Sharing Of Best Practices
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Sharing Of Best Practices Sharing Of Best Practices Presentation Transcript

  • PPP in Tourism Sharing of best practices Bhopal May 2008 Prem Subramaniam
  • To unleash the potential of tourism, to generate economic development, at community levels, on a sustainable basis, by a healthy working relationship amongst government, local communities and industry. Mission
    • To create a framework for partnership for the effective promotion of tourism to Madhya Pradesh
    • To showcase the tourism assets of Madhya Pradesh so that there is tourist traffic throughout the state and throughout the year.
    • To work in partnership with the Government to evolve a 18 month planning cycle for product development, development of marketing and information collateral, training for upgrading services, promotional activity, participation in workshops seminars and trade events/exhibitions and advertising campaigns.
    • To include other stakeholders who complete the visitor experience such as those engaged in culture, crafts to enhance the branding for the destination
    • To draw up minimum standards on aspects like water conservation, waste management and other hygiene and work towards implementing measures to achieve these standards
    • To create the framework for encouraging investment in tourism projects in the state by carrying out pre-feasibility studies, obtaining all permissions from other governmental agencies and presenting viable projects in a transparent manner.
    Objectives
  • Tourism that meets the needs of present tourists and host regions while protecting and enhancing opportunities for the future. Principles of Sustainable Development
    • Visitor satisfaction
    • Industry profitability
    • Community acceptance
    • Environmental protection
    Four Key Principles
    • Ensure visitors return and recommend the destination
    • Maximise the benefits of tourism locally
    • Increase the seasonal and regional spread of tourism
    • Sustain/increase levels of tourism growth sensitively
    • Encourage the use of public transport
    Objectives for stakeholders
    • Privatization
    • Commericalization
    • PFI (Private Finance initiative)
    • DBFO (Design Build Finance Operate)
    • BOO (Build Own Operate)
    • BOOT (Build Own Operate Transfer)
    • ROMT(Renovate Operate Maintain Transfer)
    • BOLT (Build Operate Lease Transfer)
    • PPP (Public Private Partnership) with SPV (Special Purpose Vehicle)
    Alternate models for financial structuring
  • Knowing your customer is key to marketing a destination
  • You never get a second chance to make a first impression
  • Where we are… HIGHER COSTS DEGRADATION OF ENVIRONMENT INCREASED TRAFFIC INCREASED RATES & TAXES CROWDING & CONGESTION ADHOC DEVELOPMENT SHORTAGES TOURISM
  • Where we would like to be Grow local Economy Preserve culture Boost Local Businesses Create new jobs Improve local environment Enhance Pride Encourage Involvement Create Investment Improve Facilities TOURISM & COMMUNITY
  • Domestic examples of good practices
    • Fuad Lokhandwala Flumes Public Conveniences Delhi
    • Salim Ali Resource Centre Bharatpur
    • Dehradun Bus terminus
    • Himachal Inter state Volvo service
    • JLR Karnataka
    • Periyar Game Reserve
    • IRCTC Land Banks
  • PRIVATE ENTREPRENEUR COMMUNITY GOVERNMENT Entrepreneur : Fulfill Community obligations as per agreement Contribute to the Community Development Fund (CDF) Entrepreneur : Commit to executing Working Plan and develop Site as per agreed norms Government: Provide baseline data and monitor performance Community : Keep to usage agreements on site and forest area Manage the CDF Government : Create the CDF Community obligations Consult with Community on project issues Partnership framework
  • International Examples
    • City Entrance Chiang Mai
    • Costume gallery Forbidden City China
    • Fruit and vegetable market Bangkok
    • Millennium Celebrations UK
    • Commonwealth Games Manchester
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  • Lessons from Manchester
  • Objectives of the Partnership
    • To strengthen the economic and social capacity of the Manchester and North West region, recognising the importance of capturing maximum benefits to justify the significant capital investment in facilities.
    • To position the UK as a centre of international sport and to demonstrate the UK's ability to host a major international sporting event.
    • To advance policies for greater social inclusion, promotion of diversity, access to sport and volunteering.
    • To showcase Britain internationally and to raise the profile of the Commonwealth .
  • Key roles and responsibilities of the strategic and funding stakeholders
    • Manchester City Council (MCC)
      • Procure and deliver sporting and non-sporting venues
      • High quality of design of venues
      • Legacy of city image and venues
      • Host City
      • Means of delivering economic, social and sporting legacy to the region
    • Sport England
      • Provide a legacy for venues after the Games
      • Ensure the sporting facilities were up to UK and world class standards
    • DCMS
      • Promote the UK's ability to put on major events and build world class venues.
      • Post Games the facilities become part of the English Institute of Sport national network of facilities and sports medicine and sports science services.
