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Destionation plan on Bandarban
1. Report on: “Tourism Destination Marketing Plan for Bandarban Hill District,
Bangladesh”
Course Name: Tourism Promotion and Communication
Course Code: THM-414
Submitted to
Mrs. Nusrat Jahan
Assistant Professor
Department of Tourism & Hospitality Management,
Faculty of Business Studies,
University of Dhaka.
Submitted By
Group Curious
Section-‘B’,Batch: 8th
Department of Tourism & Hospitality Management,
Faculty of Business Studies,
University of Dhaka.
Date of Submission: 04 April, 2018
3. Letter of Transmittal
Date: 04 April, 2018.
Mrs. Nusrat Jahan
Assistant Professor
Department of Tourism and Hospitality Management
Faculty of Business Studies
University of Dhaka.
Subject: Submission of the report.
Dear Ma’am,
It is my great pleasure to submit the report title “Tourism Destination Marketing plan for Bandarban
Hill District”. Throughout the study we have tried our level best to accommodate as much information
and relevant issues as possible and tried to follow the instruction as you have suggested. We sincerely
believe that it will satisfy your requirements.
We shall remain deeply grateful if you kindly take some period to go through the report and evaluate
our performance.
Thank you for your cooperation.
Sincerely,
………………….
Md. Rezaur Rahaman
Team Leader
On behalf of “Group Curious”
THM 8th
batch, Section: B
Department of Tourism and Hospitality Management,
University of Dhaka.
4. Executive Summary:
Bangladesh is a land of mystery and intrigue. The country is centuries old and while it has seen many
visitors over the years, it is only now starting to experience a commercial tourism boom. In many
respects, Bangladesh is a land of opportunity and adventure. All we need do is step out and discover
its many mysteries for ourselves. There are so many things to be enjoyed here. Perhaps one of the
most popular activities is that of sunning on the exquisite white sandy beaches of Cox's Bazaar and
Teknaaf. Both beaches are situated on the eastern coast of the Bay of Bengal and are relatively
unspoiled by tourists making them a great place to spend vacation time. Another attraction is the
many archaeological sites in the country. They are interesting from a cultural and architectural point
of view and can be fascinating to tour. Bangladesh's other attraction is a bit more lively – the Royal
Bengal Tigers which have become somewhat of a trademark for the country. These stunning big cats
are somewhat protected in the country and are stunning to behold! Bangladesh is also home to the
longest sea beach, the largest tea gardens and some amazing exotic animal life. To top it off, the
people of the country are colorful and friendly and have a fascinating culture. There is a lot to do
here. You can choose things such as trekking and adventure tours. Most of the activities give you the
opportunity to take in the beautiful green mountains, sparkling rivers and clear vistas. The natural
wealth of the area is, in many respects, unbeatable. Bangladesh is a paradise just waiting to be
discovered! And we have chosen three places which are still beyond the eyes of enormous tourists of
Bangladesh, and that are-Boga Lake, Nilgiri Mountains, and Shoilo Propat, Bandarban.
The main focus of the plan that we provided is to develop the community of the places economically
and socially.
Bandarban is a district in South-Eastern Bangladesh, and a part of the Chittagong Division and
Chittagong Hill Tracts. Bandarban is regarded as one of the most attractive travel destinations in
Bangladesh.
From the get-go, we provide a complete set of information about its geographic location, population
density, and culture, resident‘s lifestyle establishments, tourist attractions; particularly natural built
sites and other aspects.
We have used SWOT analysis of the spots to understand strengths, weakness, opportunities and
threats involved in our branding project. We show a general destination development process. Then,
we have executed a market segmentation, target market and positioning for our destination.
Sequentially, we work on differentiation, product development, tourism promotional mix that give
every component of our tourist destination unique characteristics and positioning from others and
help us design it for perspective customers. After that, have provided an initial budget for our plan of
5 years.
We have included all the services that would be provided after the implementation of our plan and
also all the tourist activities that would be performed. We also have provided a Gantt chart for a 5
year activities.
