See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/282815391

An evaluation of the tourism value-chain as an alternative to socio-economic

development in Rwanda, Africa

Article · June 2014

CITATION READS

1 1,195

3 authors, including:

Ernest Safari
Cape Peninsula University of Technology
10 PUBLICATIONS   1 CITATION   

SEE PROFILE

Some of the authors of this publication are also working on these related projects:

A model of the contribution of ICT to the tourism value chain for pro-poor benefits in Rwanda View project

Feasibility study on cosmetic products value chain development View project

All content following this page was uploaded by Ernest Safari on 13 October 2015.

The user has requested enhancement of the downloaded file.

African Journal for Physical, Health Education, Recreation and Dance
(AJPHERD) Volume 20(2:1), June 2014, pp. 569-583.

An evaluation of the tourism value-chain as an alternative to

socio-economic development in Rwanda, Africa

J.P. SPENCER, E. SAFARI AND E.A.N. DAKORA

Centre for Tourism Research in Africa, Cape Peninsula University of Technology, Cape Town,
South Africa. E-mail: [email protected]

(Received: 9 December 2013; Revision Accepted: 25 May 2014)

Abstract

Tourism is a leading industry in the service sector on a global level, as well as a major provider
of jobs and a significant generator of foreign exchange. Tourism is probably one of the largest
and fastest growing industries in the global economy. During the period between 2006 and 2012
international tourist arrivals worldwide grew at an average annual rate of about 4.0 per cent. In
2006 there were 846 million tourists, and in 2012, 1.04 billion. The tourism industry consists of
various stakeholders, and tourism demand is met by the joint efforts of these players. However,
there appears little attempt in tourism management literature for developing areas proposing
frameworks or models for integrating local community inputs, which could assist tourism
companies to evaluate and manage a tourism value chain in poor third-world countries. This
article considers the usability of the (tourism) value-chain as an alternative to socio-economic
development in Rwanda. The specific findings on a tourism value-chain, discussed in this article,
are extracted from a questionnaire survey done in 2009 in Rubavu, one of Rwanda’s destinations
with a flourishing tourism sector, using questionnaires and secondary data.

Keywords: Economic development, pro-poor tourism, tourism, value-chain impacts, Rwanda.

How to cite this article:

Spencer, J.P., Safari, E. & Dakora, E.A.N. (2014). An evaluation of the tourism value-chain as an
alternative to socio-economic development in Rwanda, Africa. African Journal for Physical,
Health Education, Recreation and Dance, 20(2:1), 569-583.

Introduction

Tourism is said to be the largest industry in the world based on various economic
measures, including gross output, value added, capital-investment, employment,
and tax contributions. A decade ago Gauci, Gerosa and Mwalwanda (2001)
noted that tourism in Africa was in fact a relevant industry in the five best-
performing African economies (African G5: Botswana, Mauritius, Morocco,
South Africa and Tunisia) which have been able to sustain reforms and achieve
structural diversification. For example, Mauritius and other islands along the
Indian Ocean coast of Africa earn a good part of their GDP from tourism, which
remains a busy contributor to Africa’s development, both in terms of
employment generation, contribution to Gross National Product, as well as to
export earnings.
570 Spencer, Safari and Dakora

If this is true for many African countries, it is difficult to explain why there are
imbalances between countries and regions when it comes to tourism activities.
The United Nations World Tourism Organisation (UNWTO, 2012) reported that
the tourism industry in Africa had reached 27.6 million arrivals and receipts of
US$10.7 billion in 2000. This industry has grown to 53 million arrivals and
receipts of US$ 34 million in 2012, yet its potential to contribute to the economic
development of Africa in terms of poverty reduction and improvement of living
standards remains largely underdeveloped, misunderstood and ignored.

Despite these promising statistics a number of factors have undermined tourism

development in many African countries, including poor infrastructure such as
roads, electricity and water supplies, insufficient accommodation, unsatisfactory
public health services, poor telecommunication facilities and, in some instances,
security problems. Furthermore, delays in applying efficient management
systems and the persistence of practices that impeded competitiveness, have also
contributed to slow development of the African tourism industry; this is
particularly evident in the pricing of tourism services. Another serious weakness
is the lack of a business environment able to set up a financial system suitable for
the special needs of small and medium-sized tourism businesses in Africa.

