Two things occurred which were reported in the press on June 30^th, 2021 that makes one wonder what the vision for the Tourism Industry is and if there is synchronization of the plans and actions in the various departments of Government. First was an article in which it was reported that the Minister of Tourism Lisa Cummins spoke to the workers of the Grantley Adam’s International Airport about branding. Second was the delivery of the Minister in the Ministry of Finance, Ryan Straughn who stated that government had undertaken debt of $ 80 Million of the Needham’s Point Holdings Ltd which operates the Hilton Barbados Hotel by issuing a new series of B Bonds to bondholders.

These 2 seemingly unrelated occurrences makes one question the leadership at the Ministry of Tourism and the action of Mr. Straughn with regards of the plans for the industry if one takes it as a given that a vision is translated into measurable plans of action or a roadmap to achieve desired goals.

Related Links:

• Protect Barbados’ brand at airport, minister urges
• Minister Straughn says hotel’s debt ‘restructured’

What are the objectives of the Ministry of Tourism?

Having not seen the written plans of the Ministry of Tourism, there is that degree of difficulty to state the current purpose of that entity. No one knows the purpose of the tourism industry in Barbados as its objectives or goals are not listed on the website which is shared with the Ministry of International Transport. Only the purpose of the Ministry of International Transport is listed.

The vision that should be listed on the Website should be nothing less than to eradicate poverty by a specific date. Tourism should be of service to the people of Barbados and the development of the island, otherwise what is its purpose?

The number one revenue earner in Barbados is tourism. It must serve some development goal of Barbados. Poverty eradication must be the number one development goal of Barbados. Tourism is best fitted as a tool of development to eradicate poverty in Barbados. Some persons believe that poverty cannot be eradicated. Nelson Mandela stated “Poverty is not an accident. Like slavery and apartheid, it is man-made and can be removed by the actions of human beings.”

With the amount of money that has been earned in Barbados since the late 70’s, there should be no poverty here. A portion of the earnings for tourism must be used to eradicate poverty and the Unit which falls under the Prime Minister’s office should be moved to the Ministry of Tourism. One must agree that the poor housing stock of the lower classes in Barbados is a direct result of poverty and we must set out to change this as climate change may bring hurricanes to our shores each year.

International tourism receipts are expenditures by international inbound visitors, including payments to national carriers for international transport. These receipts include any other prepayment made for goods or services received in the destination country. They also may include receipts from same-day visitors, except when these are important enough to justify separate classification. For some countries they do not include receipts for passenger transport items. Data is in current U.S. dollars.

Government Contracts can be used to eradicate Poverty.

Despite the focus on tourism, the Government of Barbados also has a major role to play in poverty eradication. Its current policy of awarding contracts to a select few Barbadians has perpetrated the existence of the very wealthy and poverty. If wealth can be created by the government awarding of its contracts, then poverty can be eradicated using the system to award the contracts to a company that is owned by the people.

The Barbados Brand

On 30^th June, the Minister was reported as asking the workers of the Grantley Adams International Airport to “protect it as a brand of excellence and world class hospitality.” However, all the talk about a branding exercise and creating a new slogan, and now asking persons to protect a brand is meaningless if the intent is not to be translated into a physical component and its use to assist in the development of Barbados.

If Barbados really is a brand as is constantly touted and not just a travel destination, isn’t it time for us to see hotels and other establishments in Barbados bearing the name the Barbados Brand. Isn’t it time that we see the translation from nebulous concepts and costly slogans which have nothing to do with reality in Barbados?

The Hilton brand was started in 1969. Commercial tourism in Barbados predates 1887 when the Crane Hotel was built. Isn’t it time to have a physical brand on the ground?

Perhaps the best action in term of branding would be to relieve the contract holders of the Hilton Hotel, and brand that along with several of the smaller hotels, B&B’s and guest houses as the Barbados Brand. This is where one can view the services of the Pom Marine coming into play by standardizing the training of these establishments under one umbrella which defines the physical brand. There would be no need for the government of Barbados to pay the Hilton Hotel for the use of its name.

To the Minister of Economic Affairs, does the signed contract between the government and the company which runs the Hilton Hotel align with the actions that you have taken? Needham’s Point Ltd. had 10 years to get their act together and now you have given them 10 more years to reap super profits off the backs of the taxpayers in Barbados. Clearly this decision was not well thought out and it is certainly not an expression of confidence in developing a physical Barbados brand hotel. You should have made the agreement null and void and together with the Minister of Tourism begin the conceptualization of the Barbados brand hotels. What occurred is not good stewardship.

