Banteay Chhmar CBT Business and Marketing Plan 2013

Andrew Marino
Global Heritage Fund
7/31/2013
Banteay Chhmar CBT Business &
Marketing Plan

Banteay Chhmar CBT
Business & Marketing Plan
Prepared by: Andrew Marino
July, 2013 Page 1
ABSTRACT
Tourism is Cambodia's second largest industry accounting for nearly 20 percent of the country's gross domestic product.
The Cambodian government expects tourist numbers to steadily increase over the next decade including a growth in
tourists from Asian countries such as China, Korea, Thailand and India. As a result, the government also anticipates the
need for more skilled employees in the hospitality industry. Apart from the major tourist centers of Siem Reap, Angkor
Wat and Phnom Penh, the country has seen an increase in rural, community-based tourism (CBT) sites. CBTs are seen
worldwide as a means of supplementary income and a way to alleviate poverty. In certain situations, a CBT may become
the primary source of income for a segment of the local population.
Located in northwestern Cambodia and bordering Thailand, Banteay Chhmar commune is part of Banteay Meanchey
province. The commune is approximately 65 km north of Sisophon and approximately 170 km from Siem Reap. The
commune contains 14 villages. There are four villages surrounding the 12th century Banteay Chhmar Temple. Presently,
villagers rely on rice and cassava farming and cross-border trade as their primary livelihoods.
The Banteay Chhmar temple complex is one of Cambodia's national treasures. Nearly 800 years old and dating from the
Angkorian period, the temple complex, with its Hindu and Buddhist iconography, represents a window into the history
of the Khmer people. It is essential that this irreplaceable archaeological site is both protected yet still accessible to local
residents and visitors interested in the cultural heritage of Cambodia.
This report aims to determine the potential for improving the CBT in Banteay Chhmar, Cambodia in a sustainable way, in
order to strengthen the benefits of tourism for the local economy. This report primarily concerns the economic
sustainability of the CBT. However, this in no way is meant to diminish the importance of the social, cultural and
environmental issues that also need to be addressed and protected in Banteay Chhmar. Broadly, this report addresses
issues such as the CBT's tourism services, activities, operational management and marketing.
The CBT is the largest stakeholder involved in the tourism project in Banteay Chhmar. As a result, the CBT has the ability
to positively influence and affect the livelihoods of the community including issues like environmental and heritage
protection. More than 70 people are directly involved in the CBT as tour guides, cooks, homestay owners and providers
of services and activities. Market sellers, taxi drivers and other villagers receive secondary benefits from tourism.
Overall, there are several opportunities and constraints for improving tourism in Banteay Chhmar. For the CBT project to
become successful, it is necessary that the CBT members take a proactive approach and demonstrate the will and desire
to make the CBT an integral part of the economic and social matrix in Banteay Chhmar. Finally, the saying that "nobody
gets there alone" applies here. The CBT will need continued external support and guidance in several areas for the
foreseeable future.

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July, 2013 Page 2
ACKNOWLEDGEMENTS
The author wishes to gratefully thank all the CBT members, homestay owners and commune authorities who were
helpful in collecting the information needed to put this report together. This report required numerous meetings that
took time away from other work and family life for all involved. The author appreciates the effort by everybody and is
optimistic that the CBT members will take steps necessary to improve both the sustainability of the CBT and the
livelihoods of the people living in Banteay Chhmar.
The author also wishes to thank the board of directors at Global Heritage Fund (GHF) for the opportunity to write this
report, its support and interest in the Banteay Chhmar CBT project. Hopefully, the successful completion of the temple
conservation project and a prosperous CBT will shine a light on GHF as the premier nongovernmental organization
(NGO) in the field of cultural and heritage protection.
The CBT and entire Banteay Chhmar community appreciate the time that you have taken to read this business and
marketing plan. Thank you for your time and attention. Please feel free to contact us with your questions and comments
at info@visitbanteaychhmar.org.
ACRONYMS
List of Acronyms
APLC Agir Pour le Cambodge
CBT Community-Based Tourism
CCBEN Cambodia Community-Based Ecotourism Network
CWF Ceramic Water Filter project
FoBC Friends of Banteay Chhmar
GHF Global Heritage Fund
MCFA Ministry of Culture and Fine Arts - Cambodia
MoT Ministry of Tourism - Cambodia
MSME Micro Small and Medium Enterprises project
NGO Nongovernmental Organization
PATA Pacific Asia Travel Association
SWM Solid Waste Management
SWOT Strengths Weakness Opportunities Threats analysis

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July, 2013 Page 3
Table of Contents
INTRODUCTION.......................................................................................................................................................................7
BACKGROUND.........................................................................................................................................................................8
Financial Review..................................................................................................................................................................8
Income Distribution and the CBT Fund...............................................................................................................................9
Financial Review of Key Data ............................................................................................................................................11
CBT OPERATING BUDGET......................................................................................................................................................14
GHF Support......................................................................................................................................................................16
External Support 2010 to 2013.........................................................................................................................................18
Summary...........................................................................................................................................................................19
SWOT ANALYSIS ....................................................................................................................................................................20
INCOME STREAMS ................................................................................................................................................................31
PRESENT ACTIIVITIES and PRICING POLICY.......................................................................................................................32
Gratuity / Service Charge..................................................................................................................................................34
NEW ACTIVITIES................................................................................................................................................................35
Boat Rides on the Boeung Cheung Kru (Pol Pot Baray) ................................................................................................35
Cooking Class.................................................................................................................................................................36
Traditional Massage......................................................................................................................................................36
NEW TOURS and TOUR PACKAGES ...............................................................................................................................36
Daytrip Tour Package....................................................................................................................................................37
Day in the Life Tours .....................................................................................................................................................37
Moto Tours....................................................................................................................................................................38
Remote Temples Tours .................................................................................................................................................38
Helping Hand Tour ........................................................................................................................................................39
MERCHANDISE ..............................................................................................................................................................39
COMMUNITY DEVELOPMENT ...........................................................................................................................................40
Solid Waste Management (SWM) project ....................................................................................................................41
Ceramic Water Filter (CWF) project..............................................................................................................................41
Other Projects...............................................................................................................................................................43
TRANSPORTATION SERVICES ............................................................................................................................................43

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FINANCIAL PROJECTIONS SUMMARY ...................................................................................................................................45
MARKETING...........................................................................................................................................................................48
National Marketing...........................................................................................................................................................48
International Marketing....................................................................................................................................................49
Marketing Materials..........................................................................................................................................................52
Advertising ........................................................................................................................................................................52
Internet Presence..............................................................................................................................................................53
ACTION PLAN ........................................................................................................................................................................53
KEY STRATEGIC ISSUES..........................................................................................................................................................54
MY OPINION..........................................................................................................................................................................61
APPENDICES ..........................................................................................................................................................................63
REFERENCES..........................................................................................................................................................................83
BANTEAY CHHMAR CBT CONTACT INFORMATION...............................................................................................................84
AUTHOR CONTACT INFORMATION.......................................................................................................................................84

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July, 2013 Page 5
EXECUTIVE SUMMARY
The Banteay Chhmar Community-Based Tourism (CBT) group is pleased to present its business and marketing plan. The
CBT is grateful to the support that it has received from Global Heritage Fund (GHF), and we look forward to working
together toward making the CBT a sustainable business entity. A strong CBT is important to GHF, as part of its future
successful completion of the Banteay Chhmar temple conservation project.
This report will review the CBT's history and financial condition; present a strengths, weaknesses, opportunities and
threats (SWOT) analysis of the CBT's activities and services; explore potential income streams; forecast financial
projections and summarize the core strategic issues facing the CBT.
The CBT is targeting a multifaceted approach to improve its business sustainability. This approach includes strengthening
current activities as well as adding new activities, services and different types of tours. Additionally, improving in- and
out-of-country marketing will be a key component to the CBT's success. While most visitors come here to see the
spectacular Angkorian temple complex, this business and marketing plan will attempt to attract a wider diversity of
visitors who are interested in a distinctive Cambodian travel experience.
Given its remote location, adding new services, activities and tours will increase the value for visitors to invest the time
and effort needed to travel to Banteay Chhmar.
Part of the increase in visitor numbers will come through external, infrastructure improvements such as a paved road
from Sisophon. A proactive and improved marketing strategy will also help to increase visitors. Revenue increases will
come through more services, activities and tours. Additionally, community projects managed by the CBT should bring in
supplementary revenue.
The CBT's goals are to achieve a 25 percent increase in visitor numbers and a 50 percent increase in dollars spent per
visitor by 2016. Based on current data, this translates into welcoming 1250 visitors and a $30 per visitor expenditure.
The CBT has the physical and human-capacity numbers to achieve these targets.
Other financial projections include the addition of a 2 percent gratuity surcharge and income-generating community
projects (solid waste management and ceramic water filters) managed by the CBT. Collectively, in 2016, these are
forecasted to add an additional $2,000 in yearly revenue.
The CBT's average annual operating budget for communications, marketing, tourism management and a salaried
coordinator is approximately $15,500. Through its tourism activities, the CBT saves approximately 20 percent into a CBT
Fund. This savings fund is designed to primarily support the operating expenses of the CBT and help with community
development projects.
Based on the above visitor and income projections, gratuity surcharge and community development projects the CBT
should be able to save between $7,500 and $10,000 per year into the CBT Fund by the end of 2016. This is more than a
50 percent reduction in the need for external support.

