News & Opinion
Goa Tourism Policy
Tourism Policy
Draft for discussion
Preparation of Goa’s Tourism Master Plan and Policy
Draft Report – Final Presentation and report on Module 3: Development of Draft Tourism Master Plan for Goa
Department of Tourism, Government of Goa
KPMG.com/in
1. This report has been prepared exclusively for the Department of Tourism (“Client”) based on the terms of the Request for Proposal dated 7 June 2013 issued by the Department of Tourism, KPMG Advisory Service Ltd.’s (“KPMG” or “we”) proposal for services dated 18 June 2013, the Work Order issued to KPMG dated 24 July 2014, and the consultancy contract dated 2 June 2015 (collectively ‘Contract’).
2. The performance of KPMG’s services and the report issued to the Client are based on and subject to the terms of the Contract.
3. This report is confidential and for the use of management only. It is not to be distributed beyond the management nor is to be copied, circulated, referred to or quoted in correspondence, or discussed with any other party, in whole or in part, without our prior written consent.
4. This report is being submitted to the Department of Tourism, Govt. of Goa (‘DoT’) as part of the ‘Final Presentation and report on Module 3: Development of Master Plan’ for our engagement of assisting DoT in the “Preparation of the Tourism Master Plan and Policy for Goa”. This report sets forth our views based on the completeness and accuracy of the facts stated to KPMG and any assumptions that were included. If any of the facts and assumptions is not complete or accurate, it is imperative that we be informed accordingly, as the inaccuracy or incompleteness thereof could have a material effect on our conclusions.
5. While performing the work, we assumed the genuineness of all signatures and the authenticity of all original documents. We have not independently verified the correctness or authenticity of the same.
6. We have not performed an audit and do not express an opinion or any other form of assurance. Further, comments in our report are not intended, nor should they be interpreted to be legal advice or opinion.
7. This report (or part thereof) is a draft version and may be revised, updated or reworked. This report should be understood as the final report only after suggested changes, if any, are incorporated into the report.
8. Collection of data has been limited to such information as can be collected from resources on the published public domain and meetings with market participants in each of the locations. Wherever information was not available in the public domain, suitable assumptions were made to extrapolate values for the same.
9. The report may contain KPMG’s/T&L’s analysis of secondary sources of published information and incorporates the inputs gathered through meetings with industry sources. Where, for reasons of confidentiality, the industry sources cannot be quoted in this document, these are not attributed to the industry source. While information obtained from the public domain has not been verified for authenticity, we have obtained information, as far as possible, from sources generally considered to be reliable.
10. Our analysis is based on the prevailing market conditions and regulatory environment and any change may impact the outcome of our review
11. We have indicated in this report the source of the information presented. Unless otherwise indicated, we have undertaken no work to establish the reliability of those sources or to evidence independence of the relevant source.
12. While information obtained from the public domain or external sources has not been verified for authenticity, accuracy or completeness, we have
obtained information, as far as possible, from sources generally considered to be reliable. We assume no responsibility for such information.
13. Our views are not binding on any person, entity, authority or Court, and hence, no assurance is given that a position contrary to the opinions expressed herein will not be asserted by any person, entity, authority and/or sustained by an appellate authority or a Court of law.
14. Performance of our work was based on information and explanations given to us by the Client. Neither KPMG nor any of its partners, directors or employees undertake responsibility in any way whatsoever to any person in respect of errors in this report, arising from incorrect information provided by the Client.
15. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. No
one should act on such information without appropriate professional advice after a thorough examination of the particular situation.
16. Our report may make reference to ‘KPMG/T&L/KPMG and T&L Analysis’; this indicates only that we have (where specified) undertaken certain analytical activities on the underlying data to arrive at the information presented; we do not accept responsibility for the veracity of the underlying data. Wherever information was not available in the public domain, suitable assumptions were made to extrapolate values for the same.
17. In accordance with its policy, KPMG advises that neither it nor any of its partner, director or employee undertakes any responsibility arising in any way whatsoever, to any person other than Client in respect of the matters dealt with in this report, including any errors or omissions therein, arising through negligence or otherwise, howsoever caused.
18. We must emphasize that the realization of the prospective data and financial information set out within our report (based on secondary sources, as well as our internal analysis), is dependent on the continuing validity of the assumptions on which it is based. The assumptions will need to be reviewed and revised to reflect such changes in business trends, cost structures or the direction of the business as further clarity emerges. We accept no responsibility for the realization of the prospective financial information. Our inferences therefore will not and cannot be directed to provide any assurance about the achievability of the projections. Since the projections relate to the future, actual results are likely to differ from those shown in the prospective financial information because events and circumstances frequently do not occur as expected, and differences may be material. Any advice, opinion and / or recommendation indicated in this document shall not amount to any form of guarantee that KPMG has determined and/ or predicted future events or circumstances.
19. In connection with our report or any part thereof, KPMG does not owe duty of care (whether in contract or in tort or under statute or otherwise) to any person or party to whom the report is circulated to and KPMG shall not be liable to any party who uses or relies on this report. KPMG thus disclaims all responsibility or liability for any costs, damages, losses, liabilities, expenses incurred by such third party arising out of or in connection with the report or any part thereof.
20. By reading our report, the reader of the report shall be deemed to have accepted the terms mentioned hereinabove.
Table of contents
1.
Development model Development Strategies
Qualitative tourism goals
• Positioning
• Products
• Markets
Quantitative tourism goals
Development principles & guidelines
2.
Core tourism Infrastructure Tourism programs
Investment and funding analysis
Phasing
Tourism circuits
Table of contents
3.
Support tourism infrastructure Core infrastructure
Transport and connectivity
Human resource and training
Transversal tourism infrastructure
4.
Commercialization & Promotion Tourism intelligence unit
Destination C&P
Products C&P
5. Facilitating Tourism policies and application framework
1.
Development
model Development Strategies
Qualitative tourism goals
• Positioning
• Products
• Markets
Quantitative tourism goals
Development principles & guidelines
Key strategies for development of the Master Plan
Benchmarking principles
• All selected destinations are well known for their wide offering in Coastal and Sun & Beach tourism
• The benchmark is based on an analysis of the official websites for each destination
• It is assumed that the website is one of the major tools used by tourism destinations organizations to promote and highlight products and experiences. Therefore, we can ensure that destination website is essential to position the brand
An analysis has been conducted in order to understand the key attributes in each destination website.
“High presence” - attribute appears in the main page or in a highlighted area. Medium presence - navigation process through different search menus. Low presence - difficult to find or it limited availability
Country
Sri
Lanka
Bali
Ibiza
Kerala
Maldives
Mauritius
Thailand
Goa
Nautical Tourism
Core attributes
Business & MICE
High
presence
Medium presence
Low
presence
Benchmark observations
• All listed destinations are known for their coastal tourism offer. However, Sun & Beach (Coastal) tourism is not enhanced as the core attribute of these destinations.
• It is assumed that the destination has “taken for granted” that tourists know about this offer and they choose to highlight
other products which they want to promote.
• All these destinations give high or medium importance to Culture & Heritage (except Maldives), Sports & Adventure and Nautical Tourism (except Sri Lanka and Thailand)
• All these destinations present a high diversification in their product portfolio across 6-10 products with high / medium presence
• Within this context, some websites concentrate their web communication in limited products to enhance them:
Maldives highlights luxury tourism
Kerala focuses on Culture & Heritage
Thailand emphasizes Shopping
• Nightlife is not highlighted greatly, even in destinations like Ibiza or Thailand, famed for this feature. This could probably denote that either they do not need to promote these features as they are already well known (similar to Sun & Beach tourism product); or that they do not prefer advertising this type of product due to possible negative connotations.
• Goa’s website provides a wide set of activities within the “Explore” and “Things to do” sections. The home page does not focus on specific positioning in terms of its destination or its products, “White water rafting” appears as the first highlighted product.
Positioning matrix: Goa aims to become a multi-product destination, where culture & heritage and leisure & entertainment would play a major new role
Coastal Tourism (incl. Sun & Beach, Nature, Sports & Adventure)
Sri Lanka
Bali
Ibiza
Kerala
Maldives
Mauritius
Thailand
Goa (today)
Goa (future)
Nature Based Tourism (incl. Nature Based)
Culture & Heritage (incl. Culture & Heritage, Culinary Tourism)
Sri Lanka
Bali
Ibiza
Kerala
Maldives
Mauritius
Thailand
Goa (today)
Goa (future)
Leisure & Entertainment (incl. Nightlife, Shopping, Health & Wellness)
Qualitative tourism goals - Positioning matrix – Goa’s positioning vs type of visitor
High intensity Medium intensity
Current Future
International Domestic International Domestic Marketing Strategy
Low intensity
1
Coastal Tourism
Qualitative tourism goals - Repositioning Goa as a multi-product destination
• Evolve from a majorly Sun & Beach tourism destination to a Coastal tourism destination
Proposed evolution of Goa as a Tourism Destination
• Develop a multi-product destination where Culture & Heritage will play a major role to attract both international and domestic tourists.
• More diversified and quality leisure & entertainment offer, mainly addressed for domestic tourists
• Nature-based tourism will be a focus product
Qualitative tourism goals – Geographical markets strategy
Very Short term
Short term
Medium term
Very short term: on going/ current markets
Short term: 2 - 4 years
Medium term: within 5 years
Keep addressing domestic market & current nationalities but with a different proactive marketing approach
Higher-spending segments within the coastal tourism product with a better and more diversified offer, including culture and nature tourism
Tap into the markets for short breaks and holidays with new direct flights from the
Develop the cultural tourism offer of Goa to attract these nationalities. This would be the main motivation to visit India – and Goa as an extension
Though most tourists would still stay on the coast, culture and nature-based tourism would be a main travel motivation for some tourists and complementary products for others.
Depending on identified new opportunities, further diversify markets such as Australia, through a multi-product destination, where cultural tourism would play a major differentiation role.
Middle East.
Products / geographical market strategy: attractiveness levels
High intensity Medium intensity Low intensity
Very short term markets (existing/ current)
Short term markets
Mid term
Quantitative tourism goals – for higher spending tourists with increased international tourism
Scenarios analysed for total tourist arrivals (2017 to 2031) – Current/ Normalized/ Optimistic
Current scenario Normalized scenario Optimistic scenario
• Tourist arrivals calculated based on DoT statistics; change in calculation methodology not factored
• Compounded Annual Growth Rate (“CAGR”) – 6.62% (1985 to 2015)
• 2031 projected total arrivals – 14.7mn • Tourist arrivals calculated post the normalisation of CAGR numbers due to additional sources of information from tourist entry points being considered in arriving at inbound tourist statistics; namely
• Railway stations
• KTCL bus transport services
• Private bus operators
• Vehicle tolls on State borders
• CAGR – 4.51% (2009 to 2013)
• 2031 projected total arrivals – 10.7mn
• Tourist arrivals calculated based on a CAGR which factors in the long term impact of the Tourism Master Plan
• CAGR – 7.00%
• 2031 projected total arrivals – 15.6mn
• The Current and Optimistic scenarios are fairly similar in absolute numbers, however the calculation methodology of the
total tourist arrivals in the Current scenario has not been uniform over the years.
• These changes in methodology have affected the historic CAGR, hence a CAGR using a normalized scenario has been applied for the purpose of projections
• The base for all scenarios are actual 2015 tourist arrival numbers, normalization has been conducted on the CAGR only.
Focus of tourism growth will be on
1. International tourism - Limited growth and increased number of higher spending
2. Domestic tourism - Limited growth and shift to higher spending
3. Healthy mix of domestic and international tourists from 90 – 10% (current) to 80 – 20% by 2031 Source : DoT Goa
Quantitative tourism goals - reducing seasonality
Seasonality benchmark goals
• Need for reducing seasonality – High seasonality features high congestion during peak season and lower asset utilization during periods of low demand
• Benchmark Seasonality –
• Jan to Mar – 25%
• Apr to Jun – 25%
• Jul to Sep – 15%
• Oct to Dec – 35%
• Methods to reduce Seasonality –
• Increased utilization of Culture, Heritage, Nature, Eco- tourism, MICE and Edutainment tourism products during the non Oct – Dec periods
• Increased arrivals at events like Carnival & Shigmotsav
Quantitative tourism goals – estimate of revenues*
Quantitative tourism goals*
Today Future potential
2016 base
5,536,837
Total arrivals
2031 goal
10,730,735
Total arrivals
Domestic International Domestic International
Visitor expenditure
INR 2,752/ day
ALS
5 days
Visitor expenditure
INR 4,197/ day
ALS
9 days
Visitor expenditure
INR 4,128/ day
ALS
5 days
Visitor expenditure
INR 8,257/ day
ALS
7 days
Total visitor expenditure
INR 9,060.21 cr
Total visitor expenditure
INR 30,125.71 cr
Quantitative tourism goals – impact on employment and GDP*
2021 2026 2031
Incremental employment creation
Employment: direct contribution 1,21,760 1,72,979 2,55,421
Employment: total contribution 3,52,463 5,00,731 7,36,483
2016 base 2021
goals 2026
goals 2031
goals CAGR 2016 -
2031 Multiplier Ratio
Total contribution to GDP
GDP: total contribution (in INR Cr.) 16,308 24,120 35,319 54,227 8.3% 3.32
(*) Normalized scenario (Ref. earlier slides) at constant prices
Source: Tourism Sector in India, Parliament library and reference, research, documentation, and information service
Quantitative tourism goals – tourism arrivals goals compared to other reference destinations
2015 (p) 2016 (e)
2015 (p) 2015 (p)
2026 (e)
2016/2026 (e)
3 Bali 4,001,000 4,601,000 7,147,100 11,148,100 Not
available
4 Ibiza 2,546,400 862,000 3,408,400 Not
available
5 Kerala
977,479
12,465,571
13,443,050 Not available
6 Maldives 1,303,000 1,350,000 2,200,000 +69%
7 Mauritius 1,154,000 1,173,000 1,700,000 +47%
8 Belize 316,000 315,000 450,000 +42%
Principles
• Elaborate a tourism development plan that is acceptable to the stakeholders of Goa, with an emphasis on enhanced quality and quantity of higher spending tourists, both domestic and foreign
• Achieve this goal through a strong diversification of the tourism product using all relevant and varied tourism assets, wherever they are located
• Consider the entire State as a potential tourism development area, which implies changing the past and current development pattern focused on the coast
• Conserve the natural and cultural assets deemed of high value by stakeholders which act as major attractions
for tourism, on the coastal stretches not yet developed and in the hinterlands
• Address existing and future development requirements highlighted by creating physical plans that respond to that direction.
• Phase tourism development so that there are opportunities in the near term (2-5 years) and for a 10 year period from now.
• Take a broad look at sustainability, which implies ensuring low scale tourism development in the hinterlands of the State respectful not only with nature but also with the local culture, in line with the principles established in the Goa Regional Development Plan
• Provide a conceptual tourism planning model that considers all these principles at State, Taluka and local specific levels.
• Identify specific potential locations or locations’ profiles for redevelopment, enhancement and/or new
development.
• Nature sanctuaries in the hinterlands and the coast,
• Pristine beaches in certain talukas to be protected from high pressure in terms of possible development through high quality offerings
• Coastal areas: applies to parts of the coast, mainly in the upper North and mid/ extreme South, where no/ limited development is present.
• Hinterland areas (Ghats and Midlands): Applicable for developments in designated areas to create “clusters” of nature/ culture-based attractions/ activities
• Low density should also be paired with low rise buildings (Ground floor only or GF+1)
• Present on the Goan coast in stretches, as well as in some urban areas
• “Mass” development could be authorised in specific new designated places such as next to airport or development for specific programs
Density models – Built up units (such as apartment/ room) per hectare, thus shaping the landscape and scenery
Applicable to Hinterlands And Coastal Areas
In some Coastal/ Urban Areas/ near Airport High density (60+ units
/ha)
Revised Regional Plan density targets seem to be in line with tourism needs
Maximum permissible Built Up Area statements
Plot areas below 350 sqm
FAR (ratio) = 80
Plot areas below 4,000 sqm
FAR (ratio) = 80
Plot areas 4,000 sqm and above
FAR (ratio) = 60
Plot areas below 4,000 sqm
FAR (ratio) = 60
Plot areas 4,000 sqm and above
FAR (ratio) = 50
Source: Regional Plan for Goa 2021
Specific development guidelines for the Coast
Low- Medium density resorts developed and or operated by international brands to better position the destination with sustainable projects
“Marine nature and life parks” - Partially preserved beaches to offer an adapted environment for flora
and fauna (terrestrial and marine).
Ultra luxury
Eco-Beach
Nightlife/ Party
Pernem
Pernem
Bardez
Mapusa
Spatial Planning focus area
Bicholim
Bicholim Sattari
Territorial vision
Mass tourism development
Low- Medium tourism
• “Big club” resorts
• New generation campsites
• Beach Clubs
• Quality programmes to manage pollution levels, cleanliness and sanitation and definition of swim
North Goa
Panjim
Tiswadi
EntertainmentPonda
Vasco da Gama
MormuCguaolinary Ponda
Sattari
Dharbandora
Dharbandora
development
Very Low density development & Protected Areas
zones
Festivals/ beach events
Low density resorts
Culture &
Entertainment
Luxury accommodation & High end retail
Margaon
Salcette
Quepem
Sanguem
Sanguem
Integrated leisure destinations –
Beach access/ security/ cleaning/ quality of sea water/ toilets/ parking/ creation of jetties/ square with F&B facilities/ small markets/ watersports facilities including schools (sailing, surf, board) in some cases as part of an integrated project to welcome tourists
Beach Clubs Medium density
tourism
Eco-beach low
density
South Goa
Quepem
Chaudi
Canacona
Low density tourism development & protected areas:
• Hinterland areas - special interest and preserved / protected from mass tourism flows and developments.
