Langkawi holds a special place in the hearts of many Malaysians and tourists from across the world. Since its initial development in the late 1980s, it has transformed into a popular tourist destination, culminating in Langkawi being awarded Geopark status by UNESCO in 2007. This Blueprint will further propel Langkawi into the ranks of a leading global island destination. The success identified in this Blueprint, however, can only be achieved through effective implementation of the underlying initiatives. New talent will be introduced into LADA and funding has been allocated. The road ahead will not always be smooth but I am confident that, with hard work and perseverance, the full potential of Langkawi will be unleashed. I hope that the public and private sector will come together and bring this Blueprint to fruition. The ben efits to the people a nd econo my of Lan gkawi – and also that of K edah and Malaysia – are enormous. God willing, we will be successful. 1Malaysia “People First, Performance Now”
Dato’ Sri Mohd Najib bin Tun Abdul Razak
Langkawi has and always will be the “Jewel of Kedah”. Its natural beauty, its thriving economy as a tourist destination and its passionate people make it a special place and a source of pride for Kedah. I am therefore very pleased that this Blueprint has been developed to chart its future – at least for the next 5 years – to unleash its potential to be amongst the best locations in the World. This Blueprint is d istinctive in s everal regards. It i s an excellent example of effective collabora tion between Federal and State agencies and also between the public and private sector. In addition to the initiatives to enhance the tourism economy, there are initiatives to build the skills and raise the incomes of Langakwians and Kedahans. Lastly, the initiatives are supported by detailed action and funding plans. For any Blueprint to be effective, leadership commitment and a disciplined approach to implementation is critical. On behalf of the Kedah State Government, we commit to the vision of this Blueprint and to supporting its implementation to the best of our ability.
Datuk Seri Ustaz Azizan Abdul Razak
Tourism is an important component to Malaysia’s Ec onomic Transformation Programme and our aspiration of achieving Vision 2020. Langkawi has delighted millions of tourists from across the world with its natural beauty, its myths, its unique flora and fauna and the warm hospitality of its people. To enable the tourism sector in Malaysia to move to the next higher level, Langkawi’s potential as one of the best tourist destinations in the world must also be unleashed. Clear targets, strategic planning and effective implementation are critical ingredients for Langkawi to be able to fulfill its potential. In so doing, economic and growth cannot be the only objective for Langkawi. Environmental protection, sustainable development and talent development are also paramount and I am pleased to see these elements incorporated into this Blueprint. Ultimately, the success of Langkawi should not only benefit Malaysia economically but also advance the lives of Langkawians and Kedahans. To respond to the q uick pac e and i ntense co mpetition of glob al touri sm, results m ust be d elivered quickly. As a sign of commitment of the Federal Government, significant funding was allocated to support this Blueprint. Similarly key agencies will continuously be upgraded to ensure the capabilities to follow through on the initiatives in this Blueprint. With the joint commitment of Federal and State agencies – and in partnership with the private sector – Langkawi’s position on the world map can be secured.
Tan Sri Nor M ohamed Yakcop
I.
Executive summary
With its world-class natural assets of enchanting islands, pristine beaches, and rich biodiversity, Langkawi has grown in leaps and bounds since the 1990s when the first concerted effort was made to develop the island as a tourism destination. However, Langkawi is falling behind its peers in terms of tourists length of stay, spend and seasonality. Further as with any ecologically sensitive environment, development has put Langkawi’s unique assets at risk. The time is ripe to revisit what Langkawi stands for, and map out where it needs to be within the next 5 years.
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I.
Executive summary
Langkawi is an island paradise with prist ine beaches, secluded islands and nature sanctuaries known for exotic wildl ife, tropical plants and rock fo rmations as old as the Earth. Yet its true potential has not been fully unleashed. We believe, however, that Langkawi has the potential to ascend to the global top 10 list of island and eco-destinations by 2015.
2015 – TOP 10 ISLAND AND ECO-TOURISM DESTINATION In 2015, Langkawi offers tourists a multitude of attractions, makes it easy and enjoyable for them to get here and to get around the island, tempts luxury seekers with many ways to be pampered and offers pristine environments for fun, relaxation, dining and shopping. From the moment visitors set foot on our island, they experience Langkawi’s gracious hospitality through efficient welcome services and cost-effective safe ground transport to and from hotels and attractions. Vis itor s have many ways to bet ter app reci ate our natural beauty. Nature activities such as birdwatching on Gunung Raya and touring Kilim’s mangrove forest attract eco-tourists and expose others to the breadth of our natural bounty. Attractions meet the high standard of the upgraded Panorama Langkawi Sky Cab that gives visitors an eagle’s eye view of the island’s jungle, Gunung Machincang’s waterfalls and the turquoise sea. Authentic attractions tempt visitors to extend their stay, such as the Geosite Interpretive Centre, the living museums at Laman Padi and Makam Mahsuri as well as the newly revitalised Pantai Cenang waterfront.
Tourist s arri ving from new lon g-ha ul poi nts of orig in frequent luxury accommodation on the exclusive north west shore. Families travelling on more moderate budgets stay in newly upgraded Cenang. One of the hallmarks of Langkawi is exemplary standards and practices to protect the environment and culture. We set the national benchmark – if not the international benchmark – for both conservation and preservation. In short, the Langkawi of 2015 hosts more tourists from more countries by offering them an exceptional experience – exceptional hospitality, services, attractions and accommodation. Besides considerable pride in being in the ranks of the global top 10 islands – joining the likes of Bali and the Maldives – Langkawians benefit economically. By 2015, we can expect Langkawi’s tourism and tourism-related GNI to double from RM0.8 bn in 2010 to RM1.9 bn in 2015 on the back of a doubling of tourism receipts over the same period from RM1.9 bn to RM3.8 bn. With more hotels, more luxury hotels with high ratios of staff to guests and new attractions offering high quality service, we can expect 4,200 more jobs to be created. Langkawi will be better – better for tourists i and better for the locals.
