Langkawi is poised to unleash its true potential

Langkawi is poised to unleash its true potential

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 willfurther propel Langkawi into the ranks of a leading global island destination.The success identifi ed in this Blueprint, however, can only be achieved through effectiveimplementation of the underlying initiatives. New talent will be introduced into LADA and fundinghas been allocated. The road ahead will not always be smooth but I am confi dent that, with hardwork 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 benefi ts to the people and economy of Langkawi – and also that of Kedah and Malaysia – areenormous. God willing, we will be successful.1Malaysia “People First, Performance Now”Dato’ Sri Mohd Najib bin Tun Abdul RazakMSG027_SquareA4_inlay.indd 3 2011-12-01 17:33

Langkawi has and always will be the “Jewel of Kedah”. Its natural beauty, its thriving economy asa tourist destination and its passionate people make it a special place and a source of pride forKedah. I am therefore very pleased that this Blueprint has been developed to chart its future – atleast for the next 5 years – to unleash its potential to be amongst the best locations in the World.This Blueprint is distinctive in several regards. It is an excellent example of effective collaborationbetween Federal and State agencies and also between the public and private sector. In addition tothe initiatives to enhance the tourism economy, there are initiatives to build the skills and raise theincomes of Langakwians and Kedahans. Lastly, the initiatives are supported by detailed action andfunding plans.For any Blueprint to be effective, leadership commitment and a disciplined approach to implementationis critical. On behalf of the Kedah State Government, we commit to the vision of this Blueprint andto supporting its implementation to the best of our ability.Datuk Seri Ustaz Azizan Abdul RazakMSG027_SquareA4_inlay.indd 4 2011-12-01 17:33

Tourism is an important component to Malaysia’s Economic Transformation Programme and ouraspiration of achieving Vision 2020. Langkawi has delighted millions of tourists from across theworld with its natural beauty, its myths, its unique fl ora and fauna and the warm hospitality of itspeople. To enable the tourism sector in Malaysia to move to the next higher level, Langkawi’spotential 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 Langkawito be able to fulfi ll its potential. In so doing, economic and growth cannot be the only objectivefor Langkawi. Environmental protection, sustainable development and talent development are alsoparamount and I am pleased to see these elements incorporated into this Blueprint. Ultimately, thesuccess of Langkawi should not only benefi t Malaysia economically but also advance the lives ofLangkawians and Kedahans.To respond to the quick pace and intense competition of global tourism, results must be deliveredquickly. As a sign of commitment of the Federal Government, signifi cant funding was allocated tosupport this Blueprint. Similarly key agencies will continuously be upgraded to ensure the capabilitiesto follow through on the initiatives in this Blueprint. With the joint commitment of Federal and Stateagencies – and in partnership with the private sector – Langkawi’s position on the world map canbe secured.Tan Sri Nor Mohamed YakcopMSG027_SquareA4_inlay.indd 5 2011-12-01 17:33

I. Executive summaryWith its world-class natural assets of enchanting islands, pristinebeaches, and rich biodiversity, Langkawi has grown in leapsand bounds since the 1990s when the fi rst concerted effort wasmade to develop the island as a tourism destination. However,Langkawi is falling behind its peers in terms of tourists lengthof stay, spend and seasonality. Further as with any ecologicallysensitive environment, development has put Langkawi’s uniqueassets at risk. The time is ripe to revisit what Langkawi standsfor, and map out where it needs to be within the next 5 years.- 2 -MSG027_SquareA4_inlay.indd 2 2011-12-01 17:34

I. Executive summaryLangkawi is an island paradise with pristine beaches, secluded islands and nature sanctuaries knownfor exotic wildlife, tropical plants and rock formations as old as the Earth. Yet its true potential has notbeen fully unleashed. We believe, however, that Langkawi has the potential to ascend to the globaltop 10 list of island and eco-destinations by 2015.2015 –TOP 10 ISLAND ANDECO-TOURISM DESTINATIONIn 2015, Langkawi offers tourists a multitude ofattractions, makes it easy and enjoyable for them toget here and to get around the island, tempts luxuryseekers with many ways to be pampered and offerspristine environments for fun, relaxation, dining andshopping.From the moment visitors set foot on our island, theyexperience Langkawi’s gracious hospitality throughefficient welcome services and cost-effective safeground transport to and from hotels and attractions.Visitors have many ways to better appreciate ournatural beauty. Nature activities such as birdwatchingon Gunung Raya and touring Kilim’s mangroveforest attract eco-tourists and expose others to thebreadth of our natural bounty. Attractions meet thehigh standard of the upgraded Panorama LangkawiSky Cab that gives visitors an eagle’s eye view ofthe island’s jungle, Gunung Machincang’s waterfallsand the turquoise sea. Authentic attractions temptvisitors to extend their stay, such as the GeositeInterpretive Centre, the living museums at LamanPadi and Makam Mahsuri as well as the newlyrevitalised Pantai Cenang waterfront.Tourists arriving from new long-haul points of originfrequent luxury accommodation on the exclusivenorth west shore. Families travelling on moremoderate budgets stay in newly upgraded Cenang.One of the hallmarks of Langkawi is exemplarystandards and practices to protect the environmentand culture. We set the national benchmark – if notthe international benchmark – for both conservationand preservation.In short, the Langkawi of 2015 hosts moretourists from more countries by offering them anexceptional experience – exceptional hospitality,services, attractions and accommodation. Besidesconsiderable pride in being in the ranks of theglobal top 10 islands – joining the likes of Bali andthe Maldives – Langkawians benefit economically.By 2015, we can expect Langkawi’s tourism andtourism-related GNI to double from RM0.8 bn in 2010to RM1.9 bn in 2015 on the back of a doubling oftourism receipts over the same period from RM1.9 bnto RM3.8 bn. With more hotels, more luxury hotelswith high ratios of staff to guests and new attractionsoffering high quality service, we can expect 4,200more jobs to be created.Langkawi will be better – better for tourists andbetter for the locals.- 4 -

