EXECUTIVE SUMMARY

BACKGROUND INFORMATION OF BOTSWANA TOURISM

Botswana has identified tourism as one of the key sectors that could help diversify the economy
beyond diamond mining in the last two National Development Plans. The Government has
pursued low-volume-high-cost tourism. This is elaborated in the Botswana Tourism Master Plan
(2000) and the Botswana National Ecotourism Strategy (2002). Apart from the outstanding
wildlife and wilderness in the north of Botswana, the country offers undiversified natural tourist
attractions. The limited level of development of the tourism sector suggests that there may be
under-utilized potential. Tourism in Southern Africa has been largely nature based. Botswana’s
tourism is no exception as it has been sustained over the years through its abundant wildlife
resources. However, exposing the destination to intense competition from neighbouring countries
and the ever changing tourist preferences is a challenge. According to World Travel and Tourism
Council (2016) travel and tourism is an important economic activity in most countries around the
world and it has significant indirect and induced impacts. The United Nations World Tourism
Organization (2015) adds that tourism is a social, cultural and economic phenomenon which has
implications on the economy, on the natural and built environment, on the local population at the
destination and on the tourists’ themselves. Therefore, tourism offers the opportunity for
economic diversification in Botswana. Tourism in Botswana is recognised as a means of
supporting the diversification the economy which is concentrated in the mining sector, because
tourism contributes to the Gross Domestic Product (GDP) of the country by 8.5% in 2014 and it
is forecasted to rise by 5.3% pa in 2025. In addition, its employment creation is forecast to
support 87,000 jobs an increase of 2.0% pa over the period by the year 2025 (10.9%of total)
(World Travel and Tourism Council, 2015). However, the tourism product of Botswana is
mainly wildlife based, and is concentrated to the north of the country, and the tourism strategy is
towards a low-volume-high cost tourism model. This is because tourism demand in the north of
Botswana has resulted in an increase of tourists and investment facilities in the area, therefore a
low volume - high cost tourism strategy is adopted. As a result, other areas of the country remain
underdeveloped. Moswete and Dube (2009) also note that the tourism in Botswana is strongly
based on climate sensitive resources (such as wildlife) which may not be sustainable in the future
due to climate change. Hence there is a need for tourism product diversification. This provided
the company saw an opportunity to consider other forms of tourism that can diversify the type of
tourism Botswana by exploring the cultural and geo-tourism opportunities in the country that can
help grow communities, showcase Botswana’s diverse culture and also educate tourists on the
fascinating geomorphological processes that formed some of the tourist sites presented to them.
Culture is something that is not fixed or frozen, but it is a process of constant transformation as
cultures interact with each other and are affected by economic, political and social factors
(Sarup, 1996: 140). Therefore, culture is dynamic rather than static (Smith, 2009; Smith,
Richards, 2013). In practice, cultural tourism can include a wide variety of different tourism
activities, motivations and attractions. It refers to forms of tourism, which are mainly based on a
desire to learn and know about others and their way of life: cultural tourism is focusing on places
where one can experience arts, heritage and traditions, for example (Smith, 2003; see Kamamba,
2003). As stated by Starr (1987: 210): “some travelers relish the chance to learn of the vast
differences between cultures, and delight in visiting exotic places. The cultural differences they
expect to encounter are in fact, the very reason for the trip”. It is hoped that by experiencing
culture, the tourist will become educated as well as entertained and will have a chance to learn
about the community, its heritage, and a cultural landscape. In this respect, some researchers
have argued that cultural tourists seek for a more ‘authentic’ and ‘deeper’ experience than any
other type of tourists (Mckercher, Du Cros, 2002). Due to its supposed connections with a search
for authenticity and meaning (MacCannell, 1976; Zeppel, Hall, 1991), it is usually seen as a
more ‘serious’ form of tourism aiming to go beyond idle leisure and returns enriched with
knowledge of other places and other people (McCarthy, 1992).
Cultural tourism is seen as one of the fastest growing sectors in the tourism industry It has also
emerged as a key issue in the geographical studies on tourism (see Squire, 1994; Mowforth,
Munt, 1998; Saarinen, 1999; Gibson, 2008). Tourism is increasingly seen as a major element
constituting the way in which we see other places and cultures, and the way in which “we and
others” see and represent “us and them” and related identities (Del Casino,Hanna 2000; Gibson,
2010; Saarinen, 2014). All this has made the geographical study of tourism and culture an
exciting and growing issue, and recently the role and participation of local communities in
cultural or heritage tourism development and products has interested human geographers.
According to the WTO (2005), cultural tourism accounted for 37% of global tourism, and the
estimation is that cultural tourism grows at a rate of 15% per year. While the estimated high
growth pace and share of cultural tourism can be critically debated, as there are no coherent
statistical bases to evaluate the numbers, in many places the cultural tourism can present an ideal
vehicle for local and regional development where local people can experience the direct
economic benefits and employment of visiting tourists (see Smith, 2003). Thus recently, many
southern African countries and regions have seen the promotion of cultural tourism as a good
and inexpensive strategy that can be used to attract visitors and also investors through ‘showing’
indigenous cultures and local heritage. In general, cultural tourism can be regarded as the
movement of persons to cultural attractions away from their normal place of residence, with the
intention to gather new information and experiences to satisfy their cultural needs (Richards,
1997: 25; Smith, 2003). During the UNESCO Universal Declaration on Cultural Diversity,
culture was described as ‘a set of distinctive spiritual, material, intellectual and emotional
features of society or a social group. ‘Culture’ embraces art and literature, lifestyles, ways of
living together, value systems, traditions and beliefs (UNESCO, 2002). Cultural tourism involves
visiting museums, artistic activities, galleries, cultural heritage zones; it also includes the
lifestyles formed by beliefs, languages, religious activities, gastronomy, nutrition habits, dressing
of people, architectural buildings, handworks, artifacts and related
Mission
To diversify Botswana’s economy by introducing a form of tourism that integrates culture,
leisure and education.
The company's mission is to provide quality service to our target customers in order to fully
satisfy their needs. This will be achieved through the recruitment of a professional team and the
provision of custom-designed travel packages.

