Jordan’s Tourism Strategy and Aspirations for the
Future
H.E. Issa Gammoh,
Secretary General, Ministry
of Tourism and Antiquities
Jordan has
Iconic Attractions
Quality Accommodations
Established Reputation
Yet, Jordan
’
s tourism
Was severely underperforming
Operated within a weak institutional framework
Lacked capacity to compete effectively on the global arena
Lacked true partnership within industry
Suffered from being in a region with a stigmatized reputation
Tourism is Jordan’s largest industry:
first recipient of foreign direct investment, and
second contributor to foreign exchange. However, in 2003 growth was far below potential.
First is first
Mobilized support from stakeholders for need of strategy
Developed a comprehensive approach
from vision to implementation
Created Strategy Steering Committee
The Strategy was developed through a partnership between the government and the private
sector using a value chain approach. Competing interests enriched the process by challenging
everything.
Marketing &
Promotion
Product
Development
Human
Resources
Regulatory &
Institutional
Framework
Jordan
Tourism
Board
Ministry
of
Tourism
USAID
Subject
Matter
Experts
Strategy Steering
Committee
Strategy Steering
Committee
Strategy Steering
Committee Membership
Hotel Investors
Tour Operators
Airline & Tourist Board
Tourism Public Institutions
Many challenges were faced along the way, and some persist.
Industry Challenges
The Group
Language Differences
Public Sector Challenges
Tourism was not a priority
sector
Economic Value of Tourism
TOTAL IMPACT=
Supplying
inputs
required to support
tourism purchases
Food Products, Raw
Materials, Energy, Produce,
Banking, Insurance,
Advertising, etc
.
Indirect Impact
As
a result of direct and
indirect demand, income
generated gets spent
domestically
Household disposable
income gets spent and re
-
spent in successive rounds as
expenditure of one becomes
income of another
.
Induced Impact
Direct
recipients of
tourism expenditure on
goods and services
where tourists make
purchases
Hotels, Restaurants,
Transport, etc
.
Direct Impact
Jordan’s Tourism Strategy
The Value Chain
Integrating
International Benchmarks
WEF
9
-
ICT Infrastructure
(
65
,
2.6
)
WEF
2
-
Environmental Sustainability
(
38
,
4.9
)
Tourism Product Development Pillar
WEF 6
-
Air Transport Infrastructure
(60, 3.1)
WEF 7
-
Ground Transport Infrastructure
(65, 3.7)
WEF # 8
-
Tourism Infrastructure (56, 3.8)
WEF 13
-
Natural Resources (87, 2.8)
WEF 14
-
Cultural Resources (91, 1.8)
H R & Quality Assurance
WEF
11
-
Human Resources
(
70
,
4.9
)
WEF
4
-
Health & Hygiene
(
58
,
4.8
)
WEF
1
-
Policy Rules & Regulation
(
78
,
4.1
)
WEF
5
-
Prioritization of Travel &
Tourism (
16
,
5.5
)
WEF
3
-
Safety & Security (
15
,
6
)
COMPETITIVENESS
-
BASED NATIONAL TOURISM STRATEGY
National Tourism Strategy Pillars weaving in World Economic Forum Competitiveness Index
Marketing Pillar
WEF
5
-
Prioritization of Travel & Tourism
(
16
,
5.5
)
WEF
10
-
Price Competitiveness
(
37
,
5
)
WEF
12
-
Affinity for Travel & Tourism
(
9
,
6.1
)
Tourism Awareness
Gender Integration
Enabling Environment Pillar
Economic
Benchmarks
1.
International visitor expenditures
–
export tourism foreign
earnings
–
expressed in JD’s
2.
Domestic visitor expenditures
–
expressed in JD’s
3.
Tourism balance of payments
–
tourism earnings less
expenditures by Jordanians travelling abroad
4.
Employment
–
jobs and job equivalents created in the
economy by tourism
5.
Foreign Direct Investment (
FDI
) attracted
6.
Taxation
and other income to national treasury
Social Benchmarks
1.
Employment of
Jordanians
2.
Employment
of females
3.
Basic
Levels of pay
4.
Distribution
of tourism income within Jordan
5.
Support
to traditional rural sectors
–
agriculture, crafts, food
production etc
6.
Community
engagement in tourism
National Targets
2011
-
2015
•
Doubling tourism receipts to reach
4
Billion
•
Increase
tourist expenditure
•
Increase
domestic and international visitors
•
Creation
of
25000
new jobs
•
Enhancement
of enabling environment to empower
industry to create global competitive advantage
Strategic Objectives
•
Grow domestic and international visitor number sand
tourism receipts
•
Improve
country access and expand quality and diversity
of authentic visitor experiences
•
Balance
labor demand and supply and develop a
professional workforce
•
Raise
industry competitiveness and business performance
To ensure the process of updating the strategy is most inclusive, all facets of the industry are
included.
45
Private organizations
7
Public Organizations
9
Months
57
Meetings
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