TODAY –STRONG TOURISM BASELangkawi already has a strong tourism base, withsteady year-on-year growth in line with peers. In 2010,more than 2 million people visited Langkawi, half ofwhom were international tourists, producing estimatedtourism revenue of RM1.9 bn. This revenue accountedfor over 11% of Kedah’s overall GDP, and directly andindirectly tourism provided work for 60% of the island’spopulation. From 2000 to 2009, Langkawi’s tourismgrew by 3.6% annually, in line with popular islanddestinations like the Seychelles and Mauritius.Despite these strong numbers, on measures of spendper day, length of stay and seasonality, Langkawi fallsbehind regional island destinations such as Bali andPhuket and international destinations such as Hawaii,Mauritius and the Seychelles. Tourists to Langkawispend less, much less – average spend is RM200 lessper day than our competitors. And our visitors stay formuch shorter periods – 5.3 fewer days on average.These two fi gures compound into a huge shortfall inpotential revenue, which is further aggravated by amisconception of seasonal bad weather, which resultsin a season of low tourist numbers.Our infrastructure can easily sustain controlled growthof tourism numbers – we have suffi cient capacity ofland, electricity, water and sewage treatment. Wehave room to grow, but we need to overcome ourlimitations in the areas of planning and cross agencyand sector coordination and our weak enforcement ofexisting planning and conservation regulations. Effortsin these areas will help to focus Langkawi’s growthon tourism that is sustainable both economically andenvironmentally. These form part of our Blueprint forGrowth.2011 TO 2015 –THE BLUEPRINT FOR GROWTHThe growth of an existing tourism industry is complexand will require many initiatives across three themes.Products describe the touch points for everytourist – from the essentials of accommodation andrestaurants to the fun and entertainment of attractions.Seven initiatives are presented here to create iconicmust-see attractions, enhance the quality of supportingproducts and raise baseline standards. Infrastructuredescribes how tourists experience Langkawi frompoint of arrival to point of departure. Four initiativesembrace the creation of a seamless experience sothat tourists discover as much of Langkawi as theydesire. Enablers encompass three initiatives to laystrong foundations for the industry via communitydevelopment and marketing.Compelling attractions and luxuriousaccommodationLangkawi needs to create a handful of truly world-classattractions and raise the overall baseline for iconicattraction and supporting products.Iconic attractions would include world-class naturesanctuaries (e.g., Kilim, Machinchang, DayangBunting) helmed by experiential Interpretive Centresthat serve both as hubs for tourist activities as well asfor conservation work. These would be supplementedby two revamped living museums (i.e., Laman Padi andMakam Mahsuri) that bring to life Langkawi’s cultureand myths. And a revitalised Pantai Cenang, to serveas the primary public beach for family fun on the island,complete with new dining, retail, entertainment andaccommodation options. Similar to the star-ratingsused for hotels, a rating and endorsement system forattractions would serve to inform tourists and help settheir expectations.- 5 -

These new and improved tourism products wouldbe supported by the development of more luxuryaccommodation options from boutique resorts to villarentals and indeed a new commercial zone with retail,dining and entertainment options in the north westernpart of Langkawi targeted at higher spending tourists.Given the development or redevelopment of compellingattractions and more accommodation, the islandcould support a year-round MICE calendar targeted atsmall-to-mid-sized events and focused on core valuepropositions of nature and ecotourism.Better infrastructure and smoothertransportation linksWith better infrastructure, more tourists could enjoymore of Langkawi. Expanded air connectivity intoLangkawi from prime international destinations viacharter fl ights and new scheduled routes would be afi rst step to increasing the number of tourists to theisland. Similarly, the entry experience by ferry willbe improved. Targeted initiatives at key touch pointscould create a magical arrival experience that couldbe extended through enhanced ground mobility, fromconnector shuttles to regulated taxi fares. Thesewould allow tourists to travel in comfort and give themincreased fl exibility to see the island. Essential for theisland’s pristine image, we would improve systems forgarbage collection and public toilet maintenance. Anew park ranger force will be established to supportenforcement and conservation activities. Over time,we will increase the use of green technology and othersustainable green practices across the island.Targeted tourism and higher non-tourismincomesThe success of the Blueprint is dependent onother successful initiatives outside of productsand infrastructure. The first is the developmentof a Langkawi-specifi c branding and marketingcampaign anchored on core value propositions anddifferentiated by priority markets. A tourism academydriven by public-private partnership would producefit-for-industry graduates to meet the demand of theindustry. Beyond the tourism industry, it is importantfor Langkawi to have diversifi cation. Thus we proposeto introduce contract farming schemes in farming andfi shing to raise incomes of local people not involved intourism and to help those in agrarian sectors diversifytheir activities in support of tourism.MAKING IT HAPPEN –STRONGER GOVERNANCEAND MONITORINGWith world-class natural assets of enchantingislands, pristine beaches and rich biodiversity,Langkawi has grown in leaps and boundssince the 1990s when the first concerted effortwas made to develop the island as a tourismdestination. However, as with any ecologicallysensitive environment, development has notcome without its challenges. Today, the veryassets that made Langkawi unique are at risk.Without some intervention, Langkawi’s tourismindustry will most likely decline.Langkawi has set high goals for 2015, whichcan be achieved with this Blueprint. To ensureprompt delivery, the owner of each initiativehas been identified responsible for deliveringon a set of key performance indicators andtargets. Overall coordination will be effectedby a Delivery Management Office within LADA,which will monitor progress, troubleshoot withinitiative owners when there are delays andreport to LADA on a monthly basis.- 6 -

Relative to peers, Langkawi experiences loweryield per tourist and greater seasonality impactWhile growth in arrivals is comparable to otherdestinations, Langkawi falls behind other islanddestinations on two key metrics, average length ofstay and average daily spend, as shown in Exhibit 4.The resulting impact is that Langkawi’s tourist yield issignifi cantly lower than other island destinations.As accommodation is universally the main componentof tourist spending, Langkawi’s lower tourist spendcan be attributed to our lower proportion of 4- and5-star rooms (and hence lower average room rates)relative to peers. As shown in Exhibit 5, while thereare 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 and44% in Bali.Island destinations often face seasonality in arrivals,mainly driven by weather, as tourists avoid certaindestinations during periods of monsoon or extremetemperatures. In this respect, Langkawi is favourablyprotected – its location in the Andaman Sea shelters itfrom heavy monsoons. Yet when comparing Langkawi’speak and low season traffi c (as measured by visitorarrivals), the seasonal swings are more drastic thanpeers such as Bali, Seychelles and Hawaii, with thelow season drawing less than 50% of the peak seasontraffi c, as shown in Exhibit 6.- 14 -MSG027_SquareA4_inlay.indd 14 2011-12-01 17:35

