CHAPTER 1 INTRODUCTION1.0 Introduction
Tourism is seen as a final consumption by households for
holidays through which the spending of domestic and foreign
visitors creates turnover and added value for many companies and
different sectors of the economy. This demand consists of a package
of services either put together by the tourist himself or by the
operator. The creation of such a package requires production in
partnership and marketing by various suppliers. Mauritius is
already a well established tourist-receiving country both in the
Indian Ocean and on the highly competitive world market. The
development of tourism facilities, more particularly the
accommodation sector, has been stimulated by private local sector
and overseas interests with a low level of government intervention.
Although the tourism industry is dominated by the private sector,
the Mauritian government has been involved in the provision of
financial incentives to attract both local and foreign investment.
The tourism development is therefore a complex process involving
the development agents and key stakeholder groups with state
policy, planning and regulations. Although the current form of
tourism may have impacts on the destination, there may be potential
broader development outcomes which benefit the destination.
1.1
Problem Statement
The size of Mauritius means that tourism cannot be allowed to
expand indefinitely as tourism is bound to give rise to a large
number of conflicts. Moreover, the development of tourism is
assisted by the rapid growth of private sector businesses and their
willingness to exploit new commercial objectives. Absence of a
proper planning policy and development will have detrimental
impacts on tourism on the society, economy and the environmental.
This has been the case to Mauritiuss neighbour countries like
Seychelles, Madagascar and Comoros who have failed to develop their
tourism industry because of conflicts. (Conlin and Baum, 1995).
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1.3y
Aims and Objectives of the studySince the government is aiming 2
million visitors by in Mauritius, the study of Telfer and Sharpley
(2008) will be tested to find out its effectiveness for the
destination, the fact that Mauritius relies largely on the tourism
industry. y The fact that each development of tourism brings along
negative impacts, we shall analyse whether the strategy plan on
tourism takes into consideration the different impacts y Look at
the actions taken to mitigate the negative impacts of tourism by
different stakeholders y y Identify changes occurring in tourism
planning in Mauritius Decisions need to be made as to what forms of
tourism are best suited to a destination for the long term and for
its sustainability.
1.4
Geographical Situation and Tourist Trends of Mauritius
Mauritius, an island covering 1,860 square kilometres (720
square miles), is situated some 2,000 kilometres (1242 miles) off
the south East coast of Africa. More than 150 kilometres (93 miles)
of white sandy beaches and transparent lagoon are protected from
the open sea by the worlds third largest coral reef, which
surrounds the island.
The population is estimated at 1,2 million. It forms a mosaic of
different races, cultures and religions since Mauritians are
descendants of immigrants from the Indian sub-continent, Africa,
Europe and China. The cultural diversity and racial harmony of the
island make of Mauritius a unique place. Most Mauritians are
multilingual, being fluent in Creole, French and English. English
is the official language. Bhojpuri, Hindi, Urdu, Tamil, Marathi,
Telugu and Mandarin are also spoken.
Mauritius has a tropical maritime climate which is conditioned
by south east trade winds. There are no extreme temperatures either
in summer or in winter. In summer the temperature varies from 23c
to 33c, while in winter the island registers temperatures ranging
between 17c to 23c. ~2
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This is what makes the island an all-year round destination due
to its tropical climate and in particular the sun which visitors
enjoy the most. The island is predominantly a holiday destination
for beach-resort tourists, where the coastline is fringed with
white beaches and protected by coral reef almost around the island.
The name Mauritius itself tends to conjure images of spectacular
beaches and clear lagoons. Mauritius has emerged as the most
important tourist destination in the Indian Ocean. From a base of
68000 foreign visitors in 1973, this had risen to nearly 871,356
total arrivals in 2009(CSO, 2009). Since 1988, the governments
stated policy towards tourism in Mauritius has been to emphasize
low-impact, high spending tourism so as to maintain the islands up
market profile, as a luxury beach holiday destination. For the last
40 years, the Mauritian tourism product focused mainly on the
traditional 3S characteristics and was considered as an exclusive
beach holiday destination. And since last year (2009) Mauritius has
a brand new slogan and identity, "Mauritius - Cest un Plaisir"
(MauritiusIts a Pleasure). The Brand Mauritius comprises of five
major key components of proposition, personality, positioning,
values and supporting messages. More thought has been given to
diversification of the tourism product. Private sectors have
started to provide a number of additional services such that there
is more synergy among the players of the industry to set tourism on
the right track.
Tourist arrivals have been expanding consequently, thus rising
from 102,510 in 1977 to 656,453 in 2000. About 67% of the tourist
arrivals are of European origin, with France supplying nearly half.
The nearby Reunion French Territory is the most important short
haul source market accounting for about 13% of total tourist
arrivals. Asian residents provided 6% of tourist arrivals, almost
half of which originated from the Indian Sub-Continent. In 2000,
total number of nights spent by tourist was estimated to about 6.5
million, representing an increase of 13% over 1999. The average
length of stay works out to around 10 nights and average
expenditure per tourist reached about Rs. 22,000.
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Based on the favourable growth registered in tourist arrivals,
it is estimated that arrivals for the year 2001 would be around
700,000 (+10%) with total gross receipts of the order of 15,500
million rupees.
Figure 1. Trends in tourist arrivals and hotel rooms Mauritius
is mainly a holiday destination for beach-resort tourists. It
possesses a wide range of natural and man-made attractions, with a
sub-tropical climate, clear warm sea waters, attractive beaches,
tropical fauna and flora mixed by a multi-ethnic and cultural
population that is friendly and welcoming. These tourism assets
are, its main strength, especially since they are backed up by
well-designed and run hotels, and reliable and operational services
and infrastructures. The hosts are being seen product and the
"hospitality atmosphere" has more and more as the nucleus of the
tourism been receiving increasing attention.
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CHAPTER 2 LITERATURE REVIEW2.0 Tourism Planning
According to Hall (2000), tourism planning is a kind of
decision-making and policy-making which deals with a set of
interdependent and systematically related decisions. Planning is
not a new concept and Friedman (1973) stated that the most
important characteristics of planning is directed toward the
future, where there is the necessity for continuing planning
analysis assessment throughout the planning period with constant
re-evaluation and adjustment of means to ends. Both authors
therefore suggested that the tourism planning process is a
continuous framework that should be adopted. Moreover, Hall and
Jenkins (1995) argued that tourism is an integral part of machinery
of many governments to decide various courses of actions. Demand
for tourism planning and government intervention in the development
of a tourist destination may lead to unwanted negative impacts or
they can be minimized. However, according to Ritcher (1989), many
tourism policies involve excesses and mistakes occasioned by
national tourism development. This is viewed by some as unpopular
measures, leading to conflict. Still, tourism policy is meant to
guide subsequent actions in a way where the destination feels more
comfortable. It is a framework where present and future tourism
issues are analysed and decisions taken. The policy also points out
the way stated in general terms the destination would like to see
happening, what it is prepared to tolerate and what will not be
acceptable (Godfrey and Clarke, 2000). Therefore, the tourism
planning need to be integrated within wider planning processes to
maximize tourism development through economic, social and
environmental enhancement.
2.1
Tourism and Development
Tourism is, without doubt, one of the major social and economic
phenomena of modern times. Since the early 1900s when, as a social
activity, it was largely limited to a privileged minority, the
opportunity to participate in tourism has become increasingly
widespread. At the same time, distinctions between both tourism
destinations and modes of travel as markers of status have become
less defined; tourism, in short, has become increasingly
democratised (Urry, 1990b: 16). ~5
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It now also accounts for the single largest peaceful movement of
people across cultural boundaries in the history of the world
(Lett, 1989: 277). However, tourism is not only a social
phenomenon; it is also big business. Tourism has also developed
into a powerful, world-wide economic force. Owing to its rapid and
continuing growth and associated potential economic contribution,
it is not surprising that tourism is widely regarded in practice
and also in academic circles as an effective means of achieving
development. That is, in both the industrialised and less developed
countries of the world, tourism has become an important and
integral element of their development strategies (Jenkins, 1991).
Indeed, the raison dtre of tourism, for its promotion in any area
or region within the less developed world, is its contribution to
development. Tourism has been regarded as an engine for growth and
poverty reduction. Both developed and developing countries design
their policy to generate benefits from the tourism industry. Hall
suggests Many governments around the world have shown themselves to
be entrepreneurs in tourism development (Hall, 1994). Tourism
deserves encouragement and support from the government (Jeffries,
2001). Although tourism is an activity sustained mainly by private
initiative, governments have traditionally played a key role in its
development. In many developing countries, the state usually plays
a central role in formulating and planning tourism development
policy (Jenkins, 1998). The public sector has a significant and
effective role in managing the environment and image of tourism
(Wong, 2003).
