Langkawi is poised to unleash its true potential

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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 -
Page 4 and 5: Langkawi holds a special place in t
Page 6: Tourism is an important component t
Page 11: I. Executive summaryLangkawi is an
Page 22: EXHIBIT 4Langkawi’s yields are lo
Page 29: III. Vision:Langkawi in 2015Imagine
Page 32: We will need to address gaps in inf
Page 43: 1. Iconic GeoparkObjectiveOur visio
Page 47: 3. Living MuseumsObjectiveOur visio
Page 51: 6. Niche MICEObjectiveOur vision is
Page 57: 8. ConnectivityObjectiveOur vision
Page 61: 10. Health and SanitationObjectiveO
Page 67:
12. Branding and MarketingObjective
Page 71:
14. Farming and FisheriesObjectiveO
Page 75:
V. Economic impact and fundingThe r
Page 83:
VI. Governance and monitoring:Ensur
Page 91:
VII. Conclusion“Langkawi is poise
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Langkawi is poised to unleash its true potential

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