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July, 2013 Page 6
At this point, the CBT hopes to develop a Friends of Banteay Chhmar (FoBC) group to support the CBT, protect the
heritage and temple complex and help the larger community with development projects. Also, at the conclusion of the
GHF conservation project, a decision will need to be made regarding the role of a GHF-CBT coordinator. The CBT will
continue to need a skilled and competent coordinator.
It is expected that GHF will want to continue to have some long-term presence even after the completion of the temple
conservation project. Additionally, the CBT has already attracted a base of supporters including partners such as
Heritage Watch and Travelers MAP. Collectively, it seems reasonable that a FoBC group can be created.
Other strategic issues include the possible inclusion of Banteay Chhmar Temple as a UNESCO World Heritage site and
the effects of more visitors due to improved roads. For example, while a paved road is seen as a benefit, it may also
result in more daytrips and fewer overnight trips to Banteay Chhmar. These and other strategic issues need to
constantly be monitored.
Implementing all of the elements of the business and marketing plan will be a process that will take several years. In
fact, some elements may not be fully realized. However, what is important is that the CBT actively and aggressively
pursues actions to improve its sustainability and constantly looks for opportunities to strengthen its position as a
destination in the increasingly competitive tourism market in Southeast Asia.
The CBT will need long-term support in several areas. First, out-of-country marketing and fundraising is beyond the skill
level of the CBT. Second, a portfolio of editable marketing materials will need to be made and regularly updated. Third,
the CBT will need external support to manage its website and social media, write proposals, consult on CBT-managed
development projects and help with challenging communications from donors and visitors. Finally, capacity building and
training should be considered essential for several more years.
In conclusion, the CBT needs to demonstrate the initiative, determination and desire to improve its own operations and
management. Donors and partners should hold the CBT accountable for taking the necessary steps and actions to
achieve a greater level of independence. Working together, Banteay Chhmar villagers, donors, government authorities
and supporters can create a vibrant and engaging travel experience.

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July, 2013 Page 7
INTRODUCTION
The purpose of this document is to present a comprehensive review of the activities and services of the Banteay Chhmar
CBT to date and to plan a path forward for the CBT's business and operational sustainability. While many aspects are
involved in compiling this type of report, there will be an emphasis on the financial operations of the CBT. Other aspects,
such as human capacity, are critical to the success of the CBT. These will be examined in the context of the CBT's overall
goal of business sustainability.
There will also be an emphasis on the relationship between GHF and the CBT for two reasons. First, GHF is the primary
financial supporter of the CBT's annual operating costs. Secondly, GHF will be winding down its temple conservation
project over the next three years and will be reducing its financial support of the CBT over this period.
Broadly speaking, the goal of this business and marketing plan is to improve the CBT's operations through a multifaceted
approach. It is expected that not every idea will be able to be implemented immediately, or that every idea will be fully
realized. What is expected is that the CBT begins taking more initiative for its own success and sustainability. Each facet
will be explored in more detail in this report.
Figure 1
Improving CBT Operations
Current Activities
*Improve quality
and value
*Increase prices
when possible
*Add gratuity fee
*Transportation
Services
Add New
Activities
*Boat
tours
*Cooking
classes
Add New
Tours
*Daytrips
*Moto
tours
*Remote
Temple
Tour
*Day in
the Life
*Helping
Hand
Sell
Merchandise
*Banteay
Chhmar logo
*Handicrafts
*Drinks and
snacks
* Moto
rentals
Income
Generating
Community
Projects
*SWM
*Water filters
*Tree planting
and gardens
Marketing
*In-country
networking
and
advertising
*Out-of-
country
external
support

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July, 2013 Page 8
BACKGROUND
The origins of the CBT can be traced to 2006. While working in the area, the French-based NGO Agir Pour le Cambodge
(APLC) presented the idea of a community-based tourism project to the local authorities and villagers. At the beginning
of the project, APLC prepared a "FIRST IDEAS AND ORIENTATIONS TO DEVELOP A SUSTAINABLE TOURISM ACTIVITY IN
BANTEAY CHHMAR" document. Some key points will be highlighted in this section, and the complete document can be
found in the appendix. From 2006 to 2009, APLC was the primary financial and operational supporter of the CBT project.
Early in 2009, APLC closed down its projects in Banteay Meanchey Province. At about the same time, GHF began its
conservation project on the Banteay Chhmar Temple. As part of its 5-part Preservation by Design® program, GHF took
on the responsibility of supporting the community-based tourism project. From 2009 to present, GHF has been the most
important financial and operational supporter of the CBT.
In addition to the support of GHF, the CBT has received considerable support from individuals, NGOs, tour operators,
visitors and other stakeholders. Some support has gone towards infrastructure improvements such as solar panels,
kitchen supplies and homestay upgrades. Other support has gone toward community development projects such as
solid waste management, a library and water filters.
Most notably, Heritage Watch implemented and managed a grant through the Archaeological Institute of America from
2010 to 2011. This grant involved several important components. First, it involved one year of English language
instruction for the CBT members and tour guides. Second, four workshops were conducted on heritage protection in the
communities surrounding Banteay Chhmar. Third, the tour guides received three months of training in Angkorian and
Cambodian history. Finally, the tour guides are expected to receive official tour guide licenses from the Ministry of
Tourism (MoT) as well as receive a tour guide training manual for Banteay Chhmar Temple some time in 2013.
Financial Review
A financial review of the CBT begins with the original framework designed by the CBT and APLC. The following
represents the key elements of the APLC-CBT framework (as taken from the APLC document "FIRST IDEAS AND
ORIENTATIONS TO DEVELOP A SUSTAINABLE TOURISM ACTIVITY IN BANTEAY CHHMAR." Note author has made some
grammatical corrections below to the original document for clarification
 Welcome around 2000 tourists per year and create a substantial increase in income in Banteay Chhmar
($100,000 per year*)
 70% of the tourist income goes straight to the villagers themselves and allows for the development of
employment opportunities (100-120** people will get a full-time job or add a secondary activity adding the
family's income).
 The CBT manages accommodation and services towards tourists by itself (by using 15 percent of tourism income
for the CBT's operating costs) in its own place and can guarantee quality of services.
 15 percent of the global income is saved in a Local Fund and used to participate in economic or social
development actions in Banteay Chhmar (mutual collaboration between CBT, local authorities and technical

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July, 2013 Page 9
partners). Over the next 4 years, those actors will have experimented and learned by working on and achieving at
least one main project in BC.
The above was based on the following projections:
* If each tourist (2,000 tourists) spends ($50):
i.e., (1 night ($8), 4 meals ($4 each), temple visit fees ($5), guide for visit ($6 per person – 4 per group), an
extra tour by bicycle, ox cart, boat, kuyon … ($5), handicraft products purchased (average $10)
Forecasted annual income for Banteay Chhmar will be $100,000
** Employment creation forecast:
Following talks with Mr. Sy and Mr. Sophal (APLC) we have estimated that this project based on 2000 tourists
per year could create employment or secondary activities for 100 – 120 people (plus seasonal activities like
twice a year moat cleaning, CBT building, renovation works…). 770 people so a straight impact on 6 percent of
the Banteay Chhmar population could increase their revenue by around 200% in 4 years.
Two things will become clear in the report. First, the projections for visitor numbers and dollars spent per visitor were
ambitious given Banteay Chhmar as a remote, rural tourism destination. Second, if these projections had, or could be
achieved then the CBT will be financially sustainable.
Income Distribution and the CBT Fund
At this point, it is important to understand income distribution (split or share) and the CBT Fund. As outlined above, a
percentage of the CBT fund was/is to be used for operating expenses and a percentage was/is to be set aside for
community projects.
Money is put into the fund by saving a small amount from each CBT activity or service - homestays, tour guide, meals,
traditional music etc.
For example, a tour guide is $10 per day and $1 is set aside in the CBT fund; traditional music is $15 ($1 set aside) etc.
While the average saved per activity or service is low, the cumulative percentage saved is higher because of group size
or variables such as cost of food. For example, more money will be saved into the CBT fund for a group than for an
individual visitor using the same services.
 The following pie chart is the income distribution from January through June 2013. The distribution
percentages closely mirror previous years.

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July, 2013 Page 10
Figure 2
On average, over the past five years, the CBT is setting aside almost 22 percent into the local fund. This is less than the
original framework. Of the money saved, the CBT does not split or allocate the money separately for operating expenses
and community development projects (as outlined in the original CBT-APLC framework 15 percent - 15 percent).
It is, ultimately, the savings that go into the CBT Fund that will be the source of money for paying the operating expenses
of the CBT.
Amount to CBT
members,
$1,379.0, 11%
Amount to
cooks, $752.0,
6%
Amount to
homestay
owners,
$2,143.0, 17%
Amount to
activities,
$1,543.5, 12%
Amount for food
purchases and
temple fees,
$4,252.8, 34%
CBT Fund,
$2,476.5, 20%
2013 CBT Income and Share Split
Going forward, this business plan and financial projections will be based
on an annual savings rate into the CBT Fund of 20 percent

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July, 2013 Page 11
However, it is important to note that the CBT Fund is not designed to be 100 percent allocated for only operating
expenses. It also serves to help with community projects such as contributions for holiday ceremonies. Additionally,
money is sometimes needed for illnesses, loans, wedding and funeral donations and emergencies for CBT members and
villagers.
Figure 3
Financial Review of Key Data
The following charts represent key financial data for the CBT from 2009 to 2013. Summary spreadsheets can be found in
the appendices. The data indicates a generally improving trend in several areas. Notably, the CBT has been seeing an
increase in the number of overnight stays and an increase in the dollars spent per visitor. 2013 is projected to have the
highest number of visitors, approaching 1000, and the highest revenue per visitor.
$1,899.08
$2,546.66 $2,502.88 $2,744.81 $2,476.50
$6,886.92
$7,951.34 $8,006.15
$11,232.15
$10,069.75
$0.00
$2,000.00
$4,000.00
$6,000.00
$8,000.00
$10,000.00
$12,000.00
$14,000.00
$16,000.00
2009 2010 2011 2012 2013 / June
CBT Income and Local Fund Savings
Income
CBT Fund Savings

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July, 2013 Page 12
 Visitor numbers have averaged approximately 600 visitors per year from 2009 to 2013
Figure 4
 The average amount spent by visitors has increased from $12 in 2009 to $25 in 2013
Figure 5
732
762
501
671
500
0
100
200
300
400
500
600
700
800
900
2009 2010 2011 2012 2013 / June
Visitor Numbers 2009 to 2013
2009
2010
2011
2012
2013 / June
$12.00
$13.78
$20.98 $20.83
$25.09
$-
$5.00
$10.00
$15.00
$20.00
$25.00
$30.00
2009 2010 2011 2012 2013 / June
$PerTourist
$ Spent per Tourist 2009 to 2013

