Gaziantep Tourism Strategy Report

01st April 2010
Gaziantep Tourism Sector Strategy
Final Report
Arun K Cavale, Market Insights Leader, IBM Singapore
Benny Rajan, Business Analyst/IT Specialist, IBM India
Ketelyn Paulussi, Corporate Internal Auditor, IBM Brazil

2 Gaziantep Tourism Sector Strategy
Table of Contents
1. Introduction Pages 3 - 7
2. Tourism Market in Turkey Pages 8 - 14
3. Tourism Value Chain Analysis Pages 15 - 18
4. Strategic Analysis of Tourism Sector in Gaziantep Pages 19 - 23
5. Tourism Marketing Pages 24 - 31
6. Unique Selling Proposition & Offering Development Pages 32 - 37
7. Transportation & Connectivity Pages 38 - 42
8. Competition Pages 43 - 46
9. Pricing Pages 47 - 52
10. Hospitality Infrastructure Development Pages 53 - 57
11. Human Resources Capacity Development Pages 58 - 61
12. Tourism Policy and Governance Pages 62 - 64
13. Recommendations Pages 65 - 99
14. Follow-on Projects & Focus Areas Pages 100 - 105
15. Annexure 1 - Project Development Roadmap Pages 108 - 120
16. Annexure 2 - Business Case Analysis for Relative Pricing of Cities Pages 121 - 124
17. Annexure 3 - Strategic Options Assessment Pages 125 - 129
18. Annexure 4 - Curriculum for Human Resources Capacity Build-up Pages 130 - 138
19. Annexure 5 - List of Major Congresses in Turkey for 2010 Pages 139 - 141

1.0 Introduction

Business Impact: We estimate that there is a potential to grow tourism revenue by 82%, if
all 4 strategies are executed together
4
Sponsor: Mr. Kursat GONCU, Secretary General, Gaziantep Chamber of Industry
Team: Arun K Cavale, Benny Rajan, Ketelyn Paulussi
Executive Summary: Strategy Plan for Congress Tourism to drive overall
tourism growth in Gaziantep
Project Description / Objectives
To develop a strategy plan for the development and
promotion of the tourism sector in Gaziantep, esp. in the
niche area of Congress tourism
Key Insights
Key markets include Europe, Russia/CIS, Middle East, but
mostly domestic
Gaziantep needs a concerted marketing effort
Culture is the Unique Selling Proposition for Gaziantep –
and needs to build on it
Direct flight connectivity is key to build a strong tourist base
Supply of hotel rooms is a bottle-neck that limits larger
congress events
There is a shortage of trained resources
Recommendations
There are 4 strategies available: Attract, Retain, Up-Sell
and Cross-sell
There is potential to grow tourism revenues by 82%, if all 4
strategies are executed together
Offering development, Marketing, Human Resources
development and Tourism governance platform are the 4
key prioritized actions
1. Introduction

Project Schedule
M T W T F S S M T W T F S S M T W T F S S M T W T
1 19 days
2 IBM Team Meets 1 day
3 Initial Client Meeting 1 day
4 2 days
5 Objective Setting, Team & Plan 1 day
6 Identify Issues 1 day
7 3 days
8 Define Hypotheses 1 day
9 Define Key Questions, Data Specs 2 days
10 Build Draft Storyboard 1 day
11 5 days
12
Create Data Matrix & Interview
Guides 2 days
13 Conduct Interviews 4 days
14 7 days
15
Analyze Data & Develop
Recommendations 9 days
16 Revise/Refine/Complete Storyboard 6 days
17 2 days
18 Final Presentation 1 day
19 Follow-up 1 day
8-Mar 15-Mar 22-Mar 29-Mar
Task Name
Tourism Sector Strategy Project
Definition Stage
Structure Stage
Data Gathering Stage
Synthesis Stage
Buy-In Stage
ID Duration
10th Mar (VISIONING WORKSHOP)
11th Mar (ISSUE DISCOVERY WORKSHOP - I)
12th Mar (ISSUE DISCOVERY WORKSHOP - II)
1. Introduction

2.0 Tourism Market in Turkey

Turkey’s tourism industry accounted for 2.8% of GDP and generated
employment to nearly 437,000 people in 2008
Source: BMI Turkey Tourism Report 1Q10
n/a
56.2%
16.0%
2.2%
20,843
2011f
n/a
61.5%
18.8%
3.3%
20,124
2009f
n/a
59.4%
17.4%
2.6%
20,426
2010f
n/a437423462
Direct industry employment,
‘000
14.8%14.5%17.9%19.8%Contribution to export of goods
54.2%59.1%71.6%73.2%
Contribution to export of
services
Employment
2.0%2.8%3.1%3.5%% Contribution to GDP
21,31420,37020,64918,520US$ Million
2012f200820072006Tourism expenditure
Tourism Expenditure and Economic Impact, 2006-2012
2. Tourism Market in Turkey

4.8
0.3 0.2
0.8
0.3 0.2 0.1 0.1 0.10.10.10.2
2.52.7
11.4
0.8
0.4 0.1 0.1 0.10.1
12.7
5.7
3.1
2.8
0.9
0.3 0.1 0.1 0.1
0.2
0.4
3.0
3.1
5.5
13.3
West
Europe
UIS East
Europe
Middle
East
North
America
Africa East Asia Australia South
East Asia
South
America
South
Asia
Others
ForeignTouristArrivals(Million)
2007 2008 2009
Europe, UIS & Middle East constitute over 90% of the tourist traffic.
CAGR
2007-09
8.0% 6.6% 6.8% 10.1% 2.9% 28.1% -9.3% 8.3% 16.0% 21.6% 9.6% 16.9%
Foreign Tourist Arrivals (FTAs) in Turkey, 2007 – 2009*
* Provisional
Key markets for Turkey
Source: Republic of Turkey - Ministry of Culture and Tourism

The top 5 countries constituted over 45% and top 10 constitute 62% of the
total tourist traffic in 2009
4.5
2.7
2.4
1.4
1.0 0.9
0.7 0.6 0.6 0.6 0.6 0.5 0.5 0.4 0.4 0.4 0.4 0.4
1.11.4
G
erm
any
Russia
UK
Bulgaria
Iran
Netherlands
G
eorgia
France
U.S.A
Italy
G
reece
Belgium
Ukraine
Austria
SyriaAzerbaijan
Poland
Sweden
SpainRom
ania
No.ofTourists(Million)
2009(*)
Foreign Tourist Arrivals in Turkey by Nationality, 2009
German
y
17%
Russia
10%
UK
9%
Bulgaria
5%
Others
54%
Iran
5%
* Provisional

Russia, UK and Iran are the fastest growing tourist markets for Turkey
0
1000
2000
3000
4000
5000
6000
2008 2009 2010 2011 2012 2013 2014
Germany
Russia
UK
Iran
Netherlands
Bulgaria
France
Georgia
US
Ukraine
CAGR 2008-2014
2.6%
5.0%
6.6%
6.6%
4.0%
0.9%
3.5%
4.3%
6.8%
-0.8%
Source: BMI Turkey Tourism Report 1Q10

0.06%396634,88610Italy
0.04%365932,8098France
n/an/a995,3817Georgia
0.02%4892,426,7493UK
0.01%1301,406,6044Bulgaria
0.04%5411,383,2615Iran
0.02%1771,127,1506Netherlands
0.13%878667,1599USA
0.09%23,24927,077,114Total Foreigners
0.02%6362,694,7332Russia
0.06%2,5194,488,3501Germany
% of
Tourists to
Gaziantep
Number of
Tourists to
Gaziantep*
Number of
Tourists to
Turkey
Rank in 2009Nationality
Gaziantep gets less than 0.1% of the foreign tourists that come to
Turkey
Source: Republic of Turkey - Ministry of Culture and Tourism,
Gaziantep Tourism Office for Gaziantep numbers* Number of tourists who stayed in Gaziantep, 2009

Domestic tourists have become a sizeable segment worthy of being targeted
Source:, UN Statistics Division, Turkish Statistical Institute,
Ministry of Culture & Tourism, http://www.ekodialog.com
-
2,000
4,000
6,000
8,000
10,000
2000 2001 2002 2003 2004 2005 2006 2007 2008
-30%
-20%
-10%
0%
10%
20%
30%
Per Capita GDP - US$ Per Capita GDP growth
Domestic per capita incomes are increasing
6.4
16.4
1983 2001
Domestic tourism in Turkey, 1983 – 2001 (million)
CAGR = 5.4%
697 706 705 679 651 608 638
1,233 1,261
1,356
1,230
1,173
1,109 1,071 1,112
655
2001 2002 2003 2004 2005 2006 2007 2008
Domestic tourists spend more than foreign tourists
1. Rising income levels
2. Improved transportation
3. Better education and culturally inclined
4. Better facilities
5. Increased tour operators and travel agencies
Key reasons for increase in domestic tourism are:
US$ Foreigner
Domestic

3.0 Tourism Value Chain Analysis

Tourism industry yields value-add, creates employment and generates
income across the entire value chain
Holiday Planning
Travel &
Transportation
Accommodation Food Entertainment Shopping Visit
Experience
Travel &
Transportation
Tour Operators
Tour Guides
Marketing
material
Self-help
Information
Flights
Trains
Ship / Yatch
Bus
Taxi
Cycles
Trams
Car
Hotel
Resort
Guest House
Home Stay
Restaurant
Food Stalls
Coffee Shop
Fast Food
Home Stay
Festivals
Bar / Pub /
Disco
Amusement
Parks
Cruises
Shopping
Centres
Shops
Souvenirs
Super
Markets
Flea Markets
Historical
Sites
Museums
Beaches
Eco Sites
Faith Sites
Agro
Tourism
Meetings
Trade &
Business
Flights
Trains
Ship / Yatch
Bus
Taxi
Cycles
Trams
Car
Source: Internal team analysis
3. Tourism Value Chain Analysis

More importantly, tourism industry is just the tip of an enormous tourism
“iceberg” with the largest number of beneficiaries located below the surface
Transport
Accommodation
Travel intermediaries
Food, Entertainment
Shopping
Meeting venues
Other travel related services
Tourism Industry
Tourism Economy Food & Beverage supply Laundry
services
Oil/Gas supply
Wholesalers Printing/publishing
Utilities
Financial services
Sanitation services
Furnishings & equipment
suppliers
Security services
Rental car
Transportation administration
Advertising & promotion
Ship building
Medical services
Glass products
Iron/Steel
Computers
Concrete, Mining, Chemicals,
Textile, Leather products etc

Brand promise
Customer
buys
Customer
prepares
for visit
Customer
travels &
arrives
Customer
experience
Customer
returns
A destination’s value is determined through the collective experiences
delivered at every point through out the visitor’s travel program
Advice, information,
sales knowledge, ease
of booking, price, etc
Visa, internet,
information, etc,
Airport, airline,
immigration, roads,
forex, transport, etc.
Attractions, service levels, shopping,
accommodation, food, friendliness,
roads, transport, infrastructure, safety,
environment, etc.
Airport, Taxes, CRM, regular
communication, etc.
Awareness, Promotion, Images,
Endorsements Sounds, Language, etc.

