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The Tourism Linkages Network (TLN) Was Established As An Initiative To Increase The Tourism Sector’s Consumption Of Goods And Services That Can Be Competitively Sourced Locally

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“The principle of establishing the linkages network is first of all to identify why people travel. The study identified five reasons why tourists travel. These areas are gastronomy where they come to enjoy local foods, shopping, health and wellness, entertainment and sports and then there is knowledge where people travel for learning and seminars.

These things are owned by people in the destination and when they come and buy these things the money is spent here. We know we don’t produce everything, because we don’t grow rice or wheat, but we grow fresh fruits and vegetables such as bananas and yams, we can then do canning like for agro-processing to produce things like jams and jellies, manufacturers can produce sheets and blankets which will also help to retain more of the money in Jamaica.

Since the study, the government has been giving incentives for those interested in producing for the tourism sector and extending financing to facilitate ventures. We were able throughout that process to increase the retention of the tourism dollar from 25 cents in 2010 to 40 cents in 2019. And at 40 cents we are 20 cents away from the best-performing destination for tourism dollar retention in the world which is India, which retains 60 cents of its tourism earnings.

In the Caribbean, the country retaining the highest level of tourism dollar is the Dominican Republic which retains 50 cents out of every dollar its tourism sector earns. That country earns about US$8 billion from tourism which means US$4 billion is retained that country. Jamaica’s tourism retention rate can increase from 40 cents of every dollar to 50 cents if Jamaican farmers and manufacturers, entertainers and retailers and knowledge producers ramp up their offers to the sector which boasts 32,000 rooms and is set to welcome over 3 million stop over tourists this year.

The Tourism Linkages Network (TLN) was established as an initiative to increase the tourism sector’s consumption of goods and services that can be competitively sourced locally. Delivering billions in retained earnings over the years, the body said it remains committed to ensuring that there is a reduction in the purchasing gap between tourism and other sectors.”

Tourism Minister Edmund Bartlett in an interview with the Jamaica Observer newspaper recently.

From leakages to linkages

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Leadership Conversations

A Sector-Specific Mechanism To identify And Develop New Tourism Businesses And New Tourism Ideas.

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With the onslaught of the novel Coronavirus (COVID-19), the Ministry of Tourism, has been strategizing the recovery of Jamaica’s tourism industry. The goal of this recovery, however, is not to resume the traditional way of doing business, but to use this opportunity to re-imagine and re-invent our tourism product and value chains.

By doing so, we have championed the Blue Ocean Strategy as the theoretical underpinning of this plan of action. This strategy can be defined as the simultaneous pursuit of differentiation and low cost to open new market spaces and create new demand. It is about creating and capturing uncontested market space, thereby rendering competition irrelevant.

It is based on the view that market boundaries and industry structure are not set in cement and can be reconstructed by the actions and beliefs of industry players. To implement a Blue Ocean Strategy, we must re-evaluate the premises that inform our understanding of the industry’s assumptions and shape new business models. We must re-evaluate our understanding of the tourism industry, re-assess what we think our customers need and what we offer them. The goal is to expand the value chain and identify completely new products and markets.

To that end the Tourism Enhancement Fund (TEF) is tasked with establishing a sector-specific, mechanism to support the identification and development of new tourism businesses and new tourism ideas. We are moving to establish the TEF’s Tourism Innovation Incubator.

This Tourism Innovation Incubator is a business development centre for individuals or entrepreneurs who have innovative ideas that can impact the tourism sector. This Incubator will provide a unique and highly flexible combination of services, including business support services, infrastructure; this Incubator will also nurture these entrepreneurs and support them through early stages of development and execution.

I look forward to the successful establishment of this key initiative and the impact that it will have on the future of our local tourism industry.

Tourism Minister, Hon. Edmund Bartlett

Click for more information on the Tourism Innovation Incubator

BLUE OCEAN STRATEGY is the simultaneous pursuit of differentiation and low cost to open up a new market space and create new demand. It is about creating and capturing uncontested market space, thereby making the competition irrelevant. It is based on the view that market boundaries and industry structure are not a given and can be reconstructed by the actions and beliefs of industry players.

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Leadership Voices

Keith Duncan and Christopher Williams have two different views on opportunities in the Caribbean. Which one is correct or are they both correct?

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“The Dominican Republic is firing, and now Trinidad is firing up. The Trinidad economy has been recovering very nicely and JMMB Bank T&T continues to grow at a faster rate than market. We are really confident that we have a good team in place to drive that growth. We continue to look at opportunities in Central America and the Caribbean; that’s a pipeline that we continue to actively work, and we are hoping for good things,”
JMMB Group CEO Keith Duncan

 

 

 

Proven Group Limited plans to avoid acquisitions this year due to global uncertainty, but will continue to develop real estate projects. It’s the second time since the onset of the pandemic that the firm has adopted a passive approach.

