Luang Prabang Province Destination Management Plan: 2016 - 2018

Luang Prabang Luang Prabang Destination Management Plan: 2016 - 2018

Luang Prabang Province Tourism Destination Management Plan 2016 – 2018

Final 15th January 2016 Lao PDR

Funded by: Prepared by: In conjunction1 with :

MICT

Luang Prabang Destination Management Plan: 2016 - 2018

Table of Contents

1. ABBREVIATIONS ...... 3 2. DESTINATION PROFILE ...... 5 3. VISION FOR THE DESTINATION, OPPORTUNITIES AND CHALLENGES ...... 10 3.2 SWOT ANALYSIS FOR LUANG PRABANG PROVINCE ...... 11 3.3 UNIQUE SELLING PROPOSITION & DESTINATION POSITIONING: ...... 12 4. MARKET-BASED ANALYSIS OF CURRENT VISITORS ...... 13 4.1 INTRODUCTION ...... 13 4.2 ANALYSIS OF STRATEGIC VISITOR FLOWS ...... 15 4. 3 PRIORITIZATION OF STRATEGIC VISITOR FLOWS ...... 22 4.4 OVERALL CONCLUSION OF ANALYSIS ...... 23 5. DESTINATION ACTION PLAN ...... 24 6. MONITORING AND EVALUATION ...... 38 6.1 WHY MONITORING & EVALUATION? ...... 38 6.2 THE RESULTS FRAMEWORK ...... 38 6.3 THE MEASUREMENT PLAN ...... 39 7. REFERENCES ...... 51 8. ANNEX ...... 54 ANNEX 1: DEFINITIONS ...... 54 ANNEX 2: BACKGROUND TO THE DESTINATION MANAGEMENT PLAN ...... 56 ANNEX 3: PURPOSE AND USE OF THE DESTINATION MANAGEMENT PLANS ...... 58 ANNEX 4: KEY LESSONS LEARNED: THE CHALLENGES OF DESTINATION MANAGEMENT ...... 59 ANNEX 5: THE SIX-STEP APPROACH TO THE ST GALLEN DESTINATION MANAGEMENT MODEL ...... 60 ANNEX 6: LUANG PRABANG PROVINCE TOURISM STATISTICS ...... 61 ANNEX 7: LUANG PRABANG PROVINCE: PROPOSED DESTINATION MANAGEMENT NETWORK TASKFORCES ...... 63 ANNEX 8: LUANG PRABANG PROVINCE: FEEDBACK ON THE DMP ACTION PLAN, 2016 ...... 64

Luang Prabang Province Destination Management Plan: 2016 - 2018

1. Abbreviations

ADB Asia Development Bank AEC ASEAN Economic Community AFD Agence Francaise de Developpement ASEAN Association South East Asian Nations BAF Business Assistance Facility BKK Bangkok CBT Community Based Tourism DEPT Department DEV Development DICT Department Information, Culture & Tourism DMC Destination Management Company DMN Destination Management Network DMO Destination Management Organisation EDC Enterprise & Development Consultants EMC Emerging Markets Consulting FIT Fully Independent Traveller GIS Geographic Information System GiZ Deutsche Gesellschaft für Internationale Zusammenarbeit GM General Manager GMS Greater Mekong Sub-region GOVT Government HR Human Resource IBA Important Bird Area ICBF Integrated Conservation of Biodiversity and Forests INGO International Non Governmental Organisation INTL International JICA Japan International Cooperation Agency KL Kuala Lumpur KOICA Korean International Cooperation Agency LANITH Laos National Institute of Tourism & Hospitality LP Luang Prabang LPG Luang Prabang LPHRA Luang Prabang Hotel & Restaurant Association LPTA Luang Prabang Transport Association LPATA Luang Prabang Association of Travel Agents LUXDEV Lux-Development M&E Monitoring & Evaluation MICE Meetings, Incentive, Conference & Exhibitions MICT Ministry of Information, Culture & Tourism MKT Market or Marketing MSME Micro Small & Medium Enterprises N/A Not Applicable NBCA Natural Biodiversity Conservation Area NGO Non Governmental Organisation NPA National Protected Area

Luang Prabang Province Destination Management Plan: 2016 - 2018

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

Luang Prabang Province Destination Management Plan: 2016 - 2018

2. Destination Profile

- Luang Prabang Province is located in northern central Laos with its capital being the UNESCO World Heritage town of Luang Prabang. - The province borders Phongsali Province to the north, Vietnam to the northeast, Houaphan Province to the east, Xiang Khoung Province to the southeast, Vientiane Province to the south, Xaignabouli Province to the southwest, and Oudomxay Province to the west. - Luang Prabang combines a spectacular natural setting and distinctive built heritage with traditional arts and crafts, food, language, festivals and rituals. Luang Prabang town was listed as a UNESCO World Heritage Site in 1995. In December 2015 it celebrated 20 years of UNESCO status. - In 2014 81% of all international tourists to Laos visited Luang Prabang Province. - International visitors arrivals were 378,478 in 2014. Since 2010 international visitor arrivals have grown by 77%1. Despite such growth visitor numbers are still small in comparison to its regional neighbour and competitor Siam Reap who received 1,355,693 international visitors in 20142. - This rapid increase in visitors has resulted in a correspondingly rapid and largely unplanned expansion of transportation infrastructure and accommodation facilities. In addition to the stress placed on the town’s public utilities-electricity, water, sewage and garbage collection the construction boom has created a demand for land within and around the town’s historic core. These development pressures have had negative impacts on both the environment and the historic cultural resources of Luang Prabang. - The key pull factors for visiting Luang Prabang Province are the historical, archeological buildings and places and beautiful natural scenery and landscape. - Luang Prabang town is the number one tourism destination in Laos.3 It is the country’s most cherished tourism gem, and attracts all types of tourists from backpackers to boutique travellers4. - Many tourists see Luang Prabang town as a charming small town set amongst the mountains with its “amusing” French influence and Buddhist mystique. Most Westerners fall for the Indochinese spirit of town5. - Thai tourists throng to Luang Prabang to see “how Thailand was 50 or 100 years ago”. It represents for many Thai visitors an assortment of religion, fun (rafting speedboats on the Mekong), nostalgic curiosity and exoticism (observing so-called “Lao backwardness” and eating French baguettes). - Asian tourists view Luang Prabang as simply a picturesque old town preserved from the craze of urban modernity6. - In 2014 80% of international visitors were first time visitors to Luang Prabang. 12.2% were returning for the second time, 3.2% the third time and 4.5% replied more than three times. - Domestic tourists account for 29% (152,328) of all visitors – the majority visit family and friends

1 MICT, 2015 2 Ministry of Tourism, Cambodia, 2014 3 LNTA, 2009 4 UNCTAD, 2014 5 Berliner, 2011UNCTAD, 2014 6 UNCTAD 5

Luang Prabang Province Destination Management Plan: 2016 - 2018

during Laos New Year in April. - Luang Prabang’s residents have very quickly taken advantage of the economic benefits of tourism by finding work in many new tourism-related enterprises. However, traditional skills and long-established ways of life are at risk of being abandoned and ultimately forgotten. With the loss of the unique cultural values and practices of Luang Prabang, the attractiveness of the place as a cultural tourism destination are likely to also fade jeopardizing its competitiveness as a primary tourism destination in the ASEAN region.

Figure 1: Map of Luang Prabang Province with Key Tourism Attractions

Luang Prabang Province Destination Management Plan: 2016 - 2018

Figure 2: Map of Luang Prabang UNESCO World Heritage Town

LOCATION: OVERVIEW: Distances from key areas (km) and drive or flight time Main types of tourism and most Top six most popular tourist (Hours) popular activities7 attractions (including environmental & cultural) By Air: 38% of all visitors to LP are 1. Kuang Si Waterfall Domestic: packaged tourists (Thai, 2. 32 shimmering temples, • LP to Vientiane: 45 mins (2 per day) European, Chinese & Korean) most notably Vat Vixoun, • LP to Pakse: 1hr 40 mins (3 direct flights per week or Vat Xieng Thong and Vat daily flights via Vientiane) Thai Tourists: Predominantly Sene. come to LP for Religious merit 3. Alms Giving International: mixed with a holiday to observe 4. Royal Palace Museum • LP to Siam Reap: 1hr 40 mins the so-called “Lao- 5. The Hmong Night Market • LP to Bangkok: 1hr 40mins Backwardness”. 6. Pak Ou Cave • LP to Chiang Mai: 1 hour • LP to Ho Chi Minh: 4hrs 30 mins (not direct) Asian tourists (Chinese & Other: • LP to Hanoi: 1hr Korean) view Luang Prabang as • The Elephant Village • LP to Jhinghong: 1 hours (2 flights per week) simply a picturesque old town • Climb Mount Phousi • LP to Kunming: (1 charter flight per week) preserved from the craze of • Traditional Arts and urban modernity. • LP to Sichuan Province (2 flights per week) Ethnology Center Koreans are far more culturally • Night street food market sensitive and more interested in By Road / Overland: • Tad Sae Waterfall Religion than the Chinese who • LP to Vientiane: 5 hours • Bear Rescue Center just sight see, eat and shop. • LP to Pakse: 13 hours • Exploring LP’s many cafes

• LP to Savannakhet: 11 hours and bars. Mid to upmarket European • LP to Oudomxay: 4 hours • Tad Thong Waterfall market (Both groups and FITs) – • French Colonial Architecture • LP to Khammouane: 11 hours experiential, soft adventure & • Golden City Temple • LP to Vang Vieng: 2 hours 40 mins adventure activities. • LP to Luang Namtha: 4.5 hours Complex (Wat Xieng Thong)

7 Enhancing linkages between tourism and other sectors in Laos (UNCTAD, 2013) 7

Luang Prabang Province Destination Management Plan: 2016 - 2018

• LP to Pak Beng: 4 hours 45 mins • LP Library Backpackers (chill-out with some • Festivals: Boun Bang Fai Overland Border Crossings: adventure activities e.g. white (May), Boun Khao Pansa, • Thailand Border (Chiang Khong) to LP: 10 hours water rafting) Boun Khao Padabdinh • Vietnamese Border to LP: (August or September), • China Border (Boten) to LP: 8 to 10 hours Key Activities: Hmong, Kin Chiang, Pin Mao - Temples Lao (April) By Boat: - Water falls • Cooking Classes Private Boat trips from budget to luxury are on offer. - Wandering the UNESCO town • Other workshops e.g. Most depart from Huaei Xay and go to LP. (3 day - Other cultural sites papermaking, rice farming, journey) - Elephant Rides bamboo weaving, yoga Vientiane to LP via speed boat is 10 hours - Mekong River Cruises retreats Vientiane to LP via cargo boat 3 days - Cycling • Four wheel drive trips - White water rafting • Ziplining - Kayaking • Model Ecotourism village - Hiking • Nong Kiauw • UXO visitor centre Other Visitors: • Local, regional and international travel agents • Travel & Lifestyle media including TV travel shows

GEOGRAPHY: WEATHER PATTERN: Approximate size of the destination Level of Biodiversity (the range o f different plant Average sunshine hours, rainfall (km2) and principle physical and animal species) and seasonal temperatures8 characteristics (rivers, hills, bays etc.) 16,875 km2 Travel to Luang Prabang is possible at any time of the year. MEDIUM Biodiversity Annual rainfall is 1,450 mm/yr. Phou Louey Massif Important Bird Area (IBA) is within the Nam Et-Phou Louey National Rainy season April to October. Biodiversity Conservation Area (NBCA). The habitat contains mixed deciduous forest, Highest rainfall is in August semi-evergreen forest, lower montane evergreen forest, upper montane evergreen (288mm). The rainy season is forest, and secondary grassland. also the hottest months averaging 27°C with a high of The Phou Loei Protected Reserve (PLI) 34.4°C in April. Rugged highlands with elevation ranging between 500–2,257 metres (1,640–7,405 ft) 87% Coolest & least humid months forest. mixed deciduous and evergreen type with abundance of bamboo and grasslands are November to February resulting from shifting cultivation. Faunal species reported from the reserve are mainly (average 16°C to 24°C). clouded leopard, tiger, and leopard, and large cats which are endemic to Indochina. ** A big issue for LP is ***Very few tourists visit either of these reserves. seasonality of visitors. Almost all visitors come between Nov – Mar. TRANSPORT LINKS: Distance from nearest local Details on any air carriers Public transport facilities to Additional private arrangements & international airport (km) bringing visitors to the your destination for transporting visitors to the destination destination Nearest airport is Luang Laos Airlines (both Tourist buses • Rent a bicycle (on or off road Prabang International domestic & international Songthaews cycling) Airport (just 13km from the flights) Mini buses • Tuk tuk city centre) – international Proliferation of low-cost Tuk Tuks (locally only) incl. • Charter a boat or a luxurious airport with flights from airlines in the region. E-Tuk Tuk Mekong River cruise Vientiane and Pakse as well Samlor (motorcycle with • Four wheel drives

8 Climate Profile Luang Prabang 8

Luang Prabang Province Destination Management Plan: 2016 - 2018

as international flights to Thai International, side car) • Rent a car (with or without a Thailand, Vietnam, China Bangkok Airways, driver) and Cambodia. China Eastern Airlines, • On or off road motor biking Vietnam airlines and PB There are international bus • Kayaks / canoes ***Hong Kong airline keen Air, with regular service to services from/to Vietnam, to start flying as well. Vientiane, Chiang Mai, Thailand and China. Bangkok, Ubon Ratchathani, Siam Reap, Hanoi, Jhinghong.

