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what does the tourism enterprise partnership do

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Shopping cart items, fair trade tourism and the tourism enterprise partnership join forces in driving sustainable tourism.

what does the tourism enterprise partnership do

FTT is a non-profit company with a ten year track record in promoting responsible tourism. They do this by growing awareness about responsible tourism to travellers; assisting tourism businesses to operate more sustainably and by facilitating a Fair Trade Tourism certification programme across southern Africa.

Tourism businesses that adhere to the FTT standard use the FTT label as a way of signifying their commitment to fair and responsible tourism.  This includes fair wages and working conditions, fair purchasing and operations, equitable distribution of benefits and respect for human rights, culture and the environment.  FTT certification remains a voluntary process, but is a “must have” for businesses looking to promote themselves in the responsible tourism market.

4. Mashovhela 3

TEP facilitates the growth, development and sustainability of SMMEs, with a particular focus on those that are owned and managed by previously disadvantaged individuals or groups.  This is achieved through a number of services that provide hands-on, step-by-step support and guidance which ultimately improves the SMMEs product quality, operational efficiency and market reach.  TEP currently supports more than 3 000 tourism SMMEs throughout South Africa.

According to TEP’s Chief Executive, Dr. Salifou Siddo, this new partnership falls squarely within TEP’s new strategy of leveraging its substantial database of tourism SMMEs to add value and support the work of organisations that are involved in tourism development. “FTT is the uncontested champion when it comes to Responsible Tourism and it is only natural that we should serve as a communication conduit as well as an implementation partner for this organisation to reach out and recruit more tourism SMMEs into its certification programme. Our SMMEs will benefit tremendously from the partnership as Responsible Tourism is gaining momentum worldwide,” Siddo added.

FTT’s General Manager, Kathy Bergs, adds that “The FTT-TEP partnership is a logical and valuable coming together of a world class standard and a proven formula for enterprise development which will lift sustainable tourism onto a whole new level and provide a model for other countries to emulate”.

what does the tourism enterprise partnership do

  • National Assembly

Enterprise partnerships: Tourism Enterprise Programme & Tourism Business Council briefings

16 august 2010, chairperson: mr d gumede (anc), meeting summary.

The Tourism Enterprise Programme (TEP) and Tourism Business Council of South Africa (TBCSA) briefed the Committee on enterprise partnerships in respect of job creation and sustainable livelihoods. The presentations highlighted the role of public and private sectors in increasing the tourism industry and highlighted how government could facilitate additional growth. The Tourism Enterprise Programme noted that its main strategy was to support the growth of small businesses by offering limited financial assistance, assisting skills development, and entering partnerships with the public and private sectors, which were detailed in the presentation. There was a shift to using rural clusters to enhance the tourist experience with stories on humankind and the struggle, as well as offering traditional tourist activities. TEP had facilitated almost R5 million worth of transactions and the employment of 12 000 individuals. The TBCSA noted that it acted as an umbrella organisation and voice for the private sector in the travel and tourism industries. It comprised of fee-paying members. TBCSA had introduced a levy to add more funding for the marketing of South African Tourism, had created a scorecard for black economic empowerment. Challenges facing the industry included safety concerns, infrastructure support and land claims. Members agreed that a national strategy on tourism was needed, and it was also necessary for the industry to become more visible and to use public and community partnerships. Members asked about the frictions around land redistribution and development, questioned the gender equity on the TEP Board, wondered why TEP was concentrating on non-traditional activities, and wondered what the cost was of the project, and if value for money was achieved. Members asked about the criteria for taking Small, Micro and Medium Enterprises into the programme, what their financial contribution was and whether there were significant failures. They enquired as to the funding of TEP, and asked about future plans for expansion of small businesses, as well as the amounts contributed to small businesses to attend the tourism indabas. Members asked TBCSA to expand on challenges, and questioned whether the definition of “tourist” was correctly applied to those who entered South Africa only for one day to shop. They were interested in the financing of the proposed Tourism Bank, cautioning that it should not fall into the same difficulties as the Land Bank, asked whether the levy was included in the budgeting of the Department of Tourism, and asked whether tourism surpassed even the mining industry in growth. Members were interested how beadwork and other similar small businesses would be incorporated into tourism, what was being done about career guidance, and how many of the 34 million jobs created globally in tourism had pertained to South Africans.  