4.0 Strategic Analysis of Tourism Sector in Gaziantep

SWOT Analysis for Gaziantep suggests that there is a high potential for
tourism growth that can be realized with a proper marketing effort
INTERNAL EXTERNAL
P
O
S
I
T
I
V
E
N
E
G
A
T
I
V
E
Strong industrial investments
Increasing disposable incomes
Young population
Gateway to middle east countries
Diverse attractions – Historical,
museums, religious, cuisine
Friendly and warm people
Strengths Opportunities
ThreatsWeaknesses
Cooperation between various
stakeholders
Closer relations and opening of
borders with middle east countries
EU accession
Recovery in global economy
Focus on education and more
university-industry collaboration
Image of the region – Unsafe and
conservative
Marketing awareness and efforts
Vision and professionalism
Lack of trained resources
Volatile political situation in Syria
and Iraq
The country as a whole is at risk
from terrorism
Possible appreciation of the Lira
against the USD and the Euro
could dampen tourism growth
Increasing competition from other
cities
4. Strategic Analysis of Tourism Sector

5,524
3,655
2,519
878
636 609 541 519 518 489 488 396 365 252 232
SYR
IA
IR
AQG
ER
M
ANY
U
SA
R
USSIAAUSTRIA
AZER
BAYCAN
ENG
LAN
DS.ARABIA
ITALYFRAN
CE
SPAINC
AN
ADA
2009
Gaziantep tourism is predominantly domestic; Syria, Iraq & Germany
are the key international tourist origins
Syria, Iraq & Germany are the biggest foreign markets for GaziantepDomestic tourists dominate
Foreign Tourist Arrivals in Gaziantep by Nationality, 2009
Key markets for Gaziantep,
50% of total foreign arrivals
Foreigners
9%
Domestic
91%

In conclusion, the key geographical markets for Gaziantep include Europe,
Russia/CIS and the Middle East, but mainly domestic market.
Domestic Market
Middle East
Eastern EuropeUSA &
Canada
Western Europe Russia & CIS
High Priority Low Priority

Our analysis covers all the major areas that contribute to the issue
1. Marketing
Gaziantep
2. Unique Selling
Proposition
3. Transportation
&
Connectivity
4. Competition
5. Relative Pricing6. Tourism
Infrastructure
7. Human
Resources
Capacity
8. Tourism
Governance
Tourism
Sector Growth

5.0 Marketing : Perception is the reality

Awareness about Gaziantep as a tourist destination is low, esp. with
international tourists
Tour operator awareness is low
Awareness about Gaziantep is less than 5% (based on interviews with tour operators)
Awareness is limited by lack of proper promotion efforts
Major Turkey tourism related websites do not promote Gaziantep sufficiently
“There was a big fair in Berlin, and this happens every year, but there was no material /
presentation/promotion done for Gaziantep. We also don’t do any promotion to the tour operators in
Istanbul” (Tour operator #1)
“The biggest international tourism fair happened in Istanbul on Feb 14th 201. Gaziantep had the
biggest stall / space, but wasn’t promoted properly. A lot of travel agencies from Europe were there,
but there was no presentation from Gaziantep” (Tour operator #2)
Tour operators in Gaziantep are mostly family businesses, and they lack the budget as well as the
capacity to promote the city
Source: Interviews with tour operators / TURSAB, Internal team analysis
Gaziantep as a city is not popular on the web
5. Tourism Marketing

24 Gaziantep Tourism Sector Strategy24
There is no single website that provides complete information on Gaziantep
on the Internet

Information on Gaziantep tourist attractions is not easily available for
potential tourists (even if they are aware of Gaziantep)
Tour operators in Istanbul – the biggest tourism hub in Turkey - do not carry much information about
Gaziantep as a destination
Only 10 out of 60 tour operators in Gaziantep have a web presence – and they do not provide enough
information
Local tour operators do not provide enough info
(Audit of the websites of leading tour operators in Gaziantep)(Audit of the websites of leading tour operators in Istanbul)
Major tour operators do not provide enough info
Websites
Any
information
?
Gaziantep as
a main point ?
Where to
eat / to go?
Main
attractions?
Hotel
booking?
Transportation? Total Score
Republic of Turkey 2 3 2 2 3 3 2.5
Tourismturkey.org 1 1 2 2 3 3 2
Go Turkey 2 3 3 2 2 3 2.5
Turkeyturkish.com 3 3 3 3 3 3 3
Lonely Planet 2 3 3 2 1 2 2
TOTAL AVERAGE 2
(Audit of the top 5 Turkey tourism web sites in Google search
Major tourism websites lack enough information about Gaziantep
None of them has
detailed information
about Gaziantep
Good info
Poor info, no details
No info at all
1
2
3
Tour Operator English? Any info?
Hotel
booking?
Sight
seeing?
Total
Score
Zeugma Tour 1 1 1 2 1
Kantara 3 2 3 3 3
Turaltour 3 2 3 3 3
M.S.C.Turizm 3 3 3 3 3
Bistur 3 2 3 2 2.5
TOTAL AVERAGE 2
Tour Operator
Packages
including
Gaziantep?
Packages
for
Gaziantep?
Gaziantep
information?
Total Score
ETS Tour 1 3 2 2
Tatilsepeti 2 3 3 3
Ani Tour 1 3 2 2
Bookingturkey 2 3 3 3
TOTAL AVERAGE 2

International
+Domestic Tourists
Hotels* Website? English? Capacity
Info?
Transaction-
enabled?
Weighted
Score
Weightage 50% 10% 30% 10% 100%
Tugcan Hotel 1.0 0.0 0.0 0.0 0.5
Grand Hotel Gaziantep 5.0 5.0 4.0 3.5 4.6
The Anatolian Hotel 1.0 1.0 1.0 0.0 0.9
Dedeman Hotel
Gaziantep
5.0 5.0 5.0 5.0 5.0
Royal Hotel Gaziantep 5.0 0.0 1.0 0.0 2.8
Tilmen Hotel 5.0 0.0 5.0 4.0 4.4
Hotel Buyuk Velic 4.0 5.0 1.0 3.0 3.1
Ibis-Novotel Hotel 4.0 5.0 5.0 5.0 4.5
Ravanda Hotel 5.0 5.0 5.0 4.0 4.9
Gaziantep Average 3.9 2.9 3.0 2.7 3.4
Elements of Infrastructure Promotion & Info availability
Information on Gaziantep hotels is not easily available for potential tourists
(even if they are aware and have enough info about tourist attractions)
* 4 and 5 Star Hotels Only
Scoring methodology:
0 = No Capability
1 = Poor Capability
2 = Below Average Capability
3 = Average Capability
4 = Good Capability
5 = Excellent Capability
Scoring methodology:
0 = No Capability
1 = Poor Capability
2 = Below Average Capability
3 = Average Capability
4 = Good Capability
5 = Excellent Capability
Source: Web search of named hotels on google.com, followed by capability audit on website (where available)
Average Capability
(Audit of Gaziantep hotel infrastructure information on the Internet)
Information around hotel infrastructure is not complete

Highest
Lowest
= Gaziantep
27
Tourists perceive Gaziantep as an unsafe destination due to its
proximity to troubled areas
Distribution of Average Fatalities due to terrorism, 1990-2006
South East Anatolia has been a victim of terrorism for years
Source: “Analyzing the determinants of terrorsim in Turkey using geographically weighted regression”,
Universitat de Barcalona
“Of course, foreign tourists think it’s unsafe. Even domestic tourists have safety concerns, when they
make online reservations, they call up hotel to ask if it’s safe from terrorism here. This is because of a
lack of awareness about Gaziantep, they equate this to Iraq. In fact, people in Istanbul are generally less
aware of South east Anatolian region, and make judgments without being aware” (Hotel Manager #1)
“Gaziantep is generally clubbed under GAP when a package is sold. The other cities in GAP are
generally unsafe. So when tourists look at the GAP cities in the package and see Gaziantep, they think
Gaziantep is also unsafe” (Hotel Manager #2)
Gaziantep is near Syria & Iraq

Work
Location
Key Person's
Native
Location
Same (No
Lobby)
Different (No
Lobby)
Different Same
Event
Location
While membership in large organizations is necessary, Lobbying power is not
a big driver for congress destinations
Lobbying Exists
Lobbying exists if:We found no evidence to suggest that lobbying plays a role in deciding the
congress event destination
Congress When?
Local Host
Organization Key Person
Event
Location Work Location
Key Person's
Native
Location
59th International Congress of
European Society for
Cardiovascular Surgery 15th April
Heart & Health
Foundation of Turkey Dr Oztekin Oto Izmir Izmir Izmir
4th Annual International
Conference on Healthcare
Quality, Accreditation and
Patient Safety 24th February
Association of Health
Academicians Dr Seval Akgun Antalya Ankara Ankara
5th Automotive Technologies
Congress, OTEKON 2010 07th June Uludag University Dr Ferruh Ozturk Bursa Bursa Bursa
National Immunology Congress 07th May
National Immunology
Foundation Fulya Ilhan Elazig Elazig Kayseri
Dermatologic Diseases and
Issues Symposium 21st June
Cerrahpasa Medical
Faculty & Hospital
and University of
Ataturk Yalgin Tuzun Erzurum Istanbul Ankara
7th Mediterranean Meeting on
Hypertension & Atherosclerosis 14th April
The Turkish Society of
Hypertension &
Atherosclerosis Serap Erdine Capadoccia Istanbul Gankeri
National Management Congress 21st May University of Adana Huseyin Ozgen Adana Adana Adana
Educational Issues Symposium 26th April University of Bolu Atilla Kilig Bolu Bolu Bolu
Meeting on Pharmaceutical
Sciences 24th June
Faculty of Pharmacy,
Izmir University Varol Pabuccu Izmir Izmir Izmir
17th Coal Congress of Turkey 2nd - 4th June
Chamber of Mining
Engineers Dr Tugrul Unlu Zonguldak Zonguldak Zonguldak
Source: Internal team analysis based on publicly announced 35 major congresses in Turkey for 2010
For lobbying to exist,
event location must be same as key
person’s native location
AND
Different from work location
Sample of major congress events in 2010 in Turkey outside of Istanbul and Ankara

Gaziantep needs a prioritized marketing effort to promote and
manage its image as a tourist destination
Conclusion #1

6.0 Unique Selling Proposition : What is the singular idea for Gaziantep?

Major destinations have clearly defined USPs, but Gaziantep lacks a
strong USP for tourism
6. USP & Offering Development

