© Euromed@Change 2013 1

Table of contents

1. Mediterranean overview...... p.5 the Fondation Sophia Antipolis. ANIMA Investment Building EuroMed partnerships 2. Market trends and opportunities...... p.6 network provided its support for the proofreading This guide is a Doing business toolkit dedicated to (Manal Tabet), the FDI data (Zoé Luçon, Amina Ziane 3. Foreign direct investments...... p.7 clusters, SMEs, or entrepreneurs interested in Cherif) and the layout (Lauriane Ammouche) 4. Key players...... p.9 developing business partnerships in the tourism sector in Morocco. It provides an overview of the Disclaimer 5. Recent National policies...... p.11 main opportunities available for the private sector, as This publication has been produced with the support 6. Selected programmes & initiatives...... p.13 well as concrete and useful data to those interested of the European Commission. The contents of this 7. Major business events...... p.14 to go further (contacts, agenda of events, etc.). publication are the sole responsibility of Fondation ReferencesThe Mediterranean Business Guide, focus Sophia Antipolis and can under no circumstances be on Tourism in Morocco has been prepared by the regarded as reflecting the views of the European List of acronyms Fondation Sophia Antipolis under the Union. . ANIMA-MIPO: Mediterranean Foreign Direct EuroMed@Change Project, a Preparatory Action Investments and partnerships announcements initiated by the European Parliament and Copyright Observatory implemented and managed by implemented by the European Commission (DG © EuroMed@Change May 2013. No part of this ANIMA Enterprise and Industry). publication may be reproduced without express . FDI: Foreign Direct Investment EuroMed@Change proposes new dynamics for SME authorisation. All rights reserved. and cluster internationalisation between Europe and 4 . MED10 countries: Algeria, Egypt, Israel, Jordan, targeted partner countries: Morocco, Tunisia, Egypt Lebanon, Libya, Morocco, Palestine, Tunisia, and Lebanon. It is managed by four organisations Turkey. from across Europe (ANIMA Investment network as . CAGR: Compound annual growth rate Project leader, the European Business Innovation Centre Network, INNO AG and the Fondation Sophia

Antipolis as partners) and it coordinates with more than 45 associated regional business, finance and innovation networks. Authors This Business guide has been prepared by Jean-Noël Durvy, with contributions from Nadège Bouget from © EuroMed@Change 2013 4

Mediterranean Overview

A challenging context accessible, ready and able to receive visitors. It is also for the environment and culture of the people of the Tourism is vital for the economy of most South and important to have a diversified tourism product to cater territories, which leads to the need to establish a true East Mediterranean countries. It accounts for an to different customer segments and motivations. environmental policy: sustainable tourism taking into essential part of the GDP, and, as a very labour Business and MICE tourism act as good support and account economic, social and environmental impacts. buffer to downturns in the leisure tourism segment. intensive activity, generates a significant number of Health and wellness tourism jobs. It also has a strong ripple effect on other Sustainable tourism productive sectors such as agriculture, industry and Morocco, Tunisia, Lebanon and Egypt have a services. The development of sustainable tourism appears to be great potential for medical and wellness tourism. a priority for Tunisia, Morocco, Egypt and Health tourism comprises all travel activities for a wide Mediterranean tourism (Southern Europe included) has Lebanon, in particular with the development of range of health and wellbeing purposes such as grown from 58 million international arrivals in 1970 to ecotourism. With 46,000 km of coastline, the number of healthcare, health assessment, surgery and operation, 306 million in 2012 according to the World Tourism tourists in the Mediterranean basin is 80% plastic surgeries, beauty, healing, cure, rehabilitation, Organization. The Mediterranean is one of the world’s concentrated on the coast. Sustainability of convalescence, combined with leisure, recreational and leading tourism markets with approximately 30% of Mediterranean tourism goes through the diversification cultural activities at the visited destination. Tunisia is international arrivals for more than 40 years. of the tourism offer, valuing the Mediterranean already well established in this sector aiming for strong International tourism generated €4.3 billion of revenue diversity: ecotourism, cultural, urban, rural and growth, compared to Lebanon and Egypt. Egypt is across the Mediterranean Basin in 1970. In 2011, it religious tourism. Moreover, since some years now, a considered has a new entrant, will face severe generated €174 billion of revenue, a multiplication by a change in customer behaviour has been registered. competition. factor of 40 compared to 1970. Indeed, the increase in number of “short” holidays

