Diapositive 1

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CREATING OPPORTUNITIES FOR TOURISM INVESTMENT
UNWTO Affiliate Members Leaders Conference
Moroccos Vision 2010 for Tourism Hassan
Kacimi Deputy Minister of Tourism Cart
agena de Indias, Colombia 2007, November the 24th

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SUMMARY
Vision 2010 Assets
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Vision 2010 National commitments
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Vision 2010 Achievements
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1.1 Morocco A thousand years heritage

• A civilization at the crossroads of three worlds
• 3 000 years of visible History/12 century old
  nation
  
• A succession of great dynasties
• The Occident of the Orient
• The bridge between Africa and Europe
• An exceptional cultural patrimony
• Imperial Cities, Palaces, souks, Kasbahs,
  Medieval medinas, a famous cuisine, handicrafts
  and traditional arts
  
• We have kept very strong traditions modern
  lifestyle
  
• A very open, hospitable and tolerant society

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1.1 Morocco Natural Assets

• A land of contrasts combining
• A vast territory (1.5 times France)
• Oceans, snowy mountains, and desert
• An ideal climate mild and sunny
• An average temperature of 21C all year round
• An exceptional 3,500 km coastline ( including
  year round beach destinations )
  
• 2-3 hours flight from major European markets
• The only destinations with 4/5 city-break
  destinations potential
  

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1.2 A 10 years growth strategy

• An ambitious and aggressive growth strategy to
  achieve the Vision 2010
  
• Main objective from 4.4 Million tourists in
  2000 to 10 Million in 2010
  
• Aims
• Slight growth of tour business ( new segments )
• Aggressive development of city-break offering
• Completely new generation of 6/8 upscale beach
  resorts

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2.1 To reach 10 Million tourists A strategy
focusing on 6 key areas
1. Product

• Tripling bed capacity (to reach 230 000 beds)
  and improving the existing products

2. Training

• Educating and training at least 70,000 employees

3. Air Transportation

• Synchronizing seat capacity with new hotel beds
  competitive rates. Tripling air capacity to
  reach 16 million passengers.

4. Marketing

• A modern approach with defined targets, a higher
  budget
  
• Aggressive partnerships with integrated TO,
  e-marketing strategy

• Improving all services to our guests (airports,
  land transportation, hotel quality,
  entertainment, )

5. Environment
6. Organization

• Building a partnership public/private sector for
  executing and following up of the 2010 plan

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2.2 Product 3 programs Target 160,000
hotel beds
Key Objectives of Vision 2010
A.  Plan Azur   Beach Resorts 

• 85,000 hotel beds
• ( 35,000 real-estate beds)
• 75,000 hotel beds
• Pushing the development of side products
• ( Mountain destinations, sports destinations.)

B. MadaIn Plan Restructuring existing
destinations
C. Niche and rural tourism
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2.2 Product 3 programs Target 160,000
hotel beds
Key Objectives of Vision 2010

• 130,000 hotel beds
• Azur 85,000 beds
• Existing destinations 45,000 beds (
  Agadir,Tétouan, etc.)
  
• 30,000 hotel beds ( Marrakesh, Fez,
  Ouarzazate, etc. )
  

Beach products
Cultural products
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3.1 Product A- AZUR PLAN
SAIDIA MEDITERRANIA 30.000 beds

• 6 last generation beach resorts
• 6 resorts sold to international developers

LIXUS 12.000 beds
MAZAGAN 7.600 beds
MOGADOR 10.500 beds
TAGHAZOUT 21.000 beds
PLAGE BLANCHE 30.000 beds
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A. Azur Plan Mediterranea Saidia

• Developer Fadesa
• Total Capacity 30.000 beds
• 17.000 hotel beds
• 13.000 residential beds
• Total Investment 1 billion
• Positioning new generation large capacity
  Mediterranean resort
  
• (6 km of virgin
  beach)
  