Gaziantep’s local cuisine is a key strength, but not sufficient on its
own as an USP
“No one goes to Italy just to eat Pizza”
World over, Gastronomy is considered as a plus factor, but
not a singular tourism driver
Not commercially viable to build the tourism industry solely
on cuisine
Make it an Organized Industry – Informational tour to
factories
Improve presentation of the food and Service
Cuisine is not a viable USP… ..but can be a strong plus within the overall package
There are several Gaziantep cuisine restaurants in Istanbul and other places

Gaziantep’s organized industrial zone – the biggest in the region – is
a big strength, but not sufficient to bring tourists in the long-term
Gaziantep has key industrial strengths.. ..but they can only bring limited tourists
Congress tourism is an effect, not the real reason for tourists to arrive
Industry base has the potential to attract only congress tourists, and doesn’t appeal to other tourists
They can only host and attract limited number of congress events, and hence limited congress tourists
The real reason why congress events come to any city is because of the other attractions the city has to
offer e.g. cultural, historical, adventure etc
“If it’s just a requirement for conference halls and venues, all conferences would happen only in Istanbul
or Ankara; Nobody will go out anywhere else. They go out to other cities for something more than just
meeting halls. For Gaziantep, it is cultural attractions” (Salih Efiloglu, Director, Tourism Office)
Textiles
Carpets ~ 80% of Turkey’s output
Non-woven fabric ~100% of Turkey’s output
Agro Food Processing
Machinery Manufacturing
Grinding / Milling / Elevators
Plastics & Chemicals
Construction Material
Exports about $3.2B every year to 158 countries
13 companies in ISO top 500 companies list
Potential new congress events that can be attracted on
a every year basis:
Textile / Carpets = 1 per year
Machinery = 1 per year
Others are non-regular
Average congress event size is 300~500, plus families
Average no. of tourists is 700~800
So, total additional tourists per year due to these
industrial congresses = 1500 ~ 2000 people

Faith & Cultural tourism is Gaziantep’s biggest draw and its USP
Gaziantep
Image of Gaziantep
Transport/Hotel
Infrastructure in
Gaziantep
Tourist Attractions
in Gaziantep
Cost Attractiveness
in Gaziantep
Organized Industry
Presence in
Gaziantep
0
1
2
3
4
5
6
- 1.0 2.0 3.0 4.0 5.0
Performance Score (Lower is Better)
ImportanceRank(Lowerismoreimportant)
The biggest strength for Gaziantep is its cultural attractions
Presence of tourist attractions is the #1 most important criterion for
congress tourists, and is also Gaziantep’s #1 biggest strength
Source: Survey of tourists who visited the International Mosaic Symposium

For congress or otherwise, Gaziantep needs to build on its cultural
heritage as its key value proposition
Conclusion #2

7.0 Transportation & Connectivity: Where do you want to go today?

Number of Direct Flights per day from
Istanbul37
28
25
10
Izmir Antalya Ankara Gaziantep
No direct flights from major tourist markets such as
Middle East
There are direct flights from several European countries
where Gaziantep diaspora exists – but they don’t bring
tourists (only family visitation trips)
Other cities have around 3 times more flights from
Istanbul than Gaziantep
Gaziantep’s poor connectivity with other tourist
destinations prevents it from being added into pre-
existing itineraries and packages
Gaziantep has insufficient or no direct flights and has poor connectivity with
other major tourist destinations that are already part of a tourist’s itinerary
Poor connectivity with other major tourist citiesGaziantep has very few flights from Istanbul
Direct flights per day
From
Gaziantep
to Capadocia 1
to Izmir 9
to Antalya 8
Source: Interviews with TURSAB, Internal team analysis
7. Transportation & Connectivity

Gaziantep
Image of Gaziantep
Transport/Hotel
Infrastructure in
Gaziantep
Tourist Attractions
in Gaziantep
Cost Attractiveness
in Gaziantep
Organized Industry
Presence in
Gaziantep
0
1
2
3
4
5
6
- 1.0 2.0 3.0 4.0 5.0
38
Direct flight connectivity is an important decision factor for tourists, and
increasing the number of direct flights can increase tourist arrivals
Source: Survey of tourists who visited the International Mosaic
Symposium
“Direct flight is one of the most important
issues. If we increase the number of direct
flights, it will increase the tourist arrivals.
Plus our costing would also reduce “
(TURSAB interviews)
“The chartered flights from Germany is
being handled by Oger Tour. These
chartered tourists will come, but if we can
get direct flights (commercial), we can
increase volumes and reduce costs”
(TURSAB interviews)

Gaziantep has adequate intra city transportation facilities for tourists
Taxis per 1000 people
1.38
1.53
1.04
1.34
0.91
Gaziantep
Antalya
Adana
Istanbul
Mersin
Gaziantep has sufficient number of taxis… ..is also about 35% cheaper than Antalya
Source: Interviews with Taxi unions of different cities Source: Interviews with Taxi drivers
Top-5 Tourist
Attractions in each city Gaziantep Antalya
#1 Zeugma (50 km)
Aspendos Theatre
(60 km)
#2
Rumkale (45 km)
Olympos Ancient
Mountain (70 km)
#3 Handicrafts Bazars
(10 km)
Kaleici Marina (15
km)
#4 Yesemek Open Air
Museum (35 km)
Phaselis Ancient
City (50 km)
#5
Museums (5 km) Duden Falls (30 km)
Approx. taxi fare to
cover above locations,
starting from city centre
160 - 170 YTL 250 YTL

Direct flight connectivity is important to build a strong tourist base in
the long term
Conclusion #3

8.0 Competition from other cities: Battle for the tourist wallet

Place
Number of
Congress
Share by
City
Istanbul 13 30%
Antalya 5 12%
Izmir 4 9%
Ankara 3 7%
Bursa 3 7%
Erzurum 2 5%
Adana 1 2%
Aydin 1 2%
Bolu 1 2%
Capadoccia 1 2%
Denizli 1 2%
Elazig 1 2%
Gaziantep 1 2%
Isparta 1 2%
Konya 1 2%
Kutahya 1 2%
Mugla 1 2%
Tekirdag 1 2%
Zonguldak 1 2%
TOTAL 43 100%
42
There is strong competition from other cities for congress events and
Gaziantep will have only 1 from a total of 43 congresses in Turkey
Source: Kongre Merkezi website
Congress events for 2010
The top-5 cities (Istanbul, Antalya, Izmir, Ankara,
Bursa) together account for 65% of all congresses
in 2010
The other 14 cities each have small fragmented
shares, leading to strong competiton between them
Antalya will be hosting 5 congresses, Izmir 4 and
Gaziantep only 1.
Although Istanbul is the most expensive place, 13
congresses will be hosted in there
The full list of congress events is on Annexure 4: List of congresses for
2010
8. Competition

Demand potential, Good hotel infrastructure and
image of the city are the most important factors for
tour operators when they build / offer a package for
tourists – and Gaziantep is seen to be weak in
these areas
Gaziantep’s best performance is in
areas that are less important to tour
operators
Antalya has better relative
performance vs Gaziantep across all
areas
Gaziantep
Hotel Infrastructure
in Gaziantep
Tourist Attractions
in Gaziantep
Transport
Connectivity in
Gaziantep
Cost Attractiveness
in Gaziantep
Image of Gaziantep
Demand for
Gaziantep
0
1
2
3
4
5
6
7
- 1.0 2.0 3.0 4.0 5.0
Antalya
Demand for Antalya
Tourist Attractions
in Antalya
Transport
Connectivity in
Antalya
Cost Attractiveness
in Antalya
Image of Antalya
Hotel Infrastructure
in Antalya
0
1
2
3
4
5
6
7
- 1.00 2.00 3.00 4.00 5.00
Source: Interviews with TURSAB representatives and tour operators
Tour operators are more likely to promote and sell packages to destinations
other than Gaziantep
8. Competition

Gaziantep has to contend with strong competition from other cities for
tourists – and has to differentiate itself through an unique value proposition
and strong marketing-led demand generation efforts to gain greater share of
the market
Conclusion #4
8. Competition

9.0 Relative Pricing : It’s all about money, honey!

Gaziantep is a relatively cheaper option for congress tourists
* Average prices for 5 stars hotels
Total Cost (‘000 TL) - Congress for 300 people
* Details of this business case are on Annexure 2- Business Case Source: Internal team analysis
9. Relative Pricing
!
" #
$%&'() # (%&*() # )&''' # $'&''' # $((&'+( #
)&$'' # ,%&)) # %+&%,' # $'&''' # (&('' # %*%&,% #
$'&''' # %%&++( # *&)' # $+&''' # $'&''' # '&*'( #
221 TL
192 TL
388 TL
Istanbul Gaziantep Mersin
Key assumptions:
300 people
2 days
Key assumptions:
300 people
2 days
Gaziantep is 102% cheaper than Istanbul & 15% cheaper than Mersin

Flights are more expensive to Gaziantep than to competing cities
Flights from Istanbul to Gaziantep are 18% more expensive than to Izmir
Flights from Istanbul to Gaziantep are just 2% more expensive than to Antalya
* Round trip flights
Source: Sun Express, Turkish and Onur airlines website.
9. Relative Pricing
- #
.
/
.
/
.
0 /
1 23 +* %%* %%'
- %+* %,
4 %$ *, %%,
05 ! %% # %( # %)( #

Hotel accommodation is cheaper in Gaziantep
Source: Hotel websites
9. Relative Pricing
Accomodation Gaziantep Mersin Izmir Antalya
Average 5 star hotel 135 TL 193 TL 227 TL 158 TL
Average 4 star hotel 108 TL 116 TL 140 TL 99 TL
Accomodation
Average 5 star hotel Average 4 star hotel
Gaziantep Mersin
Izmir Antalya

Food, shopping and entertainment options are cheaper in Gaziantep
Personal shopping may be more than 52% more
expensive in Istanbul and more than 35% in
Izmir and Antalya, when compared with
Gaziantep.
Food is more than 90% more expensive in
Istanbul and from 58% to 64% more expensive
in Izmir and Antalya.
Source: Internet research on local chains stores
9. Relative Pricing
6 - * # % # %$ # %, #
" , # % # %$' # %' #
! 7 %, # $ # $ # #
5 - , # % # % # %+ #
- $ # , # ( # ( #
! + - ,' # *' # %'' # % #
1 # , # $'' # $ #
$ # $$ # ( # $ #
! ,' # %% # *' # % #
%'' # %)' # %' # %' #
2 5 5 %+' # '' # %,' # ' #
3 &''' # &,' # &'' # $& ' #
0 TL
100 TL
200 TL
300 TL
400 TL
500 TL
600 TL
700 TL
Food Entertainment Shopping (personal
articles)
Gaziantep Antalya Izmir Istanbul
Based on average prices for the same basket of goods / services

Gaziantep is a relatively more cost-effective tourist destination – and
this is a key strength against competition
Conclusion #5
9. Relative Pricing

