Langkawi holds a special place in the hearts of many Malaysians and tourists from across the world.

Since its initial development in the late 1980s, it has transformed into a popular tourist destination,
culminating in Langkawi being awarded Geopark status by UNESCO in 2007. This Blueprint will
further propel Langkawi into the ranks of a leading global island destination.

The success identied in this Blueprint, however, can only be achieved through effective
implementation of the underlying initiatives. New talent will be introduced into LADA and funding
has been allocated. The road ahead will not always be smooth but I am condent that, with hard
work and perseverance, the full potential of Langkawi will be unleashed.

I hope that the public and private sector will come together and bring this Blueprint to fruition.
The benets to the people and economy of Langkawi and also that of Kedah and Malaysia are
enormous. God willing, we will be successful.

1Malaysia People First, Performance Now

Dato Sri Mohd Najib bin Tun Abdul Razak

MSG027_SquareA4_inlay.indd 3 2011-12-01 17:33

 Langkawi has and always will be the Jewel of Kedah. Its natural beauty, its thriving economy as
a tourist destination and its passionate people make it a special place and a source of pride for
Kedah. I am therefore very pleased that this Blueprint has been developed to chart its future at
least for the next 5 years to unleash its potential to be amongst the best locations in the World.

This Blueprint is distinctive in several regards. It is an excellent example of effective collaboration

between Federal and State agencies and also between the public and private sector. In addition to
the initiatives to enhance the tourism economy, there are initiatives to build the skills and raise the
incomes of Langakwians and Kedahans. Lastly, the initiatives are supported by detailed action and
funding plans.

For any Blueprint to be effective, leadership commitment and a disciplined approach to implementation
is critical. On behalf of the Kedah State Government, we commit to the vision of this Blueprint and
to supporting its implementation to the best of our ability.

Datuk Seri Ustaz Azizan Abdul Razak

MSG027_SquareA4_inlay.indd 4 2011-12-01 17:33

 Tourism is an important component to Malaysias Economic Transformation Programme and our
aspiration of achieving Vision 2020. Langkawi has delighted millions of tourists from across the
world with its natural beauty, its myths, its unique ora and fauna and the warm hospitality of its
people. To enable the tourism sector in Malaysia to move to the next higher level, Langkawis
potential as one of the best tourist destinations in the world must also be unleashed.

Clear targets, strategic planning and effective implementation are critical ingredients for Langkawi
to be able to fulll its potential. In so doing, economic and growth cannot be the only objective
for Langkawi. Environmental protection, sustainable development and talent development are also
paramount and I am pleased to see these elements incorporated into this Blueprint. Ultimately, the
success of Langkawi should not only benet Malaysia economically but also advance the lives of
Langkawians and Kedahans.

To respond to the quick pace and intense competition of global tourism, results must be delivered
quickly. As a sign of commitment of the Federal Government, signicant funding was allocated to
support this Blueprint. Similarly key agencies will continuously be upgraded to ensure the capabilities
to follow through on the initiatives in this Blueprint. With the joint commitment of Federal and State
agencies and in partnership with the private sector Langkawis position on the world map can
be secured.

Tan Sri Nor Mohamed Yakcop

MSG027_SquareA4_inlay.indd 5 2011-12-01 17:33

 I. Executive summary
With its world-class natural assets of enchanting islands, pristine
beaches, and rich biodiversity, Langkawi has grown in leaps
and bounds since the 1990s when the rst concerted effort was
made to develop the island as a tourism destination. However,
Langkawi is falling behind its peers in terms of tourists length
of stay, spend and seasonality. Further as with any ecologically
sensitive environment, development has put Langkawis unique
assets at risk. The time is ripe to revisit what Langkawi stands
for, and map out where it needs to be within the next 5 years.