A mission should be a short definitive story of our way of business; identifying what is our
enterprise/industry and can be implemented practically, i.e. actionable.
Vision
To expand Botswana’s tourism from the north to the south and eventually all around the country
by sharing different cultures of Batswana through attracting tourist that desire to learn and know
about other people’s way of life all in an exciting and eye opening tour. The company aims to
vision will be a brief statement describing direction and growth plans of the business. The main
components should include a short definitive paragraph focusing on core business; should have a
sense of noble purpose; an achievable dream and motivating to employees and customers.
Core Values
To create and nurture a healthy, exuberant, respectful, and enjoyable environment, in which our
employees are fairly compensated and encouraged to respect the customer and the quality of the
service we intend to provide. In addition follow-up will be mandatory so as ensure customer
satisfaction and make any improvements as recommended by the customers in future. We seek
fair and responsible profit, enough to keep the company financially healthy for the short and long
term, and to fairly remunerate employees for the work and effort.

They should be direct to the way the business is conducted to achieve its mission. The core
values must be those that govern the business operation, organizational conduct, relationships
with the society at large, customers, suppliers, employees, government and all other
stakeholders.
Objectives
 Consistently deliver fun, high-quality excursions/trips on schedule and within budget.
 Create consistently enthusiastically happy consumers.
 Create a market presence that ensures both short- and long-term profitability, growth, and
success.
 We are entirely devoted to promoting growth and development in Botswana's tourist
industry and general economy.
 Make a constructive contribution to our communities and the environment.
ORGANIZATIONAL AND MANAGEMENT STRUCTURE
Figure 1: Organogram of Geotours - Travel and Tour Operations

CEO

Human
Operations Marketing Administration Finance
Resource
Manager Manager Manager Manager
Manager

Director of Customer Sales

Tours Representative Bookkeeper

Liason officer Driver

Key Functions and Responsibilities

POSITION QUALIFICATIONS AND
EXPERIENCE
CEO A bachelor's degree in
business administration or
commerce with prior
managerial experience.
Operations Manager Undergraduate degree in
business administration.
Product management
ROLES AND
RESPONSIBILITIES
Plan, organize, direct, and
control the business's
activities. Create, implement,
and manage policies,
procedures, and programs.
Organize the efforts of
different areas, divisions, or
departments. Represent the
organization in external
activities, negotiations, and
major announcements.
Manage, train, coach, and
develop workers in the
operations department and
 experience in a customer other departments.Examine
service oriented business. the workloads and staffing of
Excellent knowledge of MS the Operations Team to
Office products, specifically guarantee the successful
Excel & PPT execution of tour programs.
Within the operations team,
spearhead and deliver
workflow process and system
enhancements while
collaborating with other
departments on those
changes.
Marketing Manager Marketing bachelor's degree. Develop marketing strategies
Track record in creating with particular targets across
marketing ideas and various channels and
campaigns. Project segments by establishing
management & decision- positioning, identifying target
making abilities are required. consumers, and developing
Expertise in internet marketing plans with specific
marketing and social media objectives.
strategies. Lead marketing program
execution from inception to
finish, using corporate
resources and encouraging
cooperation.
To develop effective plans,
examine customer insights,
consumer trends, market data,
and marketing best practices.
Administration Manager A bachelor's degree in project Recruits, selects, orients, and
management. Organizational trains individuals to keep
abilities, as well as administrative personnel in
administrative writing and place. Establishes rules and
reporting abilities, are processes for employee
required. training, coaching and career
development. Goals,
deadlines, and initiatives for
their department are initiated
and coordinated them.
Finance Manager Finance or accounting Monitor the company's day-
bachelor's degree. Experience to-day financial activities.
with data mining technologies Prepare management reports
such as SQL and Access are on a regular and quarterly
required. basis.
Take part in strategic data
analysis and research for

