ESTABLISHMENT OF AN INTERNATIONAL STANDARD TOURISM COMPLEX
MD. Kayes Moshiur ID: 1106026
CONTENTS 1. CHAPTER ONE: INTRODUCTION…………………………..01 1.1. Background of the project……………………………………………………………02 1.2. Project brief…………………………………………………………………………..02 1.3. Aims and objectives of the project…………………………………………………...03 1.4. Suggested programs………………………………………………………………….04
2. CHAPTER TWO: LITERATURE REVIEW…………………05 2.1. Current situation of tourism in Cox’s bazar as well as Bangladesh……………….…06 2.2. Demand, crisis and possibilities of tourism and commerce in Cox’s bazar……….…07 2.3. UNWTO standard tourism policy………………………………………………....…08 2.4. The nature of hospitality industry……………………………………………………08 2.5. Characteristics of hospitality industry:……………………………………………….08 2.6. Standard accommodation criteria for 4/5 star rating hotel…………………………...12
3. CHAPTER THREE: SITE APPRAISAL………………………14 3.1. Site analysis…………………………………………………………………….…….15 3.2. Site surrounding………………………………………………………………… .…..18 3.3. Climatic data…………………………………………………………………….…....19 3.4. Social background of the site………………………………………………….……...20 3.5. SWOT analysis………………………………………………………………… …....20 3.6. Demand analysis……………………………………………………………….……..21 3.7. Findings from site appraisal:…………………………………………………………25 3.8. Objectives…………………………………………………………………………….26
4. CHAPTER FOUR: PROGRAMMES…………………………..27 4.1. Principal factors to generate programmes:…………………………………………...28 4.2. Gross programmes……………………………………………………………………28 4.3. Detailed programmes…………………………………………………………………29
5. CHAPTER FIVE: CASE STUDY………………………………37 5.1. Marina bay sands, Singapore…………………………………………………………38 5.2. Me hotel, London……………………………………………………………………..43 5.3. Hok- east taihu lake golden bay tourism complex, china…………………………….49 5.4. Radisson blu water garden hotel, Dhaka……………………………………………..54 5.5. Thanh Xuan Park, Hanoi, Vietnam…………………………………………………..58
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6. CHAPTER SIX: DESIGN & DEVELOPMENT………………61 6.1. Design considerations………………………………………………………………...62 6.2. Conceptual ideas………………………………………………………………...……62 6.3. Design phases………………………………………………………………………...63 6.4. Relationship of inner and outer areas of the site……………………………………..64 6.5. Project drawing (final phase)………………………………………………………..66
CONCLUSION……………………………………………………..77 BIBLIOGRAPHY………………………………………………….77
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CHAPTER I: INTRODUCTION
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1.1.
Background of the project
Tourism is a sector of high economic, commercially facilitating and viable interpretation of life style diversity. World is going through revolutionary concepts of tourism. But, in everywhere of the world, nature provides the main element to tourists. Authorities are just organizing and making nature suitable for users. In this perspective, Bangladesh is a country of high possibilities of enriching it’s unbelievable natural resources to provide exploration of local and international tourists. Above all, Chittagong hill tracts, sea beaches and coastal forests are world renowned tourism resources. Extreme demand of local tourism is increasing the site’s importance. But, it is really a matter of sorrow that, the contribution from tourism sector to GDP and employment is only 2.1% and 1.9% (World Economic Forum, 2013). The longest beach of the world Cox’s bazar sea beach is still under unplanned, in secured, under-developing and less facilitating to provide international form of tourism. Since last few years, we can see a dramatic decrease of international tourists and increase of domestic tourists. Under developed and mismanagement of tourism related facilities is one of the great reasons of losing it’s attraction toward international visitor who can enjoy a multiplied form of facilitating and organized tourism in other countries of the world. The cause of exploding internal tourists is for lacking of well-done tourism places throughout country and ever natural sea aperture. Still local commerce and low class accommodation in tourism area are bothering huge number of tourists. Where internal tourists are suffering from under rated tourism facilities, how can we expect international tourism industry to be developed? From the scenario, government and non- government authorities are being organized to build up international standard accommodations and tourism related commerce with in beach areas. This project is evolved by some theoretical and economic perspective of cox’s bazar tourist’s areas.
1.2.