For the last two decades, the eleven countries of the favour trips to closer destinations while the emergence Southern Mediterranean (Algeria, Egypt, Israel, Jordan, of theme trips (ecotourism) and targeted tourist activity Lebanon, Libya, Morocco, Palestine, Syria, Tunisia and such as hiking, golf has boosted new forms of tourism

Turkey) have recorded the highest growth rate in offers. The tourism market is therefore more inbound world tourism. In the same period, domestic segmented and retaining tourists have become a very tourism also increased rapidly. This trend came to an difficult task. In order to give a boost to their tourism abrupt halt in early 2011 during the Arab Spring industry, the MED countries have therefore to adapt turmoil, but seems to resume in 2012 and 2013. their products to new customer expectations, work on Political uncertainty has the potential to impact their competitive differentiation and identify negatively on visitors’ perceptions. Swift development priorities. The new trends for the implementation of a communications response is crucial development of tourism can enrol into the context of to reassure tourists that the destination is safe, responsible tourism which is characterised by a respect

Market Trends and Opportunities

An exponential growth being rather underdeveloped, Morocco is gaining some regional centres will develop environmentally-friendly Tourism in Morocco is well developed, with a strong leverage and reputation in one key area: plastic tourism, promoting Morocco's national heritage, nature tourist industry focused on the country's coast, culture, surgery. Clinics in the affluent districts of Rabat are the sites, and offering activities focused on sports and well- and history. Morocco has been one of the most politically most popular for this type of medical tourism. The being. Morocco has been nominated to be the President stable countries in North Africa, which has allowed clientele on the other hand mainly comprises tourists of the Global Partnership for Sustainable Tourism in tourism to develop. from the region and Moroccan expatriates who travel 2013. Some categories are emerging as key areas for growth. back home to seek medical treatment. Prices in Hiking, horse-riding, paragliding, green tourism, crafts, These include golf and sports tourism in general, Morocco are highly competitive, at 20% of the average interaction with the local population, guest houses, etc. eco-tourism and health and wellness tourism prices in Europe and the US. This has started to create have proved to be very popular with European tourists, a buzz among international tourists as well in recent particularly those from France, Germany, Great Britain Sports tourism, a developing niche years, as Morocco upgrades its facilities to cater to a and Scandinavian countries. Morocco is also seeing a Golf tourism is being leveraged as a strong revenue growing number of medical tourists. The health and growing Russian clientele, which is appreciative of both generator given the profile of this category’s targeted wellness category is expected to see a 6% constant luxury and authenticity. This wealthy class of tourists customers, who are generally high spenders. The natural value CAGR over the forecast period, to reach Euro 0.8 will choose for example to spend the end-of-year environment in Morocco is not only ideal for the billion in 2016, most of which will continue to be holidays camping in the middle of the desert, in a five development of large golf courts, but also for sports such generated by spas. Medical tourism is expected to star setting. as skiing and trekking in areas such as the Atlas grow at a faster rate with a 6% CAGR, slightly higher mountains, which are also interesting areas to exploit. than the growth predicted for spas. However, this niche remains relatively low in value. More promotional Health and wellness efforts by the government are expected to help boost “Sustainable tourism is booming in Morocco, Health and wellness tourism is also a growing medical tourism, and this goes hand-in-hand with a and is the only sector of the industry that niche, fuelled by the rising number of resort and hotel national vision to improve healthcare services in this can claim to be flourishing, with double- spas, as well as by the increasing importance of country. digit growth,…” medical tourism, mainly driven by demand for plastic Thierry Tarot, CEO of Terres d'Amanar, a nature park surgery. It has grown at a high rate in recent years. Ecotourism, a relatively new tourist offer dedicated to ecotourism forty kilometers from While spas represents the largest niche in this Supported by the authorities through Vision 2020, the Marrakesh. category, medical tourism saw stronger growth with a "sustainable tourism" niche is now receiving a great 10% current value CAGR (Compounded Annual Growth deal of attention. It aims to put Morocco into the top 20 rate) over the review period, compared with around most popular tourist destinations in the world. With a 8% for spas. Despite the medical tourism category programme of contracts signed with the State, eight

