“ I N T H E F O O T S T E P S O F E T H N I C I T I E

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STRATEGY CHALLENGE MANAGEMENT REPORT FOR RUSSIA

“In the Footsteps of Ethnicities”

Prepared for: Strategy Challenge / UNWTO Prepared by: Group 22 Date: 31.05.2012

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Table o f Contents

Honor Code ...... 2 1. The Why – Poverty & Sustainability & Cultural preservation ...... 3 2. The What – Creative Tourism: “In the footstep of Ethnicities” ...... 4 3. The How – Source of Funding ...... 6 4. The Who – Capacity building & Promotion ...... 7 5. Appendix ...... 10 6. Bibliography ...... 15

Table of Appendices

Appendix 1 - Value Drivers ...... 12 Appendix 2 - Capacity Building / Hierarchy ...... 12 Appendix 3 - Financial Analysis ...... 124 Appendix 4 - Ethnicities Description ...... 12 Appendix 5 - Promotion and Distribution Channels ...... 136

Honor Code

As a student at the Ecole hôtelière de Lausanne, I uphold and defend academic integrity, academic rigor and academic liberty as core values of higher learning. I attest, on my word of honor, that work submitted in my name is my own work, and that any ideas or materials used in support of this work which are not originally my own are cited and referenced accordingly.

...... ……………………………………. Balet, Sarah Braileanu, Nicolae 574639679 568647594

...... ……………………………………. Nador, Szilvi Popescu, Cristian 568713599 568746174

...... ……………………………………. Stadler, Iris Trolliet, Camille 586756438 568747094

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1. The Why – Poverty & Sustainability & Cultural preservation The Silk Road Challenge was initiated by UNWTO, which was the reason of creating a strategy in line with the UN Millennium Development Goals. The ultimate aim of the strategy was to focus on two particular goals. These were the achievement of environmental sustainability and the eradication of poverty, the two most urging problems for the Altai region. Focusing on the former one was crucial due to the highest official unemployment rate in the country experienced in the region, amounting to 40% in the past years, or 70% according to some unofficial sources (Eggers, Gaddy, & Graham, 2004). In 2011 the average salary in the region was an equivalent to CHF435 (Алтайкрайстат, 2012), which is four times less than the salary received by an average citizen in Moscow (ОСАДЧАЯ, 2011). Hence, the strategy aims to achieve an increase in salaries as a result of stimulated tourism spending through a new product offer, the rise in employment due to the integration of SMEs into the value chain and the growth in the local GDP / capita (United Nations, 2012). These are the KPIs used to measure the success of the strategy, namely the extent to which poverty was reduced in the region.

The second UN goal to ensure environmental sustainability was chosen as Russia is ranked the 98th out of 139 countries in terms of environmentally sustainability (Blanke & Chiesa, 2011, p. 28). This low ranking is a burning issue since the mid 1990s as the Russian governmental focus on environment has been decreasing constantly. Moreover, the environmental management in Russia is of global significance as the biggest area of forested land in the world is located there (Henry & Douhovnikoff, 2008, p. 454). To solve these issues, an increased and specific budget will be allocated to these practices (See: Appendix 3). Raising environmental awareness as well as the reduction and recycling of waste will be achieved through the partnership with the non-governmental organization, Altai – 21 Century. This will monitor the ecological situation and promote the use of alternative energy (Altai - 21 century, 2010). Its effort will be measured by KPIs including the water and energy consumption, % of renewable energy and waste recycled.