Some of the reasons why tourism in Africa is not as developed as would be

expected could also be found in the structural constraints and institutional
weaknesses that impinge on the continent’s growth. In a paper presented by the
United Nations Economic and Social Council’s Economic Commission for
Africa (UNECA, 2013) income, institutions, the political environment and
human capital have been identified among the critical contributors to Africa’s
development to help the continent to achieve specific development goals,
including poverty reduction, social development, real per-capita income growth,
health improvement, equity distribution of resources, and political stability. To
accomplish these objectives on the economic side, Africa needs to sustain annual
growth rates in excess of at least 5.5% against the figure that was projected in
any previous year (Lopes, 2012). Fostering private sector development as the
principal engine of growth is one of the main challenges for the years ahead: it
will take time before Africa could reach international standards to compete on
world markets.

A major negative factor impinging on tourism growth on the continent is

certainly the political and social instability common to several African states.
These countries would have to give serious attention to these problems, and
develop strategies oriented to improving safety, security and public health, while
at the same time using the most effective promotional tools to enhance their
image in generating markets, especially from Europe, Asia and North America.
Africa is often seen as a region troubled by violence and armed conflicts.
Regional conflicts that sporadically break out, and insecurity issues in some
 An evaluation of the tourism value-chain as an alternative to socio-economic development 571

countries, are also affecting nations that are not directly involved. Many
destinations are thus caught up in this negative perception; the political unrest in
Zimbabwe does have an effect on the Southern African Development
Community for example. The promotional activities launched to counteract these
situations are extremely important in order to convey a positive portrayal of the
situation at all times, gaining credibility and confining problems to their real
dimensions.

The concept of a value-chain

A value-chain is a sequence of a target-oriented combination of production

factors that create a marketable product or service from its conception to the final
consumption thereof (Herr, 2007). According to Tanburn (2007), the value-chain
is understood as both an analytical and operational model that assumes the fact
that a product is rarely directly consumed at the place of production. It is usually
transformed, combined with other products, transported, packaged and displayed
until it reaches the final consumer. In this process the raw materials, intermediate
products and final products are owned by various actors who are linked by trade
and services, and each adds value to the product.

The concept of a value-chain is not new. Kaplinsky and Morris (2001) state that
a value-chain describes the full range of activities which are required to bring a
product or service from conception through different phases of production
(involving a combination of physical transformation and the input of the services
of various producers) and delivery to final consumers, while final disposal after
use is then added to make it a closed chain. Environmental effects are also
included in this chain. The United Nations World Tourism Organisation
(UNWTO, 2002) claims that the tourism value-chain is a continuum of related
economic activities which are associated with visitors and which could be carried
out at least in part within a region. More than 12 years ago Kaplinsky (1999),
and Kaplinsky and Morris (2001), promoted the idea of the value-chain being
quite intuitive. Furthermore, a value-chain exists when all stakeholders in a chain
operate in a way which maximises the generation of value along the chain. This
definition could be interpreted in a narrow or broad sense, and is very relevant
for pro-poor tourism in Rwanda.

In the narrow sense a value-chain includes a range of activities that are

performed within a firm to produce a certain output. This includes the conception
and design, the process of acquisition of input, production, marketing and
distribution activities, and the performance of after-sale services. All these
activities constitute the 'chain', which links producers to consumers, while each
activity adds 'value' to the final product.
572 Spencer, Safari and Dakora

For agri-business enterprises, an appropriate system of storing fresh raw

materials (such as fruits) impacts positively on the quality of the final product
and, consequently, increases its value. A broad approach to the value-chain
considers the complex range of activities which are implemented by various
actors (primary producers, processors, traders, service providers) from the raw
material stage to the retail of the final product. The broad value-chain begins
with the production of the raw materials and will move along linkages with other
enterprises that are engaged in trading, assembling, and processing (Kaplinsky &
Morris, 2001).