Background Information:
Bandarban is a district in South-Eastern Bangladesh, and a part of the Chittagong Division and
Chittagong Hill Tracts. Bandarban is regarded as one of the most attractive travel destinations in
Bangladesh. Bandarban (meaning the dam of monkeys), or in Marma or Arakanese language as "Rwa-
daw Mro" is also known as Arvumi or the Bohmong Circle (of the rest of the three hill districts
Rangamati is the Chakma Circle, Raja Devasish Roy and Khagrachari is the Mong Circle, Raja
Sachingprue Marma). Bandarban town is the home town of the Bohmong Chief (currently King, or
Raja, U Cho Prue Marma) who is the head of the Marma population. It also is the administrative
headquarters of Bandarban district, which has turned into one of the most exotic tourist attractions in
Bangladesh since the insurgency in Chittagong Hill Tracts has ceased more than a decade back.
5. Geography
One of the three hill districts of Bangladesh and a part of the Chittagong Hill Tracts, Bandarban (4,479
km²) is not only the remotest district of the country, but also is the least populated (population
292,900) one. The three highest peak of Bangladesh - Tahjindong (1280 meters, also known as
bijoy)[* The height of Tahjindong is 829.66m +/-3m as per a recent measurement with Garmin
GPSMAP60CSX GPS], Mowdok Mual (1052 m), and Keokradong (1230 m) [* The height of
Keokradong is 986m +/-3m as per a recent measurement with Garmin GPSMAP60CX GPS], - are
located in Bandarban district, as well as Raikhiang Lake, the highest lake in Bangladesh[citation
needed].
Boga Lake are two more highly noted features of the district. The newly reported highest peak of
Bangladesh - Saka Haphong (3488 ft) is also here in Thanchi upazila.
Inventory: (Resources)
Adventurous Hills ‗Praing‘ (local wine) Tribal Festivals
(Boishabi, Shangrai,
Probarona Purnima,
Raajmela/
Raajpunna)
Tribal Lifestyle Jhum cultivation
‗Boga Lake‘ Silent evening
moonlit night
in Murong Paara
Myths
Lake‘
about ‗Boga Tulubong Jheeri Patang Jheeri
Darjeeling Paara Chema Khaal Zingsian Falls
Passing Paara Shangu River Natural fruit gardens
Keokradong Greener nature
rainy season)
(in Chingri Jheeri
Facilities and Services:
Communication & Transportation
1. Bumpy and risky roads 1.Smooth roads 2. Becomes slippery and impossible to ride on vehicles
during rainy season 2. Reduction of those 3. Goes under water during flood 3. Higher roads 4. Roads
are not properly maintained 4. Properly and regularly maintained 5. Vehicles sphere parts are not
reserved 5. Available garages by the roads 6. Dusty 6. Reduced dustiness of roads 7. Narrow roads 7.
Roads will be properly planned and widen 8. Sudden deadly turns 8. Proper notice would be
provided. 8. Lack of stoppage sufficient stoppages 9. Fluctuation of the rent Fixed rents 10. No
alternative ways of access 11. Limited telecommunication Easy communication
Food and Beverage
1. Diversified food is unavailable well developed and diversified food 2. Available food is not rich 3.
'Praing' is not scientifically proven safe scientifically tested and numerous flavored beverage 4.
Absence of traditional food Established traditional food 5. Unhealthy and unhygienic kitchen
Healthy, Hygienic, and well maintained cooking facility.
6. Accommodation
1. Poor Condition of toilets Standard toilet facilities 2. Absence of tap water Available supply of
water 3. No indoor bathing arrangements well established bathroom and shower 4. Poor sanitation
Quality sanitation 5. Inefficient services satisfactory service
Games & Recreation
1. Lack of activity highly active and interested participation in gaming 2. No proper infrastructure or
playground Proper infrastructure and playground
Cultural Activities
1. Don't want to be exposed (performs within themselves) Interested participation and performance
for the tourists 2. No remarkable/ noticeable activity Regular cultural activity.