Additional to these two UN goals, objectives particular to the Silk Road were developed. These include the preservation of the indigenous culture, the minimization of the ethnical conflicts and the protection of the legitimate interests of ethnicities. This goal selection is due to the fact that the Silk Road is associated with the preservation and exchange of cultural heritage, the promotion of the diverse cultural assets and the enhancement of cultural development (Tourism Review, 2010). These strivings will be measured by other KPIs,

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including the percentage change of total population speaking the dialect, the number of traditional activities performed and the number of ethnicities involved in tourism. 2. The What – Creative Tourism: “In the footstep of Ethnicities” Based on the arguments above, the tourism offer of our strategy is creative tourism, a sub- branch of cultural tourism, during which travelers develop new skills, while experiencing the local culture. This tourism offer is in line with the experience economy, the predominant economy of the 21st century (Pine II. & Gilmore, 1998). Also, it reduces leakages associated to high tourism by integrating the SMEs into the global value chain (Ashley, De Brine, Lehr, & Wilde, 2007). It eradicates poverty through enhancing tourism expenditure as well as creating jobs by involving local communities in the supply chain. Creative tourism aids sustainable objectives as well, as it involves a continuous development of local culture visited by the tourists, as the income generated is reinvested in developing the habitat of ethnicities. Moreover, creative tourism, a niche product, is not associated with any negative effects imposed by mass tourism, but rather regenerates the cultural asset (Ohridska-Olson & Ivanov, 2011). Also, this tourism offer is attractive to our domestic target market, having a preference for an authentic experience and creating a living culture. Tourists from Moscow, St. Petersburg and Novosibirsk will be targeted, as they represent 80% of the total tourist arrivals to the region (Barden & Prudnikova, 2008). More specifically, they are young professionals (41.3% of total domestic arrivals) and emerging middle class families (35.1%) (Eurmonitor International, 2011). The former are unwilling to sacrifice holidays, while being sociable and looking for new adventures, three aspects underlining their interest for this tourism offering. The latter prefer leisure trips and are adventurous, which is the reason for targeting them (Eventica Communications, 2010). In long-term, the German market will be targeted, as the 92% of the inbound international arrivals to the region come from Germany (Siberia Tourism Portal, 2012).

Based on the factors above, the product developed will be called “In the footsteps of ethnicities”. This offering is a custom fit itinerary with an adjustable duration and sequence, which features the exploration of the ethnicities in the region, each of them being called a “footstep”. It will contribute to the preservation of indigenous cultures that are currently decreasing (Joshua Project - U.S. Center for World Mission, 2011). Cultural tourism aids to diminish the loss in arts knowledge and traditional techniques, as well as helping to rebuild and to conserve the cultural heritage to maintain the cultural diversity of the nation (Ohridska- Olson & Ivanov, 2011). Another strong link to the Silk Road brand is the fact that numerous

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ethnicities have Asian origins, their spread being enabled through the existence of the Silk Road. The proposed ethnicities are the five most representative indigenous cultures in the Altai region: Tubalars, Kumandinds, Chelkans, Teleuts and Telengits (The Tubalars and the Chelkans, 2006). During each visit, different activities and workshops related to the traditional culture and heritage will be organized, which were studied in detail during the development of the strategy. To facilitate the implementation of each workshop, a partnership with various local organizations was suggested (See: Appendix 4).

The first footstep being the closest to Barnaul airport is the Chelkans ethnicity. The activities proposed for the visit are tablecloth weaving, forging workshop as well as farming activities, which includes the traditional preparation of butter, milk and their customary food, the porridge (Arctic Network for the Support of the Indigenous Peoples of the Russian Arctic, 2008). The partner considered for these activities is the Small Association of Indigenous People in the Altai Republic, as due to the small number of Chelkans, no specific organization for their ethnicity exists. During the second footstep, the Tubalars’ culture will be explored, performing activities such as traditional jewelry production, herb-walk and herb-gathering as well as a workshop on traditional healing and an exclusive “bride stealing” role play (Tubalar Celbrations, 2011). The partner suggested for these workshops is the Association of Tubalars. The third footstep would be the exploration of the Kumandins’ culture and the activities are: picking of berries throughout designated routes and their traditional preparation, the exploration of the taiga animal habitat, workshops on wild honey production and the involvement of the tourists into a shamanist ceremonies. These activities could be organized together with the Center of Kumandins and the Public National Council of Kumandin People (Nazarov, 2006). The fourth footstep is visiting the Teleuts. The workshops offered include a yurt building, various traditional dance classes, while the customers would be dressed up in traditional clothes, called the kyunek (Nixon, Melody, 2005). The Association of Teleuts, called Ene-Baiat, could potentially support these activities. The fifth footstep would lead to the Telengits, where proposed activities would include the Ukok Plateau bird watching, spiritual workshops to establish connection with the nature and mini language courses. Eventually, the transport from or/and to this region could be accomplished with yaks and camels due to its proximity to the previous footstep (Cultural Survival, 2010). The Association of Telengits, called Ere-Chui, might support these activities.