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July, 2013 Page 13
 There has been a dramatic increase in the number of visitors staying one or more nights from 40 percent in
2009 to 83 percent in 2013 (the numbers in 2010 and 2011 are somewhat skewed by large groups on daytrips)
Figure 6
 Tour agencies have accounted for approximately 50 percent of all visitors with a generally increasing trend
since 2009
Figure 7
40%
55%
78%
83% 83%
60%
45%
22%
17% 17%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2009 2010 2011 2012 2013 / June
Visitors' Length of Stay
1 night or more Daytrip
282
377
288 296 287
334
218
62
84
58
116
167
151
282
155
0
50
100
150
200
250
300
350
400
2009 2010 2011 2012 2013 / June
Visitor Sources
Tour Operators NGOs Individuals

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July, 2013 Page 14
CBT OPERATING BUDGET
The following table represents the average yearly operating budget for the CBT. Also, this budget primarily reflects the
expenses that are being supported by GHF. Much of the CBT's expenses (i.e., indemnities to tour guides, cooks,
homestay owners, and activities) are supported directly by income from tourists. Other sources of non-operating
support from outside donors (i.e., library project) are listed separately below.
CBT AVERAGE YEARLY OPERATING COSTS (see notes below)
COMMUNICATION, MARKETING AND CAPACITY-BUILDING
Face to face meetings with tour operators in Siem Reap and Phnom Penh 2 $200 $400 $400
CCBEN meeting participation + 1 workshop a year for 2 people (transportation
+ accommodation + food ) 6 $100 $600 $600
CCBEN Annual Membership 1 $50 $50 $50
PATA Annual Membership 1 $70 $70 $70
PATA Meetings 2 $200 $400 $400
Ministry of Tourism Conferences 2 $200 $400 $400
Advertising: CBT-GHF Brochures 2000 $1 $2,000 $2,000
Advertising: Banners, Project photos, Tour packages, Posters, Tri-folds 1 $250 $250 $250
Website 1 $150 $150 $150
CBT telephone card 12 $10 $120 $120
Study tour committee members (1) 1 $1,500 $1,500 $1,500
Training and Capacity-building: Hospitality, Hygiene, Food Service etc. 1 $1,000 $1,000 $1,000
External Support: Website, Newsletters, Social Media, etc. (2) 12 $100 $1,200 $1,200
SUBTOTAL $7,740
TOURISM ACTIVITY MANAGEMENT BY CBT
CBT OFFICE RUNNING COST
Documentation 1 $200 $200 $200
Office and computer supplies (copies, paper, ink cartridges…) 12 $20 $240 $240
Office rental 12 $55 $660 $660
Land rental 12 $35 $420 $420
Guard for CBT 12 $30 $360 $360
Office maintenance 12 $15 $180 $180
Water, gas and electricity 12 $25 $300 $300
Water hose 1 $100 $100 $100
SUBTOTAL $2,460
COORDINATOR SUPPORT
GHF-CBT Coordinator
Salary (3) 12 $300 $3,600 $3,600

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July, 2013 Page 15
Monthly Benefits
Gasoline 12 $25 $300 $300
Transportation maintenance 12 $10 $120 $120
Food Allowance 12 $30 $360 $360
Mobile Phone Card 12 $20 $240 $240
Phone Modem 1 $35 $35 $35
Medical 12 $15 $180 $180
Bonus 3 100 300 $300
SUBTOTAL $5,135
TOTAL $15,335
(1) An annual study tour to other CBT sites is important to share ideas and learn new methods
(2) This represents basic maintenance of external CBT resources only on a part-time basis. It does not
reflect the expense of keeping somebody onsite, or for external marketing.
(3) A CBT coordinator is a necessity, and the role of Tath Sophal needs to be included in the business plan.
A local coordinator would possibly save some expenses such as gasoline, transportation and food
allowances. Or, a coordinator's duties and salary could be split between two competent and capable CBT
members.
Figure 8
$7,740, 50%
$2,460, 16%
$5,135, 34%
CBT Operating Costs - avg. per year
COMMUNICATION,
MARKETING AND
CAPACITY-BUILDING
TOURISM ACTIVITY
MANAGEMENT BY CBT
COORDINATOR
SUPPORT

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July, 2013 Page 16
GHF Support
 The following charts represent the total amount of support from GHF to the CBT from 2009. Operating costs
reflect items such as office supplies, gasoline, electricity, repairs etc.
Figure 9
$2,341
$4,192 $4,115 $4,158
$5,135$688
$2,094 $1,728 $1,634
$3,072
$2,269
$6,611
$2,694
$100
$6,233
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
2009 2010 2011 2012 2013*
projected
GHF Support 2009 to 2013
CBT Improvements and
Marketing
CBT Operating Costs
CBT Coordinator

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July, 2013 Page 17
Figure 10
GHF-CBT
Coordinator and
Expenses, $19,940,
42%
CBT Operating Costs,
$9,217, 20%
CBT Improvements
and Marketing,
$17,907, 38%
GHF Total Support 2009 to 2013 per category

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External Support 2010 to 2013
 The following table represents the total amount of external support from non-GHF supporters. Some items
such as solar panels, computer and camera have directly benefited the CBT's operations while other items
have benefited the community.
External Donors 2009 to 2013
Country Benefit Year/Amount
2010 2011 2012 2013
Korea Community Library $100
UK Musical Instruments $650
USA Homestay Improvements $1,800
Korea Primary School Improvements $547
USA/Cambodia Solar Panels + misc. $200 $250
USA Generator $1,706
USA Website start-up $100
USA Computer $450
USA Camera $250
Canada Water Filters + House Repairs $2,432
Cambodia Kitchen eq. + First-aid Kits $230
Australia Solar P. + Guide Training $500 $503
Hong Kong Community Library $2,300
USA Homestay Improvements $600
USA Homestay Improvements $600
Korea Community Library $5,250
USA Solar Panels $50
$1,300 $3,683 $9,503 $4,308
Total $18,794

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July, 2013 Page 19
Summary
A summary of the business model, tourism statistics and operating budget reveals the following key points.
 The basic business model is sound. From its beginning, the CBT established an equitable income share and
distribution plan. Though the CBT is not saving 30 percent into the CBT Fund, it is understandable for several
reasons. The initial financial projections were somewhat ambitious and the CBT members (guides, cooks,
homestay owners, etc.) are receiving a greater percentage of income directly. It is reasonable that the members
should receive a fair wage for work.
 The tourism trend is positive. There is an increasing trend in the number of visitors, dollars spent per visitor, the
percentage of overnight stays and visits through tour operators (the most lucrative visitor segment).
 The operating budget is reasonable. There is balance between marketing and communications, operations and
coordinator support. There is little, if any, "fluff" in the budget. Including a coordinator, the projected annual
budget of approximately $15,500 per year is a reasonable figure for the foreseeable future. A concerted effort
to provide training over the next two to three years will result in less need for continual training in the more
distant future.
 The CBT is receiving external support for both its operations and community development projects.
 As will be explored further, there is a gap between what is needed for operating expenses and what is being
saved into the CBT Fund. The CBT Fund is designed to support the operating expenses - and to provide support
for community development projects and activities. At this point, it will be difficult for the CBT to meet its
operating expenses in the near future. However, the general trend is favorable for the CBT to increasingly
become more financially sustainable.

Banteay Chhmar CBT
July, 2013 Page 20
SWOT ANALYSIS
A SWOT analysis of the CBT's operations was conducted to review the current state of the CBT and plan for the CBT's
future goals and objectives. The SWOT was mostly designed to state the current conditions with a follow-up for
strategies and action plans, as needed.
The methodology involved small group meetings and in some cases individual meetings with the villagers involved in
different activities. While a wider stakeholder SWOT analysis would have been preferred, the onsite logistics did not
really allow for that type of SWOT analysis.
KEY FINDINGS OF SWOT ANALYSIS
 The CBT members find these types of workshops useful and, in general, produced good feedback
 Similar assessment and analysis tools should be used more regularly in trainings and capacity-building
 The CBT members have a good understanding of strengths and weaknesses, but sometimes confuse the
difference between internal (strengths/weaknesses) and external (opportunities/threats)
 With current activities, there are only a few areas that have the potential to produce significant positive changes
in terms of financial and operational impact
It was extremely encouraging to see the interest and participation of the CBT members during the SWOT. The following
SWOT is listed in order of importance and impact to the CBT program.
SWOT Objective
To review the present state of CBT activities and their potential for contributing to the financial and operational
success of the CBT

Banteay Chhmar CBT
July, 2013 Page 21
Activity: Tour Guides
Financial Review: Tour guides are $10 per group of 5 people with $1 saved in the CBT Fund. The tour
guides also receive $2 per group while hosting a group. In 2012, the tour guides received $5 per group
for a temple tour. For 2012, the tour guides' income was approximately $1,300 (9% of CBT total).
Description: The CBT tour guides are, arguably, the most important key to the success and survival of
the CBT project. In addition to giving temple tours, the tour guides are also responsible for meeting the
visitors upon arrival, bringing guests to the homestays, ensuring that the cooks, activities members and
homestay owners are all informed of a guest's needs. In this capacity, the tour guides work as
"committee members" when hosting a group. They also liaise with tour operators, transportation
services and sometimes need to communicate by phone with visitors.
Current Situation: There is a large gap between the stronger, more committed tour guides and the
lesser skilled tour guides. Some tour guides were trained in English and received guide training who will
not be working as tour guides. Currently, two tour guides seem committed to the CBT and three more
are less committed, but generally work when needed. Four tour guide trainees will likely not be working
as tour guides including two female guides, which is unfortunate. In total, 11 members are scheduled to
receive government-issued tour guide licenses after completing training with the Ministry of Tourism
this year.
Strengths:
 Local villagers familiar with Banteay Chhmar
 Some speak intermediate level English
 Khmer hospitality and friendliness
 Received English language training
 Received temple and Cambodian history
training
 Good relationships with local authorities
 Support from commune council
 Support from donors and visitors
Weaknesses:
 Need to improve English
 Extremely difficult to welcome/manage
visitors who arrive unannounced
 Not enough commitment from some tour
guides
 Rotation list not followed
 Not enough hospitality knowledge
 Not enough temple knowledge
 No tour guide training manual (Heritage Watch
was supposed to produce one in 2011)
 No GHF conservation project training manual
or information to give/explain to visitors
 Tour guides do not inspect homestays
thoroughly when bringing visitors
 Long gaps between greeting visitors - tour
guides forget English and duties
 Need to improve email and communications
with visitors
 Need more exposure to tourists to understand
different types of visitors
Opportunities:
 Are supposed to receive official MoT guide
licenses (date tbd?)
Threats:
 Private guesthouse with own tour guides
 Changes in governmental rules