10.0 Hospitality Infrastructure Supply and Demand

Category Hotel
Total seats for
conferences
(biggest hall)
Total
accommodations
LESS: Non-
Conference
guests @60%
occupancy
Rooms
available
for
Conference
guests
ADD: Local
Gaziantep
attendees
@15%
Net
Maximum
Capacity
GRAND HOTEL GAZIANTEP 400 90 (54) 36
TUGCAN HOTEL 500 141 (85) 56
THE ANATOLIAN HOTEL 1000 131 (79) 52
DEDEMAN HOTEL GAZIANTEP 1000 300 (180) 120
ROYAL HOTEL GAZIANTEP 200 85 (51) 34
RAVANDA HOTEL 110 86 (52) 34
TILMEN 70 83 (50) 33
IBIS-NOVOTEL HOTEL 650 92 (55) 37
KALELI HOTEL 100 70 (42) 28
TOTAL / BIGGEST CONFERENCE ROOM 1000 1078 (647) 431 65 496
5 STARS
4 STARS
Current capacity of hotel rooms limits the size of congress events to a maximum
of 500 attendees. More rooms are required to accommodate larger events
Although the conference rooms are available for 1000 atendees, the number of rooms are only sufficient to
accomodate around 500 people congress
To accomodate 1000 attendees for a conference, the city has to increase the number of rooms from 1078
to 2174.
By 2011, 4 more hotels (both 4 & 5 stars) will be built in the city, adding 430 rooms
The new capacity (1508 rooms) will still be able to accommodate a maximum of 700 people event
10. Hospitality Infrastructure Development

Hotel Industry views Gaziantep as a less favorable investment destination
compared to Antalya and other key competitors
Gaziantep
Talent Availability in
Gaziantep
Tourist Attractions
in Gaziantep
Transport
Connectivity in
Gaziantep
Cost Attractiveness
in Gaziantep
Image of Gaziantep
Demand for
Gaziantep
0
1
2
3
4
5
6
7
- 1.0 2.0 3.0 4.0 5.0
Antalya
Demand for Antalya
Tourist Attractions
in Antalya
Transport
Connectivity in
Antalya
Cost Attractiveness
in Antalya
Image of Antalya
Talent Availability in
Antalya
0
1
2
3
4
5
6
7
- 1.00 2.00 3.00 4.00 5.00
Demand potential and Good transport
connectivity are the two most important factors
for hotel investors – and Gaziantep is seen to be
weak in these areas
Gaziantep’s best performance is in
areas that are less important to
investors
Demand potential is the single most
important consideraton for investors – and
Antalya has a strong performance
Antalya has better relative
performance vs Gaziantep across
all areas
Source: Interviews with Hotel Managers from 5 and 4 star hotels in Gaziantep

Restaurant listing in the Michelin Guide is not a key business driver
and does not offer a competitive advantage over other cities
Listing in the Michelin guide is a “good-to-have”, not a must have
No restaurant anywhere in Turkey is included in this guide – this suggests that this is not a source of
competitive advantage either
Source: Michelin Guide website
KP

There is a mismatch between capacities of hotel rooms vs conference halls.
The supply of hotel rooms is a bottle-neck for hosting larger congress
events. Again, marketing-led demand generation is key for hotels to invest in
creating additional room supply
Conclusion #6

11.0 Human Resources Capacity : Leading with people

There is a shortage of trained personnel to provide services to tourists
Only about 5 % of all tourism industry professionals (excl. hotels) are trained (source:
Interviews with TURSAB)
There is a shortage of at least 60% trained resources in the industry (source: Interview with
Baran Ucaner)
In the hotel industry, only 30% of current staff are trained and 70% are untrained
There is at least 30% shortage of trained staff in hotels
Hospitality industry is not a preferred choice of career for most people in Gaziantep,
including trained resources (who shift to other occupations)
English or other languages is less understood
Source: Interviews with Hotel managers, TURSAB, Chamber of Commerce, Tourism Office etc
11. Human Resources Capacity

More training programs are needed to increase the resource pool across the
tourism value chain
There are 2 formal vocational courses being offered by
Gaziantep University:
One in High school (17 Organizations participate) – 4
Yrs
One in University (210/year) – 2 Yrs
Chamber of Commerce offers basic training courses
Vocational courses on languages (Russian etc).
Training for cashiers
Hotels have their own internal training
Body language, social behavior
Tugcan hotel employees are being sent to Cyprus for
temporary training on foreign languages
Dedeman hotel has human resources team that travels
to all their hotels to deliver trainings (4 trainings per year)
All hotels have HR teams, but very lean and capable of
delivering only basic training
TURSAB organizes training for the tour operators
Trainers from Ankara
Ticketing systems
2 trainings last year
There are some training resources available... ...but are hindered by systemic issues / barriers
People who get trained from the University take up other
occupations or move to other cities
Internship issues
Don’t get trained very well
Internships should be taken seriously
Trained resources are not job ready
Legal issues in organizing training
Tourist guide training can only be offered by the
Ministry of Culture & Tourism
Was organized once in 2002 and once in 2007
There is a lack of quality trainers in Gaziantep
Presence of non-licensed and untrained tour agents (IATA
license being misused)
Source: Interviews with Hotel managers, TURSAB, Chamber of Commerce, Tourism Office etc

Human resources capacity is one of the biggest areas for
improvement – there is a shortage of trained resources across the
entire tourism value chain
Conclusion #7

12.0 Tourism Policy and Governance: Managing for success

Absence of a single tourism platform hinders coordinated planning,
organizing and funding of developmental efforts
The various tourist attractions are currently being managed independently by different organizations
Tourist Attraction Managed by
Zeugma Ministry of Culture & Tourism
Rumkale Ministry of Culture & Tourism
Yesemak Open Air Museum Ministry of Culture & Tourism
Gaziantep Archeological & Mosaic Museum Ministry of Culture & Tourism
Gaziantep Ethnological Museum Ministry of Culture & Tourism
Medusa Glass Works Museum Privately Managed
Gaziantep Cuisine Museum Metropolitan Municipality of Gaziantep
Gaziantep Herosim Museum Metropolitan Municipality of Gaziantep
Gaziantep Independence Museum Sahinbey Municipality
Bayazhan City Museum Metropolitan Municipality of Gaziantep
Mevlevi Museum Wakf (Private) Management
History of Culture University of Gaziantep
Infrastructure development and marketing efforts require significant funding – a single organization
may not have enough funds
Having a single tourism platform enables fund pooling and better budget management
12. Policy & Governance

A single tourism development & governance platform is essential to
manage sustainable developmental efforts and the funding required
for it
Conclusion #8
12. Policy & Governance

13.0 Recommendations

Tourism Development Strategy vs Actions Framework
Infrastructure
Human Resources
Tourism Governance Platform
Attract10%more
tourists
Cross-sellotherattractions-
increaseaveragestayby0.5
days
Upsell10%morevalue
Retain15%moretourists
inGaziantep
Marketing
Infrastructure
Development
Offering
Development
Enabling Actions
Enabling Actions
Strategies
13. Recommendations

106.0
10.6
10.6
32.9
15.9
-
20
40
60
80
100
120
140
160
180
200
2009 Attract Retain Upsell Crosssell
TourismRevenue(MillionLira)
Our recommendations include identification of 4 different strategy initiatives
for increasing tourism revenue
Chart title
Through effective Marketing,
both Attract & Retain initiatives can be
achieved to yield a combined
incremental revenue of 28.6 million Lira
13. Recommendations
See Annexure 3 – Strategic Options Assessment for more details

What are these 4 strategies?
AS-IS:
Gaziantep gets less than 0.1% of the
foreign tourists who come to Turkey
COULD BE:
Increase the number of tourist arrivals
(Domestic + Foreign) in Gaziantep by 10%
ATTRACT STRATEGY RETAIN STRATEGY
UP-SELL STRATEGY CROSS-SELL STRATEGY
AS-IS:
Only about 42% of all foreign tourists who arrive
in Gaziantep actually stay in Gaziantep hotels
The rest go to other cities
COULD BE:
Increase the number of tourists (Domestic +
Foreign) who stay in Gaziantep hotels by 15%
AS-IS:
A tourist spends approx. 220-270 TL per
day
COULD BE:
Increase the average spending per day by
10%
AS-IS:
Foreign tourists stay 1.8 days
Domestic tourists stay 1.6 days
Overall, average stay per tourist is 1.62 days
COULD BE:
Increase the overall average stay by 0.5 days
13. Recommendations

Cross-sell, i.e. increasing the number of days of stay, has the largest impact
on tourism revenue. Attracting more tourists is the “low hanging fruit”
Change Effort / TimeChange Effort / Time
Low High
LowHigh
ChangeImpact
Retain
Up-Sell
Cross-Sell
Attract
13. Recommendations

We estimate that there is potential to grow tourism revenue by 82%, if all 4
strategy initiatives are executed together
Tourism Revenue
(Million Turkish Lira)
No. of Tourists who Stay in
Gaziantep Hotels
Revenue per Tourist
(Turkish Lira)
No. of Tourists Arriving
Revenue per Tourist
per Day (Turkish Lira)
Average No. of
Days of Stay
Metric
As-Is Could Be
106.0
262,145 331,613
532,920
193.1 82%
586,212 10%
404.4 582.4
250.0 275.0 1.62 2.12
Weighted average: Foreigners = 1.80, Domestic = 1.60
Ratio of Staying vs Arriving
49% 57% 15%
27% 44%
10% 0.5
Retain Strategy
Attract Strategy Up Sell Strategy Cross Sell Strategy
13. Recommendations
Estimates

Strategy grid : Activating the Strategies via Actions
1. Attract
2. Retain
3. Up-Sell
4. Cross-Sell
Strategy
Actions
Marketing Infrastructure*
Human
Resources
Tourism
Platform
Low High
Relevance Rating
Offering
Development
* Includes transportation & hospitality infrastructure
13. Recommendations

Product / Offering development, Marketing, Human Resources capacity
development and Tourism governance platform are the 4 most important and
prioritized areas for action
Change Effort / TimeChange Effort / Time
Low High
LowHigh
ChangeImpact
Marketing
Human Resources
Infrastructure
New Offering
Tourism Platform
IMMEDIATE PRIORITY MID/LONG TERM PRIORITY
13. Recommendations

A – Gaziantep
B – Diyarbakir
C - Adana
D – Hatay
E – Adiyaman
F – Yesemek
G – Sanliurfa
H – Kahramanmaras
I – Rumkale
J – Zeugma
K – Karkamis
L – Euphrates Valley
M – Aleppo
N - Okassiye
A – City Centre
B – Prophet Yusha Tomb/Omariye Mosque
C – Duluk (ancient city)
D – Mevlevi Museum
E – Gaziantep City Museum
F – Gaziantep Castle (Heroism Museum)
G – Ethnography Museum
H – Archeology & Mosaic Museum
Develop a package of attractions centered around Gaziantep
Within 50 km of city centre
50 km – 100 km from city centre
100 km – 150 km from city centre
Recommendations Actions New Offering Development
13. Recommendations

