Sustainable Tourism Product Development Opportunities in the Pacific Islands

World Tourism Organization (UNWTO)   www.unwto.org

https://www.e-unwto.org/doi/book/10.18111/9789284419852 - Wednesday, November 08, 2023 5:11:36 PM - IP Address:210.136.42.252

World Tourism Organization ( UNWTO )The World Tourism Organization (UNWTO), a United
Nations specialized agency, is the leading internationalorganization with the decisive and central role in promoting
the development of responsible, sustainable and universally
accessible tourism. It serves as a global forum for tourism
policy issues and a practical source of tourism knowhow. Its membership includes 159 countries, 6 territories,
2 permanent observers and over 500 Affiliate Members.

SUSTAINABLE
TOURISM PRODUCTDEVELOPMENTOPPORTUNITIESIN THE PACIFICISLANDShttps://www.e-unwto.org/doi/book/10.18111/9789284419852 - Wednesday, November 08, 2023 5:11:36 PM - IP Address:210.136.42.252

https://www.e-unwto.org/doi/book/10.18111/9789284419852 - Wednesday, November 08, 2023 5:11:36 PM - IP Address:210.136.42.252

SUSTAINABLE TOURISM
PRODUCT DEVELOPMENTOPPORTUNITIESIN THE PACIFIC ISLANDS2|

SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

https://www.e-unwto.org/doi/book/10.18111/9789284419852 - Wednesday, November 08, 2023 5:11:36 PM - IP Address:210.136.42.252

TABLE OF CONTENTS

Acknowledgements		5

COUNTRY CHAPTERS		

Foreword by Zurab Pololikashvili		

6

Overview		27

Foreword by Yoshiaki Hompo		

7

Executive summary		

8

01
1.1

INTRODUCTION: SUSTAINABLE PRODUCTDEVELOPMENT IN THE PACIFIC ISL ANDS		10FEDER ATED STATES OF MICRONESIA

26

28

Situation analysis		

30

1.1.1

30

Tourism status and strategy		

1.1.2 Visitor profiles and destination
positioning		32

I.1

Asia and the Pacific overview		

12

I.2

Tourism and Sustainable Development 		

15

I.2.1

Sustainable Development Goals		15

Federated States of Micronesia		

33

I.2.2 Sustainable tourism		

15

1.2.2 Dark Sky Nation, Niue 		33

15

I.2.4 Measuring the Sustainabilityof Tourism		

16

Tourism product development opportunities 34
1.3.1 Differentiating soft adventure 		34

1.3.2 Human resource development		

34

opportunities		34

development		16

I.4

33

1.3.3 Prioritizing product development

I.2.5 Sustainable tourism product
I.3

Good practice case lessons		
1.2.1 Kosrae Adventure Tours,

1.3

I.2.3 Sustainable consumption
and production		1.2

1.3.4 Supporting product development 		

Pacific islands dashboard		

18

I.3.1

Pacific demand and supply		

1802

I.3.2 Cruise tourism		

20

2.1

I.3.3 Purpose of visit		

20

Tourism challenges and opportunities

35

FIJI		36
Situation analysis		

38

2.1.1 Tourism status and strategy		38

2.1.2 Visitor profiles and destination

for Pacific islands		

21

I.4.1

Accessibility and population		21

I.4.2 Sustainable tourism products		

21

I.4.3 Climate change		22

I.4.4 Product differentiation 		22

positioning		41
2.2Good practice case lessons		

43

2.2.1 Protection of heritage buildings,
Singapore		432.2.2 Voluntourism guidelines,

I.4.5 Connectivity 		

23

I.4.6 Tourism research and data		

23

I.4.7

Community development		

23

2.3.1 Fly cruise itineraries		

45

I.4.8 Regional cooperation		24

2.3.2 Sport mega events		

45

Public-private community partnership 25

2.3.3 Suva heritage buildings		

46

2.3.4 Nadi families market		

46

I.4.9

Papua New Guinea		
2.3

44Tourism product development opportunities 45

2.3.5 Voluntourism carrying capacity
guidelines		47

03

FRENCH POLYNESIA		

48

3.1

Situation analysis		

50

3.1.1 Tourism status and strategy		

50

3.1.2 Visitor profiles and destination
positioning		50

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3.2

3.3

Good practice cases lessons 		

53

06

PAPUA NEW GUINE A		

74

3.2.1 Palau Pledge, Palau		

53

6.1

Situation analysis		

76

3.2.2 Tamiki Tours, New Zealand		

54

6.1.1 Tourism status and strategy		

76Tourism product development opportunities 55
3.3.1 Sustainability and ecotourism 		

55

3.3.2 Cultural experiences 		

55

6.1.2 Visitor profiles and destination
positioning		79
6.2

3.3.3 Japan market development
supporting product development 		

55

Good practice case lessons		

80

6.2.1 Okinawa domestic tourism, Japan80

6.2.2 South Island high end tours,
New Zealand		

80

04

KIRIBATI		56

4.1

Situation analysis		

58

6.3.1 Domestic tourism 		

81

4.1.1 Tourism status and strategy		

58

6.3.2 Booking cultural festivals		

81

6.3

4.1.2 Visitor profiles and destination
positioning		60
4.2Good practice case lessons		

61

4.2.1 South Island ecolodge development,
New Zealand		
4.3

61

Tourism product development opportunities 81

6.3.3 Differentiating soft adventure 		

81

6.3.4 Birdwatching pricing strategies 		

82

6.3.5 Mega events 		

82

6.3.6 Cruise product itineraries 		83

6.3.7 Agrotourism 		

83

Tourism product development opportunities 62
4.3.1 Increased air access 		

62

07

SAMOA		84

4.3.2 Birdwatching 		

62

7.1

Situation analysis		

86
86

4.3.3 Cruising, yachting and diving		

62

7.1.1

4.3.4 Supporting product development 		

63

7.1.2 Visitor profiles and destination

Tourism status and strategy		

4.3.5 Cultural products		

64

4.3.6 Training		

64

positioning		88
7.2

Good practice case lessons 		

90

7.2.1 Queenstown differential pricing

05

NIUE		65

5.1

Situation analysis		
5.1.1 Tourism status and strategy		

strategies, New Zealand		

90

67

7.2.2 Levuka World Heritage, Fiji 		

90

67

7.2.3 Setouchi International Arts Festival,

5.1.2 Visitor profiles and destination

Japan 		positioning		69
5.2

Good practice case lessons		

70

Cook Islands		

70

5.2.2 Queensland Tourism talent finder,

5.3

91

Tourism product development opportunities 92
7.3.1 Historical tours 		

92

7.3.2 Centralized booking ofAustralia		71
5.2.3 Sustainable tourism policy, Vanuatu

Hawaii 		7.3

5.2.1 Targeted digital marketing,91

7.2.4 Product and brand differentiation,

71

Tourism product development

community-based tourism 		

92

7.3.3 Fostering product champions 		

92

7.3.4 Events 		

93

opportunities in Niue		72

7.3.5 Ecotourism and avian conservation 		93

5.3.1 Air capacity 		

72

7.3.6 Agrotourism		

94

5.3.2 Emerging markets 		

72

7.3.7 Sustainable market development to

5.3.3 Dark Sky Nation		

73

support product development 		

5.3.4 Succession and inbound operators		

73

7.3.8 Cultural product and brand awareness 95

94

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

08

SOLOMON ISL ANDS		96

10

TUVALU		114

8.1Situation analysis		

98

10.1

Situation analysis		

116

8.1.1 Tourism status and strategy		

9810.1.1 Tourism status and strategy		

116

8.1.2 Visitor profiles and destination

10.1.2 Visitor profiles and destination

https://www.e-unwto.org/doi/book/10.18111/9789284419852 - Wednesday, November 08, 2023 5:11:36 PM - IP Address:210.136.42.252

positioning		1008.2Good practice case lessons		

102

positioning		11810.28.2.1 Pension fund investment,

8.3

Good practice case lessons		

119

10.2.1 Okinawa regional partnerships,

Papua New Guinea and Fiji 		

102

8.2.2 Kokoda Trail, Papua New Guinea 		102

Japan 		10.3119Tourism product development

Tourism product development

opportunities		119

opportunities		10410.3.1 Funafuti Conservation Area

8.3.1 Utilizing pension investment funds		

104

ecolodge (FCA)		

119

8.3.2 Iconic World War II heritage 		

104

10.3.2 Product champions 		119

10.3.3 Supporting product development 		

119

8.3.3 Ecotourism to support world
heritage 		105

8.3.4 North Pacific market development tosupport product development 		

105

11

VANUATU		120

11.1Situation analysis		

12211.1.1 Visitor profiles and destination

09
9.1

TIMOR-LESTE		106Situation analysis		

108

9.1.1

108

Tourism status and strategy		

9.1.2 Visitor profiles and destination
Good practice case lessons		

110

9.2.1 Whale Watch Kaikoura, New Zealand 110
9.2.2 Shizouka destination marketing

9.3

11.2

Good practice case lessons		

125

11.2.1 Community and business tourism
education, Japan 		

positioning		1089.2positioning		123125

11.2.2 Kia Orana values project,
Cook Islands 		126

11.3		Tourism product development opportunities 127
11.3.1 Human resource development 		127

organization initiative, Japan 		

110

11.3.2 Combined bungalow accommodation 127

9.2.3 Malaysian Homestay Programme 		111

11.3.3 Implementation of sustainable

Tourism product development
opportunities		112development goals for tourism		

128

11.3.4 Cruise boutique experiences 		

128

RECOMMEN­D ATIONS		

130

9.3.1 Market development to support
product development 		

112

9.3.2 Atauro Island 		112

9.3.3 Dive tourism 		

112

ANNEXES 		 140

9.3.4 Whale watching		

113

Annex A – List of good practice cases		

9.3.5 Hiking 		

113

Annex B – Comparison of Pacific islands

9.3.6 Local lodges and homestays 		

113

product development opportunities		

141
142

Annex C – Product/market matrixes forselected Pacific island destinations		

144

Annex D – Tourism product development
checklist for Pacific islands		

150

List of acronyms and abbreviations		

152

List of tables and figures		

153

References and bibliography		

154

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https://www.e-unwto.org/doi/book/10.18111/9789284419852 - Wednesday, November 08, 2023 5:11:36 PM - IP Address:210.136.42.252

ACKNOWLEDGEMENTS

This study was carried out by the World Tourism

Institutional support:

Organization (UNWTO) and the Asia-Pacific Tourism

Cook Islands Tourism Corporation

Exchange Centre (APTEC). The UNWTO Regional

Federated States of Micronesia Tourism National Office

Support Office for Asia and the Pacific (RSOAP), which

Fiji Ministry of Industry, Trade and Tourism, Tourism Fijicoordinated the study in collaboration with PacificTourism Authority of Kiribati

Tourism Organization (SPTO), wishes to place on

Niue Tourism Officerecord its deep appreciation to Mr. Chris Cocker and Mr.

New Zealand Tourism Research Institute

Kotoyawa Tamani for their coordination of Pacific islands

Pacific Tourism Organization (SPTO)

nations, to Ms. Alcinda Trawen of RSOAP for her diligence

Papua New Guinea Tourism Authority

and cooperation in finalizing the study and to Ms. Julianna

Samoa Tourism Authority

Contreras (UNWTO) for her editorial work.

Solomon Islands Ministry of Tourism and Culture, Tourism
Solomons

UNWTO also wishes to acknowledge its gratitude to the

Tahiti Tourisme

following persons for their valuable contributions:

Timor-Leste Ministry of Tourism
Tuvalu National Tourism Office

Authors:
Tony Everitt, Naohiro Fukawa and Alcinda Trawen

Vanuatu Department of Tourism and Vanuatu Tourism
OfficePeer review:

Further appreciation to all the other institutions andHiroko Suzuki and Junko Yoshida from RSOAP; Christina

individual businesses who provided insights to this study

Leala Gale from SPTO; and Sandra Carvão, Hernán

to enhance the well-being of the Pacific.

Epstein (former), Sofía Gutiérrez, Michel Julian, Shinobu
Ozawa and Orianne Derrier from UNWTO.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDSFOREWORD

https://www.e-unwto.org/doi/book/10.18111/9789284419852 - Wednesday, November 08, 2023 5:11:36 PM - IP Address:210.136.42.252

BY ZUR AB POLOLIK A SHVILISECRETARY-GENER AL,
WORLD TOURISM ORGANIZ ATION (UNW TO)

Tourism is one of the most important economic

for transformation with a focus on leveraging its impact

sectors in the world, and was heavily impacted by theon destinations visited and building more resilient

unprecedented challenges of the COVID-19 pandemic.

communities and businesses. To grow back better

As the world opens up again, sustainability must be theand foster sustainable growth, focusing on increased

guiding principle of our actions to contribute to the much-

visitor value and developing new tourism products willneeded resilience, not only for the tourism sector but also

be essential to help destinations further improve theirfor the societies depending on it. This is one of the central

returns, as well as provide the best possible experienceelements of the UNWTO Global Guidelines to Restartfor visitors.

Tourism and the One Planet Vision for a Responsible
Recovery of the Tourism Sector. It is in our hands toThepresent

reportaims

toprovideknowledge,transform tourism, to turn crisis into opportunity andrecommendations and case studies on synergies between

make this moment a turning point for sustainability.

tourism growth and tourism product development in
the Pacific islands. Case studies are taken from theWhile the full impact of the COVID-19 pandemic on global

region and focus on product development: government

tourism is still difficult to assess, small island developing

policy, private-public partnership, small to medium-states were among the hardest hit of all destinations.

sized enterprises and entrepreneurial development,

For many, tourism is the most important socioeconomic

community engagement and carrying capacity. The

pillar. The sector plays an important role as it contributes

researchto three high-priority goals of developing countries:

collaboration approach to address common tourism

the generation of income, employment, and foreign-

product development issues faced by island destinations

exchange earnings. The share of international tourism inacross the Pacific.

recommendations

encouragearegional

total exports can reach more than 50% in Vanuatu, Samoa
or Fiji, and almost 90% in Palau.

Sustainable Tourism Product Development Opportunities
in the Pacific Islands aligns with previous reports on

Tourism also has a great potential to accelerate progress

tourism in small island developing states. As they face

towards the Sustainable Development Goals (SDGs).

up to an increasing number of challenges, there is a needThis will help countries, especially emerging destinations

for such destinations to secure investment in sustainable

like those in the Pacific islands, transition towards moretourism to advance socioeconomic welfare whilst

inclusive and resilient economies. The Pacific region has

protecting their fragile ecosystems. We trust this reportmany natural, historical and cultural tourism resources.

will serve as valuable tool to maximize synergies between

There is potential for these resources to be developed

tourism growth and product development.

and packaged as marketable tourism products. Investingin sustainable tourism is fundamental for ensuring the

On behalf of UNWTO, I would like to take this opportunity

sector continues to be a tool for sustainable development,

to express our sincerest appreciation to the Asia-Pacificparticularly in fragile ecosystems.

Tourism Exchange Center (APTEC) and the UNWTO
Regional Support Office for Asia and the Pacific (RSOAP)

While sustaining livelihoods dependent on the sector mustfor their commitment and support in making this reportbe a priority, rebuilding tourism is also an opportunity

possible.

SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS|FOREWORD

https://www.e-unwto.org/doi/book/10.18111/9789284419852 - Wednesday, November 08, 2023 5:11:36 PM - IP Address:210.136.42.252

BY YOSHIAKI HOMPO
CHIEF, UNW TO REGIONAL SUPPORT OFFICE FOR A SIA AND THE PACIFIC

It is my great pleasure to release this report by World

opportunities for product development that promote local

Tourism Organization (UNWTO) and the Asia-Pacificentrepreneurship initiatives and community engagement

Tourism

UNWTO

in Pacific island states. It provides good practiceRegional Support Office for Asia and the Pacific (RSOAP)

scenarios from across the region and other island states,

coordinated the study with technical support from thefocussed on product development, government policy,

South Pacific Tourism Organization (SPTO). In its pursuit

private-public partnerships, small and medium-sized

to support Asia-Pacific UNWTO member countries,

enterprises (SMEs) and entrepreneurial development,

APTEC engaged through RSOAP in the project of thiscommunity engagement, and carrying capacity. The

report which comes at a time for strong support to help

research also encourages intraregional collaboration andthe global tourism sector recover from the unprecedented

benchmarking among Pacific island destinations.

Exchange

Centre(APTEC).

The

challenge of COVID-19. There is a call for responsible
recovery for the tourism sector to advance towards a more

This report is the first UNWTO publication focussed on

economically, socially and environmentally sustainable

the Pacific islands. Whilst it strongly emphasizes on

tourism model.

a regional approach in fostering sustainable productdevelopment, it also allows for a national focus on theThis report aims to provide knowledge, case studies

eleven featured countries. A regional approach allows forand recommendations on sustainable tourism productcost-effective regional development recommendations

development in the Pacific island nations. The Pacificto address common challenges faced. Furthermore, it isislands states with their innate natural beauty, vast

recognized that one of the key areas in COVID-19 tourism

biodiversity and pristine seas are attractive for visitors

recovery is preparing for tourism’s unique ability to leadfrom around the world. However, they face challenges inlocal socioeconomic recovery and national growth.

exploring unique opportunities to attract new markets,diversifying their products and creating new revenue

On behalf of RSOAP, I would like to take this opportunity

sources. The challenges they face are similar to otherto express our sincerest appreciation to UNWTO

small islands around the world in being far away from

Headquarters and SPTO for their support in making thismajor markets, with scarce and fragile natural resource,

report possible. Additionally, I would also like to express

and facing climate change, leakages and community

our earnest gratitude to APTEC for their continued

engagement challenges.

commitment in supporting research focussed on the Asiaand the Pacific region.

For this reason, it is more important than ever tofoster sustainable growth, focussing on increasing
visitor value rather than just volume. Developing new
tourism products is essential to help destinations
further improve their returns, as well as provide thebest possible experience for visitors. With this in mind,
this research aims to serve as a practical tool for the
Pacific island nations and other island state to analysecurrent efforts of tourism development and identify

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

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EXECUTIVE SUMMARY

The Pacific Ocean covers about one third of our planet’s

into strengths. As tourism involves a complex and ever-surface and contains fascinating island destinations

changing global network, human resource developmentwith diverse natural and cultural characteristics. Thereis vital in Pacific island countries to enable competitiveis a wide range in the degree of tourism development

tourism product development.

between Pacific islands; some economies are highly
dependent on tourism whilst others are just starting theirWhilst Pacific islands offer outstanding tourism resources,

tourism development journey. Regardless, sustainablemuch work is still required to fully develop these into

tourism development is a key opportunity to improve thetourism products. Given the vastness of the region

livelihoods and well-being of the island communities

surveyed, this study aims at identifying high priority steps

and to reduce poverty. Pacific islands generally havethat can be taken at a practical level to further develop

stunningly beautiful, but fragile marine environments;

the Pacific tourism offer while ensuring sustainable andso care needs to be taken in any tourism development

high return on investment for communities.

activity. With climate change being a major threat for low
lying atolls and also for other Pacific islands frequented

Methodology involved desk research of existing statistics

by cyclones and typhoons, there is a need to supportand relevant studies, including country-by-country

the ongoing efforts to reduce its environmental impacts

tourism strategies where these are available. Site visits

and carbon emissions which is of paramount importancewere carried out in the five Pacific island states of Fiji,for the resilience of the sector. Therefore, climate

Niue, Samoa, Solomon Islands and Vanuatu, selected onchange strategies need to be incorporated into tourism

the fact that they provided for a good representation ofdevelopment programmes.

the range of size and nature of Pacific destinations. Good
practice cases were also investigated from both within the

Historically, a handful of Pacific islands have led thePacific islands and Pacific destinations to give practicalway in terms of tourism development as a key national

guidance on how to alleviate challenges and make theeconomic strategy. Their experiences and lessons learnt

most of opportunities. Additionally, effort was madeprovide valuable insights for other destinations newer toto ensure good practice cases are associated with key

tourism. Increasingly, Pacific islands are seeking regional

elements of product development such as government

cooperation to tackle common issues.

policy, private-public partnerships, small and mediumsized enterprises and entrepreneurial development,

Pacific populations tend to be small and located afar from

community engagement and carrying capacity.

each other and from the major outbound tourism markets.
Hence, isolation and access are common challenges,

A key finding from this study is the opportunity to increase

which some destinations are successfully converting

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

development. There is considerable opportunity for9.

cross-learning between Pacific islands, as well as cost-

resources for small island developing states; and|Provide specialist tourism product development

effective regional development of standardized solutions
to common challenges faced. One of the main values of

10. Concentrate on priorities and focus attention on thethis study therefore lies in the following ten concrete

most urgent issues.

regional

recommendations

developedtoaddresscommon tourism product development issues faced by

Tourismisland destinations across the Pacific:

presented chapter by chapter specifically for elevenproduct

development

opportunities

aredestinations, these being the Federated States of1.

Grow secondment schemes;2.

Differentiate soft adventure;

Micronesia,

Fiji,

FrenchPolynesia,

Kiribati,

Niue,

Papua New Guinea, Samoa, Solomon Islands, Tuvalu,
Timor-Leste and Vanuatu. A general tourism productdevelopment checklist is tabled to assist destinations and3.

Form partnerships to bid for events;

practitioners.

4.

Develop a market guide for China’s high value niche

It should be noted that the study was carried out in 2019

markets;prior to the COVID-19 pandemic. Recovery of tourism
will take priority for Pacific island nations ahead of

5.

Make further use of existing air services;

recommendations in the report. It is further recognizedthat one of the key areas in COVID-19 tourism recovery

6.

Provide guidance for community-based tourism

pricing and booking strategies;

is preparing for tourism’s unique ability to lead local
socioeconomic recovery and national growth. Sustainable
tourism development is integral to growing back better

7.

Use cultural product to further build awareness of

Polynesia in Australia;

for any destination management model, and that the
product development recommendations will add value tothe recovery of a destination.1

8.

Develop guidelines for Pacific pension funds to invest

in tourism;

1

For further information on COVID-19 recovery for SIDS, please consult:
World Tourism Organization (2020c), UNWTO Brieﬁng Note – Tourism and COVID-19, Issue 2. Tourism in SIDS – the challenge of sustaining livelihoods intimes of COVID-19, UNWTO, Madrid, DOI: https://doi.org/10.18111/9789284421916.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDSINTRODUCTION:SUSTAINABLE
PRODUCTDEVELOPMENT
IN THE PACIFICISLANDShttps://www.e-unwto.org/doi/book/10.18111/9789284419852 - Wednesday, November 08, 2023 5:11:36 PM - IP Address:210.136.42.252

SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

Summary

Key messages

There are synergies between the sustainable growth of▬|

A tourism product should combine tangible andtourism and tourism product development in the Pacificintangible elements of interest for a destination

islands. This chapter provides a Pacific dashboard andmarketing mix that creates an overall tourism

introduces to the role of the tourism sector in Asia andexperience.

the Pacific, before highlighting the regional opportunities▬

Asia and the Pacific had the third highest growthand challenges. There is variation in the economic

in international tourist arrivals and receipts, 4% in

contribution of tourism across the region. However, there

2019.

are economies of scale, higher combined marketing▬

profile, and shared learnings if small island developing
states work together regionally.

In the Pacific specifically Oceania, international
tourist arrivals increased 2% in 2019.

▬

Any development needs to be undertaken withsustainability as a prime consideration, given the

Key words

fragile natural and cultural environments of Pacific▬Tourism product▬Sustainable tourism development

islands.

▬

Gross domestic product (GDP)one common statistical language between countries▬

Small island developing states (SIDS)

and different economic sectors and is fundamental▬

Measuring the Sustainability of Tourism (MST)

for improving policy actions and decisions towards▬

Measuring the Sustainability of Tourism promotes

sustainable tourism development.

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I.1
ASIA AND THE PACIFICOVERVIEWThis research aims to provide knowledge, recommen­

COVID-19 has caused an unprecedented disruption todations and case studies on synergies between tourism

travel and tourism, with a 72% decline in international

growth and tourism product development in the Pacifictourist arrivals in 2020 and 70% in 2021, compared toislands. It has four main objectives:2019. By regions, Asia and the Pacific suffered the largest
impact, with decrease in international tourist arrivals of1.

Analyse efforts done in product development prior to

COVID-19;

84% in 2020 and a 94% decrease in 2021,2 as well as thestrictest COVID-19 related travel restrictions at the global
level throughout the span of 2020 and 2021.3

2.

Identify tourism opportunities and make recommen­

dations that promote local entrepreneurship initiatives

For SIDS such as the Pacific island countries, tourism

and community engagement;

is considered a socio-economic pillar providing for an
important source of export revenues, income, job creation

3.

Provide relevant good practice examples from acrossand investments.4 The impacts of the COVID-19 pandemic

the region and other island states, and present lessons

made Pacific island countries particularly vulnerable,

learned; andespecially since their main source markets originate
from other Asia-Pacific countries (representing 82% of

4.

Encourage intraregional collaboration and bench­international tourist arrivals).5

marking among Pacific island destinations.

2World Tourism Organization (2022b), UNWTO World Tourism Barometer, volume 20, issue 3, May 2022, p. 1,
DOI: https://doi.org/10.18111/wtobarometereng.

3

World Tourism Organization (2021a), COVID-19 related travel restrictions – A global review for tourism, 11th report, 26th November 2021, p. 14, UNWTO,
Madrid.

4World Tourism Organization (2020c), UNWTO Brieﬁng Note – Tourism and COVID-19, Issue 2. Tourism in SIDS – the challenge of sustaining livelihoods intimes of COVID-19, p. 6, UNWTO, Madrid, DOI: https://doi.org/10.18111/9789284421916

5

World Tourism Organization (2020c), p. 13.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

Table I.1:

International tourist arrivals in the Pacific Island Countries, 2019 –2021

Country

International tourist arrivals

2019

Change (%)
19/18

Federated States ofMicronesia

18,000

-6.7

…

…

…

…

…

Fiji

894,3892.8

146,905-83.6

31,618

-78.5

-96.5

French Polynesiaª

236,642

9.4

77,017-67.5

82,546

7.2-65.1

Kiribati

7,900

14.4

1,435

-81.9

65

-95.5

-99.2

Niue

10,210

-2.8

1,302

-87.2

…

…

…

Papua New Guinea

160,000

14.3

39,000

-75.6

…

…

…

Samoa

172,000

4.8

23,100

-86.6

…

…

Solomon Islands

28,910

3.7

4,440

-84.6

737

-83.4

-97.5

Timor-Leste

80,758

8.2

17,879

-77.9

...

…

…

Tuvalu

3,600

11.4

650

-82.0

…

…

…

Vanuatu

120,628

4.3

21,965

-81.8

…

…

…

Note:

|

2020

Change (%)
20/19

Change (%)
21/20

2021

2,591 (VF)

Change (%)21/19a) Under the framework of this study, French Polynesia is considered a Pacific Island Country based on its status of France’s
Oversea Country (Pays d’Outre-Mer).
VF: International visitor arrivals at frontiers (tourists and same-day visitors)

Sources: World Tourism Organization (2022c), UNWTO World Tourism Barometer, volume 20, issue 4, July 2022, Annex 13, UNWTO, Madrid,
DOI: https://doi.org/10.18111/wtobarometereng.
World Tourism Organization (2022d), World Tourism Barometer, volume 20, issue 5, September 2022, UNWTO, Madrid,
DOI: https://doi.org/10.18111/wtobarometereng.

13

14

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

Table I.2:

International tourism receipts in the Pacific Island Countries, 2019 –2021

Country

International tourism receipts (USD million)

2019

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Federated States ofMicronesia

Change (%)
19/18

2020

Change (%)
20/19

2021

Change (%)
21/20

Change (%)
21/19
…

…

…

…

…

…

…

963

-0.9

154

-84.0

35

-77.3

-96.4

French Polynesia

…

…

…

…

…

…

…

Kiribati

3

-7.5

0.03

-99.0

…

…

…

Niue

…

…

…

…

…

…

…

Papua New Guinea

2

-17.3

0.5

-75.2

0.7

27.9

-68.2

Samoa

207

7.4

24

-88.6

…

-100

Solomon Islands

71

-12.1

…

…

…

Timor-Leste

70

-9.2

26

-63.6

12

-52.3

-82.6

Tuvalu

8

31

…

…

…

…

…

Vanuatu

278

-5.6

55

-80.2

…

…

…

Fiji

Source: World Tourism Organization (2022b), UNWTO World Tourism Barometer, volume 20, issue 4, July 2022, Annex 14, UNWTO, Madrid,
DOI: https://doi.org/10.18111/wtobarometereng.

Prior to the COVID-19 pandemic, the growth in tourism

arrivals increased 2%, a modest performance fuelled

revenue globally was an outstripping growth of grossby the softening of Chinese demand for the larger

domestic product (GDP).

destinations of Australia and New Zealand. However,in contrast, destinations such as French Polynesia andIn 2019 all regions saw an increase in arrivals – Asia andSamoa recorded a solid growth.

the Pacific had seen 4% growth in international tourist
arrivals in 2019 and 1% growth in tourism receipts (realDeveloping new tourism products is essential to help

terms). Asia and the Pacific enjoyed the highest growthdestinations further improve their returns, as well as

in international tourist arrivals along with Europe and theprovide the best possible experience for visitors.

Middle East.6 Although the region alone welcomed 360
million international arrivals in 2019 (25% of the word’s

The COVID-19 global pandemic has caused unpreceden­

total), growth was slower than in 2018 (+7%). Chinese

ted socioeconomic impacts whilst simultaneously raisingoutbound travel fuelled growth in many destinations inawareness of the role which sustainability needs to play

the region.8 In Oceania specifically, international tourist

in the tourism sector.

7

6World Tourism Organization (2020e), UNWTO World Tourism Barometer, volume 18, issue 4, p. 3, DOI: https://doi.org/10.18111/wtobarometereng.

7

World Tourism Organization (2020e), p. 4.

8World Tourism Organization (2020f), UNWTO World Tourism Barometer, volume 18, issue 1, p. 10, DOI: https://doi.org/10.18111/wtobarometereng.

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I.2
TOURISM AND SUSTAINABLE
DEVELOPMENT

I.2.1

SUSTAINABLE DEVELOPMENT GOALS

I.2.2

SUSTAINABLE TOURISM

The Sustainable Development Goals (SDGs) are very

The World Tourism Organization defines sustainablehigh on the agenda for most countries of the world as

tourism as “tourism that takes full account of its futurenations have to report on their implementation andeconomic, social and environmental impacts, addressing

actions taken at a country level that will determine thethe needs of visitors, the industry, the environment

success of the SDGs. The 17 interconnected SDGs aim

and host communities”.13 There are two interconnectedto address global challenges by 2030, including poverty,

components of sustainability of tourism. Firstly the ability

inequality, climate change, environmental degradation,

for tourism to continue as an activity in the future whilst

peace and justice. Sustainable tourism development

ensuring that the conditions are suitable. Secondly, thecan contribute to all of the SDGs in the Pacific islands asability of society and the environment to absorb andtourism has been officially included as targets in Goals 8

benefit from the impacts of tourism in a sustainable(Decent Work and Economic Growth), 12 (Responsible

manner. UNWTO has set twelve aims for sustainable

Consumption and Production) and 14 (Life Below Water).

tourism: economic viability, local prosperity, employment

Sustainable tourism development can also directly or

quality, social equity, visitor fulfillment, local control,

indirectly contribute to No poverty (SDG 1), and Industry,

community

innovation and infrastructure (SDG 9).Additionally, SDG

integrity, biological diversity, resource efficiency andtarget 8.910 on tourism direct gross domestic product andenvironmental purity.

9

well-being,

culturalrichness,

physicalSDG target 12B to implement standard accounting tools11

to monitor the economic and environmental aspects of
tourism sustainability come under the custodianship ofthe World Tourism Organization (UNWTO). Placing SDGs

I.2.3 SUSTAINABLE CONSUMPTION AND
PRODUCTION

at the centre of defining objectives of tourism policies canbe a catalyst in setting long-term commitments that can

UNWTO promotes tourism as a driver of economic

go beyond political cycles and lead to enhanced cross-growth,governmental collaboration.

sustainability and offers leadership and support to the12

inclusive

development

andenvironmental

sector in advancing knowledge and tourism policies
worldwide. For contributing effectively to sustainable
development it is essential that the tourism sector
9

United Nations (2020), ‘Take Action for the Sustainable Development Goals’, online available at:www.un.org/sustainabledevelopment/sustainable-development-goals/ (09-11-2020).

10

SDG target 8.9: “By 2030, devise and implement policies to promote sustainable tourism that creates jobs and promotes local culture and products.”

11

SDG target 12.B: “Develop and implement tools to monitor sustainable development impacts for sustainable tourism that creates jobs and promotes local
culture and products.”

12World Tourism Organization (2019a), Baseline Report on Integration of Sustainable Consumption and Production Patterns into Tourism Policies, UNWTO,
Madrid, p. 10. DOI: https://doi.org/10.18111/9789284420605.

13

World Tourism Organization and United Nations Environment Programme (2005), Making Tourism More Sustainable – A Guide for Policy Makers, UNWTO,
Madrid, p. 12. DOI: https://doi.org/10.18111/9789284408214.

15

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

advances sustainable consumption and production

comparable and integrated data to better guide decisions(SCP) practices, an important mandate being supported

and policy with respect to sustainable tourism – including

by key initiatives under the One Planet Sustainable

the Sustainable Development Goals.

