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Sub Saharan Africa Hospitality Academy Concept Proposal
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Sub Saharan Africa Hospitality Academy Concept Proposal

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Sub Saharan Africa Hospitality Academy Concept Proposal

Sub Saharan Africa Hospitality Academy Concept Proposal

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  • 1. CONCEPT PROPOSALSSUB SAHARAN AFRICA TOURISM ACADEMY Phase One REPUBLIC of MOZAMBIQUE
  • 2. The background
  • 3. SUB SAHARAN AFRICA TOURISM Tourism is becoming a dominant sector of economic activity worldwide. Currently, over 8% of all jobsworldwide are estimated to depend on travel andtourism, which is forecast to create over 5.5 million jobsper year over the next decade. Direct spending byinternational visitors on tourism amounted to 8% of worldexports.The African continent with its intrigue, interest,investment value and vast potential resourcesstands poised to benefit significantly if it was toraise its facilities and standards to that of thedeveloped tourism industry internationally.
  • 4. Tourism 2020 Vision predicts that international tourist arrivals are expected to reach over 1.56 billion by 2020 of which 77million is expected to African destinations. Long-haul travel is predicted to increase by 24%.Africas share of international tourist arrivals is expected toincrease from 50 million to 60 million this year, according to thelatest United Nations World Tourism Organisation (UNWTO)barometer.This is out of the landmark 1 billion international tourist arrivalsexpected to be attained this year worldwide
  • 5. In the first months of 2012, growth was positive in all regions,with the exception of the Middle East (-1%), where there werenonetheless encouraging signs of recovery, such as in Egypt(+32% in the first quarter). South-East Asia and South Asia (bothat +10%) led growth by sub region. ORIGIN OF VISITORS AFRICA 14 UNITED KINGDOM 3 4 9 GERMANY 4 HOLLAND 7 FRANCE 12 SCANDINAVIA CEE 4 USA 4 APAC 2 SOUTH AMERICA AUSTRALASIA 21 16 MIDDLE EAST Africa was the fastest-growing region with an increase of over 7% in international tourist arrivals thanks to continued growth in Sub- Saharan Africa (+7%) and a clear rebound in North Africa (+8%) as Tunisia (+53% in the first quarter) started to recover.
  • 6. CONCEPT PROPOSALSSUB SAHARAN AFRICA TOURISM ACADEMY Phase One REPUBLIC of MOZAMBIQUE
  • 7. TouristExpectations
  • 8. Capability Profile PERSONAL PROFILE FUNCTIONAL CORE SKILL SKILL
  • 9. 60 million touristsProject 3 Project 2 Project 1• Prioritised multi phased projects to meet immediate commercial requirement and then medium to long term development need.
  • 10. Phase One : Core Skill development within 3 to 6 months • Technology facilitated CORE SKILLS development at source. • Hi Spec multi purpose mobile facilities. • Commercial & Community development initiatives*translation may not be grammatically correct – concept only
  • 11. Accessibility solutions • Tourist facilities spread along a 2700km coastal corridor making mobile solutions at core skills level both accessible and commercially viable..
  • 12. Phase Two : Functional Academy within 18 to 36months • Using available infrastructure deliver Phase Two programmes. • Develop dedicated infra- structure in selected locations. • Based on significance of tourist growth the establishment of dedicated Hospitality focussed Academies in 3 major Sub Saharan locations: • recognising Africa diversity and cultural significance • yet integrating into international tourist demands.
  • 13. Enterprise willingness to pay for training TYPE OF TRAINING SME’S LARGE AVERAGE ENTERPRISES Modular half day $6 - $300 $10 - $286 $26 Modular full day $12 - $550 $47 - $1344 $81 Modular 2 days $30 - $320 $30 - $900 $55 Modular 2 weeks $200 - $850 $54 - $571 $86 Modular 6 weeks £17 - £767 4150 - $800 $102 IFC Tourism Training Network Market Research Report 2007• In service training for practical reasons needs to be modular.• Reticence on the part of small operators and SME’s to invest in training.• Institutionalised training requires vast capital investment.• Geographical distribution of industry does not fully support institutionalised model• Operationally focussed core skills development, commercially acceptable to all.• Minimise risk of creating underutilised capital draining institutions.