The potential tourism served area for Gaziantep is within 150 kms
radius from the city centre.
25
5
2
5
13
No. of
tourist
attraction
centres
Distance from
Gaziantep city
centre (Kms)
How attractive is the centre? % of total attractions for
Gaziantep
High Medium Low
00 – 50 1 11 1 13/25 = 52%
50 – 100 2 2 1 5/25 = 20%
100 – 150 0 1 1 2/25 = 8%
150 + 1 2 2 5/25 =20%
Total attractions
within Gaziantep
served area
4 16 5 100%
80% of all attractions that a tourist can cover out of Gaziantep are located within 150 kms from the city centre
We recommend that this 150 kms radius be defined as the catchment area or tourism served are for Gaziantep
Tourism infrastructure development needs to be prioritized starting from the inner most circle and going outward
13. Recommendations

Gaziantep’s cultural heritage needs to be developed as its USP. A more detailed
follow-on project is recommended for product / offering development
Theatre festival(s) at the Zeugma Open Air
Museum
depiction of stories from the Greek days
(Seleukas Nicator, Gypsy Girl etc)
Daily open air play at the Gaziantep castle
Depiction of stories from the resistance
Regular cultural & folk music events
Create new arts & cultural events
Create multiple walking tours around the city
Develop a package of cultural attractions
History tour (“Red Route”)
Museum & Culture tour (“Blue Route”)
Cuisine tour (“Green Route”)
Infrastructure additions require signages and
direction boards
Identify a list of attractions in and around
Gaziantep
Develop 2-day, 3-day packages around
Gaziantep (150kms radius)
Package to ensure tourist stays in Gaziantep
and makes day-trips to attractions
Provide sufficient transport options to enable
package
Creation of “duty-free” events
Establish mechanism to select / pre-
approve major congress events
Explore the possibility of alcohol duty-
waiver for such congress events
Invest in developing Rumkale as both cultural,
as well as adventure tourism destination;
Adventure tourism generates repeat visitors
Other areas to consider
13. Recommendations

Strong marketing promotion is the best way to get short-term results
Case study:
Pre-2002
Conceptualized in 2002
External ad agency – Ogilvy &Mather
Integrated marketing communication to
create a distinctive identity
Showcased different aspects of Indian
culture and history like yoga, spirituality etc
No.1 ranking in Travel+Leisure readers
survey (2003)
Amongst the Top-5 favorite destinations
globally - Lonely Planet (2004)
In 2005, India emerged as the fastest-
growing market in Asia Pacific in terms of
international tourist spending
Results
Before 2002, the Indian
government regularly
formulated policies and
prepared pamphlets and
brochures for the
promotion of tourism;
however, it did not
support tourism in a
concerted fashion. As a
result, the country
attracted very few
tourists.
4%
7%
27%
13% 14% 14%
-6%
14%
5%
-1% -4%
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
CAGR (1997-02) = 0.1% CAGR (2002– 07) = 16.4%
Pre-2002 Incredible !ndia
Source: Bureau of Immigration, Ministry of Tourism, Govt. of India
YTY Growth in Foreign Tourist Arrivals (FTAs) in India
Recommendations Actions Marketing
13. Recommendations

There are a few marketing related options we recommend for further
assessment
Promote local hotel / hospitality infrastructure
Develop the hotel websites – target a minimum
of level 4 (see slide 28)
Co-marketing with tour operators – local and
national
Use marketing to retain more tourists
Use marketing to up-sell value
Use marketing to attract new tourists
Marketing promotion to target higher-value
tourist segments (currently, mostly made up of
day tourists from Syria, Iraq)
Promote the package of tourist attractions in
each hotel through multilingual info brochures
Increase promotion of local arts and handicrafts -
sell value
Identify and enlist brand ambassadors for
Gaziantep across important and popular fields to
influence image (see slide 78)
Broaden the promotion of cuisine (see slide 79)
Develop a dedicated web portal for Gaziantep
tourism with all the information that a tourist
needs (See slides 80 – 84)
Attractions, hotels, reservations, flight info, sample
tours etc
Increase participation in major targeted congress
events
Promote 2-day, 3-day package options all
centred around Gaziantep to encourage extra
0.5 day stay
Promote events around Gaziantep
Use marketing for effective cross-sell
13. Recommendations

Popular fields
Gaziantep has a few celebrity brand ambassadors who can be used as
positive image influencers
Turkey
(Domestic Tourists) Mehmet Barlas
(Powerful, Influential,
Journalist)
Hincal Uluc
(High society
journalist)
Nurullah Saglam
(Trainer)
Germany
Cenk Guvenc
(Player)
Kenan Dogulu
(Singer)
Middle East
Arif Erkin
(Actor)
Edip Akbayram
(Folk Singer)
Italy & France
Celal Dogan
Former Mayor)
Ahmet Umit
(Novelist)
Politics Pop Celebrity Football Music
Sinan Tuzcu
(Actor)
Hazal Kaya
(Actress)
Hazal Kaya
(Actress)
Movies
KeyMarkets
13. Recommendations

Gaziantep has a rich and wide range of local cuisine that needs to be
uniformly promoted to retain tourist interest.
Lahmacun Baklava Ciger Kebab Cig Kofte
Mercimek
Corbasi
Burma
Kadayif
Asure Sobiyet Katmer Dolama
Yuvalama Firik Pilavi Patlican Kebabi
Gavurdag
Salatasi
Kurutulmus
Sebze Dolmalari
Etli Bamya Antep Ezmesi Simit Kebabi Sogan Kebabi Alinazik
Beyran
Yeni Dunya
Kebabi
Ic Pilav
Ezogelin
Corbasi
Muhammara
Range of local cuisine
Extentofpromotion
High
Low
Gaziantep has a rich and wide range of cuisine, but only a few are actively promoted
Tourists are overexposed to a handful of dishes, leading to “culinary boredom”
Lack of awareness about the wider cuisine is a lost opportunity for Gaziantep
Well promoted Under promoted
13. Recommendations

We recommend creation of a dedicated travel / tourism portal for Gaziantep
85 % of web surfers use search engines to
find what they are looking for on the web
Source: http://www.boozallen.com
Internet has had a significant impact on the business of travel and tourism
No. of people who consult online customer reviews & check
travel blogs before making their buying decision has
increased significantly over the past years
13. Recommendations
+41%
0%
Revenue of 4 Largest European OLTAs (Billion Euros) Revenue of 4 Largest European Tour Operators (Billion Euros)

Creating and managing a single portal <www.exploregaziantep.org > has
wide ranging benefits: Increased awareness, promotion, information etc
Cheaper promotion on the web
It is much cheaper than brochures, newspaper/magazine/TV/Radio advertisement
Lets your business reach more people
Save you lots of money and help you to identify more potential customers
Information can be delivered in real time
The information on the website is up to date and much more accurate than paper
information
Use the city as brand to promote your business
Make everyone know your business is an indispensable part of your city
Help you to find new opportunity and new business models
Explore online transaction business
Collaboration with each other
To compete against the internet rivals, you have no choice but fight using internet
13. Recommendations

Based on assessments carried out on leading tourism portals, we identified
key features and attributes that need to be built into the Gaziantep portal (1/3)
Multi-language options
Domestic market – Turkish
An exact replica of the content – English, German, Arabic etc.
Performance and ease of usage
Capable to withstand the load
Easily reachable from search engines
Information about city
Contribution of the city to Turkey (GDP, Industry etc).
Historical Importance of the city
Highlight the hospitality and stability of the region.
Mention the List of consulates in the city
Links to the Municipality website, links to GAVAE, Links to chamber of Industry/Commerce
website
List of Destinations
Historical and Religious references
Images and Videos – Archaeology/Mosaic Museum, Rumkale, Zeugma, Food, Shopping, Hotel ,
fairs, Congress facilities , Heroism/Independence Museum etc
3-D Tour of the City
Key features to be included in the Gaziantep tourism website
13. Recommendations

How to reach Gaziantep?
Information about countries that do not require Visa to Turkey.
Visa requirements to Turkey – Links to embassy for various countries.
Links to major airline website for International – Turkish Airlines
Links to major airline website for National – Turkish Airlines, Onur, SunExpress
Taxi Reservation facility
Hotel Reservation Facility
Links to all major hotel website showing the details of the facilities and Rates
Daily or Weekly events
Concerts, Local bands/dance forms, Theatre
Restaurants and Dining
List of Restaurants
Shopping
Bazaars, Shopping malls
Recommendations
Actions Marketing
Key features to be included in the Gaziantep tourism website
13. Recommendations

Available Packages and booking the same.
Day Itinerary – Day 1, Day 2, Day 3
Segments of Tourism
Each segment and packages associated with details on responsible
Congress Tourism, Faith Tourism etc
Getting around the city
Taxi service, Public Transportation
Help Desk
Maps,
Holidays,
Weather,
Currency,
Festivals,
FAQs
Careers in Tourism
Courses in Tourism
Investor Information, Research, Studies, Indicators and Statistics
Recommendations
Actions Marketing
13. Recommendations

An integrated 360
o
marketing plan is recommended to address the various
areas such as awareness, promotion and image management
Our analysis suggests that Marketing is one of the most critical gaps for Gaziantep
A detailed marketing plan is recommended as a follow-on project for the next IBM CSC
team
Marketing plan project to cover areas such as
Consumer behavior
Tourism product development (as described earlier)
Segmentation
Targeting
Positioning
Communication & Media strategy
13. Recommendations

We recommend an end-to-end training framework that helps maintain a steady
pipeline of resources trained for the tourism sector
University / Techno
park based program
for management
skills in Tourism
Community /
University based
program for
advanced skills in
Tourism.
Community based
program for Entry
Level training
All programs will be governed and driven by the Common Tourism platform in Collaboration with
Municipality, Chamber of Industry/Commerce, and University/Techno park
Recommendations Human Resources Capacity BuildActions
13. Recommendations

Tourism-in-school program is targeted at creating basic awareness at schools
PROGRAM DETAILED DESCRIPTION
Tourism in schools
program
Target audience for the program are students from the junior high school or senior
primary school level.
Conduct as a joint project with the provincial Governor and Ministry of Education
In conjunction, with Ministry of education basic training to be leveraged to the teachers
on the importance of tourism.
Include tourism projects at school level linking with Geography or Social Science. Ex.
Mapping the various tourism destinations, A day at the museum etc
Launch an annual competition where learners compete, based on a theme that is linked
to the presentation materials (e.g. local culture for tourism, local nature for tourism,
etc.). Competitions could be quizzes, drama, songs, art competitions etc.
Winners announced and rewarded at the annual tourism awards
Develop or purchase basic presentation materials that explain the key tourism concepts
in a “fun” manner
Recommendations FoundationalHuman Resources Capacity BuildActions
13. Recommendations
Refer to Annexure 4 for more details on the curriculum for the program