Human Resource Manager A bachelor's degree in human
resource management
Director of Tours A bachelor's degree in
business administration or
management of travel
services
Customer Sales A bachelor's degree in
Representative business administration,
marketing, communications,
or a related subject is
required. CRM systems
working knowledge
Bookkeeper Degree in bookkeeping and
accounting
Liaison officer Associate's degree.
Outstanding verbal and
written communication
abilities
Driver A valid driver's license is
required. Knowledge on how
to use GPS devices
senior management.
Oversees all aspects of
employee relations and
employment processes.
Recruiting, interviewing,
hiring, and orientation of new
employees. Supporting
managers with employee
punishment and firing, as
well as resolving employee
disagreement.
Organizing trip schedules and
routes, as well as client
communication and tour
guide and driver
management.
New sales leads should be
prospected and qualified.
Make appointments with
prospects for meetings and
presentations. Keep track of
the company's whole sales
activity. Build long-term
connections with prospects
and customers.
Keep track of financial
transactions such as costs and
sales income. They have good
mathematical and
organizational abilities, as
well as a detail-oriented
attitude, which they use to
find and repair problems in
financial records.
Monitor, coordinate, and
convey the company's
strategic goals. Collect,
evaluate, and use data and
feedback to find opportunities
to strengthen the business's
connection with the other
organization.
Client transportation.
Checking the vehicle's
upkeep.
Picking up office supplies or
 other administrative
requirements.
Using navigation applications
to locate the most direct path.

OPERATIONAL PLAN
Geo Tours aims to provide the level of care and information that a leisure traveller needs while
on vacation, with the goal of seeing and enjoying the country’s many attractions. The company
will be well-maintained and tailored to meet standards and expectations of our international
customers as they are our main target marker. Nevertheless, in order to avoid restricting
ourselves, the company will be available for special rental by organizations, groups, schools and
churches among others.
“Geotours” is offers guided tours to the following various sites and locations:
1. The Xaixai Cultural Village in the Okavango Delta region (see Mbaiwa, Sakuze, 2009) is
a good example of the touristy, well-known sites in the country due to its location next to
the Okavango Delta. The Xaixai residents through a tourism Trust named Tlhabologo
formed the village. The visitors to the village are given a tour to the Xaixai area to see
and experience the San, the indigenous group that is called as Basarwa in Botswana, and
their traditional way of life such as hunting, gathering and dancing (Jones, 2009; Monare,
2013). The development of cultural tourism in the region, including the establishment of
the Xaixai. Cultural Village, aims to contribute to poverty alleviation problems in the
area. The tourist activities offered in the area appear to be providing employment for a
significant number of household members. For instance, about 42% has a family member
employed as tour guides for tourists at the caves (Mbaiwa, Sakuze, 2009). Some
members of the Sanhave been able to raise their income through selling of craft items to
tourists and visitors who come to their area.
2. Bahurutse Cultural Village located in Mmankgodi, which is a rural village located in the
Kweneng District. Bahurutshe cultural village is a family owned and managed tourism
related enterprise that was established in 2005 and employs about 20 people (Monare,
2013). It was established to preserve and celebrate the culture of the Bahurutshe ethnic
group and also as a tourism business. Examples of artifacts and cultural objects protected
and preserved at the village include pestle and mortar, water and traditional beer
calabashes, earthenware pots; wooden spoons etc. A variety of traditional activities
offered at the site include amongst others; a traditional African wedding, traditional
dancing, storytelling, traditional foods, local cuisine tasting, traditional games. The
visitors are also shown how traditional huts were constructed, painted and decorated
using natural earth colours. Those visiting are also allowed to participate in the
smoothening of the mud using clay, mixed with cow dung – a traditional way of
decorating walls and floors of homes. In addition to accommodation and conferencing the
tourist village offers cultural activities that include showcasing of Bahurutshe culture
through grinding of sorghum and millet. Traditional doctors from Mmankgodi village are
 sometimes invited to stage traditional bone throwing and healing activities to entertain
and teach visitors (Monare, 2013
3. Mmamotshwane Gorge commonly known as Mogonye Gorge, is situated 40 kilometers
south-west of Gaborone near the village of Mogonye. The gorge is nested within the hills
in the area. Mmamotshwane Gorge is the largest of the seven gorges in the area.
Mmamotshwane Gorge is administered by the Botswana National Museum and
Monuments in partnership with Mogonye community. It is protected by the Monuments
and Relics Act of 2001. The area is home to a rare species of ferns or Bofitlha trees and
some of the wild animals including leopard, kudu, rocket rabbit, baboons and a variety of
bird species. The place also offers camping site facilities for adventurous outings.
4. Kubu (Lekhubu) Island, in the Makgadikgadi Pans, is one of the uniquely beautiful
features of the pans. This granite outcrop, growing up from the surrounding flat salt pans
as one approaches it, is about three stories high and a kilometre long. It is situated in the
southwest of Sowa Pan. It is a crescent-shaped island with terraced slopes and fossil
beaches of wave-rounded pebbles, indicating the prehistoric lake’s erstwhile water levels.
Decorated with a display of ancient, gnarled baobabs on top and surrounded on three
sides by a seemingly endless stretch of salt pan.
5. The Tsodilo Hills are one of the most historically significant rock art sites in the world, It
boasts 500 individual sites representing thousands of years of human habitation. Nobody
knows the exact age of the paintings although some are thought to be more than 20 000
years old, whilst others are merely a century old.