Health Care & Sanitation
1. Primary aid is unavailable (nearest one is at ruma bazar, or at Darjeeling para) Available primary
aid and medical facility 2. If emergency situation occurs, people have to travel to rum bazar for
treatment (4-6 Hours journey) Available medical facility at very close distance 3. Unconscious about
healthy environment Aware about public health 4. Improper sanitation satisfactory sanitation 5.
Malaria is contagious during rainy season Reduced mosquitoes Socialization.
How the market positioning will work?
Effective positioning demands identification of market segment that we want to attract. To serve that
purpose, we need to know the distance between market and destination. The findings will be; if the
destination is located in evening distance, weekend distance, and vacation distance. Depending on that
knowledge, we can properly position our marketing strategies.
How the marketing myopia will affect our business?
The service providers in Bandarban don‘t have any training or knowledge about current trends in
hospitality industry. Moreover, they don‘t have any intention to develop their services and diversify
their facilities.From Porjotoner Dosh Dig anta‘by honorable Professor Dr. Rashedul Hasan we can
identify this problem. The accommodation facility there is not nearly developed. They accommodate
group tourists where they attract a huge range of market segments. The bed set used to sieve tourists is
dirty and smelly. They don‘t wash them in a regular basis. They don‘t even clean the room after a
tourists have checked out.
What will be in our marketing mix?
Product
A. Accommodation B. Theme park o Cliff jumping o Boat riding o Cycle trekking C. Cultural center
D. Natural assets o Lake o Hills o Falls o Wildlife E. Cultural assets F. Souvenir
Promotion
a) Advertise in international tourist based publications b) Research programs for television channels c)
Destination based television programs d) Web promotion e) Spamming f) University based promotion
program.
Price
Group Based Price a) Comparatively cheap b) Inflexibility in schedule c) Cost plus benefit pricing d)
Comparatively high profit generating segment
Specialized Priced
a) Needs to be pampered b) Value based pricing c) Flexible schedule d) Comparatively less profit
generating segment
Place
a) Raikkyang b) Send-vo-falls c) Murong Para d) Chema Khal e) Zingsian f) Saka Hafong g)
Nagapahar h) Chingri Jhiri
i) Bogamukh Para j) Kewkradong k) Passing para l) Tublong falls m) Jadipai n) Ruma khal o) Boga
lake
7. Key Tourism Challenges and Opportunities
SWOT analysis
Based on the framework, the following strengths, weaknesses, opportunities and threats (SWOT) are
identifiedfor the tourism sector in Bandarban (Table2).
Table 2: Assessment of tourism Strengths, Weaknesses, Opportunities and Threats (SWOT)
• Topography/scenery – undulating, hills, lakes,
rivers, highest peaks inBangladesh
• Limited population density, space,escape
Tourism resources
• Resources are generally undervalued for tourism – almost all
facilities and services offer entry level quality and pricing
• Increasingsignsofenvironmentalpressures,pollution,unsustainable
• Unique culture – population, traditions, languages,
lifestyle, food differ from rest of the country
• Specific agricultural and handicraft skills and
traditionsat community level
• Interesting jum agriculture with variety of produce
(various grains, rice, coffee, mango, cashew nuts,
etc.),straight from the soil
• Some progress has been made with capacity
building, improved visitor facilities and
identifying product opportunities
Magricultural practices and degradation of natural habitats
• Limited tourism, hospitality andentrepreneurial skills and practices
• Limited community trust and constructiveengagement
• Poorlydevelopedtourism, agriculturalandhandicraftvalue
chains and linkages
• Sensitive and unique social structure, traditions and beliefs
proneto disruption by outsideinfluences
• Uncertainty of land tenure and approvals with no land title
• RiseinBangladeshhouseholdincomeand
growing domestic tourism demand for
Bandarban experiences, especially from main
citieswith Dhaka being a major source market
Market demand
• Permittingandsecuritymeasuresforenteringthe
BandarbanHill Districtandkeysitesaremajormarket
constraintsforbothBengali and foreign citizens
• Tourism demand suffers from negative and often uninformed
• Consistentgrowthinbudgetandentrylevel
accommodation facilities, especiallyaround Boga
Lake and Bandarbantown
• Goodtransportaccessandeasyreachfromkey
centres
• An organized guiding association in Ruma
Bazar with guides providing booking
facility
Perceptions relating to personal health and safety
• Limited expenditure per visitor with mostly low-spending
and short stay visitors
• Tourism demand is highlyseasonal
• Thedestinationbrandisnotwellknownandtourism
stakeholdersdo not follow and promote a clear market
image
• Theareaisnoteffectivelypromotedthroughapublic-
private destination marketing effort
• Limitedproductdiversity,withsimilartypeandqualityof
facilities, activities.