• Attractions - local flora / fauna, a proper botanic garden, new protected
areas and special interest zones, marked trekking trails
Pernem
Pernem
Territorial vision
Karnataka
Bicholim
• Low density tourism eco-lodges with an orientation towards environmental and social promotion.
Panjim
Bicholim
North Goa
Sattari
• Agri tourism can also be promoted central areas of the state.
• Homestays meshing culture with tourism
Adventure & Sports tourism:
• Tourism activities and experiences which might cause greater territorial impact, proposaed in areas with lower environmental value.
Tiswadi
Vasco da Gama
Mormugao
Ponda
Ponda
Margaon
Salcette
Dharbandora
Dharbandora
Sanguem
• Improve existing experiences by upgrading products, facilities and
infrastructure.
Nature and Waterways Tourism
• In the vicinity of the Mopa airport, and along the River Chapora waterways can be developed to promote nature based tourism through promenades, jetties and river cruises.
Adventure & Sports tourism
Low density tourism Wildlife Sanctuaries/
Quepem
South Goa
Quepem
Chaudi
Canacona
Sanguem
National Park
Character images to illustate density development
• Low density tourism development & Protected areas
• Adventure & Sports tourism
• High end nature tourism
Specific development guidelines for the Hinterlands: Culture-Based Tourism
• Key heritage / cultural and pilgrimage tourism assets appear to be concentrated around the central region of Goa, particularly in Bardez, Tiswadi, Ponda, Mormugao and Salcette talukas.
• Different routes / circuits need to be created showcasing tourism assets across these talukas.
— Route / circuit discovering the Goan legacy/ heritage: houses, forts, churches, monuments, blgs.
Immersion in local culture
Pernem
Pernem
Ba
Bicholim
Exploring heritage structures and traditions
Sattari
Sattari
— Route / circuit of the temples
— Village walks – Chandor, Siolim, Pernem and Divar
— City/ Town tours – Panaji, Margao, Mapusa, Old Goa and other
Exploring
Goan churches and temples
Panjim
Tiswadi Mormugao
Ponda
Dharbandora
Dharbandora
major cities/ towns
• Museums, theatres, interpretation centres and event venues located at key tourist spots in the talukas.
• A different strategy is proposed for talukas with presence of isolated assets (Bicholim, Sattari, Dharbandora,Sanguem,
Exploring
Goan villages (Portuguese influence)
Exploring Goan villages (Goan way
Margaon
Salcette
5
Sanguem
Sanguem
Quepem and Canacona). Day excursions / visits can be organized from nearby towns / villages. Or these assets to other themed and/or multi-product routes/ circuits.
• Alternately immersion in the local culture can be facilitated through the medium of community tourism, primarily homestays and visits
of life) & ancient
rock cut caves
Visits, Sight- seeing, Multi- product routes & Community tourism
Quepem
Chaudi
6
Canacona
Hotel strategy – Standards and classifications
High service disparities in accommodation infrastructure
• Serviceability levels among accommodation options within the same star/ DoT hotel categories
• Traveler expectations and actual services offered, especially in bookings made though online media
• Basic traveler requirements not serviced at lower category establishments
Key solutions proposed
• Re-establishing standards for each classification (e.g. A, B, C, D and Heritage) in order to make them relatable to globally recognized classification standards (e.g. European Hotelstars Union, World Hotel Rating, AAA Diamond Ratings or Forbes Travel Guide ratings)
• Ensuring an enforcement mechanism for adherence to required service standards
• Voluntary special labels
Benefits of re-establishing standards and monitoring
• Higher customer satisfaction, promoting repeat visits and positive word of mouth
dissemination in the industry
• Higher value realization for travelers at accommodation establishments
e.g. At Santa Susana- key destination of Costa de Barcelona, especially for European families, the accommodation offer is mainly comprised by quality hotels of 3/ 4 stars (built before 2000). However the opening of two 5-star type hotels in the last three years encouraged surrounding establishments to upgrade and renew their offer.
Accommodation Strategy: Diversification of the tourism experience
Examples of land requirements according to the zoning in the Regional Plan applied to accommodation
Luxury Eco-Resort (30 Suites
+ 20 Branded Villas)
PROPOSED PROJECT/ PROGRAM
Total rooms: 50
Area/ Room Ratio: 180 sqm
Total Built Up Area: 9,000 sqm
LAND REQUIRED ACCORDING TO ZONING
VP 1: 15,000 sqm (FAR 60%)
VP 2: 18,000 sqm (FAR 50%)
4-Star Eco-Lodge (40 Rooms +
20 Cabañas)
PROPOSED PROJECT/ PROGRAM
Total rooms: 60
Area/ Room Ratio: 120 sqm
Total Built Up Area: 7,200 sqm
LAND REQUIRED ACCORDING TO ZONING
VP 1: 12,000 sqm (FAR 60%)
VP 2: 14,400 sqm (FAR 50%)
Eco-Cottage & Camps ( 20
Cottages + 40 Tented Camps)
PROPOSED PROJECT/ PROGRAM
Total rooms: 60
Area/ Room Ratio: 90 sqm
Total Built Up Area: 5,400 sqm
LAND REQUIRED ACCORDING TO ZONING
VP 1: 9,000 sqm (FAR 60%)
VP 2: 10,800 sqm (FAR 50%)
2.
Core tourism Infrastructure Tourism programs
Investment and funding analysis
Phasing
Tourism circuits
27 programs have been defined to develop the Master plan
Understanding the programs’ structure
Draft for discussion
Coastal Tourism Programs
Flagship programs Quick Wins
Regeneration/ Up gradation of Beaches
Across Goan beaches. Pilot Projects – N. Goa: Calangute, Candolim, Baga, Arambol.
S. Goa: Colva, Palolem
Fishermen Market and F&B Court
Brittona, Chapora Bay, Siridao and Mobor
High-end lifestyle beach club paired with luxury lifestyle resort
At a suitable location in Arambol, Vagator or Anjuna; and Cavelossim or Palolem
Eco-beach (Resort)
Pure Eco-beach: Galgibag, Morjim turtle stretch/ bird watching and Talpona. Resort: Agonda, Patnem, Palolem (part), Morjim, Mandrem and Querim
Marinas
Nauxi, Chicalim and Britonna; Further south e.g.: Assolna
Regeneration/ Upgrading of beaches
Product: Coastal tourism Commercial • Beaches along the coast of Goa will
Flagship program Quick wins strategy provide its resident population, the tourism
industry and tourists with basic services that cater for their needs and requirements.
Implementation • Launch either Calangute Beach to the north strategy or Colva beach in the south as pilot phase to showcase results and create awareness.
The program will implement good practice in these processes and replicate the experience in other beaches.
Key issues to be addressed
• Infrastructure improvements envisaged – beach access, cleaning, maintenance, water, electricity, sewerage, parking
• Regulation, relocation from the beach and upgrade of shacks/ and retail shops.
• Quality labels should be implemented to guarantee a best in class experience to visitors, encouraging repeat visits.
• Misbehaviour from tourists and retail owners: lack of cleanliness at all beaches, and also, high levels of alcohol and drug abuse on certain beaches
Timeframe: Short term
Concept and objectives • Coastal tourism is “THE” tourism product Goa is famed for; however, efforts need to be taken to upgrade/ organize the existing product and enhance the tourist experience in an increasingly competitive global coastal tourism scenario. Goa needs to improve its basic infrastructures, particularly in the most developed coastal areas to support the sustainable development of tourism growth.
• It is envisaged that the overall quality of the existing infrastructure is improved to bring it on par with best in class products, with special emphasis laid on innovation, quality, safety and security.
Accommodation needs • The inclusion of high-end music venues or high-end lifestyle beach clubs combined with luxury lifestyle resorts (Ushuaia and Nikki Beach concepts respectively) can raise the quality level in the area and bring other synergies
Market strategy • Tourists (domestic and foreign) and residents
• Day and overnight visitors (including day cruise visitors)
Raising the quality, safety and sanitation level of the most popular beaches
Summary of strategy
Regeneration/ Up gradation of beaches
Pedestrian and non-motorized access Vehicular access & parking areas Shacks Beach facilities & equipment
Promenade along the beach front
Comfortable, safe and efficient pedestrian network with wide sidewalks to access the beach promenade
Encourage biking by providing bike paths
Proper access to the beach
Provision of large open public spaces along the promenade. These will work as “Gathering Places” facilitating social contact and communication, including cultural and commercial activities
Barrier free access for specially abled persons The road running parallel to the promenade (sea front) is blocked off from all traffic
Parking closest to the beach should be the most expensive
More parking options are available in the surroundings
Free shuttle bus services available connecting parking to the beach Shacks set up on the edge of the beach under specific standards and granted as a special license as per the shack policy
Shacks set up at intervals from each other as specified in the shack policy
Main concentration of eateries should not be directly on the beach, but behind the road running parallel to the promenade and along the streets converging on the beach subject to land availability
Give quality labels to best shacks and special Goan cuisine label for those who would like to apply and meet standards Sitting areas
Showers
Changing rooms
Playgrounds for kids
Parking for bicycles
Signage illustrating advanced quality and environmental beach management
Demarcation of swimming, water sports and no swim zones along the beach
First aid facilities
Transversal strategies
Safety: increasing the number of local policemen and building a network video surveillance system with network cameras
Solid waste management: developing a proper network of collection and disposal of solid waste
The ultimate goal of the Regeneration/ Up gradation of beaches program is to impact on human behaviour through the built environment. It is expected that the improvement on the overall state of beaches will help reducing misbehaviour from tourists and retail owners, lack of cleanliness, noise, and the high levels of alcohol and drug abuse.
Regeneration/ Up gradation of beaches – example of the different sections could be found on beaches depending on their degree of urbanization
Draft for discuss1ion
Regeneration/ Up gradation of beaches – conceptual example of zones
C
A
B
Shacks
Beach facilities & equipment
Urbanized beaches – assumptions applied in estimating the construction costs for the Program
Non-urbanized (natural) beaches – assumptions applied in estimating the construction costs for the Program
Cost concept 1 kilometre of Promenade along non-urbanized (natural) beaches
Total cost INR 2.78 cr
Facilities • Promenade (light and eco- friendly structure equipped with sitting areas, waste-paper bins and walking paths to access the beach)
• In order to protect marine life and biodiversity, some natural beaches should not be equipped with lighting systems and illumination during the night
• Parking (100 parking lots)
• Beach facilities (solid waste management, showers, toilets, information panels and signage illustrating advanced quality and environmental beach management)
Benchmark and character images
“Best Practices”
• Playa de Palma
• Blue Flag voluntary label (www.blueflag.org)
• Nautical Stations in Spain (www.estacionesnauticas.info)
• Bali: Focus on cleanliness, access and public utilities. To control tourist flow, wall has been developed parallel to main beaches with convenient entry points. Roads are lined with pedestrian walkways which offer a view of the beach. To decongest the traffic near beaches, many roads have a one way access.
• Salou and Cambrils Municipalities, Spain- Since the 19th century, Salou has been a leading tourist destination in Europe, its slogan is “Salou Europe’s beach”. Quality, excellence and respect for the environment are the standards used when working on the Salou coast. All of the municipality’s beaches have been awarded ISO I400I Environmental Certification. Salou and Cambrils are working together with two more neighbouring municipalities in order to achieve its main goal today: reduction in seasonality. With a large leisure offering (which includes Port Aventura World) they have become a reference of family and sports tourist destinations.
Fishermen market and F&B court
Key issues to be addressed
• Identification of at least 2 fishermen ports / markets where the product could be developed: at least one in the South and one in the North of Goa
• Ensure participation of local stakeholders: fishermen, fish market sales shops and food & beverage entrepreneurs, which could be already established ones, willing to replicate their experience in a new location.
• Ensure that Goan cuisine is featured in the product and that good quality is provided in terms of food products, food stands and culinary preparation, cleanliness and maintenance
Draft for discuss2ion
Goa’s number one source of premium fresh seafood and local cuisine
Potential locations Facilities and land requirements
Britona, Chapora Bay, Siridao and Mobor/ Assolna Fishermen port and market (adjacent or nearby); Food & beverage court space (at least 1,000 sq.m.)
Description and tasks
• Identification of the fishing port/ village for carrying out of the pilot test
• Location: The final location has to be well thought out after a thorough study of the terrain, avoiding any damage to existing local and fishing activities.
• Identification and selection of gastronomic offering, which needs to be aligned with the programme to promote the traditional cuisine of Goa throughout the state.
• Make agreements with all interested stakeholders and agree on space & program
• Implementation e.g. Turisme Pesquer activity is a more relaxing alternative to an active fishing tour. It involves departing from the port of Cambrils in a pleasure boat, and sailing to where the fishermen work and cast their trawl nets. From there, they explain the different kinds of fishing tackle and the treasures of the Mediterranean Sea. Then the traveler is taken to a seaside restaurant to enjoy the delights of Cambrils' seafood restaurants, and dishes such as the "ranxo mariner" (sailor's fare)
• Ensure that minimum space is available and design the concept with 2 main options:
• Popular and informal Food Court: one shared public dining room with F&B stands around
• Cluster of specialised fish and shellfish restaurants and/ or shacks with different
sizes and culinary levels
• Certification and quality labels
Benchmark and character images
High-end music venue paired with luxury lifestyle resort
Market strategy • Aimed at domestic and international tourists and visitors
Implementation strategy • The programme will be put into practice in one of the most developed and popular beaches in Goa's northern area, currently dominated by mass tourism. Once the beach is selected, the most appropriate location must be found.
• It is a single project, not to be duplicated
in different locations/ beaches.
Key issues to be addressed
• Selection of the most suitable beach to locate the project. It is expected that this kind of products will increase quality levels in adjacent areas. Other resorts/ events locations, either existing or future, will try to improve their standards to provide the same quality level.
• Once the beach is selected, the precise location must be studied in detail as well as the size of the site needed
• Take into account conditions of access (both pedestrian and vehicular) and the parking supply
• Take into account the conditions of cleanliness, lighting and
security in the vicinity of the club
• Selection of operator / brand
Envisioned to be one of the most exclusive and biggest clubs in India
Draft for discuss3ion
Potential locations Facilities and land requirements
At a suitable location in Baga,
Calangute or Candolim 3 to 4 Ha
Benchmark and character images
High-end lifestyle beach club paired with luxury lifestyle resort
• Selection of the most suitable beach to locate the project. It is expected that this kind of product will help to increase the competitiveness of the destination. Other existing or future resorts/ beach clubs will try to improve their standards to provide the same quality level.
• Most suitable location and site necessary for the development.
• Improve access conditions (both pedestrian and vehicular) and the
parking supply.
• Improve the conditions of cleanliness, lighting and security in the vicinity of the beach club.
• Selection of operator / brand
Draft for discuss4ion
Featuring a blend of music, art and fashion with day and night atmosphere
Benchmark and character images
Eco-beach resort
Market strategy • Domestic and foreign tourists
Implementation strategy • Launch either Galgibag beach or Talpona beach to the south as a pilot project to showcase results and create awareness. The program will implement good practices in this process and stakeholders will be able to replicate the experience in other beaches.
Key issues to be addressed
• There are some beaches that need to be protected from any kind of construction. These zones should be given the status and format of “Marine Nature & Life Parks”
• Eco-beach resorts should include an environmental and social programme in their development
• Low density branded resorts for the high-end market should be promoted (brands such as Banyan Tree, Six Senses, The Oberoi, Como Hotels, etc.)
• Develop eco-tourism standards, which could be totally or mainly inspired in already existing green eco-label
• Green certifications and quality labels for activities/ experiences
Draft for discuss5ion
Built in harmony with nature and hence with minor impact on environment
Potential locations Facilities and land requirements
Pure Eco-beach: Galgibag, Morjim turtle stretch and Talpona. Eco-beach resort: Agonda, Patnem, Palolem (part), Morjim, Mandrem and Querim
1.5 to 3 Ha
Benchmark and character images
Eco-beach Resort
What is an Eco-Resort exactly? Some examples of activities offered
Low density developments (small sized tourist accommodation structure)
Often located in special interest and preserved / protected areas (they contribute to the protection of the fragile neighbouring zones)
Built in harmony with nature and hence with minor impact on environment
Involves the local communities and allows them to generate benefits
Financially sustainable
Offers tourists the opportunity for an interactive experience and proves to be suitable for a spiritual communion between nature and culture
Eco-Resorts are planned, designed, built and exploited in accordance with responsible environmental and social principles Nature-based activities
Walking, cycling, horseback and camel rides
Exploring the local fauna, flora, bird and insect life around
Agro-tourism
Some establishments include organic gardens to supply their restaurants and tourists can even participate in cooking sessions
Protection and Interpretation Centres
Learning-by-doing activities (Edutainment) with local communities
Rural and community activities based on traditional and local products
Relaxation and recovery activities such as Spa treatments & massages, meditation, yoga
Incentives, team-building activities
Water and energy consumption: steps to reduce its carbon footprint must be taken to avoid impacts on the surroundings
Solid waste management: developing a proper network of collection and disposal of solid waste.
Illustrative conceptual example
As mentioned before, Eco-beach resorts will be located in special interest and/or preserved/ protected areas as they contribute to the protection of the fragile neighbouring zones. The use and management of the surrounding areas might be done under the ‘Eco Nature Park’ approach.
Eco Nature Park
The Eco Nature Park is open to the guests and offers the possibility to discover the local fauna and flora. The park has a scientific and educational purpose, offering to biologists and volunteers an area of study of this eco-system and offering to the public an entertaining way to discover the fauna and flora of the eco-system.
Visitors are able to walk through the park on wood board trails and marked trails. These trails are punctuated by information board that describe the ecosystem of the park.
