Encuentro tourismo Nacional rural comunitario

Transcription

1 Anyi: Quechua-Andean Peru hospitality Manaaki ki te tangata: Māori Hospitality The tourist offer & culture: The Maori Experience Aotearoa-New Zealand Encuentro tourismo Nacional rural comunitario AP Mānuka Hēnare Robert Willoughby Matu Clendon Dr Rick Starr Rob Tucker Trevor C Douglas Mana Matariki Hospitality Ltd Assoc. Prof. Mānuka Hēnare Chairman 30 March 2017 Chairman Director Director Director Director Director

2 Anyi: Quechua-Andean Peru hospitality Mariaelena Analí Huambachano Presidential Diversity Postdoctoral Fellow Research Associate of American Studies & Ethnic Studies Auckland, New Zealand International Trade and Development Current Brown University, Center for the Study of Race and Ethnicity in America (CSREA), Mira Szászy Research Centre for Māori and Pacific Economic Development, University of Auckland Business School

3 Anyi: Traditional Mandate for Hospitality Ayni (Quechua, also spelled Ayniy or Aini) refers to reciprocity & mutualism among Adean people Everything in the world is connected, Well-known practitioners of Ayni include the Quechuas & Aymara, as well as numerous other communities in the Peru, Ecuador, & Bolivia.

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5 Austronesian-East Polynesian-Māori Globalism 6,000 Years Trade inspires Pacific exploration From Rolett, Tianlong & Gongwu, Early seafaring in the Taiwan Strait and the search for Austronesian origins, Journal of East Asian Archaeology, 2003

6 Manaaki ki te tangata: respect & courtesy to people: hospitality The Plan A New Tourism Platform for Aotearoa New Zealand Strategic Intent: To be the Pacific leader of Austronesian, Indigenous tourism, creative arts, music & design Establish a Māori Tourism, Creative Arts, Music & Design Business Innovation Cluster (TCAMDI) Collaborate, innovate supply chain, seek investors An investor & partner in the cluster Two Value Propositions. Drivers of the Māori partners: Value Proposition End User: To experience high quality, high value authentic, engaging, durable experience of Māoritanga (Māori way of life) Value Proposition Partners: To be the leading indigenous tourism, arts innovation cluster founded on profitable growth oriented & sustainable business & cultural principles. Design, build, own & manage a chain of 5 Star Spa Resorts

7 Manaaki ki te tangata: Brief Māori tourism history 1830s: Pōmare, Ōtuihu Pā, Opua kapa haka Initially a proactive tourism platform developed in the Bay of Islands, but was destroyed when British Navy blew the Pā away 1886: Tuhourangi people to fore of tourist development Pink & White Terraces, Lake Rotomahana In Rotorua Central North Island, Māori become engaged in the emergent settler tourism sector Settlers + govt intervention & control of land & resources ensured Māori relegated to role of: Suppliers of a service, never the owners or managers of tourism itself Little control over the tourism supply chain since 1886s

8 HMS North Star, destroying the pā of Pōmare, Ōtuihu, Bay of Islands (1845) Date: 1845 By: Williams, John, d 1905?; Bridge, Cyprian (Lieutenant-Colonel), Ref: A H. M. S. North Star in the foreground with sails furled. Small boats and soldiers landing on a flat area with houses in the background. A high hill with further soldiers silhouetted against flames and black smoke. The scene is lit by moonlight. Williams, John, d 1905?. [Williams, John], d 1905 :H M S North Star, destroying Pomare's pa, Otiuhu, Bay of Islands (1845). Ref: A Alexander Turnbull Library, Wellington, New Zealand.