Other attractions will include Mwana, Basiamisi, Motse, Ditlhakane, Wacona and Planet
Baobab which are cultural villages/lodges.

Table 1: Price Packages from Mogonye Gorge and Mmankgodi

Name of Park Tour Price Per Adult Time in Hours
P2999.95 4
P3199.95 7
P3499.95 4

Table 2: Hotels from Mogonye Gorge and Mmankgodi

Place Hotel
Mogonye Gorge Indaba Lodge
Mmankgodi Bahurutshe

Table 3: Price Packages from Gweta and Kubu Island

 Name of Park Tour Price Per Adult Time in Hours
Natural History P2999.95 5
P3499.95 6
P3199.95 4

Table 4: Hotels from Gweta and Kubu Island

Place Hotel
Gweta Planet Baobab
Kubu Island Motswedi Hotel

Table 5: Price Packages from Tsodilo, Ghanzi and Kasane

Name of Park Tour Price Per Adult Time in Hours
Cultural Enrichment P3199.95 7
The Essence: Past & Present P3499.95 4
Windows into Wilderness P2999.95 3

Table 3: Hotels from Tsodilo, Ghanzi and Kasane

Place Hotel
Tsodilo Ndhovu Safari Lodge
Ghanzi Wacona
Kasane Mwana

Integrating the above places of interest into our tours we intend to be offering the following
tours:
 1. "Capital Crusade" - City Tour: This will be a professionally guided tour around the
city centre including visits to the Main Mall, Finance Mall, National Museum, City
Council Library, Gaborone Station, and House of Parliament including others. These
tours shall be eye opening in terms of the normal Botswana town folk life style providing
knowledge and information throughout the guided tour. Included in this package will be
refreshments and information folders detailing the main sites and history of Gaborone.
This tour will cover approximately 50 kilometers taking about half a day to complete.
Cost: PX per person.

2. "Cultural Enrichment" - Cultural Tour: This shall involve tours to the main historical
and cultural sites in and around Gaborone including Mokolodi Nature Reserve, Oodi and
Mochudi Craft Villages, including the cultural dances. This tour shall reveal the 'Kgotla' -
cultural villages, traditional paintings and art, as well as the traditional lifestyle.
Obviously baobabs will make for good viewing. The tour package will include an
information folder, guided tour and refreshments. This tour will cover approximately 200
kilometers taking the whole day to complete. Cost: PY per person.

3. "The Essence: Past & Present" - City & Cultural Tour: This will be a combination
of the cultural tour and city centre excursion. This will be marketed as a "total package"
enabling tourists with very little time to appreciate the Botswana lifestyle, both in the
present and past. This tour will invariably take the whole day and cover approximately
250 kilometers. The tour package will include the information folder, guided tour,
refreshments and a picnic lunch. Cost: PZ per person.