It is essential to understand that conducting a value-chain analysis requires a

thorough knowledge of what is happening between actors in a chain; what keeps
these actors together, what information is shared, and how the relationship
among actors evolves (Kaplinsky & Morris, 2001). In addition, the idea of a
value-chain is associated with the concept of governance, which is of key
importance for researchers who are interested in social or environmental facets
of a value-chain analysis. The establishment or evolution of value-chains could
create pressure on natural resources (such as water and land), which could lead to
degradation of the soil, loss of biodiversity or pollution. Additionally, the
development of a value-chain might affect social ties and traditional norms
because power relationships within households or communities are modified, or
because the vulnerable or poorest population groups are negatively affected by
the operation of the participants in a value-chain (Kaplinsky & Morris, 2001).
This is because agricultural value-chains crucially depend on the utilisation of
environmental resources. Also, the agricultural sector is often characterised by
the prevalence of traditional social norms. Finally, owing to the high incidence
of the poor in agricultural sectors, the value-chain framework concerns are
relevant for agricultural value-chains because they could be used to draw
conclusions regarding participation of the poor, and the potential impact of
value-chain development on poverty reduction in any African country,
specifically Rwanda.

Herr (2007), notes that value-chains are a way of representing a series of

transactions, from the provision of inputs for a primary product, to primary
production, transformation, and marketing, to final consumption and subsequent
recycling. In addition to being a way of representing a sequence of productive
processes, value-chains could also be a tool to describe inter-relationships
between a range of functional activities, service providers, customers, supporting
institutions and supply chains. For instance the Netherlands Development
Organisation (SVN) used value-chain development in Rwanda as a way to
analyse how to improve participation and inclusion of marginalised peoples in
the economy.
 An evaluation of the tourism value-chain as an alternative to socio-economic development 573

The tourism value-chain identifies a sequence of multiple and complex products

and services across sectors that are delivered to tourists. This helped SNV to
pinpoint market-based solutions to improve opportunities and earnings for the
poor; for example, local fruit and vegetable farmers could be linked to an
international hotel chain, and handicraft producers helped to improve their
design and sales-share. Value-chains are a way of representing the series of
transactions involved in providing goods or services, starting with the provision
of input for production, and going through production, transformation, marketing
to final consumption and subsequent recycling (Ashley, 2007a). This author also
explains that in terms of tourism and poverty, one should not only focus on
specific products that are currently produced by the poor (such as cultural village
tours), but also take into account the overall sector, like the linkages between
players, the different places where the poor function, to which markets they are
catering, what revenue flows down to them, and on what their earnings depend.
Understanding this helped to identify how best to enhance performance of the
‘value-chain’ (for the tourism sectors) so that it promotes the poor.

The outcome of this is that poor participants are more productive and earn more,
and/or that more people are able to enter the chain and earn income from
tourism. The means of doing this may be varied:

• It could mean working directly with poor producers to help them upgrade
their products and better match the demand.

• Working with hotels, tour operators, and ground-handlers on their demand,

procurement systems and pricing, so that they could work more effectively
with poor entrepreneurs.

• Working with local- or national governments on regulations and business

conditions to remove constraints for micro entrepreneurs.

• Engaging with tourists and tourism marketers so as to influence tourism

behaviour and spending patterns, and

• Working with many different stakeholders in the tourism value-chain in order

to obtain communications and commercial linkages that work more efficiently
(Ashley, 2007a).

The shift to a value-chain approach among many international practitioners

comes partly from the need to scale up the impact on poverty beyond a few high-
input local projects, and from recognition that a major focus should be on
helping the poor to access international markets. SNV had adopted a value chain
approach to a number of productive sectors, including tourism in Rwanda
(Ashley, 2007a). In the researcher’s opinion the adoption of this approach as a
574 Spencer, Safari and Dakora

mapping tool (a way to picture the sector) is not enough. Though it means
redefining the aim of intervention in order to make the value-chain work better
for the poor, consideration of perceptions of local communities should not be
ignored because there is a catalytic factor for strong planning and development
of the tourism sector for pro-poor benefits. It is, therefore, logical that the
argument of Ashley (2007a) has two immediate implications.

The first is that a good understanding of the current value-chain is needed, both
to act as a diagnosis (to determine what to do) and as a baseline (for measuring
future impacts). The second is that all options are open. In this regard the
researchers support the statement by Ashley and Mitchell (2008:6) that there was
‘no prior assumption that a certain kind of tourism intervention is best for the
poor’, thus the interventions may be at any point in the chain, in any sub-chain,
and with any stakeholders, including accommodation sector perceptions if it
increases access and returns for the poor. Based then on the modern
interpretation of a value-chain approach, the researchers believe that the value-
chain is a process through which the tourism product/service was produced,
processed, advertised, and sold to a tourist, who is the final consumer.