Trekking, bird watching, diving and other nature activities can be organized.
BRANDED VILLAS HOTEL
Marinas
Implementati on strategy • At least one marina needs to be developed so as to raise the quality and the standards
• The first marina development is envisioned for the Chapora bay as it is strategically the destination promoted for the yachters’ market. Further marina development along the coast is envisioned to be connected through a network of services and standards
Key issues to be addressed
• Location: Final location has to be well thought out after a thorough study of the terrain and avoid trampling on existing local and fishing activities.
• Development Program: determine the optimum size and the list of components to be included as part of the development
• The development of the marina should be best left to the private industry and stakeholders (Government to be the licensing authority and a catalyst).
• Include an assessment of the general opinion of the initiative and its impact in the media.
Understood as an anchor of a mixed-use development which includes accommodation, retail, F&B and entertainment premises
Potential locations Facilities and land requirements
Nauxi Bay, Chicalim and Britona -
Benchmark and character images
Coastal Programs – Initial investment concepts
Estimations refer to the costs of building one unit/ facility
Programs cost concept Unit of Cost per Number of Total Cost measure unit (INR) units (INR Cr.) Financial Model
Public Private
1.- Regeneration/ Up gradation of Beaches Urbanized beaches Linear metre 55,667.3 1,000 5.57 100%
Non-urbanized (natural) beaches Linear metre 27,833.7 1,000 2.78 100%
2.- Fishermen Market and F&B Court Fishermen Market Use existing fishermen market
F&B court (core and shell) sq. m. 17,200 1,000 sq. m. 1.72 100%
3.- High-end music venue paired with luxury lifestyle resort
Resort + Venue keys 4,128,600 300 keys 123.86 100%
4.- High-end lifestyle beach club paired with luxury lifestyle resort
Resort + Beach Club keys 3,440,500 250 keys 86 100%
5.- Eco-beach (Resort) Resort keys 2,752,400 55 keys 15.14 100%
Discovery Eco Centre Units 4,816,700 1 unit 0.5 100%
6.- Marina* Berths (including site
Berths 2,408,350 50 12.04
preparation)
100%
Mixed-use development sq. m. 47,135 15,000 Sq. m. 70.7
These costs do not include the cost of land
(*) Investment is subject to specific project conditions and may vary largely depending on location, site preparation, marina construction works and development program
Coastal Programs – Estimated initial investment (phased over the next 10 years)
Coastal Programs Yearly Budget Number of projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Regeneration/ Up gradation of Beaches 8 km of urbanized beaches + 22 km of natural beaches
105.8
35.3
35.3
35.3
-
-
-
-
-
-
-
2.- Fishermen Market and F&B Court
3 F&B Courts
5.2
1.7
1.7
1.7
-
-
-
-
-
-
-
3.- High-end music venue paired with luxury lifestyle resort
1 Resort
123.9
0.0
-
61.9
61.9
-
-
-
-
-
-
4.- High-end lifestyle beach club paired with luxury lifestyle resort
1 Resort
86.0
0.0
-
43.0
43.0
-
-
-
-
-
-
5.- Eco-beach (Resort) 3 Resorts 46.9 0.0 - 15.6 15.6 15.6 - - - - -
6.- Marina 1 Marina 82.7 0.0 - 27.6 27.6 27.6 - -
-
-
-
Total Coastal Programs Budget
450.4
37.0
37.0
185.1
148.1
43.2
-
-
-
-
-
(%) 100% 8.21% 8.21% 41.10% 32.89% 9.59% - - - - -
Coastal Programs – Reinvestment (1.5% of estimated initial investment)
Coastal Programs Yearly Budget Number of projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Regeneration/ Up gradation of Beaches 8 km of urbanized beaches + 22 km of natural beaches
12.7
-
0.5
1.1
1.6
1.6
1.6
1.6
1.6
1.6
1.6
2.- Fishermen Market and F&B Court
3 F&B Courts
0.6 -
0.0
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
3.- High-end music venue paired with luxury lifestyle resort
1 Resort
11.1
-
-
-
-
1.9
1.9
1.9
1.9
1.9
1.9
4.- High-end lifestyle beach club paired with luxury lifestyle resort
1 Resort
7.7
-
-
-
-
1.3
1.3
1.3
1.3
1.3
1.3
5.- Eco-beach (Resort) 3 Resorts 4.2 - - - 0.2 0.5 0.7 0.7 0.7 0.7 0.7
6.- Marina 1 Marina 6.2 - - - - - 1.2 1.2 1.2 1.2 1.2
Total Coastal Programs Budget
42.6
0.0
0.6
1.1
1.9
5.3
6.8
6.8
6.8
6.8
6.8
(%) 100% - 1.30% 2.60% 4.45% 12.39% 15.85% 15.85% 15.85% 15.85% 15.85%
Coastal Programs – Total estimated initial investment + Reinvestment
Coastal Programs Yearly Budget Number of projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Regeneration/ Up gradation of Beaches 8 km of urbanized beaches + 22 km of natural beaches
118.5
35.3
35.8
36.3
1.6
1.6
1.6
1.6
1.6
1.6
1.6
2.- Fishermen Market and F&B Court
3 F&B Courts
5.8
1.7
1.7
1.8
0.1
0.1
0.1
0.1
0.1
0.1
0.1
3.- High-end music venue paired with luxury lifestyle resort
1 Resort
135.0
-
-
61.9
61.9
1.9
1.9
1.9
1.9
1.9
1.9
4.- High-end lifestyle beach club paired with luxury lifestyle resort
1 Resort
93.8
-
-
43.0
43.0
1.3
1.3
1.3
1.3
1.3
1.3
5.- Eco-beach (Resort) 3 Resorts 51.1 - - 15.6 15.9 16.1 0.7 0.7 0.7 0.7 0.7
6.- Marina 1 Marina 88.9 - - 27.6 27.6 27.6 1.2 1.2 1.2 1.2 1.2
Total Coastal Programs Budget
493.0
37.0
37.5
186.2
150.0
48.5
6.8
6.8
6.8
6.8
6.8
(%) 100% 7.50% 7.61% 37.77% 30.43% 9.83% 1.37% 1.37% 1.37% 1.37% 1.37%
Coastal Programs – Distribution of total estimated initial investment + Reinvestment
Coastal Budget
Total Distribution by Program
Coastal Budget Public Vs. Private
Marina, 18.0%
Eco-beach (Resort), 10.4%
High-end lifestyle beach club paired with luxury lifestyle resort, 19.0%
Regeneration/ Up gradation of Beaches, 24.0%
Fishermen Market and F&B Court, 1.2%
High-end music venue paired with luxury lifestyle resort, 27.4%
Private, 74.8%
Public, 25.2%
Total expected cost
(over the next 10 years)
INR 493 Cr.
Coastal Programs – Facility Management Recurrent Expenditures (2% of estimated initial investment)
Coastal Programs Yearly Budget Number of projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Regeneration/ Up gradation of Beaches 8 km of urbanized beaches + 22 km of natural beaches
16.9 -
0.7
1.4
2.1
2.1
2.1
2.1
2.1
2.1
2.1
2.- Fishermen Market and F&B Court
3 F&B Courts
0.8
-
0.0
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
3.- High-end music venue paired with luxury lifestyle resort
1 Resort
Not Estimated
4.- High-end lifestyle beach club paired with luxury lifestyle resort
1 Resort
Not Estimated
5.- Eco-beach (Resort) 3 Resorts 0.2 - - - 0.0 0.0 0.0 0.0 0.0 0.0 0.0
6.- Marina 1 Marina Not Estimated
Total Coastal Programs Budget
17.9
0.0
0.7
1.5
2.2
2.2
2.2
2.2
2.2
2.2
2.2
(%) - 4.13% 8.25% 12.43% 12.49% 12.54% 12.54% 12.54% 12.54% 12.54%
100%
Facility Management Recurrent Expenditures refers to maintenance, cleanliness and security of the facility Private annual recurrent expenses related with Facility Management are not estimated
(*) Refers to the Discovery Eco Centres only
Coastal Programs – Financing Options
Coastal Program Initiatives
Regeneration/ Up gradation of Beaches Fishermen Market and F&B Court High-end music venue paired with luxury lifestyle resort High-end lifestyle beach club paired with luxury lifestyle resort Eco-beach (Resort) Marina
The State government predominantly would fund this initiative with limited help from private players which could include shack owners and hotels
The financing could also be done through a BOT model with private hotels, with infrastructure costs borne by the State government Financing options would include PPP with major F&B player entering into contract with the State government Financing through private participation with major global hotel chains funding the initiative under complete ownership or with partnerships with major international lifestyle brands Financing through private participation with major global hotel chains funding the initiative under complete ownership or with partnerships with major international lifestyle brands Central or state government/ Multilateral agency funding with eco- conservation for development of area
An alternative financing scheme would be partnerships with CSR department of multinational firms and the State government to foster eco-tourism
Private participation in financing of individual projects Predominantly financing through private participation with major tourism players
Coastal Tourism Programs – Summary
Program Flagship program ‘Quick win’ Short term Medium term Long term Public Private Public Private
1- Regeneration/ Up gradation of Beaches
Lead
Support
Lead Service contract
2- Fishermen Market and F&B Court PPP Support Lead
3- High-end music venue paired with luxury lifestyle resort
Support
Lead
Support
Lead
4- High-end lifestyle beach club paired with luxury lifestyle resort
Support
Lead
Support
Lead
5- Eco-beach (Resort) Support Lead Support Lead
6- Marinas Support Lead Support Lead
Short term: within 3 years Medium term: 3 - 5 years Long term: 5 years/ above
Monuments
Key Pilot projects: Old Goa Churches, Mary Immaculate Church, Mangueshi &
Shantadurga Temples, Tambdi Surla, Pansaimol rock carvings, Kurdi templ
Villages (arrive and walk)
Siolim, Sangolda, Divar, Chorao, Pomburpa, Aldona, Chandor, Gaondongri, Rivona,
Naroa
The Goa Multimedia Experience
Old Goa Church Complex/ environs or Kala Academy
Handicrafts
Sale of products via GHRSSIDC (Aparant) in dense tourist locations & online channels
Forts
Key issues to be addressed
• Potential conflicts due to the incompatibility of uses in heritage buildings
• Carrying capacity
• Possible sources of financing
• Stakeholder’s enrolment (tours operators, travel agencies, tour guides, press, local tourism development units, rural exploitations, etc.) in order to create the tourism product
Providing nice visitor journey experience and enhance with complementary such as F&B, retail and events
Potential locations
Forts Reis Magos, Tiracol, Chapora, Aguada and Cabo de Rama
Facilities and land requirements
N/A
Tiracol
Chapora
Pernem
Pernem
Bardez
Mapusa
Bicholim
Bicholim Sattari
Karnataka
Description and tasks
• Aspects to be addressed to improve facilities: transport and infrastructure to access the premises, including specially abled access facilitation, signage, safety, surveillance cameras, first aid kits, public amenities like toilets and cloak rooms, interpretation tools such as panels and information in the premises, use of new
Aguada
Reis Magos
Vasco da Gama
Panaji
Tiswadi
North Goa
Ponda
Sattari
technologies, access to Internet, tourist mobile apps
• Aspects to be addressed to add new facilities: museum/ visitor centre / interpretation centre, restaurant or cafeteria, souvenir shop, toilets, parking area, boutique hotel accommodation, sufficient illumination
Mormugao
Arabian Sea
Ponda
Margao
Salcette
Quepem
Dharbandora
Dharbandora
Sanguem
Sanguem
• Funding can be procured through national/ regional funds programmes, along with innovative financing methods like corporate CSR
• Aspects related with operational guidelines: develop code of conduct for visitors, tourists, employees and residents, providing guidelines, develop maintenance plans and schedules for cleanliness and safety in order to enhance preservation, tour guide regulations, collaborate with respective Govt. depts, among others
Cabo de Rama
South Goa
Quepem
Chaudi
Canacona
• Actions linked to the holding of events: programming a schedule of cultural events (weekly / monthly) on the fort premises, scheduling of talks or conferences with academics or historians
• Actions associated to the enhancement of the forts network (if applicable): recovery and development of old communication routes between forts for tourism purposes, improve accessibility, improve basic tourist infrastructures associated to the route, provide bus services, develop points of interest
Benchmark and character images
Draft for discuss2ion
Monuments (Temples, Churches, Museums & other Archaeological sites)
Commercial
strategy • Beaches along the coast of Goa will provide its resident population, the tourism industry and tourists with basic services that cater for their needs and requirements.
Implementati on strategy • Launch Old Goa Church Complex as pilot project to showcase results and create awareness.
• The program will implement good practices in these processes and replicate the experience in other assets.
Key issues to be addressed
• Potential conflicts due to the incompatibility of uses in heritage buildings
• Carrying capacity
• Possible sources of financing
• Stakeholder’s enrolment (tours operators, travel agencies, tour guides, press, local tourism development units, rural exploitations, etc.) in order to create the tourism product
Key area for improvement: Maintenance and development of assets and supporting infrastructure
Benchmark and character images
Spain – as many other countries in Europe and America – has several examples of mining sites that have been converted into tourist attractions where tourists and visitors are able to see and experience the present or historic heritage extraction processes
• The Mining and Industry Museum of Asturias (MUMI), founded by the Principado de Asturias and Caja de Asturias, pays tribute to coal mining, an activity that has determined the social and industrial situation of Asturias for two centuries.
• Throughout the different sections of the Mining and Industry Museum of Asturias, visitors can explore various old machines that were used in European mining before the steam and industrial revolution occurred, as well as the explosives used to extract the minerals
• Visitors can also experience what it’s like to be in a mine and learn about the different systems used to obtain coal by using the ‘cage’ (the miners lift) which will take them down to the mine
• A walk around the museum lets tourists understand various scientific instruments used in the scientific and industrial development of the society, mining hospitals, electrical work, minerals and fossils
• 2 hours 30 minutes
Source: http://www.mumi.es/media/Default%20Files/MUMI/MUMIEN/index.html
• The permanent exhibition is divided into 2 spaces: coal, its mining, the importance of coal infrastructures, transport and its previous screening before use, both as home and industrial fuel and as primary source to produce electricity.
• The new exhibition, “The Spectacle of the Mine”, foster the understanding of the two types of mining developments in use nowadays: underground and opencast mining.
• The museography as it is planned aims at taking the visitor into a history narrated from the future. From here visitors will rediscover the world of mines through projections, holograms and innovative image and sound effects.
• At the end the workers' housing can be seen. The visit is completed by the viewing of an audio-visual based on the Alt Berguedà mining area and the guided visit into the inside of the mine where working conditions through time are to be analysed.
• 1 hour 30 minutes
Source: http://www.mmcercs.cat/en/museum
Villages (arrive and walk around)
Key issues to be addressed
• Draft legislation to architecturally regulate façades &
finishing of buildings
• Specific architectural and colour identity (as in every famous tourist destination) – there is need to control and restrict the design and colours of existing and new buildings and houses.
• Possible sources of financing
• Goa has already had a successful experience (the Fontainhas case) in the restoration of heritage buildings and this could be studied and included as a ‘best practice’.
• Quality labels should be implemented to guarantee a best in class experience to visitors, thus encouraging repeat visits.
Highlighting authentic features while providing multi-experience
Potential locations Facilities and land requirements
Siolim, Sangolda, Divar, Chorao, Pomburpa, Aldona, Chandor, Gaondongrim, Rivona
N/A
Benchmark and character images
Old Goan houses
Implementati on strategy • Launch of a pilot test with a relatively small number of properties, preferably those which are in best condition at present. Provide assistance plans for restoration and maintenance and carry out promotion by the inclusion of the structures in an itinerary (providing GPS location mapping).
Key issues to be addressed
• Potential conflicts due to the incompatibility of uses in heritage buildings
• Possible sources of financing
• Goa has already had a successful experience (the Fontainhas case) in the restoration of heritage buildings and this could be studied and included as a ‘best practice’
• Draft legislation for the protection of this type of asset
• Quality labels should be implemented to guarantee a best in class experience to visitors, thus encouraging repeat visits.
• Public Private Partnerships
Designed to stir the imagination and allow history lovers to stay in some of the most historic buildings
Potential locations Facilities and land requirements
Panaji-Fontainhas, Aldona, Siolim, Colvale, Chandor, Curtorim, Raia, Sanguem
N/A
Description and tasks
• Establish a list including both Portuguese and Hindu influence
• Identify those well kept and list for initial promotion providing GPS location and mapping
• Provide restoration and maintenance schemes
• Encourage innovative financing methods, e.g. The Vallès Oriental county comprises 39 municipalities and work on three main lines: communication and promotion, quality and training, and support to the municipalities and the tourism enterprises. Little villages received funds for tourism projects from the European Commission through the counties.
• Encourage heritage walks
• Include them in themed circuits and encourage complementary use for shops, arts, Food & Beverage; accommodation (homestays and Bed & Breakfast)
Benchmark and character images
Culinary
Implementati on strategy • Launch of a pilot project that includes the creation of a training centre for the teaching and learning of the cooking methods and techniques for typical dishes of Goa cuisine.
• Additionally, it should include the creation of a space where visitors can get to know and can try local products and dishes. This initiative could be associated with the “Fisherman Market and F&B Court” program (see Coastal programs)
Key issues to be addressed
• Preparation of a list, agreed on by a panel of experts, of the dishes – as well as their preparation – that make up the cuisine of Goa
• Showcasing of these Goan dishes and F&B products throughout the Goa State.
