Campeche: Caminando Hacia Un Turismo Sustentable Y Competitivo

Campeche: Caminando Hacia un

Turismo Sustentable y Competitivo

The George Washington University Instituto Campechano

May–July 2013

Table of Contents EXECUTIVE SUMMARY ...... 5 THE PROJECT ...... 5 FINDINGS AND RECOMMENDATIONS ...... 5 CONSULTANT TEAM ...... 8 ACKNOWLEDGMENTS ...... 9 ACRONYMS ...... 10 FIGURES ...... 11 1 INTRODUCTION/PURPOSE ...... 12 1.1 SCOPE OF WORK ...... 12 1.2 STRATEGIC FOCUS ...... 12 1.2.1 PRODUCT DEVELOPMENT AND MARKETING ...... 12 1.2.2 TOURISM AWARENESS AND VISITOR SATISFACTION ...... 12 1.2.3 MICE MARKET ENHANCEMENT AND DESTINATION MANAGEMENT ...... 13 1.3 METHODOLOGY ...... 13 1.4 CONSULTING TIMELINE ...... 14 2 STRATEGIC ASSESSMENT ...... 15 2.1 SITUATION ANALYSIS ...... 15 2.1.1 TOURISM IN MEXICO ...... 15 2.1.2 MEXICO TOURISM COMPETITIVENESS ...... 16 2.1.3 TOURISM IN THE STATE OF CAMPECHE ...... 16 2.1.4 TOURISM IN THE CITY OF CAMPECHE ...... 17 2.2 VISIONING WORKSHOP ...... 18 2.2.1 ACTIVITY 1: STRENGTHS & CHALLENGES ...... 18 2.2.2 ACTIVITY 2: IDEAL FUTURE OF CAMPECHE ...... 18 2.2.3 ACTIVITY 3: TOPICAL PRIORITIES & ACTIONS ...... 19 2.3 RESIDENT SURVEY RESULTS ...... 19 2.4 VISITOR SURVEY RESULTS ...... 22 2.4.1 DEMOGRAPHICS CHARACTERISTICS ...... 22 2.4.2 TRIP ATTRIBUTES AND VISITOR MOTIVATION ...... 22 2.4.3 SATISFACTION GAP ANALYSIS ...... 22 2.4.4 IMPORTANCE-PERFORMANCE ANALYSIS ...... 23 2.4.5 INFORMATION DELIVERY ANALYSIS ...... 24 3 MARKETING ...... 25 3.1 MARKETING PREVIEW ...... 25 3.2 BUILDING A BRAND ...... 25 3.3 DEVELOPING MESSAGING TO PROMOTE THE BRAND ...... 27 3.4 TARGET MARKETING ...... 29 3.4.1 MEDIA OUTLETS ...... 29 3.4.2 TRADESHOWS ...... 30 3.4.3 GROUPS AND ALLIANCES ...... 30 3.4.4 TRAVEL AGENTS AND TOUR OPERATORS ...... 30 3.5 ONLINE MARKETING ...... 30 3.5.1 CONTENT ...... 31 3.5.2 SEARCH ENGINE OPTIMIZATION (SEO) ...... 31 3.5.3 SOCIAL MEDIA ...... 32

3.6 INTERNAL MARKETING ...... 34 3.6.1 TOURISM AWARENESS WEEK ...... 35 3.7 MARKETING SUMMARY ...... 37 4 VISITOR EXPERIENCE ...... 38 4.1 VISITOR EXPERIENCE PREVIEW ...... 38 4.2 SELLING CAMPECHE IN THE DESTINATION ...... 39 4.2.1 COMPREHENSIVE VISITOR GUIDE ...... 39 4.2.2 COMMUNITY EVENT BOARD ...... 40 4.2.3 BUSINESS LINKAGES ...... 41 4.3 SIGN INTERPRETATION ...... 42 4.3.1 SINGULARLY ACADEMIC INTERPRETATION ...... 42 4.3.2 SIGN GRAPHICS ...... 43 4.4 ASSESSMENT AND RECOMMENDATIONS FOR CALAKMUL ...... 45 4.4.1 THE CITY OF CAMPECHE AS A GATEWAY ...... 45 4.4.2 SITE LOGISTICS ...... 45 4.4.3 COMMUNITY CONNECTIONS ...... 46 4.5 SAN FRANCISCO DE CAMPECHE, A WORLD HERITAGE CITY ...... 47 4.5.1 FIELDWORK FINDINGS ON WORLD HERITAGE SITE ...... 47 4.5.2 CHALLENGES FACING CAMPECHE’S HERITAGE ...... 48 4.5.3 PRESERVING WORLD HERITAGE ...... 48 4.6 SUSTAINABILITY ...... 50 4.6.1 REDUCING THE ENVIRONMENTAL IMPACT OF HOTELS ...... 51 4.6.2 CONSERVING MARINE RESOURCES AND BIODIVERSITY ...... 51 4.7 VISITOR EXPERIENCE SUMMARY ...... 52 5 PRODUCT DEVELOPMENT ...... 53 5.1 PRODUCT DEVELOPMENT PREVIEW ...... 53 5.2 CREATING CIRCUITS ...... 53 5.2.1 IDENTIFY COMPLEMENTARY PRODUCTS ...... 54 5.2.2 DEVELOP ITINERARIES...... 54 5.2.3 CREATE MAPS AND TOURS ...... 54 5.2.4 BRAND THE CIRCUIT ...... 54 5.2.5 PROMOTE THE CIRCUIT ...... 54 5.3 NEW TOURISM PRODUCTS IN THE CITY...... 55 5.3.1 COOKING LESSONS ...... 55 5.3.2 MALECÓN BIKE TOUR ...... 55 5.3.3 ART AND PHOTOGRAPHY CLASSES ...... 55 5.3.4 PIRATE LEGENDS TOUR ...... 56 5.4 SAVE TOURISM ...... 56 5.4.1 ARCHAEOLOGY ...... 57 5.4.2 BIRDING ...... 59 5.5 PRODUCT DEVELOPMENT SUMMARY ...... 61 6 TRAINING AND PROFESSIONAL DEVELOPMENT ...... 62 6.1 TRAINING AND PROFESSIONAL DEVELOPMENT PREVIEW ...... 62 6.2 PARTICIPANT MOTIVATION ...... 62 6.2.1 EMPOWERING MANAGERS TO MOTIVATE EMPLOYEES ...... 63 6.3 ASSESSING TRAINING SUCCESS ...... 64 6.3.1 TRAINING ACCOUNTABILITY ...... 65 6.4 KNOWLEDGE OF FOREIGN LANGUAGES ...... 66

6.4.1 ESTABLISH A LANGUAGE SCHOOL ...... 66 6.5 TRAINING AND PROFESSIONAL DEVELOPMENT SUMMARY ...... 68 7 CONVENTION CENTER ...... 69 7.1 CONVENTION CENTER PREVIEW ...... 69 7.2 MARKETING PLAN FOR THE CONVENTION CENTER ...... 69 7.2.1 MARKETING MATERIALS ...... 70 7.2.2 IN-HOUSE MARKETING/SALES MANAGER ...... 70 7.2.3 TARGETED MARKETING CAMPAIGNS ...... 71 7.2.4 STRENGTHEN INTERNET PRESENCE ...... 73 7.2.5 MARKETING DATABASE ...... 74 7.3 CHALLENGE: DIVERSIFY REVENUE STREAMS ...... 74 7.3.1 “A TASTE OF CAMPECHE”: CULTURAL FOOD STATIONS ...... 75 7.3.2 THE PIRATE FOOD COURT ...... 75 7.3.3 SIGNATURE EVENTS ...... 76 7.3.4 CORPORATE SPONSORSHIPS ...... 76 7.4 OPERATIONS ...... 77 7.4.1 EMPHASIZE AMBIENCE & CULTURE ...... 77 7.4.2 PRACTICE SUSTAINABILITY ...... 79 7.5 DEVELOPING PARTNERSHIPS ...... 80 7.5.1 STUDENT INTERNSHIPS ...... 80 7.5.2 HOTEL PARTNERSHIPS ...... 80 7.5.3 CAMPECHANO AMBASSADOR PROGRAM ...... 82 7.5.4 BUILDING COMMUNITY RELATIONS ...... 83 7.6 CONVENTION CENTER SUMMARY ...... 84 8 DESTINATION MANAGEMENT STRATEGY ...... 86 8.1 DESTINATION MANAGEMENT STRATEGY PREVIEW ...... 86 8.2 MANAGING CAMPECHE AS A DESTINATION ...... 86 8.3 CREATING A DMO ...... 87 8.3.1 ESTABLISH A DMO WORKING GROUP ...... 87 8.3.2 DMO WORKING GROUP ACTIVITIES ...... 87 8.3.3 ESTABLISHING A DMO FOR CAMPECHE ...... 89 8.3.4 ANALYSIS OF DESTINATION MANAGEMENT ALTERNATIVES ...... 93 8.3.5 BUDGETING FOR THE CAMPECHE DMO ...... 95 8.4 DESTINATION MANAGEMENT STRATEGY SUMMARY ...... 96 9 CONCLUSION ...... 97

Executive Summary

The Project The following report presents the results of the consulting engagement between the George Washington University (GW) and the Client Group, composed of Fundación Avanza, Consejo Empresarial Turístico de Campeche (CETUR), Campeche Unido Para El Desarrollo Integral Restaurantero (CUDIR), Cámaras Nacionales de Comercio, Servicios y Turismo de Campeche (CANACO/SERVYTUR), Consejo Coordinador Empresarial de Campeche (CCE), Instituto Campechano, Asociación de Hoteles y Moteles en Campeche (AHC), Secretaría de Turismo del Estado de Campeche (SECTUR-Campeche), and the Municipality of Campeche. Seventeen (17) GW Master candidates in Tourism Administration and 10 tourism undergraduate students from the Instituto Campechano formed the Consulting Team. Together, they worked over a three-month period to provide recommendations for improving the competitiveness and sustainability of tourism in Campeche.

The research and analysis of Campeche’s tourism sector is based on the topics outlined in the Scope of Work. The Consulting Team conducted extensive research, interviews, a visioning workshop, resident surveys, visitor surveys, and numerous site visits to attractions throughout the state of Campeche in preparation for this report. In addition to the tangible findings and implementable solutions presented in this document, the Team has provided action plans, guidelines, and other resources to assist with the operationalization of the recommendations.

Findings and Recommendations The results from the resident and visitor surveys helped identify Campeche’s strengths and weaknesses as a tourism destination. The resident survey measured local awareness and perceptions of the tourism sector in Campeche. The results indicate that Campechanos enjoy having visitors in their community and that tourism provides an opportunity to showcase their renowned Mayan heritage and colonial history. The resident survey also identified areas for improvement, like increasing the desirability of tourism jobs and informing locals of tourism benefits and impacts.

In contrast to the resident survey, the visitor questionnaire gathered marketing data and assessed tourist satisfaction in Campeche. The results indicated that visitors most often learn about Campeche through word-of-mouth and tend to rely heavily on the recommendations of friends, family, co-workers, and residents to plan their visit. Most respondents used online travel agencies to book their trip to Campeche and rarely visited the official website. During their stay, visitors especially enjoy the city’s friendliness and food. The weakest areas for visitor satisfaction include foreign language skills of service workers, access to tourism information, and the perception of safety in the historic city. Addressing these issues would raise visitor satisfaction in Campeche.

The first priority to focus on is marketing. The Consulting Team recommends that SECTUR collaborate with local stakeholders to define its brand position and develop a consistent, long-term marketing strategy. By doing so, the new brand would allow SECTUR to craft compelling messages, identify target markets, and conduct outreach to media outlets, tour operators, and brand-aligned organizations.

SECTUR can also drive more traffic to the destination’s website by allocating resources to inbound marketing techniques and social media outreach. Internal marketing is important to improving the destination ad garnering public support for tourism. With the dual objectives of promoting Campechano hospitality and improving service to tourists, Campeche should host a Tourism Awareness Week coinciding with World Tourism Day.

Marketing is critical to attracting visitors to Campeche, but once they arrive, tourism stakeholders are also responsible for delivering a positive visitor experience. Survey data shows that visitors to Campeche are generally not informed of the attractions and activities available to them. To bridge this informational gap, a comprehensive tourism guide should be placed in every hotel room and a community events board should be displayed in the city center. Another issue currently diminishing the visitor experience is the limited interpretation and inadequate signage at various attractions throughout the state. It is recommended that INAH use the guidelines provided to produce new signage with compelling content and vivid graphics. These recommendations would strengthen visitors’ connection to the destination by enhancing existing attractions.

The development of new tourism experiences should be undertaken to fill in product gaps, extend visitor stays, and spread tourism benefits throughout the State. SECTUR should work with private and civil sector stakeholders to design tourism circuits. Circuits group complementary tourism attractions and increase their accessibility to visitors with maps and tours. Another way to utilize Campeche’s remote ecological and cultural attractions is to link to academic and educational markets to Mayan archeology and bird watching programs. There is also new product potential in the City; activities such as bike tours and cooking lessons should be developed by local businesses with public sector support.

In the area of training and professional development, the Consulting Team’s research and interviews uncovered an extensive list of available tourism courses and their shortcomings in terms of attendance and effectiveness. To improve attendance, SECTUR should develop a leadership course to teach tourism managers how to motivate their employees. The course would instruct tourism managers on setting goals, implementing incentives, and recognizing achievements. In addition to this leadership course, SECTUR should require a final exam after each course. Exams ensure that participants are completing the intended learning objectives and that SECTUR is only supporting effective training programs. Furthermore, greater efforts are warranted to improve foreign language abilities. Establishing a private language institute would address the service quality gap that was identified amongst various service providers, especially the city’s restaurants.

Increasing the number of national and international meetings, conferences, incentives, and special events held in the Convention Center would benefit the entire community through the accompanying demand for hotel rooms, meals, and other local services and activities. The primary issue facing the Convention Center is a need to revamp and reinvigorate its marketing strategy. The Convention Center should create an in-house position that is solely dedicated to marketing and sales. This individual would be responsible for producing new marketing materials that are specific to the Center, crafting targeted marketing campaigns, strengthening its online presence; and creating a marketing database. In addition

to updating its marketing strategy, the Convention Center can increase business through diversifying its revenue streams as well as attracting new and repeat business. Holding a signature event, creating linkages to Campeche’s culture, and increasing sustainability practices are all methods of achieving these goals.

A collaboration between the public, private and civil sectors is the most efficient way to address the challenges and solutions presented in this report, and to achieve common goals going forward. Therefore, the Consulting Team recommends an overall destination management strategy for the state of Campeche. The bespoke strategy for Campeche calls for the formation of a DMO Working Group. The DMO Working Group would bring stakeholders together to begin cooperative efforts and consider which DMO model would best meet its members’ shared goals for the future. In the final section of this report, three models are discussed as potential destination management solutions for Campeche.

Topics and Challenges

Marketing Visitor Experience •Campeche does not have a consistent and •Tourists are unaware of the products in the compelling brand. region. •Campeche is not focusing its resources on •Attraction signage is too academic. attracting target markets. •Calakmul is not optimized for tourists. •Visitors are not using the destination •The signifcance of World Heritage is not website. known to all residents in Campeche. •Residents are often unaware of tourism •There are few ecological initiatives attractions and tourism benefits. promoting sustainable tourism in Campeche.

Product Development Training & Professional Development •Attractions outside the city are not well- •There is a lack of motivation to attend known and difficult to navigate. training courses. •Product gaps exist in the city of Campeche. •There is no way to assess whether training •Many of Campeche's finest attractions are in courses are effective. rural areas of the state. •There are no long-term, inexpensive foreign language classes.

Convention Center Destination Management •There is no defined marketing strategy. •Lack of integrated tourism planning and •The Center has low and non-diversified implementation revenue. •No coordinated and inclusive group to •There are few loyal clients outside choose DMO model Campeche. •Need of a catalytic event to unite •There is a weak relationship with the stakeholders Campeche community. •Decide on DMO model

Consultant Team Seventeen graduate candidates to the Master of Tourism Administration degree in the School of Business at The George Washington University (GW) in Washington, D.C. and ten undergraduate students from the Instituto Campecheno, who are studying Tourism Administration, comprised the Consulting Team. The Consulting Practicum was undertaken under the direction and supervision of the GW Faculty members, Dr. Kristin Lamoureux and Prof. Juan Luna-Kelser and the support of Professor Álvaro Santos, from the Instituto Campechano.

GW Consultants

• Aaron Skelly • Anna Barrera • Ariana Luquin Sánchez • Bridgett Krider • Charlene Arrillaga • Chelas Poirier • Constance Wang • Evita Broughton • Jason Kreiselman • Jenee Cannady • Jennifer Burns • José Melenez • Joyce Jue Shi • Linda Githanga • Samantha Hogenson • Seamus Hogg • Shavonne Harding

Instituto Campechano Consultants

• Álvaro Abraham Guerrero Rodríguez • Cecilia Gonzales • Daniel Domingo Medina Olivares • Heyder Vicente Cruz Huicab • Jorge Cruz Salazar • Karen Paredes Pérez • Melvi Arely Kantún • Ninive del Carmen • Ricardo Pinzón • Victor Aaron May Alonso

Acknowledgments The GW students would like to extend their heartfelt gratitude to the Instituto Campechano, Canaco Servytur Campeche, Consejo Empresarial Turístico de Campeche (CETUR), Asociación de Hoteles y Moteles en Campeche A. C. (AHC), Fundación Avanza Campeche AC, Consejo Coordinador Empresarial de Campeche (CCE), Campeche Unido Para El Desarrollo Integral Restaurantero A.C. (CUDIR), Gobierno Municipal de Campeche and the Secretaría de Turismo del Estado de Campeche.

In addition, the team is appreciative of the following organizations and stakeholders for their insight, assistance and hospitality. The information and services provided were instrumental in the completion of this project.

o Alfredo González o Hotel Castelmar o Juan Manuel o Alonso Soriana de la o Hotel de Paseo Jomenee Mora o Hotel del Mar o Juan Salazar o Ana Santamaría o Hotel El Navegante o Judith Guillén Pérez Vadillo o Hotel H177 o Julio Sánchez Chávez o Beatriz Balmes o Hotel Ocean View o Julio Peña o Carlos A. Vidal o Hotel Socaire o Linda Schramm Angles o Hotel Uxulkah o Lirio Guadalupe o Delio R. Carillo Pérez o Restaurante La Pigua Suárez Améndola o Doriberth Veliz o Restaurante La o Luisa Díaz Rivas Rivero Parroquia o Luz Angélica De la o Eduardo Aguilar o Irazú Acevedo Mora Reyes o Eduardo Valdez o Ivonne Erosa Serrano o Mario Cisneros o Esperanza Ortega o Jose Selem Cisneros o Erick Herrera o Jorge Antonio o Mario Pavón o Francis Drake Ortegon Rodríguez o Marissa Moreno o Horacio Gallegos o Jorge Escalante Bolio o Plaza Colonial o Holiday Inn o Jorge Manos o Raúl Castañeda o Hortencia Hernández Esparragoza Ricardo Rodríguez o Hotel Baluartes o José G. Buenfil Dives o Roberto Ortega o Vanessa Arceo o Vania Kelleher Hernández o Vicente Vega Pavón o Wilberth Alejandro Salas Pech o Zubieta Escalante

Acronyms

AHC - Asociación de Hoteles y Moteles en Campeche ANCMPM - Asociación Nacional de Ciudades Mexicanas Patrimonio Mundial CANACO/SERVYTUR - Cámaras Nacionales de Comercio, Servicios y Turismo de Campeche CCE - Consejo Coordinador Empresarial de Campeche CCT - Consejo Consultivo Turístico CETUR - Consejo Empresarial Turístico de Campeche CIC – Convention Industry Council CMM – Certificate in Meeting Management CMP – Certified Meeting Professional CSEP – Certified Special Event Professional CSPI – Convention Sales Professionals International CTC - Campeche Tourism Council CUDIR - Campeche Unido Para El Desarrollo Integral Restaurantero DMAP – Destination Marketing Accreditation Program DMO - Destination Management Organization FAM Tour – Familiarization Tour GSC - Geotourism Stewardship Council GW – The George Washington University IACC – International Association of Conference Centers INAH - Instituto Nacional de Antropología e Historia IP address – Internet Protocol address, a unique string of numbers that identifies each computer connected to the internet IPA – Importance-Performance Analysis ISES – International Special Events Society MICE – Meetings, Incentives, Conferences and Events MPI – Meeting Professional International NGO - Non-Governmental Organization NGS - National Geographic Society OCV- Office of Conventions and Visitors OWHC - Organization of World Heritage Cities SECTUR - Secretaría de Turismo del Estado de Campeche UNESCO - United Nations Educational, Scientific and Cultural Organizations URL – Uniform resource locator, the address of a World Wide Web page WHC - World Heritage Convention

Figures

Figure 1: Mexico - Total Tourism Receipts…………………………………………………………….………… Page 15 Figure 2: 2011 International Tourist Arrivals by Nationality...... Page 16 Figure 3: State of Campeche Hotel Room Nights...... ….. Page 18 Figure 4: City of Campeche Hotel Room Nights………………………………………………………………. Page 18 Figure 5: Residents Enjoy Having Tourists in Campeche…………………………………………………. Page 20 Figure 6: Tourism Jobs Are Highly Desirable……………………..…………………………………………….. Page 20 Figure 7: Cost of Living vs. Quality of Life…………………………………………………………………………. Page 21 Figure 8: Tourism Benefits Outweigh its Negative Consequences…………………………………… Page 21 Figure 9: Product, Service & Hospitality Satisfaction………………………………………………………… Page 23 Figure 10: Importance-Performance Analysis………………………………………………………………….. Page 23 Figure 11: Examples of Advertisements…………………………………………………………………………… Page 28 Figure 12: Components of Inbound Marketing………………………………………………………………… Page 31 Figure 13: Plataforma de los Cuchillos Sign……………………………………………………………………… Page 42 Figure 14: Effective Use of Sign Graphics…………………………………………………………………….…… Page 43 Figure 15: Overly Detailed INAH Map……………………………………………………………………………… Page 44 Figure 16: INAH vs. NPS Signage……………………………………………………………………………………… Page 44 Figure 17: UNESCO Patrimonito Logo…………………………………………………………………………….… Page 49 Figure 18: Dunham Institute, Chiapas, Mexico………………………………………………………………… Page 67 Figure 19: Sample Follow-up Postcard (Front) ………………………………………………………………… Page 70 Figure 20: Sample Brochure for Premium Meeting Packages….……………………………………… Page 73 Figure 21: Example of Re-Designed Banner……………………………………………………………………… Page 77 Figure 22: Example of Mural-sized Photo or Artwork……………………………………………………… Page 78 Figure 23: DMO Working Group Goals and Activities………………………………………………………. Page 87 Figure 24: Suggested Organizational Structure………………………………………………………………… Page 92 Figure 25: DMO Scoring Criteria…………………………………………………………….………………………… Page 93 Figure 26: DMO Scoring Matrix……………………………………………………………………………..………… Page 94

1 Introduction/Purpose

1.1 Scope of Work Campeche is a tourism destination with enormous potential given its rich cultural heritage and pristine natural areas. Tourism is one of the region’s most significant economic sectors, and provides an opportunity to drive Campeche’s overall sustainable development efforts. In compliance with the Scope of Work, key tourism development recommendations have been developed to enhance the social, cultural, environmental and economic benefits of tourism and to further the competitiveness and sustainability of Campeche (please refer to Appendix 1 for the complete Scope of Work in both Spanish and English).

The project is intended to address the following areas:

1. Tourism awareness 2. Increase integration of tourism services based on existing tourism products 3. Improve the destination positioning of Campeche 4. Improve the visitation experience in the City of Campeche based on the visitors’ perspective 5. Revitalizing the Convention Center in the City of Campeche 6. Creating a Destination Management Organization (DMO) for the city/destination

1.2 Strategic Focus Based on the statement of purpose, three strategic focus areas have been determined. For each area, specific goals and tasks have been identified, that when fulfilled, will support and sustain Campeche’s tourism efforts.

1. Product Development and Marketing 2. Tourism Awareness and Visitor Satisfaction 3. MICE Market Enhancement and Destination Management

1.2.1 Product Development and Marketing The development and marketing of high-quality attractions is critical for drawing tourists to a destination. Improving and diversifying attractions would help Campeche distribute economic benefits across the city, enhance its tourism competitiveness, and encourage visitors to stay longer at the destination. Furthermore, improving marketing efforts would allow Campeche to attract more tourists and advance the city’s reputation domestically and internationally.

1.2.2 Tourism Awareness and Visitor Satisfaction In order for Campeche to thrive long-term as a tourist destination, key stakeholders, particularly residents and service-oriented businesses, must understand and support the role of tourism in developing the city’s economy and the responsibilities associated with the World Heritage designation. In addition, it is important to assess and monitor Campeche from the visitors’ perspective to identify and close the gaps between their expectations and experiences.

1.2.3 MICE Market Enhancement and Destination Management Attracting multi-day, high-quality visitors is crucial to the viability of Campeche as a sustainable tourism destination. Utilizing the convention center to the fullest potential and having a unified organization to act on tourism goals are two ways this can be accomplished. A DMO can play a critical role in bringing together stakeholders to work for the common good of the destination. DMO’s often encourage dialogue, facilitate tourism awareness, monitor visitor satisfaction, promote product development, and market the destination as a whole to both the MICE markets and leisure travelers.

1.3 Methodology On May 9th, 2013, the Consulting Team met as a group to begin preliminary work on the project Campeche: Caminando Hacia un Turismo Sustentable y Competitivo. Professor Juan Luna had already visited Campeche and met with the Client Group to determine a 6-point Scope of Work for the Consulting Team to focus on. The Team then spent a month in Washington, D.C., conducting extensive background research related to the Scope of Work, with an emphasis on global, domestic, and local tourism trends.

On June 10th, the Consulting Team presented a summary of their research findings and a strategic fieldwork plan in Campeche. After receiving feedback from the Client Group, the Secretary of Tourism, and other stakeholders in attendance, the Consulting Team made the necessary adjustments for conducting fieldwork over the following two weeks.

During the course of the project, the Consulting Team: • Administered 127 visitor surveys and 79 resident surveys • Conducted 25 stakeholder interviews with government officials, tour operators, hotel managers, restaurant employees, tourism students, and others • Assessed more than 20 tourist sites in the state of Campeche including Edzna, Calakmul, Los Chenes, Camino Real, and Xpicob • Hosted a visioning workshop for more than 70 members of Campeche’s tourism community

The fieldwork culminated with a final presentation on June 21st, during which the main findings and recommendations were presented to those in attendance, including the Client Group, the Secretary of Tourism, and the Governor of Campeche. The information gathered in the field served as the

foundation for the recommendations discussed in the final presentation and in this report. The final stage of the consulting process is implementation, which will rely heavily on the Client Group and the ability of stakeholders in Campeche to work together. The recommendations in this report serve as an actionable road map to move the Client Group toward the project’s goals of improving competitiveness and sustainability of tourism in Campeche.

1.4 Consulting Timeline May 9, 2013 Project Commencement May 9-June 8, 2013 Preliminary Research June 9, 2013 Consulting Team’s Arrival in Campeche June 10, 2013 Inception Presentation June 11-June 20, 2013 Fieldwork June 14, 2013 Visioning Workshop June 21, 2013 Final Presentation June 22-July 30, 2013 Final Report Preparation July 31, 2013 Final Report Submission

2 Strategic Assessment

2.1 Situation Analysis In order to identify the challenges and opportunities Campeche faces, the Consulting Team conducted an analysis of the tourism macro-environment in Mexico and Campeche.

2.1.1 Tourism in Mexico According to the World Travel & Tourism Council (WTTC), tourism in Mexico generated $1358.2 MXN in 2012. This represents a real growth of 4.5 percent over 2011 receipts. Tourism receipts are expected to grow by 3.6 percent in 2013. Domestic tourism accounted for 88% of tourism receipts in the country, while international tourism accounted for 12 percent of receipts.1 Figure 1 shows the trend of Mexican tourism receipts from 2007 to 2013 estimates, illustrating a slow return to 2011 receipt levels.

Figure 1 Mexico - Total Tourism Receipts

1600 1400 1200 International Tourism Receipts 1000 Tourism (MXNbn, real 2012 800 prices) Domestic 600 Tourism 400 200 0 2007 2008 2009 2010 2011 2012 2013 Est. Source: WTTC 2013

While international tourism receipts only make up 12 percent of the total market in Mexico, it remains an important revenue stream. Given its proximity to the popular international destinations of Cancun, Chichen Itzá, and the Riviera Maya, Campeche is poised to capture some of the international market.

Over 90 percent of the international tourist arrivals in Mexico are from the Americas, with 86 percent coming from North America and 3 percent coming from South America. Europe is the second largest source region, representing 6.5 percent of international tourists in Mexico. The United States is the largest source market for Mexico and comprises 79 percent of international tourist arrivals. Canada is a

1 World Travel & Tourism Council. (2013). Travel & Tourism Economic Impact 2013 - Mexico. London: World Travel & Tourism Council.

distant second representing a mere 7 percent of market for Mexico and comprises 79 percent of international tourist arrivals.2

Figure 2 shows the top ten international source markets Figure 2 for Mexico. South America has been a growth market for 2011 International Tourist Arrivals by Nationality Mexico, nearly doubling in arrivals from 2007 to 2011. The growth has been driven by increases in arrivals from United States 18,554,616 Argentina, Brazil, and Colombia. Canada has also been a Canada 1,563,146 growth market for Mexico, increasing by 65 percent from United Kingdom 330,071 2007 to 2011. Nevertheless, United States tourists comprise Spain 279,530 the overwhelming share of tourist arrivals in Mexico, Argentina 200,687 growing by a modest 8 percent between 2007 and 2011. Brazil 196,266 2.1.2 Mexico Tourism Competitiveness France 186,778 The World Travel and Tourism Council assess the tourism Germany 165,133 3 competitiveness of countries around the world. In 2013 Italy 150,690 Mexico remained ranked 44th in the world (and 5th in The Colombia 125,882 Americas). Mexico receives impressive marks for its natural UNWTO Compendium of Tourism Statistics 2012 resources (ranked 8th), and has improved in that area since the last assessment. Mexico’s natural resource ranking is bolstered by the country’s rich fauna and natural reserves, many of which can be found in Campeche. The country’s cultural resources are also among the best in the world (ranked 21st), with 34 World Heritage cultural sites (including the City of Campeche and Calakmul), several international fairs and exhibitions, and strong creative industries. These inherent strengths are reinforced by the overall prioritization of the tourism sector in the country (34th) and the country’s effective marketing and branding campaigns. Some areas have improved, yet continue to require attention—for example, ground transport infrastructure is being developed but still ranks relatively low (69th), and more efforts are required to ensure that the sector is being developed in a sustainable way (105th). Finally, despite a marginal improvement since last year, safety and security remains the main source of concern for the travel and tourism sector, where Mexico still ranks a low 121st. Campeche, however, excels in safety and security.

2.1.3 Tourism in the State of Campeche According to SECTUR and DATATUR statistics, the State of Campeche had 1.2 million tourist arrivals in hotels in 2011, an increase of 7.3 percent over the previous year. In addition, the State generated 1.9 million hotel nights, an increase of 9.5 percent over the previous year. However, the small ratio of hotel room nights to hotel tourist arrivals indicates a short average stay for tourists in the State.

Campeche ranked 24th out of 32 states (including the Federal District) for total room nights. The State had a relatively high hotel occupancy rate (for the country) of 51.7% in 2011, which placed it 5th out of the 32 states. Tourists visiting the State were predominately domestic at 87% of total room nights.

2 UNWTO. (2012). Compendium of Tourism Statistics. Madrid: UNWTO. 3 Blanke, J. and Chiesa, T. (2013). The Travel & Tourism Competitiveness Report 2013. Geneva: World Travel and Tourism Council.

As Figure 3 illustrates, total hotel room nights in the State of Campeche have grown over the past few years with an average annual growth rate of 2.1 percent from 2001 to 2011.4

Figure 3 According to the most recent data State of Campeche Hotel Room Nights from the State government, the total

2,000,000 number of tourists in the State of 1,800,000 Campeche increased by 7 percent in

1,600,000 2012 to a total of more than 1.6 million tourists. Visits to archeological 1,400,000 zones also increased by more than 18 1,200,000 percent to reach nearly 146,000 1,000,000 visitors. Hotel inventory grew to meet Hotel Room NIghts 800,000 the increased demand. The State 600,000 added nine new hotels and 515 total 2001 2003 2005 2007 2009 2011 hotel rooms to its inventory in 2012.5 Source: SECTUR 2012

2.1.4 Tourism in the City of Campeche According to SECTUR and DATATUR, the City of Campeche had 302,840 tourist arrivals in hotels in 2011, representing about 26 percent of the total hotel arrivals in the State. Tourist arrivals in hotels grew by 10 percent year over year in 2011. Total room nights also grew by 10 percent in 2011 to a total of 493,433. The ratio of hotel nights to hotel arrivals for the City of Campeche was higher than the state, indicating a longer average stay. Eighty percent of hotel room nights in the City were generated by domestic tourists. As figure 4 illustrates, hotel Figure 4 room nights in the City of City of Campeche Hotel Room Nights Campeche have grown at a slightly higher rate than the state at an 550,000 average yearly growth of 2.5 500,000 percent from 2001 to 2011, with 450,000 the growth occurring primarily in 400,000 6 the last four years. 350,000

The most recent visitor statistics 300,000 from the City of Campeche show Hotel Room NIghts 250,000 the total number of visitors in 2012 200,000 at 506,552, an increase of 7 percent 2001 2003 2005 2007 2009 2011 7 over the previous year. Source: SECTUR 2012

4 Secretaría de Turismo. (2012). Mexico Compendium of Tourism Statistics. Mexico City: Secretaría de Turismo. 5 Secretaría de Turismo. (2013). Data File: Histórico Ciudad. Campeche: Secretaría de Turismo. 6 Secretaría de Turismo. (2012). Mexico Compendium of Tourism Statistics. Mexico City: Secretaría de Turismo 7 Secretaría de Turismo. (2013). Data File: Histórico Ciudad. Campeche: Secretaría de Turismo.

The recent tourism data suggests a positive outlook for future tourism growth. Mexico and Campeche have both seen growth with the recovery of the global economy. However, continued economic concerns in Europe could have an impact on tourism in Campeche. Furthermore, while Campeche’s occupancy rates are high for the country, they remain low overall, leaving unused room capacity. The strength of the Mexican economy should continue to support domestic demand, while the growth of international markets such as Argentina and Colombia could present an opportunity for attracting new visitors to Campeche.

2.2 Visioning Workshop With the support and cooperation from the client group, the Consulting Team organized and facilitated a tourism stakeholder workshop to discuss the current and future state of Campeche’s tourism industry. The goal was to encourage collaboration among all stakeholders to work towards a common vision.

Over 70 individuals from the public sector, private sector, and civil society participated, representing many different facets of the tourism industry including hotels, restaurants, tour operators, suppliers, academia, government officials, and others. The participants were divided into six teams to facilitate discussion. José Melenez, Consultant Team Project Leader, officiated the event and led the teams through three activities.

2.2.1 Activity 1: Strengths & Challenges The first activity prompted each team to determine five major strengths and five major challenges for the tourism industry. Teams then shared results with each other and voted for those they believed to be the most important. The results were as follows:

Campeche’s top strengths: • Peacefulness and security • Cultural and natural diversity

Campeche’s greatest challenges: • Lack of professionalism among tourism providers • Weak links between private businesses and the government

2.2.2 Activity 2: Ideal Future of Campeche The second activity stimulated discussion over the ideal future for Campeche’s tourism industry. The resulting vision statement represents the diversity of ideas that were discussed and envisioned:

“An important tourist destination that is tranquil, safe, and friendly, which is known for its historical, natural, and cultural treasures, where the tourism providers are a knowledgeable and cooperative team working together to promote their sustainable tourism destination.”

2.2.3 Activity 3: Topical Priorities & Actions The third activity encouraged teams to develop priorities and actionable steps to achieve Campeche’s tourism goals. Teams worked together to discuss both long-term and short-term goals in the following topics:

• Destination Management • Marketing • Tourism Awareness • Product Development

Teams also identified the organizations and institutions who would be responsible for undertaking the prioritized goals; a very important part of any successful plan of action. Notes from this section and the entire visioning workshop can be viewed in Appendix 2.

The discussions revealed that the success of Campeche’s tourism industry is not the sole responsibility of one organization or sector. Rather, it is a collective effort from the public and private sectors, with each playing a role to strengthen Campeche’s tourism industry. The idea of creating a separate organization, representing both public and private stakeholders, was suggested as a solution to achieving the discussed goals. Recommendations for establishing this cooperative organization are presented in Section 8 of this report.

2.3 Resident Survey Results A resident survey was conducted to identify and measure the city of Campeche residents’ perceptions toward tourism. The survey covered the following key areas: attitudes towards visitors; knowledge of local attractions; appeal for tourism-related jobs and careers; and awareness of tourism impacts. In total, 79 completed resident surveys were analyzed. Recommendations and further discussion stemming from these results are covered throughout this report. Appendix 3 presents the survey methodology and Appendix 4 provides the questionnaire that was utilized as well as the data results for each individual question.

2.3.1.1 Residents Feelings Toward Visitation More than 90 percent of respondents enjoyed having visitors in their city (Figure 5) . When residents were asked about their role in the tourist

experience, more than 82 percent agreed Figure 5 Residents Enjoy Having Tourists in Campeche or highly agreed that residents play an important role (49 percent and 33 percent 5% 3% respectively). These results demonstrate that residents acknowledge the impact they have on tourism visitation. However, 37% interviews with local stakeholders revealed concerns about the lack of 55% professional training among residents, including customer service providers. So while residents may understand their important role in the tourism supply Disagree Undecided Agree Strongly Agree chain, they may not realize how their Source: GW Consulting Team, 2013 professional shortcomings negatively impact the visitor experience.

2.3.1.2 Perceptions of Tourism’s Economic Impact Residents’ awareness of the economic impacts of tourism was also measured. The respondents were asked whether tourism creates jobs and how tourism affects the cost of living. Seventy-two percent of respondents agreed that tourism generates jobs in the community. However, nearly half of those

Figure 6 Tourism Jobs Are Highly Desirable

Strongly Agree Agree

37% Undecided 15%

Disagree

Strongly Disagree

0% 10% 20% 30% 40% 50% 60% 70% Tourism jobs are NOT highly desirable Tourism generates jobs Source: GW Consulting Team, 2013

respondents felt that tourism jobs are not Figure 7 Cost of Living vs. Quality of Life highly desirable. In addition, a high percentage, nearly 40 percent, of 50% respondents were undecided 40% regarding the desirability of tourism- 30% related jobs, while 15% were undecided on whether the tourism 20% sector generates employment. These 10% results (illustrated in Figure 6) prove 0% that there is an opportunity for Strongly Disagree Undecided Agree Strongly Campeche’s tourism leaders to Disagree Agree educate residents on the actual and Increases Cost of Living Improves Quality of Life potential value of tourism Source: GW Consulting Team, 2013 employment.

Figure 7 shows the close distribution of responses to two different statements: tourism increases the cost of living and tourism increases the quality of life. While residents believed that tourism increases the cost of residing in Campeche, they also enjoyed the benefits it has on their experience living in the city. The parity between these responses suggests that the negative and positive impacts of tourism were perceived to be relatively balanced.

2.3.1.3 Tourism Benefits vs. Negative Impacts Further evidence that residents had a balanced view of negative and positive tourism impacts is depicted in Figure 8. The pie chart shows responses to the statement, “The benefits of tourism outweighing the negative consequences of tourism.” Responses were evenly divided between those who agreed and those who disagreed with this concept. Perhaps most surprising is the percentage of residents who were undecided (43 percent). Figure 8 This result could indicate a lack of knowledge Tourism Benefits Outweigh its Negative Consequences about both tourism benefits and consequences, representing a need for 7% Strongly awareness on these subjects. 9% Disagree Disagree Finally, when asked to describe Campeche in 20% 21% one word, respondents provided a variety of Undecided characteristics and attributes. Nearly one-third of all respondents described Campeche as a Agree beautiful place, while 16 percent highlighted 43% Campeche’ tranquil and peaceful atmosphere. Strongly Other respondents, nearly 15 percent, utilized Agree words such as ancestral, unique, colorful, Source: GW Consulting Team, 2013 friendly, historical, and magical to define the destination.

2.4 Visitor Survey Results A visitor survey was also carried out to collect demographic information, marketing data, and assess visitor satisfaction with various attributes of Campeche. In total, 127 visitor responses were analyzed. The implications of these results are discussed throughout the report. Appendix 3 includes the visitor survey methodology and Appendix 5 provides survey questionnaire as well as the data results for each individual question.

2.4.1 Demographics Characteristics More than 80 percent of the respondents surveyed were domestic visitors. Less than 20 percent were international visitors who arrived to Campeche by air transportation. Half of the respondents were repeat visitors.

The largest visitor age group was 26 to 35-year-olds. After this group, 18 to 25-year-olds and 36 to 45- year-olds were the most represented. The majority of the visitors had a relatively high level of education. Nearly half completed a college education, and an additional twenty percent completed a post-graduate education.

2.4.2 Trip Attributes and Visitor Motivation According to the survey results, the top three memorable experiences for visitors to Campeche were Mayan sites and history (30 percent), colonial history (25 percent) and Campeche’s culture (21 percent). With regard to the visitor motivation, the most prevalent trip purpose was leisure. However, not insignificantly, thirty percent of respondents indicated that they were business travelers. Others cited visiting family and relatives as the purpose of their visit. Three-fourths of all respondents reported that they will definitely recommend the City of Campeche to friends and relatives. While this latter figure represents the vast majority of visitors, the destination should strive to target a definitely-recommend rate above 90%.