-2-

MSG027_SquareA4_inlay.indd 2 2011-12-01 17:34

I. Executive summary
Langkawi is an island paradise with pristine beaches, secluded islands and nature sanctuaries known
for exotic wildlife, tropical plants and rock formations as old as the Earth. Yet its true potential has not
been fully unleashed. We believe, however, that Langkawi has the potential to ascend to the global
top 10 list of island and eco-destinations by 2015.
2015
TOP 10 ISLAND AND
ECO-TOURISM DESTINATION
In 2015, Langkawi offers tourists a multitude of
attractions, makes it easy and enjoyable for them to
get here and to get around the island, tempts luxury
seekers with many ways to be pampered and offers
pristine environments for fun, relaxation, dining and
shopping.
From the moment visitors set foot on our island, they
experience Langkawis gracious hospitality through
efficient welcome services and cost-effective safe
ground transport to and from hotels and attractions.
Visitors have many ways to better appreciate our
natural beauty. Nature activities such as birdwatching
on Gunung Raya and touring Kilims mangrove
forest attract eco-tourists and expose others to the
breadth of our natural bounty. Attractions meet the
high standard of the upgraded Panorama Langkawi
Sky Cab that gives visitors an eagles eye view of
the islands jungle, Gunung Machincangs waterfalls
and the turquoise sea. Authentic attractions tempt
visitors to extend their stay, such as the Geosite
Interpretive Centre, the living museums at Laman
Padi and Makam Mahsuri as well as the newly
revitalised Pantai Cenang waterfront.
Tourists arriving from new long-haul points of origin
frequent luxury accommodation on the exclusive
north west shore. Families travelling on more
moderate budgets stay in newly upgraded Cenang.
One of the hallmarks of Langkawi is exemplary
standards and practices to protect the environment
and culture. We set the national benchmark if not
the international benchmark for both conservation
and preservation.
In short, the Langkawi of 2015 hosts more
tourists from more countries by offering them an
exceptional experience exceptional hospitality,
services, attractions and accommodation. Besides
considerable pride in being in the ranks of the
global top 10 islands joining the likes of Bali and
the Maldives Langkawians benefit economically.
By 2015, we can expect Langkawis tourism and
tourism-related GNI to double from RM0.8 bn in 2010
to RM1.9 bn in 2015 on the back of a doubling of
tourism receipts over the same period from RM1.9 bn
to RM3.8 bn. With more hotels, more luxury hotels
with high ratios of staff to guests and new attractions
offering high quality service, we can expect 4,200
more jobs to be created.
Langkawi will be better better for tourists
ourists a
and
better for the locals.
-4-
 TODAY
STRONG TOURISM BASE
Langkawi already has a strong tourism base, with
steady year-on-year growth in line with peers. In 2010,
more than 2 million people visited Langkawi, half of
whom were international tourists, producing estimated
tourism revenue of RM1.9 bn. This revenue accounted
for over 11% of Kedahs overall GDP, and directly and
indirectly tourism provided work for 60% of the islands
population. From 2000 to 2009, Langkawis tourism
grew by 3.6% annually, in line with popular island
destinations like the Seychelles and Mauritius.
Despite these strong numbers, on measures of spend
per day, length of stay and seasonality, Langkawi falls
behind regional island destinations such as Bali and
Phuket and international destinations such as Hawaii,
Mauritius and the Seychelles. Tourists to Langkawi
spend less, much less average spend is RM200 less
per day than our competitors. And our visitors stay for
much shorter periods 5.3 fewer days on average.
These two gures compound into a huge shortfall in
potential revenue, which is further aggravated by a
misconception of seasonal bad weather, which results
in a season of low tourist numbers.
Our infrastructure can easily sustain controlled growth
of tourism numbers we have sufcient capacity of
land, electricity, water and sewage treatment. We
have room to grow, but we need to overcome our
limitations in the areas of planning and cross agency
and sector coordination and our weak enforcement of
existing planning and conservation regulations. Efforts
in these areas will help to focus Langkawis growth
on tourism that is sustainable both economically and
environmentally. These form part of our Blueprint for
Growth.
-5-
2011 TO 2015
THE BLUEPRINT FOR GROWTH
The growth of an existing tourism industry is complex
and will require many initiatives across three themes.
Products describe the touch points for every
tourist from the essentials of accommodation and
restaurants to the fun and entertainment of attractions.
Seven initiatives are presented here to create iconic
must-see attractions, enhance the quality of supporting
products and raise baseline standards. Infrastructure
describes how tourists experience Langkawi from
point of arrival to point of departure. Four initiatives
embrace the creation of a seamless experience so
that tourists discover as much of Langkawi as they
desire. Enablers encompass three initiatives to lay
strong foundations for the industry via community
development and marketing.
Compelling attractions and luxurious
accommodation
Langkawi needs to create a handful of truly world-class
attractions and raise the overall baseline for iconic
attraction and supporting products.
Iconic attractions would include world-class nature
sanctuaries (e.g., Kilim, Machinchang, Dayang
Bunting) helmed by experiential Interpretive Centres
that serve both as hubs for tourist activities as well as
for conservation work. These would be supplemented
by two revamped living museums (i.e., Laman Padi and
Makam Mahsuri) that bring to life Langkawis culture
and myths. And a revitalised Pantai Cenang, to serve
as the primary public beach for family fun on the island,
complete with new dining, retail, entertainment and
accommodation options. Similar to the star-ratings
used for hotels, a rating and endorsement system for
attractions would serve to inform tourists and help set
their expectations.
These new and improved tourism products would
be supported by the development of more luxury
accommodation options from boutique resorts to villa
rentals and indeed a new commercial zone with retail,
dining and entertainment options in the north western
part of Langkawi targeted at higher spending tourists.
Given the development or redevelopment of compelling
attractions and more accommodation, the island
could support a year-round MICE calendar targeted at
small-to-mid-sized events and focused on core value
propositions of nature and ecotourism.
Better infrastructure and smoother
transportation links
With better infrastructure, more tourists could enjoy
more of Langkawi. Expanded air connectivity into
Langkawi from prime international destinations via
charter ights and new scheduled routes would be a
rst step to increasing the number of tourists to the
island. Similarly, the entry experience by ferry will
be improved. Targeted initiatives at key touch points
could create a magical arrival experience that could
be extended through enhanced ground mobility, from
connector shuttles to regulated taxi fares. These
would allow tourists to travel in comfort and give them
increased exibility to see the island. Essential for the
islands pristine image, we would improve systems for
garbage collection and public toilet maintenance. A
new park ranger force will be established to support
enforcement and conservation activities. Over time,
we will increase the use of green technology and other
sustainable green practices across the island.
Targeted tourism and higher non-tourism
incomes
The success of the Blueprint is dependent on
other successful initiatives outside of products
and infrastructure. The first is the development
of a Langkawi-specic branding and marketing
campaign anchored on core value propositions and
differentiated by priority markets. A tourism academy
driven by public-private partnership would produce
fit-for-industry graduates to meet the demand of the
industry. Beyond the tourism industry, it is important
for Langkawi to have diversication. Thus we propose
to introduce contract farming schemes in farming and
shing to raise incomes of local people not involved in
tourism and to help those in agrarian sectors diversify
their activities in support of tourism.
MAKING IT HAPPEN
STRONGER GOVERNANCE
AND MONITORING
With world-class natural assets of enchanting
islands, pristine beaches and rich biodiversity,
Langkawi has grown in leaps and bounds
since the 1990s when the first concerted effort
was made to develop the island as a tourism
destination. However, as with any ecologically
sensitive environment, development has not
come without its challenges. Today, the very
assets that made Langkawi unique are at risk.
Without some intervention, Langkawis tourism
industry will most likely decline.
Langkawi has set high goals for 2015, which
can be achieved with this Blueprint. To ensure
p ro m p t d e l i v e r y, t h e o w n e r o f e a c h i n i t i a t i v e
h a s b e e n i d e n t i f i e d responsible for delivering
on a set of key performance indicators and
targets. Overall coordination will be effected
by a Delivery Management Office within LADA,
which will monitor progress, troubleshoot with
initiative owners when there are delays and
report to LADA on a monthly basis.
-6-
 II. Stocktake:
Langkawis strengths and challenges
Langkawis rich natural endowments make it a popular
destination for foreign and domestic tourists. The archipelago
remains relatively pristine, with most of its 99 islands protected
from major development. Langkawi is also home to a rich array
of ora and fauna, in addition to unique geological formations.
The islands landscape is dotted with picturesque paddy elds
and seaside shing villages, evoking memories of a small,
self-sufcient shing and farming community.

-8-

MSG027_SquareA4_inlay.indd 8 2011-12-01 17:35

 II. Stocktake:
Langkawis strengths and challenges
Langkawis rich natural endowments make it a popular destination for foreign and domestic tourists. The
archipelago remains relatively pristine, with most of its 99 islands protected from major development.
Langkawi is also home to a rich array of ora and fauna, in addition to unique geological formations.
The islands landscape is dotted with picturesque paddy elds and seaside shing villages, evoking
memories of a small, self-sufcient shing and farming community.

More than that, Langkawi offers a wide range of
attractions for tourists, as illustrated by Exhibit 1.
Product offerings range from the exciting cable car
ride up Mount Machinchang, with sweeping views of
the surrounding forest covered terrain, to family fun
activities like Underwater World, to major events like
the Langkawi International Maritime and Aerospace
Exhibition (LIMA). During their stay, tourists can enjoy
a range of shopping and dining experiences, from
Kompleks Kraftangan and duty free shopping in Kuah
to the numerous restaurants at Pantai Cenang and
Perdana Quay.
of tourists are from Europe and Asia, with the top ve
sources being the UK, Australia, Saudi Arabia, China
and India.
The prole of visitors to Langkawi is as diverse as its
product range. As Exhibit 2 illustrates, tourists range
from high net worth retirees to budget day trippers.
Arrivals have grown steadily at a rate of 3.6% annually
(between 2000 and 2009), in line with destinations like
Mauritius and Seychelles, but faster than more mature
island destinations like Hawaii and Phuket (Exhibit 3).