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TODAY – STRONG TOURISM BASE Langkawi already has a strong tourism base, with steady year-on-year growth in line with peers. In 2010, more than 2 million people visited Langkawi, half of whom were international tourists, producing estimated tourism revenue of RM1.9 bn. This revenue accounted for over 11% of Kedah’s overall GDP, and directly and indirectly tourism provided work for 60% of the island’s population. From 2000 to 2009, Langkawi’s tourism grew by 3.6% annually, in line with popular island destinations like the Seychelles and Mauritius. Despite these strong numbers, on measures of spend per day, length of stay and seasonality, Langkawi falls behind regional island destinations such as Bali and Phuket and international destinations such as Hawaii, Mauritius and the Seychelles. Tourists to Langkawi spend less, much less – average spend is RM200 less per day than our competitors. And our visitors stay for much shorter periods – 5.3 fewer days on average. These two figures compound into a huge shortfall in potential revenue, which is further aggravated by a misconception of seasonal bad weather, which results in a season of low tourist numbers. Our infrastructure can easily sustain controlled growth of tourism numbers – we have sufficient capacity of land, electricity, water and sewage treatment. We have room to grow, but we need to overcome our limitations in the areas of planning and cross agency and sector coordination and our weak enforcement of existing planning and conservation regulations. Efforts in these areas will help to focus Langkawi’s growth on tourism that is sustainable both economically and environmentally. These form part of our Blueprint for Growth.
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2011 TO 2015 – THE BLUEPRINT FOR GROWTH The g rowth of an exi sting t ourism industry is comp lex and will require many initiatives across three themes. Products describe the touch points for every tourist – from the essentials of accommodation and restaurants to the fun and entertainment of attractions. Seven initiatives are presented here to create iconic must-see attractions, enhance the quality of supporting products and raise baseline standards. Infrastructure describes how tourists experience Langkawi from point of arrival to point of departure. Four initiatives embrace the creation of a seamless experience so that tourists discover as much of Langkawi as they desire. Enablers encompass three initiatives to lay strong foundations for the industry via community development and marketing.
Compelling attractions and luxurious accommodation Langkawi needs to create a handful of truly world-class attractions and raise the overall baseline for iconic attraction and supporting products. Iconic attractions would include world-class nature sanctuaries (e.g., Kilim, Machinchang, Dayang Bunting) helmed by experiential Interpretive Centres that serve both as hubs for tourist activities as well as for conservation work. These would be supplemented by two revamped living museums (i.e., Laman Padi and Makam Mahsuri) that bring to life Langkawi’s culture and myths. And a revitalised Pantai Cenang, to serve as the primary public beach for family fun on the island, complete with new dining, retail, entertainment and accommodation options. Similar to the star-ratings used for hotels, a rating and endorsement system for attractions would serve to inform tourists and help set their expectations.
These new and improved tourism products would be supported by the development of more luxury accommodation options from boutique resorts to villa rentals and indeed a new commercial zone with retail, dining and entertainment options in the north western part of Langkawi targeted at higher spending tourists. Given the development or redevelopment of compelling attractions and more accommodation, the island could support a year-round MICE calendar targeted at small-to-mid-sized events and focused on core value propositions of nature and ecotourism.
Better infrastructure and smoother transportation links With better infrastructure, more tourists could enjoy more of Langkawi. Expanded air connectivity into Langkawi from prime international destinations via charter flights and new scheduled routes would be a first step to increasing the number of tourists to the island. Similarly, the entry experience by ferry will be improved. Targeted initiatives at key touch points could create a magical arrival experience that could be extended through enhanced ground mobility, from connector shuttles to regulated taxi fares. These would allow tourists to travel in comfort and give them increased flexibility to see the island. Essential for the island’s pristine image, we would improve systems for garbage collection and public toilet maintenance. A new park ranger force will be established to support enforcement and conservation activities. Over time, we will increase the use of green technology and other sustainable green practices across the island.
Target ed tourism and higher non-tou rism incomes Th e su cc es s of th e Bl ue pr in t is de pe nd en t on other successful initiatives outside of products and infrastructure. The first is the development
of a Langkawi-specific branding and marketing campaign anchored on core value propositions and differentiated by priority markets. A tourism academy driven by public-private partnership would produce fit-for-industry graduates to meet the demand of the industry. Beyond the tourism industry, it is important for Langkawi to have diversification. Thus we propose to introduce contract farming schemes in farming and fishing to raise incomes of local people not involved in tourism and to help those in agrarian sectors diversify their activities in support of tourism.
MAKING IT HAPPEN – STRONGER GOVERNANCE AND MONITORING With world-class natural assets of enchanting islands, pristine beaches and rich biodiversity, Langkawi has grown in leaps and bounds since the 1990s when the first concerted effort was made to develop the island as a tourism destination. However, as with any ecologically sensitive environment, development has not come without its challenges. Today, the very assets that made Langkawi unique are at risk. Without some intervention, Langkawi’s tourism industry will most likely decline. Langkawi has set high goals for 2015, which can be achieved with this Blueprint. To ensure prompt delivery, the owner of each initiative has been identified responsible for delivering on a set of key performance indicators and targets. Overall coordination will be effected by a Delivery Management Office within LADA, which will monitor progress, troubleshoot with initiative owners when there are delays and report to LADA on a monthly basis.
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II.
Stocktake:
Langkawi’s strengths and challenges Langkawi’s rich natural endowments make it a popular destination for foreign and domestic tourists. The archipelago remains relatively pristine, with most of its 99 islands protected from major development. Langkawi is also home to a rich array of flora and fauna, in addition to unique geological formations. The island’s la ndscape is dotted with picturesque paddy fields and seaside fishing villages, evoking memories of a small, self-sufficient fishing and farming community.
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II.
Stocktake:
Langkawi’s strengths and challenges Langkawi’s rich natural endowments make it a popu lar destination for fo reign and domestic tourists. The archipelago remains relatively pristine, with most of its 99 islands protected from major development. Langkawi is also home to a rich array of flora and fauna, in addition to unique geological formations. The island’s landscape is dotted with picturesque paddy fields and seaside fishing villages, evoking memories of a small, self-sufficient fishing and farming community. More than that, Langkawi offers a wide range of attractions for tourists, as illustrated by Exhibit 1. Product offerings range from the exciting cable car ride up Mount Machinchang, with sweeping views of the surrounding forest covered terrain, to family fun activities like Underwater World, to major events like the Langkawi International Maritime and Aerospace Exhibition (LIMA). During their stay, tourists can enjoy a range of shopping and dining experiences, from Kompleks Kraftangan and duty free shopping in Kuah to the numerous restaurants at Pantai Cenang and Perdana Quay. Langkawi is accessible via air or sea. The Langkawi International Airport welcomes about 20 flights per day from Kuala Lumpur, Subang, Penang and Singapore. Charter flights arrive from Finland and Hong Kong during their respective peak holiday periods. For travellers by sea, there are four regular ferry routes from Kuala Perlis, Kuala Kedah, Penang and Satun (Thailand). Tourists also arrive at Langkawi via cruise ships or private yachts, many of which berth at Royal Langkawi Yacht Club in Kuah or Telaga Harbour near Pantai Kok.
of tourists are from Europe and Asia, with the top five sources being the UK, Australia, Saudi Arabia, China and India. The profile of visitors to Langkawi is as diverse as its product range. As Exhibit 2 illustrates, tourists range from high net worth retirees to budget day trippers. Arrivals h ave grown steadily a t a rate of 3.6% annually (between 2000 and 2009), in line with destinations like Mauritius and Seychelles, but faster than more mature island destinations like Hawaii and Phuket (Exhibit 3). Today, Langkawi’s tourism industry contribut es to ~11% of Kedah’s overall GDP and directly employs ~30% of Langkawi’s workforce. The majority of these workers are employed at the numerous hotels, motels and chalets that dot the island. Another 30% of the island’s population is estimated to be employed in tourism related businesses or professions such as restaurants, transportation providers, tour guides, and retail outlets.