Strengths/opportunities Weaknesses/challenges
8. • Fairsupplyofbusandjeep transport tosites
• RelativelygoodtouristboatfacilitiesonShangu
River
Supportive services
• Accommodationisofalimitedstandardandrange-mostly
low-cost accommodation andlimited accommodation
diversity
• Some supply of budget-level accommodation, ranging
from verybasiccommunityguesthousestoformal
budgetlevel guesthousesinRumaandmore
upmarkethotelsandguest houses especially inand
aroundBandarban town
• Good supply of local guides, with 80-90 guides
operating from
• Cateringandfoodservicesneedimprovementin
qualityand diversity
• Activity providers (boat, road transport, etc.) have limited
tourism and service skills
• Vital tourism infrastructures e.g. sanitation (toilets, showers,
clean water,etc.),wastemanagement,etc.arepoorly
suppliedatkey tourism spots
• Tourist safety measures (life jackets, view railings, etc.)
are questionableatmanyspotsandnoeffectiverescue
servicesincase of health or safetyemergency
• Guides are organized with three local guide
associations operating in the small Ruma
Upazilla
• TransportandhotelsassociationsinBandarbanare
fairly well organized
• Substantial community sensitization and micro
level planning has occurred under ICIMOD and
other NGOs; needs implementation of
prioritized actions
Industry structure
• Weak governance structure fortourism
• Lack of a collective vision and support for tourism development
• BHDChasverylimitedtourismskillsandnoprofessional
tourism department
• The various governmental institutions that impact on
tourism are poorly coordinated and cooperation is
limited
• Thelocalindustryispoorlylinkedwithtouroperatorsin
Dhakaand Cox’sBazarandtheareadoesnotfeatureon
tourismcircuits
• Thereisnoinclusivelocaltourismforumandguide
associationsare fragmented
• Inadequatefinancingchannelsandsourcestocultivate
local entrepreneurship
• FactionaltensionsareevidentinBogaLakeandpossibly
other places
• Lackoftourismexperienceandunderstandingof
backward and forward linkages
9. Towards TourismGrowth
Tourismdevelopment is in the early stages in Bandarban Hills. Developing the sector to its full potential will
require the support of many government and private parties. It will be important for national and local
stakeholderstoagreeona clearvisionofhowtourismshoulddevelopintheareaandtheactionsthatshould
betakentodevelopthesector.
A Tourism Vision
Basedonthefieldvisits andstakeholderdiscussions,
the following vision is proposed.
Growth Objectives
The following objectives will be pursued for achieving the
vision and increasing tourism revenues for the local
economyand communities.
1. Volume: Increase the number of visitors to
Bandarban by 10% per annum
2. Revenue: Increase the daily expenditure per domestic visitor
from Tk 1,550 to Tk 2,500 in Bandarban overall and from Tk 1,350 to Tk 2,000 in Ruma, Upazila.
3. Lengthofstay:Increasethepercentageofvisitorsstaying2-3nightsinBandarbanfrom37%to45%
andthose staying 4-7 nights from 37% to 40%
4. Leakage: Retain at least 70% of tourist expenditure in the local economy and increase tourist
expenditureon local produce and handicrafts from Tk 200 to Tk 500 per visitor
5. Employment: Increase job creation through tourism, by ensuring at least 80% of those employed in
tourism is from the local population
Growth Strategy in a Nutshell
Building a unique market positioning
The first step in unlocking Bandarban Hill District’s tourism potential is agreeing on a market positioning
thatwill distinguish the district from other Hill Districts and tourist areas in Bangladesh.
