Transcript Title

CONFIDENTIAL
Eco-tourism Development in Mozambique:
Defining TechnoServe’s Role and Approach
Discussion Document
5 June 2003
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This material was used by McKinsey & Company during an oral
presentation; it is not a complete record of the discussion.
TODAY’S TOPICS
Reviewing the key points raised in our last meeting
Eco-tourism Development in Mozambique: Defining TechnoServe’s role
and approach
Going Forward
1
OUR PREVIOUS DISCUSSION
Key items discussed
Key points raised
Resulting questions
to address
• Mozambican tourist industry is
small and underdeveloped but
has substantial potential
• ‘Institutional’ issues, such as
environmental enforcement,
land usage controls,
governmental planning, etc. are
key to operator success
• What role can TechnoServe play
in the eco-tourism industry? How
will it balance the need for
institutional action and enterprise
action?
• Replication of business models
is not easy in Mozambique:
different areas face different
institutional situations and are at
different levels of development
• Where should TechnoServe be
active geographically?
• To successfully develop the
eco-tourism industry, many
elements (building blocks) need
to be addressed
• Many parts of Mozambique are
attractive areas for eco-tourism
development and are being
targeted by donors and others
• How should TechnoServe tackle
its chosen role in eco-tourism
given that it might involve
activities it has not been involved
in before?
2
TODAY’S TOPICS
Reviewing the key points raised in our last meeting
Eco-tourism Development in Mozambique: Defining TechnoServe’s
role and approach
Going Forward
3
TECHNOSERVE: ECO-TOURISM IN MOZAMBIQUE
• There are many examples of organizations and entrepreneurs pursuing eco-tourism development in
Mozambique.
• For the Mozambican eco-tourism industry to develop, several issues need to be addressed. Many of these
issues are institutional – affecting infrastructure and regulatory conditions – and so affect multiple operators.
• Institutional shortcomings have been effectively addressed at a regional or ‘cluster’-level (rather than national
level) using collective action by partnerships of operators, donors and government.
• Although TechnoServe is new to eco-tourism, it should aspire to play a role in Mozambican eco-tourism
development:
–TechnoServe’s agri-business model can be applied to eco-tourism as well
–In several areas eco-tourism will be the main route for development. For TechnoServe to help the rural poor in
these areas, it should play a role in eco-tourism
–Enterprise-level eco-tourism developments can have significant community impact
• TechnoServe can assist individual operators, but will also have to address institutional shortcomings. This
involves a ‘cluster’-specific approach to understand the institutional shortcomings faced by operators in a region.
TechnoServe will need to decide on a balance between owning and operating institutions and enterprise-level
support.
• Regardless of what approach is taken in each cluster, TechnoServe will need to adopt a new model for ecotourism. ‘Cluster’-level and institutional support activities, including building partnerships, will have to be
undertaken.
4
CURRENT ECOTOURISM PROJECTS IN MOZAMBIQUE
Initiatives
Goal
Organizations Involved
• Elephant Coast Development
Agency (ECDA)
• Promote tourism along Elephant Coast
(Catembe to Ponto D’Ouro)
• Ministry of Tourism, World Bank,
GEF
• Transfrontier Conservation
Areas Program
• Create best-in-class transfrontier parks
• USAID, World Bank, GEF, DAI,
Ministries of Agriculture & Tourism,
Provincial Government
(Inhambane/Gaza and Maputo),
MICOA
• Bazaruto Environmental
Initiative
• Protect marine eco-system
• Fundacao Natureza em Perigo,
University (UEM)
• Coastal Marine Biodiversity
Management Project
• Protect marine / cultural resources
• World Bank, GEF, AAIM
• Land Demarcation for EcoTourism
• Empower communities to benefit from
natural resources (land)
• ORAM
• Community-based Resource
Management (Tete)
• Empower communities to benefit from
natural resources (land, wildlife, water)
• Ford Foundation, Provincial
Government (Tete)
• Inhambane Tourist Association • Promote tourism in Inhambane
• Business operators (e.g. Barra
Lodge), and Provincial
Government (e.g. Inhambane)
5
Source: Industry sources, interviews
DEVELOPMENTAL BUILDING BLOCKS OF ECO-TOURISM INDUSTRY
• Identify the right offering to
deliver to end customers
• Identify the value chain steps
needed for delivering this
offering
• Enhance the number of people
seeking to establish new eco-tourism
ventures by accepting commercial
risk for appropriate return
Value Proposition
Entrepreneurship
• Identify improved techniques,
products, and offerings to
ensure sustainability and
growth of ventures
Innovation
Identify
opportunities
Sound
execution
• Apply management and technical
skills, appropriate equipment and
processes to operate the business
effectively and efficiently
Business
environment
• Identify new venture
opportunities and potential
for community impact
• Create regulatory and physical
environment to enable ventures to be
established and to operate, compete
and grow
• Establish infrastructure (e.g. wildlife
management) and systems (e.g.