According to Buijtendjk (2009), a value-chain is an economic representation of a

particular social reality. It is a way to describe the range of transactions required
to provide a service or a good, starting with production inputs, processing,
distribution, marketing and sales, and recycling. Therefore, value-chain
development is an approach that could enable the disadvantaged group to benefit
from a certain economic activity. It also helps to shift income to disadvantaged
peoples whereby the best practices of the concept request facilitating chain
empowerment within, and for, community development.

Tourism value-chain (TVC) and supply chain

The tourism industry has been analysed holistically through distribution channel
perspectives, as cited by authors such as Mill and Morrison (2002), Middleton
and Clark 2001, Halloway (1998), and Laws (1997). Much in these quoted texts
are issues of performance and measurement of value-chain in the tourism
industry. Poon (1993) adapted Porter’s value-chain concept for the tourism
industry, but did not mention the performance management of a value-chain.
Another challenge in value-chain texts is that much of the literature does not
look at the value-chain from the customer perspective; which means that there is
a lack of a customer-oriented approach in the end-to-end value-chain. As a
matter of fact, tourism product and service consumers see tourism products as
seamless and required to be handled from a customer point-of-view so as to
measure the tourism value-chain more effectively.
 An evaluation of the tourism value-chain as an alternative to socio-economic development 575

Even though great importance is placed on service, quality and customer

satisfaction issues, and their link to the business performance in the tourism
industry, it is unexpected to not see a customer-oriented approach in the tourism
value-chain. The researchers of this article support the opinion raised by von
Friedrichs Grangsjo (2003) that competitors can have both a competitive and a
co-operative relationship with one another at the same time to achieve a national
vision. That author’s intention is not to challenge in a vacuum but to stress the
importance of vertical and horizontal relationships between all players in the
chain and final consumers in the tourism network. Since the tourism industry is
multi-dimensional, the researchers tend to strongly agree with von Friedrichs
Grangsio (2003:427) when he states that ‘the tourism product is produced in
interaction with the customer and the customers have to be imported to the area
of production, to the destination’.

Contemporarily, it is very important to note the characteristic of inseparability,

how it makes businesses interdependent on each other and which affects the
overall customer satisfaction and so future business. For this reason the
investigation of the ways to manage and measure the tourism value-chain as a
whole, with a customer-oriented approach, becomes very important. Another
aspect of a tourism value-chain is the comprehensive understanding that the
chain starts with a customer’s order, from where transportation (airline, train,
coach, car, ship) is organised between the home and the destination. Customers
or tourists have some alternatives when they purchase a tourism product or
service; they could either arrange their travel plans with the help of tour
operators or outbound travel agents (package travel) planning them in a
comfortable environment enjoying the professional advice on the whole holiday
package, or arranging it themselves as individual travel, which allows them to be
flexible in their travel experience.

Proceeding from the above arguments, the following seven ways could benefit
the poor:

 Employment of the poor in tourism enterprises.

 Supply of goods and services to tourism enterprises by the poor or by

enterprises employing the poor.

 Direct sales of goods and services to visitors by the poor (informal economy).

 Establishment and running of tourism enterprises by the poor - e.g. micro,

small and medium sized enterprises (MSMEs), or community based
enterprises (formal economy).

 Tax or levy on tourism income or profits with proceeds benefiting the poor.
576 Spencer, Safari and Dakora

 Voluntary giving/support by tourism enterprises and tourists, and

 Investment in infrastructure stimulated by tourism also benefitting the poor in

the locality, directly or through support to other sectors (UNDP, 2011).

Although previously mentioned, it is surprising to learn that the poor do not

consider themselves direct beneficiaries of the tourism industry. The following
suggestions are outlined to enhance the tourism sector to work for the poor
through the supply chain:

 Identifying tourism supply chains and establishing business linkages between

the poor and the tourism market and enterprises, for instance, by supporting
producers of vegetables or poultry products, sold to accommodation
structures.

 Improving market intelligence on tourism supply chains so that the poor can
understand the requirements, tastes and preferences of the tourism market
(products, services, packages) better, and how to improve access to these
markets.

 Identifying and linking sources of financing to support tourism investments in

selected destinations in order to develop skills and strengthen supply chains to
improve the quality standards of tourist products and services in destinations,
so that it would be possible to attract more guests who will stay longer and
spend more money.

 Facilitating meaningful dialogue between tourism investors, service providers

and producers and government to enable effective public policy management,
in the line through which local communities should be consulted as well, and

 Promoting multi-stakeholder platforms, bringing together relevant

stakeholders, and developing public-private-partnerships for a holistic
approach towards tourism destination management (UNDP, 2011).