POPULATION: No. of permanent residents Population density Seasonality: % of pop. Employed in tourism related jobs Approx. 407,1009 23 people per km2 Peak season = Nov – Feb Unknown??? Luang Prabang Town: Highest months Dec Approx. 50,00010 (Christmas) & Feb (Chinese New Year)

Low Season = May – Oct Lowest month June. TOURISTS: Annual visitor numbers: total & by Annual arrivals by type Average tourist Average length of stay14 principal market or hub11 2014 vs. 2013 of transport12 expenditure13 Total annual visitors 2014: 531,327 - 58% of international International Tourist The average length of stay: (+13.55% vs. 2013) visitors flew into Luang Average expenditure: 3 days/ 2nights. Prabang US$100+ per day International: 378,999 +10.64% - 34.8% Some FITs may stay 4 Domestic: 152,328 +21.52% arrived/departed by 70% spend over $100 nights. land 32 % spend US$100- Primary Source markets: -7.2% by boat $199 Backpackers stay longer – 1. Thai Weekenders: 52,120 (21.93%) 27% spend over $299 even up to a couple of +24.91% 3.8% spend under $50 weeks. 2. China: 36,923 (15.53%) +77.5% 3. UK: 31,649 (13.22%) +8.94% National Average length of 4. France: 28,259 (12.03%) +2.97% stay in Laos: 7.9 days 5. Germany: 28,590 (12.03%) +3.3% 6. USA: 25,859 (10.88%) -1.43%

9 http://www.tourismlaos.info/luangprabang/luangprabang.htm 10 UNCTAD, 2014 11 Tourism Laos 2014 Statistical Report on Tourism 12 Luang Prabang Visitor Exist Survey, 2014 13 Ibid. 14 Enhancing linkages between tourism and other sectors in Laos (UNCTAD, 2013) 9

Luang Prabang Province Destination Management Plan: 2016 - 2018

TOURISM AMMENITIES: Approx. no. of hotels and Other types of Approximate number of Approximate number of bars rooms in the destination15: accommodation available restaurants (incl. cafes) (nightclubs, pubs, etc.) (and approx. no.) Total Hotels & Guest Hotels (4*, 3*, Boutique) 72 3 Houses: 312 Guest houses Plus The Bowling Alley which has a The majority of Homestays bar. Catering to Backpackers in the accommodation is Eco Lodges evening. guesthouses aimed at the Community guest houses backpacker market. Camping

Total Rooms: 4,260 Average Occupancy: Peak season: 90% Low season: 10 – 30%

Table 1: Luang Prabang Tourism Destination Profile

3. Vision for the destination, opportunities and challenges

3.1 Vision: The vision for Luang Prabang Province as a tourism destination is to be economically prosperous, socially just and environmentally sound whilst being the regional gateway for cultural and world heritage tourism in the Greater Mekong Sub-region (GMS).16 The vision stems directly from the national tourism vision for Laos (2012 – 2020). The national tourism vision is: ü Develop a leading sustainable tourism industry that contributes to pro-poor local economic development. ü Become one of the preferred regional and global tourism destinations.

This will be achieved by: a) generating employment and income for local people b) strengthening heritage protection and destination management c) increasing public-private cooperation in tourism d) improving compliance with rules and regulations e) diversifying tourism products and services f) improving the tourism vocational education and training system.

The national vision is consistent with the Lao PDR’s Seventh National Socioeconomic Development Plan (NSEDP) 2011–2015, which supports sustainable economic growth and the reduction of poverty and inequality. The vision also contributes to regional efforts to develop the GMS corridor as well as the ASEAN Tourism Strategic Plan.

15 Ibid 16 Adapted from the Luang Prabang Tourism Strategic Plan (English version), DICT 10

Luang Prabang Province Destination Management Plan: 2016 - 2018

3.2 SWOT Analysis for Luang Prabang Province

STRENGTHS - UNESCO World Heritage site with outstanding cultural, heritage natural assets - Accessibility via international airport / Air connectivity with neighboring countries - High brand awareness amongst existing and potential tourists. Winner of many tourism destination awards. E.g. 7 years running Wanderlust award - A diverse range of tourism products and services catering to many different target audiences - Government and people in Luang Prabang are aware of the importance of tourism - DICT with good structure and clear plan on development and promotion - Open door policy for domestic and foreign investment

WEAKNESSES - The product offered is static – everyone doing the same thing – need to diversify the range of products. - Lack of implementation & monitoring of tourism standards and regulations with SMEs - Large seasonal variations in visitor numbers and hotel occupancy rates. - Lack of relevant infrastructure and visitor management systems at some sites to assist overcrowding and large visitor numbers placing unnecessary pressure on sites and reducing the overall experience for visitors. - Insufficient waste management along river shore - Increasingly bad traffic congestion in LP city - Lack of sufficiently trained and skilled staff to meet the current and future tourism demands. E.g. service level and language skills (Chinese, Japanese, English & Korean) - Insufficient budget allocation for tourism at a district and provincial level in order to meet full potential - Lack of international destination marketing activities due to absence of budget and lack of collaboration between the private & public sectors. - Irresponsible tourism (negative impacts) issues do not receive enough attention in order to minimize these e.g. sale of bad food for alms giving, missionaries not respecting existing religious beliefs, waste management at key sites, over crowding, Chinese behaviour etc. - MSMEs are family owned and lack experience in international tourism and business management skills. - Laws and regulations on tourism management are not improved and revised inline with current tourism situation E.g. some laws developed in 1990 need to be revised and inline with the current situation. And law enforcement does not occur. - Many unofficial guides and drivers: undercut market offering cheap alternatives yet tarnish destination by not offering guidance or interpretation. - Tourism and gentrification of Luang Prabang Town forces locals to move out of town – can no longer afford maintenance and rising property prices (foreign investor speculation) and increases in environmental degradation brought about by development. (Negative impact of tourism!) - Tensions between the way of life of local people, the requirements of heritage preservation and tourism development. E.g. local people in Luang Prabang tend to perceive heritage conservation as a burden put on them for the benefit of others, and that the only perceived benefits are the employment and capital brought by tourism, rather than the intrinsic value of heritage17. - Local LP travel agents lack the marketing skills and awareness to have direct contact with FITs. Currently its mainly through tour operators (national level) - Lack of effective coordination between government agencies who are involved in tourism causing lack of ownership and responsibility e.g. tourism police, traffic control - Lack of communication & coordination between private sector stakeholders. - Lack of Land-use planning / zoning causing conflict in some areas e.g. tourism zones vs. industrial zones - Laos as a whole tourism destination in comparison to region perceived as expensive, often not sold as part of tour packages

17 Gujadhur and Rogers (2008) 11

Luang Prabang Province Destination Management Plan: 2016 - 2018

OPPORTUNITIES - The government (governor) has identified tourism as a priority for the LP province. - ASEAN Economic Community provides an opportunity to attract foreign investment from both financial institutions and the private sector - Good connectivity with airports within Laos and regionally. - There is cooperation between three countries (Vietnam, Thailand and Laos) à chance for tourism development - Many development projects and partners present in LP (GIZ, LUXDEV, ADB, AFD, JICA) that allows for a coordinated effort - A relatively young tourism destination that can learn from the mistakes its key competitors have made thus far.

THREATS - Continued unplanned tourism development may place UNESCO status in threat - Rapid growth in tourism placing pressure on existing infrastructure and also changing the culture and livelihoods of local communities. - Political instability in Thailand immediately impacts travel in the region and to LP - Focus on growth of Chinese markets could lead to infrastructure development & visitor behaviour that causes the demise of key the destinations USP. - Conflict between different visitor flows e.g. What Chinese want and how they travel is very different to how Europeans interact with a destination. - Increased competition from neighboring countries, particularly with the ASEAN Economic Community in 2015 - Many workers from foreign countries are coming to Laos and taking the jobs from Laos people. Laos people lack the skills and qualifications to work as a professional international level in tourism. This situation could exasperate over the next few years. - Introduction of Chinese traders is threatening traditional handicrafts in Night markets. - AEC will increase competition on tourism in the region - Negative influence of tourists on local culture and environment - Potential conflicting tourism flows with different interests and preferences, e.g. where loud & cultural insensitive Chinese tourists meet rather culture and quiet focused Western tourists - Increasing rate of global terrorism - Global Economic Crisis particularly in Europe and China

Table 2: Luang Prabang Province Tourism Destination SWOT: Strengths, Weaknesses, Opportunities and Threats.

3.3 Unique Selling Proposition & Destination Positioning:

‘Timeless’

The Unique Selling Proposition of ‘Timeless’ for Luang Prabang is supported by its outstanding cultural heritage, the UNESCO status of Luang Prabang town and the overall ambience and charm the town exudes.

Luang Prabang Province also has wonderful natural assets providing great experiences for visitors however as per its USP the one key point of differentiation it has both nationally and regionally, are its rich cultural assets. Compared to competitor tourism destinations within Laos, Luang Prabang Province has a clear competitive advantage based on the delivery of experiential products and services enabling visitors to engage in the destination and spend 3 to 4 days.

Luang Prabang Province Destination Management Plan: 2016 - 2018

Figure 3 below shows Luang Prabang Province’s current and future destination positioning compared to other key tourism provinces in Laos. Luang Prabang Province Des1na1on Posi1oning Map

Natural Current Posi1on

Future Posi1on

Khammouane

Vien1ane Southerrn Laos Province i.e. Champasak Northern Laos To See Oudomxay To Experience

Luang Luang Luang Namtha Vien1ane Prabang Prabang Capital

Cultural Figure 3 – Luang Prabang Province Destination Positioning Map

4. Market-based analysis of current visitors 4.1 Introduction

What are visitor flows? A strategic visitor flow (SVF) is a unit of measurement that maps out how visitors move to/from or within a destination. They reflect the way tourists interact with a destination: the attractions visited, activities pursued and experiences lived. SVFs consist of specific traveller segments with similar motivations and that pursue similar activities. They tend to be localized (e.g. can be mapped), significant in numbers, have their own demand-supply mechanisms, exhibit individual dynamics and lifecycles, create business opportunities and can be analyzed, managed and commercialized. SVFs are used as the basic unit of analysis for destination management.

Why using individual visitor flows as main unit of analysis is important? Using visitor flows (SVFs) as a main unit of analysis ensures that the destination is developed using a demand driven approach rather than a supply driven approach. All too often destinations have been defined and bound by political and administrative borders. These borders, more often than not, do not reflect the way tourists interact with a destination. Additionally activities of the destination become

Luang Prabang Province Destination Management Plan: 2016 - 2018 more focused on what the stakeholders (private & public) think they need rather than what the visitor actually needs. The use of SVFs enables the destination to improve the destination and the overall visitor experience based on what the visitors needs: - What drives them to the destination? - What motivates them to come to the destination? - What do they do when they arrive? - How much do they spend and on what? - When do they come? Where do they come from? - Where do they go? Where do they stay? - Where do they go to while or after staying at the destination?

Luang Prabang Province Destination Management Plan: 2016 - 2018

4.2 Analysis of Strategic Visitor Flows The following table provides an analysis of the key strategic visitor flows (SVFs) for Luang Prabang Province. For each flow the table details its characteristics; the motivations that drive the visitor to Luang Prabang Province, the seasonality; the number of tourists in the flow; their estimated average spending per day per person; key people on the demand side that influence their decision to book a holiday to Luang Prabang Province and key people on the supply side that play a role in their visit. Due to the lack of statistics available for many of the flows in Luang Prabang Province, almost all figures have been calculated based on input from private sector stakeholders and the DICT.

