government staff and DMN board members in MICT PIU Jun/Dec 16, TIIGP Swisscontact CTBP, EDC 2 visitor-flow based destination management 17, 18 H.6 Exchange visit with other destinations with their own DMN MICT PIU Mar 17 5,000 - TIIGP Swisscontact CTBP 3 structure in Laos H.7 Conduct tourism awareness training / workshop for tourism DICT PIU June 17 Dec 5,000 - TIIGP 2 service providers in Ban Kiet Ngong (village level) 17 33

34 6. Monitoring and Evaluation 6.1 Why Monitoring & Evaluation? Monitoring and Evaluation is a useful way to track your destinations performance. It can assist the Champasak Province DMN in: Having improved information for decision making Prioritization of the DMP action plan Improving the approach to tourism planning Identifying areas that need more improvement Measuring the performance of the DMN in implementing the DMP Improving communication & coordination between tourism stakeholders (private and public sectors) Enhancing the visitor experience Improving the sustainability of the destination Influencing policy changes Destinations in Laos have relied on a limited range of statistics such as visitor arrival numbers and visitor satisfaction ratings to monitor their destination. These statistics do not tell the whole story of tourism s impacts. Collecting data on a broad range of issues relevant to the impact of tourism on the local economy, communities, and the environment will help you build an accurate picture of what is really going on in Champasak Province. It will also help build a competitive sustainable tourism destination. 6.2 The Results Framework The results framework below details the intended impacts and outcomes for the Champasak Destination Management Plan if all the proposed activities in the Destination Action Plan are implemented over the next three years ( ). The Destination Management Network (DMN) should familiarize themselves with this results framework using it not only to assist them monitor and evaluate their progress but as a reminder of their overall vision for the destination. 34

35 Pro Poor Local Economic Development Compe++ve Sustainable Tourism Des+na+on BeFer places for people to live in & befer Places for people to visit Beneficiary net incomes increased Tourism Stakeholders minimise the nega+ve social & environmental impacts of tourism Tourism SMEs net incomes are increased Tourism SMEs employ more staff Incl. women New tourism MSMEs are developed Improved tourism policies & effec+ve expenditure on tourism development Increase in visitor spending Increase in visitor arrivals Increase in length of stay A range of ac+vi+es & interven+ons Figure 3: Champasak Province Tourism Destination Management Plan Results Framework 6.3 The Measurement Plan The measurement plan below provides the DMN with a guideline on what to monitor to evaluate their progress and success implementing the DMP. It also gives suggestions on how to measure, by who, when and who is responsible for delivering and overseeing the measurement. The measurement plan will require a collaborative stakeholder approach with almost all taskforces having responsibility for certain indicators. The destination indicators can be broken up into four categories with each category relating back to the activity plan: 1. Destination Development and Management 2. Economic Impacts 3. Social and Cultural Impacts 4. Environmental Impact These four indicators are based on the European Tourism Indicator System for Sustainable Destinations. The indicator system aims to contribute to improving the sustainable management of destinations by providing tourism stakeholders with an easy and useful approach to measuring and monitoring, and enable tourism stakeholders to share and benchmark their progress and performance in the future. 35

36 CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS DESTINATION DEVELOPMENT AND MANAGEMENT Destination % of Destination DMN secretariat Annually, Baseline: Management Management Network during DMN 0% (how stakeholders Committee Members who Committee work together) are satisfied with the Meetings functioning of the Destination Management Network Number of taskforces established and functional Percentage of tourism SMEs satisfied with their involvement and their influence in the planning and development of tourism The Destination Management Activity Plan is actively used as the key tool for Tourism Development and Management in the Destination The percentage of priority number 1 activities in the Internal survey during DMN Committee meetings (categories to be given: not satisfied satisfied very satisfied; including room for explanations and suggestions) Internal survey during DMN Committee meetings (categories to be given: not active active very active; including room for explanations and suggestions) Tourism business survey Interview with key stakeholders (DICT, Provincial Government Office, CHRA, CPATA) (scale to be used: 0-5) During DMN Committee meetings DMN secretariat Statistics taskforce in charge of business and exit survey Statistics taskforce DMN secretariat together with DMN Annually, during DMN Committee Meetings Annually, after high season Annually, beginning of calendar year Annually, during DMN 2016: 30% 2017: 50% 2018: 70% Baseline: : : : 7 Baseline: 0% 2016: 30% 2017: 50% 2018: 70% Baseline: : : : 5 Baseline: 0% 36