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The locals would not only organize these workshops but would also be responsible for the accommodation on the short term to further involve them into the supply chain. Each village participating would receive an official Silk Road accreditation to gain permission to provide accommodation for Silk Road visitors. This certification would ensure quality, reliability and safety and environmental sustainable practices, aiding the promotion of the product. As 70% of the locals are working in agriculture, they would also provide the F&B. The raw materials would be acquired through local procurement to further contribute to local revenue generation and the shrinkage in unemployment. Additionally, locals would be in charge of the newly introduced Silk Road bus, which would connect the different footsteps. The addition on long term to the accommodation aspect is the construction of eco-hostels, receiving the same accreditation, possibly developing into a Silk Road branded hostel, and later expanding to the entire Silk Road. These buildings would be built in collaboration with the Altai – 21 Century organization, using renewable energy sources. Investment into the currently underdeveloped infrastructure has to be undertaken, so that it can cope with the enhanced demand (Blanke & Chiesa, 2011, p. 31).

The success and prevalence of this ethnicity-exploring tourism offering is highlighted by successful benchmarks in other countries. The Canadian government supports non-profit organizations, such as the Aboriginal Tourism Association in British Columbia, who is responsible for the Indian companies in the country. These businesses generated annually about 35 million Canadian dollars, welcoming more than 3.8 million tourists, representing about 3% of the total inbound tourism to Canada in 2011, with an average length of stay of five days (Euromonitor, 2012). Another benchmark is the Aboriginal Tourism in Australia, where approximately 1.2 million tourists are participating yearly in activities organized by aboriginal owned or operated businesses, who are aided by Destination NSW, an Australian non-profit organization. These tourists represent 1.6% of the total inbound visitors to the continent (Euromonitor, 2012). Historical data shows that bundled activities prove to be more popular than individual ones, while authenticity is a crucial factor for success. To aid the operation of the businesses TAFE NSW non-profit organization offers trainings and preserves the tourist offerings (Destination NSW, 2009). These benchmarks aided the creation of the product, while the statistics were used to forecast the demand in Altai region. 3. The How – Source of Funding The product can however only be offered if financial resources are available. As UNWTO cannot provide funding and as this is a social project benefiting our three major stakeholders,