2.4.3 Satisfaction Gap Analysis To measure visitor satisfaction, a combination of a semantic scale (from very bad to excellent) and a five-point numerical scale (with 1 being very bad, 2 being bad, 3 being neutral, 4 being good, and 5 being excellent) was used. Figure 9 shows the overall visitor satisfaction with the city of Campeche was 4.4. Visitors were most satisfied with the friendliness of the residents (4.4), food (4.3), and the service at lodging places (4.2). Limited knowledge of foreign languages received the lowest satisfaction score (3.2). While not unsatisfactory, the variety of the activities, organized excursions, and interpretation of local community received average scores below 4, revealing room for improvement in those areas.

Figure 9 Product, Service & Hospitality Satisfaction

Overall Sarisfaction 4.4 Degree of knowledge of foreign languages from… 3.2 Convenience and access to local transport 3.5 Variety of the activities 3.5 Organized excursions 3.7 Interpretation of local community 3.8 Convenience and access to public facilities 3.8 Service at airport 4.1 Accessibility to the cultural heritage site 4.1 Service at lodging places 4.2 Food 4.3 Friendliness of the residents 4.4

Source: Consulting Team, 2013 0 1 2 3 4 5

2.4.4 Importance-Performance Analysis Using the average scores above, an Importance-Performance Analysis (IPA) was conducted to help the city of Campeche prioritize response to these issues. IPA examines the importance of each attribute to the visitor relative to their satisfaction in that area. The results of this analysis are plotted in Figure 10. Figure 10 Importance-Performance Analysis

The highest scores in both satisfaction and importance also represent the greatest threats. These are identified in Quadrant I (service at airport and service at attractions) and are considered vulnerabilities because if they are not maintained, they will decline. Attributes in Quadrant IV (food, friendliness, and value) were found highly satisfactory to visitors, but they were also considered relatively unimportant to their experience. Therefore resources are better allocated to other areas. Quadrant III represents attributes with relatively low performance and importance scores (convenience of local transport and variety of activities). These are also not top-priority items. The greatest opportunities are captured in Quadrant II (organized excursions, quality of activities, interpretation of local community, and safety). These attributes are important to visitors but were ranked relatively low in satisfaction overall. Items in this quadrant should be the focus of improvement efforts.

2.4.5 Information Delivery Analysis According to the cross tabulation between booking channel and booking time, forty percent of visitors did not book their trip before arriving in Campeche. With the exception of this group, visitors tended to book their travel 1 to 2 months in advance. Online travel agencies were the preferred method for

Source: thepointsguy.com making reservations. Word of mouth was the primary source for visitor information about Campeche before and during the visit. Visitors were more likely to depend on their laptop, television, and different social media to gather information before their arrival. Once in Campeche, visitors used tour operators, guide books, and information centers to obtain more information on the destination.

3 Marketing

3.1 Marketing Preview

Challenges Solutions Campeche does not have a consistent and Agree upon a brand positioning statement and use to compelling brand craft messaging and media plans Campeche is not focusing its resources on Pursue target marketing opportunities that align with attracting target markets the brand • Media outlets • Tradeshows • Associations • Travel agents/operators

Visitors are not using the destination Optimize SEO website Utilize social media Residents, including tourism sector Host a Tourism Awareness Week to market the employees, are often unaware of tourism destination internally attractions and tourism benefits in Campeche

One of the principal challenges facing Campeche is that the current marketing effort does not clearly define the destination’s identity, and therefore does not resonate with the right markets. To address this challenge, developing a compelling Campeche brand and promoting it through targeted marketing and sales strategies is highly recommended.

3.2 Building a Brand Many of the stakeholders interviewed cited Campeche’s lack of a strong, long-term brand as one of the key obstacles to attracting tourists to the destination. Currently, Campeche has an effective new slogan and logo, but a clear brand has not been established. A brand influences and builds positive perceptions of a place and distinguishes a destination from all other destinations. Ultimately, a brand appeals to travelers on an emotional level and communicates what makes a destination unique and special.

A slogan is a short phrase used consistently across advertising outlets, while a brand is a collection of qualities that defines the destination in the minds of travelers.

A previous advertisement for Campeche shows five different activities available in the region in an attempt to appeal to a very broad audience. The advertisement is essentially saying, “We have everything here – from beaches and ruins to outdoor activities and city tours.” While tourists can indeed enjoy all of these activities in Campeche, the advertisement does not create an emotional connection with the viewer and fails to reveal what distinguishes Campeche from other destinations with similar offerings.

SECTUR needs to identify exactly the type of destination Campeche wants to become and the kinds of tourists the State wants to attract. In this way, SECTUR can create a powerful brand that is relevant to the market segments that are best suited for the destination. The overarching goal is for Campeche’s brand to be in alignment with the values of its target markets.

During the stakeholder interview process, visioning workshop, and site visits, the Consulting Team gained a better understanding of the types of tourists that find Campeche appealing and the types of travelers that the people of Campeche are interested in attracting.

While tourism stakeholders in Campeche would like the State’s tourism to grow, the consensus among most stakeholders is that the State does not want to become a mass tourism destination like Cabo San Lucas or Cancún. Instead, SECTUR should focus on preserving the State’s unique qualities and building a destination brand around Campeche’s three core assets:

• Past and present Mayan culture • Colorful and storied colonial history • Captivating eco-adventures

Concentrating on building a focused brand around these strengths, SECTUR will be better positioned to target its marketing efforts towards specific groups of travelers that are aligned with the qualities that the destination has to offer. Campeche’s identity can be summarized succinctly in the following brand positioning statement:

“Campeche is a safe and relaxed destination with rich offerings of Mayan culture, colonial history, and captivating eco-adventures.”

It is important that once SECTUR embraces a new brand, it become a long-term strategy that is maintained and promoted even through governmental and institutional changes. Brands take time to develop. If the destination brand is recreated every few years, it will be difficult to shape a consistent perception of Campeche.

Additionally, the most effective destination brands should be communicating in a unified and consistent manner across all channels. Everyone working in the tourism sector and promoting the destination must do so in a way that preserves and reinforces the Campeche brand. This involves internal marketing so that all tourism stakeholders have a better understanding of the newly defined brand.

This can be achieved by creating a series of guidelines about what the brand represents and how it should be communicated. One excellent example of such guidelines is the Experience Tool Kit created by the province of Nova Scotia in Canada. The Toolkit provides a clear outline of the destination’s core assets, experiences and values, and offers guidelines on how to best communicate these aspects to external audiences. Campeche could develop a similar publication to promote its new brand. Nova Scotia’s Experience Tool Kit can be downloaded here: http://www.gov.ns.ca/econ/tourism/docs/ExperienceToolkitApril2011.pdf

3.3 Developing Messaging to Promote the Brand After a brand positioning is identified, it is important to develop messaging that supports and builds that brand. Messaging makes the brand more tangible and can help the destination better deliver a cohesive story.

A series of four sample messages that capture and communicate Campeche’s core experiences and unique selling propositions have been created. The messages are combined with dramatic photos to create advertisements that tell the story of the Campeche brand and establish an emotional connection with each target audience. Rather than trying to appeal to a very broad and unfocused audience like in the advertisement presented before, each advertisement targets a specific audience that would be interested in the core experience presented. This creates a more memorable impression which in turn can help shape positive perceptions of Campeche.

All of the advertisement examples in Figure 11 clearly present the logo and slogan for Campeche, and provide a call to action to drive viewers to the website. In the visitor survey it was discovered that visitors are not using the Campeche.travel website. The revamped website is a great resource for the State and additional efforts should be made to drive more traffic to it. These calls to actions will encourage prospective visitors to gather information and book their travel via the website. Larger versions of these advertisements can be found in Appendix 6.

Figure 11 Examples of Advertisements

This advertisement uses a message that speaks to the colonial The messaging in this advertisement references both the history portion of the brand. It specifically references exploration Mayan culture and the eco-adventure part of the brand. The since exploring the historic city is one the most popular activities in enticing message, combined with the photo showing Calakmul the region. nestled in the thick jungle, attracts adventurers and Mayan enthusiasts.

This advertisement showcases one of the intimate eco-adventures that the State has to offer. The photo is a powerful way of showing

that Campeche is everything that Cancun is not. In Campeche, a This advertisement pictures the chocolate workshop in Casa 6, visitor can escape the crowds common in other Yucatan destinations highlighting the cultural component of the brand. The and enjoy a more intimate and natural experience. message and photo show the important human connection that brings Campechano culture to life.

3.4 Target Marketing Branding and messaging are only two components of an effective marketing strategy. Equally important is finding the right media outlets to apply its messaging. SECTUR should use Campeche’s brand attributes to identify the destination’s target markets, and then advertise in media outlets where it can effectively reach those markets.

There are many different kinds of tourists, each looking for a specific type of destination. Consequently, to ensure that advertising budgets are efficiently allocated, target marketing is employed. Target marketing is the concept of dividing a market into segments and then concentrating marketing efforts on the segments that are most likely to visit the destination. Segments can be based on geography, demographics or lifestyle preferences.

The Consulting Team recommends that SECTUR use target marketing to reach prospective visitors more efficiently. Based on the research, visitor interviews, and visitor profiles that were carried out, the types of leisure tourists most likely to travel to Campeche are the following:

• FITs (Free and Independent Travelers) • Domestic or European travelers (primarily from Germany, France and Italy) • Adventure and cultural travelers • Niche tourists interested in specific activities such as fishing or bird watching

Target marketing to these groups can be achieved through various channels, including: media outlets, tradeshows, groups and alliances, and travel agents and tour operators. Please see Appendix 7 for a list of suggested targeted marketing outlets.

3.4.1 Media Outlets Reaching travelers who are interested in Campeche’s brand is just as important as developing the actual messaging. One of the most direct ways of communicating with travelers is through the media. SECTUR should continue to pursue both paid advertising and public relations efforts with media outlets that align with its brand. Niche publications and magazines that speak to specific hobbies or interests, such as archeology and fishing, are an excellent way to reach the appropriate target markets.

As a best practice, print advertisements should be run at least three issues in a row to build awareness of your destination. Online advertisements may be cheaper and a good way to drive people to the Campeche Travel website. See Appendix 8 for examples of media outlets that may be a good fit for Campeche's advertising and public relations efforts.

3.4.2 Tradeshows Attending industry trade shows is an effective and simple way to initiate and develop relationships with tour operators. Stakeholder interviews indicated that Campeche has participated actively in many trade shows, such as ITB, FITUR, Tianguis Turístico and others. However, it is also important to attend some smaller and more targeted shows that fit with Campeche’s brand. Appendix 9 lists examples of trade shows that are recommended for Campeche tourism stakeholders to attend.

3.4.3 Groups and Alliances Associations and alliances offer an opportunity to share best practices with similar destinations, build travel packages with other regions, engage in joint promotion efforts, and obtain up to date industry information. Campeche’s in-bound tour operators should participate in organizations built around specific types of travel that align with the destination’s brand. Additionally, rather than participating in many organizations, tour operators should join one or two organizations and be an active participant in order to fully realize the benefits. Appendix 10 gives examples of associations that would be valuable to join.

3.4.4 Travel Agents and Tour Operators Travel agents and tour operators are an indirect marketing channel but can be helpful, particularly in linking international visitors to Campeche and building awareness of the destination. They can also be instrumental in overcoming safety concerns surrounding travel to Mexico; travel agents and tour operators build trust with their clients and can speak to Campeche’s safety as a destination. Considering these potential benefits, stakeholders should forge more and stronger relationships with travel agents and tour operators to integrate Campeche into their itineraries.

Tour operators are more likely to sell a destination if they have firsthand knowledge and experience in that destination. Tourism stakeholders in Campeche need to identify high-potential tour operators and travel agents. They then need to contact them with targeted destination information and facilitate FAM tours to visit the destination. Appendix 11 presents a selection of tour operators and agencies that are considered as viable options for Campeche to partner with.

3.5 Online Marketing The rapid growth of technology has permanently changed the way travelers plan trips. Today, almost 83 percent of leisure travelers plan their travel online8. In addition to increasing the number of online customers, technology is making traditional marketing techniques less effective and more expensive.

8 DMAI Digital/Mobile Toolkit, 2013

Traditional marketing efforts are generally poorly targeted and, more than ever, people have ways of filtering out content they are not interested in.

To stay relevant, an online marketing strategy called inbound marketing is recommended. Inbound marketing has the objective of organically attracting end-users to a website, rather than using traditional advertising and sales techniques. Campeche’s website is very user friendly and easy to navigate. Driving web traffic to Campeche.travel, therefore, has the potential to increase tourism in Campeche. However, as appealing as the current website is, it does not appear to be utilizing inbound marketing techniques to attract online visitors. The most successful inbound marketing campaigns have three key components: Content, Search Engine Optimization, and Social Media.

3.5.1 Content Content creation is at the center of any inbound Marketing campaign. It is the instrument that attracts potential customers to visit a website and learn more about a destination. Continuously generating new, relevant and unique content is vital to drive potential tourists to Campeche online outlets.

3.5.2 Search Engine Optimization (SEO) Search engines are the number one tool for planning travel among leisure travelers. Nearly 63 percent of leisure travelers agree that search Figure 12 engines are their go-to source for travel Components of Inbound Marketing information, and 56 percent of travelers say they always start their travel booking and shopping process using search engines9.

SEO is the practice of building an online presence and attracting inbound links from other websites to achieve a higher page rank in search engine results. Since many web users find content through search engines, it is imperative to be ranked in the top results of relevant keywords.

Currently, a search for “Campeche” in Google returns Campeche.travel as the 9th search result. The search results for “Campeche, Mexico” do not even list Campeche.travel on the first page. Sixty percent of users click only on the first three search results, which emphasizes how important it is to have a strong inbound 10 marketing strategy . Figure 12 illustrates the components of an inbound marketing strategy. To

9 DMAI Digital/Mobile Toolkit, 2013 10 Marketing Sherpa, February 2007

improve the website’s SEO for Google (representing 84 percent of global searches11), it is highly recommended to use free web resources as a guide and/or contract an SEO expert. The Google Search Engine Optimization Starter Guide and the Hubspot Introduction to Search Engine Optimization are great resources for learning about SEO techniques. SEO implementation can be tedious, time consuming and complicated to manage. However, improving Campeche’s SEO would greatly increase the likelihood that users would find and click on Campeche.travel’s link.

3.5.3 Social Media Social media is a key distribution tool for content and has a strong influence on how people make travel decisions. Using various social media channels allows for content to be shared and discussed openly. When content is shared in this non-invasive way it encourages customers to learn more in an authentic and natural manner. Consequently, the likelihood of them booking a vacation is greatly increased. To ensure that Campeche has access to the most innovative web-based tools and solutions, following are the social media platforms that were researched and evaluated.

3.5.3.1 Facebook A traveler-centric Facebook page for Campeche was not found. . Facebook is one of the most popular websites on the internet and is central to any social media campaign.

SECTUR can generate excitement and build a database of Facebook followers by promoting a contest in conjunction with its Facebook Launch. Interactive contests are one of the most common and successful promotions on Facebook, and are an effective method of maintaining engagement with followers.

11 Ibid.

To run a successful contest, SECTUR would partner with an established company like Aeromexico. Aeromexico would be an ideal corporate partner because it shares an interest in bringing more tourists to Campeche, and has more than 320,000 Facebook followers. SECTUR would purchase online advertisements on the Aeromexico website and give the company positive exposure through its contest. In return, Campeche would receive the benefits of joint promotion and two roundtrip airline tickets from Mexico City. SECTUR may also consider running targeted advertisements featuring the contest in Mexico City, to increase local visibility. To enter the contest, users would be required to “like” both the Aeromexico and Campeche Facebook pages, which would generate followers of Campeche’s Facebook page for future promotions.

The Facebook contest would then ask users to vote for their ideal Campeche experience, choosing from the three tenets of the brand: Mayan culture, colonial history and eco-adventure. The winner would receive a three-night trip to Campeche based on the type of trip they selected. Local businesses in Campeche would offer in-kind donations of hotel rooms, meals, and activities in exchange for promotion during the contest.

A Facebook launch contest would be a great way to quickly build an audience of Facebook followers and generate media and traveler attention in the process. Once a Facebook community is established, the staff responsible for managing the Facebook page need to engage followers by regularly posting photographs, events, information and news about the destination. It is recommended that staff post on Facebook at least once every two days. Facebook posts should be interesting and engaging, with a maximum of 80 characters.

It is free to set-up a destination Facebook page and to run a contest on Facebook. However, it is recommended that SECTUR hire a contest application company to set Source: teknolosys.com up the contest and manage Facebook’s rules and regulations. The Team recommends working with EasyPromos (http://www.easypromosapp.com/; the first online contest is free.

3.5.3.2 Twitter Twitter is a popular forum for communicating with travelers and sharing information about a destination. SECTUR currently has an active and successful Twitter feed for the destination. The “Campeche Travel” Twitter account has more than 3,000 followers and tweets regularly. It does a good job of highlighting the attractive elements of the destination and featuring timely promotions from local businesses. It is recommended to continue to promote the destination on Twitter and build on its previous success.

One recommendation for improving the destination’s Twitter efforts is to engage other users more regularly. SECTUR should retweet relevant content from other users and reply to users when appropriate. Campeche’s Twitter manager should use the search bar to find the most recent tweets

Source: www.smartpassiveincome.com about Campeche and read what other are saying about the destination. SECTUR should also encourage followers to share their favorite things about Campeche. Asking users to tweet their favorite photo or activity in Campeche is a good way of building a more active and robust Twitter community.

In addition, the Twitter manager should use more links in Twitter posts. Linking to photos, webpages, and news articles gives readers a chance to go beyond the brief posts of Twitter. Links can often be lengthy, so Tweeters should use a shortened URL to abbreviate links, allowing more text to be included in the tweet. To better track the effectiveness of tweets and links, as an added benefit, click analytics such as such as tinyURL, bit.ly, and bre.ad should be used.

3.5.3.3 YouTube Video content can introduce Campeche to potential visitors and help them learn more about the destination. YouTube is the second-largest search engine in the world, surpassed only by Google12. It was discovered that after searching for “Campeche” on YouTube the destination’s videos are buried in the search results. In order to improve access to its YouTube channel, Campeche’s YouTube manager should retitle its videos to more accurately match the content and add a summary paragraph for each one in the “description” field. The name and logo of the YouTube channel should also be updated to reflect the current brand. Finally, the channel needs a larger collection of videos. Campeche could build the content of its YouTube channel by asking local businesses, students, media, and citizens to contribute their videos via a contest with a prize for the best video.

3.6 Internal Marketing It is impossible to effectively market a destination without the support of both the community and the tourism sector. Marketing Campeche as a destination internally will make residents feel more positively about tourism and become self-motivated ambassadors for the city. A tourism awareness campaign is an effective internal marketing strategy that involves a coordinated communication plan aimed at raising the tourism sector’s profile and status in a destination. When targeting residents and service providers alike, a tourism awareness campaign will typically include one or more of the following goals:

12 DMAI Digital/Mobile Toolkit, 2013

to create a better understanding of tourism benefits, to attract high achievers to the tourism sector, and to establish a tourist-friendly culture.

3.6.1 Tourism Awareness Week Based on the data collected from the surveys and information gathered in interviews, city residents are often unaware of Campeche’s tourism attractions and tourism sector impacts. To illustrate this point, 67 percent of residents surveyed estimated that tourism constitutes over 20 percent of the State’s economy, when it fact it makes up less than 10 percent. This misperception could negatively impact public support for tourism development in Campeche

To bridge informational gaps like this one, the creation of a Tourism Awareness Week is recommended specifically for residents and service providers. Titled “Tourism pa´ mi Campeche pa´ ti”, this initiative would coincide with the celebration of World Tourism Day on September 27th. Over the course of seven days, residents would learn about Campeche’s tourism resources and experience first-hand its culture, its history, its thriving businesses, and celebrated hospitality. A sample video that communicates the meaning of being a “Campechano” could be used as a basis to promote the tourism awareness initiatives. The video can be found at: http://youtu.be/xSj91oaDcMo

In an effort to communicate logistics and generate excitement surrounding Tourism Awareness Week, it is recommended to organize a media blitz featuring broadcast, print, and online advertisements leading up to, and throughout the initiative. Campeche’s tourism leaders should use Tourism Awareness Week as an opportunity to educate residents about tourism’s positive impact on the community.

Communicating benefits like infrastructural improvements, job creation, and tax revenues will better inform residents on the current state of tourism. Airing radio spots to share these aspects are recommended, especially for children and focusing and sharing fun facts about Campeche.

Working with print media outlets, tourism officials could be enlisted to contribute a weekly column about the benefits of tourism. In addition, video vignettes profiling different career opportunities within the tourism sector, or a miniseries giving residents an inside look at different hotels and restaurants in Campeche (meet the owner, learn the history, and take a virtual tour) could be produced for local television.

Organizing local familiarization trips during Tourism Awareness Week is also recommended to help tourism sector employees become more knowledgeable of local attraction through first-hand experience. SECTUR could work with local tour operators to established diverse itineraries for maximum exposure.

One of Campeche’s most charming qualities is the pride that residents share in their history and way of life. To leverage this sentiment, a series of promotional initiatives during Tourism Awareness Week that encourages Campechanos to see and explore the city they know and love in new and exciting ways is recommended.

Local attractions could set special rates and restaurants could offer set menus at a discounted prices to encourage visitation among residents. Patrons could watch local chefs compete in a live cooking competition in the plaza to see who can prepare the best version of a traditional Campechano dish. In addition, organized events could take place at a combination of well- known centers of activity as well as underutilized historical sites. For instance, Trivia in the Plaza, a night of games, could be hosted by Niños Custodios in the Plaza de la República, the city’s main center. After hearing historic fun facts on the radio, residents will have the opportunity to test their Campeche Source: www.tropicaldiscovery.com knowledge and win prizes. Another event is to host a fashion show on the Baluarte San Carlos rooftop to effectively showcase modern and traditional clothing styles from Campechano designers around the State. Towards the end of the week a Tourism Parade would be held, whereby each municipality in the state of Campeche would showcase their cultural assets and tourism attractions on uniquely decorated platform floats.

It is recommended that funding for the Tourism Awareness Week should be raised through a combination of sources, including government agencies, in-kind donations from local businesses, and corporate sponsorships. While a program has been outlined, the success of Tourism Awareness Week will depend on the solid collaboration between the public and private sectors, and Campeche’s resident’s participation.

3.7 Marketing Summary

Implementing Challenges Solutions Cost Timeline Partner Campeche does not have Agree upon a brand positioning No cost SECTUR and local Sep 2013–Oct a consistent and statement and use to craft tourism community 2013 compelling brand messaging and media plans

Campeche is not focusing Pursue target marketing Varies. See Appendix 7 for SECTUR Ongoing its resources on attracting opportunities that align with the costs of examples provided. target markets brand • Media outlets • Tradeshows • Associations • Travel agents/operators

Visitors are not using the Optimize SEO $900-$1,200 MXN per hour for SECTUR Ongoing destination website a SEO expert

Utilize social media Social media is free. There is SECTUR and local Ongoing no cost to run contest on tourism businesses to Facebook. First online contest provide in-kind with EasyPromos is free. Each donations for contest additional contest is $188 MXN

Residents, including Host a Tourism Awareness Week $200,000 – 300,000 MXN for SECTUR September 2013- tourism sector employees, to market the destination ads, costs associated with New fiscal year are often unaware of internally events and hiring of PR firm; tourism attractions and consider seeking corporate tourism benefits in sponsorships from local Campeche businesses and organizations

4 Visitor Experience

4.1 Visitor Experience Preview

Challenges Solutions Tourists are unaware of the products in Develop a comprehensive visitor guide for every hotel room the region Place a community events board in the main plaza

Foster business linkages with referrals, networking events, and internal FAM trips Attraction signage is too academic Replace signs with more compelling interpretation

Calakmul is not optimized for tourists Establish a single entry point and fee for Calakmul

Provide English translations of signage Improve transport options and engaging in joint promotions with city of Campeche The significance of World Heritage is not Attend the XII Congreso Mundial de la Organización de las known to all residents and tourism Ciudades Patrimonio Mundial to learn best practices employees in Campeche Incorporate World Heritage in Youth’s Hands Education Program in school curriculum There are few ecological initiatives Install dual receptacles promoting sustainable tourism Apply for Distintivo S certification Reduce water consumption in hotels

Twenty (20) sites were visited and evaluated to develop an understanding of the different kinds of experiences that Campeche offers to visitors, both in the city and throughout the state. A summary of the challenges and opportunities for the sites that were assessed can be found in Appendix 12.

The overall conclusion is that numerous tourists are not taking advantage of the range of activities available in the city and throughout the state of Campeche. The survey results indicated that one-third of tourists visiting Campeche were on a day-trip, and only 43 percent of tourists were repeat visitors. In addition, visitor satisfaction with the “variety of activities” ranked the second-lowest of all the attributes assessed. These results, along with interview feedback, suggest that tourists perceive that there are few worthwhile activities in Campeche, leading to short stays and low return rates. The following section provides actions that can reduce this perception and enhance the visitors’ experience in Campeche.

4.2 Selling Campeche in the Destination While a lack of activities in Campeche is a significant issue, the absence of promotion for the activities that already exist is equally important to address. Visitors’ length of stay, eagerness to return, and willingness to recommend Campeche are factors dependent on their ability to find and experience quality tourism products. It is imperative that tourism stakeholders in the destination are playing a role in promoting and selling these experiences.

Many of the hotels in the city had limited information to offer about activities and attractions in the city and state. Information, if available, was typically limited to a few brochures. Most staff members did not seem knowledgeable or enthusiastic about the tourism offerings in the area, and required significant prodding to produce detailed recommendations on what to do during a stay. In order to address this issue, it is recommended to create a comprehensive visitor guide and community events board as well as strengthen business linkages in the tourism community.

4.2.1 Comprehensive Visitor Guide A fundamental solution to the lack of local promotion is to create an easy-to-use visitor guide. The guide would profile the main activities, attractions, and services in the State. Each profile would provide a baseline level of detail for the tourist:

• What is the attraction/tour? • What will I do there? • How will I get there? • How long will it take? • What type of amenities can be found?

Each attraction would be presented with compelling photographs and language. In addition to profiling attractions and tours, itineraries would be created based on the length of stay and interests of the traveler. The current Campeche website presents this type of information effectively. Many of the experiences found on the site could be paired with appealing photos and added to this new guide. For reference, guide books such as Lonely Planet and Rough Guides can be helpful resources for identifying

the type of information travelers seek. The guide should be available in both Spanish and English to accommodate international visitors.

Most importantly, it is recommended that the guides be distributed in every hotel room, information center, and at the airport. Given the high percentage of visitors who arrived without a hotel reservation (40 percent) and the significant portion of business travelers (30 percent), making information easily accessible to visitors who have not planned leisure activities in advance would increase the likelihood that they engage in the destination during their stay. By including a guide in the hotel room, tourists would have immediate access to a wealth of information, encouraging them to start planning their activities.

4.2.2 Community Event Board Along with attractions and tours, it was discovered that the events in Campeche are not being promoted successfully to tourists. Events like drawing classes, theater productions, and dance performances are distinctive, local experiences that tourists should have the opportunity to attend. Information about events in Campeche is scattered throughout a number of sources and is difficult to find. While the Ministry of Culture produces a fairly comprehensive monthly event guide for the cultural offerings taking place in the city, they are not distributed to tourists and are only available in Spanish.

To eradicate the notion that “there is nothing to do in Campeche,” it is recommended that a community events board be placed in the Central Plaza. The board would feature a monthly events calendar on one side, and a map indicating the locations of the events on the opposite side. An interactive calendar of events would also be available on the destination website.

While this recommendation requires a relatively small capital investment, it can encourage longer stays, additional spending, and enhance the overall visitor experience.

4.2.3 Business Linkages Another recommendation for improving the internal promotion of activities and attractions is to forge stronger linkages between tourism businesses in the city and throughout the state. Improved business connections can be achieved by implementing the following recommendations:

• Incentivize referrals • Host networking events • Run internal familiarization tours

4.2.3.1 Incentivize Referrals Businesses should work together to establish incentives for customer referrals. Following are a set of examples of incentive agreements:

• A hotel receives a 5 percent commission on every tour booked through their front desk • A tour operator receives a small commission for sending their clients to a bar for happy hour • Attractions band together to offer customers a discounted pass for purchasing admission to all of the sites

These types of incentives provide businesses with a financial stake in promoting other tourism services. It also improves the visitor experience by offering deals or increasing access to destination information.

4.2.3.2 Host Informal Networking Events Despite the fact that collaboration takes place amongst several business associations in the city, there is a lack of communication across individual businesses and between tourism employees. Informal networking events such as happy hours and open houses provide an opportunity for tourism stakeholders to come together to share knowledge and build relationships. Informal networking events among tourism businesses in Campeche are therefore recommended.

4.2.3.3 Run Internal Familiarization Tours The final recommendation for strengthening business linkages is to provide internal familiarization tours to tourism employees. This recommendation addresses interviewees’ concern that some tourism employees, including front desk and information center staff, do not have experiential knowledge of the attractions and activities in Campeche. This concern was confirmed through the Consulting Team’s site assessments. Source: networkedblogs.com

The best recommendations come from visitors’ first-hand knowledge, so it stands to reason that tourism representatives should experience products they are promoting. To implement this program, SECTUR should organize a periodic internal familiarization tours program with tour operators and attractions. Tour operators would be incentivized to take motivated hotel and information center staff on a free tour to excite and inform tourism employees about their products. Afterwards, staff members would be more likely to recommend their experience to visitors.

4.3 Sign Interpretation In the context of attraction signage, the term “interpretation” refers to the translation of cultural and physical resources into language, which allows visitors to ascribe meaning to them. These meanings enrich the visitor experience by establishing an intellectual and/or emotional connection with the destination. From a destination management perspective, this connection can instill pride in the community, increase visitor spending in the destination, and promote stewardship efforts.

4.3.1 Singularly Academic Interpretation The evaluations conducted Figure 13 throughout the state of Plataforma de los Cuchillos Sign Campeche reveal that current attraction signage is written from an academic perspective for an academic audience (Figure 13). Particularly at the Mayan ruins, signage primarily communicates the dates relevant to the site and a literal catalogue of the structures found there. There are also a number of signs describing technological achievements like the Mayan calendar and aqueduct system, as well as religious beliefs and practices. While these signs expound plenty of historical facts, they fail to make Mayan history relatable or emotionally salient to the visitor. For example, Figure 13 pictures a sign at Edzná which describes the Plataforma de los Cuchillos. It states,

“The rooms of the central section are roughly made, smaller and correspond to a later period, that is, to the Early Post classical period (1000-2000 A.D.). The building has stairways in the center of its four sides and in the upper part conserves remains of several walls, butts of vaults and benches. It had 20 rooms in total, 12 vaulted (although today none preserve the false arch) and eight which were roofed over with perishable materials.”

While these details might interest a few architecturally-minded visitors, most would be more concerned with the unanswered questions: Who used this building? For what activities? Why was there an offering of knives? Rather than providing a pedantic explanation, this sign might better inform and intrigue visitors with one large illustration: a colorful cross section of the building as it might have looked when it was in use.

4.3.1.1 Creating Visitor & Site-Centric Interpretation The Signage Guidelines in Appendix 13 provide specific instruction for developing effective signage interpretation. Content should always be written for the visitor audience and attempt to make a connection between the site and their lives. Also, the archeological perspective prevalent in INAH’s signage is just one possible interpretation of many. Effective signage programs use multiple perspectives (i.e. cultural, historical, and environmental) to convey multiple meanings to the target audience.

When writing content for an individual sign, here are some basic principles to follow:

Do Do Not

Tell a short, engaging story Describe what the visitor can already see

Ensure key ideas are conveyed in < 45 seconds Have long line lengths with small text

Replace longer words with short, plain ones Overwhelm audience with facts Make content support the attraction’s Use subject headings like “Plants”- instead choose purpose and intended outcomes words that deliver meaning Answer the question, “Why should they Ignore the needs & interests of the site’s audience care?”

4.3.2 Sign Graphics Sign graphics may include photographs, illustrations, maps, and newspapers or a combination of these for the most effective presentation. Graphics can often capture the interest of visitors and convey the interpretive theme better than text. Especially at archeological sites, graphics present an opportunity to awaken the visitors’ imagination to the grandeur of what once was.

4.3.2.1 Current Signage Not Visually Relevant Figure 14 The majority of the assessed attraction signage Effective Use of Sign Graphics was found to be visually uninteresting. The signs posted in Campeche’s museums, bastions, and archeological sites are typically dense, with lengthy lines of small-print text. Graphics and photographs are rarely included. When images are present, they often lack explanation and color. While the neutral tones of the signs integrate them into their natural setting, the lack of visual interest fails to capture the attention, or the imagination, of visitors.

Throughout the site evaluations, it was determined that the existing map signage is confusing to understand. Many maps fail to identify the visitor’s current orientation and do not provide a

meaningful level of detail. Furthermore, in interviews with INAH representatives, it was suggested that inadequate signage may be partly responsible for visitors getting lost at certain archeological sites. It is imperative that map signage keep visitors and attractions safe. Figure 15 4.3.2.2 Utilizing Images Effectively Overly Detailed INAH Map As a general rule, every interpretive sign should include a graphic image to attract visitor attention. The image selected should relate directly to the specific attraction or landscape in front of the sign and tell a story. The graphic should also be easily understood; signs are typically viewed from a few feet away and must be clear under various degrees of brightness if placed outdoors. This makes high contrast text and images a priority.

Campeche’s attractions require the creation of new maps which can be quickly understood and easily remembered. For orientation maps, there should always be a “you are here” indicator and they should only include enough information to get the visitor to the next point of interest. For more information about signage graphics, please refer to Appendix 13.

Figure 16 INAH vs. NPS Signage This title is much more Select graphics that tell a story about intriguing than the Signs are best limited to 2 languages to the landscape. This graphic explains how alternative subject title, avoid this text-heavy appearance fossils look when they are discovered. “Shale Layers”

The main text block below is focused on one key “Structure 1” is unlikely to Keep white space to a idea. These supporting details provide interested attract visitor attention minimum visitors with more in-depth information.

4.4 Assessment and Recommendations for Calakmul The Consulting Team was asked to provide a special assessment of Calakmul Biosphere, one of the most valuable natural and archeological resources in the state of Campeche. Considered one of the largest and most powerful ancient Maya cities, Calakmul contains the remains of roughly 1,000 structures. It was designated a UNESCO World Heritage Site in 2002, making it the second World Heritage Site in the state of Campeche.

4.4.1 The City of Campeche as a Gateway The Calakmul Biosphere would benefit from a greater connection to the city of Campeche. Calakmul’s distance from the city deters many visitors; an issue exacerbated by the lack of available public transportation and poor road conditions leading up to the site. Providing transportation options to Calakmul from Campeche would undoubtedly increase visitation.

In addition to transport, strengthening the relationship between the city of Campeche and Calakmul is recommended by developing joint marketing efforts. The city of Campeche should be promoted as the main gateway city to Calakmul. Indeed, many of the artifacts found at Calakmul and other archeological sites in the region are displayed in museums in the city of Campeche. To capitalize on this cultural relationship, the joint marketing campaign should compel museum-goers to make the worthwhile trip to the archeological site after their visit.

4.4.2 Site Logistics There are a number of logistical issues upon entering the Calakmul Biosphere. Tourists are required to pay multiple fees and pass through various checkpoints. This process is confusing, takes time, and detracts from the visitor experience due to its seemingly unofficial nature.

One entry fee at a single checkpoint for visitors is recommended. The fee should benefit the local community and Source: natamerica.blogspot.com be collected in a uniform, organized manner. To implement this recommendation, a meeting between local officials, INAH, community members, and other stakeholders involved in the management of the site is required.

Another issue affecting the visitor experience is the fact that most of the interpretive signs are only in Spanish. This makes it difficult for international visitors to learn about the site without a guide. Many of the directional signs are only available in Spanish, as well, making it challenging to navigate the site and posing a safety issue. Adding translations in English would make the site more accessible and enjoyable for international tourists.

Finally, providing basic amenities within the park is recommended. The Biosphere can be extremely hot, sunny, and inundated with mosquitoes so visitors should be able to purchase water, sunscreen and bug spray at the welcome center or museum. These few items keep visitors healthy and safe, and should be available at all times. Foldup maps of the entire Calakmul Biosphere site would also improve visitors’ ability to navigate the site.

4.4.3 Community Connections Given the distance between Campeche and Calakmul, most visitors stay overnight in the area to have adequate time to visit the ruins. However, local communities are not deriving much economic benefit from these overnight tourists because they are largely excluded from the tourism supply chain. This presents an opportunity to link communities to tourism while also enriching the visitor experience to the Calakmul area. For example, a visit to the hammock makers in nearby 20 de Noviembre would provide a memorable cultural experience to visitors and economic benefits to artisans when hammocks are purchased as souvenirs. To connect sites like this one to the tourism supply chain, tour operators in the city of Campeche should work with the local tourism stakeholders in the Calakmul area to gauge

community interest in tourism, assess attractions, develop these into a circuit, and promote the circuit to tourists in the gateway city.

4.5 San Francisco de Campeche, a World Heritage City San Francisco de Campeche as a main component of the visitor experience and its relevance as a World Heritage City were also examined. Designated as a World Heritage City in 1999, the city of Campeche is one of ten cities in Mexico to receive such distinguished recognition.

Despite this designation, the City of Campeche has struggled to attract more tourists groups, and most importantly, to anchor them for longer stays. To address this challenge, the City of Campeche as a World Heritage City was evaluated in order to identify gaps, and provide feedback and recommendations to emphasize the importance of the city as a World Heritage Site.

4.5.1 Fieldwork Findings on World Heritage Site Not surprisingly, results of the resident survey showed that 99 percent of Campeche residents are aware of Campeche’s designation as a World Heritage Site. Furthermore, 88 percent of respondents believe that tourism helps preserve Campeche’s historical and cultural heritage.

During stakeholder interviews, a variety of public educational programs relevant to the World Heritage designation being offered throughout Campeche were discovered. One of the most popular programs is “Guardianes del Patrimonio”. This program, managed by the children’s cultural center, La Characa, in collaboration with INAH, provides training for children to become guide simulators in various attractions around the city. In addition, INAH offers educational workshops in communities around Mayan archeological sites to provide information regarding the importance of conservation of these sites. The workshops are run by a group of professionals which include scientists, archeologists, researchers, and other INAH representatives.

Most recently, on July 4th, 2013, a broadcaster from Este Día Noticias informed a young Campechano boy that he won a national drawing competition titled “Mi ciudad Mexicana, Patrimonio Mundial”.

Organized by the Asociación Nacional de Ciudades Mexicanas Patrimonio Mundial (ANCMPM), the winning artwork depicted La Puerta del Mar, an iconic image of the fortified city of Campeche.

4.5.2 Challenges Facing Campeche’s Heritage One of the main challenges is the lack of economic resources. Sufficient economic funds are needed to continue the educational programs mentioned earlier and to promote Campeche as a World Heritage City. Several stakeholders also identified the lack of knowledge among tourism employees and tour guides about the significance of the city’s World Heritage designation as a primary challenge. Finally, the lack of adequate urban services, particularly the absence of trash and recycling bins around highly- visited areas such as the main plaza, are negatively impacting the site and its heritage status.

4.5.3 Preserving World Heritage Increasingly, travelers around the world are seeking experiences in nature, culture, and heritage. Consequently, a World Heritage City designation provides unique economic opportunities, improves conservation awareness, and allows for sustainable community development. Educating the local population about the significance of heritage is the best way to create ambassadors for their own culture and history. Continuing current educational initiatives is vital to raising tourism awareness and cultural appreciation in the local community, and especially among the younger generations.

Most of the programs currently offered have a selection process and limited space which keeps many children from participating each year. To address this problem, it is recommended to review the

World Heritage Education Program offered by the Figure 17 UNESCO Patrimonito Logo World Heritage Convention (WHC) and UNESCO.13 This program was created to encourage young people to become involved in heritage conservation and to promote cultural awareness. It offers a kit for secondary school teachers, which includes educational and informational materials on skill development, research and investigation, fieldtrips, and science camps. This kit is available in Spanish and may be downloaded at this link: http://whc.unesco.org/en/educationkit/ free of cost. It is recommended that this kit be integrated in the 2014 public school curriculum. This initiative would be advocated as a joint effort between the Secretary of Education, Secretary of Culture and the Ayuntamiento de Campeche.

Campeche could also seize another opportunity to collaborate with the World Heritage Foundation by participating in their Patrimonito Storyboard Competition. This competition provides young people with an opportunity to use their creative problem-solving skills to raise awareness about World Heritage sites using only images specific to their destination. If selected, these images are turned into a video and promoted on the UNESCO website. 14

It is also recommended that several members of the Organization of World Heritage Cities (OWHC) and SECTUR in Campeche attend the upcoming XII Congreso Mundial in Oaxaca.

The XII Congreso Mundial provides an opportunity for Campeche to learn best practices from fellow national and international World Heritage Cities. The Congress agenda includes seminars on sustainable development and cultural heritage preservation. The city of Oaxaca will be recognized as the “World Cultural Capital” for the year 2013 during this event. In stakeholder interviews, Oaxaca was suggested as a potential World Heritage benchmark for Campeche, against which to evaluate tourism activities and events. This event therefore provides an opportunity to learn more about Oaxaca’s and other cities’ training and educational programs surrounding heritage.