• Effective promotion and recognition of this cuisine to and by tourists, visitors and local residents
Draft for discuss5ion
Goan food and drinks: reviving traditional receipts paired with modern creation
Beach Shacks
Riverside Promenade
Pernem
Pernem
Bardez
Bicholim
Culinary tourism in homestays, house visits and spice villages/ farms
Potential locations Facilities and land requirements
Across Goa N/A
Description and tasks
• Identify, define and revive authentic Goan food and drinks – experts panel –
Restaurants
Mapusa
Bicholim Sattari
popular and gastronomic cuisine
e.g. Spice Goa Riverside Promenade
Agro farms
e.g. Yogi Farms
Spice Farms e.g. Sahakari spice farm
Panjim
Tiswadi
Vasco da Gama
Mormugao
North Goa
Ponda
Ponda
Margaon
Salcette
Sattari
Dharbandora
Dharbandora
Sanguem
• Identify and promote shacks and restaurants that offer authentic Goan cuisine
through special label
• Culinary approach should not be focused only on traditional food but also on creativity process for modern Goan cuisine, using local food & beverage products and different influences
• Goan cuisine could be a blend of popular food paired with gastronomic approach
• Enhance special culinary events on a weekly, monthly and yearly basis
• Goa Food and Cultural Festival should focus more on Goan products and cuisine,
Farmers markets
Quepem
South Goa
Quepem
Chaudi
Canacona
Sanguem
though not necessarily exclusively
• Spice farms could also paly a role and provide culinary experiences with a taste of Goan food using different kind of spices.
• Marketing and distribution of local produce like Feni and Wine needs scaling up
• Development of cashew trails, wine circuits and cooking lessons to promote
culinary tastes of goa
• Enhance food markets paired with specialized/ themed food courts
Benchmark and character images
Cultural events
Key issues to be addressed
• Reinforce existing events
• Create a variety of events appealing for different types of public
• Ensure that some events take place in the hinterlands
• Ensure funding for their preparation and celebration
• Ensure long term sustainability of successful events
Draft for discuss6ion
Featuring a blend of music, art and fashion with day and night atmosphere
Potential locations Facilities and land requirements
Old Goa, Panaji-Fontainhas, Adil Shah Palace, Church square and different locations on the coast and more importantly in the hinterlands
N/A
Benchmark and character images
The Goa Multimedia Experience
Implementati on strategy • A place among the potential options is selected and the first version of the show is launched. It is then updated as the new product and experience offering is developed.
• It is a single project, not to be duplicated in different locations/ beaches.
Key issues to be addressed
• Selection of the most suitable place to locate the project
• Take into account conditions of access (both pedestrian and vehicles) and the parking supply
Accommodati on needs • Not linked to a specific accommodation offering
Market
strategy • Tourists (domestic and foreign) and resident population
• Day and overnight visitors (including day cruise visitors)
Commercial strategy • The Goa Multimedia Experience show will allow visitors to appreciate the idiosyncrasy of the places and the peoples of the state. It will be possible to learn the history behind many of Goa's towns, monuments and traditions.
A showcase of all the experiences available to tourists visiting Goa
Potential locations Facilities and land requirements
Old Goa Church Complex/ environs
or Kala Academy 0.5 to 1 Ha in case of building a new
facility
Benchmark and character images
Handicrafts
Key issues to be addressed
• Promotion of authentic Goa handcrafts, as well as their traditional production techniques and methods
• Involvement of the local communities in the programme
• Goa has its Goa Chitra Ethnographic Museum, which
could be a reference for “best practices”
Creation of a real showcase of Goan hand-made items
Benchmark and character images
Culture & Heritage Programs – Initial investment concepts
Estimations refer to the costs of building one unit/ facility
Programs cost concept Unit of Cost per Number of Total Cost measure unit (INR) units (INR Cr.) Financial Model
Public Private
1.- Forts Adaptation for tourism use + 20,643,000 2.4 100% basic facilities: Welcome centre,
ticketing, souvenir shop, F&B Lump sum N/A
outlet, toilets, parking, 34,400,000 3.44 100% signposting within premises, etc.
2.- Monuments
3.- Villages (arrive and walk) Adaptation for tourism use Lump sum 55,048,000 N/A 5.5 100%
4.- Old Goan Houses Restoration and maintenance Lump sum 1,032,150 N/A 0.1 50% 50%
5.- Culinary Goan Culinary World Centre* sq. m. 47,135 2,000 sq. m. 9.43 100%
6.- Cultural Events N/A N/A N/A N/A N/A N/A N/A
7.- The Goa Multimedia Experience Theatre facility + Production of
Lump sum 206,430,000 N/A 20.6 100%
multimedia film
8.- Handicrafts Goan Handicraft World Centre sq. m. 47,135 2,000 sq. m. 9.43
100%
Network of specialized shops** shop 1,720,250 5 0.86
These costs do not include the cost of land
(*) Similar to the Fishermen Market and F&B Court, this is a place for showcasing, learning, tasting and selling of Food & Beverage products (**) At least 5 shops located in busy places such as the airport, city centre, main train stations, shopping streets, etc.
Culture & Heritage Programs – Estimated initial investment (phased over the next 10 years)
C&H Programs Yearly Budget Number of projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Forts 6 Forts 14.5 4.8 4.8 4.8 - - - - - - -
2.- Monuments 7 Sites/
Monuments 24.1 8.0 8.0 8.0 - - - - - - -
3.- Villages (arrive and
walk)
7 Villages
38.5
12.8
12.8
12.8
-
-
-
-
-
4.- Old Goan Houses 50 Heritage houses 5.2 1.7 1.7 1.7 - - - - - - -
5.- Culinary 2 Goan Culinary
World Centres 18.9 - 9.4 9.4 - - - - - - -
6.- Cultural Events N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
7.- The Goa Multimedia Experience
1 Facility
20.6
-
-
10.3
10.3
-
-
-
-
-
-
8.- Handicrafts 1 Goan Handicraft
World 9.4 - - 4.7 4.7 - - - - - -
Total C&H Programs Budget
131
15
24
52
28
13
-
-
-
-
-
(%) 100% 11.11% 18.29% 39.55% 21.26% 9.79% - - - - -
Culture & Heritage Programs – Reinvestment (1.5% of estimated initial investment)
C&H Programs Yearly Budget Number of projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Forts 6 Forts 1.7 - 0.1 0.1 0.2 0.2 0.2 0.2 0.2 0.2 0.2
2.- Monuments 7 Sites/
Monuments 2.9 - 0.1 0.2 0.4 0.4 0.4 0.4 0.4 0.4 0.4
3.- Villages (arrive and walk)
7 Villages
3.5
-
-
-
0.2
0.4
0.6
0.6
0.6
0.6
0.6
4.- Old Goan Houses 50 Heritage houses 0.6 - 0.0 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1
5.- Culinary 2 Goan Culinary
World Centres 2.0 - - - 0.3 0.3 0.3 0.3 0.3 0.3 0.3
6.- Cultural Events N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
7.- The Goa Multimedia Experience
1 Facility
1.9
-
-
-
-
0.3
0.3
0.3
0.3
0.3
0.3
8.- Handicrafts 1 Goan Handicraft
World 0.8 - - - - 0.1 0.1 0.1 0.1 0.1 0.1
Total C&H Programs Budget
13.4
-
0.2
0.4
1.1
1.8
2.0
2.0
2.0
2.0
2.0
(%) 100% - 1.63% 3.26% 8.44% 13.25% 14.68% 14.68% 14.68% 14.68% 14.68%
C&H Programs Yearly Budget Number of projects Total (INR cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Forts 6 Forts
16.2
4.8
4.9
5.0
0.2
0.2
0.2
0.2
0.2
0.2
0.2
2.- Monuments 7 Sites/
Monuments
27.0
8.0
8.1
8.3
0.4
0.4
0.4
0.4
0.4
0.4
0.4
3.- Villages (arrive and walk)
7 Villages
42.0
-
-
12.8
13.0
13.2
0.6
0.6
0.6
0.6
0.6
4.- Old Goan Houses 50 Heritage houses
5.8
1.7
1.7
1.8
0.1
0.1
0.1
0.1
0.1
0.1
0.1
5.- Culinary 2 Goan Culinary
World Centres
20.8
-
9.4
9.4
0.3
0.3
0.3
0.3
0.3
0.3
0.3
6.- Cultural Events N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
7.- The Goa Multimedia Experience
1 Facility
22.5
-
-
10.3
10.3
0.3
0.3
0.3
0.3
0.3
0.3
8.- Handicrafts 1 Goan Handicraft
World
10.3
-
-
4.7
4.7
0.1
0.1
0.1
0.1
0.1
0.1
Total C&H Programs Budget
144.5
14.6
24.2
52.3
29.0
14.6
2.0
2.0
2.0
2.0
2.0
(%) 100% 10.08% 16.75% 36.19% 20.07% 10.11% 1.36% 1.36% 1.36% 1.36% 1.36%
Culture & Heritage Budget Total Distribution by Program
Handicrafts,
Culture & Heritage Budget Public Vs. Private
Private, 2.0%
The Goa Multimedia Experience, 15.4%
7.0%
Forts, 11.2%
Monuments, 18.7%
Culinary, 14.5%
Old Goan Houses, 4.0%
Villages, 29.1%
Public, 98.0%
Total expected cost
(over the next 10 years)
INR 144.5 Cr.
Culture & Heritage Programs – Facility Management Recurrent Expenditures (2% of estimated initial investment)
C&H Programs Yearly Number of Total (INR 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Budget projects Cr.)
1.- Forts 6 Forts 2.3 - 0.1 0.2 0.3 0.3 0.3 0.3 0.3 0.3 0.3
2.- Monuments 7 Sites/
Monuments 3.9 - 0.2 0.3 0.5 0.5 0.5 0.5 0.5 0.5 0.5
3.- Villages (arrive and walk)
7 Villages
4.6
-
-
-
0.3
0.5
0.8
0.8
0.8
0.8
0.8
4.- Old Goan Houses N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
5.- Culinary 2 Goan Culinary World Centres + 1 Big Annual
Culinary Event
6.1
0.3
0.3
0.3
0.7
0.7
0.7
0.7
0.7
0.7
0.7
6.- Cultural Events Lump Sum 3.4 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3
7.- The Goa Multimedia Experience
1 Facility
2.5
-
-
-
-
0.4
0.4
0.4
0.4
0.4
0.4
8.- Handicrafts 1 Goan Handicraft
World + 5 shops 6.3 - - - - 1.0 1.0 1.0 1.0 1.0 1.0
Total C&H Programs Budget
29.1
0.7
0.9
1.2
2.1
3.8
4.1
4.1
4.1
4.1
4.1
(%) 100% 2.37% 3.25% 4.13% 7.20% 13.11% 13.99% 13.99% 13.99% 13.99% 13.99%
Facility Management Recurrent Expenditures refers to maintenance, cleanliness and security of the facility Private annual recurrent expenses related with Facility Management are not estimated
Culture & Heritage Programs – Financing Options
Culture & Heritage Program Initiatives
Forts and monuments Villages (arrive and walk) and old Goan houses Culinary Cultural Events Goa Multimedia Experience
Handicrafts
The proposed financing method would be through Central government and state government schemes
Funding opportunities can also be explored through promotion support and joint ventures with private brands Private participation in financing
Financing could be explored through support from CSR initiatives of multinational corporations along with government schemes for development of area
Funding support can also be explored through hotel chains and multilateral organisations for developing model tourist experience villages Private participation in financing
Funding would be potentially obtained through investments from restaurants and global / national food chains
State government joint venture with local food chains to develop the unique Goan food destination Government funding with support from private parties depending on nature of event Investments through private parties with support from State government
Funding through experience lifestyle chains to develop the Goan cultural multimedia experience in the selected locations State and Central government funding support through SME funding schemes
State joint ventures with leading e- commerce ventures to provide funds and provide online commerce infrastructure support
Culture & Heritage Programs – Summary
Program Flagship program ‘Quick win’ Short term Medium term Long term Public Private Public Private
1.- Forts
Lead
-
Lead Service contract
2.- Monuments
Lead
-
Lead Service contract
3.- Villages (arrive and walk) PPP Support Lead
4.- Old Goan Houses PPP Support Lead
5.- Culinary Support Lead Support Lead
6.- Cultural Events PPP PPP
7.- The Goa Multimedia Experience
Lead
-
- Service
contract
8.- Handicrafts PPP Support Lead
Short term: within 3 years Medium term: 3 - 5 years Long term: 5 years/ above
Discovery River Cruises (EF)
Rivers Mandovi, Zuari, Sal and Chapora; Cumbarjua Canal
Agro tourism (spice farms/ homestays and agro farms)
In the areas of Molem, Ponda outskirts, Netravali and Quepem
Nature Sanctuaries (EF)
Bondla, Bhagvan Mahaveer, Netravali, Cotigao, Molem National Park and Dr. Salim Ali
Bird Sanctuary
‘Slow Movement’ Wellness Centres
Divar; Also mainly around the hinterland under certified eco-friendly accommodation
Nature Clusters (EF)
4 main clusters: one in each of the hinterland talukas: Satari, Dharbandora,
Sanguem and Canacon
Adventure & Sports Tourism
Bogmalo – Grande Island and its environs; Majorda for water based sports; Dudhsagar Base Camp and Vagueri hills Base Camp
Discovery river cruises
• River cruises are as the most attractive way of discovering the different places, landscapes and peoples of the interior of Goa. There are various alternatives to visit the tourist attractions, from short journeys of a couple of hours to journeys lasting one to two days, with the possibility of staying overnight on the boat.
• Launch the rivers Mandovi, Zuari and Chapora – and the Cumbarjua Canal – as pilot phase to showcase results and raise awareness. The programme will implement good practices in the process and will replicate the experience along other major navigable rivers in Goa.
Key issues to be addressed
• Review of the CRZ Regulations to facilitate growth of tourism on
the banks of rivers.
• Review of the ‘No Development Zones’ to facilitate development of existing jetties with minimum infrastructure for tourism activities (extending up to 100m from the river banks or the width of the river.
• Unparalleled growth of Mangroves in private paddy fields beyond the banks of the rivers is another issue that needs to be attended.
• Address the potential environmental impacts associated with the
development of the programme
• Public-Private Partnerships
Discovering the destination in a relaxed manner on a vessel taking in the lush greens, calm waters and varied fauna
Benchmark and character images
Agro tourism (spice farms/ homestays and agro farms)
Commercial strategy • For those seeking for truly authentic touristic experiences, those who want to be integrated in the local community, going to villages, seeing how people live, share meals with them, better understand their culture
Implementat ion strategy • Progressive implementation across the territory starting with the adaptation and improvement of those tourism products that are currently being exploited in Goa. In a next phase, the programme will continue with the development and adaptation of assets that are lesser known or whose potential is to be realised.
Key issues to be addressed
• There is no an adequate policy for farm land tourism. Current laws are restrictive with regard to development of tourism activities in farm or orchard lands.
• The present regulation and Act should be replaced by a more proactive and practical one.
• Licenses for the touristic exploitation of the attractions
• Quality standards and certifications
• Tourist guide training programmes
• Support in the promotion
Offering the real life of the Goans to those tourists who are eager to discover their culture
Potential locations Facilities and land requirements
In the areas of Molem, Ponda
outskirts, Netravali and Quepem -
Benchmark and character images
Nature Sanctuaries
Key issues to be addressed
• Consultation and agreement with the entity in charge of sanctuaries
• Identify best international and national best practices
• Integrated approach to include benefits for local stakeholders
• Ensure funding for these initiatives
Draft for discuss3ion
Based around local fauna/ flora with an orientation towards environmental promotion
Benchmark and character images
Key issues to be addressed
• Differentiate Goa from other tourism destinations in India and other international competitors.
Market strategy • Mainly domestic and foreign tourists
• Day and overnight visitors (including day cruise visitors)
The “Slow Movement “Culture concept applied to Wellness in Goa
The slow movement advocates a cultural shift toward slowing down life's pace. It began in 1986. Over time, this developed into a subculture in other areas, like the Cittaslow organisation for "slow cities". The "slow“ epithet has subsequently been applied to a variety of activities and aspects of culture.
Geir Berthelsen and his creation of The World Institute of Slowness presented a vision in 1999 for an entire "slow planet" and a need to teach the world the way of slowness. Carl Honoré's 2004 book, In Praise of Slowness, first explored how the Slow philosophy might be applied in every field of human endeavour and coined the phrase "slow movement". The Financial Times said the book is "to the Slow Movement
what Das Kapital is to communism Honoré describes the Slow Movement thus:
"It is a cultural revolution against the notion that faster is always better. The Slow philosophy is not about doing everything at a snail's pace. It's about seeking to do everything at the right speed. Savoring the hours and minutes rather than just counting them. Doing everything as well as possible, instead of as fast as possible. It’s about quality over quantity in everything from work to food to parenting.“
Professor Guttorm Fløistad summarises the philosophy, stating:
"The only thing for certain is that everything changes. The rate of change increases. If you want to hang on you better speed up. That is the message of today. It could however be useful to remind everyone that our basic needs never change. The need to be seen and appreciated! It is the need to belong. The need for nearness and care, and for a little love! This is given only through slowness in human relations. In order to master changes, we have to recover slowness, reflection and togetherness. There we will find real renewal."[
The slow movement is not organised and controlled by a single organisation. A fundamental characteristic of the slow movement is that it is propounded, and its momentum maintained, by individuals who constitute the expanding global community of Slow. Its popularity has grown considerably since the rise of slow food and Cittaslow in Europe, with slowness initiatives spreading as far as Australia and Japan.
Goa’s lifestyle – “susegad” – paired with existing wellness centres that offer treatments which philosophy matches the Slow Movement” culture, creates a framework under which a Goa’s Wellness concept could be included.
The concept is broad enough to include many of the traditional Indian therapies such as Ayurveda, Yoga and others; as well as any other treatments. And it would help position Goa.