Figure 6 below presents the maincomponents of Bandarban’s tourism attractiveness. Itis clear thatthe area’s
main strength lies in natural beauty of the Sangu River valley and surrounding mountains, supported by
thevarietyof uniquecultures of thelocal communities inthearea. This includes the traditional rurallifestyle
and jum practices, the beauty of the topography and landscapes, the freshness of produce, the variety of
fauna and flora, the natural adventures on offer, etc.
AlthoughsomeoftheseaspectsarealsoavailableinotherHilldistricts,itisknownthatBandarbanoffers
Tourism vision 2025
Bandarban Hill District will be nationally and
internationally known asthe most attractive
and authentic nature and culture destination
in Bangladesh. The area will have a thriving,
sustainable tourism industry, with the local citizens
prospering and sharing in the benefits of tourism.
10. thebest variety and quality of such experiences. Therefore, it will be most effective to position Bandarban as
“theheartofthe Hill Tracts” Todevelopandstrengththispositioning,theauthoritiesandindustrywillhaveto
protect,conserveandfurther develop the unique natural environment and cultural traditions of the area.
Figure 6: Elements of a differentiated tourism positioning for Bandarban
Four strategic goals
Based on the success factors for tourism growth identified in the situation analysis, a four-pronged approach
is proposed to achieve the vision, growth objectives and market positioning, namely:
1. Organizing and planning effectively for tourismgrowth;
2. Developing attractive and sustainable tourism products and services;
3. Maximizing local participation and benefits;and
4. Promoting a popular brand and image.
Unique hill tracts lifestyle,
culture and traditions in
harmony with nature Sangu River and
many waterfalls
Excellent biodiversity,
especially plants
and birdlife
HeartoftheHillTracts
Natural, Harmonious,
Adventurous,
Authentic Healthy,
Uncomplicated
Beautiful scenery and
highestpeaks in
Bangladesh
Variety of adventure
activities (rafting,
trekking, boat trips, etc.)
Healthy air, water and
Jum produce
(vegetables, grains, fruit,
etc.)
11. Our Logo and Slogan
Figure 7: Main growth goals
4. Promoting a popular
brand and image
4. Promoting a popular
brand andimage
3.Maximisinglocal
participation and
benefits
2. Developing attractive
products and
experiences
1. Organising and
planning effectively for
tourism growth
Four main growth goals
Positioning
Heart of the Hill Tracts
Vision
Bandarban Hill District is nationally
and internationally known as the most attractive, authentic
nature and culture destination in Bangladesh.
Theareahas athriving,sustainabletourismindustry,withthe local citizens
prospering and sharing in the benefits of tourism.
Growth Objectives
Targeted increases in local tourism revenues, arrivals and jobs
12. Target market segments
Table 3: Target market segments
Segments
Value potential
Growthsizeandlocal
visitor expenditure
Ease of attracting
Currentmarketshareandcostof
attracting and hosting them
Soft adventurers
Students and mature
friendship groups,
20-50 years, from
Dhaka, Chittagong,
Cox’s Bazar
Medium
Travel in groups and are keen
to ‘escape’ from the city rush
Not high spenders but spend
at local community level
Easy
The majority of Bandarban’s current
visitors to Ruma and Tanchi
Canbeeasilyreachedthrough
webmarketingandword-ofmouth,
currentfacilities acceptable
Trekkers
Mostly younger travellers
on continuous hiking and
boating trails through
the area, in search of
active and adventurous
experiences
Limited
Numbers are limited due
to security restrictions, can
include foreigners
Moderate expenditure but
high local benefits on local
home stays, guides and food
Easy
Best trekking area in Bangladesh,
area well-known for trekking and
ready for expansion
Area already known in trekking
circles, current facilities entry level,
and can be expanded at limited cost
Active families and
friends
Traveling as a small party
of2-10persons,usually
including mixed gender.
Age 30-50
High
Growing market as disposable
income increases
Relatively high expenditure
expecting better quality of
facilities and services
More difficult
Mainly in Bandarban city and
surroundingareas(Nilgiri,etc.)