Foreign Direct Investments

Between 2005 and 2010, amounts of foreign direct an instrument for national and international investment the tourism sector to boost investments supporting the investments are around € 30 billion over this period mobilization: the Moroccan Fund for Tourism implementation of major Vision 2020 projects. combined. In addition, in 2009, Morocco was the only Development (FMDT). Investment premiums will be Azur Credit line Mediterranean countries to have increased more than implemented taking into account the level of risk To accompany and accelerate the realization of 6% while the world market decreased by 5%. perceived by investors for each type of product and for strategic projects of the Vision 2020, the Moroccan each destination. Sectoral tourism incentives: banks agree to mobilize an initial budget of EUR 2.2 To strengthen its commitment in supporting the billion over the period 2011-2016. implementation of Vision 2020, the banking sector is . Exemption of import duty preference for all capital FDI and partnership projects announced in willing to mobilize a budget of 24 billion DH. Tourism in Morocco (2003-2012, ANIMA-MIPO) equipment needed for the promotion and Aside from commercial banks responsible for financing development of the project Invested amounts (€m) Number of FDI projects

. VAT exemption for capital goods, machinery and the sector, funds for national investments were created Number of partnerships 6000 25 equipment acquired in Morocco for a period of 24 to support the dynamic development of tourist projects. 5000 months from the date of commencement of Some of them are Actif Invest, Madaef, H Partners, 20 capital T and Saham Hotels. 4000 business of the company 15 . Exemption from import VAT for a period of 36 3000 Moroccan fund for tourism development (FMDT) 10 months for capital goods, machinery and 2000 Implemented by the State and other public bodies, the 5 equipment acquired on importation. 1000 FMDT formalises the proactive engagement of the state . Total relief of the SI of turnover in foreign 0 0 in this sector. It is intended to increase the capital of 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 exchange business and hotel for a period of 5 FMDT over 10 years from its establishment to EUR 1.34 years from the year in which the first billion. The FMDT will be able to raise important “In Morocco, there is economic accommodation was made in foreign currencies national and international funds. development. Extension of airport and a reduction of 17.5% over this period. infrastructure, fast-growing Total exemption from IR to the amount of . infrastructure, political will to make the turnover in foreign currency by the hotel An agreement establishing the "Wessal Capital" Fund country move ahead, variety of companies and for a period of 5 years and a was signed on November 2011, between the FMDT and destinations in the country ... all these reduction of 50% over this period. "Qatar Holding LLC" (Qatar), "Aabar Investments PJS" are vital assets. Morocco meets several (UAE) and Kuwait Investment Authority "Al Ajial conditions as a great destination.” To remove the constraints on the access to financial Investment Fund Holding". The "Wessal Capital" Fund Gilles PELISSON, Accor group resources, Vision 2020 considers the establishment of will help carry out the proactive engagement adopted in

Morocco FDI and partnership announcements in Tourism (2003-2013, Source ANIMA-MIPO) The 10 biggest Tourism FDI announcements since 2003 (source ANIMA-MIPO) Investor Origin Date Project FDI (€m) Type Creation of Mediterrania Saidia, a tourist mega- Fadesa Spain 2003 1500 Greenfield resort with 8 hotels in Saidia Emaar Properties to invest 1.4 billion dollars in a Emaar Properties UAE 2006 tourist project in Oukaïmeden, Morocco, the only 1129.03 Greenfield ski resort in Africa Atelier d'Art Belgium 2004 Sea resort in Essaouira 1000 Greenfield Urbain Emaar Properties and ONA Group develop Bahia Emaar Properties UAE 2006 Bay, a USD 1.2 billion project, located midway 967.74 Brownfield between Casablanca and Rabat GFH - Gulf Bahraini Gulf Finance House to build Royal Bahraïn 2006 806.45 Greenfield Finance House Ranches, a luxury hotel residence in Marrakech Gulf Finance House to build Royal Resort of Cape GFH - Gulf Bahraïn 2006 Malabata, a luxury hotel residence located near 483.87 Greenfield Finance House the Straits of Gibraltar, in Tangiers province Orascom / Oued The property developer in 65/35 JV with CDG to Chbika Egypt 2009 launch the construction of the Chbika tourism 350 Greenfield Développement complex, 50 km south of Tan-Tan Construction of half a dozen resorts and 2 golf Renta / Mixta Origin of the FDI announcements in Tourism in Spain 2005 courses on the Atlantic coast for a budget of 370 340 Greenfield Africa Morocco (in number of project, 2003-2012, ANIMA-MIPO) million euros 45 The promoter to invest MAD 3.7 billion in a Urbagolf Spain 2007 gigantic resort project in Souiria Qdima 339.15 Greenfield 40 35 (Essaouira), creating 2 000 jobs 30 Fadesa selected for both Smir et Laguna Smir 25 Fadesa Spain 2006 projects, located in the 'Tamuda Bay' area in 324 Greenfield 20 42