In 2010 these product and infrastructure assets enabled Langkawi to generate RM1.9 bn in tourism receipts and attract ~2.5 million visitors (consisting of ~2 mn tourists and ~0.5 mn day trippers). The majority
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Relative to peers, Langkawi experiences lower yield per tourist and greater seasonality impact While growth in arrivals is comparable to other destinations, Langkawi falls behind other island destinations on two key metrics, average length of stay and average daily spend, as shown in Exhibit 4. The resulting impact is t hat L angkawi’s touris t yiel d i s significantly lower than other island destinations. As accommod ation is universally the main c omponent of tourist spending, Langkawi’s lower tourist spend can be attributed to our lower proportion of 4- and 5-star rooms (and hence lower average room rates) relative to peers. As shown in Exhibit 5, while there are more than 8,000 rooms in Langkawi, only 35% of accommodation is in the 4- and 5-star categories, compared with 55% in Hawaii, 48% in Mauritius and 44% in Bali.
Island destinations often face seasonality in arrivals, mainly driven by weather, as tourists avoid certain destinations during periods of monsoon or extreme temperatures. In this respect, Langkawi is favourably protected – its location in the Andaman Sea shelters it from heavy monsoons. Yet when comparing Lang kawi’s peak and low season traffic (as measured by visitor arrivals), the seasonal swings are more drastic than peers such as Bali, Seychelles and Hawaii, with the low season drawing less than 50% of the peak season traffic, as shown in Exhibit 6.
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EXHIBIT 4
Langkawi’s yields are lower than peers on two key metrics, resulting in lower revenues per visitor Average spend per day RM
Annual arrival, Millions
1,400 1,300 1,200 1,100 1,000
Bahamas (1.3)
900
l u e a v e r h g H i Mauritius (0.9) British Virgin Islands (0.3)
800 700 600 500
Bali1 (4.7)
400
Phuket (3.4)
300
e a l u v r w e o L
200 100
Hawaii (6.4)
Jamaica (1.8) Maldives (0.7)
Langkawi2 (2.5)
Seychelles (0.2)
0
0
0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 5.5 6.0 6.5 7.0 7.5 8.0 8.5 9.0 9.5 10.0 10.5 11.0 Average length of stay Days
1 Average spend per day for Bali based on Indonesia's average 2 Langkawi’s average based on estimates of visitor spend weighted by segments SOURCE: LADA, MAH, Tourism Authority of Thailand, Seychelles National Bureau of Statistics, Ministry of Tourism, Leisure & External Comm. (Mauritius), Hawaii's Department of Business Economic Development & Tourism, Ministry of Culture & Tourism (Indonesia)
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There is sufficient capacity for Langkawi to grow further, but several barriers will first need to be addressed Langkawi is in a favourable position for growth. In terms of land, we still have room for further expansion. Public utilities capacity in Langkawi (electricity, water and sewage) is also sufficient to support potential growth, at least until 2015. Existing electricity capacity is able to cover 100% growth in consumer demand. Water usage capacity is currently at 66%, and will allow for up to 7% annual consumption growth to 2017. As for sewage, there is sufficient capacity to support further growth as the current usage level is 13%. Th e ch al le ng e li es mo re in th e ex ec ut io n of an y development plan, than in the actual concept itself. Exhibit 7 illustrates the top 10 barriers to the development of the tourism industry identified by the Langkawi Tourism Lab. Three barriers are worth particular attention due to the frequency with which they cropped up in ongoing stakeholder discussions.
issues identified include limited coordination and planning on development and land use as well as the lack of enforcement against errant offenders (such as illegal taxis and car rentals). Another chall enge include s the paucity of conserva tion efforts to ensure that Langkawi’s natural environment remains pristine and protected. The deteriorating environmental quality of major sites such as Kilim and Cenang, due to erosion and poll ution respectivel y, were highlighted as warning signs of a prevailing lackadaisical attitude towards conservation and preservation. A th ir d ma jo r co nc er n wa s vo ic ed re ga rd in g the occurrence of unbalanced local community development. Stakeholders were clear on the need to build local capabilities so that a larger section of the community would be able to participate in and benefit from the tourism industry.
To begin, limited planning, cross-sector and agency coordination, and enforcement of existing plan and conservation regulations were consistently identified as the biggest barriers to effective growth. The key
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III. Vision:
Langkawi in 2015 Imagine a destination where stunning beaches, untouched islands and nature sanctuaries form the backdrop for an unforgettable getaway. Imagine a destination where there are ample, high quality activities for those who wish to rejuvenate from the bustle of modern life, to those who wish to challenge their physical limits. Imagine the best of island living where warm hospitality, rich Malay culture and a relaxed pace of life comes together the comforts of modernity. Imagine, that this is Langkawi in 2015: a top 10 island and eco-destination.
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III. Vision:
Langkawi in 2015 Imagine a destination where stunning beaches, untouched islands and nature sanctuaries form the backdrop for an unforgettable getaway. Imagine a destination where there are ample, high quality activities for those who wish to rejuvenate from the bustle of modern life, to those who wish to challenge their physical limits. Imagine the best of island living where warm hospitality, rich Malay culture and a relaxed pace of life comes together the comforts of modernity. Imagine, that this is Langkawi in 2015: a top 10 island and eco-destination. Our aspirations are high: to deliver one-of-a-kind experiences, from product to infrastructure. Delivering on this aspiration will require several shifts in how Langkawi currently positions itself and operates.
attractions. These attractions should help define what it means to visit Langkawi, and will be anchored around the island’s natural beauty and distinctive heritage of myths and Malay culture.
We will need to transform from an island with no distinct brand to one synonymous with a tropical island paradise blessed with breathtaking flora, fauna and geological formations. This is not simply a matter of better marketing, but a focused effort to better showcase Langkawi’s most important asset.