Tourism Programme such as the Global Plastics Tourism
Initiative and the Glasgow Declaration for Climate Actionin Tourism14. There is a link with countries that place
tourism high in the national agenda and national tourism

I.2.5 SUSTAINABLE TOURISM PRODUCTDEVELOPMENT

policies, especially those that have implemented policies
on resource efficiency to advance SCP.15 Tourism can haveWith the focus on developing tourism products, aa profound influence on sustainable travel behaviour andtourism product is defined as a “combination of tangible

demand as it involved direct interaction between visitors

and intangible elements, such as natural, cultural and(consumer) and host communities (producer).

man-made resources, attractions, facilities, services
and activities around a specific centre of interest which
represents the core of the destination marketing mix andI.2.4 MEASURING THE SUSTAINABILITY OF
TOURISMcreates an overall visitor experience, including emotional
aspects for potential customers. A tourism product ispriced and sold through distribution channels and it has

Having more and more reliable statistics is essential fora life-cycle.”17

policymakers to make effective decisions. Only sufficientand adequate data can generate credible statistics andTourism product development should follow three key

make it possible to analyse and evaluate the different

principles of sustainable tourism development:18

aspects of tourism and better support policy- anddecision-making. Bearing this in mind, UNWTO, in1.

collaboration with the UN Statistics Division, is propellingcomparative advantage, in enhancing experiences by

the development of the Measuring the Sustainability ofdeveloping new attractions and activities based on local

Tourism16 (MST) macro initiative to provide all countries

natural and cultural resources;

Firstly, being differentiated from competitors throughin the world with a common framework to measure theimpacts and contributions of tourism on the economy,2.

the society and the environment, at both the national andthat is, tourism development with communities, notsubnational levels. The Statistical Framework for MST is

tourism development done ‘for’ communities; andSecondly, having the support of the host community,

a valuable guiding tool for countries to produce credible,

14

World Tourism Organization (2022a), ‘One Planet – Mainstreaming sustainable consumption and production in tourism’, online available at: https://www.
unwto.org/sustainable-development/one-planet (23-02-2022).

15

World Tourism Organization (2019a), Baseline Report on Integration of Sustainable Consumption and Production Patterns into Tourism Policies, pp. 6–7

16World Tourism Organization (2020b), ‘Measuring the Sustainability of Tourism’, online available at:https://unwto.org/Measuring-Sustainability-Tourism (09-11-2020).

17

World Tourism Organization (2019e), UNWTO Tourism Definitions, UNWTO, Madrid, DOI: https://doi.org/10.18111/9789284420858.

18

World Tourism Organization (2011), Handbook on Tourism Product Development, UNWTO, Madrid, DOI: https://doi.org/10.18111/9789284413959, p. ix.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

3.

Finally, respecting natural and sociocultural values.

|

1.

Government policy;

2.

Private-public-community partnership;3.

Micro-, small and medium-sized enterprise (MSME)

There is a current emphasis in shifting from tourism
volume to value. Therefore, products with higher added
value and less impact need to be created.
There are seven key tourism product development

and entrepreneurial development;

steps (table I.3). Step four, which probes on appropriate
clusters, circuits and events, is particularly effective for

4.

Community engagement; and5.

Carrying capacity.

small Pacific islands that individually may lack sufficient
resources to make an impact. Blue ocean sailing, forexample, is a niche very high-value segment where
Pacific islands can work together to host the same visitors

Further details of these good practice case studies and thefollowing a trans-Pacific route.

individual national product development opportunities
for the featured countries, aligned to the five pillars can

Goodpracticecase

studiesanddiscussionofbe seen in annex A and B.

opportunities for product development by country areclassified in the report under five pillars that relate totourism product development:

Table I.3:

Tourism product development – seven key steps

Step 1:Market research

Step 2:

Determine current gaps in market/product matching, thereby identifying product development opportunities

Step 3:

Identify tourism product development areas

Step 4:

Determine logical flagships/hubs development

Step 5:Develop a product portfolio and investment plan

Step 6:

Human resource development

Step 7:

Tourism product development as a tool for marketing and promotion

Source: World Tourism Organization (2011), Handbook on Tourism Product Development, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284413959, pp. 37–64.

17

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

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I.3
PACIFIC ISLANDS DASHBOARD
The Pacific Ocean covers one third of the planet’s surface.

the different source markets for each nation against the

Destinations within the region are diverse, in terms of

main products which the markets participate in. As shown

their populations, ease of access, degree of tourism

in figure 1.2, visitor arrivals to the Pacific islands grew

development, culture and language, among others. As

modestly. For a number of small island states, growth isseen in figure I.1, the region is sometimes categorized

off at a very low base. Long-term growth is positive forculturally in three regions, Melanesia, Polynesia andPacific islands nations but performance varies between

Micronesia. Based on this cultural categorization eachcountries; and short-term decreases have resulted fromdestination covered in this study is presented in apolitical instabilities, natural disasters and global market

tourism dashboard to give a snapshot of recent sector

conditions. For the Pacific islands, the majority of visitors

performance. The dashboard covers visitor arrivals,

are from Australia and New Zealand. The United Statescruise arrivals, length of stay, purpose of visit, tourism’sof America, China, Japan and Europe are relatively small

contribution to GDP and employment. However, for somebut still very important markets, having the potential

countries there have been limitations to the extent of datato generate more growth in arrivals given their size ofavailable.

populations.20
China, the world’s largest tourism spender contributing

I.3.1

PACIFIC DEMAND AND SUPPLY

to one fifth of international tourism spending in 2018,21
and being a high-growth market globally over the last

There are a number of key demand and supply drivers ofdecade, is under-represented in the Pacific islands’tourism in the Pacific. Demand drivers include economic

market portfolio (5.8%)22 in comparison with Pacific rim

growth in Australia and New Zealand, better air access,destinations (18%23 and 17%24 for Australia and New

product offers and marketing and rise in demand for

Zealand respectively). Once COVID-19 related travel

Pacific cruises. Meanwhile supply drivers of tourism are

restrictions are abolished in China and Pacific island

new air carriers, hotel brands and cruise lines increasing

destinations, Chinese arrivals can grow following thethe demand. There are also a greater number of special

experience of other destinations that implemented

experiences in development to meet tourist demand,targeted policy interventions facilitating improved accesswhile Pacific governments are also taking proactive

in aviation and visa policies with targeted marketing.

strategic approaches to tourism.

However,19

Annex C features the

carrying

capacity

andabsorption

rate

product and market matrix compiled for this study forconstraints can reduce Chinese visitor numbers to thethe nations’ features included in this report. It enlists

Pacific.25

19

Everett, H.; Simpson, D. and Wayne, S. (2018), Tourism as a Driver of Growth in the Pacific, Asian Development Bank, Manila, p. 5., online available at:https://www.adb.rg/sites/default/files/publication/430171/tourism-growth-pacific.pdf.

20World Bank (2016), Pacific Possible, Tourism Pacific Possible Background Paper No, 4., World Bank, Washington DC, p. i, online available at:https://documents1.worldbank.org/curated/en/524541503688261330/pdf/106504-REVISED-ADD-SERIES-NO-4-PUBLIC-P154324Tourismbackgroundfinal.pdf

21World Tourism Organization (2019b), International Tourism Highlights, 2019 Edition, p. 15.

22

Pacific Tourism Organization (2019), 2018 Annual Visitor Arrivals Report, SPTO, Suva, pp. 5-6, online available at:https://pic.or.jp/ja/wp-content/uploads/2019/07/2018-Annual-Visitor-Arrivals-ReportF.pdf

23

Tourism Australia (2018), Monthly Visitor Arrivals (online). December, Sydney, online available at:https://www.tourism.australia.com/content/dam/assets/document/1/7/4/g/i/2011986.pdf

24

StatsNZ (2018), International visitor arrivals to New Zealand: December 2018, Government of New Zealand, Wellington, online available at:https://www.stats.govt.nz/information-releases/international-travel-december-2018

25

World Bank (2016), Pacific Possible, Tourism Pacific Possible Background Paper No, 4., p. iii.

SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

Figure I.1: Map of the PacificUnited Statesof America

Hong Kong

Micronesia

Republic of Marhsall Islands

Federated States of Micronesia

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Nauru

Papua New Guinea
Timor-Leste

Kiribati

SolomonIslands

TuvaluPolynesia

Samoa

Vanuatu

American
Samoa
Fiji

New Caledonia

Cook
Islands

Niue
Tonga
French Polynesia

Melanesia

Source:Based on South Pacific Tourism Organisation (2020).

Figure I.2:

Pacific islands international tourism dashboard, 2018

Arrivals (× 1,000)

Cruise arrivals (× 1,000)

2200

1200

2100

+9%

2,138

14
12

1100

10

2000

1900

1000

1,955

+16%

1,019

882

2018

Purpose of visit, 2018 (%)
9
Other

2

2015

2018

Tourism receipts, 2018 (% of GDP)
11
Tourism
receipts

12
Business
14
VRF

700

65
Leisure

8

4

800

2015

11,4

6

900

1800

1700

Average length of stay – air (days)

89
Other GDP

0

2018

Tourism employment, 2018 (%)
4
Tourism
employment

96
Other employment

Source: Pacific Tourism Organization (2018), Annual Visitor Arrivals Report. Intra-year detailed statistics are also available at this source.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

I.3.2

CRUISE TOURISM

of business and government related visitation. Revenues
from tourism have expanded incomes especially for Fiji,

Figure 1.2 shows that Pacific cruise visitation generally

Palau, Samoa and Vanuatu. Fees or taxes associated withfollows the globally increasing trend (global cruise

tourism are in effect in a few nations, the most notablepassengers grew from 19.1 million in 2009 to 30 million inbeing Palau’s ‘Green Fee’.28 Destinations where tourism2019).26 The growth of the Australian market transformed

contributes to a large proportion of GDP, for instancecruising in the Pacific:

Destinations within easy reach of

Vanuatu and French Polynesia,29 enjoy a high proportion

the large Australian cruise market saw an increase in cruiseof leisure visitors. Tourism receipts are an indicator ofvisitors. Vanuatu recovered its cruise business after negative

how the tourism sector is performing within an economy.

publicity deriving from aggressive transport operators

In ecologically sensitive destinations as the Pacificover customers at Port Vila. Polynesian and Micronesianislands nations, low-value high-yield tourism is preferred

destinations, farther from Australia, have to work harder toas increased arrivals may not necessarily coincide withgrow their cruise visitors, as cruise departures from the large

higher receipts.30 Destinations with a large overseas

east coast Australian market omits a number of competitive

diaspora, for example Samoa, have a high proportion of

cruise destinations in neighbouring Melanesia to reach‘visiting friends and relatives’ (VFR) arrivals.

27

Polynesia or Micronesia. It shall be noted that the cruise
sector has been heavily impacted by the COVID-19 pandemic,

Average visitor length of stay is generally lower for

as all cruise activities ceased during the pandemic.

destinations with a higher proportion of leisure visitors.
Further development of tourism products will give visitors
more reasons to stay longer and repeat visits. In the case

I.3.3

PURPOSE OF VISIT

of some small island developing states (SIDS) with very
limited air access options, length of stay can be a function

Whilst, two thirds of arrivals to Pacific islands are forof flight schedules.

leisure, there is a large variation in composition of purposeof visit across the Pacific. Destinations with significant
natural resources, for example Papua New Guinea,
Timor-Leste and Solomon Islands, have a high proportion

26

Cruise Lines International Association (2019), 2020 Cruise Industry Outlook, CLIA, Washington DC, p. 12, online available at:https://cruising.org/-/media/eu-resources/pdfs/clia-2020-state-of-the-cruise-industry-outlook

27

World Bank (2016), Pacific Possible, Tourism Pacific Possible Background Paper No, 4, p. iv.

28

United Nations Development Programme (2017), Discussion Paper, Financing the SDGs in the Pacific Islands: Opportunities, Challenges and Ways
Forward, p. 13.

29

Pacific Tourism Organization (2019), A2018 Annual Visitor Arrivals Report, p. 13.

30World Bank (2016), p. 2.

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I.4
TOURISM CHALLENGES ANDOPPORTUNITIES FOR PACIFICISLANDS

The

causedslowly with ageing populations becoming a concern in

unprecedented impacts, as tourism is a socioeconomic

COVID-19

globalpandemichas

Samoa and Tonga. Moreover, conversely years of outward

pillar of Pacific SIDS. This implies long-term holistic

migration, partly due to the free association agreements

thinking with regards to the challenges, and thus

with New Zealand, has shrunk populations in nations suchconnects with the need to transition to a more sustainable

as Cook Islands and Niue.34

tourism model.

I.4.1

ACCESSIBILITY AND POPULATION

I.4.2

SUSTAINABLE TOURISM PRODUCTS

Tourism is a relatively small sector in natural resourceTourism in small islands faces challenges in terms

rich Pacific destinations. However, there is growingof connectivity, scarce and fragile natural resources,

awareness across the region that tourism could playclimate change, leakages and community engagement,anwhile also presenting opportunities for employment

development. There is an opportunity to preserve theand women empowerment, promotion and protection ofenvironment and cultural resources; and whilst pristinenatural resources, blue and green economies, investment

environments are not the exclusive domain of Pacificand value chains, and resilience.

increasingly

important

role

in

socioeconomic

Remote geographic

islands nations, their unique individual cultural heritage

locations, coupled with poor policy frameworks havedifferentiates them from the global market. Tourism iscontributed to low economic growth in many Pacificseen as an opportunity to continue to provide sustainableisland nations, which face development challenges due

economic growth even as natural resources reach theirto their distance from major markets, many with small

limit within economic contribution. Some destinations likepopulations spread across many islands and distances.33

Niue, where tourism is a relatively significant economic

31

32

contributor,

acknowledge

thatsustainable

tourism

Population growth is high in larger Pacific island countries

also has a carrying capacity limit. Therefore, thesewith large youth populations like Papua New Guinea,

destinations are developing tourism product strategies

Solomon Islands, Timor-Leste and Vanuatu. Meanwhile,accordingly.

in other smaller nations, populations are increasing more

31

World Tourism Organization (2014), Tourism in Small Island Developing States (SIDS), p. 2.

32World Bank (2017b), Pacific Possible: Long-term Economic Opportunities and Challenges for Pacific Island Countries. Washington, DC: World Bank, p. 2.
DOI: https://documents.worldbank.org/en/publication/documents-reports/documentdetail/168951503668157320/pacific-possible-long-term-economicopportunities-and-challenges-for-pacific-island-countries

33

World Bank (2016), Pacific Possible, Tourism Pacific Possible Background Paper No. 4, p. i.

34

United Nations Development Programme (2017), Discussion Paper, Financing the SDGs in the Pacific Islands: Opportunities, Challenges and Ways
Forward, p. 30.

21

22

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

Tourism product development must proceed hand in hand

I.4.3

CLIMATE CHANGE

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with tourism market development to ensure seamlessdelivery of both host and visitor expectations. Product

SIDS are vulnerable to the impacts of climate change anddevelopment is one of the four Ps of the classic definition

require a response from the tourism sector with islandsof marketing (product, promotion, place and price). The

being top destinations for tourists. For transforming

Asian Development Bank also concurs that development,

tourism in the Pacific, climate change actions need to be

based on market demand, is vital to increasing

taken by embracing low carbon pathways with awarenesscompetitiveness for the region and requires a strategy ofand optimization as key elements. Awareness, throughimproving yields and developing markets.

This reportmeasurement and disclosure of the emissions related

therefore includes a number of recommendations related

to tourism activities and the setting of evidence-based

to destinations’ opportunities for developing new markets

targets. Optimization, through mitigation and adaption

to support sustainable new product development. China,

instruments and strategies scaled to the tourism

Australia and ‒ to some extent ‒ Japan are noted as

sector with participation from all stakeholders.38 Any

particular market opportunities to sustainably deliver

development needs to be undertaken with sustainability

more visitors to fledgling Pacific island tourism products

as a prime consideration, given the fragile natural andby reaching out to particular visitors’ needs. Increasing

cultural environments of the Pacific islands. Given

the Chinese market could see an increase of 650,000 jobs

rapidly growing consumer interest in sustainability,and USD 950 million in tourism receipts.

there is a market opportunity to grow investment

3536

into green technologies to reduce energy and water
The Pacific region abounds with natural, historical andconsumption and promote biodiversity conservation.39

cultural tourism resources. However, many of these

Likewise targeting the efficient use of natural resources

resources have yet to be developed and packaged as

particularly on water, energy and climate change is linked

marketable tourism products. Investing in sustainable

to SDG 6 (Clean water and sanitation), SDG 7 (Affordable

tourism is fundamental in ensuring the sector continues

and clean energy) and SDG 13 (Climate action).40

to be a tool for sustainable development, particularly infragile ecosystems such as SIDS.37 Many destinations
need help in developing human resource capability to

I.4.4

PRODUCT DIFFERENTIATION

utilize tourism resources and develop package, andmarket them as tourism products to prospective visitors.

Although each Pacific island destination is unique,visitors may perceive commonality in core elements.
At the most basic level, all destinations offer sun, sandand sea. Therefore, when developing tourism products,
destinations should consider unique selling propositions
to create differentiated offerings from other destinations.
In this way, visitors are given more reasons to visit more
destinations, reducing potentially destructive pricecompetition.

35

Everett, H., Simpson, D. & Wayne, S. (2018), Tourism as a driver of growth in the pacific, p. 18.

36

World Bank (2017b), Pacific Possible: Long-term Economic Opportunities and Challenges for Pacific Island Countries p. 28.

37

World Tourism Organization (2014), Tourism in Small Island Developing States (SIDS), p. 2.

38

World Tourism Organization (2019c), Transport-related CO2 Emissions of the Tourism Sector, p. 49.

39

World Tourism Organization (2014), p. 2.

40World Tourism Organization (2019a), Baseline Report on Integration of Sustainable Consumption and Production Patterns into Tourism Policies, UNWTO,
Madrid, DOI: https://doi.org/10.18111/9789284420605, p. 48

SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

I.4.5

CONNECTIVITY|

Furthermore, a focus on Measuring the Sustainability

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of Tourism (MST)43 would help to protect delicate
Globally, affordable air travel, , increased connectivity,

ecosystems, conserve cultural and natural heritage,

new technological advances, new business models andand ensure the development of sustainable andgreater visa facilitation have fostered continuous growth

inclusive tourism. It would transform tourism into anof tourism.

Given the remote nature of many Pacificenvironmentally and socially responsible sector thatislands, opportunities to improve access will deliver

assigns high value to protecting the environment,

significant benefits. Such opportunities not only include

conserving and enriching each country’s culture andnew air and cruise services, but also better utilization of

improving the lives of our local communities.

41

existing services and development of new hubs. However,with the Pacific islands remote locations, transportrelated emissions of the tourism sector may remain a

I.4.7

COMMUNITY DEVELOPMENT

major challenge.
The

AlUla

Frameworkfor

Inclusive

Community

Many Pacific destinations struggle not only with physicalDevelopment through Tourism advocates for inclusive

isolation, but also digital isolation. Improved Internet

community development through tourism. A community’saccess and connectivity has the potential to translatecharacteristics and existence are enabling factors

to more income and better opportunities. Poor digitalthat define its tourism potential; and the commitment

connectivity reduces marketing and communications

and interest from communities themselves need to becapacity, and, therefore, acts as a hindrance to new

identified. These are essential elements to aide tourism

product development.

development within communities,44 while tourism has arole as a catalyst for inclusive community development.
To harness the tourism potential to advance inclusive

I.4.6

TOURISM RESEARCH AND DATA

community

development,

a

clear

evidence-based

framework is needed to guide and measure progress
The Pacific islands also suffer from lack of effective

made to date.45

data monitoring and measuring systems necessary fordecision-making processes. By implementing an inboundAs tourism continues to grow sustainably in the Pacific, so

visitor survey (IVS) destinations would benefit from data

will the employment opportunities it provides. Continuingcollection providing valuable insights on visitor activity

to develop human resources for tourism will be vital, as

preferences and movements, as well as consumer

demonstrated by the number of the recommendations

behaviourdevelopment.

in this report for this area. Most importantly, developing

Moreover, not all countries track cruise arrivals. Equipped

local expertise and content for tourism products mustwith rich visitor data, Pacific island nations can leverage

be prioritized to enable control and profits to stay within

their cultural differentiations, develop and match tourism

local communities.

to

guide

futureproduct

experiences for key generating markets and stimulatemarket share more effectively.42

41

World Tourism (2019c), Transport-related CO2 Emissions of the Tourism Sector, p. 12.

42

Everett, H.; Simpson, D. and Wayne, S (2018), Tourism as a driver of growth in the pacific, p. 19.

43

For further information on the ongoing process of Measuring the Sustainability of Tourism, please consult:https://www.unwto.org/standards/measuring-sustainability-tourism [17-01-2022].

44

World Tourism Organization (2020a), AlUla Framework for Inclusive Community Development through Tourism, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284422159, p. 13.

45World Tourism Organization (2020a), p. 10.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

I.4.8

REGIONAL COOPERATION

assistance, as well as ensuring standardized solutions
that will be welcomed by external partners such as global

Even though tourism is the best chance to alleviate

airlines and travel agencies. UNWTO recommends thatpoverty in the Pacific islands, there is considerable

SIDS should work together regionally for formulating

variation in the level of partner support development

common tourism policies and actions, strengthening

for tourism across the region. SIDS are in most need of

economies of scale in the tourism sector, and sharing

assistance given their very limited internal resources

informationand isolation challenges. The capacity of tourism todestinations can then achieve higher profiles in target

connect with other economic sectors, and industries

markets.47 The Asian Development Bank concurs thatcan contribute to growth in other important sectors

opportunities for regional cooperation include improved

such as agriculture, fisheries, services and transport

air connectivity, marketing and market research andinfrastructure.46 However, the biggest opportunity forsharingdevelopment partners is to support regional and local

development.

solutions to common tourism development challenges.

requires collaboration with neighbouring larger PacificThis will maximize cost effectiveness of development

tourism countries.

and

best
48

knowledge.

practicesonIntegrated

tourism

regional

infrastructure

Identifying tourism opportunities also46

United Nations Development Programme (2017), Discussion Paper, Financing the SDGs in the Pacific Islands: Opportunities, Challenges and Ways
Forward, p. 36.

47

World Tourism Organization (2014), Tourism in Small Island Developing States, p. 2.

48

Everett, H.; Simpson, D. and Wayne, S. (2018), Tourism as a driver of growth in the pacific, p. 2.

SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

Figure I.3:

Tourism SWOT – Pacific islands

STRENGTHSWEAKNESSES▬ Abundant natural and cultural tourism resources▬ Remoteness (small island states)▬ Capable tourism champions in developed destinations▬ Underdeveloped tourism infrastructure and industry inemerging destinations▬ Regional cooperation▬ Lack of data to measure sustainability of tourism
development▬ Traditional resilience
https://www.e-unwto.org/doi/book/10.18111/9789284419852 - Wednesday, November 08, 2023 5:11:36 PM - IP Address:210.136.42.252|▬ Lack of in depth research to guide product development▬ Insufficient human resource development

OPPORTUNITIESTHREATS▬ Proximity to high growth Asian visitor markets▬ Loss of air connectivity▬ Foster product champions for niche development▬ Environmental degradation▬ Differentiate soft adventure between destinations▬ Loss of human resources from emigration▬ New mega events to capitalize on infrastructure▬ Natural disasters and epidemics▬ Community-based sustainable tourism pricing strategies
and centralized booking systems▬ Social and cultural impact▬ Climate change▬ Regional support for product development

I.4.9 PUBLIC-PRIVATE COMMUNITYPARTNERSHIP

process. Still, success in using tourism as an engine forsustainable growth and development varies from country
to country. It is dependent on individual implementation

Tourism does not grow without an enabling environmentof national tourism policies. Implementation in turnof public, community and private sector interventions.

affects competitive product offers, as well as marketing,

These interventions comprise strategies and actions in theaccess to research, human resources capacity building

development of tourism policies, regulatory environment

and investment.50

andstrategies,

infrastructure,human

resources,

innovation, capacity building, marketing and productdevelopment.49 Given the role of the private sector andlocal communities in tourism, there is also an opportunity
for tourism policies to encourage more sustainability
reporting by tourism businesses and to involve local
communities into the development and executing

49

Everett, H.; Simpson, D. and Wayne, S. (2018), p. 11.
Consult for further information on tourism investments: World Tourism Organization (2021c), UNWTO Investment Guidelines – Enabling Frameworks for
Tourism Investment, UNWTO, Madrid, DOI: https://doi.org/10.18111/9789284422685.

50

Everett, H., Simpson, D. & Wayne, S. (2018), Tourism as a driver of growth in the pacific, p. 5.
See also: World Tourism Organization (2020a), AlUla Framework for Inclusive Community Development through Tourism, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284422159.

25

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDSCOUNTRY
CHAPTERSCOUNTRY CHAPTERS

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OVERVIEW

Table C.1: Overview of tourism numbers by country
Country

Population aInternational
tourist arrivals b

GDP a(USD million)

International
tourism receipts b(USD million)

Tourism
employment(%, share)c

2019

2019

2019

2019

2018

Federated States of Micronesia

114,000

18,000412

Fiji

890,000

894,389

5,496

French Polynesia

279,000

236,642

6.01

Kiribati

118,000

7,900

0.2

Niue

6% (2014)
963

18%
3

10,210

Papua New Guinea

36%

16%
32%

8,776,000

160,000

25

2

2%

Samoa

197,000

172,200

852

207

13%

Solomon Islands

670,000

28,910

1,590

71

11%

1,293,000

80,758

2,018

70

1%

Tuvalu12,000

3,600

47

8

2%

Vanuatu

300,000

120,628

934

278

35%

Timor-Leste

Sources: a) World Bank (2021), Population, total (online), online available at: https://data,worldbank.org (22-06-2021).
b) World Tourism Organization (2022d), UNWTO World Tourism Barometer, volume 20, issue 5, September 2022, UNWTO,
Madrid, DOI: https://doi.org/10.18111/wtobarometereng.
c)South Pacific Tourism Organization (2018), 2018 Annual Visitor Arrivals Report, SPTO, Suva, online available at:https://pic.or.jp/ja/wp-content/uploads/2019/07/2018-Annual-Visitor-Arrivals-ReportF.pdf (07-11-2022).

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

#01
FEDERATED STATES OF MICRONESIA

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COUNTRY CHAPTERS

Summary
Federated States of Micronesia’s natural, cultural andheritage attractions warrant the developmentof

SDG TABLE – FEDER ATED STATES OFMICRONESIA

thetourism sector. This chapter will discuss tourism product

SDG 4: Quality education

development opportunities and offer good practiceTarget 4.4: increasing number of youth

examples. The geographically wide nature of the country

and adults with relevant skills.

and low population density means that flight access is aTarget 4.7: ensuring learning on

major consideration.

sustainable development.

Key words▬

Public-private investment

SDG 8: Decent work and economic▬

Divinggrowth

▬Product champions

Target 8.9: promoting policies on▬

Soft adventure

productive activities and sustainable▬

Human resource development

tourism.

Key messages▬▬

Further tour guide training has been recommended

SDG 9: Industry, innovation andacross the Pacific.

infrastructure

Successful tourism product development often

Target 9.3: increasing access to small

comes down to individuals who are driven toscale enterprises to financial services.

overcome start-up difficulties.
▬

Assistance for tourism product development insmall island states is needed through provision of

SDG 12: Responsible consumption andspecialist personnel resources.

production
Target 12.2: efficient use of natural
resources.
Target 12B: developing tools to monitor
impacts for sustainable tourism.

|

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1.1
SITUATION ANALYSIS

1.1.1

TOURISM STATUS AND STRATEGY

diversify and differentiate the range of facilities,
attractions, activities and experiences available to the

The Federated States of Micronesia is a federation offederation’s visitors.

four island groups. These are, from west to east, Yap,
Chuuk, Pohnpei and Kosrae. The National Tourism Policy

The Federated States of Micronesia tourism dashboard

Volume 1 notes that the federation’s natural, cultural(figure 1.1) shows that the destination suffered a decline inand heritage attractions warrant the development ofvisitors due to reduced air access. Average length of stay is

the tourism sector. Specifically, the Federated States of

below the Pacific average, and business visitors constituteMicronesia offers excellent scuba diving on coral reefs

large part of the total. Tourism plays an important role in theand historic wrecks, surfing and fishing. It has a richfederation’s economy.

history, biodiversity and culture, creating opportunities
for adventure tourism, community-based tourism andTourism development in the Federated States of

cruise visitors.

Micronesia has its challenges. The geographically wide

51

nature of the country and low population density means
Within the National Tourism Policy Volume 1, given thethat flight access is a major consideration. Also, public

limited resources to implement the strategy, two goals

infrastructure (including roads, jetties, wharves, airport

take priority: (i) private-public investment and (ii)facilities, telecommunications, Internet connectivity,

product development. The later goal aims to increase

waste management, and medical services) needs anvisitors’ length of stay and spending through new tourism

upgrading to ensure access, safety and attractivenessproducts and upgrading of existing products. This shouldfor visitors. More tourism training and capacity building isfollow sustainable tourism principles and continuallyalso required to empower the workforce.52

51

Government of the Federated States of Micronesia (2015a), National Tourism Policy Volume 1, p. ix.

52

Government of the Federated States of Micronesia (2015a), p. 12–13.

COUNTRY CHAPTERS

Figure 1.1: Federated States of Micronesia tourism dashboard

Arrivals (× 1,000)

Cruise arrivals (× 1,000)

n.a.

40

14

11.4

10

-36%

30.2

25

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days

12

35
30

Average length of stay – air, 2015

9.1

8
6

20

4

19.2
15
10

2

2015

0

2018

Purpose of visit, 2018 (%)

Tourism receipts, 2018 (% of GDP)

8
VRF
36
Business

27
Other

Pacific
islands

Tourism employment, 2014 (%)
6
Tourism
employment

16
Tourism
receipts

29
LeisureFed. Rep.
Micronesia

84
Other GDP

94
Other employment

Source: Pacific Tourism Organization (2018), Annual Visitor Arrivals Report. Intra-year detailed statistics are also available at this source.

Figure 1.2: Tourism SWOT – Federated States of Micronesia

STRENGTHSWEAKNESSES▬ Remoteness▬ Remoteness▬ Tourism resources including WW2 heritage, diving,ancient culture▬ Undeveloped tourism industry and infrastructure▬ Proximity to large Asian markets, association with theUnited States of America▬ Developed Internet environment

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

1.1.2 VISITOR PROFILES AND DESTINATIONPOSITIONING

the United States of America attacked the Japanese fleet.
The lagoon has been transformed into a wreck diving
hotspot55 – a tourism product that needs to be sustained.

In 2018, visitors from the United States of America
dominate arrivals (32%) in all states except Chuuk.53

Yap is the closest part of the federation to Palau, andAccording to the most recent available data from 2013,

therefore historically the two diving destinations had

visitors to Chuuk were evenly divided between United

been offered together in the major markets of the UnitedStates of America (27,4%) and Japan (27,9%), but theStates of America, Germany and Austria. Recent loss ofstate attracted the largest share of Australians (14%),the connecting air service with Palau has had a negative

all reflecting the draw of niche diving. Kosrae attracted

impact on visitation to Yap. Therefore, Yap is attempting to

the largest share of other Pacific islanders as a result of

establish a new airlink for the Asian market, which woulda church-based niche market, while Yap had the largest

also allow to address travellers from the United States ofshare of the European market.

America and Europe.

Chuuk is the most popular destination of the Federated

The Federated States of Micronesia would benefit

States of Micronesia for international leisure visitors duefrom an inbound visitor survey (IVS), similar to the one

to its rich World War II heritage and diving. Truk (Chuuk)

implemented by New Zealand Tourism Research Institute

Lagoon, has the largest concentration of World War II

in other Pacific island destinations. The IVS could provide

sunken wrecks in the world with more than 80 vessels

valuable insights on visitor activity preferences to guidesunk during Operation Hailstorm in February 1944, when

future product development.

54

53

Pacific Tourism Organization (2019c), Visitor Arrivals to Pacific Islands, Suva, p. 4.

54

Government of the Federated States of Micronesia (2015a), p. 6–8.

55

Government of the Federated States of Micronesia (2015b), State Tourism Investment Plans, Volume 2, p. 12.

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1.2
GOOD PRACTICE CASE LESSONS

1.2.1 KOSRAE ADVENTURE TOURS,FEDERATED STATES OF MICRONESIA

limited flight access and small scale to turn thesepotential negatives into positives. It has achieved tourism
growth from a small base by clearly identifying niche

Tour guide training has been recommended across thetarget markets and their needs, and developing products

Pacific in numerous occasions. However, ways to fosterthat appeal to them.

the development of product champions need to be found,as successful tourism activity development relies on

Niue has focussed on achieving a small number ofindividuals, driven to overcome start-up difficulties fromtourism development results in any time period,

their passion to share their story.

allowing appropriate progress given Niue’s limited
resources by putting responsible tourism into the centre

One such case already exists in the Federated Statesof its sustainability journey and initiating a number ofof Micronesia: Kosrae Adventure Tours and its founder

projects derived from the Niue Responsible Tourism

Hemilson Phillip. Where the tour consists of traditional

Policy. The focus of the policy is a call to action forforest uses, cascading waterfalls and history aroundthe Government, tourism industry, businesses andWorld War II bunkers. “Hemilson Phillip is a ‘naturalcommunity of Niue to work towards being a world classstoryteller’ and is himself, part of the attraction.” A well-sustainable destination.57 Minimum tourism standards

established tour operator with 30 years of experience,and certification for businesses and operators have

Hemilson is a specialist resource person who could bebeen initiated phased in with incentives for highest

utilized as an instructor in an ecotour guide training

standard operators. Moreover, codes of practices for

programme. “The product on sale is actually Hemilson

visitors have been created advocating for mutual respect

himself and a rainforest adventure rather than just aof visitors, communities and businesses displayed at56

walk to the Oma Mountain.” The tour could be renamed

accommodations, restaurants and supermarkets.58 Otherto ‘Hemilson’s Rainforest Adventure’ to emphasize theinitiatives include the creation of a plastic-free campaign

human value Hemilson adds. The natural elements of theand a large-scale marine protected area in Niue.

tour could also be upweighted to avoid having too many‘ruin tours’ in the island group.