13 World Heritage Convention, The UNESCO Young People's World Heritage Education Programme, http://whc.unesco.org/en/wheducation/ (June 4, 2013) 14 World Heritage Convention, Patrimonito Storyboard Competition, http://whc.unesco.org/en/patrimonito/ (June 4, 2013)

To help preserve the aesthetic value of Campeche, the implementation of dual waste containers in the city center is recommended. These containers should be strategically positioned in areas with the highest levels of foot traffic: four containers around the central plaza and two in the Fountain Plaza, adjacent to the Cathedral. This first set of six containers would serve as a trial to assess the additional quantity needed. With the implementation of these new bins, locals and visitors would be motivated to recycle and cooperate with the city’s beautification and maintenance efforts.

4.6 Sustainability In order to best preserve the visitor experience over the long term, it is important for Campeche to consider sustainability issues when further developing the destination. A sustainable destination recognizes the need and ability to build a strong tourism industry while also respecting the local culture and environment. Tourism is a growing sector in Campeche and promises to be an important economic driver going forward. However, in anticipation of this growth, stakeholders must consider mitigating potentially negative tourism impacts before they become problematic. Sustainable tourism requires that destinations foresee development pressures and apply limits and management techniques to preserve natural habitats, heritage sites, scenery, and local culture.

Mexico is already taking action to support sustainability in tourism. In late 2012, Federal SECTUR in coordination with EarthCheck, announced the creation of the “S” Distinction that certifies sustainable practices for service providers in the tourism sector. Interested companies are asked to develop a self-evaluation in four main areas: sustainability policy, energy consumption, water consumption and waste. The benefits of carrying the “S” Distinction include recognition from the Federal Government of sustainable practices, a reduction in operation costs in terms of water, electricity, and fuel consumption, increased profitability without sacrificing service quality, increased competitiveness and market position, and access to promotional campaigns.

Consumers are increasingly demanding more sustainable travel options, and certification via the “S” Distinction program would be an excellent opportunity for tourism providers in Campeche to show the public that operating sustainably is a priority. In 2011, 93% of Conde Nast Traveler readers surveyed said

“The tourism sector is embracing responsible tourism not as an option, but as a condition for its continuous growth.”

-Luigi Cabrini, Director for Sustainable Development, UNWTO

that travel companies should be responsible for protecting the environment and 58% said their hotel choice is influenced by the support the hotel gives to the local community15.

Tourism businesses simply need to email [email protected] to begin the certification process. The Federal Secretary of the Economy has established a fund (Fondo PYME) that will finance up to 85% of a business’ certification costs. Certification normally costs approximately 50,000 pesos16.

Along with potential certification via the “S” Distinction program, tourism stakeholders in Campeche should also consider the following factors to ensure a more sustainable tourism industry:

4.6.1 Reducing the Environmental Impact of Hotels Hotels can reduce their environmental footprint by providing recycling receptacles throughout hotels, offering filtered-water filling stations rather than bottled water, and allowing guests the option to not have their linens and towels washed daily. The Minimum Standards towards a Sustainable Hotel put forth by the International Tourism Partnership are an excellent set of guidelines that could be adopted by many hotels in Campeche.

4.6.2 Conserving Marine Resources and Biodiversity Marine life is an important part of tourism in Campeche. It yields much of the region’s outstanding cuisine and provides exciting tourism experiences such as turtle watching and tarpon fishing. SECTUR should act as a bridge between SEMARNAT and the local government and residents to ensure that marine conservation management plans are put into action. SECTUR should communicate to the local community how these plans can sustain a high-quality marine ecosystem that can attract high-value tourists to the area.

Since wetlands such as Los Petenes are one of Campeche’s key marine assets, SECTUR could also work with SEMARNAT to follow the guidelines outlined in Destination Wetlands: Supporting Sustainable Tourism, a guide published by the UNWTO in partnership with the Ramsar Convention on Wetlands. The publication emphasizes the significant value of wetlands for tourism and the economic benefits that tourism can yield for the management of wetland sites.

15 Center for Responsible Travel (CREST). The Case for Responsible Travel: Trends and Statistics. 2013 16 SECTUR, Boletín 226 Anuncia Sectur Distintivo S, Para Empresas Comprometidas Con El Cuidado Al Medio Ambiente. 2012

4.7 Visitor Experience Summary

Challenges Solutions Cost Implementing Partner Timeline Tourists are unaware of Develop a comprehensive $40,000 MXN for 1,000 copies SECTUR and local tourism Sep 2013–Jan 2013 the products in the region visitor guide for every hotel associations/businesses room Place a community events $4,400 MXN board SECTUR Ongoing board in the main plaza $1,000 MXN for map Foster business linkages with Business and event-specific Hotel, restaurant, and tour Ongoing referrals, networking events, costs associations and internal FAM trips Attraction signage is too Replace signs with more $17,500 MN per sign INAH 6-month project at academic compelling interpretation each site Calakmul is not optimized Establish a single entry point No cost Local officials communities, Sep 2013 – Nov for tourists and fee for Calakmul SECTUR, INAH and CONANP 2013 Provide English translations of See signage estimate above. INAH Sep 2013 – Nov signage 2013 Connect Calakmul with Varies SECTUR, INAH, tour Ongoing Campeche tourism operators. The significance of World Attend the XII Congreso $14,700 MXN per attendee OWHC Campeche Nov. 18-22, 2013 Heritage is not known to Mundial de la Organización de (includes airfare, hotel, and Members, SECTUR Register before all residents and tourism las Ciudades Patrimonio $550-$650 USD cost of August 31st to employees in Campeche Mundial to learn best attendance) receive a discount. practices Incorporate World Heritage in Spanish kit available to Dep. of Education; Sec. of Begin teacher Youth’s Hands Education download free of charge Culture, Ayuntamiento de training Jan 2014 Program in school curriculum Campeche Launch Aug 2014 There are few ecological Install dual receptacles $10,300 MXN for 6 dual Oficina de Servicios Públicos Jan. 2014 initiatives promoting receptacles de la Municipalidad sustainable tourism Apply for Distintivo S $50,000 MXN, 85% can be Tourism service providers Begin certification certification subsidized by Fondo PYME process Aug. 2013

5 Product Development

5.1 Product Development Preview

Challenges Solutions Attractions outside of the city are not well- Establish tourism circuits known and difficult to navigate

Product gaps exist in the city of Campeche Create new tourism activities in the city like bike tours, cooking classes, and photography tours Many of Campeche’s finest attractions are in Pursue SAVE Tourism opportunities to attract long- rural, difficult to reach areas of the State with term visitors interested in “off-the-beaten” path minimal tourism infrastructure. attractions

5.2 Creating Circuits Another way to promote existing attractions is to create circuits. Circuits are created by grouping similar tourism attractions into a more complete and attractive tourism product.

Established itineraries and circuits are attractive to international tour operators as they can be integrated into their offerings without additional work from the operator. In an Adventure Travel Trade Association (ATTA) survey of international tour operators, one respondent stated that Mexico could make its adventure travel product more attractive to clients by “having tour operators with attractive itineraries vs. outfitters that have to be added to an itinerary.”17

Circuits could be especially beneficial for the city of Campeche because, as the international guidebook, Fodors, states, “Campeche is a good hub for exploring other areas, many of which have only basic restaurants and primitive lodgings.” Tourists staying in Campeche will spend more time in the city if they have full and half-day itineraries planned to outlying areas.18 In addition, circuits can expose visitors to new tourism products and spread the benefits of tourism across the state.

Creating circuits is a multi-step process and requires commitment from both the attractions and the businesses involved. The steps for creating successful circuits include identifying complementary products, developing itineraries, creating maps and tours and, finally, branding and promoting the circuit. These steps are described in more detail below.

17 Adventure Travel Trade Association. (2012). Tourism in Mexico. Seattle: Adventure Travel Trade Association. 18 Hamilton, V., & Kast, M. E. (2013). Fodor's Cancun and the Riviera Maya. New York: Fodor's Travel.

5.2.1 Identify Complementary Products The first step is to identify tourism products that complement each other. Circuits can be built around a specific activity such as hiking or bird-watching, or around a theme such as Mayan culture or local cuisine. To identify complementary products, it can be helpful to hold a planning session with tourism or community leaders from the surrounding area.

5.2.2 Develop Itineraries The next step consists in developing itineraries that connect the complementary products. Itineraries should follow a logical geographic route and have a feasible length and scope. For example, an itinerary should avoid sending tourists to a natural area during lunchtime, when there may not be food available.

5.2.3 Create Maps and Tours Once tourism planners have developed plausible itineraries, it is important to make those itineraries available for tourists. Maps of the circuit should be created illustrating different points of interest and suggested routes. Special signs can be created directing people to attractions on the circuit. The involvement of tour operators is also important, especially for international visitors. Tour operators can provide in-depth interpretation to connect the sites and manage logistics such as transportation.

5.2.4 Brand the Circuit Circuit Example: Camino Real After a circuit has been created, it is necessary to give it an identity or brand. The Camino Real is an example of a This process starts with naming the circuit. successful circuit currently operating in Campeche. The circuit pairs the Places like the Inca Trail and the Mayan complementary products of food, crafts, and Riviera conjure dramatic images and cultural sites to give visitors an authentic associations beyond their individual parts. picture of small-town life in Campeche. The A captivating name makes it easy for circuit is built around an itinerary that is travelers to remember and recommend to geographically logical and alternates types of sites to keep visitors interested. Trained tour friends and family. guides educate tourists on the history and culture of the attractions. Finally, the name 5.2.5 Promote the Circuit “Camino Real” makes it easy to remember Finally, promoting the circuit is critical to and promote. its success. Start by promoting the circuit to tourism organizations in the city and

state such as tour operators, hotels, attractions, information centers, and local media. Tourism professionals may be interested in incorporating the circuit into their products, or simply motivated to share their knowledge with visitors. There also needs to be an evaluation of the types of tourists who may be interested in each particular

circuit experience and a plan for reaching these types of tourists. For example, a culinary circuit could be advertised in the best restaurants and markets in Campeche.

5.3 New Tourism Products in the City The fortified city of Campeche is excellent for wandering through the streets and visiting museums. However, it was determined that there are relatively few activities for tourists in the city. To bridge this product gap, several low-investment ideas were identified. For a minimal cost, numerous existing businesses in the city have the equipment and infrastructure to add new activities.

5.3.1 Cooking Lessons Cooking lessons are an especially promising tourism product given Campeche’s unique and outstanding cuisine. Cooking lessons might start with a tour of the local market to talk about the local produce and ingredients. Participants could then learn how to prepare one or two local dishes and enjoy their feast. At the end of the lesson, the chefs-in-training would receive postcards with pictures and recipes for the dishes they cooked. Participants could keep the postcards to remember their experience or send it to family and friends – a great opportunity for promoting the destination of Campeche.

5.3.2 Malecón Bike Tour Campeche's Malecón, which stretches over two miles, has a dedicated path for cyclists and skaters as well as scenic lookout points. A bike tour would allow visitors to enjoy the beauty of the Malecón while learning about the importance and history surrounding the sea in Campeche. This tour would be best offered around sunset or early evening, when the temperatures begin to drop. Several tour operators currently rent bikes, which could be used for these tours. These bikes could be more prominently displayed and advertised so that tourists know they are available.

Sources: www.jlbphotos.com and www.viajeros.com

5.3.3 Art and Photography Classes The colorful and picturesque buildings of Campeche are also great subjects for art and photography classes. Visitors would welcome the opportunity to paint the sea at sunset or photograph the pastel streets of the city. A tour operator or art gallery capable of providing materials and instruction could easily turn these activities into appealing new tourism products.

5.3.4 Pirate Legends Tour Campeche’s tumultuous history with pirates is one of the most interesting and under-utilized aspects of the city. A pirate legends tour could bring the pirate history to life through the stories and sites of the city. The tour could be offered as a walking tour or on the pirate ship currently operating in Campeche.

Sources: bakesspot.blogspot.com and countryheritagepark.com

5.4 SAVE Tourism Another product development opportunity for Campeche is the growing niche market of Scientific, Academic, Volunteer, and Educational (SAVE) travel. SAVE travelers are driven by the desire to engage in travel experiences that involve close interaction with the nature, culture, and people of the destination, and advance knowledge or contribute to the enhancement of the destination. SAVE travelers place a high value on the natural, social, and cultural assets and observe the principles of sustainable tourism.

For SAVE travelers, a lack of development can be an attractive quality in a destination. Many enjoy the unique experiences that can only be had off-the-beaten-path. They tolerate and even enjoy rustic conditions, and often handle delays and inconveniences with a greater degree of patience than other types of travelers.

However, this doesn’t mean that SAVE travelers will simply show up on their own accord. Like any other travel segment, SAVE travelers have expectations as well. SAVE travelers need logistical support from the destination in the form of transportation, lodging, food, and interpretation to overcome language barriers. Most importantly, SAVE travelers need a compelling reason to choose a destination like Campeche. They travel with

a purpose – whether to further scientific knowledge, enhance their education, volunteer to help others or bring other benefits to the destination.

For Campeche, archaeology and birding have been identified as two potentially lucrative SAVE markets, stemming from the state’s excellent archaeological ruins and marine/terrestrial bird habitats. A well- developed and promoted SAVE tourism program could attract archaeology and birding academics, experts, and enthusiasts to Campeche. This program could achieve long-term economic and social benefits by building the capacity of rural tourism and facilitating relationships between educational, scientific, and cultural institutions.

Six essential factors should be analyzed when developing any type of SAVE tourism product in Campeche. These are outlined in Appendix 14. The SAVE Travel Alliance, a network designed to connect travelers with sustainable destinations, is a valuable resource for developing SAVE products and attracting groups of travelers.

5.4.1 Archaeology Academic institutions that focus on archaeology could be excellent partners for a SAVE travel program in Campeche. The Study Abroad market is the most visible type of academic travel and the most economically significant. Every year, millions of students choose to spend time away from their home university, ranging from a period of weeks to an academic year. Developing specialized study abroad programs with the cooperation of local and international academic institutions could help bring in visitors that stay longer and are interested in preserving the unique qualities of Campeche. The World

Youth Student & Educational Travel Profile of Academic Tourists Confederation estimates that total youth Academic tourists travel with the intention of and student travel (which includes language participating in experiential learning activities, travel, higher education travel, leading to credit for formal degree programs or exchange/work experience, volunteer courses offered by higher education institutions. travel, and backpacking/adventure travel) Benefits for Campeche generated 196 million arrivals and an Academic groups have a tendency to visit more economic impact of US$173 billion in remote places and are more willing to interact 19 2011. with local residents. They often do not require sophisticated facilities and services. In most The dozens of Mayan sites scattered cases, academic visitors travel in groups for extended periods of time, which is linked to throughout Campeche are an attractive economic benefits for local communities. They resource for academic institutions have the power to raise awareness on the specializing in Mayan archaeology. The city importance of a destination’s assets and to of Campeche has the potential to act as a spread the word among their networks. The hub from which academic visitors can Consulting Team’s Practicum to Campeche to work on this project is a form of academic conduct fieldwork and research throughout travel. the State. Three potential partners have been identified and are described below.

19 WYSE. (2012). Industry Review No. 3: Youth and Student Travel Market Product Development.

5.4.1.1 Rheinische Friedrich-Wilhelms-Universitat Bonn in Germany The Institute of Archaeology and Cultural Anthropology within this German University houses a strong Department of Anthropology of the Americas and has experience working at archeological sites in Campeche and elsewhere in Mexico.

5.4.1.2 Maya Research Program The Maya Research Program is a U.S.-based non-profit organization that sponsors archaeological and ethnographic research in Middle America. Each summer for over two decades, the program has sponsored archaeological fieldwork at the Maya site of Blue Creek in northwestern Belize and ethnographic research in the village of Yaxunah, Yucatan. The Maya Research Program is affiliated with the University of Texas at Tyler.

5.4.1.3 Archaeological Institute of America The Archaeological Institute of America is North America's oldest and largest organization devoted to promoting and preserving the world of archaeology.

Specific contact information for key personnel at each of these potential partner institutions can be found in Appendix 15. When conducting this outreach, it is very important to convey how Campeche can provide a unique learning experience for specialized students. The critical step in developing a successful SAVE project is building a strong relationship with an external partner by enticing them with the significant assets that Campeche has to offer. It may be useful to create specific marketing materials customized for these markets.

It will also be necessary to demonstrate how Campeche will accommodate groups when they arrive. It is recommended that SECTUR initiate an archaeological SAVE program with the approval

and assistance from INAH, and the Centro de Profile of Educational Tourists Investigaciones Históricas y Sociales at the Individuals, or groups, that travel to enhance Universidad Autónoma de Campeche. An intern their knowledge for personal gratification rather than academic credit. or staff member within INAH and/or the Universidad Autónoma de Campeche could be Benefits for Campeche responsible for identifying sites that would be a Acquiring skills or knowledge usually good fit for academic visitors and developing requires extended stays at the destination and increased interaction with local these into more polished SAVE products. A communities. In cases where the focus of the designated program coordinator at SECTUR educational experience is associated with the would also play a key role by liaising with pristine natural setting of the destination, foreign academic contacts, local lodging and such as with bird watching, this can help transportation providers, and experienced tour contribute to local pride in resources, species and habitat preservation, and an enhanced operators to manage the logistics of the profile of local attractions. program.

5.4.2 Birding Campeche is a compelling destination for bird experts and enthusiasts. Nearly 500 species of birds have been sighted in the state of Campeche20 and 40% of its territory has been declared a Protected Natural Area. Reserves like Balam Kin and the Biosphere Reserves of Calakmul, Petenes and Ría Celestún all have excellent potential for the development of educational and academic SAVE tourism opportunities. Calakmul, in particular, offers the comparative advantage of combining Source: http://ivangabaldon.com/rideintobirdland/2013/trip- birding with visits to impressive Mayan ruins. report-amazing-campeche

Based on the aforementioned, another great option for SAVE tourism in Campeche is to capitalize on the State’s excellent birding habitats. Bird watching is a multi-billion dollar business globally, and continues to gain in popularity. Bird watchers can be considered educational tourists in that they have a strong desire to enrich their knowledge outside the classroom. Campeche’s birding resources could also be an attractive asset to academic tourists seeking to work on ornithological fieldwork and research.

Campeche.travel lists a number of tour operators in the “Bird Watching” section of the website. However, it is unclear how knowledgeable these operators are, what level of interpretation they can offer, and what kinds of technical equipment (i.e. high-powered binoculars) they can provide. International bird watching tourists are typically well-educated and seek expert guides for their trips. Likewise, students and researchers seeking to participate in ornithological fieldwork seek the support of knowledgeable guides and support personnel while visiting the destination. It is recommended to pursue the following three strategies to raise the prominence of Campeche as a premier destination for birders in Mexico. Specific contact information can be found in Appendix 15.

5.4.2.1 Develop a Relationship with the American Birding Association (ABA) The ABA is a nonprofit organization that promotes knowledge, skills, and enjoyment of birding. The organization also contributes to bird and habitat conservation through a number of programs. The Birders’ Exchange program at the ABA could be a valuable way for tour guides and conservationists in Campeche to build local capacity and obtain specialized equipment. The program receives donated equipment and re-distributes it to colleagues working to protect birds and their habitats throughout Latin America and the Caribbean. The Exchange program

20 Birdlife International. “Bird Checklists of the World – Campeche.” Avibase. 24 Jun 2003. http://avibase.bsc- eoc.org/checklist.jsp?lang=EN&list=howardmoore&synlang=®ion=MXca.

has also developed a comprehensive manual in Spanish to help develop local guiding capacity. A strong relationship with the ABA can help increase Campeche’s visibility in the birding community, while simultaneously increasing local expertise to support tourists.

5.4.2.2 Build bird watching tour operator partnerships Many of the most well-known international birding tour operators already have itineraries in Mexico, and several include Campeche as part of their tours. For example, Natural Encounters spends 4 days inthe Calakmul Biosphere Reserve as part of its 14-day tour in the Yucatan peninsula. Other tour operators like VENT, WINGS, Field Guides, and Tropical Birding all have tours in Mexico and are always

looking for new locations where their customers can view interesting bird species. It is recommended to reach out to such operators in an effort to have Campeche featured more prominently within their tour packages.

5.4.2.3 Partner with the Cornell Lab of Ornithology The Cornell Lab of Ornithology is recognized as one of the premier ornithological research institutes in the world. By developing a relationship with the Lab, Campeche can develop links with some of the world’s leading bird experts. Eventually, this relationship can be leveraged to identify students and researchers that could perform fieldwork in Campeche as part of an academic SAVE product similar to the archaeological product previously described.

On a local level, tourism sector leaders will be needed to guide the development of these relationships and foster the continued growth of birding tourists. SECTUR is considered to be the best-positioned institution to build the aforementioned relationships. SECTUR could also work with the NGO Pronatura- Yucatan to develop a training program for local ecotourism/birding guides using the American Birding Association manual. If birding tourism develops into a promising niche, SECTUR or another entity will need to designate a coordinator to manage relationships with foreign institutions and local logistics.

5.5 Product Development Summary

Challenges Solutions Cost Implementing Partner Timeline Attractions outside of the city are Establish tourism $60,000 MXN est. cost of SECTUR and local tour companies Ongoing not well-known and difficult to circuits developing and printing a navigate circuit guide with map

Product gaps exist in the city of Create new tourism Varies based on activity Local tourism businesses and cultural Sep 2013 – Campeche activities in the city and existing capabilities of institutions. For example, bike tours Jan 2013 like bike tours, cooking business could be run by tour operators. classes, and Cooking lessons could be provided by photography tours a local restaurants. Art classes could be provided by Casa Cultural Seis Many of Campeche’s finest Pursue SAVE Tourism No cost for outreach SECTUR, INAH, Centro de Sep 2013 – attractions are in rural, difficult to opportunities to Investigaciones Históricas y Sociales at Ongoing reach areas of the State with attract long-term the Universidad Autónoma de minimal tourism infrastructure visitors interested in Campeche “off-the-beaten” path attractions

6 Training and Professional Development

6.1 Training and Professional Development Preview

Challenges Solutions There is a lack of motivation to attend training Develop a leadership course to teach tourism courses managers how to motivate employees

There is no way to assess whether training Examinations should be required for every courses are effective training course

There are no long-term, inexpensive foreign A language institute should be founded in language classes offered in Campeche Campeche

Numerous interviews on the subject of tourism training and professional development were conducted with representatives of SECTUR, the city government, tour guides, university faculty members, trainers, students, and other individuals to ascertain the state of capacity-building programs in Campeche. In addition to these interviews, the breadth of training opportunities available to residents, employees, managers, and others, were assessed using course information provided by the interviewees.

Overall, it was determined that the state and city of Campeche offer numerous and diverse tourism- related courses. Over a hundred different classes available through SECTUR, the city government, and private institutions were identified. Course topics ranged from towel folding to stress management. The target audience is also varied, with some tourism programs designed for school-aged children and others intended for senior-level managers in the tourism industry.

Despite these available resources, interviewees consistently voiced concern over the low level of professionalism of tourism personnel and the general lack of tourism culture in Campeche. This sentiment was also echoed by participants in the visioning workshop.

6.2 Participant Motivation Based on interviews carried out with government officials and trainers, one of their greatest challenges is getting participants to show up for training. Even when compensation is offered to prospective participants, there is

weak interest to attend courses and many of those who sign-up fail to show. This absenteeism could be attributed to one or more of the following factors:

• Courses are typically selected by management and/or members of government, not by the participants • The classes are inconvenient to attend • Tourism employees do not see the benefit of attending training sessions • Tourism employees are not interested in a future career in tourism

Currently, the state government works with the municipal governments to determine which training courses to offer in each jurisdiction. These decisions are typically made by considering current tourism development projects, private sector interest/needs, and budgetary resources. Thus, the first absentee factor in the above list is salient. The other issues, however, should be addressed prior to allowing participants the ability to determine which courses should be offered.

The second factor regarding the logistical difficulty of attending courses is more pervasive in rural areas than those offered in the city. SECTUR offers flexible course times and locations, but access likely remains a barrier to attendance, especially in areas where participants have to travel long distances and attend during non-working hours. Even by offering stipends or other means of compensation, some of these obstacles cannot be overcome.

The last two elements address the lack of vocational motivation. Interviewees believe that tourism employees are apathetic toward their jobs. If tourism employees do not take pride in their work, accept it as a career, or feel responsibility for their own success, they will not be motivated to attend professional training. Some individuals may come into the workplace with a driven attitude, but it is the manager’s responsibility to foster this attribute in every employee.

6.2.1 Empowering Managers to Motivate Employees The main challenge impeding training success in Campeche is the weak employee motivation to attend courses. Simply put, if employees do not want to be there, they will not benefit from the training. To address this challenge, it is recommended that SECTUR require tourism managers to attend a leadership training course each year to instruct them on the subject of employee motivation.

Many managers in the tourism industry are experts within the field of hospitality but are not necessarily experts in the areas of leadership and mentorship. Mastering these subjects is critical to creating a dynamic, successful, and motivated team. The leadership training course will focus on four key learning areas:

1. Create a Career Path: Managers will learn how to structure careers paths within their businesses so employees have opportunities to advance themselves over time. Even in small organizations, employees can learn new skills in different roles to keep work fresh and exciting.

2. Establish Goals and Indicators: Managers will understand the importance of working with their employees to set periodic goals with tangible measures of success. This activity is important in understanding employee interests and keeping them challenged.

3. Implement Incentives: Incentives are a great management tool for motivating employees. In this course, managers will learn the many ways to use material and intangible incentives to link employee goals with organizational goals.

4. Recognize Employee Achievement: Managers will learn different methods of recognizing and celebrating employee success. Workplace recognition allows the manager to highlight positive examples for employees and reward the achiever for their hard work.

Together, these learning areas will help businesses create a motivated workforce. Fostering employee motivation may increase job satisfaction and lower turnover, creating business savings.

As a required SECTUR course, businesses would have to send one manager each year to leadership training. Businesses that fail to complete the training would not be permitted to send employees to other SECTUR courses until the requirement is satisfied. This requirement is intended to create a more motivated tourism sector in Campeche and increase attendance of SECTUR training courses. Motivated employees are more likely to show up to professional development courses than unmotivated employees and learn the material.

6.3 Assessing Training Success The recommendation above addresses the need for motivated employees to attend professional development courses. While obtaining eager participants to attend training courses is important, it does not guarantee learning success. The effectiveness of the instructor, the course material, and the learning format are just a few of the factors that contribute to a successful lesson. Ultimately, this success is demonstrated by the knowledge and skills transferred to the student or participant.

In Campeche, this training success is impossible to measure because there is no student evaluation after completing SECTUR training courses. It was discovered that standard questionnaires are typically given to students at the end of each training course to assess the instructor, course content, and solicit requests for future instruction. These questionnaires are qualitative in nature and do not test the

participants directly on the material taught during the course. It was also determined that questionnaire results are not being digitized regularly for analysis.

This current system is inadequate for determining the effectiveness of training courses being offered by SECTUR. There is no student, instructor, or governmental accountability for learning outcomes. Without subject matter evaluations, it is impossible to establish if tourism capacity is improving and to differentiate between effective and ineffective instructors.

6.3.1 Training Accountability SECTUR should require an examination at the conclusion of every course it offers. Currently, trainers are responsible for formulating their own lesson plans and course materials for instruction. To remain consistent with this process, trainers would additionally be responsible for creating the final exam. Each exam would be approved by SECTUR before it could be administered. The approval process would ensure that the exam addresses all of the intended learning outcomes and that it is appropriately challenging.

The final exam would be given by a local government administrator on the final day of the training course. This role is best fulfilled by a third-party (from outside SECTUR and the classroom) to reduce conflict of interest. The administrator would be responsible for grading the exams using a key provided by the instructor and sending the results to SECTUR. Credit for completing the course should only be given to students who pass the final exam. Additionally, a record of exam grades should be kept on file for each participant who completes a SECTUR course. Good scores demonstrate participants’ commitment to work in the tourism industry and could be used on resumes or by managers to reward performance.

The average exam score from each class would be added to the instructor’s permanent file. With the knowledge of this record, trainers will be more accountable to the course content and their students’ ability to learn it. Once examinations are implemented and standardized, SECTUR may decide to create performance incentives for trainers. At the very least, these scores should factor into SECTUR’s future hiring decisions.

Perhaps most importantly, instituting training examinations will assist SECTUR in determining the strengths and weaknesses of their professional development programs. Using this information, the

government can adapt programs to make their offerings more effective. Ultimately, training evaluations brings accountability to students, instructors, and administrators alike.

6.4 Knowledge of Foreign Languages Although only about 15 percent of visitors to Campeche are of international origin, representatives from the tourism sector expressed a strong interest in attracting more international visitors in the future. However, with limited access to bilingual information, international visitors will have difficulty navigating Campeche’s sites and making transactions, especially outside of the city. On the visitor survey, knowledge of foreign language by service personnel received the lowest satisfaction score of all attributes (3.2 out of 5). This further demonstrates that communication is a challenge for some visitors.

Foreign languages are being taught in secondary school and university classrooms. However, there is no language proficiency requirement to graduate, even for students studying tourism in the Campechano Tourism Institute, who will presumably be interacting with international tourists throughout their careers.

Both SECTUR and the city government offer courses that teach basic foreign phrases to residents and professionals to use with international visitors. Unfortunately, both organizations lack the resources to provide residents and professionals more extensive training, despite the fact that a foreign language course for taxi drivers was considered among their most successful training programs.

6.4.1 Establish a Language School Foreign language proficiency should be considered a top priority for improving the competitiveness of the destination. In order to provide all tourism sector employees a long-term, quality language program, it is recommended that a language school be established through a private-sector coalition. The model presented here is based on the successful example of the Dunham Institute in Chiapa de Corzo, which is located in the neighboring state of Chiapas. Like Campeche, Chiapa de Corzo is a colonial town that mainly serves as a visitor stopover.

The Dunham Institute was founded by two teachers specializing in Teaching English as a Foreign Language (TEFL) instruction and certification. TEFL certification programs are intensive multi- week classes that prepare students to teach English abroad. This certification is often required to obtain international English teaching positions.

The four week TEFL certification course at the Dunham Institute costs $1,600 USD per student and includes all course materials and a homestay for the duration of the program. Both international and domestic students come to the Institute to become certified. After the certification course, TEFL students can choose to stay in Chiapa de Corzo to gain classroom experience by becoming a volunteer Figure 18 Dunham Institute, Chiapas, Mexico

English teacher for residents. This four week extension costs an additional $450 USD. The revenues generated by this certification and volunteer programs keep the cost of English instruction for local students to a minimum. The Dunham Institute started with one instructor and four students. By the second semester, there were two instructors and thirty TEFL students. For more information about the Dunham Institute, see http://dunhaminstitute.com/index.html.

Campeche’s tourism private sector should establish a similar language school by pooling resources to cover startup costs. A preliminary investment is necessary to secure classroom space, instructor accommodation, teaching materials and an initial teacher salary. A simple website for the school must also be developed. Once these pieces are in place, a job description for an experienced TEFL instructor can be posted on TEFL job websites. The revenues generated from TEFL course enrollment will quickly reimburse this initial investment, sustain the school, and subsidize foreign language instruction in Campeche.

6.5 Training and Professional Development Summary Challenges Solutions Cost Implementing Partner Timeline There is a lack of Develop a leadership $21,000 MXN for SECTUR August 2013- December motivation to attend course to teach tourism attendance to an 2013 training courses managers how to established management motivate employees course, research materials, development of course materials

There is no way to assess Examinations should be $0 MXN SECTUR – Academia as a August 2013-December whether training courses required for every training third party 2013 are effective course

There are no long-term, A language institute $70,000 MXN total Fundación Avanza, August 2013- May 2014 inexpensive foreign should be founded in investment for classroom Asociación de Hoteles de language classes offered Campeche space, instructor Campeche y Gerente in Campeche accommodation, learning General Hotel Plaza materials, and initial Campeche salary; total investment to be reimbursed once school is established

7 Convention Center

7.1 Convention Center Preview

Challenges Solutions The Convention Center has no Hire an in-house Marketing & Sales Manager defined marketing strategy Create a targeted marketing campaign Strengthen online presence Create a marketing database The Convention Center has low Rent food carts to local chefs and non-diversified revenue Develop the food court

Create a signature event

Sell corporate sponsorships The Convention Center has few Create linkages within center to Campeche’s culture loyal clients outside Campeche Emphasize ambiance and comfort Improve staff service and performance levels Improve linkages to appropriate trade associations Increase sustainability practices The Convention Center has weak Develop a student internship program with local universities relationships with the Campeche Formalize partnerships with local hotels community Form a Campechano Ambassador Program Create a Resident Awareness Campaign

The following section analyzes the current challenges for the city of Campeche’s Convention Center and provides recommendations to enhance its performance as a top-level convention center in the Yucatan peninsula. The analysis is the result of the research and fieldwork conducted specifically for the convention center. Research methodology and main findings can be found in Appendix 16.

7.2 Marketing Plan for the Convention Center The Convention Center does not have its own marketing plan. Its current strategy consists of marketing to every group it can possibly reach, without focusing on those who would benefit the most from hosting an event in Campeche. The Convention Center should create a brand for meetings, incentives, conferences and events (MICE) that concentrates on the destinations best features: it is safe, relaxing, and offers plenty of cultural, historical, and eco-adventure experiences. Formulating and executing a marketing plan involves the design and publication of marketing materials, hiring an in-house marketing/sales manager, developing targeted marketing campaigns, and strengthening the Convention Center’s online presence.

7.2.1 Marketing Materials The Convention Center currently does not have exclusive marketing material that features the

Campeche Convention Center of its Figure 19 own accord. Current marketing Sample Follow-up Postcard (front) materials promote Campeche’s Convention Center vis-à-vis the convention center in Ciudad del Carmen. When compared side- by-side, the city of Campeche has fewer hotels, rooms, and number of beds21. Marketing the Convention Centers together is not highlighting Campeche’s strengths. The Campeche Convention Center needs to market the overall destination to attract niche market segments. There are two samples of marketing materials in Appendices 17 and 18. The first sample is a brochure that can be distributed to potential clients at tradeshows, meetings, and online. The second sample is a thank you postcard to follow-up with clients and invite for them to return to Campeche for their next event.

7.2.2 In-House Marketing/Sales Manager The Convention Center’s sales and marketing responsibilities are currently being carried out by the operations manager and SECTUR. Reintroducing an in-house marketing/sales manager role to the Convention Center is critical to establish an identity and attract more business. The responsibilities of the position are as follows:

• Create and implement a marketing plan, on a yearly basis • Serve as a liaison between SECTUR and Proeventos • Follow-up with past clients to collect feedback and pursue new business opportunities • Create and manage the “Ambassadors Program” by working with local businesses and nearby municipalities (explained below) • Maintain the Convention Center’s website with up-to-date information • Respond to all incoming Request For Proposals (RFPs) • Negotiate rates for potential events • Create and approve sales contracts • Create and promote the premium meeting packages (explained below) • Assign tasks to student interns, as necessary • Ensure that marketing data is collected and analyzed

The remainder of the recommendations for the marketing plan assumes that the marketing/sales manager role will be contracted.

21 Proeventos. Marketing Material for Centro de Convenciones in Campeche.

7.2.3 Targeted Marketing Campaigns The main operational challenge that the Convention Center faces is the limited number of national and international congresses and conventions that they host on a yearly basis. The majority of the events held involve local clients, including the local government. In the past year, the Convention Center has only hosted three international events. To increase the utilization of its facilities, it must create targeted market campaigns to attract clients whose needs it can fulfill. It is recommended that targeted marketing campaigns focus on seasonal promotions, brand-aligned client bases, and premium meeting packages for executives and attending trade shows.

7.2.3.1 Seasonal Promotions The Convention Center should reinstate seasonal promotions during shoulder periods to attract bookings. From May to September, a typically low period for events, the Convention Center should offer meeting planners discount and incentives, such as free or reduced-price meeting/exhibit space, free wireless Internet, free ground transportation, and discounted food and beverage packages.

7.2.3.2 Attend Travel Trade Shows It is essential for Convention Center operational staff to regularly attend and purchase booths at trade shows that target event and meeting professionals, especially those that focus on traveling to cultural

destinations. By maintaining a presence at trade shows like the Incentive Travel Exchange, ICOMEX, and EIBTM, the Convention Center will be able to stren gthen its relationships with meeting planners whose clients prefer destinations with adventure activities. Increasing the awareness of meeting planners to the Campeche Convention Center will increase the chances that they will conduct a site visit and book their next event in the City.

7.2.3.3 Build Client Base That Aligns With Brand It is recommended that a brand similar to the one used for the state of Campeche (see section 3 on Marketing) be created for the Convention Center. When searching for new convention and exhibition business, the Convention Center should pursue companies and organizations that are already interested in working in the markets that are aligned with Campeche’s offerings, such as travel adventure groups, cultural or historical associations, and groups with an eco-tourism focus.

For example, the Adventure Travel Trade Association holds an annual summit that attracts more than 650 attendees and generates over 3,000 hotel room nights for the host city.22 Other examples of potential clients

22 Adventure Travel Trade Association, http://www.adventuretravel.biz/connect/summit/ (July 15, 2013).

in similar markets are The International Ecotourism Society and the World History Association. By targeting clients that are already interested in what Campeche has to offer, the Convention Center would be able to increase the probability of winning the business and continue to strengthen Campeche’s destination brand, which is beneficial to all tourism stakeholders.

Another way that the Convention Center could capitalize on Campeche’s brand of cultural, historical, and eco-adventure experiences is by offering pre-convention and post-convention tours to event- attendees. For example, a 3-day conference could conclude with an organized weekend trip to Calakmul. Another option is to have shorter afternoon or evening activities that conference attendees can elect to participate in, such as a traditional Mayan chocolate-making class or a performance in the city center. The cost of these activities could be included in the conference registration fee so that participation is effortless and enjoyable for both the attendees and the hosting organization. These “extracurricular” activities would attract more visitation to the city’s attractions, increase spending at supporting and/or nearby businesses, improve attendee experience, and encourage repeat visits for either business or pleasure.

The Convention Center should work with SECTUR’s advertising and promotion department to invite meeting planners on familiarization (FAM) tours. Although FAM tours are typically organized for media professionals and travel agents, meeting planners who produce trade shows, conferences, conventions, and incentive programs should have first-hand experience to determine Campeche’s destination potential for the MICE market.

7.2.3.4 Premium Executive Meeting Packages An effective way to engage potential attendees is to target business executives who have an interest in the activities that Campeche has to offer. For an executive audience, a premium- Options for Premium Meeting Packages meeting package complete with transportation during their stay, all-access • Access to VIP Meeting Rooms to the Convention Center’s facilities • Business Class Flight Tickets including VIP rooms and technical • Executive Transportation equipment, will entice a higher-end • Cultural and Eco-Tourism corporate clientele. Those who use the Excursions services frequently will be able to set up a • Catered Fine-Dining contract to have regular board meetings • Hacienda Accommodations and events at the Convention Center.

To offer this premium meeting package, the Convention Center will first need to invest in high-end boardroom furniture and luxury catering supplies. Brochures should also be created to promote this service.

Figure 20 gives an Figure 20 Sample Brochure for Premium Meeting Packages example of a sample brochure for Premium meeting packages and a larger version can be found in Appendix 19.

The Convention Center would be responsible for selling this package and should charge a 10% commission on the value of the other business amenities sold in the package. This arrangement could help boost the Convention Center’s bottom line.

7.2.4 Strengthen Internet Presence A convention center’s website is often the first go-to resource for meeting planners. Accordingly, it is important that the content on the website is easy to understand, accurate, and current. It was discovered that the Convention Center’s website has numerous links that are incorrect or inactive. Moreover, some of the subpages do not convey the professional appearance that is needed to acquire more business. For example, when looking up “Restaurants” under the “Service Providers”, the first providers listed are fast food restaurants such as Burger King. Redesigning the website and keeping it updated with current information is recommended. By hiring a Webmaster, the Convention Center can revamp its website and fix the broken links. The Convention Center should also consider adding new features to the website such as printable material, an interactive events calendar, and testimonials. Examples of printable materials include brochures, a flipbook, and floor plans to assist meeting planners.

In addition to refurbishing the Convention Center website, the Center’s overall presence online should be strengthened. Meeting planners use other websites to gather information about Convention Centers such as Cvent and MeetingsinMexico.com, which provide meeting planners with logistics on facilities. Although the Convention Center is featured on Cvent, the profile does not include detailed information or photos that would give a meeting planner a better idea of what type of service they can expect in Campeche. In addition, statistics regarding square footage and number of rooms are out of date. The Convention Center should also post regularly to social media websites such as Facebook and Twitter to

ensure that viewers remain abreast of Campeche and Convention Center activities. An active social media presence engages both new and repeat customers.

7.2.5 Marketing Database A marketing plan must be evaluated on a semiannual basis to ensure that it is effective. To evaluate the plan, data and feedback from marketing initiatives must be collected. This includes data on clients, RFPs and other inquiries, website hits, client and vendor feedback, and reasons for lost bids. By collecting and analyzing this data, the marketing/sales manager can justify making changes to the marketing plan. For example, the amount of marketing material ordered should increase if demand for events increases. An initial system could be established through a number of computer programs, such as Microsoft Excel, that would consolidate this data and make it readily available for evaluation. An end-of–year report should also be prepared using this information. Data should be collected as soon as initial contact is made with a potential client. Once an event has ended, a survey should be sent to obtain any follow-up information. A sample survey can be found in Appendix 20. Below is an example of a database spreadsheet for lost bids.

Lost Bids Database

Date of Response to RFP Date Initial Event Information Reason for declining sent Declined Inquiry

A detailed action plan detailing the marketing plan for the Campeche Convention Center can be found in Appendix 21.

7.3 Challenge: Diversify Revenue Streams The analysis and evaluation of the Convention Center revealed the lack of diverse revenue streams and the venue’s need to generate income. The international convention center market is oversaturated - meeting planners have hundreds of destination options and thousands of venue choices. In Mexico alone, there are nearly 2,000 venues. As a result, the traditional operating model to maintain a profitable Convention Center is in jeopardy. To address the issue, major Convention Centers around the globe are seeking alternative methods of generating income to help close budget gaps.