Meeting report

Enterprise partnerships in respect of job creation and sustainable livelihoods: Tourism Enterprise Programme (TEP) briefing Mr Siva Pillay, Chief Executive Officer, Tourism Enterprise Programme, introduced the strategy, partnerships and achievements of that Programme (TEP). The strategy of TEP was to support the growth of small businesses through offering limited financial assistance, assisting skills development, and partnerships with the public and private sectors. Mr Pillay highlighted the shift to rural clusters to enhance the tourist experience with the humankind story, struggle story, and heritage sites as well as the traditional tourist activities. The partnerships of TEP included cost-sharing financial partnerships at provincial and municipal level, project implementation partnerships with municipalities and tourism authorities, and corporate partnerships with businesses such as Standard Bank. Mr Pillay also detailed examples of these partnerships. The achievements of TEP included nearly R5 million worth of transactions facilitated, and the employment of 12 000 individuals. Tourism Business Council of South Africa (TBCSA) Briefing Ms Mmatšatši Marobe, Chief Executive Officer, Tourism Business Council of South Africa, defined the role of the TBCSA as an umbrella organisation for the private sector in the travel and tourism industries. TBCSA comprised of fee-paying members who authorised TBCSA to be the voice of the private sector in their industry. TBCSA created the TOMSA Levy, which added additional funding for the marketing of South African Tourism. TBCSA had also created the Tourism Black Economic Empowerment (BEE) Scorecard, which transformed the industry into an inclusive one. Ms Marobe also highlighted the challenges facing the tourism industry in the private sector, saying that these included safety concerns, infrastructure support and land claims.   Discussion The Chairperson agreed with Ms Marobe’s statement that a national strategy on tourism was needed. He explained that the first stage of this strategy had been the establishment of a government tourism department, while the second stage aimed to increase communications between public and private sectors as well as between government, provinces, and municipalities. He also agreed that a national strategy on entrepreneurship development was needed, particularly in regard to access to financial resources. Another issue for tourism was the simplification of government regulations. The Chairperson highlighted the need for visibility of the industry as a growing economic player and referred to a proposed seminar at Parliamentary level, which would hopefully occur during September. Public and community partnerships needed to be utilised, although he recognised that in disadvantaged areas, such as Limpopo and Northern Cape , there were issues with infrastructure and facilitation. Ms T Tshivhase (ANC) asked about the friction between traditional leaders and municipalities over land redistribution and its development, and wondered whether there was a solution. Mr Pillay responded that TBCSA and not TEP had referred to this issue. However, he could state that TEP did have a few community-based successful projects in Mpumalanga and Eastern Cape . Ms Marobe responded that the friction over land existed in KwaZulu Natal and Limpopo in particular. The main issue was lack of understanding, for the friction was caused by competing ideas of how to use the land. In Pondoland there were tensions between using the game reserve as a nature reserve, and for mining.   Ms Tshivhase asked why there were only three women on the TEP Board, as opposed to ten men. Mr Pillay responded that the board had noted that there were too few women on the board and was planning a new look for the board. However, he noted that of the five managers in the organisation, he was the only male. He introduced Ms Lisa-Ann Hosking, General Manager: Operations, TEP. Mr G Krumbock (DA) asked TEP why it was concentrating on non-traditional activities when the market wanted and enjoyed traditional tourist activities such as Table Mountain , game drives, and the wine route. Mr Pillay replied that the aim was to build on traditional activities, not replace them. He commented that tourists were now looking for more than sight-seeing and wanted an emotional connection to the country. Mr Krumbock asked for comparative figures for TEP’s income was compared to. He asked what it cost to receive the revenue worth R498 195 912, 81 and the 12 000 new jobs. He wondered if it would not have been better if the project had not been funded, and the money had rather been left in the hands of taxpayers. He wondered whether there was value for money and if the project was worth what had been spent. Mr Pillay explained that the board had initiated an evaluation on TEP, which was to be presented in November, on the success and returns of TEP. The Committee could benefit from this report once it was compiled. Mr Krumbock also asked what the criteria were for accepting Small, Micro and Medium Enterprises (SMMEs) into the programme, and what their financial contribution to the programme was. He also enquired what the failure rate was, and whether TEP would simply walk away from failures. Ms Hosking answered that small businesses had to fulfil a range of criteria before they would be accepted into the programme, including that they must be a registered legal business. The small businesses would then be rated on size and training, to enable TEP to assist with the necessary training or mentorship. TEP also checked that the business had the capacity to grow with additional assistance. Currently, SMMEs did not pay for their training but contributed 50%, with the additional funding coming from the Business Development Fund. Over the past two years most businesses had grown in turnover, and there had been no failures at a high level. Mr Krumbock asked how the funding of TEP was split between the government and the business trust. Mr Pillay replied that currently cost-sharing was split at roughly 50% between the government and the Business Trust, but it had dropped by about 30% per annum over the last three years. The first budget was R86 million and the current budget was R41 million, so TEP required more private sector funding to support more businesses. Over the next two years, he hoped that SMMEs would start paying, as all training was currently free. Mr Krumbock asked TBCSA to expand on the challenges mentioned, particularly the tax issue, the status of the talks with the government, and detail on the airlift and air access. Mr Krumbock noted that the statistic of increases in tourists from one million to ten million per year was often quoted as indicative of the success of South African tourism. However, this statistic was measured by a definition that only required a person to spend one night in South Africa in order to be called “a tourist”. He noted that 75% of the influx of ten million people to South Africa came from neighbouring states, and they were entering South Africa for economic reasons. He wondered if they could correctly be defined as tourists, and asked whether the growth of tourism statistics were credible. The Chairperson responded that Limpopo was currently building a shopping complex for tourists from neighbouring African countries. This was definitely defined as tourism in Limpopo . Ms Marobe said that the African tourists need to be included in the tourism industry to a greater extent. Mr Krumbock asked how the proposed Tourism Bank would be financed. Mr Krumbock asked that TBCSA give more information on the skills challenges identified, and the role of the Tourism and Hospitality Sector Education and Training Authority (THETA). Mr Krumbock asked if the TOMSA levy was part of the budgeting of the Department of Tourism. He wondered if it would not be preferable for TBCSA to spend it themselves rather than giving it to the Department. He pointed out that in any event TBCSA met every quarter with the Department to discuss targets and view goals. Ms Marobe replied that the TOMSA Levy was not given directly to government but was given to South African Tourism. The levies were collected on a monthly basis and there was no way to accurately predict the amounts. She stated that she had not seen any trends that the government has reduced the tourism budget due to the TOMSA Levy, but rather that the opposite has happened and the levy had been used for long-term strategic projects. Ms M Njobe (COPE) asked TEP whether there were future plans for expansion in small businesses from the current figure of 3 500. Mr Pillay replied that TEP thought that this figure would double over the next few years. Ns Njobe referred to Slide 12 of the presentation, which stated that TEP contributed R9 000 per SMME for them to attend indabas. She calculated that TEP would thus spend over R1 million on each indaba. She asked what percentage of TEP’s annual budget this represented. Mr Pillay replied that the contribution related to accommodation, transport, meals, and a stand, and that the Tourism Authority was also assisting. He pointed out that the indaba was a solid and sustainable platform, where these businesses were promoted as clusters. Ns Njobe referred to Slide 15 of the presentation, which referred to databases of SMMEs in each province. She asked if it would be possible to give Members access to these databases, so that they could visit these businesses and verify these success stories. Mr Pillay responded that he could ask TEP’s provincial manager to contact Ms Njobe to provide information from the database, and to arrange a visit to these businesses. Ms Njobe asked TBCSA for verification of the statement that tourism surpassed other industries. She wondered if this included mining. She stated that the prioritisation of tourism as an industry has been raised many times by this Committee, but that a bigger budget was needed. Ms Marobe replied that tourism was the fastest growing industry globally, and that it surpassed mining in South Africa . Ms Njobe asked how the Tourism Bank would work, and how practical it would be. She wondered if it would be similar to the Land Bank, cautioning that the situation with Land Bank had highlighted the dangers of bureaucracy. Ms Marobe described the proposed Tourism Bank as similar to the Tourism Bank in Rwanda . However, this Bank would have to focus on criteria different from those of a regular bank, as a regular bank was not geared to the erratic nature of tourism. The idea of the Tourism Bank came from the SMMEs. Ms X Makasi (ANC) asked TBCSA how it could impact on disadvantaged communities with small businesses, for example in bead work. She also wondered if disadvantaged communities could be incorporated into tourism by relating oral traditions. Mr Pillay replied that beaders were seen as part of the arts and crafts sector and not tourism. However, performers and crafters in the areas of specific clusters were included in the tourist experience. TEP had also secured a partnership for some of the best crafters and beaders to sell their work at a stall at airports. Ms Marobe commented that TBCSA had included crafters as part of the tourist package. Their products were showcased at airports, guest houses and lodges in rural areas. One of the difficulties was that regular supplies were needed. Ms J Maluleke (ANC) asked TBCSA how many of the 34 million jobs that had been created through travel and tourism globally were created in South Africa , for South Africans. Ms Marobe did not have the accurate figures to hand but referred to her PowerPoint presentation where the numbers did appear. However, she said that there was now tourist activity in areas where there had been no other economic activity. She cited Limpopo as an example, where the gates to the Kruger Park had encouraged growth in lodges, crafting, and employment for guides. The economy in Limpopo now relied on the Kruger Park and tourism. Ms Maluleke asked in which provinces there had been successful career guidance. Ms Marobe said that TBCSA started career guidance at the National Tourism Careers Expo in Durban in 2008. This was a pilot study, and it would rotate every three years to a different city. The aim was to cultivate tourism culture and education among the youth. Children were bussed from other areas to visit Durban ’s Expo. The TBCSA also targeted institutions that were teaching tourism at a higher level. TBCSA went into partnership with the School of Tourism in Johannesburg , the University of Pretoria , the Hotel School in Cape Town , and the University of Port Elizabeth . The meeting was adjourned.