Project brief
Bangladesh Parjatan Corporation (BPC) took the responsibility to take steps of forwarding tourism industry in cox’s bazar. By the process, Motel road (airport- laboni point link road) had been under taken as some major development of tourism accommodation and amusements. Motel Upal was one of the significant projects of this authority. A huge site of the project (6 acres) have only 12,000 sq ft area of old type of motel accommodation. Increasing tourist travel pattern and demand is looking for utilizing the land in a newer and effective thinking. When, it needs a luxury accommodation with retails and amusement facilities rather than a motel in current circumstance. This project has been undertaken to establish on PPP (Pubic Private Partnership) basis. So. Private authority can demolish, refurbish or modify the existing project. So, it doesn’t need to retain existing motel blocks necessarily.
1.3.
Aims and objectives Page 5
Three major goals of this project are • Serving existing tourists • Promoting standard tourism and facilities • Providing maximum retaining of natural settings. For designing and developing, there are some objectives to be fixed according to the evolved need of the project. • Develop good quality tourist facilities for tourist visiting cox’s bazar. • Promote all year around activities for tourists. • Obtain optimal value for money. • Build in accordance with the applicable safety standards. • Deliver an economically viable project in an environmentally and socially responsible manner subject to applicable laws and regulations. • Derive best possible commercial utilization for the available land. • Developing the programs according to current and future demand analysis of tourist number and travel pattern.
1.4.
Suggested programs
According to international standards and functional needs, authority has suggested some considerable programs to design detail programs. BPC has fixed a “Minimum Development Obligation.” Development of minimum built up area of 2,00,000 (two lakh) sq. ft., which shall comprise of at least 2 (two of the following five categories. a) Retail b) Food and beverage hub c) Family entertainment center d) Multiplex cinema hall/ theatre e) Hotel accommodation Optional Project Facilities/ Permissible commercial activities: Over and above minimum development obligations as above, following commercial activities will be permitted on the project site as optional project facilities. The following are the considerable programs can be added with major functions: a) b) c) d) e) f) g) h)
Serviced vacation homes Adventure sports and/ or activities Banquet hall Sports facilities and academy Club & Amusement park Wet amusement park Health and well-being spa Office & other tourism facilities. Page 6
CHAPTER II: LITERATURE REVIEW
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2.1. Current situation of tourism in Cox’s bazar as well as Bangladesh Bangladesh is a small deltaic riverine country located in South Asia and bordered by India (West, North and north east), Myanmar (South East), and Bay of Bengal (on the South). To many, Bangladesh possesses tremendous natural and cultural resource for the development of tourism industries. In particular, the country has two undisputed heritages, the Sundarbans (Natural mangrove forest) and Cox’s Bazaar sea beach, the world’s longest unbroken sea beach. Both treasures are blessed by the Bay of Bengal and situated to the south along the blue water line of Bengal Bay. Apart from these, other historical, cultural and archeological tourist sites have been developed in certain pocket throughout the country. Selective Indicators Global T&T Competitive Ranking (out of 140 countries)
Bangladesh 123
%
Millions
83
114 113
65
127 128 108
16
86
90
116
2.3
6.1
1.9
2.9
74
109
42
95
India
65
96
20
104
9
24
1.9
7.7
5
1.6
6.2903
17518.2
Nepal
112 109 102 121 137 130 127 125
6
70
35
128
4
3.7
3.4
2.8
0.7359
386.3
74
Sri Lanka Pakistan
111
83
88
29
108 116
66
34
25
42
86
3.4
5.7
3
2.2
0.856
830
122 137 107
96
77
119 121 115
15
134
86
71
3.2
5.5
2.7
2.3
0.9068
358
69
89
92
24
26
44
83
2.1
6.5
2.2
3.3
3.9175
3152
Philippines 82
35
39
0.303 (2010) 87.1 (2010)
103
94
96
82
Although the country has huge potential for economic growth using tourism, the contribution from tourism sector to GDP and employment is only 2.1% and 1.9%, respectively (World Economic Forum, 2013). In comparison with neighbor countries, Bangladesh is the lowest recipient of international tourist and the size of both international and domestic tourism market is very insignificants. Bangladesh is not well known to foreigners as a tourist destination; rather, it has been portrayed as a country stricken with poverty, climatic disasters and other poor images in the international environment. But the country has all the potential to be an attractive tourist destination in Asia pacific region. Moreover, the people themselves are Page 8
hospitable, which is essential for the tourism industry. The area is a unique scenic beauty spot on the southernmost tip of Bangladesh under the district of Cox’s Bazar and which is claimed as the world's longest unbroken natural sandy sea beach at 120 km.