Production Process

. The company’s task is to find out fitting hotels for their customers, where these can hold
presentations and meetings with and for their clients

Geo Tours is Mobile Safari company that intends to deliver leisure and Edu travel excursions to
Final Consumers. Geo Tours intends to guide customers in selecting a trip(s) based on pre-
defined vacation criteria. This analysis will be based on user profiles, set by the consumers,
which includes preferences such as:

• Budget

• Activities sought
• Destination, and

• Time of Travel

A traveller will hence be able to select areas of interest based on their preferences and
subsequently identify destinations to visit. Our goal is to provide customers with access to
exclusive geo sites, service to fully appreciate destinations through information packages, not
just sight-seeing, and access to special interest travel according to the group's/individual's
preferences.

Technology

Geo Tours will strive to ensure that it contains the latest, or extremely recent personal computer
including relevant software so as to ensure that the company is continuously at the forefront in
our market arena. The one certainty in our industry is that technology will continue to evolve and
develop, changing what we market as well as how we market it. Our aim will be to be aware of
the implications of this new technology and utilizing it in our existing framework where
possible. However it should be noted that as we are new on the market it will take some time
before we have in place our own website and other multimedia presentations. With time we also
intend to have the latest and most efficient software in place to enable smooth operations.

Project Location.

The company will be located in Palapye, Serorome which is owned by one of the Directors.
However, as time progresses the intention is to purchase and move into more accessible and
attractive offices in a prime area around Palapye Junction Shopping mall ,. This regardless of the
fact that our type of business is not too dependent on office location and size.

Infrastructure

The availability of tarred roads and communication towers open doors for service providers,
which also serves as a gateway for customers. The availability of electricity and water also
allows the smooth operation of the business

Law regulations
The private limited company must have a minimum of two shareholders, and not more
than 50. Each such company needs a Memorandum of Association and Articles of
Association, and must be registered under the Companies Act
Tourism Enterprise Licences
Category C; Operations that offer facilities off site only, such as safari tour operators, and any
enterprise that receives and transports travellers and guests, providing them with sleeping
accommodation and food beverages in equipment that is not geographically fixed; and