Langkawi is accessible via air or sea. The Langkawi
International Airport welcomes about 20 ights per day
from Kuala Lumpur, Subang, Penang and Singapore.
Charter ights arrive from Finland and Hong Kong
during their respective peak holiday periods. For
travellers by sea, there are four regular ferry routes
from Kuala Perlis, Kuala Kedah, Penang and Satun
(Thailand). Tourists also arrive at Langkawi via cruise
ships or private yachts, many of which berth at Royal
Langkawi Yacht Club in Kuah or Telaga Harbour near
Pantai Kok.
Today, Langkawis tourism industry contributes to
~11% of Kedahs overall GDP and directly employs
~30% of Langkawis workforce. The majority of these
workers are employed at the numerous hotels, motels
and chalets that dot the island. Another 30% of the
islands population is estimated to be employed in
tourism related businesses or professions such as
restaurants, transportation providers, tour guides, and
retail outlets.

In 2010 these product and infrastructure assets

enabled Langkawi to generate RM1.9 bn in tourism
receipts and attract ~2.5 million visitors (consisting of
~2 mn tourists and ~0.5 mn day trippers). The majority

- 10 -

MSG027_SquareA4_inlay.indd 10 2011-12-01 17:35

 Relative to peers, Langkawi experiences lower Island destinations often face seasonality in arrivals,
yield per tourist and greater seasonality impact mainly driven by weather, as tourists avoid certain
destinations during periods of monsoon or extreme
While growth in arrivals is comparable to other temperatures. In this respect, Langkawi is favourably
destinations, Langkawi falls behind other island protected its location in the Andaman Sea shelters it
destinations on two key metrics, average length of from heavy monsoons. Yet when comparing Langkawis
stay and average daily spend, as shown in Exhibit 4. peak and low season trafc (as measured by visitor
The resulting impact is that Langkawis tourist yield is arrivals), the seasonal swings are more drastic than
signicantly lower than other island destinations. peers such as Bali, Seychelles and Hawaii, with the
low season drawing less than 50% of the peak season
As accommodation is universally the main component trafc, as shown in Exhibit 6.
of tourist spending, Langkawis lower tourist spend
can be attributed to our lower proportion of 4- and
5-star rooms (and hence lower average room rates)
relative to peers. As shown in Exhibit 5, while there
are more than 8,000 rooms in Langkawi, only 35%
of accommodation is in the 4- and 5-star categories,
compared with 55% in Hawaii, 48% in Mauritius and
44% in Bali.

- 14 -

MSG027_SquareA4_inlay.indd 14 2011-12-01 17:35

 EXHIBIT 4

Langkawis yields are lower than peers on two key metrics, resulting
in lower revenues per visitor
Average spend per day Annual arrival, Millions
RM
1,400

1,300

1,200

1,100 lu e
va
h er
1,000 i g
Bahamas H Mauritius
900 (1.3) (0.9)
British Virgin
800
Islands (0.3)
700

600 Hawaii
(6.4)
500 Phuket
(3.4)
Bali1
400 Jamaica
(4.7)
(1.8)
300 Maldives
200 lu e (0.7)
va Langkawi2 Seychelles
100 w er (2.5) (0.2)
Lo
0
0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 5.5 6.0 6.5 7.0 7.5 8.0 8.5 9.0 9.5 10.0 10.5 11.0
Average length of stay
Days

1 Average spend per day for Bali based on Indonesia's average

2 Langkawis average based on estimates of visitor spend weighted by segments

SOURCE: LADA, MAH, Tourism Authority of Thailand, Seychelles National Bureau of Statistics, Ministry of Tourism,
Leisure & External Comm. (Mauritius), Hawaii's Department of Business Economic Development &
Tourism, Ministry of Culture & Tourism (Indonesia)

- 15 -

MSG027_SquareA4_inlay.indd 15 2011-12-01 17:36

 There is sufcient capacity for Langkawi to
grow further, but several barriers will rst need
to be addressed
Langkawi is in a favourable position for growth. In
terms of land, we still have room for further expansion.
Public utilities capacity in Langkawi (electricity, water
and sewage) is also sufcient to support potential
growth, at least until 2015. Existing electricity capacity
is able to cover 100% growth in consumer demand.
Water usage capacity is currently at 66%, and will allow
for up to 7% annual consumption growth to 2017.
As for sewage, there is sufcient capacity to support
further growth as the current usage level is 13%.
The challenge lies more in the execution of any
development plan, than in the actual concept
itself. Exhibit 7 illustrates the top 10 barriers to the
development of the tourism industry identied by
the Langkawi Tourism Lab. Three barriers are worth
particular attention due to the frequency with which
they cropped up in ongoing stakeholder discussions.
To begin, limited planning, cross-sector and agency
coordination, and enforcement of existing plan and
conservation regulations were consistently identied
as the biggest barriers to effective growth. The key
MSG027_SquareA4_inlay.indd 18
issues identified include limited coordination and
planning on development and land use as well as the
lack of enforcement against errant offenders (such as
illegal taxis and car rentals).
Another challenge includes the paucity of conservation
efforts to ensure that Langkawis natural environment
remains pristine and protected. The deteriorating
environmental quality of major sites such as Kilim and
Cenang, due to erosion and pollution respectively, were
highlighted as warning signs of a prevailing lackadaisical
attitude towards conservation and preservation.
A third major concern was voiced regarding
the occurrence of unbalanced local community
development. Stakeholders were clear on the need to
build local capabilities so that a larger section of the
community would be able to participate in and benet
from the tourism industry.
- 18 -
2011-12-01 17:36
III. Vision:
Langkawi in 2015
Imagine a destination where stunning beaches, untouched islands
and nature sanctuaries form the backdrop for an unforgettable
getaway. Imagine a destination where there are ample, high
quality activities for those who wish to rejuvenate from the bustle
of modern life, to those who wish to challenge their physical
limits. Imagine the best of island living where warm hospitality,
rich Malay culture and a relaxed pace of life comes together the
comforts of modernity. Imagine, that this is Langkawi in 2015:
a top 10 island and eco-destination.

- 22 -
III. Vision:
Langkawi in 2015
Imagine a destination where stunning beaches, untouched islands and nature sanctuaries form the
backdrop for an unforgettable getaway. Imagine a destination where there are ample, high quality
activities for those who wish to rejuvenate from the bustle of modern life, to those who wish to
challenge their physical limits. Imagine the best of island living where warm hospitality, rich Malay
culture and a relaxed pace of life comes together the comforts of modernity. Imagine, that this is
Langkawi in 2015: a top 10 island and eco-destination.

Our aspirations are high: to deliver one-of-a-kind attractions. These attractions should help dene what
experiences, from product to infrastructure. Delivering it means to visit Langkawi, and will be anchored around
on this aspiration will require several shifts in how the islands natural beauty and distinctive heritage of
Langkawi currently positions itself and operates. myths and Malay culture.