booking, market linkages) to support
successful eco-tourism operators
• Effective actions under each building block
can create a self-reinforcing cycle
• Weak building blocks will slow down ecotourism development
6
Source: Team analysis
CURRENT INDUSTRY BUILDING BLOCK GAPS
Marketing gaps
• Weak marketing or booking systems
Skills gaps
• Limited understanding of high value
customer segments
Skills gaps
• Lack of training/ education in eco-tourism /
conservation
• Few “home-grown” eco-tourism entrepreneurs
Value Proposition
Entrepreneurship
Infrastructure gaps
• Limited incentives (other than once-off
donors) for community initiatives
Skills gaps
• Limited market research
• Limited support
• Few ‘add-on’ business successes
Innovation
Identify
opportunities
Sound
execution
Marketing gaps
• Limited linkages with international operators
• Difficulty in overcoming negative image of the country
(e.g. landmines, malaria, bureaucracy)
Infrastructure gaps
• Long lead time to build up network of service providers
Skills gaps
• Limited knowledge, skills in nature-based activities and
hospitality
• Limited knowledge of target client segments and
international markets
Source: Interviews; industry sources; team analysis
Business
environment
Marketing gaps
• Poor image for country as a whole limits
opportunities
Regulatory gaps
• ‘Land-grabbing’ complicates opportunity to set up
remote, nature-based business
• Bureaucratic land-tenure process and insecure land
ownership complicates land acquisition
Skills gaps
• Limited access to market/technical information
• Limited understanding of high-value customer
segments
Marketing gaps
• Inadequate links to int’l booking systems
Regulatory gaps
• Difficulty exchanging land
• High cost and risk of importing
• Poor contract enforcement, limited
recourse
• High licensing and transaction costs
• High incidence of corruption, fines and
theft
• Low labour market flexibility
• Limited public sector capacity to respond
to private sector needs
• Ill-defined community rights/ participation
in eco-tourism operations
• Weak environmental protection legislation
and implementation
• Restriction on export of foreign exchange
Infrastructure gaps
• Limited access to and high costs
of finance
• Inadequate or poorly maintained
infrastructure (roads, electricity,
water, communications, waste
management)
• Under-developed network of
service providers
7
INSTITUTIONAL COMPONENTS OF THESE BUILDING BLOCK GAPS
Marketing gaps
• Weak marketing or booking systems
Skills gaps
• Limited understanding of high value
customer segments
Areas generally not addressed by
or for individual operators
Skills gaps
• Lack of training/ education in eco-tourism /
conservation
• Few “home-grown” eco-tourism entrepreneurs
Value Proposition
Entrepreneurship
Infrastructure gaps
• Limited incentives (other than once-off
donors) for community initiatives
Skills gaps
• Limited market research
• Limited support
• Few ‘add-on’ business successes
Innovation
Identify
opportunities
Sound
execution
Marketing gaps
• Limited linkages with international operators
• Difficulty in overcoming negative image of the country
(e.g. landmines, malaria, bureaucracy)
Infrastructure gaps
• Long lead time to build up network of service providers
Skills gaps
• Limited knowledge, skills in nature-based activities and
hospitality
• Limited knowledge of target client segments and
international markets
Source: Interviews; industry sources; team analysis
Business
environment
Marketing gaps
• Poor image for country as a whole limits
opportunities
Regulatory gaps
• ‘Land-grabbing’ complicates opportunity to set up
remote, nature-based business
• Bureaucratic land-tenure process and insecure land
ownership complicates land acquisition
Skills gaps
• Limited access to market/technical information
• Limited understanding of high-value customer
segments
Marketing gaps
• Inadequate links to int’l booking systems
Regulatory gaps
• Difficulty exchanging land
• High cost and risk of importing
• Poor contract enforcement, limited
recourse
• High licensing and transaction costs
• High incidence of corruption, fines and
theft
• Low labour market flexibility
• Limited public sector capacity to respond
to private sector needs
• Ill-defined community rights/ participation
in eco-tourism operations
• Weak environmental protection legislation
and implementation
• Restriction on export of foreign exchange
Infrastructure gaps
• Limited access to and high costs
of finance
• Inadequate or poorly maintained
infrastructure (roads, electricity,
water, communications, waste
management)
• Under-developed network of
service providers
8
PRINCIPLES LEARNT THROUGH ATTEMPTS TO OVERCOME
INSTITUTIONAL OBSTACLES TO ECO-TOURISM DEVELOPMENT
Institutional Obstacles
• Regulatory gaps: environmental
enforcement, land usage, ...