EXHIBIT 4Langkawi’s yields are lower than peers on two key metrics, resultingin lower revenues per visitorAverage spend per dayRM1,400Annual arrival, Millions1,3001,2001,1001,00090080070060050040030020010000Lower value Higher value0.51.01.5Langkawi 2(2.5)2.02.5Bali 1(4.7) VirginIslands (0.3)8.5Hawaii(6.4)Jamaica(1.8)9.0Seychelles(0.2)9.5 10.0 10.5 11.0Average length of stayDays1 Average spend per day for Bali based on Indonesia's average2 Langkawi’s average based on estimates of visitor spend weighted by segmentsSOURCE: 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)- 15 -MSG027_SquareA4_inlay.indd 15 2011-12-01 17:36

There is suffi cient capacity for Langkawi togrow further, but several barriers will fi rst needto be addressedLangkawi is in a favourable position for growth. Interms of land, we still have room for further expansion.Public utilities capacity in Langkawi (electricity, waterand sewage) is also suffi cient to support potentialgrowth, at least until 2015. Existing electricity capacityis able to cover 100% growth in consumer demand.Water usage capacity is currently at 66%, and will allowfor up to 7% annual consumption growth to 2017.As for sewage, there is suffi cient capacity to supportfurther growth as the current usage level is 13%.The challenge lies more in the execution of anydevelopment plan, than in the actual conceptitself. Exhibit 7 illustrates the top 10 barriers to thedevelopment of the tourism industry identifi ed bythe Langkawi Tourism Lab. Three barriers are worthparticular attention due to the frequency with whichthey cropped up in ongoing stakeholder discussions.issues identified include limited coordination andplanning on development and land use as well as thelack of enforcement against errant offenders (such asillegal taxis and car rentals).Another challenge includes the paucity of conservationefforts to ensure that Langkawi’s natural environmentremains pristine and protected. The deterioratingenvironmental quality of major sites such as Kilim andCenang, due to erosion and pollution respectively, werehighlighted as warning signs of a prevailing lackadaisicalattitude towards conservation and preservation.A third major concern was voiced regardingthe occurrence of unbalanced local communitydevelopment. Stakeholders were clear on the need tobuild local capabilities so that a larger section of thecommunity would be able to participate in and benefi tfrom the tourism industry.To begin, limited planning, cross-sector and agencycoordination, and enforcement of existing plan andconservation regulations were consistently identifi edas the biggest barriers to effective growth. The key- 18 -MSG027_SquareA4_inlay.indd 18 2011-12-01 17:36

III. Vision:Langkawi in 2015Imagine a destination where stunning beaches, untouched islandsand nature sanctuaries form the backdrop for an unforgettablegetaway. Imagine a destination where there are ample, highquality activities for those who wish to rejuvenate from the bustleof modern life, to those who wish to challenge their physicallimits. Imagine the best of island living where warm hospitality,rich Malay culture and a relaxed pace of life comes together thecomforts of modernity. Imagine, that this is Langkawi in 2015:a top 10 island and eco-destination.- 22 -

III. Vision:Langkawi in 2015Imagine a destination where stunning beaches, untouched islands and nature sanctuaries form thebackdrop for an unforgettable getaway. Imagine a destination where there are ample, high qualityactivities for those who wish to rejuvenate from the bustle of modern life, to those who wish tochallenge their physical limits. Imagine the best of island living where warm hospitality, rich Malayculture and a relaxed pace of life comes together the comforts of modernity. Imagine, that this isLangkawi in 2015: a top 10 island and eco-destination.Our aspirations are high: to deliver one-of-a-kindexperiences, from product to infrastructure. Deliveringon this aspiration will require several shifts in howLangkawi currently positions itself and operates.We will need to transform from an island with nodistinct brand to one synonymous with a tropicalisland paradise blessed with breathtaking fl ora, faunaand geological formations. This is not simply a matterof better marketing, but a focused effort to bettershowcase Langkawi’s most important asset.As nature takes centre stage, we envision thecreation of Interpretive Centres that serve as hubs forfun, experiential tourist activities as well as researchand conservation work. We envision a force of ParkRangers that will bring both knowledge and passionto their role of educating others and protecting theenvironment.attractions. These attractions should help defi ne whatit means to visit Langkawi, and will be anchored aroundthe island’s natural beauty and distinctive heritage ofmyths and Malay culture.In addition to the nature sanctuaries, we envisionredeveloping Pantai Cenang, so that it serves as afocal point for family entertainment, its vibrancy acounterpoint to the more secluded beaches around theisland. We envision turning Makam Mahsuri into a livingmuseum that recreates kampung life as it was morethan a 100 years, with a rich cast of villagers plying theirtraditional trades. We envision a revamped Laman Padithat offers an interactive way to learn about anythingrice-related, from paddy planting to cooking classes.We will need to go from a highly variable productportfolio to one where there is a high minimumstandard and a handful of truly iconic, world-class- 24 -

We will need to address gaps in infrastructurestandards, ranging from poorly maintained publictoilets and illegal taxi operators to a shortage of directinternational flights from priority markets. Here ouraspiration is to ensure that every possible amenity orservice a tourist could need are consistently deliveredto a high quality, so that the tourist can easily enjoyall Langkawi has to offer.We intend to move from a tourist market focusedon mass and middle market travellers to one thatincreasingly targets the higher-spending touristswho form the affl uent and luxury market. To that endwe envision a Langkawi with a wider range of luxuryaccommodation options, from boutique resorts to villarentals. We envision a new commercial hub in the northwestern part of the island that offers retail, dining andentertainment options targeted at this market. At thesame time, we envision the upgrading of mid-rangehotels and commercial zones to ensure that Langkawiis still accessible to middle income families.Finally, we need to transform our delivery andmonitoring mechanisms. The development of thetourism sector in Langkawi has historically beencharacterised by a record of ad-hoc planning,haphazard implementation and limited enforcement.Our aspiration here is thus simply, to execute all ofthe above with a close attention to detail, a relentlessfocus on software rather than hardware, and acommitment to follow through, regardless of howtough the journey ahead may be. We hope that in theyears to come, Langkawi will serve as an exemplarystandard for Malaysia on what it takes to protect andregenerate our environment and culture, as well as todeliver on our promises to the people.- 25 -