37 CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS Destination Management committee Committee Activity Plan that were Meetings 2016: 70% completed or are being 2017: 80% implemented 2018: 80% Visitor Satisfaction (what visitors like about the destination) Has the destination a. conducted a visitor satisfaction survey that covers the key visitor flows b. shared findings with stakeholders c. action in response to findings taken Percentage of visitors who would highly recommend the destination to others Percentage of return visitors within the last 5 years amongst total number of visitors Percentage of visitors who consider the following aspects of the destination During DMN Committee meetings Exit survey (categories to be given in survey: not recommend recommend - highly recommend) Exit survey Exit survey Statistics taskforce in charge of business and exit survey Statistics taskforce in charge of business and exit survey Statistics taskforce in charge of business and exit survey Statistics taskforce in charge of business and exit survey Annually, during DMN Committee Meetings Annually during season Annually during season Annually during season high high high Baseline: a. no b. no c. no 2016: yes to a-c 2017: yes to a-c 2018: yes to a-c Baseline: First time survey data 2016: 50% 2017: 70% 2018: 80% Baseline: First time survey data To be set once baseline data is available 2016: 2017: 2018: Baseline: First time survey data 37

38 CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS either as good or very good : - A. Diversity of sites and attractions - B. Diversity of excursions and activities To be set once baseline data is available 2016: A. B. - C. Service quality in 2017: hotels and restaurants A. - D. Hygiene and B. cleanliness in hotels and restaurants - E. Service quality of travel agents - F. Service quality of tour 2018: A. B. guides - G. Value for money of attractions, excursions, hotels, restaurants and tour operators - E. Communication skills in foreign language of hotel and restaurant staff Destination Promotion and Reputation (how the destination is promoted and visible externally) Percentage of visitors who express that they have used key promotional and information sources for the destination, such as (tbd for each destination): - Destination website - Specific destination brochures or booklets The number of times the destination has been specifically promoted in Exit survey During DMN Committee meetings Statistics taskforce in charge of business and exit survey Statistics taskforce in charge of business and exit survey Annually during season high Annually, during DMN Committee Meetings Baseline: First time survey data 2016: 30% 2017: 40% 2018: 50% Baseline: First time survey data 38

39 CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS international trade fairs 2016: : : 4 The number of times the Marketing taskforce Marketing taskforce Regularly, but Baseline: destination has been regular monitoring reported First time survey data specifically show-cased in the media (print, television or web-based) during annual DMN Committee Meetings 2016: : : 6 Responsible Tourism Management The number of familiarization trips of tour operators and/or media to the destinations Does the destination have: a. Policies or guidelines which support responsible tourism in the destination b. Human and financial resources allocated to strengthen responsible tourism (e.g. responsible tourism task force) c. Concrete measures that are being implemented to strengthen responsible tourism Marketing taskforce regular monitoring Responsible tourism taskforce survey Marketing taskforce Responsible taskforce tourism Regularly, but reported during annual DMN Committee Meetings Annually, during DMN Committee Meetings Baseline: First time survey data 2016: : : 2 Baseline: First time survey data 2016: yes to a-c 2017: yes to a-c 2018: yes to a-c 39

40 CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS Percentage of tourism SMEs Tourism business Statistics taskforce in Annually, after Baseline: with: survey charge of business high season First time survey data a. Specific policies for and exit survey responsible business management in place b. Staff trained on policies or specific aspects of responsible tourism management 2016: tbd c. Concrete interventions to 2017: tbd strengthen responsible 2018: tbd business practices d. A certification label or scheme for responsible tourism Percentage of visitors who Exit survey Statistics taskforce in Annually Baseline: stated: charge of business during high First time survey data a. Environmental pollution and exit survey season being a concern during their stay in the destination 2016: reduction of 10% for both b. Child safety being a a and b as compared to prior concern during their stay year in the destination 2017: reduction of 10% for both a and b as compared to prior year 2018: reduction of 10% for both a and b as compared to prior year ECONOMIC IMPACT Tourism Flow (volume & value) at Destination The number of visitors per month and year, disaggregated by country of origin DICT statistics Statistic Taskforce Dept. of Immigration / border control, airport control, CHRA CPATA Regularly, but annual data evaluation Baseline: DICT statistics 2016: tbd 40