2.2. Demand, crisis and possibilities of tourism and commerce in Cox’s bazar Several millions of people visit these areas every year, and the number of people visiting is increasing. After the independence of Bangladesh in 1971, tourism at Cox’s Bazar started in a limited way by the modest efforts of the government. However, in the recent years, Cox’s Bazar experiences huge growth in tourism. During the peak season (October to April) about 2 million tourists visit Cox’s Bazar and it is expected the figure will stand at least at 15 million by the year 2030 (UDD 2011).Given the economic potential and other benefits from tourism industries in Bangladesh, a little has been done to investigate tourist satisfaction in particular region. A number of studies have been carried out focusing on tourism prospects (Das & Chakrabotry, 2012), economic potential and constraints (Sofique et al., 2009), tourism site and destination management (Ahmed et al., 2010), tourism management and managerial problem, as well as various tourism promotional activates in Bangladesh. However, most studies were descriptive and qualitative in nature, based on assumptions and overall general evaluation of tourism industries in Bangladesh. Couple of study attempted to quantify tourist perception with using empirical data. Among them, Rahman and Shil (2012) examined service satisfaction of young tourists at Lawachara National Park. Another study was carried out by Dey, Uddin and Hasan (2013), directly related to project area. The authors made a limited effort to encapsulate perception on various services of off-season visited tourist to Cox’s Bazar beach area.
2.3. UNWTO standard tourism policy SUSTAINABLE TOURISM FOLLOWS THE TRIPPLE
BOTTOM FIGURE ENVIRONMENT
ECONOMIC
SOCIO CULTURAL /COMMUNITY
SOCIO CULTURA /COMMUNITY
BALANCE Page 9
2.4. The nature of hospitality industry What is the meaning of HOSPITALITY? There is no one single and simple definition to explain the term of hospitality in this stage. Many people have tried to describe the hospitality industry in different ways. Some tried to summarize the scope of the industry and its characteristics of involving both tangible and intangible features in the service delivery process. Others attempted to describe the industry by exploring the stakeholders involved, mutual benefits generated and the industry’s impacts to the society and economy. Broadly speaking, Hospitality is the act of kindness in welcoming and looking after the basic needs of customers or strangers, mainly in relation to food, drink and accommodation. A contemporary explanation of Hospitality refers to the relationship process between a customer and a host. When we talk about the “Hospitality Industry”, we are referring to the companies or organizations which provide food and/or drink and/or accommodation to people who are “away from home”. However, this definition of the “Hospitality Industry” only satisfies most situations. We learned about different types of products and services provided by the hospitality industry and explored some key attributes of being a professional staff in the hospitality industry through completing Activity. We understand that working in the field of hospitality could be quite challenging. Different from other sectors, the hospitality industry is unique in its nature which tends to be service-oriented and has a strong emphasis on human exchange in the service delivery processes. A summary of key characteristics relating to the hospitality industry are listed in Figure 2.1.
2.5. Characteristics of hospitality industry: Product-service mix
Two-way communication Characteristics of the Hospitality
Relationship building
Industry Diversity in culture
Labor intensive
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2.5.1. 1.
Kea points: Product-Service Mix
Think about your experience of being a customer in a restaurant or a customer in a hotel. What else, apart from the food in restaurants and the facilities in hotel rooms, do you think can make your hospitality experience more enjoyable and satisfied? In the hospitality industry, customers rarely consume pure products but a mixture of products and services. For example, one who dines in a restaurant will not only pay for the food and drinks but the services provided by the servers. The bill has covered both tangible and intangible experience. Tangible features- for example, a steak as the main course, a glass of house wine, well groomed service staff and decoration of the restaurant. Intangible features- for example, a comfortable dining atmosphere or the friendly attitude of staff. A successful hospitality business does not only count on its products and services, but also how they are delivered. The qualities of staff and the way they deliver the service are often more important than the tangible products in making a hospitality experience satisfactory or unsatisfactory. Hence, the two features can contribute to the total experience in the service delivery process. As products and other tangible features can be easily imitated by competitors, hospitality operations which aimed for high-ended customers and ‘superior’ quality gradually spend more and more resources in enhancing the service standard as a strategy of differentiation.