IV. Blueprint and delivery plans:Three themes to realise our visionTo help us deliver on this aspiration, we have developed a portfolioof 14 initiatives across three themes – product, infrastructureand enablers. These initiatives adhere to fi ve guiding principles.First, they support a cohesive vision of Langkawi as a natureand eco destination. Second, they build on Langkawi’s existingstrengths with an eye towards becoming truly world class, so asto maximise the island’s competitive advantage vis-à-vis otherisland destinations. In line with this, all of the initiatives underlinea shift towards developing content rather than developinginfrastructure. These initiatives also aim to improve the livingstandards of Langkawians, in terms of their income levels andquality of life. Finally, the Blueprint has paid close attention to theissue of implementation as we recognise that a plan is only asgood as its execution.- 30 -

1. Iconic GeoparkObjectiveOur vision is to become an internationally renowndestination for eco-tourism with iconic Geosites(e.g., Kilim, Dayang Bunting, Machinchang) helmedby world-class Interpretive Centres and protected byexemplary conservation practicesRationaleLangkawi’s potential as a premier eco-destination isundermined by a lack of well-trained guides and a limitedrange of nature based activities. Despite being one ofthe fi rst destinations in the world to secure UNESCOrecognition as a World Geopark, there is still littleawareness of the rich geological and biological heritageof Langkawi. Even more troubling, this very asset is atrisk of deterioration due to the lack of a comprehensiveconservation programme and weak enforcement ofexisting regulations.ActionsFirst, we will develop a comprehensive conservation planfor the island and enforce it via the creation of a new ParkRanger force at LADA. The force will have three types ofRangers. Patrol offi ces will act as the ‘eyes and ears’ onthe ground for the relevant State agencies, by patrollingthe sites 24/7 and reporting offences to the Statefor prosecution. Conservationaist will be responsiblefor overseeing research and conservation programs,including public education initiatives targeted at the publicand tourists. Finally, maintenance staff will be responsiblefor ensuring that all eco-sites have good quality, baselineinfrastructure.Tujuh (e.g., public toilets, interpretive panels, trails), andwork with industry associations like the Langkawi TourGuide Association to ensure that guides are able to meeta consistent quality bar. Langkawi will also be part of theMalaysia Mega Biodiversity Hub programme under theTourism National Key Economic Areas (NKEA) to ensurealignment with national standards.Finally, we will work with the private sector to buildcompelling, family-friendly Interpretive Centres aimed ateducating tourists about Langkawi’s rich heritage. TheseCentres are to be built at the entrance to popular sitessuch as Kilim to serve as a focal point for activities likeguided tours, hiking, biking, canopy walks and boat rides.These Centres will be operated independently but mustmeet common minimum standards to ensure a baselinequality of experience.GovernanceLADA will work closely with the State Government on allconservation activities, including the set up of the newPark Ranger Force. LADA will also facilitate the set up ofthe Interpretive Centres by private partners, in additionto owning and managing the operations a new Centre atKilimFundingRM141 mn in cumulative funding is expected to berequired over the next 5 years, of which ~30% isprojected to come from the public sector.To that end, we will put in place baseline infrastructureat key sites such as Dayang Bunting, Kilim and Telaga- 36 -

2. Revitalised CenangObjectiveOur vision is for Pantai Cenang to be a premier beachfor family fun – clean, safe, vibrant and accessible toall tourists. This public beach stretch will serve as acounterpoint to the more secluded and private beachesaround the archipelago.RationaleThe 2.2 km stretch of beach between Casa Del Marand Underwater World is the main public beach stripin Langkawi. In recent years, however, uncontrolleddevelopment has led to the mushrooming of illegalbusinesses, increased water pollution and an increasingnumber of subpar retail, dining and accommodationoptions.ActionsA holistic redevelopment of the beachfront andsurrounding area is required to maximise the area’spotential. To start, we will connect all establishments inthe area to the main sewage line, starting with the 50businesses that contribute 40% of all water pollutionin the area. For safety reasons, we will relocate watersports to the Pantai Kok area and increase the number oflifeguards on duty.The primary focus over the next 4 years will, however, bethe creation of a new waterfront and commercial area.The former will require relocating all illegal operators onthe beachfront to the new commercial zone. The clearedspace will then be used to create an open stretch ofbeach and pedestrian walkways with public facilities(e.g., toilets, changing rooms and prayer rooms), childrenrecreation zones etc. We will also beautify the areaby replanting coconut trees and maintaining existinggreenery wherever possible.For the latter, we will acquire approximately 34 ha ofland in the area. We will tender out the developmentrights for this land to a private company in return for ashare of the profi ts. The new development is expectedto include distinct areas for retail, dining, entertainmentand accommodation, including at least two, new4-star hotels to address the expected shortage in thisaccommodation bracket. We will also require existingcommercial buildings to upgrade their facilities andfaçade to ensure that they meet a minimum standard.GovernanceA Special Task Force chaired by the Director of KedahEconomic Planning Unit (UPEN Kedah), will be set up,with representatives from federal and state agencies.The Task Force will have overall responsibility, exceptwhere sewage is concerned, as that will be handled bythe Department of Sewerage Services.FundingA total of RM1.111 mn in cumulative funding for 2011to 2015 is expected to be required, of which ~30% isprojected to be publicly funded. The bulk of publicfunds will go towards the acquisition of land for the newcommercial zone.- 38 -

3. Living MuseumsObjectiveOur vision is to breathe life once again into the image ofLangkawi as an island steeped in tradition, and lore. To doso, we have identifi ed two sites that will serve as anchorsfor cultural activity: Laman Padi and Makam Mahsuri.RationaleLangkawi’s potential as a site with cultural attractions hasnot been maximised. Most legends apart from Mahsurihave faded from public memory. Traditional activitieslike net-making and woodworking still practiced in thearchipelago 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 parwith international standards.GovernanceLADA will retain ownership of the two assets but tenderout the development and operation rights to qualifi edprivate companies. LADA will manage the performanceof these companies via strict KPIs linked to fi nancialsustainability and visitor numbers.FundingA total of RM21 mn in cumulative funding is expected tobe required over the next 5 years, of which approximately20% is projected to be publicly funded.ActionsFirst, we will redevelop Laman Padi as an experientialmuseum for all things related to rice. To do so, we willwiden the range of activities on offer, from thematic tours(e.g., a day in the life of a paddy farmer) to classes oncooking for rice-based treats. We will also upgrade thefacilities so that Laman Padi can be used as a site forMICE events seeking a rustic setting.Makam Mahsuri will be redeveloped as a living museumshowcasing Malay culture and village life at it was hundredsof years ago. This will require replicating the architectureand tools of the period as closely as possible and bringingin craftsmen, musicians, fi shermen and farmers who candemonstrate activities and give classes. We also aspireto use Mahsuri as a showcase for all Langkawi legends,via new performances and interactive displays.- 40 -