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South Africa—Tourism Enterprise Programme (TEP)

Client: Business Trust and the Department of Environmental Affairs and Tourism South Africa

Duration: 2000-2010

Region: Sub-Saharan Africa

Country: South Africa

Solutions: Governance

Under apartheid, most South Africans were restricted from traveling freely, owning land, or making investments in areas of their choice. The result: an undeveloped culture of tourism and a lack of appreciation of the economic opportunities presented by tourism. To this day, the industry remains predominantly white-owned and -controlled, catering largely to white and foreign tourists. At the same time, unemployment in South Africa has been rising since the 1970s. After intensive consultation, business and government leaders settled on tourism as the sector most likely to yield sizeable numbers of job opportunities in the shortest time. The Tourism Enterprise Programme (TEP) was initially launched as a four-year national job creation initiative in July 2000. Following good performance in Phase I, TEP was granted extensions through March 2010, which enabled the program to broaden its range of stakeholders and emerge as a powerful catalyst for small, medium-sized, and microenterprise (SMME) participation in industry growth and job creation. TEP worked with the SMMEs by assessing their constraints to growth—recognizing that jobs can only be created by businesses that are growing sustainably—then jointly identifying appropriate ways to address those constraints.

what does the tourism enterprise partnership do

Sample Activities

  • Assess constraints to growth for small, medium-sized, and microenterprises.
  • Identify appropriate ways to address those constraints.