41 CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS 2017: tbd 2018: tbd Number of prioritized tourism visitor flows in the DMP with perceived satisfactory growth tendencies/vectors Average daily spend per main visitor flow Average length of stay per main visitor flow Growth in revenue for the destination through tourism During DMN Committee meetings Exit survey Exit survey Statistics taskforce in charge of business and exit survey Statistics taskforce in charge of business and exit survey Statistics taskforce in charge of business and exit survey Annually, during DMN Committee Meetings Annually during season Annually during season high high DICT statistics Statistic Taskforce Regularly, but annual data evaluation Baseline: First time data 2016: tbd 2017: tbd 2018: tbd Baseline: First time data 2016: increase by 20% as compared to previous year 2017: increase by 20% as compared to previous year 2018: increase by 20% as compared to previous year Baseline: First time data 2016: increase by 0.5 days as compared to previous year 2017: increase by 0.5 days as compared to previous year 2018: increase by 0.5 days as compared to previous year Baseline: DICT statistics 2016: +20% as compared to previous year (depending on overall growth of economy in destination) 2017: +20% as compared to previous year 41

42 CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS 2018: +20% as compared to previous year Enterprise performance Employment Average occupancy rate in commercial accommodation per month and average for the year The number of a. hotels b. restaurants c. tour operators that have invested into hospitality/tour guide training during the assessment period Percentage of tourism SMEs who state an improved business performance/revenue as compared to previous year Net growth (newly registered closed businesses) in registered tourism SMEs in destination Direct tourism employment as percentage (%) of total Tourism survey Tourism survey Tourism survey business business business Statistics taskforce in charge of business and exit survey Statistics taskforce in charge of business and exit survey Statistics taskforce in charge of business and exit survey Annually, after high season Annually, after high season Annually, after high season DICT statistics Statistic Taskforce Regularly, but annual data evaluation DICT statistics Statistic Taskforce Regularly, but annual data Baseline: First time data 2016: increase by 20% as compared to previous year 2017: increase by 15% as compared to previous year 2018: increase by 5% as compared to previous year Baseline: First time data 2016: 50% 2017: 50% 2018: 50% Baseline: First time data 2016: 50% 2017: 60% 2018: 70% Baseline: DICT statistics 2016: : : +10 Baseline: DICT statistics 42

43 CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS employment, sex evaluation disaggregated No targets, but more as measure of the importance of the sector and how this changes over time Number of directly DICT statistics Statistic Taskforce Regularly, but Baseline: employed people in the annual data DICT statistics tourism sector (full time evaluation equivalent = FTE), sex disaggregated No targets, but more as measure of the importance of the sector and how this changes over time No targets, but more as measure of the importance of the sector and how this changes over time SOCIAL AND CULTURAL IMPACT Community Impact % of community members who perceive the impacts of tourism on their communities as positive Number of villages involved in tourism Number of registered tourism SMEs owned by local residents Community survey Statistics Taskforce Regularly, but annual data evaluation DICT statistics Statistic Taskforce Regularly, but annual data evaluation DICT statistics Statistic Taskforce Regularly, but annual data evaluation Baseline: DICT statistics 2016: +20% 2017: +20% 2018: + 20% Baseline: DICT statistics 2016: 2 new ones 2017: 2 new ones 2018: 2 new ones Baseline: DICT statistics 2016: 2 new ones 43

44 CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS 2017: 2 new ones 2018: 2 new ones Protecting and Enhancing Cultural Heritage, Local Identity and Assets ENVIRONMENTAL IMPACT Solid waste management Number of initiatives specifically aimed at reducing the negative impact of tourism on local communities (e.g. child safe tourism training and campaign) Percentage of listed cultural heritage sites (at national or provincial level) with an operational heritage management plan Percentage of SMEs who actively source products locally Perceived improvement in solid waste management infrastructure and services Responsible tourism taskforce survey Responsible taskforce tourism Annually, during DMN Committee Meetings DICT statistics Statistic Taskforce Regularly, but annual data evaluation Business district offices survey, Business and exit surveys Statistics Taskforce Regularly, but annual data evaluation Baseline: First time data 2016: : : 2 Baseline: DICT statistics 2016: 50% 2017: 80% 2018: 100% Baseline: First time survey data 2016: + 20% 2017: + 20% 2018: + 20% Statistics taskforce Annually Baseline: First time survey data 2016: 10% perceived improvement as compared to last year 2017: 10% perceived improvement as compared to last year 2018: 10% perceived improvement as compared to last year 44