To the Minister of Tourism, there is work to be done! When will you start?

In view of the most recent dramatic changes, due to Covid -19 developments, both at home and overseas, is it time to think again about lifting some, if not all of the taxes and levies imposed on our tourism industry, at least until there is some evidence of recovery?

It must be obvious by now that many of our tourism businesses are not going to survive a further prolonged period without some sort of meaningful inducement or relief. Despite all the challenges to the private sector in terms of employment there still remains a large number of salaried people who apparently have little or no possibility of losing their jobs or experiencing lower incomes or reduced working hours, notably public workers.

A reduction in airline taxes was promised several months ago, but so far the secondary added US$35 for flights within Caricom and US$70 for all other destinations is still applied.

A bevy of ‘replacement’ airlines were canvassed and persuaded to introduce Barbados flights on the basis of these assurances, which only subsequently to led to a reduction of planned services, due to the still high intra-Caribbean fares and reduced demand.

Long haul airlines have launched attractive sale prices for early 2021 which means that you can fly from London to Barbados for as little as GB Pounds 324 return for the lowest economy class ticket, but still well over half of that figure is taken up in Government taxes.

As and when travel restrictions are lifted in the United Kingdom and other major markets, inevitably there will be pent up demand, but clearly this is going to be price driven, at least during the initial booking stages.

Of course, Government desperately needs revenue to pay for what many consider a massive oversized civil service, plus its loan and other obligations, but most of us realize that it will be printing money for years to come to cover the true cost of the pandemic. Surely it is better to ensure that our remaining tourism industry is in a fit state to be sufficiently operational when recovery starts to take place?

It is not of course the tourism players who benefit from the lowering or removal of VAT, room and other levies, but the actual consumer.

Some of our hotels and other accommodation offerings have been very proactive with promoting staycations, but is that going to be enough to pay their bills, at least for the next six months?

Ultimately, any Government can only extract taxes in so many ways.

If that means the ultimate point- of-sale cost ceases to be globally competitive, then if those taxes cannot be collected from locals or overseas visitors, it will be forced to find alternative borrowing sources.

After writing this column, almost religiously, every week for over ten years and a tourism specific published contribution for over two decades , the almost overwhelming feeling -under the current pandemic situation with a severe lack of good news -is frankly just to give in and stop until meaningful recovery is in clear sight.

But this would of course be defeatist and pander to an increasingly vocal minority that has for some time preached that we, as a country, have become too dependent on a single sector, while albeit at the same time, proffering no viable alternative.

In their own way though, they have a point and perhaps successive Governments have not placed sufficient priority into ensuring that all other arms of our economy were carried along by tourism and its incredible contribution to the building of our country.

Has the time finally come to better evaluate exactly how we can practically involve more people, goods and services to redress this disproportionate imbalance?

Without wishing to harp on what may appear a microscopic and at first perceived inconsequential tiny issue, I would like to return to the subject of serving imported bottled water at Government convened media conferences, which for me highlighted the need to dramatically increase the use of local products where practical.

During my nearly 60 years involved in tourism, what has stood out above all other observations, from the time while working as a humble demi-chef du rang or trainee waiter in one of Britain’s oldest hotels, to finally fulfilling a lifetimes dream into co-owning and managing a boutique hotel, was attention to detail.

A simple example is that certainly in my experience working across more than 70 countries, you could often tell if a particular hotel had a female manager, just by the display of fresh flowers in public places of the property like washrooms. This is not in anyway intended to be sexiest, just that a good manager instinctively knows what impresses their guests of any gender or disposition.

In our very early days on Barbados, I readily accepted that my wife would be a much better hotel manager than I could ever be, in almost every respect. Her degree of attention to detail, empathy to staff and guests, was way above anything that I could ever consistently achieve and it was born-out by the highest possible level of those returning to stay.

And currently, whatever your political leanings or gender preferences, is it now finally the time for our current national leader, together with her team to take the bold step in ensuring there are more tangible mutually advantageous partnerships between all sectors of our economy and reduce the reliance on foreign exchange requirements?

Or do we choose to ignore, during this uniquely challenging period in our history, by failing to address the obvious disparity between our largest industry and its need for goods, services and supplies?

Traditionally, for years this period between Christmas and New Year the United Kingdom normally experiences the largest level of holiday bookings than at any other time annually. Not this year of course, with our tourism policymakers and planners left to contemplate, what, if anything they can do to bridge the enormous void of visitor arrivals.