2.3
Politics and ideology
Tourism is viewed as another tool to raise the political image
and legitimacy of a state. Nation states in Southeast Asia have
been promoting the tourism industry not only to drive economic
development but also to support ideologically driven definitions
and symbols of national dentity and ethnicity (Sofield, 2000). In
addition, states use tourism for their political interests as
Richter has suggested: the commitment to develop tourism is a
policy decision fraught with politics but almost always couched in
economic and social rhetoric (Richter, 2001). In the Philippines,
tourism was used as a political tool to sell martial law in
September 1972 under the Marcos regime (Chheang, 2009). Many
development projects and programs were implemented to promote the
tourism industry in the Philippines as a policy to increase the
good image of Marcos administration. (Ritchter, 1996; 2001). In
Myanmar, Hall (1997) observed that ~6
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Any discussion of tourism in Burma cannot ignore the political
issues that surround it. (Henderson, 2003). They all conclude that
state exploits tourism for their political gain or objectives.
2.4
Tourism Development in Cambodia
Tourism has been strongly developed in Cambodia since the 1960s.
However, civil war had seriously damaged tourism industry in the
1970s and 1980s. Tourism has become one of the most important
industries contributing to economic development in Cambodia.
Tourism is the third largest contributor to the Cambodian economy
after agriculture and textile industry and second biggest income
generation after the textile industry. In 2005, income from tourism
accounted for 832 million US Dollars, or about 13 per cent of the
Cambodian Gross Domestic Product (GDP), and it provided annually
about 200,000 jobs for the Cambodian people. Besides the economic
effects of tourism, the Cambodian government also views tourism as
an effective tool to promote the cultural values and identity of
Cambodia which had been lost due to the external intervention from
neighboring countries (Thailand, and Vietnam), French colonialism
and the prolonged civil war and upheavals. Tourism can also help to
improve the image of the Cambodian state. It is argued that the
Cambodian state considers tourism as the main contributor to
socio-economic development, and to improvement of Cambodias image
and identity (Chheang, 2008).
The government views tourism as one of the most effective tools
in poverty reduction in Cambodia through employments, tax revenues,
and other spillover effects in other sectors, particularly
agriculture, handcrafts and souvenirs production, and construction.
Tourism is one of the top five national development priorities of
Cambodia. In addition, tourism play a vital role in realizing the
Cambodian national development strategy called Rectangular Strategy
focusing on promoting economic growth, employment, equity and
efficiency in public sector. In order to reduce poverty effectively
through tourism, the government pays special attention to
employment and income creation for the local people. The government
recognizes the leakage of tourist revenues through the importation
of materials and agricultural products from the neighboring
countries to supply the needs of hotels and restaurants. To deal
with this issue, the ~7
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government encourages and supports local farmers and producers,
particularly the farmers living in Siem Reap province, home of
Angkor Watt, to produce these goods instead. Once village once
product is considered as an effective tool in reducing leakages and
promoting local community development.
2.4.1 Infrastructure and tourism facilities development Tourism
infrastructure and facilities are the main priority in planning and
development. The Cambodian government has tried to invest in
building basic infrastructure such as highways, roads, electric
power plants, water supplies, and international airports. With the
support of the international financial institutions and donor
countries, some basic physical infrastructure has been constructed
but this is still at a very low level. Tourism development requires
the development of infrastructure and other tourism-related
facilities (Hun Sen, 2002).
2.4.2 Stakeholders collaboration: private, NGOs, and
government
Collaboration between the public, private sectors and civil
society is considered to be a factor propelling tourism development
in Cambodia. The private sector plays an important role in
providing tourism services while the non-governmental organizations
(NGOs) support sustainable tourism and poverty reduction in
Cambodia. The most crucial issue is to work in partnership with the
private sector to implement all action plan related to tourism
sector development (Hun Sen, 2002).
2.4.3 Cultural heritage preservation The Cambodian government
considers cultural heritage preservation is the cornerstone of
tourism development in the country. Cambodia is attractive to
international tourists due to her unique culture and history.
Culture has contributed and is contributing to the country's
development through its promotion of cultural touristsThe
conservation and promotion of advancement of the national cultural
heritage and civilization is an absolute will and determination of
the Royal Government (Hun Sen, 2002). Cambodia will seek to promote
the sustainable management of our heritage and natural resources
through specific policies and ~8
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measures, so that these contribute to continuing national growth
while remaining intact as national patrimony (Hun Sen, 2002).
2.4.4 Environmental protection Environmental issues are quite
new for Cambodia especially within the framework of tourism
development. The incorporation of environmental protection and
tourism development started from the end of the 1990s when the
environmental issues came to the surface in Angkor Park and other
tourist destinations. The main environmental concerns are the
increasing problems of solid waste and river pollution. Attention
should be given to developing measures to promote the protection of
the environment and the cultural heritage according to the concept
of "sustainable tourism development" (Hun Sen, 2002). Historical,
cultural and natural tourist sites have been managed and
reorganized with good protection of natural and cultural
environment (Hun Sen 08 May 2003).
2.4.5 Human resources development Tourism education and
trainings have been just introduced and developed in Cambodia since
the early 2000s. Human resources in tourism planning and
development are the big challenge for the country. Therefore,
training and education in tourism is given special attention by the
government. The important work is the training of human resources
to a level of high knowledge and with sufficient capability in both
national and international standards (Hun Sen, 2002). Tourism
vocational training schools were established; technical staff and
employees have been trained both at home and abroad (Hun Sen,
2003).
2.4.6 Tourism products marketing and promotion There are many
tourism products in Cambodia but the problem is that marketing and
promotion of the products is still very poor. Currently, most of
the tourists come to visit Cambodia to see Angkor and not other
places. It is necessary to promote other cultural and natural
attractions for tourists in order to keep them to stay longer in
Cambodia. The Royal Government is preparing a master plan for
tourism development and diversifying tourist destinations into
other cities such as Sihanoukville (Hun Sen, 2005).
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2.4.7 Legal measures (Visas) Cambodia was the first country in
Southeast Asia to introduce an e-visa. This provides great
convenience for the tourists. The visa procedure is very simple.
The tourists could get visas at border checkpoints and at
international airports. In addition, visa simplification goes to
next step which facilitates travelling procedures and
transportations for tourists within the regional framework. For
instance, Cambodia has adopted the implementation of Single Visa
between Cambodia and Thailand on 17 December 2007. This is the key
in travel facilitation and a regional role model to facilitate
tourists entry, without having to apply for visa at many locations,
meaning that they can apply for their visa at a single place only
in order to visit Cambodia and Thailand. Single Visa Agreement will
also be applied to Cambodia-Vietnam, Cambodia-Malaysia, and
Cambodia-Singapore in the future. To encourage tourists to spend
more time and money in Cambodia, the Royal Government has
implemented actions to ease travel and entry: streamlined issuance
of visas, especially for ASEAN citizens (Hun Sen, 2003).
2.4.8 Regional cooperation Cambodia always considers regional
integration as its top foreign policy. In terms of tourism
development, Cambodia needs the support from the regional groupings
such ASEAN and the Greater Mekong Subregion to create a joint
policy to attract more tourists to come to the region. Bangkok and
Hochiminh International Airports are the main gateways for tourists
coming to visit Cambodia. Apart from making efforts to expand the
domestic market for tourism products, the government is conscious
of the great potentials of ASEAN and the Greater Mekong Subregion
(Hun Sen, 2002).
2.5
The Role of Planning
Specific plans and actions can increase tourisms benefits or
decrease the gravity of a negative impact. It is important for
communities to understand the wide scope of impacts and endeavor to
agree on what positive impacts to emphasize. It is wise to
acknowledge and identify possible negative impacts so actions can
be taken to minimize or prevent them. A clear statement of the
community's vision of tourism should be an integral part of a
communitys comprehensive plan. Active planning directs tourism
toward the goals of the community, clarifying tourisms role and
uniting multiple interests. Planning is not enough. Active
implementation and management of ~ 10
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plans and prompt attention to emerging tourism issues will
maximize positive and minimize negative impacts. Monitoring and
addressing community attitudes should be an ongoing part of the
management effort. Good monitoring efforts can identify trouble
areas and give leaders an opportunity to defuse community reactions
and make timely changes before a crisis occurs(Moen.S, 2001).
Tourism development in an efficient destination that can help to
achieve the harmonious economic growth in connection with
beneficial social recessions and helps ensure the protection and
renovation of the natural and cultural assets. Planning of tourism
includes drawing up the future that can be acceptable to the local
inhabitants and visitors. Without planning and controlling
mechanism the development of tourism may end by having social,
cultural and economic distortions, which will be reflected in the
relationship between tourists and local inhabitants (Reinholde. K
and ara. A, 2000). As soon as the tourism grows and expands, it
brings the social and economical changes in the respective region.