Banteay Chhmar CBT
July, 2013 Page 22
 Have the human capacity (numbers) to handle
more and multiple tour groups
 New types of tours - moto tours; traditional
day in the life tours; day tours from Siem Reap
 Tath Sophal could be considered to work as a
tour guide if his GHF-CBT coordinator position
and responsibilities diminish
 Future of temple management (MCFA,
UNESCO status, Apsara Authority)
 Tour guides quitting and/or starting own
private businesses
 More daytrips with improving road conditions
Assessment: The tour guides will most likely determine the future success of the CBT. It will be
extremely difficult to find, train and obtain licenses for new tour guides (if needed) without a significant
financial investment.
The tour guide fee has probably reached its maximum point. Additional revenue may be generated
through new types of tours and services.
The role of Tath Sophal will be important as he can serve as an additional high-level tour guide.
Action Plan (what/who/when/how + inputs needed):
 Tour guides need to follow rotation list and work when needed
 Tour guides need more language training, temple knowledge and hospitality training - the CBT
will have a volunteer on-site June and July, 2013. It will be part of his responsibility to work with
the tour guides on mock tours, writing temple narratives etc.
 Tour guides need professional hospitality training annually (the 2013 budget includes this item)
 Tour guides need to go on a study tour to learn how to manage new activities outlined in the
Income Streams section
Activity: Homestays
Financial Review: The homestays are $7 per room. For one room, the homestay owners receive $4.50;
the committee receives $2 and the CBT Fund $.50. Overall, the average breakdown is 64 percent to
the homestay owners; 8 percent to the committee and 27 percent to the CBT Fund.
In 2012, the homestays earned approximately $2,784 (20% of CBT total)
In 2014, the homeowners are scheduled to pay back their revolving loans (below). This will bring an
additional $1,500 back into the CBT account to be redistributed or used for other needs.
Description: The homestays are traditional, Khmer-style houses. The rooms are furnished with double
beds, mosquito nets, mosquito coils, sheets, towels and tables. Through a revolving no-interest loan,
most homestays have been upgraded with western-style toilets and showerheads. Another donation
helped to purchase batteries and fans for most bedrooms. There is only electricity from 6 to 11 p.m.
Current Situation: There are currently nine homestays and 27 rooms. Based on 365 days, this translates
into an occupancy potential of 9,855 room nights annually. In 2012, there were 19 homestay rooms
(6935 potential room nights for the year) and 554 overnight visitors (out of 681 total visitors). That is
about 12 percent occupancy and 82 percent of all visitors stayed one night or more.
From January through June 2013, there has been a significant increase in the number of overnight stays,
primarily due to one large tour operator.

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July, 2013 Page 23
Strengths:
 Traditional experience
 Khmer hospitality
 Village life
 Clean homestays
 Adequate supplies
 Safe
 Good prices
 Quiet
 Ability to cook in homestays for visitors
 Community project (not foreign-owned)
Weaknesses:
 Owners cannot speak English
 Difficult to welcome/manage visitors who
arrive unannounced
 Garbage around homestays
 No fences
 No electricity 24/7
 All bathrooms are not same quality
 Not enough potable water
 Some bedrooms need fans
 No lamps/lights
 Each bedroom only has one bed
 No drapes/curtains
 Sometimes not ready to welcome visitors
 Loud noise from parties, weddings
 No safety plan
 No supplies checklist
 No rules for tour operators or visitors
 Tour guides do not ensure that homestays
have all the materials for visitors
Opportunities:
 Road is improving (i.e., more visitors)
 Create VIP homestays with air-conditioning,
private bathrooms, other amenities
 24/7 electricity service in 2014(?)
 Improve water quality and quantity
 Good environment to show rural life
 Advertising and marketing
 Need more training and CBT exposure visits
 Need to learn how to manage visitors'
property
 Make/sell handicrafts
 Physical capacity to welcome more visitors
Threats:
 Guesthouse
 Government laws about CBTs and homestays
 Not enough advertising
 Not enough materials
 Lack of management, organizational skills
 Price bargaining by visitors
 Daytrips from Siem Reap
Assessment: The quality and consistency of the homestays needs to improve. Some homestay owners
are preparing meals, but do not have hygiene and food service training. The homestays have the
physical capacity to manage a larger number of overnight visitors for the foreseeable future. Improving
the quality and hospitality services will allow the CBT to consider raising prices in 2015 (new pricing
period).
Please see the Income Streams section for financial projections based on increasing prices and the
number of visitors, as well as switching to a per person pricing (not recommended).

Banteay Chhmar CBT
July, 2013 Page 24
Strategy and Action Plan (what/who/when/how + inputs needed):
 The homestay owners need yearly hospitality training (budgeted for 2013)
 The homestay owners need yearly hygiene and food service training if the CBT is going to allow
homestay owners to cook for visitors (budgeted for 2013)
 Need to prepare a checklist of materials to provide to visitors. Tour guides need to verify and
sign off each time they take a visitor to a homestay
 Need to agree on a system of providing a sufficient amount of safe water to visitors
 There is the option to switch to a per person pricing rather than a per room pricing. However,
this is not a suggested strategy. All the other CBTs in Cambodia use per person pricing.
 There is an opportunity to increase the homestay prices in 2015 (2013-2014 prices are set).
Raising prices will be governed by improving the consistency and quality of the homestay
experience. It is not unreasonable to increase prices to $8 or $9 per room with the difference
split between the homestay owners, committee and CBT Fund.
Activity: Cooking Group
Financial Review: The cooks receive a small stipend for each meal prepared. The amount the cooks
earn varies by the number of visitors and cost of food. Typically, for one visitor for lunch or dinner
($4), the cook will spend $2 for food, $1.50 will go to the cook and $.50 will be saved into the CBT
Fund. Cooking for more visitors allows the cooks to earn more money.
In 2012, the cooks' group earned slightly more than $1,000 (7 percent of CBT total).
Description: Meals are prepared in the CBT restaurant, temple picnics and in some homestays. Breakfast
is $2 per person and $4 for lunch and dinner. There are additional surcharges for picnics, meals in the
temple and other off-site locations. Some homestay owners cook in their homes.
Current Situation: 18 women are listed in the cooking group, but only six have received food service
training. For the work involved, the cooks receive a low salary and it is very difficult to earn enough
money for the time needed when cooking for only one or two visitors.
Strengths:
 Tasty food
 Good hygiene
 Good quantity
 Good kitchen facilities and materials
 Good places to eat (i.e., temple)
 Good atmosphere with traditional music
 Good service, fast, on time
 Good communication with visitors
 People want to eat local food
 Local ingredients are cheap
 Good prices
Weaknesses:
 Not enough cooking skills
 Extremely difficult/impossible to serve meals
to visitors who arrive unannounced
 Not good food presentation
 Do not provide condiments on table
 Poor hygiene
 Visitors not satisfied with quantity and quality
 Not delicious
 Sometimes cannot find food requested in the
market
 Not enough variety
 Visitors have to wait too long
 Cannot speak English with visitors

Banteay Chhmar CBT
July, 2013 Page 25
 Not enough cooking materials for multiple or
large groups
 Difficult to cook for 1 or 2 visitors
 Transporting food to temple is difficult
(especially at night)
 Cook rotation list is not good / No notice
 Do not earn enough money
 Inability to serve meals to visitors who arrive
unannounced
Opportunities:
 Serve food at different locations
 Serve VIP meals
 Cooking group available for weddings, parties
 Sell drinks, snacks etc.
 Meals for tour buses/daytrips
 Cooking classes for visitors
 Open the CBT restaurant daily
 Collaborate with restaurant owner more
Threats:
 New guesthouse/restaurant
 Private tour operators bring their own food
 Not enough time to prepare food
 Government stops picnics in the temple
 Meals are too expensive (restaurant is
cheaper)
 Experienced cooks stop and finding/training
new cooks is difficult
 Rising food prices
Assessment: Like the tour guides, there is a gap between the more and less experienced cooks. As the
SWOT indicates, the cooks, as a group, do not have collective agreement of their services. Hygiene is a
critical health and safety issue. I routinely observe unsanitary food practices - no soap and safe water for
washing hands before preparing meals, preparing and cooking food on the floor, not storing food
properly, mice in the kitchen, cleaning ice with unsafe water etc. The issue of homestay owners cooking
also needs to be addressed for the same health reasons.
The income split and food pricing should be analyzed more closely. See the Income Streams section for
more information.
Another issue that needs to be considered is the CBT restaurant. How can the CBT manage food for
visitors who show up unexpectedly or on daytrips? It is reasonable to expect these types of visits to
increase as the road improves and the temple becomes more well-known. Currently, there is no
practical solution to this problem, and it is a service and hospitality issue that may leave visitors with a
poor impression of CBT services.
 Selling drinks is both a hospitality and income issue that needs to be addressed
 Create VIP meals with wine, special Khmer dishes (tour operators have requested this option)
 Food service and hygiene training is needed annually (budgeted for 2013)
 In order to have cooking classes with visitors, the cooks will first need hygiene training followed
by a study tour to learn how to manage such an activity
 Analyze income split