Prioritised Characteristics of flow (age, nationality, Motivations that drive When do they How many Estimated spending Key people on demand Key people on Flows income, from where to where, what their visit come come per day per person side supply side activities etc.) (USD) Predominantly from France, Germany, UNESCO World Bulk arrive Nov- Unknown USD150++ per day Friends & Family Travel agents Australia, Japan and USA. High income Heritage Site Mar but a dribble however this per person. Media: Travel Articles in who only do earners. Usually combine Siam Reap & Peacefulness of LP throughout the group make up Guestimate by magazines & bespoke travel in LP. Love LP UNESCO City, cafes, High end boutique year. a small workshop newspapers their country of restaurants (good food French & Laos), hotels, restaurants percentage of - 32% of all visitors Online Travel Forums / destination who temples, cooking classes, shopping for predominantly spend US$100-$199 Reviews: TripAdvisor feature Laos high-end textiles, antiques or art. Will Europeans or -27% spend over Award winning hotels 19 Upmarket bicycle & walk. May do a luxury sunset or Americans. $299 Websites e.g. Ock Pop Key SE Asian Experiential ½ day Mekong River trip. Only visit other Tek Travel Agents sites when there are no big crowds or 2014 figures18: High-end tourists who feature Laos groups. UK: 31,649 will spend US$50 France: 28,259 each per day on Hotel websites in Germany: handicrafts, Luang Prabang 28,590 transport and Online Travel USA: 25,859 excursions20. Agents

Predominantly from Australia or Europe. Get a taste of the European Winter 38% of all Approx. USD150 per Friends & Family Tour Operators in Age is 35 – 70 travelling in groups of min. Cultural heritage and (Oct-Mar) is the visitors to LP are day per person. Tour Operator Websites their country of Western 8 to max. 25 people. On a set tour with natural assets of Laos. peak period. packaged Guestimate by who specialise in Laos destination who Tourists little time to add anything additional. tourists21. workshop team. or the region feature Laos Groups Spend 3 nights in Luang Prabang. Well known UNESCO A dribble Assume 38% of Media: Travel Articles in Definitely want to do more than just World Heritage Site throughout the 151, 487 = magazines & Key SE Asian Tour

18 MICT, 2015 19 DICT Luang Prabang Province, 2014 20 Ashley (2006) 21 DICT Luang Prabang Province, 2014 15

Luang Prabang Province Destination Management Plan: 2016 - 2018 Prioritised Characteristics of flow (age, nationality, Motivations that drive When do they How many Estimated spending Key people on demand Key people on Flows income, from where to where, what their visit come come per day per person side supply side activities etc.) (USD) sightseeing. Often participate in a other times. 57,565 newspapers operators who cooking class or rice planting or Experience SE Asia 2014 figures22: Online Travel Forums / feature Laos harvesting activities, elephant riding, (Cambodia, Laos, UK: 31,649 Reviews: TripAdvisor lunch in peaceful settings away from the Thailand & Vietnam) France: 28,259 Websites of hotels large crowds. Germany: products or services Will often include some soft adventure 28,590 Award winning hotels activities i.e. 2 or 3-hour trek or bicycle. USA: 25,859 Australia: 18,482 NZ: 18,648 Come by air (family or small groups of 8 Religious merit Peak time they Total Thai Unknown Online channels are key Thai Travel people) Arrive by mini bus caravan (large Nostalgic curiosity (Lao come is for Visitors to LP: By Air: triggers e.g. TripAdvisor, Agents selling groups between 40 to 200 people) Laid Backwardness) Chinese New Year 52,12023 Accommodation Pantip.com, Laos Airlines Free Arrive by boat (groups of 50 people) French aspect of Laos in Feb and also in As the No.1 spend approx. Sanook.com and & Easy Packages All do same thing however e.g. eating French Thai New Year in tourist more USD100++ Mthai.com and social accommodation & restaurant budget baguettes and dining April. formal research networks e.g. Facebook Thai travel agents differs. where there Princess should be done By Bus: newsfeed and updates, selling bus trip dined Most generally specifically on Accommodation ads and reviews. from Bangkok 1. Temples in LP UNESCO city (9 lucky come for this group. spend not more Others include family (US$300 for a 4 number) If Government – its weekends only Qualitative than USD30. and friends, personal day round trip, w 2. Alms Giving (giving & photographing) about spending budget (especially those Visitor surveys Total trip from interests in the 2 nights in LP) 3. The Night Market before the year end coming by air) in Thai for Thai’s Bangkok for 4 or 5 destinations as well as Thai 4. Tad Kuang Si Waterfall and needing to go days return would air ticket promotions. Thai Government weekenders 5. Pak Ou Cave somewhere quickly. Also when there cost USD300. Television travel companies & holidayers 6. They may do some rafting (younger are public Documentaries or who organize and wealthier age group) or take a speedboat holidays that By Boat: There Movies e.g. Sabaidee sell incentive on the Mekong make long entire trip from Magazines (articles on trips. weekends. Chiang Mai or LP by Thai journalists) Chiang Rai would Government LP Guest House & cost USD250 (4 departments (who need Hotel Owners days) to spend budget for year end) LP Tour Operators & Ground handlers

Online Travel Agents Multinational companies based in Somewhere different / All year round. Unknown USD200++ per Corporate Travel Trade Fairs in MICE Singapore, Hong Kong, Kuala Lumpur, beyond the norm Should promote LP has 4 hotels person per day Specialists Asia (those that

22 DICT Luang Prabang Province, 2014 23 IBID 16

Luang Prabang Province Destination Management Plan: 2016 - 2018 Prioritised Characteristics of flow (age, nationality, Motivations that drive When do they How many Estimated spending Key people on demand Key people on Flows income, from where to where, what their visit come come per day per person side supply side activities etc.) (USD) Bangkok, Hanoi, Shanghai & Beijing. Professional & efficient the low season that can host Guestimate by Friends (other specialise in MICE Looking for high-end conference / service (April – Oct) conferences. workshop team. businessmen or in Bangkok, meeting destinations that offer Secure & safe Total room women) Hanoi, Singapore something Unique. Generally groups of destination inventory is etc.) 40 to 120 max. Stay 2 to 3 nights. High-end conference approx. 278. Optional ½ day trips to LP heritage city room & dining (temple & museum), waterfalls. facilities. - LP View Use Mini buses rather than large hotel, coaches. - The Grand, - Juliana, - Santi Resort Predominantly Australian, French, British The great mix of All year round but Unknown USD80++ per day The itinerary of the tour Travel companies or from other European countries. North culture, heritage and predominantly however this Guestimate by company who focus on America growing slowly. nature. Nov – Mar group make up workshop team. Guide books Laos (local and Similar to Upmarket Experiential just a Authenticity! a significant TripAdvisor international lower spend and maybe younger. Usually Holiday – time out percentage of Word of mouth specialist different accommodation choice from the norm / predominantly Online travel forums agencies) and (Cheaper hotels or better run guest stressful work life. Europeans or Travel fish their itineraries houses) Visit temples, Museums Americans. Websites e.g. Ock Pop offered (ethnology), villages: Xang Khong, Tek The itinerary of pottery projects, big brother mouse, my 2014 figures24: the tour Experiential library, Ock Pop Tek etc. Elephant UK: 31,649 company FITs conversation / camps France: 28,259 Tour Guides (Mid Usually attend a cooking school, like to Germany: Travel companies Market, shop in the night market or some of the 28,590 in main street of seeing & more artisan shops. Eat in restaurants USA: 25,859 LP doing) and also on the street. Use a Shop fronts (info combination of local transport locally e.g. boards) tuk tuk but for longer trips use a vehicle and driver. Also engage in soft adventure & adventure activities e.g. cycling, trekking, rafting etc. usually full day or overnight. Always wanting to do different things e.g. rice farming, weaving, eco tourism experiences, community projects etc. Usually come from Houai Xay – Pak Beng The Mekong River Peak time is Oct – Unknown USD250++ per day Luxury Travel Agents Travel Agencies Luxury River – LP with some continuing on to VTE. Cultural Heritage Mar and then There are four Guestimate by (bespoke travel) that sell Mekong Cruise Very few go LP – Houai Xay. from June to Sept or five key workshop team. Friends River Cruises / OR they come VTE – LP. Cruising enthusiasts is a little quieter. companies. Websites of Mekong Cruises in

24 MICT, 2015 17

Luang Prabang Province Destination Management Plan: 2016 - 2018 Prioritised Characteristics of flow (age, nationality, Motivations that drive When do they How many Estimated spending Key people on demand Key people on Flows income, from where to where, what their visit come come per day per person side supply side activities etc.) (USD) Live on the boat or stay in up market Boats generally River trips general. accommodation e.g. Luangsay Lodge or do not run in Satri House etc. April and May Mekong Cruises On route to LP they get off in Pak U when the river is Nava Mekong (Buddha cave), maybe the Whisky Village too low. Mekong River Houay Phalam village (local experience, Cruises daily life) – village needs some product Pandaw River development for tourist visiting Cruises (New They love Handicraft shopping, entrant) Restaurants. Shompoo Usually on the boat for 2 to 3 nights and may have 2 nights in LP. Mekong Cruises has 3,500 people per year. Approx. 15,0000 per year. Very similar behaviour to the Thai by Air Laid Back Asian Charm Usually visit in 17,732 in 2014 Average USD100 per Online sites Tour operators in segment. Cultural Heritage their winter (Nov- (+20.77% day. Friends / word of Seoul Come to LP to enjoy the laid back charm Mar) growth from Guestimate by mouth Tour operators in Korean and also enjoy the temples. 2013) workshop team. LP and VTE Groups Refer to Thai by Air. Account for 7.46% of all international visitors to LP.25 Usually school children and teachers Educational: Expanding Usually come Unknown USD50 per day per The School Teacher or Local Laos Travel from private or international schools in minds & hearts of sometime during Maybe some student. department within the Agencies who Europe or Singapore, Hong Kong, Japan, privileged School school term where between Guestimate by school organising the have experience USA, Bangkok, Malaysia, Australia etc. or Children rather than in 3,000 – 5,000 workshop team. trips in the originating in organizing University students(???) plus some Gap school holidays. destination. these trips year kids from the UK Doing Good: Word of Mouth from Sometimes Associations or Interest (Voluntourism): other students and School in groups from Museums etc.. Enjoying the cultural teachers originating Study Tours Villages outside of LP within the province heritage of a new Parents who want their destination direct Homestays and Guest Houses country whilst giving children to experience with Laos Tour Mini Buses and local transport something back such an experience Operator (e.g. Local restaurants Travel Companies who Buffalo Tours, Markets Safety & security of specialise in Green Airport the destination they Voluntourism, Gap Discoveries etc.) visit & the products years, School Trips etc.. and services they use

25 MICT, 2015 18

Spend 2 nights in LP, groups of 40 to 80, 1. See something Chinese New Year Unknown Usually spend They usually consult up Chinese Tour arrive by air, sightseeing & shopping, different outside of (February) however total between US$70 and to five sources of Operators usually packaged holidays, sometimes air China (Sightseeing) Chinese to LP in US$100 per day information before they Airlines: China ticket & accommodation only. Also go to 2. Shopping 2014 =,92326. Guestimate by make a decision. Eastern Airline Vang Vieng. Visit: - workshop team. - online social (Kunming) & Laos Temples in LP city (brief, do not linger, Currently media Airlines not so interested in architecture or unable to split - www.daodao.com Travel Trade Fairs spiritual/religious aspect) this down by - Chinese that target the Alms Giving (photographing) Chinese Big TripAdvisor Chinese market Antique Shopping (prefer old wooden Groups and - Wechat (friends) e.g. CITS China products) Chinese - TV International The Night market Caravans. - Newspapers Tourism Tad Kuang Si Waterfall - Word of Mouth Conference Chinese Big Pak Ou Cave combined with Elephant - Magazines Groups Riding - Travel Agents Chinese tourists Usually stay in Chinese owned hotels in - Travel Guides usually book LP or sometimes other hotels depending Websites and through a tour on availability. Most meals (not all) are marketing materials of operators or eaten in Chinese owned restaurants LP tour operators and sometimes online Travel in coaches and mini buses. product & service for LP. providers need to be in the Chinese language. Travel magazines CCTV (Chinese TV station) who have filmed documentaries Word of mouth Golf fanatics from China, Thailand & Sole motivation is to All year round Unknown USD200+ per day. Word of mouth Tour Operators Vietnam. Also some expats living in play golf. As a however YTD 2015 9,904 Guestimate by (business colleagues, who specialise in Bangkok, Singapore, Hanoi and secondary activity they predominantly in visitors have workshop team. friends) Golf Trips Local Lao Government Officials. may visit the UNESCO the dry season played golf27. Green fee per game Golf tournaments Golf Stay 3 days/2nights. Usually in high-end city of LP or the odd (Nov-Mar) **this does not is USD120 for Golf Clubs hotels. Want good spa facilities, bars & temple. separate locals foreign visitor. Golf Media: magazines restaurants. from tourists & the internet and/or repeat

26 MICT, 2015 27 Luang Prabang Golf Club, Nov 2015 19

Luang Prabang Province Destination Management Plan: 2016 - 2018 Prioritised Characteristics of flow (age, nationality, Motivations that drive When do they How many Estimated spending Key people on demand Key people on Flows income, from where to where, what their visit come come per day per person side supply side activities etc.) (USD) visits. Usually wealthier Chinese who travel in a They love taking their Chinese New Year Unknown USD60 – 100 ++ Automobile Clubs in Tour Operators in caravan of 30 to 100 vehicles. Usually cars on long journeys. is the PEAK time. Each Caravan Guestimate by Guangzhou, Kunming, Shantou, belong to one of the many (500++) When they have can have workshop team. etc. Kunming, automobile clubs in China who every Seeing enough time off between 30 to Word of mouth (friends Shanghai, Beijing year organize several week-long road something/somewhere work to travel 100 cars with 2 and other car etc. trips throughout Asia. new. long distances. people per car. enthusiasts) Will spend 2 nights in Luang Prabang & National Stats Tour operators Chinese Car then drive onto Vang Vieng for 1-2 nights at the Boten owned by Caravans and either return to LP or head to Chinese Border Chinese based in Thailand or Cambodia via Vientiane. crossing reveal LP (there are 5) 278,228 people Websites of crossed in 2014. Chinese own What % of these hotels in Luang are caravans is Prabang. unknown. Predominantly from Australia, UK & Seeing and doing All year round Unknown Between USD15 to Friends & other Guest Houses Europe. Starting to see some Korean whilst having fun. 2014. USD20 per day backpackers Tourism backpackers. 18 to 29 years of age and TripAdvisor Information under. Travelling the region (Cambodia, Budget tourists will Backpacker online Centres Thailand & Vietnam) spend around US$4– forums Backpacker Stay in cheap guesthouses, eat street 6 each on crafts and Travelfish.com websites in the food and often buy a coffee or drink in a transport/excursions region cafes or restaurants that have good free per day28. Backpackers Wi-Fi. Utilise Public Transport (Buses), & Tuk tuks. Sometimes hire motorbikes or bicycle. Key activities are white water rafting, elephant camps, Mount Phousi, Zip Lining, trekking, homestays plus Kuang Si, Tad Sae Waterfall and some temples in the UNESCO city. Plus Bowling at night. Wealthy individuals or groups usually 1. Spending time with Thai festival / Unknown but USD70 – USD200++ Motorbike Clubs in Travel Agencies from Bangkok – predominantly Thai with ‘their’ bike on a long public holidays numbers are per day. Bangkok in Bangkok / Asia Thai some Australian and European expats as road trip. (long weekends). growing. Word of mouth (other that organize Motorbike well. Owners of Harley Davidson, BMW Peak arrivals are bikers) Caravan trips. Caravan or Kawasaki luxury motorbikes. Often 2. Seeing some of the in April & May. Motorbike clubs belong to a bike club and would do sights a country has to who organize caravan trips in the region a few times a offer. trips