These can be positive as well as negative.
The efficiency of tourism can be shown with: 1. Positive
economical impacts: y y y y y tourism helps to diversify and
stabilize economic of region; makes good basis for current business
and provide circumstances for new businesses; demand for additional
employees; increase of turnover creates increase of incomes; the
turnover and additional incomes make increase of taxes in the
budget.
2. Positive social impacts: y y y y y the pride of native place
from local inhabitants increases; new social contacts appear;
revenues from tourism help to support the cultural and historical
objects; increases educational level of the inhabitants; tourism
helps develop the trade and dont allow to disappear the particular
culture and customs ; y development of the culture and crafts
promotes. ~ 11
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3. Positive environmental impacts: y y y saves flora and fauna.
maintain of the natural objects. care taking of the
environment.
Inadequately planned and developed tourism can cause the
problems. 1. Negative social aspects are: y y y y congestion; life
style conflicts; criminal level; tension with the local inhabitants
for the use of the tourism resources.
2. The negative factors influencing environment are: y y y y
increase of the wastage; increase of pollution, noise ; the rear
species could diminish; there could be the damages of the physical
environment.
For prevention of negative aspects, careful tourism resources
analyse and planning of the future actions, oriented on the
sustainable tourism should be made. During the planning process
destination like Latvia have tries to avoid the negative factors
and increases the positive influence of the social, economical, and
environmental factors, which are connected with tourism
development. The tourism planners must to be sure, that tourism
will give maximum positive impact for the municipality. The
planning process is associated with the following points given by
Gunn: 1. Developing of high-level tourism sector must not always be
very expensive. 2. To encourage use the tourism either for cultural
and economical exchange. 3. Distribute the economical gains from
the tourism to the possible more local people. 4. To preserve the
cultural and natural resources as the part of the tourism
development. 5. To maximise the income of the foreign tourists for
the stabilization of the payment balance. 6. To increase
employment.
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7. To help the peripheral regions increase the employment and
prevent the outflow of the local people. 8. To increase the number
of the high income class tourists. (Gunn, 1994)
Understanding that tourism development may result in many
impacts suggests that local government, the tourism industry, and
community residents need to work cooperatively and carefully to
plan for its growth and development (Lankford, S.V. and D.R.
Howard. 1994). Planning can help create an industry that enhances a
community with minimal costs and disruptions in other aspects of
community life (Moen.S, 2001). Having broad community involvement
and embracing different perspectives during planning helps identify
and resolve concerns that would otherwise create problems
later.
2.5.1 EconomicTourism increases employment opportunities.
Additional jobs, ranging from low-wage entrylevel to high-paying
professional positions in management and technical fields, generate
income and raise standards of living. Particularly in rural areas,
the diversification created by tourism helps communities that are
possibly dependent on only one industry. As tourism grows,
additional opportunities are created for investment, development,
and infrastructure spending. Tourism often induces improvements in
public utilities such as water, sewer, sidewalks, lighting,
parking, public restrooms, litter control, and landscaping. Such
improvements benefit tourists and residents alike. Likewise,
tourism encourages improvements in transport infrastructure
resulting in upgraded roads, airports, public transportation, and
non-traditional transportation (e.g., trails). Tourism encourages
new elements to join the retail mix, increasing opportunities for
shopping and adding healthy competitiveness. It often increases a
community's tax revenues. Lodging and sales taxes most notably
increase but additional tax revenues include air travel and other
transportation taxes, business taxes, and fuel taxes. New jobs
generate more income tax revenues. When considering the economic
impacts of tourism, it is essential to understand that tourism
businesses often include a significant number of low-paying jobs,
often at minimum wage or less. These jobs are often seasonal,
causing under-employment or unemployment during offseasons. Labor
may be imported, rather than hired locally, especially if
particular skills or ~ 13
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expertise is required, or if local labor is unavailable. Some
tourism-related businesses are volatile and high-risk ventures that
are unsustainable. Greater demand for goods, services, land, and
housing may increase prices that in turn will increase the cost of
living. Tourism businesses may claim land that could have
higher-value or other uses. Additionally, non-local owners and
corporations may export profits out of the community. The community
may have to generate funds (possibly through increased taxes) to
maintain roads and transportation systems that have become more
heavily used. Similarly, if additional infrastructure (water,
sewer, power, fuel, medical, etc.) is required, additional taxes
may also be needed to pay for them.
2.5.2 EnvironmentalAreas with high-value natural resources, like
oceans, lakes, waterfalls, mountains, unique flora and fauna, and
great scenic beauty attract tourists and new residents
(in-migrants) who seek emotional and spiritual connections with
nature. Because these people value nature, selected natural
environments are preserved, protected, and kept from further
ecological decline. Lands that could be developed can generate
income by accommodating the recreational activities of visitors
(Pirnar , I. 1993). Tourist income often makes it possible to
preserve and restore historic buildings and monuments. Improvements
in the areas appearance through cleanup or repairs and the addition
of public art such as murals, water fountains, and monuments (part
of making a community ready for tourism) benefit visitors and
resident alike. Tourism is generally considered a "clean" industry,
one that is based on hotels, restaurants, shops and attractions,
instead of factories (Omurgonulsen, U. 1990). Tourism can also
degrade an environment. Visitors generate waste and pollution (air,
water, solid waste, noise, and visual). Natural resource
attractions can be jeopardized through improper uses or overuse.
Providing tourist services can alter the landscape's appearance.
For instance, visual pollution may occur from billboard
proliferation. As tourism develops, demand for land increases,
especially for prime locations like beachfronts, special views, and
mountains. Without forethought, natural landscape and open space
can be lost. The destruction or loss of flora and fauna can happen
when desirable plants and animals are collected for sale or the
land is trampled (Obua, J. 1997). Tourists or the businesses that
cater to them often remove plants, animals, rocks, fossils, coral,
and cultural or historical artifacts from an area. Uncontrolled
visitation or overuse by visitors can degrade landscapes, historic
sites, and monuments. Where water is scarce, tourists ~ 14
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can overwhelm the available supply. Travelers can also
inadvertently introduce non-indigenous species, as can increases in
the trade of animals and plants.
2.5.3 Social and CulturalThe social and cultural ramifications
of tourism warrant careful consideration, as impacts can either
become assets or detriments to communities. Influxes of tourists
bring diverse values to the community and influence behaviors and
family life (Tekin, A. 1994). Individuals and the collective
community might try to please tourists or adopt tourist behaviors.
Interactions between residents and tourists can impact creative
expression by providing new opportunities (positive) or by stifling
individuality with new restrictions (negative). Increased tourism
can push a community to adopt a different moral conduct such as
improved understanding between sexes (positive) or increased
illicit drug use (negative). Safety and health facilities and
staffing tend to increase at the same time safety problems such as
crime and accidents increase. Traditional ceremonies may be renewed
and revived by tourist interest or lost in alternative activities.
Community organizations can be invigorated by facing the
opportunities of tourism or overwhelmed by its associated problems.
Calamities such as natural disasters, energy shortages, terrorism,
political upheaval, disease outbreak, a chemical spill, or even
widespread negative publicity could shut down tourism abruptly but
sometimes can attract curious visitors (Gurkan, M. I. 1996).
Tourism can improve the quality of life in an area by increasing
the number of attractions, recreational opportunities, and
services. Tourism offers resident opportunities to meet interesting
people, make friendships, learn about the world, and expose
themselves to new perspectives. Experiencing different cultural
practices enriches experiences, broadens horizons, and increases
insight and appreciation for different approaches to living. Often,
dwindling interest in host cultures is revived by reawakening
cultural heritage as part of tourism development, which increases
demand for historical and cultural exhibits (Ongyerth, G.T. 1991).
This interest by tourists in local culture and history provide
opportunities to support preservation of historical artifacts and
architecture. By learning more about others, their differences
become less threatening and more interesting. At the same time,
tourism often promotes higher levels of psychological satisfaction
from opportunities created by tourism development and through
interactions with travelers (Bachleitner , R. and A.H. Zins. 1999).
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Tourism can come to a community with a dark social and cultural
side, too. Illegal activities tend to increase in the relaxed
atmosphere of tourist areas. Increased underage drinking can become
a problem especially in beach communities, areas with festivals
involving alcohol, and ski villages. It is easier to be anonymous
where strangers are taken for granted; bustling tourist traffic can
increase the presence of smugglers and buyers of smuggled products.