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July, 2013 Page 26
Activity: Transportation Services
Financial Review: CBT taxis do not currently contribute income to the CBT Fund. However, the taxi
drivers should be considered as indirect beneficiaries of the CBT program.
Description: The CBT has five or six taxi drivers based in Banteay Chhmar. The taxis have CBT logos on
them. There is only one English-speaking driver. He is available for private taxi pickup services in the
larger cities like Siem Reap. Taxis normally leave Banteay Chhmar in the morning and return early to
midafternoon.
Current Situation: Communicating information about transportation to/from Banteay Chhmar is one of
the CBT's biggest challenges. Visitors are often confused, especially because the Banteay Chhmar taxi
stand is not near the bus station in Sisophon. Additionally, taxis are the only practical means of getting
to/from Banteay Chhmar (other than tour operators). The rainy season and road conditions cause
problems, especially for larger vans or buses.
Strengths:
 CBT logos on taxis
 Drivers understand to call ahead and bring
visitors directly to the CBT office
 Only one taxi stand in Sisophon
 Taxi information and map on CBT website
 Set prices
Weaknesses:
 Only one taxi driver speaks English
 Difficult to get to and find the taxi stand in
Sisophon
 Taxi stand not signed at Phasa Thmei (New
Market)
 Confusion over prices
 Safety - driving too fast
 Share taxis are uncomfortable
 Passengers do not understand what a share
taxi is (four people in back; three in front)
 Difficulty meeting taxis unless the drivers
know the approximate time tourists will arrive
in Sisophon
 Tourists may arrive after all the taxis have
gone back to Banteay Chhmar
 Cannot get CBT taxis to Banteay Chhmar in the
morning
 Private taxi prices are too expensive to pick up
passengers in Siem Reap
Opportunities:
 Create a CBT taxi fleet of honest, reliable
drivers in Siem Reap, Battambang and Poipet
 Partner with taxi drivers and transportation
companies in Siem Reap for daytrips
 Bus service between Sisophon and Samroang
(through Banteay Chhmar) when the road is
paved. This is uncertain, but will give easier
access for visitors
Threats:
 Non-CBT taxis scamming visitors
 Private taxi drivers and tour companies using
their own services
 Misinformation about transport and road
conditions to Banteay Chhmar from tour
operators, guesthouses, taxi drivers etc.,
 Cannot or very difficult to put CBT logos on
taxis based in Siem Reap, Battambang and

Banteay Chhmar CBT
July, 2013 Page 27
 Buy a tuk-tuk for local trips around Banteay
Chhmar and bringing visitors to the homestays
 Put English/Khmer language help sheets in
taxis
Poipet - government rules and local taxi
alliances
 Need government permission to put up signs
for a CBT taxi stand in Sisophon
 Road conditions and rainy season
Assessment: There is a significant and critical need to improve the transportation services. Fortunately,
the opportunity also exists by creating taxi fleets of honest and reliable drivers, as well as setting a
pricing policy.
A new pricing policy should include a percentage to be saved into the CBT Fund. This has the potential to
add a significant amount of income since individual travelers will normally be taking taxis to and from
Banteay Chhmar.
Charging a higher fee for CBT-affiliated taxis will require ensuring quality, service and value.
Preliminary numbers indicate that the transportation services have the potential to add more than $500
per year into the CBT Fund. See the Income Streams section for more details.
 Create taxi fleets in Siem Reap, Battambang and Poipet
 Training to ensure quality, service, safety and value for taxis and any transportation services
 Put taxi information on website for visitors
 Set new prices and contribution to CBT Fund
 Get pricing and rules for signage at taxi stand in Sisophon
 Get pricing and rules for putting CBT logos on taxis not based in Banteay Meanchey province -
this is expected to be a time-consuming effort that may yield no feasible and cost-effective
solution.
Activity: Traditional music performance
Financial Review: The traditional music performances are $15 per group with $1 saved in the CBT Fund.
In 2012, the music performance was played approximately 28 times and earned approximately $250
(performances were $10 per group in 2012)
Description: Traditional music is played by a group of local villagers. Normally, it is played in the temple
at night while visitors have a picnic dinner. It is included in the 3-day/2-night tour package. It can be
arranged at other places and times, as well.
Current Situation: During the SWOT, the music group requested an increase of performance fee to $20.
Each musician would earn about $2.50 per performance. Typically, musicians earn about $10 for a full
day at a wedding.
Strengths:
 Traditional and cultural activity
Weaknesses:
 Cannot play for multiple tour groups

Banteay Chhmar CBT
July, 2013 Page 28
 Musicians know a lot of songs and their
meanings
 Good atmosphere in the temple at night
 Visitors can participate (i.e., dancing)
 Musicians are local
 Music samples are on the website
 MoT likes CBTs doing traditional activities
 Do not explain the meaning of songs to visitors
 Musicians not showing up on time
 Musicians not properly attired
 Conflict with schedule - playing at weddings
 Tourist season is the same time as wedding
season
 Price too low for musicians to earn money
 Presentation (the way they sit and play is not
good sometimes)
 They cannot play in a smaller group, play solo
or switch instruments
Opportunities:
 Make more aware for visitors not on a tour
package
 Include in advertising and marketing materials
 Play at other places
 Give tourists a music class
 Train new students
 Make instruments for sale
 Record/sell a cd
Threats:
 Authorities stop allowing dinner and activities
in the temple
 Musicians move to other areas or die
 Not enough interest from tourists in the music
performance
 Competition from other/new activities
Assessment: This is a popular activity. However, its pricing is close to or may have reached its maximum
point. It will be difficult to increase the performance price for individual tourists. It may be possible to
include in a new type of tour (i.e., day tour from Siem Reap with lunch and music in the temple). The
musicians do not have the skills to give music classes to visitors, train new students or make instruments
as listed in the Opportunities section. It might be possible to find a cultural NGO to partner with for the
above and assist in recording a cd. CD sales would probably be minimal - maybe 20-50 a year. Any
additional positive financial impact will mostly be governed by increasing the number of performances
per year.
 Based on a 15 percent increase in the number of performances from 28 per year to 34 per year
and a price increase to $20 per performance the traditional music income could increase to
approximately $680 in 2015 (approximately $250 in 2012).
 Make music performance aware to more visitors; not only tour package
Activity: Kuyon tour and trips
Financial Review: Kuyon trips are $10 per group of 10 people with $1 saved in the CBT Fund.
In 2012, the kuyons earned more than $400 (split between the drivers and CBT Fund)
Description: Kuyons (motorized tractors) are normally used to transport larger groups (4-10 people).
They are normally used for transportation to Banteay Torp Temple for picnics, but can also be used to

Banteay Chhmar CBT
July, 2013 Page 29
bring visitors to the barays and the more distant and difficult to reach satellite temples. This should not
really be considered an activity. It is more a practical means of transportation.
Current Situation: There are plenty of kuyons and drivers available.
Strengths:
 Common means of transportation
 Plenty of kuyons available
 Visitors can try to drive
 Good for larger groups
Weaknesses:
 Not comfortable
 Noisy
Opportunities:
package
Threats:
 The future paved road may make it less
attractive and fun
 Safety and accident concerns
 Increased car and truck traffic
Assessment: The kuyons are important for larger groups. However, the kuyon prices have most likely
reached their pricing maximum. Future financial impact will most likely be based on increasing numbers
of large groups and using the kuyons for other purposes - transport for different types of activities,
bringing meals to picnic sites. Again, this is really not an "activity."
 Nothing significant noted
Activity: Ox-cart tour of village
Financial Review: The ox-cart tour is $7 for a group of four people. The ox-cart owner receives $6 with
$1 saved in the CBT Fund. In 2012, the ox-cart tour was $5 per group.
In 2012, the ox-cart tour earned approximately $100 for the CBT (split between owner and CBT Fund)
Description: The tour typically lasts about an hour and goes through the market area and to the Enfants
du Mekong Silk Center.
Current Situation: This activity is in jeopardy as there is only one ox-cart owner was recently injured by a
snake bite. Additionally, he sold one ox, so the tours are suspended until he purchases a new ox.
Strengths:
 Traditional activity
 Ox-cart owner wants to continue (?)
Weaknesses:
 Only one ox-cart is available
 Only four people per cart, so cannot do for
larger groups or multiple groups
 Oxen are afraid of foreigners
Opportunities:
package
Threats:
 Only one ox-cart
 The future paved road may be difficult for the
oxen
 Increased traffic might scare oxen

Banteay Chhmar CBT
July, 2013 Page 30
Assessment: The ox-cart tour does not generate significant revenue, and its potential financial impact is
minimal. It has most likely reached its pricing maximum. It is included as part of the tour packages.
However, it is sometimes canceled because the ox-cart is not available (normally replaced by a kuyon).
Individual visitors are probably not aware that it can be chosen as a separate activity. Visitors and tour
operators are not aware that there is only one ox available when making reservations. CBT members
searched for another ox-cart owner but cannot find one.
 There is little that can be done regarding the ox-cart tour
Activity: Rice Flattening (Dalambok)
Financial Review: Dalambok is $10 per group with the rice-flattening group receiving $9 and $1 saved
into the CBT Fund.
In 2012, Dalambok earned approximately $50 for the CBT (split between the group and CBT Fund).
Description: Dalambok is a traditional way of preparing rice. To prepare the flattened rice, first, fresh
rice is heated in a dry pan. Then, the rice is put in a wooden cylinder (tbaal) and pounded with a wooden
stick. After the pounding the rice hulls are separated and thrown away. Then, coconut milk, sugar and
banana are added to make a delicious sweet treat. It can be prepared throughout the year, though
normally it is prepared during the Water Festival in November.
Current Situation: This is not a popular activity for the CBT. It is only included in the 3-day/2-night Tour
Package.
Strengths:
 Traditional activity
 Visitors can participate
 Easy to set up and prepare
Weaknesses:
 Visitors never request this activity
 It is only included as part of the tour package
Opportunities:
 Make more aware to individual tourists, not
just as part of a tour package
 Include in a different type of tour package (i.e.,
"traditional life experience" or "holiday
experience")
Threats:
 Nothing significant
Assessment: Rice flattening does not make a significant contribution to the CBT Fund. It could be better
advertised and explained to individual visitors. Adding it to a new type of tour package might increase its
impact, as well.
 Try to include in new activities and tours being explored in the Income Streams section