We will need to transform from an island with no
distinct brand to one synonymous with a tropical
island paradise blessed with breathtaking ora, fauna
and geological formations. This is not simply a matter
of better marketing, but a focused effort to better
showcase Langkawis most important asset.
As nature takes centre stage, we envision the
creation of Interpretive Centres that serve as hubs for
fun, experiential tourist activities as well as research
and conservation work. We envision a force of Park
Rangers that will bring both knowledge and passion
to their role of educating others and protecting the
environment.
In addition to the nature sanctuaries, we envision
redeveloping Pantai Cenang, so that it serves as a
focal point for family entertainment, its vibrancy a
counterpoint to the more secluded beaches around the
island. We envision turning Makam Mahsuri into a living
museum that recreates kampung life as it was more
than a 100 years, with a rich cast of villagers plying their
traditional trades. We envision a revamped Laman Padi
that offers an interactive way to learn about anything
rice-related, from paddy planting to cooking classes.

We will need to go from a highly variable product

portfolio to one where there is a high minimum
standard and a handful of truly iconic, world-class

- 24 -
 We will need to address gaps in infrastructure
standards, ranging from poorly maintained public
toilets and illegal taxi operators to a shortage of direct
international flights from priority markets. Here our
aspiration is to ensure that every possible amenity or
service a tourist could need are consistently delivered
to a high quality, so that the tourist can easily enjoy
all Langkawi has to offer.
We intend to move from a tourist market focused
on mass and middle market travellers to one that
increasingly targets the higher-spending tourists
who form the afuent and luxury market. To that end
we envision a Langkawi with a wider range of luxury
accommodation options, from boutique resorts to villa
rentals. We envision a new commercial hub in the north
western part of the island that offers retail, dining and
entertainment options targeted at this market. At the
same time, we envision the upgrading of mid-range
hotels and commercial zones to ensure that Langkawi
is still accessible to middle income families.
- 25 -
Finally, we need to transform our delivery and
monitoring mechanisms. The development of the
tourism sector in Langkawi has historically been
characterised by a record of ad-hoc planning,
haphazard implementation and limited enforcement.
Our aspiration here is thus simply, to execute all of
the above with a close attention to detail, a relentless
focus on software rather than hardware, and a
commitment to follow through, regardless of how
tough the journey ahead may be. We hope that in the
years to come, Langkawi will serve as an exemplary
standard for Malaysia on what it takes to protect and
regenerate our environment and culture, as well as to
deliver on our promises to the people.
IV. Blueprint and delivery plans:
Three themes to realise our vision
To help us deliver on this aspiration, we have developed a portfolio
of 14 initiatives across three themes product, infrastructure
and enablers. These initiatives adhere to ve guiding principles.
First, they support a cohesive vision of Langkawi as a nature
and eco destination. Second, they build on Langkawis existing
strengths with an eye towards becoming truly world class, so as
to maximise the islands competitive advantage vis--vis other
island destinations. In line with this, all of the initiatives underline
a shift towards developing content rather than developing
infrastructure. These initiatives also aim to improve the living
standards of Langkawians, in terms of their income levels and
quality of life. Finally, the Blueprint has paid close attention to the
issue of implementation as we recognise that a plan is only as
good as its execution.

- 30 -
1. Iconic Geopark
Objective
Our vision is to become an internationally renown
destination for eco-tourism with iconic Geosites
(e.g., Kilim, Dayang Bunting, Machinchang) helmed
by world-class Interpretive Centres and protected by
exemplary conservation practices
Rationale
Langkawis potential as a premier eco-destination is
undermined by a lack of well-trained guides and a limited
range of nature based activities. Despite being one of
the rst destinations in the world to secure UNESCO
recognition as a World Geopark, there is still little
awareness of the rich geological and biological heritage
of Langkawi. Even more troubling, this very asset is at
risk of deterioration due to the lack of a comprehensive
conservation programme and weak enforcement of
existing regulations.
Actions
First, we will develop a comprehensive conservation plan
for the island and enforce it via the creation of a new Park
Ranger force at LADA. The force will have three types of
Rangers. Patrol ofces will act as the eyes and ears on
the ground for the relevant State agencies, by patrolling
the sites 24/7 and reporting offences to the State
for prosecution. Conservationaist will be responsible
for overseeing research and conservation programs,
including public education initiatives targeted at the public
and tourists. Finally, maintenance staff will be responsible
for ensuring that all eco-sites have good quality, baseline
infrastructure.
To that end, we will put in place baseline infrastructure
at key sites such as Dayang Bunting, Kilim and Telaga
Tujuh (e.g., public toilets, interpretive panels, trails), and
work with industry associations like the Langkawi Tour
Guide Association to ensure that guides are able to meet
a consistent quality bar. Langkawi will also be part of the
Malaysia Mega Biodiversity Hub programme under the
Tourism National Key Economic Areas (NKEA) to ensure
alignment with national standards.
Finally, we will work with the private sector to build
compelling, family-friendly Interpretive Centres aimed at
educating tourists about Langkawis rich heritage. These
Centres are to be built at the entrance to popular sites
such as Kilim to serve as a focal point for activities like
guided tours, hiking, biking, canopy walks and boat rides.
These Centres will be operated independently but must
meet common minimum standards to ensure a baseline
quality of experience.
Governance
LADA will work closely with the State Government on all
conservation activities, including the set up of the new
Park Ranger Force. LADA will also facilitate the set up of
the Interpretive Centres by private partners, in addition
to owning and managing the operations a new Centre at
Kilim
Funding
RM141 mn in cumulative funding is expected to be
required over the next 5 years, of which ~30% is
projected to come from the public sector.
- 36 -
2. Revitalised Cenang
Objective
Our vision is for Pantai Cenang to be a premier beach
for family fun clean, safe, vibrant and accessible to
all tourists. This public beach stretch will serve as a
counterpoint to the more secluded and private beaches
around the archipelago.
Rationale
The 2.2 km stretch of beach between Casa Del Mar
and Underwater World is the main public beach strip
in Langkawi. In recent years, however, uncontrolled
development has led to the mushrooming of illegal
businesses, increased water pollution and an increasing
number of subpar retail, dining and accommodation
options.
Actions
A holistic redevelopment of the beachfront and
surrounding area is required to maximise the areas
potential. To start, we will connect all establishments in
the area to the main sewage line, starting with the 50
businesses that contribute 40% of all water pollution
in the area. For safety reasons, we will relocate water
sports to the Pantai Kok area and increase the number of
lifeguards on duty.
The primary focus over the next 4 years will, however, be
the creation of a new waterfront and commercial area.
The former will require relocating all illegal operators on
the beachfront to the new commercial zone. The cleared
space will then be used to create an open stretch of
beach and pedestrian walkways with public facilities
(e.g., toilets, changing rooms and prayer rooms), children
recreation zones etc. We will also beautify the area
by replanting coconut trees and maintaining existing
greenery wherever possible.
For the latter, we will acquire approximately 34 ha of
land in the area. We will tender out the development
rights for this land to a private company in return for a
share of the prots. The new development is expected
to include distinct areas for retail, dining, entertainment
and accommodation, including at least two, new
4-star hotels to address the expected shortage in this
accommodation bracket. We will also require existing
commercial buildings to upgrade their facilities and
faade to ensure that they meet a minimum standard.
Governance
A Special Task Force chaired by the Director of Kedah
Economic Planning Unit (UPEN Kedah), will be set up,
with representatives from federal and state agencies.
The Task Force will have overall responsibility, except
where sewage is concerned, as that will be handled by
the Department of Sewerage Services.
Funding
A total of RM1.111 mn in cumulative funding for 2011
to 2015 is expected to be required, of which ~30% is
projected to be publicly funded. The bulk of public
funds will go towards the acquisition of land for the new
commercial zone.
- 38 -
3. Living Museums
Objective
Our vision is to breathe life once again into the image of
Langkawi as an island steeped in tradition, and lore. To do
so, we have identied two sites that will serve as anchors
for cultural activity: Laman Padi and Makam Mahsuri.
Rationale
Langkawis potential as a site with cultural attractions has
not been maximised. Most legends apart from Mahsuri
have faded from public memory. Traditional activities
like net-making and woodworking still practiced in the
archipelago are not being presented as a tourist attraction.
The attractions that do exist, such as Makam Mahsuri,
fail to showcase our cultural heritage in a manner on par
with international standards.
Governance
LADA will retain ownership of the two assets but tender
out the development and operation rights to qualied
private companies. LADA will manage the performance
of these companies via strict KPIs linked to nancial
sustainability and visitor numbers.
Funding
A total of RM21 mn in cumulative funding is expected to
be required over the next 5 years, of which approximately
20% is projected to be publicly funded.