Lifestyle changes such as alterations in local travel patterns to
avoid tourist congestion and the avoidance of downtown shopping can
damage a community socially and culturally. Hotels, restaurants,
and shops can push tourism development into residential areas,
forcing changes in the physical structure of a community (Allen,
L.R., P.T. Long, R.R. Perdue, and S. Dieselbach. 1988). Development
of tourist facilities in prime locations may cause locals to be or
feel excluded from those resources. As local ethnic culture alters
to fit the needs of tourism, language and cultural practices may
change. The "demonstration effect" of tourists (residents adopting
tourist
behaviors) and the addition of tourist facilities may alter
customs, such as dating habits, especially those of a more
structured or traditional culture. The potential of meeting and
marrying non-local mates may create family stress.
2.6
Roles of Stakeholder in Tourism Development
A stakeholder is identified as any group or individual who can
affect or is affected by tourism development in an area (Feeeman
1984, p 46). The focus on more stakeholder participation emphasizes
its ability to handles multiple perceived issues. Ioannides (1995)
study of Akmas, Cyprus demonstrated the problems that can arise
when stakeholders are not part of the planning process. It is
suggests sustainable tourism development cannot be achieved if
imposed without regarding the stakeholders interests. Other studies
(Briassoulis 2002; Robson & Robson 1996) support Ioannides
findings that for sustainable tourism development to be successful
stakeholders must be involved in the entire process.
Stakeholder theory in policy development can be found in the
early ideas of community participation and public involvement that
are central in the basic democratic belief that citizens should
decide for themselves how government and their community should
operate (Fiorino 1990; Nanz & Steffek 2004). According to
Crosby, Kelley and Schaefer (1986), stakeholder ~ 16
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participation is an effort to put a representative group of the
public in dialogue with public officials so that the officials get
the reactions of the public themselves on a particular subject.
Stakeholder involvement should begin with identifying a diverse
group of people in the community and informing them about the
issues and topics (Carmin, Darnall & Mil-Homens 2003; Crosby,
Kelly & Schaefer 1986). From the information that the
stakeholders are given, they should be allowed to make the
recommendations that they believe to be the most appropriate for
their community (Crosby, Kelley & Schaefer 1986). Stakeholder
participation can be facilitated or implemented in different forms,
both informal and formal. Forms of participation include public
hearings, advisory committees, surveys, focus groups, public
deliberation, citizen review panels, collaboration, civic review
boards, work groups, implementation studies and written comments
(Beierle 1998; Carter & Darlow 1997; Fiorino 1990; Nanz &
Steffek 2004). For participation to be empowering, stakeholders
must be involved throughout the process and know that their
participation has the potential to influence the decision (Ansari
& Phillips 2001; Carmin, Darnall, & Mil- Homens 2003).
2.7
Enclave Tourism
Governments, particularly in developing countries encourage
tourism investment because of the assumption that it will
contribute to economic development of their countries (Hall, 1995).
According to Farrell (1990), tourism must be integrated into the
local economy and successfully serve to promote other local
activities in order to meet development goals. (Miller 1985) stated
that most tourism planners agree that in developing nations,
linkages between tourism and other economic sectors, such as
agriculture or manufacturing are weak and should be improved.
(Mbaiwa, 2002) made a study of Okavango Delta, in Botswana and
concluded that the growth of tourism has stimulated the development
of a variety of allied infrastructure and facilities, such as
hotels, lodges and camps, airport and airstrips, within and around
the Okavango Delta. These tourism services have therefore led to a
booming tourist economy built around what is perceived
internationally as a new and exotic destination.
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Oppermann and Chon (1997) state that tourism is an industry used
by the developed countries to perpetuate the dependency of the
developing countries. In developing countries, tourism reinforces
the socio-economic regional disparities thus the tourism
development in developing countries becomes largely enclave in
nature. Tourism in developing countries becomes dependent on demand
processes in the developed countries. However, Britton (1982) was
in contrast with Oppermann and Chon. According to him, the focus of
the dependency paradigm on international tourism in some developing
countries results in the neglect of domestic tourism and budget or
drifter tourism. In addition the enclave tourism is associated with
the lack of interaction between the foreign investors with the
local people. This becomes a source of resentment and alienation
between the local people and the tourism industry.
However, critics of the enclave tourism are that the main focus
is on foreign ownership of tourism facilities, rather than the
local ones. Since foreign companies dominate the tourism industry
in the Okavango, equal access to and decisions about the use of
resources now largely excludes local people. This situation is not
in line with the ideals of sustainable development which emphasises
equal access and participation in decision-making about the use of
natural resources by all user groups and stakeholders. The NWDC
(2003) explains the low citizen involvement in running tourism
enterprises in the Okavango Delta as being the result of a variety
of factors such as limited knowledge, experience and business
skills, lack of training, difficulties in sourcing start-up
capital, carrying capacity limitations and limited marketing skills
and land which is not always readily available. It can therefore be
argued that the low level of Botswanas economic development, a
great deal of capital needed for tourism development and high
levels of management in the tourism sector contributes to tourism
in the Okavango Delta being under the control of foreign
investors.
The development of tourism in the Dominican Republic, on the
other hand, has been predominantly financed by domestic investors.
A special Ministry of Tourism was created in 1967 to handle the
industry's development. In 1971, a "tourist incentive law" was
introduced which provided tax breaks and fee exemptions for private
individuals investing in tourism. The implied goal of the industry
was to provide a framework for raising the standard of living of
the local population and increasing the nation's revenue. The
profits from tourism would, in theory, ~ 18
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later be redirected towards further diversification of the
economy (Wiarda and Kryzanek, 1982). The reasons why many private
investors and government planners have favoured the development of
enclave tourism is due to the maximization the benefits from
limited finances.
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CHAPTER 3 METHODOLOGY3.1 Introduction
This chapter describes the methodology used for the purpose of
this study which has sought to analyse the stages of the tourism
development and planning process and its application in Mauritius
as a tourism destination. It is basically concerned with the
collection of primary and secondary research. For the purpose of
this study, qualitative data collection techniques have been used
from different stakeholders regarding tourism planning and
development.
3.2
Research Objectives
The main objective of this study is to examine the policy;
planning and politics used in the island and how far the policies
used by the major stakeholders help to achieve the goals set by the
Ministry of Tourism. This will therefore enable to better
understand the types of tourism development and to which extent
they are sustainable in minimizing tourism impacts.
3.3
Determining the data collection methods
3.3.1 Primary Research /Unstructured Interview
The first data collection process was based on a primary
research which consisted of a survey where a questionnaire
(Appendices) was designed to gather information directly from major
stakeholders involved in the tourism policy from the tourism
planner at the Ministry of Tourism, the tourism planner at the
MTPA, the Research Executive at AHRIM and a Senior Tourism
Enforcement Officer at the Tourism Authority in different hotels in
Mauritius.
A face to face interview was carried out with the Tourism
following people mentioned above. To undertake this interview, they
were first of all contacted on phone for appointments. The ~ 20
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main purpose of the different interviews was to get a better
notion about the values, ideology, goals, strategies and resources
of tourism development. The unstructured interviews have been a
very flexible way of gathering information as the different people
could express their ideas and answer the questions they were asked.
In other words, they were required to respond and provide their
views. Through probing as well, some clarifications were asked to
aid in
minimising misunderstandings.
The beginning of the interview started with an overall view of
how they viewed tourism planning and development as part of their
objectives. It was followed by the strategies used by their
respective organisations in promoting sustainable tourism
development. Finally they were asked about the strategies adopted,
taking account of global trends and international challenges to
attract two million visitors by 2015.
3.3.2 Secondary Research The second part of the data collection
method came from the secondary research where certain data and
information which had already been published were used in the study
as a support to the primary research. That is qualitative
information is the different techniques used to evaluate the
Tourism Development Plan which presents a vision for the growing
tourism industry and also ensuring that environmental and social
issues are addressed to the benefit of the people of Mauritius. The
major source of secondary of information for this study was
obtained from the Strategy Plan on Tourism (2008-2015). The
internet has also acted as important secondary research for the
following agencies involved in tourism planning listed below: y y y
y y y y y Ministry of Tourism, Leisure and External Communications
Mauritius Ports Authority Airports of Mauritius Ministry of
Environment and National Development Unit Beach Authority Board of
Investment Air Mauritius Ministry of Renewable Energy and Public
Utilities ~ 21
~
y y y
Ministry of Education, Culture and human Resources Ministry of
Health and Quality of Life Small and Medium Hotel Association
3.4
Limitations of Study
However, some difficulties were being found when the survey was
being carried out and they were as follows: y Unwillingness of some
stakeholders to provide full information about the tourism policy
they adopt due to confidentiality of certain reports y Although
appointments were taken with the key informants, the interview
processes were interrupted by phone calls and staffs themselves
which led to diversion. y Certain information provided on websites
used as secondary research was not fully updated and was partial y
It was difficult to obtain an appointment with other key informants
involved in tourism policy and planning
The next chapter focuses on the results gathered from the
collection of information by interviewing stakeholders and use of
websites.