Draft for discuss4ion
Wellness destination centers: Focus on new development in the hinterlands
Benchmark and character images
Nature clusters
Product: Nature-based tourism
Flagship programme Quick wins
Timeframe: Medium term
Concept and objectives • It is a concept that arises from combining one or various key assets with other natural or cultural attractions located nearby. The clustering of assets contributes to increasing its attractiveness, generating more visits and delaying the time of the visits.
• The accommodation offering gives visitors the opportunity to stay overnight in the area
• The cluster will be characterised by maintaining a set of shared services.
Market strategy • Tourists (domestic and foreign) and resident population
• Day and overnight visitors (including day cruise visitors)
Commercial strategy • Programme that helps improve the tourist experience at the destination through the offering (as a complement to coastal tourism) of a 2 or 3 day break to discover the biodiversity of an inner area that remains unspoiled
Implementation strategy • Launch pilot cluster with base in Molem village (Satari) and the combination of: Bhagwan Mahaveer Sanctuary, Dudhsagar waterfalls, Tambdi Surla Temple, Atreya Vedic Spice Farm – and add one man- made attraction (i.e. Forest Adventure Park for families).
• After the pilot phase the programme will implement good practices in the processes and will replicate the experience in other talukas.
Key issues to be addressed
• Alignment with the regional plan. Present laws which restrict construction of hotels in orchard and agricultural land should be revised and adapted for specific high interest projects. Though it is necessary to protect the hinterland from over exploitation, any limited exploitation that is permitted should allow the investor, under specific standards, to create a world class facility and not a ramshackle hut or a tent, where tourists feel unwelcome.
• Improvement of the key assets, as well as of other natural or cultural assets that are part of the cluster
• Labels and quality certifications
• Ecotourism goes one step further and contributes to reduce the
negative impacts of tourism by developing products, activities and facilities that safeguard and enhance local environments, biodiversity and culture.
Nature-based hubs located in the hinterland comprising nature and culture assets, man-made attractions and accommodation
Potential locations Facilities and land requirements
4 main clusters: one in each of the hinterland talukas: Sattari, Dharbandora, Sanguem and Canacona
Specified in subsequent slides
Nature Cluster – Pilot project zoom in
Pilot project description
The Pilot project will have its base in Molem Village since it has an accommodation offer today (e.g.
Dudhsagar Spa Resort) and includes a mix of nature, culture and entertainment based activities and attractions.
Visits to this cluster could still be made on a Day Trip basic, however the concept is to generate enough activities for 2 – 3 days visits which at the same time gives the opportunity for accommodation.
The cluster will be characterised by maintaining a set of shared services.
Benchmark and character images
Product: Nature-based tourism
Flagship programme Quick wins
Timeframe: short term
Key issues to be addressed
• Review of the Tourist Trade Act 1982, which was deemed inadequate to deal with various situations that have arisen
– consider the need to amend or replace in consultation with the tourism stakeholders.
• Address the potential environmental impacts associated with the development of the program - since these types of tourism activities and experiences might cause greater territorial impacts, the proposal is that these activities would have to be developed in areas of lower
environmental value.
Pernem Karnataka
Pernem
Bardez Bicholim
Mapusa Bicholim Sattari
North Goa Sattari
Panaji
Tiswadi
Dudhsagar
Vasco da Gama Ponda Base Camp
Mormugao Dharbandora
Ponda Dharbandora
malo –
de Island Margao
Salcette
Majorda beach Sanguem
Quepem Sanguem
Arabian Sea
South Goa
Quepem
Chaudi
Canacona Potential locations Facilities and land requirements
Pilot projects: Bogmalo – Grande Island and its environs for scuba diving; Majorda for water based sports; Dudhsagar Base Camp and Vagueri hills Base Camp; Selaulim, Amthane and Anjunem dams
N/A
Description and tasks
• Determine the list of adventure and sports tourism that are present or could be developed in Goa. Prepare and activity calendar specifying key annual events.
• Establish minimum safety and general operations standards for each type of practice
• Provide certification labels for both companies and individuals (guides and monitors)
• Creation of signposted and secured trekking routes in the mountains like ‘Hiking Trails’ in Europe. Developing of a network of hiking and biking trails in each main hinterland taluka using picturesque landscapes and interesting nature sports.
• Creation of cycle trails near selected rivers (Mandovi, Zuari, Chapora) to discover natural and cultural aspects of the hinterland. Cycle trails can also be developed within nature parks and sanctuaries (optional).
• Development of nature sport trails for mountain bikes, quads, motorbikes, etc. in order to develop the practice and contain environmental impacts. Identify the most degraded areas in order to develop bike & enduro parks (optional).
• Promotion of scuba diving in Goa emphasizing safety standards
• Creation of standards and training of guides emphasizing safety issues
Benchmark and character images
Draft for discussion
Nature Based Programs – Initial investment concepts
Estimations refer to the costs of building one unit/ facility
Programs cost concept Unit of Cost per Number of Total Cost measure unit (INR) units (INR Cr.) Financial Model
Public Private
1.- Discovery River Cruises (EF) Network of stops (jetties and
Jetties/ Port 68,810,000 1 6.88 100%
small ports for cruise ships
2.- Agrotourism (Spice farms and homestays and walks in agro farms) Improvement of Farms Lump sum 1,720,250 N/A 0.17 50% 50%
Improvement of Homestays Lump sum 1,032,150 N/A 0.1 50% 50%
3.- Nature Sanctuaries (EF) Adaptation for tourism use + basic facilities: Welcome centre,
ticketing, souvenir shop, F&B Lump sum 4,128,600 N/A 0.4 100%
outlet, toilets, parking,
signposting within premises, etc.
4.- ‘Slow Movement’ Wellness Centres
Resort/ Centre Keys 2,752,400 50 13,76 100%
5.- Nature Cluster (EF) Adaptation for tourism use and
improvement of key assets that Lump sum 55,048,000 N/A 5.5 100% form part of the cluster
6.- Adventure & Sports Tourism Man-made multisport
Unit 206,430,000 1 20.64 100%
destination/ Adventure Park*
These costs do not include the cost of land
(*) Investment is subject to specific project conditions and may vary largely depending on location, site preparation, park construction works and development program
Nature Based Programs – Estimated initial investment (phased over the next 10
years)
N-B Programs Yearly Budget Number of projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Discovery River Cruises (EF) 5 Jetties/ Small ports
34.4
17.2
17.2
-
-
-
-
-
-
-
-
2.- Agrotourism (Spice farms and homestays and walks in agro farms)
10 Farms + 1,000 homestays
104.9
35.0
35.0
35.0
-
-
-
-
-
-
-
3.- Nature Sanctuaries (EF) 6 Nature Sanctuaries
2.5
0.8
0.8
0.8
-
-
-
-
-
-
-
4.- ‘Slow Movement’ Wellness Centres
5 Resorts/ Centres
68.8
22.9
22.9
22.9
-
-
-
-
-
-
-
5.- Nature Cluster (EF) 4 Clusters
22.0
-
-
7.3
7.3
7.3
-
-
-
-
-
6.- Adventure & Sports Tourism
1 Man-made park
20.6
10.3
10.3
-
-
-
-
-
-
-
-
Total N-B Programs Budget
253.3
86.3
86.3
66.1
7.3
7.3
-
-
-
-
-
(%) 100% 34.06% 34.06% 26.09% 2.90% 2.90% - - - - -
Nature Based Programs – Reinvestment (1.5% of estimated initial investment)
N-B Programs Yearly Budget Number of projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Discovery River Cruises (EF) 5 Jetties/ Small ports
4.1
-
-
0.5
0.5
0.5
0.5
0.5
0.5
0.5
0.5
2.- Agrotourism (Spice farms and homestays and walks in agro farms)
10 Farms + 1,000 homestays
12.6
-
0.5
1.0
1.6
1.6
1.6
1.6
1.6
1.6
1.6
3.- Nature Sanctuaries (EF) 6 Nature Sanctuaries
0.3
-
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
4.- ‘Slow Movement’ Wellness Centres
5 Resorts/ Centres
8.3
-
0.3
0.7
1.0
1.0
1.0
1.0
1.0
1.0
1.0
5.- Nature Cluster (EF) 4 Clusters 2.0 - - - 0.1 0.2 0.3 0.3 0.3 0.3 0.3
6.- Adventure & Sports Tourism
1 Man-made park
2.5
-
-
0.3
0.3
0.3
0.3
0.3
0.3
0.3
0.3
Total N-B Programs Budget
29.7
-
0.9
2.6
3.6
3.7
3.8
3.8
3.8
3.8
3.8
(%) 100% 100% - 2.96% 8.70% 12.04% 12.41% 12.78% 12.78% 12.78% 12.78%
N-B Programs Yearly Budget Number of projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Discovery River Cruises (EF) 5 Jetties/ Small ports
38.5
17.2
17.2
0.5
0.5
0.5
0.5
0.5
0.5
0.5
0.5
2.- Agrotourism (Spice farms and homestays and walks in agro farms)
10 Farms + 1,000 homestays
117.5
35.0
35.5
36.0
1.6
1.6
1.6
1.6
1.6
1.6
1.6
3.- Nature Sanctuaries (EF) 6 Nature Sanctuaries
2.8
0.8
0.8
0.9
0.0
0.0
0.0
0.0
0.0
0.0
0.0
4.- ‘Slow Movement’ Wellness Centres
5 Resorts/ Centres
77.1
22.9
23.3
23.6
1.0
1.0
1.0
1.0
1.0
1.0
1.0
5.- Nature Cluster (EF) 4 Clusters 24.0 - - 7.3 7.4 7.6 0.3 0.3 0.3 0.3 0.3
6.- Adventure & Sports Tourism
1 Man-made park
23.1
10.3
10.3
0.3
0.3
0.3
0.3
0.3
0.3
0.3
0.3
Total N-B Programs Budget
283.0
86.3
87.1
68.7
10.9
11.0
3.8
3.8
3.8
3.8
3.8
(%) 100% 30.48% 30.79% 24.26% 3.86% 3.90% 1.34% 1.34% 1.34% 1.34% 1.34%
Nature-based Budget Total Distribution by Program
Adventure & Sports
Discovery
Nature-based Budget Public Vs. Private
Tourism, 8.2%
Nature Cluster (EF), 8.5%
River Cruises
(EF), 13.6%
Public, 43.8%
‘Slow Movement’ Wellness Centres, 27.2%
Nature Sanctuaries (EF), 1.0%
Agrotourism (Spice farms and homestays and walks in agro farms), 41.5%
Private, 56.2%
Total expected cost
(over the next 10 years)
INR 283 Cr.
Nature Based Programs – Facility Management Recurrent Expenditures (2% of estimated initial investment)
N-B Programs Yearly Budget Number of projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Discovery River Cruises (EF) 5 Jetties/ Small ports
5.5
- -
0.7
0.7
0.7
0.7
0.7
0.7
0.7
0.7
2.- Agrotourism (Spice farms and homestays and walks in agro farms)
10 Farms
Not Estimated
3.- Nature Sanctuaries (EF) 6 Nature Sanctuaries
0.4
-
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
4.- ‘Slow Movement’ Wellness Centres
5 Resorts/ Centres Not
Estimated
5.- Nature Cluster (EF) 4 Clusters 2.6 - - - 0.1 0.3 0.4 0.4 0.4 0.4 0.4
6.- Adventure & Sports Tourism
1 Man-made park Not Estimated
Total N-B Programs Budget
8.5
-
-
0.7
0.9
1.0
1.2
1.2
1.2
1.2
1.2
(%) 100% - 0.19% 8.44% 10.35% 12.07% 13.79% 13.79% 13.79% 13.79% 13.79%
Facility Management Recurrent Expenditures refers to maintenance, cleanliness and security of the facility Private annual recurrent expenses related with Facility Management are not estimated
Nature Based Programs – Financing Options
Nature Based Program Initiatives
Discovery River Cruises (EF) Agro tourism (spice farms/ homestays and agro farms) Nature Sanctuaries (EF) Slow Movement’ Wellness Centers Nature Clusters (EF) Adventure & Sports Tourism
State and Central government support for development of rivers
Private participation in financing of individual projects State and Central government support for development of area
Private participation in financing of individual projects Central government support for funding
Private participation in financing of individual projects State government funding for development of the hinterland
Private participation in financing of individual projects State government support for funding
Central government support PPP funding through the BOOT model
Private participation in financing of individual projects
Funding support can also be attained through hotel chains and multilateral organizations for developing model tourist experience destinations
Nature Based Programs – Summary
Program Flagship program ‘Quick win’ Short term Medium term Long term Public Private Public Private
1.- Discovery River Cruises (EF) PPP Support Lead
2.- Agrotourism (Spice farms and homestays and walks in agro farms)
Support
Lead
Support
Lead
3.- Nature Sanctuaries (EF)
Lead
-
Lead Service contract
4.- ‘Slow Movement’ Wellness Centres Support Lead Support Lead
5.- Nature Cluster (EF) PPP PPP
6.- Adventure & Sports Tourism Support Lead Support Lead
Short term: within 3 years Medium term: 3 - 5 years Long term: 5 years/ above
Leisure & Entertainment Programs
Waterfront Promenades
Panaji, Colva, Chapora, Old Goa and Mayem Lake
Flagship programs Quick Wins
Family Entertainment District (inclusive of Themed Park)
In the vicinity of the proposed Mopa airport
Gaming Cluster
Organised gaming clusters along with shifting of the offshore casinos to the Chapora or Chicalim Bay
Golf Courses
1 in the hinterland/ 1 in vicinity of Mopa airport subject to space availability and Govt. norms
Waterfront promenades
Commercial strategy • Waterfront cities with unique urban structure and programs that draw international attention
Implementati
on strategy • Launch a pilot project in Panaji, using as a framework the recently-approved city masterplan.
• After the pilot project, the programme will implement good practices in the processes and will replicate the experience in other major cities along the coast and some river
Key issues to be addressed
• There is a masterplan approved for the development of Panaji city which already proposes a promenade along the coastline between Miramar and Dona Paula.
• Organise and regularise all the uses and activities along the length of the route. This could generate controversy and negative reactions against the plan
Enhancing tourism use and attraction for both locals and tourists
Potential locations Facilities and land requirements
Panaji, Colva, Chapora, Old Goa and
Mayem Lake N/A
Benchmark and character images
Family entertainment district
Key issues to be addressed
• Selection of the most suitable place to locate the project
• Infrastructure improvements envisaged – road access and transportation. Straight connection from/ to the airport will be needed
• Address the potential environmental impacts associated with the development of the program - since these types of tourism activities and experiences might cause greater territorial impacts, the proposal is that these activities would have to be developed in areas of lower environmental value.
A leisure & entertainment hub for the family offering a themed park, F&B, shopping an accommodation
Potential locations Facilities and land requirements
In the vicinity of the proposed Mopa airport N/A
Benchmark and character images
Gaming cluster
Commercial strategy • Goa will offer a lively and properly- organized cluster on/off shore cluster located outside of Panaji city
Implementati on strategy • The relocation proposal, either further inland or on floating casinos in the bays of Chapora or Chicalim should be carried out in a planned and progressive way. The first step should be to stop the approval of new licences and subsequently provide a margin (2 to 5 years) for casinos to relocate.
Key issues to be addressed
• Keeping the gaming activity as a major source of income and an attraction for this tourism, while controlling and mitigating its negative image?
• Not to be mixed with any other types of entertainment and leisure activities
• Casinos are seen as a negative influence on society in general and youth in particular.
• There is also opposition to the so called offshore casinos, which refuse to go onshore.
A proper organized on/ off shore cluster located outside of Panaji city
Draft for discuss3ion
Potential locations Facilities and land requirements
Organized gaming clusters along with shifting of the offshore casinos to the Chapora or Chicalim Bay
N/A
Benchmark and character images
Golf courses
Key issues to be addressed
• In addition to the 9—hole golf course at the Lalit hotel in South Goa, another 9-hole golf course is already planned with the Four Seasons hotel next to Tiracol Fort
• Construction of a golf course with due regard to the Goan landscape and environs.
• Possible incompatibility with the land use scheme proposed in the Regional Plan.