Northern Morocco 15 10 20 22 14 5 10 10 7 6 6 0 France Spain UAE Kuwait USA Other EU Other MED Other Gulf countries

Key Players

Our partnership with Ynna Holding is an unparalleled opportunity for the development of Golden Tulip hotels in Morocco. Following A focus on the Moroccan National Tourist Vision 2020 – Creation of new entities the opening up of the Algerian market in 2012, this new partnership reflects the Office (MNTO) A high authority for tourism and tourism development agencies are to be launched in growing importance of North Africa in Louvre It is responsible for promoting and marketing Morocco 2013 with broad powers and new projects to boost Hotels Group’s international development as a destination within Morocco and abroad. destinations and directing the future of Morocco’s strategy. It forms part of the more general Mission tourism industry. The Ministry of Tourism is looking to approach of strengthening the Group’s position in this region.” The Moroccan National Tourist Office aims to adopt an accelerate the pace of development and obtain the Pierre-Frédéric Roulot, Chairman and CEO of Louvre Hotels expert marketing approach to achieve the objectives support of the private sector. These new bodies will Group decide which new tourism projects will be developed set in the context of the 2010 vision. By ensuring Morocco's strong positioning as a destination, our in a given location. The higher tourism authority will be composed of several ministers and officials and 8 operations have positive results for society, the Louvre Hotels Group continues its expansion in preservation of our cultural and environmental members of the private sector. Morocco with its Golden Tulip brand (February heritage and our country's economy. The tourism development agencies will gradually 2013) Leadership replace the regional tourism centres. They will be led Louvre Hotels Group has announced the signature of a by a board of directors from the public and private partnership agreement with the Moroccan Group Ynna Its role is to promote cultural and coastal resources, sectors and will have extensive powers. The more Holding. Running for a renewable 8 year period, this contract covers the management, operation and as well as developing select niche themes which place mature destinations of Agadir and Marrakech which marketing of the Ryad Mogador Hotels Chain, the Morocco among the sought-after tourist destinations. represent two thirds of tourism arrivals will be the first Our aim is to stimulate internal tourism and attract tourism and hotel division of Ynna Holding. The twelve to be affected by the new measures. hotels of the Ryad Mogador Chain (3,000 rooms) will foreign tourists to Morocco through a new policy of become, thanks to this partnership, “Mogador Hotels by” sustainable management of the range of destinations, Tulip Inn, Golden Tulip, or Royal Tulip depending on with a focus on anticipation and monitoring of each individual establishment. Thanks to this demand. It is also a question of encouraging tourists partnership, Louvre Hotels Group becomes a first-tier to prolong their trip, visit several destinations and hotel group in Morocco, with nearly 4,600 rooms and return to the country. 1,600 others under construction. The agreement allows the international group to take a major step forward in its expansion in this key country, and confirms its international growth strategy: forming alliances with

local companies in order to better understand the local market.