• Infrastructural gaps: water, electricity,
sanitation, provision, ...
• Marketing gaps: access to international
booking systems, ...
Examples of attempts to overcome these obstacles:
• Elephant Coast Development Agency (ECDA):
– Actions: Land zoning for communities and providing linkages with other
operators
– Partners: Ministry of Tourism, World Bank, GEF
• Transfrontier Conservation Areas Program:
– Actions: Restocking wildlife and developing processes for protection and
assessing opportunities for road linkages between RSA and Mozambique
– Partners: USAID, World Bank, GEF, DAI, Ministries of Agriculture &
Tourism, Provincial Government, MICOA
• Bazaruto Environmental Initiative:
– Actions: Performs environmental inventories
– Partners: Fundacao Natureza em Perigo, University (UEM)
• Coastal Marine Biodiversity Management Project:
– Actions: Performs environmental inventories, puts processes in place to
prevent erosion and protect marine life and addresses sanitation issues
– Partners: World Bank, GEF, AAIM
Principles used in overcoming institutional obstacles:
• Collective Action: creation of institutions with several operators, donors, government bodies etc. in a ‘cluster’ of operations
facing similar issues
• Local Focus: Deal with issues of a specific area and with local government involvement
• Leverage: Involve heavy-hitting organisations – large-scale donors, envirionmental bodies, etc.
• Flexibility: allow institutions to deal with broad range of institutional issues affecting operators
9
Source: Team analysis
POTENTIAL TECHNOSERVE ACTIONS IN THE ECO-TOURISM
Areas TechnoServe’s
INDUSTRY
traditional business model
Eco-tourism
could address
Businesses
Management and
Technical Support
Marketing
Gaps
• Increase links to individual operators,
booking agencies able to serve
Mozambique
Regulatory
Gaps
Infrastructure
Gaps
Skills Gaps
Source: Team analysis
• Build networks, linkages between
operators and support-service
providers
• Direct operational, skill-building
assistance for potential entrepeneurs
– including ‘add-on’ and support
service entrepeneurs
• Assist existing, new operators with
business-planning: build market
knowledge, segment knowledge
• Link with successful entrepeneurs for
technical and operational
assistance
Institutional Support
Capital/Financing
• Create ‘National Tourism Board’ to
co-ordinate promotion of
Mozambique image
• Access to international
booking systems
• Create regulatory ‘one-stop shop’
for operator set-up: e.g. land-use,
business registration, operating
license
• Improve environmental legislation
and enforcement agencies
• Improve execution on wildlife plans
– possibly nationally co-ordinated
environmental and wildlife planning
• Expand road-building, water,
communications development
• Improve incentives for operators to
build physical infrastructure
• Create access to new
sources of financing –
application to and
creation of donor funds,
etc
10
ECO-TOURISM’S REACH
Mozambique: Selected Protected Areas
Eco-tourism
complements agribusiness
Niassa Game
Reserve
Gorongosa National
Park
Limpopo National
Park
Vilanculos – Bazaruto
Archipelago
Maputo Elephant
Reserve
Geographical Reach
• Resort and tourists provide new
(potentially lucrative) markets for
agricultural goods (produce,
fisheries, timber)
• Eco-tourism provides further skills
and training to existing agricultural
knowledge
• Several regions in Mozambique are
environmentally protected or
sensitive and are not suitable for
agriculture development (e.g
Niassa Game Reserve, Elephant
Coast)
• These areas are, however,
candidates for eco-tourism
development
11
Source: Team analysis
COMMUNITY BENEFITS FROM ECO-TOURISM OPERATIONS
BASED ON EXISTING BUSINESS PLAN
Description of Operator
• Private 12-bed luxury
lodge that offers a
range of eco-tourism
activities (e.g. guided
bush walks, snorkeling,
canoeing)
• Situated in a community
owned wilderness
reserve, involving 14
local communities
• Employs 50 nationals
and purchases local
produce
• Estimates of noneconomic benefits
based on assumptions
of annual number of
guests and their
expenditures (based on
Government National
Strategy numbers)
Economic benefits to community
000 US$
Non-economic benefits to
community
54
7
5
14
24
20
4
4
• Development projects
(selected by communities)
- Water wells
- Schools
- Agricultural
diversification
- Construction of maize
mill
• Volunteer program with
international experts
providing training (e.g.