Banteay Chhmar CBT
July, 2013 Page 31
INCOME STREAMS
On April 1 and 2, 2013, the CBT committee members met to begin discussions for the business and marketing plan. The
CBT identified eight active or potential categories of income streams. Each category will be summarized and analyzed for
its potential impact in supporting the sustainability of the CBT project. The entire list and potential financial impact is
summarized at the end of this section.
This section is intended to represent only a list of ideas for improving the financial sustainability of the CBT. It is not,
necessarily expected, that all of these ideas will be feasible or implemented. Nor, is it meant to represent a complete
and final list of income streams for the CBT.
The ideas below represent, in most cases, the most practical, easy-to-implement, least expensive in terms of start-up
costs and sensible ideas for the CBT's operations and skill level.
What is important is that the CBT considers each idea carefully, thoroughly and implements as many as achievable. This
means action plans must be developed. The future sustainability of the CBT depends upon increasing its income through
the ideas listed below.
This cannot be overstated. It is the responsibility of all the CBT members to be engaged in supporting and improving the
CBT. Additionally, the CBT should be held accountable for implementing the ideas below by GHF and other potential
donors.
Present Activities Pricing Policy New Activities New Tours
 Make activities more
available instead of
part of a tour package
 Raise prices
 Change % into savings
fund
 Add gratuity surcharge
 Boat rides on the baray
 Traditional massage
 Cooking classes
 Daytrips from Siem
Reap
 "Day in the Life" tours
 Moto Tours
 "Helping Hand" Tour
Merchandise Community Development Transportation Services Marketing
 Selling t-shirts, hats and
other items with a
"Banteay Chhmar" logo
 Selling small sculptures
 Postcards
 Selling beverages and
snacks
 Solid Waste
Management (SWM)
 Ceramic Water Filters
(CWF)
 Tree planting and
gardens
 Cow bank
 Microloans
 CBT taxi fleet in Siem
Reap, Poipet and
Battambang
 Transportation partners
in Siem Reap
 Raise prices
 Tuk Tuk
 Moto rentals
 Face-to-face meetings
with tour operators
 Advertising
 CCBEN
 MoT
 Tourism conferences
 Seek new cultural tour
operators
 Memberships
 Web and social media

Banteay Chhmar CBT
July, 2013 Page 32
PRESENT ACTIIVITIES and PRICING POLICY
These two categories are grouped together since they are interdependent. The preceding SWOT analysis addresses the
strengths, weaknesses, opportunities and threats of the existing CBT activities. The SWOT also reviews the financial
contributions of the various activities and a generalized projection of future economic impact of activities for the CBT.
In general, there appears to be little room for increasing prices for most activities. The key to any price increases is
dependent upon conveying the concepts of value, service and quality to the visitor. From my observations here, visitors
rarely complain about CBT prices. However, many tourists are keen observers of the value, service and quality for money
spent. Most visitors to Banteay Chhmar are also aware that this is a community-based initiative and are not likely to
bargain, though it occasionally happens.
However, the reality is that this is a rural tourism site. It is unrealistic for visitors to spend $10 or more for a homestay
without electricity, air conditioning and potable water. This is similarly true for the prices for tour guides and activities.
The CBT needs to keep its pricing policy comparable to similar CBT projects in Cambodia, rather than guesthouses and
tourism services in Siem Reap. It is a reasonable expectation for visitors to spend $20 to $30 per person for this type of
tourism experience.
The two areas that have the most flexibility for increasing prices are meals and homestay rooms. An important factor in
the price of meals is the fluctuating cost of food in the market. The CBT needs to take price changes for meat, vegetables
and fruit into consideration when setting new prices. Secondly, the quality and quantity of food needs to be taken into
account. Also, the types of food being prepared are important. VIP gala meals with special Khmer dishes and wine
should be considered. The issue of value-added services (selling drinks, snacks etc.) is addressed separately under Selling
Merchandise.
Homestays are an area that has the potential for increasing prices. Currently, CBT homestays are $7 per room. According
to information from the Cambodia Community-Based Ecotourism Network (CCBEN), Banteay Chhmar has the highest-
priced rooms in the CBT network. Most CBTs also charge per person, not per room. However, the Banteay Chhmar CBTs
have been receiving upgrades over the past few years such as western-style toilets, showerheads and battery-powered
fans. These amenities add value, quality and comfort to the homestay experience.
Increasing homestay prices will depend on ensuring that the quality, hospitality, cleanliness and amenities are consistent
throughout all the homestays. All the homestays must provide the same set of materials to visitors such as mosquito
coils, clean bedding and towels, soap, toilet paper and a sufficient quantity of safe drinking water. Additionally, ensuring
the security of visitors' belongings, a guide to visitors' behavior and having an emergency plan in case of sickness or
injury is critical to the CBT project.

Banteay Chhmar CBT
July, 2013 Page 33
To ensure that the homestays achieve a higher level of hospitality standards, recommendations include:
 Professional, yearly hospitality and homestay training
 CBT members should regularly conduct mock tours and inspection visits
 Homestay checklist of amenities to provide
 Each homestay should have a CBT dossier with a brief history of the CBT, price list, activities list, emergency
plan. There already exists a simple Khmer to English translation book for visitors prepared by the Micro Small
and Medium Enterprise (MSME) project in 2011.
HOMESTAY REVENUE PROJECTIONS
Current
Homestay Price
2012 # Homestay
Nights
Revenue from
Homestays
Homestay
Owners Committee CBT Fund
64.3% 7.3% 28.5%
$7 554 $3,878 $2,493.55 $281.16 $1,103.29
Projected
Homestay Price
2015
Projected #
Homestay Nights
2015*
Projected
Revenue from
Homestays
.50 share
increase 0 increase
.50 share
increase
62.5% 7.3% 30.2%
$8 610 $4,880 $3,050.0 $354.91 $1,475.09
current share % split
64.3% 7.3% 28.5%
$9 610 $5,490 $3,530.07 $398.03 $1,561.91
.50 share
increase
.50 share
increase $1 share increase
55.6% 8.1% 36.4%
$9 610 $5,490 $3,050 $443.64 $1,996.36
* Projected 10% increase in homestay visits

Banteay Chhmar CBT
July, 2013 Page 34
A quick review of homestay occupancy indicates that the CBT has sufficient physical space for the foreseeable future.
Homestay Occupancy Rates
Year
# of
Homestay
Rooms
Days
per
Year
Potential # of
Room Nights
Overnight
Stays
Occupancy
Rate
2012 19 365 6935 554 8.0%
82% of visitors stayed 1 night or more (681 visitors in 2012)
Year
# of
Homestay
Rooms
Days
per
Year
Potential # of
Room Nights
Overnight
Stays
Occupancy
Rate
2013 27 365 9855 tbd tbd
Gratuity / Service Charge
The CBT could consider adding a gratuity charge to each invoice. For example, 2 or 3 percent would be a reasonable
amount to consider adding. The idea of a gratuity charge is dependent upon the perception of providing high quality
customer service and a sense of "added value." Since visitors and tour operators might be confused between the CBT
Fund and a Gratuity Charge it could explained as follows:
 The CBT Fund is used for development and community projects
 The Gratuity Charge is used for CBT operating expenses
In reality, the CBT would pool the money together and use as needed for community projects and operating expenses.
 The following table represents two proposals for a gratuity surcharge based on revenue projections
Proposed Gratuity Surcharge
Year CBT Income Gratuity
Additional
Income
2015 $30,000 2% $600.00
2016 $37,500 2% $750.00
2015 $30,000 3% $900.00
2016 $37,500 3% $1,125.00

Banteay Chhmar CBT
July, 2013 Page 35
NEW ACTIVITIES
Adding activities to the CBT has the potential to improve both the visitor's experience and business sustainability of the
CBT. The CBT needs to understand that tourism is a business and there is competition throughout Cambodia and
Southeast Asia for tourist dollars.
Banteay Chhmar is most known for its spectacular temple complex. However, apart from the temples and barays there
is little in the way of tourist attractions. Other CBT sites in Cambodia such as Chi Phat and Mondulkiri offer tourists a
different set of natural attractions.
As noted in the SWOT analysis, CBT activities such as traditional music, rice flattening and ox-cart tours add very little
income to the CBT.
However, one strength of Banteay Chhmar is that it can also offer visitors an "authentic village experience." The
commune is far-removed from nearby cities and encroachment from foreign influences. With this in mind, it is the
conclusion that the CBT has the potential to add some new activities and tours to attract more visitors and a more
diverse set of visitors. It should be noted that adding activities might take away from existing activities such as
traditional music and ox-cart tours. This will need to be monitored to see the effect on all the CBT activities. Activities
that have been discussed by the CBT members and their potential impact are listed.
Boat Rides on the Boeung Cheung Kru (Pol Pot Baray)
Description of Activity
The Pol Pot Baray lies about 5 km north of Banteay Chhmar. It was built by forced labor under the Pol Pot regime in the
mid to late 1970s.
The activity would involve visitors taking a short one-hour boat ride on the baray through the lotus flowers and relaxing
in a covered hut on the edge of the baray. A CBT tour guide would ride along in the boat and life vests would be
provided. Providing snacks, water and transportation to the baray will need to be determined. The baray is also a
beautiful spot for picnics and sunset dinners.
Keys to Implementation
Permission from authorities to use the commune boats
Cooperation with other NGO working at Boeung Cheung Kru Baray
Set up pricing policies
The baray is already under consideration to be developed as a local daily tourist site (not CBT-style)
Communicate activity to tour operators
Difficulty Level of Implementation
Moderate
Projected Participation
3 percent of visitors

Banteay Chhmar CBT
July, 2013 Page 36
Cooking Class
Visitors will learn how to make and participate in preparing traditional Khmer dishes with the CBT cooking group. The
class could be separate from a meal or as a substitute for lunch or dinner. Dishes prepared may include desserts or
snacks.
Interest on the part of the cooking group
Cooks need extensive food safety, hygiene training and presentation skills before implementation
Cooks would need to learn and train from a similar type of project in Siem Reap
Might need to purchase some additional kitchen supplies
Pricing options for a full meal substitute, desserts, snacks or simply as an extra activity
Time needed for a cooking class (1 hour, 2 hours??)
Location and space conflict if other visitor groups need meals separately
Tour guide would need to be present - cooks do not speak English
Visitors would probably want a nicely prepared recipe for the dishes
Very Difficult and time consuming
Traditional Massage
Details have not been discussed.
NEW TOURS and TOUR PACKAGES
If the CBT is able to expand its portfolio of activities and services, then it is reasonable to assume that the CBT should
also explore adding new tours and tour packages. The road from Sisophon to Banteay Chhmar will be paved over the
next two years. This will make the area much more accessible for daytrips from Siem Reap and Phnom Penh.
The CBT should, at a minimum, add a Daytrip Tour Package from both Siem Reap and Battambang. In fact, Banteay
Chhmar is currently listed as third on the Tripadvisor Daytrips from Siem Reap page.