It is an unprecedented situation and for those who stand on the side and criticize, proffering what they think could be done, are only frankly second guessing a clearly almost impossible and unpredictable scenario.

What I understand the current guardians of our industry are successfully doing is maintaining the highest possible destination visibility with initiatives like the Welcome Stamp, visits by travel writers, travel agents and the incredible centenarian, Captain Sir Tom Moore, all naturally under carefully managed pandemic compliant conditions.

While, it may seem very optimistic given the current circumstances, I am still going to have a wish list for 2021.

As we emerge from the pandemic, there will be opportunities and some of these may come from those airlines that have survived, downsized and retired their larger, less fuel efficient aircraft. New aircraft like the incredible Airbus A321XLR will come into service and enable long haul routes from various European cities to operate planes which carry around 200 passengers, economically on non-stop services to the Caribbean.

Routes like Dublin or Belfast to Barbados then become less of a risk and given a massive price advantage by not having APD (Advanced Passenger Duty) imposed on the fares, saving at least UK Pounds 80 per passenger in the case of Northern Ireland.

Locally, I believe that a great more could be done with developing smart partnerships between all sectors across tourism and those companies who supply them together with our seemingly reluctant banking sector. As one of the persons deeply involved in creating the first fully functional small hotel alliance, it has been hugely disappointing not to witness more co-operation in this sub-sector, by developing joint promotional initiatives and driving cost savings through collaboration.

And as the cruise industry finally resumes sailings from the Caribbean, perhaps not until the very latter part of 2021, let us look objectively at exactly where we can truly benefit from this sector and justify the investment we have already placed in it.

As always, my thoughts go out to all the dedicated tourism workers and managers that are still employed and have sacrificed their quality family time over this festive period, to give our cherished visitors that holiday of a lifetime.

As we come to the end of another year, for many around the world, probably the most unpredictable of their entire lives, it is perhaps time to reflect, while trying to make sense and possibly attempt to plan for the future.

Even after a working lifetime involved in tourism, like so many others, we simply are not sufficiently qualified to proffer potential solutions post pandemic, but there are past experiences which tell us that until ‘we’ as a nation find any viable alternatives, that it will largely remain the ‘only game in town’.

Looking back 32 years, we can only admit to being extremely naïve when purchasing a closed semi-derelict small hotel on what was perhaps considered then, as one of the less desirable coastlines of the island.

Hindsight is a wonderful thing of course and despite all the odds including a barrage of bureaucracy (that continues to exist three decades later), uncooperative banks, who often simply did not understand what it takes to make businesses work, merchant traders and suppliers not willing to take any credit risks, we grew the business while contributing around $50 million to the local economy, directly or indirectly.

During that time, we employed people, paid their NIS and met every single Government tax and imposition, despite still being owed tens of thousands of confirmed VAT refunds, dating back from as late as 2013.

Was it easy? Absolutely not!

But if you have a vision that you share with a partner, believe in what you are doing and preparing to work 17 hours a day, seven days a week, then ‘success’, in whatever form you consider that word applicable, is possible.

As we now look on under the new owners and their extensive commitment to massive renovations, which have been underway for weeks, we have no doubt they will take the former Peach and Quiet to another level and build on any ‘success’ that we might have achieved in the past.

Clearly acceptable standards and guest expectations change over the years and our former small hotel reaching almost 50 years since construction, desperately needed upgrading.

The new owners with three generations of proven hand-on hotel ownership and management share our vision and have the sheer determination to ensure the re-named property once again reaches the award winning boutique hotel status we enjoyed.

Personally I have no doubt that our tourism sector will rebound and that we will learn valuable lessons from the pandemic.

What will be absolutely critical to its recovery is that those who have the vision and drive to invest in times like this are given all the support and encouragement to ensure this happens.

It is time for some of our banks to revisit their purpose and for our army of civil servants to carefully evaluate how they can contribute to the national interest.

From our personal experience, there are always notable exceptions to the ‘norm’ and our sincere thanks go out to the incredibly positive response we received from all involved recently at the Central Bank of Barbados.

Just a week away from celebrating our 54th year of independence and probably the very last year that any citizen will be recognized for their outstanding national contribution locally, by being granted (Order of Barbados) Knight (KA) or Dame (DA) status, after Government has decided to remove Her Majesty Queen Elizabeth II as head of state and presumably her representative here.