• Signature August 2003
• Launch of works March 2004
• Opening 1st hotel Beginning 2008

2 phases
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A. Azur Plan Mogador

• Developer Thomas Piron/Accor/Colbert-Orco
• Total Capacity 10.500 beds
• 6.750 hotel beds
• 3.900 residential beds
• Total Investment 520 Million
• Positioning an upscale authentic and charming
  beach resort with golf and cultural add-ons
  
• Signature February 2004
• Launch of works October 2005
• Opening first hotel 2008

3 phases
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A. Azur Plan Mazagan

• Developer Kerzner International
• Total Capacity 7.600 beds
• 3.700 hotel beds
• 3.900 residential beds
• Positioning Typical Kerzner style resort
  (Atlantis, Bahamas,Suncity..)
  
• a relaxing upper scale beach resort where you can
  enjoy a full and active experience ( fun, sport,
  beach activities, spa, golf.. )
  
• Total Investment 630 Million
• Signature July 2004
• Launch of works December 2006
• Opening of the resort (1st phase) 2009

3 phases
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A. Plan Azur Port Lixus

• Developer Thomas Piron Orco
• Total Capacity 12.000 beds
• 7.500 hotel beds
• 4.500 residential beds
• Total Investment 560 Million
• Positioning an Algarve style beach, golf and
  culture resort a river marina
  
• Signature October 2004
• Launch of works 2006
• Opening of the first hotel 2009

5 phases
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A. Azur Plan Taghazout

• Developer Colony Capital /Lopesan/Sotocan
• Total Capacity 21.000 beds
• 16.000 hotel beds
• 5.000 residential beds
• Total Investment 1.3 billion
• Positioning upscaled and sophisticated beach
  resort
  
• Signature July 2006
• Launch of works 15 January 2007
• Opening of the first hotel 2009

3 phases minimum
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3.1 Product B- MADAIN PLAN
New positioning/Restructuring existing
destinations ( Beach and culture ) MadaIn
Plan Regional Touristic Development Program
s (PDRT)
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B. MadaIn Plan 9 programs
Tanger 2012 ( 17 000 beds)
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Beach Destinations Culture destinations
Tétouan/ Littoral Mdiq-Fnideq 2014 ( 10 000
beds)
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Agadir 2015 ( 9 000 beds)
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Marrakech
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Rabat
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Casablanca 2012 ( 10 000 beds)
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Fès 2015 ( 4 500 beds)
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Meknès
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Ouarzazate/Zagora
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3.1 Product C- Foreign and domestic tourism inv
estment in Morocco
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3.1 Product D- Evolution of hotel beds

• First results A significant increase in new
  accommodation capacity openings since 2003

Until September

• The number of beds in 2008 / 09 / 10 are
  expected to reach an average additional capacity
  of 15.000 new beds per annum with the beginning
  of the opening of new capacities of AZUR PLAN

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3.1 Product E- Growth of investments (1999 - 20
07)
Mdhs
24 158
15295
4075
3991
3985
2738
1810
1583
963
Until September 2007
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PRODUCTA key to success synchronization
All parts of the touristic chain must
simultaneously progress
Product strategy Strong growth in capacities
(160,000 beds in 10 years)
A coherent approach, but mostly synchronized and
well planned Especially an annual synchronizat
ion of direct flights capacity with additional
hotel beds
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3.2 Air Transportation a regulated
liberalization

• A transparent and regulated liberalization since
  February 2004
  
• New airline companies entering Moroccan sky
• Creation of Moroccan low cost companies
  dedicated to tourism Atlas Blue (2004) and
  Jet4you (2006)
  
• Setting up new routes and priority routes
• Incentive airport taxes policy
• Handling 2nd operator since end of 2004

• 2. Signature of the Open sky agreement with EU
• Liberalization of markets , Simplified
  procedures, Conformity to European regulatory
  standards
  