Select Results

  • More than 3,100 participating SMMEs increased revenue by R2.1 billion in the first six years.
  • More than 30,500 jobs created in the first six years.
  • Assisted 1,600 enterprises to obtain new business.

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TOURISM ENTERPRISE PARTNERSHIP PRESENTATION

Aug 21, 2014

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TOURISM ENTERPRISE PARTNERSHIP PRESENTATION. 2008. The Tourism Enterprise Partnership (TEP) facilitates the growth and expansion of small and medium-sized enterprises (SMMEs) in the Tourism Economy, resulting in job creation and income generating opportunities.

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Presentation Transcript

TOURISM ENTERPRISE PARTNERSHIP PRESENTATION 2008

The Tourism Enterprise Partnership (TEP) facilitates the growth and expansion of small and medium-sized enterprises (SMMEs) in the Tourism Economy, resulting in job creation and income generating opportunities During the first six years TEP assisted more than 3100 SMMEs to grow their revenues by more than R2,1 billion collectively, creating more than 30 500 jobs in the process. Through striving to make TEP broader, more market driven and with greater impact, the Partnership has been extended for a third time. Phase III will retain the transaction facilitation approach but will also focus on broader development elements such as Business Development Services, Strategic Initiatives, Subsector Strategy Development and Local Government Assistance

What does TEP do TEP identifies SMMEs who have the potential to grow and create jobs and who already have viable business ideas. We then assist them to: • Realise business opportunities in the tourism value chain • Equip themselves to take advantage of these opportunities The types of services TEP can offer includes: • Professional Assistance (Business Plans, Research, Marketing Strategies etc.) • Operational Assistance (Accounting, Legal, Tendering, etc.) • Marketing Assistance (Exhibitions, brochures, Websites, Advertising etc.) • Training • Association Development Assistance • Development of HIV/Aids Workplace Partnerships

How does TEP assist Although TEP does not provide funds for capital or purchasing of assets, we do have a Training and Technical Assistance Fund (TTAF), which can be used to contribute to the cost of a particular assistance on a cost-sharing basis. All applications are carefully evaluated and must fit into the TEP objectives of job creation and income generation. Depending on the circumstances the client contribution must at least equal the TEP contribution. The aim is to build the capacity and skills of the SMME and to enable them to operate successful without creating a dependence on future assistance from Partnerships such as TEP. Whilst TEP assists SMMEs in identifying suitable finance, be it from banks or non-bank financial institutions, the TTAF fund cannot be used as a bridging mechanism or in any other way to provide such funding.

What you must know The Costs Involved: Registration and receiving assistance from TEP is free of charge however the TTAF fund works on a cost-sharing basis. The Process: • SMME’s must be registered with TEP and must apply for each assistance separately and in advance • TEP can not get involved after the service has already taken place • TEP is required to maintain good governance regarding the use of donor funds and as such we require very comprehensive documentation from our SMME’s and we spend much time in the proper validation of information.

Contact Details National Geographical Footprint Head Office Gauteng Lisa Hoskins [email protected] KwaZulu Natal Brian Avnit, Nelson Haines & Reno Wymane Tel: 031 305 7006 [email protected] Western Cape Shareen Parker Tel: 021 461 5735 [email protected] Mpumalanga Gay Mokoena Tel: 013 752 2300 [email protected] / [email protected] Free State/Northern Cape Ben Cederstroom Tel: 051 444 0070 [email protected],za Limpopo Norman Molomo Tel: 015 295 7287 [email protected]

For more information: Our Web Site at: www.tep.co.za KwaZulu-Natal 2nd Floor Tourist Junction Building 160 Pine Street Durban Tel: (031) 305 7007 Fax: (031) 301 7912 Business Development Consultants Nelson Haines – 082 9738072 Reno Wymane – 084 514 6905

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Tourism Entrepreneurship: Meaning, Characteristics & Examples

Tourism Entrepreneurship: Meaning, Characteristics & Examples – In the bustling world of travel and exploration, there exists a special breed of individuals who possess a unique blend of vision, innovation, and business acumen. They are the tourism entrepreneurs , creators, and managers of ventures that shape the experiences of travelers while driving economic growth within the tourism industry. But what exactly is tourism entrepreneurship?

This article delves into the meaning, characteristics, and examples of this fascinating field. From identifying opportunities to crafting unforgettable experiences, these entrepreneurs are the driving force behind the development of sustainable tourism ventures. Join us on a journey to explore the world of tourism entrepreneurship and discover the traits that make it a vibrant and essential component of the global travel landscape.

What Is Tourism Entrepreneurship?

Tourism entrepreneurship is an exciting realm where individuals with a passion for travel and a knack for business come together to create and manage ventures within the tourism industry. It involves identifying opportunities and developing innovative ideas to meet the needs and desires of travelers. Think of it as weaving together the threads of adventure, hospitality, and entrepreneurship to craft unique experiences.

Entrepreneurs in the tourism industry are trailblazers who succeed in their endeavors, whether they are launching a boutique hotel that offers distinctive travel experiences or creating an eco-tourism company that combines adventure with environmental protection. They can create deals that stand out from the competition since they have a solid understanding of the shifting demands and preferences of visitors.

Tourism Entrepreneurship is distinguished by its capacity to identify unrealized potential and capitalize on changing trends. Entrepreneurs that are successful concentrate on innovation, offering distinctive services, creating cutting-edge technology, and creating immersive experiences that make an impression on visitors. They make use of experiential tourism trends like farm-to-table food and eco-friendly activities to connect tourists with local culture and encourage sustainable practices.