45 CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS Number of specific policies Responsible tourism Responsible tourism Annually, Baseline: or initiatives to reduce, reuse and recycle solid waste Committee taskforce survey taskforce during DMN First time survey data implemented (e.g. plastic Meetings 2016: 1 bag policies, new collection 2017: + 1 services, awareness 2018: + 2 campaigns) Water sanitation and Percentage of tourism tourism businesses and general households with appropriate waste water management practices (according to prevailing regulations) Business survey; government statistics Responsible taskforce tourism Annually, during DMN Committee Meetings Baseline: First time survey data 2016: +10% 2017: + 20% 2018: + 20% Noise protection Energy measures saving Protection of natural assets and biodiversity % of tourists andp that the destination takes sufficient measures for noise protection % of tourism SMEs who take active measures to save energy Number of initiatives specifically aimed at the protection of forests and biodiversity implemented Business and exit surveys Statistics taskforce Annually Baseline: First time survey data 2016: 50% 2017: 60% 2018: 70% Business survey Statistics taskforce Annually Baseline: First time survey data 2016: 30% 2017: 40% 2018: 50% During DMN Committee meetings Statistics taskforce in charge of business and exit survey Annually, during DMN Committee Meetings Baseline: First time survey data 2016: : : +2 45

46 CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS Number of approved During DMN Statistics taskforce in Annually, Baseline: tourism investment projects Committee meetings charge of business during DMN First time survey data posing a threat to the and exit survey Committee natural assets and the Meetings reputation of the 2016: 0 destination 2017: : 0 Table 4: Champasak Province Destination Management Measurement Plan 46

47 7. References Asia Development Bank (2010) Investors Resource Kit. Mekong Tourism Forum. Produced for the Lao People s Democratic Republic Priority Tourism-Related Investment Project Factsheet. Accessed via the internet at ism%20forum% pdf Asia Development Bank (2013) Tourism Demand Analysis and Forecasts - GMS Tourism Infrastructure for Inclusive Growth Project (RRP LAO ). Accessed via internet at Asia Development Bank (2014) Project Administration Manual for Lao People s Democratic Republic: Greater Mekong Sub region Tourism Infrastructure for Inclusive Growth Project, June Asia Development Bank (2014) Report and Recommendation of the President to the Board of Directors. Proposed Loan - Lao People s Democratic Republic: Greater Mekong Sub region Tourism Infrastructure for Inclusive Growth Project, August Asia Development Bank (2015) Together We Deliver 2014: From Knowledge and Partnerships to Results. Chapter 10: Cambodia, Lao PDR and Vietnam: A welcome change for Visitors. Printed in the Philippines, Beritelli, P. & Reinhold, S. & Laesser, C. (2014) The New Frontiers of Destination Management. Journal of Travel Research, Edition 53, pp , July Beritelli, P. & Reinhold, S. (2015) The St. Gallen Model for Destination Management (SGDM). A practical introduction to the flow-based perspective. University of St. Gallen. Presentation 13 & 14 January 2015, hotel Sternen, Chur, Switzerland. Cochrane, J. (2008) Asian Tourism: Growth and Change. Published by Elsevier UK & The Netherlands, European Union (2013) European Tourism Indicator System for Sustainable Destinations. European Commission. Brussels, Belgium, February Kill, A. (2014) Green Tourism in Laos. Project Report for GIZ. Produced as part of an MA in Sustainable Tourism Management for Eberswalde University for Sustainable Development in February Laos National Tourism Authority (2004) National Ecotourism Strategy ( ) Summary Document. Accessed via the internet at Ministry of Information, Culture & Tourism (2015) 2014 Tourism Statistical Report. Access via the internet at sh%20version.pdf

48 Owen Edmunds, L. (2013) The necessary and sufficient conditions required to generate local economic development while conserving heritage sites for the main purpose of cultural tourism. Academic Paper, May Stange, J., Brown, D. & Solimar International (2012) Tourism Destination Management: Achieving Sustainable and Competitive Results. An Online Tool Kit and Resource Series 3. USAID, Washington. Accessed on the internet at Steiner, T. (2014) DMO 3 in Practice From strategy to governance. Chapter 10, pp Tourism and Leisure, Pechlancer, H. & Smerol, E. Springer Fachmedien, Germany. Swisscontact (2014) Situation Analysis: Tourism at the Four Thousand Islands, January to June Thompson, T. (2014) The Future DMO. Travel 2.0 Consulting Group. Canada. Accessed via the internet on the 18 th January 2014 United Nations World Tourism Organisations (2011), Tourism and Policy Practice for Global Tourism. Barcelona, Spain. Accessed via the internet at ok_feb.pdf. Wild, L. & La Pierre, D. (2011) Tourism Development: Achieving Sustainable and Competitive Results. Volunteers for Economic Growth Alliance (VEGA). Washington, United States of America. Accessed on the internet at pdf. Key online resources for Champasak Province:

49 8. Annex Annex 1: Definitions TERM Destination Destination Management Destination Management Plan (DMP) St. Gallen Model for Destination Management Strategic Visitor Flows (SVF) DEFINITION A destination comprises of one or more spaces, to which relevant numbers of visitors travel and where visitors spend their time and money. A destination is defined by numerous Strategic Visitor Flows (SVFs) and not as one territorial area defined by political or administrative boundaries. From the TOURIST (demand) perspective a destination is an area that provides facilities, services and a menu of attractions and activities which allows a holistic holiday experience for a stay of a couple of days or more. From the INDUSTRY (supply) perspective a destination is a locality offering a set of products and experiences, critically influenced by the role and attitude of interdependent service providers and their willingness to co-ordinate and co-operate. Source: University of St. Gallen (2013) It is a process of leading, influencing and coordinating the planning and management of all the aspects of a destination that contribute to a visitor s experience, taking account of the needs of visitors, local residents, businesses and the environment. Destination management includes the planning, development and marketing of a destination as well as how it is managed physically, financially, operationally and in other ways. Managing tourism destinations is an important part of controlling tourism's social, environmental and economic impacts. Destination management can include land use planning, business permits and zoning controls, environmental and other regulations, business association initiatives, and a host of other techniques to shape the development and daily operation of tourism-related activities. No one destination is the same as another. The challenges and opportunities for growth will be different and the stakeholders present, their willingness, capability and skill will vary. As such it is not appropriate to suggest that a one size fits all for destination management. Source: Adapted from Solimar International (2012,) UNEP-DTIE - Sustainable Tourism Project (2013) A Destination Management Plan is a shared statement of intent to manage, develop and promote a destination over a stated period of time. It articulates both the roles of the different stakeholders, identifies clear actions that they will undertake and the resources they will allocate. Source: Adapted from Visit England (2014) The St. Gallen Model for Destination Management (SGDM) is a model for destination planning and development. It provides a market-demand-driven, realistic, and forwardlooking perspective on the development of tourist destinations. The model enables decision-makers to identify strategic visitor flows (SVF) based on a six-step procedure. Since 2013 the University of St. Gallen, Switzerland have been developing the model based on practical experience in more than 30 destinations and the latest insights from ongoing research on destination management and marketing. Source: University of St. Gallen (2013) A strategic visitor flow (SVF) is a unit of measurement that maps out how visitors move to/from or within a destination. They reflect the way tourists interact with a destination: the attractions visited, activities pursued and experiences lived. SVFs consist of specific traveler segments with similar motivations and that pursue similar activities. They tend to 49

50 Destination Management Network (DMN) Taskforce What is Responsible OR Sustainable Tourism? be localized (e.g. can be mapped), significant in numbers, have their own demand-supply mechanisms, exhibit individual dynamics and lifecycles, create business opportunities and can be analyzed, managed and commercialized. SVFs are used as the basic unit of analysis for destination management. Source: Definition adapted from University of St. Gallen (2013) A DMN is a working group made up of many taskforces focused on improving the overall management and competitiveness of a tourism destination. Its role is to motivate, enable, facilitate and advise a collection of strategic visitor flows within and across destinations. The DMN is not a hierarchical management organisation (e.g. CEO run) but rather a group that is network-based that can influence and help a destination develop. A DMN is composed of range participants, not necessarily from one destination. They can include government agencies, tourism promotion authorities, private sector associations and individual firms, tourism and hospitality training bodies, and NGOs (conservation organizations, cultural heritage promotion groups). In Laos PDR there is a DMN at the national level as well as at the provincial level. Source: Definition adapted from University of St. Gallen (2013) A taskforce consists of a group of localized businesses and organisations (private and public) that are grouped together based on the way visitors interact / flow with relevant tourism attractions and activities in a geographic location. Taskforces are composed of participants from throughout the tourism value chain, including government agencies, tourism promotion authorities, private sector associations and individual firms, tourism and hospitality training bodies, and NGOs (conservation organizations, cultural heritage promotion groups). These participants collaborate to improve the competitiveness of the destination (visitor flow). There maybe many taskforces in your province that relate to common areas across all flows e.g. marketing, statistics, infrastructure development, training etc. or are only applicable for an individual flow e.g. Chompet walking tour, Chinese Car Caravans, Experiential FITs etc. Source: Definition adapted from University of St. Gallen (2013) Creating better places for people to live in and better places for people to visit Maximizing the POSITIVE impacts of tourism and minimizing the NEGATIVE impacts. - It takes into consideration the community ensuring they have access to the tourism industry and are actively involved. - It takes into consideration the local environment ensuring that the local environment is not destroyed by tourism. - And its takes into consideration the economic benefits of tourism ensuring that the local community get some of the financial benefit of tourism. - And most importantly it is about having a sustainable business that will provide you and your family with an improved livelihood for the future. Responsible Tourism is sometimes called Sustainable Tourism. Unique Selling Proposition Source: The Cape Town Declaration for Responsible Tourism Management (2002) The one key reason that a product or service is different from and better than that of its competitors. What makes your destination stand out from the crowd! 50