• New opportunities for Vision 2010
• Target new segments of individual clients
• Arrival of new low cost European companies in the
  Moroccan sky ( ex Easy jet et Ryan air)
  

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3.2 Air Transportation successful results
since liberalization

• 44 companies in the Moroccan sky of which 22
  new companies since end of 2003 (19out the 22 are
  European)
  
• Traffic strongly growing ( end of 2006)
• 8,5 Million Passengers in 2006 Vs 5,5 Million
  passengers in 2003
  
• Growth of the international Traffic 19 in
  2006, 21 in 2005 and 16 in 2004, Vs 3 in
  2003
  
• 355 international point to point frequencies
  / week (excluding Casablanca) in 2006
  
• 160 freq/week 2003-2006 (excluding Casablanca )
  Vs 12 freq/week in 1999-2002
  

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3.3 Marketing A new approach

• Budget
• Raising the promotion budget of the Moroccan
  National Tourism Office 40 Million euros in
  2007
  
• Focusing budget and promotion on 6 main markets
  (France, UK, Spain, Italy, Germany and
  Belgium)
  

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3.3 Marketing Associating the distribution

• Focus on re-introducing existing Moroccan
  products (beach and cultural) within leading
  distribution channels on priority markets.
  
• New type of strategic partnerships with
  integrated TOs
  
• Medium term agreements based on Marketing and Air
  Transportation goals with key market players
  (Airline TO Travel Agents networks)
  
• Since 2003, 10 partnerships with integrated TO
  in strategic markets (France, Spain, Italy, UK,
  Germany, Belgium)
  

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A. Palpable Results for Vision 2010

• 30 increase for bed nights since the launch
  of Vision 2010
  
• 6,65 million tourists in 2006 2,2 million in
  5 years
  
• 7,2 million tourists are expected in 2007
• Tripling the touristic income in 8 years 6.2
  billion US in 2006
  

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B. A proactive approach to attract foreign and
domestic investors

• Plan Azur Approach Selection of sites meeting
  all the necessary criteria for durable
  development of beach resorts / Setting up of
  surveys including marketing positioning,
  architectural and planning, infrastructure and
  business plan for the promoter developer. These
  surveys helped select the international and
  national promoters through open bids.
• Arranging prospecting visits for the investors
  and international developers
  
• Introducing a business oriented approach with
  consultants and corporate Banks to facilitate
  selling beach resorts to international
  developers
• Creating a favorable incentive by granting
  several advantages and privileges to investors
  (Investment Charter)
  
• Direct support to investors for the acquisition
  of land, the State contributes as much as 50 of
  the cost of land for promoters in the beach
  resorts

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B. A proactive approach to attract foreign and
domestic investors

• Launching of tourist investment funds to finance
  tourism projects and strengthen the accommodation
  capacity financing by the banking network.
  
• Coaching and helping the investors at the central
  and local levels in partnership with regional
  councils of Investment and regional offices of
  tourism
• Organization of the annual meetings of tourism /
  Participation of foreign investors and
  international developers who provide testimonies
  concerning the success of their tourism
  investments in Morocco
• Participation to exhibitions and forums of
  investment to present tourism investment
  opportunities in Morocco
  
• Creation of the Observatory of Tourism, which
  provides investors with indicators on
  competitiveness of the destination Morocco and on
  operational and investment standards

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C. Bets for Vision 2010

• Because tourism is also a way of bringing people
  together
  
• Because it is important to develop this activity
  with respect to the populations, the environment,
  etc.
  
• Vision 2010
• Is of course an economic strategy aiming to
  create a real take off in terms of product offer
  raising substantially the investment rate and
  diversifying the product
• but also a strategy which aims
• To preserve the Moroccan identity and cultural
  heritage
  
• To encourage the development of durable tourism
  (all the product offer programs give an important
  part to durable tourism)
  
• To contribute to the human and social
  development
  
• Morocco is already building its new strategy for
  the next decade vision 2020 to pursue and
  complete the action of vision 2010