Sustainability is a fundamental aspect of tourist entrepreneurship because entrepreneurs understand the need of preserving the environment, cultural heritage, and local communities. For instance, a wildlife refuge that prioritizes teaching and conservation boosts environmental awareness while boosting the local economy.

Read – Franchise Business in Entrepreneurship

Tourism Entrepreneurship Definitions

Tourism entrepreneurship is the process of identifying, evaluating, and exploiting opportunities to create new tourism businesses or to introduce new products, services, or practices into existing tourism businesses.  – Sheldon (2017)

Tourism entrepreneurship is the process of creating, organizing, and managing a new tourism venture to turn a profit.  – Aquino et al (2019)

Tourism entrepreneurship is the process of identifying and exploiting opportunities to create new tourism products, services, or experiences that meet the needs of tourists and create value for stakeholders. – Porter (2018)

Tourism entrepreneurship is the process of creating and managing new tourism businesses that are innovative, sustainable, and socially responsible.  – Mottiar (2018)

The process of developing new tourist enterprises that are founded on a thorough grasp of the local context and that contribute to the sustainable growth of the destination is known as tourism entrepreneurship. – Peredo & Wurzelmann (2015)

Tourism entrepreneurship is the process of creating new tourism businesses that are motivated by a desire to make a difference in the world.  – McCarthy (2008)

The process of starting new tourist enterprises that are motivated by a love of travel and a dedication to excellence is known as tourism entrepreneurship. – Jamal & Getz (1995)

Tourism entrepreneurship is the process of creating new tourism businesses that are based on a deep understanding of the tourism market and that can successfully compete in the global marketplace.   –  Crouch (2011)

tourist entrepreneurship is the process of establishing new tourist enterprises that can support the county’s social, economic, and environmental sustainability. – UNWTO (2010)

Read – Start a Business in Europe

Characteristics of Tourism Entrepreneurship

Innovation is a fundamental characteristic of tourism entrepreneurship. Successful tourism entrepreneurs constantly seek to differentiate themselves by introducing new and unique ideas, products, or services into the tourism market. For instance, consider the emergence of glamping (luxury camping) as an innovative concept within the tourism industry. By combining the thrill of outdoor adventure with the comfort and luxury of high-quality accommodation, glamping entrepreneurs have created a distinct niche that attracts travelers seeking a unique and memorable experience.

Market Sensitivity

Tourism entrepreneurs possess a keen awareness of market trends, consumer preferences, and evolving demands. They stay attuned to the changing needs of travelers and adjust their offerings accordingly. An excellent example of market sensitivity is the rise of eco-tourism ventures. Entrepreneurs recognized the growing demand for sustainable travel experiences and developed businesses that offer environmentally friendly activities and accommodations, such as wildlife conservation tours or eco-lodges.

Read – Large Company Entrepreneurship

Risk-Taking

Tourism entrepreneurship inherently involves taking calculated risks. Entrepreneurs are willing to step outside their comfort zones, invest their resources, and navigate uncertainties to pursue their ventures. An illustrative example is the launch of adventure tourism businesses in remote and challenging locations. These entrepreneurs take the risk of establishing operations in unexplored territories, offering activities like mountaineering, extreme sports, or wilderness expeditions, knowing that the thrill-seeking segment of tourists will seek out these unique and adventurous experiences.

Adaptability

The ability to adapt to changing circumstances and seize emerging opportunities is a crucial characteristic of successful tourism entrepreneurs. They understand that the tourism industry is dynamic, influenced by factors like technology advancements, global events, or shifting consumer behaviors. A prime example is the adaptation of traditional tour operators to the digital age. Entrepreneurs have embraced online platforms and booking systems, enabling them to reach a wider audience, provide seamless customer experiences, and respond swiftly to market changes.

Read – Cultural Entrepreneurship

Social Responsibility

Tourism entrepreneurship places a significant emphasis on social responsibility. Entrepreneurs strive to create businesses that not only generate economic benefits but also contribute positively to local communities, cultures, and environments. For instance, community-based tourism initiatives empower residents by involving them in tourism activities, preserving their cultural heritage, and sharing economic benefits. By doing so, entrepreneurs foster sustainable development and create a sense of pride and ownership among the local population.

Collaboration and Networking

Tourism entrepreneurs understand the value of collaboration and networking. They actively engage with stakeholders, including other entrepreneurs, industry professionals, local communities, and government agencies. By building strong partnerships, entrepreneurs can access resources, share knowledge, and create synergistic opportunities. An example is the establishment of destination marketing organizations (DMOs) where entrepreneurs collaborate and local authorities to collectively promote the destination and attract a larger volume of visitors.

Passion and Vision

Passion and a clear vision are vital driving forces for tourism entrepreneurs. They possess a deep love for travel and a genuine desire to make a difference in the industry. Entrepreneurs with a vision create businesses that align with their passions, ensuring they stay motivated and committed to their goals. For instance, an entrepreneur passionate about culinary arts may establish a food tour company that showcases authentic local cuisine, supports local eateries, and promotes culinary traditions to international visitors.

Read – Modern Entrepreneurship

Types of Tourism Entrepreneurship

Accommodation and hospitality.