Actions
First, we will redevelop Laman Padi as an experiential
museum for all things related to rice. To do so, we will
widen the range of activities on offer, from thematic tours
(e.g., a day in the life of a paddy farmer) to classes on
cooking for rice-based treats. We will also upgrade the
facilities so that Laman Padi can be used as a site for
MICE events seeking a rustic setting.

Makam Mahsuri will be redeveloped as a living museum

showcasing Malay culture and village life at it was hundreds
of years ago. This will require replicating the architecture
and tools of the period as closely as possible and bringing
in craftsmen, musicians, shermen and farmers who can
demonstrate activities and give classes. We also aspire
to use Mahsuri as a showcase for all Langkawi legends,
via new performances and interactive displays.

- 40 -
4 & 5. Luxury Stays and Vibrant North West
Objective
Our vision is to create a supporting base of products
for luxury travelers from exclusive boutique resorts and
rental villas to high end retail, dining and entertainment
zones.
Rationale
To support the intended shift towards higher spending
tourists, Langkawi will require an increase in the
supply of 5-, 6- and 7-star hotels. The development
of such luxury hotels can also serve as an attraction
on its own, much as the Jumeirah Hotel became an
attraction for Dubai.
Along the same lines, the existing retail, dining and
entertainment zones in Kuah and Cenang/Tengah
are primarily targeted at a broad tourist segment.
An expanded commercial zone in the North West section
of the island that is geared towards more afuent and
luxury travellers would broaden the range of options on
the island.
Actions
We will facilitate the private development of ve new
5-star and above accommodation options over the
next 5 years. This includes the development of a
single island resort on Pulau Bumbun, several real
estate developments to create a luxury villa market
and targeted partnering with internationally renowned
boutique brands. As part of this process, we will
improve the investment promotion process to ensure
better targeting and cultivation of developers with good
track records.
We will also accelerate the development of a new
dining, retail and entertainment zone in Teluk Datai as
well as an expansion of the existing commercial zone
at Telaga Harbour. Part of this expansion will involve
creating more nightlife options that balance local
cultural sensitivities with the desire of tourists for a
broader range of activities at night.
To aid private investors interested in investing in these
developments, UPEN Kedah will publish clear eligibility
criteria for foreign land ownership. It will also set KPIs for
turnaround times documentation requirements at each
stage of the application process.
Governance
Northern Corridor Implementation Authority (NCIA) will
work closely with UPEN Kedah via existing processes
(e.g., State Economic Planning Committee) to attract
private investors and ensure that applications from
prioritised projects are reviewed as quickly as possible.
Final approval rights for these projects nonetheless
remains with the State.
Funding
A total of RM3.8 bn in cumulative funding is expected
to be required from 2011 to 2015, all of which will come
from private investors.
- 42 -
6. Niche MICE
Objective
Our vision is to position Langkawi as a MICE destination
focused on meetings and incentives, with a handful of
iconic events that align with and emphasize the islands
value proposition as a top nature and eco-destination.
Rationale
Although Langkawi hosts an array of events every year,
its events tend to draw small to mid-sized audiences, are
unevenly spread across the year, and frequently coincide
with peak tourism periods. This is counter to the industry
best practice of organising events during low seasons to
reduce seasonality in monthly arrivals.
Additionally, there is a lack of truly well-known international
events that align with and reinforce Langkawis value
proposition as a nature and eco-adventure destination.
The main thrust, will be the development of or the bringing
in of iconic events that are synonymous with Langkawis
branding around nature, culture and eco-adventure.
Governance
LADA will take the lead on this initiative, through a
dedicated events team within their Promotions and
Events division. LADA will also work with the Malaysia
Convention and Exhibition Bureau (MyCEB) and Tourism
Malaysia on this effort.
Funding
The public sector is estimated to spend RM1 mn
from 2011 to 2015 to fund the operations of the
dedicated team.

Actions
A well-planned MICE calendar can address the problem
of seasonality by drawing in crowds during the low
season, and reinforces the islands brand. To that end,
we envision the development of Langkawi as a niche
MICE destination. Here, the term niche refers to a focus
on smaller sized events such as meetings and corporate
incentive programmes and anchored around the islands
core proposition.

At the most basic level, this will require the development

of shell sites such as Galeria Perdana and Laman Padi
to broaden Langkawis offerings beyond the standard
roster of hotel conference rooms and ballrooms. It will
also require a dedicated team responsible for bringing in
events, and assisting event organisers in coordinating the
public and private stakeholder landscape.

- 44 -
 7. Endorsement Programme
Objective
Our vision is to create a high quality baseline for all
tourist products, through the introduction of a new rating
guideline that will be piloted in Langkawi and rolled out
nationwide.
Rationale
The lack of minimum standards has created a wide
range in the quality of attractions on offer. Tourists also
lack a signalling mechanism to help them distinguish
between good and mediocre products, which may in
turn negatively impact their holiday experience.
Governance
The Ministry of Tourism will take the lead in developing
the standards and rolling out the programme. It will lead
a working team consisting of representatives from the
industry and related Ministries such as the Ministry of
Natural Resources and Environment.
Funding
A total of RM9 mn in cumulative funding is expected
to be required from 2011 to 2015, of which 9% will be
publicly funded.