The Niue Tourism Office advanced the novel dark sky
tourism product considering its unique isolation andbecame the world’s first Dark Sky Nation. Additionally,

1.2.2

DARK SKY NATION, NIUE

Niue invested in eco destination certification and was
rewarded with the Green Destination Good Story Award

The Federated States of Micronesia attempts to develop

2020 in the Island and Seaside category, being now

tourism for some of its smaller island groups which areamong the global top 100 sustainable destinations in the

remote from source markets. Niue has taken isolation,world.59

56

Government of the Federated States of Micronesia (2015b), p. 77–78.

57

Ioane-Laufoli, M. (2021), ‘Niues Sustainable Journey’, p. 6.

58

Ioane-Laufoli, M. (2021), p. 7–8.

59

Ioane-Laufoli, M. (2021), p. 12–14.
Consult for further information: https://greendestinations.org and specifically on Niue: https://greendestinations.org/wp-content/uploads/2020/12/NiueIsland-GPS-2020.pdf (22-06-2021).

33

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1.3
TOURISM PRODUCTDEVELOPMENT OPPORTUNITIES

1.3.1

DIFFERENTIATING SOFT ADVENTURE

The federation is in discussions with an agency from
Guam for preparing a secondment programme for young

The Federated States of Micronesia hopes to develop

people to become product champions and encouraging

land-based soft adventure products including “hiking,them to return to the Federated States of Micronesia

trekking,

swimming,

avoiding human resource leakage. The programme’s

picnicking, [visiting] historic sites and [villages, andaim is to incentivize and encourage the young persons

addressing] special-interest markets in ornithology andconsidering starting their own tourism businesses.

botany.”60

biking,kayaking,

canoeing,

Given the drive across the Pacific to develop

similar products, it will be important for the federation toplay to its comparative advantages in the soft adventurearea. Highlighting historical elements of trekking tours

1.3.3 PRIORITIZING PRODUCTDEVELOPMENT OPPORTUNITIESand high quality, personal interpretation by tour guides
will help. Tourism operators in the country could also

The Federated States of Micronesia have an extensive

benefit from some guidance in pricing strategies.

list of potential tourism product development investment
opportunities.62 Whilst the plan is comprehensive, thelarge number of projects on offer is formidable. Any

1.3.2

HUMAN RESOURCE DEVELOPMENT

update of the plan would do well to highlight one or twopriority projects in each of the four island groups where

Tour guide training would be helpful to allow interpret thepotential investors could have maximum positive local

complex natural and historical tourism resources of the

impact. One current project is the Nan Madol visitor

Federated States of Micronesia. There is a proposition for

centre and guide training manual development, whichan ecotourism guide training programme. This may be

is progressing thanks to the support from the Japaneseexcessive, and the first priority would be to understandGovernment. The plan promotes a sustainable and eco-

how the skills of people like Hemilson Phillip (see section

friendly system of trails for high-end tourists.

61

1.2 above) and other product champions in Kosrae canbe transferred to the younger generation across theFederated States of Micronesia.

60

Government of the Federated States of Micronesia (2015b), p. 18.

61

Government of the Federated States of Micronesia (2015b), p. 20.

62

Government of the Federated States of Micronesia (2015b).

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COUNTRY CHAPTERS|

PRODUCT DEVELOPMENT IN YAPPRODUCT DEVELOPMENT IN KOSR AE

Yap needs to build its reputation as a single destination

Kosrae is rich in natural and cultural heritage fordive location. This could be assisted by productsupporting tourism. Priority heritage projects in Kosrae

development in other interest areas to supplement diving,are Lelu and Menke Ruins.65 But assistance is required

particularly by developing historical and cultural sites.63

to improve the trail to the ancient worship site of Menke

A new, boutique high-end hotel with about 30 rooms

to allow the development of a three-day trek withusing mainly local resources, would be ideal to lift Yap’s

overnight stays in the jungle. Also, re-opening the ancient

visitor industry to the next level. Development of high-waterways to the ancient artificial island of Lelu would

end Chinese visitor markets, including diving, to support

allow kayaking tours from neighbouring Kosrae.

any such venture is crucial. The United States of America
military buildup nearby Guam, which has relatively goodaccess to the Federated States of Micronesia, is anothermarket development opportunity to support product1.3.4 SUPPORTING PRODUCTDEVELOPMENT

development. Surfing, fishing and scuba diving tours
can be of interest to some of the approximately 7,00064

As well as other island states, the Federated States of

military personnel based in Guam (growing, with ongoing

Micronesia could benefit significantly from development

relocation from Okinawa).

partners

supported

SPTO

specialist

resourcestospecifically assist tourism product development, and toaccess high-yield, niche markets on the northern Pacificrim where the federation has comparative advantage.

63

Government of the Federated States of Micronesia (2015b), p. 6.

64

Burrows, I. (2017), ‘Guam, America’s military base in the western Pacific’, ABC News.

65

Government of the Federated States of Micronesia (2015b), pp. 22–23.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

#02
FIJI

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COUNTRY CHAPTERS

Summary

SDG TABLE – FIJI

Tourism is vital to Fiji’s economy. This chapter examines
Fiji’s tourism sector, relevant good practice cases and

SDG 9: Industry, innovation andproduct development opportunities. There is opportunity

infrastructure

for tourism activity development, particularly for special

Target 9.1: developing regional

interest tourism and public-private partnership in productinfrastructure.

development.

Target 9A: facilitating sustainability indeveloping countries.

Key words▬

Wildlife tourism▬

Cruise and super yacht tourism

SDG 10: Reduced inequalities▬

Meetings, congresses, conventions and incentives

Target 10.7: empowering and promoting(MCCI) tourism

inclusion.

▬

Sustainable tourism

Key messages▬▬▬

Fiji tourism refining its target marketing and product

SDG 11: Sustainable cities anddevelopment.

communities

Demand driven tourism development andTarget 11.4: strengthening safeguarding

investment.

of cultural and natural heritage.

Events, in particular sporting, to raise visitation andbuild destination profile.

▬

Heritage buildings can be repurposed to extend

SDG 12: Responsible consumption andhistorical product.

production

Sustainability focussed on community involvement

Target 12B: developing tools to monitor

beyond participation.

impacts for sustainable tourism.

SDG 14: Life below water
Target 14.7: increasing economic benefits
from sustainable use of marine resources.
impacts for sustainable tourism.

|

37

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

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2.1
SITUATION ANALYSIS

2.1.1

TOURISM STATUS AND STRATEGYIn terms of sustainability, Fiji initiated an environmental
levy in 2016 in unison with the regional nations Palau

Fiji is the leading tourism destination in the Pacific with aand Vanuatu: Fiji’s Environment and Climate Adaption

market attracted by coastal resort products, state of the

Levy is a budgetary policy of a 10% levy that reinforces

art event facilities, lush forests and small island resorts,

Government’s commitment for all Fijians the right to aas well as strong indigenous cultural heritage. Fiji is alsoclean environment. The levy is charged for prescribedan aviation, tourism and trade hub for the Pacific.

visitor services to support environmental and climate
adaption projects. In addition, all tourism development

The Fijian Tourism 2021, Fiji’s sectoral plan, makes

projects

specific mention of targeting markets better andrequirements within the Green Growth Framework, an

responding with improved product development . This

innovative tool that integrates sustainable development

is specific to nine thematic areas and 29 strategies to

as a basis for economic planning in order to ensure long-leverage opportunities and sustainably grow tourism.

term growth and resilience. Fiji has taken the frontline in

In addition, the Government continues to prioritize

the global campaign against climate change, through its

funding of its tourism marketing body, Tourism Fiji. Fiji

Presidency of the 23rd Conference of the Parties (COP

is the second largest economy in the Pacific after Papua

23) and Co-chairmanship of the United Nations Ocean

New Guinea67 and is pursuing demand-driven tourism

Conference. (See also the Rivers Fiji good practice casedevelopment and investment.

There has been major

study in chapter 8 on Solomon Islands, for a specificinternational investment supported by local institutions.

example of ecotourism development.) To support andAs a result, there is a strong inventory of accommodation

strengthen local production and consumption while

including high standard resorts; large and small,lessening dependence on imported items,69 Fiji advocates

independently run hotels; and internationally branded

and creates awareness of the ‘Fijian Made – Buy Fijian

hotels. Over the years, local ownership has increased.

Campaign’.

66

68

need

to

complywiththesustainability

For instance, the Fiji National Provident Fund acquiring
Marriott Denarau properties, Fiji Marriott Resort Momi
Bay, the Intercontinental Fiji Golf Resort and Spa, Holiday
Inn and Grand Pacific Hotel.

66

Government of Fiji (2017), Fijian Tourism 2021, Ministry of Industry, Trade and Tourism, Suva, p. 8.

67

United Nations Development Programme (2017), Discussion Paper, Financing the SDGs in the Pacific Islands: Opportunities, Challenges and Ways
Forward, p. 34.

68

United Nations Development Programme (2017), p. 118.

69

United Nations Development Programme (2017), p. 58.

COUNTRY CHAPTERS|

Figure 2.1: Fiji tourism dashboard

Arrivals (× 1,000)

Cruise arrivals (× 1,000)

900

200

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860

+15%

870.3

180

820

160

780

140

740

14

+65%

187.8

11.2

Pacific
islands

Fiji

8
6

120

100

2018

Purpose of visit, 2018 (%)

9
VRF

11.4

4

754.8

2015

days

12
10

2

113.7
700

Average length of stay – air, 2018

2015

2018

Tourism receipts, 2018 (% of GDP)

6 Business18
Tourism
receipts

9
Other

0

Tourism employment, 2018 (%)

35.5
Tourism
employment

82
Other GDP76
Leisure64.5
Otheremployment

Source: Pacific Tourism Organization (2018), Annual Visitor Arrivals Report.
Intra-year detailed statistics are also available at this source.

Tourism is vital to the Fijian economy. Despite thetrans-Pacific and round-the-world cruise vessels. The

setback in 2016 when Cyclone Winston struck, Fiji’s

most popular ports of call are Suva, Dravuni Island, Port

tourism dashboard (figure 2.1) indicates increases in

Denarau (Nadi), Lautoka, Savusavu and Yasawa-i-rara.

tourism arrivals which are amongst the highest in the

Lautoka also serves as an embarkation port for a few

South Pacific. Tourism demand from China grew 53%

70

small luxury and expedition cruises.72 Cruise tourism, while Cruise arrivals from Australia and New Zealandcontributes with USD 21.4 million directly to the Fijian

kept increased steadily in the South Pacific, Fiji included.

economy, and the indirect contribution to the economy

Likewise, prospects are also promising from other cruise

is estimated at USD 22.7 million. Cruise companies, theirgenerating markets such as China. Fiji receives mainly

passengers and crew spent USD 21.4 million in Fiji inAustralian- and New Zealand-based cruises, as well as

2018.73

71

70

Everett, H.; Simpson, D. and Wayne, S. (2018), Tourism as a driver of growth in the pacific, p. 8.

71

United Nations Development Programme (2017), p. 55.

72

World Bank (2016), Pacific Possible, Tourism Pacific Possible Background Paper No. 4, p. 40.

73

International Finance Corporation (2019a), Assessment of the Economic Impact of Cruise Tourism in Fiji, IFC, Sydney, p. 939https://www.e-unwto.org/doi/book/10.18111/9789284419852 - Wednesday, November 08, 2023 5:11:36 PM - IP Address:210.136.42.252

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

Figure 2.2:

Tourism SWOT – Fiji

STRENGTHSWEAKNESSES▬ Strong tourism brand recognition▬ International connectivity as Pacific Hub▬ Uneven labour distribution in job available for between
local and expatriates▬ Strong cruise product▬ High seasonality▬ High economic impact from tourism▬ Economic dependency on tourism▬ Government support from tourism and enabling policies▬ Need for stronger legislative and regulatory frameworks▬ Variety of accommodation types▬ High costs for local operators▬ Variety of natural and cultural attractions▬ Modern infrastructure▬ Multicultural diversity

OPPORTUNITIESTHREATS▬ New markets and products/niche experiences▬ Climate change impacts on business▬ Move towards sustainability▬ Profit leakage to foreign investors▬ Mega events and sports tourism▬ Vulnerability to natural disasters▬ Increasing MSME participation▬ Natural disasters and epidemics▬ North Asia market▬ Social and cultural impact▬ Increased opportunity for locals to reach management
positions▬ Reliance on foreign aid

COUNTRY CHAPTERS

Fiji has major national and international hotel chains,accommodation, particularly in the north-western islands

and accommodation options have expanded.

Over theof Fiji. Meanwhile the number of tourists from Europe has

years, the Government has provided significant support

not fluctuated significantly since the Global Economic

to the tourism sector through substantial tax concessions

Crisis. Japanese tourist numbers began falling in thewhich have been a major driver of new hotels. But it islate 1990s.81 However, in 2019 the market recorded theestimated that tourism leakages in Fiji amount to 56%.76

highest increase due to the introduction of direct flights.82

Hence, there has been a move to have the majority ofChinese tourist numbers have been increasing, partly due

Fijian resorts under local ownership to reduce leakage.

to seasonal direct charter flights.83

74

75

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A 2018 study revealed hotels and resorts in Fiji’s main
tourism areas spent USD 36.4 million on procurement of

Most inbound tourism operators in Fiji report potential

fresh produce. Of this amount, 52%, or more than USD

for growth of numbers of visitors with special interest like18.8 million, was spent on imported items.77 (See also the

scuba diving, kayaking, trekking, birdwatching, heritage

Fiji National Provident Fund good practice case study on

and historical tourism in the outer islands with better

Solomon Islands, chapter 8, for a specific example of local

access and connectivity.84 However, 2019 visitor surveys

investment ownership.) Investment incentives are also

show an emphasis on beach and water activities. Thereeffective in attracting investment, but can be costly foris also a strong wedding and honeymoon market. The

governments in foregone revenues.

However, there issun, sand and sea experience attracts young travellers

also an opportunity to initiate an investment package forand there is an important backpacker market, as well.85

local incentives for activity development

Fiji is also a popular destination for cruise vessels, as

78

well as MCCI (meetings, congresses, conventions andincentives) destination due to its connectivity in the

2.1.2 VISITOR PROFILES AND DESTINATIONPOSITIONING

Pacific.
Arrival peaks from Australia and New Zealand are in theInternational visitors travelling for holidays represented

southern winter months, from June to September, while

over 73,4% of all international arrivals to Fiji in 2019.

79

markets from the northern hemisphere primarily arrive inAustralia and New Zealand have provided most of these

the northern winter.86 This year-round pattern improves

visitors, with Australians comprising 41% of visitor arrivals

the financial viability and seasonality of the Fiji tourist

in 2019.

industry, whilst targeting Chinese New Year also allows

80

The New Zealand market has also increased,

whilst visitors from the United States of America are also

for a seasonal opportunity to access that market.

strongly attracted by the range of high-end and luxury

74

Everett, H.; Simpson, D. and Wayne, S. (2018), p. 9.

75World Bank (2016), p. 6–8.

76

United Nations Development Programme (2017), p. 56.

77

International Finance Corporation (2018a), From Farm to the Tourist’s Table A Study of Fresh Produce Demand from Fiji’s Hotels and Resorts, IFC,
Sydney, p. 3.

78

United Nations Development Programme (2017), p. 56.

79

Fiji Bureau of Statistics (2020), Provisional Visitor Arrivals – 2019, FBoS Release No.02,2020, FboS, Suva, p. 1.

80

Fiji Bureau of Statistics (2020), p. 1.

81

World Bank (2016), Pacific Possible, Tourism Pacific Possible Background Paper No, 4, WB, Sydney, p. 9.

82

Fiji Bureau of Statistics (2020), p. 1

83

World Bank (2016), Pacific Possible, Tourism Pacific Possible Background Paper No. 4, WB, Sydney, p. 9.

84

Government of Fiji (2017), Fijian Tourism 2021, Ministry of Industry, Trade and Tourism, Suva, p. 22.

85

World Bank (2016), p. 12.

86

World Bank (2016), p. 9.

41

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

Table 2.1: Fiji activity ranking for different visitor markets (%)
Activities

Australia

China

New ZealandPacific islands

United States ofAmerica

Cultural entertainment

38

37

33

Fruit/vegetable Market

28

26

27

39

36

Handicraft shops/markets

45

36

41

34

47

Culture-based tourism

Heritage/cultural sites

32

14

Religious sites/services
Village visit

35

17
37

20

43

Land-based activities
Aerial activities

21

Massage/spa

44

18

38

27

39

Self-guided tours

35

66

31

27

41

Sightseeing tours

23

12

15

29

Walking tours/short hikes

23

23

19

Other

44
19

Water-based activities
Boat tours/ocean cruise

38

51

31

Canoeing/kayaking

31

30

27

Fishing

11

24

14

Scuba diving

24

Snorkelling

44

Other

13

Note:

43

60

40

6

13

29

Multiple answers were possible. Therefore, percentages do not necessarily sum 100.

Source: International Finance Corporation (2019b), International Visitor Survey Fiji, pp. 18–45.

51

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2.2
GOOD PRACTICE CASE LESSONS

2.2.1 PROTECTION OF HERITAGEBUILDINGS, SINGAPORE

The formation of the HIP was to support public, private
and community collaboration in shaping and promoting
Singapore’s built heritage and identity. HIP members

Singapore initiated an urban renewal programme

are from diverse backgrounds, including the building

whereby historic and nationally significant buildings

industry, arts and heritage sector, journalism, business

are now important cultural assets with the protection ofand property owners and academia, contributing ideas toheritage buildings as part of the nation’s overall urban

sustain and rejuvenate the built heritage.89 The majority

planning strategy. More than 50 years of visionary andof formerly dilapidated buildings and pre-World War

strategic planning in Singapore has resulted in the

II buildings that were owned by private owners, theprotection of over 7,000 heritage buildings. In doing

Government restored and adapted them for new use,

this, Singapore introduced the first large-scale urban

while others have been maintained with existing users.

conservation programme in South-East Asia that protects

Also whilst continuing to thrive, some of these places,neighbourhoods,

buildings

have inspired many owners and architects to introduce

Singapore’s

innovative solutions and creative designs to make full use

conservation efforts have thrust the country onto theof their properties in a wide variety of new uses such as

global stage as a leader in heritage conservation.

streetsandvernacularof architectural and historical values.

87

In

residences, commercial outlets, cultural and civic venues

2018, the Urban Redevelopment Authority (URA) createdor entertainment premises.90 Modern architectural icons

the Heritage and Identity Partnership (HIP) as a platform

gazetted as heritage buildings include the Ascott Raffles,

to further the work of government facilitation with thethe Singapore Conference Hall and the Trade Union

private sector and the general public.

House. A separate joint initiative by the URA and the88

National Heritage Board has been the conversion of old
Singapore saw the potential value of building preservation

government and school buildings into museums.

as a distinctive national identity, which would in turnsupport the formation of a multi-cultural national identity

The urban renewal programme is a demonstration ofand assist in other national objectives such as promoting

a successful public-private partnership, and market-

awareness of history, cultivating mutual understanding

and community-orientated approach to conservation.

between communities, supporting enterprises, providing

It has raised public awareness and appreciation of built

diverse housing options and supporting tourism.

heritage and won public support, as well as industry
awards. URA’s role and road map to a successful publicprivate partnership was to firstly initiate rehabilitation
for government-owned properties, secondly coordinate

87

Lim, C. (2006), ‘Singapore’s conservation programme bags prestigious award’, Skyline, volume July/August, Singapore, pp. 2–3.

88

Centre for Liveable Cities (2019), Urban System Studies, Past Present and Future: Conserving the Nations Built Heritage, Centre for Liveable Cities,
Singapore, p. 118.

89

Urban Redevelopment Authority (2018), ‘Formation of new partnership on built heritage and identity’ (online), Urban Redevelopment Authority, 07-08-2018,
online available at: www.ura.gov.sg/Corporate/Media-Room/Media-Releases/pr18-49 (25-05-2020).

90

Lim, C. (2006), ‘Singapore’s conservation programme bags prestigious award’, Skyline, volume July/August, Singapore, pp. 2–3.

43

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

infrastructural needs, and finally provide guidelines

community empowerment, partnership, sustainability,

and incentives for the private sector. They enabled thecontinuous evaluation and advocating of a no-harm

private sector to lead the way with restoration efforts

approach.

91

and raising public awareness through tools such asconservation guidelines and manuals via demonstration

The key aspect of voluntourism is being able to add

projects, and providing the necessary infrastructure tovalue to the local community that is participating in the

improve areas around historic building and districts.92

programme. Guidelines were created to identify local
communities suitable for voluntourism. Assessment
conducted was carried out into the needs and options of

2.2.2 VOLUNTOURISM GUIDELINES, PAPUANEW GUINEA

the local communities that are suitable for marketing topotential voluntourists and organizations identified topartner in this project to market and sell voluntourism

Papua New Guinea conducted initial assessment intoexperiences. Whilst focussing on its own national

the development of voluntourism. The main objective

needs, Papua New Guinea also led the development

wasof voluntourism guidelines in the APEC.93 The APECaligning

thedesignandimplementationofcommunity-based tourism programmes – one of thevoluntourism

key recommendations for product development andstakeholders including local communities, government,

investment in the Papua New Guinea Tourism Masterplan

servicing

2007–2018.

thevoluntourists to leverage voluntourism to contribute todevelopment of voluntourism guidelines through thesustainable development in destinations, as this can only

Asia Pacific Economic Cooperation (APEC) in seeking

be achieved when these stakeholders have a responsibility

to determine and initiate best practices in voluntourism

to one another. It includes best practice voluntourism

to promote inclusive community-based sustainable

learning lessons and policy recommendations to better

tourism initiatives. As such, voluntourism guidelines wereregulate voluntourism within the region.

Simultaneously,

theychampioned

guidebookorganizations,

was
host

developed

to

help

organizations

prepared based on the following best practice principles:

91

Centre for Liveable Cities (2019), Urban System Studies, Past Present and Future: Conserving the Nations Built Heritage, Centre for Liveable Cities,
Singapore, pp. 36–38.

92

Centre for Liveable Cities (2019), p. 66.

93

Asia Pacific Economic Cooperation (2018) Voluntourism Best Practices in the Asia Pacific Region: Promoting Inclusive Community-Based Sustainable
Tourism Initiatives, APEC (Singapore), online available at:www.apec.org/Publications/2018/05/Guidebook---Voluntourism-Best-Practices-in-the-APEC-Region

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2.3
TOURISM PRODUCTDEVELOPMENT OPPORTUNITIESThere is opportunity for special interest tourism inin the supply chain. Also, cruise passengers embarking

Fijiand disembarking increases airline traffic and revenue formovingtowards

sustainable

tourism

product

development.

ground transport providers. Hotels, restaurants and othertourism operations can benefit further from additional
pre- and post-cruise programmes.

2.3.1

FLY CRUISE ITINERARIESOver the past decade, Fiji’s cruise industry experienced

2.3.2

SPORT MEGA EVENTS

robust growth, with annual arrivals increasing fourfolds. Fiji’s solid cruise products and its location to otherSports tourism provides a boost in visitor arrivals outside

Pacific islands provide a strong argument for a regionalof seasonal travel. Given Fiji’s accommodation andbase. Previous regional publications have advocatedinfrastructure capacity, a concept raised in chapters forfor Fiji as a regional cruise ship baseand associatedSamoa and Papua New Guinea could propose joint Pacificexpansion of fly–cruise options. There could be support

bids to host future Mega events, in association with larger

for public-private partnerships for port infrastructure

Pacific rim partners, such as Australia and New Zealand.

to enhance development. Fiji can build on its reputation

With Fiji’s Rugby Sevens win at the Rio Olympics andas a leading superyacht Pacific destination with its

the Fiji hosting Super Rugby matches and Professional

facilities, services and incentives and these learning

Golfers’ Association Tournaments, Fijis’ profile haslessons could be transplanted to its development as aincreased. Mega events have a long lead time fromregional cruise facility. This could be done in phases,

bidding for events to hosting, which can allow for timely

with an initial focus on selectively basing large cruise

investment in facilities necessary to ensure Fiji has theships for selected markets. These include Australia tocapacity to attract the right sporting events, which yield

capitalize on the strong demand, and China as a fast-high returns for the tourism industry. In addition, new andgrowing Asian interest particularly in fly–cruise options.

refreshed facilities are legacy assets to be used for future

The direct benefits of a homeport include port facilities

local and regional events.96

94

95

fees, cruise ship provisions, revenue for local providers

94

Everett, H., Simpson, D. & Wayne, S. (2018), Tourism as a driver of growth in the pacific, p. 24.

95

World Bank (2016), Pacific Possible, Tourism Pacific Possible Background Paper No. 4, p. 42.

96

Consult for more details on tourism and mega events the following publication: World Tourism Organization (2017), Maximizing the Benefits of Mega Events
for Tourism Development – Cases from the Olympics, FIFA World Cup and Expo, UNWTO, Madrid, DOI: https://doi.org/10.18111/9789284418923.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

2.3.3

SUVA HERITAGE BUILDINGS

2.3.4

NADI FAMILIES MARKETThe current government policies on heritage sites canNadi is a hub for tourism in Fiji with a captive pool ofbe utilized to re-use heritage buildings to extend thetourists, considering the international airport and number

historical tourism products in Suva. The outer facadesof accommodation facilities; however, wet weather

of many Suva buildings are architecturally impressive,

activities for families are limited outside of day facilities

but the interiors could be redesigned or the structureassociated with resorts and hotels. Due to the high level

repurposed to rejuvenate the buildings. Market orientatedof investment, public-private partnership brokered byincentives and policies could encourage novel re-use

the Government through incentives could be considered.

of structures as commercial outlets, civic and cultural

Specific consideration could be given to a facility thatvenues or entertainment premises, for instance. This

supports the development of Fijian entrepreneurshipwould in turn create a sense of place and identity of suchand employment, and that focusses on visitor educationbuildings, bringing an additional element to the heritage

on Fijian history and culture. The Fijian Tourism 2021

product offering in Suva. A further opportunity would

supports this by mentioning specializing appropriate

be packaging Suva heritage tours with nearby Levuka

investments matched with opportunity to add value toCultural World Heritage Area.

Fiji’s current tourism products and services in order
to better cater for visitor needs and enhance visitor
experiences.97 An all-weather interactive facility targetedto the family market focussed on Fijian history and culture
would add both economic value and enrich the visitor
experience.

97

Government of Fiji (2017), Fijian Tourism 2021, Ministry of Industry, Trade and Tourism, Suva, p. 34.

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COUNTRY CHAPTERS|

2.3.5 VOLUNTOURISM CARRYING CAPACITYGUIDELINES

tour operators, likewise the tourist expectations in a hostA set of nationally recognized guidelines could be

The guidelines could also be utilized to conduct

developed to include a carrying capacity approach tocommunity impact training on what voluntourism

voluntourism. Such guidelines would prioritize addressing

awareness is and how local communities can leverage of

local needs and focus on empowering communities,

this. Likewise, the guidelines could be used in liaison withrather than creating an ongoing dependence on

current and future organizations that send volunteers.

voluntourism through high volumes. This may include

The integral concept in such guidelines is that local

assistance to build local capacity in finance, developing

communities do not feel exploited or left out but are

micro-entrepreneurship, supporting children to develop

benefitting from all aspects of voluntourism. Further

languageenvironmental

guidance can also be sought from the AlUla Framework

conservation and organic farming. Research wouldfor Inclusive Community Development through Tourism

need to be conducted to identify community needs

and the UNWTO Global Code of Ethics for Tourism toand communicating requirements whilst reviewing

support meaningful contribution to people’s lives and ourcurrent communities and organizations that cater forplanet.98

skills,sports,education,community.

voluntourism. This review would include looking at the
portion of funds attributable to communities by the98World Tourism Organization (2020a), AlUla Framework for Inclusive Community Development through Tourism, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284422159.
World Tourism Organization (1999), Global Code of Ethics for Tourism, UNWTO, Madrid, online available at: www.unwto.org.

47

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

#03
FRENCH POLYNESIA

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COUNTRY CHAPTERS

SDG TABLE – FRENCH POLYNESIA

Summary
French Polynesia has been enjoying steady visitor growth,with tourism being a significant part of the economy.

SDG 8: Decent work and economic

French Polynesia is unique amongst Pacific island

growthdestinations in receiving most of its visitors from theTarget 8.9: promoting policies onnorthern hemisphere. This chapter reviews the country’s

productive activities and sustainable

tourism sector, provides lessons from good practice

tourism.

cases and product development opportunities.
Key words

SDG 12: Responsible consumption and▬Carrying capacity

production▬

Palau Pledge

Target 12.2: efficient use of natural▬

Target markets

resources.

▬

Cultural experiences

Target 12B: developing tools to monitor
impacts for sustainable tourism.

Key messages▬▬

FrenchPolynesia

enjoysapremium

marketpositioning and price point that encourages highSDG 13: Climate action

value tourism.

Target 13.3: improving education and

The Palau Pledge provides an interesting case study

awareness capacity on climate change.

in sustainable tourism development.
▬

French Polynesia has an opportunity to increase
focus on sustainability of its tourism industry.

▬

Most visitors appreciate French Polynesia’s culture

SDG 15: Life on landand opportunities to access it.

Target 15.9: integrating ecosystem andbiodiversity values into planning.

|

49

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3.1
SITUATION ANALYSIS

3.1.1

TOURISM STATUS AND STRATEGY

3.1.2 VISITOR PROFILES AND DESTINATIONPOSITIONING

The Stratégie de Développement Touristique de la
Polynésie Française 2015–2020 (Tourism development

French Polynesia enjoys a premium market positioning

Strategy of French Polynesia 2015-2020) proposes toand price point that encourages high-value tourism

position French Polynesia as an exclusive destination

through four psychographic target visitor markets:100

that aspires to the well-being of body and soul, offering
the reconciliation of people with nature and culture.99

1.

Engaged explorers;

2.

Cautious explorers;

3.

Extremely passionate; and4.

Epicurean.

French Polynesia’s tourism strategy is currently underreview through an extensive consultation process thatwill include the outer islands.
French Polynesia tourism dashboard (figure 4.1) shows
the country has been enjoying steady growth in both total
visitors and cruise visitors, and it is able to encourage visitors
to stay longer than the Pacific island’s average, resulting in

French Polynesia is unique amongst South Pacifictourism being a significant part of the country’s economy.

destinations in receiving the majority of its visitorsfrom the northern hemisphere in 2018, mainly France

There is a perception in some markets that French Polynesia(23%) and the United States of America (35%). Arrivals

is a premium cost destination. This can be addressedfrom Japan have fallen drastically from around 23,000

by focussing on high-end visitors, particularly from theannually at their historical peak to around 10,000 annuallynorthern hemisphere.

(5% of total arrivals) in 2018. China contributed 3% of
total visitors in 2018, as there are no direct flights frommainland China to French Polynesia.101

99

Kahn & Associés (2015), Stratégie de Développement Touristique de la Polynésie Française 2015–2020, p. 30.

100 Kahn & Associes (2015), p. 39.
101 SPTO (2019c), Visitor Arrivals to Pacific Islands, Suva, p. 4.

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COUNTRY CHAPTERS|

Figure 3.1: French Polynesia tourism dashboard

Arrivals (× 1,000)a
220
210

+18%

Cruise arrivals (× 1,000)b
45.0

216.5

200

42.5

Average length of stay – air, 2018b
14

+21%

43.6

12

days
11.4

10

40.0

190

14.7

8
37.5

183.8

180

35.0

170

6

36.2

4

32.5

160
150

2015

2018

Purpose of visit, 2018 (%)

n.a.

30.0

2

2015

2018

0

Pacific
islands

FrenchPolynesia

Tourism receipts, 2018 (% of GDP)a Tourism employment, 2018 (%)c13Tourism
receipts

18
Tourism
employment

87
Other GDP

82
Other employment

Sources: a) Pacific Tourism Organization (2018), Annual Visitor Arrivals Report. Intra-year detailed statistics also available at this source.
b) Institut de la Statistique de la Polynésie Française (2018), http://www.ispf.pf/bases/Tourisme/c)Institut d’Émission d’Outre-Mer (2018), Polynésie Française, p. 95.

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Figure 3.2:

Tourism SWOT – French Polynesia

STRENGTHSWEAKNESSES▬ Committed national carrier receiving new fleet▬ Expensive perception in some markets▬ Northern hemisphere market focus▬ Distance from markets means relatively expensive access▬ Positive brand image, safe destination▬ A touch of France in the South Pacific▬ Perceived as a honeymoon only destination in somemarkets, low repeater ratio▬ Pristine nature, preserved from mass tourism▬ Frequency of flights from secondary markets▬ Culture, warmth of local people▬ Limited hotel capacity▬ On most travelers’ bucket lists▬ Awareness of Bora Bora exceeds Tahiti

OPPORTUNITIESTHREATS▬ New strategy inclusive of outer islands and variety oftarget segments, accommodation and activities▬ Declining Asian markets▬ Increased focus on sustainability and ecotourism▬ Environmental degradation▬ Training for cultural product authenticity▬ Competition from some other Pacific destinations▬ New airlines operating since 2018

▬ Global risks (health crises, political, flight shametrend, etc.)▬ Luxury and adventure markets▬ Political change▬ Increase diversity of experiences and activities

Table 3.1: French Polynesia’s key images by target markets
United States ofAmerica

Germany

Australia

Japan

Republic of Korea

China

1

White sandy
beachesWhite sandy
beachesWhite sandy
beachesWhite sandy
beachesNatural riches

Cultural riches

2

SunsetExotic destination

Natural riches

SunsetSunsetNatural riches

3

Exotic destination

SunsetSunsetBeach bungalow

White sandy
beachesWhite sandy
beaches4

Natural riches

Sport activities

Sport activities

Sport activities

Sport activities

Sunset5

Beach bungalow

Beach bungalow

Exotic destination

Exotic destination

Cultural riches

Exotic destination

6

Sport activities

Natural riches

Beach bungalow

Natural riches

Beach bungalow

Sport activities

7

Cultural riches

Cultural riches

Cultural riches

Cultural riches

Exotic destination

Shopping

8

Shopping

Shopping

Shopping

Shopping

Shopping

Beach bungalow

Rank

Source: Kahn & Associés (2015), Stratégie de Développement Touristique de la Polynésie Française 2015–2020, p. 12.