This type of tourism entrepreneurship involves the establishment and management of accommodation facilities such as hotels, guesthouses, and resorts. Entrepreneurs in this field focus on providing comfortable and enjoyable lodging experiences for tourists. For example, an entrepreneur in the tourism industry may launch a boutique hotel. It offers specialized services, stylish décor, and innovative amenities to appeal to discriminating customers seeking a premium and memorable stay.

Food and Beverage

Food and beverage entrepreneurship in tourism revolves around creating dining experiences for travelers. Entrepreneurs in this domain establish restaurants, cafes, food trucks, or specialty food businesses that cater to the culinary preferences of tourists. They aim to offer delicious and diverse cuisine options, ranging from local delicacies to international flavors. An example is an entrepreneur who opens a seafood restaurant in a coastal destination, serving freshly caught seafood dishes to tourists who crave an authentic taste of the local marine cuisine.

Read – Corporate Partnerships

Adventure and Outdoor Recreation

Adventure and outdoor recreation tourism entrepreneurship focus on providing exciting and adventurous activities for travelers seeking thrilling experiences. Entrepreneurs in this field create ventures such as adventure tour companies, water sports centers, hiking, and trekking expeditions, or wildlife safaris. They cater to the interests of adventure enthusiasts by offering activities like white-water rafting, zip-lining, mountain biking, or wildlife encounters. For instance, an entrepreneur may establish a company that offers guided rock climbing trips in picturesque natural landscapes, providing adrenaline-pumping experiences for adventurous travelers.

Cultural and Heritage

Cultural and heritage tourism entrepreneurship centers around showcasing the local culture, traditions, and historical attractions of a destination. Entrepreneurs in this field create businesses such as guided heritage tours, cultural performances, museums, art galleries, or craft workshops. They aim to preserve and promote the cultural identity of a place while providing educational and enriching experiences for visitors. For example, an entrepreneur may establish a cultural center that offers interactive workshops on traditional arts and crafts, allowing tourists to engage with the local culture and learn traditional craftsmanship.

Read – Modern Business

Sustainable and Ecotourism

Sustainable and ecotourism entrepreneurship focuses on developing businesses that prioritize environmental conservation and sustainable practices. Entrepreneurs in this realm establish eco-lodges, nature-based tour operators, wildlife conservation initiatives, or sustainable transportation services. They aim to minimize the negative impact on the environment while promoting nature appreciation and conservation. An example is an entrepreneur who starts an eco-tour company offering guided hikes in protected areas, emphasizing the importance of preserving natural habitats and educating tourists about sustainable practices.

Specialized and Niche Tourism

Specialized and niche tourism entrepreneurship involves catering to specific interests, hobbies, or target markets within the tourism industry. Entrepreneurs in this category create ventures such as wellness retreats, wine and culinary tours, photography expeditions, adventure sports, or cultural festivals. They focus on providing tailored experiences and catering to the unique needs and preferences of niche segments. For instance, an entrepreneur may establish a company that offers guided bird-watching tours for bird enthusiasts, providing expert guides, specialized equipment, and access to prime bird-watching locations.

Read – C an Anyone Be an Entrepreneur

Popular Examples of Tourism Entrepreneurship

Founded in 2008, Airbnb is a prime example of tourism entrepreneurship. It revolutionized the accommodation sector by providing a platform for homeowners to rent out their properties to travelers. This innovative concept enabled individuals to become tourism entrepreneurs by turning their spare rooms or vacant properties into profitable accommodations. Airbnb disrupted the traditional hotel industry and opened up new opportunities for individuals to participate in the tourism economy.

G Adventures

G Adventures is a renowned adventure travel company that offers small group tours to destinations worldwide. Founded in 1990, it exemplifies tourism entrepreneurship in the adventure and outdoor recreation sector. The company was started by Bruce Poon Tip to provide authentic and sustainable travel experiences. G Adventures focuses on responsible tourism practices, supports local communities, and offers unique adventure itineraries, appealing to travelers seeking immersive and socially responsible experiences.

Lonely Planet

Lonely Planet is a well-known travel guidebook publisher that has been a trusted source of travel information for over four decades. Founded in 1973 by Tony Wheeler and his wife Maureen, it reflects tourism entrepreneurship in the publishing industry. Their travel guides provide comprehensive information, tips, and recommendations for travelers, enabling them to explore destinations independently. The secret to Lonely Planet’s success is its capability to satisfy the demands of curiosity. Also, daring visitors looking for real-world encounters.

Read – Businessman vs Entrepreneur

Viator is an online travel agency. They provide a large choice of tours, experiences, and activities in places all over the world. Rod Cuthbert launched it in 1995, and it is now a major participant in the tours and activities industry. Viator connects travelers with local tour operators, allowing them to book unique experiences conveniently. This platform showcases the entrepreneurial spirit by bringing together various tourism service providers and offering curated experiences for tourists.

Rick Steves’ Europe

Rick Steves, an American travel writer and television personality, is an example of an individual entrepreneur who has made significant contributions to tourism entrepreneurship. He has built a brand focused on European travel, sharing his expertise through guidebooks, television shows, and tours. Rick Steves’ Europe provides valuable insights, cultural information, and practical advice to travelers interested in exploring Europe independently. His entrepreneurial journey demonstrates how a passion for travel can be turned into a successful tourism enterprise.