In addition to the nature sanctuaries, we envision redeveloping Pantai Cenang, so that it serves as a focal point for family entertainment, its vibrancy a counterpoint to the more secluded beaches around the island. We envision turning Makam Mahsuri into a living museum that recreates kampung life as it was more than a 100 years, with a rich cast of villagers plying their traditional trades. We envision a revamped Laman Padi that offers an interactive way to learn about anything rice-related, from paddy planting to cooking classes.
As na tu re ta ke s ce nt re st ag e, we en vi si on th e creation of Interpretive Centres that serve as hubs for fun, experiential tourist activities as well as research and conservation work. We envision a force of Park Rangers that will bring both knowledge and passion to their role of educating others and protecting the environment. We will need to go from a highly variable product portfolio to one where there is a high minimum standard and a handful of truly iconic, world-class
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We will need to address gaps in infrastructure standards, ranging from poorly maintained public toilets and illegal taxi operators to a shortage of direct international flights from priority markets. Here our aspiration is to ensure that every possible amenity or service a tourist could need are consistently delivered to a high quality, so that the tourist can easily enjoy all Langkawi has to offer. We intend to move from a tourist market focused on mass and middle market travellers to one that increasingly targets the higher-spending tourists who form the affluent and luxury market. To that end we envision a Langkawi with a wider range of luxury accommodation options, from boutique resorts to villa rentals. We envision a new commercial hub in the north western part of the island that offers retail, dining and entertainment options targeted at this market. At the same time, we envision the upgrading of mid-range hotels and commercial zones to ensure that Langkawi is still accessible to middle income families.
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Finally, we need to transform our delivery and monitoring mechanisms. The development of the tourism sector in Langkawi has historically been characterised by a record of ad-hoc planning, haphazard implementation and limited enforcement. Our aspiration here is thus simply, to execute all of the above with a close attention to detail, a relentless focus on software rather than hardware, and a commitment to follow through, regardless of how tough the journey ahead may be. We hope that in the years to come, Langkawi will serve as an exemplary standard for Malaysia on what it takes to protect and regenerate our environment and culture, as well as to deliver on our promises to the people.
IV.
Blueprint and delivery plans:
Three themes to realise our vision To help us deliver on this aspiration , we have developed a portfolio of 14 initiatives across three themes – product, infrastructure and enablers. These initiatives adhere to five guiding principles. First, they support a cohesive vision of Langkawi as a nature and eco destination. Second, they build on Langkawi’s existing strengths with an eye towards becoming truly world class, so as to maximise the island’s competitive advantage vis-à-vis other island destinations. In line with this, all of the initiatives underline a shift towards developing content rather than developing infrastructure. These initiatives also aim to improve the living standards of Langkawians, in terms of their income levels and quality of life. Finally, the Blueprint has paid close attention to the issue of implementation as we recognise that a plan is only as good as its execution.
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1. Iconic Geopark Objective Our vision is to become an internationally renown destination for eco-tourism with iconic Geosites (e.g., Kilim, Dayang Bunting, Machinchang) helmed by world-class Interpretive Centres and protected by exemplary conservation practices Rationale Langkawi’s potential as a premier eco-destination is undermined by a lack of well-trained guides and a limited range of nature based activities. Despite being one of the first destinations in the world to secure UNESCO recognition as a World Geopark, there is still little awareness of the rich geological and biological heritage of Langkawi. Even more troubling, this very asset is at risk of deterioration due to the lack of a comprehensive conservation programme and weak enforcement of existing regulations. Actions First, we will develop a comprehensive conservation plan for the island and enforce it via the creation of a new Park Ranger force at LADA. The force will have three types of Rangers. Patrol offices will act as the ‘eyes and ears’ on the ground for the relevant State agencies, by patrolling the sites 24/7 and reporting offences to the State for prosecution. Conservationaist will be responsible for overseeing research and conservation programs, including public education initiatives targeted at the public and tourists. Finally, maintenance staff will be responsible for ensuring that all eco-sites have good quality, baseline infrastructure.
Tujuh (e.g., public toilets, interpretive panels, trail s), and work with industry associations like the Langka Langkawi wi Tour Tour Guide Association to ensure that guides are able to meet a consistent quality bar. Langkawi will also be part of the Malaysia Mega Biodiversity Hub programme under the Tourism T ourism National Key Economic Areas (NKEA) to ensure alignment with national standards. Finally, we will work with the private sector to build compelling, family-friendly Interpretive Centres aimed at educating tourists about Langkawi’ Langkawi’s s rich heritage. T hese Centres are to be built at the entrance to popular sites such as Kilim to serve as a focal point for activities like guided tours, hiking, biking, canopy walks and b oat rides. These Centres will be operated independently but must meet common minimum standards to ensure a baseline quality of experience. Governance LADA will work closely with the State Government on all conservation activities, including the set up of the new Park Ranger Force. LADA will also facilitate the set up of the Interpretive Centres by private partners, in addition to owning and managing the operations a new Centre at Kilim Funding RM141 mn in cumulative funding is expected to be required over the next 5 years, of which ~30% is projected to come from the public sector.
To that en d, we will put in place baseline infrastructure To at key sites such as Dayang Bunting, Kilim and Telaga
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2. Revitalised Cenang Objective Our vision is for Pantai Cenang to be a premier beach for family fun – clean, safe, vibrant and accessible to all tourists. This public beach stretch will serve as a counterpoint to the more secluded and private beaches around the archipelago. Rationale The 2.2 km stretch of beach between Casa Del Mar and Underwater World is the main public beach strip in Langkawi. In recent years, however, uncontrolled development has led to the mushrooming of illegal businesses, increased water pollution and an increasing number of subpar retail, dining and accommodation options. Actions A ho li st i c re de ve lo p me nt of th e be ac h fr on t an d surrounding area is required to maximise the area’s potential. To start, we will connect all establishments in the area to the main sewage line, starting with the 50 businesses that contribute 40% of all water pollution in the area. For safety reasons, we will relocate water sports to the Pantai Kok area and increase the number of lifeguards on duty. The primary focus over the next 4 years will, however, be the creation of a new waterfront and commercial area. The former will require relocating all illegal operators on the beachfront to the new commercial zone. The cleared space will then be used to create an open stretch of beach and pedestrian walkways with public facilities (e.g., toilets, changing rooms and prayer rooms), children
recreation zones etc. We will also beautify the area by replanting coconut trees and maintaining existing greenery wherever possible. For the latter, we will acquire approximately 34 ha of land in the area. We will tender out the development rights for this land to a private company in return for a share of the profits. The new development is expected to include distinct areas for retail, dining, entertainment and accommodation, including at least two, new 4-star hotels to address the expected shortage in this accommodation bracket. We will also require existing commercial buildings to upgrade their facilities and façade to ensure that they meet a minimum standard. Governance A Special Task Force chaired by the Director of Kedah Economic Planning Unit (UPEN Kedah), will be set up, with representatives from federal and state agencies. The Task Force will have overall responsibility, except where sewage is concerned, as that will be handled by the Department of Sewerage Services. Funding A total of RM1.111 mn in cumulative funding for 2011 to 2015 is expected to be required, of which ~30% is projected to be publicly funded. The bulk of public funds will go towards the acquisition of land for the new commercial zone.