Considering the massive transformational effect tourism has made in the development of the country over the last five decades, some may find it surprising that not a single person within the industry, over that period, has been sufficiently identified and chosen to receive the highest honour, unlike in some other neighbouring islands.

Perhaps it reflects the often expressed general cynicism directed at the sector, that each and every hotelier is a money grabbing, subsidy opportunist, extracting limitless concessions and who expects Government to constantly bail them out, even when even tiniest challenge is put in their way.

While this may be vaguely true for a tiny number of chosen few, as a former small hotelier, operating for over 25 years, I can tell you that perception is so far from reality that it bears absolutely no actual creditability at all, for the vast majority of us.

I graphically recall our very first attempt to bring in ‘duty-free’ a special paint for extreme salt spray exposed surfaces. The duties and charges levied locally were more than twice the cost of the goods and shipping. Despite that, we paid the taxes in full, only to discover when collecting the paint from a ‘secure’ customs bond, that more than a third of the product had been stolen. When then asking if we could amend our duty payment to the revised amount of goods received, we were told NO and that we had to apply for a refund which in the words of the then comptroller, could take up to between one and two years.

After, that early experience, we virtually gave up on even going through the motions of attempting to buy ‘duty-free’ items for the hotel, as the barrage of obstacles placed in our way, were just too tedious and mentally overpowering to surmount.

Returning to the point of this column, I hope that one day that some of the very many dedicated professionals, at every level, will be recognised for their tireless efforts, once again.  Not limited to only those promoting Barbados tourism, but fully embracing everyone who provides personal service delivery, to each and every guest.

As and when the pandemic issue is resolved, it is going to be even more critical to the sector’s recovery that ‘we’ provide the very best welcome to both returning and first time visitors. As a country, when we continually fail to value the selfless contribution made by so many, we are losing track and the purpose of what makes tourism and a destination successful.

The decision made by Virgin Atlantic to re-position their Barbados flights to Heathrow from Gatwick and the recent announcement by British Airways that they will restore a daily flight from London’s first airport from 17^th October is a very positive move towards any form of tourism arrival normality from the United Kingdom to our shores, in more ways than one.

The airport is currently undergoing trials involving ‘three systems of outbound Covid-19 testing including a nasal or throat swab test which provides results in 30 minutes, a saliva test which gives a visual result in 10 minutes and a self- administered test that works within 30 seconds’.

These are in addition to the airport’s paid-for inbound testing facility, which is awaiting British Government’s clearance.

According to an airport spokesperson ‘the long-term aim of the trial is to understand whether these tests could be quickly and efficiently conducted on large numbers of people outside of a laboratory setting and to ensure they are accurate enough to be delivered in an airport environment’.

Heathrow’s Chief Executive Officer, John Holland-Kaye added ‘if we can find a test that is accurate, gets results within a matter of minutes, is cost-effective and gets the government green light, we could have the potential to introduce wide-scale testing at the airport’.

Another major plus for Heathrow is the rapidly improving train links.

Our policymakers often overlook that for the vast majority of our visitors, their journey does not start at the airport. They have to get there first, often leaving home close to the dead-of-night to allow for reasonable check-in and security time, in many cases.

While the massive Crossrail project has been further delayed, new type 345 trains with nine carriages that are fully air-conditioned are already fully operational from all the functioning Heathrow terminals, with up to 9 trains per hour to/from Central London and major connecting train terminals and beyond.

The increased capacity, frequency and enhanced ventilation will substantially improve the possibility of effective social distancing and further reduce the fear of virus infection.

A third compelling reason why Heathrow outshines way above other British airports is connectivity, both from an internal domestic UK and worldwide perspective.

Certainly up until the end of 2019, according to OAG (Official Airline Guide), a leading global travel data provider, the Heathrow mega hub was the world’s most internationally connected airport for the third straight year.

‘On the busiest day in aviation during that year an incredible 65,000 connections were possible within a six hour window’.

Frankfurt was second, followed by Chicago O’Hare, Amsterdam and Munich, in that order.

This gives us the strongest possibility of enticing continental Europeans onto seamless connections to both British Airways B777 -200 and Virgin Atlantic’s B787-9 Dreamliner nonstop flights to Barbados.

By the end of this month the British Government will have a somewhat more accurate idea of just how successful their Eat Out to Help Out scheme has been in sustaining businesses and protecting employment.

From 3^rd until 31^st August on every Monday, Tuesday and Wednesday (traditionally the quieter dining days), Brits can get a 50 per cent discount, up to a maximum of GB Pounds 10 per person, when you eat-in at one of the over 83,000 restaurants that have so far registered.