Government & Governmental organisation Its mission is to develop and implement government policy on tourism. To this end, it is particularly in Ministry of Tourism charge, to develop, implement and evaluate the strategy of tourism development in coordination with http://www.tourisme.gov.ma the authorities concerned. The Strategic Committee of Tourism gathers the main Government Ministers concerned by tourism The Strategic Committee of Tourism (Interior, Economy and Finance, Tourism). Its mission: Ensure the implementation of an unified tourism policy. List and contacts available on http://www.tourisme.gov.ma/f Regional Tourism Centre Support and develop the tourism industry in the context of the general economy of the country rancais/1-Administration- tourisme/4- PartenairesInstitutionnels/Crt. htm Institutional Partners Moroccan Agency for Tourism Development SMIT aims to be the initiator of innovative projects and an actor in the field of engineering and tourism http://www.smit.gov.ma (SMIT) development, able to design general and specific studies on supply and tourism demand in Morocco. The MNTO is responsible for promoting and marketing Morocco as a destination within Morocco and Moroccan National Tourist Office (MNTO) http://www.visitmorocco.com abroad. MIDA is a financially autonomous public institution, in the form of a legal entity. MIDA is the national Moroccan Investment and Development body in charge of the development and promotion of investment in Morocco. Its mission is to establish a http://www.invest.gov.ma/ Agency (MIDA) structure and provide guidance for investors. It also constitutes takes charge cooperating and coordinating promotional activities both in Morocco and abroad. The main tasks of the Tourism Observatory relate to the collection, processing and publication of all http://www.observatoiredutou Moroccan Tourism Observatory relevant information to the tourism sector, in particular, on the national and international situation, risme.ma/ competition, competitiveness destination, investment… It groups together all occupations related to tourism. FNT consists of 184 full members, consisting FNIH (National Federation of Hotel Industry) FNAVM (National Federation of Moroccan Travel Agencies), STT National Federation of Tourism (FNT) http://www.fnt.ma/ (Tourist Transporters' Union), FNR (National Federation of Restaurateurs) and FLV (Federation of Car renter). The National Federation of the Hotel Industry, established in the early sixties, consists of 15 Regional National Federation of the hotel industry Associations of the Hotel Industry (Arih) and seven hotel chains with more than 1,500 housing units, http://www.fnih.ma/ (FNHI) including 600 guest houses located in different regions of the Moroccan territory.

Recent National Policies

Vision 2010 and dynamic vision, which allowed Morocco to double Morocco offers a big diversity and proximity, as the number of tourists – from 4 million in 2004 to tourists can move from one place to another Vision 2010 was the strategy developed by the roughly 10 million in 2010, to triple the income of the within few hours and completely change the Moroccan government in concert with the private sector, to double the bed capacity in Morocco and to natural environment. sector in 2001 to serve as a roadmap for the tourism position tourism today as one of the main economy . The second thing is culture and authenticity and sector until the year 2010, and to allow the Moroccan sectors in Morocco representing roughly 10% of the this is what will make Morocco strong and different tourism to compete effectively with other countries, GDP. For Mediterranean countries, 2008-2009 was one as a destination compared to their neighbour such as Tunisia or Egypt. The targets of the strategy of the most difficult periods in reason of the economic competitors. included attracting 10 million tourists by 2010, crisis. While regression was everywhere in the . The last one is sustainability – it is the heart of compared to 4.4 million in 2001, creating 600,000 new Mediterranean countries, Morocco was the only country the Moroccan strategy environment, the friendly jobs, compared to a total active population in 2006 of that recorded a 6% progression, thus proving that it is a approach to the sector. Morocco has virgin 11.3 million (generating 48 billion Euros in revenues strong and resilient model of betting on the high quality beaches, a lot of virgin forests and the country over the 2002-2010 period, compared to annual tourism. An average spending for a tourist in Morocco is aims to capitalize on that. That, again, is another revenues in 2001 of less than 3 billion Euros, and around € 620 while, for example, in Tunisia it is € 195. way of making the destination different from increasing the hosting capacity to 230,000 beds , Vision 2020 comes to capitalize what has been done others around the Mediterranean. compared to 97,000 in 2001 (Ministry of Tourism of during 2010, but also to learn from the mistakes and Morocco). The Moroccan Government’s ambitious improve. A new dynamic has been projected and a high development plans for the country’s industry continued Developing key cities ambition: Getting Morocco into the world’s top in 2011, with efforts to implement Vision 2020, and the Morocco is strong in regional tourism promotion for twenty destinations. This will be done by tripling the legacy of Vision 2010. While Vision 2010 did not realize each of its destinations. Leading cities such as income of the sector, increasing its GDP shares and, last all of its objectives, many were attained and have been Marrakech, Casablanca, Agadir and Tangiers have their but not least, creating employment. The target is to individual tourism promotion boards in charge of revisited under Vision 2020. The government continues have more than a million young people working directly to seek greater investment from abroad to help boosting tourism flows. These cities’ tourism in the tourism sector and 4-5 times more than that complete the projects planned under Vision 2020. infrastructure is also constantly being upgraded. Cities indirectly. from Casablanca to Fès and Agadir are all undergoing