Zhang, Song and Huang (2008:9) used Tapper and Font’s definition (2004) that a
tourism supply chain is a chain that ‘…comprises the suppliers of all the goods and
services that go into the delivery of tourism products to consumers’. This
definition has been supported by Spenceley, Ashley and de Kock (2009). For them,
the tourism supply-chain refers to service- and product providers within the sector,
that could be input suppliers, producers, manufacturers, retailers and wholesalers.
These authors argue that the objective of interventions on the tourism supply-chain
was to enhance the positive impacts of tourism on poor people by:
 An evaluation of the tourism value-chain as an alternative to socio-economic development 577

 Removing barriers that prevent them entering the industry.

 Enhancing the terms on which they work, and
 Improving the knock-on effects that tourism operations have on surrounding
communities (Spenceley et al., 2009).

Methodology

In this survey data were collected during a literature study, and by using a
structured interview-schedule with close-ended questions (Hofstee, 2006). This
questionnaire was developed using available literature regarding local
accommodation establishment-perceptions of the tourism value-chain, and
distributed to 101 owners and managers in the Rubavu accommodation sector.
These responses were coded and analysed using the Software Package for Social
Sciences (SPSS) version 20.

Data analysis

The salient results of the survey regarding the community perception of the
socio- economic and political impacts of the implementation of a tourism value-
chain, and analysed using the SPSS software (version 20) are summarised below:

• Cause inappropriate form of tourism such as sex tourism

• Strong community involvement in the build-up

• Number of members affiliated to the social and security’s fund will

increase

• Improve understanding the role of tourism among local people in the

economy

• Strengthening partnerships with local suppliers

• Improve the country’s image and commercial value.

Dixon (2009) asserted that sex tourism is the practice of commercial sexual
exploitation. A question pertaining to whether the implementation of the tourism
value-chain (TVC) could lead to sex tourism resulted in 82% of respondents
believing the affirmative, while 92% of respondents felt that the TVC would
have a positive impact on the pro-poor tourism benefits. The Rwandan Report on
the Economic Development and Poverty Reduction Strategy (EDPRS, 2008-
2012) includes planning to enhance the effective participation of youth in the
local economy. Youth Friendly Centres (YFCs) at local government level would
be a focal point for the provision of information, advice, counselling and
578 Spencer, Safari and Dakora

guidance to support the youth to enable them to access a wide range of services
and opportunities that are available in the country. 92% believed that the youth
should have access to such services. In answer to the question posed to
determine whether respondents believed that the effective implementation of
TVC could have an impact on their employee social fund security, 97% believed
that there would be a positive impact.

The Rwandan EDPRS (2008-2012) aims at increasing the marketing of tourism

in the country and forming regional and international links so that national pride
and nation building could be boosted. A question asking whether respondents
from the accommodation sector believed in showcasing tourism at provincial
level resulted in 95% concurring, believing that the TVC would improve
product- and service quality by local suppliers, and that the TVC would impact
positively on quality- and service delivery in the area. Ashley (2007b) points out
that there is a vital need for programme destination-level linkages, which should
be piloted in one or two areas to build relations between established tourism and
the local/informal economy. This would help every SME in Rwanda to be linked
to the tourism sector, in the hope that this would develop enthusiasm between
local communities and SMEs through effective partnerships to create long-term
change. 96% of respondents agreed that the TVC would result in improved
infrastructure (for example, roads and conference facilities, hospitals, schools)
that would also benefit the community at large. Moreover, they had affirmed that
the effective implementation of a TVC would strengthen partnerships with local
suppliers and the accommodation sector. Ashley (2007b) asserts that the impact
of tourism is variable but, for example, in the case of the Western Province of
Rwanda, it was particularly worth considering whether tourism could stimulate
enterprise development in rural areas by providing infrastructural development
such as new roads, water, power, conference centres and schools at various
tourism destinations.