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3.2
GOOD PRACTICE CASESLESSONS

3.2.1

PALAU PLEDGE, PALAU

Palau is focussed on follow up work on the pledge throughthree initial actions: Firstly through a local business

The Palau Pledge provides an interesting case study

accreditation programme that is aligned with the Pledge.

in sustainable tourism development, making Palau the

Education will play an important part in supporting thefirst nation in the world to change its immigration laws

Pledge as locals commit to protecting and celebrating

for the cause of environmental protection. Upon entry,

the uniqueness of their sacred home. Secondly, anvisitors sign a passport pledge to act in an ecologicallyeducational curriculum for primary and secondary school

responsible way in the islands, for the sake of Palau’s

students that combines science, technology, engineeringchildren and future generations of Palauans. The Palauand mathematics education with conservation will

Pledge was launched in 2017 as an urgent response tohelp build eco-awareness in tomorrow’s leaders andpotential environmental deterioration emerging fromconscious business principles within the tourist sector.

unsustainable tourism growth. Palau put out a brief toThirdly, a global leadership programme that works atadvertising agencies globally for an innovative campaign

developing a tracking tool to provide facts and insights

to raise awareness of the need for environmental

about the impact of the Pledge on visitor behaviour.

sensitivity amongst visitors to the islands. Over aThis is in line with Palau’s governmental policy on highquarter of a million visitors have already taken the Palau

quality, low impact tourism that looks at changing tourists

Pledge . Global travel distributors with a particularbehaviours.103

102interest in sustainable tourism have been attracted to
Palau because of the Pledge.
102 Palau Bureau of Tourism (circa 2022), Palau Pledge (online) Palau Bureau of Tourism, https://palaupledge.com (13/03/2022)
103 Little Black Book (2019) The Palau Pledge one year on.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDSThe Palau Pledge is an interesting case of formulating a

3.2.2

TAMIKI TOURS, NEW ZEALAND

policy objective and using it in marketing and the external
communications with visitors. However, a pledge without

French Polynesia aims to improve access for visitors toregular monitoring can undermine the credibility of thebetter understand and appreciate Polynesian culture. In

initiative. The next stage is the actual information on how

the 1990s, Tamaki Tours, based in Rotorua, New Zealand,

Palau has implemented its monitoring efforts to ensure

identified a market gap in international visitors looking

compliance, as signing a pledge does not guarantee

for understanding and engaging in local Māori culture. At

the environment will be protected. Commitments are

the time, cultural tourism products were limited to non-essential but should take place alongside monitoringindigenous shows at modern, western-style hotels.

efforts to ensure compliance. French Polynesia hopes todeepen the sustainable nature of its tourism offer, andTo fill this gap in visitors’ experiences, Tamaki Tours

Palau’s experience is a useful reference to extend theworked with its community to recreate an authentic pre-focus also on monitoring sustainable tourism initiatives.

European village in a natural forest on the outskirts ofRotorua. This proved to be a conducive environment forstorytelling and interactive experiences for visitors tounderstand local life in pre-European times. The businessgrew into a major attraction in Rotorua’s tourism productportfolio, providing employment benefits to the local
community and satisfying visitors’ needs for authentic andenriching engagement with local indigenous culture.104

104 Consult further information on indigenous tourism within the following publications:
World Tourism Organization (2021b), UNWTO Inclusive Recovery Guide – Sociocultural Impacts of Covid-19, Issue 4: Indigenous Communities, UNWTO,
Madrid, DOI: https://doi.org/10.18111/9789284422852.
World Tourism Organization (2019d), Recommendations on Sustainable Development of Indigenous Tourism, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284421299.

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3.3
TOURISM PRODUCTDEVELOPMENT OPPORTUNITIES

3.3.1

SUSTAINABILITY AND ECOTOURISM

several cultural experiences have been created including
Nani Travels, Coral Gardeners, the Arioi Cultural Center,

French Polynesia has an opportunity to increase focus on

the Polynesian Planner; dance workshops have beensustainability of its tourism industry while maintaining its

specifically put in place for tourists by the Conservatory

key tourism products based on authenticity and diversity.

of French Polynesia; several dance competitions were

The development and structuring of terrestrial activities

open to international visitors prior to COVID-19 (Heiva,

are an essential complement to the marine offer andHura Tapairu, Ori Tahiti Nui Competition); and Moana

would reach new segments of customers. In particular,

Explorer offered a traditional sailing experience. Also, thethe rehabilitation and enhancement of key iconic sites,

sacred site marae Taputapuatea that offers visitor tours

the development of hiking activities or the discovery ofhas received UNESCO World Heritage status.

endemic terrestrial fauna and flora.

105

French Polynesia could further encourage potential local
In recent years, a number of key ecotourism experiences

product champions to consider the Tamiki Tours casewere establishedincluding the Ecological Center at Le

discussed in the examples above in creating additional

Meridien Bora Bora, The Islands of Tahiti Shark Preserve,

authentic opportunities for visitors to engage with, and be

the Fakarava UNESCO Biosphere, the Paul Gauguin

enriched by, Polynesian culture.

106

Cruises and Wildlife Conservation Society, the Pearl
Resorts of Tahiti Okeanos Solar-Powered Cruises, theMoorea Coral Gardeners, the Tetiaroa Society, and the
Te Mana O Te Moana. These, and other new ecotourism

3.3.3 JAPAN MARKET DEVELOPMENT
SUPPORTING PRODUCT DEVELOPMENT

developments could be encouraged through increasing
visitordemand.

FrenchPolynesia

could

considerFrench Polynesia is keen to reverse its declining

developing an innovative marketing campaign specificallyJapanese market, driven particularly by a decrease inon the theme of sustainability using the key current

honeymooners. Seniors, couples and women travelling

ecotourism experiences and noting the Palau Pledge.

together are target markets. Additional emphasis onthese new target segments and products to entice them,for example, increasing the numbers of cultural and

3.3.2

CULTURAL EXPERIENCES

land-based tours, including Tahitian dance, althoughdiving is also important. Other emerging niche markets in

In particular European visitors have a strong interest inJapan may have potential if their product needs could be

French Polynesia’s culture. Maintaining authenticity ofreviewed.

cultural experiences is important and, although mostvisitors appreciate French Polynesia’s culture, until
recently access to it had been elusive for many. Therefore,
105 Kahn & Associes (2015), Strategie de Developpmente Touristique de la Polynesie Francaise 2015–2020, p. 55.
106 Tahiti Tourisme (2018), Conservation and Ecotourism in The Islands of Tahiti Fact Sheet.

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#04
KIRIBATICOUNTRY CHAPTERS

Summary

Key messages

This chapter focusses on Kiribati, which has shown slow▬

tourism development. It has competitive advantages
around culture and environment, with access andinvestment as key challenges.

Product development opportunities can assist build
demand to support any increase in air capacity.

▬

Smaller cruise vessels can access remote locations
with limited shore infrastructure.

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Key words▬

Inbound visitor survey (IVS)▬

Ecolodge▬

Game fishing▬

Birdwatching▬

Superyachts

SDG TABLE – KIRIBATISDG 4: Quality education

SDG 13: Climate action

Target 4.4: increasing number of youth

Target 13.3: improving education andand adults with relevant skills.

awareness capacity on climate change.

Target 4.7: ensuring learning onsustainable development.
SDG 14: Life below water
SDG 8: Decent work and economic

Target 14.7: increasing economic

growthbenefits from sustainable use of marine

Target 8.9: promoting policies on

resources. impacts for sustainableproductive activities and sustainable

tourism.

tourism.
SDG 15: Life on land
SDG 12: Responsible consumption andTarget 15.5: reduce degradation of

production

natural habitats and loss of biodiversity

Target 12.2: efficient use of naturaland threatened species

resources.

Target 15.9: integrating ecosystem andTarget 12B: developing tools to monitor

biodiversity values into planning.

impacts for sustainable tourism.

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4.1
SITUATION ANALYSIS

4.1.1

TOURISM STATUS AND STRATEGY

Tourism and fisheries have been identified by the Kiribati
Government as the main economic development sectors,

Kiribati understands the efforts of connectivity andand PIPA and Kiritimati Island as the main tourism

accessibility. This remote country, straddling the equator,

development areas.108

covers a large section of the mid-Pacific Ocean. There arethree main island groups – Gilbert Islands in the west,

Although there are no inbound tour operators in Kiribati ofcentral Phoenix Islands and Line Islands in the east. The

significant scale, Kiribati’s tourism dashboard (figure 4.1)

small amount of tourism development has been largely

shows steady growth in visitors, albeit from a low base.

centred on the capital Tarawa, about 2,000 km north ofBusiness visitors are predominant, influencing a longer

Fiji in the Gilbert group, and Kiritimati (formerly known

length of stay than the Pacific average.

as Christmas Island) south of Hawaii in the Line Islands.
The Phoenix Islands is known as the Phoenix Islands

Kiribati tourism understands it needs to turn the tyranny

Protected Area (PIPA). PIPA is the largest designatedof distance into a positive, by appealing to adventurous

Marine Protect Area in the world but has yet to attract

visitors seeking experiences away from the masses.

significant number of visitors.

107

107 World Bank (2016), Tourism Pacific Possible Background Paper No. 4, Pacific Possible, p. 13.
108 Tobwaan Ao Karikirakean Kiribati (2016), Kiribati 20 Year Vision 2016–2036, p. 9–10.

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CASE STUDIES

Figure 4.1:

Kiribati tourism dashboard

Arrivals

Cruise arrivals

7000

4200

6500

+26%

6,824

4,175

3500

Average length of stay – air, 2014

-94%

14
12
10

2800

days

13.4

11.4

8
6000

2100
6
1400

4

5500

5,426
5000

700

232

2015

2018

Purpose of visit, 2018 (%)

16
Other

3
VRF

0

2015

2018

Tourism receipts, 2018 (% of GDP)
8
Tourism
receipts

20

Pacific
islands

Kiribati

Tourism employment, 2018 (%)
15.5
Tourism
employment

42
Business

39
Leisure92
Other GDP

Source: Pacific Tourism Organization (2018), Annual Visitor Arrivals Report.
Intra-year detailed statistics also available at this source.

84.5
Other
employment

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Figure 4.2:

Tourism SWOT – Kiribati

STRENGTHSWEAKNESSES▬ Remoteness▬ Remoteness▬ Tourism resources including WW2 heritage, uniqueculture, World Heritage Area, Kiritimati fishing▬ Undeveloped tourism industry & infrastructure▬ Government commitment to improving air access(domestic and international)

OPPORTUNITIESTHREATS▬ Tourism operation and guiding capacity building▬ Loss of air connectivity▬ Live on boat diving PIPA

▬ Environmental degradation▬ EcoLodge PIPA

▬ Climate change▬ Fishing tours Gilbert Group▬ Bird watching tours Kiritimati and PIPA
▬ Direct air access from Australia▬ Improved water resource and waste management

4.1.2 VISITOR PROFILES AND DESTINATIONPOSITIONING

Kiribati Tourism Authority positions itself under theslogan ‘Kiribati, for Travellers’. Kiribati’s key target market
is time-rich travellers who have relatively high disposable

According to the 2019 International Visitor Survey

income and a desire to experience a unique marine-based

conducted by Kiribati Tourism Authority, Kiribati has twoenvironment and genuinely engage with the local people

distinct source markets: Australia, representing 25% of

and their culture.111

international tourists on Tarawa atoll, and the UnitedStates of America representing 49% of international

Kiribati has different assets at its two main destinations:

tourists on Kirimati atoll in 2019. Tarawa reflected a

Kiritimati and Tarawa. Tourism around the capital ofhigh share of business tourism, while Kirimati attracted

Tarawa focusses on World War II heritage. As one of themore tourists prone to engage in fishing activities.

109

famous battles of the Pacific took place here, Tarawa has

Other Pacific islands comprised 20% of Kiribati’s visitors,

a high number of World War II sites and equipment, but

Europe 6%, Japan with 2% and China with 1% of themany of these sites are in a poor state of repair and thetourists visiting the country.

remnants of the battlefield are deteriorating rapidly.112

110

Visitors interested in recent history are mainly from Japanand the United States of America.

109 Kiribati Tourism Authority (2020), International Visitor Survey Report, 2019, p. 6.
110 Kiribati Tourism Authority (2020), p.11.
111 Pacific Tourism Organization (2015a), Kiribati National Tourism Development Strategy 2016–2019, p. 4.
112 Pacific Tourism Organization (2015a), p. 10.

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4.2
GOOD PRACTICE
CASE LESSONS

4.2.1 SOUTH ISLAND ECOLODGEDEVELOPMENT, NEW ZEALAND
There is a consideration for Kiribati to establish an
ecolodge in the PIPA. Wilderness Lodges of New Zealanddeveloped two ecolodges in the South Island: Lake
Moeraki on the island’s west coast, and Arthur’s Passin the Southern Alps. Both lodges cater to high-end
Tourism on Kiritimati focusses on high end fishing, withtravellers, mostly international visitors. Wilderness Lodge

visitors mainly from the United States of America, butoffers a series of enriching guided daily programmes foralso Australia, Europe and Japan. Ocean fishing fortheir guests which interpret the surrounding environment

giant trevally is an attraction, however there are limited

and nature conservation stories. Both lodges offer thefacilities and boats to develop this potential.113 Fly fishing

opportunity to view a number of rare species, particularly

for bone fish in the Kiritimati Lagoon is a specialized high-birds. But it is the interpretation provided by expert guides

end sport. As noted in Pacific Fishing Study Report, avid

that has added value to the visitor experience.

anglers are seeking new and specialist destinations, like
Kiritimati.114

For example, an activity offered to visitors at Wilderness
Lodge Arthur’s Pass is pulling out young wild pine

Kiribati benefited from the international visitor survey

seedlings. This experience creates an educational(IVS) with support from SPTO, which provided valuabledialogueinsights on visitor activity preferences to guide productconservation activities at the lodges include safeguarding

development.

wildlife from introduced pests, looking after freshwater

about

conservation

priorities.

Other

life and caring for braided rivers.115 Development ofinteractive activities similar to New Zealand to support
the accommodation variety is a useful reference for theplanning of any new ecolodge in Kiribati.
113 Pacific Tourism Organization (2015a), p. 11.
114 Pacific Tourism Organization (2015b), Pacific Fishing Study Report, p.
12.

115 Wilderness Lodges of New Zealand (2019), Ecotourism and Nature
Conservation Initiatives, p. 5–12.

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4.3
TOURISM PRODUCTDEVELOPMENT OPPORTUNITIES

4.3.1

INCREASED AIR ACCESS

Birdwatching is a high value market which is growing
substantially around the world. In the United States ofKiribati’s two main international airports on Tarawa andAmerica birding is one of the fastest growing pastimes,

Kiritimati have been recently upgraded. Current accesswith approximately 20% to 35% of respondents to a

to Tarawa is from Fiji or Solomon Islands, and access tolarge survey of recreational activities indicating that

Kiritimati is a Government-subsidized weekly flight fromthey regularly watch birds.117 Opportunities exist to

Hawaii to Fiji. Air Kiribati planned to take delivery of two

broaden the fishing market already interested in visiting

regional jet aircrafts in 2020, which would create the

Kiritimati through birdwatching tours for partners, as wellpossibility of direct air access from Brisbane, Australia.

as special interest groups, particularly from the United

These new aircrafts could domestically link Tarawa

States of America.

in the west with Kiritimati in the east, as currently
travellers between these two Kiribati regions have to fly

Taking advantage of increasing interest in nature, theinternationally via Fiji. This would enable packaging of

PIPA is an ecotourism development opportunity given its

the west and east island groups. There is an opportunity

rich marine ecosystem. There is consideration to develop

to build demand to support any increase in air capacity

an ecolodge in the area, utilizing charter flights into

through the product development opportunities noted

Kanton, however the runway has fallen into dis-repair.

below.

Should the ecolodge proposal progress, value could
be added by including daily expert tours to interpret thesurrounding ecology and conservation issues for guests,

4.3.2

BIRDWATCHING

along the lines of the Wilderness Lodges of New Zealandmentioned above.

A small number of birdwatchers visit Kiritimati, as“Christmas Island (Kiritimati) is an important sanctuary
and breeding ground in the Pacific for birds and is home

4.3.3

CRUISING, YACHTING AND DIVING

to a number of endemic species including the Christmas
Island (Kiritimati) warbler. Other species of note include

Smaller cruise vessels can access remote locations

the endangered Phoenix petrel, white throated storm

withpetrel, shearwaters, red-tailed tropic birds and various

prospects of attracting this scale of vessel due to its

species of boobies, frigate birds and noddies.”116

limited infrastructure and remote, yet pristine marine

limitedshore

infrastructure.

Kiribati

has

environment. Kiribati is far from the main source
markets (Australia, New Zealand and the United Statesof America) to attract large volumes of cruise ship visits.
The exceptions may be trans-Pacific cruises, and the
116 Pacific Tourism Organization (2015a), p. 4.
117 Pacific Tourism Organization (2012), Niche Tourism Profiles for the South Pacific, p. 5.

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COUNTRY CHAPTERS

route from Hawaii to Tahiti, where vessels used to call into Kiritimati.

118

Hence, an opportunity exists to re-engage|

4.3.4 SUPPORTING PRODUCTDEVELOPMENT

with these cruising companies.
Given the limited resources of Kiribati’s Tourism
Both yachting and the super yacht sector are important

Authorities, regional (Pacific island) marketing has

development segments, where Kiribati has competitive

been a very cost-effective approach that could be

advantage over other destinations in terms of seclusion

further expanded and secure Kiribati’s tasks on productand natural beauty. As noted in the Kiribati National

development by:

Tourism Development Strategy 2016–2019,119super yacht

visits in particular have been growing in importance in

1.

recent years in the Pacific and provide a particularly highto support, advise and assist small island states in productyielding and attractive segment.

development;

The main opportunity for diving is living aboard vessels

2.

and luxury yachts, particularly in the PIPA with 120

niche markets in China, especially Shanghai, Beijing,species of coral and 500 species of fish, some of which

Guangzhou and Shenzhen (see also chapter 7); andEstablishing a common centralized office dedicatedLeadingdevelopment

of

new

high

yielding

are rare and endemic. Of particular interest in the PIPA
is a giant clam community, turtle nesting sites, tuna3.

spawning grounds and islands that offer unique resting

annual Tokyo Marine Diving Fair, offering information onsites for migratory species.120 Potential also exists for

local and international diving and beach resorts.

Coordinating a Pacific islands representation at thedevelopment of diving out of Kiritimati, as well as spear
fishing, but a product champion needs to be found,

For Kiribati to harness growth based on its competitive

encouraged and supported in the development of suitableadvantages around culture and environmental attractions,products that respect and protect the unique PIPA

the Government should consider enforcing existing

environment and that include local communities in thelegislation in relation to environmental management,

decision-making processes.

improving visitor safety and accessibility through site andaccess road maintenance, undertaking comprehensive
guide training and improving signage.121 Furthermore, aprogramme for the development and management of key
visitor attractions needs to be established, to lead to their
ongoing improvement and product development.

118 Pacific Tourism Organization (2015a), p. 18.
119 Pacific Tourism Organization (2015a), p. 18.
120 Pacific Tourism Organization (2015a), p. 4.
121 Pacific Tourism Organization (2015a), p. 30.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

4.3.5

CULTURAL PRODUCTS

2.

Facilitation of more training opportunities;

As noted in the Kiribati National Tourism Development

3.

Upgrading cultural awareness programmes among

Strategy 2016–2019,122 there is an opportunity to further

communities, especially on outer islands that are trying tointegrate the Kiribati community and culture into tourism

tap into weekend tourism from Tarawa; andfor visitor attractions. The development of a handicraft
centre in central Tarawa where visitors can watch

4.

handicrafts being made could be a visitor drawcard, as

and medium-sized enterprises and tour guides.

Climate change adaptation training for micro-, small

well as increasing revenues for the local community.123
More training opportunities are being facilitated througha cooperation arrangement between Australia Pacific

4.3.6

TRAINING

Training Coalition (APTC) and SPTO. Moreover, there
are appropriate training modules that can be adapted

The Kiribati National Tourism Development Strategy

from UNWTO’s climate change guidelines for small island

2016–2019

destinations,125 that could be implemented in Kiribati.

124

notes four tourism training priorities for

Kiribati:
1.

Coordinated short-course training covering cookery,food and beverage service, barista and hospitality
fundamentals;
122 Pacific Tourism Organization (2015a), Kiribati National Tourism Development Strategy 2016–2019, p. 30.
123 Consult further information on indigenous tourism within the following publications:
World Tourism Organization (2021b), UNWTO Inclusive Recovery Guide – Sociocultural Impacts of Covid-19, Issue 4: Indigenous Communities, UNWTO,
Madrid, DOI: https://doi.org/10.18111/9789284422852.
World Tourism Organization (2019d), Recommendations on Sustainable Development of Indigenous Tourism, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284421299.
124 Pacific Tourism Organization (2015a), pp. 37–38.
125 World Tourism Organization and United Nations Environment Programme (2008), Climate Change and Tourism, Responding to Global Challenges,
pp. 92–94.

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#05
NIUE
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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDSSDG TABLE – NIUE

Summary

SDG 4: Quality education

This chapter examines Niue’s tourism approach toTarget 4.7: ensuring learning onsustainable development. The challenge for Niue is tosustainable development.

grow the benefits from tourism whilst retaining its small,authentic and attractive appeal.
Key words

SDG 8: Decent work and economic▬

Niue Experience Development Strategy

growth▬Tourism digital campaign

Target 8.3–8.9: promoting policies on▬

Dark Sky tourism

productive activities and sustainable▬

Soft explorer

tourism.

▬

Carrying capacity

Key messages
SDG 12: Responsible consumption and▬production

Tourism in Niue can be a role model for other small
island states.

Target 12.2: efficient use of natural▬

New Zealand is the dominant tourist market.

resources.

▬

Evidence-based decision-making assists identify

Target 12.8: ensuring dissemination of
relevant information and awareness.

new target segments.
▬

Target 12a: supporting developing
countries strengthening scientific andtechnological capacity in sustainableconsumption and production patterns.
Target 12B: developing tools to monitor
impacts for sustainable tourism.

SDG 13: Climate action
Target 13.2: integrating climate change
measures.

Niue is looking to Chinese markets, as a low season
opportunity through Chinese New Year.

▬

Capacity development of private sector inboundoperators is ideal.

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5.1
SITUATION ANALYSIS

5.1.1

TOURISM STATUS AND STRATEGY

numbers.127 Some tourism product development isdesirable to continue to provide new reasons for repeat

Niue is a remote, geographically unique Pacific island

visits.

destination. Located about 3.5 hours flying northeast from Auckland, New Zealand, Niue is the world’s

Tourism in Niue currently enjoys strong leadership with alargest upraised coral atoll. As noted in Niue Experienceclear and sustainable vision of its future. It can be a role

Development Strategy “(…) with no river system emptying

model for other small island states. Niue has embraced

into the sea, the waters are pristine, unpolluted by waste.

its challenges, turning them into positives for specific

The clarity of the water is exceptional with visibility up to

target markets. Tourism Niue’s digital campaigns aim to

100 metres.”Niue has no continental shelf, therefore

cultivate the conversations in an organic and authentic

allowing visitors to enjoy views into deep ocean from themanner with promotion directed at the right people who

clifftops that surround the island – whales can sometimes

fit the niche audience being targeted.128

126

be viewed from the clifftops. Whilst beaches are few
and small, there are some notable snorkeling and diving

The Niue tourism dashboard (figure 5.1) shows the

spots.

destination has enjoyed good growth, and tourism has
become a vital part of the overall employment. Length

Niue is one of the world’s smallest countries with aof stay is below the Pacific average, which is possibly a

population of about 1,600 and has a Free-Association

feature of the limited flight schedules. Further activity

with New Zealand. Inbound tourism to Niue has more thandevelopment could help to encourage longer stays. As the

doubled over the last decade, from less than 5,000 visitors

world’s fourth smallest country, Niue has had to learn toper year to about 11,000 visitors per year. A significant

cope with a very limited labour force. Many Niuean’s haveconstraint to growth is labour, given the country’s tiny

multiple jobs. Succession for successful business owners

population. Therefore, Niue is committed to sustainable

can also be a challenge, which is discussed further intourism development, listing about 15,000 annual arrivals

section 5.3.4.

as its peak carrying capacity. The challenge for Niue isto grow the benefits from tourism whilst retaining its
small, authentic and attractive appeal. As a long-term
strategy, obtaining a higher yield from a smaller numberof visitors is more appropriate than chasing higher visitor
126 Tourism Resource Consultants (2015), Niue Experience Development Strategy, p. 6.
127 Tourism Resource Consultants (2015), p. 3.
128 Pacific Periscope (2017), ‘Niue Tourism Gets Makeover’.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

Figure 5.1: Niue tourism dashboard

Arrivals
10000
9500

Cruise arrivals+29%

Average length of stay – air, 2016

n.a.

14

9,922

10

9000

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days

12

11.4

8

8.5

8500
6
8000
7500
7000

4

7,707

2015

2
0

2017

Purpose of visit, 2018 (%)

n.a.

Tourism receipts, 2018 (% of GDP)n.a.

Pacific
islands

Niue

Tourism employment, 2018 (%)

32
Tourism
employment
68
Otheremployment

Source: Pacific Tourism Organization (2018), Annual Visitor Arrivals Report. Intra-year detailed statistics also available at this source.

Figure 5.2: Tourism SWOT – Niue

STRENGTHSWEAKNESSES▬ Remoteness and Dark Sky▬ Tiny population (limited labour)▬ Unique geology (no continental shelf)▬ Land tenure▬ Prosperous community (no poverty)▬ Committed airline▬ Commitment to sustainable tourism▬ Strong relationship with New Zealand

OPPORTUNITIESTHREATS▬ Larger aircraft▬ Population decline▬ World first Dark Sky Nation▬ Climate Change▬ Succession planning for operators▬ Development markets: Australia and China

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Table 5.1: Niue activity ranking
Rank

Water-based

Arts and culture

Land-based

Shopping

1

Beach/sea track

Hikulagi Park

Bars and cafes

Produce2

Swimming

Local market

Sightseeing

Crafts3

Snorkeling

Cultural show

Walking

Arts

4

Reef walking

Tahiono Gallery

CavingMusic

5

Whale and dolphin

Village show

Mini golf

6

Swimming with whales

Church service

Cycling7

FishingNiue Museum

Uga tours

8

Diving

Dance

Sport events

9

Kayaking

Carving

Other golf

10

Spear fishing

Garden tours

Source: New Zealand Tourism Research Institute (2018a), Niue Visitor Survey October 2017 – September 2018.

5.1.2 VISITOR PROFILES AND DESTINATIONPOSITIONING

Promotions have been partly successful in increasing
visitation during low season with pure leisure visitors
concentrated in the New Zealand winter months. MICENew Zealand was by far Niue’s largest market comprising

is a key strategy for improving seasonality, particularly

81% of total visitors in 2018. Australia followed at 10%.

targeting the February to April window. Events are alsoLong-haul markets such as Europe and North America

being promoted for tourism such as Dark Sky events.

comprised 2% each. China and Japan with each of 1%
share in 2018, are new markets.129

There are several licensed whale encounter operators
in

Niue

enjoying

strongdemand.

Niue

follows

Traditionally Niue’s product strengths have been diving

international whale watching guidelines and advocatesand fishing, but more recently expansion of soft adventure

for a sustainable approach with the Niue Ocean Wideactivities including snorkeling and cycling have helped(NOW) initiative. This initiative resulted in 40% of Niue’s

grow visitors.

Economic Exclusion Zone becoming a Marine Protected
Area.

Cycling is the main opportunity circumnavigating
approximately 65 km of the island. Due to the island’s roadconditions, mountain bikes are used and. E-bike rentals
are also established to further facilitate visitor access tothe many scenic sea-tracks and other natural and cultural
tourism resources.
129 Pacific Tourism Organization (2019c), Visitor Arrivals to Pacific Islands, Suva, p. 4.

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5.2
GOOD PRACTICE CASE LESSONS

5.2.1 TARGETED DIGITAL MARKETING,
COOK ISLANDS

Evidence-based decision-making identified a new target
segment for Cook Islands and enabled a targeted digitalmarketing campaign. The soft explorer audience targetedThis good practice case is selected from neighbouring

travellers who are experientially-led and like discovering

Cook Islands, for digital marketing lessons to build

the undiscovered. The soft explorer segment represents

demand for its unique offerings. Cook Islands Tourism

an opportunity to develop high-end tourism in some of

Corporation has heavily moved to a digital emphasis tothe less discovered islands in the group.130 This is aligned

build brand and increase visits from key New Zealand andwith a new intra-island jet air service and improved

Australian markets. Cook Islands Tourism Corporation

access. Niue can likewise analyse its increasing database

notes that the journey to a digital National Tourism

for identifying visitor preferences and new tourism

Organization requires the total commitment of the

product opportunities.

organization. Rather than having a specialized digitaldepartment, digital thinking is integrated into all work
streams across the organization.

Table 5.3:

Cook Islands activity ranking

Rank

Water-based

Arts and culture

Land-based

Shopping

1

Visiting beach

Local market

Bars and cafes

Coffee/cocoa

2

Swimming

Night show

Sightseeing

Local crafts

3

Snorkeling

EventsSelf-drive

Local arts

4

Lagoon cruise

Attend Church

Bus rideMusic

5

Kayaking

Cook Islands Home

Cultural events

Pearls6

Paddle boarding

Dance

Treks and trails

7

Fishing

Tumunu on Atiu

Cultural tour

8

DivingCycling9

Whale watching

Sporting event

10

Ocean cruise

4x4 adventure

Source: New Zealand Tourism Research Institute (2018b), The
Cook Islands Visitor Survey Results July-September 2018
130 Cameron N. (2017), Cook Island to Build Out Digital Marketing Strategy
after Programmatic Advertising Success, 21-08-2017, online available
at: www.cookislands.travel (20-01-2020).

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COUNTRY CHAPTERS

5.2.2 QUEENSLAND TOURISM TALENTFINDER, AUSTRALIA|

Vanuatu is the first Pacific nation to develop a national
plan charting its SDGs implementation. The NSDP,
the Governments’ primary tool on SDGs, outlines its

Maintaining adequate human resources for Niue’s tourism

implementation of the 2030 Agenda for Sustainableindustry is a challenge. As noted in Best Job in the World,

Development. SDG8 is mentioned in the plan with

Tourism and Events Queensland developed an innovativeits focus on the growth of tourism with a linkage tocampaign in 2009.

To raise awareness of their island

agrotourism. The plan further states an actionable

destinations in key global markets, the tourism body

priority in product development to improve and expand

developed a campaign which offered the chance to win

the range of sustainable tourism products and servicesa job as caretaker of Hamilton Island for a year. The low

through the country and in particular to strengthen local

budget campaign was an early adopter of the YouTube

production.132

131

environment and required applicants to submit theirresumes via publicly shared videos, creating social media

Thebuzz. Given Niue’s challenge in finding human resources

Memorandum

Vanuatu

Department

to grow its tourism, a similar concept could be adapted to

Sustainable Tourism Council (GSTC)133 for the support in

attract particularly diaspora living in New Zealand.

developing the VSTP, underlining Vanuatu’s aim to gainofof

Understanding

TourismwithsignedtheaGlobalGSTC recognition through the implementation of GSTC
criteria in Vanuatu’s Tourism Permits and Accreditation

5.2.3 SUSTAINABLE TOURISM POLICY,VANUATU

Programme. The move to a sustainable approach stems
from the Government’s tourism programme.134 Vanuatu
is also the first Pacific country to receive GSTC training

Vanuatu’s Government approach to tourism is rooted

infusing Vanuatu values and ensuring elements of social

in sustainable development similar to Niue. Vanuatu isand cultural sustainability are incorporated.

another destination in the region which has embarked on
a whole of government approach to sustainable tourism

Intentionally Vanuatu has initially developed local

development. Vanuatu initiated a 2016–2030 Nationalsustainability programmes, before externally seeking

Sustainable Development Plan (NSDP), cascading tointernational partners for final stages of implementation.

sectoral 2019–2030 Vanuatu Sustainable Tourism Policy

Vanuatu has generously shared their Sustainable Tourism(VSTP), thereafter Provincial Sustainable Tourism Plans.

Guidelines with Niue.

131 Tourism and Events Queensland (2009), ‘Best Job in the World’.
132 Vanuatu Department of Strategic Policy, Planning and Aid Coordination (2016), Vanuatu 2030 – The People´s Plan - National Sustainable Development
Plan 2016–2030.
133 An organization named “Partnership for Global Sustainable Tourism Criteria” was formed in 2007 as a coalition of 32 partners, initiated by the Rainforest
Alliance, the United Nations Environment Programme (UNEP), the United Nations Foundation (UN Foundation), and the World Tourism Organization(UNWTO). The purpose was to foster increased understanding of sustainable tourism practices and the adoption of universal sustainable tourism
principles. Through the development of a set of universal, globally accepted criteria the partnership took the first step toward standardizing a common
language for sustainable tourism. In 2009 the Sustainable Tourism Stewardship Council (STSC) was created to give form to regional certification networks.
Later in 2010 the Global Sustainable Tourism Council was merged from both organizations, “considering the broad overlap of goals. For detailed
information on GSTC, please consult: https://www.gstcouncil.org.
134 Global Sustainable Tourism Council (2018) ‘GSTC Visit to Vanuatu’.

