2012年-世界发展银行全球_Ethiopias_Tourism_Sector___Strategic_Paths_to_Competitiveness_and_Job_Creation_124页_7mb

报告摘要

Ethiopia's Tourism Sector: Strategic Paths to Competitiveness and Job Creation

Core Content

This document presents a comprehensive analysis of Ethiopia's tourism sector, highlighting its potential for growth, employment generation, and economic development. It outlines strategic interventions aimed at improving competitiveness and fostering job creation, drawing on global and regional experiences. The study is supported by the World Bank and endorsed by the Ministry of Culture and Tourism (MoCT) of Ethiopia, with input from a wide range of stakeholders.

Main Purpose and Scope

Purpose: To evaluate Ethiopia's tourism sector and identify strategic paths for competitiveness and job creation.
Scope: Covers the current status, potential, and constraints of the sector, as well as policy recommendations and interventions.
Audience: Tourism policymakers, particularly within MoCT, and other stakeholders in the tourism industry.

Key Findings and Recommendations

1. Ethiopia's Tourism Sector is a Major Employment Generator

Tourism is a significant employment generator, especially for women.
It is one of the largest urban employment sectors, comparable to floriculture and leather.
A strategic development of the tourism sector could generate employment for about 1.8 million people by 2015 if GTP targets are met.

2. Need for a Greater Conducive Space for the Private Sector and Regions

The private sector and regions must be more involved in tourism development.
Regional development plans should be integrated into tourism strategies.
A dual structure in the private sector exists, with a few large businesses and a majority of micro and small enterprises (MSEs).

3. Tourism's Potential for Cross-Sectoral Complementarities is Underutilized

Tourism can generate and diversify local economic growth if integrated with other sectors.
It can create strong backward linkages with input sectors such as agriculture and manufacturing.
Sector-specific regulations and targeted interventions are essential to unlock these complementarities.

4. Infrastructure Bottlenecks

Ethiopia faces both hard and soft infrastructure challenges.
Hard infrastructure includes low road density, high transport costs, non-competitive domestic air transport, and limited lodging capacity in regions.
Soft infrastructure issues include limited availability of payment systems and e-commerce.

5. Persistent Negative Image of Ethiopia as a Tourism Destination

There is a need to develop a competitive and unique country image through branding and marketing.
Strategic partnerships with the private sector and cultural stakeholders are essential to counter negative perceptions.

6. Lack of Comprehensive Tourism Data

Current data on tourism receipts are based on projections.
A well-functioning national tourism statistics system is required to support informed decision-making and investment.

7. Tourism Training Supply is Not Keeping Pace with Sector Growth

Training programs for tourism professionals are insufficient.
Innovative training approaches are needed to meet the growing demand in the sector.

Strategic Interventions

Pillar 1: Integrated Tourism Development and Stakeholder Dialogue

Action: Establish a tourism transformational committee to lead the development of the first National Tourism Strategy.
Action: Implement a peer-to-peer capacity-building program between MoCT and other ministries.
Action: Strengthen the facilitation role of MoCT and create a transitional advisory body.

Pillar 2: Variety, Scale, and Quality of Tourism Products

Action: Revitalize the National Tourism Council and multi-stakeholder platforms.
Action: Facilitate key tourism “anchor” projects as demonstration models.
Action: Map potential tourism investment opportunities and initiate targeted regulatory interventions.
Action: Simplify visa and customs procedures to attract more tourists and increase their expenditure.

Pillar 3: Infrastructure Development

Action: Create an effective platform for integration between MoCT and infrastructure-related ministries.
Action: Explore innovative public-private partnerships (PPPs) to improve air transport and lodging capacity.

Pillar 4: Branding, Promotion, and Awareness Raising

Action: Establish a Tourism Board to develop a research-based marketing and branding strategy.
Action: Engage the public and Ethiopian celebrities as brand champions.
Action: Collaborate with Ethiopia's embassies and foreign embassies to enhance international visibility.
Action: Use tourism as a channel to promote and distribute Ethiopia's cultural products both domestically and internationally.

Conclusion

Ethiopia's tourism sector has significant potential for growth and job creation.
Strategic interventions, effective institutional structures, and dedicated investment generation are essential for realizing this potential.
The study provides a foundation for technical assistance through the Ethiopian Sustainable Tourism Development Project (ESTDP), supporting the development of a national tourism strategy and enhancing stakeholder dialogue.

Key Information

Tourist Arrivals and Expenditure: Ethiopia had 427,286 tourist arrivals in 2009, with a minimal 1% share of the African tourism market.
GTP Targets: The National Growth and Transformation Plan (GTP) 2010-2015 aims for a two-fold increase in tourism arrivals and a twelve-fold increase in tourism expenditures.
Source Markets: Africa is the top source market, with the United States being the dominant source country. Emerging markets include China, India, Sudan, and Nigeria.
Tourism Segments: MICE (Meetings, Incentives, Conferences, Exhibitions) and VFR (Visiting Friends and Relatives) are important segments.
Institutional Support: The MoCT and the ESTDP are key institutions in driving tourism development.
Data and Training: Comprehensive and timely tourism data and improved training programs are critical for competitiveness and growth.

Supporting Materials

Annexes: Include maps, value chain analysis, policy documents, and organizational charts.
Boxes: Highlight successful practices from other countries, such as Rwanda, South Africa, and India.
Diagrams and Figures: Provide visual insights into tourism performance and potential.
Acronyms: List important terms and organizations related to the tourism sector.

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