51 Annex 2: Background To The Destination Management Plan Travel and tourism continues to play an important role in the economic growth of destinations throughout Lao PDR. In an increasingly competitive national, regional and global market place where more and more tourism destinations are seeking to attract visitors and in an industry where travel planning has become more complex (individualized and technologically focussed) and driven by the tourist, sustainable destination management is key. Managing tourism destinations is also an important part of controlling tourism's social, environmental and economic impacts. Destinations that are well managed are more likely to generate `sustainable and inclusive growth in their local economy, and are more likely to maximise the benefits of that growth in long term, with additional income and jobs. The best-managed destinations are also likely to excel in attracting new investment, in keeping value-added jobs, in bringing in new talent and in stimulating innovation. Great destinations are great places to live and work as well great places as to visit. In Lao PDR the concept of destination management is relatively new and those destinations where the concept has been trialed (predominantly at a national level) using traditional approaches such as Destination Management Organisation (DMOs) have had limited success in being effective or sustainable. Some key reasons for this include a poor track record of both the private and public sector working together (lack of trust); an emphasis on the ownership being by the government who often lack the financial resources and capacity to implement the broad spectrum of roles and responsibilities put onto a DMO; a poorly defined vision and objective of the DMO (committee) leading to mismatched expectations and an assumption that international DMO models will work in Laos. In most cases these working groups / committees have been initiated and funded by international donor organisations. The donor provides both financial, technical and human resources often unintentionally playing the role of the DMO themselves. This leads to an unsustainable model whereby at the conclusion of the donor-funded project (usually 3 to 4 years) the DMO fails to continue. For a full list of lessons learned in Lao PDR and other destinations similar to Lao PDR can be seen in Annex 1. In order to move destination management forward in Lao PDR, it is critical that those involved in the tourism industry do not continue to make the same mistakes that have already been made. Adopting new thinking and new approaches such as the St. Gallen Model for Destination Management are important. The St. Gallen Model for Destination Management (SGDM) is a model for destination planning and development. It provides a market-driven, realistic, and forward-looking perspective on the development of tourist destinations. It recognizes that no one destination is the same, there is no blue print for destination management and it avoids defining destination management by administrative or physical geographical boundaries (i.e. by provinces). The six-step procedure (Ref. Annex 2) focuses primarily on mapping the destination based on strategic tourist flows (SVFs) i.e. how do current and potential visitors flow through the destination. A key part of the SGDM process is the development of a Destination Management Network (DMN) and a Destination Management Plan (DMP). A DMN is a working group focused on improving the overall management and competitiveness of a tourism destination. Its role is to motivate, enable, facilitate and advise a collection of visitor flows and provincial level taskforces. The DMN is not a hierarchical management organisation (e.g. CEO run) but 51

52 rather a group that is network-based that can influence and help a destination develop. This Champasak Province Destination Management Plan has been developed as a result of a series of workshops conducted with a wide range of tourism stakeholders by Swisscontact 12 and funded by the Asia Development Bank in conjunction with the Ministry of Information, Culture and Tourism. This plan is a shared statement of intent of how to plan, promote and coordinate Champasak Province as a tourism destination over a three-year period 13. The DMP sets out the agreed vision for Champasak Province s priority strategic visitor flows, opportunities and challenges faced, a destination action plan and a monitoring and evaluation plan for the period It articulates both the roles of the different stakeholders, identifies clear actions that they will undertake and the resources they will allocate. The DMP will be reviewed on a bi-annual basis by the DMN and revised on an annual basis Laos PDR 13 For this DMP the time frame is a three-year period however it can be for any agreed time frame. 52