• Address the potential environmental impacts associated with the development of the programme
Draft for discuss4ion
An eco-friendly 9-hole golf course paired with a renown international hotel brand
Potential locations Facilities and land requirements
1 in the hinterland/ 1 in vicinity of Mopa Airport subject to space availability and Govt. norms
30 ha / 9-hole golf course
Benchmark and character images
Leisure & Entertainment Programs – Initial investment concepts
Estimations refer to the costs of building one unit/ facility
Programs cost concept Unit of Cost per Number of Total Cost measure unit (INR) units (INR Cr.) Financial Model
Public Private
1.- Waterfront Promenades Construction of 1 Km of
Linear metre 13,762 1,000 1.37 100%
Promenade
2.- Family Entertainment District (inclusive of Themed Park) Themed Park + 3 Themed Hotels
(950 keys) + 700 Serviced
District 2,752.4 Cr. 1 2752.4 100%
Apartments + 30,000 sq. m. of
retail
3.- Gaming Cluster Relocation of existing casinos
either inland (Cluster) or to District 55,048,000 1 5.5 100% another Bay + Parking
4.- Golf Course Eco-friendly Executive Golf
Hole 220,192,000 9 22.01 100%
course
These costs do not include the cost of land
(*) Investment is subject to specific project conditions and may vary largely depending on location, site preparation, golf course construction works and development program
Leisure & Entertainment Programs – Estimated initial investment (phased over the next 10 years)
L&E Programs Yearly Budget Number of projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Waterfront Promenades 14 km of Promenade
19.3
9.6
9.6
-
-
-
-
-
-
-
-
2.- Family Entertainment District (inclusive of Themed Park)
1 District
2752.4
-
-
-
-
-
550.5
550.5
550.5
550.5
550.5
3.- Gaming Cluster 1 Cluster 5.5 1.8 1.8 1.8 - - - - - - -
4.- Golf Course 1 Golf Course 22.0 - - - - - - - 7.3 7.3 7.3
Total L&E Programs Budget
2799.2
11.5
11.5
1.8
-
-
550.5
550.5
557.8
557.8
557.8
(%) 100% 0.41% 0.41% 0.07% - - 19.67% 19.67% 19.93% 19.93% 19.93%
Leisure & Entertainment Programs – Reinvestment (1.5% of estimated initial
Draft for discussion
investment)
L&E Programs Yearly Budget Number of projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Waterfront Promenades 14 km of Promenade
2.3
-
-
0.3
0.3
0.3
0.3
0.3
0.3
0.3
0.3
2.- Family Entertainment District (inclusive of Themed Park)
1 District
-
-
-
-
-
-
-
-
-
-
3.- Gaming Cluster 1 Cluster 0.6 - - - 0.1 0.1 0.1 0.1 0.1 0.1 0.1
4.- Golf Course 1 Golf Course - - - - - - - - - - -
Total L&E Programs Budget
2.9
-
-
0.3
0.4
0.4
0.4
0.4
0.4
0.4
0.4
(%) 100% - - 10.00% 12.86% 12.86% 12.86% 12.86% 12.86% 12.86% 12.86%
L&E Programs Yearly Budget Number of projects Total (INR cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Waterfront Promenades 14 km of Promenade
21.6
9.6
9.6
0.3
0.3
0.3
0.3
0.3
0.3
0.3
0.3
2.- Family Entertainment District (inclusive of Themed Park)
1 District
2,752.4
-
-
-
-
-
550.5
550.5
550.5
550.5
550.5
3.- Gaming Cluster 1 Cluster 6.1 1.8 1.8 1.8 0.1 0.1 0.1 0.1 0.1 0.1 0.1
4.- Golf Course 1 Golf Course 22.0 - - - - - - - 7.3 7.3 7.3
Total L&E Programs Budget
2,802.1
11.5
11.5
2.1
0.4
0.4
550.9
550.9
558.2
558.2
558.2
(%) 100% 0.41% 0.41% 0.08% 0.01% 0.01% 19.66% 19.66% 19.92% 19.92% 19.92%
Leisure & Entertainment Budget Total Distribution by Program
Leisure & Entertainment Budget Public Vs. Private
Gaming
Waterfront
Golf Course, 0.8%
Cluster, 0.2% Promenades,
0.8%
Family Entertainment District (inclusive of Themed Park), 98.2%
Public, 0.8%
Private, 99.2%
Total expected cost
(over the next 10 years)
INR 2802.1 Cr.
Leisure & Entertainment Programs – Facility Management Recurrent Expenditures (2% of estimated initial investment)
L&E Programs Yearly Budget Number of projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Waterfront Promenades 14 km of Promenade
3.1
-
-
0.4
0.4
0.4
0.4
0.4
0.4
0.4
0.4
2.- Family Entertainment District (inclusive of Themed Park)
1 District
Not estimated
3.- Gaming Cluster
1 Cluster Not estimated
4.- Golf Course 1 Golf Course Not estimated
Total L&E Programs Budget
3.1
-
-
0.4
0.4
0.4
0.4
0.4
0.4
0.4
0.4
(%) 100% - - 12.50% 12.50% 12.50% 12,50% 12.50% 12.50% 12.50% 12.50%
Facility Management Recurrent Expenditures refers to maintenance, cleanliness and security of the facility Private annual recurrent expenses related with Facility Management are not estimated
Leisure & Entertainment Programs– Financing Options
Leisure & Entertainment Program Initiatives
Waterfront Promenades Family Entertainment District (inclusive of Themed Park) Gaming Cluster Golf Course
State and Central government support for development of sea face and river fronts PPP model of financing for key projects
Private funding for individual projects Private funding for individual projects Financing through global private firms
Funding by top star hotel chains to give exclusivity to tourists
Leisure & Entertainment Programs – summary
Program Flagship program ‘Quick win’ Short term Medium term Long term Public Private Public Private
1.- Waterfront Promenades
Lead
Support
Lead Service
contract
2.- Family Entertainment District (inclusive of Themed Park)
Support
Lead
-
Lead
3.- Gaming Cluster Support Lead - Lead
4.- Golf Course - Lead - Lead
Short term: within 3 years Medium term: 3 - 5 years Long term: 5 years/ above
MICE (Meetings, incentives, conferences & exhibitions) & Weddings Programs
Convention Centre + Ancillary facilities (including Hotels)
Vicinity of proposed Mopa airport (Pernem) or Panaji in Dona Paula area – subject to
availability of land
Mass Events
Shyama Prasad Indoor Stadium, Vagator and Candolim
Weddings and Incentive Trips
All across Goan Hotels and ancillary facilities at the Convention Centre
Flagship programs Quick Wins
Convention Centre + ancillary facilities (including hotels)
Product: MICE & Weddings tourism
Flagship program Quick wins
Timeframe: Long term
• MICE tourism is a good way to attract tourists out of the high season and weekends and fill up hotels during the low season. It is also a good way to take tourist away from the most concentrated tourism areas.
• Though meetings are well develop in Goa, large conventions are not, as there is no Convention and Exhibition centre in the capital. In order to adapt to the market and offer this tourism product, Goa needs a proper Convention Centre with capacity for up to 10,000 people as well as improve the value chain and complementary
Key issues to be addressed
• It must be in close proximity to transportation and airport access routes
products serviced with these facilities. The Convention Centre
should be part of a mixed-use complex also offering retail, F&B
and accommodation options.
• Friendliness and attractiveness of the destination is as important as the development of the complex
• Other attractions besides the meeting facilities are also necessary to create interest in the city as a destination – people coming to the Conference Centre may be attracted commercial/ leisure/ entertainment attractions. Maybe there is an interesting link of this program to the Family Entertainment District (see Leisure & Entertainment programs)
• Also, existing hotel facilities must adapt to MICE products (addition of new units should be also contemplated) so that enough rooms and conference space is available
A world-class Convention Centre in the vicinity of the proposed Mopa airport to launch Goa as a competitive destination for MICE tourism
Potential locations Facilities and land requirements
Vicinity of proposed Mopa airport (Pernem) or Panaji in Dona Paula area
– subject to availability of land
-
Benchmark and character images
Mass events
Key issues to be addressed
• Ideally in close proximity to transportation and airport access or facilitation must be provided
• Keep current events and also generate new ones
• Ensure maximum professionalism in the organization of the event and mitigate potential nuisance to local residents and to the overall tourism image of Goa
• Involve multiple local stakeholders: public, private, and civil society
Market
strategy • To promote Goa’s uniqueness and make “noise” about Goa
as a lively and entertaining place
Mass events should focus on the low season and be supportive to Goa’s tourism positioning
Potential locations Facilities and land requirements
Shyama Prasad Indoor Stadium, Vagator and Candolim N/A
Benchmark and character images
Weddings and incentive trips
Commercial strategy • Goa is a unique and vibrant place to celebrate a wedding or an incentive trip
Implementati on strategy • Establish a marketing club of a number of high quality properties, starting with those already working on the development and promotion of weddings and incentive trips.
Key issues to be addressed
• Activities related to skills, local culture, sports, adventure tourism, nature, food and drinks should be also developed to offer an attractive weddings and incentive trips product.
• Better policies and promotions for developing the destination wedding market
• Dissemination of information on key modalities and procedures including public performance license, sound restrictions, Visa formalities and wedding registration would facilitate development of this product
• Development of complementary tourism products like wellness, adventure tourism and others to improve on the average length of stay of tourists during MICE visits.
Goa by virtue of its lush green forests and fields, as well as its picturesque beaches is a key venue for destination weddings
Potential locations Facilities and land requirements
All across Goan Hotels and ancillary facilities at the Convention Centre -
Benchmark and character images
MICE & Weddings Programs – Initial investment concepts
Estimations refer to the costs of building one unit/ facility
Programs cost concept Unit of Cost per Number of Total Cost measure unit (INR) units (INR Cr.) Financial Model
Public Private
1.- Convention Centre + ancillary facilities (including Hotels)* Convention Centre to cater for
Sq. m. 47,135 10,000 47.1 100%
up to 10,000 people
Ancillary facilities of the
Convention Centre including Keys 68,810 60,000 412.8 100% several 4-star Hotels (1,000 keys)
2.- Mass Events N/A N/A N/A N/A N/A N/A N/A
3.- Weddings and Incentive Trips
N/A N/A N/A N/A N/A N/A N/A
These costs do not include the cost of land
(*) Investment is subject to specific project conditions and may vary largely depending on location, site preparation, marina construction works and development program
MICE & Weddings Programs – Estimated initial investment (phased over the next 10 years)
M&W Programs Number of
Yearly Budget projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Convention Centre + 1 Convention ancillary facilities Centre + ancillary
(including Hotels) facilities
460.0
-
-
-
-
-
153.3
153.3
153.3
-
-
2.- Mass Events N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
3.- Weddings and
N/A
Incentive Trips
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Total M&W Programs Budget
460.0
-
-
-
-
-
153.3
153.3
153.3
-
-
(%) 100% - - - - - 33.33% 33.33% 33.33% - -
MICE & Weddings Programs – Reinvestment (1.5% of estimated initial investment)
M&W Programs Number of
Yearly Budget projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Convention Centre + 1 Convention ancillary facilities Centre + ancillary
(including Hotels) facilities
13.8
-
-
-
-
-
-
-
-
6.9
6.9
2.- Mass Events N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
3.- Weddings and
N/A
Incentive Trips
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Total M&W Programs Budget
13.8
-
-
-
-
-
-
-
-
6.9
6.9
(%) 100% - - - - - - - - 50.00% 50.00%
M&W Programs Number of
Yearly Budget projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Convention Centre + 1 Convention ancillary facilities Centre + ancillary
(including Hotels) facilities
473.8
-
-
-
-
-
153.3
153.3
153.3
6.9
6.9
2.- Mass Events N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
3.- Weddings and
N/A
Incentive Trips
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Total M&W Programs Budget
473.8
-
-
-
-
-
153.3
153.3
153.3
6.9
6.9
(%) 100% - - - - - 32.36% 32.36% 32.36% 1.46% 1.46%
MICE & Weddings Budget Total Distribution by Program
MICE & Weddings Budget Public Vs. Private
Public, 0.0%
Total expected cost
(over the next 10 years)
INR 473.8 Cr.
MICE & Weddings Programs – Operating expenditures (2% of estimated initialDraft for discussion
investment)
M&W Programs Number of
Yearly Budget projects Total (INR Cr.)
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
1.- Convention Centre + 1 Convention ancillary facilities Centre + ancillary
(including Hotels) facilities
18.4
9.2
9.2
2.- Mass Events 6 Events/ Year 20.6 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1
3.- Weddings and Incentive Trips
Not estimated
Total M&W Programs Budget
39.0
2.1
2.1
2.1
2.1
2.1
2.1
2.1
2.1
11.3
11.3
(%) 100% 5.29% 5.29% 5.29% 5.29% 5.29% 5.29% 5.29% 5.29% 28.85% 28.85%
Facility Management Recurrent Expenditures refers to maintenance, cleanliness and security of the facility Private annual recurrent expenses related with Facility Management are not estimated
MICE & Weddings Programs – Financing Options
MICE & Weddings Program Initiatives
Convention Centre + ancillary facilities (including Hotels) Mass Events Weddings and Incentive Trips
Financing options would include PPP with major F&B brands and hotel chains entering into BOT contract with the State government
Private funding for individual projects Funding support can be attained through theme parks and tourism firms
Private funding for individual projects Funding through global tourism companies with support from State government
Private funding for individual projects
MICE & Weddings Programs – summary
Program Flagship program ‘Quick win’ Short term Medium term Long term Public Private Public Private
1.- Convention Centre + Ancillary facilities (including Hotels)
PPP
PPP
2.- Mass Events PPP PPP
3.- Weddings and Incentive Trips Support Lead - Lead
Short term: within 3 years Medium term: 3 - 5 years Long term: 5 years/ above
Tourism Programs - Estimated costing overview
Consolidated Yearly Budget Total (INR Cr.) Private investment (INR cr.) (%) Public Investment (INR cr.) (%)
Coastal 493.0 368.8 74.8% 124.2 25.2%
Culture & Heritage 144.6 2.9 2.0% 141.7 98.0%
Nature Based 283.0 159 56.2% 124 43.8%
Leisure & Entertainment 2,802 2,778.6 99.2% 23.4 0.8%
MICE & Weddings 473.8 473.8 100.0% - -
Total 4196.6 3,785.3 90.2% 411.3 9.8%
MICE &
Budget
Total Distribution by Program
Coastal, 11.7%
Budget
Public Vs. Private
Public, 9.8%
Weddings,
11.3%
Leisure & Entertain ment,
Culture & Heritage, 3.4%
Nature Based, 6.7%
Total expected cost (over the next 10 years) INR 4196.6 Cr.
Private, 90.2%
Consolidated Number of beds Number of rooms
Total investment (in INR Cr.)
2021 2026 2031
84,991 119,204 167,189
42,497 59,603 83,595
4,142 7,041.4 9,845.2
Current Classification Number of beds Star-rating Number of INR/ Incremental
rooms Unit Investment in INR Cr.
Category A 17,177 5-star 8,589 82,57,200 1,434
Category B 21,198 4-star 10,599 55,04,800 1,479
Category C 18,923 3-star 9,462 27,52,400 718
Category D 27,636 2-star and below 13,318
13,76,200 505
Homestay 500
Category Heritage 57 Heritage 29 20,64,300 5.9
Total by 2021 84,991 - 42,497 - 4,142
* At 2016 prices
Current Classification No. of beds Star-rating Number of rooms INR/ Incremental Investment
Unit in INR Cr.
Category A 24,092 5-star 12,046 82,57,200 2,854.5
Category B 29,731 4-star 14,866 55,04,800 2,370.9
Category C 26,540 3-star 13,270 27,52,400 1,048.1
Category D 38,761 2-star and below 18,631 731.2
13,76,200
34.4
Homestay 750
Category Heritage 80 Heritage 40 20,64,300 2.3
Total by 2026 119,204 - 59,603 - 7,041.4
Current Classification No. of beds Star-rating Number of rooms INR/ Incremental Investment
Unit in INR Cr.
Category A 33,790 5-star 16,895 82,57,200 4,003.9
Category B 41,699 4-star 20,850 55,04,800 3,294.1
Category C 37,224 3-star 18,612 27,52,400 1,470.3
Category D 54,364 2-star and below 26,182 1,039.2
13,76,200
34.4
Homestay 1,000
Category Heritage 112 Heritage 56 20,64,300 3.3
Total by 2031 167,189 - 83,595 - 9.845.2
Key initiative is the Coastal Tourism Circuit which are being carried out through procurement of Govt. of
Regeneration/ Upgradation of Popular Beaches India funds under The Swadesh Darshan scheme. Some key projects of this include the following:
• Provision of public amenities at Baga, Candolim, Vagator, Anjuna and Morjim beaches
• Toilets
• Cloak room
• Drinking water
• Changing/ shower rooms
• Development of parking lot at Calangute
• Dust Bins, Solar powered street lighting, tourism signage's, installation of CCTV cameras and Wi-Fi
facilities at various beaches in Goa
• Procurement of 200 mobile bio toilets
Tourism circuits – 26 types
• Military: Forts
• Religious : Churches/ Temples/ Mosques
• Portuguese heritage/ legacy:
Churches/ Houses
• Goa Old Town (City tour to places of historical/ cultural importance)
• Charming villages
• Handicrafts route in villages (‘Azulejos’ Tiles, Coconut, Woodcraft, Terracotta, Pottery)
• Prehistoric sites
(Petroglyphs, Caves)
• Culinary Tourism route
(including Feni & Wine)
• Best of Culture
• Scenic Routes
• Wildlife Sanctuaries and National Parks
• Farms: Spice/ Cashew/ Areca nut/ Coconut/ Rubber
• Animal sighting
• Birding
• Protected marine life (turtle nesting, dolphin experiences and corals)
• Backwaters exploration
• Reptile/ Amphibian/ Insect viewing
• Best of Nature
• River Cruise
• Train route from N to S and W to E
• Bicycle tracks near rivers/ in Natural Parks
• Trekking routes
• Coastal circuits:
• Forts
• Old Town
• Turtle nesting
• View Point
• Hinterland circuits:
• Spice Farms
• Wildlife
• Waterfalls
• River Cruise
• Wellness in nature
• Panaji Circuit
• Fontainhas
• Mandovi River Cruise
• Bird Sanctuary
• Old Goa
• Best of Goa
Connectivity Strategy – Tourism circuits infrastructure needs – culture & heritage
Connectivity Strategy – tourism circuits infrastructure needs – nature/eco
Connectivity/ Infrastructure Strategy for tourism circuits to spread tourism across the state
Key facilitating Infrastructure:
• Interpretation/ Information centres
• Information kiosks and marketing material
• Circuit itineraries, including travel options (possibly posted on the website)
• Signage along circuits with asset descriptions on site
• Local guides, interpreters and translators
• Barrier free access and facilitating infrastructure for specially abled persons including paraphernalia
• Transportation Hubs
• Multiple accommodation types for various target travellers
• Food and drinking water facilities
• Town/ City/ Village walking routes with maps, along with standardised walkways and footpaths
• Quality, safety and hygiene programs
• Garbage management
• Foreign exchange kiosks at key tourism hotspots
• Kiosks providing subscriber identity module (SIM) cards at key tourism hotspots
• Information provision through websites and mobile applications, besides social media platforms
• Development of modes of mass transport between key tourism assets/ hotspots
• Provision of cycles and alternative modes of transport including electrically powered vehicles
3.