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CHAPTER 4 RESULTS4.0 Introduction
The results and discussions are based from the primary and
secondary sources of data from the major stakeholders involved in
the tourism planning development process.
4.1
Unstructured Interview
4.1.1 Ministry of Tourism At the Ministry of Tourism, through a
list of questions asked (Appendix A), the tourism planner gave a
brief idea about the strategies adopted by the government. Each
tourism planner is responsible for a particular type of tourism
development, after which they compile a strategic plan after
examining the different and whole aspects of the tourism industry.
One of the principal role is to set policy and legislative
frameworks for tourism. The main reason why government formulates
tourism development strategy is especially the negative
externalities that the tourism industry has.
Most of the strategies included in the tourism are strictly
adopted as very often the tourism planner go on site visits to see
if the policies are adhered properly by tourism service providers
and the aspects of tourism impacts are also monitored closely.
Planning of tourism includes drawing up the future that can be
acceptable to the local inhabitants and visitors. Without planning
and controlling mechanism the development of tourism may end by
having social, cultural and economic distortions, which will be
reflected in the relationship between tourists and local
inhabitants.
As soon as the tourism grows and expands, it brings the social
and economical changes in the respective region. These can be
positive as well as negative. There are choices to deal with
them:
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1. To react on the changes after they happens 2. To forecast
them and to develop method or plan to be able prevent and control
in the best way
The major stakeholders in the tourism development process are: y
y y y y y y y Mauritius Tourism Promotion Authority Ministry of
Environment and National Development Unit Integrated Coastal Zone
Management Association hotelier et Restaurants de Lile Maurice
Mauritius Ports Authority Tourism Authority Ministry of Public
Infrastructure, Land Transport and shipping Ministry of Finance and
Economic Empowerment
4.1.2 AHRIM AHRIM, Association des Hteliers et Restaurateurs de
l'le Maurice' was formed in 1973, with the primary objective of
representing and promoting the interest of hotels and restaurants
in Mauritius . Further to the interview held with the Research
Executive (Appendix B), AHRIM is laying much emphasis on building a
better future for tourism and its main goal is to promote tourism
through the creation of a better environment and atmosphere for all
those working directly or indirectly in the tourism sector in view
of attracting 2 million tourists by 2015. The vision is to make the
tourism industry a viable prospect for the prosperity of the
economy, leading to a rise in the quality of living of all local
citizens. Various strategies are used by AHRIM to achieve a
sustainable and harmonious Tourism Development in Mauritius. The
main ones are:y y y y
To promote the interests of the hotel, catering and tourism
industry in Mauritius To provide for joint consultations with other
organisations of the private sector To provide a forum to discuss
the interests of the industry To initiate and encourage activities
which would further the development and interests of the industry
and the private sector in general ~ 24
~
y y
To liaise with Government and other bodies on matters relating
to the industry To make representations in relation to legislative
or other matters affecting the industry and if necessary to secure
the services of other persons to that end
y
To do all such things as may be necessary for the development of
the Tourism industry in Mauritius
AHRIM has a strong consideration towards the environment. Very
often it organises fund raising activity to help in the betterment
and protection of the environment. Thereafter it
sponsors various associations by donated funds that work towards
the protection of the environment, namely Mauritius Society for the
Prevention of Cruelty to Animal and Paws which deal with the
protection and control of domestic animals and the Reef Mauritius
and the Marine Mauritius Conservation Society which are responsible
for the protection of the lagoon and sea environment AHRIM has also
encouraged various hotels around the island to join hands in vast
cleaning campaigns by showing their determination and team spirit
in protecting their establishments, tourists, the villages and also
inhabitants in the vicinities. AHRIM wants to improve operational
efficiency in the tourism sector and it has associated the aid if
Enterprise Mauritius to carry out Energy Management Consultancy in
small and medium hotels & restaurants. They will therefore be
able to improve energy efficiency through management measures and
also to introduce renewable energy.
4.2
Secondary Data Collection
Many other stakeholders are involved in the tourism planning and
policy for Mauritius. The information was easily available from
websites to analyse their major activities and participation.
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4.2.1 Mauritius Tourism Promotion Authority The Mauritius
Tourism Promotion Authority (MTPA) has been established by the MTPA
Act 1996 with a view to: y promote Mauritius abroad as a tourist
destination by conducting advertising campaigns, participating in
tourism fairs and organizing, in collaboration with the local
tourism industry, promotional campaign and activities in Mauritius
and abroad. y provide information to tourists on facilities,
infrastructures and services available to them in Mauritius; y
initiate such action as may be necessary to promote cooperation
with other tourism agencies; y conduct research into market trends
and market opportunities and disseminate such information and other
relevant statistical data on Mauritius; and y advise the Minister
on all matters relating to the promotion of tourism
4.2.2 Beach Authority The Beach Authority (BA), established
under the Beach Authority Act No. 7 of 2002, is a body corporate
operating under the aegis of the Ministry of Local Government. Its
main objective is to ensure an integrated approach for the proper
control and management of public beaches both in Mauritius and
Rodrigues through the provision of appropriate infrastructure and
facilities for the benefit of the public. It also aims at a better
democratisation of access to public beaches and ensures that the
general public takes maximum advantage of the facilities offered.
The functions of the Authority are to implement projects relating
to the conservation and protection of the environment of public
beaches; their upliftment and landscaping; infrastructural
development, including the provision of amenities and leisure
facilities; the enhancement of the quality of sea water; and the
day-to-day cleaning of public beaches. Since its coming into
operation, the Authority has been undertaking certain activities in
collaboration with the parent Ministry. It has, over the years,
recruited its own staff and is now fully operational and has been
entrusted with new responsibilities such as:-
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y
Enforcement and monitoring of all activities in terms of the
Beach Authority (use of Public Beaches) Regulations
y
Control of all trading activities, including issue/renewal of
Beach Traders Licences (exBeach Hawkers Licence) in accordance with
Beach Authority (Beach Traders Licence) Regulations Management of
new public beaches, as and when proclaimed (such as St. Felix and
Bel Ombre)
y
y
Management of landscaping projects undertaken by other
Ministries/Departments (e.g. Grand Gaube public beaches)
y y y
Demarcation of swimming zones and installation of floats and
buoys Safety and security for public on public beaches
Sensitisation campaign to protect and preserve the public
beaches
4.2.3 Board of Investment
The Board of Investment (BOI) is the official Investment
Promotion Agency of the Government of Mauritius. As Mauritius opens
to the world, transforming itself into a competitive global
business platform, the BOI has put at the disposal of the
international business community a personalised range of services
to attract international investments and talents to the
country.
BOIs team of professionals, University graduates with strong
industry expertise, is well equipped to provide precious guidance
for successful business launches in Mauritius. Over the years, the
BOI has developed a strong partnership with the private sector by
improving the investment climate and encouraging innovation. With
headquarters in Mauritius, the Board of Investment has
international offices in Paris and Mumbai and strong links with our
worldwide network of consulates.
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4.2.3.1 Integrated Resort Scheme Under the Integrated Resort
Scheme (IRS), luxury villas and other residential properties can be
sold freehold at a minimum price of 500,000 USD to foreigners who,
de facto, receive a residence permit. The few IRS villas put on the
market so far have proved very popular, with overnight reservations
and sales. Investors from UK, France, Singapore, South Africa, UAE
and other countries are injecting money into new luxurious villa
and housing projects needing 25 percent cash to get involved. The
investment period is short and projects get sold to new villa
owners, mainly non-citizens, just before construction gets started
(i.e off-plan). Investment under the IRS brings investors higher
yields and is expected to grow for the next 10 years. The IRS
targets the high-end segment of the international property market,
i.e., high net-worth individuals with high purchasing power. The
properties they are allowed to purchase are luxury residences such
as villas, apartments, and penthouses located in specific areas,
approved by the Board of Investment. The investor may sell the
property with no minimum selling price restriction; rent the
property, elect tax residency in Mauritius and is free to
repatriate funds or revenue raised from the sale or renting of the
IRS property. International property developers claim our IRS is a
good and competitive investment. 4.2.3.2 Real Estate Scheme Under
the Real Estate Scheme (RES), residential units are sold to
non-citizens at no minimum price. However, acquisition of property
worth at least 500, 000 USD entitles the purchaser a residence
permit. This scheme is targeted mainly for those investors,
retirees and professionals, who want to invest, work and live in
Mauritius or to those people who want to have a second home or
holiday retreat in Mauritius. The Real Estate Scheme offers a
wealth of opportunity for businesses to invest and prosper in the
development of residential property. The residential properties may
be sold to non-citizens at no ~ 28
~
minimum price. It is therefore expected that not only will we
see high interest among international buyers seeking a second or
leisure home with an appealing lifestyle, but that the demand will
also grow from professionals and international players relocating
their business in Mauritius so as to benefit from the low tax
regime prevailing in Mauritius. The planned real estate development
coupled with the intrinsic attributes of Mauritius in terms of
political stability, booming luxury tourism market, sound
infrastructure, make Mauritius a highly-sought real estate
investment destination whether for ownership or for buy-to-let
schemes. 4.2.3.3 Invest-Hotel Scheme The Invest-Hotel is a scheme
designed to allow property developers to sell hotel rooms, villas,
suites or any other part of a hotel to individual buyers during and
post construction phases.
