Three new case studies have been released on inclusive business in tourism, on Spier Leisure, Phinda Private Game Researce, and Damaraland Camp.
Case study 1 – Spier: Local procurement strengthens a hotel’s business base
Spier Leisure, part of the Spier Group, is one of the oldest vineyard and farm estates in South Africa, with agricultural activities on the estate dating back to 1692. It operates the mid-priced 155-bed Spier Hotel and conference centre in the winelands of South Africa’s Western Cape. The operation includes accommodations, restaurants, con- ference facilities, a picnic area and a delicatessen. Spier continuously assesses its supply chains with the aim of sourcing as many of its products locally as possible.
This case study demonstrates how a medium-sized company can re-structure its procurement activities to be more inclusive and locally sourced, in the process helping to ensure long-term financial sustainability.
Case study 2 – Phinda Private Game Reserve: Strong community partnership through long-term land leasing
As a luxury tour operator active in 19 countries worldwide, andBeyond provides extraordinary experiential tours and operates 33 lodges in six countries across Africa and South Asia. One such destination, the Phinda Private Game Reserve, encompasses six lodges on rehabilitated land in rural South Africa.
Phinda represents a transitional partnership model in which the private-sector partner continues to operate, manage and market the reserve and its lodges, although a portion of the land and asset ownership has been transferred to the community. This case study demonstrates how this kind of partnership, together with philanthropic activities carried out by Phinda’s Africa Foundation, can strengthen an inclusive business approach.
Case study 3 – Damaraland: Creating luxury ecotourism with the local community
Wilderness Safaris has a joint-venture partnership with the Torra Conservancy, a community in Namibia, to operate Damaraland Camp, a luxury ecotourism enterprise. Wilderness Safaris pays lease fees to the Torra Conservancy, provides jobs for community members, uses local skills and materials in construction, and purchases local products and services.
As implemented, the model demonstrates that a joint-venture partnership can be profitable for both the private-sector operator and the community. Moreover, it illustrates that encouraging communities in remote locations to diversify their income streams can be important in order to reduce dependence on a single tourism operator for employment and business opportunities.