  • Leading organizations forming the operational partnership
    • Manchester City Council (MCC)
    • Greater Manchester Police (GMP)
    • Greater Manchester Public Transport Executive (GMPTE)
    • National Health Service and Greater Manchester Ambulance Service
    • Marketing Manchester
    • Manchester City Centre Management Company
    • Local businesses
    • Local community groups
    • Broadcasters, Sponsors and Partners
  • Regional Partnerships
    • Over 5,500 businesses registered as part of the Commonwealth Business Club which saw growth of 8% in the month after the Games compared to 4% growth in UK membership in the same period; eight key business growth sectors were developed and links were formulated with six key potential markets.
    • In addition the Regional Partnerships together with the Games helped Manchester secure over £600 million of public and private investment, nearly 30 million people will now consider Manchester or the North West as a possible business and visitor destination because of the improved image around the world and an estimated 300,000 extra visitors will visit the city and the region each year .
  • Legacy
    • Perceptions about the UK and Manchester have been re-positioned through the success of the Games.
    • A sporting and cultural infrastructure has been expanded which is giving increased momentum to the regeneration of Manchester.
    • Manchester and the region has secured more than £600 million of public and private investment
    • The equivalent of almost 6,300 full-time jobs, comparable to the Sydney and Barcelona Olympics.
    • An extra 300,000 visitors a year, spending an extra £18 million in the revitalised Host City.
  • Sponsorship
    • Sponsorship was sought within key business sectors and potential sponsors were offered packages at various levels including top tier Sponsors, Official Partners and Providers to the Games.
    • The total sponsorship income of £26.7 million (net of agents' commission), £14.5 million was achieved in cash and £12.2 million as budget relieving VIK. In addition enhanced VIK sponsorship, which was not budget relieving of more than £1 million was received and significant additional marketing benefits.
  • Top tier Sponsors, and their VIK product
    • Adecco — supplied key managers to run the volunteer programme.
    • Addleshaw Booth — provided legal resource through secondment of lawyers to the Games
    • ASDA —included the uniforms, food and water for staff and volunteers.
    • BUPA — provided healthcare insurance for the Games Family.
    • Cadbury —performed a mail out service for ticket application forms and provided cereal and chocolate bars for inclusion in staff and volunteer food.
    • GMG — allowed advertising within its products, produced and distributed the Official Games publications.
    • Imperial Leather — provided soap products
    • Manchester Airport — marketing support.
    • Microsoft — provided IT systems infrastructure and consultancy services.
  • Top tier Sponsors, and their VIK product
    • Rover — provided motor vehicles for the Games transport fleet, and marketing support.
    • United Utilities — marketing support.
    • Bruntwood — provided M2002 with its Head Office building, Commonwealth House on a rent and service charge free basis.
    • Coke — provided soft drinks for staff and volunteers.
    • Claremont — provided office furniture for Commonwealth House.
    • First — provided buses for Games Family transport.
    • Guilbert — Provided stationery for the various offices and operational areas of the Games.
    • Interbrew — provided beer and wine, for resale to the public and for the hospitality operation.
    • The Trafford Centre — provided marketing support.
    • Virgin Trains — provided rail travel for the Games Family.
    • Xerox — provided all the photocopying equipment and fax machines required for the Games .
  • Licensing and Concessions
    • Licensing - Licensing income consists of royalty payments of between 10% and 15% on sales of licensed product.
    • Licences were granted to 64 companies, each of whom were contracted to pay minimum guarantees prior to the Games. Sales reports, obtained on a monthly basis, established how much was payable in royalties.
    • Concessions - Concession income was derived from a percentage of sales through the merchandising and catering outlets.
  • Catering
    • Public Concessions Concession outlets were in place throughout the Sportcity domain and at Bolton Arena under contract with Sodexho Prestige, providing catering services on a `user pays' basis to the general public.
    • Under this contract M2002 paid a fixed and variable fee for the service provision, and received a royalty on all sales made.
  • Technology
    • Software and Services — The expenditure within this work package consisted of the non Microsoft software. This included software for the helpdesk, Firewall, Antivirus, Autocad and network monitoring.
    • Hardware and Services — Expenditure within this package incorporated all the non contract specific hardware and included 237 TVs and 61 video recorders.
    • Compaq — The contract with Compaq provided for the lease of over 1,600 PC's, 180 servers and other components as required. Compaq services extended to consultancy work and the building, installation and bump-out of equipment at venues.
  • Sponsorship
    • Strategy required a Sponsor hierarchy with different levels of investment, securing clearly differentiated rights packages.