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the government, the ethnicities and the tour operators, the utilization of a federal resource seems to be appropriate. Thus, governmental taxes will be utilized for the initial investment. These taxes could come from the gaming complexes, which are to be introduced into the region shortly. The utilization of these resources is due to two facts: Firstly, the casino segment represented a quickly growing industry of $6 billion (Nicholson, 2006). Secondly, this funding is unique to the region, as Altai belongs to one of the four regions where casinos were legalized after the banning of gambling complexes in 2009 (Dunn, Annaraud, & Schrock, 2009). This manner of acquiring funding seems legitimate as it proved to be successful in the case of the federal lottery in the Suisse Romande, where all the benefits are redistributed to nonprofit institutions and to support local associations (Société de la Loterie de la Suisse Romande, 2012). Being the fastest growing tourism region in Russia, the amount of tourist visits doubled to 1.2 million in five years (Interfax, 2012) demonstrates a potential of this industry. This potential is demonstrated though a basic financial analysis, which shows that the project’s internal rate of return (IRR) was determined at 18%, including the 7% annual inflation (Index Mundi, 2012), which represents an NPV of CHF916.869. This value seems reasonable taking into consideration the risk beard by this project, when compared to the governmental bonds, which offer a return of 6% (Bloomberg L.P., 2012). A negative net income during the first year is observed, which however turns positive in the following four years, thus not representing major concerns. Also, no income tax was taken into account due to the social nature of the project. The domestic tourists were computed by extrapolating the tourist arrivals to Canada and Australia, the two countries serving as benchmark, whereas the forecast was adjusted to the fact that the project is new and still not known well yet. Average spend was forecasted based on the regionalization of the federal GDP, computed per capita. 4. The Who – Capacity building & Promotion The success of this project depends as well on the partners participating at its implementation. Thus, new parties will be introduced within the scope of capacity building, responsible for the communication between the stakeholders. On the top of the hierarchy, a governmental organization, newly created by our team for this Silk Road “footprint project” was positioned, called Governmental Office of Indigenous Tourism Affairs (GOITA). It will include the employees of the local Tourism Board, familiar with the area and its issues. The GOITA will be the core link between the ethnicities, the UNWTO, the Russian government and the tour operators. Its responsibilities will include the organization of annual conferences with the participation of these three parties and UNWTO to monitor the progress, as well as the formulation of bi-annual reports regarding the achievements of the Footsteps project. Also, it

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has to promote social dialogues between the same parties. It will also manage the budget in cooperation with the microfinance banks, eventually providing funding, a possible partner to which could be the “Center for micro financing in Altaiskii Krai”. Also, governmental funds working as microfinance organization could be contacted, as well as any of the 55 commercial banks in the Krai offering small sized loans. Additionally, the GOITA will develop a marketing strategy and promotional activities to continuously match with the current situation.

Currently, the primary promotion proposed would be the scheduling press visits, which are essential to develop a profile in the media. This is due to the fact that Russian journalists have to see and experience a destination in order to be convinced about it to promoting it (Eventica Communications, 2010). Also, colorful and catchy brochures will be created to attract attention and to increase publicity, being distributed by tour operators and information centers located at the target markets (See: Appendix 5).

Another important task of the GOITA will be quality monitoring of policies and standards applied, the audition to ethnic committees and the granting the certification to the Silk Road product supplying families. To ensure the adequate level of knowledge by the ethnicities, GOITA will also be responsible to provide training courses to these representatives in the fields of hospitality, entrepreneurship and sustainable practices. To achieve this task, it could partner with the “Russian International Academy of Tourism” in Barnaul for the hospitality and entrepreneurship courses. The “Altai project organization” could provide the sustainable practices and the cultural heritage courses.

GOITA will also be responsible to establish partnerships with the tour operators to sell the ready product, who will serve as major distribution channels. The tour will be mainly offered to the small and medium sized tour operators, who represent 70% of the tour companies, located in the three main target markets: Moscow, St. Petersburg and Novosibirsk (Eurmonitor International, 2011). S-Tur or Golden Travel could be contacted in the Novosibirsk region as 50% of the visitors to the Altai come from this city (Pinnick, 2005), as well as the neighboring bigger cities, including Biysk, Omsk and Barnaul. In Moscow, tour operators such as ICS Travel Group or 1001 Tours can be contacted and in St. Petersburg, agencies such as the 7 Wonders of the World and 1001 Tours St. Petersburg. An additional distribution channel would be an all-comprising website, centralizing all the information currently available on various websites. Although Internet penetration in the Russian

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Federation is only at 42.5% currently, the indicator for bigger cities is 51% (RIA Novosti, 2010), thus rendering a website feasible (See: Appendix 5). This need can be measured through monitoring the number of searches of keywords similar to “Altai Krai” (Google Adwords).