MARKETING PLAN
General Market and Industry Overview
We are currently dealing with covid-19 issues, but we anticipate rapid economic growth.
According to reports from the previous fiscal year, this has been brought about by, among other
things, the relaxation of foreign exchange policies and macroeconomic policies aimed at
attracting foreign investors into the country. The Botswana government's financial and monetary
policies geared towards maintaining growth with social justice have largely contributed to this,
as evidenced by the tourism statistics report of Botswana in 2019, which stated that in 2017,
travel and tourism contributed 3.8 percent to Botswana's GDP and was expected to grow by 5.8
percent in 2018. In 2017, there were 1, 774,960 visitors to Botswana, with tourists accounting for
91.4 percent and day visitors accounting for 8.6 percent (152, 372) (Hambira, et.al., 2020).
The government's current push to diversify the industry away from the mining sector provides an
opportunity for Geo-Tours to make a valuable contribution to this goal. After conducting
extensive market research, Geo-Tours determined that there was a need for a Mobile Safari that
focuses on providing excursions to various types of tourists. This, in addition to the fact that the
tourism industry, potentially Botswana's richest natural resource, is becoming an increasingly
important player in the economy and may, in the long run, prove even more valuable than
mineral resources in terms of earning foreign exchange (Leechor, 2017). Recognizing that
success in such a market is heavily reliant on good networking, Geo Tours intends to build
networks and strategic relationships with various hotels, lodges, and travel agents to ensure a
steady flow of clients. Geo Tours recognizes that, as previously stated, this market will
necessitate the development of strong relationships with strategic partners. As a result, it intends
to implement an aggressive marketing strategy that will be well supported by other business
functions. It's decision to enter the tourist transportation industry was influenced by the above
prognosis.
Market Segmentation
The company will target foreign tourists looking for leisure travel and excursions while on
vacation in Botswana, with the goal of allowing them to see and appreciate the country's
numerous attractions. Though it recognizes that most of its tourists are from South Africa, Geo
Tours will primarily target those from Europe and the United States, who frequently lack
transportation and adequate knowledge of the country. These people frequently do not want to
waste money on renting vehicles to get around on their own, but instead prefer to be escorted
around places of interest by a reputable agency or company ( Mbaiwa, 2003).
Market Segment Strategy
The company's marketing strategy will be centered on providing the right service(s) to the right
target customer. It will offer competitive prices, and clients will be aware of its existence,
recognize the value of its services, and understand how to contact it. Every image, promotion,
and publication will convey a sense of quality in the marketing. The goal will be to target
individuals and groups looking for recreational activities and places to visit. ( Kaynak and
Marandu, 2006).
Market Needs
Despite the fact that the tourism industry has grown rapidly in the last decade, the vast majority
of people who have entered it have visited the Okavango Delta, Chobe National Park, and other
nearby areas. Few have focused on Botswana's south and central regions, which are mostly made
up of Geo-sites (Morupisi and Mokgalo, 2017). With this in mind, Geo Tours intends to
capitalize on the untapped market in this area in order to provide a good service to our customers
while also meeting business objectives. The company recognizes that its target market requires
more than just being shown areas of interest; they also require information about their
significance and origins. As a result, the company intends to provide a service(s) that is(are)
unparalleled in the market.
Market Trends
Despite the uncertainty that surrounds this industry, one thing is certain: tourism is here to stay.
The only question is how big the industry will get and whether it will be able to maintain, if not
outperform, its current growth rate. Regardless of how large the market eventually becomes, the
company believes that travel will be an important component of it.
Tourism statistics are a reliable indicator of market size. According to the most recent tourism
statistics, total arrivals in 2018 totaled 1,830,274, representing a 3.1% increase over the previous
year. Tourists from the top ten SADC countries account for 83.1 % (1,520,446) of total visitors
during the year under review. This represents a 1.3 % point decrease from the region's
contribution of 84.4 % in 2017. South Africa and Zimbabwe were the largest contributors,
accounting for 42.1 % (639,867) and 35.5 % (539,059) of the total.
With the exception of Zambia and Namibia, overnight tourists accounted for at least 90% of total
tourists in the top ten SADC countries. Zambia had the highest proportion of day trippers (32.6
percent) (48,254), followed by South Africa (29.5 percent) (43,563) (Hambira, et.al., 2020).
Service Business Analysis
The tourism industry, which has the potential to be Botswana's richest natural resource, is
becoming an increasingly significant part of economic development and may, in the long run,
prove even more beneficial than mineral resources in terms of earning foreign exchange. With
this in mind, Geo Tours intends to contribute to the growth of the tourism industry by providing
an excellent mobile service facility aimed primarily at tourists (Leechor, 2017).
Distributing a Service
Mobile operators, like Geo Tours, are primarily sold through networking and referral, with
interactions and past experience being by far the greatest factor. Relations in this context refer to
the establishment of connections with the various hotels, lodges, and travel agencies that
interacted with our target customers on a regular basis. Typically, a customer's experience with
the company will have a significant impact on whether or not they will refer their friends to use
its services (s). To that end, Geo Tours intends to provide its customers with a lavish, pleasant,
and unforgettable experience that will motivate them to spread the word.
In the medium term, the company plans to connect to the World Wide Web so that it can
advertise itself on the internet and allow potential clients to make pre-bookings online, saving
time and money. This will also help to broaden its customer catchment area and increase
customers ( Pansiri, 2013).
Competition And Buying Partners
Trust in the firm's reputation and dependability is a critical factor in service utilization decisions
made at the client level. The most crucial component in this market will be the service quality
and excursion locations. This is especially true given the diverse interests of groups and
individuals as they strive to visit as many locations as possible. As different customers choose to
visit different areas and within specific time frames, the nature of the company's services will
differ according to distance traveled. Clients frequently conduct direct comparisons of travel
companies, searching for two or more viable options. However, they usually rely on word-of-
mouth referrals from hotels, travel agencies, government departments, car rental companies, and
other similar businesses (Morupisi and Mokgalo, 2017).
Main Competitors

