Philippine National Tourism Development Plan

2011-2016

SWOT AnalysisGoals, Vision and Principles

Strategic Directions and ProgramsTourism Product Portfolio

Promotional Strategies

Analysis of Strengths, Weaknesses, Opportunities and Threats of the

Philippine Tourism Sector

INTERNAL STRENGHTS• Globally attractive tourism assets• Strong hosting culture• Proximity to large growth markets• Large, young and well educated human

resources• Supportive tourism policies

Analysis of Strengths, Weaknesses, Opportunities and Threats of the

Philippine Tourism Sector

INTERNAL WEAKNESSES• Uncompetitive tourist destination/sites• Limited ability to tap key growth markets• Weak transportation and infrastructure• Limited private sector investment• Inconsistent facility and service standards• Weak human resource capacities and skills• Concerns over safety and security

Analysis of Strengths, Weaknesses, Opportunities and Threats of the

Philippine Tourism Sector

EXTERNAL OPPORTUNITIES• Capitalize on the Philippine’s globally

attractive tourism assets and proximity to large Asian growth markets

• Capitalize on the Government’s convergence strategies for socio economic development and poverty reduction

• Leverage participation in international tourism cooperation initiatives

Analysis of Strengths, Weaknesses, Opportunities and Threats of the

Philippine Tourism Sector

EXTERNAL THREATS• Natural disasters• Internal and external conflicts• Financial economic crisis• Climate change

Principal Goal for Tourism Development in the

Philippines

“An environmentally and socially responsible tourism that delivers more

widely distributed income and employment opportunities targeting

6.3 M international arrivals and 64 million domestic travelers by 2016.”

The specific targets associated with the achievement of strategic

goals are:• Increase the volume of international tourism

to the Philippines from 3.52 million in 2010 to 6.3 million by 2016 or an additional 2.8 million arrivals over 2010; and maintain current length of stay and daily expenditure levels (i.e. 8.83 nights and $83.93 per day) as indicated by national tourism statistics report.

The specific targets associated with the achievement of strategic

goals are:

• Increase the volume of domestic tourists from 45.6 million in 2009 to 64 million over the same period or an additional 18.4 million between April and September by 2016 as indicated by national surveys of domestic tourism.

Summary of the Strategic Directions and

Programs 1. Improving market

access and connectivity

2. Developing and marketing competitive

tourist destinations and products

3. Improving tourism institutional, governance

and human resource capacities

1.1 Rapidly expand capacity of secondary international airports1.2 Strengthen compliance with international air safety regulations 1.3 Adopt policies that facilitate entry of international carriers and visa free access by growth markets1.4 Design and implement a strategic access infrastructure program between secondary international airports and strategic directions

2.1 Design and implement a sustainable tourism and infrastructure program in the strategic locations 2.2 Facilitate the development of mixed used tourism complexes and community-based tourism program in strategic locations2.3 Design and implement a PPP-based mandatory tourism enterprise accreditation /certification system2.4 Facilitate tourism investment, and simplify business set up and licensing procedures2.5 Design/implement a five year PPP –based and funded marketing strategy and one-year rolling action plan targeting key growth markets

3.1 Clarify institutional roles and responsibilities of DOT and LGUs and undertake LGU awareness and capacity building program 3.2 Prioritize skills training delivery by the private sector with TESDA as regulator and private sector as partner in certification and testing 3.3 Improve governance in the area of safety, security, and in dealing with tourists, tourism investors and tourism enterprises at the national and local level.

Strategic Directions and Programs

1. Improving market access and connectivity• Open skies airports (Laoag, Clark, Subic, Puerto

Princesa, Mactan-Cebu, Iloilo, Zamboanga, Davao, Cagayan de Oro and Panglao)

• Compliance with international air safety regulations

• Rationalizing the use of runway and terminal facilities at NAIA

• Improve air, sea and road linkages

Increased competition to encourage:

• Increased service frequencies, capacities and traveler convenience

• Adoption of latest on-line booking and reservation technologies

• Use of state-of-the-art transportation equipment

• Enhanced operational safety• Increased price competitiveness

Strategic Directions and Programs

2. Developing and Marketing Competitive Tourist Destinations and Products

• Develop highly focused new products to create a solid and diversified product portfolio with the capacity to generate increased tourism volumes and increased average length of stay

• Define new key, strategic, opportunity-based, and niche target markets

Key Markets Promotion Strategy

• JAPAN - focus online and digital marketing including

new technologies such as podcasting, blogging and smart phone applications

-establish relationships with important media-influencers such as journalists, TV travel show, professionals at major tour operator and blog writers

Key Markets Promotion Strategy

• SOUTH KOREA - maximize e-marketing possibilities through

the internet as 32.7% use the world wide Web as main source of info.

- promote the Philippines as a joyful destination for group travelers that offer both entertainment and relaxation

Key Markets Promotion Strategy

• USA - develop specific campaigns to attract further

US-American Filipinos and programs to make them discover their roots and ethnic traditions

- programs could be developed to inform friends and relatives living in the Philippines

Key Markets Promotion Strategy

• CHINA - the cooperation with Chinese Tour operators

and travel agents and MICE specialists are vital based on the Chinese favorite travel type (package tours) and on incentive trips

Strategic Directions and Programs

3. Improving Tourism Institutional Governance and Human Resource Capacities

• Improving governance • Developing a highly competent, well

motivated and productive Tourism workforce