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5.3
TOURISM PRODUCTDEVELOPMENT OPPORTUNITIESIN NIUE

5.3.1

AIR CAPACITY

5.3.2

EMERGING MARKETS

Tourism development needs to be undertaken in

Niue’s focus is on emerging markets, particularly China,

accordance with the three pillars of sustainability: social,

as a low season opportunity through the Chinese New

economic and environmental. As noted in section 5.1.1

Year. In harmony with Niue’s sustainable tourism strategy,

above, Niue estimates that its tourism carrying capacity

only modest numbers of intrepid Chinese travellers

allows for about 50% more growth in annual visitors. Niue

are targeted via existing air links. Niue would benefit

is connected with Auckland by a twice-weekly air service,from specific research on how to target high value nicheand there is an opportunity to increase air capacity tomarkets in China for a comparative advantage. Such

Niue during peak season to cater for growing demand.

research would incorporate first analysing specificThis increase might best be achieved through a larger

visitor profiles to identify the one(s) fitting within Niue’s

aircraft on the route, which would also allow more freight,

sustainable tourism strategy, then increasing contacts

helpful in providing supplies to the accommodation

to specialist travel agents, targeting travel fairs andsector. Greater freight capacity could also allow more

specialized media. Another approach could be promoting

bicycle lift for visitors, removing a constraint to cycling

Niue as a stopover destination for New Zealand’s Chinese

events on Niue, although admittedly these would best be

source market, targeting specifically the high value niche

held outside peak season. Allowing total visitor growth

Chinese clientele

via a larger aircraft, rather than more flights, would lower
carbon miles per visitor and maintain the current lengthof stay patterns around which the island’s scarce tourism
human resources are carefully organized.135

135 For further reading on CO2 emissions, please consult:
World Tourism Organization and International Transport Forum (2019c), Transport-related CO2 Emissions of the Tourism Sector – Modelling Results,
UNWTO, Madrid, DOI: https://doi.org/10.18111/9789284416660.

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COUNTRY CHAPTERS

5.3.3

DARK SKY NATION|

5.3.4 SUCCESSION AND INBOUND
OPERATORS

Niue is the world’s first certified Dark Sky Nation andfour Dark Sky tour operators are being established

Niue has one inbound tourism operator with limitedwith training and other assistance from Tourism Niue.

capacity, thus Tourism Niue has to fill this gap. There is

Niue’s current low development ensures minimum

an opportunity to facilitate development of particularly

light pollution for Dark Sky operations that could be

emerging markets through developing the capacity ofadditionally protected in the long-term by introducing a

private sector inbound operators.

“lighting ordinance”. This has been successful for example
at Mountain John, Tekapo, New Zealand, maintaining a

Niue has a small but informative museum, which could

suitable Dark Sky environment.

Also, given that New

be added to existing island tours; the New Zealand

Zealand is Niue’s largest visitor market, there could bemarket shows a growing interest in the Pacific islands

a medium-term opportunity to explore a ‘Sister Dark

contribution to World War I, as a foundation stone of theirSky’ relationship with the operation in Tekapo, possibly

own heritage.

136

including cross-marketing.
Misa’s Nature Tour performed by the proprietors is
Another medium-term enhancement could be attracting

a mainstay for visitors to Niue that shares the guides

astrological research (and tourism) to Niue which could

extensive knowledge of the local ecosystems andadd valuable insights to interpretation provided totransmits peoples’ relationship with nature throughparticipants in Dark Sky tours, as well as facilities such asa guided hands-on forest walk experience for small

telescopes for science interested visitors (researchers,groups. In additions, the tour teaches visitors traditional

students and amateurs) who may travel outsidesurvival skills in Niue’s forests, as well as the remotetraditional tourism peaks.

island’s unique natural resources and their significance totraditional economy.137 However, a succession strategy isneeded so that the extensive knowledge can be retained.

136 Austin, M. and Hearnshaw, J. (2010), ‘Case Study 16.1: Lake Tekapo – Aoraki – Mt Cook Starlight Reserve, New Zealand’, p. 248.
137 Niue Chamber of Commerce (2020), ‘Misa’s Nature Tour’.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

#06
PAPUA NEW GUINEACOUNTRY CHAPTERS

Summary

SDG 8: Decent work and economic

Papua New Guinea has the largest population of thegrowthPacific islands with tourism becoming an important

Target 8.9: promoting policies oncontributor to its economy. This chapter examines how

productive activities and sustainable

Papua New Guinea can grow a sustainable tourism

tourism.

industry,

focussing

on

niche

adventure|

tourism,https://www.e-unwto.org/doi/book/10.18111/9789284419852 - Wednesday, November 08, 2023 5:11:36 PM - IP Address:210.136.42.252

significant investment opportunities, cultural heritage,
visitor experiences, stakeholder partnerships and wide

SDG 9: Industry, innovation andcommunity benefits.

infrastructure
Target 9.1: developing regional

Key words

infrastructure.

▬

Tourism hubs

Target 9c: increasing access to Internet.

▬

Domestic tourism▬

Birdwatching▬

Cultural tourism

SDG 10: Reduced inequalities▬

Soft adventure

Target 10.7: empowering and promoting▬

Meetings, congresses, conventions and incentives

inclusion(MCCI) tourism▬

Expedition cruising▬

Trekking
SDG 12: Responsible consumption andKey messages

production▬

Domestic tourism is the most accessible target

Target 12B: developing tools to monitor

market for local communities.

impacts for sustainable tourism.

▬

Communities need assistance in developing cultural
tourism packages for visitors.

▬▬

Training is required to strengthen human resources

SDG 14: Life below waterfor new soft adventure tours.

Target 14.7: increasing economic

There is a surge in Pacific destinations developing

benefits from sustainable use of marine

soft adventure tourism, however differentiation

resources.

through specializing in areas of soft adventure where
there is destination comparative advantage will be
helpful.

SDG 15: Life on land

Target 15.6: promoting fair andequitable sharing of benefits fromSDG TABLE – PAPUA NEW GUINE A

utilization of resources from access.
Target 15a: mobilizing resources to

SDG 2: Zero hunger
Target 2.3: increasing agricultural
productivity, opportunities for value
add and incomes of small-scale foodproducers.

SDG 4: Quality education
Target 4.4: increasing number of youth
and adults with relevant skills.
Target 4.7: ensuring learning onsustainable development.

finance forest management.

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6.1
SITUATION ANALYSIS

6.1.1

TOURISM STATUS AND STRATEGYPort Moresby, the capital, enjoyed a surge in international
standard hotel room supply in recent years, from around

The vision of Papua New Guinea tourism is to grow a

600 rooms a few years ago to 2,590 rooms by 2018.141

sustainable industry, focussing on niche adventure

Events such as the co-hosting of the Rugby League

tourism, significant investment opportunities, cultural

World Cup in 2017 with Australia, and the Asia Pacificheritage, visitor experiences, stakeholder partnerships

Economic Cooperation (APEC) cluster of meetings inand wide community benefits138. Papua New Guinea has

2018 were catalysts for this rapid expansion. With thesethe most diverse visitor experience of any Pacific island

events concluded, efforts are being made to generate

nation with world class diving, surfing, rich cultural

demand, including Papua New Guinea Tourism Promotion

experiences, major walking tracks, nature and adventure

Authority (PNGTPA) developing Terms of Reference for a

products as well as World War II historical sites139. Workprospectus to develop MCCI business for Port Moresby.

has commenced on a new National Tourism Plan.

Papua New Guinea has launched an effective marketing
campaign and raised its profile on social media. PNGTPAFor Papua New Guinea, the close relationship, thehas also improved data collection and analysis systems

short distance and the frequency of flights makes it aand established a national accommodation classification

convenient destination for Australians. Papua New Guinea

and accreditation system.142

tourism is reliant on the neighbouring Australian market,
which contributes the majority of total holidaymakers

The provinces of East New Britain and Milne Bay haveto the destination; market diversification would create

been nominated as tourism hubs of the country for priority

a more balanced portfolio.

Therefore, new products

tourism development. In 2017 the World Bank approved

are necessary to increase Papua New Guinea’s appeal

USD 20 million intended to pilot in the two provinces an

to high-yielding niche sectors, particularly in the large

integrated approach to tourism development, including

northern hemisphere markets.

the upgrading of local infrastructure, strengthening

140

capacity of the tourism workforce, and improving
Port

Moresby’slatesthigh-end

accommodation

the planning, product development and marketing

addition is the Loloata Private Island Resort, a private-with a focus on targeting support for community-led

public-partnershipmicroenterprises to create jobs, especially for women. 143

betweenLamanaandNational

Superannuation Fund of Papua New Guinea (NASFUND).
138 Papua New Guinea Tourism Promotion Authority (2007), Papua New Guinea Tourism Sector Review and Master Plan 2007 – 2017, p. 8.
139 Papua New Guinea Tourism Promotion Authority (2007), p. 26.
140 International Finance Corporation (2017) The Case for Change for Tourism in Papua New Guinea, Papua New Guinea Demand Assessment Highlights, p.
1.
141 Business Advantage PNG (2016), ‘Hotel investments transforming Port Moresby into regional conference venue’.
142 World Bank (2016), Pacific Possible, Tourism Pacific Possible Background Paper No, 4., p. 6.
143 World Bank (2017a), ‘$20 Million Boost for Sustainable Tourism in Papua New Guinea’.

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COUNTRY CHAPTERS

Figure 6.1: Papua New Guinea tourism dashboard

Arrivals (× 1,000)

Cruise arrivals (× 1,000)

200

180

190.5

-36%

Average length of stay – air, 2018

40

14

35

12

30

+149%

34.2

160

10

days

13.8

11.4

8
25
6

140
20
120

100

121.5

2015

2018

Purpose of visit, 2018 (%)
6VRF

5 Other

4

15
10

2

13.7

2015

2018

Tourism receipts, 2018 (% of GDP)0

Pacific
islands

Papua New
GuineaTourism employment, 2018 (%)
2
Tourism
employment

16
Tourism
receipts

17
Leisure72
Business

84
Other GDP

Source: Pacific Tourism Organization (2018), Annual Visitor Arrivals Report.
Intra-year detailed statistics also available at this source.

98
Other
employment

|

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Figure 6.2: Tourism SWOT – Papua New Guinea

STRENGTHSWEAKNESSES▬ Tourism resources including WW2 heritage (including
iconic Kokoda Trail), unique culture, bird watching anddiving▬ Under-developed tourism industry and infrastructure▬ Proximity to large, relatively untapped Australian visitor
markets▬ Rugged, isolated interior▬ Perceptions of security▬ Proximity to huge Australian cruise market

OPPORTUNITIESTHREATS▬ Tourism operation and guiding capacity building▬ Loss of air connectivity▬ Special interest markets beyond Australia▬ Environmental degradation▬ Events to capitalize on Moresby infrastructure▬ Developing soft adventure: trekking Mount Wilhelm andcycling▬ Milne Bay cruises, access from Australia to New East
Britain

Despite its array of tourism resource, leisure tourism is abecoming a relatively important contributor to Papua

minor contributor to visitor arrivals. Papua New Guinea’s

New Guinea’s overall economy.

tourism dashboard (figure 5.1) shows that visitors havedeclined in recent times, possibly due to the conclusion

Papua New Guinea tourism is aware that it needs toof some major events such as Rugby League World Cup

address visitor concerns about security. A number ofand APEC meetings, and also the 2017 elections. Papua

strategies are being deployed, including funding for

New Guinea tourism receipts also lagged considerably

tourism police. Development of the cruise sector fromcompared to other countries. There may be differing data

Australia to rural Papua New Guinea is helping build thecollection methods that undercount tourism receipts.

overall destination brand and reassure visitors about

Another factor was that large portion of arrivals are forsecurity in the destination.

employment purposes.

144

However, there is good growthin cruise visitors as the destination successfully attracts
more vessels from the large, neighbouring Australianmarket. Business travellers dominate, explaining thelonger than Pacific average length of stay. Tourism is
144 World Bank (2016), p. 2.

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Table 6.1: Papua New Guinea activity ranking

Rank

Australia

New Zealand

North America

EuropeUnited Kingdom

Asia

1

Local markets

Swimming

Local markets

Local markets

Local markets

Local markets

2

Village visits

Local markets

Sightseeing

Beach

Beach

Beach

3

Beach

Beach

Village visits

Sightseeing

Village visits

Sightseeing

4

Swimming

Sightseeing

Hiking andwalking

Swimming

Snorkeling

Nature Park

5World War II tours

Village visits

Local dance

Village visits

Swimming

Diving6

Sightseeing

Snorkeling

DivingSnorkeling

Birdwatching

Village visits

7

Hiking andwalking

Hiking andwalking

Beach

Local dance

Local dance

Swimming

8

Kokoda Trail

Local events

Snorkeling

Hiking andwalking

Hiking andwalking

Parks and Nature

9

Local dance

Diving

Birdwatching

Museums

Sightseeing

Museums

10

Snorkeling

Cultural tours

Cultural tours

Cultural tours

Parks and Nature

World War II tours

Source: International Finance Corporation (2018b), International Visitor Survey PNG January–June 2018, p. 10–22

6.1.2 VISITOR PROFILES AND DESTINATIONPOSITIONING

40,000 leisure visitors per year by 2028. These sectors
are cultural tourism (including World War II heritage),
soft adventure (kayaking, trekking, cycling, surfing) andAustralia was Papua New Guinea’s largest market

birdwatching.

comprising 46% of total visitors in 2018. Philippines andChina followed at 9% and 8% respectively. Long haul

Tourism in Papua New Guinea has its origins in diving, themarkets like Europe and North America comprised 4%

destination receiving about 5,000 divers annually mostly

and 6% respectively, and Japan 2%.

from Australia, Europe, Japan and the United States of145

America. However, table 8.1 below shows that diving
146

Papua New Guinea Demand Assessment Highlights

does not make the top 10 list of activities undertaken in

identifies three special interest sectors, in addition to

the destination by Australian and European visitors, but

Papua New Guinea’s current strength in diving, where

for New Zealanders it is number 9, for visitors from thethe destination has comparative advantage and there is

United States of America number 6, and for Asian visitors,

sufficient latent market demand to generate an additional

number 5.

145 SPTO (2019c), Visitor Arrivals to Pacific Islands, Suva, p. 4.
146 International Finance Corporation (2017), Papua New Guinea Demand Assessment Highlights, p. 2.

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6.2
GOOD PRACTICE CASE LESSONS

6.2.1 OKINAWA DOMESTIC TOURISM,
JAPAN

6.2.2 SOUTH ISLAND HIGH END TOURS,NEW ZEALAND

Papua New Guinea has the largest population of any

Much of Papua New Guinea is inland, remote, rugged

Pacific island country with significant opportunities interrain. Limited access hinders tourism development

domestic tourism. Okinawa, Japan, consists of morein many areas that have stunning natural and culturalthan 150 islands, of which 47 are inhabited. The Okinawa

resources, as helicopters are required to access them.

Government conducts sponsored island travel tours forThis could be an advantage. Helicopters are widely used

Okinawa citizens, all of which are community-basedin New Zealand’s South Island tourism, for example, toprogrammes.

Tours to various islands are packaged

overcome a similar challenge of lack of vehicular accessby local tour operators, and the government subsides

to many natural beauty spots. A number of profitable

60% of tour fees for selected participants. Itineraries

tourism-focussed helicopter companies have emerged

include activities and experiences of local island naturein this region to cater to this demand. Need to accessand culture combined with family lodge stays and dinnerby helicopter helps to keep the visitor mix in the low-gatherings with local people. At the end of each tour, avolume, high-yielding segment. This helps to minimize

meeting time for reviewing experiences is organized, andenvironmental impact and maximize yield per customer.

147

the participants are requested to contribute an evaluationof their experiences in a detailed ten-page questionnaire.
These comments and product reviews contribute to
the betterment of travel engagement between local
communities and visitors.

147 Shima Achi (2020), ‘About us’.

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6.3
TOURISM PRODUCTDEVELOPMENT OPPORTUNITIES

6.3.1

DOMESTIC TOURISM

of technology and communicating with remote areas
were too high to overcome. It would be worth revisiting

Domestic tourism is the most accessible target market forthis initiative with further advances in technology andlocal communities. Products tested in domestic tourism

communications.

could develop into authentic experiences for international

booking systems are already available and working withvisitors. In addition, increased domestic travel could

an existing system could be more cost-effective thanlessen impacts of international market seasonality on

trying to develop a new propriety system.

Somecommunity-based

tourism

local communities. Papua New Guinea could consider
implementing a domestic travel incentive scheme similar
to Okinawa’s model discussed in section 6.2.1. The

6.3.3

DIFFERENTIATING SOFT ADVENTURE

process of exploring diverse experiences and activities
in one’s own country generates countless opportunities

Papua New Guinea lacks sufficient soft adventure tourism

for mutual understanding and appreciation. It also helps

products.149 Training is required to strengthen human

locals understand the international visitors’ experience.

resources for new soft adventure tours. This can take theform of classroom training, which require collaboration
with the private sector. Business needs are changing

6.3.2

BOOKING CULTURAL FESTIVALS

constantly, therefore industry needs to identify skills
gaps and curriculum amended accordingly. A particular

Communities need assistance in developing cultural

focus on guide training in relevant areas of diving andtourism packages for visitors.148 Visitors from North

birdwatching would be beneficial.

American and European markets are inclined toparticipate in cultural tourism, visiting mid-year for theAlso, opportunities discussed in chapter 7 on Samoa for

festivals in Papua New Guinea. To facilitate the further

a formalized secondment programme allowing young

development of cultural tourism, a centralized booking

Papua New Guineans to work temporarily, preferablysystem for the major cultural festivals promoted by Papua

in niche activity tourism businesses in Pacific rim

New Guinea Tourism Promotion Authority would bedestinations like Australia, Malaysia or New Zealand,

helpful to enable visitors to connect with the tours they

could provide direct skills transfer and build thewould like to participate in. A prototype system for village

confidence of young participants to start tourism SMEs.

tours was previously trialed, but at that time challenges

Secondments to niche tourism business specializing

148 Ford, A. et al (2018b) Promoting Cultural Heritage for Sustainable Tourism Development: Madang, Papua New Guinea, p. 34.
149 International Finance Corporation (2017), The Case for Change for Tourism in Papua New Guinea, Papua New Guinea Demand Assessment Highlights, p. 2.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

in relevant soft adventure areas would be particularly

demand-driven pricing strategies which is dependent

instructive.

on what the customer is prepared to pay. As noted,
for example, in Economic Opportunities for Women

Most destinations across the Pacific are developing softin the Pacific,152 an ecolodge in Papua New Guinea isadventure tourism, so Papua New Guinea (and all othercharging about USD 60 per night, per couple for unique

Pacific island destinations) would do well to differentiate

birdwatching opportunities. Given that visitors haveby specializing in areas of soft adventure where it has

likely paid a substantial amount (often business class) on

comparative advantage. The model of cycling tours in New

airfares from United States of America or United Kingdom

Ireland province, combined with local accommodation on

to Papua New Guinea, it is likely they would be amiable

route could be expanded to other areas of the country.

to pay extra for the ecolodge experience, the prime

As noted in Niche Tourism Profiles for the South Pacific:

purpose of their visit. Extra revenue generated through“over the next 10 years, cycling tourism is expected todemand-based pricing strategies can boost viability ofincrease by 10% each year Leisure cyclists rather thanthe local business operation. There also are possibilities

the hardcore segment dominate the holiday sector.”150

to include funding for local village community projects

There is an opportunity to combine cultural heritage

such as schools and hospitals in leveraging such pricing

experiences into soft adventure tours.

strategies for community benefit. Structured pricing
must occur with site management plans as this will aid
in in mitigating local community disputes and disparities

6.3.4

BIRDWATCHING PRICING STRATEGIES

around pricing.

Research has shown that the average birder is 50 years
old, has a higher-than-average income and education,and is more likely to be female.

151

6.3.5

MEGA EVENTS

Most birdwatchers

are likely to be members of their local membership

Given the developing accommodation and infrastructureorganization, such as the Royal Society for the Protection

environment in Port Moresby discussed in section 6.1.1,

of Birds or the American Birding Association. 40% of

a concept similar to chapter 7 on Samoa for joint Pacificbirders are willing to travel to discover new birdwatchingbids to host future Mega events, in association with larger

opportunities. The United Kingdom is also a significant

Pacific rim partners such as Australia, would provide

birdwatching opportunity.

welcomed additional business to existing infrastructure,includingPort

Moresby’s

stadiums,

International

Some of Papua New Guinea’s ecotourism operators

Convention Centre and APEC Haus. Lessons learnt fromoperate a cost-plus pricing strategy, based on the types

co-hosting the Rugby League World Cup and APEC

of facilities offered. There is an opportunity to present

2018 include the importance of sufficient supporting

150 Pacific Tourism Organization (2012), Niche Tourism Profiles for the South Pacific, p. 16.
151 Pacific Tourism Organization (2012), p. 3.
152 International Finance Corporation (2016), Economic Opportunities for Women in the Pacific, p. 48.

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COUNTRY CHAPTERS

infrastructure such as roads to minimize congestion

Outlining

during mega events. There is sufficient lead time until

development, there is an additional opportunity toa future Mega event bid might be successful for thesegenerate market demand through cruise passengers

issues to be considered.

returning to book land holidays.

153

the

link

betweenproduct

and|marketThere is an opportunity to develop a MICE Prospectus forthe country. This prospectus could be done in consultation

6.3.7

AGROTOURISM

with the tourism industry and could include special
incentives or concessions. It could target government

Agriculture is one of Papua New Guinea’s important

departments and sporting bodies who attend regional

economic sectors, contributing around 22% to GDP

and international meetings and events to equip themand providing livelihoods for around 85% of the ruralwith relevant information material to bid for regional andpopulation.154 There is an opportunity for government

international events.

to play a role in developing a policy on agrotourism.
Linkages can potentially increase opportunities fordomestic agriculture growth, and also offer opportunities

6.3.6

CRUISE PRODUCT ITINERARIES

to develop visitor attractions and distinctive tourist
destination brands.

Due to its proximity to home ports of Brisbane andSydney, the collaboration between PNGTPA and P&O

Relevant tourism and agriculture government agencies

Australia has elevated the country’s reputation as ahave initiated policy-setting discussions. There is a

cruise destination in the Pacific. However, the country

prospect for phased policy actions building on existingis more suited to expedition cruising due to limited

work to propose a series of agrotourism and gastronomy

infrastructure

PNGTPA

tourism, national awareness campaign activities. The

developed promotional material and completed audits

drafting policy phase will then host regional meetings withon chosen expedition destinations and could consider

tourism and agriculture suppliers as well as organize local

programmes with communities to develop productindustry buyer (tourism and hospitality organizations)itineraries, whilst simultaneously marketing to expeditionand seller (agricultural producers) exchanges supported

ship itinerary planners, considering the long leadby the relevant Government departments. Outcomes fromtime a ship takes to sell itineraries. Additionally, thesemeetings and exchanges can further lead to the drafting

product itineraries can also be suitable for day tours

of a policy framework. The finalization of an agrotourism

with consideration similar to Vanuatu in section 11.3.4.

policy would incorporate training initiatives and study

andremotecommunities.

tours collaboration to implement a practical roadmap forthe policy.

153 See for additional reading: World Tourism Organization (2017), Maximizing the Benefits of Mega Events for Tourism Development – Cases from the
Olympics, FIFA World Cup and Expo, UNWTO, Madrid, DOI: https://doi.org/10.18111/9789284418923.
154 International Monetary Fund (2018), ‘Papua New Guinea’, p. 70

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

#07
SAMOA

COUNTRY CHAPTERS

Summary:

SDG 8: Decent work and economic

Tourism is a very important part of Samoa’s economy. This

growthchapter examines Samoa’s tourism sector, good practiceTarget 8.2: achieving higher levels ofcases and product development opportunities. There is

productivity through diversification.

opportunity for tourism activity development in Samoa,

Target 8.3–8.9: promoting policies onparticularly for soft adventure, cultural tours, historical

productive activities and sustainable

tours, and ecotourism.

tourism.

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Key words:▬

Tourism satellite account (TSA)

SDG 9: Industry, innovation and▬

Visiting friends and relatives (VFR)

infrastructure▬

Approved destination status

Target 9.1: developing regional▬

Small island developing states (SIDS)

infrastructure.

▬

Cultural tourism

Target 9a: facilitating sustainability indeveloping countries.

Key messages:▬

Target 9c: increasing access to Internet.

VFR makes up the highest proportion of total visitors,
because of Samoa’s large overseas diaspora,SDG 10: Reduced inequalities

particularly in New Zealand.
▬

Opportunity

to

implement

differential

pricing

strategies to improve tourism product financial

Target 10.2: empowering and promoting
inclusion.

sustainability.
▬

Events can be used to raise visitation, supporting
tourism▬▬

product

development,

andbuilding

destination profile.

SDG 11: Sustainable cities andHistorical tours may be developed to appeal tocommunities

visiting diaspora looking to reconnect with theirTarget 11.4: strengthening safeguardingroots.

of cultural and natural heritage.

Visitors to Samoa are looking for authentic
connection with local people and culture.

▬

Successful new tourism businesses are those

SDG 12: Responsible consumption andestablished by an entrepreneur with a passion for

production

storytelling and/or a unique experience to deliver.

Target 12.2: efficient use of natural
resources.
Target 12B: developing tools to monitor

SDG TABLE – SAMOA

impacts for sustainable tourism.

SDG 2: Zero hunger
Target 2.3: increasing agricultural

SDG 15: Life on land

productivity, opportunities for value

Target 15.5: reduce degradation of natural

add and incomes of small-scale food

habitats and loss of biodiversity andproducers.

threatened species.

SDG 4: Quality education
Target 4.4: increasing number of youth
and adults with relevant skills.
Target 4.7: ensuring learning onsustainable development.

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7.1
SITUATION ANALYSIS

7.1.1

TOURISM STATUS AND STRATEGY

The

New

Tourism

ZealandGrowthsupported

programme

Samoa

Partnership(STGP)

providesSamoa is currently establishing its first Tourism Satellite

significant assistance in improving the presentation andAccount (TSA) which will provide a much needed official

preservation of key natural and cultural sites to enable

and standardized measurement of the importance offurther development of soft adventure products andtourism to the country. Samoa has enjoyed a significant

linking of individual attractions along thematic lines. The

increase in hotel capacity in recent years, particularly inprogramme includes the development of hiking trails,

the 3-star category. Accommodation supply growth has

signage improvements and minor infrastructure upgrades

outstripped demand growth.

to sites on the two major islands of Savaii and Upolu.158

There is need for development of new activities to

Samoa’s tourism dashboard (figure 8.1) shows thebroaden the appeal of Samoa in key markets , withdestination has been enjoying steady growth in overall

research among the overseas trade and tourists

visitors, making tourism a very important part of Samoa’s

visiting [indicating] that the destination has limited

economy. In Samoa holiday visitors’ demand is primarily

attractions and activities compared to some otherfor beach and marine activities with a fale159 – a product

Pacific countries.156 Product development has to occurthat provides a unique experience. The cultural assets

concurrently with development of markets and demandof Samoa complement the beach product.160 Therefore,

growth to commercially support those new products. As

Samoa is very interested in attracting cruise visitors from

Samoa’s tourism offering is underpinned by a relatively

the large Australian market, but distance is a challenge.

fragile natural environment and strong local culture,

From Australia’s east coast vessels need to pass a lot ofa sustainable approach needs to be taken to productother competitive Pacific island destinations.

155

development.
Visiting friends and relatives makes up one of the highest
Whilst the development of a country-wide Site Accessproportions of total visitors in the Pacific because ofCard which includes pre-paid entry to attractions has

Samoa’s large overseas diaspora, particularly in New

previously been recommended;157 the current challenge

Zealand.

is to develop the sites.

155 Samoa Tourism Authority (2014), Samoa Tourism Sector Plan 2014–2019, p. iii.
156 Samoa Tourism Authority (2014), p. 35.
157 Samoa Tourism Authority (2014), p. 35.
158 Samoa Tourism Authority (2014), p. 36.
159 Samoan traditional hut.
160 World Bank (2016), Pacific Possible, Tourism Pacific Possible Background Paper No. 4, p. 12.

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COUNTRY CHAPTERS

Figure 7.1:

Samoa tourism dashboard

Arrivals (× 1,000)

Cruise arrivals (× 1,000)

200

20
18

180

160

18.9

16

+23%

-77%

14
12
10

14

167.6

Average length of stay – air, 2018

12

days
11.4

8

10
140

6

8

136.1

6

120

4

4

4.4

2
100

2015

0

2018

Purpose of visit, 2018 (%)

2015

2018

Tourism receipts, 2018 (% of GDP)

6 Business
15
Other

2
0

n.a.

Pacific
islands

Samoa

Tourism employment, 2018 (%)
13
Tourism
employment

30
Tourism
receipts
44
VRF

36
Leisure70
Other GDP

87
Other
employment

Source: Pacific Tourism Organization (2018), Annual Visitor Arrivals Report. Intra-year detailed statistics also available at this source.

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Figure 7.2:

Tourism SWOT – Samoa

STRENGTHSWEAKNESSES▬ Strong regional and internal cooperation▬ Limited sources of investment▬ Sector-wide approach to sustainable development
indicator implementation▬ Difficulty in obtaining private sector data to guide policy
making▬ Localization of SDGs so no-one is left behind▬ Distance from markets and small scale▬ Aligned with global dialogue on sustainable tourism
development▬ Labour turnover and emigration▬ Samoa diaspora▬ Disaster management and response strategies

OPPORTUNITIESTHREATS▬ Improve tourism business planning▬ Health challenges▬ Strengthen indigenous knowledge and principles within
local communities – maintain authenticity▬ Climate change impacts on business input pricing▬ Improve robustness of data for decision making▬ Low capacity for cyber security▬ Increasing profit leakage to foreign investors▬ Make more use of participatory development, e.g., church
leaders within communities▬ Tourism product development: soft adventure, cultural
tourism, ecotours

7.1.2 VISITOR PROFILES AND DESTINATIONPOSITIONING

New Zealand was Samoa’s largest market comprising 48%
of total visitors in 2018. New Zealand is home to Samoa’s
extensive diaspora, so a significant number of these tourists
visit friends and relatives. This diaspora could play a leadrole in visitor recovery following Samoa’s challenges in late
2019.161 In 2018, Australia followed New Zealand at 22% of
total visitors, and other Pacific islands at 13%. Long-haulmarkets such as Europe and North America comprise 3% and
8% respectively. China (1%) and Japan are new markets162
presenting growth opportunities from their small bases.
Following the 2019 Rugby World Cup in Japan, rugby tourism
has good growth prospects as discussed further in section
8.3.1 below.
161 Pacific Tourism Organization (2019b), ‘Travellers welcomed to holiday
and visit as businesses continue to open in safe and beautiful Samoa’.
162 Pacific Tourism Organization (2019c), Visitor Arrivals to Pacific Islands,
p. 4.

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Table 7.1:

Samoa target segments

Source market

Mainstream segment

Opportunity segments

New Zealand

Couples
Honeymooners
Families

Family and group travel
Chill out crowd (fales)
Soft adventure

Australia

Couples
Honeymooners
Families

Family and group travel
Discover Samoa (touring)
Barefoot luxury

American Samoa

Families

Hop on over (short breaks)
Transit visitors

North America

Soft adventure
Barefoot luxury

United Kingdom and Europe

Young adventurers
Barefoot luxury

Asia

Fiji plus one (dual destination)
Unique experiences

Source: Samoa Tourism Authority (2014), Samoa Tourism Sector Plan 2014–2019, p. 24.

Table 7.2:

Samoa activity ranking

Rank

Water-based activities

Arts and culture

Land-based activities

Shopping

1

Visiting beach

Local market

Bars and cafes

Clothing

2

Swimming

Village visit

Sightseeing

Produce3

SnorkelingNight show

Cultural tours

Crafts4

Kayaking

EventsSpa/beauty

Music

5

Swim with turtles

Dance

HikingArts

6

Paddle boarding

Cultural festivals

Animal sanctuary

7

DivingAttend church

Birdwatching

8

Fishing

Umu

Cycling9

Whale watching

Museum visits

Golf

10

Water skiing

Source: New Zealand Tourism Research Institute (2019), Samoa International Visitor Survey January ‒ December 2018. p. 22

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7.2
GOOD PRACTICE CASE LESSONS

7.2.1 QUEENSTOWN DIFFERENTIAL PRICINGSTRATEGIES, NEW ZEALAND

Scientific and Cultural Organization (UNESCO) on a

Samoa has an opportunity to implement differential

Following this successful nomination into the UNESCO

pricing strategies to improve the financial sustainability

World Heritage Listing in 2013, Fiji built capacity to

of tourism product. Some local activities are currently

develop Management Plans and legislation at a local level.

very reasonably priced to enable Samoans to participate.

Another aspect of this good practice was the commitment

In Queenstown, different length jet boat tours operate,of the central Government to Levuka through its annual

priced to appeal respectively to different markets.

budgetary provisions. Additionally, they established

Higher priced products provide extra value (but notadvisory committees to enable the management ofnecessarily at much extra cost). This can be positive

Levuka at national level through to community level,for both the activity operator and visitors. In Samoa’s

providing a platform for the local people to be involved incase, higher activity prices for international visitors

the management of the World Heritage Site.

successful application for World Heritage status.

could be justified by simple value-adds such as a freecoconut drink or a locally woven fan given to customers.

Notably, Fiji is drafting its legislation specific to theIncreasing activity revenues through more sophisticatedprotection of the World Heritage Site and other places

market-based pricing strategies can improve an activity’sthat have the potential to be nominated as World

commercial sustainability, and provide a valuable source

Heritage Site. Although the Fiji Heritage Decree still hasof reinvestment into tourism infrastructure and local

to be passed by the Parliament, it has provided the legal

communities.

mechanism for the protection of the outstanding universal
values of the proposed sites. The draft decree also poses
penalties on actions that may affect the value of the site.

7.2.2

LEVUKA WORLD HERITAGE, FIJI

Fiji also reviewed the Levuka Town Planning Scheme in2016 to incorporate heritage provisions from the Levuka

Samoa can benefit from classical colonial architectureManagement Plan. This has paved the way for the town

preserved for tourism use. Levuka, on the island ofmanagement to address development and conservation.