Based on industry trends, field interviews, and a site inspection, four recommendations were formulated to allow the Convention Center to generate more income by creating a diversified revenue stream: develop cultural food stations, build “The Pirate Food Court”, create a signature event, and selling corporate sponsorships. These recommendations are highlighted below, and a detailed action plan for implementation can be found in Appendix 22.

7.3.1 “A Taste of Campeche”: Cultural Food Stations During field interviews, it was discovered that the Convention Center does not have on-site food and beverage stations for guests and event attendees to purchase beyond the refreshments provided during events. This presents an opportunity for developing a new revenue stream through the creation of cultural food stations, collectively called “A Taste of Campeche.”

From Mayan hot chocolate to panuchos, Campeche offers visitors a special gastronomical experience. “A Taste of Campeche” would be a “value-add service” food option that would allow meeting planners to offer their attendees an opportunity to experience Campeche’s authentic cuisine. Local food service providers and restaurants could rent mobile carts or stands for operation during conferences or events held at the Convention Center. Placed strategically throughout the building, local food vendors would provide seasonal menus to attendees during breaks or in between meetings.

The advantage of developing cultural food stations is clear; the attendees get to experience local foods while food suppliers generate additional revenue and increase awareness about their business. With as few as five cultural food stations, the Convention Center has the potential to produce a new revenue stream by charging rental fees and collecting a percentage of goods sold. Both the start-up and maintenance cost to implement and sustain cultural food carts are low.

7.3.2 The Pirate Food Court A Convention Center food court provides an excellent opportunity to earn additional revenue. It was learned that the initial design for the Convention Center included space for a multi-restaurant food court. Currently the food court space is unoccupied. It is recommended that the original space for the multi-restaurant food court be used and named “The Pirate Food Court.” Without leaving the Convention Center, “The Pirate Food Court” would provide event attendees with convenient access to a variety of food and beverage options. Food and restaurant areas consistently rank highly among a Convention Center’s most valuable amenities.23 The unused space could be divided into several restaurant concepts for food service providers to lease from the Convention Center, either on a monthly or annually basis. Building on its established relationship with the Campeche Restaurant Association, the Convention Center would partner with the association to identify potential food court tenants. Additionally, the Convention Center should target premium coffee shops such as Italian Coffee Company and Café Frappisimo to provide coffee, snacks and pastries. It would be the responsibility of the tenant to design and build out its restaurant space. In addition to low-cost rent, food court tenants would have

23 The HNTB Companies. The Evolving Convention Center. White Paper/October 2009.

an obligation to pay monthly common area maintenance fees. Promotion of “The Pirate Court” would be the responsibility of the Convention Center; which would feature it in its marketing materials. Hours of operation for “The Pirate Food Court” would change daily and/or weekly depending on the needs of the Convention Center’s.

In addition to increased income, benefits of establishing “The Pirate Food Court” include:

• A new amenity for the Convention Center • Additional revenue for the Convention Center • The creation of new jobs for Campeche residents • Increased awareness for tenant restaurants • Convenient access to food and beverage service for event attendees

7.3.3 Signature Events Often seen in Europe, a popular strategy to generate an alternative revenue stream is for Convention Centers to host and manage their own signature events. The key to developing a successful event is to hone in on a niche market that is unique to the destination and does not compete with an event hosted by an existing client. It is recommended that the Convention Center apply this effective model to develop its own signature event based on niche areas that Campeche is known for like panama-style hats, honey production, Mayan archeology, or colonial history.

7.3.4 Corporate Sponsorships Many convention centers worldwide sell corporate sponsorships to local business to generate revenue. Based on this common industry practice, the establishment of a corporate sponsorship program is recommended. This advertising vehicle would allow local businesses to market their goods and services to business leaders, meeting planners, and attendees at the Convention Center. Initially, the program would consist of two sponsorship opportunities: plasma screen advertising and the Campeche Merchant Discount Guide.

7.3.4.1 Plasma Screen Advertising During the Convention Center site visit evaluation, it was observed that plasma screen televisions and monitors are positioned in high-traffic areas throughout the venue. This technology provides the Convention Center with an opportunity to increase advertising and sponsorship revenues by selling airtime to local businesses. Businesses would develop their own commercials or static billboard ads to play on loop during Convention Center events.

7.3.4.2 Campeche Merchant Discount Guide When a destination is selected to host a major event, convention, meeting, or congress, the entire city benefits from attendee spending during the event. In order to maximize this impact, the Convention Center staff should collaborate with local businesses to create a premium merchant discount guide. This guide would provide Convention Center guests with exclusive discounts and offers for retail products, dining experiences, attractions, activities, and tours. There would be no cost to participating businesses to offer their discounts in the guide. The cost of producing the guide could be covered by the attendee purchase price.

7.4 Operations While marketing recommendations have been presented, several operational solutions could be undertaken by the Convention Center as well. A review of convention center best practices revealed the value of a repeat customer compared to the expense associated with attracting new business. Given that customer satisfaction increases the probability of return customers, this section discusses three operational solutions for improving client satisfaction:

1. Redefine some of the Center’s interior spaces; enhancing ambiance and comfort 2. Increase professional training and development 3. Incorporate sustainable practices into the Center’s operational model

These recommendations are outlined below. A detailed action plan for implementing these operational solutions can be found in Appendix 23.

7.4.1 Emphasize Ambience & Culture Meeting, convention, and exhibition spaces are often chosen Figure 21 because they exhibit the flavor of a destination. Campeche’s Example of Re-Designed Banner Convention Center does not represent the feel of the city or region in any way. Redefining the interior space of Campeche’s Convention Center based on the following suggestions is Sala Edzná recommended.

7.4.1.1 Create Cultural Linkages Renaming the Convention Center’s meeting rooms after the archeological sites found in the State would link the Center to Campeche’s rich Mayan cultural heritage. Instead of Sala 1 and Sala 2, for example, the meeting rooms should boast names like Sala Calakmul and Sala Edzná Additionally, the banners hanging in front of each meeting room should include photos or illustrations of the site it is named after as is pictures in Figure 21. 7.4.1.2 Create Inviting Conversation Spaces Adding comfortable, stylish couches, chairs, and table groups in the atrium areas near the entrance is also recommended. These

open spaces should be utilized to promote casual interaction amongst attendees during meeting breaks. These open spaces should be bright and aesthetically appealing to add to clients’ sense of tranquility.

7.4.1.3 Bring the Outdoors In Green spaces are appealing for the same reasons cited above. They are aesthetically pleasing, add life to dull areas, and give off a sense of calmness. Introducing trees and plants, especially native species in the atrium would improve the overall ambience of the Center, and make a positive first impression on potential clients.

7.4.1.4 Display Campeche’s Unique Attractions, People, and Products Large, vivid photographs and artwork of Campeche’s attractions, people, and products should be prominently displayed on the walls of the Convention Center’s atrium. Exhibits could feature local

Figure 22 Example of Mural-sized Photo or Artwork

Source: “Mayan World” Edzna ’05 by Pablo de Gorrion on Flickr photographers, children’s artwork, or colorful textiles produced in the area. These displays will give Campechanos a sense of pride when they enter the Convention Center and encourage visitors to set out and explore the destination.

7.4.1.5 Staff Professional Training & Development Exceeding clients’ expectations is how the Campeche Convention Center can best secure repeat business. To perform at this level, continuous professional training and development is required for Convention Center staff. Additionally, becoming members to industry organizations that stress professional development would demonstrate the Center’s commitment to service. These memberships are also marketing assets when pitching for new business.

The Puerto Rico Convention Center (PRCC) provides a shining example of how investment in training and professional memberships can pay off. Nearly fifteen years ago, the Puerto Rico Convention Bureau (PRCB) launched its “Extraordinary Service Program”, providing team members with cutting-edge sales training. These efforts resulted in causing their Convention Center to be considered the premier Center in the Caribbean.

Based on models for best practices and interviews conducted with SECTUR and Convention Center personnel, the following training initiatives are recommended for the Convention Center’s staff:

1. Provide English language classes for senior staff members 2. Sponsor event-planning training and certification for the Center’s senior staff members with reputable industry associations that have internationally recognized standards (i.e. the Certified Meeting Professional [CMP] designation offered through the Convention Industry Council [CIC]) 3. Encourage the Center’s senior staff to become members of the MICE industry. For example, the Center’s dedicated sales manager may greatly benefit from Convention Sales Professionals International (CSPI) membership. 4. Develop a service program that recognizes employee achievements, and can be mentioned in Convention Center marketing materials 5. Ensure the Convention Center is a member of appropriate industry organizations that emphasize training and development, like the CIC. The Center should strive to set itself apart through its training and development initiatives. For example, the Center could apply to be the first Mexican Convention Center to become a member of the International Association of Conference Centers (IACC).

7.4.2 Practice Sustainability Sustainability has become an important consideration for meeting and event planners when choosing a location for their event. The site visit evaluation of the Convention Center and interviews with its personnel revealed that managers are aware of the growth of green meetings and that some sustainable practices are already in place. Incorporating more sustainable practices into the operational model can reduce costs over time and improve the Center’s marketing to conscientious prospects. The Convention Center should utilize technology to reduce paper waste, implement green practices into procurement methods, and partner with suppliers who are practicing sustainability. A Sustainability Toolkit can be found in Appendix 24. Methods to “reduce, reuse and recycle” at the Center’s events are detailed, as well as information on how to measure the potential cost savings.

7.5 Developing Partnerships Another challenge facing the Convention Center is a weak and undefined relationship with members of the tourism community. Building strong, mutually beneficial partnerships is an effective method to grow and sustain meetings and convention tourism in Campeche. Therefore, the Convention Center should form specific programs to strengthen its partnerships with hotels, restaurants, attractions, and other establishments that business travelers come in contact with. Additionally, the Convention Center would also benefit from improved relations with the community as a whole. The four programs outlined below will strengthen the Convention Center’s local relationships and help grow its meetings business. An action plan for developing Convention Center Partnerships is provided in Appendix 25.

7.5.1 Student Internships One partnership opportunity to pursue is with local university students, especially those earning a degree in tourism from the Instituto Campechano. Establishing an internship program would create a mutually beneficial relationship for both parties.

Benefits to the Convention Center Benefits to Students

• Free or low-cost professional assistance for • Fulfillment of internship requirements otherwise neglected projects • Hands-on work experience • Valuable input from young, innovative, and • Exposure to national and international energetic individuals companies and organizations • Positive public relations within community • Opportunities to learn and improve skills like • An experienced talent pool for potential hires English and online marketing • Mentorship with established meeting professionals

Responsibilities that may be particularly suitable for university student-interns include managing the Convention Center’s social media outreach, assisting English-speaking clients, and conducting marketing research. Universities such as the Instituto Campechano are already familiar with how to run internship programs and can thus provide guidance and support in setting-up and running the program. Although the supervision of interns may cost some additional staff resources, such costs will be offset by the benefits that the Convention Center will gain from the program.

7.5.2 Hotel Partnerships Perhaps the most important partnership to strengthen is that between the Convention Center and local hotels. These two parties should work together to attract more and larger conferences but current collaboration is sporadic and inefficient.

7.5.2.1 Formal Hotel Partners The Convention Center should formalize partnerships with strategic hotels. Under a partnership agreement, a hotel would offer a fixed, competitive room rate to any guest coming to Campeche for a multi-day conference at the Convention Center. In return, the Convention Center would approach partner hotels first when securing lodging for conference attendees. The greatest benefit of this formal partnership to the Convention Center is that it can use these rates during initial discussions with

potential clients without having to go through prolonged negotiations with several different hotels each time. In addition, this partnership makes the planning process more seamless for host organizations and meeting planners. Even if a hotel receives a lower price per room from their partnership agreement, the increased volume of room nights sold on a regular basis creates a stable revenue stream. Hotel partners would also benefit from the ancillary spending typical of business travelers, such as room service and dry cleaning.

This program would work best with larger hotels located within a 5-10 minute walking distance from the Convention Center. Suggested partners include Best Western, Hotel Ocean View, and Hotel Baluartes. Other large hotels that are farther away, such as the Holiday Inn, may establish a free shuttle service between the hotel and the Convention Center to increase its attractiveness to an organization hosting a conference or exposition.

7.5.2.2 Increased Dialogue and Marketing Education Another effective way the Convention Center can work with local hotels is by increasing dialogue and teamwork, especially around the subject of marketing Campeche as a business tourist destination. For example, in the case of a lost bid, the Convention Center should follow up with the organization to find out the reasons why it decided to go elsewhere. If lodging price, proximity, or amenities were a factor, the Center should be proactive in sharing this information with the hotels involved in the bid. Periodic meetings or informal networking sessions between key players of the Convention Center and the hotels could provide a forum to facilitate this communication.

7.5.2.3 Long Term Goal of New Hotel Finally, Campeche should consider the construction of a large, first-class anchor hotel next to the Convention Center as an important long-term goal for advancing its MICE industry. The Convention Center has a large, empty lot located next to the building; the ideal site for the future hotel.

Field interviews revealed that prospective clients regularly voice concern over the lack of appropriate lodging that can accommodate all attendees. This hotel would have the capacity to accommodate entire conferences as well as small and medium-sized meeting rooms to host meetings and social functions. As with other business-class hotels, it is recommended that this hotel have an internationally recognized and respected brand name.

While the construction of a hotel of this caliber years to plan, it is important to envision the future of the Convention Center and establish short and long-term goals to realize that vision. Even as the Convention Center proceeds with low-

cost, easily implementable actions, the plans for establishing a major hotel should be integrated into the long-term strategy for growing the city’s meetings business.

7.5.3 Campechano Ambassador Program The Convention Center is currently facing a shortage of proactive meeting and event leads. One way to address this challenge is to create a Campechano Congress Ambassador Program.

The proposed Ambassador Program would consist of a select group of high-achieving volunteers from the Campeche community, representing a variety of professional fields. An ideal volunteer would be an accomplished leader in a corporation and a social networker, with an active membership in professional groups or associations. As a Congress Ambassador, these volunteers will become the Convention Center’s advocates who are committed to generating essential contacts and leads for prospective meetings and convention business.

The success of the Ambassador Program rests on finding volunteers who are both successful business people and passionate about their city. Above all, the key mechanism that drives volunteers to generate leads for the Convention Center is Campeche pride. They understand the positive impact, financial value, and economic benefit that the entire city of Campeche would gain from hosting more meetings, conventions, and expositions. It is these natural leaders and networkers who are the city’s best spokespeople, and the goal of the Ambassador’s program is to tap into these advocates to attract more business meetings.

Successful ambassador programs have been used in destinations like Puerto Rico and London. In Puerto Rico, the ambassadors program represents up to 20 percent of the total sales in the destination’s meetings and conventions industry.24 In London, the Convention Centre recognizes some of its most influential ambassadors each year with the Ambassador Award. One recent award recipient is credited with stimulating an estimated £1.44 million in economic impact by supporting the city’s bid for an international governmental conference.25 Although the Campechano Congress Ambassador Program would naturally operate on a smaller scale, the theory behind it is the

24 Puerto Rico Convention Bureau 2007, Puerto Rico Convention Bureau Revamps Ambassodors Program. [press release] 9/14/07 25 Londoncc.com. 2000. LCC Ambassadors Awards / London Convention Centre – London, Ontario. [online] Available at: http://londoncc.com/lcc-ambassador-awards [Accessed: 17Jul 2013]

same: ambassadors promote the city within their professional networks as a desirable destination for meetings and conferences, generating new leads for the Convention Center.

7.5.4 Building Community Relations Finally, it is recommended that the Convention Center improve its relationship with the local community by initiating a few effective community relations campaigns.

7.5.4.1 Resident Awareness Campaign Anecdotal evidence from field interviews suggests that many Campeche residents and members of the tourism community are not aware of all of the activities the Convention Center offers. There is also concern over the cost of operating the Center. To address these issues, the Convention Center should create a Resident Awareness Campaign. The primary focus of the campaign should be on the economic impact of the Convention Center. Many people may not realize that Convention Centers are typically expected to operate at a loss. Their real value lies in bringing visitors to the city to spend money with hotels, restaurants, and other local suppliers.

Relevant metrics that would support the positive impact of the Convention Center include the number of non-local meetings, conferences, and expositions hosted, the number of hotel room-nights generated, and the number of meals provided by local restaurants to meeting held at the Convention Center. The awareness campaign can also inform residents about the Convention Center’s future goals and plans for growth. The overall campaign could be held in conjunction with the Tourism Awareness Week proposed in Section 3 of this report. By reaching out to the local community, the Convention Center could generate goodwill for both supporting its current clients and attracting new business.

7.5.4.2 Student Art Contest In addition to a formal Resident Awareness Campaign, another opportunity for the Convention Center to connect with local residents is by hosting a student art contest. Local primary and secondary schools could participate by having students create artwork based on a given theme as provided by the Convention Center. Themes could focus around Campeche sights, history, or culture, or around the subjects of future expositions that are scheduled to be held in the Convention Center.

Schools would then select a designated number of pieces of art to submit to the Convention Center, which would then exhibit the artwork in a prominent location like the atrium. The Convention Center could host an “open house” for the community to view the artwork on display. This event would bring community members who may not be well acquainted with the Convention Center through its doors. Community outreach efforts can strengthen the Convention Center’s presence and connection to the residents of Campeche.

7.6 Convention Center Summary

Implementing Challenges Solutions Cost Timeline Partner The Convention Center Hire an in-house $456,000 MXN/annual salary Convention Center August - October has no defined marketing Marketing & Sales Operations Director 2013 strategy Manager Create a targeted $6,000 MXN for 1,000 brochures and Marketing and Sales October 2013 – marketing campaign 1,000 postcards Manager January 2014 $45,000 MXN for participation in tradeshows $35,000 MXN for boardroom meeting equipment Strengthen online $25,000 for web development work Marketing and Sales October 2013 – presence Manager, web July 2014 developer, interns Create a marketing $2,000/annual for printing surveys Marketing and Sales November 2013 – database Manager, Interns July 2014 The Convention Center Rent food carts to local $64,800 MXN for three food carts or Convention Center August 2013 – has low and non- chefs stands operations and July 2014 diversified revenue $36,000 MXN for marketing materials marketing staff

Develop the food court $20,000 MXN for architect to assist in Convention Center August 2013 – food court design operations and July 2014 $36,000 MXN for marketing materials marketing staff Create a signature $65,000 MXN for consultant to assist in Marketing and Sales August 2013 – event event development Manager March 2014

Sell corporate $30,000 MXN for 200 discount guides Marketing and Sales August 2013 – sponsorships Manager July 2014

The Convention Center Create linkages within $20,000 MXN for banner production Convention Center August 2013 – July has few loyal clients center to Campeche’s 36,000 MXN for photo enlargements and operations team 2014 outside Campeche culture mounting 84

Emphasize ambiance $60,000 MXN for purchase of furniture Convention Center August 2013 – July and comfort and plants operations team 2014 Improve staff service $12,000 MXN for investment in Convention Center August 2013 – July and performance professional development operations team 2014 levels Improve linkages to $12,375 MXN/annual membership dues Convention Center August 2013 – July appropriate trade operations team 2014 associations Increase sustainability No cost Convention Center August 2013 – July practices operations team 2014 The Convention Center Develop a student $8,800-13,200 MXN in personnel wages Convention Center August 2013-June has weak relationships internship program to establish program operations and 2014 with the Campeche with local universities $26,400-52,800 annually to maintain marketing staff community program Formalize partnerships $13,200-17,600 MXN in personnel wages Convention Center August 2013- with local hotels to establish program operations and December 2013 marketing staff Form a Campechano $13,200-$26,400 MXN in personnel wages Convention Center August 2013-July Ambassador Program to establish program operations and 2014 $11,400-57,200 annually to maintain marketing staff program, $12,000 for events and materials Create a Resident $8,800-22,000 MXN in personnel wages Convention Center August 2013-July Awareness Campaign operations and 2014 marketing staff

8 Destination Management Strategy

8.1 Destination Management Strategy Preview

Challenges Solutions Lack of holistic, integrated tourism planning Establish DMO for the State of Campeche and implementation between the public and private sectors. No coordinated and inclusive group to choose Create a DMO Working Group to: DMO model • Analyze and decide most suitable DMO Model • Implement short-term destination management strategies as the basis for the future DMO Need of a catalytic event that unites tourism Tourism Cares GO Expedition including: stakeholders and launches DMO strategy • Volunteer event • Knowledge sharing activities • Matching grant program • Famtrip for International Tour Operators Decide on the model for the creation of a DMO Model 1: Maintain DMO Working Group Model 2: Civil Association Model 3: DMO operating as a Fideicomiso

One of the major issues facing the future of tourism in Campeche is the lack of cooperation and communication between the private sector and the government. This key challenge was identified during the visioning workshop and confirmed through numerous stakeholder interviews. The solution for uniting the tourism sector is the creation of a holistic destination management strategy, including the establishment of a Destination Management Organization (DMO) in Campeche.

8.2 Managing Campeche as a Destination In the previous sections of this report, many challenges facing the tourism sector in Campeche have been identified, and numerous implementable solutions presented. In order to efficiently realize these solutions, Campeche is in need of a holistic destination management strategy, which encourages collaboration between public, private, community and non-governmental organizations. The consulting team recommends the formation of a destination management organization to address this need. DMOs have been successful in other destinations by providing an enabling environment for all stakeholders to work together. The result is a more competitive and sustainable destination.

International best practices demonstrate that an effective DMO is required for destinations to compete globally. A DMO can take one of several forms: public agency, mixed public-private entity or private organization. This structure is ultimately decided by the stakeholders at the destination according to which organization they believe will best accomplish the management and coordination of tourism

policy, planning, and marketing for the destination.26 Whichever type of organization is chosen, the DMO should have sufficient autonomy, flexibility, and funding to manage the destination’s tourism development process. This will enable it to react to local conditions and the ever-changing market.

8.3 Creating a DMO TIP 1: Recruiting Working Group It is recommended that a DMO Working Members Group be formed to select a DMO model for Campeche. This section details the founding Stakeholders who participated in the of the Working Group and proposes three visioning session have already plausible DMO models. These models should demonstrated an interest in volunteering be analyzed within the Working Group to their expertise and time to enhancing decide which would best increase Campeche as a destination. The executive Campeche’s tourism competitiveness. committee should reach out to these 8.3.1 Form a DMO Working Group participants as a starting point in assembling the Working Group’s Members of the Client Group should lead the membership. formation of the DMO Working Group. They would first elect an executive committee amongst themselves, comprised of a President, Vice-president and Secretary. The executive committee would then build Working Group membership. The Working Group should include members from: academia, tourist attractions, hotels, restaurants, entrepreneurial enterprises, TIP 2: Enhancing Member Commitment cultural and environmental NGOs, and the 11 municipalities of the State. The DMO The Working Group could adopt the Working Group should be as inclusive as Geotourism Charter to solidify the group’s possible so that it arrives at a representative commitment to advancing tourism through decision for the creation of a DMO. sustainable concepts and forge a 8.3.2 DMO Working Group Activities relationship with National Geographic. See The Working Group’s primary mission would Appendix 26 for the benefits and tools be to analyze the feasibility of the three DMO associated with the Geotourism charter. models for Campeche. In addition, it would carry out recommendations to enhance the institutional and legal framework of the tourism sector. These goals and activities are discussed in Figure 23.

26 Ritchie, J. R. B., & Crouch, G. I. (2003). The competitive destination: A sustainable tourism perspective. Oxon, UK: CABI Pub.

Figure 23 DMO Working Group Goals and Activities

Encourage Stakeholder Collaboration •Hold a DMO Working Group meeting during which each member presents their individual or organizational purpose, scope of work, members, etc •This meeting would encourage communication, partnerships, and understanding among the members as they work towards mutual goals

Consider DMO Models •The Working Group should discuss the feasibility of establishing a DMO for the State • Analyzing which of the alternatives in section 1.3.2 would be most effective for monitoring and implementing the recommendations proposed in this report over the long-term

Increase communication efforts between stakeholders •The Working Group and the Congress Commission for Tourism (CCT) should collaborate to produce a monthly online tourism newsletter •It should include the main discussions and decisions in each Working Group and CCT meeting, current SECTUR initiatives, and a section for individual members to report actitivites •The newsletter should be sent to all tourism stakeholders and open to the general public; a link to subscribe should be available through the CCT and SECTUR websites.

Advocate for an adequate legal framework •The DMO Working Group, SECTUR and the CCT should discuss the topics and regulations that would be included in Reglamento de La Ley de Turismo del Estado de Campeche •This draft is an opportunity to include legal mechanisms to implement the recommendations in this report, especially the possible creation of a DMO financed by a fideicomiso.

Promote Tourism Entrepreneurship •SECTUR and the Working Group should develop an online portal that compiles all information about micro, small and medium enterprise development and resources for tourism entrepreneurs (grants, loans, incubators, technical assistance) • The Working Group should advocate for more tourism projects within current enterprise incubators in Campeche (SEDICO, Tecnológico de Monterrey, CCE, etc.) and encourage members to provide voluntary technical advice to tourism entrepreneurs

Commit to a Tourism Cares GO Campeche Expedition 2013 •A GO Expedition is an international cooperative tourism event that brings U.S. and foreign travel industry executives together to share values, expertise, talents and skills to assist in the sustainability and conservation of important sites •The DMO Working Group should nominate Campeche for a Tourism Cares GO Expedition for 2014. The nomination should be sent to Tourism Cares before Spetember 2013. The Tourism Cares GO Campeche expedition would serve as a catalytic event to institutionalize the creation of a DMO. A detailed plan for the Campeche GO Expedition can be found in Appendix 27

TIP 3: Hosting the Campeche GO Expedition

If selected, the DMO Working Group would implement the GO Campeche Expedition. The Expedition would entail: • Volunteer Event: The tourism community “gives back” by engaging in a project to conserve a heritage site in Campeche • Educational Event: A US operator shares best practices for developing a DMO • Grant Matching Funds Program: Establish program to provide funds for tourism projects in Campeche (entrepreneurship development, scholarships, etc.) • Famtrip for Tourism Cares members: Create business leads between US tourism professionals and Campeche tourism businesses

For more information: http://www.tourismcares.org/about/whats-new/global-outreach,(2013), http://www.tourismcares.org/images/documents/TourismCares2014HostCountryRFEI.pdf

8.3.3 Establishing a DMO for Campeche The DMO Working Group would be charged with deciding between possible DMO structures for the State of Campeche. In this section, three options are discussed: (a) the DMO Working Group would continue as a voluntary working group, (b) it could incorporate as a civil association, or (c) it could operate as a trust (fideicomiso).

8.3.3.1 Maintain the DMO Working Group The DMO Working Group could choose to maintain its structure and work on democratically selected initiatives. Its mission would be to enhance private sector involvement in destination management.

DMO Working Group initiatives could address the following needs: • Education/training (developing curricula for customer service, language workshops, etc.) • Focused promotion (creation of maps and guides, outreach to niche markets) • Product development (installing interpretive signage, marketing tourism circuits, etc.) • Event planning & hosting (festivals, networking opportunities, public forums, etc.)

The Working Group can be an effective organization if its members are dedicated to the collective efforts. However, it would be unable to legally hire staff and work would continue to be on a voluntary basis. The Group could increase the number of voluntary members and interns to handle more activities.

As a DMO Working Group, initiatives could be funded primarily through: • Proposals for federal and international funding (e.g. Federal SECTUR) • Public-private partnerships between its members

Maintaining the DMO Working Group would be the easiest solution to adopt because it allows the organization to grow organically. This organization would meet little stakeholder resistance and

therefore scores fairly well in terms of political feasibility. Additionally, by relying on voluntary efforts, an entrepreneurial, innovative tourism environment would be created. Maintaining the original structure of the Working Group also has major limitations, of which financial viability is the most critical. Without a guaranteed source of financing, the Working Group may not be able to accomplish its goals. This is why dedicated taxes are considered the most important and consistent source of funding for DMOs27.

8.3.3.2 Become a Civil Association The DMO Working Group could choose to incorporate as a non-profit organization in order to form a civil association. Its members would only represent the private sector. Destinations like Veracruz and Guadalajara have been successful in establishing DMOs with this model. Please refer to Appendix 29 to examine their organizational structures.

This Association’s projects would be funded by grants, while its operating budget would be funded by cash or in-kind contributions of its members. In addition, it can establish tiered membership dues to create additional revenue. The dues could be based on member budgets; with larger businesses paying more and smaller enterprises or individuals paying less.

Other means of generating and diversifying revenue for a Civil Association: • Produce festivals or events • Sell merchandise • Engage in joint promotions with industry members • Seek corporate sponsorships • Charge website hosting fees

Additionally, the organization can minimize operating costs by leveraging interns and volunteers, and developing strategic relationships for training, promotion, and other collaborative efforts.

The Civil Association would be governed by a general assembly, who would meet once a year and have legislative authority over the DMO. A board of directors would report to the general assembly; usually honorary (unpaid) members. Other positions typically include a president, secretary, and treasurer.

One major advantage of operating as a Civil Association is having a dedicated staff to plan and implement tourism initiatives. Additionally, the governance provided by the general assembly adds more transparency to DMO management and fund-use. Third, incorporating as a nonprofit enables the Association to pursue revenue-generating activities as long as proceeds are reinvested in the organization’s mission.

The downside to operating a nonprofit is that government reporting requirements can be complicated and involve a number of funding, fiscal, and tax reports28. In addition, this option could face stakeholder

27 InterVISTAS Consulting Inc., Destination Marketing Organization Best Practices and Benchmarking Study http://www.tourismvancouver.com/pdf/members/dmo_best_practices.pdf, (2009). 28 The International Center for Not-for-Profit Law, NGO Law Monitor: Mexico http://www.icnl.org/research/monitor/mexico.html, (2013).

resistance from those resistant to change, or concerned that this Civil Association may duplicate the efforts of other tourism associations. Furthermore, while this model offers more funding opportunities than the DMO Working Group model, it does not assure financial sustainability because it depends on member contributions for its operating budget.

8.3.3.3 DMO Operating as a Fideicomiso The third option is for the DMO to function as an independent institution that supports, contributes and complements the current mandate of SECTUR. In this model, the DMO would be funded by a fideicomiso, a trust that is drawn from a portion of Campeche’s 2 percent lodging tax. The portion of the lodging tax that is dedicated to DMO can be increased as the organization shows positive results. This is a common DMO model in Mexico, with close to 40 OCVs currently operating as fideicomisos29.

This model requires a trustor to provide the resources needed to operate the fideicomiso (SECTUR), a trustee (an authorized bank), and a beneficiary (the DMO). The fideicomiso would be governed by the terms under which it is created. Thus, it is vital that the statutes make provisions for the governance of the fideicomiso and outline the organizational structure of the DMO. Appendix 30 provides a flowchart illustrating how the fideicomiso model could access the 2% lodging tax. Fideicomiso funds could be supplemented by the private sector in the form of membership dues or in-kind contributions. The organization should also carry out grant-based projects, in addition to pursuing the revenue-generating activities suggested in 8.3.3.2 above.

The fideicomiso would be overseen by a technical committee, headed by a president and consisting of an average of 13 members who all have equal voting power in operational decisions. Aside from a president, committees typically include a secretary and a commissioner, who would oversee the allocation and use of resources.

To ensure a collaborative approach, the technical committee should represent the following public and private sector organizations:

• Public Sector: Secretary of Tourism, Secretary of Economic Development, Head of the State Treasury, INAH, and Secretary of Environment. • Private Sector: President of Associations and Chambers of Tourism, Hotel and Motel Associations, Restaurant Association, Other representatives from various geographic and professional areas of Campeche tourism

It is recommended that the DMO define its organizational structure before signing the fideicomiso agreement in order to secure sufficient funding for investments and operations. At minimum, the DMO should have the following full-time personnel: Executive Director, Marketing Coordinator, Product

29 Federal SECTUR, Organización y Actividades de Mercadeo de Destinos Turísticos, http://www.sectur.gob.mx/en/sectur/sect_Documentos_de_consulta_sobre_OCVs, (2006).

Development Coordinator, Competiveness Coordinator and Administrative Assistant. Figure 24 provides an example of what this organizational structure would look like.

The Consulting Team suggests the following functions for the full time staff:

Executive Director: The Executive Director would be in charge of the overall strategy, operations and finances of the DMO and will report to the technical committee. This individual would also be responsible for communicating the DMO’s capabilities, building membership, and securing partnerships. They should also have a seat on the CCT to report on the DMO activities.

Administrative Assistant: The Administrative Assistance would support to the Executive Director in managing the day-to-day operations and activities of the DMO. He/She should also coordinate meetings for the functional areas and the technical committee.

Marketing Coordinator: The marketing coordinator should provide outreach to niche markets. Examples include archaeological expeditions, birding and other types of SAVE tourists. He/She would also be responsible for building international alliances with tourism associations such as The International Ecotourism Society. Finally, the marketing coordinator would enforce the use of Campeche’s brand attributes within the private sector to ensure consistent messaging.

Product Development Coordinator: The Product Development Coordinator would identify viable new tourism products or services and provide Figure 24 Suggested Organizational Structure technical assistance for their development. To ensure that the Coordinator has capacity to address this mandate, he/she should create President partnerships with other institutions. For example, the Comision Nacional para el el Desarrollo de los Pueblos Indigenas is currently Technical investing in community based tourism but lacks Committee of the tourism expertise; the DMO could play a fundamental role in providing tourism expertise for sector development. Local Government Private Sector Representatives Representative Competitiveness Coordinator: The

Competitiveness Coordinator would be responsible for promoting stakeholder Executive collaboration. This can be accomplished with Director networking events and workshops. This individual would also connect infrastructure Administrative development plans with tourism development Assistant needs by facilitating communication between INAH, SECUL, SMASS and the Secretary of Product Marketing Competitiveness Urban Development and Public Works, and the Development Coordinator Coordinator tourism sector. The Coordinator could also Coordinator

identify the data needs of the private sector and work with educational institutions to commission studies

It is important that the DMO establishes an on-going internship program for each of the functional areas proposed above. This will ensure adequate staffing for the DMO and create tourism management capacity in local tourism students. These interns would be assigned administrative and operational tasks; however it is recommended that they also have project ownership with the intention of nurturing young tourism leaders.

The Consulting Team believes that this option would be a strong course of action for the DMO. Operating as a trust guarantees a source of funding. Another advantage of this model is accountability and transparency –the technical committee would be split between public and private sector representatives, ensuring that decisions are governed by the interests of the tourism community as a whole.

However, this model also has its shortfalls. First, asking for a portion of the bed tax from the State government could be a difficult process and require strong advocacy from the private and public sectors. Second, there is a risk of becoming overly-reliant on tax funds, which are tied to unstable economic markets. These fluctuations will inevitably impact the DMO budget.

8.3.4 Analysis of Destination Management Models Each of the models above were evaluated using four main criteria: effectiveness, ease of establishment, financing, and political feasibility (Figure 25). The results are summarized and compared in the matrix below (Figure 26). Based on this assessment, each alternative was assigned a score in a scale ranging from poor to good. Figure 25 The fideicomiso-backed DMO Scoring Criteria DMO model received a “good” result in the Effectiveness Ease of establishment assessment. This model •Does it foster public/private •Is it difficult to establish this offers the most viable partnerships? organization? •Does it promote transparency in financial structure and management? organizational longevity. In •Does it offer sustainable financing addition, it promotes more options? accountability and inclusivity than the other two models. And while it may be more Financing Political feasibility difficult to implement and •Is there access to public, private, and •Are stakeholders likely to accept the donor funds? changes needed to make this model meet stakeholder resistance, •Does it allow for revenue-generating successful? these initial hurdles will be activities? •Will it support all tourism overcome once benefits stakeholders in the private, public, become apparent. and civil sectors?

Figure 26 DMO Scoring Matrix

Alternatives/Criteria Maintain DMO Working Group DMO operating as a civil association DMO operating as a fideicomiso Score: Poor Score: Moderate Score: Good • Short-term effectiveness in enhancing • Short and long-term effectiveness • Short and long term effectiveness public/private collaboration through potentially high, as long as board very high in terms of private/private joint ventures consists of public and private sector collaboration due to shared • Sustainability of financing options not members representation on technical guaranteed and risk of prolonged • Sustainability of financing options is committee inadequate funding moderately high an adequate if DMO diversifies • Sustainability of financing options Effectiveness • Transparency of operations low, as revenue streams good since DMO combines working group only consists of private • Transparency of operations depends dedicated public funding with sector and civil society members on the DMO model; generally more private financing • No dedicated staff to carry out overseeing bodies means more • Transparency of operations good tourism promotion and development checks and balances due to representation from both functions • Dedicated staff to carry out DMO sectors. mandate • Dedicated staff to carry out DMO mandate Score: Good Score: Poor Score: Poor Ease of • Easy, as no changes are required and • Incorporation and reporting • Fairly difficult to establish a establishment organization remains as it was in requirements may be cumbersome fideicomiso and incorporate phase one organizational structure in bylaws Score: Poor Score: Moderate Score: Good • No dedicated source of financing • No dedicated source of public • Dedicated source of public financing Financing leaves future of organization in funding, but variety of private and and private funding sources strongly precarious position donor financing options available guarantee DMO’s longevity

Score: Good Score: Good Score: Moderate • Unlikely that stakeholders will oppose • Public and private partners in • Idea might meet with initial maintaining business-as-usual association are drawn together by resistance by stakeholders who may Political feasibility scenario united goal in managing tourism feel threatened by changes • Transparency and shared decision- making can encourage support with continued positive outcomes Overall Rating Moderate Moderate Good

8.3.5 Budgeting for the Campeche DMO Regardless of the alternative the DMO Working Group chooses to pursue, it must have an operating budget. The way the organization will allocate its budget is crucial to its continuity and success. The Consulting Team reviewed a wide variety of DMO budgets in various countries and identified the following major expense categories:

• General and administrative expenses • Consumer marketing expenses • Personnel expenses • Media and communications expenses • Travel trade expenses • Visitor center operations expenses • Meetings and conventions expenses • Market research expenses.

Federal SECTUR has also provided an itemized annual operational budget for a typical OCV in Mexico of four staff, which can be referenced in Appendix 31. The newly formed DMO should use these guidelines and other sample budgets provided in Appendix 32 as a reference when planning its budget.

8.4 Destination Management Strategy Summary

Challenges Solutions Cost Implementing Partners Timeline Lack of holistic, Creation of a DMO for the Depends on the Private and Public tourism Aug 2013 –Dec 2016 integrated tourism State of Campeche alternative to be chosen - sector planning and Please see below. implementation between the public and private sectors.

No coordinated and Create a DMO Working Overall estimated costs Client Group August 2013 – July 2014 inclusive group to choose Group depend on projects DMO model selected

Need of a catalytic event Tourism Cares GO All costs will be covered DMO Working Group Aug 2013 – March 2014 that unites tourism Expedition in-kind - Overhead cost to stakeholders and be covered by utilizing Collaboration with SECTUR *The Client must inform launches DMO strategy interns and volunteers. and Tourism Cares Tourism Cares of their interest and commitment before September 2013 Decide on the model for Model 1: Maintain DMO Dependent on chosen DMO Working Group Decision to be announced the creation of a DMO Working Group model. Budget examples at Tourism Cares GO Model 2: Civil Association are provided in Campeche Expedition, in Model 3: DMO operating Appendices 31 and 32 2014 as a Fideicomiso

9 Conclusion Over a period of two months, an in-depth study of tourism in Campeche has been conducted, with the dual objectives of increasing destination competitiveness and sustainability. This report represents the culmination of that work, presenting the findings and recommendations in the following key areas: marketing, products development, visitor experience, tourism awareness, professional development, the convention center and destination management.

Campeche can improve its marketing effectiveness by building on existing assets such as its colorful new logo and excellent website. The development of a value-added brand, which captures Campeche’s most sought-after experiences, would guide future target marketing efforts and help the destination achieve success using new tools like inbound marketing. Internal marketing efforts, like a Tourism Awareness Week, would help bridge informational gaps and instill pride among residents. These recommendations will help Campeche efficiently allocate marketing dollars and attract new visitors to the destination

In Campeche, visitors need more information about cultural, natural, and historical attractions and activities to keep them engaged. Creating a comprehensive visitor guide and community events board would strengthen the promotion of existing products at the destination. To address product gaps in the city, several inexpensive new product recommendations are presented like cooking lessons and art classes. However, longer stays also requires drawing tourists to attractions located further from the city of Campeche, where tourism infrastructure is less developed. The SAVE tourism market represents an opportunity to attract archeological and birding groups to these areas. These recommendations raise awareness of existing products and provide for new, complementary ones.

There are numerous training and professional development courses available in Campeche. However, attendance and effectiveness of the courses continue to be major obstacles in achieving a highly professional tourism workforce. A leadership course for tourism managers to learn methods of employee motivation is recommended. Examinations should also be implemented to promote accountability among students, instructors, and administrators. Training solutions like these will create a more competitive tourism workforce in Campeche.

Campeche’s Convention Center’s recent renovation will not automatically bring in new business. With the numerous options that meeting planners have when deciding where to host an event, it is up to the convention center to do everything possible to make it competitive in the MICE industry. Strategic recommendations include creating a marketing strategy, diversifying revenue streams, and enhancing the client experience at the Convention Center. If the convention center implements these actions, it will become more marketable, gain new business, and increase its revenue.

The overarching challenge facing Campeche’s tourism is the lack of holistic, integrated tourism planning and implementation. This report has identified numerous specific challenges. While these issues can be addressed on a piecemeal basis by various organizations as resources permit, it would be most effective and efficient through a joint effort from all stakeholders. The key to this strategic collaborative effort

lies in the creation of a DMO. This DMO would be an independent entity linking private and public sectors to jointly manage tourism development in Campeche.