28 Ashley (2006) 20

Luang Prabang Province Destination Management Plan: 2016 - 2018

4. 3 Prioritization of Strategic Visitor Flows The following criteria was used for prioritizing the Strategic Visitor Flows: 1. Are the number of visitors from this flow significant and what is their growth potential? Ø 1.5 - 3 = larger visitor numbers with high growth potential Ø 0 - 1.5 = smaller numbers of visitors with limited growth potential 2. What is the average spend per visitor per day? Ø 1.5 - 3 = above average / significant spend per day e.g. > USD70 Ø 0 - 1.5 = below average / small spend per day e.g. < USD40 3. Does this flow have a positive contribution to Responsible Tourism i.e. its social, environmental and economic impacts are more positive than negative Ø 1.5 - 3 = the positive impacts of this flow are greater than the negative impacts Ø 0 - 1.5 = the negative impacts of this flow are greater than the positive impacts

Note: With the absence of comprehensive statistics, scoring was completed based input from private sector stakeholders and the DICT.

Table 4 below shows the 15 flows that were ranked for Luang Prabang Province, highlighting the top 10 flows.

Contribution to Total Flow No. of Av. Spend per Highest Responsible Scoring 1 to 3 Tourists visitor per day Possible Score Tourism = 9 Rank 1 Upmarket Experiential 1.5 3 3 7.5 Western Tourists Groups 2 2 2.5 2.5 7 (Only seeing, 8 - 25 pax) 3 Thai weekenders & holidayers 2.8 2 2 6.8 4 Soft Adventurer 2.3 1.8 2.5 6.6 5 MICE 1 2.5 3 6.5 6 Adventurer / Explorer 1 1.8 3.5 6.3 Experiential FITs 7 1.5 2 2.5 6 (Mid Market, seeing & doing) 8 Luxury River Cruise 1 3 2 6 9 Korean Groups 2 2 1.8 5.8 10 Study Tours 1.8 0.8 2.5 5.1 11 Chinese Big Groups 2 2.2 0.5 4.7 12 Golf 0.5 3 1 4.5 13 Chinese Car Caravans 1.5 2.5 0.5 4.5 14 Backpackers 2.9 0.8 0.3 4 15 Thai Motorbike Caravan 0.8 2 1 3.8 Table 4: Luang Prabang Strategic Visitor Flows Ranking & Prioritization Score Card & Rank

Luang Prabang Province Destination Management Plan: 2016 - 2018

4.4 Overall Conclusion of Analysis The following are key conclusions from the Luang Prabang Visitor Flow Analysis:

1. Diversify product and develop new flows: Almost all visitors to Luang Prabang town follow a similar flow – temples, National Museum, the Night Market and Phousi Hill in the UNESCO town, Kuang Si Waterfall and Pak Ou Cave. There are a few product and service providers beyond the remit of Luang Prabang town however not enough to attract people further afield. Almost all key sites and experiences occur within a 20km to 30km radius of the UNESCO site. With tourism numbers increasing and predicted conflicts between some flows at key sites, e.g. Chinese Big Group flow and Upmarket experiential, it will be key for Luang Prabang to diversify its current product offering and develop new flows beyond the remit of the UNESCO World Heritage town. E.g. Nong Kiauw.

2. Seasonality: Almost all flows visit Luang Prabang between December to February creating overcrowding and stress on all tourism infrastructure for three months of the year. The remainder of the year visitor numbers are low and tourism SMEs struggle to breakeven with hotel occupancies plummeting from 80%++ to below 20%. To overcome this significant investment in marketing the destination to attract people in the low periods is essential.

3. Preserve and protect the cultural heritage of Luang Prabang: The rapid increase in visitors to Luang Prabang has resulted in a correspondingly rapid and largely unplanned expansion of transportation infrastructure and accommodation facilities. This has caused significant negative impacts on both the environment and the historic cultural resources of Luang Prabang. If these negative impacts continue at the current rate the province’s USP and the key motivation (UNESCO site & cultural heritage) that drives people to Luang Prabang for many of the flows runs the risk of being destroyed. The activity plan highlights a number of actions to address this e.g. developing and implementing strategies for overcoming traffic congestion and over crowding at key sites as well as implementation of responsible tourism guidelines.

4. Skill Development: All flows require a range of improved skills to be able to meet the demands of current and future international visitors and improve the overall competitiveness of Luang Prabang Province within Laos and the region. Key skills required include: o Hospitality service skills (housekeeping, front office, food & beverage & food production & hygiene) o Tour guiding skills (content, communication, problem solving etc.) o Foreign language skills o Tourism SME business development skills (tourism marketing, business management & product development) o Responsible Tourism (how to implement into tourism destinations, sites and SMEs e.g. waste, water and energy management) o Destination Management (visitor management, research & statistics, cultural heritage & natural resource management etc.)

The detailed action plan in Section 8 specifies activities for each flow and for the destination in general, including an allocation of responsibilities and resources. The action plan includes specific activities to address the above conclusions and assist capitalize on the strengths and opportunities as well as overcome the weaknesses and threats highlighted in the SWOT analysis.

Luang Prabang Province Destination Management Plan: 2016 - 2018

5. Destination Action Plan The following is a comprehensive Destination Action Plan for Luang Prabang Province.

Destination Management Activity Plan, Luang Prabang Province (2016 – 2018)

Luang Prabang Province Destination Management Plan: 2016 - 2018

1 4 Chinese Car Caravans 4.1 In conjunction with 8 other Provincial DICTs 2 DICT Jan/Feb Budget - TIIGP N/A (High end Chinese prioritise and implement key activities from 16 - 18 to follow - JICA clients from Prestige strategy document (currently being developed) on once - Private Sector Car Clubs in China) what needs to be done to cater to the ever- assessme growing demands of Chinese Caravans entering LP nt Province and along the route they travel. complete

4.2 Develop & implement a roadside directional 1 DICT PIU Mar 16 – (Ref A9) signage plan for LP province that is in the Chinese Dec 18 Language. (Ref A9) 4.3 Encourage a few key supermarkets / stores and 3 Municipal Jan 16 N/A N/A petrol stations to remain open until 10pm. Council 4.4 Develop camping grounds with parking 3 DICT Feb 17 15,000 - TIIGP Private Sector to run the camp facilities outside LP city via concession - Gov. budget site

5 Korean Groups (by 5.1 Translate LP tourism website into Korean (Ref. 1 Marketing Feb 16 – (Ref. A1) Air) A1) task force Dec 18 5.2 Increase the number of Korean speaking Laos’s 1 Tour Guide Mar 16 – (Ref. B1) guides. (Ref. B1) Training & Dec 18 Hospitality Taskforce 5.3 Attend trade fairs that target this audience 1 Marketing June 16 20,000 - TIIGP Korean language specialist Taskforce Oct 16 - DMCs Marketing & stand material

Luang Prabang Province Destination Management Plan: 2016 - 2018

6.2 Conduct research with international Golfers in 2 Marketing Jan – Mar 2,500 - TIIGP Laos research based expertise LP about the overall experience / offering in LP. Taskforce 16 - LP Golf Course

6.3 Following assessment develop a list of priority 2 Marketing April 16 – TBC - TIIGP actions & implement e.g. Attend Golf travel trade taskforce Dec 18 - LP Golf Course fairs 7 MICE 7.1 Develop a clear strategy and USP for MICE in LP 1 MICE May 16 – 2,000 - MICE Private Facilitator e.g. EDC e.g. green, cultural and groups of <120 pax Taskforce Jun 16 Sector 7.2 Update LP website to include a section on 1 MICE & Aug 16 200 - GiZ N/A MICE Marketing Task force 7.3 Coordinate with National level MICE taskforce 1 MICE Aug 16 5,000 - MICE Private for co-marketing materials Taskforce Sector - TIIGP 7.4 Implement marketing strategies for linking Golf - MICE Private MICE & MICE 2 Sept 16 N/A Sector Taskforce - LP Golf Course 7.5 Attend MICE trade fairs and other travel fairs Marketing & stand material April 16 designer - MICE Private MICE Sept 16 DMCs in Vientiane 2 20,000 Sector Taskforce Oct 16 DMCs in Key Source Countries: - TIIGP Bangkok, Hong Kong, Singapore, Shanghai, Hanoi etc. 8 Backpackers 8.1 Improve the information available on - TIIGP Backpacker products & services e.g. develop a - GiZ Mobile App designer smartphone app for Backpackers and use the same Marketing April – 1 10,000? - Private Sector Copywriter information to develop a section on the LP website Taskforce Sept 16 (via adverts) Project Co-coordinator dedicated to Backpackers.

8.2 Responsible Tourism Education (ref. C10) 2 Responsibl (Ref.

Luang Prabang Province Destination Management Plan: 2016 - 2018

Code Name of visitor flow Identified actions to strengthen flow Priority Lead Timing Resource Potential source Additional resources needed in level: respons. s needed of funding terms of HR expertise 1 = high (USD) (cost for the HR expertise is 2 = med included in the resource 3 = low estimates) e Tourism C10) Taskforce 9 Upmarket / High End 9.1 Develop innovative self guided historical 1 Experiential Jan 16 – 15,000 - TIIGP International Cultural Heritage Experiential Traveller walking tour of LP city including plaques on taskforce Dec 18 - AFD Tourism Expertise colonial architecture describing what the building - Australian Podcast developer was originally used for e.g. could include Govt. Copywriter, Voiceover downloadable podcasts for smart phones - UNESCO Graphic designer for printed map Project Co-coordinator 9.2 Develop an app that includes all of the niche 2 Experiential Jan 16 – 10,000? - Private Sector Mobile App designer products and events happening each day e.g. like a & Sept 16 - TIIGP Copywriter LUXE guide but mobile friendly not printed. Marketing Graphic designer This can also be used for the FIT Experiential Taskforces Project Co-coordinator Market (Cross Ref. 10.1) 9.3 Conduct regular meetings between upmarket 1 Experiential Monthly N/A - N/A hoteliers and tour operators and experiential taskforce start Mar product & service providers to ensure better Jan 16 communications and promotion of the upmarket / quirky offering in LP. 9.4 Attend Trade Fairs such as ILTM Cannes or Asia 1 Experiential Nov/Dec 15,000 - Private Sector Copywriter taskforce 16 - GiZ Graphic designer - AFD Project Co-coordinator Laos or ASIAN specialist travel agencies based in Europe 10 FIT Experiential Mid 10.1 Develop an app (Ref. 9.2) 2 Experiential Mar 16 – Ref. 9.2 - Private Sector Market (see & do, taskforce Sept 16 - TIIGP groups of 1 to 7 pax) 10.2 Attend trade fairs (Ref. 9.4 & Ref. 11.3) 1 Marketing Oct & (Ref. 9.4 - Private Sector Taskforce Nov 16 & Ref. 11.3) 11 Western Tour Groups 11.1 Provide training to experiential product & 1 Experiential Mar 16 – 5,000 - GIZ Tourism Expertise or The Travel (8 to 25 pax) service providers (MSMEs) on how to develop and taskforce Dec 18 - The Travel Foundation experts from the UK market their experiential products & services to be Foundation suitable for tour operators UK 10.2 Develop a small trade fair for experiential 2 Experiential Mar 16 – 5,000 - TIIGP LP or Vientiane Based Event product & service providers to promote their taskforce Dec 18 - Private Sector Coordinator & Assistant wares to experiential tour operators / DMCs in Stall Fee Vientiane & Luang Prabang. 12 Luxury River Cruises 12.1 Development of village / community based 1 Luxury Mar 16 – 10,000 - LUXDEV Development expertise & LP tourism training at certain points along the flow River Cruise Dec 18 - JICA Community Based Tourist e.g. Sensitization of locals to tourists – who are Taskforce - Luxury Cruise Expertise tourists, how to interact, what to offer etc. Private Sector

Luang Prabang Province Destination Management Plan: 2016 - 2018

12.2 Development of responsible village / 1 Luxury Mar 16 – 10,000 - GIZ Community Based Tourist community-based, experiential tourism products & River Cruise Dec 18 - LUXEDEV Expertise / Tourism Product services at certain points along the flow. E.g. Taskforce - DICT Development Expertise handicrafts, guided village tour, rice farming etc. - Private Sector Note: Build on existing assessment by Peter Semone of LUXDEV completed in 2014/15 on the Mekong. 12.3 Improved targeted marketing and sales to 2 Luxury Mar 16 - N/A - Private Sector ensure boats are full when returning to Thailand. River Cruise Dec 18 E.g. attend luxury cruise trade fairs & other travel & trade fairs Marketing Taskforces

12 Explorer Adventure 12.1 Conduct adventure guide training 1 Adventure May 16 – Refer & Explorer Oct 16 Below Task Force Every & Skill year Developme nt 12.2 Conduct tourism awareness workshops in 2 Adventure May 17 & 5,000 - TIIGP Community Tourism Expert villages where adventure tourism takes place & Explorer 18 – Oct and/or Community Social Task Force 17 & 18 Mobiliser

13 Study Tours 14.1 Attend relevant trade fairs promoting LP as a 2 Study Tour Mar 16 – 10,000 - Private Sector Development of marketing key study tour destination Task Force Dec 18 materials and fair stand.