Community-based program for tourism awareness is aimed at delivering a
basic level of awareness amongst the general public
Community based
program for tourism
awareness and
entrepreneurship.
Target audience for the program are mainly general public
Develop a basic tourism awareness and entrepreneurship program consisting of easy to
use presentation /workbook materials, posters etc. that explain key concepts of the
tourism industry (e.g. tourism benefits and responsibilities, the requirements of a healthy
tourism industry, importance of community involvement, importance of nature and
culture, tourism safety, etc.) as well as concepts of tourism entrepreneurship (e.g.
business opportunities in tourism, planning a new business, basics of financial
management, financing, marketing and sales, etc.)
Launch a drive among the business community, NGO’s and the population at large in
the area to commit to a tourism entrepreneurship training program over a period of
about three months on a part time basis, using electronic communication where
possible.
Sharing the tourism information to the general public through the mediums like Radio,
TV, Newspaper, Internet etc.
Training sessions could be linked to fun events such as tourism team quizzes about the
region with prizes.
Recommendations FoundationalHuman Resources Capacity BuildActions
13. Recommendations

Community-based program for entry level is mainly aimed at tourism industry
participants
Community based
program for entry level.
Target audience for the program are mainly players in the Tourism economy that
supports the operations e.g. Cab drivers, Hotel staffs, Caterers etc.
Trainings to be based on the practical issues in Tourism and it can be driven by
Municipality in partnership with University. The objective should be for participants to
develop a tourism business concept while undergoing the training session, i.e. focusing
on the practical application of issues taught.
Link to project workgroups and local tourism service centers where possible.
Provide all persons who have undergone the basic training with some form of
recognition e.g. a badge or certificate.
Run an annual entrepreneurship competition as part of the program (could be linked to
schools competition) focusing on the most innovative tourism business idea, requiring
entrants to submit a basic business plan for evaluation. Entries could be done by
individuals or community groupings who have participated in the program and prizes
should be substantial.
Reward winners during the month of September at the Tourism awards function.
Recommendations Entry LevelHuman Resources Capacity BuildActions
13. Recommendations

Use this simple sticker in each taxi to facilitate simple communication
Recommendations Entry LevelHuman Resources Capacity BuildActions
Hesap
Lütfen
Nerede ?
Tamam
Te ekkürler
Havaalanı
Bu ne kadar?
Yemek/ restoran
Evet
Hayır
Alı veri
...ye gitmek istiyorum
Merhaba
Turkish
BILL
PLEASE
WHERE?
OK
THANK YOU
AIRPORT
HOW MUCH DOES THIS COST?
FOOD/RESTAURANT
YES
NO
SHOPPING
I WANT TO GO TO ‘________’
HELLO
English
13. Recommendations

Community / University based program for the advanced level is aimed at
developing advanced tourism skills for current / potential managers
Community / University /
Techno park based
program for advanced
skills in tourism.
The target audience for the program are mainly,
Existing operational staff in hospitality, travel and public sector businesses and
organizations;
Potential new entrants (school leavers, etc.) at operational (technical) level;
Current and potential tourism managers.
This program will help,
To identify the Go-To space in Tourism based on the skill of the individual.
Drawing the academicians at the University on revisiting the curriculum for the Tourism
courses
Research on the marketing prospects for the city.
Run competition on the University to bring out the best idea related to Tourism.
This program should also help to discuss the practical issues in the Tourism Industry
and should enable the participants to come out with solutions to these problems.
Recommendations Advanced LevelHuman Resources Capacity BuildActions
13. Recommendations

The management level program is designed for executives and top office
bearers within tourism related organizations
Community / University /
Techno park based
program for
Management level.
Target audience for the program are the top office bearers of the organizations that are
involved in Tourism and Tourism economy.
This level of training will give guidance for the Industry leaders to,
Standardize the process across the Industry and comply with the same
Receive insights into latest innovations
Ensure quality on the products that are delivered by their organizations.
Be part of the best in Tourism Industries across the globe.
Recommendations Management LevelHuman Resources Capacity BuildActions
13. Recommendations

We recommend setting up of a single tourism governance platform that will
lead all planning, organizing and funding of tourism development efforts
MUNCIPALITY
LOCAL
GOVERNANCE
CITY
COUNCIL
TOURISM
DEPARTMENT
CHAMBER
OF
INDUSTRIES
CHAMBER
OF
COMMERCE
GAZIANTEP
TOURISM
DEVELOPMENT
COUNCIL
GAZIANTEP TOURISM DEVELOPMENT COUNCIL
OBJECTIVES
Development of Tourism in the City
Enable coordination
Transparent communication
Formulate Tourism Vision/Strategy
To facilitate investments in Resource
development
To provide sustainability in the actions.
CHARACTERISTICS
Associated to GAGEV
Chaired by Mayor
Representations from all the major players
including City council and University
Supported by an advisory body that includes
of representatives from Hotel,
Transportation, Travel operators etc.
Includes an execution body that will help to
bring the plans into action
Own responsibility for effective marketing
and promotion of Gaziantep tourism
Own, operate and manage the single
Gaziantep tourism web portal
Recommendations Tourism Governance PlatformActions
13. Recommendations

Gaziantep Tourism Development Council – Organizational structure
13. Recommendations

Gaziantep Tourism Development Council – Roles and Responsibilities
Organizational Body Role Responsibilities
Gaziantep Tourism Development
Council (Comprised of 8-15
representatives from GAGEV, City
Council and University)
Strategist and Visionary To lead the development of the tourism
industry by providing insights into the
Strategy/Vision for the sector.
To evaluate the areas of investment,
communication, marketing and human
resources in a holistic way
Collaboration Catalyst To provide the needed synergy in the tourism
sector by creating the infrastructure of
cooperation and collective action
To coordinate the development of the tourism
sector
To determine and realize common strategies
and activities
To facilitate cooperation among associations
in the tourism sector and inhabitants of
Gaziantep
Futuristic perceptiveness To provide sustainability of the works carried
out for the permanent and long-term
development
13. Recommendations

Gaziantep Tourism Development Council – Roles and Responsibilities:
Advisory Body
Advisory Body (Comprised of 10
representatives from various Tourism
economy industries, academicians,
Journalists, Art, Crafts etc)
Advisory Advices the council on its
decisions
Issue Excavator Brings on the table the current
issues based on their experience
and tracks the same to get
resolved.
Case Analyst Analyzes the issues that the
tourism industry currently faces
and provides insights into these.
Evaluator Evaluates the actions taken based
on the recommendations
suggested by the
13. Recommendations

Centre for Tourism planning and Execution
Centre for Tourism planning and
Execution (Full –time employees
working professionally with skills
required for their job role)
Project Management Expert Preparing projects for developing tourism
industry
Co-operation with University of Gaziantep
on training.
Determination of priority areas for
improvement of the infrastructure of the
tourism sector, and providing the necessary
organizations with the consultancy support
required for their field works,
Investment/Finance Expert Determining of suitable tourism investment
areas
Promotion for investment for to the national
and international investors
Preliminary research and feasibility studies
on creating functionality for cultural assets
Preliminary research and feasibility studies
on alternative tourism investments
Taking preliminary steps for improving
public/private sector partnership
13. Recommendations

Centre for Tourism planning and Execution (Contd.)
Centre for Tourism planning and
Execution (Full –time employees
Tourism Planning Expert Preparation of the Gaziantep Tourism
Master Plan
Determination of action plans
Division of labour
Implementation plan
Laying out the process and guidelines
for tourism activities
Identifying the roles and responsibilities
of each of the players in the Tourism and
Tourism economy
Marketing & Communication
Expert
Communicating the Roles and
Responsibilities to all the major players
in the Industry
Creating a communication/promotion
strategy
Image/brand building
Creating communication/promotion
materials
Organization of Events (seminars,
expositions, meetings, tours etc.)
13. Recommendations

Gaziantep Tourism Development Council – Roles and Responsibilities
Centre for Training and Quality in Tourism
Centre for Training and Quality in
Tourism (Full –time employees
Training Expert Determination of the demands and requirements
of the sector for trainings and arranging training
programs periodically
Publicity events to raise public awareness
Training for the sustainability of traditional
handicrafts
Training for tourist guides
Statistics Expert Data gathering for the number of tourists that visit
the City of Gaziantep
Data gathering for the number of tourists visiting
various locations.
Analysis of the Data for Infrastructure planning
Quality / Auditing Expert Validates the existing facilities and processes with
the standards being followed around the globe
Audits the various sections of the tourism
economy.
13. Recommendations

14.0 Follow-on Projects Recommended

Focus areas in Offering Development
Follow-on Projects New Offering Development
Developing themed walking tours (History, Museum, Cuisine)3.0
Creating “duty-free” events4.0
Developing adventure tourism offerings in Rumkale and Gaziantep Castle5.0
Developing theatre events2.0
Developing 2-day, 3-day packages centered around Gaziantep1.0
Focus AreasSl. No.
14. Follow-on Projects

Focus areas in Marketing
Follow-on Projects Marketing
Targeting of higher value tourist markets8.0
Targeting tour operators7.0
Web site development3.0
Increase participation in targeted congress events4.0
Planning communication for targeted congress events5.0
Brand ambassadors enlistment & endorsement6.0
Improve & promote local hotel websites9.0
Marketing & communication plan2.0
Brand development1.0
Focus AreasSl. No.

Focus areas in Infrastructure Development
Follow-on Projects Infrastructure Development
Detailed evaluation of the hotel infrastructure against global benchmarks3.0
Promoting investment in new hotels4.0
Improving transportation connectivity, including direct flight connectivity5.0
Listing of sites in UNESCO’s World Heritage Sites2.0
Developing guidelines for a world class tourist infrastructure at Rumkale &
Zeugma and create a pilot implementation of the same
1.0
Focus AreasSl. No.

Focus areas in Human Resources Development
Follow-on Projects Human Resources Development
Providing English language options in Restaurants, Historical sites etc3.0
Roll-out basic English language taxi stickers across all public transport4.0
Implementing training programs2.0
Developing more detailed Human Resources training program & curriculum1.0
Focus AreasSl. No.

Focus areas in Tourism Governance Platform
Follow-on Projects Tourism Governance Platform
Establishing of common database, metrics and scorecards4.0
Developing and managing of Website3.0
Training on auditing and benchmarking5.0
Identification of roles, responsibilities and funding models2.0
Establishing of the Gaziantep Tourism Development Council1.0
Focus AreasSl. No.