Whether or not tourism stakeholders choose to form a DMO, the establishment of a DMO Working Group is proposed that should lead the discussion on models available for the creation of a DMO for the State of Campeche. This Working Group, spearheaded by the Client Group, should implement proposed short-term recommendations (e.g. Tourism Cares GO Campeche Expedition) that can return immediate benefits for destination management of Campeche. These recommendations are relatively easy to implement and focus on promoting open and candid dialogue between stakeholders. In addition, they lay the foundation for increased transparency and cooperation across multi-sector stakeholders in the destination. It is through the implementation of these recommendations, that Campeche can better manage its tourism assets and in doing so, strengthen the tourism industry. While this report serves as the final stage in the project, it should also mark the first step towards enhancing tourism competitiveness in Campeche.

Appendix 1 Términos de Referencia (en Español)

Universidad de George Washington Términos de Referencia para el Practicum en Consultoría Campeche, Campeche, México 20 de mayo al 31 de Julio de 2013

Cliente: Colectivo Turístico de Campeche

Fecha: Junio 6, 2013

Nombre del Proyecto: Turismo Sostenible en Campeche

Tema de Proyecto: Estrategias para la mejora de la Competitividad Turística de Campeche.

Propósito Campeche es un destino turístico con enorme potencial debido a su rico patrimonio cultural y sus prístinas áreas naturales. Poco a o poco el turismo se ha convertido en uno de los sectores más importantes para el desarrollo sostenible de la región. Este proyecto busca identificar y proponer recomendaciones para desarrollar el turismo estratégicamente en la región e incrementar los beneficios sociales y económicos del turismo.

El proyecto abordara los siguientes pilares estratégicos:

1. Campaña de Concientización Turística 2. Mayor integración de servicios turísticos con base en productos turísticos existentes 3. Mejorar el posicionamiento del destino de Campeche 4. Análisis de la ciudad de Campeche como destino turístico, desde la perspectiva del turista 5. Análisis de la situación del Centro de Convenciones de la Ciudad de Campeche 6. Creación de una Organización de Gestión de Destino (OGD) para la ciudad/destino de Campeche

Necesidades del Proyecto En el documento Borrador de términos de Referencia versión 25/04/1, el cliente y los consultares llegaron a un acuerdo de las principales necesidades que deberían cumplirse en el presente e proyecto. A continuación se hace referencia a dichas necesidades y sus respectivas explicaciones:

1. Campaña de concientización turística. Formulación de una campaña de concientización turística, incluyendo un presupuesto para su implementación, dirigida principalmente a los residentes permanentes de la ciudad de Campeche, así como a los proveedores de servicios turísticos (cadena de valor – hoteles, restaurantes, museos, transporte, tour operadores, agencias de viajes, etc.) y los negocios que tienen contacto directo con el turista en el día a día en el destino de Campeche (por ejemplo: farmacias, casas de cambio, mercados, tiendas, etc.). La campaña deberá hacer énfasis sobre la importancia y prestigio del estatus de Patrimonio Mundial de la Humanidad que posee la ciudad histórica fortificada de Campeche. Dentro de este ejercicio, se deberán analizar los elementos locales del destino que contribuyan a realzar los valores de la hospitalidad “Campechana” y en la calidad del servicio hacia el turista.

2. Mayor integración de servicios turísticos con base en productos turísticos existentes. Se evaluará el inventario de los atractivos turísticos que tanto el Gobierno del Municipio de Campeche posee en cartera y aquellos puestos en valor, como también los del Estado de Campeche a los efectos de lograr los siguientes objetivos: (i) fortalecer la cadena de valor; (ii) mejorar, complementar y diversificar la oferta existente; (iii) identificar nuevos nichos de mercado; y (iv) lograr que la estancia del visitante sea mayor a 2 noches en la ciudad de Campeche. Dentro de este ejercicio, se llevará a cabo una evaluación especial de los servicios turísticos asociados con la visita a la Reserva de la Biosfera y Sitio arqueológico Maya de Calakmul, así como los elementos y/o aspectos especiales que están impidiendo el mejoramiento de su posicionamiento como Patrimonio Mundial de la Humanidad.

3. Mejorar el posicionamiento del destino de Campeche. Se realizará un análisis de los elementos de competitividad de la ciudad histórica fortificada de Campeche y su entorno, las estrategias existentes de promoción por parte de las Secretarias de Turismo y Cultura del Estado, así como del Gobierno del Municipio de Campeche y del sector privado turístico con el objetivo de proponer lineamientos estratégicos para mejorar el posicionamiento del destino. Dentro de este evaluación se realizará un análisis de la marca del destino, de la página web (Campeche.travel), así como de otros medios de información y comunicación utilizadas por los actores locales del destino en la promoción del destino.

4. Análisis de la ciudad de Campeche como destino turístico, desde la perspectiva del turista. Realizar una evaluación de los módulos de información turística existentes (contenido, idiomas, etc.), señalización, facilidad de movilidad (transporte público), etc. Asimismo, evaluar la percepción de los visitantes con base en una encuesta a ser realizada in situ. El objetivo de este análisis consiste en identificar las brechas y, en función de las mismas, proponer un plan de acción que mejore la experiencia del visitante en el destino.

5. Análisis de la situación del Centro de Convenciones de la Ciudad de Campeche. Se realizará una investigación sobre el mercado de turismo de reuniones, incentivos, conferencias/congresos y exhibiciones (MICE – acrónimo en inglés = Meetings, Incentives, Conferences and Exhibits), con énfasis en casos de éxito en América Latina, demostrando diferentes modelos de operación y promoción, así como información cuantitativa sobre el impacto económico de centro de convenciones a nivel de destino. El resultado de la investigación será plasmado en un documento que sirva de base para definir un plan de acción que permita recuperar el propósito original del Centro de Convenciones de la Ciudad de Campeche.

6. Creación de una Organización de Gestión de Destino (OGD) para la ciudad/destino de Campeche. Se llevará a cabo una investigación sobre casos de destinos a nivel internacional, donde se han establecido organizaciones de gestión de destinos de ciudades históricas. Estos casos serán presentados y discutidos con los actores y autoridades locales de la ciudad destino de Campeche con el objeto de determinar la viabilidad de establecer un ente similar que se responsabilice por gestionar la promoción, planificación y desarrollo turístico del destino, así como poseer el mandato para dirigir, preservar y mantener el patrimonio cultural de la ciudad histórica fortificada de Campeche con base en lineamientos estratégicos sustentables de crecimiento urbano.

Descripción del Trabajo El cliente se encuentra interesado en incrementar el flujo turístico a la ciudad de Campeche. El equipo consultor analizara estrategias que permita incrementar el posicionamiento de la ciudad mediante la mejora de la experiencia del visitante y la creación de vínculos entre productos turísticos existentes y nuevos, y nuevos michos de mercado. Asimismo, el equipo consultor explorara mecanismos para posicionar la amabilidad “Campechana” como una ventaja competitiva a través de campañas de concientización turística. Finalmente, se examinara la estructura organizacional de una institución que sea apta para aplicar las estrategias a recomendar teniendo especial énfasis en la preservación del patrimonio cultural de Campeche.

En función al propósito y necesidades del proyecto, el equipo consultor determino tres ares de enfoque estratégico: 1.Desarrollo de Producto y Marketing, 2. Cultura Turística y Satisfacción del Visitante y 3. Fomento del nicho de mercado MICE y Gestión de Destino. El equipo consultor ha identificado metas y componentes para cada área. Se espera que cuando estas sean alcanzadas serán de gran apoyo para la mejora de la competitividad turística de Campeche. Durante el proceso de consultoría orientado a dichas metas, se buscará involucrar a los actores turísticos para garantizar que las estrategias y recomendaciones a proponer cuenten con apoyo de la comunidad turística y sean sostenibles en el largo plazo.

Enfoque Estatégico:

1. Desarrollo de Producto y Marketing El desarrollo y marketing de atracciones turísticas de alta calidad es esencial para atraer turistas a un destino. Mejorar y diversificar las atracciones turísticas de la región colaborara a: una mejor distribución de los beneficios económicos, mejora de la competitividad turística, e incremento del promedio de estadía en el destino. Asimismo, incrementar las actividades de marketing permitirá que Campeche atraiga más turistas y la imagen de la ciudad se fortalezca a nivel nacional e internacional.

Metas de Desarrollo de Producto y Marketing

a) Mejorar y desarrollar productos turísticos para incrementar el impacto económico del turístico de la ciudad. b) Mejorar las estrategias de marca turística, marketing y comunicación de manera que se incremente el reconocimiento de Campeche como un destino turístico y se aumente el flujo turístico a la ciudad.

Componentes esperados del trabajo de consultoría en desarrollo de producto y marketing

a) Evaluación del estado actual de las atracciones turísticas y recomendaciones de desarrollo y mejora. b) Evaluación de las iniciativas de marketing y marca turística actuales de Campeche y recomendaciones para su mejora.

2. Cultura Turística y Satisfacción del Visitante Para que Campeche pueda incrementar su competitividad en el largo plazo es importante que los actores involucrados en el turismo, incluyendo, residentes y negocios turísticos, tengan pleno conocimiento del rol que tiene el turismo en el desarrollo sostenible de la ciudad, así como del valor de la legado histórico de la ciudad reconocido por UNESCO patrimonio de la Humanidad. Por otro lado, es sumamente importante evaluar Campeche desde la perspectiva del visitante e manera que

se puedan identificar y reducir brechas entre las expectativas del visitante y los productos turísticos actuales.

Metas para Cultura Turística y Satisfacción de Visitante

a) Informar a los residentes de Campeche acerca de los beneficios del turismo y atraer a residentes de alto rendimiento a la industria b) Mejorar la calidad del servicio, fomentar redes de negocios y proveer herramientas para crecimiento de negocios turísticos c) Reforzar la hospitalidad “Campechana” y fomentar la identidad en lo que se refiera a la designación como ciudad patrimonio d) Evaluar y optimizar la experiencia del visitante

Componentes esperados del trabajo de consultoría en Cultura Turística y Satisfacción de Visitante

a) Evaluación de las actitudes de los residentes frente al sector turísticos y los turistas b) Plan de comunicaciones dirigido crear conciencia turística en los residentes y proveedores de servicios c) Evaluación de la experiencia del visitante mediante una encuesta in situ d) Plan de acción para mejorar la experiencia del visitante en Campeche

3. Fomento del nicho de Mercado MICE y Gestión del Destino Atraer visitantes que tengan un mayor gasto promedio y estadía promedio en la ciudad es esencial para la sostenibilidad de Campeche como un destino turístico. Utilizar el centro de convenciones de Campeche y contar con una organización unificada que ejecute las metas previstas son dos formas en las que se puede incrementar la competitividad. Uno organización de gestión de destino puede cumplir un rol vital en integrar a los actores involucrados en el turismo de manera que se concentren esfuerzos y creen sinergias. Esta organización podría cumplir funciones tales como: actuar como una entidad independiente que fomente el dialogo entre los actores involucrados, facilitar campañas de cultura turística, monitorear la satisfacción de los visitantes, promover iniciativas de desarrollo de productos turísticos y conducir marketing del destino a los turistas y al mercado MICE.

Metas para el fomento del nicho de Mercado MICE y Gestión del Destino

a) Crear un plan de acción para incrementar la estadía promedio en Campeche mediante el fomento del Mercado MICE, y a su vez incrementar el impacto económico del Centro de Convenciones de Campeche b) Facilitar la conversación entre los actores involucrados en turismo para desarrollar una visión y un plan de acción para la mejora de la gestión del destino.

Componentes esperados del trabajo de consultoría en el fomento del nicho de Mercado MICE y Gestión del Destino

a) Sugerir un plan de acción para el Centro de Convenciones de Campeche b) Proveer recomendaciones para la creación y operación de una Organización de Gestión de Destino

Entregables: Los resultados de las investigaciones preliminares y el trabajo de campo, así como las recomendaciones por enfoque estratégico serán presentadas en una presentación final seguida por un reporte escrito final.

Cronograma de entregables

Junio 10, 2013: Presentación inicial de incepción Junio 21, 2013: Presentación final al cliente Julio 31, 2013: Reporte escrito final

Ubicación y Duración del Trabajo Mayo 20, 2013- Julio 31, 2013 con 14 días de trabajo de campo en Campeche, México. Se realizará trabajo de investigación y trabajo preparatorio y previo y luego del trabajo de campo.

Perfil de los Consultores y Calificaciones Los consultores son estudiantes de postrado de la Maestría de Administración en Turismo de la Universidad de George Washington en Washington D.C. El equipo de consultores será asistido por un grupo de estudiantes de Turismo del Instituto Campechano.

Consultores de la Universidad de George Washington (bajo la dirección de la Dr. Kristin Lamoureux y el Prof. Juan Luna Kelser, Profesores la universidad de George Washington)

Aaron Skelly Constance Wang Joyce Jue Shi Anna Barrera Evita Broughton Linda Githanga Ariana Luquin Sanchez Jason Kreiselman Samantha Hogeson Bridget Krider Jenee Cannady Seamus Hogg Charlene Arrillaga Jennifer Burns Shavonne Harding Chelas Porter Jose Melenez

Consultores del Instituto Campechano (bajo la dirección de los profesores Álvaro Santos and Rubén Pastrana)

Álvaro Abraham Guerrero Rodríguez Jorge Cruz Salazar Ninive del Carmen Cecilia Gonzaes Juan Carlos Cahuich May Ricardo Pinzón Daniel Domingo Medina Olivares Karen Paredes Pérez Victor Aaron May Alonso Heyder Vicente Cruz Huicab Melvi Arely Kantún

Idiomas de Trabajo

El reporte final será entregado en idioma Ingles. Las presentaciones de incepción y final serán es Castellano.

Comunicación Los consultores reportaran avances, novedades o necesidades directamente al cliente. El cliente proveerá soporte logístico para el trabajo de campo en Campeche incluyendo transporte, espacios de oficina, acceso a computadoras, teléfonos, otros insumos de oficina, así como alojamiento y comidas para el equipo de consultores.

Appendix 1a Scope of Work (English)

George Washington University Scope of Work for the Consulting Practicum Campeche, Campeche, México 20 de May, 2013 - 31 de July, 2013

Client: Working Group of Campeche

Date: June 6, 2013

Project Name: Sustainable Tourism in Campeche

Project Subject: Strategies for enhancing the tourism competitiveness in Campeche.

Statement of Purpose Campeche is a tourism destination with enormous potentialities due to is rich cultural heritage and pristine natural areas. Tourism is increasingly becoming one of the most significant sectors to achieve sustainable development in the Region. This project will help identify ways to enhance the social and economic benefits of tourism through strategic tourism development recommendations.

The project is designed to address the following pillars:

1. Tourism awareness campaign 2. Increased integration of tourism services based on existing tourism products 3. Improve the positioning of the destination of Campeche 4. Analysis of Campeche city as a tourist destination, from the visitors’ perspective 5. Situation analysis of the Convention Center in the City of Campeche 6. Creating a Destination Management Organization (DMO) for the city / destination Campeche

Statement of Needs Below is a brief description of the statement of needs that the students/consultants of George Washington University and the Instituto Campechano will address; as stated on the Borrador de terminos de Referencia version 25/04/13.

1. Tourism awareness campaign. Formulate a tourism awareness campaign, including a budget for its implementation, intended primarily for the permanent residents of the city of Campeche, as well as tourism service providers (value chain - hotels, restaurants, museums, transportation, tour operators, travel agencies, etc.) and businesses that have direct contact with the tourist on a day to day in the destination of Campeche (e.g. pharmacies, currency exchanges, markets, shops, etc.). The campaign should emphasize the importance and prestige of the World Heritage status of the historic fortified city of Campeche. In this exercise, the destination’s local elements that contribute to enhance the hospitality "Campechano" values and the quality of service to the tourist will be analyzed.

2. Increased integration of tourism services based on existing tourism products. An assessment will be undertaken of the inventory of tourist attractions that both the Government of the State of Campeche and the Municipality of Campeche have in their respective portfolios and those that are already in use for the purpose of achieving the following objectives: (i) strengthen the value chain; (ii) enhance, complement and diversify the existing supply of tourism products; (iii) identify new market niches; and (iv) extend the 2 night length of visitors’ stay in the city of Campeche. Under this task, a special evaluation of the tourism services associated with the visitation to the Biosphere Reserve and Mayan archaeological site of Calakmul will be undertaken, as well as the elements and / or special issues that are impeding the improvement its positioning as a World Heritage Site.

3. Improve the positioning of the destination of Campeche. An analysis will be carried out of the competitiveness elements of the historic fortified city of Campeche and its immediate surroundings environment, as well as existing promotion strategies by the Ministries of Tourism and Culture of the State of Campeche and the Municipality of Campeche and those of the private tourism sector with the aim of proposing strategic guidelines to improve the positioning of the destination. This assessment will analyze the destination brand, the website (Campeche.travel) and other information and communication media used by local actors that assist in promoting the destination.

4. Analysis of Campeche city as a tourist destination, from the visitors’ perspective. Conduct an assessment of existing tourist information modules (content, language, etc.), signage, ease of mobility (public transport, etc.). Also assess the perception of visitors based on a survey to be conducted in situ. The objective of this analysis is to identify gaps and propose an action plan to improve the visitor experience at the destination.

5. Situation analysis of the Convention Center in the City of Campeche. Research the MICE tourism market (Meetings, Incentives, Conferences and Exhibits), with emphasis on successful case studies in Latin America, demonstrating different operating models and promotion, as well as quantitative information on the economic impact of convention centers at the destination level. The result of the research will be articulated and conveyed in a document that will serve as the basis to define a plan of action to regain the original purpose of the Convention Center.

6. Creating a Destination Management Organization (DMO) for the city / destination Campeche. Research will be conducted on international case studies of destinations, whereby destination management organizations have been established in historic cities. These cases will be presented and discussed with local destination stakeholders and authorities of the city of Campeche to determine the feasibility of establishing a similar body that would be responsible for managing the promotion, planning and tourism development of the destination and have the mandate to manage, preserve and maintain the cultural heritage of the historic fortified city of Campeche on the basis of strategic guidelines for sustainable urban growth.

Description of Assignment The working group is interested in increasing tourism in the city of Campeche. The Consulting team will look into strategies that will improve the city’s positioning by enhancing the visitor experience and increasing linkages between existing and new tourism products and new potential markets. In

addition, the consulting team will explore ways in which to showcase the “Campechano” hospitality as a competitive advantage by increasing the resident’s awareness. Finally, the conception of a tourism entity that takes ownership of proposed strategies and manages the destination with especial emphasis on the preservation of the cultural heritage of the city will be examined.

From the statement of purpose and needs, the consulting team determined three areas of strategic focus: 1. Product Development and Marketing, 2. Tourism Awareness and Visitor Satisfaction, and 3. MICE Market Enhancement and Destination Management. The consulting team has identified specific goals and tasks for each area, that when fulfilled, will support and sustain the Campeche tourism efforts. It is anticipated that this process will engage local stakeholders in an effort to ensure that the proposed strategies and recommendations are supported and sustainable.

Strategic Focus

1. Product Development and Marketing The development and marketing of high-quality tourist attractions is critical for attracting tourists to a destination. Improving and diversifying its tourist attractions will help Campeche distribute more economic benefits across the city, enhance its tourism competitiveness, and encourage visitors to stay longer at the destination. Furthermore, improving marketing efforts will allow Campeche to attract more tourists, and will improve the city’s image both in Mexico and internationally.

Goals for Product Development and Marketing

a) Improve and develop tourist attractions and services to generate greater economic impact for the city. b) Improve branding, marketing and communications to increase awareness of Campeche as a tourist destination, and to bring more tourists to the city. Deliverables for Product Development and Marketing

a) Assessment of current tourist attractions and recommendations for improvement and development. b) Assessment of current marketing and branding efforts and recommendations for improvement.

2. Tourism Awareness and Visitor Satisfaction In order for Campeche to thrive long-term as a tourist destination, key stakeholders, particularly residents and service-oriented businesses, must be educated about the important role of tourism in the sustainable development of the city’s economy as well as the prestige associated with the World Heritage designation. It is equally as important to dutifully assess Campeche from the visitor’s perspective so we can identify and close the gaps between their expectations and current experiences.

Goals for Tourism Awareness and Visitor Satisfaction

a) Inform Campeche residents of tourism’s benefits and attract high achievers to the industry b) Improve service quality, build business networks and provide tools for growth among tourism service providers c) Reinforce Campechano hospitality and foster community pride as it relates to the World Heritage designation d) Assess and optimize the visitor experience in Campeche Expected Outcomes for Tourism Awareness and Visitor Satisfaction

a) Assessment of resident attitudes towards the tourism industry and tourists. b) Communications plan aimed driving tourism awareness among residents and tourism service providers c) Assessment of visitors based on a survey conducted in situ d) Action plan to improve the visitor experience in Campeche

3. MICE Market Enhancement and Destination Management Attracting multi-day, high quality visitors is crucial to the sustainability of Campeche as a tourism destination. Utilizing the convention center to the fullest potential and having a unified organization to act on tourism goals are two ways this can be accomplished. A Destination Management Organization can play a critical role in bringing together stakeholders to work for the common good of the destination, by providing an independent entity to encourage dialogue, facilitate tourism awareness campaigns, monitor visitor satisfaction, promote necessary product development, and market the destination as a whole to both the MICE markets and leisure travelers.

Goals for MICE Market Enhancement and Destination Management

a) Generate a plan to provide additional overnight visits to Campeche through the MICE Market, in order to increase the economic impact of the convention center at a destination level b) Facilitate conversation amongst stakeholders to develop a vision, and ultimately a plan, for the destination management of Campeche

Expected Outcomes for MICE Market Enhancement and Destination Management

a) A suggested plan of action for the Campeche convention center b) Recommendations for the creation and operation of a Destination Management Organization (DMO) for the city of Campeche

Deliverables The findings and recommendations of each thematic area will be a presented in a final presentation followed by a final report.

Dates for Deliverables

June 10, 2013: Initial Inception presentation June 21, 2013: Final Presentation to client July 31, 2013: Final Report to client

Locations, Duration, and Timing of Assignment May 20, 2013- July 31, 2013 with 14 days in Campeche, Mexico. Preparatory and follow up work to be completed before and after the in country consulting.

Consultant Profile and Qualifications The consultants are graduate candidates at The George Washington University in Washington, D.C. The consulting team will be assisted by a group of local students from the Instituto Campecheno studying Tourism Administration.

GW Consultants (Under the direction of Dr. Kristin Lamoureux and Prof. Juan Luna Kelser, GW Faculty)

Instituto Campechano Consultants (Under direction of Prof. Álvaro Santos and Ruben Pastrana)

Working Languages The final report will be in English. The inception and final presentations will be in Spanish.

Reporting The consultants will report directly to the Working Group. The Working Group will provide in- country logistical support, including transportation, office space, and access to computers, telephones, and other supplies, in addition to lodging and meals to the consulting team.

Appendix 2 Taller de Involucrados Notas

9:45 Inauguración a cargo de (José Melenez)

9:46 – 9:53 Seguido de la Secretaria de Turismo acerca de los objetivos a tratar (nuestro nivel, como estamos, que nos hace falta) taller de retroalimentación. (enfocarse en el turismo de negocios ya que tenemos 2 grandes centros de convenciones)

Primer tema- las reglas de convivencia

Celular en vibrador

Límites de tiempo establecido

20 minutos por cada actividad

10 minutos para exponer cada conclusión de cada mesa

Actividad 1

Discutir acerca de la situación de Campeche ahora, que está pasando hoy en día con el desarrollo, discutirán diversos aspectos 5 fortalezas y 5 desafíos… 20 minutos

Mesa 1 Fortalezas Desafíos Riquezas en atractivos culturales o Preparación del sector turístico y naturales o Alianzas estratégicas integral con los estados Seguridad o o que nos rodean en el mundo maya

o Distintivos internacionales o La conectividad o Ubicación estratégica en la o Posicionamiento (que nos conozcan a nivel península de Yucatán mundial) Concientización en cultura turística como Oportunidades de inversion o o tratar al turista

Mesa 2 Fortalezas Desafíos o Cultura Maya o Patrimonio tangible e intangible o Gastronomía o Falta de capacitación o Diversidad ecológica terrestre y marina o Comunicación terrestre y área o Seguridad o Comunicación marítima o Cultura Maya o Información turística

Mesa 3 Fortalezas Desafíos Posibilidad de inversión muy alta por ser mercado Seguridad del estado o o nuevo virgen o Patrimonio cultural o Falta de capacitación en los servicios Infraestructura actual no soporta para hacer trabajos Pueblo mágico palizada o o de reuniones o Gastronomía o No tenemos una buena organización o Ubicación geográfica bien definida o Falta de diversidad focal

Mesa 4 Fortalezas Desafíos

o La conectividad es nula no hay congresos por altos costos de o La única ciudad fortificada del país los boletos de avión y las campañas de promoción son caros Mas capacitación en meseros y lenguajes Calakmul o o (inglés) o Seguridad o Concientización de la comunidad (todos) o Infraestructura turística (portuaria, aérea, nomenclatura y Gastronomía señales para llegar a sitios turísticos urbanas más a modo o como en otros países)

o La conectividad es nula no hay congresos por altos costos de o Arqueología 17 zonas abiertas los boletos de avión y las campañas de promoción son caros

Mesa 5 Fortalezas Desafíos o Buena ubicación y del otro lado con o Falta de capital humano – fomentar un Europa mejor servicio o Fomentar una cultura turística en todo el estado hacer una Patrimonio cultural integración o una conectividad y ofrecer más de una noche o (mas folletos para ir a los manglares en los restaurantes) o Patrimonio natural, la gran diversidad de o Productos diversificados o integrados en el cosas que hay en Campeche estado o Focalización de esfuerzos turísticos- por parte del gobierno y Seguridad en general en todo el estado nosotros dependencias tanto del sector privado como de o gobierno o No hay inversión turística y Campeche tiene o Falta de capital humano – fomentar un una gran oportunidad de inversión turística mejor servicio

Mesa 6 Fortalezas Desafíos Fortalezas la ciudad de Campeche La conectividad de llegar por avión las carreteras no o o patrimonio sabes cómo llegas, rural, estatal y mundial Mejorar la calidad de servicios turísticos en Calakmul o o general tanto de empresarios y o La naturaleza manglares, selvas o La cultura del cuidado del medio ambiente Diversificación de servicios no solo centro Gastronomía o o histórico Debemos de enfocarnos en solo objetivo la cuestión de la La palabra “Campechanídad” ya está en el diccionario o o promoción turística y no hablar ce corto y largo plazo sino somos gente amables y buenas gentes y organizados más bien de inmediato

Puntos ganadores Fortalezas Desafíos Falta de profesionalización de prestadores Seguridad y tranquilidad o o turísticos o Diversidad cultural y natural o Vinculación entre empresas y gobierno

Actividad 2

¿Cómo queremos ver al turismo dentro de 10 años?

Mesa 1

Campeche se posiciona como uno de los principales destinos de alta ocupación turística con excelencia, cultura en el servicio y turismo sustentable/sostenible

Verbal:(Resumir una frase vemos a Campeche que se posiciona de alta ocupación turística en sustentabilidad protegiendo nuestras zonas, cultural en diversidad de destinos que sería el principal el cual es europeo. Para tener mayor derrama económica, todos con una cultura turística muy buena que todos den información acerca de lo que tenemos en el estado)

Mesa 2

Campeche un destino turístico preferido por su tranquilidad y cordialidad en el cual los turistas encuentren tesoros históricos, culturales y naturales

Verbal: (Campeche destino preferido mundialmente por su tranquilidad y amabilidad explotando nuestros recursos. Equilibrios en historia, cultura y naturaleza)

Mesa 3

Con una buena organización integral en Campeche será en 10 años una potencia turística en clase mundial

Verbal: (Buena organización en Campeche dejar de ser improvisados hacerla a u n lado todo a ultima hora y ser más organizados dentro de 10 años ser un turismo de clase mundial)

Mesa 4

Campeche posicionado como destino cultural alternativo y de negocios

Verbal: (Campeche posicionado no solo a 10 años por turismo cultural que intentemos conservar esa parte para tener una vida de negocios, Campeche es foco para los inversionistas ahora tenemos que cuidar nuestros recursos)

Mesa 5

Campeche destino con identidad cultural altamente competitivo con productos y desarrollos sustentables (culturales y naturales), que promuevan la equitativa distribución de la riqueza y desarrollo del capital humano

Verbal: (Imagen o concepto de Campeche como una ciudad competitiva, destino con identidad cultural que promuevan la equitativa riqueza natural y humano)

Mesa 6

Campeche como un destino consolidado, con una ocupación, afluencia turística mediante el fortalecimiento de los servicios y una planeación a largo plazo consensada, desarrollando nuevos productos turísticos (arte, turismo rural, pesca deportiva, turismo acuático, observación de aves, ecoturismo y de aventura) en el estado. Un destino maduro

Verbal: (Campeche con un destino consolidad con afluencia constante en base a una planeación que todos los sectores trabajemos juntos para que logre y que se oferte a nivel mundial y nacional)

Actividad 3

Discusión de áreas a las que vamos a enfocarnos:

(Concentrarse en el tema del grupo) estrategias que llenemos las brechas entre las fortalezas y debilidades. Estrategias a corto plazo 1-3 años y quien debería ser el responsable de implementar las estrategias largo plazo 4-10 3 estrategias e identificar los responsables de implementar las estrategias.

Desarrollos de productos - Parte #1

Corto plazo

1. generación de información turística profesional por municipio

• Responsable: turismo municipal, SECTUR, sector empresarial

2. establecimiento de rutas turísticas bien planificas, congruentes e integradas

• Prestadores de servicios turísticos, SECTUR.

3. profesionalización y regularización jurídica de los prestadores turísticos

• Responsable: los prestadores, sector gobierno

4. entretenimiento turístico

Largo plazo

1. desarrollo de nuevos productos turísticos

• Responsable: universidades, INAH, sector turismo.

2. centro de desarrollo e innovación turística de Campeche

• Responsable: sector gobierno, educativo y de investigación, sector empresarial

3. gestión de dominaciones de origen para productos del estado

• Responsable: sector gobierno, sector empresarial, involucrados

Rutas que estén identificables las zonas rojas y azul que los prestadores ya estén integrados, la profesionalización y regularización de los prestadores de servicio sector gobierno que no están bien regulados ambientalmente que no debe de ser de los demás sino también del prestadores, turismo nocturno y ofrecer alternativas aquí la iniciativa privada

Largo plazo zonas vírgenes que no se les está dando el impulso y apoyarse con ejidatarios

Centro de desarrollo de innovación turística de Campeche para que no se queden los proyectos en las oficinas sino más bien darle seguimiento, la parte educativa, institucional, gobierno

Muchos productos que tiene Campeche, sombrero de jipi, pan de cazón y hay estados que están integrados y ellos los están ejecutando y la secretaria de gobierno, la secretaria de desarrollo económico y cultural también involucrados

La parte estratégica el diseño de la plataforma del estado el producto demanda y oferta

La identificación de estos atractivos que incluyan a otras zonas

La elaboración de proyectos hablamos de facilidades turísticas, servicios, proyectos que estén bien enfocados a las necesidades

Gestión a través de marcos normativos en los planes de desarrollo estatal y municipal, la voluntad de los servicios públicos sector y privado

Desarrollos de productos - Parte #2

Corto plazo

1. identificación de los productos

• Responsables: autoridades estatales (3 niveles)

2. elaboración de proyectos (identificación, clasificación, zonificación)

• Responsable: ---

3. gestión para la ejecución de los proyectos (financiamiento, infraestructura)

• Responsable: Turismo, iniciativa privada

Largo plazo

1. integrarnos en un corredor turístico regional

• Responsable: autoridades gubernamentales

2. aprovechar las similitudes culturales y temáticas del circuito

3. integrar un marketing en conjunto

4. aprovechar las alianzas como mundo maya

• Responsable: colaboración entre los entes privados y públicas

Productos que ya estén ahora integrarlos en un acuerdo para hacer una promoción de los estados vecinos y que Campeche ofrezca cultura y naturaleza mientras los otros ofrezcan otras variedades esto se lograría aprovechando las temática que tenemos, explotar temáticas que tenemos las rutas que tenemos de famosos Catherwood famosas que son Bestseller en Europa y después lanzar una campaña de marketing en las ferias internacionales no solo aquí en Campeche y lograr un mayor atractivo como región y no como estado y captar mayor número de turistas para que pernoten más tiempo.

Las Alianzas aprovecharlas entre servidores turísticos y logar derrama económica.

Gestión de destino

Corto plazo

1. preservar y conservar el patrimonio

• Responsable: CONAPESCA, INAH, CONANP

2. capacitación

• Responsable: CDI, SECTUR, SEP

3. promoción y difusión

• Responsable: ayuntamientos, SECTUR, patrocinadores privados

Largo plazo

1. creación de una organización publica/privada

• Responsable: SECTUR, SCT, INAH, estado y ayuntamiento

2. órganos de control y seguimiento

• Responsable: privado/público empresarial

Precisión más valorada principalmente por el patrimonio que tenemos

A corto plazo estamos considerando una organización pública y privada que se destinen a los recursos por ejemplo Calakmul destinarlo en carretera de acceso y que lo haga la SCT SCT, INAH

No existen órganos de control que faciliten recursos

Patrimonio natural como la CONAPESCA el INAH nuestro país ha sido saqueado por extranjeros y que capaciten a gente locas

Desarrollo sustentable hay ejidatarios que quieren enfocarse a eso y apoyarlos. Asociación hoteles y moteles y privadas,

Rubro para que gente experta capacite a estas personas

Muchos guías no ofrecen la información exacta, que los trípticos sean más confiables, en el aspecto ecoturismo saber de los animales marítimos pescado saber de las temporadas de lluvia, siembra, procesos—SECTUR y buscar patrocinadores un evento

Marketing turístico

Herramientas que debemos utilizar para que los demás en el mundo nos conozcan.

Marketing turístico

Corto plazo

1. posicionamiento de una marca permanente 2. promoción nivel estatal, peninsular, nacional y mundial 3. uso de herramientas electrónicas (internet)

Largo plazo

1. desarrollo de productos turísticos 2. creación de institución de vigilancia de marketing 3. alianzas estratégicas

• Responsables: empresarios, gobierno (3 niveles)

Una marca permanente como el de las vegas lo que se hace en las vegas se queda en las vegas

Hacer una en Campeche y que sea continua hablando de Campeche

Los 11 municipios se deben promocionar entre si y en general todo el edo. Para generar nuevos empleos, derrama económica y que es un proceso.

Uso de elementos o herramientas electrónicas ejemplo el internet que es un muy importante, desarrollo de productos turísticos y fortalecerlos los que ya existen o los hagan más fuerte y apoyar a los nuevos empresarios para que crezcan- estrecha comunicación del gobierno y de propietario hablando de presupuesto – tener una actitud positiva

Crear alianzas estratégicas con proveedores que los hoteleros le compren a los locales porque ellos no tiene factura por eso no le compran- responsable todos (empresarios)-comprometernos con los 3 niveles de gobierno

Concientización turística

Corto plazo

1. campañas a través de foros al público (medio ambiente, historia)

• Responsable: capacitación de SECTUR, desarrollo urbano, municipal y CCE

2. información a prestadores turísticos

• Responsable: Prestadores de servicio, instituciones educativas

3. comité ciudadano de capacitación

• Responsable: iniciativa privada

Largo plazo

1. integrar en planes de estudios programas de cultura turística

• Responsable: SEP, SECUD, SC.

2. fortalecer la identidad cultural

• Responsable: turismo y cultural, iniciativa privada

3. creación y actualización de cédulas informativas

• Responsable: INAH, SECTUR.

4. incentivas participación de iniciativa privada y a la comunidad

• Responsable: cámaras y asociaciones

Darle a conocer a la población el beneficio que ellos recibirían del turismo, realizar encuestas de satisfacción para que sustente las demandas, integrar a la comunidad al sector turístico, todas las escuelas sobre la información turística del estado, estar preparados para recibir el turismo,

Comunidad informada ya que es el mejor promotor del turista, ellos dicen nuestras bellezas naturales, informarle a la comunidad acerca de limpieza que n o tiremos basura en el mar, corregir la falta de limpieza, prestadores de servicios turísticos deben estar bien informados incluyendo las dependencias como SECTUR tanto estatal como municipal, comité ciudadano que se encargue de las capacitaciones, nuestros jóvenes hacerlos consientes de nuestras fortalezas turísticas que tenemos ellos son el futuro, fortalecer nuestra identidad cultural y creación y actualización de cédulas informativas ya que hay zonas de las cuales no tenemos promoción y que las cámaras y asociaciones se encarguen de esto.

Pregunta importante de la ciudadanía este orgulloso de lo que tenemos campañas atreves de foros públicos sería conveniente fortalezas de Campeche para que estén orgullos y lo cuiden ahí tenemos al público cautivo y a ellos le decimos que necesitamos para decirle a turista que tenemos que ubicar botes de basura, letreros, concientización a los turistas por medio de nuestra comunidad

Concientización turística

Corto plazo

1. campaña beneficios del turismo para la población (integración)

• Responsable: gobierno, sector empresarial

2. encuestas de satisfacción al turista así se tiene información que sustenta lo que falta específicamente

Largo plazo

1. elaborar programa de integración de la comunidad al sector turismo (beneficios, necesidades)

Primarias secundarias y prepas

• Responsable: gobierno y sector empresarial

Lic. Vania (Secretaria de Turismo)

Una nueva instituciones que pueda aunar los esfuerzos para que apoyen a todas las empresas

Que trabajen juntos, en equipo

Nota: Poca participación de la secretaria de turismo (solo 3 presentes) hacer que se interesen más.

Taller de Involucrados - Registro de Participantes

Nombre Organizacion o Institucion Titulo Correo electronico Aracely Castillo Negrin Hotel Geminis Gerente [email protected] Carlos Castillo Brown Hotel Geminis Ivonne Konik CCE Desarrollo Empresarial [email protected] Ricardo Pinzón Pedraza SECTUR Guía de Turístas [email protected] Tatiana Macossay Arteaga SECTUR Directora de Congresos y Convenciones [email protected] Erendira Rebolledo API Directora de Puerto-Ciudad [email protected] Julio A. Sanchez Chavez UAC Vinculación Coordinador [email protected] María José Aguirre Cachón Viajes Programados Lic. en Tursimo [email protected] Arón Ricardo Cach CIAC Consultores Lic. en Tursimo [email protected] Lisset del Rosario Flores INAH Licenciatura [email protected] Verenice Ramirez Rosado INAH Lic. En Historia [email protected] Carla Alayola DDETC/Gob. Mpal. Lic. Inf. [email protected] Noemí Zapata DDETC/Gob. Mpal. Lic. en Tursimo [email protected] Julio Peña Hotel del Mar Director Comercial [email protected] Andrea Sanchez Hotel Socaire Gerente [email protected] Linyu Garcia Anal Hotel Socaire Gerente de Ventas [email protected] Marley Plascencia S Hotel Casa Don Gustavo Gerente de Ventas [email protected] Atziri González R. Chocol'ha / Cafeteria Propietaria [email protected] Joel Oxte Gomez Anahuac Maestria [email protected] Maria del Carmen Alocan Magally Medina Farfán Secretaria de Cultura Directora en Cultura Infantil [email protected] Fernando Calderón Restauran la palapa Propietario [email protected] Salvador Espinola Espadas API CAMPECHE Coordinador [email protected] Mauricio Arceo Hotel Baluartes Director General Hector Solis Alpuche Barco Pirata Lorencillo Gerente General Iran Lorena Gonzalez Lara Instituto Politecnico Nacional Subdirectora [email protected] Daniela Lavalle Milea Particular [email protected] Jorge Manos DDETC/Gob. Mpal. Director de Turismo Municipal Luis González Tucan Siho Gerente [email protected] Oscar Cano AAK-BAL Director oscar.cano @aakbal.com.mx Victor Rodriguez Sabaleando Director [email protected] Francisco Miss IPN Vinculación

Jorge A. Camara May City Express Gerente de Ventas [email protected] Delio Carrillo UAC Director de Difusión Cultural Carlos J. Lopez Guerrero Hotel Alhambra Gerente [email protected] Antonio Lopez Cen PRONATURA Director de Proyectos [email protected] Jean Du Bar del Río Restauran Casa Vieja Dueño [email protected] Marta Arceo Ofal ICATCAM Jefe de Capacitacion [email protected] José Arturo Hab Cardenaz INAH Aux Jurídico [email protected] Daniel Pat Cruz INAH CAMPECHE Pentajes [email protected] Mario Cisneros INAH CAMPECHE [email protected] Armando Sosa Salazar Productor de Espectaculos Productor [email protected] Vanessa Arceo Ofal AHC Contador Público [email protected] Hugo del Río Richaud Profesional Independiente Licenciado en Adm. De Emp. Tur. [email protected] Laura Cano Zetina INEFAAC Dir. Del Bazar Artesanal [email protected] Beatriz Mena Pacheco Patronato de la Ciudad Gerente [email protected] Beatriz Baumes Arceo CANACO Presidenta [email protected] Sara Avilez CCE / Hotel Debliz Gerente de Ventas [email protected] Hector Cámara Hotel Puerta Seyba Gerente General [email protected] Gabriela de la Cruz Secretaria de Cultura Turismo Cultural [email protected] Vicente Vega Pavón SECTURCAM Subdirector de Relaciones Públicas [email protected] Jacqueline Martinez Solis Guía de Turistas y Operador pasante [email protected] Apolinar Aguilar Restaurante la Pigua Secretaria [email protected] Francisco Castilla Fundación Avanza Contador Público Ericka Mendicuti Lic. en Tursimo [email protected] Myrna Franco AAK-BAL Directora de Ventas [email protected] Juan Elias Salazar ITESM Coordinador [email protected] Abraham Reynoso Secretaria de Cultura Subdirector de Culturas Populares [email protected] Daniel Alberto Escobedo "El Tucan" Operadora Guía de Turístas [email protected] Zazil Rejon Vivas Avanza Maestra en Derecho [email protected] Norma Sujey Estrella May Agencia Buenaventura Lic. en Tursimo [email protected] Enrique G. B. INAH Carlos Galles El Bastion Contador Público [email protected] Rosa M. Calan Hotel San Fernando Administrador Alejandra M. Migan M. G. Xpicob [email protected]

Appendix 3 Survey Methodology and Limitations

Resident Survey Methodology The consulting team utilized a self-administered questionnaire which included a survey invitation and a list of 24 structured and unstructured questions. This survey consisted of three sections: First, it (Questions 1-11) asked residents to measure their level of agreement or disagreement in various tourism topics by utilizing a five-point rating scale; the second section was comprised of open-ended questions (Questions 12-22) which allowed respondents to write what they considered an appropriate answer in their own words. Lastly, the third section concluded with two demographic questions to measure the respondents’ age group and level of education.