4 & 5. Luxury Stays and Vibrant North WestObjectiveOur vision is to create a supporting base of productsfor luxury travelers from exclusive boutique resorts andrental villas to high end retail, dining and entertainmentzones.RationaleTo support the intended shift towards higher spendingtourists, Langkawi will require an increase in thesupply of 5-, 6- and 7-star hotels. The developmentof such luxury hotels can also serve as an attractionon its own, much as the Jumeirah Hotel became anattraction for Dubai.We will also accelerate the development of a newdining, retail and entertainment zone in Teluk Datai aswell as an expansion of the existing commercial zoneat Telaga Harbour. Part of this expansion will involvecreating more nightlife options that balance localcultural sensitivities with the desire of tourists for abroader range of activities at night.To aid private investors interested in investing in thesedevelopments, UPEN Kedah will publish clear eligibilitycriteria for foreign land ownership. It will also set KPIs forturnaround times documentation requirements at eachstage of the application process.Along the same lines, the existing retail, dining andentertainment zones in Kuah and Cenang/Tengahare primarily targeted at a broad tourist segment.An expanded commercial zone in the North West sectionof the island that is geared towards more affl uent andluxury travellers would broaden the range of options onthe island.ActionsWe will facilitate the private development of fi ve new5-star and above accommodation options over thenext 5 years. This includes the development of asingle island resort on Pulau Bumbun, several realestate developments to create a luxury villa marketand targeted partnering with internationally renownedboutique brands. As part of this process, we willimprove the investment promotion process to ensurebetter targeting and cultivation of developers with goodtrack records.GovernanceNorthern Corridor Implementation Authority (NCIA) willwork closely with UPEN Kedah via existing processes(e.g., State Economic Planning Committee) to attractprivate investors and ensure that applications fromprioritised projects are reviewed as quickly as possible.Final approval rights for these projects nonethelessremains with the State.FundingA total of RM3.8 bn in cumulative funding is expectedto be required from 2011 to 2015, all of which will comefrom private investors.- 42 -

6. Niche MICEObjectiveOur vision is to position Langkawi as a MICE destinationfocused on meetings and incentives, with a handful oficonic events that align with and emphasize the island’svalue proposition as a top nature and eco-destination.RationaleAlthough Langkawi hosts an array of events every year,its events tend to draw small to mid-sized audiences, areunevenly spread across the year, and frequently coincidewith peak tourism periods. This is counter to the industrybest practice of organising events during low seasons toreduce seasonality in monthly arrivals.Additionally, there is a lack of truly well-known internationalevents that align with and reinforce Langkawi’s valueproposition as a nature and eco-adventure destination.The main thrust, will be the development of or the bringingin of iconic events that are synonymous with Langkawi’sbranding around nature, culture and eco-adventure.GovernanceLADA will take the lead on this initiative, through adedicated events team within their Promotions andEvents division. LADA will also work with the MalaysiaConvention and Exhibition Bureau (MyCEB) and TourismMalaysia on this effort.FundingThe public sector is estimated to spend RM1 mnfrom 2011 to 2015 to fund the operations of thededicated team.ActionsA well-planned MICE calendar can address the problemof seasonality by drawing in crowds during the lowseason, and reinforces the island’s brand. To that end,we envision the development of Langkawi as a nicheMICE destination. Here, the term ‘niche’ refers to a focuson smaller sized events such as meetings and corporateincentive programmes and anchored around the island’score proposition.At the most basic level, this will require the developmentof shell sites such as Galeria Perdana and Laman Padito broaden Langkawi’s offerings beyond the standardroster of hotel conference rooms and ballrooms. It willalso require a dedicated team responsible for bringing inevents, and assisting event organisers in coordinating thepublic and private stakeholder landscape.- 44 -

7. Endorsement ProgrammeObjectiveOur vision is to create a high quality baseline for alltourist products, through the introduction of a new ratingguideline that will be piloted in Langkawi and rolled outnationwide.RationaleThe lack of minimum standards has created a widerange in the quality of attractions on offer. Tourists alsolack a signalling mechanism to help them distinguishbetween good and mediocre products, which may inturn negatively impact their holiday experience.GovernanceThe Ministry of Tourism will take the lead in developingthe standards and rolling out the programme. It will leada working team consisting of representatives from theindustry and related Ministries such as the Ministry ofNatural Resources and Environment.FundingA total of RM9 mn in cumulative funding is expectedto be required from 2011 to 2015, of which 9% will bepublicly funded.ActionsAs done with the existing guidelines for hotels, spas andrefl exology centres, we will develop rating guidelines forall tourism products. This includes an eco-certifi cationframework for nature-focused products and services.Once developed, every product will be assessedagainst these standards. Those that meet a certainthreshold (e.g., four or five stars) will be allowedto display an endorsement logo at their site andwill be included in official marketing documents(e.g., brochures, website). This process will berepeated regularly (e.g., every 2 years) to encourageall operators to maintain and upgrade the quality oftheir attraction.This new set of guidelines will be piloted in Langkawi,and thereafter rolled out nationwide.- 46 -MSG027_SquareA4_inlay.indd 46 2011-12-01 17:40