Annexure

15.0 Annexure 1 : Project Development Roadmap

Project Summary
Strategy Plan for the Development of Gaziantep Tourism Sector Gaziantep Chamber of Industry
Sponsor Mr. Kursat GONCU
Secretary General, Gaziantep Chamber of Industry
Lead
Turkey Team 3
Start
8th March 2010
End
1st April 2010
Objective and Scope
Client Objectives: To develop and promote the tourism sector in Gaziantep, esp. in the niche area of Congress tourism
Scope: Congress tourism i.e. Event based tourism for art, music festivals, food festivals, business events etc
Barriers: Top 3 barriers to achieving the above client objective are
1. Marketing-related: Lack of awareness / promotion and the unfavorable image of the region
2. Absence of Lobbying power at the highest levels to influence decisions in Gaziantep’s favor
3. Infrastructure-related: Lack of quality Human Resources to work in the Tourism Sector
Engagement Objectives: To develop a strategy plan for Congress Tourism to drive overall tourism growth in Gaziantep
Most Valuable Insights: (a) Success stories from other cities in the Tourism sector (b) Insights into the possible training (human resource
development) programs for the Tourism sector (c) Identify pipeline of congresses that can be conducted in Gaziantep (d) Identification of travel
agencies for targeting - conducting Informational tour for these agencies (e) Identify Funding opportunities for the tourism sector.
Stakeholders and Advisors
Baran Ucaner, SME – EU Funded Projects, Gaziantep Chamber of Commerce
Eylem Akinal, Deputy Secretary General, Gaziantep Chamber of Industry
Sema Marangoz, Director – Dept. of Foreign Affairs & Tourism, Metropolitan Municipality of Gaziantep
Mehmet Bulent Ozturk, Member, Tourism Information Office
Ozgur Cinkay, Member, Tourism Information Office
Sermest Capan, Director of Commerce Office, Gaziantep Chamber of Industry
Ozlem Caliskan, Project Manager, UNDP Turkey
Jane Jamieson, VP, DOT
Project Team
Arun K Cavale
Benny Rajan
Ketelyn Paulussi
15. Annexure - 1

Analysis Inventory
Inventory of Existing Analysis
Mersin Tourism Development Strategy (Turkey Team 1)
Mersin Tourism Marketing Plan (Turkey Team 2)
Turkey Tourism Reports (BMI)
Tourism Strategy of Turkey – 2023 (Ministry of Culture & Tourism)
Gaziantep Toursim Report 2009 (Gaziantep Chamber of Commerce)
9th Development Plan 2007-2013 (Gaziantep Chamber of Commerce)
Protecting Cultural Heritage of Southern Anatolia and Tourism Development Plan
GAP Strategy Plan 2008-12
15. Annexure - 1

Issue Discovery Workshop helped identify all issues related to the objective
achievement
15. Annexure - 1

Issue Tree Mapping
Pricing
Hospitality Infrastructure
Supply
Human Resources
Capacity
Tourism policy and
Governance
Marketing
Gaziantep’s Differentiation
/ USP
Transport Connectivity w/
key cities
Competition
S1 S3 S4
S5 S6 S7 S8
S2
To develop a strategy plan for Congress Tourism to
drive overall tourism growth in Gaziantep
Engagement Objective
15. Annexure - 1

Hypotheses and Summary of Analysis
Do tourists see Gaziantep as unsafe? (FGI)
Is that a big barrier? (FGI)
Tourist arrivals in Safe vs Unsafe areas (Team)
What do you think can help solve the issue? (FGI)
Tourists perceive Gaziantep as an unsafe destination
– and tourists avoid unsafe destinations no matter
how attractive it is
List of key congress events (35 events) (Ibrahim)
Where are they happening? (Ibrahim)
Who are the sponsors (organizations) for these events? (Ibrahim)
Who are the key people in these organizations – and where do they come from?
(Ibrahim)
Is there a link between where they come from and where the events are held
(evidence of lobbying)? (Team)
Any key lobbyists in any of these organizations from Gaziantep? (Baran, Eylem)
Lobbying is key and Gaziantep suffers from a lack of
lobbying power in key organizations
Identify key attractive areas (films, music, Football) in Turkey and in key tourist
origin countries (Ibrahim, Baran)
Identify key brand ambassadors for Gaziantep in these areas (Ibrahim)
Can they be convinced to endorse Gaziantep? (Baran, Tourism Dept)
There are a few celebrity brand ambassadors for
Gaziantep who can e used as influencers
Marketing
Issue Hypotheses Key Questions / Required Information
Awareness about Gaziantep as a tourist destination
is low
List of recent Gaziantep congress events (Baran, Eylem)
How they were promoted? (Baran, Eylem)
How effective were the promotions? (Baran, Eylem)
Is Gaziantep included in the major Turkey tourist guides? (Tourism Dept, Team)
Information about Gaziantep is not easily available
for potential tourists
Information around hospitality infrastructure on the web (Team)
Details on tourist attractions on the web (Team, Tourism Dept)
Do key tour operators carry info about Gaziantep (Baran, Tour FGI)
15. Annexure - 1

Identify attractions around Gaziantep 100km / 150km/200km radius (Ibrahim)A package of attractions can be built
around Gaziantep
Identify places of faith & cultural attractions in & around Gaziantep (Tourism Dept)
How popular are they? Tourist numbers. (Tourism Dept)
Where are the target markets for faith & cultural tourists? (Tourism Dept)
What is the biggest draw or attraction? (Tourism Dept, Municipality)
Tourist numbers for that single draw – is it sustainable? (Municipality, Tourism Dept)
Faith & Cultural tourism can be
developed into an USP
Key organized industries in Gaziantep (Eylem)
How many congress events can they attract? (Eylem, Baran)
Tourist numbers (Baran, Eylem)
Is it enough to meet objectives? (Team)
Gaziantep’s organized industrial zone
can be used as a USP for congress
events
USP
Major destinations have clearly defined
USPs, but Gaziantep lacks a strong USP
List of top tourist cities in the world and their USP (Team)
Does Gaziantep have an USP today? (Tourism Dept, FGI)
What are the things that come to mind when you think of Gaziantep? (Tourism Dept,
FGI)
What is Gaziantep’s biggest draw – what attracts most tourists today? (FGI, Tourism
Dept, Municipality)
Segment Gaziantep tourist arrivals by Cuisine, faith & cultural, industrial etc (FGI,
Municipality, Tourism Dept)
Cuisine is a big strength and can be
developed into an USP
Identify list of popular dishes from Gaziantep (Ibrahim)
Where are they popular? (Tourism Dept, FGI)
Will tourists pay to travel for cuisine? Is it commercially viable? (Tourism Dept, FGI)
15. Annexure - 1

Number of taxis / (population + Tourists) (Municipality, Chamber of
Industry) in Gaziantep vs Antalya vs Izmir
Average cost of a day tour of top-5 city attractions by Taxi: compare
Gaziantep vs Antalya (Ibrahim)
Gaziantep has good intra city transportation
options
Identify most popular tourist destinations in Turkey (Tourism Dept,
Ibrahim)
Distance (& time) of Gaziantep from these destinations (Team)
Flights between these destinations & Gaziantep (Tourism Dept, Tour
FGI)
Gaziantep has poor connectivity with other major
tourist destinations that are already part of the
tourist itinerary
Transportation &
Connectivity
Gaziantep has insufficient direct flights from
major tourist origins
Identify major tourist origins (Team)
Identify list of direct flights, origins, frequency (Tourism Dept, Tour FGI)
For each major origin, compare tourist numbers vs no. of direct flights
(Team)
Identify direct flights to Mersin, Antalya (Tourism Dept, Tour FGI
Ibrahim)
Calculate ratio: no. of flights per 1000 tourists (Team)
Direct flight connectivity is an important decision
factor for tourists, and increasing number of
direct flights can increase tourist arrivals
How important is it to have direct flights to tourists? (Tourism Dept, Tour
FGI)
Tourist arrivals from origins with direct flights vs origins without direct
flights (Team)
Questionnaire sent to Baran (Baran)
Compare with Antalya: Regression analysis b/n direct flights vs Tourist
arrivals (Team)
Before direct flights vs after direct flights, how has the tourist arrival
changed? (Tourism Dept, Tour FGI)
15. Annexure - 1

Competition from
Other Cities
There is strong competition from other cities
for congress tourism, as well as for Central
Government funding
How many congress events happen in Turkey in 2009, 2010? Split by
International vs Domestic, Sizes (Baran, Eylem, Ibrahim)
How many congress events in Gaziantep in 2009, 2010? Split by
International vs Domestic, Sizes (Baran/Eylem)
What is the share of Gaziantep? (Team)
Share by International vs Domestic events, Size of events (Team)
What is the level of Government funding that Gaziantep currently
receives and how is it compared to other cities? (Baran/Eylem)
Travel agencies are more likely to promote /
sell packages to other cities than to Gaziantep
How many packages are being currently offered for GAP or
Gaziantep vs packages to other regions by an operator in Istanbul?
(Tourism Dept. / Tour FGI / Tursab)
What are the key considerations for a tour operator while building a
package? (Tour FGI)
How does Gaziantep score on these considerations? (Tour FGI)
How does competition (Antalya, Mersin, Izmir) score in these
considerations? (Tour FGI)
Is there any incentive offered for selling packages that include
Gaziantep or other cities? (Tour FGI)
15. Annexure - 1

Pricing Gaziantep is a cheaper option for congress
tourism
Is there an existing business case for analyzing the relative price
position of congress tourism in Gaziantep? (Baran/Eylem/Tourist
Dept./Travel FGI)
Example business case analysis for Gaziantep vs Mersin vs Istanbul
(Team)
Flights are more expensive to Gaziantep than
to other competing cities
Compare the flight costs to Gaziantep against Antalya and Mersin
from Istanbul/Ankara (Team/Tour FGI/Ibrahim)
Compare the International travel costs to Gaziantep vs Ankara vs
Istanbul. (To include Middle East Nations) (Team/Tour FGI/Ibrahim)
Hotel accommodation is cheaper in Gaziantep
compared to competing cities
Is there any comparison for the cost of hotel room between
Gaziantep and other important congress tourism destinations?
(Baran/Eylem/Tourist Dept./Travel FGI)
Hotel accommodation analysis for Gaziantep vs Mersin vs Istanbul
(Team)
Food, shopping and entertainment options are
cheaper in Gaziantep compared to competing
cities
Cost Analysis for Gaziantep vs Mersin vs Istanbul (Team)
15. Annexure - 1

Identify no. of good hospitals, no. of private wards / beds (Eylem)
Number of ambulances (Eylem)
List specialist medical care facilities available (Eylem, Team)
Adequate medical infrastructure exists for
congress tourists
Hospitality
Infrastructure
Supply
Gaziantep has enough rooms in 4 & 5 star hotels
to meet the short-term demand
Identify list of 4 & 5 star hotels (Team)
Calculate no. of rooms available (Hotels FGI)
Calculate Peak season capacity: Tourist numbers vs High Season vs
average stay to find out if supply meets peak tourist demand (Team)
Identify demand side – how many congress events planned in
Gaziantep for 2010, 2011? (Baran, Eylem)
How many people & rooms are required for these events? (Baran,
Eylem)
Calculate how much more demand can the current supply fulfill
based on estimates of demand growth (Team)
Identify new hotel projects in pipeline and estimated supply addition
(Team, Hotels FGI)
There is sufficient number of conference /
convention halls in 4 & 5 star hotels to meet the
short-term demand
Identify list of 4 & 5 star hotels (Team)
Calculate no. of convention halls (Team, Ibrahim, Hotels FGI)
Identify demand side – how many congress events planned in
Gaziantep for 2010, 2011? (Baran, Eylem)
How many people & convention halls are required for these events?
(Baran, Eylem, Hotels FGI)
Calculate how much more demand the current supply fulfill? (Team)
Identify new hotel projects in pipeline and estimated supply addition
(Team, Hotels FGI)
15. Annexure - 1