While this scheme paves the way to facilitate the overall
financing of new hotel projects, it offers individual buyers all
the facilities of an exquisitely-furnished new luxury resort hotel
with amenities like F&B, full-service spas, health and fitness
centres, resort-style pools, sophisticated business centres and
maid service and the promise of rental income.
The above enhancing features are now available to a wider
cross-section of the Mauritian population who previously could not
avail of such opportunities. A hotel project under the Invest-Hotel
Scheme must be approved by the Board of Investment. On approval of
the project, an IHS certificate is issued to the company for the
construction of a hotel where units (rooms, villas, apartments or
suites) and other parts of the hotel can be sold.
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4.2.4 Mauritius Port Authority (MPA) MPA' s primary objective,
as a corporate body, is to be the sole national ports authority to
regulate and control the port sector and provide marine services.
MPA' s functions and duties as a landlord port are to: y Implement
government port policies and keep them under review, and advise
government on all matters concerning the port sector, its
facilities, services and related issues; y Regulate and control the
development within ports in accordance with approved port master
plans 4.2.5 Cruise Berth Facilities Port Louis Harbour is
endeavouring its best to maintain its newly acquired home-port
status for cruise tourism. During the last financial year, cruise
experienced a 57.1 % increase with 22 passenger vessels calls
whilst the number of passengers grew by 105 % reaching 12,874 in
the same financial year. The MPA had embarked on the project for
the construction of a dedicated cruise jetty at Les Salines, which
will cater for larger cruise vessels, while at the same time
enhancing passenger comfort, transfer and safety. The contract for
the construction of the Jetty was entrusted to Messrs Afcons (
India) in November 2008. The landslide infrastructural works were
completed in January 2010. The total project cost amounts to about
Rs. 485 millions. The facility has been commissioned by mid January
2010 when all the works were completed and went into commercial
operations since end January 2010. The facility was officially
inaugurated on 15 February 2010. It is worth noting that a much
larger cruise vessel, Costa Europa, with a maximum capacity of 1600
passengers has been deployed with its maiden call at Port Louis on
18 December 2008.
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4.2.6 Ministry of Environment and National Development Unit
The main concerns of the National Development Unit is the
identification and implementation of projects aimed at improving
basic amenities, provision of social and recreational activities in
Mauritius, particularly in deprived localities and the
co-ordination of development projects at national level. This is
achieved through a Development programme known as the National
Development which includes Construction of link and internal access
roads; Construction of drains, Pipelaying for domestic water supply
in remote areas, Lighting (placing of poles and street lamps),
construction of social buildings such as Community Centres, Youth
Centres, Women Centres and Health Centres, and Multipurpose
buildings, Sports Complexes including Volleyball Pitches, Football
grounds, Petanque courts, Minor Projects including Fixing of
handrails, Construction of Footsteps,Leisure and Parks.
Besides under the umbrella of the NDU operates a network of 35
Citizens Advice Bureaux across the island, having main functions of
registration of complaints relating to infrastructure requirements
and social services and ensuring follow up with relevant
departments. It also exercises responsible influence on development
of policies regarding socio-educational, cultural matters and
participating in sensitisation campaigns. Moreover, provision of
free and impartial information and advice on government services
and matters of general interest to the public are also provided
4.2.7 Tourism Authority The Tourism Authority is a body
corporate, established under the Tourism Act 2004 and has come into
operation on the 12th of August 2004. Objectives and functions of
the Authority The Objectives of the Authority shall be: y y to
optimise the social, economic and environmental benefits to
Mauritius from tourism; to promote a sustainable tourism industry
in Mauritius. ~ 31
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The functions of the Authority shall be to (a) formulate such
policy and nationally integrated planning for the tourism industry
as it may consider necessary; (b) co-ordinate the activities of the
various organisations concerned with the tourism industry, both in
the private and public sectors; (c) issue guidelines for the
development of the tourism industry; (d) supervise the overall
operations of tourist enterprises; (e) establish a code of practice
and standards for the carrying out or operation of tourist
enterprises and monitor compliance with such code of practice and
established standards; (f) advise the Minister on the structure of
licence fees for the tourism industry; (g) advise the Minister on
legislative provisions likely to affect the tourism industry;
4.3
Tourism Development Plan for Mauritius
Tourism in Mauritius is now a major business from which
Mauritius benefits. For the future, the theme is to build upon what
has already been achieved so that tourism continues to make its
irreplaceable contribution (foreign exchange, employment, local
incomes) to the Mauritian economy. The Tourism Development Plan
presents a twenty year vision which sees the tourism industry
growing but ensuring that environmental and social issues are
addressed to the benefit of the people of Mauritius. It has been
prepared after careful consultation with interested parties and
after careful evaluation of the different economic and other
factors involved. The market appraisals and the survey evidence
indicate that Mauritius should push towards being an even higher
value added destination but at the same time broadening its product
portfolio in order to regularise and improve the current informal
sector. Added to that Mauritius will need to develop an overall
Mauritian identity as part of a broadening and diversifying of the
tourist attractions and as part of a shift into new market
segments. The unique: Mauritian image will overcome the threats
from competitive substitutes and the price threat from commodity
such as beach
~ 32
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destinations. Mauritius has to remain special and remain the
dream destination. Continuing with a scheduled service only policy
is seen as essential to maintaining product standards.
Tourism should be seen as a mechanism for change in the economy
of Mauritius and community as a whole. Increasingly, the quality of
life is as important a factor in the decision of inward investors.
Hence, the standards of leisure facilities, arts venues, retail
outlets, eating out establishments and transport options all play
their part in making the island an attractive and viable option for
new investment. Moreover, the expenditure generated directly into
these areas by visitors is vital to their continued survival and
development.
4.3.1 Challenges facing the Tourism industry The tourism
industry now faces major challenges of a scale that has not been
experienced before. These encompass: y y y y y y Climate change, an
unprecedented global challenge International financial turmoil
Fluctuating oil prices Rationalization of the airline industry
Crisis management An increase recognition of the merit of using
tourism as a mechanism to directly benefit the poor, via
empowerment programmes.
4.3.2 Climate Change If tourism continues to grow as currently,
no other economic sector will have room to grow if the world is to
remain within the safe limits of climate change. It is not yet
clear as to how tourists themselves will respond to the challenge
that climate change represents. Research undertaken in UK makes it
clear that unless consumers do begin to alter the amount and type
of tourism demanded, then more radical steps are likely to be
implemented.
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Impacts
Implications for Tourism
Warmer temperatures
Altered seasonality, heat stress for tourists & infectious
diseases range
Reduced precipitation & Increased evaporation
Risk for tourism facilities, increased insurance costs &
business interruption cost
Sea rise level
coastal erosion, loss of beach area, higher costs to protect and
maintain waterfronts
More frequent & Larger forest fires
loss of natural attractions, increase in flooding risk, damage
to tourism infrastructure
4.3.3 International Financial Turmoil Given that Mauritius is a
relatively high cost purchase from the majority of its originating
markets, there could be a downturn as customers switch to lower
costs products. The presence of Mauritius in distinctive markets
such as honeymoons which are a distinctive purchase may protect the
country to some degree. Given that word of mouth remains one the
most important reasons why visitors choose a particular
destination, it is doubly important for Mauritius to ensure that
there are high levels of customer satisfaction.
4.3.4 Fluctuating Oil prices Currently, 80-95% of all transport
requires oil products. 50-75% of all oil is used for transportation
and tourism relies on transport. Mauritius is no exception.
Estimations vary as to when the world will see the peak of oil
production, but a growing consensus seems to be emerging that 2011
represents the point by which oil production will be exceeded by
consumption and reserves will begin to decline rapidly. Technology
is unlikely to be able to produce an alternative to oil in time to
meet the gap between supply and demand so the most ~ 34
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likely outcome is that prices will rise in real terms and this
represents a strong argument for a Mauritius seeking to retain
relatively high yielding visitors.