8. ConnectivityObjectiveOur vision is to improve direct connectivity into Langkawifirstly from priority international destinations via charterfl ights, or new route development and secondly throughbetter ferry connectivity.RationaleAccessibility connectivity to a holiday destination is amajor factor for most tourists. At present, however,in terms of airline connectivity Langkawi has only onenon-stop international route (Singapore) and the charterfl ight programmes (from Finland and Hong Kong)operate only during their respective peak seasons.On the other hand, comfort, schedule and reliability ofthe ferry services surface as key issues among mosttourists.ActionsWe will pursue a charter flight strategy formid-to-long-haul sources of priority tourists thatprovides a per head incentive and fixed marketing costsubsidy to foreign tour operators. Operators will onlybe eligible for these funds if their charter programme isable to meet certain criteria (e.g., tourists are to spendat least 7 days in Langkawi and should fall into theaffluent and luxury bracket).of incentives will be developed for these airlines, fromwaived landing and parking fees to a per head incentivein the initial years, to encourage the airlines to musterpassenger loads.As for ferry connectivity, we will fi rstly enhance the jettyentry points through the Targeted Touch Points initiative.At the same time, NCIA will conduct a review of theroutes and schedule of ferry services.GovernanceMalaysia Airports Holding Berhad (MAHB) will workclosely with NCIA and MOTOUR to develop these newroutes. Local tour companies wishing to set up theirown charter fl ight programmes may also apply to theGovernment for access to the incentive fund.FundingRM40 mn in cumulative funding from 2011 to 2015 isexpected to be required for the incentive fund. ~23%of these funds are projected to come from the publicsector.For the near home markets such as Bangkok andJakarta, we will work to develop scheduled fl ightswith the relevant national carriers. A comparable set- 50 -

9. Ground MobilityObjectiveOur vision is to enhance ground transportation optionsto allow tourists to travel more easily around the islandat a price point that suits their needs.RationaleThe attractions of Langkawi are dotted around theisland, necessitating a fair amount of travel by carif a tourist wishes to cover many or all of them. Thechallenge, however, is that tourists today have limitedmobility options, having to choose between usinga taxi (which can be expensive for a single tourist) orrenting a car. This situation is compounded by the lackof transparency of taxi fares, since taxis do not usemeters, and the prevalence of illegal taxi and car rentaloperations.ActionsWe will begin by conducting a review of taxi fares toensure that current pricing is fair to both the taxi driverand passenger. We will then enforce the transparency ofthese fares by publishing an offi cial price book, educatingtourists to refer to the price book and requiring taxis toprovide receipts when asked.tourist sites. While both will make it easier for touriststo move around, the former option, with its expandednetwork will benefi t the local community as well.In the event the connector shuttle option is selected, itis envisioned to have two routes: the west island routewill run from Porto Malai to Telaga Tujuh, while the eastisland route will run from Kuah Jetty to Pantai PasirHitam. The buses will run continuously and will pick upat each stop every 30 minutes. For tourists requiringmore frequent transfers, or who wish to visit attractionsnot on the route, taxis will still operate.GovernanceThe Public Land Transport Commission (SPAD) willspearhead the fare review and enforcement of taxifares transparency and illegal taxi and rental operations.They will be supported in this effort by LADA. LADA willalso be responsible for the land transportation usageassessment.FundingThis initiative is estimated to require RM13 mn to befunded through public-private partnership.As part of this enforcement drive, we will encourageillegal taxis and rental operations to secure licensesif they meet required standards. We will then step upenforcement measures against those who choose notto seek legalisation.Finally, we will conduct a land transportation usageassessment to determine whether to launch a public bussystem on the island, or a shuttle bus connecting key- 52 -

10. Health and SanitationObjectiveOur vision is to enhance the tourist experience byensuring that expectations on the cleanliness of publicareas, tourist hotspots and public toilets are met.RationaleThere are two health and sanitation issues thatfrequently crop up in a tourist’s assessment of theirholiday experience in Langkawi. First, the amount oflitter in public areas and streets, particularly after anevent, due to low frequency of garbage collection andinsuffi cient garbage bins. Second, the poor conditionof many public toilets, ranging from poorly cleaned topoorly maintained facilities.GovernanceMPLBP will be responsible for improving garbagedisposal and toilet management. Where privatecompanies are involved, the Council will monitor theirperformance through detailed KPIs.FundingThe public sector is projected to spend about RM3 mnover the next 5 years to implement this initiative.ActionsA targeted approach will be taken towards improvinggarbage disposal and toilet maintenance. For example,the Langkawi Municipal Council (Majlis PerbandaranPulau Langkawi Bandar Pelancongan, MPLBP) willincrease the frequency of garbage collection and thenumber of garbage bins in areas with the highestcomplaints (e.g., Pantai Cenang). The Council willalso contract out the cleaning of all its public toilets toa private company, with instructions to prioritise theimprovement of service levels in areas with high touristtraffi c. These changes will also be done in collaborationwith the respective private companies that provide theseservices.The council will also explore other innovative solutionssuch as organising gotong-royong competitions amongschools with emphasis on sustainable green practice.- 54 -

11. Targeted Touch PointsObjectiveOur vision is to enhance the first impressions oftourists arriving in Langkawi through a series oftargeted interventions on both physical facilitiesand service levels.RationaleResearch has shown that a tourist’s memory of a holidayis greatly shaped by the fi rst 30 minutes in that location.As such, we carefully reviewed the arrival experienceat key entry points to determine where targetedinterventions are needed to maximise the “wow factor”in this period.ActionsFirst, we will improve the infrastructure at LangkawiInternational Airport and Kuah Jetty. This includesupgrade to facilities such as toilets and waiting areas,as well as the introduction of new systems to improveservice provision (e.g., electronic ticketing at KuahJetty). We also plan to include touches such as pipingtraditional music into the arrival hall and decoratingthese entry points with Malaysian arts and craft.A third touch point is the quality of taxi service, giventhat taxis are still the primary mode of transportationon the island. Here the goal is to ensure that all driversare able to conduct basic conversations in English,particularly pertaining to the attractions of Langkawi.GovernanceThere are multiple owners for this initiative.Malaysia Airlines Holding Berhad (MAHB) and theMarine Department are responsible for the infrastructureupgrades at the airport and Kuah Jetty respectively.Tourism Malaysia will be in charge of improving thequality of service at tourist information centres. Finally,SPAD will be responsible for ensuring that taxi driverscomplete the necessary upskilling courses.FundingAbout RM13 mn in public funding is expected to berequired from 2011 to 2015.Second, we will ensure that the airport and jetty touristinformation centres are always staffed during peak arrivaltimes and equipped with a good array of brochuresexplaining the attractions of the island. We will alsoensure that the staff at these centres are fl uent in atleast two languages (Malay and English) to maximisethe support they can provide to tourists. This elementis key as the tourist information centre is often the fi rstport of call for tourists in a new destination.- 56 -