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The process of planning, establishing, and running new businesses within the tourist sector is referred to as tourism entrepreneurship . It is essential for promoting innovation, economic expansion, and job creation. tourism entrepreneurs display traits like innovation, flexibility, and a love for their business. They aid in the creation of distinctive tourism goods, services, and experiences through their entrepreneurial initiatives, which meet the changing demands of tourists.

The examples of Airbnb, G Adventures, Lonely Planet, Viator, and Rick Steves’ Europe showcase the diverse range of entrepreneurial ventures within the tourism sector. Ultimately, tourism entrepreneurship not only benefits individuals and businesses but also contributes to the overall sustainability and vibrancy of the tourism industry.

FAQs about Tourism Entrepreneurship

Why is entrepreneurship important in tourism.

Entrepreneurship is important in tourism as it drives innovation. Also, it boosts economic growth, and produces employment opportunities, leading to a vibrant and passionate tourism industry.

How can you relate entrepreneurship to tourism?

Entrepreneurship in tourism is evident through the creation of new businesses, innovative products, and unique experiences that cater to the evolving needs and desires of travelers.

What are the qualities of a tourism entrepreneur?

Qualities of a successful tourism entrepreneur include creativity, adaptability, passion for the industry, strong business acumen, a customer-centric mindset, and a willingness to take calculated risks.

What are the entrepreneurial opportunities in tourism?

Entrepreneurial opportunities in tourism encompass various areas such as starting accommodation establishments, developing niche tours and activities, leveraging technology for online booking platforms, and promoting sustainable and responsible tourism practices.

Why is entrepreneurship important in hospitality and tourism?

Entrepreneurship plays a vital role in hospitality and tourism by driving competitiveness, spurring the development of new hospitality ventures, enhancing guest experiences through innovative services, and contributing to the overall growth and success of the industry.

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what does the tourism enterprise partnership do

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Main Article Content

Small tourism firms in south africa: the changing role of tourism enterprise partnership, cm rogerson.

Small tourism firms are critical elements in tourism economies. Support for the enhanced development of small tourism firms seeks to address their constraints on business growth and participation in the tourism economy. This paper contributes to international debates on tourism policy and small tourism firms. It examines the developing world case of South Africa and the operations of the Tourism Enterprise Partnership (TEP) which aims specifically to support SM (M)E development in the country’s expanding tourism sector. Using primary sources in the form of internal documentary material, annual reports and stakeholder interviews, the paper investigates the operations and challenges of TEP in facilitating at scale the growth, development and sustainability of small tourism firms in South Africa.

Keywords : Small tourism firms, business development, national government, South Africa, Tourism Enterprise Partnership.

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Water Stewardship for Hotel Companies

In 2017 the International Tourism Partnership (ITP) set its “Vision” and “Goals” for the hotel industry to make a positive...

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The Destination Water Risk Index

• To help hotel companies (ITP members and others) prioritise action on water scarcity where water risk is the highest, and...

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COMMENTS

  1. Tourism Enterprise Partnership

    National: Head Office Agency: Tourism Enterprise Partnership (TEP) Telephone: 011 880 3790 Fax: 011 880 2740 Address: Number 1 Mellis Road, 2nd floor, Romany house ...

  2. PDF Tourism Enterprise Partnership

    The Tourism Enterprise Partnership (TEP) offers hands-on, step-by-step support, guidance and assistance to South Africa's small and medium tourism businesses, facilitating their growth, development and sustainability to become internationally competitive. HISTORY The Tourism Enterprise Programme was initially launched by the Business Trust in ...

  3. Grow Your Tourism Business With Assistance From The Tourism Enterprise

    The Tourism Enterprise Partnership (TEP), a Non Profit Company, is one of the longest standing and most successful public private partnerships in South Africa. TEP facilitates the growth, development and sustainability of small tourism businesses. This is achieved through a number of products and services that provide hands-on, step-by-step ...

  4. PDF TOURISM ENTERPRISE PARTNERSHIP Presentation

    OBJECTIVES. 1. Job Creation through Enterprise Support. - To improve the performance and increase the profitability of SMMEs by focussing on skills and development, quality assurance and access to finance thereby supporting the creation of new jobs and maintenance of existing jobs. product actively. 2.

  5. Fair Trade Tourism and The Tourism Enterprise Partnership Join Forces

    Fair Trade Tourism (FTT) has recently contracted the Tourism Enterprise Partnership (TEP) to provide business development support services to facilitate certification of South African tourism enterprises. A series of Learning Networks will be conducted throughout the country in early 2015 at which FTT and TEP will jointly present on the benefits and process of certification.

  6. Tourism Enterprise Partnership Products and Services

    Programme: Tourism Enterprise Partnership Products and Services Organisation: Tourism Enterprise Partnership Type of Support · Business Support · Access to markets · Access to information · Skills development and training · Funding Programme Description There are business development programmes, training courses and mentorship programmes that are available.

  7. Conceptual Foundations of Tourism Enterprises

    Tourism products are mostly 'intangible', which creates greater complexity of testing of products. This also affects the ability to attract investors and/or lenders. 3. Tourism enterprises deliver service-based experiences; therefore business operators need to adopt service-oriented management and marketing practices.