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3. Living Museums Objective Our vision is to breathe life once again into the image of Langkawi as an island steeped in tradition, and lore. To do so, we have identified two sites that will serve as anchors for cultural activity: Laman Padi and Makam Mahsuri. Rationale Langkawi’s potential as a site with cultural attractions has not been maximised. Most legends apart from Mahsuri have faded from public memory. Traditional activities like net-making and woodworking still practiced in the archipelago are not being presented as a tourist attraction. The attractions that do exist, such as Makam Mahsuri, fail to showcase our cultural heritage in a manner on par with international standards.
Governance LADA will retain ownership of the two assets but tender out the development and operation rights to qualified private companies. LADA will manage the performance of these companies via strict KPIs linked to financial sustainability and visitor numbers. Funding A total of RM21 mn in cumulative funding is expected to be required over the next 5 years, of w hich approximately 20% is projected to be publicly funded.
Actions First, we will redevelop Laman Padi as an experiential museum for all things related to rice. To do so, we will widen the range of activities on offer, from thematic tours (e.g., a day in the life of a paddy farmer) to classes on cooking for rice-based treats. We will also upgrade the facilities so that Laman Padi can be used as a site for MICE events seeking a rustic setting. Makam Mahsuri will be redeveloped as a living museum showcasing Malay culture and village life at it was hundreds of years ago. This will require replicating the architecture and tools of the period as closely as possible and bringing in craftsmen, musicians, fishermen and farmers who can demonstrate activities and give classes. We also aspire to use Mahsuri as a showcase for all Langkawi legends, via new performances and interactive displays.
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4 & 5. Luxury Stays and Vibrant North West Objective Our vision is to create a supporting base of products for luxury travelers from exclusive boutique resorts and rental villas to high end retail, dining and entertainment zones. Rationale To support t he int ende d shif t towa rds hig her sp endi ng tourists, Langkawi will require an increase in the supply of 5-, 6- and 7-star hotels. The development of such luxury hotels can also serve as an attraction on its own, much as the Jumeirah Hotel became an attraction for Dubai. Along the same lines, the existing retail, dining and entertainment zones in Kuah and Cenang/Tengah are primarily targeted at a broad tourist segment. An expanded commercial zone in the North West section of the island that is geared towards more affluent and luxury travellers would broaden the range of options on the island. Actions We will facilitate the private development of five new 5-star and above accommodation options over the next 5 years. This includes the development of a single island resort on Pulau Bumbun, several real estate developments to create a luxury villa market and targeted partnering with internationally renowned boutique brands. As part of this process, we will improve the investment promotion process to ensure better targeting and cultivation of developers with good track records.
We will also accelerate the development of a new dining, retail and entertainment zone in Teluk Datai as well as an expansion of the existing commercial zone at Telaga Harbour. Part of this expansion will involve creating more nightlife options that balance local cultural sensitivities with the desire of tourists for a broader range of activities at night. To aid private investors interested in investing in these developments, UPEN Kedah will publish clear eligibility criteria for foreign land ownership. It will also set KPIs for turnaround times documentation requirements at each stage of the application process. Governance Northern Corridor Implementation Authority (NCIA) will work closely with UPEN Kedah via existing processes (e.g., State Economic Planning Committee) to attract private investors and ensure that applications from prioritised projects are reviewed as quickly as possible. Final approval rights for these projects nonetheless remains with the State. Funding A total of RM3.8 bn in cumulative funding is expected to be required from 2011 to 2015, all of which will come from private investors.
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6. Niche MICE Objective Our vision is to position Langkawi as a MICE destination focused on meetings and incentives, with a handful of iconic events that align with and emphasize the island’s value proposition as a top nature and eco-destination. Rationale Although Langkawi hosts an array of events every year, its events tend to draw small to mid-sized audiences, are unevenly spread across the year, and frequently coincide with peak tourism periods. This is counter to the industry best practice of organising events during low seasons to reduce seasonality in monthly arrivals. Additionally, there is a lack of truly well-known international events that align with and reinforce Langkawi’s value proposition as a nature and eco-adventure destination.
The main thrust, will be the development of or the bringing in of iconic events that are synonymous with Langkawi’s branding around nature, culture and eco-adventure. Governance LADA will take the lead on this initiative, through a dedicated events team within their Promotions and Events division. LADA will also work with the Malaysia Convention and Exhibition Bureau (MyCEB) and Tourism Malaysia on this effort. Funding Th e pu bl ic se ct or is es ti ma te d to sp en d RM 1 mn from 2011 to 2015 to fund the operations of the dedicated team.
Actions A well-planned MICE calendar can address the problem of seasonality by drawing in crowds during the low season, and reinforces the island’s brand. To that end, we envision the development of Langkawi as a niche MICE destination. Here, the term ‘niche’ refers to a focus on smaller sized events such as meetings and corporate incentive programmes and anchored around the island’s core proposition. At the most basic level, this will require the development of shell sites such as Galeria Perdana and Laman Padi to broaden Langkawi’s offerings beyond the standard roster of hotel conference rooms and ballrooms. It will also require a dedicated team responsible for bringing in events, and assisting event organisers in coordinating the public and private stakeholder landscape.
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7. Endorsement Programme Objective Our vision is to create a high quality baseline for all tourist products, through the introduction of a new rating guideline that will be piloted in Langkawi and rolled out nationwide. Rationale The lack of minimum standards has created a wide range in the quality of attractions on offer. Tourists also lack a signalling mechanism to help them distinguish between good and mediocre products, which may in turn negatively impact their holiday experience.
Governance The Mi nistry of Tourism w ill ta ke the lead in de veloping the standards and rolling out the programme. It will lead a working team consisting of representatives from the industry and related Ministries such as the Ministry of Natural Resources and Environment. Funding A total of RM9 mn in cumulative funding is expected to be required from 2011 to 2015, of which 9% will be publicly funded.