12. Branding and MarketingObjectiveOur vision is to create a Langkawi-specifi c branding andmarketing campaign anchored on the island’s core valuepropositions and differentiated by priority markets.RationaleLangkawi currently lacks a strong branding andmarketing campaign specific to the archipelago.There is no consistent messaging on what Langkawistands for and very little differentiation of messagingfor target markets.Where marketing is employed, it tends to favourtraditional channels such as travel fairs and trade shows,rather than digital channels. These digital channels arevital as there is an increasing shift towards online holidayresearch and purchasing.ActionsWe will launch a new Langkawi-specifi c campaign intwo phases.During Phase 1, the focus will be on “getting the basicsright.” This includes measures to shore up baselinecontent such as creating an appealing, integrated onlineportal, revising existing brochures to make them moretourist-friendly and creating sample itineraries tailoredto different timelines and crucial to ensure that Langkawi will be able to delivertourists the experience promised by its marketingcampaign.During the second phase, we will actively target highgrowth markets such as China, India and the MiddleEast, near home markets such as Singapore andIndonesia, as well as traditional mainstays such as theUnited Kingdom and Scandinavia. We will also use awider range of marketing channels, with increasedemphasis on social media marketing (e.g., engagingpopular bloggers to write about the island) and targetedadvertising via select travel and airline magazines.GovernanceLADA will take the lead on this initiative, through adedicated branding and marketing team within theirPromotions and Events division. This team will bestaffed with industry professionals who have a strongtrack record in destination marketing and the use ofdigital marketing.FundingTotal funding of RM25 mn is estimated to be requiredfrom 2011 to 2015. This amount is expected to bepublicly funded.Once baseline improvements across the product andinfrastructure initiatives are in place, we will launchPhase 2, a full-fl edged campaign. The launch in phases- 60 -

13. Tourism AcademyObjectiveOur vision is to produce “fi t-for-industry” graduates thataddress the talent shortages in Langkawi, while buildingthe capabilities of the local community colleges’ staffand lecturers.RationaleLike the rest of Malaysia, the tourism industry inLangkawi faces a shortage of skilled workers. Manycompanies have resorted to in-house solutions suchas the hiring of foreign workers and the developmentof tailored training programmes for new hires. Despitethese efforts, the recruitment and retention of good staffremains a constant struggle, not to mention a duplicationof resources.From the perspective of prospective employees on theother hand, the tourism industry is not an attractive sector.Low starting wages compared to other industries, anda lack of clarity on the career path serve as deterrentsto entry.ActionsWe will launch a Tourism Academy in Langkawi thatprovides work-based vocational certifi cates co-deliveredby the private sector, to ensure that graduates arequalifi ed to enter the fi eld immediately upon graduation.The Academy will bring together three key partners:• The public community college responsible forproviding the training facility and teaching stafffor a knowledge transfer. This includes developingthe curriculum, providing teaching expertise andbuilding the capabilities of existing communitycollege teaching staff to deliver the new programme.The second approach is through seatpurchases at these private higher educationinstitution, to lock in talent for Langkawi.• Industry members to help shape the curriculum,provide practicum opportunities to students duringtraining and to hire graduates at a higher salarythan non graduates in recognition of the skills theyattained.Additionally, an awareness campaign will be launchedto improve the understanding of students and familiesof the benefi ts of entering the industry.GovernanceThis initiative will be integrated into the EducationNational Key Economic Area (NKEA) programme.MOHE will be responsible for identifying the anchorprivate higher education institution/s, facilitatingpartnerships with private industry members andongoing monitoring.FundingAbout RM17 mn in cumulative funding is expected tobe required. The majority of funds are expected to comefrom the private sector.• A private higher education institution will be engaged ina two-pronged approach. Firstly, the private institutionwill be secured through a consultancy contract- 62 -

14. Farming and FisheriesObjectiveOur vision is to raise the income levels of the localcommunity through improved yields from farmingand fishing activities, as well as entry into the tourismsector.RationaleAlthough farming and fisheries remain importantcontributors to Langkawi’s economy, the averagemonthly income for farmers and fishermen issignificantly 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 potentialfor those involved in these traditional activities, but alsohelp them diversify their sources of income throughcloser integration with the tourism sector.ActionsTo accelerate implementation, we will leverageprogrammes developed under the AgricultureEconomic Transformation Programme.For farmers, we will bring in a programme for thecontract farming of Maswangi – a strain of high-yieldfragrant rice. This seed can be harvested twice a year,and generates a higher asking price on the marketthan other rice. The expected impact is a doubling offarmers’ income per hectare, from RM4,800 today toabout RM11,000 once implemented. Approximately1,800 ha of existing farm land has already beenidentified as suitable for conversion.For fi shermen, we will accelerate the development ofintegrated cage fi sh farming. 80 ha of land have alreadybeen identifi ed as suitable for the farming of high valuespecies like grouper and seabass. To date, however,only 20% of this land has been used. The Departmentof Fisheries will step up its efforts to identify anchorcompanies to manage these farms, while enablingsmallholder fi shermen to lease and operate individualmodules of cages.For both farmers and fishermen, there is also theopportunity to diversify their income stream by usingtheir farms as sites for tourism activities such as guidedtours and homestays.GovernanceInfoculture Sdn. Bhd. has been selected by MARDI todrive the fragrant rice programme in Langkawi. TheDepartment of Fisheries will be responsible for expandingthe cage fi sh farming programme on the island.FundingCumulative funding of about RM42 mn from 2011 to2015 is expected to be needed. Of this only ~18% isestimated to be publicly funded for the construction ofrice mills and mini-dams.- 64 -

V. Economic impact and fundingThe results of the Blueprint will double Langkawi’s tourism andtourism-related gross national income (GNI) from RM0.8 bnin 2010 to RM1.9 bn in 2015. This doubling is driven by anexpected increase in tourism receipts and additional agri- andaquaculture revenues from the farming and fi sheries initiative(categorised as ‘tourism-related’ income). There is also likely tobe further potential upside to the GNI as our forecast currentlyexcludes income that may be generated from real estate salesas well as the multiplier effect (as income from tourism fl ows intoother related sectors to generate more income).- 66 -MSG027_SquareA4_inlay.indd 66 2011-12-01 17:44