2.
Two-way Communication
In order to achieve service excellences in the hospitality industry, two-way communication is one
critical
factor which requires
the involvement and participation of both customers and service staff in the service delivery process. Through interactions with customers, important
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messages about their needs and expectations can be received by service staff for their immediate actions to create customer satisfaction. Interactions between internal staff or inter-departments is also critical since total experiences of customers in using any lodging or food and beverage services usually involve team work and exchange of information within the organization.
3.
Relationship Building
The hospitality industry highly depends on repeated customers for survival. Building long term relationship with customers can benefit the organizations for generating stable revenues regardless of the instability of seasons and at the same time, developing brand reputations through positive word-of-mouth of the repeated customers. In order to develop brand loyalty, different methods are currently applied by the lodging and food service sectors, such as membership programmes which give privileges and incentives to frequent customers. However, top management of organizations do believe that the informal ways of building “friendship� between front-line staff and customers through high degree of personal attention and customization can win the loyalty of customers in long run.
4.
Diversity in Culture
As hospitality are closely related to tourism industry, it is not surprising that people involved in this sector, no matter customers or staff are experiencing a diversity in culture through interacting with others. Staff who work in a hospitality organization always have interactions with customers from different regions, or to work and corporate with other colleagues who may have different backgrounds or cultures. Due to their differences in religious beliefs and values, some conflicts and misunderstandings can be easily occurred. Therefore, staff should be open-minded, and come up with solutions together in resolving problems in their duties. For example:
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From customers’ perspective some of them abstain from meat due to their religious beliefs or habit. Therefore, restaurants should provide vegetarian food as an option in order to satisfy their needs.
From staff’s perspective: eating pork or any food products with pork as ingredient should be avoided if some colleagues are Muslims in order to show respect to their religious belief. Such a cultural diversity implicates that local staff should generally understand different cultures so flexible services can be provided to customers based on their national cultures and harmony in cooperation with colleagues from different nationalities can be achieved.
5.
Labor Intensive
Since the hospitality industry is service-oriented in its’ nature, it requires a huge supply of labors to create a memorable experience for the customers. This characteristic is especially true for those enterprises which target for high-ended customers. For example, staff-toguest ratios are high in fine dining restaurants and 5-star hotels which aimed at providing one-on-one services to their customers. Although the advancement in technology do contribute to the replacement of some simple tasks in the whole service process, customers who concern the element of ‘care’ generally expect high degree of human contacts and personalized services in their consumption experiences. It explains why the industry is always in high demand for labor and is willing to spent time and resources in training and recruiting potential candidates to join the workforce of the hospitality industry.
General guidelines • • • • • •
Promote sustainable deveopment Create products for specific visitor market segments. Gain and maintain competitiveness Enhance visiors experience. Preserve local resources. Improve resident’s quality of life. Page 13
2.6. Standard accommodation criteria for 4/5 star rating hotel Many people are confused by the star rating system used for hotels. To make matters worse, there is no consistent rating system from country to country. Most classification schemes on the continent don‘t always take into account the sort of attention to detail which makes the difference between a good hotel and a bad hotel. They simply reflect the facilities and services available. But that doesn‘t always give a very accurate impression of what you can expect from a hotel. In Italy, where the regulations are extremely detailed – right down to the requirement for a spare roll of lavatory paper (all stars) – a three-star hotel must offer porterage for bags at least 12 out of 24 hours, but it doesn‘t indicate what the quality of the service has to be. In Spain, room size is very important to classification and the requirements are much more demanding than in France. So a double room in a three-star hotel must be at least 15 square metres – that‘s 50% bigger than the French system demands. But while this reflects a minimum standard that is applied nationally, the exact details of what facilities are required vary, because each region of Spain operates a slightly different system. In the UK since 2006, and after decades of a highly confusing system, now they have one that works very well. It has been adopted by England, Wales, Scotland and Northern Ireland and assigns stars to reflect the facilities on offer but also measures the quality of an establishment in line with its star rating. This means that all hotels in the UK are assessed to the same criteria and gives a boost to hotels which make an extra effort to improve and maintain service levels to make guests feel both comfortable and welcome.