14 Chomphet Walking 15.1 Prioritise infrastructure list (Ref. E5-16) 1 DICT PIU Mar 16 – N/A - TIIGP Trail with Dec 18 - JICA Chomphet - DICT PIU Walking Trail

15.2 Develop Priority Signage (directional & 1 Chomphet Ref. A9 interpretative) (Ref A9) Walking Trail & DICT PIU

15.3 Assess if any training is for residents along the 1 Chomphet Ref. C12 trail on how to deal with tourists, responsible Walking tourism etc. Ref. C12 Trail &

Luang Prabang Province Destination Management Plan: 2016 - 2018

15.4 Develop marketing materials and distribute to 2 Chomphet Ref. A12 hotels, restaurants, travel agencies & tour Walking operators. (Ref. A12) Trail & Marketing Taskforce

15 Nong Kiauw (Muang 16.1 Develop tourism action plan for the 2 Nong Mar 16 – 10,000 - GIZ GIZ expertise & international Noi District) development of Nong Kiauw as a green / eco Kiauw Dec 18 - TIIGP tourism expert (Eco tourism) tourism destination. E.g. assess infrastructure, Taskforce - Private Sector NEW FLOW product development, training, marketing etc.

activities A.1 Translate LP website into other key languages e.g. Thai, Korean Marketing Jan – Jun 16 15,000 - TIIGP LP or Vientiane Language translators / & Chinese Taskforce - GIZ copywriters 1 LP Website Coordinator Other hosting charges A.2 Build on the existing brand expression of LP and rollout across a Marketing Mar 16 – Aug 50,000 - TIIGP International Branding Specialists 1 range of marketing & promotional materials Taskforce 17 A.3 Build capacity on brand expression / USP amongst local Marketing Mar 16 – Aug 5,000 - TIIGP GiZ, Private Sector Branding Specialists 1 stakeholders Taskforce 16 - GIZ A.4 Brand expression in strategic locations and through Marketing Aug 16 – Dec 10,000 - TIIGP Lao based design expertise (follow- 1 merchandise and information boards Taskforce 17 - GiZ brand expression guidelines) A.5 Commission an international 3rd party organisation to market & Marketing Mar 16 – Dec 150,000 per - TIIGP Asia or European based Destination promote Luang Prabang to key markets 1 Taskforce 18 annum - Private Sector Marketing Experts. Associations ** John A.6 Develop a comprehensive Tour Operator & Media Fam trip Marketing April – Oct 50,000 - TIIGP 3rd Party Asian or European based programme covering key Asian and European/Australian markets Taskforce 16, 17, 18 - Private Sector tourism destination marketing company rd 1 rd ** If international 3 party marketing organisation is commissioned Associations 3 Party team recruited & located in LP A.5 costs are included in A.6 - Private Sector

Luang Prabang Province Destination Management Plan: 2016 - 2018

A.10 Re-implement audio tours at The Museum using existing DICT Jan 16 – Mar 2,000 - TIIGP Narrowcasters materials funded by Narrowcasters. 1 16 - Australian The Museum Embassy A.11 As an extension of LP Website develop central portal for DICT PIU Mar 16 – Dec 5000 Development partner expertise; information sharing between key tourism stakeholders (DICT/MICT 18 international consultant 2 tourism statistics & survey reports, reports & survey results from development partners, associations etc.) A.12 Chomphet District Walking Trail: Develop marketing materials The Marketing Mar 17 – Dec 5,000 - TIIGP Hobo Maps to promote the Chomphet walking trails & distribute to tour Taskforce & 18 - KOICA Copy writer & Graphic Designer 2 operators, travel agencies, guesthouses and hotels. Chomphet - GiZ Mobile App developer (?) Taskforce

B. Skills Development activities B.1 Adapt & implement Swisscontact’s CTBP English training pilot Tour Guide Jan 16 – Dec 60,000 - TIIGP Collaboration Lanith for tourism employees in LP Province Training & 16 - Private Luang Prabang (ARDA) or Vientiane à adapt curriculum and training materials (if necessary to be more Hospitality Sector based language trainers relevant to LP Province) Taskforce - GiZ Hotel and Restaurant Association 1 à Include Chinese & Korean languages - LUXDEV Travel Agent Association (Guides) à Select candidates from Tour Guides, Transport Providers, Transport Association Restaurant & Hotel Staff

B.2 Review & improve tour guide training curriculum of DICT 2 Tour Guide Mar 16 – Oct 5,000 - TIIGP Development Agency Expertise,

Luang Prabang Province Destination Management Plan: 2016 - 2018

B.3 Train Tour Guides for high demanded specializations i.e. those Tour Guide May 16 – Oct 3,000 - TIIGP Lanith trainers trained for the Chinese & Korean markets, those trained to be Training 16 - LUXDEV Free the Bears (currently have cultural heritage experts, those trained to be nature guides etc. Taskforce May 17 – Oct - US Embassy programme to train 100 nature guides) Include internships, fam trips and classroom time. 17 - Private UNESCO Office (Heritage guide 2 Foundations curriculums) - Private Sector Hotel & Restaurant Association Other private sector experiential product & service providers B.5 Continue to implement training workshops on food safety & Hospitality Mar – Apr 16 1000 - TIIGP Lanith trainers / Luang Prabang Hotel hygiene for MSMEs (restaurants, street vendors, cafes, guest 2 Training task - LUXDEV and Restaurant Association houses, restaurants etc.) force B.6 Develop training workshops fro SMEs on how to develop and Marketing Task Jan 17 – Dec 5,000 - TIIGP Trainers with Expertise in Chinese market your products & services for the Chinese market. Should also force 17 - Hotel & market 2 include information on understanding Chinese tourist behaviour Restaurant Association C. Strengthen responsible tourism behavior in the province C.1 Establish criteria for responsible tourism destination Responsible Jan 16 – Dec 15,000 - TIIGP Responsible Tourism Expert; management in LP Province and build capacity within all task forces 1 tourism task 16 - GIZ Swisscontact Expertise force C.2 Set up and enforce solid waste management systems in key Responsible Jul 16 – Jul 17 50,000 - TIIGP Lao based solid waste management tourism locations (Pak Ou, along the river in LP city, Pad Sae, Nong tourism task expertise; WWF; We Love Luang Kiauw etc.) 1 force Prabang; Free the Bears Note: Build on the work / systems already in place in Kuang Si & parts of LP city with Free the Bears & We Love Luang Prabang C.3 Train hotels and restaurants in LP on how to be a more Luang Prabang Apr – Sep 16 20,000 - TIIGP LANITH (Build on The Mark), Travellife environmentally & socially responsible business. Reduce Waste, Hotel and Certification, The Travel Foundation 2 Energy & Water consumption. Restaurant (Green Business Materials), Lao based Association sustainable tourism business expertise C.4 Train tuk tuk drivers (include other transport providers) on fair Responsible Jan – Dec 17 5,000 - TIIGP Lao Based Sustainable Tourism Expert and responsible behaviour with tourists tourism task - DICT 1 force - Transport Association

C.5 Organize a campaign against purchasing ivory and other illegally Responsible Jan – Dec 17 5,000 - TIIGP Free the Bears traded items e.g. tortoises. Specifically target Chinese tour guides Tourism - WWF 2 and Chinese tourists. Taskforce

Luang Prabang Province Destination Management Plan: 2016 - 2018

Activities of importance for several flows Priority Lead Timing Resources Potential source Additional resources needed in terms 1 = high needed of funding of HR expertise 2 = med (USD) (Cost for the HR expertise is included in 3 = low the resource estimates) C.6 Develop strategies for enforcing responsible behaviour of Alms Giving Jun – Aug 16 N/A N/A Chinese & other tourists at Alms Giving. Current brochures / posters 1 Taskforce have no impact – no behavioral change seen. C.7 Produce & distribute relevant educational materials on Alms Giving Jun – Oct 16 6,000 - TIIGP Copywriters / translators for key responsible behaviour during the morning Alms Giving. Place in key Taskforce Jan/Feb 17 languages (Chinese, English) 1 locations such as airports, bus terminal, hotels, guest houses & Jan/Feb 18 restaurants C.8 Provide comprehensive training to tour guides from both Laos & Alms Giving Oct 16 4,000 - TIIGP Lanith trainers trained Responsible international guides (e.g. Australian, Dutch & Chinese etc.) on Taskforce Jan 17 Alms Giving 1 responsible behaviour at Alms Giving

C.9 Continue to provide training to Alms giving food suppliers e.g. Alms Giving Jun – Oct 16 3,000 - TIIGP Lanith Trainers micro enterprises to ensure health standards are met and Taskforce - DICT 1 responsible behaviour to tourists

C.10 Develop strategies for enforcing responsible behaviour Responsible Jun – Oct 16 2,000 - TIIGP Designer, copywriter & printing amongst back packers. Distribute flyers, posters to guest houses, 2 Tourism airports, bus stations, restaurants etc. Taskforce C.11 Develop & promote an emergency number for tourists. No Responsible Jan – June 16 500 - TIIGP awareness of it a number exists and what it is. 1 Tourism - DICT Taskforce C.12 Chomphet Walking Trail: Develop training for residents along Responsible May – Oct 17 3,000 - TIIGP Lanith Trainers the trail on how to deal with tourists, responsible tourism etc. Tourism - GiZ 2 Taskforce & Chomphet Walking Trail C.13 Develop and implement responsible tourism guidelines for Responsible Jun – Oct 16 3,000 - TIIGP Elefant Asia, Free the Bears, World Elephant handling and management at Elephant camps in LP. Tourism - WWF Wildlife Fund 2 Taskforce

D. Tourism statistics and data management D.1 Build capacities on tourism-related M&E, statistics and data DICT statistics Feb 16 – Dec 20’000 - TIIGP ADB, Swisscontact, NZ-MICT, GIZ management (following a unified approach throughout Lao PDR) for 1 team 18 government officials and tourism project staff members D.2 Carry out an annual tourism exit surveys with specific questions DICT statistics Feb 16 – Dec 15’000 - TIIGP ADB statistics expertise, Free the Bears targeting key markets i.e. questions for Chinese market, questions team 18 - GiZ & University of the Sunshine Coast in 1 for Thai market, and questions for Backpackers etc. Australia, ** Incorporate results from Free the Bear Nature Survey (2014/5) D.4 In conjunction with national level MICT conduct research & DICT statistics Feb 17 – Dec 10’000 - TIIGP ADB statistics expertise; GIZ; develop online document on the motivations and behaviour of team 18 - GiZ 2 Chinese Tourists and how SMEs can develop and market their products & services for them. E.g. how & who to offer cultural

Luang Prabang Province Destination Management Plan: 2016 - 2018

Activities of importance for several flows Priority Lead Timing Resources Potential source Additional resources needed in terms 1 = high needed of funding of HR expertise 2 = med (USD) (Cost for the HR expertise is included in 3 = low the resource estimates) experiential products to the Chinese D.5 Carry out an annual tourism business survey DICT statistics Feb 16 – Dec 15’000 - TIIGP ADB statistics expertise; EDC; GIZ 1 team 18 - GiZ

E. Transport, accessibility and infrastructure *** Most costs for this infrastructure / upgrading are guestimates. More precise estimates are required E.1 Develop & implement visitor management / flow strategies at DICT Mar 16 – Dec 30,000 - TIIGP International tourism expert key sites to be proactive in dealing with overcrowding. (Cross Ref. 18 - KOICA Relevant training staff I.5) 1 - JICA Individual site management staff - UNESCO UNESCO