V. Economic impact and fundingThe 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 doubling is driven by an expected increase intourism receipts and additional agri- and aquaculture revenues from the farming and fi sheries initiative(categorised as ‘tourism-related’ income). There is also likely to be further potential upside to the GNIas our forecast currently excludes income that may be generated from real estate sales as well as themultiplier effect (as income from tourism fl ows into other related sectors to generate more income).Tourism receipts are expected to double fromRM1.9 bn in 2010 to RM3.8 bn in 2015By launching tailored marketing campaigns, enhancingfl ight connectivity and developing more productstargeted at the luxury market, we expect to shift themix of tourists to higher spending tourists. In addition,the Blueprint will also create a greater variety of qualityproducts, thereby encouraging visitors to spend moreon attractions and stay longer. The increase in thesekey levers (visitor arrivals, average spend per day andaverage length of stay) will drive Langkawi’s tourismreceipts to grow at 14% p.a. from RM1.9 bn in 2010 toRM3.8 bn in 2015.The Blueprint will create an incremental 4,200jobs by 2015The Blueprint will be a growth catalyst for Langkawi’stourism industry. More accommodation and commercialzones are expected to be developed, leading togeneration of new jobs at hotels and retail shops.The fragrant rice programme and integrated cage fi shfarming initiative will create more jobs for farmers andfi shermen as well. As a result, the Blueprint is expectedto create an incremental 4,200 jobs, of which ~55%will require vocational or certifi cate qualifi cations and~45% will earn over RM2,000 per month.Critically, the Blueprint will improve the livelihoods ofthe local community by addressing current careerfrustrations and opening up a new landscape ofopportunity. For example, local entrepreneurs willbenefi t from healthier market competition givenstrict enforcement against illegal operators. Similarly,students who were previously deterred from enteringthe tourism industry due to a lack of trainingopportunities and uncertain work prospects will nowbe able to pursue a good education at the TourismAcademy followed by a guaranteed job placementwith a participating industry member.Cumulative funds of over RM5 bn are required,of which only 8% is expected to be publiclyfundedWe estimate to spend over RM5 bn from 2011 to2015 to implement the Blueprint initiatives. Of thisamount, ~84% will go towards capital expenditurefor the product initiatives, for instance, the buildingof hotels, commercial zones and new attractions likethe Interpretive Centres.We expect the private sector to participate actively inthese initiatives and contribute 92% of funding. Theremaining 8% that is funded by the public sector willprimarily go towards the acquisition of land for thedevelopment of the accommodation and commercialzones and the enhancement of baseline infrastructure(e.g., agriculture dams). In the 2012 Budget tabledon October 2011, RM420 mn was allocated towardsthe implementation of the initiatives within thisBlueprint.- 68 -MSG027_SquareA4_inlay.indd 68 2011-12-01 17:44

VI. Governance and monitoring:Ensuring deliveryEffective execution of the Blueprint will require owners atboth the initiative and central (monitoring) levels. At the initiativelevel, owners are responsible for day-to-day implementationand delivery against pre-agreed KPIs. At the central oversightlevel, a Delivery Management Offi ce (DMO) within LADA will beresponsible for overall implementation.- 74 -

VI. Governance and monitoring:Ensuring deliveryEffective 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 againstpre-agreed KPIs. At the central oversight level, a Delivery Management Offi ce (DMO) within LADA willbe responsible for overall implementation.A Delivery Management Offi ce (DMO) will be setup within LADA to act as the central monitoringbodyThe DMO is responsible for monitoring progressacross all initiatives, troubleshooting problems withinitiative owners and intervening when necessaryto ensure that progress stays on track. The DMOalso acts as the Secretariat for the entire Blueprint,reporting periodically to the LADA management andto the public as required.Exhibit 20 shows the lead implementing agenciesidentifi ed for each initiative. In each instance, the(initiative) owner is responsible for all aspects ofimplementation, from coordinating interactions withother stakeholders to actively addressing roadblocks.In instances, where the owner is unable to resolve anissue on its own, it is to escalate the problem to theDMO for support. The owner is also responsible forreporting against a set of pre-agreed KPIs and targetsto the DMO on a regular basis (see Exhibit 21).Each month, the DMO will also produce a trackingdashboard that highlights key tourism statistics andprogress against each initiative (see Exhibit 19). Theformer is useful as a gauge of impact, while the latterenables the Blueprint leadership to assess whichinitiatives require intervention.- 76 -

VII. ConclusionLangkawi stands at a crossroads today. At current trajectory, theislands’s ability to compete internationally as a premier touristdestination is in jeopardy. However, there is another way forwardwith aggressive implementation of the 14 initiatives set in thisBlueprint, collaboration amongst key agencies, close monitoringand facilitation of the private section, Langkawi and its communitycan and will be on a path to a brighter future.- 82 -

VII. Conclusion“Langkawi is poised to unleash itstrue potential”At current trajectory, the islands’s ability to compete internationally as a premier tourist destination isin jeopardy. However, there is another way forward with aggressive implementation of the 14 initiativesset in this Blueprint, collaboration amongst key agencies, close monitoring and facilitation of theprivate 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 andeco-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 weget the right tourists to Langkawi and make their experiences magical?” Critically, the Blueprint isunderpinned by a call to improve public sector delivery: aggressive implementation of action plans, strictenforcement of policies and regulations, close collaboration across federal, state and local agenciesand ongoing monitoring against KPIs and targets. The Government will also focus on facilitating theentry of qualifi ed private partners who will serve as catalysts for change in their respective fi elds.It is our hope and commitment, that collectively, we will be able to move Langkawi and its communityforward to a brighter future.- 84 -

AcknowledgementsCompletion of this Blueprint would not be possible without the invaluable input andsupport of former Prime Minister, YAB Tun Dr. Mahathir Mohamad, YB Tan Sri NorMohamed Yakcop, Minister in the Prime Minister’s Department, YB Dato’ Seri AhmadHusni Mohamad Hanadzlah, Minister of Finance II and YB Dato’ Sri Dr. Ng Yen Yen,Minister of Tourism. Multiple federal and state agencies also generously contributedtheir time, ideas and knowledge towards this Blueprint. Representatives of the privatesector graciously agreed to be members of the Lab, participating in debates on keyissues and generating and challenging ideas raised; this was the genesis of many ofthe initiatives in this Blueprint. Langkawians from all walks of life – from taxi driversto tour guides to business owners – not only provided their perspectives but theirinfectious passion for the island served as a constant reminder of the potential thatexists. McKinsey & Company also contributed data and fact-based analysis towardsthe development of this Blueprint.- 86 -MSG027_SquareA4_inlay.indd 86 2011-12-01 17:48

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