Ovalau, was the first colonial capital of Fiji in the late 19th

Other towns in Fiji are now revising their town planningcentury. In 1987 the Fiji Government designated Levuka’s

schemes to include heritage conservation.

historic buildings as a National Heritage Town and Fiji’sFirst Historic Town.163 Recognizing the lack in local

There have been a number of learnings from Fiji’s first

financial resources to restore Levuka, the Fiji Museum

World Heritage nomination that can be applicable tosubsequently liaised with the United Nations Educational

other Pacific islands who are seeking World Heritage Site

163 Harrison, D. (2004): Levuka, Fiji: Contested Heritage, Current Issues in Tourism, volume 7(4-5), p. 353.

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COUNTRY CHAPTERS|

status, as well as providing improved frameworks for

The Setouchi Arts Festival also plays an important role

those with current listings.

in brand building for the region, running across twelve
islands including Naoshima which has established a
global reputation as an ‘Art Island’. Similarly, Samoa

7.2.3 SETOUCHI INTERNATIONAL ARTSFESTIVAL, JAPANand the Pacific islands in general could work together toattract more events which help build their brand, as noted
in section 8.3.4 below.

Events can be used to raise visitor numbers, support
tourism product development and build a destination
profile. An example where this has been done
successfully is the Setouchi International Arts Festival

7.2.4 PRODUCT AND BRAND
DIFFERENTIATION, HAWAIIin Japan, that reflects each communities’ local customs,
arts, crafts and traditional occupations, folklore, festivals

Destinations can benefit from clearer product and brandand architectural heritages that have been passed down

differentiation, increasing reasons for more visits.

for generations.

The triennial festival was first held in

Hawaii provides a good example of how to differentiate2010 with the purpose to build on work of the Benesse

Pacific islands based on their characteristics and tourism

Corporation to establish a reputation for art in the region.

strengths.167 For example, Kauai is pitched as the ‘Garden

The Setouchi (Inland Sea) region consists of many small

Isle’, reflecting its geological age and weathering,islands between the main Japan islands of Honshu to theallowing growth of lush rainforests. Oahu is positioned

north and Shikoku to the south. These islands had been

as ‘The Heart of Hawaii’, acknowledging its iconic surf

suffering from declining and aging populations; hence, abeaches and largest population within the island group.

key objective of the festival is to revitalize the area andMaui is positioned as ‘The Most Famous Island’, due toreverse the negative demographic trends.

Many local

its reputation for soft adventure activities. While thispeople are actively involved in making the event a successcampaign was applied within the single islands group of

by helping with the production of artwork, manning

Hawaii, Samoa could consider product development thatreception desks, offering food and hospitality that reflectis aligned with its specific comparative advantages versus

local customs, and greeting and sending off visitors at theother Pacific island destinations, providing stronger

ports.

motivation for visitors.

164

166

165

164 Art Setouchi (2019), ‘About Art Setouchi’,
165 Japan Guide (2019), ‘Setouchi Triennale, Contemporary art festival spanning multiple Islands’
166 Setouchi Triennale Executive Committee (2016), Setouchi Trienniale 2016 General Report, p. 3.
167 Ubay, J., (2015), ‘Hawaii’s 2015 Tourism Campaign to Leverage Visitors’ Social Media Content’, Pacific Business News

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7.3
TOURISM PRODUCTDEVELOPMENT OPPORTUNITIES

7.3.1

HISTORICAL TOURS

well as marketing and administering booking systems fortours. Therefore, establishing a countrywide centralized

Samoa’s German heritage and the World War I history isbooking system could help coordinating potential visitors

a particular draw card for both German and New Zealandwith village offerings. This is a business opportunity forvisitors with the Museum of Samoa as a visiting spot

private operators, that could be coordinated by one offor this narrative. However, interpretation resources at

the relevant Government agencies (DMOs and/or NTOs).

historical sites around Samoa and guide training are

Destinations like New Zealand169 have already developed

necessary to develop the full potential of this activity.

community-based tourism booking systems; a simple and

A Samoan history guide training module could becost-effective approach would be to replicate this existingdeveloped in partnership with Small Business Hub orsystem across the Pacific islands. Similarly, SPTO piloted

Australia Pacific Training Coalition. Additionally, thean e-marketing capacity-building project in Fiji, Kiribati

development of augmented reality resources to assist

and Tonga where websites were developed for small andon-site interpretation and guides could be considered.

medium-sized enterprises (SME), inclusive of a booking
management system. To ensure communities’ ownership

The Museum of Samoa could be an interactive hub forand management of the tourism products, the systems

self-guided tours of Samoa’s historical sites providing

should stay within the communities.170

a chronological overview of the country’s history andidentifying attraction sites while at the same time offering
more direct experiences for visitors.168 Samoa’s ancient

7.3.3

FOSTERING PRODUCT CHAMPIONS

history is also a tour development opportunity. Historical
tours could be developed to appeal to visiting diaspora

The most successful tourism businesses are thoselooking to reconnect with their roots.

focussed on story telling offering unique experiences.
Given Samoa’s close relationship with New Zealand,
staff secondments or internships with New Zealand7.3.2 CENTRALIZED BOOKING OFCOMMUNITY-BASED TOURISM

tourism product companies could help transferringand exchanging skills and give Samoan entrepreneurs
more confidence while considering setting up tourism

Visitors to Samoa are looking for authentic connection

SMEs. New Zealand tourism businesses, particularly

with local people and culture. Therefore, community-

those that already demonstrated how Polynesian values

based tours, including village visits, are a productcan be applied in tourism development, would be ideal

development opportunity. However, villages need tosecondment

focus their scarce resources on delivering experiences, as

employer contribution to the design and development

programme

partners.

However,local

168 Ford, A. et al. (2018a), ‘Promoting Cultural Heritage for Sustainable Tourism Development’. New Zealand Institute for Pacific Research, Samoa, pp. 23-26.
169 Stay Native (2020), ‘About Stay Native’
170 Suggested further reading on community-based tourism: World Tourism Organization (2020a), AlUla Framework for Inclusive Community Development
through Tourism, UNWTO, Madrid, DOI: https://doi.org/10.18111/9789284422159.

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COUNTRY CHAPTERS|of any such secondment scheme would be vital, as

was one of the twelve tournament venues in 2019, but theemployers would not want to see a permanent loss of

only one to receive a new stadium for the event. Kamaishi

human resources offshore.

suffered significant damage and loss of life in the 2011
tsunami. Hosting the 2019 international rugby event gavea boost to local morale and helped promote the area’s

7.3.4

EVENTS

unique story to potential future visitors from around theworld.176 Samoa (as well as Fiji and Tonga) could also

Samoa hosted the 2019 Pacific Games and its event

develop more rugby tourism from Japan, such as training

infrastructure continues to improve through suchcamps, school team visits and games on the back of theinitiatives. The success of the 2019 Rugby World Cup

2019 boom in rugby interest.

171

in Japan has likely increased the chances of smaller
Pacific nations being able to co-host such an eventby cooperating and partnering with larger Pacific rim
destinations such as Australia or New Zealand. Popularity

7.3.5 ECOTOURISM AND AVIANCONSERVATION

of rugby in Fiji, Samoa, Tonga and other Pacific islands
is an opportunity for consideration, building on these

The Governments of Samoa and New Zealand havedestination’s branding. The build-up to the Japan event

collaborated in a campaign to save the Manumea, a

included for example a ten-minute segment on rugby

Samoan national icon on the red listed endangeredin Samoa at prime time on Japan’s national television

species with less than 200 individuals surviving.177 Given

broadcaster172. An estimated 60 million Japanese people

this heightened publicity to save the Manumea in Samoa’s

watched their team’s games on television.173

largest visitor market, there could be an opportunity
to create an ecotour with a Manumea encounter, in

Hosting the world’s top rugby event has the benefit notunison with conservation efforts. The experience of New

only of boosting visitors over a six-week period (New

Zealand’s Department of Conservation in linking its own

Zealand welcomed 133,000 international visitors for its

work in avian conservation with ecotourism could beevent in 2011,

Japan targeted 400,000 international

informative.8.3.3

rugby visitors in 2019 ), but also creating a legacy

heritage | 105

174

175

Ecotourism to support worldin terms of brand building resulting from exposure byvisiting media. Kamaishi in northern Japan, for example,
171 Ōtomo, N. (2019), ‘Legacy of the 2019 Rugby World Cup: Inspiration from Kamaishi’
172 NHK, screened September 25 2019.
173 Keith, F. (2019), ‘Why the Legacy of Japan’s tournament Will live on’, City A.M.
174 New Zealand Ministry of Business Innovation and Employment (2012), The Stadium of Four Million, Rugby World Cup 2011, The New Zealand Experience,p.1.
175 World Rugby (2019), ‘Rugby World Cup 2019 on Track to Deliver a Game-Changing Tournament’.
176 Ōtomo, N. (2019), ‘Legacy of the 2019 Rugby World Cup: Inspiration from Kamaishi’.
177 Radio New Zealand (2019a), ‘New Zealand Joins Samoa Campaign to Save Manumea National Bird’.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

7.3.6

AGROTOURISM

Samoa Tourism Authority is working with private sector

7.3.7 SUSTAINABLE MARKET
DEVELOPMENT TO SUPPORT PRODUCTDEVELOPMENTand civil communities such as Women in Business
Development Inc. to encourage development of farm-

To support commercially sustainable development of

to-table programmes. Work has been initiated on a

new tourism products it will be helpful to concurrently

Farm to Table Program while a government-initiatedincrease demand. New markets are an opportunity to doagrotourism project is currently underway in Atele. Thereso.

is room to utilize existing gardens, farms and eateries toforge alliances with farmers and the hospitality sector
for a buyer and seller exchange. The further building ofrelationships will allow for discussions on consistent

Figure 7.3:
Sustainable market development to support product development

product quality, strong ties with clients, keeping up withmarket trends and effective supply chain management.
Additionally, agrotourism products could be extended bydiversifying tourist offerings such as local food festivals,

Destinations note the need to increase demand tosupport new product development

farm-based activities and community initiatives, such

Product development

as village fairs focussed on local products. This willaide in increasing sales of locally produced goods to thetourist market and supply chain and thereby reducing
food imports for the hospitality sector, fostering local
communities and their well-being. Furthermore, it canincrease small-scale production of value-added products
such as gastronomy tourism and arts and crafts.
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COUNTRY CHAPTERS

Despite Samoa gaining Approved Destination Status178
with China, the Chinese outbound market to Samoa has|

7.3.8 CULTURAL PRODUCT AND BRAND
AWARENESSdeveloped slowly. High yielding niche special interest
markets in China have grown rapidly from a small

Whether the concept of Polynesia is well understood by thebase.

These include, for example, diving, fishing,

Australian market is a question worthy of consideration.

surfing, sailing and birdwatching. In the first instanceAustralian’s main contact and experience with the Pacificintelligence is required on Chinese special interest travelis via neighbouring Melanesian destinations. Polynesian

agents and how to contact them – special interest media,

destinations may want to consider a collective effort toassociations, travel shows and events. An SPTO researchincrease the understanding of Polynesia itself in Australia

series compiled global special interest markets,

butfrom which to further build awareness of individual

it largely ignored the fledgling Chinese special interest

destinations within the sub-region. Hawaii’s being a statemarkets that were not sufficiently developed at that time.

in the United States of America has a more prominent

179

180

promotional profile in Australia could be harnessed as aHigh yielding independently travelling Chinese tourists,further opportunity to build awareness and understanding

accessing Samoa via existing hubs in Australia, Fiji andof Polynesia. Nearly half of Australian visitors to Hawaii

New Zealand, could provide a valuable supplement

repeat visits, making it an attractive market withto the increased demand that needs to support new

potential for the North Pacific Polynesian destination.181

product development. This could help Samoa to expand

Cultural products could play a key role in further raising

its markets in accordance with the three pillars ofawareness of Polynesia in Australia. For example, inviting

sustainability: social, economic and environmental.

Australian tourism journalists and bloggers to participate
in community-based tours and village visits (see section
8.3.2) can foster more engagement via these influencers
with authentic Polynesian culture and stories.

178 Saipan Tribune (2006) ‘FSM, PNG, Samoa now on China’s ADS list’179 Hurun (2018), The Chinese Luxury Traveller 2018.
180 Pacific Tourism Organization (2013a), Niche Tourism Profiles for the South Pacific.
181 Travel Weekly (2018), ‘Hawaii proves popular hotspot for Aussie tourists’.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

#08
SOLOMON ISLANDSCOUNTRY CHAPTERS

Summary:

Key messages:

This chapter considers the efforts of sustainable tourism

▬

high

industry and infrastructure are relatively underdeveloped

market appeal.
▬

Solomon Islands’ economy.
Key words:▬

priority initiatives with good access andTarget more general soft-adventure seeking tourists
from nearby Australia.

▬
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Tourism product development needs to focus on

product development in Solomon Islands. The tourism
as tourism is a moderately new and growing part of|Pension funds are a potential seed of investment
funding, especially for new accommodation.

Solomon Islands National Tourism Development▬

Strategy

Gradual, careful approach to business expansion
should always prioritize conservation over profit.

▬

World War II history▬

Diving▬Tourism demand needs to be increased, in order tosupport any new and existing product development.

SDG TABLE – SOLOMON ISL ANDS
SDG 8: Decent work and economic

SDG 12: Responsible consumption andgrowthproduction

Target 8.2: achieving higher levels ofTarget 12.2: efficient use of natural

productivity through diversification.

resources.

Target 8.3–8.9: promoting policies on

Target 12B: developing tools to monitor

productive activities and sustainable

impacts for sustainable tourism.

tourism.
SDG 9: Industry, innovation and

SDG 15: Life on land

infrastructure

Target 15.2: promoting sustainable

Target 9a: facilitating sustainability inmanagement of forests.

developing countries.

Target 15.8: introducing measures toreduce invasive species.
Target 15a: mobilizing resources to

SDG 10: Reduced inequalities

finance forest management.

Target 10.2: empowering and promoting
inclusion.

SDG 17: Partnership for the goals
Target 18.5: implementing promotion
regimes for least developed countries
SDG 11: Sustainable cities andcommunities
Target 11.4: strengthening safeguardingof cultural and natural heritage.

97

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8.1
SITUATION ANALYSIS

8.1.1

TOURISM STATUS AND STRATEGY

Solomon Islands’ tourism dashboard (figure 9.1) shows
the destination is enjoying steady growth in both total andSolomon Islands’ tourism is in its infancy, welcomed

cruise visitors. Average visitor stays in Solomon Islands’

27,866 international visitors in 2018,

many of which aresignificantly exceed the Pacific islands’ average because

government, international agency, or business travellers.

of the large proportion of business, governmental andSolomon Islands’ visitor industry receipts were estimateddevelopment agency visitors. Tourism currently makes a

at USD 80,51 million in 2018

– only a small fraction

smaller proportional contribution to Solomon Islands’ overallof the revenue ,with logging being the major foreign

economy than in many other Pacific islands, because of theexchange earner. There is a need to diversify Solomoncountry’s dependence on logging.

183

182

Islands’ economic base to include a larger proportion ofindustries with sustainable development potential, such

Tourism is a relatively new and growing part ofas tourism.

Solomon Islands’ economy, so the tourism industry
and infrastructure are still relatively undeveloped.

Solomon Islands’ National Tourism Development Strategy

Opportunities to promote tourism sector development are

2015–2019

discussed in section 9.3 below.

184

notes that any tourism product development

needs to focus on high priority initiatives with good accessand market appeal.
182 Pacific Tourism Organization (2018), Annual Visitor Arrivals Report, Appendix p. 1.
183 Pacific Tourism Organization (2018), p. 13.
184 TRIP Consultants (2015), Solomon Islands National Tourism Development Strategy 2015–2019, SPTO Suva, pp. 6, 31.

COUNTRY CHAPTERS

Figure 8.1: Solomon Islands’ tourism dashboard

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Arrivals (× 1,000)

Cruise arrivals (× 1,000)

30

5.0

28

4.8

+29%

27.9

26

4.6

24

4.4

22

4.2

+15%

5.0

Average length of stay – air, 2016
16
14

days

15.0

12

11.4

10
8
6

4.3

4
2

21.6
20

2015

4.0

2018

Purpose of visit, 2018 (%)
15
VRF

2015

2018

Tourism receipts, 2018 (% of GDP)

32
Leisure0

Pacific
islands

SolomonIslands

Tourism employment, 2018 (%)

8Tourism
receipts

11
Tourism
employment

25.5
Business
27.5
Other

92
Other GDP

89
Other
employment

Source: Pacific Tourism Organization (2018), Annual Visitor Arrivals Report. Intra-year detailed statistics also available at this source.

Figure 8.2:

Tourism SWOT – Solomon Islands

STRENGTHSWEAKNESSES▬ Tourism resources including WW2 heritage, uniqueculture, East Rennell World Heritage Area, diving▬ Under-developed tourism industry and infrastructure▬ Proximity to large, relatively untapped Queensland andnorthern NSW visitor markets▬ Proximity to huge Australian cruise market

OPPORTUNITIESTHREATS▬ Accommodation development at Munda hub▬ Loss of air connectivity▬ Tourism operation and guiding capacity building▬ Environmental degradation▬ Iconic WW2 Maruyama Trail development▬ Climate change▬ Ecotourism development in East Rennell WHA▬ Building special interest markets beyond Australia|99https://www.e-unwto.org/doi/book/10.18111/9789284419852 - Wednesday, November 08, 2023 5:11:36 PM - IP Address:210.136.42.252

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

8.1.2 VISITOR PROFILES AND DESTINATIONPOSITIONING

target general soft-adventure seeking leisure visitorsfrom nearby Australia. Strategies include the new Munda
hub in the Western Province, close to pristine natural

Australia

dominated

SolomonIslands’

arrivals,marine tourism resources. Munda Airport has been

comprising 37% of total visitors in 2018. Other Pacificupgraded to international standards with support fromislands followed at 23%, and other Asian countries at

New Zealand, and in 2019 Solomon Airlines inaugurated

11%. Long-haul markets such as Europe and Northa weekly direct flight to Munda from Brisbane. Tourism

America comprise 4% and 7% respectively. China (5%)

Solomons is hopeful this service will act as a catalyst

and Japan (3%) are development markets.

for increased confidence in the Western Province’s

185

tourism future, attracting major investment in much
Solomon Islands’ has been viewed as a specialist

neededdestination for adventurous travellers, particularly

Also, in 2019 Tourism Solomons and partners launcheddivers and World War II history seekers. As noted in thea new promotional campaign which included its first

South Pacific Dive Market Study,

divers are generally

ever television advertising in the Australian market,188

aged above 29 years, predominantly male, single, travel

targeting adventure seekers from southern Queensland

regularly and have considerable disposable income.

and northern New South Wales.

186

infrastructure,

particularly

accommodation.

About 2,000 divers are estimated to visit Solomon Islands’
each year, mainly from Australia and the United States ofSolomon Islands’ cruise market is gradually expanding,America.187

led by P&O Cruises from the neighbouring Australianmarket. Most cruises visit the capital of Honiara, althoughSurfing, fishing and birdwatching are also niche

Gizo in the Western Province is also a cruise destination.

opportunities. Asian visitors are often considered by

Cruise visitors take shore excursions predominantly war

destinations to be primarily interested in shopping. But

tours.

table 9.1 shows that Asian visitors only rank interest in
shopping in the 6th position (equal with New Zealand)
amongst all of Solomon Islands’ markets.
Solomon Islands is embarking on the next step in its
tourism life cycle, graduating from a specialist destination
focussing on divers and World War II history seekers, to

185 Pacific Tourism Organization (2019c), Visitor Arrivals to Pacific Islands, Suva, p. 4.
186 Pacific Tourism Organization (2014), South Pacific Dive Market Study, SPTO Suva, p. 21.
187 TRIP Consultants (2015), Solomon Islands National Tourism Development Strategy 2015-2019, p. 9.
188 Pacific Tourism Organization (2019a), ‘Tourism Solomons/Solomon Airlines launch first-ever AU TV campaign’.

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COUNTRY CHAPTERS

Table 8.1: Solomon Islands activity ranking

Rank

Australia

New Zealand

North America

EuropeUnited Kingdom

Asia

1

Sightseeing /cultural tours

No activity

Sightseeing /cultural tours /shopping

Sightseeing /cultural tours

Swimming /snorkelling

Sightseeing /cultural tours

2

Swimming /snorkelling

Swimming/
snorkelling

Historical /archaeologicalsites

Swimming /snorkelling

Sightseeing /cultural tours

Swimming /snorkelling3

Shopping

Sightseeing /cultural tours /divingSwimming /snorkelling /hiking/trekking /scuba diving /no activity

Nature /landscape
touring

Shopping

Nature /landscape
touring

4

No activity

Historical /archaeologicalsites

Nature /landscape
touring

Hiking / trekking

Nature /landscape touring/ scuba diving / noactivity

Shopping /historical /archaeologicalsites /no activity

5

Historical /archaeologicalsites

Hiking / trekking /shopping

Diving

Shopping

Historical /archaeological /hiking/trekking /diving / fishing /sailing / kayaking/ adventure pports/ bird watching

Hiking / trekking/ scuba diving /fishing

6

Hiking/trekking

Scuba diving

Birdwatching

Historical/
archaeologicalsites

Diving7

Nature/landscapetours

Fishing

Scuba diving /fishing

Adventure sports/ 4x4 trails / bird
watching

8

Fishing

Other

Sailing/kayaking

9

Scuba diving

Adventure sports /nature / landscape
touring / bird
watching

Diving / adventure
sports10

DivingSource: Stollznow Research (2017), International Visitor Survey, p. 62.

Bird watching

|

101

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8.2
GOOD PRACTICE CASE LESSONS

8.2.1 PENSION FUND INVESTMENT, PAPUANEW GUINEA AND FIJI

industry in Fiji. The Fiji National Provident Fund is
working to encourage higher take-up of local food andbeverage products to reduce import dependence. FNPF

Solomon Islands is hopeful of seed investment funding

management contracts with international hotel brands

for new accommodation in its developing Munda hub.

have a number of conditions to maximize benefits to

The National Superannuation Fund of Papua New Guinea

local landowners, in addition to lease revenue, including(NASFUND), in association with Lamana Development,

contribution to tertiary education funds. Recently, someis a private-public partnership (PPP) role model. Thisof the first local employees have reached management

partnership has been a foundation investor in key

levels in some of the hotels.

accommodation developments in Fiji, Papua New Guinea,
Samoa and Solomon Islands. Some National Provident

There could be an opportunity to prepare guidelines

Funds in the Pacific take a much more conservative viewfor Pacific pension funds to invest in tourism. Theseof hotel investment risk and have a low ceiling for its

guidelines could include good practice case studies noted

percentage investment in terms of total project value.

above, and emphasize the long-term contribution toThis low ceiling can be prohibitive for investments ineconomic development and poverty alleviation of Pacificwhich pension funds might hopefully be anchor investors,

island countries that tourism can provide.

such as the much-needed new boutique resort at Munda.
These other National Provident Funds could look to
more closely emulate counterpart in Fiji and Papua New

8.2.2

KOKODA TRAIL, PAPUA NEW GUINEA

Guinea, thereby providing vital development financing for
Pacific tourism.

In the Solomon Islands there is an opportunity tostrengthen destination awareness by elevating World

Fiji National Provident Fund (FNPF) has embarked on

War II tourism products to iconic status,189 similar to thea programme to reclaim local ownership of most of theachieved position of the Kokoda Trail in neighbouring

country’s extensive stock of 5-star hotels and resorts.

Papua New Guinea for the Australian market. The Kokoda

This includes the iconic Grand Pacific Hotel in Suva,

Trail is a product that dominates travel in Papua New

restored with investments by FNPF and Papua New

Guinea, with a strong market penetration in Australia with

Guinea. Local ownership ensures that Fijians also receive

25% of tourists visiting the trail in 2018.190

an appropriate share of profits. Keeping investment local
furthermore helps reducing tourism leakage from Pacific

The Government of Papua New Guinea establishedislands. The strategy of the investment by superannuationa special Kokoda Track Authority (KTA) to work withfunds was implemented to increase the support to thetourism stakeholders to:value chain and contribute in the tourism and hospitality

189 TRIP Consultants (2015), Solomon Islands National Tourism Development Strategy 2015-2019, p. 9.
190 International Finance Cooperation (2017), Papua New Guinea Tourism Demand Assessment Highlights, p. 1.

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COUNTRY CHAPTERS|▬

Develop and maintain tourism along the trail;

8.2.3

RIVERS FIJI, FIJI▬

Assist communities along the trail;

Solomon Islands can demonstrate how tourism can beutilized as a tool for conservation. Rivers Fiji provides▬

Collect and manage trekking fees and permits;sustainable economic development through ecotourism
as an alternative to extractive uses within the Upper▬

Oversee the conduct of tour operators ensuring theNavua Area, located in the rural highlands of the island oftrails sustainability and respectful treatment of local

Viti Levu.192 Founded in 1998, with its operations in Pacificculture;Harbour, Rivers Fiji offers rafting and kayaking adventures
for a range of abilities provided by local guides.193 Rivers▬

Consult with landowners; andFiji earned five of Fiji’s ‘Excellence in Tourism Awards’ forEnvironmental Tourism, and for Best Adventure. In 2010,▬

Work closely with relevant local, provincial, national

Rivers Fiji was awarded the ‘Prime Minister’s Exporter ofand Australian Government officials.

the Year Award for Tourism Services’.194 They were also
one of the three finalists of the Environment Award fromThe key function of the KTA is to bring benefit to thethe World Travel & Tourism Council in 2015.

local communities from tourism. Under the KTA,
communities receive tourism service payments, village

Rivers Fiji has worked with local communities to establish

trail maintenance contracts, and wages and allowanceand replenish forests alongside the Navua River, whilefor volunteer programmes. At the same time KTA utilizes

its team also educates local communities on the long-

yearly permit fees as a source of revenue. It employs

term health and well-being benefits of conserving the

local guides, porters, purchases local food, equipment,

forest. These programmes enable the next generationtransport and accommodation services with the totalof community members to appreciate a healthy forest

direct economic value (TDEV) of trekking on the Kokoda

ecosystem and the sustainable ecotourism opportunities

Trail of AUD 15,275, 374.

Marketing funds are allocatedit provides. Rivers Fiji’s success is based on its

for the track from the Papua New Guinea Tourism

conservation strategy to work closely with communities,

Promotion Authority. Also, the Australian Government

taking a gradual, careful approach to business expansion,

supports numerous development and livelihood projects

and prioritizing forest conservation over profit.195

191

in the area. Annual stakeholder forums are held inAustralia and Papua New Guinea to discuss issues
pertaining to the management and marketing of the trail.

191 Carlsen, J. (2012), The Economic Significance of Trekking on the Kokoda Track, PNG in 2012, p. 10.
192 Oars (2019), ‘A Model for Ecotourism: Rivers Fiji’.
193 Rivers Fiji (2010b), ‘Our Guides’.
194 Rivers Fiji (2010a), ‘About Us’
195 See for additional reference on Rivers Fiji: World Tourism Organization and Global Tourism Economy Research Centre (2020d), UNWTO/GTERC Asia
Tourism Trends – 2020 Edition, UNWTO, Madrid, pp. 76 and 77, DOI: https://doi.org/10.18111/9789284422258.

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8.3
TOURISM PRODUCTDEVELOPMENT OPPORTUNITIES
8.3.1 UTILIZING PENSION INVESTMENT
FUNDS

Starting and finishing point for Maruyama Trail is the
Bloody Ridge which has been given National Park
status. A concept and development plan, targeting the

In contrast to other Pacific island destinations, theAustralian and the United States of America markets,

tourism development priority in Solomon Islands is forhas been drawn up for Maruyama Trail including a two-

more visitor accommodation of suitable quality. The needto-three-night walk over part of the original trail. One

for a new boutique resort in the Munda hub is noted inbasic lodge exists, the other nights outside the lodge

section 9.2 above, and if Solomon Islands’ pension fundcould be camped, if toilet and rainwater facilities can be

was able to be an anchor investor, other investment andestablished. It is hoped that eventually other local lodges

suitable loan finance may be forthcoming.

could be developed to cover each night’s stay on the
walk. However, before any commercial tour operations

Honiara has enjoyed some expansion in top-end

commence ordinance removal work needs to beaccommodation over the last decade, namely Heritage

completed and war memorials on the various sites along

Park and Coral Sea Resort, but supply does not equate

the trail need to be erected.

to demand. However, Honiara enjoys positive market
dynamics

includingtoAnother potential World War II icon is Kennedy Island in

higher room rates, strong high-yielding government

the Western Province, where the former President ofand business traveller demand, upgrading of nearby

the United States of America, John F. Kennedy, swam

Internationalbyto after his torpedo boat was sunk. In recent years, aJapanese International Cooperation Agency (JICA), as

commemorative swim event has been organized, which

well as the 2023 Pacific Games. These positive market

has attracted a few international swimmers. Preservation

dynamics may mean Solomon Islands’ capital beingof World War II heritage on Kennedy Island and upgrading

prioritized for expansion by private hotel investorsof facilities for cruise ship visitors, such as a jetty for poor

looking for opportunities within the Pacific.

weather landings is necessary.

Honiarahighoccupancies

Airportandleading

approaches

For the Japanese World War II market, development of

8.3.2

ICONIC WORLD WAR II HERITAGE

the Bariana site – location of Japan’s aircraft park during
World War II – might be more appropriate, and discussions

Whilst World War II history is current a drawcard
for visitors,

196

have commenced locally about this opportunity.

there is an opportunity to develop the‘Maruyama Trail’ – the route used by Japanese forces to

However, given its proximity to major infrastructure

recover Henderson Airfield (now Honiara Internationalin terms of international airport and accommodation,

Airport) from the United States of America forces – into

Maruyama on Guadalcanal is the World War II iconic

an iconic World War II experience. Its history is captured

product development priority. Tourism Solomons is also

in the novel The Thin Red Line and a movie of the sameaware that any strengthened World War II products should

title from 1998.

not overshadow the Solomon Islands’ brand itself, as

197

196 TRIP Consultants (2015), Solomon Islands National Tourism Development Strategy 2015-2019, p. 9.
197 Novel by Jones, J. (1962), The Thin Red Line, Charles Scribner’s Sons, New York. Adapted film (1998) by Terence Malick.

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COUNTRY CHAPTERS|

the destination attempts to expand to more mainstream

as well as existing products. China and Japan are large

visitors, particularly from neighbouring Australian states

outbound markets on the North-West Pacific rim whichof Queensland and New South Wales for which Solomon

currently only contribute a small share of Solomon Islands’

Islands is still a new destination. Solomon Islands is in a

total arrivals (section 9.1.2). Accessing latent demand

good position to ensure that any strengthened World War

for diving from these markets could be considered by

II tours are owned and operated by local people, sellinga possible collaborated Pacific representation at the

into the international tourism distribution system, rather

annual Marine Fairs in Tokyo, Shanghai and Beijing.

than owned and dominated by international operators.

The Marine Fairs in Beijing and Shanghai in 2019 werevisited by 45,000 people. Seminars run in conjunction
with travel booths included topics such as how to reduce

8.3.3 ECOTOURISM TO SUPPORT WORLDHERITAGE

plastic waste in the Pacific Ocean.199 Participants in these
events are generally independent travelling, highly
educated divers with concern for the Pacific’s fragile

There is an urgent need for support for Solomon Islands’

environment. Such support could help Solomon Islands

World Heritage (Natural) Area on Rennell Island.

expand its markets in accordance with the three pillars ofDevelopment and logging on the western side of the island

sustainability: social, economic and environmental.

is placing ecological pressure on the World Heritage
Area in the east. Solomon Islands hope to succeed

In terms of connectivity, a direct air route to the North-unsustainable logging in the area with ecotourism, forWest Pacific rim could be a future opportunity to support

instance birdwatching, but this requires upgrading thedevelopment through above marketing activities, as

infrastructure, including the airport and the road to theflying distance is within the capabilities of a narrow body

World Heritage Area. This would reduce journey from theA321LR aircraft. However, in the short term a code share

airport from two hours to about 45 minutes.

via Australia would make Munda more accessible for
New Zealand, Asian and North American markets. Code

There is demand for botanical tours in Solomon Islands

sharing is already in place from Australia, Fiji, Papua New

but expert guide training is required. There is a plan toGuinea and Vanuatu to the capital Honiara. Also, rolling

upgrade the existing Botanical Gardens in Honiara.

out of through fares from northern hemisphere ports
to points beyond Pacific hubs would assist the growthof special interest visitors from these large markets to

8.3.4 NORTH PACIFIC MARKET
DEVELOPMENT TO SUPPORT PRODUCTDEVELOPMENT

multiple Pacific destinations. Any increases in air lift to
Solomon Islands would need to take place concurrently
with accommodation increases discussed above insection 9.3.1.

The Solomon Islands National Tourism Development
Strategy 2015–2019198 notes that tourism demand needs
to be increased to support any new product development,
198 TRIP Consultants (2015), Solomon Islands National Tourism Development Strategy 2015~2019, SPTO Suva, pp. 6, 31.
199 Underwater 360 (2019), ADEX Post Show Report.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

#09
TIMOR-LESTE

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COUNTRY CHAPTERS

Summary:

SDG TABLE - TIMOR LESTE

Timor-Leste is an emerging tourism destination aiming
for balanced development. Tourism infrastructure is in

SDG 8: Decent work and economic

its infancy, but natural and cultural tourism resources

growthabound. This chapter examines Timor-Leste’s tourism

Target 8.9: promoting policies on

sector, provides comparative good practice cases lessons

productive activities and sustainable

and product development opportunities.

tourism.

Key words:▬

Whale watching

SDG 10: Reduced inequalities▬

Destination management organization (DMO)

Target 10.2: empowering and promoting▬

Community based tourism

inclusion.

▬

Local community engagement

Target 10.4: adopting policies for▬

Hikinggreater equality.

Key messages:▬▬▬

Timor-Leste has significant potential as a whale

SDG 12: Responsible consumption andwatching destination.

production

Where there is proximity and access to a key market,

Target 12.2: efficient use of natural

demand to support product development needs to beresources.

built.