Requiregoodservicelevels,variety
ofactivities&attractions,multi-
channel promotion
Organized group tours
Short group tours by
social groups and
families, mainly from
Dhaka, Chittagong,
Cox’s Bazar, range from
10-40 persons
Limited
Currently mainly short stay
visit tours
Tours mostly prepaid, but
expenditure in area depends
on what’s offered
Average
Somebustoursvisitthearea,mainly
Bandarban Sadar
Require large accommodation and
hospitality facilities, good service
levels, substantial visitors facilities,
promotion through operators’
channels
Day-Trippers
Mainly from surrounding
hill districts, and
Chittagong
Low
Mainly more affluent visitors
from Chittagong
Mostly bring their own food,
no overnight
Easy
Fair level of local visitation to area
Current awareness substantial,
existing facilities and local promotion
acceptable
13. SAVE
(Scientific, Academic
Volunteer & Educational)
Professionals studying or
working in the area with
universities, development
agencies, NGOs, etc.
Medium
Limited numbers of scientists
and NGOs doing social and
environmental research and
development. Use mostly basic
to mid-range accommodation
and facilities
Average
Mainly some NGOs and
government- related workers
Early adopter market, existing
facilities acceptable, word of mouth
strong
14.
15. Figure 8: Proposed target market strategy for Bandarban
Higher
Lower
Bandarbanless ready to attractthem Bandarbanmorereadyto attractthem
Relative ease of attracting and hosting
Invest for growth Capture immediately
Active families
and friends
Adventurers
Special
interest group
Organised
group tours
Trekkers
Note: Size of circle is
indicative of current
relative market size
SAVE
Maintain and watch Leveragemorevalue
Moreready
RelativevalueaddingpotentialforBandarban
LowervalueaddingpotentialHighervalueaddingpotential
Lessready
16. Implementation Strategies andActions
Developing Attractive and Sustainable Tourism Products and Services
Improveandexpandtherangeofexperiences,facilitiesandservices(‘products’)inlinewithtarget
market needs
As indicated in the situation analysis the variety and quality of tourism products in Bandarban district,
especially theoutlyingtourismareasofRumaandTanchi,is limited.Tokeepvisitorslongerintheareaand
toincreasevisitor
expenditure the government and private sector need to invest in improving tourism products. The table below
providesa rangeof suggestionsfor developingproducts for thevarioustargetmarketsegmentshighlightedin the
previoussection.
Table 4: Potential product development opportunities for target market segments
Segments Experiences, facilities and services
Day-Trippers
• Offer short guided hikes and tours
• Package and sell localfreshproduce
• Develop picnic facilities
• Improve the menu of local dishes
• Develop visitor facilities at key sites
• Expand mass movementfacilitiese.g.
ropeways,transport,etc.tokeypoints
Adventurers
• Identify unique and high quality sites
and experiences, especially in Ruma and
Tanchi and improve facilities there
• Initiate and develop appropriate festivals
and events
• Developsanitation,amenities,community
guiding, trails, interpretation etc. in support of
activities
• Increase and improvecamping sites and
varietyofentry-level,communitybased
accommodation facilities
Mature active & families and
friends • Improverange, quality and accessibility of
nature and culture activities, e.g. boat
trips, viewpoints, waterfalls, community
handicrafts, local produce, cultural
performances, etc.
• Initiate and develop suitable festivals
and events
• Improve site interpretation and guiding at
key sites
• Improve hospitality service levels and facilities
• Expand the range of accommodation and
hospitality facilities
• Improve packaging and presentation of local
produce
17. Organized group tours
• Expand the variety of activities e.g. boat
trips, ropeway rides, shopping market,
evening laser light shows, etc.
