Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / ENGLISH SUMMARY: The study looks at the different elements of a business strategy developed for a cultural tourism project in the township of Langa, located in the city of Cape Town. Its unique nature lies in the fact that the operators of the enterprise are volunteering young residents of the area, who will benefit through support provided by the community-based organisation in their subsequent training. Thus, the venture is at the same time a tourism enterprise, a generator of development funds and a community organisation. In line with a systematic approach to business strategising the study consists of four major sections. The first section (chapter 2) provides a broad background to the cultural-tourism industry, incorporating lessons to be learned from Cyprus, Papua New Guinea and Botswana as well as other parts of South Africa. It also reviews tools available to segment the cultural tourism market and estimate its size. With the focus on skills shortages in township environments, the third chapter outlines some of the challenges likely to confront the project. It also indicates the skills-development needs and expectations which are likely to motivate the project participants. As a further background for the preparation of the business strategy, chapter 4 summarises the relevant core elements of the business environment around cultural tourism in township areas. It also covers critical elements of the tourism industry’s competitive environment and relevant stakeholders. The fourth key chapter covers (with respect to the particular Langa-focused community-based cultural-tourism venture) all conventional topics, including vision, mission and goal statements, envisaged product offerings and marketing plans, value-chain characteristics and an assessment of the (expected) competitive situation. The final chapter briefly touches on the appropriateness of this township project or business as a tool for the social and economic transformation of the township youth. / AFRIKAANSE OPSOMMING: Die studie ondersoek die verskillende elemente van 'n besigheidsstrategie vir ‘n projek binne die gebied van kulturele toerisme, met besondere klem op die Langa woongebied in Kaapstad. Die besondere karakter van die projek word bepaal deur die feit dat die projekdeelnemers vrywillige jeugdiges is, wat hoop om deur hul samewerking hul verdere opleidingsgeleenthede te verbeter. Die projek is dus terselfdertyd ‘n toerisme onderneming, ‘n skepper van ontwikkelingsfondse en ‘n gemeenskapsorganisasie. In ooreenstemming met ‘n gestruktureerde sakestrategie bestaan die studie uit vier hoofdele. Die eerste afdeling (hoofstuk 2) verskaf ‘n breë agtergrond tot kulturele toerisme, met besondere verwysings tot Ciprus, Papoea-Nieu Guinee en Botswana asook ander dele van Suid-Afrika. Dit behandel ook konsepte wat gebruik kan word om die mark van kulturele toerisme in segmente op te breek en sy grootte te beraam. Met die klem op vaardigheidstekorte in townships gee die derde hoofstuk ‘n oorsig van enkele uitdagings wat die projek sal tref. Terselfdertyd gee dit ‘n aanduiding van die opleidingsbehoeftes en verwagtings wat die jeugdiges betrokke by die projek mag koester. As ‘n verdere agtergrond vir die voorbereiding van ‘n sakestrategie skets hoofstuk 4 sekere van die kernelemente van die sakeomgewing rondom kulturele toerisme in gebiede soos Langa. Dit dek ook kritiese aspekte van mededinging in die toerismebedryf asook van die betrokke belangegroepe. Met die fokus op Langa en gemeenskapstoerisme behandel die vierde deel alle relevante aspekte van ‘n sakemodel: Dit sluit in doelstellings en mikpunte, die beoogde dienstespektrum en bemarkingsplanne asook die mededingingsdinamiek. Die laaste hoofstuk besin oor die toepaslikheid van hierdie projek of sakemodel as ‘n instrument vir die sosiale en ekonomiese transformasie van die “township”-jeugdiges.

本研究基於博物館的演進與歷程、生態博物館的理念發展演進與對十三行博物館與八里地區的現況調查分析，透過主動參與以及對相關人士進行訪談，分析十三行博物館以生態博物館理念推動地區總體營造時，對地方競爭力與文化觀光產業的影響。 十三行博物館身兼公部門、專業者、在地者等多重角色，使其擁有良好的溝通管道，整合各參與角色的資源；多重角色亦使其得以擴大本身的博物館功能，成為公部門間整合監督的角色以及政府與居民間的對口單位。雖於計劃推廣初期，無法落實生態博物館由下而上的基本理念，但居民主動參與的程度的確在潛移默化中提高，各項具文化意涵的觀光資源，如：歷史文化資產、自然生態資源、地方人力資源等，亦在過程中不斷累積，回饋地方。在協助地方產業發展部分則是過程中努力較少之處，十三行博物館應繼續發展過去的地方產業園區計畫，成為地方產業與文化結合的觸媒。 八里文化觀光的發展現況為觀光資源豐富，卻缺乏有力推廣整合單位，使得區域內觀光推廣效益過於分散；而整體環境亦有改善空間。十三行博物館希望藉由八里左岸身生態博物館化以推動地方觀光，達到博物館永續營運的目標，因此應主動協同相關觀光推廣單位，形成共同合作的模式，讓觀光推廣能有全面性的觀點與整合效益。一旦促成觀光推廣整合單位，該單位應立即為八里觀光進行短、中、長期的整體規劃，短期針對目標客群設計整套行程，增加留客率；中期則針對相關行程進行發現小徑的規劃，促使相關行程中的路徑更符合觀光需求；長期則為整體環境進行完善規劃，並輔導地方產業朝高附加價值方向發展。 關鍵字：生態博物館、文化觀光產業、十三行博物館 / The primary focus of this thesis is to provide a thorough investigation and understanding of Shihsanghang Museum and its surrounding community, the town of Bali. As an eco-musuem, Shihsanghang utilizes “integrated community construction,” a model based on a local community’s competency to increase cultural tourism for their area. To better understand this topic, an explanation of the evolution and history of the concept of museum is presented, with special focus on the concept of the eco-museum. As a museum, Shihsanghang has access to multiple channels of communication, including the government, experts and specialists of the field, and the local community. Not only does this give Shihsanghang access to many different resources, but it also puts the museum in a position to expand its function, becoming a coordinator and mediator of government bureaus involved in Bali and a communication window between government and local residents. Being in such a position is vital to the success of an eco-museum, as it allows the museum the opportunity to develop from the “bottom up.” The idea behind such a process is that the museum, by interacting with the community, can utilize resident input to guide government action, versus the traditional notion of the government having complete say over the development of a museum. At first, Shihsanghang was not particularly effective in employing such a process. Gradually however, through influencing and interacting with the public and allowing the local community to slowly gain appreciation for the region, the museum was able to gather more and more feedback and participation from the residents. This in turn also opened up more resources to support local tourism. As for helping to develop the local cultural industry however, Shihsanhang has had limited success so far, and should continue to develop and become an agent between local industry and culture. Although Bali currently has many tourism channels and resources, it lacks a powerful unit to integrate all these promoting units. Furthermore, the surrounding environment still requires much improvement. For example, Shihsanhang hopes to improve tourism by “eco-museumising” Bali’s Left Bank and making it more attractive. Shisanhang has the ability and should begin integrating all the relevant promoting units, opening up opportunities for cooperation and creating a holistic approach to Bali’s tourism industry. If Shisanhang is able to achieve this, then it should proceed with a short-term, middle-term, and long-term plan. For the short-term, it should design tourism packages that target specific demographics as to increase a tourist’s visiting length. For the middle-term, it should develop “pathways” (themed-routes of Bali), as to make the sites visited by tourists in Bali more relevant to their interests. And for the long-term, it should make an entire development plan for Bali, helping to create high-value added local industries. Keywords： Eco-Museum, Cultural Tourism, Shihsanhang Museum