Target 12B: developing tools to monitor

Tax incentives for tourism small and medium-

impacts for sustainable tourism.

sized enterprises (SMEs) and entrepreneurial
development assist product development.
SDG 14: Life below water

Target 14.7: increasing economic
benefits from sustainable use of marine
resources.

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9.1
SITUATION ANALYSIS

9.1.1

TOURISM STATUS AND STRATEGY

9.1.2 VISITOR PROFILES AND DESTINATIONPOSITIONING

Timor-Leste is an emerging tourism destination with
an ambitious plan to almost double annual visitors toIndonesia was Timor-Leste’s largest market comprising

200,000 annually by 2030.200

49% of total visitors in 2018. Australia and Portugal
followed at 12% and 7% respectively. Other European

Currently, leisure visitors are a relatively small proportion

countries comprised 6%, while China (6%) and Japanof total visitors. Aid workers have been a significant(2%) are new markets.201

source of visitors and have provided a local market for
the tourism industry to establish. As aid worker traffic

Timor-Leste is a destination that appeals to intrepid

gradually declines, development of inbound leisuretravellers. Tourism infrastructure is in its infancy but

markets, and products to entice these markets arenatural and cultural tourism resources abound. Painted

vital. Timor-Leste’s Tourism Masterplan will specify

caves dating back to migrations from Asia to Australia

development plans for three regions: eastern, central

will be of interest to visitors from the island’s neighbours.

and western. The aim will be for balanced development

Timor-Leste’s colonial history, initially Portuguese andacross the destination.

much more recently Indonesian, is of interest to visitorsfrom these markets and others. The destination enjoys

The Timor-Leste tourism dashboard (figure 10.1) shows thea vast marine biodiversity and offers unique culturaldestination is enjoying strong growth in visitors, althoughexperiences. Coffee is a significant crop and tourism

the leisure component of the total is modest. Improved

experiences around this, such as the Festival Kafe Timor,

visitor perception of destination security is helping, as

are emerging opportunities.202

are increasing numbers of cruise visits (although data notavailable) and border crossings from Indonesia. A highBlue Ventures, a United Kingdom-based non-profit

proportion of business visitors explains a length of stayecotourism operator in Madagascar, Belize and Timor-

above the Pacific average. Timor-Leste’s tourism could makeLeste, hosts ecotourists on expeditions. The expeditiona bigger contribution to the overall economy as it develops,

provides financial support to four locally managed

while the country enjoys strong donor support in developing

marine protected areas. A couple of large-scale resort

its fledgling tourism sector.

hotel developments have been mooted or are underdevelopment in the greater capital area of Dili.
In May 2021, Timor-Leste implemented an International
Visitor Survey that is expected to provide further valuable
insights on tourism product development opportunities.

200 Government of Timor-Leste (2017), Growing Tourism to 2030, Creating a Sense of National Identity, Timor Leste National Tourism Policy, p. 8.
201 Pacific Tourism Organization (2019c), Visitor Arrivals to Pacific Islands, Suva, p. 4.
202 World Tourism Organization (2016b), Community Based Ecotourism Marketing Strategy for Timor-Leste p. 3.

COUNTRY CHAPTERS

Figure 9.1: Timor-Leste’s tourism dashboard

Arrivals (× 1,000)

Cruise arrivals (× 1,000)

n.a.

120
110

+86%

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100

Average length of stay – air, 2017
14

113

8

80

6

70

4

10.0

2

61

50

11.4

10

90

60

days

12

2015

0

2018

Purpose of visit, 2018 (%)

Tourism receipts, 2018 (% of GDP)

TimorLeste

Tourism employment, 2014 (%)

3
Tourism
receipts

3
Other
24
VRF

Pacific
islands

1
Tourism
employment

43
Business

30
Leisure97
Other GDP

99
Other
employment

Source: Pacific Tourism Organization (2018), Annual Visitor Arrivals Report. Intra-year detailed statistics also available at this source.

Figure 9.2:

Tourism SWOT – Timor-Leste

STRENGTHSWEAKNESSES▬ Strong donor support▬ Undeveloped tourism industry and infrastructure▬ Proximity to large tourism markets Australia and Asia

▬ Complex land tenure▬ Marine biodiversity▬ Cultural and heritage tourism resources

OPPORTUNITIESTHREATS▬ Improved air access▬ Environmental degradation▬ Human resource development▬ Lack of coordination▬ Developing day tours for cruise market▬ Beyond Bali tourism▬ Add decompression chamber for dive market▬ Set up whale watching business

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9.2
GOOD PRACTICE CASE LESSONS

9.2.1 WHALE WATCH KAIKOURA, NEWZEALAND

9.2.2 SHIZOUKA DESTINATION MARKETINGORGANIZATION INITIATIVE, JAPAN

Timor-Leste has significant potential as a whale watching

Tourism Shizuoka Japan is successfully implementing

destination. Located at Kaikoura, New Zealand, Whale

local community education through tourism product

Watch Kaikoura is a good practice example of in thedevelopment.204 The provision of hands-on training forestablishment of a professional whale watching businesslocal communities and operators offers the necessary

with minimal resources. Whale Watch Kaikoura is a

product development steps of creating awareness andnature-based tourism company owned and operated by

identifying potential assets, matching these with market

the indigenous people of Kaikoura. It started with theneeds and expectations, and preparation to become

vision of the local indigenous people who responded toexport-ready. Training is delivered through a series ofa depressed employment market by mortgaging theirinteractive workshops run annually at local towns acrosshouses to buy a single rubber boat to run tours.

Whalethe prefecture. Tourism Shizuoka Japan’s strategic

Watch Kaikoura grew rapidly and sustainably due to theplanning is encouraging the development of flagshiplocal people’s inherent understanding of stewardshipproducts. As a result, over sixty new tourism productsof their natural environment. The single rubber boat

have been developed at local level for international

operation grew into five purpose-built catamarans

visitors. Translated to Timor-Leste, this approach could

operating from a dedicated facility. Whale Watch Kaikoura

assist in developing high-yield local community-based

could be an inspiration to Timor-Leste product champions

products.

203for starting very successful whale watching businesses.
203 Whale Watch Kaikoura (2020), ‘Who We Are’.
204 Tourism Shizuoka Japan (2017) Destination Marketing Strategy 2017/18-2021/22.

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COUNTRY CHAPTERS

9.2.3 MALAYSIAN HOMESTAYPROGRAMME 205|

Ministry of Rural and Regional Development, respective
state governments and the Association of Homestay
Malaysia. Villages are required to comply with the strict

Timor-Leste intends to develop homestays and local

guidelines set by the Ministry which also provides training

lodges – and the Malaysian Homestay Programme206

on specified standards.207 For the villagers, the homestay

could serve as a good example and starting point. The

programme provides an additional income source andprogramme has won accolades for its innovation in public

to the tourists inexpensive alternative accommodation,

policy and governance. Hence it is a good practice caseas well as an authentic experience. In addition toto learn from, particularly as the homestays focus on

hospitality

enabling families living in the outskirts of towns and ingroomed for entrepreneurial opportunities. For instance,

traditional villages. They participate and benefit from thesome operators are trained with specific skills such as

economic activities of tourism, which is a trait Timor-Leste

reflexology, while efforts to encourage entrepreneurshipshares in wanting more local community participation inthrough the production and sale of local products andtourism.

handicrafts serve to add value. Furthermore, eachservicestraining,

homestays

are

also

homestay programme offers different types of economic
The programme is carried out by the Malaysian Ministry

activities in the location related to culture and food.

of Tourism, Arts and Culture in collaboration with the

205 Recommended additional reading for this section: World Tourism Organization and Korea Culture & Tourism Institute (2016a), Case Studies of Traditional
Cultural Accommodation in the Republic of Korea, Japan and China, UNWTO, Madrid, DOI: https://doi.org/10.18111/9789284417408.
206 For more detailed information please consult: Ministry of Tourism, Arts and Culture Malaysia (n.d.), ‘Malaysian Homestay Programme’, online available at:
http://www.motac.gov.my/en/faqs/malaysian-homestay-programme (13-09-2021).
207 Bachok, S. et al. (2018), ‘Homestay Operation under the purview of the Ministry of Tourism and Culture of Malaysia: The case of Kelantan Homestay
Operators’, Journal of the Malaysian Institute of Planners, volume 16 (2), Kuala Lumpur, p.179

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9.3
TOURISM PRODUCTDEVELOPMENT OPPORTUNITIES

9.3.1 MARKET DEVELOPMENT TO SUPPORTPRODUCT DEVELOPMENT

There is potential to further develop Atauro Island forboth day visits and overnight stays.209 The Governmentis providing tax incentives for tourism development

Timor-Leste needs to build demand to support producton the island, including community-based ecolodges.

development. The proximity to and convenient access

Establishment of a marine park would recognize andfrom Bali is a key market opportunity. Visitors may beprotect the significant ecological and cultural values oflooking for opportunities for short visits out of Bali, andAtauro Island and provide a planning and management

Timor-Leste could satisfy this demand through increased

framework for sustainable tourism development.210

linkages with Bali tour operators. Concurrently, theTimor-Leste tourism industry should continue to improvethe destination’s attractiveness by offering a variety of

9.3.3

DIVE TOURISM

unique and appealing activities.
Timor-Leste has significant potential for coastal-marine
ecotourism development as it is located within the Coral

9.3.2

ATAURO ISLAND

Triangle region and adjacent to a major migratory wildlife
corridor (Wetar Strait-Savu Sea) and an ‘oceanic hotspot’Atauro Island is a small island about 25 km north offor pelagic and migratory wildlife.211Together withDili, the capital, which boasts some of the world’s mostaccessible fringing coral reefs, this provides conducive

biodiverse reefs, rich marine life and crystal-clear

conditions for dive tourism, particularly along the northturquoise waters. An International Labour Organizationand east coast of the country. However, Timor-Leste isfunded project has supported the development of locallynot alone amongst Pacific diving destinations in needing

managed visitor activities on Atauro. Efforts have resulted

improved diving facilities. Investment in a hyperbaric

in the development of a strong network of professional

recompression chamber would enable growth in thelocal micro-tourism businesses on the island, which has

lucrative diving sector.212

been noted as a beacon for community-based ecotourism
for the rest of Timor-Leste.208

208 World Tourism Organization (2016b), Community Based Ecotourism Marketing Strategy for Timor-Leste, p. 5.
209 The Asia Foundation (2018), Timor Leste Tourism Barometer, p. 18.
210 World Tourism Organization (2016b), p. 11.
211 Edyvane et al (2009), Coastal & Marine Ecotourism Values, Issues & Opportunities on the North Coast of Timor Leste – Final Report, p. 4.
212 The Asia Foundation (2018), Timor Leste Tourism Barometer p. 18.

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COUNTRY CHAPTERS

9.3.4

WHALE WATCHING

9.3.6

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LOCAL LODGES AND HOMESTAYS

There is an oceanic superhighway that connects the

There is an opportunity to further develop local lodges

Indian and Pacific Oceans 2 km off the coast of Dili. Blueand homestays following the principles of community-

and sperm whales, and up to 23 other species of cetacean,based tourism. Timor-Leste is looking to the Malaysian

can be viewed with aerial surveys spotting around 2,000

Homestay Programme.

cetaceans a day in the oceanic superhighway. Hence,priority could be given to the development, promotion

Most visitors stay with family and friends, creating an

and management of whale watching and turtle tourism

opportunity to utilize existing local homes and provisionin Timor-Leste,

and Timor-Leste could emulate Niueof income directly to local homeowners. Sharing(section 5.1.2) in adopting international whale watchingeconomy applications such as Airbnb can be looked at

guidelines.

to minimize startup operational costs, with community-

213

based tourism initiatives to be offered as guest activities.
Current community-based government grants can be

9.3.5

HIKINGutilized to assist local owners to upgrade their homes toapplicable standards. In Pousada Historical Area215 theThere is potential to develop day-trip hiking tours

local administration is working on a scheme of renovatingfrom Dili to the highlands. At altitudes of over 1,000 m

historic lodges with the private sector. Lodges may sharetemperatures are conducive to outdoor activity despite

income with the local administration for expanding thisTimor-Leste’s tropical location close to the equator.

model.

Under a community-based ecotourism programme,
the Government provided small grants in 2017 forlocal communities to run tourism businesses, althoughorganized tours are still in infancy. Half-day walks andfull-day hikes could be packaged to meet the needs ofspecific markets. There is also opportunity to develop
longer hikes. Self-guided trails of various lengths (oneto five days) could be developed offering stays in ruralvillages.214
213 Radio New Zealand (2017), ‘Whale Watching in Timor Leste’.
214 World Tourism Organization (2016b), p. 16.
215 Portuguese colonial history.

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COUNTRY CHAPTERS

SDG TABLE – TUVALU

Summary:
Perhaps more than any other country in the Pacific, Tuvalu
is feeling the effects of rising sea levels. This chapter

SDG 4: Quality education

discusses Tuvalu’s’ fledgling tourism sector, provides

Target 4.4: increasing number of youth

a comparative good practice lesson and a few productand adults with relevant skills.

development opportunities.

Target 4.7: ensuring learning onsustainable development.

Key words:▬

Climate change▬

Ecolodge

SDG 8: Decent work and economic▬

Private-public partnerships

growthTarget 8.9: promoting policies on

Key messages:

productive activities and sustainable▬

tourism.

Tourism policy can embrace the fight against climatechange.

▬▬Fosteringproduct

championscanassistthedevelopment of new products.

SDG 12: Responsible consumption andTuvalu would benefit from specialist resources to

production

specifically assist tourism product development inTarget 12.2: efficient use of natural

small island states

resources.
Target 12B: developing tools to monitor
impacts for sustainable tourism.

SDG 13: Climate action
Target 13.2: integrating climate change
measures.

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10.1
SITUATION ANALYSIS

10.1.1 TOURISM STATUS AND STRATEGY

including coconut crabs, nesting seabirds and green
turtles, as well as a wide array of colourful tropical fish.

Culturally part of Polynesia, Tuvalu is an isolated group of

Tuvalu has good diving and snorkeling, as well as uniquelow-lying atolls serviced by a twice weekly flight from Fiji.

ocean side pits created during World War II which become

Perhaps more than any other country in the Pacific, Tuvalu

filled with fish during low tide. 217

is impacted by the effects of rising sea levels. Tuvalu isseeking assistance with developing a tourism policy that

Tuvalu’s Tourism Dashboard (figure 11.1) shows that visitors

embraces the fight against climate change. The policy

are growing steadily from a very small base; although withinaims to incorporate a rebranding of the country’s tourism

the total, business visitors dominate. Tourism makes asector in response to the climate crisis.

valuable contribution to Tuvalu’s economy.

216

Formerly known as the Ellice Islands, the country is

Tuvalu is not the only Pacific island destination to endure

comprised of nine atolls that are situated at a maximum

remoteness, see for instance the examples of Kiribati andof 4 m above sea level. Six of the nine atolls have lagoons

Niue in chapters 4 and 5 above. Tuvalu also struggles withthat are open to the ocean including Tuvalu’s capitalthe issue of digital connectivity remoteness which can

Funafuti; two atolls have landlocked lagoons while thebe a challenge for intrepid travellers who like to be able

one atoll does not have a lagoon. Tuvalu’s main attraction

to immediately share their experiences on social media

is the Funafuti Conservation Area (FCA) on the westernand otherwise keep in touch with home. Although digitalside of the Funafuti atoll. It has an abundance of reef,

disconnection may be an inconvenience for some tourists,

lagoon, channel, ocean and island habitats, and includes

it may be a good selling point for others eager for a digital

six uninhabited islets that are home to a variety of wildlife

detox.

216 Radio New Zealand (2019b) ‘Tuvalu wants tourism policy that fights climate change’.
217 Acorn Tourism Consulting (2015), Tuvalu Tourist Survey, p.7

COUNTRY CHAPTERS

Figure 10.1:

Tuvalu tourism dashboard

Arrivals

Cruise arrivals

3000

2200
2000

2800

2600

+16%

Average length of stay – air, 2018
14

+171%

2082

12

1800

2729

days
11.4

10

1600

8

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1400
2400

6

1200

2344

800
2000

2015

4

1000

2200

2018

Purpose of visit, 2018 (%)

600

2015

0

2018

Tourism receipts, 2018 (% of GDP)

11
Other

37
Leisure

2

768

n.a.

Pacific
islands

TuvaluTourism employment, 2018 (%)
2
Tourism
employment

20
Tourism
receipts
52
Business
80
Other GDP

98
Other employment

Source: Pacific Tourism Organization (2018), Annual Visitor Arrivals Report. Intra-year detailed statistics also available at this source.

Figure 10.2:

Tourism SWOT – Tuvalu

STRENGTHSWEAKNESSES▬ Remoteness▬ Remoteness▬ Funafuti Conservation Area, marine biodiversity▬ Undeveloped tourism industry & infrastructure▬ Peaceful, secure society▬ Digital connectivity▬ Availability of human resources▬

OPPORTUNITIESTHREATS▬ HRD for Government agencies and tourism operation &guiding▬ Loss of air connectivity▬ Ecolodge Funafuti Conservation Area

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10.1.2 VISITOR PROFILES AND DESTINATIONPOSITIONING
Other Pacific islands are Tuvalu’s largest market
comprising 28% of total visitors in 2018. Australia and
New Zealand followed at 13% and 10% respectively.
Long-haul markets such as Europe and North America
comprised 7% and 9% respectively while China (3%) andJapan (6%) are emerging markets.218

Table 10.1: Activity ranking – Tuvalu

Rank

Visitors from Fiji

Other visitors

1

Sightseeing/cultural tours

Sightseeing/cultural tours

2

Swimming/snorkeling

Swimming/snorkeling3

Sailing/kayaking

Birdwatching4

Birdwatching

None (no activity)*

5

Fishing

Shopping

6

Shopping

Fishing

7

None (no activity)*

Sailing/kayaking

Note:*) Note from the editor.

Source: Acorn Tourism Consulting (2015), Tuvalu Tourist Survey.,
p. 36

218 SPTO (2019c), Visitor Arrivals to Pacific Islands, Suva, p. 4.

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COUNTRY CHAPTERS|

10.2
GOOD PRACTICE
CASE LESSONS

10.3
TOURISMPRODUCTDEVELOPMENTOPPORTUNITIES

10.2.1 OKINAWA REGIONAL PARTNERSHIPS,
JAPAN

10.3.1 FUNAFUTI CONSERVATION AREA
ECOLODGE (FCA)

Tuvalu could seek a private-public-partnership to

An opportunity exists to establish a small-scale ecolodge

support the long-mooted development of an ecolodge(six to twelve rooms) on one of the islets in the biodiverseon

product

FCA on the western side of the Funafuti lagoon. Such

operators in Okinawa work in partnership with local

a lodge should be self-sufficient and utilize natural

governments/administrations,

Funafuti

lagoon.

Successful

tourism

businesses,

resources such as solar power and rainwater collection.

commercial associations and communities. These leadingsmall

The FCA is a short boat ride across the lagoon from thelocal tourism product operators develop experience

capital and provides extensive opportunities to enjoy

programmes jointly with local citizens, who support

marine fauna through snorkeling and birdwatching.

the operation of these programmes. This partnershipenables development of various community-based
experience products and sustains natural resources in the

10.3.2 PRODUCT CHAMPIONS

destination. For example, experience operator Niraikanaiin Okinawa prepares and operates 82 programmes in

Tuvalu needs to foster product champions to lead theseven different categories. It has become a regional

development of new products. Afelita, a successful

platform to grow the education travel market to thehomestay near Funafuti, is a good example of a local

destination.

industry champion – ecofriendly, solar powered andserving local food. A secondment scheme along the lines

Also, local tourism committees and operator associationsof that described in chapter 7 Samoa would be helpful toestablishedfoster more product champions.

their

own

destination

guidelinesformaintaining service quality and standards, as well asprotection of the natural environment and other assets in
the region. In some cases, operators collect contributions
from visitors and utilize these funds for tourism

10.3.3 SUPPORTING PRODUCTDEVELOPMENT

improvements. By soliciting input from local communities
on product differentiation destructive price competition

As noted in section 4.3.4 for Kiribati, Tuvalu could

within the destination can be minimized.

benefit significantly from regional specialist resources tospecifically assist tourism product development in small
island states and to access high-yield niche markets inwhich Tuvalu has comparative advantage on the NorthWest Pacific rim.

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COUNTRY CHAPTERSSDGSTABLE – VANUATU

Summary:
Vanuatu’s tourism product is of boutique nature thatallows for intimate experiences and opportunities to

SDG 4: Quality education

connect with the local people – its’ greatest tourism asset.

Target 4.4: increasing number of youth

This chapter discusses Vanuatu’s relatively advanced

and adults with relevant skills.

tourism sector, lessons from good practices and its

Target 4.7: ensuring learning on

product development opportunities.

sustainable development.

Key words▬

Cruise tourism

SDG 8: Decent work and economic▬

Air connectivity

growth▬Destination branding

Target 8.3–8.9: promoting policies on▬

Meetings, congresses, conventions and incentives

productive activities and sustainable(MCCI) tourism

tourism.

▬

Adventure tourism▬

Sustainable Development Goals (SDGs)
SDG 12: Responsible consumption andKey messages:

production▬

To assist tourism destination recovery from natural

Target 12.2: efficient use of natural

disasters, continued marketing, investment andresources.

industry partnerships are necessary.

Target 12.7: promoting public

Tourism products should reflect elements of asustainable procurement policies.

destination’s brand.

Target 12.8: ensuring dissemination of▬▬▬

Tourism

educationisimportant

among

local

relevant information and awareness.

businesses and community.

Target 12B: developing tools to monitor

People are one of the destination’s tourism assets, in

impacts for sustainable tourism.

addition to environment and culture.
SDG 14: Life below water

Target 14.7: increasing economic
benefits from sustainable use of marine
resources.

SDG 17: Partnership for the goals
Target 18.1: strengthening domestic
resource mobilization throughinternational support.

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11.1
SITUATION ANALYSIS

Vanuatu, formerly known as New Hebrides, is locatedis a relatively advanced Pacific island leisure destination

1,600 km east of Australia. It is an archipelago of 83

and this may explain the lower average length of stayislands divided into six provinces. Yasur volcano on Tannathan the Pacific islands overall. Further expansion ofIsland is one of the world’s most famous volcanoes and is

Vanuatu’s tourism product and experience offering could

easily accessible.

be helpful in encouraging visitors to stay longer. Vanuatu

219

has strong soft adventure products, much of it remains
Continued

marketinginvestment

andindustry

underdeveloped for tourism and offers considerable

partnerships are necessary to maintain the recovery frompotential both for cultural and environmental experiences,damage caused by Cyclone Pam in 2015.

as well as beach and dive opportunities.221 Tourism is a

220

Vanuatu aims

to reach 300,000 visitor arrivals in 2030 while achieving

vital part of Vanuatu’s economy.

a balance of economic viability, social acceptability
and environmental responsibility through sustainable

Vanuatu has been dealing with air capacity issues since

tourism.

Bauerfield Airport was damaged by Cyclone Pam.
Reduced number of air travellers forced tour operators to

Vanuatu’s tourism dashboard (figure 11.1) shows thefocus stronger on cruise arrivals, leading in some cases

destination is enjoying strong total visitor recovery

to destructive competition. (Strategies to differentiate

following devasting Cyclone Pam and that cruise

products to reduce destructive competition are discussed

tourism is an important contributor of visitors. Vanuatu

in section 11.3.).

219 Pacific Tourism Organization (2013b), South Pacific Specialist.
220 Vanuatu Ministry of Tourism, Trade (2019), Vanuatu Tourism Market Development Plan 2030. p.15
221 World Bank (2016), Pacific Possible, Tourism Pacific Possible Background Paper No, 4., p12.

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Figure 11.1: Vanuatu tourism dashboard

Arrivals (× 1,000)

Cruise arrivals (× 1,000)

120

240

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110

+46%

115.6

230

Average length of stay – air, 2018
14

+19%

234.6

10

220
100

days

12

11.4
9.7

8
210
6

90
200
80

70

4

197.5
190

79.2

2015

2018

Purpose of visit, 2018 (%)
7 Other
7 Business

180

2

2015

2018

Tourism receipts, 2018 (% of GDP)

22
Tourism
receipts

7
VRF

79
Leisure0

Pacific
islands

Vanuatu

Tourism employment, 2018 (%)

35
Tourism
employment

78
Other GDP

65
Other
employment

Source: Pacific Tourism Organization (2018), Annual Visitor Arrivals Report, p. 13. Intra-year detailed statistics also available at this source.

11.1.1 VISITOR PROFILES AND DESTINATIONPOSITIONINGof the values embedded in its Sustainable Tourism Policy.
A parallel programme of work determining priorities forinfrastructure development, in line with the destination’s

Vanuatu’s tourism product allows visitors intimate

brand, needs to be undertaken.

experiences and opportunities to connect with Vanuatu’s
greatest tourism asset: its people. This intimate nature of

Vanuatu shares the pattern of dependence on the

Vanuatu’s accommodation, tours and experiences should

Australian market comprising 52% of total visitors in

be maintained and considered as part of the fabric of2018. Other Pacific islands followed at 19% and New

Vanuatu’s tourism offering. Future development should

Zealand at 12%. Long-haul markets such as Europe andseek to maintain this position with well-considered andNorth America comprised 6% and 3% respectively; China

small-scale developments that connect consumers with(3%) and Japan (1%) are new markets.222 Three quarters

the environment and the culture of the country. This is oneof visitors to Vanuatu stay within the main island of Efate.

222 Pacific Tourism Organization (2019c), Visitor Arrivals to Pacific Islands, Suva, p. 4.

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Figure 11.2: Tourism SWOT – Vanuatu

STRENGTHSWEAKNESSES▬ Vanuatu Tourism Market Development Plan

▬ Cost of intra-island travel▬ Tourism resources, including rainforests, blue holes,
world-class diving▬ Standard of accommodation and services in outer islands▬ Tanna active volcano▬ Friendly people and culture▬ Proximity to large Australian cruise market

OPPORTUNITIESTHREATS▬ Product differentiation, niche development▬ Loss of air connectivity▬ Human resource development▬ Vulnerability to natural disasters, e.g., tropical cyclones▬ Airport upgrades▬ Seasonal work in Australia and New Zealand causing
shortage of local hospitality workers▬ Repeat visitors from key markets▬ Chinese ethnic market in Australia▬ Shanghai/Guangzhou FIT▬ Long-haul markets of the European Union and North
America

Vanuatu’s destination positioning ‘Vanuatu Offers a Real,encourage the expansion of port calls from the capitalLife Changing Adventure’ and destination brand platform

Port Vila to the islands of Santo and Tanna.

‘Answer the Call of Vanuatu’ incorporate the destination’s
six brand attributes223 that authentically integrate theAlso, meetings, congresses, conventions and incentives

life of Vanuatu into tourism and that tourism products(MCCI) tourism business is targeted from neighbouring

should reflect: 1) Kastom and Culture, 2) Vanuatu is its

Pacific islands, as well as Australia and New Zealand.

people, 3) A symphony of senses, 4) Real, 5) Raw, edgy

Increasing MCCI business will require expansion andand liberating, and 6) Vanuatu takes on an adventure.

increased reliability of infrastructure, growing MCCI

Vanuatu Tourism strives to position itself as a destination

expertise, expansion of appropriate catering services andfor experience collectors and adventure seekers, infurther development of signature experiences.

addition to its traditional geographic market targets.
These segments are applied to the new markets of China
and Japan.
Cruise tourism is another key market for Vanuatu. It is
important to pursue high-yield cruise business, such as
expedition cruises, in addition to volume-driven casualclass vessels. For expedition cruises, guest experiences
need upgrading with customized tour programmes to223 Vanuatu Ministry of Tourism, Trade, Investment, Commerce and Ni-Vanuatu Business (2019), Vanuatu Tourism Market Development Plan 2030. pp.27–29.

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11.2
GOOD PRACTICE CASE LESSONS

11.2.1 COMMUNITY AND BUSINESS TOURISM
EDUCATION, JAPANOkinawa also produces awareness videos for visitors
on appropriate local behaviour and broadcasts theseat international cruise passenger terminals and major

One of Vanuatu tourism’s assets is its people; therefore,

tourism sites to encourage visitors to be respectful

there are two human resource issues for tourism intowards local culture.224 In the case of Vanuatu, such

Vanuatu to consider: The first is the full appreciation of

educational tools could be produced and used to traininternational hospitality and service standards and visitor

local travel service providers, for instance, taxi drivers,

satisfaction, among those already working in the industry.

on appropriate attitude and business etiquette with cruise

The second issue is preparing capable tourism leaders.

passengers, while at the same time create awarenessof local communities and their culture for tourists and

The Okinawa Convention and Visitors Bureau produces

visitors.

and distributes a tourism education textbook to allelementary schools and teachers in the prefecture. They
teach students local history, culture, nature and otherimportant knowledge for people aspiring to a careerin the local tourism industry. This educational support
contributes to building local identity and pride. This, inturn, encourages local youth to specialize in tourism fortheir higher education and consider tourism professions
so that they can stay and work in the island prefecture.
224 Japan Tourism Agency (2019), Compilation of Case Studies Towards Realizing Sustainable Tourism.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

11.2.2 KIA ORANA VALUES PROJECT, COOKISLANDS

Corporation revived the ‘Kia Orana’ values project,
developed with strategic planning in consultations with
community and cultural leaders. It also aimed to improve

Cook Islands in the Pacific has successfully developed arelationships with industry partners. The project provides

local project that aligns the tourism industry with core

tools and resources to improve standards within the

intrinsic local values. Cook Islands is a developed tourist

tourism industry but also to communicate effectively todestination similar to Vanuatu. Cook Islands needed to re-the public the work and role of the tourism corporation,

engage with its community as there were concerns aroundespecially regarding destination development. 226

low customer service and engagement. Hence, this is agood practice initiative showcasing the opportunity for

Kia Orana aims to be inclusive of tourism polices andthe Government and local communities to work together.

marketing promotions, and has assisted with the creationof experiences. There have also been further tools andIn the Cook Islands, local values were utilized as aresources developed to the values in the tourism value

platform in promoting sustainable tourism in the

chain furthermore the development of a newsletter,community, as well as to guide and inform a collective

competitions, customer service programmes, a values

approach to future tourism development.

There areinformation booklet and design guidelines and videos.

three core traditional values, Kia Orana, Meitaki and Mana

Also, values will be taught in schools, and training

Tiaki. Mana Tiaki focussed on sustainability elements

programmes be encouraged through community andof preserving natural environment, respecting religion

industry awards, as well as promoted through local

and education of people. The Cook Islands Tourism

media.

225

225 Cook Islands Tourism Corporation (2020), Kia Orana Values.
226 Cook Islands News (2015), ‘Project revives “kia orana” values’.

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11.3
TOURISM PRODUCTDEVELOPMENT OPPORTUNITIES

11.3.1 HUMAN RESOURCE DEVELOPMENT

new branding campaign with product champions as
experience providers, thereby giving recognition to these

Vanuatu people are one of the destination’s tourism
assets, together with environment and culture.

227

entrepreneurs.

Toenhance all these assets, further capacity building andpreparation of local tourism specialists for productdevelopment and marketing would be helpful. Existing

11.3.2 COMBINED BUNGALOWACCOMMODATION

and planned schemes include Vanuatu Skills Partnershipprogramme and Ni-Vanuatu Leadership in Tourism

Bungalows are an important part of Vanuatu’s productprogramme. To supplement these, interactive, daily

offering, and there has been an increase in bungalow

coaching and support from onsite specialists in thebusinesses offering simple lodging services. However,various regions would be beneficial.

there is a lack of product differentiation. Bungalows
could be promoted as more than simply places to stay, by

Vanuatu needs tourism specialists who are familiar withalso including local experiences and family stories andoverseas target markets so that aligned product/market

creating unique packages. Some of these packages could

matching can take place, which, in turn, will enable higher

become thematic product champions for specific local

visitor satisfaction. Also, stronger international networks

regions. Visitor information centres could connect visitors

would further facilitate sustainable market developmentwith these unique authentic experiences, especially into support high-yielding product development, andrural locations.

expand business from long-haul and MCCI markets.
This concept could be further developed into offering
Vanuatu seeks to expand market segments such as

multi-island itineraries for adventure seekers, combined

experience collectors and adventure seekers; therefore,

with special transport fares. This could be trialed in

products require customizing and fine-tuning to matchone region and expanded after adjusting from lessons

the expectations of these segments. Also, tour guides

learnt. This concept has the potential to increase positiveneed to improve their language skills so they can shareexperiences for both visitors and local providers.

brand attributes with visitors, such as stories of Vanuatu
traditions and culture. There is an additional marketingdevelopment opportunity through aligning the country’s
227 Vanuatu Ministry of Tourism, Trade, Investment, Commerce and Ni-Vanuatu Business (2019).

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

11.3.3 IMPLEMENTATION OF SUSTAINABLE
DEVELOPMENT GOALS FOR TOURISM

procurement in the tourism and hospitality sector, wouldin turn encourage the supply and consumption chain of
Vanuatu made products.

Global awareness of sustainable tourism and the numbersof responsible travellers are increasing. Vanuatu Tourism

Vanuatu is working on sustainable and responsible

Market Development Plan 2030

incorporates the SDGs

commodity marketing. The next phase would be providing

into their programme. Therefore, tourism products based

responsible travel packages. Such itineraries would

on the 2030 Agenda for Sustainable Development would

attract to Vanuatu target market high-yield segments,

provide the best fit for the future of Vanuatu’s industry,

which are inclined to appreciate a boutique experienceenvironment and culture, and provide a better return on

with local communities and people.