languages, teaching,
cooking, carpentry, basic
economics)
• National employees of
lodge recruited from local
village (250 family
members supported by 50
local staff members)
12
Source: Team analysis
ENTERPRISE AND ‘CLUSTER’ DECISIONS FOR TECHNOSERVE
Enterprise
‘Cluster’
Source: Team analysis
Example asset and gap questions
TechnoServe action questions
• How many local entrepreneurs
already exist?
• What types of operations do they
run?
• What is capacity of these
operations and their potential for
growth and expansion?
• To what level is the local
community involved and
benefiting from existing
operations?
• Which entrepreneurs should
TechnoServe assist?
• What resources are required to get
potential operations off the ground?
• How can the community benefit from the
potential operations?
• What is the status of the physical
infrastructure?
• What potential partners (e.g.
NGOs, donors) are already active
in the region?
• What institutions are in place to
protect the core product and
environment?
• What institutions are in place to
address private and public
relations and concerns?
• What role should TechnoServe
play in building institutions in the
‘cluster’?
• What partnerships could be
formed in the region?
13
TECHNOSERVE’S APPROACH TO ECO-TOURISM DEVELOPMENT
Assessment of ‘cluster’
building blocks
• Assess status of ecotourism development
building blocks for the
region and the businesses
operating (or attempting to
operate) there
Identification of individual
opportunities
• Identify enterprise
opportunities for further
eco-tourism development in
the ‘cluster’
‘Cluster’ partnership
identification and role
determination
• Identify partners available
to TechnoServe in the
‘cluster’
• Define role for
TechnoServe to play
• Define roles for others to
play in that ‘cluster’
On-going activities
• Pursuit of overall TechnoServe
‘cluster plan’:
• Enterprise-level activities:
Operational and Technical
assistance, linkage creation,
etc. for individual
entrepreneurs to get off the
ground
• ‘Cluster’-level: continuous
involvement in the
institutions that are
addressing regulatory,
infrastructural and
marketing issues
• Industry-level activities:
lobbying and participation in
national organisations (eg.
Protasc) and policy
guidance with partners (eg.
CTA)
14
Source: Team analysis
‘CLUSTER’ ASSESSMENT
• What core product (e.g. wildlife, marine,
cultural experience) does this region offer?
• What is the long-term sustainability of this
product?
• How many local entrepreneurs could
we find to pursue opportunities here?
• What types of operations do they run
(e.g. activities, location)?
Value Proposition
Entrepreneurship
• Is there room for further
development of the
‘cluster’ value proposition
over time?
Innovation
Identify
opportunities
Sound
execution
• What specialist skills are required by operators
in this region?
• What is the level of management and technical
skill available in the ‘cluster’ region?
• To what extent is local sourcing available (e.g.
of foodstuffs, guide expertise, crafts, transport)?
• If not, what needs to be put in place to
implement local sourcing?
• What requirements are necessary to transport
client to operator?
• How would the value proposition be
communicated (e.g. marketing)?
Business
environment
• What are the current and potential visitor
numbers to the ‘cluster’?
• Is there room for further expansion?
- In the number of operators?
- In the capacity of current operators?
- In the activities offered?
- In the level of community involvement?
• What markets are being targeted and which new
markets could be targeted?
• What institutional framework exists to protect the core
product?
- What is the status of land-use (e.g. land-tenure,
community)?
- What is the level of environmental regulation enforcement?
• What institutions are in place to address operator-level
issues?
• What is the status of the physical infrastructure (e.g. roads,
water) in the ‘cluster’ region?
• What NGOs, donors, etc have initiatives in the ‘cluster’?