Actions As done with the existing guidelines for hotels, spas and reflexology centres, we will develop rating guidelines for all tourism products. This includes an eco-certification framework for nature-focused products and services. Once developed, every product will be assessed against these standards. Those that meet a certain threshold (e.g., four or five stars) will be allowed to display an endorsement logo at their site and will be included in official marketing documents (e.g., brochures, website). This process will be repeated regularly (e.g., every 2 years) to encourage all operators to maintain and upgrade the quality of their attraction. This new set of guideline s will be piloted in Langkawi, and thereafter rolled out nationwide.
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8. Connectivity Objective Our vision is to improve direct connectivity into Langkawi firstly from priority international destinations via charter flights, or new route development and secondly through better ferry connectivity. Rationale Accessibili ty connectivit y to a holiday destination is a major factor for most tourists. At present, however, in terms of airline connectivity Langkawi has only one non-stop international route (Singapore) and the charter flight programmes (from Finland and Hong Kong) operate only during their respective peak seasons. On the other hand, comfort, schedule and reliability of the ferry services surface as key issues among most tourists. Actions We will pursue a charter flight strategy for mid-to-long-haul sources of priority tourists that provides a per head incentive and fixed marketing cost subsidy to foreign tour operators. Operators will only be eligible for these fun ds if their charter programme is able to meet certain criteria (e.g., tourists are to spend at least 7 days in Langkawi and should fall into the affluent and luxury bracket).
of incentives will be developed for these airlines, from waived landing and parking fees to a per head incentive in the initial years, to encourage the airlines to muster passenger loads. As for ferry con nectivity, we wil l firstly enhance the jetty entry points throu gh the Targeted Touch Points initiativ e. At the same time, NCIA will conduct a review of the routes and schedule of ferry services. Governance Malaysia Airports Holding Berhad (MAHB) will work closely with NCIA and MOTOUR to develop these new routes. Local tour companies wishing to set up their own charter flight programmes may also apply to the Government for access to the incentive fund. Funding RM40 mn in cumulative funding from 2011 to 2015 is expected to be required for the incentive fund. ~23% of these funds are projected to come from the public sector.
For the near home markets such as Bangkok and Jakarta, we will work to develop scheduled flights with the relevant national carriers. A comparable set
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9. Ground Mobility Objective Our vision is to enhance ground transportation options to allow tourists to travel more easily around the island at a price point that suits their needs. Rationale The attraction s of Langkawi are dotted around the island, necessitating a fair amount of travel by car if a tourist wishes to cover many or all of them. The challenge, however, is that tourists today have limited mobility options, having to choose between using a taxi (which can be expensive for a single tourist) or renting a car. This situation is compounded by the lack of transparency of taxi fares, since taxis do not use meters, and the prevalence of illegal taxi and car rental operations. Actions We will begin by conducting a review of taxi fares to ensure that current pricing is fair to both the taxi driver and passenger. We will then enforce the transparency of these fares by publishing an official price book, educating tourists to refer to the price book and requiring taxis to provide receipts when asked.
tourist sites. While both will make it easier for tourists to move around, the former option, with its expanded network will benefit the local community as well. In the event the connector shuttle option is selected, it is envisioned to have two routes: the west island route will run from Porto Malai to Telaga Tujuh, while the east island route will run from Kuah Jetty to Pantai Pasir Hitam. The buses will run continuously and will pick up at each stop every 30 minutes. For tourists requiring more frequent transfers, or who wish to visit attractions not on the route, taxis will still operate. Governance The Public Land Transport Commission (SPAD) will spearhead the fare review and enforcement of taxi fares transparency and illegal taxi and rental operations. They will be support ed in this e ffort by LADA . LADA will also be responsible for the land transportation usage assessment. Funding Thi s i nit iat ive is est ima ted to requ ire RM1 3 m n t o b e funded through public-private partnership.
As part of this enforcement drive, we will encourag e illegal taxis and rental operations to secure licenses if they meet required standards. We will then step up enforcement measures against those who choose not to seek legalisation. Finally, we will conduct a land transportation usage assessment to determine whether to launch a public bus system on the island, or a shuttle bus connecting key
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10. Health and Sanitation Objective Our vision is to enhance the tourist experience by ensuring that expectations on the cleanliness of public areas, tourist hotspots and public toilets are met. Rationale The re are two hea lth and san ita tio n iss ues tha t frequently crop up in a tourist’s assessment of their holiday experience in Langkawi. First, the amount of litter in public areas and streets, particularly after an event, due to low frequency of garbage collection and insufficient garbage bins. Second, the poor condition of many public toilets, ranging from poorly cleaned to poorly maintained facilities.
Governance MPLBP will be responsible for improving garbage disposal and toilet management. Where private companies are involved, the Council will monitor their performance through detailed KPIs. Funding The pu blic se ctor is pro jecte d to spend ab out RM3 mn over the next 5 years to implement this initiative.
Actions A targeted approach will be taken towards improving garbage disposal and toilet maintenance. For example, the Langkawi Municipal Council (Majlis Perbandaran Pulau Langkawi Bandar Pelancongan, MPLBP) will increase the frequency of garbage collection and the number of garbage bins in areas with the highest complaints (e.g., Pantai Cenang). The Council will also contract out the cleaning of all its public toilets to a private company, with instructions to prioritise the improvement of service levels in areas with high tourist traffic. These changes will also be done in collaboration with the respective private companies that provide these services. The council will also explore other innovative solutions such as organising gotong-royong competitions among schools with emphasis on sustainable green practice.
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11. Targeted Touch Points Objective Our vision is to enhance the first impressions of tourists arriving in Langkawi through a series of targeted interventions on both physical facilities and service levels. Rationale Research has shown th at a tourist’s memory of a holiday is greatly shaped by the first 30 minutes in that location. As such, we carefully reviewed the arrival experience at key entry points to determine where targeted interventions are needed to maximise the “wow factor” in this period. Actions First, we will improve the infrastructure at Langkawi International Airport and Kuah Jetty. This includes upgrade to facilities such as toilets and waiting areas, as well as the introduction of new systems to improve service provision (e.g., electronic ticketing at Kuah Jetty). We also plan to include touches such as piping traditional music into the arrival hall and decorating these entry points with Malaysian arts and craft.
A third touch point is the quali ty of taxi servi ce, given that taxis are still the primary mode of transportation on the island. Here the goal is to ensure that all drivers are able to conduct basic conversations in English, particularly pertaining to the attractions of Langkawi. Governance There are multi ple owner s for this i nitiative. Malaysia Airlines Holding Berhad (MAHB) and the Marine Department are responsible for the infrastructure upgrades at the airport and Kuah Jetty respectively. Tourism Malaysia will be in charge of improving the quality of service at tourist informati on centres. Finally, SPAD will be responsible for ensuring that taxi drivers complete the necessary upskilling courses. Funding Abo ut RM1 3 mn in pub lic fun din g is exp ect ed to be required from 2011 to 2015.