228

tourism investment.
Vanuatu Skills Partnership programme has enabled

11.3.4 CRUISE BOUTIQUE EXPERIENCES

communities, initially women but also men, to set up
local handicraft businesses. Vanuatu-made products are

Vanuatu’s marketing focus includes cruise tourism

appreciated by visitors contributing to local businesses

development and MCCI. It could develop uniqueand people. Coffee, chocolate and handicrafts are allitineraries for half-day and full-day programmes withvalue-added local products. There is potential to develop

appropriate meet and greet services. Expedition-classboutique experiences around these local elements.

vessels seek tailored and curated shore excursions,

Implementation of the Vanuatu Agrotourism Action Plan

likewise incentive groups appreciate special plans only

focussing on the promotion of local sustainable green

available in selected destinations.

228 Vanuatu Ministry of Tourism, Trade, Investment, Commerce and Ni-Vanuatu Business (2019), p.13

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COUNTRY CHAPTERS

Some things to consider in developing such itineraries
are:

229

▬

Authentic, local content that enables guests to feel▬|

Authentic culinary experience with local people suchas farm-to-table producers;▬

Behind the scenes look at cultural experiences;▬

Exclusive use of a cultural facility; andexpectations and segments;▬

Chartered flight or vehicle to surprise destinations.

Programmes for different times of the day;Tanna volcano is one of Vanuatu’s signature experiences.

they are having a custom experience;▬▬Specific and targeted programmes for different

Other soft-adventure itineraries and experiences could▬

Gourmet local lunch especially curated with a couple

be added to the Tanna feature icon and assist dispersingof authentic experiences;

visitors. Such hero plus one tours could also be marketed
as high-yielding exclusive programmes for expedition▬

Dining experiences in exceptional environment or

cruise guests if all necessary travel arrangements can be

setting;

made to fit vessel and schedule requirements.

229 For detailed reading, please consult the following publications:
World Tourism Organization (2021b), UNWTO Inclusive Recovery Guide – Sociocultural Impacts of Covid-19, Issue 4: Indigenous Communities, UNWTO,
Madrid, DOI: https://doi.org/10.18111/9789284422852.
World Tourism Organization (2019d), Recommendations on Sustainable Development of Indigenous Tourism, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284421299.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDSRECOMMEN­DATIONSSUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

Summary:

Key messages:

This chapter provides a summary of the country specific

▬

There

is

significant

opportunity

to|provideoutcomes and regional opportunities for sustainable

more support at the regional level, developing

tourism product development.

standardized solutions that could then be localized
for country specific needs.

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Key words:▬

Adequate resourcing for the Pacific’s regional▬

Sustainable tourism development

tourism

agency,Pacific

Tourism▬

Regional resourcing(SPTO), needs consideration.

▬

Community-based tourism

Organization

SDG TABLE - RECOMMENDATIONS
SDG 4: Quality education

SDG 9: Industry, innovation andTarget 4.4: increasing number of youth

infrastructure

and adults with relevant skills.

Target 9.1: developing regional

Target 4.7: ensuring learning on

infrastructure.

sustainable development.

Target 9c: increasing access to Internet.

SDG 8: Decent work and economic

SDG 10: Reduced inequalities

growthTarget 10.2: empowering and promoting

Target 8.9: promoting policies on

inclusion.

productive activities and sustainable

Target 10.4: adopting policies fortourism.

greater equality.

SDG 12: Responsible consumption and

SDG 12: Responsible consumption andproduction

production

Target 12.2: efficient use of natural

Target 12.2: efficient use of natural

resources.

resources.

Target 12.7: promoting public

Target 12B: developing tools to monitor

sustainable procurement policies.

impacts for sustainable tourism.

Target 12.8: ensuring dissemination of
relevant information and awareness.
Target 12B: developing tools to monitor

SDG 17: Partnership for the goals

impacts for sustainable tourism.

Target 18.5: implementing promotion
regimes for least developed countries.

131

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDSAs the study was carried out in 2019 prior to the COVID-19
pandemic, recovery of tourism will take priority for PacificIsland nations ahead of recommendations in the report.
However, it is recognized that one of the key areas in

1

Grow secondment schemes

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COVID-19 tourism recovery is to rethink tourism andshape a more resilient, sustainable and inclusive sector;

Numerous studies recommend the need for training.

this echoes with the principles of the Global Code of Ethics

However, successful tourism businesses are often

for Tourism and its subsequent Tips for a Responsible

established by individuals passionate about their place

Traveller created prior to the pandemic. Moreover,and driven to share their story – as a product champion.

recent spearheading resources and initiatives developed

Additional opportunities could be created for promisingunder the COVID-19 context addressed further the needyoung people from the region to work on secondment into transform the sector, such as the Global Guidelines

successful tourism businesses that have been through theto Restart Tourism, the AlUla Framework for Inclusive

startup process in the larger Pacific rim countries. Skills

Community Development through Tourism, the Unitedtransfer and motivation provided by such experiences

Nations Secretary-General Policy Brief COVID-19 andmay be more beneficial than in-destination classroom

Transforming Tourism, the collection of UNWTO Inclusive

training. Some limited secondment programmes already

Recovery Guides on Socio-cultural Impacts of COVID-19,

exists but these could be expanded. Involvement ofand the One Planet Vision for the Responsible Recovery

Pacific island business communities in designing suchof the Tourism Sector, along with the comprehensive

schemes would be important to ensure incentives areon-going work accomplished under the Internationalin place for participants to return to their home country

Network of Sustainable Tourism Observatories (INSTO)

on completion of secondments. Some participants may

and the One Planet Sustainable Tourism Programme

therefore be motivated by their experiences to establish(Global Tourism Plastics Initiative and the Glasgow

their own businesses.

Declaration for Climate Action in Tourism). These are all
testimonies of the decisive shift the sector must operate
to accelerate transformation and aim at increasing
opportunities for resiliency, inclusivity and sustainability
for all tourism stakeholders. Hence sustainable tourism
product development opportunities are integral to
growing back better for any destination management

2

Differentiate soft adventure

model with a concern for accelerating climate action intourism to counter threats for small islands.

A soft adventure boom is underway across the Pacific,
as many destinations concurrently respond to the same

The previous chapters summarized country-specificmarket signals showing that consumers are looking

findings and opportunities for sustainable tourism

for experiences beyond “fly and flop” holidays on a

product development, noting that there is a significant

beach. Soft adventure includes kayaking and canoeing,

opportunity to provide more support at regional Pacificsnorkeling, trekking and walking, cycling, wildlife

island level, developing standardized solutions that could

watching,

then be localized for specific country needs. Regional

expeditions, visiting cultural sites, voluntourism, amongsupport for tourism development in the Pacific, in addition

others. Each destination however is inclined to have a

to bilateral support, has a number of benefits, including

particular comparative advantage within the broad soft

cost-effectiveness and cross-sharing of learnings.

adventure category. It would be helpful for destinations

horsebackriding,rafting,archeologicalto specialize in soft adventure activities that play to their
Regional recommendations are:particular strengths, as opposed to offer all things to all
people. In this way, visitors can extend visits to additional
destinations in the Pacific.

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3Form partnerships to bid forevents4|

Develop China market guide forhigh value niche markets

The Rugby World Cup hosted by Japan in 2019 has proven

Product

development

has

to

occur

with

marketthe potential for tier 2 rugby nations to successfully

development. New tourism products are required tohost such events. Infrastructure in many Pacificattract new visitors, but additional visitors are alsoisland countries continue to improve with increasing

required to enable new product businesses to be viable.

accommodation and air access, and new or expanded

China has been a key driver of tourism growth in Asia andsport stadiums and facilities. This creates an opportunity

the Pacific over the last decade, but many Pacific islands

to bid for further events, including mega events inhave yet to capture their share of higher-value Chinese

partnership with Pacific rim countries such as Australia

visitors. To build demand, Pacific destinations could lookand New Zealand. There are opportunities aroundfor high-value, niche segments in China which play to their

the economic aspect of maximising hosting a regional

strengths, for example diving, fishing, surfing, sailing andmega event such as human resource development,

birdwatching. With the relevant support, a new Market

mainstreaming tourism in the national agenda andGuide could be developed for Pacific islands specificallyspreading benefits beyond the host. Events that augment

covering these niche markets in China. The Guide shoulda destination’s brand are of particular value.

research and provide information on travel agents thatspecialize in these niche sectors. Also, information

For Pacific destinations lacking the necessary resources

on customer profiles, specialist media, events andto host mega events, another approach could be starting

associations will be informative for stakeholders to makeon a smaller scale at the regional and country level.

resource allocation decisions on how to attract theseFirst, beginning by identifying event promoting tradition,niche markets. SPTO produced a similarly formatted

community and cultural assets and available resources toguide for Japan a decade ago230 which could be updated.

capitalize on and maximize differentiation opportunities

This support could help Pacific islands expand markets inwithin the destination and the region, but also

accordance with the three pillars of sustainability: social,collaborative opportunities between Pacific destinations.

economic and environmental.

In line with the existing Super Rugby Pacific league,
Pacific islands could consider creating sports or cultural
events celebrating traditional customs and shared
heritage between Pacific nations to promote destination
brands across the subregion. For example, this approach
could support building the Polynesian brand to attract theAustralian market.
Furthermore, destinations should be mindful to minimize
the negative impacts of such mega and smaller scale
events. This should be addressed from the planningstage through careful inclusion of relevant sustainablestrategies and actions, including a carrying capacity
analysis and tourism flow dispersal strategy. For instance,
actions could include implementation of recycling waste
collections systems, use of biodegradable material andcomprehensive promotional campaigns for sustainable
and responsible behaviour for all stakeholders andvisitors involved in the event.
230 Pacific Tourism Organization (2009), Market Access Guide Japan133

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

5

Access to Pacific islands: use ofexisting air services and cruise
tourism development

These are partially in place already, but with the everchanging dynamic aviation environment – new routes,
more services, new operators, new aircrafts with newcapabilities, new destinations, new markets, newsystems, and new people. Opportunities could be

Across the Pacific, there is much focus to improve tourism

identified to maximise benefits.

sustainability within destinations. But one of the mainsustainability challenges faced by Pacific destinations

On the other hand, the development of cruise tourism

is the carbon emissions expended while visiting remotecouldislands. Putting more visitors on existing flights will

growth. However, similar to all product development

reduce carbon miles per visitor. There are a number ofopportunities, cruise tourism comes with its challenges,

refinements that can be implemented that cumulatively

especially risks associated with environmental and socio-

could make a difference to flight loadings, particularly

economic impacts on local communities. Cruise tourism

regarding access from North Pacific rim markets. Theseis characterized by bringing large numbers of people toinclude:concentrated areas of destinations for brief periods, thus

bring

significant

opportunities

for

tourism

multiplying and concentrating the impacts231. Therefore,▬

Code shares from customers’ origin to destination;

careful planning and monitoring procedures should be
implemented ahead of the development of cruise tourism▬

Through-pricing beyond hubs to final destination;in order to elaborate an appropriate assessment taking

andinto consideration the potential social, economic andenvironmental impacts, as well as the characteristics of▬Maximizing promotion and use of air passes tothe existent tourism value chain in the destination.

facilitate island hopping and multi-destination
holidays.

231 World Tourism Organization and Asia-Pacific Tourism Exchange Center (2016c), Sustainable Cruise Tourism Development Strategies– Tackling the Challenges in Itinerary Design in South-East Asia, UNWTO, Madrid, DOI: https://doi.org/10.18111/9789284417292

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

6

Provide guidance for communitybased tourism pricing strategies

7|

Build Polynesia cultural productawareness in Australia

Many high-value community-based tourism experiences

Eastern Pacific destinations are looking to the Australianin the Pacific islands are being sold below international

market as a significant growth opportunity. However,market rates for visitor experiences. Providers establish

Australians’ major experiences with the Pacific currently

local-cost-plus terms when setting prices and are also

are in their neighbouring Melanesian destinations.

conscious that their domestic market is often not able

There is an opportunity to use cultural products to

to pay international rates. Providers can use strategies

enhance awareness and understanding of Polynesia in

to increase returns from their efforts whilst keeping

the Australian outbound market, and therefore inspire

customer satisfaction. Dual pricing for domestic andfurther visitation to the Pacific islands. Hawaii’s recently

international markets is one such commonly used

more prominent promotional profile in Australia could beapproach, where value is added for the higher priced

harnessed as a further opportunity to build awarenessinternational version experience. Offering guidance

and understanding of Polynesia. Polynesian destinations

and training for community-based tourism providers

may consider a collective marketing effort in Australia,

on pricing strategies could improve their business andand cultural products could play an important role. This

community sustainability.

may provide a helpful platform from which to further
build awareness of individual destinations within the sub-Centralized booking systems also need to be put inplace for community-based tourism products. Rather
than developing new systems in isolation in each Pacificisland destination, a more efficient and effective approach
could be one standardized system for the region, withlocal customization. Customers of such booking systems,
travellers and travel agents, would appreciate thestandardized look and feel, and operating procedure ofsuch systems across the region.

region.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

8

Develop Pacific pension funds
guidelines for tourism

9

Provide specialist tourism productdevelopment resource for small
island states

Over the last decade a couple of Pacific national pension

Product development is a marketing function, productfunds have emerged as major investors in regional

being one of the four Ps of the classic definition of

tourism infrastructure. This allows tourism to growmarketing: promotion, product, place and price. Nationalsustainably and keep ownership and profits at the local

tourism organizations (NTOs) ideally would have alevel. Other Pacific pension funds have yet to actively step

dedicated product development unit with resources

into tourism investment. Guidelines could be developed

separate from their promotion function, as the required

to encourage these funds to become active tourism

skill sets and operating styles are different. This isinvestors drawing on the successful experiences of thefeasible for larger NTOs, however, small island statesleading pension fund case studies featured in this report.

NTOs may struggle to allocate specialized resources
beyond promotion. Therefore, a dedicated centralized
regional

product

development

resource

could

be

provided to assist all Pacific small island states.
Additionally, the development of partner assistance could
be used to implement Pacific islands Sustainable Tourism
Guidelines which are under development. Climate change
adaptation training for SME operators and tour guides has
also been identified as a priority. An appropriate training
module could be localized from UNWTO’s climate change
adaption guidelines for small island destinations, andimplemented in the Pacific.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

10

Prioritize actions

Some

tourism

strategies

Pacific

islandnations

developed

with

for

smallerdevelopment

agencysupport have a large number of product development
recommendations. These can overwhelm the limited
local resources available for implementation. Therefore,
recommendations should be prioritized, with destinations
focussing on trying to implement a small number of highpriority recommendations in any given timeframe.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDSRECOMMENDED RE ADING FROM UNW TO:

https://www.e-unwto.org/doi/book/10.18111/9789284419852 - Wednesday, November 08, 2023 5:11:36 PM - IP Address:210.136.42.252

World Tourism Organization (2020), Tips for a Responsible Traveller,
UNWTO, Madrid, online available at:https://www.unwto.org/responsible-tourist [30-11-2022].
World Tourism Organization (2019b), UNWTO Tourism Definitions,
UNWTO, Madrid,
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World Tourism Organization (n.d.), ‘The responsible tourist’,
UNWTO, Madrid, online available at:https://www.unwto.org/responsible-tourist [30-11-2022].

Small island developing states:
World Tourism Organization (2020), UNWTO Brieﬁng Note – Tourism
and COVID-19, Issue 2. Tourism in SIDS – the challenge ofsustaining livelihoods in times of COVID-19, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284421916.
World Tourism Organization (2014), Tourism in Small Island
Developing States (SIDS) – Building a more sustainable future
for the people of Islands, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284416258.

Sustainable tourism development:
World Tourism Organization (2020), ‘Measuring the Sustainability ofTourism’, online available at:https://unwto.org/Measuring-Sustainability-Tourism[09-11-2020].
World Tourism Organization (2019), Baseline Report on Integrationof Sustainable Consumption and Production Patterns into
Tourism Policies, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284420605.
World Tourism Organization and International Transport Forum(2019), Transport-related CO2 Emissions of the Tourism Sector– Modelling Results, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284416660.
World Tourism Organization and United Nations Environment
Programme (2008), Climate Change and Tourism –Responding to Global Challenges, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284412341.
World Tourism Organization and United Nations Environment
Programme (2005), Making Tourism More Sustainable – A
Guide for Policy Makers, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284408214.

Indigenous tourism and community-based tourism:
Nature and rural tourism:
World Tourism Organization (2021), UNWTO Inclusive Recovery
Guide – Sociocultural Impacts of Covid-19, Issue 4: Indigenous
Communities, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284422852.
World Tourism Organization (2020), AlUla Framework for Inclusive
Community Development through Tourism, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284422159.
World Tourism Organization (2019), Recommendations on
Sustainable Development of Indigenous Tourism, UNWTO,
Madrid, DOI: https://doi.org/10.18111/9789284421299.

Romeo R., Russo, L., Parisi F., Notarianni M., Manuelli S. and Carvao
S. (2021), Mountain tourism – Towards a more sustainable
path, FAO, Rome, DOI: https://doi.org/10.4060/cb7884en.
World Tourism Organization (2021), Accessibility and Inclusive
Tourism Development in Nature Areas – Compendium of Best
Practices, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284422777.
World Tourism Organization (2020), UNWTO Recommendations on
Tourism and Rural Development – A Guide to Making Tourism
an Effective Tool for Rural Development, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284422173.
World Tourism Organization (2018), Sustainable Mountain Tourism– Opportunities for Local Communities, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284420261.
World Tourism Organization and Huzhou City (2017), International
Rural Tourism Development – An Asia-Pacific Perspective,
UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284418824.

https://www.e-unwto.org/doi/book/10.18111/9789284419852 - Wednesday, November 08, 2023 5:11:36 PM - IP Address:210.136.42.252

SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

Marketing and product development:

Tourism investment and startups:

World Tourism Organization (2019), ‘Market Intelligence’, UNWTO,
Madrid, online available at:https://www.unwto.org/market-intelligence [20-10-2020].

World Tourism Organization (2021), UNWTO Investment Guidelines– Enabling Frameworks for Tourism Investment, UNWTO,
Madrid, DOI: https://doi.org/10.18111/9789284422685.

World Tourism Organization (2017), Maximizing the Benefits ofMega Events for Tourism Development – Cases from the
Olympics, FIFA World Cup and Expo, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284418923.

World Tourism Organization (2021), UNWTO Investment Guidelines– Strategies to Safeguard Tourism Investments during
COVID-19, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284422913.

World Tourism Organization (2011), Handbook on Tourism ProductDevelopment, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284413959.
World Tourism Organization and Asia-Pacific Tourism Exchange
Center (2016), Sustainable Cruise Tourism Development
Strategies – Tackling the Challenges in Itinerary Design inSouth-East Asia, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284417292.
World Tourism Organization (2017), Benchmarking Methodology for
the Development of Sustainable Cruise Tourism in South-East
Asia, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284418404.
World Tourism Organization and Global Tourism Economy ResearchCentre (2020), UNWTO/GTERC Asia Tourism Trends – 2020
Edition, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284422258.
World Tourism Organization (2021), Yearbook of Tourism Statistics,
Data 2015–2019, 2021 Edition, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284422487.

Safety and security:
World Tourism Organization (2022), International Code for theProtection of Tourists, UNWTO, Madrid, DOI: https://doi.
org/10.18111/9789284423361.

Intellectual property and licensing of tourism products:
World Intellectual Property Organization (WIPO) and World Tourism
Organization (2021), Boosting Tourism Development throughIntellectual Property, Geneva: WIPO,
DOI: https://doi.org/10.18111/9789284422395.

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

ANNEXESANNEX A: LIST OF GOOD PRACTICE CASES | 141
ANNEX B: COMPARISON OF PACIFIC ISLANDS PRODUCTDEVELOPMENT OPPORTUNITIES | 142
ANNEX C: PRODUCT/MARKET MATRIXES FOR SELECTED PACIFICISLAND DESTINATIONS | 144
ANNEX D: TOURISM PRODUCT DEVELOPMENT CHECKLIST FOR
PACIFIC ISLANDS | 150

ANNEX

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ANNEX A
LIST OF GOOD PRACTICE CASES

Government policy
▬

1.2.2

Dark Sky Nation, Niue | 33

▬

5.2.3

Sustainable tourism policy, Vanuatu | 71

▬

7.2.2

Levuka World Heritage, Fiji | 90

▬

9.2.3

Malaysian Homestay Programme | 111

SME/entrepreneurial development▬▬

Protection of heritage buildings,

6.2.1

Okinawa domestic tourism, Japan | 80

▬

8.2.1

Pension fund investment, Papua New

Guinea and Fiji | 102▬

10.2.1▬

5.2.1

Targeted digital marketing, Cook

5.2.2

Queensland Tourism talent finder,

Australia | 71
▬

6.2.2

South Island high end tours, New

Zealand | 80
▬

7.2.1

Queenstown differential pricing strategies,

New Zealand | 90

Okinawa regional partnerships,

Japan | 119

South Island ecolodge development, New

Islands | 70

Singapore | 43
▬

4.2.1

Zealand | 61

Private-public-community partnership2.2.1

Kosrae Adventure Tours, Federated Statesof Micronesia | 33

▬
▬

1.2.1

▬

7.2.4

Product and brand differentiation,

Hawaii | 91
Local community engagement

▬

8.2.2

Kokoda Trail, Papua New Guinea | 102

▬

▬

9.2.1

Whale Watch Kaikoura, New

2.2.2

Voluntourism guidelines, Papua New

Guinea | 44
▬

3.2.2

Tamiki Tours, New Zealand | 54

▬

7.2.3

Setouchi International Arts Festival,

Zealand | 110▬

11.2.1

Community and business tourism

education, Japan | 125

Japan | 91
▬
▬

9.2.2

Shizouka destination marketing

Carrying capacity

organization initiative, Japan | 110

▬

3.2.1

Palau Pledge, Palau | 53

11.2.2▬

7.3.5

Ecotourism and avian conservation | 93

Kia Orana values project, Cook

Islands | 126

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ANNEX B
COMPARISON OF PACIFICISLANDS PRODUCTDEVELOPMENT OPPORTUNITIESCountry

Government policy

Federated
States ofMicronesia▬ Prioritisingproduct
development
opportunities

Private-public
partnership

SME/
entrepreneurial
development

local community
engagement▬ Differentiating
soft adventure

Carrying capacity▬ Air access▬ Human resource
development▬ Supporting
product
development

FrenchPolynesia▬ Culturalexperiences▬ Sustainability andecotourism▬ North Asia market
development tosupport productdevelopment

Kiribati▬ Increase airaccess▬ Developing
cultural products▬ Developing
birdwatching▬ Cruising, yachting
and diving▬ Supporting
tourism productdevelopment▬ Training

Niue

Papua New
GuineaSamoa▬ Mega events▬ Domestic tourism▬ Agrotourism▬ Events▬ Dark sky▬ Air capacity▬ Succession andinbound operators▬ Emerging markets▬ Soft adventure
differentiation▬ Birdwatching andpricing strategies▬ Historical tours▬ Agrotourism▬ Fostering productchampions▬ Cultural products
and brand
awareness▬ Booking cultural
festivalsCruise
product itineraries▬ Community based
tourism▬ Sustainable
marketdevelopment
supporting
product
development▬ Ecotourism andavian conservation

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ANNEX

Country

Government policy

SolomonIslands

Private-public
partnership▬ Utilizing pension
funds investment

SME/
entrepreneurial
development

local community
engagement▬ Iconic WorldWar II heritage
experience

Carrying capacity▬ Ecotourism
supporting world
heritage▬ North Pacificmarketdevelopment tosupport productdevelopment

TimorLeste▬ Dive tourism▬ Whale encounters▬ Local lodges andhomestays▬ Hiking

Tuvalu▬ FCA ecolodge▬ Productchampions▬ Supporting
product
development

Vanuatu▬ Tourism
implementationof Sustainable
Development
Goals▬ Human resource
development▬ Combined
bungalowaccommodation▬ Cruise boutiqueexperiences▬ Hero plus one▬ Atauro Island▬ Sustainable
marketdevelopment
supporting
product
development

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

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ANNEX CPRODUCT/MARKET MATRIXESFOR SELECTED PACIFIC ISLANDDESTINATIONS

Table C.1:

Target product/market matrix – Cook Islands

Product market

Beach

Cultural tours

Soft adventure

High-end,
e.g., Pearl Odyssey

New Zealand/
Australia
United States ofAmerica
United Kingdom/
EuropeLegend:Note:= core  = developing

Table included based on information provided by the Cook Islands for the Good Practice Case Lessons 5.2.1. and 11.2.2.

Table C.2:

Target product/market matrix – Federated States of Micronesia

Product market

DivingUnited States ofAmerica
Germanic Europe
Japan
China
Asia
Legend:= core  = developing

Culture and heritage (incl.
World War II)

Ecotourism

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ANNEX

Table C.3:

Target product/market matrix – Fiji

Product market

Culturebased
activities

Landbased
activities

Waterbased
activities

Weddings/
honeymoons

Diving

MCCI

Cruisetourism

Australia
New ZealandUnited States ofAmerica/
CanadaChina
United Kingdom/
EuropeJapan
Legend:= core  Table C.4:

Target product/market matrix – French Polynesia

Product market= developing

Honeymoon

United States ofAmericaFranceAustralia/New
Zealand
Other Europe
Asia
Legend:= core  = developing

CruiseDivingCultural tourism|

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

Table C.5:

Target product/market matrix – Kiribati

Product market

Fishing

Culture andheritage (incl.
World War II)

Birdwatching

Diving

Surfing

United States ofAmerica
Australia
United Kingdom/
EuropeJapan
Asia
Legend:= core  Table C.6:

Target product/market matrix – Niue

Product market= developing

Diving

New ZealandAustralia
China
Legend:= core  = developing

FishingSoftadventure,snorkeling,
cycling

Dark skyEco-tours

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ANNEX

Table C.7:

Target product/market matrix – Papua New Guinea

Product market

DivingCulture and heritage(incl. World War II)

Soft adventure

Birdwatching

Historical tours

Agrotourism

Australia
United Kingdom/
EuropeUnited States ofAmericaJapan
China
Legend:= core  Table C.8:

Target product/market matrix – Samoa

Product market= developing

Beach and soft
adventure

New Zealand/
Australia
United States ofAmerica
United Kingdom/
EuropeChina/Japan
Legend:= core  = developing

Cultural tours|

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

Table C.9:

Target product/market matrix – Solomon Islands

Product market

DivingCulture andheritage (incl.
World War II)

Soft adventure,snorkeling

Birdwatching

Surfing

Australia/New
ZealandUnited States ofAmerica
United Kingdom/
EuropeJapan
Asia
Legend:= core  Table C.10:= developing

Target product/market matrix – Timor-Leste

Product market

MarineAustralia/New
ZealandIndonesia
China
Portugal
Legend:= core  = developing

HikingCulture and heritage

Religious pilgrimage

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ANNEX

Table C.11:

Target product/market matrix – Tuvalu

Product market

Cultural tours

Birdwatching

Marine activities

Fiji
Australia/New
ZealandUnited States ofAmerica
Asia
Legend:= core  Table C.12:= developing

Target product/market matrix – Vanuatu

Product market

Familybeachholiday

Cultural
tours

Australia
New Zealand
New Caledonia
North America/
EuropeChina/Japan
Legend:= core  = developing

Soft adventure

Wellnessandculinary

DivingCruiseMCCIWorkingholiday

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ANNEX DTOURISM PRODUCTDEVELOPMENT CHECKLIST FOR
PACIFIC ISLANDS

Activity

1. Identify product/market gaps
1.1

Study available formal market research, from local and Pacific rim NTOs, from UNWTO, SPTO andother global and regional organizations.
What are the visitor trends and opportunities?

1.1

Study products in other destinations, online and through visits.
What is working well, could it be replicated/customized for your destination?
What isn’t working well, how could you do better?

1.2

Ask visitors to your destination.
What they would like to do that isn’t currently available?

1.3

Inventory your destination’s tourism assets.
Which are not yet being supplied (or fully supplied) to market?

2. Develop and prove product concept
2.1

Define how product experience is unique (at least in your destination).

2.2

Define visitor benefits and features.

2.3

Prepare prototype and test market; continual improvement based on feedback.

3. Regulatory, safety, and sustainability
3.1

Identify and obtain any licences and approvals required.

3.2

Develop OHS Plan. Identify threats, prevention and remediation.

3.3

Develop a Crisis Management Plan. Keep it simple.
List of emergency contacts.

3.4

Develop a Sustainability Plan.
Waste management, energy efficiency, biodiversity preservation (e.g., conservation plantings),
cultural preservation (e.g., percentage of profit back to local community).
Set targets in relation to SDGs.

3.5

Monitor and measure targets. Especially for natural resource and security focussed benchmarks.

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ANNEX

Activity

4. Marketing plan
4.1

Define target markets and visitor profiles/needs.

4.2

Research and set demand-based pricing (what do other destinations charge?).

4.3

Develop website and social networking service channels.

4.4Work with tourism bodies to establish media and travel agent channels.

5. Assemble and prepare resources
5.1

Develop a Business Plan (includes 3. and 4. above), secure finance.

5.2

Recruit and train team.

5.3

Purchase or make any necessary equipment and narratives.

6. Launch (and continual improvement based on solicited feedback)6.1

Monitor and measure performance against the Business Plan targets (including sustainability). Modify
Plan as required.

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LIST OF ACRONYMS ANDABBREVIATIONSAPEC

Asia Pacific Economic Cooperation

APTC

Australia Pacific Training Coalition

COP 2323rd Conference of the Parties to the United Nations Framework
Convention on Climate Change

FCA

Funafuti Conservation Area

FNPF

Fiji National Provident Fund

GSTC

Global Sustainable Tourism Council

HRP

Singapore Heritage and Identity Partnership

IVS

inbound visitor survey

KTA

Kokoda Track Authority

MCCI

Meetings, congresses, conventions and incentives

MST

Measuring the Sustainability of Tourism

NASFUND

National Superannuation Fund of Papua New Guinea

NSDP

Vanuatu National Sustainable Development Plan

NTO

national tourism organization

PIPA

Phoenix Islands Protected Area

PNGTPA

Papua New Guinea Tourism Promotion Authority

PPP

public-private partnership

SDGs

Sustainable Development Goals

SIDS

small island developing states

SPTO

Pacific Tourism Organization

STGP

Samoa Tourism Growth Partnership

UNESCO

United Nations Educational Scientific and Cultural Organization

UNWTO

World Tourism Organization

URA

Singapore Urban Redevelopment Authority

VFR

visiting friends and relatives

VSTP

Vanuatu Sustainable Tourism Policy

SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

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LIST OF TABLES AND FIGURES

Figure I.1:

Map of the Pacific | 19

Figure I.2:

Pacific islands international tourism dashboard, 2018 | 19

Figure I.3:

Tourism SWOT – Pacific islands | 25

Figure 1.1:

Federated States of Micronesia tourism dashboard | 31

Figure 1.2:

Tourism SWOT – Federated States of Micronesia | 31

Figure 2.1:

Fiji tourism dashboard | 39

Figure 2.2:

Tourism SWOT – Fiji | 40

Figure 3.1:

French Polynesia tourism dashboard | 51

Figure 3.2:

Tourism SWOT – French Polynesia | 52

Figure 4.1:

Kiribati tourism dashboard | 59

Figure 4.2:

Tourism SWOT – Kiribati | 60

Figure 5.1:

Niue tourism dashboard | 68

Figure 5.2:

Tourism SWOT – Niue | 68

Figure 6.1:

Papua New Guinea tourism dashboard | 77

Figure 6.2:

Tourism SWOT – Papua New Guinea | 78

Figure 7.1:

Samoa tourism dashboard | 87

Figure 7.2:

Tourism SWOT – Samoa | 88

Figure 7.3:

Sustainable market development to support productdevelopment | 94

Figure 8.1:

Solomon Islands’ tourism dashboard | 99

Figure 8.2:

Tourism SWOT – Solomon Islands | 99

Figure 9.1:

Timor-Leste’s tourism dashboard | 109

Figure 9.2:

Tourism SWOT – Timor-Leste | 109

Figure 10.1: Tuvalu tourism dashboard | 117
Figure 10.2: Tourism SWOT – Tuvalu | 117
Figure 11.1: Vanuatu tourism dashboard | 123
Figure 11.2: Tourism SWOT – Vanuatu | 124

Table I.1:

International tourist arrivals in the Pacific Island Countries,
2019–2021 | 13

Table I.2:

International tourism receipts in the Pacific Island Countries,
2019–2021 | 14

Table I.3:

Tourism product development – seven key steps | 17

Table C.1:

Overview of tourism numbers by case-study country | 27

Table 2.1:

Fiji activity ranking for different visitor markets (%) | 42

Table 3.1:

French Polynesia’s key images by target markets | 52

Table 5.1:

Niue activity ranking | 69

Table 5.3:

Cook Islands activity ranking | 70

Table 6.1:

Papua New Guinea activity ranking | 79

Table 7.1:

Samoa target segments | 89

Table 7.2:

Samoa activity ranking | 89

Table 8.1:

Solomon Islands activity ranking | 101

Table 10.1:

Activity ranking – Tuvalu | 118

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|

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SUSTAINABLE TOURISM PRODUCT DEVELOPMENT OPPORTUNITIES IN THE PACIFIC ISL ANDS

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REFERENCES AND BIBLIOGR APHY

Copyright © 2022, World Tourism Organization (UNWTO)
Sustainable Tourism Product Development Opportunities in the Pacific Islands
ISBN (printed version): 978-92-844-1984-5
ISBN (electronic version): 978-92-844-1985-2
DOI: 10.18111/9789284419852
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World Tourism Organization (2022), Sustainable Tourism Product Development Opportunities in the
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Sustainable Tourism Product Development Opportunities in the Pacific Islands

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World Tourism Organization ( UNWTO )The World Tourism Organization (UNWTO), a United
Nations specialized agency, is the leading internationalorganization with the decisive and central role in promoting
the development of responsible, sustainable and universally
accessible tourism. It serves as a global forum for tourism
policy issues and a practical source of tourism knowhow. Its membership includes 159 countries, 6 territories,
2 permanent observers and over 500 Affiliate Members.

UNDERSTANDING
AND QUANTIFYINGMOUNTAINTOURISM