4.3.5 Rising Food Prices The UN Food and Agriculture identifies
food prices as having doubled between 2002 and 2008. These rises
are against a backdrop of falling food prices over the previous 4
decades. For Mauritius, catering predominately for consumers with
higher income levels, rising food prices are unlikely to have a
significant impact on the ability to purchase holidays. Where
rising food prices may be more relevant for tourism is in terms of
providing the tourism product to visitors especially in relation to
imported food. This argues strongly for enhancing linkages between
agriculture and tourism in Mauritius and this approach can
capitalize on the increasing interest in gastronomy, food
governance and supporting local farmers in originating markets for
Mauritius.
4.3.6 Rationalisation of the Airline Industry The international
aviation industry faces unparallel challenges. This is indicated by
the loss incurred by Air Mauritius of Euro11 million in September
2008 compared to a profit of Euro2 million in the same period of
2007. Internationally these challenges result from fluctuating
aviation fuel prices combined with currency fluctuations, a
weakening of demand and financing demands that face all businesses
with heavy capital requirements. The picture is bringing about
airline bankruptcies, reduction in service levels and the
retirement of older aircraft and mergers of carriers. The cost
savings that result place can increase the competitive pressures on
airlines such as Air Mauritius. The extended code share
arrangements between Air Mauritius and Air France are a response to
these challenges. It remains possible that foreign carriers
operating into Mauritius could withdraw their services in the way
Singapore Airlines did.
4.3.7 Crisis Management The tourism industry has a long history
of events that bring about disruption, Chikungunya being one
example. Events that threaten tourism largely exist outside the
control of the industry, making prevention difficult. However, what
is within the control of the tourism industry is the extent of
preparedness for a disaster if and when it occurs, and then the way
in which the ~ 35
~
destination rebuilds itself subsequently. Numbers of
international tourists to New York took 4 years to recover to the
level of tourism before the September 11th attacks in 2001. Key
Requirements in dealing with a crisis are: y y y To establish the
facts To tell the truth To get the message out as quickly as
possible including use of a countrys representatives abroad
4.3.8 An increased recognition of the merit of using tourism as
a mechanism to directly benefit the poor Tourism affects the
livelihoods of many of the worlds poor, positively and negatively.
The conventional approach to the development of tourism in
developing countries has been to focus on employment, foreign
exchange generation and tax revenues. Sound governance should mean
that tax revenues benefit the poor via government activities such
as the funding of education and health services. However, it is
only in recent years that there has been explicit consideration of
directly benefiting the poor. The main positive impact of tourism
for the poor is frequently the creation of economic opportunities,
often informal ones. Other positive impacts can include skills
development,
enhancement of infrastructure and public health. Negative
impacts can include lost access to and spoiling natural resources
such as fishing grounds, conflict with other livelihood activities,
exclusion from tourism planning and lack of self-determination,
cultural intrusion and social disruption. Tourism has potential
advantages as compared with other sectors in directly reducing
poverty: y y y 4.4 The customer comes to the product giving
opportunities to make direct sales Tourism is relatively labour
intensive Tourism products can be built on natural and cultural
resources.
The Challenges for tourism
There are three primary challenges in the development of tourism
on the island : (i) Meeting customer needs (ii) Building confidence
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(iii) Ensuring Sustainability
Tourism needs to be aware of and adapt to the changing needs of
potential visitors. Studies show that the visitor of the future
will be diverse and demanding and typified by the following :y y y
y y y y y Increased numbers of older travellers- who will be
healthier and richer Increased interest in holidays that promote
good health and well being More holidays in which arts, culture and
history play a prominent role Continued increase in the use of the
internet for searching and booking More demand for destinations
with high environmental excellence A continuing trend for shorter
holidays because of time pressures Combining holidays with hobbies,
interests and learning experiences Increasingly discerning
customers who expect and demand quality and value
But, ultimately, the challenge is to Build Confidence o ...in
the visitor that the island can meet their needs and expectations o
...in the Public Sector, so that tourism is seen as a credible and
effective contributor to the economic, social and environmental
well being of the island and to align expenditure accordingly. o
...in the indigenous private sector to regularly invest in their
enterprises and human resources and have pride in being an island
business o ...in the community that tourism can bring a much higher
quality of life through improved facilities, services and
opportunities. o ...in potential inward investors to consider the
island as a welcoming, dynamic and viable opportunity
And, tourism development must be :Economically sustainable
Through creating wealth and improved viability in business and
providing better paid and higher skilled jobs. Key to this is
reducing seasonality and increasing yield from tourism. Socially
sustainable It should result in an overall better quality of life
for island residents. ~ 37
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It can provide better retail, leisure, eating out and transport
provision and should address where it could assist in resolving
issues relating to public realm, congestion and housing problems.
Environmentally sustainable It should ensure that the natural
environment is conserved and enhanced and be proactive in the
minimisation of pollution, energy use and green field
development.
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4.5
Objectives for Tourism in Mauritius
Mauritius has a set target at 2 million tourists by 2015. In
order to attain this number, a minimum annual growth rate of at
least 10% will have to be achieved. A growth rate of 10% means an
increase in market share as the world average growth rate was
anticipated at only 4.1%, a growth rate likely to be reduced in the
light of the international financial turmoil. This means that
Mauritius either needs to increase the quality of their tourism
product significantly with increased value for money or to lower
the prices and focus on increasing volume with vigorous
marketing.
Mauritius is not the only destination wanting to significantly
increase visitor numbers, aiming for 2 million tourists by 2015.
For example Abu Dhabi has set its tourism master plan to aim for
2.7 million visitors by 2012. Others, including Oman are also
looking at doubling their visitor numbers. These destinations are
all competing for the same visitors and in order for Mauritius to
gain market share and reach its target. It is important that they
are clearly set and that strategy and actions are put into place to
make it happen. The challenge has become all the greater with the
impact of the international financial turmoil, with the anticipated
increase of 3 3.5% in 2008 against 2007s 15.3% growth in visitor
numbers. The objective of achieving a doubling in visitor number is
to at least to double the benefits of tourism, i.e. increased
employment, foreign exchange, GNP, and a government revenue, and
broaden the involvement of the industry. This outcome can be
achieved by: y y y y Maintaining the high end thrust Building new
resorts with hotels on the coast Invest more in HRD and Marketing
Remove infrastructure blockages
The most important requirement is a high level of co-ordination
with government and the private sector. This strategy focuses on
selective and up-market tourism which will maintain Mauritius as an
attractive and desirable tourist destination. It will at the same
time minimize the impact on the environment and infrastructure
services. Other outcomes can be achieved by: ~ 39
~
y y y y
Go for volume Build range of new tourism product Vigorous effort
on cruising Promote stop-overs
The most pressing strategy elements to accommodate the
anticipated 2 million visitors include: y y y y Coherence of view
and delivery Human Resource Development Marketing Infrastructure-
desalination, waste disposal, renewable energy
~ 40
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4.6
Strategic Planning
Achieving the objectives will have to be worked for. The
competition is hungry for the business. Mauritius cannot rest on
its success to reach the level of two million visitors or at least
if it wants to generate new jobs in the industry. If there is a
discord on the direction in which to go, if certain issues are not
solved, and if little is spent on marketing, it is highly that
competitors will take the business that could have come to
Mauritius.
Many destinations produce plan after plan without the capability
of implementing suggestions. Components of the 2002 National
Tourism Development Plan include: 1. A focus on scheduled services
2. A higher value added, higher quality destination 3. Personal
service excellence to be a competitive advantage 4. Establishment
of a unique destination image 5. A broadening of Mauritiuss product
portfolio, with the regularization of informal sector 6. Increased
Mauritian involvement in tourism activities
The following detail proposed strategies to deliver each
specific goal under the headings: Promotion & Marketing Product
Development Human Resource Development Infrastructure Environment
and Social Aspect Tourism Framework
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4.6.1 Promotion and Marketing Planning Goals: To ensure a strong
Mauritius brand and deliver effective destination marketing to
exploit new and existing markets Strategies 1. Develop and
communicate the Mauritius tourism brand 2. Increase penetration of
existing markets 3. Extend existing product into new geographic
markets 4. Identify and develop niche sectors 5. Establish ICT as a
critical element in tourism marketing and management 6. Improve
gathering and utilization of market intelligence 7. Ensure most
effective use of marketing resources 8. Strengthen public/private
sector partnerships
To achieve the set objectives, it is vital that Mauritius seeks
to achieve the highest levels of marketing excellence. This implies
a strong tourism branding, based on an overall national brand. This
brand identity needs to be shared across the public and private
sectors and should be reflected in all forms of communication if it
is to achieve maximum effectiveness. This in turn requires
effective collaboration between the public and private sectors. As
regards to MTPA, it needs to ensure that it has a three-years
marketing strategy that is regularly updated on the basis of
consultation with industry stakeholders. This marketing strategy
needs to feed into an annual marketing plan based on a clear annual
budget. At present MTPA applies for funds on a three monthly basis,
but for their activities to be planned effectively a much longer
term programme is necessary. There needs to be consideration of
long term objectives rather than a focus on short to medium term
objectives, enforced by the constraints of the budget. At present
the MTPA is funded mainly by government grant. A considerable
number of national tourism organizations elsewhere are funded
wholly or partially by dedicated taxation. Such an arrangement
gives the organization a closer relationship with its funding
source and also direct incentives to perform as the more effective
they are by and large the greater their income.