As the second layer of the hierarchy, representatives for each ethnicity will be appointed by GOITA (See: Appendix 5). They will represent the interests of the corresponding ethnicity. Each agent would be responsible to develop and to implement the workshops on a local level and to train each of the five villages involved in the supply chain. Additionally, they will be the ones appointed to pay for the families providing the services for the product. They are also responsible to monitor the quality, the extent to which satisfied customers are created on a local level as well as auditing these findings to the local stakeholders.

After having analyzed the tasks of the stakeholders involved, it is concluded that the first step of the strategy implementation will start with the creation of the hierarchically most important player, the GOITA. During the preparatory step, the representatives have to appoint the representatives for each ethnicity, create partnerships, create the workshops, train the suppliers, and contact the tour operators, while creating a marketing campaign for the product. The second step, the actual launch of the project will include the delivery of the product, thus receiving the guests and accomplishing the short-term goals, namely the value drivers of the UN goals focused on. As the third step, in case of success, in long term, the strategy will be to expand the product offering. This would include the building of new accommodation, the involvement of additional tribes, the eventual focus on international market and the collaboration of neighboring Silk Road destinations to internationalize the product offering. Ultimately, the UN goals should be achieved.

However, as to every strategy, various limitations were identified, rendering the implementation more difficult. The biggest barrier is corruption, infiltrating each aspect of domestic investment, against which no solution can be proposed on local level. Also, the limited extent of infrastructure poses a problem, as designated routes between the footsteps and appropriate bus-transportation has to be present, trademarked as the Silk Road product. Additionally, the extinction of the ethnic languages renders the delivery of traditional activities less authentic. Finally, due to the large distance to our target markets – Moscow & St. Petersburg - the offering has to constantly remain competitive to initiate travel.

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5. Appendix

Appendix 1 – Value Drivers

Environmental Poverty Alleviation Cultural preservation Sustainability

% Change of ethnic people in the Average salary Water consumption total population

Unemployment rate Energy consumption # Of traditional workshops created

# Of customers participating in Tourism spending % Renewable energy each workshop.

Inbound tourists to Altai – % Waste recycled % Of people speaking the dialect airport & train tickets sold

% Of indigenous involved in EBITDA growth as % of revenue tourism

Number of meetings between the Poverty threshold ethnicities per year

Income gap ratio

Gini coefficient

Local GDP / capita

Figure 1 - Value drivers measuring the goals

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Appendix 2 – Capacity Building / Hierarchy

Figure 2 - Capacity Building / Hierarchy 11

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Appendix 3 - Financial Analysis

Year 2013 2014 2015 2016 2017 CAGR Number of Visitors 1,283,271 1,327,049 1,372,320 1,419,136 1,467,549 3.41% Ethnical tourist benchmark 30,585 31,628 32,707 33,823 34,977 2.38% Ethnical tourists Altai 3,208.18 6,635.24 10,292.40 14,191.36 14,675.49 46.25% Direct contribution Russia GDP (bn) 911.68 1,023.02 1,134.25 1,238.84 1,352.34 10.36% Total contribution Russia GDP (bn) 3,716.18 4,154.06 4,595.71 5,019.01 5,473.75 10.17% Direct contribution Altai GDP (bn) 6.14 6.89 7.64 8.34 9.11 10.36% Total contribution Altai GDP (bn) 25.03 27.98 30.95 33.80 36.87 10.17% Direct contribution Altai per visitor (Rub) 4,784.91 5,192.13 5,566.75 5,879.49 6,206.43 Total contribution Altai per visitor (Rub) 19,504.14 21,083.10 22,555.15 23,820.05 25,121.23 Direct contribution Altai per visitor (CHF) fr. 143.26 155.45fr. 166.67fr. 176.03fr. 185.82fr. Total contribution Altai per visitor (CHF) fr. 583.96 631.23fr. 675.30fr. 713.18fr. 752.13fr. Direct contribution Altai per visitor/ day (CHF) fr. 28.65 31.09fr. 33.33fr. 35.21fr. 37.16fr. Total contribution Altai per visitor/ day (CHF) fr. 116.79 126.25fr. 135.06fr. 142.64fr. 150.43fr.