Support tourism infrastructure Buy side infrastructure
Public amenities and services in Goa
Core infrastructure
Transport and connectivity
Human resource and training
Infrastructure Strategy – Support Infrastructure
Source: Public Works Department ; T E R I. 2012, Directions, Innovation and Strategies for Sustainable Development in Goa, National Health Mission
Air
• The Concession Agreement for setting up the Mopa airport has been signed in November 2016, and is expected to have a passenger handling capacity of 13.1 million per annum by 2036
• The airport is expected to be set up by 2019-20, and will boost air connectivity of Goa along with easing the capacity constraint at Dabolim
• Goa is well connected to major states across the country. Better connectivity to major cities besides Mumbai and Delhi is the need of the hour
• Goa currently has direct flight connectivity to destinations in the Middle East which forms a hub for international arrivals.
• Charters are an important mode of transport for international travelers, and promotion efforts should be made on attracting higher spend packages
• However, greater emphasis needs to be laid on attracting
Free Independent Travelers (FITs)
• The recently released National Civil Aviation Policy is expected to promote air connectivity across the nation, including the Regional connectivity programme
Source: RFQ Document for the Mopa Greenfield airport project
Connectivity Strategy – Tourism signage system
• The state has limited general signage and indeed a tourism signage system.
• A good and consistent sign posting system is extremely relevant in any tourist destination but even more for those like Goa, which is and can be visited mostly by road, thanks to short distances between attractions.
• Many of the new products that have been proposed for the Master Plan invite tourists to enjoy them best through circuits, mostly by road, though some also using river transportation.
Awareness programs Training programs
Support programs (Companies Incubator)
• HR Service Centres provide skills and support to local people to:
• create new businesses
• improve existing ones
• increase awareness
• carry out training and support programs
• Service Centers link the demand from local population to create Micro and Small Enterprises and the supply which take into consideration the gaps that exist in the rural tourism sector and the employment in Goa, especially in the hinterlands.
• The awareness centers provide a platform to interact with local stakeholders and design implementation strategies based on local strengths and opportunities, besides providing a platform for grass root engagement
Awareness programs Training programs
Support programs (Companies Incubator)
A website, on-line courses and an employment database, should also link all the centers and further facilitate human resource development
The implementation of Services centers for Human Resources Development will:
• Increase awareness of the importance of the development and at the same time competitiveness of tourism in Goa as a whole destination, as well as in the different coastal and hinterland tourism destinations.
• Increase the professionalism and know-how of the local stakeholders and public administrations for the development of a marketable higher-end and sustainable tourism in Goa. Increase the quality of services by providing skilled and educated human resources
• Increase the opportunities for local residents to take advantage of the development of tourism in Goa, especially those located in the Hinterlands.
• Provide support to entrepreneurs, professional improvement and creation of employment
• Provision for dedicated tourist police at tourist hotspots
• Specialized training for tourist police for interacting with tourists in Goa, including application of technology on ground
• Ensure collaboration between tourist police and other Department police personnel
• Personnel to ensure maintenance of law and order at tourist places, and assist the DoT in implementation
of its responsibilities under law.
• Collaboration between DoT and the Goa Institute of Public Administration Department (GIPARD) to impart requisite training to tourist police, along with relevant refresher courses
• Security awareness planning
• Training of tourist police to deal with emergency situations
• Monitoring of tourism hotspots and places real time, through a CCTV network
• Security awareness programs among tourist trade and other stakeholders
• Tourist information centers to convey information on safety and security
• Real time monitoring of deployment of tourist security force, and spread across the state
• Consistent and highly visible signage across the state, including at tourism assets
4.
Commercialization & Promotion Tourism statistics collection framework
Destination C&P
Products C&P
Tourism intelligence unit
UNWTO’s (United Nations World Tourism Organization) TSA framework is a set of summary tables, with underlying data:
♦ inbound, domestic tourism and outbound tourism expenditure;
♦ internal tourism expenditure;
♦ production accounts of tourism industries;
♦ the Gross Value Added (GVA) and Gross Domestic Product (GDP) attributable to tourism;
♦ employment;
♦ investment;
♦ government consumption, and
♦ non-monetary indicators.
Tourism intelligence unit - Tourism Satellite Account (TSA)
Compile data from tax authorities,
and other public directories.
Set up specific Directory for main tourism activities to define a proper inference framework and obtain estimates for main economic supply variables.
Design applied inference method on
procurement of the Directory. The specification of a survey has to be derived to get estimates for each one of the Directory activities
DoT and GTDC to define the statistical scope of such estimates according to budget constraints and policy maker needs.
Forms, field survey organization
and training for field personnel are a key process for a successful survey.
DoT and GTDC to prepare a systematic and permanent yearly survey to producers.
Tourism intelligence unit - Tourism demand statistics collection framework
Program aim
Detailed expenditure form in surveys
applied to visitors leaving the country
Survey for residents who come back to the country
A field statistical process is required to apply the emissive tourism survey at the airport and main land frontier controls.
Accurate statistics for arriving and departing passengers is important to identify properly tourists, excursionists and workers who are involved in daily flows over the frontiers throughout the country.
Official accounting of people that arrive and leave the country every day should be defined. The estimate of tourism demand is based on these records
Specific surveys to households for domestic tourism estimates.
The inference framework and the field organization, as well as the questionnaires have to be worked out with international assistance.
Various physical and emotional elements experienced by tourists while visiting Goa
Physical elements Emotional elements
Unique Selling Proposition of Goa’s tourism offering
Unique Selling Proposition (USP):
• Tangible: Colonial past blended with idyllic inland landscapes
• Intangible: Goan “Susegad” lifestyle, reflecting in the citizens way of life (relaxed attitude and enjoyment of life to the fullest)
“Susegad” is a sense that prevails across the Goan countryside, in its culture and traditions. It is professed as a way of life in Goa, and presents a feeling of general contentment and well being.
This way of life encompasses Goa tourism resulting in repeat visits to the state, many a times across generations.
Differentiating factors:
• “Beach relax & party”: Goa is mainly known for its trance and beach parties that
is very restrictive in terms of market segments’ attractions.
However it is a strong differentiating factor, especially for the domestic market and should not be abandoned but up scaled and transformed into more and better experiences.
• Mix of cultures: Unique juxtaposition of Indian, Portuguese and Arabic heritage
• Nature and culture components along the coast and hinterlands are varied, widespread and easy to reach (short distances)
Getting tourists to associate certain keywords with Goa is a key aim of the Tourism Master Plan
Shared vision for Goa
‘Susegad’ lifestyle (relaxed attitude and enjoyment of life to the fullest)
World class experience Distinctive hospitality Local flavours Portuguese heritage Nature preserved
Entertainment/ lively destination Active / passive adventure Wellness destination Sustainable
Nightlife
Enhancing the Goa brand: Adding a Baseline and Story telling
Context & objective
• Recently a new brand was designed for Goa, development of which included a new logo and application manual
• As per international practice of many world destinations, there is an opportunity to further enhance the brand by adding a tag or baseline to the logo
• Moreover, a “story” or short text of Goa as a tourist destination could be written in order to describe the aspirational Goa tourism
• Finally, the brand could be still enhanced by adapting Goa’s defined colors to promotion materials, physical assets, merchandising, handicraft, etc. to be used as “symbols” that people will remember and associate with Goa’s destination personality.
Base line • A baseline, aims to highlight and summarize under a single word, group of words or sentence, the essence of what Goa can offer to tourists.
• While it is advisable to keep the same logo for a long term (10 years or more), baseline can be changed and adapted
every 5 years, if needed, to reflect what Goa wants to enhance as a destination.
Storytelling • A short text written by a Goan journalist or writer to synthetize the essence of Goa’s experience, could take Goa’s history as a guideline and introduce other concepts. This story /text, should be used as in introduction to all online and offline materials used to describe and differentiate the whole tourism destination
• Though visuals are important, if a story is character and narrative driven it has a better chance at striking an emotional chord with an audience. If a destination can tell a story that resonates emotionally with an audience, they can overcome just about anything.
• The strategic importance of storytelling for a tourism destination:
• Stories are hard for others to copy
• Good stories can result in lots of word-of-mouth
• Myths can be created
• Fascinating stories create curiosity
• Stories as catalyst of destination development
Your views on enhancing the new Goa brand: Baseline and Story telling
Base line
• A baseline, aims to highlight and summarize under a single word, group of words or sentence, the essence of what Goa can offer to tourists. While it is advisable to keep the same logo for a long term (10 years or more), baseline can be changed and adapted every 5 years, if needed, to reflect what Goa wants to enhance as a destination.
• Some examples of relevant domestic and international tourism destinations have been shown below
• Implementation guidelines:
• The baseline should serve to highlight the desired evolution of Goa from a pure beach destination towards an integrated coastal, cultural and nature-based destination, likely to attract higher spending tourists from both India and abroad. The tag or baseline should put forward the unique “blend” of natural and historic features, all present and enjoyable within short distances.
• Creative part to be developed by a specialized creative agency, under the guidance of and validation by Goa tourism stakeholders, from the public and private sectors.
Promotion strategy – Goa’s expenditure in marketing & promotion
Detailed Marketing Budget FY 15/16
* Amount in ‘000,000 (INR)
Tourism Marketing budgets Goa
Miscellaneous Advertisements, souveniers etc.
Printing of brochers, pamplets, banners and other such items State events - (e.g. Grape escapade, coconut and cashew festival) State events - (e.g. GITM, heritage and tripurari)
Infrastructure for State events State events - (e.g. Carnival and Shigmo) Media campaign spreads - Domestic Media campaign spreads - International
TA - DA Domestic TA - DA International
Domestic exhibitions - space booking
Domestic Road Shows International exhibitions - space booking Road show/ Exhibition - International
0.51
0.51
0.31
1.03
1.54
1.23
1.03
1.54
1.03
3.08
4.10
5.13
5.13
6.15
• The overall budget has been increased by 21% from 2014 to 2015, in line with total arrivals growth
• Marketing budget is today oriented to promotion of domestic tourism (61% of total expenditures), as this market is represents 90% of total arrivals.
8.71
Promotion strategy – Benchmark on marketing expenditure
5 Goa
+ 50 M
+20 M
+2 M
1 or less M
0.5 M
50 M
40 M
15 M
5 M
0.57 M
1 USD or less
3-4 USD
5-6 USD
7-8 USD
0.4 USD
Key takeaways
• Countries with large amounts of international tourists arrivals spend around 1 dollar per arrival though they have the highest budgets
• In second-tier volume tourist destinations, the less tourist arrivals, the more average spending per arrival reaching around 8 USD
• Goa needs to invest a larger amount in international budget in order to get closer to the average spending. Nowadays it seems to be far away from the standards:
0.4 US$ versus 5 to 8 US$ per arrival in
comparable sample of destinations
• On the other hand, it is true that this highest spending needs to be mitigated because India’s marketing budget would to a certain extent cover this need, as it
promotes the country as a whole
SWOT on Goa’s Marketing Promotion & Communication
Strengths Weaknesses
• Brand positioning not clear; some of the brand attributes are not conducive to attracting high-end tourists.
• Low marketing budget
• Active promotions and focus on emerging tourism centers such as China by Bali tourism have helped in achieving a large growth in tourists.
• Catalan Tourist Board has redefined its mission and vision in order to lead Catalonia’s tourism development and marketing and achieve the goals of increasing tourist revenues
• Availability of Multiple Tourist Products & Resources to Develop Goa into a Top Destination
• Promote tourist arrivals from markets with high number of arrivals in India but low for Goa (USA, Canada)
• Attract tourists by launching a segmented communication by travel motivation and nationality
• Develop a strategy for marketing and communication by product
• Take profit of social media marketing to increase awareness and personalization without relevant additional spending
Opportunities
• Several Indian states are running aggressive international marketing campaigns and have potential to compete with Goa (Kerala is today the strongest competitor using aggressive and focused marketing & promotion techniques)
• Visibility in trade shows is increasing significantly for several Indian states
• e.g. “Barcelona is Much More” campaign gives reasons a tourist should visit the region of Barcelona and not only the city
Threats
Marketing Plan
Marketing Destination Goa as a whole: Proposed approach
Customer intelligence & Campaigns
Storage visitors information to launch
Smart Tourism Destination
Integration of all technologies into an Omni–channel Platform for a seamless digital experience for the end user throughout the whole
segmented campaigns and increase repeat
tourists’ rate
B2B, Events & Congress
It is important to share with
customer journey 8
7
1
Website
Good information platform but there’s a long path to deal with according to relational service, real time information and transactional agreements
intermediaries the new strategy, which 6
could be channeled through a newly established Convention Bureau for all MICE products
Social Media
Today Goa already has a good presence 5
on Facebook, Twitter or Instagram
4
Mobile APP
Explore the possibilities that bring new
2 mobile apps such as, geolocation, beacons or customized contents. It is a good mean to extract valuable information about the customer
3
Press, Publicity & Programmatic Marketing
A step forward needs to be done to develop a segmented and efficient communication through traditional channels and modern one
Key physical Contact Points
Implement ake advantage of key contact points in order to understand, relation and
inform our visitors
Marketing G0A Destination - Website
Frequent actions to be done Website of the future
Update the website periodically to maintain the quality of the information and use the latest technologies
Propose a page with recent news of the tourism industry
and of the country on the website
Create a restricted area for professionals and press
The website should be adapted to the different key
customer segments (language and design preferences)
The website should be available from all main searching engines optimization (SEO) (Google, Bing, etc)
Visitor reports and statistics should be extracted each month of the website in order to verify the frequency of
visits and the visitor characteristics
Digital Travel Planner
Photo sharing, interactive maps, wikis, widgets…
Forum where customers share its experience
Real stories of real customers (Malaysia web)
Marketing G0A Destination – Website evaluation
Detail Mark
Marketing G0A Destination - App
App technology solutions
Real time information such as social media, tourist information (traffic, events), advertising or reminders
Vehicle tracking (bus , metro, taxi, shared cars)
NFC tags and QR codes to access information about nearby points of interest
Tourist Complaints Management System
Proximity marketing Use of beacons
Multi-languages travel guide app which also offers available packages
Proximity marketing with beacons (special discounts, upgrades or cross selling)
Customized digital contents (self segmentation)
Customized digital contents
Interactive Audio guides
Marketing G0A Destination– Key contact points
Strategic methodology
• By knowing the locations of your signs, you will also be able to consider in the environment of the sign
• Identify your main audience and understanding exactly who you are creating content for. Measure how long will be your audience in front of the sign
• Do they need information to guide them? To educate them (tech them about products / services)? To entertain them?
• What do we want our visitors to do? (follow our social media, buy a product, visit a sight). Call- to-actions should be include in our content
• Content change frequency, who creates the content, brand voice / message guidelines…
Press & Publicity: Activities should be developed to communicate the tourism offer, the products and the brands to targeted audiences. In the case of Goa, it seems important to focus on the accessibility of information to journalist and also to create advertisements available to the corporate sector. Moreover, it is increasingly important and cost-efficient to use more online materials and campaigns rather than offline and physical promotion materials and campaigns. Though, offline promotion cannot be eluded.
Specific actions
Press trips
Media database (gathering information on international travel writers and journalists)
Resource library including photos, brand imagery, video clips of local attractions, photo CD
Press clipping
Targeting on specialized press and journals to place effective advertising
Newsletter to international travel writers and journalists
Strategy for celebrities, key opinion leaders or travel
bloggers (strong influencers)
Travel bloggers
Target and segmented publicity
Effective online press room
Strategic methodology
• The path to programmatic begins with the choice of your demand-side-platform (DSP). good DSP must be transparent in their capabilities and data sources
• A data partner should be able to clearly articulate the value of their data and how it will assist you in targeting your campaign to achieve your KPIs
• Upon setting the KPIs for any individual campaign, you should then work backwards from your goals to see which measurements align
• Programmatic is all about delivering the right message to the right audience at the right time. Creativity is capital
• The programmatic opportunity can only be fully exploited if there is a strong post-campaign reporting and analytics system
Example
Goa’s Marketing superstructure – Press, Publicity & Programmatic Marketing
Types of collaterals
• Sales brochures and other printed product information
• Visual aids used in sales presentations
• Web content (photos, 360º views, video)
• Sales scripts
• Demonstration scripts
• Product data sheets
• Product white papers
• promotional pictures
Kerala’s collaterals in website and social media
How to measure success in social media Some inspiration facts
Number of visitors viewing user-generated content (UGC) on the website
Number of visitors viewing UGC on third party sites Number of identified blogs that support the destination Blog activity
Tags / Hashtags
Volume of tags that include optimization engines keywords with presence in websites from priority markets
Specific statistics, such as “Trending topic” or number of “retweet”
Kerala is the destination that spends more effort on social media means. However Goa is already performing well in this field
Sri Lanka
Bali
Ibiza
Kerala
Maldives
Mauritius
Thailand
Goa
6.033
903
23.420
NA
38.235
39.146
615.468
1.149
11.200
14.700
70.300
12.600
15.400
70.400
30.200
59.300
4.000
13.900
57.900
42.400
NA 52.700
20.300
529 NA
52 18.440 NA
NA 2.045
618
Marketing G0A Destination – B2B, Events & Congresses
Objectives B2B stakeholders
• Definition of office/representation model: according to budget and market priorities, the first step is to define the kind of office model among the following options: BTB satellite offices, Tourism Trade Representative, Destination Marketing or PR Company
• Selection of source markets for offices: identification of priority markets and specific locations (cities), where to settle the defined marketing office
• Assessment and revision of network map every 4 years, in order to optimize efforts and resources, redefine the priorities and office models, according to trends, market’s changes and competitiveness situation
Marketing G0A Destination– Customer Intelligence (CI) & Campaigns
Objectives Customer journey map
Develop a customer relationship management in order
to save financial resources and enhance the loyal
visitors’ profitability rather than constantly targeting new visitors and new target markets
Manage the CRM via an IT system which would collect and organize the different data collected about loyal
customers
Manage the platform to distribute personalized information to customers such as newsletter, special
offers to instate a link with them and stimulate repeat business
The CRM system should monitor the use and enjoyment of the new products
Marketing G0A Destination –
integrating it all into a “Smart Tourism” Destination
Integration of different technologies into an omni – channel tourism destination
Smart Tourism Destination beneficiaries
Smart Tourism destination
Types of destination marketing and customization level - Key take-away
All means of mass commercialization and promotion not addressed to any specific public. No specific focus and broad market targeting. No limited timeframe
Specific positioning /selling messages containing a unique differentiation message related to one destination’s feature but addressed to a general public: for instance Kerala's campaign on backwaters tourism. Campaign with limited time frame until another campaign is launched
Specific positioning /selling messages focused on one type of product /main travel motivation and addressed to visitors responding to this interest profile. No limited timeframe
Omni-channel and personalized communication focused on target profile with specific contents catering for his/her preferences. Limited timeframe for each message, as communication is on-going and responsive to personal feedback
Building awareness among local stakeholders: A key success factor
Objectives Types of campaigns
• Definition of different campaigns per year: identification of awareness needs and key audiences to tap; definition of goals and strategies; definition of messages per target and communication tools for each one; definition of seasons and days for domestic tourism campaigns.