Discussion
Essentially, what is needed is for the TVC to benefit all in the chain, including
the poor and destitute, and that would require the cohesion and integration of all
players. This could be done through the establishment of measurable, achievable,
realistic, consistent, congruent and flexible objectives that have predetermined
timeframes, and that have the buy-in of all participants. Although the study,
conducted only in the Western Province of Rwanda, has revealed a number of
issues pertaining to areas needing intervention, the researchers of this article
have only concentrated on six important issues identified in the survey in terms
of understanding the situation that requires urgent attention in order to close the
gaps of service quality.
 An evaluation of the tourism value-chain as an alternative to socio-economic development 579

These are:

1. The formulation of an integrated strategic business plan, which would include

a strategic marketing plan for the region. This would require the participation
and joint action of both national and regional/local government. The strategy
should include the following:

• An environmental analysis of micro and macro markets and the tourism

industry.
• The formulation of a tourism vision for the area, a mission and core values
(which should be customer-centric).
• The setting of objectives (which should be specific, measurable, achievable,
realistic, have a timeframe, be consistent, congruent, flexible and acceptable
to all the players in the area).
• Selecting appropriate generic- and grand strategies to achieve the objectives.
• The implementation of the aforementioned strategies, and
• The control of the strategies to ensure that standards are met (i.e. objectives
are achieved).

2. The improvement of the infrastructure, facilities and capacity in an area to

accommodate the needs of domestic, and especially, international tourists
(sustainable facilities to support tourism).
3. The development of a long-term tourism vision for any Province of Rwanda
so that interventions could be put into place to secure benefits for generations
to come (sustainable tourism).
4. The provision of education, training and development programmes for local
people so that they could develop the required skills and expertise to take
advantage of tourism opportunities in a Province (sustainable income-earning
skills development).
5. The encouragement of cross-selling and the creation of synergy between the
various operators in the area. No one could live and succeed in isolation, and
by cross-selling the products and services of others, all the entities will gain
benefits (sustainable support).
6. The formulation of required techniques to increase the stay of people in the
area when they visit a Province. This would increase the average spend-per-
visitor, allow them to visit other vendors, and experience the wonders of the
country and its people (sustainable marketing).

The researchers are aware, but remain convinced, that since the TVC and Pro-
poor Tourism (PPT) are still new concepts in Rwanda, the requisite mechanisms
should be put in place to empower local people to participate actively in the
planning, effective implementing, and delivery of the TVC and PPT at all levels,
from national to local (ODI & SNV, 2006). In achieving this, local people would
become responsible for the success of tourism in Western Province of Rwanda.
580 Spencer, Safari and Dakora

In a plan developed by Schild and Katz (2004) for Mozambique, the authors
assert that their research studies had shown that the importance of value-chain
approaches were not new ideas in development co-operation. However, under the
prevailing trends of regional integration, globalisation and the over-riding need
to reduce poverty, the concept is being reinterpreted.

The value-chain discussion gained new actuality because it is thought that the
approach could make important contributions to sustainable poverty reduction in
rural areas, if small-holders produced high-value crops with good market
potential.

Value-chain interventions require intensive interaction by stakeholders of

different origins and legal forms (producers, private sector, government, NGOs).
Successful participation in value-chains implies, for the smallholders, skills
development, organisation (empowerment), quality awareness, access to
markets, and to financial services and transport. Experience shows that
economically successful value-chains could generate negative collateral impacts
on an environment and food security. Value-chain interventions need to ensure
that such risks are minimised or mitigated. The renewed importance of value-
chains is illustrated by the fact that in practice they have been put as first-priority
in rural development strategies in Latin America, and that major donors’ focus
on value-chains. The researchers believe that effective implementation of a
value-chain approach in developing African countries, such as Rwanda and
Mozambique, could address the gaps in service-industries, lack of social,
economic and political perceptions, and integration of residents when designing
policies, strategies and procedures.

Although it is difficult to predict future scenarios in relation to the uncertainty

about drivers, trends and understanding of future implications for the value-chain
and the inclusion of small-scale producers/service providers, the successful
implementation of a strategy could set Rwanda on a path to increase the number
of visitors to the country. For instance, the survey done by SNV in 2009
indicated that one of seven districts in the Western Province of Rwanda
(Rubavu) could be on a path to attracting annual inflows of about 123,120 people
(6% growth per year) between 2008 and 2013; it is projected that these visitors
would spend about $172m by 2013 and $300m by 2020 in Rwanda (International
Hospitality and Tourism Research Centre for SNV Rwanda, 2009). These
inflows might seem ambitious, but will depend on the determination of the local
government, the private sector and a facilitator to make it happen within the
region (International Hospitality and Tourism Research Centre (IHTRC) for
SNV, 2009).