The key differences: ❖ Five-star hotels must be open seven days a week all year round. ❖ o o o o
Five-star hotels must provide enhanced services such as Valet parking Escort to bedrooms. proactive attentive table service in bars and lounges and at breakfast Concierge‘ service
24-hour reception, 24-hour room service, full afternoon tea. At a four-star this may be offered but is not compulsory.
❖ Five-star hotels must have en-suite bathrooms with WC, and thermostatically controlled showers, in each of its rooms. Only 20% of the rooms can have shower-only facilities if the size and quality of the en-suites is exceptional. A four-star hotel can offer thermostatically controlled showers only.
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❖ Five-star hotels must have additional facilities, such as secondary dining, leisure, business center, spa. ❖ Five-star hotels must offer permanent luxury suites, comprising three separate rooms – bedroom, lounge and bathroom. Four-star hotels may offer suites, but it is not compulsory. ❖ Five-star hotels will have excellent staffing levels with well-structured and dedicated teams with depth in management levels, as well as exceptional levels of proactive service and customer care. A five-star establishment is based on perfection, and extreme luxury and exceptional attention to detail. ❖ With four-star hotels, the service should come to the guest as needed, but with a fivestar hotel every need should be anticipated in advance of when the guest wants them (eg, hotel staff of a five-star hotel will take control of luggage from guest‘s arrival outside to prompt delivery in bedroom, full 24-hour room service and 24-hour reception and concierge services). ❖ With a five-star hotel, from the biggest chain to the smallest boutique hotel, the customer is treated as an individual. The customer service experience is seamless. The high caliber of professionally trained staff means that knowledge provided is expert, whether it comes from bar staff, receptionists or any other department, and is without detriment to other service areas. ❖ In order to maintain this exceptional level of service the guest would expect a higher ratio of staff to guests. In a four-star they would expect the average ratio to be one member of staff to three guests. In a five-star it could be as high as two staff members to one guest. ❖ In most five-star hotels the guests would normally expect a renowned chef who has achieved accolades ranging from Rosettes to Michelin stars. ❖ In a five-star hotel every physical aspect of 'look and feel' has been specifically designed or chosen for that accommodation whether it's tableware, bedlinen, fabrics, color schemes, so even within a group of hotels it will still remain individually designed. ❖ Service in a five-star hotel is above average. The hotel should offer Reception, Concierge, Housekeeping and Room Service 24 hours a day.
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CHAPTER III: SITE APPRAISAL
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3.1. Site analysis The site of project is selected on Motel upal compound, located at Motel road, Cox’s bazar. It is a charming location escaping the excessive hotel zone of Kolatoli, Shugandha and Laboni point. More north-western part of cox’s bazar costal area. A link road of airportCox’s bazar city to Laboni point is the access of the site having about 300 m frontage from it.
Wind flow: Major wind flow is from western and south-eastern part of cox’s bazar, if we consider the macro climate of the city, But the micro climate of the site says, the major wind flow is perpendicular of the sea shore line and it hits the site at an angle of 35 degree approximately.
Figure: Macro climate data (wind flow) of the site ,cox’s baz Page 17
Southern part of the site seems like entry aperture. According to sun path, Northern Natural settings and part will be shaded if it is developed by sunlight: high rise buildings. So, The figure area showsshould the sun residential be angle and direction to the site. under consideration of shadow A hilly terrain is located at calculation. On the other side, eastern part site open that southern partofhasthesome ensure a naturally vibrant natural water body which may views from backasofmoist the generate heatthe as well site. Some natural water body air from sea wind. work as reservoirs of rain water and provide cool air through the site. Western part of site covers full of green settings, specially jhauban covers maximum sea beach areas. No major building is situated in a greater range of the site, which keeps a cool environment. The site has a greater exposer towards it’s south-western views.
Figure: Micro climatic data (wind flow, sun path and natural setting ) of the site
SUNNY SIDE WILL BE THE MAIN APPROACH OF TOURISM COMPLEX
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Topography and sections of the site Existing Jhauban has created a total height of 40/50 ft as a green barrier for wind flow from sea. But, the site is located above 2300 ft from shore line that, wind flow can blow down and receive water vapor to pass through the site. Topographical variation is almost flat as to be considered. But the land behind the site has created hilly context at about 300 m back. So, wind blows enough at lower part to make a loop according to costal wind flow form.