Banteay Chhmar CBT
July, 2013 Page 37
Daytrip Tour Package
For a daytrip, visitors would need to leave Siem Reap or Battambang between 7 and 7:30 a.m. Visitors would arrive
between 10:30 and 11 a.m. (possibly earlier as the road improves). This would allow time for a temple tour, a picnic
lunch including an activity like traditional music or rice flattening and a visit to the silk center. Visitors would leave
Banteay Chhmar by 3 p.m. and arrive back in Siem Reap or Battambang by dinner time. In addition to finding CBT
transportation services in Siem Reap, it is likely that tour operators will also add a daytrip as part of their own services.
Need to develop an itinerary and pricing plan
Need to partner with reliable transportation services in Siem Reap
Communicate new tour to tour operators, hotels and tourism centers in Siem Reap
Moderately difficult
10-20 percent of visitors - growing with reliable transportation services
Day in the Life Tours
The rural landscape and villages surrounding Banteay Chhmar offers visitors a unique view of traditional Cambodian life.
With a trained tour guide, visitors can learn about and participate in traditional activities such as rice planting and
harvesting, fishing, thatch weaving, etc. Activities will change seasonally and be based on road and weather conditions.
Visitors could spend either a half- or full-day exploring the area. Pricing should be on a per person basis.
Interest level of the tour guides to manage this type of tour
Cleverness of tour guides to keep the tour interesting
Need to plan tour beforehand and contact any villagers that will be involved
Need to learn from a similar project in Siem Reap
Moderately Difficult

Banteay Chhmar CBT
July, 2013 Page 38
Moto Tours
Again, the rural setting of Banteay Chhmar offers visitors the opportunity to learn, explore and participate in traditional
activities in the area. A moto tour would give visitors the "open road" experience to see some of the more distant
villages and sites. Visitors could do either a half- or full-day tour and pricing should be on a per person basis. Moto
rentals should also be added as a service.
Need to plan a tour itinerary
Need to contact the other villages and village leaders and form a partnership and agreement
Need to plan for meals (picnic or at villages?) water, snacks
Visitors need to sign a waiver form regarding injury and damage to moto
Need rental agreements with owners of motos
Helmets required
Moderately difficult
Remote Temples Tours
Ta Moan and Ta Krabey are two small, but well-preserved temples located on the Cambodian-Thai border about 60 km
from Banteay Chhmar. They are easily accessible by taxi and, in good weather, by moto. There is a unique forest and
mountain environment and an "Indiana Jones" feel to visiting Ta Krabey. A picnic lunch could be prepared, or lunch
could be arranged in a village. The tour is most appropriate for temple enthusiasts, people interested in mountainous
forest ecology, birdlife and those curious about the border situation which is peaceful at the moment.
Need to plan a tour itinerary and pricing
Slightly strenuous hiking for short distances
Need to plan for meals (picnic or at villages?) water, snacks
Tour guides should learn about the ecology of the forests from locals and be able to translate/explain
Visitors need to sign a waiver form regarding injury and damage to moto (if renting)
Need rental agreements with owners of motos
Not difficult

Banteay Chhmar CBT
July, 2013 Page 39
Helping Hand Tour
The inspiration for the Helping Hand Tour came from the Operation Groundswell visit (see below under Community
Development - Water Filters) in May 2013. Under this proposed tour, visitors would donate their time and money
toward a community improvement project such as repairing a villager's home with a new thatch roof, walls etc. Other
projects might involve preparing land for a small home garden, installing a rainwater harvesting system.
Visitors would donate money for the project and the CBT would add a set percentage (i.e., 10 to 15 percent to manage
the project and put into the CBT Fund). For example, $75 for materials + 15 percent for CBT Fund ($11.25) + tour
guide/transportation/other expenses.
Preparation and cost estimation may be time-consuming
Need to visit a similar tour itinerary project in Siem Reap
Meet with village leaders to identify potential projects and beneficiaries
Difficult to do on a spur of the moment situation
Decide on percentage to CBT Fund
Difficulty level of Implementation
Moderate (already have the work model and cost template)
MERCHANDISE
Currently, the CBT has no merchandise, apart from the Soieries du Mekong Silk Center, available for sale to visitors.
Most tourism sites have an assortment of memorabilia for sale such as t-shirts, hats, handicrafts, artwork, postcards and
books. Given the low number of visitors, merchandise will not likely add much to the CBT income. However, it needs to
be added to present a more complete experience for visitors.
Selling CBT-logoed merchandise
The CBT has a working, verbal agreement with the MCFA to produce and sell Banteay Chhmar logoed items such as t-
shirts and hats with the Avalokitesvara design and the CBT logo. The final designs need to be determined and submitted
for written approval to the MCFA.
Other Handicrafts
A small selection of locally made items such as wooden sculptures and jewelry should be developed. It is not expected to
generate significant revenue given the level of visitor numbers. However, it will help to create the idea of a community-
centered experience while supporting a few resident artisans. Currently, though, there has been little interest on behalf
of the local artisans.

Banteay Chhmar CBT
July, 2013 Page 40
Selling Drinks and Snacks
The CBT should, as a courtesy and hospitality service, sell drinks with meals. Visitors arriving after a long, difficult drive
should also have the option to buy drinks upon arrival. Other drink options might include serving bottles of wine and
cocktails for dinner and picnics in the temple.
Interest on behalf of villagers to make handicrafts
Training may be needed in making handicrafts
Handicrafts should be high quality and sustainable (i.e., no rare wood)
Pricing policies (percent to artisan and CBT)
An effective means of displaying items for sale and communication to visitors
MCFA approval for "Banteay Chhmar" items
Difficulty level of Implementation
Very Difficult for Handicrafts ----- Not difficult for beverages
10 percent for handicrafts ----- 75 percent for beverages
COMMUNITY DEVELOPMENT
The CBT has always included local economic and social development as part of its mission. The original CBT framework
called for the CBT setting aside 15 percent in a local fund for community development. Previous projects have included
moat cleaning, road repair and support during holidays and festivals.
Additionally, as the CBT has grown, visitors have begun to express an interest in helping the community. Visitors, tour
operators and volunteer groups have all made significant labor and financial donations to the CBT and community. Some
examples include the CBT library, garbage pickup days and painting the primary school.
The potential financial and social benefits of community development projects cannot be underestimated. They have
the long-term potential to make enormous positive changes for the community and support the CBT's financial
operations. They should be considered a core component of the CBT business plan.
However, community development projects come with their own set of challenges. Notably, the human and skills
capacity of the CBT is extremely low (or, nonexistent) in community development. These projects can also be time-
consuming to implement and manage. Some projects such as the ceramic water filter project (below) require gaining
knowledge and training in issues such as water safety, hygiene and waterborne diseases.
It is important when adding community development projects to:
 Write a complete proposal including goals, objectives, implementation plan, risk assessment, M&E, etc.
 Conduct a needs assessment and participatory appraisal

Banteay Chhmar CBT
July, 2013 Page 41
 Ensure there is community support including from the authorities
 Define who will manage the project and what training do they need to receive
 What are the financial inputs needed, and project management costs
 What are the positive financial outputs for the CBT - not that all projects necessarily need to be income-
generators for the CBT
Solid Waste Management (SWM) project
The SWM was started in 2010. The foundation of the project is that users pay a small, monthly fee to have garbage
collected. The garbage is transported to a site about 3 km away where the garbage is burned and buried. The landfill site
was donated by the commune. Users pay between 3,000 and 5,000 Riel (0.75 to $1.25) depending upon whether it is a
household, shop or market seller. Most of the projects startup costs were supported by GHF.
Since the middle of 2012, the CBT has been steadily losing money, or barely breaking even, on this project. The two main
reasons for the losses have been an increase in salaries to the collectors and numerous repairs needed for the kuyon.
On May 13, 2013 the CBT and commune leaders reached a verbal agreement to increase the user fees. Implementation
of new fees is dependent upon meetings with the market sellers and, for political reasons, will not be discussed until
after the national elections in July.
Based on the proposed agreement and schedule, the SWM should start earning approximately $37 per month, barring
unforeseen problems with the kuyon, road repairs to the dump site, selecting a new dump site, changes in the
collectors' salaries etc.
For the purposes of the business plan, the new user fees will be expected to begin in January, 2014.
Projected SWM Revenue Going Forward 2014
$30 per month x 12 months
accounting for additional kuyon repairs
and contingencies
$360 per year
Other improvements to the SWM project might include keeping a dumpster in the market area, rather than individual
bins. This would be a more sensible and manageable situation for the collectors and market sellers. The bins may be able
to be relocated to new homes or placed along the moat. A new dumpster would cost approximately $450.
Ceramic Water Filter (CWF) project
In May 2013, Operation Groundswell (OG) made a donation of $1,000 to the CBT for a community development project.
OG is a youth-orientated tour company with an emphasis on volunteer work, community financial support and cultural
immersion.