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12 Māori in tourism today In modern times, there has been continued loss of control, i.e. mana over the supply chains for tourism (Te Puni Kōkiri, Poutama Trust 1971) With no education or training for the tourism sector And a need to add value to Māori lands

13 Strategic Approach to Māori Economic Development through manaaki ki te tangata eco-tourism 2001 Attempts to establish a Māori tourism cluster led to the establishment of a Māori Tourism Council and regional counter parts seeking co-ordinationcollaboration Mira Szászy Research Centre Research, The University of Auckland Business School, research in Māori tourism took a sector or industry approach (2001) tourist operators - artists, musicians -SMEs Whānau-hapū-iwi tourism interests land owners Business innovation clusters Steps to establish a Māori Tourism, Creative Arts, Music & Design Innovation Cluster (TCAMDI) Collaborate, innovate supply chain, seek investors series of strategy retreats in the Business School, created scenarios years to strategy maps

14 Four Wellbeings Quadruple Bottom Line Financial Perspective Processes & Technology Perspective Socio-Cultural Kinship Value Māori Eco-Tourism Cluster Strategy Map Two. Sustainability Scorecard: The Four Wellbeings 2007 Economic Value Environmental Value Spiritual Value Adapted from Robert S. Kaplan and David P. Norton, Using the Balanced Scorecard as a Strategic Management System, Harvard Business Review (January-February 1996): 76. Ensure integrated comms plan Ensure brand mgmt process Increase shareholder & participating partner wealth Ensure market intelligence process Ensure quality in deliveries Ensure effectiveness of delivery processes Increase Member business yield / margins Branding Customer Management Innovation EVA and Financial Mgmt Creative, efficient R&D process Innovation in services Optimise use of Assets Improve productivity in transactions Ensure financial flexibility Socio-Cultural Environmental Perspective Assume leadership in transparency within sector Manage social impact in areas of influence Manage cultural impact in areas of influence Manage occupational health issues Manage eco-efficiency occupational health issues Be a protagonist on environmental issues Spiritual Perspective Assume leadership in developing authentic business prototypes Champion the development of wairuatanga in business Human Resources Perspective Partner Perspective Develop competencies and leaders within The TCAMDI cluster Business & Profit Led Growth Oriented Develop organisational capacities in brand, services and innovation Design Enabled Culturally Enriched Informed by Research Support organisational change Value Proposition End User: To experience high quality, high value authentic, engaging, durable experience of Māoritanga Value Proposition Partner: To be the leading indigenous innovation cluster founded on profitable growth oriented & sustainable business & cultural principles. Innovation Driven

15 He Korunga o Ngā Tikanga Spiral/Matrix of Ethics The Good Life te ao mārama Kotahitanga solidarity Tiakitanga guardianship Hohou rongo Peace Mauri life force Hau reciprocity enlightenment, cosmos Tapu being potentiality Io - Mauri - Kore Mana authority Wairua spirituality Tangata humanity Whānaungatanga belonging Manaakitanga/Atawhai generosity te ao hurihuri change & tradition M. Henare, 2001, 2003

16 Mana Matariki Hospitality Ltd. A new company formed to build, own, and operate a nationwide chain of five star resort spa hotels. Māori interests currently own 50% of the venture, growing to 100% as soon as practicable. Constructed on leased Māori-owned or to be owned land in nine iconic Aotearoa locations, 1241 guest rooms. Proposed to be operated under a global brand name. Showcasing Māori themes and artwork appropriate for the rohe in which they are located.

17 Mana Matariki Hospitality Ltd Mana Matariki Hospitality Ltd is currently a partnership of the Mira Szászy Research Centre for Māori and Pacific Economic Development, University of Auckland Business School, Mana Tai Tokerau Ltd and GPE-Portfolio who collectively bought this project together. Our goal is to extend the commercial capabilities of Māori land owners who aim to both protect and build their assets for now and the future. This exciting business opportunity aims to involve tribal Māori business and other Māori enterprises in a new niche market at the top end of the eco-tourism global value chain.

18 Aotearoa Hotel Market Structure Aotearoa-NZ hotels are a fragmented market Many local brands, small global presence Limited chain connectivity Concentrated at the lower end of the market Aging facilities Māori tend to be a cheap labour force in the hotel market Māori are underserving the upscale market.