“We want to preserve capital. We operate throughout the Caribbean and there are varying levels of downturn. None has been significant as a percentage, nothing greater than three or four per cent, but there is definitely a slowdown right across the Caribbean, interest rate hikes, inflation and supply chain challenges. So we are not looking for any acquisitions as a result; we are just sitting tight and making the best of our existing portfolio.”
Proven CEO Christopher Williams

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Leadership Conversations

How Jamaica Producers Group Has Been Organised To Generate Revenues From A Diverse Range Of Business Lines

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Jamaica Producers Group Limited has been organised to generate revenues from a diverse range of business lines and, importantly, a diverse range of markets. Our Food & Drink business includes premium and travel retail products, as well as everyday snacks and basic food items. These businesses are aligned to general consumer trends such as the focus on health, convenience and provenance, and they serve markets as diverse as the Caribbean and Caribbean diaspora, Northern Europe, North America and Caribbean travel retail and hospitality.

Our logistics businesses, also operating in Europe, the USA and the Caribbean, handle a wide range of commodities and service a large number of origin and destination markets. Services provided range from shipping and freight forwarding to stevedoring, terminal operations, cold storage and logistics.

We see the diversity of our business as a strength. We are of the view, however, that inflation, supply chain shocks and disruptions to business confidence arising out of war, health-related restrictions, logistics challenges and adverse macroeconomic conditions all present general business challenges in the short term. Our strategy is to build on our core business capabilities in Food & Drink and Logistics & Infrastructure through active engagement and strategic alignment with key customers, efficiency enhancing capital investment projects and selective acquisitions. Core capital investments in our terminal, cranes and warehousing at Kingston Wharves are designed to expand capacity, gain market share and drive
efficiency in our logistics businesses.

Investment in food grade packaging lines, information technology systems, efficiency and hygiene, and health and safety are all expected to bolster the Food &Drink Division in the months ahead.

Based on our acquisition strategy, we will continue to identify other logistics services that support trade with the Caribbean, and Food & Drink businesses in markets that present definite new growth opportunities for the Group. With shareholders’ equity of $18.4 billion (an increase of 9% relative to the prior year) and cash and investments of $10.9 billion, we believe that the JP Group has the balance sheet strength to support this strategy.

C.H. Johnston Chairman Jamaica Producers Group Limited

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Leadership Conversations

Pathways to Transformational Leadership

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Leadership is a mysterious blend of managerial acumen, strategic vision, operational efficiency, performance management, tactical planning, emotional intelligence, and the capacity to inspire others to marshal all of their abilities in support of a common mission. Leadership is the nourishing ingredient that can ignite an organization to flourish or stifle to the point that it languishes in a sea of mediocrity. Characteristics attributed to effective 21st-century leaders are skills like:

 The creation of an organizational vision such that people share it and work tirelessly to bring it to fruition, or;
 Fostering communication networks and a culture that breeds trust, confidence, and commitment, or maybe;
 Stirring personal motivation so that people exert deliberate effort to achieve organizational goals, or what about;
 Building teams that tap into synergy, interdependence and performance excellence, and;
 Understanding that organizations are social systems which require tapping into emotional intelligence; or perhaps,
 Making calculated risks within the framework of an overall organizational strategy, and
 Nurturing strategic collaborative relationships that support organizational goals and function as a catalyst for creating opportunities for goal achievement.
Leadership and management of organizations have shifted from transactional functioning, the old “step and fetch it” mentality; to an essential need for transformational cultures that fully engage and encourage the participation of workers at all levels. No longer can performance excellence be achieved in autocratic climates, with orders and assignments dished out without any consideration for the motivations, interests or personality of the individual holding the plate.

In simplistic terms, phenomenal leaders choose, create, communicate, collaborate, convince, coach, calibrate, cause, and calculate, always mindful that leadership is not a system. While certainly, a leader must be intimately acquainted with management theory and its practice, becoming a leader by practice and not merely by position, results from no standard recipe. Impactful leaders are as memorable as are the results they foster are monumental; the path to this pinnacle for everyone is uniquely their own.

Generally, leaders convey five basic leadership personality styles; destructor, procrastinator, caretaker, preparer or accomplisher as they are challenged on a daily basis by four major factors in leadership; personal leadership savvy, the individuality of the followers, the situation and inherent communication networks throughout the organization. This is the case no matter if the organization is corporate, non-profit or faith-based.

Leadership perspectives commonly reflect a structural, human resource, political, or symbolic framework. Structural framework leaders rely heavily on structure, strategy, environment, implementation, experimentation, and adaptation; typically focused on positions and duties as detailed on the organizational chart. Human Resource framework leaders focus on engaging staff, being accessible and visible, sharing information, increasing participation, and spiraling communication and decision-making throughout the organization. Political framework leaders use persuasion, negotiation and ultimately coercion to lead, based upon what they want, what they believe they can get, the political lay of the land, as well as interests; while symbolic framework leaders use compelling language and imagery to convey a vision, and as a means to marshal support.