E.2 LP City: Development of public toilets in key locations within LP DICT PIU May 16 – Oct 50,000 - TIIGP Architecture & Construction company 2 city 17 UNESCO E.3 Kuang Si: Improve all dirt paths within the site to avoid further DICT PIU Mar 16 – May 3,000 - TIIGP Construction / works department or erosion & degradation (in an environmentally friendly way) 1 16 - Free the Bears company - WWF E.4 Phousi Hill: Rectify water problems with toilets in Phousi Hill DICT PIU Jul 16 – Dec 3,000 - TIIGP Construction / works department or 1 18 - JICA company - Govt money? E.5 Chomphet District: Improve the road for vehicles and passengers DICT PIU Jul 16 – Dec ? - TIIGP Construction / works department or from the pier to Xiengmen village 2 18 - JICA company - Govt money? E.6 Chomphet District: Improve the pier and stairs at Xiengmen DICT PIU & Jul 16 – Dec 3,000 - TIIGP Construction / works department or village 1 Chomphet 18 - JICA company Walking Trail - Govt money? E.7 Chomphet District: Construct a car park and a waiting area at the DICT PIU & Jul 16 – Dec ? - TIIGP Construction / works department or boat stop at Channeua village 2 Chomphet 18 - JICA company Walking Trail - Govt money? E.8 Chomphet District: Improve the walking path within Channeua DICT PIU & Jul 16 – Dec 3,000 - TIIGP Construction / works department or village 2 Chomphet 18 - JICA company Walking Trail - Govt money? E.9 Chomphet District: Expand the paved road (AFD) and other DICT PIU & Jul 16 – Dec ? - TIIGP Construction / works department or walking paths 2 Chomphet 18 - JICA company Walking Trail - Govt money? E.10 Chomphet District: Construct public toilets at the important DICT PIU & Jul 16 – Dec 4,000 - TIIGP Construction / works department or locations along the forest treks 1 Chomphet 18 - JICA company Walking Trail - Govt money? E.11 Chomphet District: Improve the pier at Channuea village DICT PIU & Jul 16 – Dec 2,000 - TIIGP Construction / works department or 1 Chomphet 18 - JICA company

Luang Prabang Province Destination Management Plan: 2016 - 2018

E.19 Pak Ou Cave: Build 6 ferries at the pier DICT PIU Jan 16 – Dec ? - TIIGP Development partner expertise; 2 18 - JICA international consultant E.20 Pak Ou Cave: Improve stairs and path at the upper and lower DICT PIU Jul 16 – Dec 4,000 - TIIGP Construction / works department or Thamting cave 1 18 - JICA company - Govt money? E.21 Pak Ou Cave: Install and improve the electricity system at DICT PIU Jul 16 – Dec 4,000 - TIIGP Construction / works department or Thamting cave 1 18 - JICA company - Govt money? E.22 Pak Ou Cave: Improve the public toilets at the way up to the DICT PIU Jul 16 – Dec 5,000 - TIIGP Construction / works department or upper Thamting cave 2 18 - JICA company - Govt money? E.23 Pak Ou Cave: Set up a local handicraft and souvenir shop at the DICT PIU Jul 16 – Dec ? - TIIGP Construction / works department or Thamting cave area (Give concession to private sector) 2 18 - JICA company - Govt money? E.24 Pak Ou Cave: Install sign boards and information boards at the DICT PIU Jul 16 – Dec (Ref. A9) - TIIGP Construction / works department or 1 18 - JICA company

Luang Prabang Province Destination Management Plan: 2016 - 2018

E.25 Pak Ou Cave: Install rubbish containers and improve the waste DICT PIU Jul 16 – Dec (Ref. C2) - TIIGP Construction / works department or management and drainage system (Ref. C2) 1 18 - JICA company - Govt money? E.26 Pak Ou District: Improve 10 km of road to Pak Ou DICT PIU Jul 16 – Dec ? - TIIGP Construction / works department or 2 18 - JICA company - Govt money? E.27 Pak Ou Village: Improve the secondary road to Pak Ou village DICT PIU Jul 16 – Dec ? - TIIGP Construction / works department or 2 18 - JICA company - Govt money? E.28 Pak Ou Village: Construct a parking space DICT PIU Jul 16 – Dec ? - TIIGP Construction / works department or 2 18 - JICA company - Govt money? E.29 Pak Ou Village: Improve the main road to the village DICT PIU Jul 16 – Dec ? - TIIGP Construction / works department or 2 18 - JICA company - Govt money? E.30 Pak Ou Village: Improve the road inside the village and the DICT PIU Jul 16 – Dec ? - TIIGP Construction / works department or walking path to the pier 2 18 - JICA company - Govt money? E.31 Pak Ou Village: Improve 3 walking paths and stairs to the pier DICT PIU Jul 16 – Dec 3,000 - TIIGP Construction / works department or 2 18 - JICA company - Govt money? E.32 Pak Ou Village: Construct toilets at the parking lot DICT PIU Jul 16 – Dec 5,000 - TIIGP Construction / works department or 2 18 - JICA company - Govt money? E.33 Pak Ou Village: Set up a place or a local handicraft shop at the DICT PIU Jul 16 – Dec ? - TIIGP Construction / works department or parking lot (Concession to private sector) 2 18 - JICA company - Govt money? E.34 Pak Ou Village: Install the rubbish containers and improve the DICT PIU Jul 16 – Dec (Ref. C2) - TIIGP Construction / works department or waste and drainage management system (Ref. C2) 1 18 - JICA company - Govt money? E.35 Pak Ou Village: Install sign boards and information boards at DICT PIU Jul 16 – Dec (Ref. A9) - TIIGP Construction / works department or the key locations in the village (Ref. A9) 1 18 - JICA company - Govt money? E.36 Xanghay Village: Continue to improve the road/walking paths DICT PIU Jul 16 – Dec ? - TIIGP Construction / works department or and the drainage system within the village 1 18 - JICA company - Govt money? E.37 Xanghay Village: Construct a parking lot DICT PIU Jul 16 – Dec ? - TIIGP Construction / works department or 2 18 - JICA company

Luang Prabang Province Destination Management Plan: 2016 - 2018

Activities of importance for several flows Priority Lead Timing Resources Potential source Additional resources needed in terms 1 = high needed of funding of HR expertise 2 = med (USD) (Cost for the HR expertise is included in 3 = low the resource estimates) - Govt money? E.38 Xanghay Village: Improve 3 paths/stairs to the pier DICT PIU Jul 16 – Dec 3,000 - TIIGP Construction / works department or 1 18 - JICA company - Govt money? E.39 Xanghay Village: Improve 3 piers, including stair hand rails and DICT PIU Jul 16 – Dec 3,000 - TIIGP Construction / works department or the safety system 1 18 - JICA company - Govt money? E.40 Xanghay Village: Construct a Lao whisky information display DICT PIU Jul 16 – Dec 4,000 - TIIGP Construction / works department or center 1 18 - JICA company - Govt money? E.41 Xanghay Village: Construct toilets at the key locations DICT PIU Jul 16 – Dec 5,000 - TIIGP Construction / works department or 1 18 - JICA company - Govt money? E.42 Xanghay Village: Install sign boards and information boards at DICT PIU Jul 16 – Dec (Ref. C2) - TIIGP Construction / works department or the key locations (Ref. C2) 1 18 - JICA company - Govt money? E.43 Xanghay Village: Install rubbish containers and improve the DICT PIU Jul 16 – Dec (Ref. A9) - TIIGP Construction / works department or waste and drainage management system (Ref. A9) 1 18 - JICA company - Govt money? E.44 Xanghay Village: Pay compensation to the affected families DICT PIU Jul 16 – Dec 4,000 - TIIGP Construction / works department or 1 18 - JICA company - Govt money? E.45 Increase investment in battery operated e-tuk tuk’s (currently 8 DICT PIU Jul 16 – Dec ? - TIIGP Construction / works department or need more) 1 18 - JICA company - Private Sector E.46 Implement an environmentally friendly shuttle loop bus (hop DICT PIU Jul 16 – Dec 4,000 - TIIGP Construction / works department or on, hop off) for LP city to assist improve traffic congestion in LP city 1 18 - JICA company - Govt money? E.47 Develop further environmentally friendly strategies to reduce DICT PIU Jan 16 – Dec 5000 - TIIGP Development partner expertise; traffic congestion within LP city. 1 18 - JICA international consultant Department of Roads / Traffic E.48 Strengthen transport association to ensure a more proactive DICT PIU Jul 17 – Dec 3,000 - TIIGP Will depend on initial assessment to see 2 and sustainable body 18 what type of skills are needed. F. Product Development F.1 Night market: Review & upgrade the entire night market product Night Market Mar 16 – Dec 20,000 - TIIGP International expert in festivals / to be more authentic and more interesting / exciting for visitors. E.g. Taskforce 18 - UNESCO markets artisan activities (singing, dancing etc.,) sitting areas, keep - JICA 1 handicrafts authentic, introduce food component. Review night - KOICA markets internationally and improve to be of international standard. - Other donors E.g. Christmas markets in Germany, Borough markets in London etc. F.2 Cultural Performances: Assess the demand for more professional DICT Jan – Jun 16 5,000 - DICT Professional trainers for each discipline 2 performers dancers, singers, story tellers etc. to cater for hotels and

Luang Prabang Province Destination Management Plan: 2016 - 2018

Activities of importance for several flows Priority Lead Timing Resources Potential source Additional resources needed in terms 1 = high needed of funding of HR expertise 2 = med (USD) (Cost for the HR expertise is included in 3 = low the resource estimates) MICE market plus night time entertainment. F.4 Pak Ou Cave: Develop experiential products for boat trip to and Pak Ou Jan – Jun 16 10,000 - TIIGP Development Agency Expertise, CBT / from Pak Ou Cave to increase guest experience. E.g. village life, rice 1 Taskforce - GiZ Product development tourism expert. farming, weaving etc. - Tour Operators G. Tourism policies and regulations G.1 Identify policy issues which are hindering tourism development Policy Taskforce Jan – Jun 16 N/A N/A Input from travel trade associations in Luang Prabang province, in collaboration between public and 1 private sector stakeholders e.g. registration process for tour operators / guides with individuals and group visitors G.2 Present and address identified policy issues in national level task Policy Taskforce Jun 16 N/A N/A VTE based national level travel trade 1 force on policies and regulations associations G.3 Lobby for revised visa fees to be competitive with other ASEAN Policy Taskforce Jun 16 - N/A N/A Department of Immigration 3 countries. E.g. for MICE market ongoing G.4 Initiate discussions with Laos Airlines for larger aircraft to LP and Policy Taskforce May 16 - N/A N/A Department of Immigration 2 low cost packages for Thai markets (beyond Free & Easy) ongoing H. Tourism SME support activities H.1 Business planning support to selected SMEs supporting the DICT PIU Jul 16 – Dec 10’000 - TIIGP Lao based business planning 2 strengthening of prioritized flows 18 consultants (e.g. EDC) H.2 Facilitation of access to finance to selected SMEs supporting the DICT PIU Jul 16 – Dec 10’000 - TIIGP Lao based business planning 2 strengthening of prioritized flows 18 consultants (e.g. EDC) I. Destination Management Network I.1 Organize bi-annual meeting of Destination Management DMN secretariat Jun/Dec 16, 2,000 - TIIGP Development partner backstopping 1 Network Board for monitoring of Destination Management Plan 17, 18 (ADB, GiZ, LUXDEV, JICA, KOICA, etc.) I.2 Establish taskforces of the Destination Management Network DMN board Jan/Feb 16 N/A N/A Development partner backstopping 1 (ADB, NZ-MICT, Swisscontact, GIZ) I.3 Backstopping of Destination Management Network activities MICT PIU Jan 16 – Dec 15,000 - TIIGP Development partner backstopping 1 18 - NZ-MICT (ADB, GiZ, LUXDEV, JICA, KOICA, etc.) & EDC I.5 Training of government staff and DMN board members in visitor- MICT PIU Jun/Dec 16, 2,000 - TIIGP EDC 1 flow based destination management. (Cross Ref. E1) 17, 18 - NZ-MICT I.6 Exchange visit with other destinations with their own DMN MICT PIU Mar 17 5,000 - TIIGP Development partner expertise 2 structure in Laos - NZ-MICT I.7 Effective coordination, implementation & accountability All relevant Mar 17 5,000 - TIIGP Development partner expertise mechanism for tourism issues relevant to several government 2 - NZ-MICT departments e.g. traffic congestion, waste management, zoning etc.

Luang Prabang Province Destination Management Plan: 2016 - 2018

6. Monitoring and Evaluation 6.1 Why Monitoring & Evaluation? Monitoring and Evaluation is a useful way to track your destinations performance. It can assist the Luang Prabang DMN in: • Having improved information for decision making • Prioritization of the DMP action plan • Improving the approach to tourism planning • Identifying areas that need more improvement • Measuring the performance of the DMN in implementing the DMP • Improving communication & coordination between tourism stakeholders (private and public sectors) • Enhancing the visitor experience • Improving the sustainability of the destination • Influencing policy changes

Destinations in Laos have relied on a limited range of statistics such as visitor arrival numbers and visitor satisfaction ratings to monitor their destination. These statistics do not tell the whole story of tourism’s impacts. Collecting data on a broad range of issues relevant to the impact of tourism on the local economy, cultural heritage and communities, and the environment will help build an accurate picture of what is really going on in Luang Prabang Province. It will also help build a competitive sustainable tourism destination.

6.2 The Results Framework The results framework below (Figure 3) details the intended impacts and outcomes for the Luang Prabang Destination Management Plan if all the proposed activities in the Destination Action Plan are implemented over the next three years (2016 – 2018). The Destination Management Network (DMN) should familiarize themselves with this results framework using it not only to assist them monitor and evaluate their progress but as a reminder of their overall vision for the destination.