~ 42
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It is highly desirable that the MTPAs budget is increased as
well as being placed on a more certain annual basis. The MTPAs
budget has been increased from Rs.300 million to Rs.30 million but
it still fall short of the UNWTO recommended norm. A mechanism of
raising the MTPAs income is to wholly or partially switch to a
dedicated tax. A relatively simple way of doing this is to collect
a fee from arriving passengers. As it is difficult to distinguish
between tourists and residents, this would need to apply to all
passengers, the great majority of whom are tourists. A 15 levy per
passenger should generate at least 15 million level of income, a
significant increase on recent level of MTPA funding, although
still falling short of 3% of tourism receipts recommended by the
UNWTO as the target for tourism marketing spend. However, in
Mauritius, where the private sector is particularly vigorous in
playing a role in tourism marketing and promotion, there is a very
significant private sector contribution to the overall total. An
increase in the MTPAs budget will facilitate greater vigor in the
promotion of the Mauritius event programme, a programme that should
be aimed at reducing seasonality. It will also facilitate promotion
aimed achieving a greater share for Mauritius of the MICE market
now that facilities enabling this market to be developed are in
place. There should be an effort to further grow specialist markets
with good potential. An increase in budget will enable a review to
be undertaken of the most effective means of promoting the
destination abroad. An aspect of broadening the market place is to
facilitate the growth of independent travelers including via
ensuing that Mauritius has an appropriate ICT base as well as by
ensuring that their needs are met both via information and purchase
of product prior to arrival as well as during their stay in
Mauritius. This encompasses web marketing including via social
networking sites and ensuring that the country has an up-to date
web portal. Market Intelligence The Speed of change in external
markets, now intensified by international financial turmoil,
increases the importance of sound and accurate market intelligence.
The Ministry of Tourism undertakes an outgoing survey every two
years on visitors perceptions enabling speedy reactions to be made.
~ 43
~
Accurate and up-to-date market intelligence of key foreign
markets is also essential, intelligence that can be shared with the
Mauritian industry. It is also desirable that perception surveys of
Mauritius are undertaken to enable marketing programmes to be
adjusted accordingly. It is logical that such research should be
led by MTPA in conjunction along with the Ministry of Tourism and
Civil Aviation and private sector.
~ 44
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Policy Area
Strategy/Action Lead
Responsibility SupportIndustry stakeholders MTPA Industry
Stakeholders Industry Stakeholders Industry Stakeholders Industry
stakeholders External contractor Ministry of Tourism
MARKETING STRATEGY AND PLAN BUDGET
Develop a three year tourism marketing strategy and an annual
marketing plan Plan for the introduction of a dedicated tourism
levy to be the primary source of MTPA Develop and communicate the
Mauritius tourism brand, linked into the overall national Increase
penetration of existing markets Development of new geographical
markets Identification and development of niche market sectors
Introduction of product delivery accessed via MTPA web portal y y y
Introduction of a continuing visitor perception survey on specific
aspects of the tourism Establishment of a perception survey of
potential tourist visitors in key originating market to be
conducted every two years Circulation of external market
intelligence to the tourism industry
MTPA
BRAND DEVELOPMENT MARKET PENETRATION MARKET EXPANSION NICHE
SECTORS
Ministries of Tourism & Finance MTPA
MTPA
MTPA
MTPA
INTERNET
MTPA
MARKET INTELLIGENCE
MTPA
MTPA MTPA
Figure 2. Marketing Action Plan
~ 45
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4.7
Product Development Planning
Goals: To further develop a tourism product that is responsive
to the needs of the market and generates high visitor satisfaction
Strategies 1. Continued emphasis on a high quality product offering
high level of service 2. Diversification of the product offering 3.
Retail development of resort centres including in IRS projects 4.
Continued enhancement of the cultural heritage 5. Improved quality
control with the introduction of an accommodation classification
system 6. Customer care training 7. High level of web access
4.7.1 Quality Accommodation Crucial to the strategy is the
continued development of quality accommodation and the continued
upgrade and refurbishment of the existing room stock. It prove to
be that, given the current financial turmoil, the growth in supply
might fall below the rate achieved in recent years. It is certainly
important that the growth in supply does not outstrip the growth in
demand, leading to falling prices and a reduced ability to
re-invest in maintaining and enhancing product quality. It is
important that as far as possible there is a balance maintaining
between demand and supply. With the IRS projects there is greater
flexibility in this respect than with relatively large new
hotel/resort projects. Small operators may need to be given
technical advisory assistance in the improvement of their
properties. The tourism Authority can play a role in this
direction. Consideration can be given to the development of quality
home-stay businesses as well as to near to existing villages,
providing they recognize the carrying capacity of the site and are
in harmony with the local environment. This village tourism
development concept can specialize in providing traditional
Mauritian hospitality. The village may also provide facilities and
services such as local transportation, hiking, guide services,
handicraft production and sales. In coastal areas, boating and
fishing can
~ 46
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be offered. This form of tourism is gaining strength, and given
appropriate support can fit well within the overall tourism
strategy. 4.7.2 Broadening the Product Diversification of the
product offering can be within essential parameter of the current
offer. An example is the Shanti Ananda spa resort, offering high
quality accommodation but within a highly well being package.
Diversification should extend into the natural environment via
trail development and the enhancement of the cultural heritage. The
Ministry of Tourism is currently working on the re-development of
La Citadelle as a tourist attraction and on the development of
coastal walkways along the coast of Grand Baie and TrouDEau Douce.
The Theatre de Port Louis is being renovated. The Tourism
Development Plan proposes a cultural heritage development programme
embracing: y y y y Strengthening the marketing of individual sites
Enhancing the perception of the heritage tourism product Providing
motivation to visit the attraction Encouraging historical
preservation and urban regeneration
Broadening of the product portfolio will mean that more tourists
will want activities and services outside the hotels. Mauritius
will have to be able to provide a better public territory. The
retail experience in Port Louis has been improved by the extension
of Caudan Waterfront and there have been individual enhancements
elsewhere including Grand Baie. The retail offer needs to be
enhanced further with as much local character as possible. This is
particularly the case for new markets such as Russia and China.
Retailing can be linked with other activities, including
restaurants, in resort centres developed as part of IRS projects;
lack of such resort centres is one of the gaps in the existing
product portfolio. Other means of product improvement to be pursued
are: y Improvement of entertainment through the provision of
support for the local theatrical productions and initiatives; ~
47
~
y
Incentives to night clubs which conform to guidelines which
guarantee safety and a quality experience for Patrons;
y
Development of the technical competencies to engender the
availability of local souvenir by: o Variety in the design of arts
and crafts; o Improvements in the quality of the product; o Ready
access to raw materials for craft producers and finished products
for vendors, by the setting up of local community markets for the
sale of such items like beads, shells, drift wood, carvings, etc.,
o Research on those products of most appeal to visitors
4.7.3 Quality Control The Tourism Authority is playing a
significant role in working towards the enhancement of product
quality and in embracing previously informal accommodation as part
of the tourism sector. The Authority would benefit from technical
assistance in the further development of quality standards. A major
step which it is now appropriate for Mauritius to consider is the
introduction of a quality assessment scheme that is aimed at the
enhancement of physical product quality and also service standards.
There are now a number of quality scheme world-wide that it would
be appropriate for Mauritius to draw in devising its own scheme.
One particular example is the New Zealand Qualmark Scheme. This is
a quality assurance licensing system that caters for all forms of
tourism business, and which incorporates both accommodation
classification and a quality label within a single scheme. It is a
government backed licensing system that caters for all tourism
businesses in New Zealand. Accommodation is given a star grading
and other tourism businesses are given a quality endorsement. The
assessment incorporates measures of customer service, the standard
of facilities, overall business operations, environmental and
cultural considerations, general safety and welfare. A mystery
shopper programme is an integral part of the scheme. While the
implementation of a New Zealand style scheme can be a long term
goal, it would be possible to introduce a quality grading scheme
solely for the accommodation sector. This will take some time to
plan and to become operational. Technical studies on implementation
can be ~ 48
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carried out in 2009/10 with a goal for implementation to begin
in 2012 following appropriate stakeholders consultation. 4.7.4
Customer Care While standards of customer care continue to be high
in the upper end resorts, there are indications of