Banteay Chhmar CBT
July, 2013 Page 42
After discussions, the CBT decided to implement a water filter pilot project. The foundation of the CWF project is similar
to the SWM project. Users will pay a monthly user fee of 6,000 Riel ($1.50). The fees will be used to support, maintain
and expand the project, pay for replacement filters and help to pay for the CBT's operating costs.
Originally, the CBT planned to charge user fees indefinitely since the filters need to be replaced every few years of
usage. However, initial indications are that the families want to pay a user fee only for a set period of time. The CBT is
considering a four-year payment period. They believe that most families will accept the fee rate and time period. If this
plan is adapted then the CBT will constantly need to find new families to maintain and monitor the project. More
information will be needed in the coming months, and a plan also needs to be considered for providing filters to poorer
families who cannot afford $1.50 per month.
Water Filter Project: Projected Revenues and Expenses
#
Filters
Fee per
Filter Months
Revenue
Per Year
Yearly
Collector's
Salary
Replacement Filters
5% per year ($10
each)
Net
Income
Expected
Income
Pilot
Project 20 $1.50 12 $360 $120 $10 $230 $172.50
1 year 50 $1.50 12 $900 $120 $30 $750 $562.50
2 years 100 $1.50 12 $1,800 $180 $50 $1,570 $1,177.50
3 years 150 $1.50 12 $2,700 $240 $80 $2,380 $1,785.00
The significant revenues and expenses. The CBT will need to account for any additional filter/hygiene training,
selecting/training new beneficiaries, conducting a yearly M&E and other expenses such as replacing filters, as needed.
Therefore, expected Income is based on collection rates similar to SWM (85%) - Extra Costs (10%) = 75% of Net Income.
Financial projections will need to be evaluated at the four-year mark if the CBT adopts the set user fee period.
The filters use a well-tested method of water purification. If used properly, removal rates of fecal coliform bacteria and
viruses should regularly exceed 90 percent. The filters require little technical training which is provided free by the
manufacturer. However, using the filters requires a basic understanding of water safety, sanitation and hygiene issues.
Additional household water treatment and safe storage (HWTS) training by skilled facilitators will be needed. Keys to
success include education, acceptance and trust. More information can be found at ceramic water filters.
This pilot project, if successful, has enormous potential to support the CBT's running costs through expansion of 100 to
200 users. After a six-month trial period, there should be a good understanding of the project's potential for expansion,
even beyond Banteay Chhmar. It is expected that some visitors will want to purchase filters for families with on-site
promotion. Also, the filter project can be publicized through the CBT website and other social media avenues. Hopefully,
larger donations of filters can be channeled through GHF for tax-deductible purposes. Proposals for project expansion

Banteay Chhmar CBT
July, 2013 Page 43
should not prove difficult to write, as the CBT will have a baseline and monitoring plan in place and a network of
supporters.
However, as mentioned, household acceptance and implementing the pilot project correctly are critical for success. The
CBT members will need to understand every facet about the ceramic water filters and be trusted as project facilitators.
Other Projects
The CBT discussed several other types of community projects that have potential to be implemented. Briefly, these are
listed below and the details for each need to be further developed. Of the projects listed below, fruit tree planting would
be the easiest to implement and manage. These projects will need to be examined more closely given the human and
skills capacity of the CBT members.
 Fruit tree planting for villagers 
 Home gardens and drip irrigation for dry season gardening
 Cow bank
 Microloans
The Ministry of Forestry is also working on a separate plan for visitors to plant trees in and around the temple complex
TRANSPORTATION SERVICES
One of the CBT's greatest challenges is improving its transportation services. There is a constant amount of confusion
and concern in getting to Banteay Chhmar. Visitors do not understand the difference between tourist, share and private
taxis. The road condition of Highway #56 is also always a problem for individual visitors and tour operators. Additionally,
there are no bus services to Banteay Chhmar, forcing visitors to rely on (often, multiple) taxis. This is outlined in the
SWOT analysis above.
The CBT is trying to establish partnerships with taxi drivers in Siem Reap, Battambang and Poipet. The goals are to find
four to five reliable, honest taxi drivers based in these cities that the CBT can rely upon to bring visitors to Banteay
Chhmar. It is important, but not necessary that the drivers speak English. Once the drivers are selected, the CBT can
communicate their names and phone numbers to visitors, guesthouses, tour operators and post on our website.
Financially, the CBT wants to collect a small fee from the taxi journey from Sisophon to Banteay Chhmar for the CBT
Fund. Raising taxi fees will depend upon safe driving and clear communication with visitors and drivers. It is believed
that the idea of "added value" will make visitors more willing to spend a small additional $1 surcharge if they know they
will be able to easily meet a driver who also drives safely. Given that several hundred visitors travel to and from Banteay
Chhmar by taxi this has the potential to add significant income into the CBT Fund.
However, as of this writing, the CBT is having difficulty reaching an agreement with the local taxi drivers.

Banteay Chhmar CBT
July, 2013 Page 44
Additionally, the CBT has established contact and an agreement with Bou Rithy in Siem Reap. Mr. Rithy drives a tourist
taxi between Siem Reap, Sisophon and Poipet (Thai border). Fortunately, Rithy is a former employee of Heritage Watch
and is extremely knowledgeable about tourism in Cambodia. He speaks excellent English and writes well. He will help to
coordinate tourist taxi services between Siem Reap and Banteay Chhmar. He will charge an additional $10 per taxi to be
saved into the CBT Fund. The CBT is looking forward to working with Rithy.
However, the CBT has yet to produce a comprehensive taxi and transportation policy with pricing and benefit sharing to
the CBT Fund. This must be considered a high priority. The following table only represents a rough idea of the potential
of collecting a fee from taxi services.
Admittedly, this will be an extremely difficult service to coordinate and implement. Realistically, it is unlikely that all
aspects can be implemented. Therefore, these projections are overly optimistic and are not included in the financial
projections.
Potential Income from CBT Transportation Services
2012* Sisophon > Banteay Chhmar Subtotal
282 $1.00 $282.00
Banteay Chhmar > Sisophon Subtotal
282 $1.00 $282.00
TOTAL $564.00
* Based on the number of individual visitors in 2012,
assuming that all travelled by taxi (681 visitors for the year)

Banteay Chhmar CBT
July, 2013 Page 45
FINANCIAL PROJECTIONS SUMMARY
The following tables summarize the financial projections and potential income streams for the CBT. It is important to
note that it is expected that not all of these income streams may become reality and that they may take time to phase
in. Other ideas should also always be considered. The projected revenue estimates may also need some revision, though
they are based on conservative approximations. What is important is that the CBT is held accountable for implementing
new activities, tours and strategies to improve its sustainability. The opportunities for improvement exist; it is more a
matter of will and desire.
 Financial Projections by Visitor Numbers and Revenue per Visitor
Banteay Chhmar CBT Financial Projections
Year Visitors $ per Visitor Income CBT Fund
$ Available for
Operating Expenses
2013 1000 $25 $25,000 20% $5,000
2014 1100 $25 $27,500 20% $5,500
2015 1200 $25 $30,000 20% $6,000
2016 1250 $30 $37,500 20% $7,500
Projections for Sustainability
3100 $25 $77,500 20% $15,500
2600 $30 $78,000 20% $15,600
 Financial Projections based on visitor numbers, added gratuity and community development projects
CBT FINANCIAL PROJECTIONS SUMMARY TABLE
2013 2014 2015 2016
# Tourists 1000 1100 1200 1250
Expected Revenue per
Tourist $25 $25 $25 $30
$25,000 $27,500 $30,000 $37,500
CBT Fund 20% 20% 20% 20%
$5,000 $5,500 $6,000 $7,500
Gratuity 2% 2%
Additional Income $600 $750
SWM $360 $360

Banteay Chhmar CBT
July, 2013 Page 46
Water Filters $563 $1,178
TOTAL $5,000 $5,500 $7,523 $9,788
 NOTE: Financial Projections per the addition of new activities. These projections are based on similar activities
and services from tour operators in Siem Reap. The CBT members have yet to make a study and feasibility
tour of comparable activities, CBTs and tour operators. This table simply represents a broad attempt at pricing
and visitor expectations. Additionally, this table attempts to collate all the potential income streams into one
table. As noted, some of these activities, after investigation, may not be appropriate for the Banteay Chhmar
CBT. And, other activities and services may be discovered during exposure visits to Siem Reap and
communications with other CBTs.
CBT Financial Projections on a per Activity Basis
Visitor
Projections 1000 1100 1200 1250
Potential New Income
Streams
% Visitors
Interested
Projected
Revenue $ 2013 2014* 2015 2016
CBT
Fund**
2016
Projections
Moto Tour 3% $20.00 $330 $720 $750 20% $150
Remote Temple Tour 2% $20.00 $220 $480 $500 20% $100
Day in the Life Tour 3% $20.00 $330 $720 $750 20% $150
Helping Hand/Workday Tour 3% $50.00 $825 $1,800 $1,875 15% $281
Boat Ride on the Baray 3% $15.00 $248 $540 $563 20% $113
Selling Merchandise 10% $5.00 $275 $600 $625 90% $563
Selling Drinks 75% $0.13 $54 $117 $122 90% $110
Cooking Class 3% $15.00 $540 $563 20% $113
Subtotal $2,281 $5,517 $5,747 $1,578
Price Increases - Current
Activities
Homestays $1,002 $1,490 30% $447
Increase to $8 per night and
projected 10% increase in
homestay nights
Gratuity $600 $750 100% $750

Banteay Chhmar CBT
July, 2013 Page 47
(2016) # tourists x $30 per
tourist x 2%
SWM $360 $360 $360 100% $360
Water Filters $173 $563 $1,178 100% $1,178
TOTAL $2,814 $8,042 $9,524 $4,313
Potential Additional Income
Stream
Transportation Services $565 $565 100% $565
Based on uncertain projections
concerning implementation
2014* The year's projections are based on a 50 percent implementation success rate
CBT Fund** Estimated savings into CBT Fund per activity

Banteay Chhmar CBT Business and Marketing Plan 2013

Banteay Chhmar CBT Business and Marketing Plan 2013

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