• Improve production of suitable community
produce and handicrafts markets
• Initiate and develop appropriate festivals
and events
• Develop and improve visitor facilities,
interpretation and guiding at major tourist sites
identified in the spatial guide plan
• Develop groupaccommodation
• Improve restaurants’ facilities, menus and
service levels
• Improve packaging and presentation of local
produce and handicrafts
Trekking and river boating
• Work with boat operators to improve the
varietyofboatingoptionsandtomake
rafting more accessible and safe
• Stage a major boat racing event
• Develop and promote community
experiences and products among boat
andtrekking guides and operators
• Work with trekking operators to expand
hikingrouteoptions andovernight stays,e.g.
mapping, signposting, grading
• Producedetailedmapsofeasierroutes
that do not require guiding and mark and
signpost routes
• Lobby for training and accreditation of special
interest adventure guides
Maximizing Local Participation and Benefits
BandarbanHillDistrictisessentiallyanexplorationdestinationwithmanyofitskeyattractionslocated
inrural areas.AsuccessfultourismindustryintheBandarban HillDistrictwillbelargelydependent on
the willingness, ability, and passion of the local community to share and open up their resources, lifestyle
and culture to tourists. The communities livingin theseareas are notacquainted withtourism. It will bevery
important to raise awareness and build the capacity of community members to co-manage tourism in their
areas and capitalize on it as best they can possible. Achieving a “culture of tourism” in the area will require
practical demonstrations of tourism benefits and opportunities to the local community and every effort
should be made to facilitate and encourage community involvement in tourism. A conducive environment
should be created to safeguard the participation of vulnerable groups like women and children.
Promoting a Popular Brand and Image
While Bandarban already has a favourable tourism image in Bangladesh there is no doubt that
competitor destinations in the Hill Districts, the rest of the country and the South Asia region will
increasingly compete for a largershare of the tourism cake. It will be important to position and develop
Bandarban’sauthenticandlargely unspoiltnaturalandculturalexperiences as being uniqueandspecial in
relationtothoseof other HillDistricts, the country and the region.
18. Develop and promote an attractive brand identity
A fitting brand identity and image should be developed that will become the trademark for Bandarban Hill
District’s marketing initiatives and products. The best destination brands are rich in emotional meanings,
while at the same time having celebrity attraction i.e. people are proud to say they visited there, they tell
othersabouttheplaceand tourists expect a lot whenvisiting.
Bandarban has a high level of emotional effects on travellers, especially the feelings of freedom and
enjoyment associated with escaping to the green and pristine environment. It is also has various elements
that could make it a brand celebrity – Hill topography (including Keokradong and other mountain peaks),
the Sangu River Valley with its many waterfalls, Boga Lake, the diversity of cultural groups and traditional
jum production methods are aspects that are newsworthy and could provide the basis for a strong brand.
Figure10providesasummaryofBandarbanHill District’s brand personality.
ImplementationPlan
Implementation Phasing
Tourism in Bandarban is at the early stages of development. It is not recommended that tourism
development be rushed and that demand grow too rapidly in the immediate future, before the tourism
sector in the area has prepared properly for tourism expansion
Figure 12: Proposed phasing of tourism development
2017 - 2018 2019 - 2021 2021 onwards -
Laying the
foundations for
sustainabletourism
growth
Stepping up
tourismdevelopment
and promotion
Achieving consistent
tourism growth
and excellent
local benefits
Year 1-2:Consolidation Year3-5:Escalation Year 6-10:Expansion
Good growth momentum from a low base, limited tourism brand awareness, inadequate
productquality andpackaging,lowtourismskills,limitedcommunity awareness andsupport,
weakinstitutionalcapacityandskills,fewtourismpartnerships,limitedfunding
Strategy2017-2027
Growth
2016situation
19. Table 5: Proposed phases of tourism expansion in Bandarban Hill District
Phase Strategies
Phase 1:
Consolidation Laying
sound foundations
(Years 1–2)
Clarify land use policies and agree on a sustainable development guide plan;
Establish business support programmes for expanding accommodation and hospitality
facilities; Dosome‘quickwin’productdevelopmentstoimprovevisitorfacilitiesand
infrastructure; Establish and communicate the tourism brand; and
Strengthen BHDC and private sector tourism structures.