Figure: Site topography and illustrated section Transportation The transportation condition and route can be described by three nodes and two terminal for the access to the site. In existing situation, no railway is serving travel to cox’s bazar, though development plan has a proposal of railway. Cox’s Bazar airport is going to be an international airport which is located at the north end of cox’s bazar and about 1 km far from the site. Central bus terminal draws two different access of reaching motel upal site through motel road and Jhauban road. Generally tourists flow is toward hotel-motel road. A greater lack of public transport or tourist buses in this road is noteworthy, A high volume of rickshaws and auto rickshaws run to site. Tourists generally reach by local auto rickshaws and their own private vehicles. A smaller amount of traffic flow through motel road is a positive point to keep natural and culm the site. The site has no bus, truck or heavy vehicular transition. Motel road can be Page 19
used as only tourism purposes as alternative roads connect the airport and laboni point. Kolatoli, Sugandha and Laboni point is the major traffic node have less effect to the site. The site front road is 30 ft wide without pedestrian.
3.2. Site surroundings I. II.
Located on Motel Road with frontage of about 300m Surrounded by• Hotel Shaibal (Parjatan complex) across the motel road. • Residential area at the back • LGED building at northern side of the project. LGED building entry is just near at the north end of the site. • A Govt. institution building at the south side • Motel Probal is located at the most southern part after institutional area • Direct southern area of the site is the land of cox’s bazar cricket stadium, which is on processing of international venue. • Nearby sea- beach point: Laboni point, Diabetic point and direct sea point in Motel Shaibal beach point. Page 20
The motel road is linked with residential area by 20 ft wide road at the back of the site and main access between airport and residential area. This is another frontage of the site.
Figure: Different functional zones surrounding site
3.3. Climatic data: Average annual temperature: 25.6 degree c.
• •
Average rainfall: 3770 mm Average humidity: 77%
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➢ Climatic region: tropical ➢ main season 1. Monsoon (May- October) 2. The winter (November- February) 3. The pre monsoon (March- April) ➢ resources: 1. Natural water surface In front of site. 2. Obstacle and dust free wind flow. 3. Hilly terrain behind the site 4. river view on north side. 5. Existing green surface Figure: Different functional zones surrounding site
3.4. Social background of the site Motel Upal was one of the ambitious project when it was established in 1988 by Parjatan Corporation. Cox’s bazar had no noteworthy standard hotel accommodation at the time. A lots of tourists visited the site as their vacation homes in the city. A huge number of foreigner visited every year and stayed at this site. Socially this site has been being as an identity of natural vacation living since last 29 years. Motel Probal and Shaibal was further established and the socio cultural development of a tourist place started to grow up for elite class tourism. It involves a glorious history of tourism in Bangladesh. A strong social impact acted on further hotel and motel development in that areas.
3.5. SWOT analysis Strength: ✓ Relaxing environment of motel road. ✓ Certain distance from busy hotel road. ✓ Limited distance from Air-port and Central Bus terminal ✓ Limited distance from nearby beach points ✓ Natural green setting & wet surfaces. ✓ Obstacle free sea aperture from a certain height. ✓ No major building development plan in front of the site. ✓ Not marked as flooded zone, in heavy rainfall, rain water stores in natural water body. Page 22
Weakness ✓ Difficult to reach from bus terminal due to excessive traffic congestion in Kolatoli, Shugandha point. ✓ Retails and entertainment hub is not present in comfortable walking distance. ✓ Lack of public transport in motel road, no trend of tourist bus. ✓ Difficult to catch for new comers due to a lacking of important land marks. ✓ Residential settlement at just behind the site. Oportunity ✓ Demand of commercial hub. ✓ Front side city park ✓ Proposed stadium and international airport. ✓ Existing green resources ✓ Existing hotel zone is exploding toward motel zone ✓ Lack of amusement areas in range. ✓ Absence of Food/ beverage hub.