The initial resident questionnaire was created in English then translated into Spanish. Both the English and Spanish questionnaires were pre-tested among 13 Spanish speakers of whom 11 were natives of Campeche, and five English speakers. Based on the pre-test feedback, questions and language were modified to produce two clear and concise questionnaires (Appendix 1). The finalized Spanish questionnaire was then implemented June 11 through 15 by members of the Consulting Team. The team strategically selected areas highly-frequented by residents of which include: the Bus Station, the library, shops around the main plaza, Casa Seis, the Malecón, and the local airport. Furthermore, the team divided each surveying day into two shifts: 9-12 pm and 5 – 8pm to cover a broader range of the resident population.

All the survey administrators completed a 15-minute training session to cover basic research ethics. The training was provided by a member of the consulting team with previous experience in research projects.

The Consulting team compiled a total of 79 complete resident questionnaires. These questionnaires were then analyzed to create the results presented in the section below and throughout this report. To assure data-entering accuracy, unstructured questions’ responses were coded into categories for analysis; secondly, all responses were input into an Excel spreadsheet by two survey administrators, and lastly, data was transferred into SPSS statistical software for analysis and the creation of tables and charts.

Visitor Survey Methodology The GW Consulting Team received the client’s Statement of Work and objectives for the visitor survey. The Consulting Team designed a survey that would provide reliable, practical and consistent responses.

The 16-question survey focused on visitor perception and experience in Campeche. The survey established the following purposes:

• Collect Visitor Demographics • Measure Trip Attributes and Visitor Motivation • Discover Information Delivery Gap • Investigate the Satisfaction Gap

The GW consulting team led the trained local students from the Instituto Campechano and produced a random sample of 127 tourism parties from the much larger population. The survey, which was conducted over a week period, covered the ADO Bus Station, the Campeche International Airport, the Old Town of Campeche and the typical tourist attractions.

Coding was conducted on the completed questionnaire levels. The results were input into the spreadsheet software and analyzed using SPSS statistical software. The important findings were identified based on the data collection and processing.

Limitations of the Surveys The Consulting Team found a few limitations with this study. First, due to limited study time, the Consulting Team did not utilize a statistical formula to determine a representative sample of the target population to be surveyed. Instead, they opted for a convenience sample method in which respondents were chosen based on availability and accessibility, thus suggesting that not all residents had the same opportunity to participate in this survey. Second, the initial questionnaire was created in English and then translated into Spanish. Although both questionnaire versions were pre-tested, there exists a possibility of semantic and conceptual inconsistencies in the Spanish-translated questionnaire.

Appendix 4 Resident Awareness Questionnaire and Survey Results

Campeche Resident Questionnaire

Hello! We are students of the Instituto Campechano and The George Washington University in Washington, D.C., conducting a survey to better understand how residents are involved in tourism in Campeche. We would appreciate it if you took a few minutes of your time to complete this brief questionnaire by simply marking your responses in the spaces provided below. You may opt out of answering any question if you choose. Your responses are completely anonymous and will be used to improve the tourism experience for visitors and locals alike here in Campeche. Thank you for your help!

Please indicate your degree of agreement/ disagreement with each of the following statements:

Strongly Disagree Disagree Undecided Agree Strongly Agree

1. Tourists are friendly towards the local people. 1 2 3 4 5

2. I enjoy having tourists in my community. 1 2 3 4 5 Tourism helps preserve Campeche’s historical 3. 1 2 3 4 5 and cultural heritage. Tourism increases the cost of living in 4. 1 2 3 4 5 Campeche. Tourism improves the quality of life for 5. 1 2 3 4 5 people in Campeche. Tourism in Campeche creates jobs for local 6. 1 2 3 4 5 people The jobs in the tourism industry are not 7. 1 2 3 4 5 highly desirable. I am concerned that tourism is negatively 8. 1 2 3 4 5 impacting the local environment. The benefits of tourism outweigh the 9. 1 2 3 4 5 negative consequences of tourism. The residents of Campeche play an important 10. 1 2 3 4 5 role in tourists’ experience. 11. Tourism increases crime in Campeche. 1 2 3 4 5

12. Are there any “rules” or cultural customs that you feel tourists should obey? (circle one) Yes No If Yes, What are they? ______13. What would you be most proud to show a tourist in Campeche? ______

PLEASE SEE REVERSE SIDE

Campeche Resident Questionnaire (Continued)

Please help us gauge local tourism awareness by answering the questions below to the best of your ability. 1. Tourism constitutes approximately what percentage of Campeche’s state economy? Please guess if unsure. (circle one) 0-10% 11-20% 21-30% 31-40% 41-50% 2. Which organization manages heritage attractions in the city of Campeche? ______3. Name two museums in the city of Campeche. (1)______(2)______4. Name two Mayan sites in the state of Campeche. (1)______(2)______5. Where would you advise a tourist to find information about Campeche’s attractions? ______6. What is one evening activity a tourist could enjoy in the city of Campeche? ______7. Is the historic fortified town of Campeche a World Heritage Site? (circle one) Yes No 8. In one word, why do tourists visit Campeche? ______9. How would you describe Campeche in one word? ______

Age (circle one) Gender (circle one)

Less than 25 years Male Between 26 and 35 years Female Between 36 and 45 years Between 46 and 55 years Highest Level of Education (circle one) Between 56 and 65 years Over 65 years Grade School High School College Post-Graduate

Occupation (circle one)

Student Business Construction Energy Retiree Law Hospitality Retail Health Government Agriculture Fishing Education Transport Finance Other ______

Thank you!

Cuestionario Turístico para Residentes Campechanos

¡Hola! Somos estudiantes del Instituto Campechano y de la Universidad George Washington en Washington, D. C. Estamos llevando a cabo una encuesta para entender mejor cómo los residentes de Campeche están involucrados en el turismo. Apreciaríamos si nos regalara unos minutos de su tiempo para completar este breve cuestionario marcando, simplemente, sus respuestas en los espacios proporcionados más abajo. Usted puede optar por no responder alguna pregunta si así lo desea. Sus respuestas serán completamente anónimas y serán usadas para mejorar la experiencia turística de los visitantes y locales por igual aquí en Campeche. ¡Gracias por su ayuda!

Por favor indique su grado de acuerdo / desacuerdo con cada uno de las siguientes afirmaciones:

Fuertemente Fuertemente en desacuerdo En desacuerdo Indeciso De acuerdo Fuertemente de acuerdo

1. Los turistas son amigables con la gente local. 1 2 3 4 5

2. Disfruto que haya turistas en mi comunidad. 1 2 3 4 5 El turismo ayuda a la preservación del 3. 1 2 3 4 5 patrimonio histórico y cultural de Campeche. El turismo incrementa el costo de vida en 4. 1 2 3 4 5 Campeche. El turismo mejora la calidad de vida de los 5. 1 2 3 4 5 habitantes de Campeche. El turismo en Campeche crea empleos para la 6. 1 2 3 4 5 gente local. Los trabajos en la industria turística no son 7. 1 2 3 4 5 altamente deseados. Estoy consciente de que el turismo está 8. impactando de manera negativa el ambiente 1 2 3 4 5 local. Los beneficios del turismo sobrepasan las 9. 1 2 3 4 5 consecuencias negativas del turismo. Los residentes de Campeche juegan un papel 10. 1 2 3 4 5 importante en la experiencia de los turistas. El turismo incrementa la delincuencia en 11. 1 2 3 4 5 Campeche.

12. ¿Existen algunas “reglas” o costumbres culturales que usted considere que el turista deba obedecer? (Encierre uno) Sí No Si su respuesta es Sí, ¿Cuáles son? ______13. ¿De qué se sentiría más orgulloso de mostrar a un turista en Campeche?______

FAVOR DE VER EL REVERSO DE LA HOJA

Cuestionario Turístico para Residentes Campechanos (Continuación)

Por favor, ayúdenos a medir la sensibilidad turística local, contestando las siguientes preguntas en la medida de sus conocimientos. 1. ¿Qué porcentaje aproximado constituye el turismo en la economía del Estado de Campeche Por favor, adivine si no está seguro. (encierre uno) 0-10% 11-20% 21-30% 31-40% 41-50% 2. ¿Qué organización administra los atractivos turísticos en la ciudad de Campeche? ______3. Nombre dos museos en la ciudad de Campeche. (1) ______(2) ______4. Nombre dos zonas arqueológicas en el estado de Campeche. (1) ______(2) ______5. ¿Qué lugar le recomendaría a un turista para encontrar información sobre los atractivos de Campeche? ______6. ¿Cuál sería una actividad nocturna que un turista podría disfrutar en la ciudad de Campeche? ______7. ¿Es la ciudad histórica fortificada de Campeche un Patrimonio Cultural de la Humanidad? (encierre uno) Sí No 8. En una palabra, ¿por qué visitan los turistas Campeche? ______9. ¿Cómo describiría Campeche en una palabra? ______

Edad (encierre uno) Género (encierre uno)

Entre 18 y 25 años Masculino Entre 26 y 35 años Femenino Entre 36 y 45 años Último Grado de Educación (encierre uno) Entre 46 y 55 años Entre 56 y 65 años Educación Básica Más de 65 años Preparatoria Universidad Posfrado

Ocupación (encierre uno)

Estudiante Negocios Construcción Energía Retirado Leyes Hospedaje Pesca Salud Gobierno Agricultura Ventas Educación Transporte Finanzas Otro ______

¡Gracias!

Resident Survey Data

1. Tourists are friendly towards the local people 2. I enjoy having tourists in my community

Valid Valid Frequency Percent Percentage Frequency Percent Percentage

Valid 2 6 7.6 8.1 Valid 2 4 5.1 5.3

3 5 6.3 6.8 3 2 2.5 2.6

4 49 62.0 66.2 4 42 53.2 55.3

5 14 17.7 18.9 5 28 35.4 36.8

Total 74 93.7 100 Total 76 96.2 100.0

Missing System 5 6.3 Missing System 3 3.8

Total 79 100.0 Total 79 100.0

3. Tourism helps preserve Campeche’s historical and 4. Tourism increases the cost of living in Campeche cultural heritage

Valid Valid Frequency Percent Percentage

Frequency Percent Percentage Valid 1 1 1.3 1.4

Valid 2 3 3.8 3.9 2 13 16.5 17.6

3 6 7.6 7.8 3 19 24.1 25.7

4 38 48.1 49.9 4 29 36.7 39.2

5 30 38.0 39.0 5 12 15.2 16.2

Total 77 97.5 100.0 Total 74 93.7 100.0

Missing System 2 2.5 Missing System 5 6.3

Total 79 100.0 Total 79 100.0

5. Tourism improves the quality of life for people in 6. Tourism in Campeche creates jobs for local people Campeche

Valid Valid Frequency Percent Percentage Frequency Percent Percentage

Valid 1 1 1.3 1.3 Valid 1 1 1.3 1.4

2 9 11.4 11.8 2 9 11.4 12.2

3 18 22.8 23.7 3 11 13.9 14.9

4 34 43.0 44.7 4 36 45.6 48.6

5 14 17.7 18.4 5 17 21.5 23.0

Total 76 96.2 100.0 Total 74 93.7 100.0

Missing System 3 3.8 Missing System 5 6.3

Total 79 100.0 Total 79 100.0

7. The jobs in the tourism industry are NOT highly 8. I am concerned that tourism is negatively impacting desirable the local environment.

Valid Valid Frequency Percent Percentage Frequency Percent Percentage

Valid 1 7 8.9 9.2 Valid 1 12 15.2 15.6

2 18 22.8 23.7 2 42 53.2 54.5

3 28 35.4 36.8 3 12 15.2 15.6

4 19 24.1 25.0 4 6 7.6 7.8

5 4 5.1 5.3 5 5 6.3 6.5

Total 76 96.2 100.0 Total 77 97.5 100.0

Missing System 3 3.8 Missing System 2 2.5

Total 79 100.0 Total 79 100.0

9. The benefits of tourism outweigh the negative 10. The residents of Campeche play an important role in consequences of tourism tourists’ experience

Valid Valid Frequency Percent Percentage Frequency Percent Percentage

Valid 1 5 6.3 6.7 Valid 2 7 8.9 9.2

2 16 20.3 21.3 3 7 8.9 9.2

3 32 40.5 42.7 4 37 46.8 48.7

4 15 19.0 20.0 5 25 31.6 32.9

5 7 8.9 9.3 Total 76 96.2 100.0

Total 75 94.9 100.0 Missing Syste 3 3.8 Missing Syste m 4 5.1 m Total 79 100.0

Total 79 100.0

11. Tourism increases crime in Campeche 12. Are there any “rules” or cultural customs that you feel tourists should obey? Yes No (If yes, what are they?) Valid Frequency Percent Percentage Valid Frequency Percentage Percentage Valid 1 23.7 18 22.8 Yes 33 41.8% 45.8 2 33 41.8 43.4 54.2 3 15 19.0 19.7 No 39 49.4% 100.0 4 8 10.1 10.5 Total 72 91.2%

5 2 2.5 2.6 Missing 7 8.8% Total 76 96.2 100.0 Total 79 100% Missing Syste Rules: respect culture, patrimony, archeological sites; 3 3.8 m obey the law

Total 79 100.0

13. What would you be most proud to show a tourist in 14. Tourism constitutes approximately what percentage Campeche? of Campeche’s state economy?

Frequency Percent Frequency Percent

Valid 19 21.6 Valid 5 6.3

C 25 28.4 0-10% 4 5.1

CAM 3 3.4 11-20% 17 21.5

CL 21 23.9 21-30% 29 36.7

MA 7 8.0 31-40% 14 17.7

MU 2 2.3 41-50% 10 12.7

N 3 3.4 Total 79 100.0

O 8 9.1

Total 88 100.0

15. Which Organization manages heritage attractions in 16. Name two museums in the City of Campeche? the City of Campeche?

Valid Top Museums Popularity Frequency Percentage Percentage Fuerte de San Miguel 29.3% 64.3 SECTUR 36 45.6% Fuerte de San José 18.8% INAH 15 19.0% 26.8 Baluarte de San Carlos 14.3% Don't Know 4 5.1% 7.1 Baluarte de la Soledad 13.5% Casa de la 1.8 Centro Cultural Casa Seis 12.8% Cultura 1 1.3% Baluarte de Santa Rosa 3.0% Total 56 71.0% 100.0 Jardín Botánico Xmuch´Haltun 2.3% Missing 23 29% Others mentioned: Edzná, Calakmul, Cathedral, Puerta de Tierra Total 79 100%

17. Name two Mayan sites in the state of Campeche? 18. Where would you advise a tourist to find information about Campeche’s attractions? Top Mayan Sites Popularity

Edzná 45.3% Information Channel Popularity

Calakmul 35.8% SECTUR 36.80%

Becán 2.2% Visitor Center at the Main Plaza 32.40%

El Trigre 2.2% Centro Cultural Casa Seis 7.40%

X'tacumbilxuna'an 2.2% Official Website 4.40%

Xkalumkín 2.2% Travel Agencies 2.90% Others mentioned: Hochob, Hormiguero, Others mentioned: Hotels, INAH, Bastions Kankí, Santa Rosa Xtampak, Uxmal, Xpuhi

19. What is one evening activity a tourist could enjoy in 20. Is the historic fortified town of Campeche a World the city of Campeche? Heritage Site (circle one) Yes No

Valid Valid Frequency Percentage Percentage

Frequency Percent Percentage Yes 72 91.10% 98.6 1.4 Valid 10 11.4 11.4 No 1 1.30% Total 73 92.40% 100.0 C 2 2.3 2.3 Missing 6 7.6% CH 8 9.1 9.1 Total 79 100%

CL 1 1.1 1.1

E 6 6.8 6.8

F 7 8.0 8.0

LS 21 23.9 23.9

LY 4 4.5 4.5

M 12 13.6 13.6

N 2 2.3 2.3

O 9 10.2 10.2

R 4 4.5 4.5 Gender T 2 2.3 2.3 Frequency Percent Total 88 100.0 100.0 Valid 8 10.1

F 36 45.6

DEMOGRAPHICS M 35 44.3

Total 79 100.0 Age

Frequency Percent Education Level

Valid 3 3.8 Frequency Percent <25 8 10.1 Valid 6 7.6 >65 2 2.5 Educacion Basica 10 12.7 18-25 34 43.0 Posgrado 6 7.6 26-35 16 20.3 Preparatoria 32 40.5 36-45 11 13.9 Universidad 25 31.6 46-55 2 2.5 Total 79 100.0 56-65 3 3.8

Total 79 100.0

Appendix 5 Visitor Survey Questionnaire and Survey Results

Campeche Visitor Questionnaire English

Campeche Visitor Questionnaire Spanish

Visitor Survey Data

Appendix 6 Sample Marketing Advertisements

Appendix 7 Target Marketing Channels

Target Marketing Target Marketing is the concept of breaking a market into segments and then concentrating marketing efforts on the segments that are most interested in your particular destination. Segments can be based on geography, demographics or lifestyle preferences. Target markets can be reached through various channels including: media outlets, tradeshows, groups and alliances, and travel agents and tour operators.

Frequency; Marketing Distribution and/or Circulation / Channel Recommendations Samples Geography Participation Estimated Cost Media Outlets Utilize both broad Mexico Desconocido Monthly; National 85,000 A one-page color travel publications ad in these and niche National Geographic 8 per year; 735,450 publications publications in the Traveler International runs from U.S. that could be 77,500 18,000 to used to target very Fly Fisherman Magazine 5 per year; 111,000 pesos, high-value markets. International excluding taxes. Tradeshows Participate in broad ATMEX In-country 578 Exhibitors Ranges from outlets on both a 45,000 pesos to global and Mexican Tianguis Turistico In-country 673 Exhibitors 53,000 pesos to scale, as well as exhibit. more specific The Travel & Adventure United States 900 Exhibitors tradeshows that Show focus on adventure Europe 455 Exhibitors destinations or Pure Life Experiences luxury experiential travel.

Groups and Join and take an The International Global 1600+ Members Membership for Alliances active role in both Ecotourism Society these Global and Regional organizations Alliances. Adventure Travel Trade Global 800+ Members starts at around Association 2,500 pesos and can be as high as World Indigenous Tourism Global Unknown 20,000 pesos. Alliance

AMTAVE Regional 80+ Members

Travel Agents Create FAM tours Viator Global N/A Costs vary and Tour and educate agents depending on Operators and operators from Intrepid Global size of groups both large and international TUI Global transportation operators and for FAM trips. specialized, in- Tia Stephanie Tours In-country Many times local country operators hotels and that offer cultural Journey Mexico In-country airlines will offer and adventure discounts and experiences in Four Directions In-country deals to bring Mexico. tour operators on FAM trips.

Appendix 8 Media Outlets

Below are a few examples of media outlets that may be a good fit for Campeche's advertising and public relations efforts.

National Geographic Traveler en Español is a magazine and website that features stories and photographs about travel around the world. Its content and readership is focused on adventure and cultural travel, aligning well with Campeche's core attributes. For further information on this media outlet, please follow this link: http://travel.nationalgeographic.com/travel/traveler-magazine

Arqueología Mexicana is a bimonthly magazine that contains scholarly articles and a wide selection of photographs on the diverse Mesoamerican cultures, as well as maps and timelines to provide a modern understanding of the Mesoamerican legacy. This magazine’s readership attracts scholars, researchers and archeologists interested in Mayan and Mesoamerican culture, which is abundant in the state of Campeche. For further information on this media outlet, please follow this link: http://www.arqueomex.com

Mexico Desconocido is a magazine and a bi-lingual website (Spanish and English) that features the “hidden treasures” and aspects of Mexico that will motivate tourists to travel to the exotic Mexican ‘locales’ described. Campeche has been featured several times in Mexico Desconocido, and could be a good advertising opportunity for reaching adventurous domestic travelers. For further information on this media outlet, please follow this link: http://www.mexicodesconocido.com.mx

Fly Fisherman is a magazine and website that serves the interests of fly fishing enthusiasts. The content provides comprehensive information on fresh and saltwater destinations, techniques, conservation and more. The audience, primarily in the US, represents a highly targeted but valuable market for Campeche given its fly fishing resources. For further information on this media outlet, please follow this link: http://www.flyfisherman.com

Appendix 9 Trade Shows

Below are a few examples of trade shows the consulting team suggests for Campeche's to participate in and attend. Two are within Mexico and two are international.

ATMEX is an international trade and consumer adventure travel fair featuring Mexico’s top adventure travel tour operators and destinations. By attending, Campeche would have the opportunity to develop new partnerships with international buyers and media and to stimulate sustainable growth in its adventure tourism market. For further information on attending this tradeshow, please follow this link: https://www.adventuretravel.biz/connect/atmex2013

Tianguis Turístico Mexico is a tradeshow meant to encourage the promotion and marketing of Mexico’s tourism products and services by fostering interaction between domestic and international buyers. This tradeshow is an important platform for the promotion of Campeche and its unique products and offerings. For further information on attending this tradeshow, please follow this link: http://tianguisturisticomexico.com.mx/es

The Travel & Adventure Show is the United States’ longest running series of consumer travel events, taking place in multiple cities throughout the year. Destinations from around the world come to advertise their destination to the thousands of consumers and travelers that attend. Participating in such an event could be a way for Campeche to raise its profile among the U.S. market. For further information on attending this tradeshow, please follow this link: http://www.adventureexpo.com

PURE Life Experiences Show is considered the 'must-attend' event for leaders in high-end Experiential Travel. PURE provides a productive and exhilarating show for suppliers, destinations, and private travel designers specializing in creating high emotion, low impact travel experiences, similar to the types of experiences the consulting team recommends for Campeche. For further information on attending this tradeshow, please follow this link: http://www.purelifeexperiences.com/Programme.html

Appendix 10 Associations

Below are a few examples of associations that would be valuable resources for Campeche.

The Adventure Travel Trade Association (ATTA) is a global membership organization and community of more than 800 responsible and profitable businesses, destinations and media who transform customers and businesses alike into advocates for sustainability and justice worldwide. Members include tour operators, tourism boards, specialty travel agents, guides, accommodations, media and service providers. For more information on this association, please click here: http://www.adventuretravel.biz

The International Ecotourism Society (TIES) is a nonprofit organization dedicated to promoting ecotourism. TIES' global network of ecotourism professionals and travelers is leading the efforts to make tourism a viable tool for conservation, protection of bio-cultural diversity, and sustainable community development. TIES currently has members in more than 120 countries, representing various professional fields and industry segments. For more information on this society, please click here: http://www.ecotourism.org

The Mexican Association of Adventure Tourism and Ecotourism (AMTAVE) is a civil association. Its current members include businesses and individuals that are dedicated to operating and promoting adventure and ecotourism in Mexico as well as conserving the natural and cultural heritage of the country. For more information on this association, please click here: http://www.amtave.org

The World Indigenous Tourism Alliance (WINTA) was founded to create and support an international network of indigenous individuals and groups dedicated to tourism development. WINTA is committed to cooperatively developing and implementing strategies for the advancement of indigenous tourism. The organization works within the tourism industry in ways that promote partnerships and heightened respect for indigenous wisdom, values and knowledge. For more information on this alliance, please click here: http://www.winta.org

Appendix 11 Tour Operators

Below is a selection of tour operators and agencies that the consulting team researched as viable options for Campeche to partner with:

Viator is a global tour operator that offers traditional tours to once-in-a- life-time experiences, providing something for every kind of traveler. With offices around the globe, Viator’s team of travel insiders’ handpicks the best local tours and activity providers. Campeche needs to be on their radar as one of the best off the beaten path experiences of Mexico. For more information regarding this tour operator, please follow this link: http://es.viator.com

Intrepid is a global tour operator that prides itself on its grassroots and responsible travel philosophies. Intrepid has run more than 100,000 tours helping tourists explore places unknown. It has become one of the top websites for the adventure tourist or “organized backpacker,” which is one of the primary markets for Campeche. For more information regarding this tour operator, please follow this link: https://www.intrepidtravel.com/us/about-intrepid

TUI Travel is Europe’s leading travel group. TUI is represented in 30 worldwide markets and services more than 30 million customers as the world's leading provider of specialist and experiential travel. Campeche is already attracting the European market, and partnering with TUI could lead to significant growth in this area. For more information regarding this tour operator, please follow this link: http://www.tuitravelplc.com

Four Directions is a tour operator that specializes in Mayan culture and archeology. Four Directions’ tours combine main attractions throughout Mexico and Central America with lesser-known places and direct contact with local people. Four Directions multi-country operations include tours throughout Guatemala, Mexico, Belize, Honduras, and El Salvador. For more information regarding this tour operator, please follow this link: http://fourdirections.travel

Journey Mexico is a full-service luxury travel company that provides authentic and unforgettable travel experiences throughout the Mexican republic. Journey Mexico specializes in customized itineraries that go beyond the more established resort destinations and focus on Mexico’s lesser-visited cultural, archeological and wilderness destinations. For more information regarding this tour operator, please follow this link: http://www.journeymexico.com

Tia Stephanie Tours is a Mexican tour operator that ensures a significant portion of a visitor’s travel expenditures goes directly into the cities, towns, and communities that are visited. All tour guides, hotels, and restaurants are selected based on local ownership. For more information regarding this tour operator, please follow this link: http://tiastephanietours.com

Appendix 12 Visitor Experience

The consulting team performed numerous site visits to many of the tourist attractions in and around the city of Campeche. Below is an assessment of each product evaluated with recommendations for improvement.

XPICOB RURAL TOURISM Xpicob is an excellent place to observe marine life such as sea turtles and a variety of marine birds in their natural habitats. The owner, a biologist, is extremely passionate about natural resources conservation and loves to share this knowledge with his guests. The destination is also a nice area for kayaking along the shoreline and recreational snorkeling. The beautiful white sand bar within short kayaking distance is a great place for wading and relaxing, and the owner fought diligently over the past year to protect this area from developers wanting to harvest the sand for a luxury development in another location. While the environment is meant to be very casual, it may a bit too rough around the edges for some tourists that expect a higher standard of quality. The facilities are bit worn and could use some improvements. The service quality is also not as professional as some tourists would expect. Very limited food and drink options are available, which means tourists must know ahead of time to bring their own supplies if they plan on spending a significant amount of time at the sites. Xpicob is an easy half or full day trip for tourists that have their own private car, but may be costly to arrive at by taxi and time-consuming by public bus.

CAMPECHE MERCADO PRINCIPAL The Campeche market is not a traditional tourist attraction, and as such there are no support services for tourists such as an information kiosk. However, for adventurous tourists and cultural explorers the market is an excellent place to experience a real slice of life in Campeche, engage with friendly and helpful vendors, and browse through aisle after aisle of dazzling fruits and vegetable, prepared foods, clothing, and artisan products. The market is the epitome of an authentic experience with a cacophony of sights, sounds and smells. However, the buzzing energy and hoards of locals could prove to be a bit overwhelming for tourists that are not comfortable stepping outside their everyday comfort zones. These tourists may benefit from a tour of the market by a local guide. Most of the vendors have little to no English experience so this could be a challenge for non-Spanish speaking tourists.

LAS CHENES SITES The team visited the Chenes sites of Hochob, Tabasqueño, Dzibilnocac, and Tacoh. These smaller sites are well-managed and provide an intimate look at the distinct Chenes architectural style. The sites are enhanced through the use of a tour operator as signage is limited and some of the sites are difficult to find or access (particularly Tabasqueño). The team recommends tour guide training for the Chenes circuit that helps tour guides identify and communicate what makes each site unique. Currently, the interpretation of these sites becomes repetitive and doesn’t tell the overarching story of how the Mayans lived. A more standardized interpretation would bring the sites together with a cohesive and compelling narrative. The team also recommends that each of these sites sell the basic necessities of water, sunscreen, and bug spray. Finally, the community outside of Dzibilnocac may be good location for a tour lunch. Currently the community does not seem to be benefitting from the site and the Mayan heritage in the town could provide a great link between the past and present.

CALAKMUL The World Heritage site of Calakmul is several hours away from the city of Campeche with limited transportation options available. Tour operators in Campeche do not work in partnership with the local Calakmul community when booking and planning tours to the site which makes it difficult for small local tourism attractions to be prepared for the arrival of tour groups. The consulting team recommends creating a tourist route from Campeche to Calakmul, highlighting interesting attractions along the way. This would break up the long drive and encourage tourists to spend more time in the State. It would also help establish Campeche as the main gateway city to Calakmul. Tour operators should also communicate with the community of Calakmul in advance about incoming groups. With more advanced notice the communities could better prepare for tourists and deliver an improved visitor experience.

EDZNA The Mayan archaeological site of Edzna is an impressive and well-maintained attraction within easy access of Campeche City. The site does not provide on-site tour guides, and signage is very limited even though there is a big story to tell. Onsite tour guides would lessen this gap. The site closes at 5 PM but then reopens 2 hours later at 7 PM for a sound and light show. Since there is little for visitors to do in and around the site, many visitors end up returning to Campeche or going to a different tourist attraction instead of waiting the two hours. Extending the site’s hours of operations or providing an activity for visitors between 5 PM and 7 PM would encourage more visitors to attend the sound and light show. Very limited food and drink is available for purchase via a vending machine at the site, and no drinking water was available at all during the consulting team’s visit. A kiosk that sells water, snacks, insect repellent, sunscreen, and other amenities would significantly improve the visitor experience and would provide an additional source of income at the site.

EDZNA SOUND AND LIGHT SHOW The Edzna sound and light show is impressive and spending time at the archeological site at night is a memorable experience. Mosquitos were a major issue making it a necessity for the welcome center to sell insect repellent. The recording of the show is also only broadcasted in Spanish. The team was told that an English version of the recording is available. Providing headsets with the English version could broaden the audiencehow. The headsets could be available for an extra charge in order to recoup costs.

CHAMPOTON Upon arrival in Champoton via a shared public van, the consulting team found that it was unclear what Champoton has to offer and where the key sites and restaurants are located. There are no maps, guides or directions upon arrival so tourists are left having to walk down the main avenue for quite some time before arriving at a couple of restaurant options. It would be helpful if there was a shuttle service from the drop-off location to the center of Champoton or at least some maps or brochures available at the drop-off point. Since the city is well known for its seafood, it would be interesting to develop a comprehensive ‘Seafood Trail’ brochure that highlights and connects all the restaurants and suppliers in the destination in a unified presentation.

CAMINO REAL The Camino Real, a circuit of culinary, crafts, and cultural attractions, was one of the highlights of the site visits. The tour guide did an excellent job of bringing the sites to life by offering interesting facts and stories. The circuit was also well paced, spending a minimal amount of time in the car between stops

and alternating between the types of attractions in order to keep the tourists’ interest. The consulting team believes the Camino Real could be a main attraction for visitors to Campeche and should be promoted accordingly. The team also recommends that as tourism grows on the route, tour operators should ensure the local communities are benefitting. For example, since many tourists do not purchase anything in the market in Hecelchakán, a donation box could be placed in its entrance for tourists to contribute to market improvements. The attractions of the Camino Real could also be combined with other attractions in the region to create more specialized circuits. Finally, maps could be created to make it easier for domestic visitors to find and visit attractions on their own.

LORENZILLO (PIRATE CRUISE) The Pirate Cruise, while an interesting concept, did not capture the attention of tourists through an engaging and interactive storytelling experience. The narrative was very short and only offered in Spanish. Limited food and beverage options were available for purchase. Previously, a Pirate Cruise existed that included a more engaging dance and musical performance. This type of experience, with costumed staff, would create a more attractive and memorable experience for guests. Expanding food and drink options would also be an easy way to increase profits and improve the visitor experience.

CALLE 59 The pedestrian street, Calle 59, has the potential to be a corridor of tourism activity in the old city of Campeche. A number of restaurants, cafes and travel agencies are located along the street, but there seems to be a lack of activity here, especially in the evenings and at night. Much of the activity takes place on the central plaza, so it would be advantageous to create special events that drive visitors and locals to Calle 59. For example, a ‘First Friday’ event where there could be musicians plus food and drink specials along the street on the first Friday of every month would help build the vibrancy and recognition of this corridor. Offering incentives for business owners to open up additional cafes and restaurants on the street would help increase the concentration of tourism-related businesses on Calle 59 and guide the street into becoming a hub of tourist activity. Current businesses should also better market the full experiences they have to offer. For example, coffee shops that double as relaxed bars/lounges need to better communicate this offering to the public.

BAZAR ARTESANAL The Bazaar Artesenal is a great one-stop-shop to view and purchase locally produced crafts in the City of Campeche. However, many of the products were stored in glass cabinets making it difficult for customers to browse and decide which items they want to buy. When buying locally produced items, many tourists are interesting in connecting deeper with the product by learning about the artisan who crafted it or learning about the process in which it was made. Therefore, it would be a great asset if vendors could provide more interpretative information such as biographies of the artists or photos/videos of the production process. Compelling stories create a stronger connection with the customer and can help induce a purchase. Bilingual staff would be an excellent asset as well for non- Spanish speaking visitors.

CON SABOR A CHOCOLATE Con Sabor a Chocolate in Casa 6 is an excellent hands-on experience for tourists that brings Campechano and Mayan culture to life in an interactive and well-designed presentation. The experience is well-organized with excellent storytelling and a great value for the cost of admission. The traditional ambiance of Casa 6 is a wonderful asset as well. The presenter is able to offer some English interpretation for guests who do not understand Spanish. Currently, the show is only offered once per day from Thursday through Sunday. The consulting team believes that with more promotion, the

schedule could be expanded such that shows could be offered on other days of the week and/or additional shows could be offered each day, particular on the weekends.

MALECÓN The malecón is a great meeting spot for locals and tourists alike. However, it is currently underdeveloped and many people only walk a small portion of the boardwalk since there is little to do. More food and activity offerings along the length of the malecón would make it a more functional attraction. Recurring events such as art classes at sunset, themed bike tours, etc. would help better integrate the malecón into the tourism framework of Campeche.

FUERTE DE SAN MIGUEL - MUSEO ARQUELOGICO During the consulting team’s visit to the Fuerte de San Miguel, the staff did not provide a very welcoming experience. Customer service quality must be improved. Most of the signage is in Spanish, although there are some wooden plaques written in English. The plaques, however, are not aligned with each piece in the museum and therefore can be very confusing for a visitor. More bilingual signage and clearly designed interpretative elements would greatly improve the visitor experience.

TRANVIA TOUR OF CITY The tranvia tour is a great way to get a general overview of some of the principal tourist attractions in the city and view some of the less visited historic neighborhoods. The tour offered interesting pieces of information about the city and its history and is offered in both English and Spanish. However, the narrative felt a bit tired and could use a boost of enthusiasm from the tour guide. The tour requires a minimum of 8 people to run, and this limitation can drive business away from the attraction. If the operator were a bit more flexible in terms of the minimum number of participants required, the attraction would be more accessible to tourists who are only in town for a short period of time.

BALUARTE DE SANTIAGO - JARDIN BOTANICO XMUCH'HALTUN The botanical garden is a beautiful space close to the city center and malecón. Signage only includes the names of individual plant species with no further interpretation. The signage could be improved so as to reveal the significance of each plant’s inclusion in the garden and to provide more educational information about the various plant species and their native habitats.

CENTRO CULTURAL CASA SEIS Casa Seis is a beautiful space showcasing some of the cultural history of the city. However, the exhibits feel a bit stale and interpretation is lacking. Some of the advertised events do not run consistently in the low season, which can be disappointing for visitors during this period. It would be helpful instead to establish two schedules - one for the high season and one for the low season. The space has great potential to be used for a range of special events, from cocktail parties to interactive educational workshops, and Casa Seis could work in partnership with the convention center and other local organizations to bring more special events into the space.

LA CATEDRAL DE NUESTRA SENORA DE LA CONCEPCION The cathedral is probably one of the most photographed icons of Campeche and is a must stop for virtually all visitors to the city. Many international visitors bypass the small onsite museum as they see the cathedral itself as the main attraction and are reluctant to pay the museum’s small entrance fee. The installation of a small gift shop that sells religious items, crafts, and beverages could offer another revenue stream to complement the entrance fees collected at the museum.

Appendix 13 Signage Guidelines

These step-by-step guidelines are designed to address the current needs of Campeche’s attraction signage with special attention given to INAH-managed archeological sites. These guidelines may be used to assess, plan and implement a new, more effective signage program that strengthens the connection between visitors and attractions. The research presented here has been primarily adapted from the United States’ National Park Service resources, namely the report titled, “Wayside Exhibits: A Guide to Developing Outdoor Interpretive Exhibits”. For more information, please see:

(http://www.nps.gov/hfc/pdf/waysides/Wayside-Guide-First-Edition.pdf).

Getting Started The first step in creating a signage program is conducting a thorough site analysis to determine the attraction’s audience, management objectives, and prospective signage placement. Before this site analysis can take place, a team must be assembled with the skills to undertake the creation of a signage program. Create a Team Diverse teams are best for creating an effective signage program. Along with site managers, there will be a need for subject matter experts related to the site. Include historians, ecologists, anthropologists, and other academic experts, where applicable. Sites with multiple interpretations should include team members who represent those perspectives. For example, a scholar on Mayan religious practices may have a different understanding of religious relics found at an archeological site than a local community member with ancestral knowledge of those relics. Both should be represented on the team. In addition to these subject-matter experts, media specialists like graphic designers are an essential part of the signage team. Finally, each team should have a project leader and each member should have a defined role. Identify Management Objectives Interpretive signage should support the objectives of the managing organization, so it is important to clarify these objectives in the first phase. Organizational objectives may include: the conservation of resources, visitor education, or the responsible enjoyment of the site. Interpretation should be viewed as a tool to promote these objectives. The goal of conservation, for instance, can be furthered through interpretation by increasing the visitor’s emotional connection the site. By increasing the emotional connection, the organization also raises interest in its preservation. These objectives should be clear and understood by the project team before developing a central interpretive them in the next phase. Identify the Audience Use survey data or other statistics to create the site’s visitor profile. Demographics, interests, life stages, motivations and attitudes are just a handful of important components that contribute to the visitor profile. Taken together, these aspects represent the target audience and should be used to determine visitor needs and expectations. The more accurate the visitor profile, the more relevant the project team can make the interpretation. For example, if a significant percentage of visitors to a Mexican site speak English, the signage team should consider bi-lingual interpretation.

Best practice calls for the involvement of target audience members in the planning and design of interpretative signs. This can be achieved through one-on-one interviews or focus groups with potential visitors, to find out what information they want to know and how to present it in an interesting way. Gathering information directly from visitors will assist the planning team in forming appropriate messages that meet them “where they are” in their understanding of the site. Research Potential Signage Placement Team members should observe how visitors interact with the site. Identify usage patterns and visitors’ experience with current signage. Are they stopping to read them? Are they following the attraction route as it was intended? In addition to visitor observation, the National Park Service has created helpful checklists to evaluate existing signage: http://www.nps.gov/hfc/products/waysides/way- process-evaluate.cfm

After evaluating the existing signage, points of interest should be identified for sign placement or replacement. These points should represent a significant landscape feature with a well-documented story. Avoid selecting points where a sign would negatively impact the landscape, intrude on a sensitive site (e.g. a burial ground), or places where the story is too long or complex to convey on a sign.

Develop Interpretive Themes To create a cohesive signage program, primary interpretive themes must be created to encompass the site’s significance, audience needs, and management objectives. These primary interpretive themes and contingent secondary themes will dictate the content and graphics of all interpretive signs and tie them together under one schema. Identify Intangible Meanings The points for signage placement selected in the prior phase represent the tangible places or objects that the project team believes the audience should care about. The team must now identify the intangible meanings of these assets, which give them importance and accessibility. Every tangible resource may have many intangible meanings. These meanings create a context to stimulate intellectual and emotional understanding, with feelings like discovery, empathy, or amazement. For example, the grassy courts at Edzna and Calakmul are a tangible assets. The intangible meaning is the dramatic Mayan ballgame which occasionally featured human sacrifice. Subject experts and additional research should be drawn upon to identify these intangible meanings. Write Interpretive Themes and Subthemes An interpretive theme allows the audience to develop ideas and make connections with the site. Instead of conveying a specific meaning, the theme inspires individuals to take away their own meaning. It also serves as a way to focus the many intangible meanings into an overarching thematic structure. Most sites have more than one primary interpretive theme.

To select primary interpretive themes, team members can derive universal concepts from the many intangible meanings the team has identified. A universal concept is an idea that everyone can relate to, but no two people will see exactly the same way. In addition to a universal concept, the interpretive theme should be a single sentence.

