14/05/2010

Sommaire

Introduction 3

I] The content of the strategy 8

II] Importance of people: 11

III] The solutions to achieve the strategic plans 13

Conclusion and Recommendations: 16

Bibliography 17

Introduction The need of expanding the tourism market is becoming essential in many emerged countries. It is first a way to diversify the sources of the Gross Domestic Market and make tourists aware of new cultural destinations; a share of culture, a share of land. Because Dubai took care of this specific asset, it has starting to think about its own touristic position in the world. In 2002, Dubai came up with the idea of creating a global competitive entertainment and leisure hub that would increase the number of tourists attracted to Dubai and also increase the length of their stay.

It is a huge project that would host about 40 attractions, including a “Universal Studios theme park, the world’s largest snow dome, a Jurassic Park and a, exclusive Tiger Woods golf center. The hotels and residential areas could welcome over 15 million visitors per year.” To drive such a big project, Dubai’s government asked Christian Perdrier (a former Disneyland Paris executive) to deal with a strategy for the pharaohic project. In 2007, he was asking in five days to give the project meaning and impose a deadline. Moreover, he had to “deliver on infrastructure, manage projects owned by the group as well as those owned by external investors, manage alliances with third parties and hire some 10,000 people while preparing the ground for the 250,000 employees that would work in Dubailand at final completion.” Because the destination was open to all bidders interested in entertainment, the Dubailand Company, part of the Dubailand destination will have to manage 26 investor projects. This will require a lot of organization in the supply chain process as well as an efficient communication between all different parts. Any steps of