Actions
As done with the existing guidelines for hotels, spas and
reexology centres, we will develop rating guidelines for
all tourism products. This includes an eco-certication
framework for nature-focused products and services.

Once developed, every product will be assessed

against these standards. Those that meet a certain
threshold (e.g., four or five stars) will be allowed
to display an endorsement logo at their site and
will be included in official marketing documents
(e.g., brochures, website). This process will be
repeated regularly (e.g., every 2 years) to encourage
all operators to maintain and upgrade the quality of
their attraction.

This new set of guidelines will be piloted in Langkawi,

and thereafter rolled out nationwide.

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MSG027_SquareA4_inlay.indd 46 2011-12-01 17:40

8. Connectivity
Objective
Our vision is to improve direct connectivity into Langkawi
firstly from priority international destinations via charter
ights, or new route development and secondly through
better ferry connectivity.
Rationale
Accessibility connectivity to a holiday destination is a
major factor for most tourists. At present, however,
in terms of airline connectivity Langkawi has only one
non-stop international route (Singapore) and the charter
ight programmes (from Finland and Hong Kong)
operate only during their respective peak seasons.
On the other hand, comfort, schedule and reliability of
the ferry services surface as key issues among most
tourists.
Actions
We will pursue a charter flight strategy for
mid-to-long-haul sources of priority tourists that
provides a per head incentive and fixed marketing cost
subsidy to foreign tour operators. Operators will only
be eligible for these funds if their charter programme is
able to meet certain criteria (e.g., tourists are to spend
at least 7 days in Langkawi and should fall into the
affluent and luxury bracket).
For the near home markets such as Bangkok and
Jakarta, we will work to develop scheduled ights
with the relevant national carriers. A comparable set
of incentives will be developed for these airlines, from
waived landing and parking fees to a per head incentive
in the initial years, to encourage the airlines to muster
passenger loads.
As for ferry connectivity, we will rstly enhance the jetty
entry points through the Targeted Touch Points initiative.
At the same time, NCIA will conduct a review of the
routes and schedule of ferry services.
Governance
Malaysia Airports Holding Berhad (MAHB) will work
closely with NCIA and MOTOUR to develop these new
routes. Local tour companies wishing to set up their
own charter ight programmes may also apply to the
Government for access to the incentive fund.
Funding
RM40 mn in cumulative funding from 2011 to 2015 is
expected to be required for the incentive fund. ~23%
of these funds are projected to come from the public
sector.
- 50 -
9. Ground Mobility
Objective
Our vision is to enhance ground transportation options
to allow tourists to travel more easily around the island
at a price point that suits their needs.
Rationale
The attractions of Langkawi are dotted around the
island, necessitating a fair amount of travel by car
if a tourist wishes to cover many or all of them. The
challenge, however, is that tourists today have limited
mobility options, having to choose between using
a taxi (which can be expensive for a single tourist) or
renting a car. This situation is compounded by the lack
of transparency of taxi fares, since taxis do not use
meters, and the prevalence of illegal taxi and car rental
operations.
Actions
We will begin by conducting a review of taxi fares to
ensure that current pricing is fair to both the taxi driver
and passenger. We will then enforce the transparency of
these fares by publishing an ofcial price book, educating
tourists to refer to the price book and requiring taxis to
provide receipts when asked.
As part of this enforcement drive, we will encourage
illegal taxis and rental operations to secure licenses
if they meet required standards. We will then step up
enforcement measures against those who choose not
to seek legalisation.
Finally, we will conduct a land transportation usage
assessment to determine whether to launch a public bus
system on the island, or a shuttle bus connecting key
tourist sites. While both will make it easier for tourists
to move around, the former option, with its expanded
network will benet the local community as well.
In the event the connector shuttle option is selected, it
is envisioned to have two routes: the west island route
will run from Porto Malai to Telaga Tujuh, while the east
island route will run from Kuah Jetty to Pantai Pasir
Hitam. The buses will run continuously and will pick up
at each stop every 30 minutes. For tourists requiring
more frequent transfers, or who wish to visit attractions
not on the route, taxis will still operate.
Governance
The Public Land Transport Commission (SPAD) will
spearhead the fare review and enforcement of taxi
fares transparency and illegal taxi and rental operations.
They will be supported in this effort by LADA. LADA will
also be responsible for the land transportation usage
assessment.
Funding
This initiative is estimated to require RM13 mn to be
funded through public-private partnership.
- 52 -
10. Health and Sanitation
Objective Governance
Our vision is to enhance the tourist experience by MPLBP will be responsible for improving garbage
ensuring that expectations on the cleanliness of public disposal and toilet management. Where private
areas, tourist hotspots and public toilets are met. companies are involved, the Council will monitor their
performance through detailed KPIs.
Rationale
There are two health and sanitation issues that Funding
frequently crop up in a tourists assessment of their The public sector is projected to spend about RM3 mn
holiday experience in Langkawi. First, the amount of over the next 5 years to implement this initiative.
litter in public areas and streets, particularly after an
event, due to low frequency of garbage collection and
insufcient garbage bins. Second, the poor condition
of many public toilets, ranging from poorly cleaned to
poorly maintained facilities.

Actions
A targeted approach will be taken towards improving
garbage disposal and toilet maintenance. For example,
the Langkawi Municipal Council (Majlis Perbandaran
Pulau Langkawi Bandar Pelancongan, MPLBP) will
increase the frequency of garbage collection and the
number of garbage bins in areas with the highest
complaints (e.g., Pantai Cenang). The Council will
also contract out the cleaning of all its public toilets to
a private company, with instructions to prioritise the
improvement of service levels in areas with high tourist
trafc. These changes will also be done in collaboration
with the respective private companies that provide these
services.

The council will also explore other innovative solutions

such as organising gotong-royong competitions among
schools with emphasis on sustainable green practice.

- 54 -
11. Targeted Touch Points
Objective
Our vision is to enhance the first impressions of
tourists arriving in Langkawi through a series of
targeted interventions on both physical facilities
and service levels.
A third touch point is the quality of taxi service, given
that taxis are still the primary mode of transportation
on the island. Here the goal is to ensure that all drivers
are able to conduct basic conversations in English,
particularly pertaining to the attractions of Langkawi.

Rationale
Research has shown that a tourists memory of a holiday
is greatly shaped by the rst 30 minutes in that location.
As such, we carefully reviewed the arrival experience
at key entry points to determine where targeted
interventions are needed to maximise the wow factor
in this period.
Actions
First, we will improve the infrastructure at Langkawi
International Airport and Kuah Jetty. This includes
upgrade to facilities such as toilets and waiting areas,
as well as the introduction of new systems to improve
service provision (e.g., electronic ticketing at Kuah
Jetty). We also plan to include touches such as piping
traditional music into the arrival hall and decorating
these entry points with Malaysian arts and craft.
Governance
There are multiple owners for this initiative.
Malaysia Airlines Holding Berhad (MAHB) and the
Marine Department are responsible for the infrastructure
upgrades at the airport and Kuah Jetty respectively.
Tourism Malaysia will be in charge of improving the
quality of service at tourist information centres. Finally,
SPAD will be responsible for ensuring that taxi drivers
complete the necessary upskilling courses.
Funding
About RM13 mn in public funding is expected to be
required from 2011 to 2015.