Luang Prabang Province Destination Management Plan: 2016 - 2018

Pro Poor Local Economic Development

Compe++ve Sustainable Tourism Des+na+on ‘BeFer places for people to live in & beFer Places for people to visit’

Beneﬁciary net incomes increased

Tourism Stakeholders Tourism SMEs Tourism SMEs New tourism Improved tourism policies minimise the net incomes are employ more staﬀ MSMEs & eﬀec+ve expenditure on nega+ve social & increased Incl. women are developed tourism development environmental impacts of tourism

Increase in visitor spending

Increase in visitor arrivals Increase in length of stay

A range of ac+vi+es & interven+ons

Figure 4: Luang Prabang Province Tourism Destination Management Plan Results Framework

6.3 The Measurement Plan The measurement plan below provides the DMN with a guideline on what to monitor to evaluate their progress and success implementing the DMP. It also gives suggestions on how to measure, by who, when and who is responsible for delivering and overseeing the measurement. The measurement plan will require a collaborative stakeholder approach with almost all taskforces having responsibility for certain indicators.

The destination indicators can be broken up into four categories with each category relating back to the activity plan: 1. Destination Development and Management 2. Economic Impacts 3. Social and Cultural Impacts 4. Environmental Impact

These four indicators are based on the European Tourism Indicator System for Sustainable Destinations. The indicator system aims to contribute to improving the sustainable management of destinations by providing tourism stakeholders with an easy and useful approach to measuring and monitoring, and enable tourism stakeholders to share and benchmark their progress and performance in the future.

Luang Prabang Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS DESTINATION DEVELOPMENT AND MANAGEMENT Destination % of Destination Internal survey during DMN secretariat Annually, Baseline: Management Management Network DMN Committee during DMN 0% (how stakeholders Committee Members who meetings Committee work together) are satisfied with the (categories to be given: Meetings functioning of the not satisfied – satisfied Target: Destination Management – very satisfied; 2016: 30% Network including room for 2017: 50% explanations and 2018: 70% suggestions) Number of taskforces Internal survey during DMN secretariat Annually, Baseline: established and functional DMN Committee during DMN 0 meetings Committee (categories to be given: Meetings not active – active – Target: very active; including 2016: 3 room for explanations 2017: 5 and suggestions) 2018: 7 Percentage of tourism SMEs Tourism business Statistics taskforce in Annually, after Baseline: satisfied with their survey charge of business high season 0% involvement and their and exit survey Target: influence in the planning 2016: 30% and development of tourism 2017: 50% 2018: 70% The Destination Interview with key Statistics taskforce Annually, Baseline: Management Activity Plan is stakeholders beginning of 0 actively used as the key tool (DICT, Provincial calendar year for Tourism Development Government Office, Target: and Management in the CHRA, CPATA) 2016: 1 Destination (scale to be used: 0 - 5) 2017: 3 2018: 5 The percentage of priority During DMN DMN secretariat Annually, Baseline: number 1 activities in the Committee meetings together with DMN during DMN 0%

Luang Prabang Province Destination Management Plan: 2016 - 2018

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

Luang Prabang Province Destination Management Plan: 2016 - 2018

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

Luang Prabang Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS international trade fairs Target: 2016: 2 2017: 4 2018: 4 The number of times the Marketing taskforce Marketing taskforce Regularly, but Baseline: destination has been regular monitoring reported First time survey data specifically show-cased in during annual the media (print, television DMN or web-based) Committee Target: Meetings 2016: 2 2017: 4 2018: 6 The number of Marketing taskforce Marketing taskforce Regularly, but Baseline: familiarization trips of tour regular monitoring reported First time survey data operators and/or media to during annual the destinations DMN Committee Target: Meetings 2016: 1 2017: 2 2018: 2 Responsible Does the destination have: Responsible tourism Responsible tourism Annually, Baseline: Tourism a. Policies or guidelines taskforce survey taskforce during DMN First time survey data Management which support Committee responsible tourism in Meetings Target: the destination 2016: yes to a-c b. Human and financial 2017: yes to a-c resources allocated to 2018: yes to a-c strengthen responsible tourism (e.g. responsible tourism task force) c. Concrete measures that are being implemented to strengthen responsible tourism

Luang Prabang Province Destination Management Plan: 2016 - 2018

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

Luang Prabang Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS 2017: tbd 2018: tbd

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

Luang Prabang Province Destination Management Plan: 2016 - 2018

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

Luang Prabang Province Destination Management Plan: 2016 - 2018

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

Luang Prabang Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS 2017: 2 new ones 2018: 2 new ones Number of initiatives Responsible tourism Responsible tourism Annually, Baseline: specifically aimed at taskforce survey taskforce during DMN First time data reducing the negative Committee impact of tourism on local Meetings communities (e.g. child safe Target: tourism training and 2016: 2 campaign) 2017: 2 2018: 2 Protecting and Percentage of listed cultural DICT statistics Statistic Taskforce Regularly, but Baseline: Enhancing heritage sites (at national or annual data DICT statistics Cultural Heritage, provincial level) with an evaluation Target: Local Identity and operational heritage 2016: 50%

Assets management plan 2017: 80% 2018: 100%

Percentage of SMEs who Business survey, Statistics Taskforce Regularly, but Baseline: actively source products district offices annual data First time survey data locally evaluation Target: 2016: + 20% 2017: + 20% 2018: + 20% ENVIRONMENTAL IMPACT Solid waste Perceived improvement in Business and exit Statistics taskforce Annually Baseline: management solid waste management surveys First time survey data infrastructure and services Target: 2016: 10% perceived improvement as compared to last year 2017: 10% perceived improvement as compared to last year 2018: 10% perceived improvement as compared to last year

Luang Prabang Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS Number of specific policies Responsible tourism Responsible tourism Annually, Baseline: or initiatives to reduce, re- taskforce survey taskforce during DMN First time survey data use and recycle solid waste Committee Target: implemented (e.g. plastic Meetings 2016: 1 bag policies, new collection 2017: + 1 services, awareness 2018: + 2 campaigns)

Water and Percentage of tourism Business survey; Responsible tourism Annually, Baseline: sanitation tourism businesses and government statistics taskforce during DMN First time survey data general households with Committee appropriate waste water Meetings Target: management practices 2016: +10% (according to prevailing 2017: + 20% regulations) 2018: + 20%

Noise protection % of tourists of the opinion Business and exit Statistics taskforce Annually Baseline: that the destination takes surveys First time survey data sufficient measures for noise protection Target: 2016: 50% 2017: 60% 2018: 70% Energy saving % of tourism SMEs who take Business survey Statistics taskforce Annually Baseline: measures active measures to save First time survey data energy Target: 2016: 30% 2017: 40% 2018: 50% Protection of Number of initiatives During DMN Statistics taskforce in Annually, Baseline: natural assets and specifically aimed at the Committee meetings charge of business during DMN First time survey data biodiversity protection of forests and and exit survey Committee Target: biodiversity implemented Meetings 2016: 2 2017: +2 2018: +2

Luang Prabang Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS Number of approved During DMN Statistics taskforce in Annually, Baseline: tourism investment projects Committee meetings charge of business during DMN First time survey data posing a threat to the and exit survey Committee natural assets and the Meetings Target: reputation of the 2016: 0 destination 2017: 0 2018: 0 Table 5: Luang Prabang Destination Management Measurement Plan, November 2015

Luang Prabang Destination Management Plan: 2016 - 2018

7. References

Ashley, C. (2006) Participation by the poor in Luang Prabang tourism economy: Current earnings and opportunities for expansion. Working Paper 273. Overseas Development Institute, November 2011, London, UK

Association of Southeast Asian Nations (2012) ASEAN Tourism Marketing Strategy (ATMS) 2012 – 2015. The ASEAN Secretariat, Jakarta, Indonesia. March 2012.

Asia Development Bank (2010) Investors Resource Kit. Mekong Tourism Forum. Produced for the Lao People’s Democratic Republic Priority Tourism-Related Investment Project Factsheet. Accessed via the internet at http://www.ecotourismlaos.com/downloads/Investors%20Resource%20Kit%20for%20Mekong%20Tour ism%20Forum%202010.pdf

Asia Development Bank (2013) Institutional Analysis and Arrangements for O&M of Project Facilities, GMS Tourism Infrastructure for Inclusive Growth Project (RRP LAO 46293-003) Accessed via the internet at http://www.adb.org/sites/default/files/linked-documents/46293-003-sd- 04.pdf

Asia Development Bank (2013) Tourism Demand Analysis and Forecasts - GMS Tourism Infrastructure for Inclusive Growth Project (RRP LAO 46293-003). Accessed via internet at http://www.adb.org/sites/default/files/linked-documents/46293-003-sd-02.pdf

Asia Development Bank (2014) Project Administration Manual for Lao People’s Democratic Republic: Greater Mekong Sub region Tourism Infrastructure for Inclusive Growth Project, June 2014.

Asia Development Bank (2014) Report and Recommendation of the President to the Board of Directors. Proposed Loan - Lao People’s Democratic Republic: Greater Mekong Sub region Tourism Infrastructure for Inclusive Growth Project, August 2014.

Asia Development Bank (2015) Together We Deliver 2014: From Knowledge and Partnerships to Results. Chapter 10: Cambodia, Lao PDR and Vietnam: A welcome change for Visitors. Printed in the Philippines, 2015.

Beritelli, P. & Reinhold, S. & Laesser, C. (2014) The New Frontiers of Destination Management. Journal of Travel Research, Edition 53, pp403-417, July 2014.

Beritelli, P. & Reinhold, S. (2015) The St. Gallen Model for Destination Management (SGDM). A practical introduction to the flow-based perspective. University of St. Gallen. Presentation 13 & 14 January 2015, hotel Sternen, Chur, Switzerland.

Chittaphong, A. (2008) Community responses to cultural heritage conservation in Luang Prabang city, Luang Prabang province, Lao PDR. Chiang Mai University.

Cochrane, J. (2008) Asian Tourism: Growth and Change. Published by Elsevier UK & The Netherlands, 2008.

Luang Prabang Province Destination Management Plan: 2016 - 2018

Department for Information, Culture and Tourism (2014) 2014 Tourism Satisfaction Survey (Part 3) Final Report. Luang Prabang Province, November 2015.

Department for Information, Culture and Tourism (2010) Tourism development and promotion strategy Luang Prabang province 2011-2020.

European Union (2013) European Tourism Indicator System for Sustainable Destinations. European Commission. Brussels, Belgium, February 2013.

Gujadhur, T. & Rogers, P. (2008) Pro-poor tourism and the value of heritage in Luang Prabang, Lao PDR. Edited by Luger, K., and K. Woehler, World heritage and tourism protecting and using from a sustainable perspective. Innsbruck, StudienVerlag.

Johnston, J. (2010) A Tourism Development Strategy and Action Plan for Pak Beng District 2011-2015. Prepared by ADB-GMS Sustainable Tourism Development Project in Lao PDR, Lao National Tourism Authority. September 2010.

Kiernan K (2013). The nature conservation, geotourism and poverty reduction nexus in developing countries: A case study from the Lao PDR. Geoheritage. (5)3:207–225.

Laos National Tourism Authority (2004) National Ecotourism Strategy (2005-2010) Summary Document. Accessed via the internet at http://www.ecotourismlaos.com/directory/publications/lao_nta_ecotourism_strategy.pdf

Ministry of Information, Culture & Tourism (2015) 2014 Tourism Statistical Report.

Ministry of Tourism (2014) Cambodia Tourism Statistical Report 2014. Statistics and Tourism Information Department, December 2014. Accessed via the internet at http://www.nagacorp.com/eng/ir/tourism/tourism_statistics_201412.pdf

Mintel (2014) Holiday Lifestyles: Travel and Tourism - China. Mintel Reports, February 2014.

Sirisack, D. & Xayavong, S. etal. (2014) The Characteristics and Motivations of Foreign Tourists Who Visit Luang Prabang Province, Lao PDR. International Journal of Business and Social Science. Vol 5. No. 9. Pp262-275, August 2014.

Sithixay Xayavong, S. (2014) The Characteristics, Motivations and Satisfaction of Thai Tourists Who Visit Luang Prabang Province, Lao PDR. Accessed via the internet at https://jcwalsh.wordpress.com/2014/01/01/the-characteristics-motivations-and-satisfaction-of-thai- tourists-who-visit-luang-prabang-province-lao-pdr/

Southiseng, N. (2006) Effects of Tourism Labour Markets, Luang Prabang. Paper presented as part of a Doctor of Philosophy in Management School of Management Shinawatra University. October 2006, Laos PDR.

Stange, J., Brown, D. & Solimar International (2012) Tourism Destination Management: Achieving Sustainable and Competitive Results. An Online Tool Kit and Resource Series 3. USAID, Washington.

Luang Prabang Province Destination Management Plan: 2016 - 2018

Accessed on the internet at http://www.usaid.gov/sites/default/files/documents/2151/DMOworkbook_130318.pdf.

Steiner, T (2014) DMO 3 in Practice – From strategy to governance. Chapter 10, pp. 223-230. Tourism and Leisure, Pechlancer, H. & Smerol, E. Springer Fachmedien, Germany.

Suntikul, W. (2011) Linkages Between Heritage Policy, Tourism And Business Enterprises In Luang Prabang. Institute for Tourism Studies, Macao. Paper presented at ICOMO Conference, Paris, November 2011.

Thompson, T. (2014) The Future DMO. Travel 2.0 Consulting Group. Canada. Accessed via the internet http://travel2dot0.com/destinationmarketing/the-future-dmo/ on the 18th January 2014

Thongmala, P. (2010). Heritage Site as Tourist Attractions: A Case Study of Luang Prabang, Lao People’s Democratic Republic. A thesis submitted in partial fulfillment of the requirements for the Degree of Master of Tourism Management at Lincoln University.