53 Annex 3: Purpose and Use of the Destination Management Plans The purpose of this Destination Management Plan (DMP) is to support the planning, coordination, marketing and overall management of Champasak Province as a tourism destination over a three year period ( ). This DMP will support Champasak Province s tourism stakeholders to: 1. Increase their understanding of tourists in the respective destination i.e. the way a tourist interacts (tourist flows) with their destination and a tourists behaviour 2. Increase their understanding of a wide range of key tourism stakeholders and the ways in which they can work together to positively influence and improve specific tourism flows 3. Prioritise existing strategic visitor flows (SVFs) to focus on and identify appropriate strategies and actions 4. Identify new potential visitor flows that could be developed and identify the needs and priorities. 5. Identify capacity and resource gaps and define ways to tackle them 6. Clarify roles and responsibilities of key stakeholders to ensure an action orientated approach to the implementation of the DMP Ultimately, the DMP shall contribute to: ü Increased visitor spending and value addition in the destination ü Reduction of economic leakages away from the destination ü Sustainable and responsible development of tourism in the destination, balancing economic, social and environmental benefits ü More inclusive growth of the tourism destination offering decent employment for existing and new entrants into the tourism industry, in particular the local communities within the destination. The key part of the DMP is an action plan that specifies key visitor flows to focus on, outlines activities, actors and their responsibilities, and allocates financial resources. It is to be understood as a flexible, light and living instrument that needs to be reviewed at least once annually in collaboration with the Destination Management Network board. It does not strive to be an all-encompassing instrument including every single activity related to tourism, but focuses on strategic priorities that make sense from a sustainable and inclusive economic growth perspective. The DMP is not designed as a control instrument for the government, but as a tool to coordinate activities in a flexible manner. No stakeholder should ever be forced into a partnership or action that runs against his/her business principles or that seriously hampers the reputation and sustainability of the destination as a responsible tourism destination. In fact all partnerships and actions should only ever focus on creating better places for people to live in and better places for people to visit. Timeline for the elaboration and application of the DMP: Ø Draft ready by 15 th of December 2015 Ø Finalised and negotiated plans by March 2016 Ø Review meeting of the Plan by November 2016 Ø Review meeting of the Plan by November 2017 Ø Review meeting of the plan and follow-up plan by November

54 Annex 4: Key Lessons Learned: The Challenges of Destination Management Key lessons learned from destination management in Lao PDR and similar destinations are: ü Destination management models have been thrust onto some destinations without recognizing where the destination is in its life cycle and the contextual relevance. ü Most Destination Management Organisations (DMOs) or Committees are funded by donors. Donor project time frames are often 3 to 4 years, which in many young emerging destinations is not long enough to develop sustainable, and effective destination management structures. ü Many stakeholders and donors believe that destination management should be the main responsibility of the government and financed by the government because the government defines the destinations territory by its administrative borders. This leads to the development of government designed and run DMOs who are built on weak foundations insufficient funding and insufficient capacity. ü Tourism Destinations and DMOs have generally been defined and bound by political and administrative borders. These borders, more often than not, do not reflect the way tourists interact with a destination. Activities of the DMO become more focused on what the stakeholders (private & public) think they need rather than what the visitor actually needs and enhancing the visitors overall experience in the destination. ü Most DMOs are prescribed too many roles and responsibilities too soon. They try to be everything to everyone and are faced with chronic money and capacity shortages. In small destinations when committees are developed members of these tend to be associated only for power and prestige rather than for the better of the destination. In some cases this can lead to elite capture with certain members / stakeholders participating for their own personal financial gain and not involving the other key stakeholders. ü Traditional heavy, elaborate and tedious planning processes have, on average, yielded modest (if any) results. At best most of these processes have produced lengthy documents (marketing plans, destination strategies, brand strategies) that have never been implemented because there is not the capacity (financial or human) or will to do so. ü Traditional destination management participatory processes imply that every body has to agree about everything. Involving everyone in planning exercises and striving to reach a single common goal, vision and master plan in most cases does not work and is not sustainable. Realizing the motivations and incentives of everyone are different is key. Move away from common ownership (the DMO belongs to everybody and serves everybody) to effective transactions and relationships with working groups. ü Pooling funds centrally (e.g. via membership fees or tourism taxes) reduces the accountability of the DMO resulting in poor performance and disgruntled members. The accountability, transparency and sustainability of a DMO is immeasurably enhanced when the individual services delivered by the DMO are paid for by private and public sector organisations that will benefit from these. i.e. Fees are collected on an activity-by-activity basis rather than pooling funds centrally. This ensures the DMO is accountable for each activity they are paid to do and ensures transparency and better long-term relationships between the DMO and their customers. 54