Geo Tours has recognized competing companies, some of which are well-established, that serve
the same functions. It intends to expand itself in such a way that, over time, competitor
customers will prefer Geo Tours' services over competitors' based on higher quality and more
informative excursions. It is also worth noting that the majority of the identified competitors are
Okavango and Moremi explorations, as well as Chobe and Victoria Falls. Other competitors to
mention some are; Francolin Redbilled Safaris, Planet Safari Tours, Ulinda Safari Trails,
Extremely Wild Safaris, Ntshu Safaris, African Drifeters and Kalahari Breeze Safaris ( Hambira,
2019).
A closer examination of the aforementioned competitors reveals that most of them provide safari
leisure trips, which represents an opportunity for Geo Tours. According to the Central Statistics
Office, there are currently 81 travel agents, tour operators, and safari operators in Botswana, with
the most of them having a South African background, either in directorship or actual origin.
Strategy And Implementation Summary
Geo Tours will initially concentrate on the local market in the adventure travel sector. Foreign
tourists planning to visit various attractions, including heritage sites, will be the primary target
customers ( Mbaiwa, 2011).
Its marketing strategy will emphasize focus. Because it is a new company on the market, it must
concentrate on specific services with specific clients. Initially, the company will concentrate on
the local market before expanding into the regional market as time passes and the necessary
experience is gained.
As a result, the initial goal will be to raise awareness and trust in its services. Geo Tours intends
to implement the following strategies in order to achieve its goal of becoming the premier mobile
safari company:
1. Establish Geo Tours as a distinct, highly specialized provider of city/adventure travel and
excursions. This will be achieved through a various marketing communications program
aimed at Geo Tours' target market, using several media and the formation of strategic
allies.
2. To gain repeat business and generate trust, provide unrivaled service to Botswana's
tourists, both domestic and international. This will entail providing superior service
throughout the transaction, including timely follow-up.
3. Excursions should be aggressively promoted as healthy, eye-opening, and interesting
activities, with participants being grateful of the simple pleasures of life.
4. It aims to improve image and understanding by being consistent and distinctive in our
service delivery.
The mission is to expand the business by nurturing clients and distinguishing the service from
competitors, particularly through service and employee behavior. In the early stages, all criteria,
including customer satisfaction, service provision, price competitiveness, and employee
attitudes, will be thoroughly examined as areas that need improvement. Partnerships and
collaboration with hotels, lodges, and travel agencies will be used as market penetration
strategies. Training will be provided regularly to make sure that its employees fully meet the
expectations of its customers.
Marketing Mix
Price
The organization will ensure that clients purchase at a reasonable, and competitive price that
allows for profit generation via all transactions. Competitive pricing as well as cost-based pricing
will be employed in this scenario to ensure service costs will be reasonable for both the
company and its consumers. For three days, the prices range from P3200 to P3500 per person
including accommodation and activities.
Service
The company's major goal is to influence its clients' minds so that they respect Botswana's
culture and geology. Geo tours intends to collaborate with hotels, agencies, airlines, and rural
communities to present guests with a real Botswana experience. This will be accomplished
through delivering tours of Botswana's natural geology as well as cultural villages, places, and
hotels.
Place
Geo-Tours is located in Gaborone. The location's advantage is that it is well known as it is the
capital city of the country and one of the major tourist arrival destinations in the country . It is
connected to major highways such as the A1, allowing us to readily distribute our service . The
location also has an airport that allows us to directly pick clients and begin our journey from the
moment they arrive.
Promotion
Promotion encompasses all parts of brand communication, which is the dissemination of
information about a service with the intention of gaining a favorable response from customers.
Geo tours will promote itself to ensure that all of its services are well known. Advertising,
corporate communications, and merchandising will be used to begin communicating in the first
year of business. The firm aspires to be a part of, and eventually fund, activities aimed at
improving Botswana's cultural villages.
Logo and slogan
The Agency choose this logo for its colours. The colours green represent and brown reflect the
natural environment we provide our service and the importance to conserve it. The blue
represents the the borderless skies that travel through to see other parts of the world.

”Botswana at your fingertips”

The slogan of the company represents the ease with which the company promises to deliver its
serve to its clients, with ease.
Advertising
 Magazines and Itineraries
To communicate, the company will make some announcements in magazines, tourism offices,so
that the company and their services would get known such as in ; Botswana on a Budget and
Stay Botswana.
 Merchandising/gifts
The firm will publish its own catalog, which will include details of its excursions and hotels.
The firm will also participate in tourist events where it will have the opportunity to provide
information as well as giveaways such as door keys, bags, t-shirts, and other items.
 The Website
The name of the company's website is www.geotours.bw. It allows clients to register for services
online and pay for them. The site will include images of the locations where the services will be
provided, as well as a newsletter to keep clients informed about upcoming events, news, and
services.
 Youtube
The company will also have a YouTube channel where it can share clips and movies about the
different locations and reviews by different clients.
 Facebook
When it comes to promoting a tourism site, Facebook stands out among the many social media
platforms. The company will use Facebook to locate potential customers, contact with them
directly, engage with advocates, and build branded experiences through adverts.