19 Waitangi & Moturua Island Auckland Rotorua Taupo Kaikoura Wellington Christchurch Queenstown

20 Waitangi, Bay Of Islands Waitangi potential site The Waitangi Trust is negotiating to make this location available

21 Moturua Island (between Motukiekie and Roberton Island)

22 Auckland Downtown

23 Rotorua: Motu Tara (Sulphur Point)

24 Taupo-Wairakei

25 Wellington Site to be confirmed

26 South Island Sites TBD South Island locations are essential for connectivity in the chain Queenstown is confirmed Post Christchurch earthquake we need to review other potential locations

27 International Tourists ,000 New Zealand International Tourist Arrivals ,500 2,000 1,500 1,

28 We need improved quality hospitality including accommodation Aotearoa does well in the small, ultra-premium lodge segment We are underserved in upscale and midrange hotels Tourism flows continue to increase on average And our infrastructure continues to run down The current, mid- and long-term environment is highly favourable for a well-designed manaaki ki te tangata hotel chain.

29 Manaaki ki te Tangata: A New Māori Tourism Platform Aotearoa tourism is world renowned, but Māori have the opportunity to do far better A manaaki ki te tangata chain will offer the chance for a global hotel brand to enter an entire country, in worldclass locations, with authentic Māori hospitality Authentic Māoritanga can be expressed in a meeting place, a showcase, and appropriate accommodation such as a manaaki ki te tangata chain An integrated platform that can build synergies and cater for the expected huge growth in Asian tourism

30 Connectivity - the identified missing link For owner-mangers, a manaaki ki te tangata hotel chain cuts administration costs as a % of revenues and increases economies of scale Delivers an estimated bottom line improvement of $7.3m to the whole chain For international and local guests, a chain: Delivers complete security and wellbeing Takes the transport risk out of the equation Delivers an opportunity to open a market that needs to be properly served

31 Māori Eco-Tourism Business Innovation Cluster The proposed 5 Star Spa Chain be part of the Māori Business Innovation Cluster. In the Māori Eco-tourism Strategy Map note the two value propositions, which remain pertinent today. These are drivers of the Māori partners: Value Proposition End User: To experience high quality, high value authentic, engaging, durable experience of Māoritanga Value Proposition Partner: To be the leading indigenous innovation cluster founded on profitable growth oriented & sustainable business & cultural principles.

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36 Four Wellbeings Quadruple Bottom Line Financial Perspective Processes & Technology Perspective Socio-Cultural Kinship Value Māori Eco-Tourism Cluster Strategy Map Two. Sustainability Scorecard: The Four Wellbeings 2007 Economic Value Environmental Value Spiritual Value Adapted from Robert S. Kaplan and David P. Norton, Using the Balanced Scorecard as a Strategic Management System, Harvard Business Review (January-February 1996): 76. Ensure integrated comms plan Ensure brand mgmt process Increase shareholder & participating partner wealth Ensure market intelligence process Ensure quality in deliveries Ensure effectiveness of delivery processes Increase Member business yield / margins Branding Customer Management Innovation EVA and Financial Mgmt Creative, efficient R&D process Innovation in services Optimise use of Assets Improve productivity in transactions Ensure financial flexibility Socio-Cultural Environmental Perspective Assume leadership in transparency within sector Manage social impact in areas of influence Manage cultural impact in areas of influence Manage occupational health issues Manage eco-efficiency occupational health issues Be a protagonist on environmental issues Spiritual Perspective Assume leadership in developing authentic business prototypes Champion the development of wairuatanga in business Human Resources Perspective Partner Perspective Develop competencies and leaders within The TCAMDI cluster Business & Profit Led Growth Oriented Develop organisational capacities in brand, services and innovation Design Enabled Culturally Enriched Informed by Research Support organisational change Value Proposition End User: To experience high quality, high value authentic, engaging, durable experience of Māoritanga Value Proposition Partner: To be the leading indigenous innovation cluster founded on profitable growth oriented & sustainable business & cultural principles. Innovation Driven

37 Contact details Mobile: Mobile: Skype: trevor.c.douglas Mobile: Skype: rickstarr1 Bob Willoughby Mobile: Matutaera Clendon 37