Usage does not require a voucher, can be used as many times as you like and is combinable with other available offers and discounts.

There is no minimum spend.

The discount cannot be claimed on alcoholic drinks or service charges and is automatically available at all participating establishments, which include restaurants, cafes, pubs, food halls, work and school canteens, who in-turn are reimbursed by the Government.

Consumers can easily find those that have already signed-up, within a 5 mile radius of their residence, simply by entering their postcode.

The United Kingdom HM Revenue and Customs stated that it had received over 10.5 million claims under the scheme up until 9^th August with the average claim for around GB Pounds 5, which would until this date, bring the cost of this initiative to around GB Pounds 50 million.

British Chancellor Rishi Sunak reported ‘the scheme has served a huge 25 per cent increase in people going out’ and that GB Pounds 500 million has been put aside to pick up the bills for diners who patronize restaurants during the 13 eligible days in August.

This following the slashing of VAT rates from 20 to 5 per cent for all hospitality and tourism businesses until 12^th January 2021.

Over 90 of the leading restaurant chains throughout the UK have signed up to offer this deal with most of the major brand names, applying substantial resources to ensure public awareness.

Will Beckett, co-founder of the Hawksmoor steakhouse group reported ‘that six of his restaurants had received a combined 15,000 bookings for the 13 days’ period.

Our policymakers have resisted so far, any obvious attempt to stimulate domestic tourism, for whatever reason.

Perhaps it is time to rethink this approach?

September, ‘normally’ one of the most challenging months of the year is just days away, while we continue to experience an increasing number of our restaurants announcing permanent closure.

For many of them it is truly heartbreaking, having spent in some cases decades, building their business.

From feedback, those closing mostly admit they can no longer sustain survival locally, citing the inability to continue paying rent, utility bills, land taxes or await further delays in the repayment of outstanding VAT refunds.

During the last 31 years whilst residing on Barbados and an overall total of 50 years since actively promoting the destination, I have witnessed many Ministers of Tourism come and go. Many, far more informed persons, will judge their individual contribution to the overall betterment of the industry and any lasting legacy they personally have left.

I sincerely wish the new Minister all the very best in the world during these unprecedented challenging times and let no-one labour under the illusion that any single person can remedy or return our tourism offerings to anything close to normality in the short term.

For me, two past Minister of Tourism’s stand out in the crowd, the late Sir Harold St. John and Peter Morgan. For the simple reason, that they both had the amazing ability of patience to listen to all persons, at every level, within the industry. This did not necessarily translate that they would incorporate ideas proffered by those people, but the mere fact they felt included, made all the difference.

They both also returned phone calls and/or messages, leaving even the seemingly lowest level of tourism worker feeling that their contribution was important. I earnestly hope that this level of response returns to the Ministry of Tourism, especially now that it probably has the largest number of staff employed during its entire history.

When in 1989 we purchased the then derelict Arawak Inn, Sir Harold was a frequent visitor, giving us incredible encouragement, even at a time when his family’s property was a direct competitor located just half-a-mile away. Since then, Ministerial visits have been a rarity.

Over the last few years the lodging economic landscape has dramatically changed with the two largest hotel groupings now being foreign owned. This will of course significantly affect how they both respond to the current Covid-19 pandemic, being able to source capital offshore at considerably more competitive interest rates to assist them through the recovery period.

Our indigenous hotels and other accommodation providers on the other hand, will have to continue their battle with the banks authorized to operate on-island, subject to existing lending terms, which are almost impossible to meet during current times.

We too, also have to realize that there are certain integral component parts of tourism that cannot be directly controlled, like airlift. Until infection numbers substantially reduce in our key markets and people regain the confidence to travel, we can only implement policies that re-assure any potential visitors, that everything possible to protect them locally, has been put in place.

While Government has done an extraordinary job in limiting the local damage of Coronavirus, we are still fighting the perception of risk, compounded by the economic realities of higher unemployment and depleted earned incomes from our source markets.

Other countries have turned to stimulating domestic tourism to partially soften the blow and mitigate the loss of jobs. ‘We’ have so far chosen not to and time will tell if this was a wise decision.

If there has ever been a time when tourism partners sharing the same sub-sector have needed to work together in the national recovery interest, it is now!

A couple of weeks ago I suggested to our national marketing agency that a short video be produced from the existing library of incredible images highlighting our amazing choice of restaurants and dining options.

The ‘theme’ would be ‘Did you miss us?’