55 Annex 5: The Six-Step approach to the St Gallen Destination Management Model Step #6 Step #1 Step #5 Step #2 Step #4 Step #3 Source: University of St. Gallen, Switzerland. 55

56 Annex 6: Champasak Province Tourism Statistics Champasak Province, Laos PDR Total Tourist Arrivals Tourist Numbers 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 - Growth of 77% from 2010 to YEARS Source: Ministry of Information, Culture & Tourism, 2014 Tourism Statistical Report Source: QUO Southern Laos Branding Presentation,

57 Champasak Province Domestic Visitors vs. International Visitors 2014 International 40% Domesitc 60% Source: Ministry of Information, Culture & Tourism, 2014 Tourism Statistical Report The following table project tourism numbers for Khammouance Province based on the Asia Development Banks Tourism Development project. Source: Asia Development Bank (2013) Accessed online at 57

58 Annex 7: Champasak Province Tourism Visitor Survey Summary of Results Visitor Survey 2015 Champasak Province International TA Organised Traveller 20% 16% 13% 11% 7% 7% 7% 36% 45% 41% 35% 60% 38% > 60 years, retired University Couple Friend Plane Bus Most important attraction / activity 79% 63% 39% Waterfall Watphou River tour First hear Attraction / activity during the trip 91% Waterfall 72% Watphou 70% Temple 66% Local village 55% River tour 30% Travel agent 24% Travel guide 123 USD / day Source of info 53% Travel agent 49% Travel guide 13 Days in Laos 5 Days in Champasak Nights on 4000 islands Night in Pakse Night in Paksong 83% 86% 76% 90% 75% Attraction diversity Hotel staff friendlyness Food quality / variety Tour package variety Tour guide customer orientation 56% 46% 57% 23% 14% Attraction cleanliness Hotel staff foreign language Restaurant staff foreign language Travel agent info. quality Guide foreign language Source:

59 Visitor Survey 2015 Champasak Province International Self Organised Traveller 17% 16% 12% 10% 7% 52% 57% 29% 32% 30% 27% 81% 18% years University Employee Friend Couple Alone Bus Plane Most important attraction / activity 78% 46% 34% Waterfall Watphou People 83% Waterfall Attraction / activity during the trip 57% People 51% Watphou 49% Temple 45% Local village First hear 37% Travel guide 23% Friend / Family 68 USD / day Source of info 55% Travel guide 46% Internet 13 Days in Laos 6 Days in Champasak 35% 30% 3 Nights on 4000 islands Other traveller Friend/ Family 2 1 Night in Pakse Night in Paksong 77% 74% 74% 75% Attraction diversity Hotel staff friendliness Hotel service quality Food quality / variety 60% 44% 50% 54% Attraction cleanliness Attraction Info availability Hotel staff foreign language Restaurant staff foreign language Source:

60 Visitor Survey 2015 Champasak Province Thai package tour 55% 33% 31% 30% 42% 21% 91% years University Gov employee Self employee Friend Couple Bus Most important attraction / activity 97% 72% 49% Attraction / activity during the trip 100% 87% 74% 44% 32% Waterfall Watphou Temple Waterfall Watphou Temple Museum Coffee tour First hear 28% 24% Travel agent Internet Source of information 50 USD / day 46% Travel agent 31% Internet 29% Other traveller 25% Friend/ Family 3 Days in Laos 3 Days in Champasak 2 Night in Pakse 95% 95% 88% 95% 95% Attraction diversity Hotel staff foreign language Restaurant service quality Travel agent reliability Guide knowledge & skill 23% 22% 25% 20% 12% Attraction cleanliness Room price Restaurant cleanliness Tour package price Guide fee Source:

61 Annex 8: Champasak Province / Southern Laos Tourism Assets Source: QUO Branding Consultants,