Second, we will ensure that the airport and jetty tourist

information centres are always staffed during peak arrival
times and equipped with a good array of brochures
explaining the attractions of the island. We will also
ensure that the staff at these centres are uent in at
least two languages (Malay and English) to maximise
the support they can provide to tourists. This element
is key as the tourist information centre is often the rst
port of call for tourists in a new destination.

- 56 -
12. Branding and Marketing
Objective
Our vision is to create a Langkawi-specic branding and
marketing campaign anchored on the islands core value
propositions and differentiated by priority markets.
Rationale
Langkawi currently lacks a strong branding and
marketing campaign specific to the archipelago.
There is no consistent messaging on what Langkawi
stands for and very little differentiation of messaging
for target markets.
Where marketing is employed, it tends to favour
traditional channels such as travel fairs and trade shows,
rather than digital channels. These digital channels are
vital as there is an increasing shift towards online holiday
research and purchasing.
Actions
We will launch a new Langkawi-specic campaign in
two phases.
During Phase 1, the focus will be on getting the basics
right. This includes measures to shore up baseline
content such as creating an appealing, integrated online
portal, revising existing brochures to make them more
tourist-friendly and creating sample itineraries tailored
to different timelines and interests.
Once baseline improvements across the product and
infrastructure initiatives are in place, we will launch
Phase 2, a full-edged campaign. The launch in phases
is crucial to ensure that Langkawi will be able to deliver
tourists the experience promised by its marketing
campaign.
During the second phase, we will actively target high
growth markets such as China, India and the Middle
East, near home markets such as Singapore and
Indonesia, as well as traditional mainstays such as the
United Kingdom and Scandinavia. We will also use a
wider range of marketing channels, with increased
emphasis on social media marketing (e.g., engaging
popular bloggers to write about the island) and targeted
advertising via select travel and airline magazines.
Governance
LADA will take the lead on this initiative, through a
dedicated branding and marketing team within their
Promotions and Events division. This team will be
staffed with industry professionals who have a strong
track record in destination marketing and the use of
digital marketing.
Funding
Total funding of RM25 mn is estimated to be required
from 2011 to 2015. This amount is expected to be
publicly funded.
- 60 -
13. Tourism Academy
Objective
Our vision is to produce t-for-industry graduates that
address the talent shortages in Langkawi, while building
the capabilities of the local community colleges staff
and lecturers.
Rationale
Like the rest of Malaysia, the tourism industry in
Langkawi faces a shortage of skilled workers. Many
companies have resorted to in-house solutions such
as the hiring of foreign workers and the development
of tailored training programmes for new hires. Despite
these efforts, the recruitment and retention of good staff
remains a constant struggle, not to mention a duplication
of resources.
From the perspective of prospective employees on the
other hand, the tourism industry is not an attractive sector.
Low starting wages compared to other industries, and
a lack of clarity on the career path serve as deterrents
to entry.
Actions
We will launch a Tourism Academy in Langkawi that
provides work-based vocational certicates co-delivered
by the private sector, to ensure that graduates are
qualied to enter the eld immediately upon graduation.
The Academy will bring together three key partners:
The public community college responsible for
providing the training facility and teaching staff
A private higher education institution will be engaged in
a two-pronged approach. Firstly, the private institution
will be secured through a consultancy contract
for a knowledge transfer. This includes developing
the curriculum, providing teaching expertise and
building the capabilities of existing community
college teaching staff to deliver the new programme.
The second approach is through seat
purchases at these private higher education
institution, to lock in talent for Langkawi.
Industry members to help shape the curriculum,
provide practicum opportunities to students during
training and to hire graduates at a higher salary
than non graduates in recognition of the skills they
attained.
Additionally, an awareness campaign will be launched
to improve the understanding of students and families
of the benets of entering the industry.
Governance
This initiative will be integrated into the Education
National Key Economic Area (NKEA) programme.
MOHE will be responsible for identifying the anchor
private higher education institution/s, facilitating
partnerships with private industry members and
ongoing monitoring.
Funding
About RM17 mn in cumulative funding is expected to
be required. The majority of funds are expected to come
from the private sector.
- 62 -
14. Farming and Fisheries
Objective
Our vision is to raise the income levels of the local
community through improved yields from farming
and fishing activities, as well as entry into the tourism
sector.
Rationale
Although farming and fisheries remain important
contributors to Langkawis economy, the average
monthly income for farmers and fishermen is
significantly lower than the average for the island
(RM1,770 and RM2,270 as compared to RM3,150).
It is thus important to not only raise the income potential
for those involved in these traditional activities, but also
help them diversify their sources of income through
closer integration with the tourism sector.
Actions
To accelerate implementation, we will leverage
p ro g rammes develo ped und er the Agr iculture
Economic Transformation Programme.
For farmers, we will bring in a programme for the
contract farming of Maswangi a strain of high-yield
fragrant rice. This seed can be harvested twice a year,
and generates a higher asking price on the market
than other rice. The expected impact is a doubling of
farmers income per hectare, from RM4,800 today to
about RM11,000 once implemented. Approximately
1,800 ha of existing farm land has already been
identified as suitable for conversion.
For shermen, we will accelerate the development of
integrated cage sh farming. 80 ha of land have already
been identied as suitable for the farming of high value
species like grouper and seabass. To date, however,
only 20% of this land has been used. The Department
of Fisheries will step up its efforts to identify anchor
companies to manage these farms, while enabling
smallholder shermen to lease and operate individual
modules of cages.
For both farmers and fishermen, there is also the
opportunity to diversify their income stream by using
their farms as sites for tourism activities such as guided
tours and homestays.
Governance
Infoculture Sdn. Bhd. has been selected by MARDI to
drive the fragrant rice programme in Langkawi. The
Department of Fisheries will be responsible for expanding
the cage sh farming programme on the island.
Funding
Cumulative funding of about RM42 mn from 2011 to
2015 is expected to be needed. Of this only ~18% is
estimated to be publicly funded for the construction of
rice mills and mini-dams.
- 64 -
 V. Economic impact and funding
The results of the Blueprint will double Langkawis tourism and
tourism-related gross national income (GNI) from RM0.8 bn
in 2010 to RM1.9 bn in 2015. This doubling is driven by an
expected increase in tourism receipts and additional agri- and
aquaculture revenues from the farming and sheries initiative
(categorised as tourism-related income). There is also likely to
be further potential upside to the GNI as our forecast currently
excludes income that may be generated from real estate sales
as well as the multiplier effect (as income from tourism ows into
other related sectors to generate more income).