15
Source: Team analysis
‘CLUSTER’ ASSESSMENT EXAMPLE: ‘CLUSTER’ IN TETE PROVINCE
• Assets
- Wildlife (e.g. hunting, viewing)
- Cahora Bassa Lake (e.g. fishing,
birding, boating)
- Hot Springs/Thermal Waters
- Cultural Offerings
• Gaps
- Unknown stock quantities
- Insufficient wildlife management program
(weak implementation)
- Unclear potential for traditional wildlife
viewing
•
-
Assets
6 Hunting Safaris
1 Fishing Camps
18 Commercial Fisheries
1 Crocodile farm
• Gaps
- Widely spread geographically
- Lack of skills/knowledge to expand
into new activities
- Lack of management skills/experience
Value Proposition
Entrepreneurship
•
-
Assets
Possible ‘Add On’ activities
Spin Off business potential
Donor interest
Commercial fishery expansion
into eco-tourism
- Linkages with tour operators
outside and within Mozambique
• Gaps
- Government
unresponsive on
proper infrastructure
requirements
- Question of
sustainability
- Weak marketing for
general activities
Innovation
Identify
opportunities
Sound
execution
• Assets
• Gaps
- Employment of local community - Lack of general eco-tourism
(e.g. hunting guides, lodge staff)
marketing
- Expertise in core activities
- Lack of organisation within/among
- Local food and supplies sourced
community for supply and demand
(due to irregularity of tourist visitors)
- Weak relationship between
community and hunting operators
- Low employment of locals
- Lack of structured training to
produce highly skilled workers
(faster and ‘cheaper’ to hire
elsewhere)
- Lack of transparency from district
re: use of money from hunting
licenses
• Assets
•
- Currently niche, high end clients - Potential expansion (e.g. birding, wildlife viewing, boating, thermal
water excursion, cultural
excursions)
- Possible spin off businesses/local
employment (e.g. Tchuma
Tchato)
- Room to expand general visitor market
-
Business
environment
•
-
Assets
National hunting quotas
Government has defined use for land
Donor interest (Ford Foundation, Danita)
Basic infrastructure for hunting safaris
(footpaths, no fences)
- Established contracts/agreement between
community managed concessions and
hunting operators
- Good network of roads
Gaps
Unknown number of visitors
Restriction on number of boats
allowed on lake
Questionable wildlife/fish
sustainability (unknown stock
level)
Unclear potential for traditional
wildlife viewing
Potential spin off business
affected by visitor numbers
Current market limited to small,
niche group
• Gaps
- Weak method of establishing hunting quotas
- Ineffective government fishing
regulations/enforcement
- Weak wildlife enforcement (poaching)
- Weak relationship between community and
hunting/fishing operators
- Lack of provincial associations to address private
sector issues/concerns
- Lack of understanding of tourism industry among
government civil servants
16
Source: Interviews; industry sources; team analysis
TECHNOSERVE’S IDENTIFICATION OF INDIVIDUAL ENTERPRISE
OPPORTUNITIES
Potential client types
‘Add-on’
Initiatives
Supporting
Services
Questions to identify initial
enterprise opportunities
• Additional excursions (e.g. bird
trails, boating) and offerings
(e.g. cultural events, craft
markets) in areas with existing
infrastructure and tourist
presence (e.g. beaches,
hunting areas)
• What additional excursions,
offerings that could be offered as
part of this ‘cluster’?
• Providing services (e.g.
transport, catering) and
products (e.g. local produce,
crafts) to existing operations
• How much of support service
(catering supplies, etc.) is
currently provided from local
sources?
TechnoServe enterprise-level activities
• Operational and technical
assistance
• Planning and finance
procurement for individual
operators
• Providing ‘mentors’ and
business linkages to
entrepreneurs
Full
Operations
• Full facility (e.g. lodges,
camping sites)
• Are there operators who could
expand their existing operations?
• Is there space for more
operations?
• What assistance – managerial,
operational, technical assistance,
.. Would most benefit local
operators?