Phase 2: Escalation
Enhancing the quality
and variety of tourism
products
(Years 3–5)
Broaden Bandarban’s positioning as an upcoming ecotourism growth area;
Expand local investment in tourism accommodation, restaurants and other
facilities;
Improve and enhance nature based experiences, activities, tourist accommodation,
camping, restaurant and other facilities; and
Increaseinvolvementoflocalcommunitiesandprivatesectorindecisionmaking,
nurturingastrong public-private partnership arrangement in managing ttourism.
Phase 3: Expansion
Achieving consistent tourism
growth
(Years 6–10)
Full outpromotionand expansionof Bandarban as a highqualityecotourism area that
appealsto a rangeofdomesticandforeignmarketsegmentsandoffersavarietyof
experiencesincludingscenic touring, hard and soft adventure, and various special
interest activities;
On-goingandwellplannedproductenhancementandexpansion,emphasisonnaturaland
cultural resource management and high quality visitor services; and
Highlevelofpublic-privatecooperationandpartnerships,withjointdecisionmaking
throughlocal tourism structures.
20. Financial Management
Activity Based Cost
Total= 32,90,000 Tk for 6 Months
Activities Maagh Falgun Chaitra Baishakh Jaistho Aashar
Bird Watching
Falguni Festival
Folk Festival
Chaitra Songkranti
Fishing
Cultural Night
Boisabi Festival
Kite Flying
Elephant Riding
Exhibition
Boating
Kyaking
Maintenance
Cost(Boat &
Kyaking)
Wildlife Safari
200000
70000
30000
250000
200000
50000
30000
300000
250000
40000
30000
40000
50000
100000
30000
30000
500000
30000
50000
30000
200000
300000
30000
Total 3,00,000 5,30,000 6,20,000 5,80,000 7,00,000 5,60,000
21. Promotional Cost
(Estimate for 6 Months)
Amount
Social media cost
Trainer Cost
App
Brochure
Banners
Billboards
Light and Sound show
TVC
Newspaper
70000
30000
100000
60000
50000
120000
70000
1000000
100000
Total = 16,00,000Tk
Conclusion:
If we truly want to make the plan work and be successful we need to be optimistic and think to the
long run development. Some activities might seem unachievable and unreliable but is there anything
that man cannot accomplish?
To make the plan actually successful we need to involve both the tourists and locals. Without the help
of tourists we cannot know what exactly they are seeking and without locals we cannot know what
they are thinking about the development. To build a healthy relation among all the stake holders we
need to build a strong coordinating relationship.
When working to achieve the goals and objectives of the plan there should be many obstacles to do
otherwise but we have to keep strong and must overcome anything that comes to the path. Otherwise,
the broader goal cannot be achieved.
We need to remember that, when developing a destination, our first focus should be the local
community. Without their help and support we cannot do any development activities there. So at first
we need to gain their faith and support. Community partnership is very much crucial in tourism
development.
References:
Gunn, Clare A. 1978. Tourism Planning Basic Concept Case. 3rded. Taylor and Francis: Philadelphia,
PA 19106.
Barkin, D. 1996. Ecotourism: A Tool for Sustainable Development (accessed in
http://www.planeta.com/planeta/96/0596monarch.html, on 5/4/2014 at 7:00 pm.).
Farrell, B. (2005), “Seven Steps towards Sustainability: Tourism in the Context of New Knowledge”,
Journal of Sustainable Tourism, 13 (2): 10-12.
http://travel.trade.gov/outreachpages/inbound.general_information.inbound_overview.html: ITA
Office of Travel & Tourism Industries (accessed on 24/3/2014 at 09:29 pm.).
Web search in http://www.unwto.org.en, UNWTO World Tourism Barometer, ISSN: 1728-
9246(accessed on 03/6/2014 at 11:29 pm.).
22. Contents
Executive Summary
Background Information
Geography
Inventory
Facilities and Services
How the market positioning will work?
How the marketing myopia will affect our business?
What will be in our marketing mix?
Key tourism challenges and opportunities
Growth strategy in nutshell
Target market segments
Implementation strategies and action
Maximizing local participation and benefits
Promoting popular brand and image
Implementation plan
Financial management
Conclusion
Reference