Threat ✓ ✓ ✓ ✓ ✓
Demolition of natural setting Surrounding residential zone Major link road of airport -kolatoli Possibilities of over congestion of tourists and commercial places Existing road width and pedestrian circulation
3.6. Demand analysis: Sufficient data’s, theoretical and physical survey generated the program design and I’ve considered the space requirements of this project. I have taken following process of analyzing tourist’s demand and travel patterns3.6.1. Purpose of visit:
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Tourists travel in cox’s bazar overall the year, specially in winter. But the amount of tourists in off peak seasons is not negligible comparing peak seasons. It is a summery that, government and non-governmental off days are full of pressure of tourists in the sea beach. The purpose of visiting is recorded.
PURPOSE OF VISIT Vacation in natural beauty Meeting Business
Others 15% Business 5% Meeting 5% Vacation in natural beauty 75%
Others
3.6.2. Age group: Different level of aged person travel over the year, like children to old aged. The massive and frequent travelers are teen age and middle age. Married persons carry their children. So, child amusement is another issue in tourism amusement facilities. Otherwise, facilities generates with mid and teen aged interests.
AGE GROUP 1% 9% 1-- 17
21%
18-- 34 35-- 59 60+
69%
3.6.3. Occupation: Occupation causes an impact on tourist’s travel pattern. Gov’t and non gov’t job holders travel cox’s bazar only off days of their service. The peak flow of tourists and business conferences specially formed at Friday/ Saturday or any national off day. Otherwise, peak seasons are filled up with vacationed students and other job holders.
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OCCUPATION BUSINESS
PRIVATE SERVICE
OTHERS UNEMPLOYED 0% 1%
HOUSWIFE 17%
GOVT. SERVICE
BUSINESS 28%
TEACHER AGRICULTURE LABOUR STUDENT HOUSWIFE UNEMPLOYED OTHERS
STUDENT 23% PRIVATE SERVICE LABOUR AGRICULTURE TEACHER GOVT. SERVICE 22% 4%1% 2%2%
3.6.4. Income range: Tourist’s income range causes a great impact on fixing accommodation design and amusement facilities. It is for both national and international tourists.
INCOME RANGE <10,000 10,000--20,000
50,000->1,00,000 1,00,000 3% 3% 20,000--50,000 25%
<10,000 39%
20,000--50,000 50,000--1,00,000 >1,00,000
10,000--20,000 30%
3.6.5. Accommodation type: This chart shows the general and present scenario of accommodation used by the tourists in cox’s bazar. A greater part fully depend on hotel/motel accommodation.
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ACCOMODATION TYPE HOTEL
RELATIVES NO RESIDENCE RESIDENCE REST HOUSE 4% MOTEL 4% 1% 2%
MOTEL
REST HOUSE
RELATIVES RESIDENCE HOTEL 89%
NO RESIDENCE
3.6.6. Daily accommodation cost:
DAILY ACCOMODATION COST (TK) <1000 1000--2000
>5000 3000--5000 4% 6% 2000--3000 11% <1000 48%
2000--3000 3000--5000 >5000
3.6.7.
1000--2000 31%
Length of stay: Domestic tourists donâ&#x20AC;&#x2122;t stay generally over a week. In most of the case, they stay 2or 3 days and have hotel accommodations. In the case of foreigners, the time spent by them vary from 1 week to 1 month sometimes. Vacation suits is demandable for international tourists.
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LENGTH OF STAY
greater than 5 days 4-5 days 4% 13%
less than 2 days 2-3 days 4-5 days
2-3 days 22%
less than 2 days 61%
greater than 5 days 3.6.8. Accompanied person:
ACCOMPANIED PERSON 1-2 person 3-5 person 6-8 person
greater than 8 person 6-8 person 11% 6% 1-2 person 50%
3-5 person 33%
3.6.9. Accompanied with:
ACCOMPANIED WITH FAMILY COLLEAGUES FRIENDS TOURMATES SINGLE
SINGLE TOURMATES 2%6% FAMILY 38% FRIENDS 46% COLLEAGUES 8%
3.7. Findings from site appraisal: 1. 2. 3. 4. 5. 6. 7.
Decreasing rate of international tourists. Increasing rate of domestic tourists. Demand of family suit accommodations. Participation of a huge amount of youth group Lack of general access to entertainment. Opportunity of retails and restaurants. Necessity of adult and children Amusement. Page 27
8. Major income groups want room accommodation cost below 2000 tk. 9. Efficiency in room and maximum utilize of spaces in amusement is needed. 10. Natural retaining is a must to keep the existing soothing environment.