Thongmala, P., Wayakone, S. & Phimmavong, S. (2015) Tourists’ Attitudes towards Tourism Development and Heritage Preservation in the World Heritage Town of Luang Prabang, Lao PDR International Journal of Business and Social Science. Vol 6. No. 8 (1). Pp 37 to 45., August 2015.

United Nations Conference on Trade and Development (2014) Enhancing Backward Linkages Between Tourism and Other Sectors of Laos People’s Democratic Republic. Report prepared as part of the project on “Enhancing sustainable tourism, clean production and export capacity in Lao People’s Democratic Republic”. United Nations Publication, Switzerland, November 2014.

United Nations World Tourism Organisations (2011), Tourism and Policy Practice for Global Tourism. Barcelona, Spain. Accessed via the internet at http://www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Mullis/Policy_Practices_UNWTO_bo ok_feb.pdf.

Vilayphone, S. (2010) Current State and Development of Tourism in Luang Prabang. Scientific Journal of National University of Laos, Volume 4, December.

Wild, L. & LaPierre, D. (2011) Tourism Development: Achieving Sustainable and Competitive Results. Volunteers for Economic Growth Alliance (VEGA). Washington, United States of America. Accessed on the internet at http://www.counterpart.org/images/uploads/VEGA%20Tourism%20Development%2012%2015%2011. pdf.

Other online resources: http://www.tourismlaos.info/luangprabang/luangprabang.htm http://tourismluangprabang.org http://whc.unesco.org/en/list/479 http://www.luangprabangairport.com http://hobomaps.com http://www.backpackdiary.com/south-east-asia/nong-khiaw-a-charming-village-only-4-hrs-from-luangprabang

Luang Prabang Province Destination Management Plan: 2016 - 2018

8. Annex

Annex 1: Definitions

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

Luang Prabang Province Destination Management Plan: 2016 - 2018

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

Luang Prabang Province Destination Management Plan: 2016 - 2018

Annex 2: Background To The Destination Management Plan Travel and tourism continues to play an important role in the economic growth of destinations throughout Lao PDR. In an increasingly competitive national, regional and global market place where more and more tourism destinations are seeking to attract visitors and in an industry where travel planning has become more complex (individualized and technologically focussed) and driven by the tourist, sustainable destination management is key.

Managing tourism destinations is also an important part of controlling tourism's social, environmental and economic impacts. Destinations that are well managed are more likely to generate `sustainable’ and ‘inclusive’ growth in their local economy, and are more likely to maximise the benefits of that growth in long term, with additional income and jobs. The best-managed destinations are also likely to excel in attracting new investment, in keeping value-added jobs, in bringing in new talent and in stimulating innovation. Great destinations are great places to live and work as well great places as to visit.

In Lao PDR the concept of destination management is relatively new and those destinations where the concept has been trialed (predominantly at a national level) using traditional approaches such as Destination Management Organisation (DMOs) have had limited success in being effective or sustainable. Some key reasons for this include a poor track record of both the private and public sector working together (lack of trust); an emphasis on the ownership being by the government who often lack the financial resources and capacity to implement the broad spectrum of roles and responsibilities put onto a DMO; a poorly defined vision and objective of the DMO (committee) leading to mismatched expectations and an assumption that international DMO models will work in Lao PDR.

In most cases these working groups / committees have been initiated and funded by international donor organisations. The donor provides both financial, technical and human resources often unintentionally playing the role of the DMO themselves. This leads to an unsustainable model whereby at the conclusion of the donor-funded project (usually 3 to 4 years) the DMO fails to continue. For a full list of lessons learned in Lao PDR and other destinations similar to Lao PDR can be seen in Annex 1.

In order to move destination management forward in Lao PDR, it is critical that those involved in the tourism industry do not continue to make the same mistakes that have already been made. Adopting new thinking and new approaches such as the St. Gallen Model for Destination Management are important.

The St. Gallen Model for Destination Management® (SGDM) is a model for destination planning and development. It provides a market-driven, realistic, and forward-looking perspective on the development of tourist destinations. It recognizes that no one destination is the same, there is no blue print for destination management and it avoids defining destination management by administrative or physical geographical boundaries (i.e. by provinces). The six-step procedure (Ref. Annex 2) focuses primarily on mapping the destination based on strategic tourist flows (SVFs) i.e. how do current and potential visitors flow through the destination.

A key part of the SGDM process is the development of a Destination Management Network (DMN) and a Destination Management Plan (DMP). A DMN is a working group focused on improving the overall management and competitiveness of a tourism destination. Its role is to motivate, enable, facilitate and advise a collection of visitor flows and

Luang Prabang Province Destination Management Plan: 2016 - 2018 provincial taskforces. The DMN is not a hierarchical management organisation (e.g. CEO run) but rather a group that is network-based that can influence and help a destination develop.

This Luang Prabang Province Destination Management Plan has been developed as a result of a series of workshops conducted with a wide range of tourism stakeholders by Swisscontact29 and funded by the Asia Development Bank in conjunction with the Ministry of Information, Culture and Tourism. This plan is a shared statement of intent of how to plan, promote and coordinate Luang Prabang Province as a tourism destination over a three-year period30. The DMP sets out the agreed vision for Luang Prabang Province’s priority strategic visitor flows, opportunities and challenges faced, a destination action plan and a monitoring and evaluation plan for the period 2016 – 2018. It articulates both the roles of the different stakeholders, identifies clear actions that they will undertake and the resources they will allocate. The DMP will be reviewed on a bi-annual basis by the DMN and revised on an annual basis.

29 www.swisscontact.org, Laos PDR 30 For this DMP the time frame is a three-year period however it can be for any agreed time frame. 57

Luang Prabang Province Destination Management Plan: 2016 - 2018

Annex 3: Purpose and Use of the Destination Management Plans The purpose of this Destination Management Plan (DMP) is to support the planning, coordination, marketing and overall management of Luang Prabang Province as a tourism destination over a three year period (2016 – 2018). This DMP will support Luang Prabang Province’s tourism stakeholders to: 1. Increase their understanding of tourists in the respective destination i.e. the way a tourist interacts (tourist flows) with their destination and a tourists behaviour 2. Increase their understanding of a wide range of key tourism stakeholders and the ways in which they can work together to positively influence and improve specific tourism flows 3. Prioritise existing strategic visitor flows (SVFs) to focus on and identify appropriate strategies and actions 4. Identify new potential visitor flows that could be developed and identify the needs and priorities. 5. Identify capacity and resource gaps and define ways to tackle them 6. Clarify roles and responsibilities of key stakeholders to ensure an action orientated approach to the implementation of the DMP

Ultimately, the DMP shall contribute to: ü Increased visitor spending and value addition in the destination ü Reduction of economic leakages away from the destination ü Sustainable and responsible development of tourism in the destination, balancing economic, social and environmental benefits ü More inclusive growth of the tourism destination offering decent employment for existing and new entrants into the tourism industry, in particular the local communities within the destination.

The key part of the DMP is an action plan that specifies key visitor flows to focus on, outlines activities, actors and their responsibilities, and allocates financial resources. It is to be understood as a flexible, light and living instrument that needs to be reviewed at least once annually in collaboration with the Destination Management Network board. It does not strive to be an all-encompassing instrument including every single activity related to tourism, but focuses on strategic priorities that make sense from a sustainable and inclusive economic growth perspective.

The DMP is not designed as a control instrument for the government, but as a tool to coordinate activities in a flexible manner. No stakeholder should ever be forced into a partnership or action that runs against his/her business principles or that seriously hampers the reputation and sustainability of the destination as a responsible tourism destination. In fact all partnerships and actions should only ever focus on “creating better places for people to live in and better places for people to visit.”

Timeline for the elaboration and application of the DMP: Ø Draft ready by 15th of December 2015 Ø Finalised and negotiated plans by March 2016 Ø Review meeting of the Plan by November 2016 Ø Review meeting of the Plan by November 2017 Ø Review meeting of the plan and follow-up plan by November 2018

Luang Prabang Province Destination Management Plan: 2016 - 2018

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

Luang Prabang Province Destination Management Plan: 2016 - 2018

Annex 5: The Six-Step approach to the St Gallen Destination Management Model

Step #6 Step #1

Step #5 Step #2

Step #4 Step #3

Source: University of St. Gallen, Switzerland.

Luang Prabang Province Destination Management Plan: 2016 - 2018

Annex 6: Luang Prabang Province Tourism Statistics Luang Prabang Province, Laos PDR Total Tourist Arrivals 2010-2014 Growth of 77.4% from 2010 to 2014 6,000,000

4,000,000

2,000,000

- Tourist Numbers 2010 2011 2012 2013 2014 YEARS

Source: Ministry of Information, Culture & Tourism, 2014 Tourism Statistical Report

Luang Prabang Province Visitor Arrivals by Region 2011-2014

200,000

150,000 2,011

100,000 2,012

50,000 2,013 2,014 - ASEAN NON ASEAN EUROPE THE AFRICA & AMERICAS ME

Source: Ministry of Information, Culture & Tourism, 2014 Tourism Statistical Report

Luang Prabang Province Key International Source Markets 2014

60000 40000 20000 0 Tourist Numbers

Source: Ministry of Information, Culture & Tourism, 2014 Tourism Statistical Report

Luang Prabang Province Destination Management Plan: 2016 - 2018

Luang Prabang Province Tourist Arrivals: Domestic vs. International 2014

Domestic 29%

International 71%

Source: Ministry of Information, Culture & Tourism, 2014 Tourism Statistical Report

Visitor Number Projections for Pak Ou Cave following investment in Infrastructure from ADB (2014-2025)

Source: Asia Development Bank (2013) Institutional Analysis and Arrangements for O&M of Project Facilities, GMS Tourism Infrastructure for Inclusive Growth Project (RRP LAO 46293-003)

Luang Prabang Province Destination Management Plan: 2016 - 2018

Annex 7: Luang Prabang Province: Proposed Destination Management Network Taskforces

Luang Prabang Des-na-on Management Network Board

Proposed members: DMN Secretariat Task Force 8: Thai & Korean focussed travel ag Asian Group Taskforce and hotel (4 x Thai, 2 x Korean) Task Force 9: Proposed members: Thai Motorbike Caravan DICT, 2 hotels who host caravans, Taskforce Oﬀ the Road Laos + 1 hotel & 1 TO Proposed members: Task Force 1: DICT, LPHRA, LPATA, GiZ, Task Force 10: Proposed members: Chinese focussed Marke

Task Force 4: Proposed members: Task Force 14: Proposed members: Free the Bears, DICT, River Cruise Taskforce Mekong Cruises, Shompoo, Luang Responsible Tourism task Say, Nava Mekong force UNESCO, White Elephant Adventures, Task Force 15: Proposed members: Night Market Taskforce Asian Trails, TAEC, LP View GM, Proposed members: DICT, DICT, UNESCO Task Force 5: Proposed members: LPHRA, LPATA, INGO (?), LP Task Force 16: Tourism Sta

Task Force 17: Proposed members: Hobo maps, Task Force 6: Proposed members: Chomphet Taskforce DICT, Green Discovery, Free the Tourism Policies task force DICT, 3 private sector rep. Bears Task Force 18: Proposed members: Green Task Force 7: Proposed members: Nong Khiaw Taskforce Discovery, Mandala Ou Resort, Laos Adventures, DICT Infrastructure & Transport DICT, public works and Task Force 19: Task force trans., Lao airlines, 1 priv sec Proposed members: Buﬀalo Tours, Study Tour TaskForce Tiger Trails, Green Discovery, Free the Bears

Note: In order to successfully implement the above taskforces and avoid mistakes made previously in Lao PDR with tourism working groups / taskforces it is recommended that the DMN consider implementing a few key taskforces within the first year to ensure their success. The number of activities each taskforce can implement within the first year will depend on the skill levels, funding availability and time commitments of their proposed members.

Luang Prabang Province Destination Management Plan: 2016 - 2018

Annex 8: Luang Prabang Province: Feedback on the DMP Action Plan, 2016 § Improve information for visitors with input from key tourism stakeholders such as guides and tour companies or concessionaries. § Improve coordination, collaboration and ability to work together with public and tourism business sectors

Thai tourist flows… § Provide more key languages on the tourism website (Ex. Translate into Thai language). § Orientations for tourists about the value/reason of the ticket price for temples in LPB town related to service improvement.

Chinese Groups (by Air) § Develop tourism website in Chinese language § Responsible tourism: Print Do’s and Don’ts in Chinese language (educate tourists to understand Lao culture). § Capacity building for service staff § Stimulate investment for high standard/high class and larger restaurants in Luang Prabang to Chinese tourists/flows.

Chinese Car Caravans § Develop public parking area

Backpackers § Responsible Tourism Education (use Do’s and Don’ts) § Information and promotional materials, including Do’s and Don’ts should appropriate with the tourist markets/flows.

Upmarket / High End § Conduct training for local tour guides, traders and Tuk Tuk drivers… on basic English, basic information on food and stories of the sites.

Soft Adventure and Explorer Adventure § Specialized guide training for adventure tourism and also eco-tourism § Community awareness programs where adventure tourism takes place