Once the primary interpretive themes are established, secondary themes can be created to narrow the informational scope and provide a more focused exploration of ideas. These subthemes allow for greater interpretive depth and complexity. Together, the primary themes and secondary themes

increase understanding and appreciation of resources, and further management objectives. The figure below gives examples of effective interpretive themes and the difference between primary and secondary themes. Hawaii Volcanoes Primary Interpretive Themes Secondary Interpretive Themes National The approachable, active volcanoes of the The unusally high approachability to the park's Park Park allow first-hand discovery and active volcanism not only affords opportunities connection with one of the most for personal exploration, but for fundamental fundamental forces of our world- in both and detailed research that benefits us all. its creative and destructive roles.

The journeys of the Hawaiian peoples, who Landforms created by the volcanic activity of continue to inhabit these rich and diverse Kilauea and Mauna Loa demonstrate the role of lands, incude cultural clashes, adaptations volcansim in shaping and reshaping the Earth's and assimilations that provide enduring surface, and deepends our understanding of other planetary bodies. lessons about...

In Hawaii, active volcanism created an Earthquakes, tsunamis, ash, and debris fallout isolated home for a few immigrant species from eruptions - consequences of volcanic that gave rise to a rich yet fragile endemic activity - have at times been disastrous for biota; due to the accelerating change humans, but have also provided opportunities for people to thrive. brought about by human actions...

Figure 1: Example Interpretive Themes, Meaningful Interpretation, Eastern National

Looking at the themes above, the first column contains several universal concepts that define an effective primary interpretive theme. Creation, destruction, cultural clashes, assimilation, and change are all overarching universal concepts any visitor can relate to. In the second column, the secondary interpretive themes relate to the primary theme, but are more specific. This example presents one secondary theme for each primary theme but there will likely be multiple secondary interpretive themes for every primary theme. All sign content should speak to these interpretive themes.

Create an Exhibit Plan In this phase, the project team will utilize the information gathered in the prior two phases to draft the text and graphics of all of the signs needed for the site. This phase is expected to be the most time intensive as the team works through multiple iterations of content and gains necessary approvals before finalizing the layouts. Identify Sign Specifications The project team must decide the size and material of new signs. All interpretive signs should be consistent in size and shape throughout the site. For outdoor interpretation, common panel sizes include: 42 x 24, 36 x 24 (the most common), and 24 x 24. These are typically low signs angled at 45 degrees to keep them from obstructing the scenery. In contrast with these low, angled signs, upright signs are better suited for communicating rules, orientation, and safety information rather.

Panel materials should take into account factors like the environment, permanence of information, and maintenance. For a description of the materials the National Park Service uses for their interpretive signage, please go to http://www.nps.gov/hfc/products/waysides/way-product-panels.cfm. Gather Graphic Materials Interpretive signs should incorporate images such as photographs, illustrations, diagrams, and maps. The main image should tell the story while highlighting a specific landscape element in view. These images should be researched and collected from museums, libraries, galleries, and other locations by the project team. Written permission from the owner of the graphic and a fee are often required for use on a sign.

The graphics selected for all of the signs should be high-resolution and attract attention. Outdoor factors should also be considered in image selection. Blocks of white can be difficult to look at in bright sun and low-contrast images can be difficult to decipher in lowlight situations. Visitors often stand a few feet away from a sign to read, so it is important that the graphic communicate the story effectively from that distance. Figure 2: NPS sign with photography

Illustrations If a planned sign lacks a significant graphic, illustrations may be commissioned to relay the importance of the attraction. While soliciting illustrations can be costly and time consuming, the originality of the art may convey the significance of the site better than other interpretive efforts. For example, an original illustration of a Mayan structure at the time of its construction, with color and activity, would bring a landscape of grey stones to life.

Figure 3: NPS sign with illustration

Maps To create a new orientation map, it is most important that map be quickly understood and easily remembered. Every orientation map should include a “You Are Here” feature so the visitor can easily gain his/her bearings. Glancing at the map, the visitor should be able to relate the image directly to their surroundings. Regarding the level of detail, only the information required to get from the sign to the next point should be included on the map. If the level of detail is still uncertain, it can help to define the purpose of the map and make sure the details serve that purpose. Figure 4: NPS Map Example

Create Compelling Content Now that the signage placements have been determined and themes have been selected, it is time to write the content for each sign. Each sign should focus on a tangible, physical element in front of the visitor and link it with intangible elements solicited from subject-matter experts or outside research. Primary sources like diary entries, letters, photographs, and drawings are especially effective. For example, a sign describing the excavation of ruins might include photographs of the original archeologist and a quotation of his/her first impression. These intangible elements should tell a story that sparks a connection between the site and the visitor, while fitting into one of the interpretive themes. Below are additional tips for writing signage content.

Keep it Short Visitors’ attention span is limited to 30-45 seconds on average for each sign. Thus, it is critical to convey the key messages in the timeframe. Do not take up time describing what the visitor already sees. Instead, enhance their experience by giving them rich new information presented in a concise passage. Avoid long lines of small text at all costs. If a story is too complex, it is best communicated through another medium. Similarly, do not pack too many facts or scientific ideas on one board.

One method of organizing content is by using hierarchies. Content writers can divide up a passage into the main ideas to be used in the main text block, and supporting ideas better suited to captions and labels. This division allows the main passage to remain focused while providing additional details to visitors looking for more Figure 5: This sign demonstrates the use of text hierarchy information.

Several drafts will likely be written to whittle down the main ideas. While there is no formula for the right number of words for a sign, it is good practice to time reading the draft text aloud. The key ideas should be read in under 45 seconds. Also note any stumbles and pronunciation issues to address within the text.

Use Creative Titles Instead of subject titles, like “Exhibit 1”, “Mayan Religion”, or “Chocolate-Making”, write titles that grab readers’ attention and speak to the significance of the topic. For example, the title “Chocolate-Making” in a Mayan context could be replaced with, “Drink of the Gods”. Titles are an important opportunity to convey meaning.

Maintain Audience Interest Like any creative piece of writing, the first sentence should compel the visitor to read on. After writing the text for a sign, find the best sentence and try using it as the first sentence in the passage. While not a firm rule, the physical features in front of the visitor are typically addressed first.

Other methods of maintaining interest:

• Use common language and replace long words with more basic ones • Use the active voice and short verbs • Include conflict, mystery, and surprise • Do not use adjectives that tell visitors what to think • Leave the visitor wanting more • Label the landscape so visitors know what they are looking at • Answer the question, “So what?” This is the most important point to remember when writing content for interpretive signs. The text must be meaningful and interesting to the visitor, not what the author thinks the visitor should learn.

If the team decides to create bilingual signs, the United States NPS has a Spanish style guide: www.nps.gov/hfc/pdf/SpanishStyleGuide.pdf. It is recommended that signs be limited to two languages to avoid visual clutter.

Create Draft Layouts The text and the images should support each other and the landscape. To fit these pieces together seamlessly, the team’s graphic designer can begin drafting the layout of the panels before all the elements are finalized. Remember that the sign layout should be clean, eye-catching and convey key ideas in less than a minute. When a visitor glances at a sign, the image should be clear and begin to tell the story.

Figure 6: Example of cluttered sign

Common design mistakes include:

• Too many colors and styles on one sign • Too many small pictures • Too much text • Too many logos

To achieve eye-catching layouts, the NPS uses a digital grid to assist with the panel design and utilizes typographic standards. These can be found at www.nps.gov/hfc/products/waysides/way-grids.cfm.

Production Before production, all facts, text and graphics should be double-checked and approved by the project team. Team members should collaborate with the manufacturer to write-up a contracts that includes warranty stipulations for panels and bases. The team should also obtain paper production proofs (either half or full-size scale) for approval. Any changes should be made and the final proofs approved before the team leader signs-off on the project for manufacturing.

Appendix 14 Key Factors for Developing a SAVE Travel Strategy

1. SAVE resources – What resources does Campeche possess that could be used in the development of SAVE travel? Examples could include wilderness areas, higher education institutions, schools, archaeological sites, and animal refuges.

2. Target markets/partners: What are the most appropriate target markets or partners that would find the greatest value in Campeche’s SAVE resources? Information must be gathered about the best potential markets and their characteristics.

3. SAVE travel stakeholders – What organizations, departments, offices, businesses, associations, ministries, NGOs, universities, citizens, and so on will need to work together to develop SAVE travel? This could include government travel and tourism authorities, tourism businesses, tour operators, local community groups, university faculty, scientists, and others.

4. Potential and existing SAVE travel suppliers – What opportunities already exist in Campeche for SAVE travel? It may be the case that tour operators are already offering SAVE experiences. Also, who are the potential SAVE travel suppliers? This could include tour operators who offer traditional activities with the potential to add a SAVE component to their portfolio of products.

5. Regulatory environment: What are the regulations and laws that might affect the development of SAVE travel? This could include visa regulations and laws concerning activities in protected sites.

6. Infrastructure assessment: Does Campeche possess the necessary infrastructure to service SAVE tourists? Factors to consider include transportation, accommodation, safety and sanitation, communication and other elements of travel infrastructure such as banks and car rental facilities.

For more information on the development of SAVE tourism programs, please download the SAVE Travel Network Development Guide.

Appendix 15 Contact Information for SAVE Tourism

Archaeology Contacts

• At the University of Bonn, Dr. Kai Delvendahl has led previous excavations in Campeche including the Uxul site in Calakmul. • Dr. Thomas H. Guderjan is the president of the Maya Research Program and a professor at the University of Texas at Tyler. • At the Archaeological Institute of America, Dr. Ben Thomas, is the Staff Liason for the Committee on Archaeology in Higher Education.

Birding Contacts

• Bill Stewart is the Director of Partnerships and Marketing at the American Birding Association, and Betty Petersen is the main point of contact for the Birders’ Exchange Program • Irby Lovette at the Cornell Lab of Ornithology is the Associate Director of the Academic Affairs Department.

Rheinische Friedrich-Wilhelms-Universitat Bonn Maya Research Program Dr. Kai Delvendahl Dr. Thomas H. Guderjan Institute of Archaeology and Cultural Anthropology 1910 East Southeast Loop 323 #296 Department of Anthropology of the Americas Tyler, Texas 75701 USA Oxfordstr. 15 53111 Phone: +1-817-831-9011 Bonn, room 2.002 e-mail: [email protected] Phone: +49 (0) 228-73 4449 e-mail: [email protected] Fax:. +49 (0) 228-73 4385 http://www.mayaresearchprogram.org/ e-mail: [email protected] Institute general e-mail: [email protected] http://www.iae.uni-bonn.de/espanol/bienvenido

Archaeological Institute of America American Birding Association Dr. Ben Thomas Bill Stewart Director of Programs Director of Partnerships and Marketing Archaeological Institute of America Headquarters American Birding Association, Inc. Located at Boston University 1618 W Colorado Ave 656 Beacon Street, 6th Floor Colorado Springs, CO 80904 Boston, MA 02215-2006 USA phone: +1(800) 850-2473/+1(719) 578-9703 +1-617-353-8708 fax:+1 (719) 578-1480 [email protected] [email protected] http://aba.org/ http://www.archaeological.org/ Betty Petersen Birders' Exchange (BEX) [email protected] http://aba.org/bex

Birding Tour Operators Cornell Lab of Ornithology Natural Encounters Dr. Irby Lovette http://naturalencountersbirdingtours.com/ Director, Fuller Evolutionary Biology Program Associate Director, Academic Affairs VENT Department of Evolutionary Biology http://www.ventbird.com/ 159 Sapsucker Woods Rd. Ithaca, NY 14850 WINGS +1-607-254-2140 http://wingsbirds.com/ e-mail: [email protected] http://www.birds.cornell.edu/ Field Guides http://fieldguides.com/

Tropical Birding http://www.tropicalbirding.com/

Appendix 16 Situation Analysis & Methodology for The Campeche Convention Center

BACKGROUND RESEARCH Background research conducted prior to the consulting team’s departure for Campeche was used in formulating recommendations for the Campeche Convention Center. Research areas included: the economic impact of meetings on a destination; a review of Mexico’s MICE market and Campeche’s slice; MICE operations and promotion; and best practices in Convention Center operations and marketing within Latin American and Caribbean case studies presented as examples of the best practices found. Economic Impact of Meetings on a Destination The meetings industry is a crucial element of a strong tourism industry for any destination. Tourists that come to a city for business often have more spending capacity than leisure tourists, with some specific destinations estimating the average business tourist expenditures at 3-6 times that of the average leisure traveler.1 Another advantage is the group nature of the meetings industry, where one “sale” of the destination can bring in large numbers of visitors, all of whom will be spending money on lodging, food, and other attractions.

The meetings industry has also been cited as a mechanism to stabilize the lodging market, by hosting conferences or large events during the traditional low season for tourism. This is often such a great benefit to hotel operators and owners that they are willing to create long-term strategies of devoting room blocks to Convention Centers. A city will also experience several intangible benefits from a strong meetings industry, such as technology transfer, increased national and international awareness of the city, and positive branding of the destination.

Finally, as with all tourism, the meetings industry can generate great fiscal impact, especially with regard to hotel and rental car expenses, which are targeted towards non-residents.

Mexico MICE Market and Campeche’s Slice Since the creation of Mexico’s national tourism board in 2003, concerted effort has been put forth to attract the global MICE market. Both national and regional governments have invested in placing “state- of-the-art infrastructure and support services around the country to increase and improve its ability to host large-scale international meetings2.” In 2011, the Federal Ministry of Tourism commissioned a study to examine the Economic Impact of Meetings Activity in Mexico as an attempt to establish a point of reference for measuring the economic revenue generated from Congresses, Conventions, Incentive Groups and Trade Shows. The findings revealed that cities throughout Mexico hosted nearly 200,000 meetings in 2010 with 23 million participants generating 24.2 million overnight stays. Furthermore, the study revealed that meetings in Mexico accounted for $18.1 million in direct expenditures to the national economy. Within the travel and tourism sector, the MICE market accounts for 18% travel to Mexico and contributes nearly 2% to the country’s GDP. An area opportunity for the Campeche Convention Center lies within the Incentive Travel segment of the MICE industry. This particular group is often small, less than 1,000 participants, which is an ideal size

1 Thailand Convention & Exhibition Bureau. (n.d.). National multiple benefits from mice business. Retrieved from http://www.tceb.or.th/images/stories/ABOUT/MICE-Industry-Statistics/fact_20090909162425.pdf 2 Special Advertising (2009). Meetings in Mexico. Smart Money. Downloaded on June 1, 2013.

for the venue to accommodate. Incentive Travel is regarded, within the MICE industry, as the highest yielding sector of the industry but also the most volatile. This multi-billion dollar global industry often fluctuates in tandem with the global economy. When planning incentive travel, meeting planners often seek new destinations or destinations that seem otherwise unattainable as key motivators.

MICE Operations & Promotion The consulting team examined how the MICE industry is managed in select Latin American destinations. Several examples of different operating and promoting strategies of these destinations are mentioned in this section. These destinations chose their operating and promoting systems by making sure the needs of their potential clients, meeting planners, are met. These needs include technology, accessibility, supporting suppliers, communication, the delegate experience, budget, and security and stability3.

Meeting planners want facilities that have the latest technology, including free and reliable Wi-Fi, which is used to communicate with attendees and vendors and to promote the event through social media. Meeting planners are also concerned with whether or not a destination is accessible enough for their groups to reach. Many destinations, such as Campeche, upgrade their Convention Center but not the surrounding infrastructure. Meeting planners also found that it is important to know that the Convention Center they are working with has employed reliable supporting suppliers, such as the A/V team and caterers that are trustworthy and able to handle their needs. Communication is another important concern of meeting planners since they want to make sure that their requests are not lost in translation since meeting attendees can come from many different cultures and speak different languages. Even after a meeting planner has chosen the perfect facility, they are still aware that this might not be the chosen location. Factors that could prevent a meeting from taking place at this stage include budget restrictions and safety and stability. The group’s decision-maker might decide on having the meeting at an alternative, more cost-effective Convention Center, sacrificing the better experience they will get at the first choice. Economic hardships have also forced meeting planners to work with reduced budgets in order to meet the demands of their clients4. This is often accomplished by meeting planners working together with suppliers, in order to create a beneficial partnership. Budget factors could also affect the distance that groups travel for their meeting5. Last, meeting planners are always concerned with the safety and stability of a destination. They want to know that their attendees will be safe inside and out of the facility.

Using these concerns, the MICE industry bases its operations and promotions on meeting these needs. For example, in Brazil a government tourism organization, Embratur, was established to attract more international meetings and encourage new developments and operations into the country. Embratur has offices in several foreign cities, including New York and Los Angeles, in the United States6. Another example of promotions comes from Argentina, where their Ministry of Tourism Office created a National Institute of Tourism Promotion program called Inprotur as part of its strategy to attract international meetings6. Since its creation, the amount of international events and meetings in Argentina has

3 Tesse Fox, J. (2012, Oct.). Top Five Industry Concerns -- Meeting Planners Speak Up. International Meeting Review. Downloaded on June 2, 2013: http://www.internationalmeetingsreview.com/research-education/top-five-industry-concerns-meeting-planners-speak-93878). 4 Nishi, J. & Glynn, J. (2012, Dec.). The changing perception of face-to-face meetings. Corporate Meetings Network. Downloaded on June 2, 2013: http://www.corporatemeetingsnetwork.ca/issues/6_4/coverstory/The-changing-perception-of-face-to-face-meetings_447- 1.html?zkPrintable=1&nopagination=1. 5 Alderton, M. (2012). American Express Predicts Higher Costs, Lower Budgets for 2013 Meetings. Successful Meetings. Downloaded on June 2, 2013: http://www.successfulmeetings.com/Conference-News/Research-White-Papers/Articles/American-Express-Predicts-Higher-Costs,- Lower-Budgets-for-2013-Meetings

6 Korn, I. (2007). Heading South. MeetingsNet. Retrieved June, 2013: http://meetingsnet.com/international/destinations/meetings_heading_south

increased by more than 200 percent6. Finally, in Puerto Rico its convention bureau uses the promotional theme, "Smooth Meetings" to highlight the unique advantages of the destination7. This theme is based on the notion that the goal of every aspect of the meeting is for it to run smoothly8.

Best Practices: Latin America & Caribbean Case Studies An examination of Convention Center “Best Practices” was conducted and case studies of Latin American and Caribbean Convention Centers exhibiting these practices were developed. This research was based on the determination that how a Convention Center operates and promotes itself directly impacts how successful it will be in bringing in business, thus supporting itself and the tourist-related industries that provide economic benefits to the community. Best practices in marketing and operations were reviewed. In marketing some of the most successful best practices were found to include:

• Developing high-tech sales and marketing technology for a Convention Center’s website including virtual tours, interactive mapping, instant RFP submission and downloadable marketing materials such as fact sheets • Garnering and publicizing testimonials and awards • Ensuring potential customers know why they should choose you for their event

Best practices in operations were found to include: recognizing the value of a repeat customer versus the expense associated with replacing one with new business, professional development for staff, and implementing sustainable practices into an operating model. Latin America and Caribbean Convention Centers that exhibit these best practices were identified their best practice models and methodologies could be incorporated into recommendations for Campeche. Three Latin American and Caribbean Convention Centers that exhibited the best practices described here and served as examples for recommendations found in this section: the Costa Rica Convention Bureau, the Cartagena de Indias Convention and Visitors Bureau, and the Puerto Rico Convention Bureau (PRCB) and Convention Center (PRCC) which was found to be a shining example of one of the key best practices uncovered for long term growth and business development of Convention Centers: partnership formation.

INTERVIEWS Two interviews were conducted with key Convention Center stakeholders. Four additional interviews were held with members of Merida’s tourism community. An analysis of the field interviews and the Convention Center’s current state helped the consulting team formulate recommendations and solutions that will assist the Convention Center in regaining its original purpose.

SITE INSPECTION As part of the consulting team’s situation analysis for the Convention Center a site inspection was conducted. The inspection included a tour of the center’s entrances and lobby/atrium areas and the center’s various meeting areas including the rooftop terrace. Upgrades, such as the recently installed escalators, were presented. Finally, the empty lot next door was presented and previous plans for a Convention Center hotel on its site were explained.

7 Puerto Rico Convention Bureau. (2010). Meet Puerto Rico: Members. Retrieved June, 2013: http://www.meetpuertorico.com/Members/Default.aspx. 8 Puerto Rico Convention Bureau. (2010). Meet Puerto Rico: Members. Retrieved June, 2013: http://www.meetpuertorico.com/Members/Default.aspx.

Appendix 17 Convention Center Marketing Mock-up

Main Level Floor Plans

Room Capacities and Configurations Surface Height STAND Room 2 Classroom Banquet Auditorium Horseshoe M m 3 x 3 M Room 1 195.70 6.5 12 108 150 204 60 Room 2 209.00 6.5 12 108 150 204 60 Room 3 209.00 6.5 12 108 150 204 60 Room 4 182.87 6.5 12 108 150 204 60 Room 5 61.93 3.5 - 32 40 70 32 Room 6 139.52 3.5 - 60 60 120 40 Terraza 330 8 16 120 200 400 - Executive 69.28 2.35 - 56 70 100 30 Room Centro de 30.24 2.35 - - - - - Negocios* Room VIP 39.04 2.35 - 12 20 20 14 Salón de 69.48 2.35 - 20 40 38 22 Negocios

Services: two computers for unlimited Internet access, 30 photocopying or printing, faxing local receiving fax, scanner, plasma screen 42 ", DVD and VHS, SKY signal and coffee service extension to this event space.

Centro de Convenciones

Campeche XXI

Campeche is located in southeast of Mexico, making it the Gateway to the Mayan World.

Hotels: 62 Rooms: 1,920 Number of beds: 3,299

93,770.80 sq. ft available for exhibitions, conventions and meetings

Newly renovated with capacity of 5,500 people and a rooftop terrace!

Col. Centro. CP. 24000. San Francisco de Campeche, Campeche.

Phone: 01 981 81 191 40 Fax: 01 981 81 191 45

[email protected] www.convencionescampeche.com

Appendix 18

Marketing Mock-up: Postcard for Client Follow-up

Thank-you!

For letting us host your event At the Centro de Convenciones Campeche XXI we are dedicated to providing the best service possible and meeting all of your needs. We hope that we exceeded your expectations during your stay.

Please feel free to contact us at any time to plan your next event in Campeche!

You will receive an email that contains a link to a survey where you can provide feedback and any suggestions you might have about the convention center. Please take a few minutes and fill it out.

The Centro de Convenciones Campeche XXI was built to improve the city’s avant- garde image. Previously, the port was regarded as nothing more than a spot for tourists to pass through. Today, with modern hotel facilities, plus the many services offered by this business and CLIENT’S NAME meeting center, Campeche has expanded Client’s Address the options for other national and Suite 555 international markets. Now, business travel City, State 55555 can be perfectly combined with the exquisite cultural variety found only in a destination declared a World Heritage Site by UNESCO in 1999.

Col. Centro. CP. 24000. San Francisco de Campeche, Campeche Phone: 01 981 81 191 40 Fax: 01 981 81 191 45 Email: [email protected]

Appendix 19

Marketing Mock-up: Tri-fold Brochure for Convention Center Premium Meeting Packages

Appendix 20 Campeche Convention Center Client Feedback Survey

Please take a few minutes to fill out this survey. Your feedback it greatly appreciated and will help us to improve our services in the future.

1. How was your overall experience with the Campeche Convention Center - functionality, appearance, and cleanliness? Excellent Fair Very Good Poor Good Not Applicable

Comments:

2. How was your experience with catering and food and beverage services? Excellent Fair Very Good Poor Good Not Applicable

Comments:

3. How was your experience with A/V and equipment services? Excellent Fair Very Good Poor Good Not Applicable

Comments:

4. How was your experience with our staff?

Excellent Fair Very Good Poor Good Not Applicable

Comments:

5. What was your impression of your group's hotel accommodations? Excellent Fair Very Good Poor Good Not Applicable

Comments:

6. Prior to your group’s event:

a. Were requests for information responded to promptly? Yes Unsure No Not applicable

Comments:

b. Were questions answered quickly and accurately? Yes Unsure No Not applicable

Comments:

7. Would you plan a future event in Campeche? Yes Unsure No Not applicable

Comments:

8. How did you first learn about the Campeche Convention Center?

9. Name and date of your event:

10. Is there anything else about your experience in Campeche that you would like to share?

Thank-you for taking the time to fill out this survey!

Appendix 21 Action Plan for Convention Center Marketing Plan

Description of Action Plan The Campeche Convention Center currently does not have its own marketing plan. A marketing plan will help to increase the amount of events hosted by aiming marketing towards a targeted audience. By creating and following this marketing plan, the convention center will have a guide for how it should proceed with marketing itself. It will also be able to track its progress and easily identify what worked/failed in the future. This initial marketing plan advises hiring an in-house marketing/sales manager, creating marketing materials, creating targeted marketing campaigns, strengthening its presence online, and evaluation tools. The plan should be updated on a yearly basis to ensure that progress is being made and all utilized marketing is effective. Total Estimated Cost: $585,900 MXN

Objectives Tasks Responsibility Estimated Cost (MXN) Success Indicators 1. Hire an in-house 1.1 Finalize the job Convention $456,000/ year salary for Job description is approved by Marketing/ Sales description for this Center’s Marketing/Sales Manager convention center officials Manager position and advertise Operations Director $3,000 advertising fees for Job is posted in newspapers and 1.2 Interview candidates and posting job online and attracts many qualified hire someone for the candidates marketing/sales position

A Marketing/Sales Manager is 1.3 Train the new hired and successfully trained on Marketing/Sales Manager all the existing operating systems at the convention center

2. Create 2.1 Solicit for a graphic Marketing/Sales $13,900 for 80 hours of Approval for marketing material Marketing designer to design and Manager consultant work is received from Proeventos and Materials layout marketing convention center officials materials Approved marketing materials 2.2 Interview candidates and $6,000 for printing are sent to a printer once the hire a graphic designer expenses for 1,000 consultation period has ended

brochures and 1,000 2.3 Work with the graphic postcards designer to create

marketing materials

3. Create targeted 3.1 Attend trade shows such Marketing/Sales $45,000 for the Contacts are made and followed marketing as Travel Exchange, Manager registration, booths, travel, up after each trade show campaigns ICOMEX, and EIBTM on a and hotel expenses attendance regular basis $0 for building client base Clients state that the reason they 3.2 Build a client base that chose the convention center is aligns with the brand $35,000 for high-quality due to the branding initiatives boardroom meeting 3.3 Create Premium equipment and supplies Clients start inquiring about the Executives Packages (chairs, boardroom table, premium packages and book the food servings equipment, service pens and portfolios, linen)

4. Strengthen 4.1 Hire a webmaster to Marketing/Sales $25,000/200 hours of The convention center website is online presence update and revamp the Manager work each year updated with all suggestions and website broken links are fixed Student Interns $0 to update information 4.2 Update information about will update on meeting facility and Inquiries are received through the convention center on information on social media websites meeting facility websites meeting facility websites meeting facility and social media Questions about meetings and 4.3 Maintain social media sites events are received through social websites on a regular media sites basis

5. Create 5.1 Decide which program Marketing/Sales $2,000/year for paper and Databases are created and data is marketing use to for databases Manager printing expenses being input on a regular basis databases associated with surveys 5.2 Create a separate Interns will enter database for each type of data into data collected databases as assigned 5.3 Distribute surveys and enter data into appropriate database

Timeline for Convention Center Marketing Plan

Task Timing by Month, Beginning August 2013 No. Description Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul

1 Obtain an in-house Marketing/Sales Manager X X X 1.1 Finalize the job description for this position and advertise X X 1.2 Interview candidates and hire for the marketing/sales position X X X 1.3 Train the new Marketing/Sales Manager X X X 2 Create Marketing Materials X X X X 2.1 Solicit for a graphic designer to design marketing materials X X 2.2 Interview candidates and hire a graphic designer X X 2.3 Work with the graphic designer to create marketing materials X X X 3 Create targeted marketing campaigns X X X X 3.1 Attend trade shows X X X X X X X X X X X X 3.2 Build a client base that aligns with the brand X X X X X X X X 3.3 Create Premium Executives Packages X X X X X X X 4 Strengthen the convention center’s online presence X X X X X X X X X X 4.1 Hire a webmaster to update and revamp the website X X X X X X X X X X 4.2 Update center information on meeting facility websites X X X X X X X X X X 4.3 Maintain social media websites on a regular basis X X X X X X X X X X 5 Create marketing databases X X X X X X X X X 5.1 Decide which program use to for databases X 5.2 Create a separate database for each type of data collected X X 5.3 Distribute surveys and enter data into appropriate database X X X X X X X X X

Appendix 22 Action Plan for Diversifying Revenue Streams

Description of Action Plan Currently, the Campeche Convention Center generates low revenue and does not have additional income streams to increase revenue outside of meeting and exhibit space rentals. With countless venue options for event planners, this traditional model is in jeopardy and the Convention Center should seek alternative methods to generate income to help close budget gaps. The four recommendations detailed below were selected because they have moderate start up cost, but the potential to yield high return over several years. Total Estimated Cost: $251,800 MXN

Objectives Tasks Responsibility Estimated Cost (MXN) Success Indicators 1 Develop “A Taste 1.1 Create operational Convention Center $64,800 MXN – one time Local food vendors sign up to rent of Campeche” structure and plan, set operations and purchase of three food carts cultural food rental fees and cart marketing staff carts or stands stations rental guidelines Planners select “A Taste of $36,000 MXN – design and Campeche” for their event 1.2 Design marketing sales print production of materials to advertise marketing materials Convention Center receives and promote “A Taste of additional income from rental Campeche” to local food fees and profit share of goods sold vendors at food carts

1.3 Identify three vendors for launch

1.4 Purchase three food carts

2 Build “The 2.1 Create operational Convention Center $36,000 MXN – design and Campeche Restaurant Association Pirate Food structure and plan to operations and print production of signs on as official partner Court” include drafting contract, marketing staff marketing materials setting lease fees and Five restaurants sign lease for guidelines, food court $20,000 MXN - architect launch design, etc. consultant to assist in food court design (100 hours)

2.2 Contact the Campeche Convention Center receives Restaurant Association additional income from rental to aid in identifying fees and profit share of goods sold restaurants in food court; Income exceeds expenses 2.3 Design marketing sales materials to advertise and promote “The Pirate Court” rental space to local food business such as ADO, Italian Coffee Company

3 Create a 3.1 Identify niche event Convention Center $65,000 MXN - consultant Convention Center lays solid signature event focus marketing staff to assist in event groundwork for development of development (120 hours) new event to launch in Fall 2015 3.2 Seek potential partners

3.3 Consult a successful event producer to assist in developing event concept

4 Sell corporate 4.1 Create advertising Convention Center $30,000 MXN – design and 10 businesses advertise through sponsorships structure and plan, set marketing staff print production of 200 plasma advertising program sponsorship guidelines discount guides and cost of merchant 40 businesses sign up for guide Campeche merchant discount guide 4.2 Design marketing sales materials to promote 125 guides are purchased by advertising event attendees in year one to opportunities recover cost of design

4.3 Solicit local businesses for advertising

Timeline for Diversifying Revenue Streams

Task Timing by Month, Beginning August 2013 No. Description Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul 1 Develop “A Taste of Campeche” X X X X X X X X X X X X Create operational structure and plan, set rental fees 1.1 X X and cart guidelines 1.2 Design marketing materials to promote program X 1.3 Launch campaign to secure vendors; ongoing X X X X X X X X X 1.4 Purchase three food carts X X

2 Build “The Pirate Food Court: X X X X X X X X X X X X Create operational structure and plan (drafting 2.1 X X X X contract, lease fees and guidelines, food court design) Work with Campeche Restaurant Association to aid in 2.2 X X X X X identifying and securing restaurant partners 2.3 Design marketing materials to promote program X X X X X 2.4 Begin build out for inaugural restaurants X X X X X

3 Create a Signature Event X X X X X X X X 3.1 Identify nice event focus X X 3.2 Seek potential partners X X X Consult a successful event producer to assist in 3.3 X X X developing event concept 3 Sell Corporate Sponsorships X X X X X X X X X X X X 3.1 Create advertising plan and sponsorship guidelines X X X Design marketing and sales materials to promote 3.2 X X advertising opportunities 3.3 Solicit local business for advertising X X X X X X X X X

Appendix 23 Action Plan for Convention Center Operations

Description of Action Plan This plan proposes possible action items that can be implemented in the Convention Center’s Operational model. The ultimate goal of these action items is to garner new customers and encourage repeat business from current customers by meeting the objectives outlined below, thus, increasing the Center’s gross revenues. Total Estimated Cost: 140,000 MXN

Objectives Tasks Responsibility Estimated Cost (MXN) Success Indicators 1 Create 1.1 Rename the Center’s salons for Convention 20,000 MXN for banner Convention Center success can often linkages Campeche’s archeological Center production be associated with creating linkages to within the offerings and redesign the Operations the local culture Center to salon’s banners Management 36,000 MXN for photo Campeche’s Team enlargements and Campechanos take extreme pride in culture 1.2 Display large photo murals of mounting their local culture indicating these Campeche throughout the changes will be a great success Center’s atrium

1.3 Host art or sculpture exhibits in the Atrium 2 Emphasize 2.1 Create inviting conversation Convention 60,000 MXN for furniture Convention Centers with seating areas ambiance spaces in the Atrium Center and plants see more interaction among clients and comfort Operations within the 2.2 Add plants and native flowers Management Center throughout the Center Team 3 Improve 3.1 Arrange for English classes to Convention English classes can be Staff is interested in improving their staff service senior staff members Center provided for staff members English and Operations by local students in trade performanc 3.2 Sponsor professional event Management for internship credits English speaking staff will facilitate e levels planning training for senior Team working relationships with potential staff members A variety of industry clients who speak English

training courses are 3.3 Develop a “Pledge of Service” available. A reasonable Implementing training and service program to provide the best budget (12,000 MXN) programs has resulted in great success possible service to clients should be allotted for and growth for other Latin American professional development and Caribbean Convention Centers

4 Improve 4.1 Ensure senior staff members Convention A variety of trade Trade association memberships show linkages to have access to appropriate Center associations are available a commitment to being the best in appropriate industry membership Operations for membership. A throur industry to prospective clients trade organizations Management reasonable budget (12,000 associations Team MXN) should be allotted to Trade association memberships allow 4.2 Ensure Center has appropriate allow memberships in one access to cutting edge trade trade memberships or more of these information and training and industry networking MPI individual membership cost: U.S. $375 per person 5 Increase 5.1 Utilize the Sustainability Convention $0 - New sustainability Some sustainability practices are sustainabili Toolkit provided in this report Center practices should be already in place in the Center ty practices to increase sustainability Operations implemented in a way that practices by: Management no-cost practices are Using the Sustainability Toolkit Team implemented first and provided will facilitate the integration . Using technology to make measured for cost savings of additional practices events greener

. Green the Center’s More frequently meeting planners are As cost savings are realized procurement process choosing convention centers that are additional sustainability . Share your sustainability practicing sustainability measures that may induce mindset with suppliers costs may be implemented . Reduce, re-use and recycle “Going Green” can be done in a way in . Measure cost savings which it results in cost savings

Timeline for Convention Center Operations

Task Timing by Month, Beginning August 2013 No. Description Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul 1 Create linkages to Campeche’s culture X X X X X X X X X X X X Rename the Center’s salons after Campeche’s 1.1 X X archeological offerings & redesign the banners Display large photo murals of Campeche 1.2 X X throughout the Center’s atrium 1.3 Host art or sculpture exhibits in the Atrium X X X X X

2 Emphasize ambiance and comfort in the Center X X X X X X X X X X X X Create inviting conversation spaces in the 2.1 X X X Atrium 2.2 Add plants and native flowers X X X

3 Improve staff service and performance levels X X X X X X X X X X X X

3.1 Arrange for English classes for senior staff X X X X Sponsor professional event planning training 3.2 X X X for senior staff members 3.3 Develop a “Pledge of Service” program X X X Improve linkages to appropriate trade X X X X X X X X X X X X 4 associations Ensure senior staff members have access to 4.1 X X appropriate industry membership organizations Ensure Center has appropriate trade 4.2 X X memberships 5 Increase sustainability practices X X X X X X X X X X X X Utilize the provided in this 5.1 Sustainability Toolkit X X X X X X X X X X X X report to increase sustainability practices

Appendix 24 Sustainability Toolkit for Convention Center

This toolkit is intended to aid the Campeche Convention Center in introducing additional sustainability measures to its operations model. The first section outlines how to develop a new sustainable framework. The second section gives sustainable practices that can be implemented including ways of involving vendors and suppliers and finding sponsors. The third section deals with ways to measure the cost savings of these new sustainability practices.

Throughout the entire toolkit we will be suggesting you embrace a new framework for doing business: re- think, reduce, re-use, and recycle. Every event held at the Center can be more sustainable and save money in doing so.

I. Building a New Framework

Re-Think How You Do Business Begin to re-think your processes by starting with asking yourself the following questions:

• Is this item necessary? • What other uses could this item have? • Can I re-use this item somehow? • Is there a better way to achieve the same objective? • How recently have we reviewed different purchasing options?

If changing to a “greener” method costs money, ask yourself if there are ways to offset those costs? Most importantly, start to think of different ways to do business and how being sustainable can add value to your business. Offering “green” value add-ons when bidding on an event could be the key to landing more business. Items and services can be offered to the client to save them time and money. These items and services do not have to cost a lot if managed in a sustainable way and yet they will reflect well on both you and your client by making their event more sustainable. Next we will look at ways to reduce, re-use and recycle and how it can be used to promote business and cost savings. Reduce One of the biggest things we can reduce in events is the use of paper. Look at the ways you use paper at your events and the ways your clients use it and begin to re-think your paper usage. For example, replace paper signage with digital signage and you look sustainable and sleek. Suggest to your clients that they replace any paper documents, such as conference programs, with USB drives containing the conference materials. Offer to manage the conference registration for your client using an online registration tool thereby offering a green value add-on by reducing paper registration. And constantly look for additional items you can reduce.

Re-Use Review the items you might supply a client or begin to think outside the box: what items might a client require for their conference that you could offer to supply in a sustainable way? For example, almost every conference member is supplied with a name badge and often these name badges are plastic lanyards. Instead of the conference planners supplying these, offer to include them as an add-on but ask all of the conference attendees to use their own business card as their nametag and then collect the plastic lanyards at the end of the conference as the attendees exit to re-use them again at another conference.

In other cases, clients may ask you to supply items at their events or you could offer value add-ons such as water bottles. Try not to brand these items with logos (unless they’re yours). If you can supply generic items, they can be re-used for other events. Begin to look at all the items you use and ask how they can be re-used?

Recycle When you can’t think of alternative options or ways to reduce or re-use, your only option left before the trash is to recycle. Just like reducing or re-using, recycling is also not just a way to be more sustainable toward the environment, but a good way to save money. These are some good questions to ask yourself about your recycling program:

• What do we recycle (paper, plastic, glass, metal, aluminum)? • Where do we recycle (front of house, back of house)? • How can recycling save us money? • What does trash disposal cost us? • Is recycling certain items more affordable?

Once you have the answers to these questions, look for gaps in your recycling program and where you can begin to close those gaps. You don’t have to do everything right away but begin to take one or two new steps; if you are only recycling paper and aluminum maybe you could look into recycling glass next?

II. Implementing Sustainable Practices

As you begin to apply this new sustainability framework to how you do business you can also begin to incorporate new sustainable practices into your operations. Start by looking at your energy use and possible ways of reducing this. Then move on to an examination of your procurement practices and a review of the vendors you use. You can even look at how you can partner with clients to help them host “greener” meetings. Finally, you may find that you are ready to implement some sustainability practices or measures that may incur a cost you’re not ready for. Sponsors can help alleviate these expenses while also building important relationships in the community. Energy Reduction Begin by evaluating your building’s energy usage. Look for ways to reduce light, power and air conditioning usage. Examine your water consumption in kitchens and bathrooms; ask whether there are ways you can reduce consumption in these areas. Assess your landscape practices: how much water do you use to maintain plants? Can you use recycled or re-purposed water for landscaping? Can you plant species

that require less water? The idea is to do a thorough evaluation of your energy consumption so you can:

• Know what you are consuming • Decide what you can improve • Re-examine these processes periodically going forward

Procurement Practices Review the items you purchase. Keep the “reduce, re-use, re-think and recycle” framework in mind. Which items can be reduced? Which items can be replaced with re-useable or recyclable ones? Look at how you purchase. Refrain from purchasing individual packaged items for bulk items that can be served on platters or pitchers. Purchases such as cloth napkins that can be laundered instead of paper napkins are not just sustainable practices but cost effective ones.

Vendors and Clients Review your vendors and suppliers for their own sustainability practices and invite them to join you in greening their operating models as well. Let them know that you will be looking to partner with companies that are practicing sustainability. Contact your clients and ask them to think about how they can be “greening” their meetings and offer to help them with their sustainability endeavors. Below are letter templates you can use with your venders, suppliers and clients:

Dear [Supplier Name], Dear [Client Name],

We here at the Campeche Convention Center We here at the Campeche Convention Center have decided to be more proactive in our sustainability have decided to be more proactive in our sustainability practices and green initiatives and we invite you to join practices and green initiatives and we invite you to join us in this endeavor. With this in mind, we invite you to us in this endeavor. With this in mind, we invite you to examine your sustainability practices to ensure you are examine your sustainability practices when planning doing everything you can to practice green initiatives your meeting or event to ensure you are doing and be aware that, going forward, we will be looking to everything you can to practice green initiatives. We contract and partner with companies who demonstrate would like to support you in doing so any way we can proactive step toward being “green”. As a longtime and would be pleased to provide you with ideas for business partner, we invite your feedback including any “greening” you meeting or event. Please let us know ideas you may have or examples of successes or failure how we can help. We also invite your feedback including you’ve experienced in implementing sustainability into any ideas you may have or examples of successes or your organization as we continue to refine our failure you’ve experienced in implementing operating model toward increased sustainability sustainability into your meetings and events as we through best practices. continue to grow in this area. ‘ Thank you, Thank you, [Name] [Name]

Procuring Sponsorships Sometimes green practices can cost money. You have a green initiative you want to implement but it’s going to cost money so, how do you pay for it? You find a sponsor. Companies love sponsorships and “green” sponsoring is great for a company’s image. Look for items you use regularly that you can replace with greener options. For example, replacing your lighting system with LED and energy efficient lights could be supported by a sponsor that would then receive a plaque noting their sponsorship efforts. Our

earlier example of replacing paper conference materials with USB drives would incur the cost of the USB drives but sponsors could be found to supply the drives in exchange for placing a logo on the drive. Sponsors can provide reusable water bottles or event staff t-shirts. There are any number of ways a sponsor can support an event or meeting or the Center, itself. Procuring sponsorships is another way to challenge yourself to Re-Think how you do business!