It is said that competitiveness has been lost by countless organizations as a result of more emphasis being placed on structural, political, and symbolic frameworks, instead of human resources. You see, no matter how significant the financial, product and services, technological or facility resources of an organization; in the end, the social systems, which are the people that comprise any entity, and certainly a truism in the world of organization development, are the key inputs of creativity, innovation, effort and ultimately results.

To lead, one must have a destination in mind, and a path to get there. I believe there is a pathway to leadership, and for those leaders who have the courage to discover and honor their gifts and talents, choose to work with a spirit of excellence laced with personal values, while refusing to play organizational games or allow naysayers and detractors to derail them, achieving their leadership potential is possible. From my work, and shared experiences, I would like to suggest that there are ten pathways to leadership greatness, each linked to a leadership skill that whether or not innate, can be learned.

Pathways to Transformational Leadership
Leadership PATH 1… The Roots of Leadership… Knowing and Leading Self
Leadership PATH 2… The Heart of Leadership… Servant Leadership
Leadership PATH 3… The Mind of Leadership… Visionary Leadership
Leadership PATH 4… The Soul of Leadership… Strategic Leadership
Leadership PATH 5… The Spirit of Leadership …Inspirational Leadership
Leadership PATH 6… The Practice of Leadership… Process Management Leadership
Leadership PATH 7… The Intent of Leadership… Focus Leadership
Leadership PATH 8… The Revolution of Leadership… Change Management Leadership Leadership PATH 9…The Revitalization of Leadership …Transformational Leadership Leadership PATH 10…The Hope of Leadership …Legacy Leadership

Through these competencies, each of us has the potential to unleash the leadership greatness within; expand the understanding and practice of the essential leadership tools that effective leaders embody while gaining personal and organizational leadership insights that enable us to model and coach the cornerstones of synergetic leadership to others.

John Maxwell, in his work, The 21 Irrefutable Laws of Leadership, sums it up well in what he calls the “Law of the Lid.” Maxwell says that no organization’s effectiveness will ever surpass that of the leader, and for those of us who choose to embrace this mindset, it becomes clear, that in the absence of transformational leadership, an organization will merely flounder. Transformational and authentic leadership is the hope for the future, for, without it, organizational chaos will continue to burgeon.

©Dr. Anita Davis-DeFoe, a thought leader, a Leadership and Organization Development Solutionist, an International Social Entrepreneur, Management Consultant Business Development and Quality Management expert, holds an earned doctorate in Organization and Human Development. She has over 20 years of experience motivating, coaching, inspiring and transforming organizations, youth and adults. She has crafted and implemented myriad programs aimed at assisting organizations and people of all ages to discover their inner greatness and unique strengths. The CaribVoice Radio Host is the author of a personal and leadership development curriculum for girls entitled, Soulful One: For Girls on the Pathway to Greatness; and three books, A Woman’s Guide to Soulful Living: Seven Keys to Life and Work Success; Tropical Escapes, a novel; and Follow Her Lead: Leadership Lessons For Women As They Journey From the Backroom to the Boardroom.

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Leadership Conversations

Is fake it until you make it the worst advice EVER?

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In the “Material World” of the 1980’s and 1990’s, appearances trumped authenticity. So if you could pretend to be successful, you could hoodwink people into believing you were. So there was a time when “Fake it until you make it” was advice that actually worked for people (until they burnt through all their money and had to return the house and car).

Today, there’s 4 big reasons that this is the worst advice ever:

Reason One: No one judges you anymore on “what you do”. Everyone is more interested in “who you are”. So being your true self is the No.1 most important asset you have.

Reason Two: There was a time where “what you knew” as a teaching teacher – whether a lecturer, doctor or lawyer with a “body of knowledge” – was what people valued. It took time to acquire. Today, when thing are moving so fast (and all knowledge is easily accessible online), “what you’re learning” as a leading learner is far more important than “what you know or knew”. You can be a leading learner in whatever niche you’re most passionate about from the moment you choose to commit to it – without faking anything.

Reason Three: “Faking it” was all about what you “pretended you owned” – the big houses and the fast cars. Today, AirBnB, Uber, and all the crowdsourcing sites erase the need for “ownership”. We now live in a culture where what we experience and what we express is far more valued than what we own.
Reason Four: No one wants to work for or with someone trying to be what they’re not..
Don’t fake it until you make it. In fact, don’t even make it. Just be it.

“Be yourself. Everyone else is already taken.” ~ Oscar Wilde

Sourced from the internet – Roger James Hamilton

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