  8. Enterprise partnerships: Tourism Enterprise Programme & Tourism ...

    Meeting Summary. The Tourism Enterprise Programme (TEP) and Tourism Business Council of South Africa (TBCSA) briefed the Committee on enterprise partnerships in respect of job creation and sustainable livelihoods. The presentations highlighted the role of public and private sectors in increasing the tourism industry and highlighted how ...

  9. South Africa—Tourism Enterprise Programme (TEP)

    Assisted 1,600 enterprises to obtain new business. South Africa—Tourism Enterprise Programme (TEP) · DAI, an international development company. DAI works on the frontlines of international development. Transforming ideas into action—action into impact. We are committed to shaping a more livable world.

  10. TOURISM ENTERPRISE PARTNERSHIP PRESENTATION

    TOURISM ENTERPRISE PARTNERSHIP PRESENTATION. 2008. The Tourism Enterprise Partnership (TEP) facilitates the growth and expansion of small and medium-sized enterprises (SMMEs) in the Tourism Economy, resulting in job creation and income generating opportunities. Slideshow 3380160 by howe

  11. Tourism Enterprise Development Programme to ...

    Telephone: +27 (0) 12 444 6605. E-mail: [email protected]. Website: www.tourism.gov.za. Tourism enterprise development and support programme enquiries: Department of Tourism. Ms Morongoe Ramphele. Deputy Director General (DDG) Tourism Sector support Services. Telephone: +27 (0) 12 444 6552. E-mail: [email protected].

  12. Entrepreneurship and New Ventures

    Introduction. This chapter presents an overview of entrepreneurship and new venture creation. In doing so, the chapter defines entrepreneurship, and discusses three main types of entrepreneurial attributes - innate, acquired and undesirable. This is followed by an explanation of 'pull' and 'push' motivational factors for entrepreneurship.

  13. PDF FINAL REPORT: TOURISM VALUE CHAIN AND ...

    TEP Tourism Enterprise Partnership. TEP is the operating entity for strategic partners in tourism. A non-profit company who utilises ... enterprises is not enough and does not address the government objective of economic inclusion of the previously disadvantaged black people (B-BBEE Act 2003). Hence, this study investigated what is required to ...

  14. Tourism Enterprise Development and Support Programme

    The Tourism Enterprise Development and Support Programme is part of a greater objective of the revised National Tourism Sector Strategy (NTSS) 2016-2026 to ensure the sustainable development and growth of tourism enterprises in a manner that facilitates inclusive participation, job creation and contributes to the competitiveness of tourism destinations.

  15. PDF Tourism Inputs on Interventions to Accelerate Small Business

    The tourism enterprise strategy that applied before the pandemic relied on the following pillars - Tourism enterprise skills development (financial & non-financial support). Tourism enterprise product development (financial support). Tourism enterprise quality assurance (in partnership with the Tourism Grading Council of South

  16. Tourism Entrepreneurship: Meaning, Characteristics & Examples

    Tourism entrepreneurship is the process of creating new tourism businesses that are motivated by a desire to make a difference in the world. - McCarthy (2008) The process of starting new tourist enterprises that are motivated by a love of travel and a dedication to excellence is known as tourism entrepreneurship. - Jamal & Getz (1995)

  17. Small tourism firms in South Africa: The changing role of Tourism

    It examines the developing world case of South Africa and the operations of the Tourism Enterprise Partnership (TEP) which aims specifically to support SM (M)E development in the country's expanding tourism sector. Using primary sources in the form of internal documentary material, annual reports and stakeholder interviews, the paper ...

  18. Tourism Enterprise Partnership

    About TEP: The Tourism Enterprise Partnership (TEP) is a not for profit company that has successfully developed entrepreneurs for over a decade. TE P facilitates the growth, development and sustainability of small tourism businesses through a number of focused intervention pillars, including: Access to Information - Business Support - Access to ...

  19. PDF MINISTRY OF TOURISM REPUBLIC OF SOUTH AFRICA

    Tourism Enterprise Partnership (TEP): facilitates the growth, development, and sustainability of small tourism businesses through:- Business Development Support; Market Access; Access to information; Access to Finance; and Skills Development. Going forward, the department realises the importance that entrepreneurship plays in job creation and ...

  20. PDF Community-Based Tourism Enterprise Handbook

    7.1 How Does the Travel Distribution System Work? 91 7.2 What Commissions Do the Travel Trade Expect? 94 7.3 What are Net and Retail Rates? 95 7.4 How Do I Calculate My Net Rate? 97 7.5 How Do I Calculate My Retail Rate? 100 8.0 Meeting visitor expectations 102 8.1 What is Values-Based Guest Hospitality? 103 8.2 How Can I Create a Sense of ...

  21. PDF Social Entrepreneurship in Tourism

    !e Tourism Innovation Partnership for Social Enterprise (TIPSE) connects three communities: • !e social enterprise community - existing social enterprises and the agencies established to provide them with financial, technical and professional support. • !e tourism and hospitality "industry" - private sector businesses,

  22. International Tourism Partnership (ITP)

    In 2017 the International Tourism Partnership (ITP) set its "Vision" and "Goals" for the hotel industry to make a positive... Organisation . International Tourism Partnership (ITP) Type . Technical Tools. Regions . Africa. Asia/Pacific. Europe and Central Asia. Latin America/Caribbean. Middle East . North America.