Second, we will ensure that the airport and jetty tourist information centres are always staffed during peak arrival times and equipped with a good array of brochures explaining the attractions of the island. We will also ensure that the staff at these centres are fluent in at least two languages (Malay and English) to maximise the support they can provide to tourists. This element is key as the tourist information centre is often the first port of call for tourists in a new destination.
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12. Branding and Marketing Objective Our vision is to create a Langkawi-specific branding and marketing campai gn anchored on the island’s core value propositions and differentiated by priority markets. Rationale Langkawi currently lacks a strong branding and marketing campaign specific to the archipelago. The re i s n o c ons ist ent mess agi ng on wha t La ngk awi stands for and very little differentiation of messaging for target markets. Where marketing is employed, it tends to favour traditional channels such as travel fairs and trade shows, rather than digital channels. These digital channels are vital as there is an increasing shift towards online holiday research and purchasing. Actions We will launch a new Langkawi-specific campaign in two phases. During Phase 1, the focus will be on “getting the basics right.” This includes measures to shore up baseline content such as creating an appealing, integrated online portal, revising existing brochures to make them more tourist-friendly and creating sample itineraries tailored to different timelines and interests.
is crucial to ensure that Langkawi will be able to deliver tourists the experience promised by its marketing campaign. During the second phase, we will actively target high growth markets such as China, India and the Middle East, near home markets such as Singapore and Indonesia, as well as traditional mainstays such as the United Kingdom and Scandinavia. We will also use a wider range of marketing channels, with increased emphasis on social media marketing (e.g., engaging popular bloggers to write about the island) and targeted advertising via select travel and airline magazines. Governance LADA will take the lead on this initiative, through a dedicated branding and marketing team within their Promotions and Events division. This team will be staffed with industry professionals who have a strong track record in destination marketing and the use of digital marketing. Funding Total funding of RM25 mn is estimated to be required from 2011 to 2015. This amount is expected to be publicly funded.
Once baseline improvements across the product and infrastructure initiatives are in place, we will launch Phase 2, a full-fledged campaign. The launch in phases
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13. Tourism Academy Objective Our vision is to produce “fit-for-industry” graduates that address the talent shortages in Langkawi, while building the capabilities of the local community colleges’ staff and lecturers. Rationale Like the rest of Malaysia, the tourism industry in Langkawi faces a shortage of skilled workers. Many companies have resorted to in-house solutions such as the hiring of foreign workers and the development of tailored training programmes for new hires. Despite these efforts, the recruitment and retention of good staff remains a constant struggle, not to mention a duplication of resources. From the perspective of prospective employees on the other hand, the tourism indu stry is not an attractive sector. Low starting wages compared to other industries, and a lack of clarity on the career path serve as deterrents to entry. Actions We will launch a Tourism Academy in Langkawi that provides work-based vocational certificates co-delivered by the private sector, to ensure that graduates are qualified to enter the field immediately upon graduation. The Acade my will brin g together three key partn ers: • The public community college responsible for providing the training facility and teaching staff •
for a knowledge transfer. This includes developing the curriculum, providing teaching expertise and building the capabilities of existing community college teaching staff to deliver the new programme. The second approach is through seat purchases at these private higher education institution, to lock in talent for Langkawi. • Industry members to help shape the curriculum, provide practicum opportunities to students during training and to hire graduates at a higher salary than non graduates in recognition of the skills they attained. Additiona lly, an awareness campaign will be launched to improve the understanding of students and families of the benefits of entering the industry. Governance Thi s ini tia tiv e wil l be int egr ate d int o the Edu cat io n National Key Economic Area (NKEA) programme. MOHE will be responsible for identifying the anchor private higher education institution/s, facilitating partnerships with private industry members and ongoing monitoring. Funding About RM17 mn in cumulative funding is expected to be required. The majority of funds are expected to come from the private sector.
A private higher education institution will be engaged in a two-pronged approach . Firstly, the private institution will be secured through a consultancy contract
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14. Farming and Fisheries Objective Our vision is to raise the income levels of the local community through improved yields from farming and fishing activi ties, as well as entry into the tourism sector. Rationale Alt hou gh fa rmi ng and fi she rie s rem ain imp ort ant contributors to Langkawi’s economy, the average monthly income for farmers and fishermen is significantly lower than the average for the island (RM1,770 and RM2,270 as compared to RM3,150). It is thus important to not only raise the income potential for those involved in these traditional activities, but also help them diversify their sources of income through closer integration with the tourism sector. Actions To ac ce le ra te im pl em en ta ti on , we wi ll le ve ra ge programmes developed under the Agriculture Economic Transformation Programme. For farmers, we will bring in a programme for the contract farming of Maswangi – a strain of high-yield fragrant rice. This seed can be harvested twice a year, and generates a higher asking price on the market than other rice. The expected impact is a doubling of farmers’ income per hectare, from RM4,800 today to about RM11,000 once implemented. Approximately 1,800 ha of existing farm land has already been identified as suitable for conversion.
For fishermen, we will accelerate the development of integrated cage fish farming. 80 ha of land have already been identified as suitable for the farming of high value species like grouper and seabass. To date, however, only 20% of this land has been used. The Department of Fisheries will step up its efforts to identify anchor companies to manage these farms, while enabling smallholder fishermen to lease and operate individual modules of cages. For both farmers and fishermen, there is also the opportunity to diversify their income stream by using their farms as sites for tourism activities such as guided tours and homestays. Governance Infoculture Sdn. Bhd. has been selected by MARDI to drive the fragrant rice programme in Langkawi. The Department of Fisheries will be responsible for expanding the cage fish farming programme on the island. Funding Cumulative funding of about RM42 mn from 2011 to 2015 is expected to be needed. Of this only ~18% is estimated to be publicly funded for the construction of rice mills and mini-dams.
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V.
Economic impact and funding
The results of the Blueprint will double Langkawi’s tou rism and tourism-related gross national income (GNI) from RM0.8 bn in 2010 to RM1.9 bn in 2015. This doubling is driven by an expected increase in tourism receipts and additional agri- and aquaculture revenues from the farming and fisheries initiative (categorised as ‘tourism-related’ income). There is also likely to be further potential upside to the GNI as our forecast currently excludes income that may be generated from real estate sales as well as the multiplier effect (as income from tourism flows into other related sectors to generate more income).
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V.