Figure 3 - Macro-economic analysis

Year 1 2 3 4 5 Income Income from operation 491,778.08 1,180,928.72 2,101,470.92 3,274,555.32 3,824,782.85 Total Income 491,778.08 1,180,928.72 2,101,470.92 3,274,555.32 3,824,782.85 Expenses Salaries 206,247.31 220,684.62 236,132.54 252,661.82 270,348.14 Gas 36,059.64 38,583.82 41,284.68 44,174.61 47,266.83 F&B 122,944.52 295,232.18 525,367.73 818,638.83 956,195.71 25% Tour operator comission 73,766.71 177,139.31 315,220.64 491,183.30 573,717.43 15% Training costs (locals) 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 Marketing & Promotion 49,177.81 118,092.87 210,147.09 327,455.53 382,478.29 10% Sustainable Practices 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00 Total Expenses 513,195.99 874,732.79 1,353,152.68 1,959,114.09 2,255,006.40 GOP (21,417.91) 306,195.93 748,318.24 1,315,441.23 1,569,776.45 Income tax - - - - - Net Income (21,417.91) 306,195.93 748,318.24 1,315,441.23 1,569,776.45 Figure 4 - Income Statements GOITA

Year 1 2 3 4 5 Investment Return Return Return Return Return (2,000,000.00) (21,417.91) 306,195.93 748,318.24 1,315,441.23 1,569,776.45 NPV $916,869.13 IRR 18% Figure 5 - NPV & IRR

Figure 6 - Additional indicators

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Appendix 4 - Ethnicities Description Chelkans Main Activities Cultural Heritage Activities offered Partners for activities Hunting & fishing & farming Ancient and colorful rituals Tablecloth weaving Association of Indigenous People in the Altai Republic Berry gathering Cedar-praising Forging workshop Horde breeding 'Kuda' - Chelkan matchmaking custom Farming activities: preparing butter, milk, traditional food (porridge) Forging & weaving Family communication & production teams Tubalars Main Activities Cultural Heritage Activities offered Partners for activities Hunting & fishing & agriculture Rich family customs: customs for Traditional jewelry production Association of Tubalars marriage Traditional medicine “Bride stealing” Herb walk & gathering Jewelry Designated midwife during childbirth Workshop on traditional healing & medicine “Bride stealing” role pay Kumandins Main Activities Cultural Heritage Activities offered Partners for activities Taiga animal hunting Creating of self-triggered arrows & spears Gather berries on designated routes & Center of Kumandins prepare Fishing & berry gathering Process nuts, produce wild honey Exploration of taiga animal habitat Public National Council of Kumandin People Horse-back riding Shamanism Workshop on wild honey production Teleuts Main Activities Cultural Heritage Activities offered Partners for activities Nomadic stock-breading in mountain-steppe Traditional clothes: kyunek Yurt building workshop Association of Telengits (Ene-Baiat) Hunting of fox, bear, moose, weasel Traditional food: horse-meat & mutton Traditional dance class in traditional dresses Currently work at industrial facilities & Hunting simulation in real-life environment mines Telengits Main Activities Cultural Heritage Activities offered Partners for activities Livestock agriculture: yak & camel breeding Ukok Plateau home of totemic animals Yak & camel riding to the following Association of Telengits footsteps (Ere-Chui) Hunting of elk, wild boar, roe deer Wedding ritual in typical houses Ukok Plateau bird watching Respect spirituality & exogamy Spirituality workshop connecting with nature

Figure 7 - Ethnicities Description 13

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Appendix 5 – Promotion and Distribution Channels

Figure 8 - Russian brochure translated into English

Figure 9 - Website Draft 14

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6. Bibliography

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