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MSG027_SquareA4_inlay.indd 66 2011-12-01 17:44

 V. Economic impact and funding
The results of the Blueprint will double Langkawis tourism and tourism-related gross national income
(GNI) from RM0.8 bn in 2010 to RM1.9 bn in 2015. This doubling is driven by an expected increase in
tourism receipts and additional agri- and aquaculture revenues from the farming and sheries initiative
(categorised as tourism-related income). There is also likely to be further potential upside to the GNI
as our forecast currently excludes income that may be generated from real estate sales as well as the
multiplier effect (as income from tourism ows into other related sectors to generate more income).

Tourism receipts are expected to double from
RM1.9 bn in 2010 to RM3.8 bn in 2015
By launching tailored marketing campaigns, enhancing
ight connectivity and developing more products
targeted at the luxury market, we expect to shift the
mix of tourists to higher spending tourists. In addition,
the Blueprint will also create a greater variety of quality
products, thereby encouraging visitors to spend more
on attractions and stay longer. The increase in these
key levers (visitor arrivals, average spend per day and
average length of stay) will drive Langkawis tourism
receipts to grow at 14% p.a. from RM1.9 bn in 2010 to
RM3.8 bn in 2015.
The Blueprint will create an incremental 4,200
jobs by 2015
The Blueprint will be a growth catalyst for Langkawis
tourism industry. More accommodation and commercial
zones are expected to be developed, leading to
generation of new jobs at hotels and retail shops.
The fragrant rice programme and integrated cage sh
farming initiative will create more jobs for farmers and
shermen as well. As a result, the Blueprint is expected
to create an incremental 4,200 jobs, of which ~55%
will require vocational or certicate qualications and
~45% will earn over RM2,000 per month.
Critically, the Blueprint will improve the livelihoods of
the local community by addressing current career
frustrations and opening up a new landscape of
opportunity. For example, local entrepreneurs will
benet from healthier market competition given
strict enforcement against illegal operators. Similarly,
students who were previously deterred from entering
the tourism industry due to a lack of training
opportunities and uncertain work prospects will now
be able to pursue a good education at the Tourism
Academy followed by a guaranteed job placement
with a participating industry member.
Cumulative funds of over RM5 bn are required,
of which only 8% is expected to be publicly
funded
We estimate to spend over RM5 bn from 2011 to
2015 to implement the Blueprint initiatives. Of this
amount, ~84% will go towards capital expenditure
for the product initiatives, for instance, the building
of hotels, commercial zones and new attractions like
the Interpretive Centres.
We expect the private sector to participate actively in
these initiatives and contribute 92% of funding. The
remaining 8% that is funded by the public sector will
primarily go towards the acquisition of land for the
development of the accommodation and commercial
zones and the enhancement of baseline infrastructure
(e.g., agriculture dams). In the 2012 Budget tabled
on October 2011, RM420 mn was allocated towards
the implementation of the initiatives within this
Blueprint.

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MSG027_SquareA4_inlay.indd 68 2011-12-01 17:44

VI. Governance and monitoring:
Ensuring delivery
Effective execution of the Blueprint will require owners at
both the initiative and central (monitoring) levels. At the initiative
level, owners are responsible for day-to-day implementation
and delivery against pre-agreed KPIs. At the central oversight
level, a Delivery Management Ofce (DMO) within LADA will be
responsible for overall implementation.

- 74 -
VI. Governance and monitoring:
Ensuring delivery
Effective execution of the Blueprint will require owners at both the initiative and central (monitoring)
levels. At the initiative level, owners are responsible for day-to-day implementation and delivery against
pre-agreed KPIs. At the central oversight level, a Delivery Management Ofce (DMO) within LADA will
be responsible for overall implementation.

A Delivery Management Ofce (DMO) will be set
up within LADA to act as the central monitoring
body
The DMO is responsible for monitoring progress
across all initiatives, troubleshooting problems with
initiative owners and intervening when necessary
to ensure that progress stays on track. The DMO
also acts as the Secretariat for the entire Blueprint,
reporting periodically to the LADA management and
to the public as required.
Exhibit 20 shows the lead implementing agencies
identied for each initiative. In each instance, the
(initiative) owner is responsible for all aspects of
implementation, from coordinating interactions with
other stakeholders to actively addressing roadblocks.
In instances, where the owner is unable to resolve an
issue on its own, it is to escalate the problem to the
DMO for support. The owner is also responsible for
reporting against a set of pre-agreed KPIs and targets
to the DMO on a regular basis (see Exhibit 21).

Each month, the DMO will also produce a tracking

dashboard that highlights key tourism statistics and
progress against each initiative (see Exhibit 19). The
former is useful as a gauge of impact, while the latter
enables the Blueprint leadership to assess which
initiatives require intervention.

- 76 -
VII. Conclusion
Langkawi stands at a crossroads today. At current trajectory, the
islandss ability to compete internationally as a premier tourist
destination is in jeopardy. However, there is another way forward
with aggressive implementation of the 14 initiatives set in this
Blueprint, collaboration amongst key agencies, close monitoring
and facilitation of the private section, Langkawi and its community
can and will be on a path to a brighter future.

- 82 -
VII. Conclusion

Langkawi is poised to unleash its

true potential

At current trajectory, the islandss ability to compete internationally as a premier tourist destination is
in jeopardy. However, there is another way forward with aggressive implementation of the 14 initiatives
set in this Blueprint, collaboration amongst key agencies, close monitoring and facilitation of the
private section, Langkawi and its community can and will be on a path to a brighter future.

This Blueprint aims to set Langkawi on the path towards becoming a Global Top 10 island and
eco-destination by 2015. The 14 initiatives address key issues across the themes of product,
infrastructure and enablers, from how do we develop iconic, world-class products? to how do we
get the right tourists to Langkawi and make their experiences magical? Critically, the Blueprint is
underpinned by a call to improve public sector delivery: aggressive implementation of action plans, strict
enforcement of policies and regulations, close collaboration across federal, state and local agencies
and ongoing monitoring against KPIs and targets. The Government will also focus on facilitating the
entry of qualied private partners who will serve as catalysts for change in their respective elds.

It is our hope and commitment, that collectively, we will be able to move Langkawi and its community
forward to a brighter future.

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 Acknowledgements
Completion of this Blueprint would not be possible without the invaluable input and
support of former Prime Minister, YAB Tun Dr. Mahathir Mohamad, YB Tan Sri Nor
Mohamed Yakcop, Minister in the Prime Ministers Department, YB Dato Seri Ahmad
Husni Mohamad Hanadzlah, Minister of Finance II and YB Dato Sri Dr. Ng Yen Yen,
Minister of Tourism. Multiple federal and state agencies also generously contributed
their time, ideas and knowledge towards this Blueprint. Representatives of the private
sector graciously agreed to be members of the Lab, participating in debates on key
issues and generating and challenging ideas raised; this was the genesis of many of
the initiatives in this Blueprint. Langkawians from all walks of life from taxi drivers
to tour guides to business owners not only provided their perspectives but their
infectious passion for the island served as a constant reminder of the potential that
exists. McKinsey & Company also contributed data and fact-based analysis towards
the development of this Blueprint.

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