Loyalty issues (Hotel FGI)
Average salaries of Front desk managers in hotels Gaziantep vs Antalya vs
Istanbul (Hotels FGI)
Speed of response (Ketelyn)
Poor employee satisfaction and
development in local hotels is impeding
superior service delivery to tourists
Number of international tourists coming from non-turkish speaking regions (Team)
Collect hotel menus, guides, photos of museum displays where English is not
present (Team)
English or other languages is less
understood, posing language barriers
between tourists and personnel
Qualitative comments
Get photos and quotes
The local people are naturally friendly and
warm towards tourists
Human
Resources
Capacity
There is a shortage of trained personnel to
provide services to tourists
Estimates of how many trained people are required in Hotels, Tourist guides,
Attraction centre personnel with knowledge of city & history (Baran, FGI, Eylem,
Tourism Dept, Municipality)
Estimates of how many trained people are currently available (Baran, FGI, Eylem,
Tourism Dept, Municipality)
Number of educated graduates vs Non-graduates in Hotels (Hotels FGI)
Number of graduates every year from local colleges (Eylem)
Average rate of migration of graduates from Gaziantep (Eylem)
Are Hotels and hospitality industry firms a preferred career option for trained
graduates? (Hotels FGI)
There is no formal training program for
participants across the tourism value chain
Is there a formal training program on tourism? (Baran, Tourism Dept)
Is tourism a course in local colleges? (Tourism Dept, Eylem, University)
Number of training programs per year by hotels (Hotels FGI)
Number of training programs per year by Tour operators (Tours FGI)
15. Annexure - 1

Tourism Policy &
Governance
A single tourism platform is required for
effective development of tourism
Identify all organizations with tourism on their agenda (Team)
List all attractions: who manages what attraction? What role does each
play in managing common attractions? (Baran, Tourism Dept, Eylem(
Is there a common platform? (Baran)
Is there a common funding pool? (Baran)
Compare with Mersin platform and show advantages (Team)
Individual tourism development projects lack
continuity and follow-up
Identify all tourism development reports, researches and projects done
so far (Team, Baran, Eylem, Tourism Dept, Municipality)
Are their linkages between them? (Team, Baran, Eylem, Tourism Dept,
Municipality)
What actions have been taken on previous reports? (Team, Baran,
Eylem, Tourism Dept, Municipality)
Is there funding collaboration on follow-through work? (Team, Baran,
Eylem, Tourism Dept, Municipality)
15. Annexure - 1

16.0 Annexure 2 : Business Case Analysis for Relative Pricing of Cities

Business Case assumptions, list of hotels, number of rooms,
conference center and daily prices
Assumptions to the Business Case
1) 300 people attending 2 days congress
2) 5 star hotels
3) Meals will include breakfast, lunch and dinner at a local chain
4) Transportation will include: transportation from/to airport and any transportation to restaurants and congress facility if applicable
16. Annexure - 2
!!
" # #
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$ !! !
$ !
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) * +
, - ) * +
809" 4 2# 0: 09 2; .' /'' %%$<) )&+'<'
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*12
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Total costs per hotel
0: 09 2; 2819
16. Annexure - 2
Liras
Flight from Istambul to Gaziantep 45,300.0
Hotel accomodantion at a 5 stars hotel - 2 days 68,040.0
Daily Meal (lunch and dinner) - 2 days 30,000.0
Transportation 28,800.0
Congress room and facilities 9,240.0
TOTAL 181,380.0
DEDEMAN HOTEL GAZIANTEP
Liras
TOTAL 202,044.0
GRAND HOTEL GAZIANTEP
5 STAR HOTELS
Liras
TOTAL 220,908.0
5 STAR HOTELS
Hilton Mersin

Total costs per hotel
1096=#
16. Annexure - 2
Liras
TOTAL 428,808.0
Liras
TOTAL 436,242.0
Conrad Hilton
5 STAR HOTELS
Hilton Istanbul
Liras
TOTAL 291,678.0
Liras
TOTAL 395,544.0
5 STAR HOTELS
Grand Hyatt
Plaza Hotel Istanbul

17.0 Annexure 3 : Strategic Options Assessment

Strategy Equation
Tourism Revenue = No. of Tourists staying in Gaziantep x Revenue per Tourist
No. of Tourists staying in Gaziantep
= (No. of Tourists arriving in Gaziantep x % of arrivals who stay in Gaziantep)
Revenue per Tourist = (Revenue per Tourist per day x Average no. of days of stay)
Tourism Revenue = No. of Tourists arriving …..(ATTRACT)
x
% of arrivals who stay in Gaziantep …..(RETAIN)
x
Revenue per Tourist per day …..(UP-SELL)
x
Average no. of days of stay …..(CROSS-SELL)
17. Annexure - 3

Assessing the value of strategy
Revenue Pay-off for individual strategy
Strategy
Target
Increase Pay-off
Incremental
Revenue
(million TL)
Attract Strategy 10% 10% 10.6
Retain Strategy 15% 15% 15.9
Upsell Strategy 10% 10% 10.6
Cross Sell Strategy 0.5 31% 32.9
Revenue Pay-off when 2 or more strategies are executed in combination
Domestic + Foreign tourists
Domestic + Foreign tourists
Attract
Strategy
Retain
Strategy
Upsell
Strategy
Cross Sell
Strategy Pay-off
Incremental
Revenue
(million TL)
Attract Strategy x 10% 10.6
Attract Strategy x x 27% 28.6
Attract Strategy x x x 39% 41.3
Attract Strategy x x x x 82% 86.9
17. Annexure - 3

We estimate that there is potential to grow foreign tourist revenue by 78%, if
all 4 strategy initiatives are executed together
Tourism Revenue
Gaziantep Hotels
Revenue per Tourist
(Turkish Lira)
Revenue per Tourist
Average No. of
Days of Stay
Metric
As-Is Could Be
10.5
23,249 29,410
55,128
18.6 78%
60,641 10%
450.0 632.5
250.0 275.0 1.80 2.30
42% 48% 15%
27% 41%
10% 0.5
Retain Strategy
Foreign Tourists
Estimates
17. Annexure - 3

We estimate that there is potential to grow domestic tourist revenue by 83%,
if all 4 strategy initiatives are executed together
Tourism Revenue
Gaziantep Hotels
Revenue per Tourist
(Turkish Lira)
Revenue per Tourist
Average No. of
Days of Stay
Metric
As-Is Could Be
95.6
238,896 302,203
477,792
174.5 83%
525,571 10%
400.0 577.5
250.0 275.0 1.60 2.10
50% 58% 15%
27% 44%
10% 0.5
Retain Strategy
Domestic Tourists
Estimates
17. Annexure - 3

18.0 Annexure 4 : Curriculum for Human Resources Capacity Build-up

Annexure: Curriculum for Community based tourism program for
Entry Level
TRAINING SUGGESTED
TOPIC
AUDIENCE DISCUSSION
ITEMS
DURATION &
LOGISTICS
PARTICIPANTE
PROFILE
Community Based
Tourism Training for
Entry Level
Basics of
Entrepreneurship
Course open to
community,
preference for family
businesses with
youth involvement
but not restricted
What is
entrepreneurship?
Examples of
successful
tourism
entrepreneurs –
success stories
from and
elsewhere
Tourism business
ideas
How to start a
B&B business –
basic guidelines
How to start a
touring business –
basic guidelines
Basics of
financing, cash
flow management
, administration
and marketing
3 weeks of 3-hour
evening classes
(45 hours)
Presentation as
practical as
possible, using
real case studies
and success
examples
Outcome should
be business idea
as entry for
community
entrepreneurship
competition
20 participants per
course
Across age
groups, but
preference for
younger
participants
Linked to
community
entrepreneurship
competition (see
above) with prized
for winners in
support of winning
business ideas
18. Annexure - 4

TRAINING SUGGESTED
TOPIC
AUDIENCE DISCUSSION
ITEMS
DURATION &
LOGISTICS
PARTICIPANTE
PROFILE
Community Based
Entry Level
Basic English as a
prerequisite for other
courses suggested
below
Selected candidates
between 20 and 30
years already involved
in or committed to
tourism
Basic English
grammar
Vocabulary for
tourism situations
4 weeks of 3-hour
evening classes
(60 hours) spread
over 2 months, 2 x
2 weeks.
Practice during 2
week gaps
Test and certificate
at end of course
30 participants
max
Between 20 and
30 years of age
Must have direct
or indirect interest
or involvement in
tourism
Community
tourism guiding
Selected candidates at
community level with
an interest in promoting
the area’s, culture and
lifestyle
Principles of guiding
Client relations
Local knowledge
regarding heritage,
nature, etc.
Basic specialization.
e.g.
adventure/trekking,
culture, ecotourism
Basic foreign
language skills
3 weeks of 3-hour
evening classes (45
hours) + 2 days
practical spread
over 2 months
Basic language a
prerequisite
Assignments during
2 week gaps
Introduction to
tourism, client
relations and
communication 1
week
General local
knowledge 2 weeks
Practical
assessment 1 day
Maximum 10
participants
Between 20 and
30 years of age
Must pass basic
English test or
have attended
course
Mixture of
employed and
unemployed
Preferably
involved in local
society e.g. nature
Entry Level (Contd.)
18. Annexure - 4

TRAINING SUGGESTED
TOPIC
AUDIENCE DISCUSSION
ITEMS
DURATION &
LOGISTICS
PARTICIPANTE
PROFILE
Community Based
Entry Level
Frontline service
and client relations
Young job seekers
with interest in
hospitality and
reception
Principles of good
service
Reception
Client relations
Communication
techniques and
Table serving
protocol
2 full days short
impact course
50% theory
supplemented by
50% practical
role-play and
evaluation
20 participants per
course
Current front lines
staff in businesses
that deal with
tourists
Unemployed
young people with
interest in tourism
Participant
businesses to sign
up for best service
commitment and
follow up courses
Catering, food
preparation hygiene
& presentation
Individual, informal
and community
based caterers
Nutrition
Food hygiene
Creative
processing and
presentation of
local produce and
dishes (e.g.
berries,
vegetables, fruit,
fish, etc.)
Menu design
Presentation
4 full days
interactive course
with
demonstrations,
practical
application, video
clips, etc.
3 day best
practices study
tour of another
more developed
rural region in
Turkey
5 – 8 participants
Selected owners
and chefs in
hotels, pensions
& restaurants
Small agriculture
producers with
interest in tourism
Roadside fruit and
vegetable sellers
Strong preference
for female
participants
Entry Level (Contd.)
18. Annexure - 4

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