Vision 2020 2020 is based on three main principles: major changes and improvements. Other cities are also Vision 2020 is the extension of the national tourism likely to follow as new plans are laid out for cities such strategy that started 10 years ago and at that time was . The first one is diversity – thanks to the diversity as Tangiers, Tetouan, Rabat and Ouzararate. Vision called Vision 2010. Tourism in Morocco had a proactive of the country: Mediterranean Sea, the Sahara, 2020 focuses on such regional developments as well strategy launched with several structural measures the mountains (ski 45 minutes from Marrakech), being taken over the past years. It was a very serious the cedar forests, the dunes, the Atlas Mountains.

OBJECTIVE IN FIGURES – VISION 2020

The travel accommodation category in Morocco is still Development Agencies will be created in parallel. Their Doubling the size of the sector relatively undersupplied. One of the main targets of main missions are to monitor the implementation of . 200 000 new beds Vision 2010 was to add rooms and beds to this regional roadmaps, develop the attractiveness of . Double touristic arrivals environment in order to cater to a growing tourism destinations and oversee strategic projects to ensure . Triple domestic trips market, and to address both domestic and their effective implementation. These agencies will international tourism demand. With the new Vision become the single contact point on all matters related 2nd economic sector 2020 initiative aiming to bring more than 18 million to tourism. They will have all the support, expertise . 470 000 new direct jobs tourists to Morocco, travel accommodation has to and skills of national bodies in charge of tourism. This . Double touristic receipts to reach 140 billon follow. There are a number of new outlets opening ambitious strategy will direct investment flows to new DHs across the Kingdom, with a strong luxury orientation in destinations while developing sophisticated new . To raise Morocco by 2020, to become one the city of Marrakech, which is set to become home to products. It will require significant national and of the world’s top 20 tourist destinations a Four Seasons, Park Hyatt and Mandarin Oriental. international financial resources. The first key measure and a model of sustainability in The However, budget hotels are also needed in this is the creation of a Moroccan Fund for Tourism Mediterranean Destinations market, and brands such as Accor’s 2-star Etap are Development (FMDT) which embodies the proactive also being developed in Morocco. Plan Azur is also engagement of the state in the sector to stimulate another development set to bring another 180,000 strong investment to support the implementation of new beds to the market by end of 2020. major projects of Vision 2020. This fund, financed by the state and the Hassan II Fund for Economic and Factors of success – Vision 2020 THE ‘'MOROCCO RESPONSIBLE TOURISM Social Development for an envelope of EUR 1.3 billion, AWARDS” A major success factor of the Vision 2020, with regard will aim at capitalizing nearly EUR 9 billion, with funds It is an initiative launched by the Ministry of Tourism and to various issues that will face (cross sector - from friendly countries. The second key measure: the Moroccan National Office of Tourism. regionalization-sustainability) depends on the ability of premiums will be put in place to support investment The ‘'Morocco Responsible Tourism Awards” are designed Tourism sector to implement a new governance of the and towards it emerging or less developed areas. sector. A High Tourism Authority will be created: it to enlist the Moroccan travel industry in sustainable Finally, the third key measure shows the engagement development by ensuring the preservation of Morocco's should be a public-private instance involving regions, of the banking sector: the mobilization of an envelope unique assets: its natural environment, population, which will be responsible for ensuring the consistency of EUR 2.2 billion from banks for projects considered values, culture and traditions. of national and regional strategies, coordinate, monitor as strategic in the framework of Vision 2020, including One objective is to recognize and promote tourism and evaluate their implementation. To materialize the Azur project, and responding to access conditions in a entities that have taken the lead in responsible tourism, integrated management approach of territories, Tourist pre-defined specifications agreed. by highlighting their contributions and by encouraging new endeavors and responsible projects.