The video could be aired, without any significant cost, through all available social media outlets and travel partners, to remind both locals, second home owners, together with returning visitors of what we have been capable of providing, year after year, under ‘normal’ circumstances.

A similar exercise may easily be done with our car rental suppliers without necessarily giving prominence to the merits of any particular company.

Most renters do not, of course, base their booking decision on the make or model of vehicle, but what the car can offer them in flexibility to explore the island, visit attractions, activities and sample the myriad of eating out choices and equally important, providing added value and experiences.

Several years ago we persuaded, for the first time ever, three of the largest villa rental agencies to jointly create a full page ‘ad’ that was placed in one of the leading travel magazines. The individual cost to each company for exclusive sole participation was difficult to justify, but collectively sharing the expense three ways, made it a whole different story, giving readers previously unknown choices, as whom to contact and search for their chosen property.

While highly targeted strictly print advertisements have fallen out of favour against the more recent electronic media alternatives, I still believe it can play a critical part in overall marketing, especially if carefully monitored for response and cost-effectiveness.

We also used this concept to launch the first fully functional small hotel group called Barbados Treasures. Each of the original five member hotels offered an identically priced package that included reduced rate car rental, a choice of attractions and an out-of-hotel dinner option. It became one of the best-selling offers available at that time and significantly increased average occupancy in each of the partner properties.

There are countless other examples of why working together makes economic sense, while building awareness of the destination and growing each participating business. It just takes resolve and commitment from sufficient big-picture people with a common objective to make the idea work.

One thing for sure, as tourism recovery inevitably takes place, despite the naysaying utterings of the pundits and doubters, every industry provider will be vying to seek out what they perceive as their fair market share. They will then be faced with attempts to do this alone in isolation, or learning to work as a team, to greatly increase the likelihood of overall success.

Submitted by Andrew Nehaul

We all know the story of Sam Lord. The world’s second oldest known con artist. The first one was William Chaloner (1650 – 1699): A serial counterfeiter and confidence trickster proven guilty by Sir Isaac Newton.

Below is a shortened version of his story.
Samuel Hall Lord, also called “Sam Lord” (1778 – 5 November 1844) was one of the most famous buccaneers on the island of Barbados. Sam Lord as he was usually known, amassed great wealth for his castle-mansion in Barbados. He did this through the direct plundering of ships stranded in the coral reefs just off the coast of his estate.

According to legend, Sam Lord would hang lanterns high in the coconut trees around his estate. Passing ships far out at sea would think it was the port city of Bridgetown and would sail towards the reef in the area, leading them to wreck their ships. Sam Lord would then board the ships and keep the riches for his castle, which stood in the parish of Saint Philip. [Source Wikipedia]

More specific info here: http://www.bcc.edu.bb/Divisions/FineArts/SamuelHallLord.aspx

I submit that we can we take this historical fact and expand upon it. In other words why not create a viable interest in travelling to Barbados to find Sam Lord’s treasure?

We can stimulate attention on social media by suggesting that the treasure has never been found and as the old castle is being renovated, now is the time to come and explore the island and look for it before it disappears. An app can be designed that gives clues to the treasure and visitors can travel around the island looking for it. On downloading and registering, the app will give participants a clue which will give directions to a possible location. When they find this location, the site will have a GPS locator which will register in the app and will then unlock a new clue. Note that the person must stand exactly in a specific location to get the app to unlock.

After the first location is registered it gives the participants a souvenir or drink (sponsored). To cut a long story short, the clues should be tough and the maximum number of clues should be no more than 10. The prize (treasure) should be USD 25.000 (any eventual taxes to be paid by the participants). Once found, the next time that it is run, the prize should be USD 35.000. The time after USD 45.000 etc

Some things to consider.

No other island had Sam Lord. As he was unique to Barbados. Let us use him to our benefit.

As this will be based on wideband usage, a smart phone will be necessary and there will be a fee to register. This fee will include a local SIM card with XXX data.

A sponsored digital map should be created (open for all) showing locations of bars, rum shops, restaurants in each parish that provide food/drink, clean restrooms, parking and free WiFi. These locations should be encouraged to niche what they offer clients. For example 3 of them may specialize on fish/seafood. 3 others on local Bajan food with panache while others on local sweets and/or bakery products.

Spin off high end souvenirs with a Sam Lord’s treasure logo should be created like – brass lanterns, smart phone cases, golf head covers, ceramic place settings etc

I am certain that the island has many creative persons who can run with this and make the concept even better.