• Define the strategic partners per campaigns, such as public- private partnership with local tourism companies
• Define implementation schedule of each campaign
• Define the financial schemes and alternatives for funding
• Monitoring system for campaigns
Promotion & Communication - Key take-aways
Website
Use the web with the aim to build the brand, obtain awareness, attract new customers, transmit experiences and gather useful visitor information. Focused efforts are needed on new and updated content to align with new positioning and products
Mobile App
Key physical Contact Points
Press, Publicity
and Prog.
Mark Social media
B2B, events & Congress
Customer Intelligence & Campaigns
Smart Tourism Destination
Utilise advantages offered by Mobile App technologies like proximity marketing (partnerships), use of beacons, customized digital content or real time information. 85% of visitors use their smartphone when travelling
Place key physical contact points in strategic areas (airport, port, famous attractions…) in order to guide, inform, educate and improve visitor experience
Change advertising / publicity strategy into a cost – effective, targeted and experiential advertising plan
Goa’s social media performance needs to be continued. Focus on quality of materials (video sharing, photos), interaction with visitors and gathering information about them
Define and establish a consistent plan for all intermediaries, from OTAs to specialized agencies.
Goa needs to know more about its visitors and launch campaigns in order to increase revenue (repetition, upgrade, cross selling), improve experience and increase loyalty including visitors’ proactive recommendation
to other potential tourists All the above tools should be integrated with each other and share valuable information and bring the visitor a modern omni – channel destination marketing that give quality experiences
Best practices in marketing & promotion for international tourism
Best practices combine traditional approach and new ways
To generate direct business (tour operators, VIP travel agents, meetings organizers, other intermediaries) and also to indirectly promote the destination through tourism influencers (Indian and foreign celebrities, travel bloggers, etc.) know our destination so that it can then advertise and
market
Social Media
The goal is to use social media as a meeting point between Goans, to share their knowledge and become prescribers of destination, and at the same time, it is the platform for travelers to explain their experiences lived during their trip to and stay in Goa
Partnership
Agreements with local and/or foreign enterprises to promote and commercialize Goa’s product offer together. The selection of those partners need to follow an accurate process and need to share basic principles and values in line Goa’s tourism vison and mission
Goa should selectively attend the most important fairs & exhibitions in the main target markets with the lowest possible investment
Description Target
Most important Exhibitions & Fairs by target country Fairs specialized in particular products
UK: World Travel Market (London)
Germany: ITB (Berlin)
France: IFTM – TOP RESA (Paris)
Russia: MITT (Moscow)
Middle East: Arabian Travel Market (Dubai)
Making a good choice of influencer individuals can be decisive in Goa promotion and communication strategy
Description Target
It is capital to propose continuous training to Goan tourism professionals in order to build a strong offering and individual businesses’ promotion skills
Description Target
Types of workshops
Presentations include all merchandising materials to promote the destination and share useful information
Description Target
In a future stage, GTDC could consider the opportunity of strengthening its presence and actions through a network of “offices” in key markets abroad
Description Target
Future: GTDC Network Offices
Objective: The mission of the GTDC offices abroad is to publicize the range of tourism options available in Goa and to position the brand by lobbying in the markets they cover. Their other core function is to give direct support to Goan tourism enterprises in their promotion efforts. In addition, they identify and analyze the trends in demand in each market to ensure that the GTDC marketing strategies for the international markets are based on full and accurate information
Services offered:
o Maintain fluid dialogue with agents in each market: tour
operators, companies, media, etc
o Conduct in-depth studies of each market in their particular sphere and to identify new products and offers
o Benefit from the technical assistance to the Goan tourism industry and support on marketing, promotion and information
o Access to market data
Types of offices
Social media is the most powerful tool to promote, communicate and obtain awareness for a destination
Description Target
Channels tips Best Practice: Kerala
Find up-to-date information, weekly recommendations, competitions, activities, discounts and promotional offers
People can take representative photos of Goa and post and share them with millions of users who have this app. It is the first social network for mobile photography
View and share a large volume of inspiring material on the various destinations in Goa, and also encourages interaction through the comments made by users
Cooperation and even “co-opetition” are powerful tools to promote and communicate Goa abroad
Description Target
Types of partnership Possible Partners
Air companies
Local and foreign companies with direct flights or charters
Celebrities Depending on the market, make a selection of celebrities that share our values to promote our destination
Other Indian States Cooperate with other states to promote circuits in India
and potentially share promotion costs abroad – “co- opetition means collaborating with competitors
Film making Many Bollywood films are being filmed in Goa. Good opportunity to promote the destination
Tourism Intermediaries Agencies, TTOO, OTAs, collaborative tourism (Airbnb for small individual tourism accommodation)
International Quality labels Certification companies focused on the specific products that Goa wants to enhance and promote
Marketing by products / markets: A new way forward
Target
1. Individual end user
2. Specialized Tour Operators (offering segmented experiences)
3. Associations & Clubs of members for a specific activity
Promotion tools
1. Sample itineraries
2. Social media
3. Influencers blogs & fam trips
4. Advertising in specialized websites for each activity
5. Attend specialized trade fairs and congress
Horse riding Trips Cuisine Holidays Golfing Holidays
Rail Holidays Cultural & Art Holidays Painting Holidays
Photography trip Bird watching trip Cycling holidays
Marketing by products / markets: Creating Marketing Clubs
Tourism Product Club Development & Promotion
The following process proposed is adapted to obtain dynamic and attractive clubs to customers and companies. This project aims to create marketable and successful product clubs following the process below:
• Coordination of the initiative by a designated product manager
• Use of market studies to define adapted clubs to the industry and identification of club concepts with specific market needs
• Identification of company prerequisites to join a club – The club must welcome tourism companies and organizations with a minimum of quality requirement
• Identification of the activities and benefits of the club to members
• Selection of the different promotion channels for the club (brochure, roadshow, website, etc.)
• Management of the schemes and definition of roles
• Identification of the type of business to be represented and integrated to the clubs
Tourism product club development
The following process proposed is adapted to obtain dynamic and attractive clubs to customers and companies. This project aims to create marketable and successful product clubs following the process below:
• Coordination of the initiative by the product manager of GTDC
• Use of market studies to define adapted clubs to the industry and identification of club concepts with specific market needs
• Identification of company prerequisites to join a club – The club must welcome tourism companies and organizations with a minimum of quality requirement
• Identification of the activities and benefits of the club to members
• Selection of the different promotion channels for the club (brochure, roadshow, website, etc.)
• Management of the schemes and definition of roles
• Identification of the type of business to be represented and integrated to the clubs
Benefits of joining a Cluster Examples
• Receive tailored marketing tools, reserved exclusively for members of each Cluster
• Have access to specific analysis and technical studies
concerning the different products
• Be referenced as a member of the Club in GTDC site and dedicated pages (certification)
• Share financial resources for a greater impact on markets. Each cluster has a promotion fund constructed with members and other stakeholders contributions
• Adapt and evolve the different products taking into account the different trends and consumption patterns
• Share experiences and expertise with other professionals
• Participate in promotional actions proposed for specific Clusters
• Benefit from working with new market approach
Logos and certification International Cluster
operations
Action Plans
Action Plan example: Promotion of Cultural Tourism in Germany
Actions
• Specific site for German visitors
• Partnership with German companies related to Cultural Activities
• Newsletter with cultural content
• SEO campaigns with google adwords
• Social media support (tweets, posts and links referencing Goan Culture)
• Design a 6 pages advertorial in the supplement Simskultur to insert in
different German magazines and journals: Der Spiegel, Focus, Arte Mag, Woman, Air Berlin, Der Standard
Who participates and how is it organized How is it financed
Example: France Cluster Action Plan
Marketing by products / clusters
Product club development manual
Budget – Benchmark
Benchmark (*)
Country / Region International Budget aprox.
($) Foreign Tourist arrivals Expenditure per arrival
India 26,250,000 7,600,000 3.45 $ / arrival
Mauritius 11,600,000 1,050,000 11.04 $ / arrival
Sri Lanka 5,600,000 1,800,000 3.1 $ / arrival
Dominican Rep. 62,000,000 4,000,000 15.5 $ / arrival
Ecuador 11,000,000 850,000 12.9 $ / arrival
Goa (current) 260,000 500,000 0.52 $ / arrival
(*) Marketing budget data currently unavailable for Kerala
Budget – Proposal - rational
Phases
Budget – Proposal – resulting investment patterns
Budget – Proposal – resulting total promotion spending
Determination of policies & support schemes needed to implement the Master Plan
Master Plan Policies Application to:
Voluntary
Policies & support schemes for MP programs
Coastal
Regeneration/ Up gradation of beaches
Eco Beach resort
Fishermen Market and F&B Court
• Infrastructure development and enhancement policies for beaches: access, parking, urban design and equipment; beach promenade and access ; beach facilities
• Shacks location and relicensing. Special standards for beachfront shacks
• Designation / confirmation of protected areas and special development areas for tourism use
• Determination of potential tourism uses and density levels
• Similar but more stringent policy as for upgradation of beaches program
• None
• Blue flag standards and label (or similar)
• Shacks’ quality label – specialization label (Goan food)
• Beach management contracts: for access, parking , services, maintenance, cleanliness and security
• Sustainability standards vis a vis use of beaches and tourism development
• Blue Flag standards for beaches and sustainability certification for whole eco-beach development
• Fishermen Market & Food Court
standards
• Goan Culinary label
Policies and support schemes for MP programs
Coastal
High-end music venue paired with luxury lifestyle resort
High-end lifestyle beach club paired with luxury lifestyle resort
• None
• Minimum development guidelines
• Investment promotion and facilitation scheme to attract top international/ national investors and brands
Marinas
• Designation and definition of Marinas, as tourism attractions.
• Sustainability standards vis a vis location and development guidelines
Draft for discussion
Policies and support schemes for MP programs
Culture & Heritage
Fort & monuments
Villages and Old Goan Houses
• None specific beside cultural heritage
laws and regulations
• Designation and definition of Tourism Villages in tourism act, as tourism attractions.
• Minimum and complementary standards for facilities and services to be provided for tourism use
• Information technology tools for visit facilitation: wifi connection, self guiding mobile app (in addition to potential guided visits by professional)
• Minimum standards to apply for “Tourism Village” designation
• Special labels for some facilities within the designated Tourism Villages, such as Old Goan Houses, Handicraft or Goan Cuisine
• Determination of Goan food & drink products, as
• Designation and definition of
Culinary “Culinary Tourism” as part of
tourism attraction.
well as dishes
• Certification scheme / label for products, dishes and F&B outlets
Goa multimedia
Experience
• None • Identify and assign location and building, preferably in Panaji
Nature Clusters
• Designation and definition of “Nature Clusters” in tourism act, as tourism attractions.
• Ensure and develop minimum public infrastructure in the main attractions’ facilities forming part of the Nature Cluster: sign posting for circuit; road access, parking, toilets, permanent electricity, power, water, sewage and mobile and wifi connections
• Minimum and complementary standards for facilities
and services to be provided for tourism use, etc.
• Develop or improve public facilities in main entrance
Nature Sanctuaries • None
• Determination of suitable
point: sign posting and road access, parking, information center, toilets, permanent electricity, power, water, sewage and mobile and wifi connection
• Provide small ports/jetties for boats in strategic locations along the river circuits to facilitate access to and
Discovery River Cruises
rivers and circuits
• Designation and definition of “Discovery River Cruises” as part of tourism attraction
discovery of hinterland
• Provide certification label for boats / companies
dedicated to this product, based on minimum standards related to the boat characteristics and serviced provided
Master Plan Programs
Policies Support schemes
• Minimum standards for facilities and services to be
Adventure & sports tourism
• Designation and definition in Tourism Act of which activities form part of the “Adventure & Sports” Tourism category
provided for these activities in general and specific
requirements for each activity type
• Certification schemes for companies
• Training certification scheme for specialized guides / trainers
Agro tourism (spice farms and homestays and walks in agro farms)
• Designation and definition in Tourism Act of “Agro-tourism farms” and Agro-tourism Stays”
• Certification scheme and quality label for companies belonging to each type of agro-tourism - specialized label or spice farms.
Wellness destination
center
• Designation and definition in Tourism Act of “Slow Movement” Wellness and what is a “Wellness Destination Center”
• Certification scheme and quality label for companies
– defining standards that clearly differentiate a Destination Center” from the provision of wellness services only.
Family Entertainment District
Golf courses
• Designation and definition of “Large Mixed use entertainment District” in tourism act, as tourism attraction.
• Designation and definition of “Eco- friendly Golf Course Development” tourism act, as tourism facility.
• Give priority to development in the hinterland or, at least, not on the coast
• Minimum development guidelines
• Investment promotion and facilitation scheme to attract top international/national investors and brands
• Define development and golf course management guidelines with special emphasis on environmental sustainability
Waterfront promenade • Align policy with Taluka and local
municipality policies
• Provide guidelines to ensure tourism attractiveness of promenades to cater for both residents and tourists (especially domestic)
• Gaming cluster
• Relocation of offshore and nearby onshore gaming in more appropriate location, taking the opportunity to create an international standards gaming cluster
• Identification and allocation of adequate area
• Provide guidelines for the development of a state- of-the art gaming cluster, either offshore (with some services onshore); or onshore; or mixed (offshore and onshore)
Policies and support schemes for MP programs
MICE &
Weddings
Master Plan Programs Policies Support schemes
Mass events
Convention Centre
• Provide support to mass events that are sustaining and showcasing Goas’ new tourism positioning strategy, especially during the low and mid season
• Support the offer of large MICE events in the Sate of Goa by providing a state-of-the –art facility and the set up of
Convention Bureau
• Identify existing mass events that meet this criteria
• Support the creation of new events meeting this criteria
and that would take place during the low and mid season
• Provide guidelines for these events and facilitation services for their celebration (authorities’ approval, support public services, location)
• Public sector to be the main investors in this large facility
• Establishment of a Convention Bureau in partnership with the private sector, in order to promote and manage events in this facility and collaborate with the whole
tourism sector as providers
• Create special club/cluster
• Establish minimum quality standards for establishments
Weddings & Incentive
trips
• Align policy with Taluka and local municipality policies
to qualify for membership
• Promotion support scheme within products/ cluster marketing
Policies & support schemes for TRANSVERSAL programs
Master Plan Programs Policies Support schemes
Licensing / relicensing of specific sectors of activities and quality labels
• Minimum compulsory standards need to be applied to some key activities in Goa: sports & adventure tourism; tourism guides, taxis
• Voluntary application to quality labels to recognize businesses / attractions offering international standards
• Grace period for existing companies
• Soft loans or similar schemes for re- investment to upgrade / adapt buildings/ facilities/ services to new standards
• Awareness and training programs
• Grace period for existing companies
Reclassification and special labels for tourism accommodation
• Reclassification of tourism accommodation: changing A to D model to star-rating system (international standards)
• Voluntary application to special labels to recognize specialization of some properties
• Soft loans or similar schemes for re- investment to upgrade / adapt buildings/ facilities/ services to new standards
• Awareness and training programs
Tourism Intelligence System (TIS)
• Regulations to establish a comprehensive tourism statistics and Tourism Satellite Account System, able to measure tourism performance in a holistic, efficient and reliable way.
• Creation of TIS dedicated section within one existing
• Awareness campaign among tourism
enterprises for providing continuous
and reliable data
Scope of Work / Status
Planning Phase (Phase I) Modules Update
Module 1: Current and projected tourism scenario in Goa and
understanding key gaps Submitted and approved
Module 2: Tourism concepts to attract tourists to Goa Submitted and approved
Module 3: Development of Master Plan Interim Submission for Mod. 3
submitted and approved
Final report submitted for discussion
Module 4: Development of Tourism Policy
To be submitted
Module 5: Review and recommendations on strengthening
institutional and economic linkages
Module 6: Action plan
Draft for discussion
Thank you
This draft report has been submitted solely for discussion purposes with the Govt./ Committee constituted vide Order no. 7/5/WC-TMP/2014-DT/1745
© 2016 KPMG Advisory Services Pvt. Ltd. legal member firm name, a jurisdiction legal structure and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.
The KPMG name and logo are registered trademarks or trademarks of KPMG International.