SWOT-ANALYSE
Strengths
• A diversified client base will lessen our reliance on a single market as we target tourists
interested in both culture and geological landscapes.
• Employee skill mix: The board of directors intends to hire well-qualified and experienced
workers to collaborate on business strategy and long-term plans in order to achieve the
company's goals.
• Comprehensive marketing and sales: The firm will invest heavily in advertising and marketing
to raise awareness of both its brand and its services/products. As a result, one of our constants
will be an aggressive and concentrated marketing campaign with defined goals and methods.
Weaknesses
• The company does not have a good reputation compared to its rivals. This is because we are
still relatively new to the market. However, as illustrated in the marketing portion of this
strategy, this will be handled.
• The organization has a difficulty when it introduces new organizational procedures and
employees who have never worked together before.
• A small financial basis opposed to the sector's big competitors;
Opportunities
• The government's current push to encourage the development of cultural villages so they
can participate in tourism is an opportunity that we should seize.
• The current rate of tourist growth gives us with an opportunity that we can seize. This is backed
up by current government's goals in tourism.
• International tourism trends show that today's tourist desires a more enriched experience than
traditional and beach holidays can give.
Threats
Due to the current expansion of the tourist industry, a greater number of businesses may enter the
market. This may result in increasing competition from a number of sources, including: •
Existing travel agencies, hotels, and lodges may consider creating new services and fully
integrating mobility to provide expanded services to clients.
• Established firms' new marketing techniques and methods targeted at giving trips of the type
we're looking for.
• Competition that already exists.
• Other new travel businesses that have sprung up as a result of the country's strong economic
and tourist growth.
FINANCIAL PLAN

Income must be greater than the cost of sales (or the cost of providing the service) plus
overheads.
In order to see if the proposed business will be viable, work out how much money will need to be
made every month just to exceed the monthly expenses. This will be your breakeven point –
when your income equals your expenses and you make no profit. Look at the example below,
based on running a basket co-operative:
Expenses Pula
Cost of sales (amount spent monthly to purchase baskets) 5,000.00
Overheads
Salaries 5,500.00
Telephone and postage 275.00
Overheads
Salaries 5,500.00
Telephone and postage 275.00
35
Printing and stationery 350.00
Legal fees 50.00
Accountancy fees 150.00
Rent 500.00
Electricity and water 75.00
Insurance 300.00
Bank charges 60.00
Total expenses – simply add up all the expected or actual expenses 12,260.00
This basket business must sell P12,260.00 worth of baskets every month just to break even (over
130 baskets at P100.00 as mentioned above). Is this possible? If not, the business will not ‘break
even’ – let alone make a profit!

INCOME STATEMENT
Income Statement Assumptions Year 1 (P) Year 2 (P) Year 3 (P)

Revenue 210,000 378,000 504,000

Cost of sales 94500 170100 226,800

Gross margin 55% 115,500 207,900 277,200

Operating expenses 25,000 35,000 50,000

Depreciation 15% 13,500 15,975 15,079

Operating income 77,000 156,925 212,121

Finance costs 5% 750 2,114 3,200

Income before tax 76,250 154,811 208,921

Income tax expense 12% 9,150 18,577 18,577

Net income 67,100 136,234 183,850

BALANCE SHEET
Balance Sheet Opening(P) Year 1 (P) Year 2 (P) Year 3 (P)

Cash 100,000 134,863 313,212 507,864

Accounts 6,000 31,644 56,959 75,945
receivable
Current assets 106,000 173,774 383,652 601,950
Long-term 70,000 76,500 90,525 85,446
assets
Total assets 176,000 250,274 250,274 687,396

Liabilities
Accounts 3,500 14,240 25,632 34,175
payable
Other liabilities 8,500 7,649 12,206 17,155
Current 12,000 21,889 37,838 51,330
liabilities
Long-term debt 15,000 12,285 34,005 49,882
Total liabilities 27,000 34,174 71,843 101,212
Equity
Capital 300,000 300,000 300,000 300,000
Retained -1,000 66,100 202,334 386,184
earnings
Total equity 149,000 216,100 402,334 586,184
Total liabilities 176,000 250,274 474,177 687,396
and equity

CASH FLOW STATEMENT

Cash Flow Year 1 (P) Year 2 (P) Year 3 (P)
Statement

Net income 67,100 136,234 183,850

Add back 13,500 15,975 15,079
depreciation
Changes in working -15,755 -9,366 -5,494
capital
Cash flows from 64,845 142,843 193,435
operating activities
Amount paid for -20,000 -30,000 -10,000
long-term assets
Cash flows from -20,000 -30,000 -10,000
investing activities
Proceeds from long- 0 30,000 30,000
term debt
Proceeds from issue 0 50,000 0
of new capital
Repayment of long- -2,715 -8,280 -14,123
term debt
Cash flow from -2,715 71,720 15,877
financing activities
Cash flow 42,130 184,563 199,312
Beginning cash 100,000 142,130 326,693
balance
Ending cash balance 142,130 326,693 526,005