It must be understood that the benefits expected from accommodation service

providers are both direct and indirect, and represent the value-added to those
 An evaluation of the tourism value-chain as an alternative to socio-economic development 581

sectors that interact directly with tourists, such as hotels and tour operators, as
well as an indirect impact that represents the benefit to suppliers in the direct
sectors, such as the farmers who supply hotels. There is also the induced impact
measures resulting from the tourism-generated wages spent in the economy (for
example, the portion of wages of hotel employees spent on goods and services
locally produced). Kasahun (2006) noted that tourism development in Rwanda
may not have a generally substantial impact on reducing the level of poverty; the
argument also being applicable to the Western Province of Rwanda, since the
survey done by the researchers was generalised for the entire country.

Since the respondents in the study have a scant to in-depth understanding of the
TVC and how it could benefit local communities in the tourism industry,
especially the accommodation sector, it is relevant to recommend specific
strategies to a developing country like Rwanda, and the interventions required to
ensure that the poor would also benefit from the overall growth of the sector.

The findings in this study illustrate that the following benefits could be expected
for the tourism industry of Rwanda:

• A community-focus on improving the standard of living in Rwanda, and in so

doing also improve the situation for the poor and destitute.

• An improved attitude towards tourism, the benefits, and advantages of

implementing the TVC.

• Newly developed infrastructures which would lead to better cohesion and

integration among up- and downstream participants in the TVC.

• Diversified economic activities designed to generate additional income in the

area.

• Donations to the local community from tourists and other visitors.

• Socio-economic development through job opportunities, taxes, levies, more

investment in the area and foreign currencies.

• Improvement of the service quality in the area.

• Newly formed partnerships with local suppliers.

• Improvement of local community profiles, and

• Improved capacity to service the needs of tourists and visitors.

582 Spencer, Safari and Dakora

Conclusions

The results of the survey make it clear that respondents understand that Rwanda
needs total socio-economic transformation through engaging local residents in
such industries that offer huge opportunities for poor people to release
themselves from poverty. Most respondents understand what TVC is, and why
the tourism industry needs to be more dynamic in order to enable local
communities to benefit from the industry. Something must, therefore, be done to
implement a TVC approach; however, in order to make these benefits a reality, it
is essential that the actors, supporters and influencers of the tourism value-chain
in Rwanda formalise a steering committee as a structural platform through which
the benefits and challenges of the TVC can be monitored, evaluated and reported
on, from provincial to national level. Although these conclusions are based on
the situation in one province of Rwanda, it is anticipated that a future picture
would uncover peoples’ business perceptions regarding the tourism value-chain,
in believing that vertical and horizontal benefits would be obvious when
developing countries adopt the inclusion of residents’ perceptions when
implementing value-chain approaches.

References

Ashley, C. (2007a). How can governments boost the local economic impacts of tourism? Options
and tools for SNV-East and Southern Africa. www.propoortourism.org.uk [15 September 2009].

Ashley, C. (2007b). Pro-poor analysis of the Rwandan tourism value-chain: An emerging picture
and some strategic approaches for enhancing poverty impacts. Unpublished research report for
SNV-Rwanda. London: Overseas Development Institute.

Ashley, C. & Mitchell, J. (2008). Doing the right thing approximately not the wrong thing
precisely: Challenges of monitoring impacts of pro-poor interventions in tourism value chains.
Working Paper 291. London: Overseas Development Institute (ODI)/Netherlands Development
Organisation(SNV)/International Finance Corporation.

Buijtendijk, H. (2009). Desk Research: Gender Issues and Tourism. UNWTO, Madrid &
Wageningen University.

Dixon, F. L. (2009). An investigation into higher education students' perceptions of the sex
tourism industry in the Western Cape with specific reference to an FET College. Unpublished
Masters Dissertation, Cape Town: Cape Peninsula University of Technology, Cape Town.

EDRPS see Rwandan Republic Report 2008-2012.

Gauci, A., Gerosa, V. & Mwalwanda, C. (2001). Tourism in Africa and the Multilateral Trading
System: Challenges and Opportunities. Economic Commission for Africa.
http://www.tanzaniagateway.org/docs [30 June 2013].

Halloway, J.C. (1998). The Business of Tourism. London: Addison Wesley.