    • The price points were established as follows:
      • Official Sponsors £2 million plus
      • Official Partners £1 million
      • Official Providers £250,000
      • Friends of the Games £20,000
    • Hygiene Factors: Basic Expectations such as hygiene, sanitation, security, safety, access, accommodation, ease of getting around etc.
    • Unique features : The visitor experience of attributes, which provide a distinctive edge for your destination.
    • Marketing and Information collateral: The ability to reach your targeted customer through focused creative effort and engaging them through a communication life cycle leading to a transaction which is transformed into a relationship
    Tourism infrastructure
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  • Hongtha Hotel  Room Rates per Night Telephone $2.91 - $3.88 ++856-86-312-079   Louang Namtha Guest House Room Rates per Night Telephone $3.39 - $8.00 ++856-86-312-087                                   Click for Color Map of Luang Namtha Town Copyright © 2000 The Boat Landing Guest House and Restaurant. All rights reserved. Revised: .     ++856-20-999-0048 Room Rates per Night                                                                                                                            Saykonglongsack Resort ++856-86-312-439 Room Rates per Night                                                                                                                            Phalanh Guest House ++856-86-211-090 Room Rates per Night                                                                                                                            Bus Station Guest House ++856-86-312-393 +856-20-562-3402 $3 Telephone Room Rates per Night                                                                                                             Cha Rueh Sin Guest House                                                                                                                                                                                                                                                                                                                                                                                                                          
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  • Introduction - click here: The 2004 Edinburgh Military Tattoo celebrates over 50 years of music and spectacle set against the world famous backdrop of Edinburgh Castle . Discover highlights of the event, details and facts about the bands and per formers over the years, lots of details about Edinburgh Castle and our Scottish Regiments. Re - live some of the highlights of the Edinburgh Military Tattoo by downl oading audio clips . You might want to take a look through our gallery or catch a glimpse of previous preformances on the Castle Esplanade. We hope you get a chance to experience the Edinburgh Military Tattoo for real very soon!
    • Why Thailand Medical Tourism Works & how Grand Imperial Travel can help.
    • Enjoy highest quality care provided by western educated medical professionals at 20% of the western cost.
    • Many Thai doctors with American / European medical school credentials.
    • Medical plan / diagnostics by American / European educated health professionals.
    • Modern diagnostic equipment produced by multi-national companies is available world wide.
    • Multinational medical equipment manufacturers sell world wide.
    • The highest tech most modern dental, medical & diagnostic equipment is the same in Bangkok as in New York or Melbourne.
      • A MRI in Thailand is less than 10,000 Tbt (  US $200. - $250, 170-200 EURO, 265- 330 AUD$ . )
    Medical tourism – Thai Model
    • Enjoy huge cost savings on medical treatment by Thai MDs
    • Thai MDs with exactly the same education as the doc at your local hospital.
    • Using exactly the same medical, diagnostic & laboratory equipment as western medical hospitals .
    • ..... routine medical diagnostics & medical / dental procedures can result in cost savings far exceeding the cost of your luxury Thailand vacation.... + Enjoy luxury & pampering usually reserved for movie stars & politicians in the west.
    • A luxury vacation can be paid for by the immediate savings on 1 medical modality.
    • A comprehensive physical combined with routine dental care, including ultra sound teeth cleaning & your 2 week luxury vacation is paid for by the immediate savings!
      • 1 root canal w/ crown
      • 1 MRI / CT scan
      • 12 physical therapy sessions
    • can provide enough cost savings to pay for a 2 week LUXURY vacation!
    Medical tourism – Thai Model
    • Systematize aggregation of data and present relevant statistics in a public domain . What can not be measured can not be managed
    • Prioritize markets and segments in key markets
    • Enlarge stakeholders – Forest experience – Woodland shoes, binocs, camera, safari wear, relevant television channel, magazine,Tiger biscuits, SUV etc.
    • Use seed capital to enlarge budget through creative partnerships
    Marketing & Information Collateral
  • Opportunities for Madhya Pradesh
    • Vitalization of heritage properties already initiated
    • IHM
    • Khumb Mela
    • Forested experiences.Kipling connection
    • Sailana Culinary traditions, Musical traditions ( Maihar/Gwalior/Indore), Tribal customs,Buddhist trails, Bhimbhateka, Maheswari Textiles, Kalidas, Betal+ Vikramaditya
    • Engaging non tourism partners.
  • The way forward
    • Tactical quick demonstrations of partnership ( The Sholay Story)
    • Strategic legacy framework( UK Millennium Commission)
    • Templates for PPP initiatives
    • Robust measurement and evaluation criteria
    • Focus on existing and potential customer segments and carefully chosen source markets
    • If you continue to do
    • what you have been doing,
    • you will get
    • what you have always got
    Thank You