17
Source: Team analysis
IDENTIFICATION OF PARTNERS AND PARTNERSHIP ROLES IN TETE
Key Assets:
• Product (wildlife, lake)
• Significant opportunity (for
expansion of activities and
market)
• Donor interest in Zambezi
Valley
Key Gaps:
• Weak wildlife
protection/enforcement
• Limited market ( high end
niche)
• Limited community
involvement
Actions needed to exploit assets and
address gaps
• Build stronger public/private links to protect
natural environment
• Help operators expand current activities to
attract new customer segments
• Empower local communities to profit from
natural resources
• Assist operators in setting up communitybased spinoff businesses
• Perform current wildlife inventory and
recommend actions for sustainability
• Educate community on sustainabliity of
natural resources
• Assist community to find alternative income
source (simultaneously with educating the
community)
• Provide education/training program for
community in eco-tourism
• Create more awareness within public sector
of eco-tourism to gain a better
understanding of the imprtance of protecting
the environment
• Build linkages, stronger marketing between
operators/travel agencies
Partners and partnership roles
• UNAC, ACDI/VOCA – for community
mobilization
• GPZ, CTA – for better business
/government dialogue
• Aid to Artisans – to set up community crafts
• GAPI – to provide financing for business
initatives
• Fundo de Fomento de Pesca de Pequena
Escala – to assist fisheries in supplying
tourism market
• Research Institutes (e.g. Biodiversity
Foundation for Africa) – to assess wildlife
stocks
• AMODER – to provide micro-financing for
community based projects
• World Vision International – to build
product extension work
• ADIPSA – to provide financing and
capacity building
18
Source: Interviews, industry sources, team analysis
DIFFERENT CLUSTER ROLES FOR TECHNOSERVE
Potential roles for
TechnoServe
Enterprise Level
Role description
Example of activities
• Address more immediate
gaps at the entrepreneur
level, using existing
TechnoServe activities and
skills
•
•
•
•
Business plan assistance
Technical assistance
Linkage creation
Finance procurement
In Tete, TechnoServe is
likely to play these roles
Potential Cluster
Roles
• Coordinate activities of
potential partners (e.g.
donors, NGOs) to address
both operator and regional
issues
• Raise operator concerns to public
sector
• Network with potential partners
• Host workshops for operators
and partners
• Build and operate a specific
organization that manages
private and public sector
relations and concerns in a
given regions
• Create Development Agency
Institutional Level
19
Source: Team analysis
SUMMARY OF TECHNOSERVE ECO-TOURISM ACTIVITIES
Eco-tourism Businesses
Management and
Technical Support
Enterprise
level activities
‘Cluster’ level
activities
Industry level
activities
Institutional Support
• Business planning
assistance
• Operational assistance
• Technical assistance
• Create business linkages
• Create awareness of
operator concerns/issues
• Create replicable
business models
• Create business linkages
• Technical/operational
assistance to
associations
• Maintain partnerships with
other players in industry
(e.g. donors, NGOs)
• Contribute to institution
building steps that affect
the regulation,
infrastructure and
marketing of the region
• Participating in national
initiatives addressing
gaps in eco-tourism
development
• Encouraging policy
change through
examples of successful
business innovations
Capital/Financing
• Finance procurement
• Assistance with
grant/loan application
New elements for
TechnoServe:
• Partnerships are vital
• Create donor
awareness/interest in
funding opportunities
for associations
• ‘Cluster’-level and
institutional
components need to
be in place for
success
20
Source: Team analysis
TODAY’S TOPICS
Reviewing the key points raised in our last meeting
Eco-tourism Development in Mozambique: Defining TechnoServe’s role
and approach
Going Forward
21
IMMEDIATE NEXT STEPS FOR TECHNOSERVE
• Finalize list of potential Mozlink eco-tourism mentors and initiate
discussions
• Begin discussion with potential partners and local stakeholders in Tete
Province (contingent upon funding)
• Launch publicity campaign for Rural Enterprise Innovation Grant (REIG)
to eco-tourism operators
• Approach potential donors for financing of TechnoServe eco-tourism
activities
• Perform cluster assessment for other potential regions (e.g. Niassa)
22
ROAD MAP
Pilot
(up to 2 years)
Longer Term
* Contingent upon funding
Source: TechnoServe
Goal
Activities
Resources Available
• Develop at least 1
successful ecotourism business
that can be
replicated
• MozLink mentorship
program to create
marketing linkages
• Dedicated Business
Advisor in 1-2 regions
(e.g Tete, Niassa)*
• Perform ‘cluster’
analysis for target areas
• Potential funding for
innovative businesses
• Partnerships with
strategic players to
build/influence ‘cluster’
development
• Potential funding via
Mozfund
• 50-100% of Business
Advisor
• 1-2 days a month of
‘best-in-class’ mentor
• Potential grants of up to
US$ 50,000 from Rural
Enterprise Innovation
Grant (REIG)
• MozFund equity fund
• Replicate ecotourism success in
new regions
• Influence the
development of new
clusters
• Expanded technical
assistance to new
regions
• Expanded partnerships
with strategic players to
build/influence more
‘cluster’ developments
• Continued Mozfund
support
• 2 or more Business
Advisors based in key
regions
• MozFund equity fund
23