Economic impact and funding
The results of the Blueprint will double Langkawi’s tourism and tourism-related gross national income (GNI) from RM0.8 bn in 2010 to RM1.9 bn in 2015. This doubl ing is driven by an expected increase in tourism receipts and additional agri - and aquaculture revenues from the farming and fisheries initiative (categorised as ‘tourism-related’ income). There is also likely to be further potential upside to the GNI as our forecast currently excludes income that may be generated from real estate sales as well as the multiplier effect (as income from tourism flows into other related sectors to generate more income). Tourism receipts are expected to double from RM1.9 bn in 2010 to RM3.8 bn in 2015 By launching tailored marketing campaigns, enhancing flight connectivity and developing more products targeted at the luxury market, we expect to shift the mix of tourists to higher spending tourists. In addition, the Blueprint will also create a greater variety of quality products, thereby encouraging visitors to spend more on attractions and stay longer. The increase in these key levers (visitor arrivals, average spend per day and average length of stay) will drive Langkawi’s tourism receipts to grow at 14% p.a. from RM1.9 bn in 2010 to RM3.8 bn in 2015.
The Blueprint will create an incremental 4,200 jobs by 2015 The Blueprint will be a growth catalyst for Langkawi’s tourism industry. More accommoda tion and commercial zones are expected to be developed, leading to generation of new jobs at hotels and retail shops. The f ragrant rice p rogramme and i ntegrated cage fish farming initiative will create more jobs for farmers and fishermen as well. As a result, the Blueprint is expected to create an incremental 4,200 jobs, of which ~55% will require vocational or certificate qualifications and ~45% will earn over RM2,000 per month. Critically, the Blueprint will improve the livelihoods of the local community by addressing current career frustrations and opening up a new landscape of
opportunity. For example, local entrepreneurs will benefit from healthier market competition given strict enforcement against illegal operators. Similarly, students who were previously deterred from entering the tourism industry due to a lack of training opportunities and uncertain work prospects will now be able to pursue a good education at the Tourism Acade my foll owed by a guara nteed job place ment with a participating industry member.
Cumulative funds of over RM5 bn are required, of which only 8% is expected to be publicly funded We estimate to spend over RM5 bn from 2011 to 2015 to implement the Blueprint initiatives. Of this amount, ~84% will go towards capital expenditure for the product initiatives, for instance, the building of hotels, commercial zones and new attractions like the Interpretive Centres. We expect the private sector to participate actively in these initiatives and contribute 92% of funding. The remaining 8% that is funded by the public sector will primarily go towards the acquisition of land for the development of the accommodation and commercial zones and the enhancement of baseline infrastructure (e.g., agriculture dams). In the 2012 Budget tabled on October 2011, RM420 mn was allocated towards the implementation of the initiatives within this Blueprint.
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VI.
Governance and monitoring:
Ensuring delivery Effective execution of the Blueprint will require owners at bot h the initiative and central (monitoring) levels. At the initiative level, owners are responsible for day-to-day implementation and delivery against pre-agreed KPIs. At the central oversight level, a Delivery Management Office (DMO) within LADA will be responsible for overall implementation.
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VI.
Governance and monitoring:
Ensuring delivery Effective execution of the Blueprint will require owners at both the initiative and central (monitoring) levels. At the initiative level, owners are responsible for day-to-day implementation and delivery against pre-agreed KPIs. At the central oversight level, a Delivery Management Office (DMO) within LADA will be responsible for overall implementation. A Delivery Management Office (DMO) will be set up within LADA to act as the central monit oring body The DMO is respo nsib le for moni tori ng progr ess across all initiatives, troubleshooting problems with initiative owners and intervening when necessary to ensure that progress stays on track. The DMO also acts as the Secretariat for the entire Blueprint, reporting periodically to the LADA management and to the public as required.
Exhibit 20 shows the lead implementing agencies identified for each initiative. In each instance, the (initiative) owner is responsible for all aspects of implementation, from coordinating interactions with other stakeholders to actively addressing roadblocks. In instances, where the owner is unable to resolve an issue on its own, it is to escalate the problem to the DMO for support. The owner is also responsible for reporting against a set of pre-agreed KPIs and targets to the DMO on a regular basis (see Exhibit 21).
Each month, the DMO will also produce a tracking dashboard that highlights key tourism statistics and progress against each initiative (see Exhibit 19). The former is useful as a gauge of impact, while the latter enables the Blueprint leadership to assess which initiatives require intervention.
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VII.
Conclusion
Langkawi stands at a crossroads today. At current trajectory, the islands’s ability to compete internationally as a premier tourist destination is in jeopardy. However, there is another way forward with aggressive implementation of the 14 initiatives set in this Blueprint, collaboration amongst key agencies, close monitoring and facilitation of the private section, Langkawi and its community can and will be on a path to a brighter future.
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VII.
“
Conclusion
Langkawi is poised to unleash its true potential
”
At current trajectory, the islands’s ability to compete internation ally as a premier touri st destination is in jeopardy. However, there is another way forward wi th aggressive implementation of t he 14 initiatives set in this Blueprint, collaboration amongst key agencies, close monitoring and facilitation of the private section, Langkawi and its community can and will be on a path to a brighter future. This Blueprint aims to set Langkawi on the path towards becoming a Global Top 10 island and eco-destination by 2015. The 14 initiatives address key issues across the themes of product, infrastructure and enablers, from “how do we develop iconic, world-class products?” to “how do we get the right tourists to Langkawi and make their experiences magical?” Critically, the Blueprint is underpinned by a call to improve public sector del ivery: aggressive implementation of action plans, str ict enforcement of policies and regulations, close collaboration across federal, state and local agencies and ongoing monitoring against KPIs and targets. The Government will also focus on facilitating the entry of qualified private partners who will serve as catalysts for change in their respective fields. It is our hope and commitment, that co llectively, we will be able to move Langkawi and its community forward to a brighter future.
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Acknowledgements Completion of this Blueprint would not be possible without the invaluable input and support of former Prime Minister, YAB Tun Dr. Mahathir Mohamad, YB Tan Sri Nor Mohamed Yakcop, Minister in the Prime Minister’s Department, YB Dato’ Seri Ahmad Husni Mohamad Hanadzlah, Minister of Finance II and YB Dato’ Sri Dr. Ng Yen Yen, Minister of Tourism. Multiple federal and state agencies also generously contributed their time, ideas and knowledge towards this Bl ueprint. Representatives of the private sector graciously agreed to be members of the Lab, participating in debates on key issues and generating and challenging ideas raised; this was the genesis of many of the initiatives in this Blueprint. Langkawians from all walks of life – from taxi drivers to tour guides to business owners – not only provided their perspectives but their infectious passion for the island served as a constant reminder of the potential that exists. McKinsey & Company also contributed data and fact-based analysis towards the development of this Blueprint.
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