 An evaluation of the tourism value-chain as an alternative to socio-economic development 583

Herr, L.M. (2007). Combining Local Economic Development (LED) with Value Chain
Development (VCD) to strengthen Competitiveness and Integration of SME’S into markets.
Colombo, Sri Lanka: International Labour Organisation.

Hofstee, E. (2006). Constructing a Good Dissertation: A practical guide to finishing a Master’s,

MBA or PhD on schedule. Johannesburg: EPE. www.exactica.co.za [18 June 2010].

International Hospitality and Tourism Research Centre for SNV Rwanda (2009). Tourism value
chain analysis in Rubavu district of the Western Province of Rwanda, Kigali: Unpublished
Report.

Kaplinsky, R. (1999). Spreading the gains from globalisation: What can be learned from value
chain analysis? Journal of Development Studies, 37(2),117-146.

Kaplinsky, R. & Morris, M. (2001). A Handbook for Value-Chain Research. Working Paper
Prepared for the IDRC. Brighton, UK: Institute for Development Studies.

Kasahun, R. (2006). Development of Tourism in Rwanda: Unleashing the Sector’s Potential to

Drive Export Growth. The World Bank. The Investment Climate for the Hotel Industry in East
Africa. draft, October 2006. http://www-wds.worldbank.org. [15 November 2011].

Laws, E. (1997). Managing Packaged Tourism. London: International Thomson Business Press.

Lopes, C. (2012). The Future of Africa: Lessons Learnt From the Southern Growth Engines.
Afrika Spectrum.

Middleton, V.T. & Clark, J. (2001). Marketing in Travel and Tourism. Oxford: Butterworth-
Heinneman.

Mill, R.C. & Morrison, A.M. (2002). The Tourism System. Dubuque, IA: Kendall-Hunt
Publishing.

Poon, A. (1993). Tourism, Technology and Competitive Strategies. Oxford: CAB International.

Rwandan Republic Report (2007). Economic Development and Poverty Reduction Strategy
2008-2012. http://www.rwandagateway.org/IMG/pdf/EDPRS_2008-2012.pdf [25 November
2011].

Schild, A. & Katz, E. (2004). Can value chains trigger pro-poor growth? The cashew sector in
Mozambique as a learning example http://www.agrideainternational.ch
/fileadmin/10_International / PDF/RDN/RDN_2004/BN_1-04_Can_Value_Chains_Trigger.pdf.
[23 January 2012].

SNV & ODI (2006). Making value chains work better for the poor. A tool book for practitioners
of value chain analysis. London: SNV ODI Publications.

Spenceley, A., Ashley, C. & de Kock, M. (2009) Tourism-Led Poverty Reduction Programme:
Core Training Module. Geneva: ITC.

Tapper, R. & Font, X. (2004). Tourism supply chains: Report of a desk research project for the
travel foundation. Leeds Metropolitan University, Environment Business & Development Group.
http://www.lmu.ac.uk/lsif/the/Tourism-Supply-Chains.pdf. [8 November 2013].
 584 Spencer, Safari and Dakora

Tanburn, J. (2007). SDC Small Enterprise Development Workshop 2007. Employment and
Income Division. Making Value Chains Work for the Poor: Current thinking and future
collaboration. http://www.google.com [ 24 October 2010].

United Nations Development Programme (UNDP) (2011). Tourism and poverty reduction
strategies in the Integrated Framework for Least Developed Countries. Geneva: United Nations.

United Nations Economic and Social Council Economic Commission for Africa (UNECA)
(2013). Industrialisation for an Emerging Africa. Issues Paper. Abidjan, Cote dIvoire.

United Nations World Tourism Organisation (UNWTO) (2002). Enhancing the Economic
Benefits of Tourism for Local Communities and Poverty Alleviation, Government publications
department of Republic of South Africa. New York, USA: United Nations Publications.

United Nations World Tourism Organisation (UNWTO) (2012). Annual Report. Madrid, Spain:
UNWTO. http://www.eunwto.org. [25 April 2013].

von Friedrichs Grängsjö, Y. (2003). Destination networking: Co-opetition in peripheral

surroundings. International Journal of Physical Distribution & Logistics Management, 33(5),
427-448.

Zhang, X., Song, H. & Q. Huang, Q.G. (2008). Tourism Supply Chain Management: A New
Research Agenda. School of Hotel and Tourism Management, Hong Kong Polytechnic
University, and Department of Industrial and Manufacturing Systems Engineering, University of
Hong Kong, Hong Kong.

View publication stats