Selected Programmes & Initiatives

Six major structural projects, implemented and . Animation Program, Sport & Leisure: Creating funded by the state, regions and the private consistent animation offers, varied and Seaside offer sector will be implemented: complementary to the basic tourist infrastructure in Cultural offer order to consolidate Moroccan tourism and make it . Azur 2020 Program, which is the continuation of Nature offer the Plan Azur, project that integrated the strategic more competitive and attractive to many tourists. Vision 2010 and implemented six new bathing Developing a range of international class cultural resorts: Establishment of a considerable Morocco and leisure events to enhance the attractiveness of seaside offer internationally competitive. tourist destination based on a full programme of Strengthen Morocco seaside resorts on both events: leisure cities, thematic parks and resorts… Atlantic and Mediterranean shores by completing . Niche Program with high added value (or business the Azur project 2010 and developing new and welfare): Strengthening the position of products in the South (Souss and Sahara). Morocco as a tourist destination for Business, . Program Green / Eco / Sustainability: Valuation of welfare and health. Creating infrastructures that natural resources and rural areas in respect to can host major international gatherings and setting socio-cultural authenticity of host communities. up synergies with sports, well-being, exhibition and Developing an additional green/nature range by cultural sectors. means of innovative best-in-class sustainable . Biladi Program, one of the main priorities of Vision development products ‘eco lodges, desert resort, 2020 which envisages the creation of seven tourist …) resorts dedicated to domestic tourism in the areas . Heritage and Legacy Program: Promotion of the most sought by Moroccan citizens: Strengthening Moroccan cultural identity through the structuring the tourist offer for natives through a suitable and valuation of tangible and intangible heritage of product that takes account of their habits and the Kingdom together with the construction of customs. coherent and attractive tourist products. Enhancing the range of cultural experiences on offer by making the most of Morocco’s tangible and intangible heritage: Developing specific accommodation, reconversion of historical monuments, building museums, enhancing and adding value to traditional festivals.

Major Business Events

Morocco Tourism Investment Forum The Africa hotel investment Forum (AHIF) Sector: Tourism Sector: Tourism Organisers: Bench Events and the Moroccan Agency for Tourism Development Number of editions: at least 2 editions Focus: this event will be a meeting point of tourism industry stake-holders Organiser: Bench Events

and investors, focusing on the Moroccan tourism incentives, investment Focus: It aims to showcase high-growth destinations across the continent; the opportunities, services and products. 2012 event was a resounding success with over 400 regional and global Expected Participation: n/a delegates. Next event: 15-16 April 2013, Casablanca (Hyatt Regency) 2012 participation (organisers data): 400 regional and global delegates Information: http://www.morocco-forum.com/ Next event: 24-25 September 2013, Nairobi (Intercontinental) Information: http://www.africa-conference.com/

The Ecotourism and Sustainable Tourism Conference Sector: Tourism Organiser: The International Ecotourism Society (TIES) Focus: a unique annual conference focused on the advancement of sustainability goals for the tourism industry. Offering invaluable learning and

networking opportunities, the ESTC is a leading international meeting place where innovative minds gather to discuss ideas and solutions that inspire change. 2012 participation (organisers data): Next event: 24-27 September 2013, Nairobi Information: http://www.ecotourismconference.org

This guide is a Doing business toolkit dedicated to clusters, SMEs, or entrepreneurs interested in developing business partnerships in the tourism sector in Morocco. It provides an overview of the main opportunities available for the private sector, as well as concrete and useful data to those interested to go further.

It has been prepared by Fondation Sophia Antipolis under the EuroMed@Change Project, a Preparatory Action initiated by the European Parliament and implemented by the European Commission (DG Enterprise and Industry).

EuroMed@Change proposes new dynamics for SME and cluster internationalisation between Europe and 4 targeted partner countries: Morocco, Tunisia, Egypt and Lebanon. It is managed by four organisations from across Europe (ANIMA Investment network as Project leader, the European Business Innovation Centre Network, INNO AG and the Fondation Sophia Antipolis as partners) and it coordinates with more than 45 associated regional business, finance and innovation networks.