By Wezi Tjaronda
WINDHOEK
The Namibia Wildlife Resorts (NWR) is already being viewed more positively as a result of its turn-around strategy that was approved by Cabinet in 2006.
In the past the resort company went through a difficult period resulting in its finances being in the red, its infrastructure was dilapidated and staff morale was low.
This, according to NWR managing director, Tobie Aupindi, had to be changed to make the company run on business principles.
Aupindi said all along the company employed negative resources, which harmed Namibia as a tourist destination.
With the Etosha Centenary and the Fifa World Cup coming up later this year and 2010 respectively, Aupindi said these were opportunities that any brand would want to capitalize on.
Although Etosha is the destination of choice for most tourists, its infrastructure told a different story.
“People wanted a different experience. Why should a product in the prided Etosha be that bad?” Aupindi wondered.
Aupindi was speaking on Monday evening at the Strengthening the Protected Area Network’s 9th Park Talk, entitled ‘NWR Progressive Strategy’.
In line with the new vision, which is to become the provider of a reliable, welcoming and appealing tourism service in the prime tourism destinations of Namibia, the NWR has refurbished the Waterberg Plateau resort, which was launched on April 20, while redevelopments of Halali, Namutoni and Okaukuejo are still underway.
While Halali is in its final stages of redevelopment and may be opened within two weeks, Okaukuejo will be finished before the Etosha Centenary celebrations in September, and Namutoni by mid-August.
Namutoni will become the centre of activity, offering two restaurants – one African and one conventional.
It will also have a relaxation lounge, a bar, crafts boutique, curio shop, jewellers and bookstore.
The African restaurant will enable tourists to experience African cuisine.
The MD said that with the redevelopments underway at three of its resorts in Namibia’s flagship national park, Etosha, “people will be happy to sleep in comfortable rooms that are market-driven”.
After the renovations, NWR’s accommodation facilities in Etosha will have 640 beds – down from 680 beds.
Aupindi said some beds were placed in sitting rooms, explaining why the number of beds was bigger before the renovations.
NWR has also introduced night drives in Etosha in celebration of the 100 years of the park in response to a vacuum that was there, and to fulfill the need in the market, but at a cost.
Another new development is the Sossus Dune Lodge, the first such development in the Namibia Naukluft Park that will be launched on June 30.
However, some members of the pubic have expressed concern over the company’s pricing structure that comes with the redevelopment.
They say the facilities will be out of reach especially for local tourists.
But Aupindi said that according to a study whose results were announced recently, Namibians normally travel during school holidays and, in line with this finding, NWR intends to offer special packages to target Namibian travellers during school holidays.
“Namibians are not inferior to the others. We are giving them much more value and world-class service,” he added.
NWR’s mission is to change the resorts company from a loss-making to a profit-making business enterprise with objectives to offer a competitive, service-driven product to the discerning visitor; contribute to the national objectives of economic growth and poverty-alleviation; conserve and effectively manage the natural environmental resources and also enhance the image of Namibia.