III. Measuring Cost Savings

While some green initiatives may cost money, others will save you money. It is a good idea to track new initiatives from the beginning. Savings are not only found in dollars and cents so it is a good idea to start by tracking the various impacts of the sustainable initiatives you implement using a chart such as this:

Cost Client Sponsor Promotional Green Initiative Impact (+/-) Impact Impact Impact Impact Short Term: Looks sleeker and Possible Reflects well on Replacing digital sign more modern opportunities Center for Reduced paper purchase May increase exist for reducing paper consumption Paper Signage Long Term: business or provide purchase or consumption – (measure this if with Digital Reduce paper greater client digital add to marketing you can) purchases satisfaction advertising materials Short Term: cost Possible Replacing Reflects well on Reduced energy of new lights opportunities Lights with Center for consumption Long Term: No impact exist for reducing energy (measure this if Energy Efficient Reduced energy sponsored consumption you can) Lights costs purchase

Measurement of any actual cost savings and/or losses of the green initiatives you implement can also be simply tracked in the beginning. An example of a possible tracking budget is below:

Annual Green Initiative Cost Savings Positive Negative Initiative Savings Losses Eliminated Giving out Individual Bottled Water 10,000 MXN Reduced Serving Packaged Snacks 5,000 MXN Changed to Organic Fruit Supplier 8,000 MXN TOTALS 15,000 MXN 8.000 MXN Net Savings / Losses 7,000 MXN

Summary This toolkit was designed to start you on your way to thinking more sustainably. The idea is to really “think” about your sustainability practices. What are you doing? What more could you be doing? And, what could you be doing differently? Can you involve your suppliers and clients? And, lastly, to enable you to begin to understand that being sustainable and going “green” can actually have a positive cost impact to your bottom line. Ultimately going “green” in business is not just a “best” practice but a SMART practice! Now that you have a way to start, don’t stop here. Look for further ideas for greening your operational model online. There is a world of resources available to you.

Appendix 25 Action Plan for Developing Convention Center Partnerships

Description of Action Plan This plan proposes action items to develop partnerships between the Convention Center and various members of the Campeche community. Building strong, mutually beneficial partnerships is an effective method to grow and sustain meetings and convention tourism. The four programs outlined below will strengthen the Convention Center’s local relationships and help grow its meetings business. Total Estimated Cost: $200,200 MXN

Objectives Tasks Responsibility Estimated Cost (MXN) Success Indicators 1 Create 1.1 Set goals for the program, Convention Time of Convention Center Analysis done at conclusion mutually including what the Convention Center personnel: 40-60 hours to of internship determines beneficial Center hopes and its interns personnel in establish program, 5-10 whether goals set out at student should hope to achieve conjunction with hours weekly during creation of program have internship local program (estimate $8,800- been met program 1.2 Formally outline the roles and universities 13,200 MXN in wages to with local responsibilities of student establish, $1,100-2,200 Successful projects universities intern(s), keeping in mind the weekly during program) completed by student interns goals established

Student indicates increased 1.3 Work with local universities to knowledge, skills, and determine appropriate experience as a result of the timeframes and other logistics program of the internship

1.4 Establish a timeline for the Students involved would internship program, including recommend program to details such as: application other students; Convention process; intern training; Center would run program “check-ins,” reviews, and wrap again ups

1.5 Determine primary manager of internship program, advertise in universities, and begin program

2 Create 2.1 Set goals for the program, Convention Center Time of Convention Convention Center has formal including what the Convention marketing manager Center personnel: 60- formal partnership with partnerships Center hopes to achieve and 80 hours to establish 1-3 hotels with local what benefits hotels would gain program (estimate hotels from participating $13,200-17,600 MXN After 6 months, in wages) Convention Center 2.2 Draft initial proposal of what marketing team partnership agreement would recognizes increased entail ease and convenience in

reserving hotels 2.3 Contact all local hotels to explain associated with meetings basics of the program and invite

participation After 1 year, 2.4 Work with interested hotels to participating hotels refine all specific aspects of the recognize year-over-year partnership and create formal increase in hotel nights written agreements and overall revenue

3 Create a 3.1 Designate small committee or Convention Center Time of Convention Local businesspeople are Campechano champion within the Convention marketing team Center personnel: 60- interested in Ambassador Center team to take lead on 120 hours to establish participating, with at Program developing and running program program, 1-5 hours a least 10 official week to maintain ambassadors at initial 3.2 Define goals and establish (estimate $13,200- kick-off event structure of program 26,400 MXN in wages

to establish, $220- Within one year, have 3.3 Create resources for 1,100 weekly to secured at least 5 new ambassadors, such as marketing maintain) leads and 1 new material for them to conference or event use/distribute, a formal Costs of producing new through the “welcome letter” and outline of marketing materials: ambassadors program the program, a FAQ reference $3,000 MXN webpage, and an individual to Within two years, the contact directly with any Kick-off event: $9,000 number of ambassadors questions or strong leads MXN in the program, leads

generated by the

3.4 Directly contact key individuals, program, and business corporations, and organizations won through program that would be ideal participants leads have all increased of the program and invite them to participate

3.5 Advertise the program generally to increase participation

3.6 Plan and execute kick-off event to officially begin program and welcome the ambassadors

4 Improve 4.1 Reach out to other key players Convention Center Time of Convention Reach at least 200 community who may be interested in or marketing team Center personnel: 40- residents with campaign, relations already planning a resident 100 hours (estimate measured by any of the with awareness campaign regarding $8,800-22,000 MXN in following methods: hits Resident tourism impacts and benefits to wages) to a new informational Awareness discuss working together webpage, attendance at a Campaign publicity event, 4.2 Gather important metrics distribution of physical regarding Convention Center materials, or business participation in a special event (such as a contest) 4.3 Determine best ways to publicize campaign and create timeline for implementation

Appendix 26 Geotourism Charter

This global template is designed for nations but can also be adjusted for signature by provinces, states, or smaller jurisdictions, and for endorsement by international organizations.

Geotourism is defined as tourism that sustains or enhances the geographical character of a place – its environment, culture, aesthetics, heritage, and the well-being of its residents.

The Geotourism Charter

WHEREAS the geotourism approach is all-inclusive, focusing not only on the environment, but also on the diversity of the cultural, historic, and scenic assets of ______, WHEREAS the geotourism approach encourages citizens and visitors to get involved rather than remain tourism spectators, and WHEREAS the geotourism approach helps build a sense of national identity and pride, stressing what is authentic and unique to______, THE UNDERSIGNED parties to this Agreement of Intent commit to support these geotourism principles, to sustain and enhance the geographical character of ______—its environment, culture, aesthetics, heritage, and the well-being of its residents:

Integrity of place: Enhance geographical character by developing and improving it in ways distinctive to the locale, reflective of its natural and cultural heritage, so as to encourage market differentiation and cultural pride.

International codes: Adhere to the principles embodied in the World Tourism Organization’s Global Code of Ethics for Tourism and the Principles of the Cultural Tourism Charter established by the International Council on Monuments and Sites (ICOMOS).

Market selectivity: Encourage growth in tourism market segments most likely to appreciate, respect, and disseminate information about the distinctive assets of the locale.

Market diversity: Encourage a full range of appropriate food and lodging facilities, so as to appeal to the entire demographic spectrum of the geotourism market and so maximize economic resiliency over both the short and long term.

Tourist satisfaction: Ensure that satisfied, excited geotourists bring new vacation stories home and send friends off to experience the same thing, thus providing continuing demand for the destination.

Community involvement: Base tourism on community resources to the extent possible, encouraging local small businesses and civic groups to build partnerships to promote and provide a distinctive, honest visitor experience and market their locales effectively. Help businesses develop approaches to tourism that build on the area’s nature, history and culture, including food and drink, artisanry, performance arts, etc.

Community benefit: Encourage micro- to medium-size enterprises and tourism business strategies that emphasize economic and social benefits to involved communities, especially poverty alleviation, with clear communication of the destination stewardship policies required to maintain those benefits.

Protection and enhancement of destination appeal: Encourage businesses to sustain natural habitats, heritage sites, aesthetic appeal, and local culture. Prevent degradation by keeping volumes of tourists within maximum acceptable limits. Seek business models that can operate profitably within those limits. Use persuasion, incentives, and legal enforcement as needed.

Land use: Anticipate development pressures and apply techniques to prevent undesired overdevelopment and degradation. Contain resort and vacation-home sprawl, especially on coasts and islands, so as to retain a diversity of natural and scenic environments and ensure continued resident access to waterfronts. Encourage major self-contained tourism attractions, such as large- scale theme parks and convention centers unrelated to character of place, to be sited in needier locations with no significant ecological, scenic, or cultural assets.

Conservation of resources: Encourage businesses to minimize water pollution, solid waste, energy consumption, water usage, landscaping chemicals, and overly bright nighttime lighting. Advertise these measures in a way that attracts the large, environmentally sympathetic tourist market.

Planning: Recognize and respect immediate economic needs without sacrificing long-term character and the geotourism potential of the destination. Where tourism attracts in-migration of workers, develop new communities that themselves constitute a destination enhancement. Strive to diversify the economy and limit population influx to sustainable levels. Adopt public strategies for mitigating practices that are incompatible with geotourism and damaging to the image of the destination.

Interactive interpretation: Engage both visitors and hosts in learning about the place. Encourage residents to show off the natural and cultural heritage of their communities, so that tourists gain a richer experience and residents develop pride in their locales.

Evaluation: Establish an evaluation process to be conducted on a regular basis by an independent panel representing all stakeholder interests, and publicize evaluation results.

Appendix 27 Tourism Cares GO Campeche Expedition Action Plan

The Consulting Team recommends a catalytic event to pave the way for the possible formal establishment of a destination management organization. Catalytic events serve as a platform to build networks around a common goal while having public exposure that enhances the transparency and reach of a strategic activity. The Tourism Cares GO Campeche expedition would be the best fit to institutionalize the creation of a DMO and to bring additional destination management benefits for the region.

WHAT IS TOURISM CARES? Tourism Cares is a U.S. non-profit organization composed of tourism related businesses and associations. The Tourism Cares members donate their time and resources to support volunteer activities focused on preserving cultural heritage sites, providing educational opportunities for young industry leaders, and by creating grant programs in the U.S., and internationally, which support projects that preserve tourism experiences for future generations.

WHAT IS A GO EXPEDITION? A GO expedition is an international cooperative tourism event that brings U.S. and foreign travel industry executives together to share values, expertise, talents, and skills to assist in the sustainability and conservation of important sites.9 Since 2011, Tourism Cares has been implementing the GO Expedition in Peru and Haiti, and is currently looking for new destinations that are interested in hosting a GO Expedition for the coming years. Through previous conversations that initiated the GW Consulting Practicum, Campeche has been considered as one destination of particular interest for Tourism Cares global outreach activities.

In practical terms, a GO Expedition can create opportunities for the destination to connect with international tourism operators by developing business-to-business knowledge sharing and networking, strengthening private sector involvement in tourism development, creating educational opportunities, saving sites through work made possible by grants, and organizing volunteer events that engage tourism stakeholders. It is important to mention that Tourism Cares brings international technical expertise to help the destination develop the programs mention above; in addition it can provide funding (as donations in- kind and in cash). At the same time, the local destination is highly involved with the development, implementation, and follow up GO expedition activities. This requires that a local institution or institutions commit to certain responsibilities to initiate and support the GO Expedition.

9 Tourism Cares, Global Outreach, http://www.tourismcares.org/about/whats-new/global-outreach, (2013).

Tourism Cares Around the World – GO Peru Expedition

In 2012, Tourism Cares formed its first Global Outreach Committee in Peru. The Global Outreach initiative (GO Peru) mission was to bring together travel and tourism enterprises and leaders form the U.S. and Peru to work together in the preservation and conservation of cultural and natural heritage in Peru.

This joint effort created the interest of eight tourism companies in Peru to form a new organization that mirrors Tourism Cares’ successful model of social and environmental responsibility in the United States. Turismo Cuida of Peru’s mission is to preserve the rich natural and cultural heritage of Peru through sustainable tourism.

During May 2012, Tourism Cares and Turismo Cuida, worked together to sponsor and organize a volunteer restoration project at the Mercado Central of San Pedro in Cusco, provided a capacity building program for market vendors, presented an international education forum in Cusco, supported a National Park Service World Heritage Fellowship and jointly pledged $160,000 to provide

tourism grants in Peru in 2013 and 2014.

PLAN FOR GO CAMPECHE EXPEDITION The Consulting Team recommends that the DMO Working Group nominates Campeche for a Tourism Cares Go Expedition for 2014. To do so, it must respond to the Request for Expression of Interest: 2014- 2016 before September 2013, which can be accessed at: http://www.tourismcares.org/images/documents/TourismCares2014HostCountryRFEI.pdf.

The Expression of Interest must contain the following items:

• Description of the private sector organizing committee or founders, including key contact person • Preliminary commitment to providing the resources required, including interest in forming a Tourism Cares organization in the host country • Tentative ideas for the volunteer project, educational forum, non-profit matching grant, and itinerary • Support letter from key governmental agency at the national and destination levels • Supplementary information

The Consulting Team recommends that DMO Working Group utilizes the recommendations described in this section as part of their expression of interest. It is also important to mention that the Consulting Team has already contacted the Tourism Cares Global Outreach Committee to suggest the idea of Campeche being a candidate for a GO expedition in 2014. The Consulting Team highly recommends that the DMO Working Group conducts efforts to host the host expedition in 2014 due to the possible linkages that can be created with ASTA Meeting in Merida in March 27-30, 2014. ASTA brings together the major US tours Operators which could be attracted to the philanthropy activities to be carried out in the GO Campeche expedition thus bring international exposure to Campeche. For details on the ASTA meeting please visit: http://www.asta.org/Events/content.cfm?ItemNumber=7246

There is interested among Mexican organizations to form a Mexican Tourism Cares organization that will ideally work at the national level. Therefore, the GO Expedition in Campeche will be mainly focused on the volunteer, educational, non-profit matching grant, and Campeche experience. At the same time, the Campeche DMO could work as local partner for the national level Mexican Tourism Cares organization, in order to promote tourism philanthropy projects for the long-term in Campeche.

In this sense, the DMO Working Group will work as the private sector organizing committee for the GO Campeche Expedition. Past experiences in Peru and Haiti have shown that a successful champion for this expedition has the following characteristics:

• Independent private sector representative • Well-connected and know representative of the tourism industry • Inclusive leadership • Adaptive capacity to manage the project • Voluntary spirit • Linkages with educational institutions

Based on the information gathered in the fieldwork, the Consulting Team suggests the following focus for the GO Campeche expedition (a more detailed action plan is provided below):

Preliminary visit from Tourism Cares: In the past, Tourism Cares has done preliminary visits to destinations to assess the potential activities for the GO Expedition and build partnerships to enhance the impact of the event. It is recommended that the DMO Working Group co-sponsor this preliminary visit in order to strengthen its relationship with Tourism Cares to effectively prepare the activities for the GO Expedition. This visit will also be useful as a way to announce the GO Expedition to the tourism community and foster their involvement.

Volunteer Event: The volunteer event will be focused on an activity where the tourism community “gives back” by engaging in a project to directly support the conservation of a heritage site in Campeche. In this activity, tourism professionals, entrepreneurs, officials, and other interested members of the community will work together on a public volunteer project that may include cleaning up a site, painting a historical building, installing signage, and/or other operational activities that are considered part of the event.

Furthermore, these actions are enhanced not only by the actual work of the volunteers on the day of the event, but the participants can volunteer their time and expertise in planning and organization the event (i.e. designing interpretative signage for a historical site).

The volunteer event is a great opportunity to involve the whole tourism community and create networks of parties interested in the preservation of a Campeche site. It is also a good opportunity to demonstrate the importance of working together towards a common goal and the impact giving back can have on the preservation of the travel experience. While this will be a specific event for the GO expedition, the Consulting Team encourages the DMO to organize subsequent volunteer events similar to this one.

Campeche has a wide variety of historical, archeological, and natural sites that could be potential candidates for the volunteer event. However, it is recommended that DMO Working Group, in cooperation with Tourism Cares, choose one site that will have the most immediate impact as a result of the work and will maximize the participation of volunteers. The event can serve as an initiator of a long- term project to enhance the tourism experience of the site or start projects at other sites.

Educational Event: The GO expedition is an excellent opportunity for Campeche to develop long-term relationships with U.S. tour operators, hotels, businesses and associations that promote knowledge sharing. This will be fundamental in bridging the gaps identified in the training section of this report and meeting the needs of the international tourism market. During the GO Campeche expedition, an educational event could play a major role in attracting private and public tourism stakeholders in the state. In addition, Campeche should aim to create long-term relationships that enable focused capacity building programs for local stakeholders.

The Consulting Team recommends that the educational event serve as a platform to increase the awareness of an integral need of a destination management strategy that foster tourism competiveness in Campeche. The educational event will involve workshops, panel discussions and conferences led by industry experts from both the U.S. and Mexico. This event can be organized in a multi-day activity where U.S. tourism stakeholders share their experiences in working as part of DMO, developing public/private partnerships, and working with competitors to enhance the overall competiveness of the destination while also maintaining healthy competition. In addition, best practices can be shared with local communities and entrepreneurs to build capacity in developing small and medium tourism enterprises. Some potential topics for the educational event are:

• Role of the Private Sector in Destination Management: Experiences of NGOs working as DMOs and effective public/private executive boards • Public/Private Partnerships that Work: Case studies of public/private projects that have boosted tourism development in destinations, promoted business development, and increased destination competiveness • The value of Co-opetition: Strengthening the private sector and cooperating to enhance destination competitiveness, while maintaining healthy rivalry • Entrepreneurship Education: Entrepreneurship education that emphasizes the development of micro and small tourism enterprises. Strategies and tools for recent tourism graduates and communities to create competitive small businesses • Sustainable Tourism Certification Programs: The value of internationally recognized certification programs at the business and destination level.

Grant Matching Funds Program: Another important section of the GO Campeche expedition is the potential establishment of a grant-matching program, which would provide funds for future projects in Campeche, entrepreneurship development, and scholarships based on tourism study. The funds could also serve as a grant program that finances development of micro and small tourism enterprises that preserve cultural or natural heritage and directly help improve communities’ livelihoods. Furthermore, the funds could also serve to establish a technical assistance program that finances the creation of a business plan for the DMO focused on enhancing tourism competiveness in Campeche.

This program will need the commitment of funds from private sector donors from Campeche that then could be matched by Tourism Cares. Aside from providing valuable funds to promote other projects and scholarships, a grant program is a good way to continue giving back to the tourism industry as well as encourage philanthropy efforts of other industries be directed toward tourism projects that better Campeche as a whole. To amplify the scope of potential donations, a tiered system could be implemented. DMO Working Group should analyze the availability of funds from its members and other potential local donors in order to propose a realistic grant program. In the past, Tourism Cares has matched the amount raised by the local stakeholders.

Itinerary for Tourism Cares Members: Finally, the Go expedition should serve as an event that gives Campeche international exposure and creates potential business leads. Therefore, the Tourism Cares members that travel to Campeche should receive a high quality familiarization (FAM) tour of the state of

Campeche. This tour could be an ideal platform to launch the new product development strategies proposed in the Final Report. In the past, the Tourism Cares members paid for the cost of the tour, which is included in the fee paid by all participants of the GO Campeche Expedition.

Formalizing a Destination Management Strategy: The GO Campeche expedition will bring special attention to the tourism sector in the State. The Consulting Team recommends that the DMO Working Group utilize this momentum to formalize its destination management strategy, which is dependent on the one of the three alternatives that will be presented in phase 3. Whichever alternative is chosen, it is important that the stakeholders affected by the strategy sign a commitment to work together, using Tourism Cares as a third-party organization that commends this signatory. In the probable case that the DMO Working Group decides to enhance its roles and form a DMO, it is advised that a legally binding Memorandum of Understanding is signed between DMO Working Group and SECTUR to solidify ways in which the newly created DMO will work as an authentic public/private partnership. In addition, the DMO Working Group should work in building networks with Tourism Cares and its member organizations to explore possible technical assistance for the future establishment of the DMO.

Action Plan for GO Campeche Expedition

Description of Action Plan This action plan provides details on the suggested plan for the Go Campeche Expedition. Specifics on Expedition activities are yet to be determined by DMO Working Group in cooperation with Tourism Cares, therefore these specifics are not explored in detail in this action plan. Total Estimated Cost: All Costs will be covered in-kind

Objectives Tasks Responsibility Estimated Cost (MXN) Success Indicators 1. Submit Expression 1.1 Elect Campeche GO DMO Working Group Overhead administrative GO Committee has of Interest Committee and Chair cost will be minimal. To been elected and is GW could provide initial be covered by functioning 1.2 Identify tourism assistance participant donations stakeholders willing to Expression of commit with in-kind or Interest is cash support for Go submitted to Campeche Tourism Cares

1.3 Make initial contact with Tourism Cares Tourism Cares to examine accepts Campeche’s draft proposal proposal

1.4 Complete and Submit proposal 2. Finalize Go 2.1 Organize expedition trip for Tourism Cares USA Trip Cost will be covered Physical site for Campeche two Tourism Cares in-kind. Should include volunteer project Expedition details representatives DMO Working Group – GO two Tourism Cares identified Committee Officials 2.2 Realize Tourism Cares Campeche expedition Planning session – in Commitment is kind signed 2.3 Meet with DMO Working Group members and Plan for GO Campeche Educational Forum Tourism Cares to discuss will be financed in-kind defined proposal with technical assistance 2.4 Request Grant commitment from Tourism Cares Grant matching for Tourism and non- structure is agreed tourism stakeholders Non-tourism donors 2.5 Work with Educational contacted Institutions to build

Educational topics Plan for volunteer event and follow up 2.6 Create a plan for the activities volunteer event and follow up activities onsite

2.7 Define activities of the GO Expedition

3. GO Expedition – 3.1 Define a price for the Tourism Cares USA TBD according to project Facilities for the Go Pre-Planning participants needs. Expedition secured DMO Working Group – GO 3.2 Promote the GO Campeche Committee Speakers and Expedition workshops confirmed 3.3 Reserve facilities for Educational Activities Materials for volunteer activities 3.4 Create a transparent fund obtained for the grant monies MOU or agreement 3.5 Organize logistics for of understanding volunteer event (permits, between DMO materials, etc.) Working Group,

SECTUR, and other 3.6 Define speakers for the necessary parties is educational event finalized and ready 3.7 Organize trip for Tourism to sign upon Cares structure and price completion of GO Campeche, 3.8 Discuss and revise the MOU establishing a and all legal provisions formal DMO

Timeline for GO Campeche Expedition

Task Timing by Month, Beginning August 2013 No. Description Aug Sept Oct Nov Dec Jan Feb Mar Apr 1 Submit Expression of Interest X X X 1.1 Elect Campeche GO Committee and Chair X 1.2 Identify stakeholders willing to commit with in-kind or cash support for Go Campeche X 1.3 Make initial contact with Tourism Cares to examine draft proposal X 1.4 Complete and Submit proposal X 2 Finalize Go Campeche Expedition details 2.1 Organize expedition trip for two Tourism Cares representatives X 2.2 Realize Tourism Cares expedition X 2.3 Meet with DMO Working Group members and Tourism Cares to discuss proposal X 2.4 Request Grant commitment for Tourism and non-tourism stakeholders X X 2.5 Work with Educational Institutions to build Educational topics X X X 2.6 Create a plan for the volunteer event and follow up activities onsite X X 2.7 Define activities of the GO Expedition X X 3 GO Expedition – Pre-Planning 3.1 Define a price for the participants X 3.2 Promote the GO Campeche Expedition X X X X 3.3 Reserve facilities for Educational Activities X 3.4 Create a transparent fund for the grant monies X 3.5 Organize logistics for volunteer event (permits, materials, etc.) X X 3.6 Define speakers for the educational event X X 3.7 Organize trip for Tourism Cares structure and price X 3.8 Discuss and revise the MOU and all legal provisions X X X

Appendix 29 DMO as a Civil Association – Organizational Structure Examples

This is the model adopted by Guadalajara’s Office of Visitors and Conventions. See figure 8.1 for the organizational structure. Alternatively, the association could consider adopting a model similar to OVC Veracruz, with an executive director heading the organization. See figure 8.2 for the organizational structure.

FIGURE 8.1

ORGANIZATIONAL STRUCTURE OF DMO OPERATING AS A CIVIL ASSOCIATION OVC GUADALAJARA PAGE 37

General Assembly

Board of Directors

President

Secretary Treasurer

Public Relations & Administrative Promotions Director Director

Promotion & Administrative Public relations National Groups Manager Manager Manager

In House Group Coordinator

Assitant to Executive President

Messenger

Source: Adapted from Organization and Marketing Manual, SECTUR 2006

FIGURE 8.2

ORGANIZATIONAL STRUCTURE OF DMO OPERATING AS A CIVIL ASSOCIATION OVC VERACRUZ PAGE 38

Executive Director

Comptroller

Accountant

Administrative Assistant

Congress and Public Relations Conventions Tourism Manager Manager Manager

Executive Assistant

Source: Adapted from Organization and Marketing Manual, SECTUR 2006

Appendix 30 Application of Fideicomiso with Campeche’s 2% Lodging Tax

Trustor 1 Exercised through own

Organizational Structure Private sector Cash contributions

Fideicomiso

Xx Trustee Exercised through the Trustor sTrust Bank Civil Association

Beneficiary

SECTUR 2% Lodging Tax State Treasury Campeche’s DMO

Trustor 2

Source: Adapted from Organization and Marketing Manual, SECTUR 2006

Appendix 31 Sample Operating Budget from Federal SECTUR

Sample Annual Operating Budget for Campeche DMO

Total No Concepto Item ($Pesos) % of Total 1 PROMOCIÓN PROMOTION 1.1 Campaña Institucional Institutional Campaign 225,000 6.43% 1.2 Campaña Segmento Cong. Y Conv. Campaign for Congresses & Conventions 75,000 2.14% 1.3 Páginas de Internet Internet 30,000 0.86% 1.4 Campaña Segmento X Segment Campaign X 75,000 2.14% 1.5 Campaña Segmento X1 Segment Campaign X1 75,000 2.14% 1.6 Producción Production 15,000 0.43% 1.7 Eventos Events 20,000 0.57% 1.8 Viajes Travels 50,000 1.43% 1.9 Fams Familiarization trips 50,000 1.43% 1.10 Fams medios Media familiarization trips 50,000 1.43% 1.11 Correspondencia masiva Mass Correspondence 8,000 0.23% 1.12 Viajes Travels 30,000 0.86% 1.13 Competencias por sedes Competencies for headquarters 75,000 2.14% 1.14 Ferias Exposiciones Trade Shows 80,000 2.29% 1.15 Stand institucional Institutional Stand 25,000 0.71% 1.16 Eventos Events 100,000 2.86% 1.17 Oficina foránea de eventos Events for foreign offices 35,000 1.00% 1.18 Gastos Diversos Miscellaneous expenses 25,000 0.71% 1 Total Promoción (Total Promotion) 1,043,000 29.80%

2 Material Impreso Printed materials 2.1 Carpeta convenciones Conventions folder 15,000 0.43% 2.2 Manual de convenciones Conventions manual 50,000 1.43% 2.3 Folletos recorridos para acompañantes Tour Partners brochures 15,000 1.43% 2.4 CD'S CD'S 25,000 0.71% 2.5 Papelería membretada Letterhead stationery 5,000 0.14% 2.6 Bolsas impresas Printed bags 0 0.00% 2.7 Artesanía Típica Handicrafts 10,000 0.29% 2.8 Artículos promocionales Promotional items 25,000 0.71% 2.9 Impresos segmento x2 Printed segments X2 35,000 1.00% 2.10 CamPaña tripartita Tripartite campaign 100,000 2.86% 2.11 Gastos diversos Miscellaneous expenses 15,000 0.43% 2 Total Material Impreso ( Total printed materials) 295,000 8.43%

3 Apoyo Eventos Support events 3.1 Posters Posters 15,000 0.43% 3.2 Folleto Brochures 50,000 1.43% 3.3 Página Internet Internet 15,000 0.43% 3.4 Artículo Promocional Promotional items 10,000 0.29% 3.5 Artesanía típica Handicrafts 15,000 0.43% 3.6 Eventos Artísticos del estado Artistic Events of the State 10,000 0.29% 3.7 Diversos Miscellaneous 15,000 0.43%

3 Total Apoyo Eventos (Total Support Events) 130,000 3.71%

4 Operación Operations 4.1 Renta de Oficinas Office rent 15,000 0.43% 4.2 Teléfonos Telephones 35,000 1.00% 4.3 Luz Lights 2,000 0.06% 4.4 Agua Water 500 0.01% 4.5 Paquetería y correos Mail and parcel 15,000 0.43% 4.6 Gastos legales Legal expenses 15,000 0.43% 4.7 Asesores Legales Legal consultancies 15,000 0.43% 4.8 Contadores Counters 15,000 0.43% 4.9 Auditores Advisors 15,000 0.43% 4.10 Pepeleria y Artículos de oficina Stationary and office items 15,000 0.43% 4.11 Capacitación de personal Personnel training 80,000 2.29% 4.12 Proveedor de Servicios de Internet (ISP) Internet service provider 12,000 0.34% 4.13 Artículos de Limpieza Cleaning items 2,000 0.06% 4.14 Equipo de Comunicación Communication equipment 20,000 0.57% 4.15 Mantenimiento de oficina y equipo Office and equipment maintenance 4,500 0.13% 4.16 Mantenimiento de vehiculos Maintenance of vehicles 15,000 0.43% 4.17 Tenencias y refrendo vehiculos Holdings and car insurance 15,000 0.43% 4.18 Honorarios Fee 50,000 1.43% 4.19 Gasolina Gas 10,000 29.00% 4.2 Gastos Diversos Miscellaneuos expenses 15,000 43.00% 4 TOTAL OPERACIÓN (TOTAL OPERATION) 366,000 10.46%

5 NOMINAS PAYROLL 5.1 Director Ejecutivo Executive director 360,000 10.29% 5.2 Bono Directo Direct bonus 15,000 0.43% 5.3 Ejecutivo de Ventas 1 Sales executive 1 180,000 5.14% 5.4 Ejecutivo de Ventas 2 Sales executive 2 180,000 5.14% 5.5 Ejecutivo de atención a eventos Attention and events executive 180,000 5.14% 5.6 Prestaciones Sociales y Aguinaldos Social performance and bonuses 50,000 1.43% 5.7 Impuestos de Nominas Payroll taxes 160,000 4.57% 5.8 IMSS IMSS 134,000 3.83% 5.9 INFONAVIT INFONAVIT 132,000 3.77% 5.10 Practicas Profecionales Professionals practices 0.00% 5.11 Reserva Reserve 150,000 4.20% 5.12 Gatos diversos Miscellaneous expenses 30,000 0.86% 5 TOTAL NOMINAS TOTAL PAYROLL 1,571,000 44.89%

GASTOS TOTALES TOTAL EXPENSES 3,405,000 97.29% 6 ACTIVOS ASSETS 6.1 Equipo de Computo Computer equipment 50,000 1.43% 6.2 Mobiliario Furniture 20,000 0.57% 6.3 Vehiculos Vehicles 0.00% 6.4 Conmutador y 3 lineas Tel. nuevas Three new phonelines 5,000 0.14% 6.5 Gastos Diversos Miscellaneous expenses 20,000 0.57% 6 TOTAL ACTIVOS TOTAL ASSETS 95,000 2.71% GRAN TOTAL GRAND TOTAL 3,500,000 100%

Appendix 32 U.S. Example Budgets

Blackstone Valley Tourism Council Budgets

Blackstone Valley Tourism Council Profit & Loss Budget Overview July 2006 through June 2007

Income Bike Blackstone 2,000.00 Blackstone Valley Tourism Inc 4,000.00 BRVNHCC Collaborative Marketing 45,000.00 BRVNHCC Information Contract 6,000.00 BRVNHCC Science Center 35,000.00 BV Canoe Trail 10,000.00 BV Distance Learning 2,500.00 BV General Store 5,000.00 BV Mini-Bus 3,000.00 BV RI Room Tax 278,000.00 BV Scenic Railway Tours 115,000.00 BV Sustainable Tourism Lab 5,000.00 Community Support 9,000.00 Conway Tours Ticket Sales 6,000.00 Elderhostel 115,000.00 General 3,000.00 Grants & Donations 50,000.00 Group Tours 2,500.00 RI Dragon Boat Race 40,000.00 RI HPC 60,000.00 Slater/Explorer/Spirit Canal Boat - Sam Slater 12,000.00 Explorer 30,000.00 Spirit 12,000.00 Total Slater/Explorer/Spirit 54,000.00 Special Events Golf Tournament 15,000.00 Annual Meeting 20,000.00 Auction 4,000.00 Raffle 5,000.00 Total Special Events 44,000.00 State of RI Grants 10,000.00 Tour RI - No Place Like Home 35,000.00 Visitor Center Contract Pawtucket Arts Collaborative 500.00 Visitor Center Contract - Other 65,000.00 Backlit 1,200.00 Total Visitor Center Contract 66,700.00

Total Income 1,005,700.00

Expense OPERATIONS Automobile 4,300.00 Bad Debts 40,000.00 Bank Merchant Fees 7,500.00 Bank Service Charges 200.00 Bookkeeping & Accounting 8,000.00 Cost of Rent/Utilities 3,500.00 Dues and Subscriptions 500.00 Equipment Leases 1,500.00 Insurance Board 1,300.00 Fire Insurance 900.00 Liability Insurance 525.00 Total Insurance 2,725.00 Interest Expense Loan Interest 2000.00 Total Interest Expense 2,000.00 Legal 1,000.00 Office Supplies & Equipment 9,000.00 Petty Cash Expenses 250.00 Postage 7,000.00 Repairs Computer 1,000.00 Equipment 1,500.00 Repairs - Other 200.00 Total Repairs 2,700.00 Shipping/Delivery 200.00 State Licenses and Permits 600.00 Taxes 50.00 Telephone 9,000.00 Travel 10,000.00 Total OPERATIONS 110,025.00

PERSONNEL Health Insurance 38,000.00 IRA - Simple- Company Contrib. 4,000.00 Sub-contractors 18,000.00 Wages 340,000.00 Worker's Comp Insurance 3,500.00 Total PERSONNEL 403,500.00

PROGRAMS BV Canoe Trail 10,000.00 Amber Valley Compact 2,000.00 Annual Meeting 13,000.00 Bike Blackstone 2,000.00 Brochure Distribution 5,000.00 BV Store Products 1,500.00 BV Sustainable Tourism 10,645.00 Consulting 500.00 Distance Learning 2,000.00 Educational Supplies 1,000.00 Groups/Sites Elderhostel 80000.00

Tour RI - No Place Like Home 30000.00 Total Groups/Sites 110,000.00 Marketing & Public Relations BV Collaborative Marketing 80000.00 General Marketing 40000.00 Tourism Conferences 7500.00 Total Marketing, PR & Conferences 127,500.00 Meetings 3,000.00 Photography 500.00 Research & Development 2,500.00 RI Dragon Boat Race 35,000.00 RI HPC 60,000.00 Science Center 35,000.00 Special Events Golf Tournament 9,000.00 ? 500.00 Total Special Events 9,500.00 Supplies 750.00 Tickets (Conway) 5,400.00 Visitor Center PAC (85% of invoice) 1,250.00 Visitor Center - Backlit 1,250.00 Total Visitor Center 2,500.00

Total PROGRAMS 439,295.00

GROUND TRANSPORTATION Bus Insurance 1,800.00 Mini Bus/Para Transit Repair 500.00 Mini Bus Fuel 1,500.00 Total GROUND TRANSPORTATION 3,800.00

WATER TRANSPORTATION Advertising 3,000.00 Crane 1,200.00 Fuel 5,000.00 Insurance 18,000.00 Landings & Site Development 4,000.00 Misc 100.00 Moving & Storage 1,750.00 Pumping 3,000.00 Registration 700.00 Rental Fees 250.00 Repair/Maintenance 7,500.00 Research & Development 500.00 Supplies 3,000.00 USCG Documentation & Inspection 600.00 USCG Drug Testing 480.00 Total WATER TRANSPORTATION 49,080.00

Total Expense 1,005,700.00

Blackstone Valley Tourism Council Profit & Loss Budget Overview July 2008 through June 2009

Income Bay Queen/Vista Jubilee BRVNHCC Blackstone Alert 7,000 Bike and Paddle Blackstone Tour Packages 2,000 Blackstone Valley Tourism Inc 8,000 BRVNHCC Collaborative Marketing 15,000 BRVNHCC Information Contract 12,000 BRVNHCC Planning Contract 0 BRVNHCC Science Center 0 BV General Store 3,000 BV RI Room Tax 310,000 BV Scenic Railway Tours 150,000 BV Sustainable Tourism Lab 147,525 Community Support 9,000 Conway Tours Ticket Sales 2,000 Cumberland Book 5,000 Distribution of Information to the Valley 10,000 Elderhostel 15,000 General 4,000 Grants & Donations 60,000 Group Tours 10000 Interest Income 100 Keep The Valley Beautiful 3000 Miscellaneous 1000 RI Dragon Boat Race 45000 RI HPC (Footsteps) 0 Riversing Event 0 Slater/Explorer/Spirit Canal Boat - Sam Slater 10000 Explorer 30000 Spirit 0 Total Slater/Explorer/Spirit Special Events Golf Tournament 15000 Annual Meeting 20000 Auction 4000 Raffle 500 Total Special Events State of RI Grants 0 Tour RI - No Place Like Home 35000

Visitor Center Contract: Arrow Maps 100 Backlit 3000 Pawtucket Arts Collaborative 2000 VC Salary Reimbursement 50,000 Visitor Center Management Payphone Visitor Center Management Fee 15,000 Total Visitor Center Management - Visitor Center Total Revenue 70,000 RIDEM Dunkin Dounts Visitor Services 14,000 Waterfire - Providence Piers Reimbursed Expenses Total Income 1,087,225.00

Expense OPERATIONS Automobile 4,300 Bank Merchant Fees 5,000 Bank Merchant Online Ticket Fee 4,500 Bank Service Charges 250 Bookkeeping & Accounting 9,000 Contributions 1500 Cost of Rent/Utilities 3,500 Dues and Subscriptions 500 Equipment Leases 2,000 Insurance: Board 1300 Fire Insurance 1000 Liability Insurance 525 Total Insurance Interest Expense: Loan Interest 2500 Finance Charge 5000 LOC Interest 200 Other Interest Expense (IRS) Total Interest Expense 8,000 Legal 1,000 Trade Memberships 2,500 Miscellaneous 100 Office Supplies & Equipment 5,000 Petty Cash Expenses 250 Postage 5,000

Repairs: Computer 3,000 Equipment 750 Repairs - Other 1,000 Total Repairs Shipping/Delivery 200 State Licenses and Permits 100 Taxes 200 Telephone 7,000 Travel 3,500 Total OPERATIONS 78,675.00 PERSONNEL Health Insurance 35,000 IRA - Simple- Company Contrib. 4,500 Payroll Taxes 30000 Sub-contractors 25,000 Wages 350,000 Worker's Comp Insurance 3,200 Total PERSONNEL 447,700.00 PROGRAMS Amber Valley Compact 2,000 Annual Meeting 13,000 Bike and Canoe Blackstone 1000 Brochure Distribution 5,000 BRVNHCC CONTRACT BV Scenic Railway 85,000 Blackstone Valley General Store 2,500 Consulting 500 Cumberland Book 2,000 Educational Supplies 1000 Health and Welfare 400 Grant Disbursement 20,000 Groups/Sites: Elderhostel 15,000 Tour RI - No Place Like Home 38,500 Groups/Sites - Other 5000 Total Groups/Sites Keep the Valley Beautiful 2,500 Marketing & Public Relations BV Collaborative Marketing 20,000 General Marketing 60,000 Website 15,000 Tourism Conferences 2,000

Total Marketing, PR & Conferences 90,000 Meetings 3,000 Photography Raffle RI Dragon Boat Race 35,000 RI HPC Science Center Special Events Golf Tournament 8,000 Total Special Events STPDL projects and programs 75000 STPDL research and development 15,000 Program Supplies 750 Tickets (Conway) 2,000 Trade Show 1000 Visitor Center PAC (85% of invoice) 1500 Visitor Center - Backlit 1000 Visitor Center - Other 500 Total Visitor Center Total PROGRAMS 523,150.00 GROUND TRANSPORTATION 0 River Operations Advertising 3000 Crane 10,000 Fuel 3000 Insurance 8000 Landings & Site Development 1,000 Misc 100 Moving & Storage 200 Pumping 2,000 Registration 700 Rental Fees 1,000 Repair/Maintenance 5,000 Research & Development 500 Supplies 2,000 USCG Documentation & Inspection 600 USCG Drug Testing 600 Total River Operations 37,700.00

TOTAL EXPENSE 1,087,225.00

PWC/Manassas Convention & Visitors Bureau Budget Summary FY 2012-2013