3.8. Objectives: 1. Provide general access to international standard tourism facilities. â&#x20AC;˘ To international tourists who want global standard facilities with native contextual tourism spaces. â&#x20AC;˘ To domestic tourists who want international standard facilities in own country 2. Public and private sector revenue through local commercial promote and standard recreations. 3. Protect site ecology and surface. 4. Control carbon emission by reducing consumption of energy in hotel maintenance.
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CHAPTER IV: PROGRAMMES
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4.1. Principal factors to generate programmes: 1. Spot facilities and management • Accommodations • Security and safety • Sports and recreations • Business facilities 2. Health and transportation • Emergency service • Health & medical • Wash zone • Transport service 3. Attractions and relaxation opportunity • Beauty and pleasing • Shopping facilities • Spa and special bath 4. Attractions and relaxation opportunity • Tour guide and information • Night life and security
4.2. Gross programmes: Programme type
Programmes
Hospitality (Guest only)
Front of house Back of house Accommodation Recreation Food & Beverage
Common facilities
Health service Restaurants Banquet and Multipurpose Page 30
Parjatan office & info desk Visa & airlines office Prayer zone Swimming pool with wash and locker Food courts Multiplex cinema hall Retails Observation areas Corporate zone Spa & Lifestyle lounge
Public facilities
4.3. Detailed programmes: 4.3.1. Hospitality
Front of house space Lobby Reception Lounge Luggage check-in Juice bar Snacks corner Banquet entry Wash room
No. of users 500
quantity 1 1 1 1 1 1 1 2
space provided/nos.
455
Total space (sq-ft) 5,804 1,005 6.217 389 160 160 1,149 910
Back of house Office space Office entry Reception Lounge Reservation Accounts Chief cashier Duty manager Front office manager Sales manager Sales executive
No. of users
quantity 1 1 1 1 1 1 1 1 1 1
space provided/nos.
Total space (sq-ft) 610 338 480 184 63 168 170 144 140 107 Page 31
Sales lounge General manager Deputy G.M Wash room Dining Technical area space
1 1 1 1 1 No. of users
Engineering section Security control & building surveillance Wash room Lobby Conference Technical floor Circulation Air handling plant Cold water storage+ water pump room Reserved water Boilerâ&#x20AC;&#x2122;s room Water pump station Hot water storage Oil and fuel storage Generator room Water treatment plant Kitchen space Service docking Goods checking Hot kitchen Cold kitchen Dish wash Pot wash Wine storage Fruit storage Dry food storage Bakery Beverage storage Beverage prep. Cold storage (fish)
No. of users
quantity
246 256 192 115 154
1 1
Total space (sq-ft) 665 921
1 1 1 1 1 1 1
195 284 276 14,572 954 2,181 1,000
1 1 1 1 1 2 1
274 583 593 1,055 1,683 8,304 1,466
quantity 1 1 1 1 1 1 1 1 1 1 1 1 1
space provided/nos.
4,152
space provided/nos.
Total space (sq-ft) 458 216 2,855 1,931 665 293 601 619 646 574 442 317 424 Page 32
Fish prep. Cold storage (meat) Meat prep. Vegetable storage Vegetable prep. Crockery storage Stuff zone space Stuff entry Security control Time keeping Stuff cafeteria Male stuff room Female stuff room Wash room with locker (male) Wash room with locker (female) H.K manager Master chef room Laundry and linen space Laundry manager Counter Chemical store Chute room Solid linen Washer room Drier room Iron chamber Linen folding Passage way
Others space Furniture workshop Stuff training room Garbage room
1 1 1 1 1 1 No. of users 250
40 40
quantity
411 407 399 408 465 400
1 1 1 1 1 1 1
Total space (sq-ft) 327 144 128 600 2,600 2,600 604
1
604
1 1
493 654
No. of users 1
quantity
No. of users
quantity
space provided/nos.
space provided/nos.
1 1 1 1 1 1 1 1
1 1 1
space provided/nos.
(3,215 sq-ft) Total space (sq-ft) 150 50 120 144 240 580 550 515 612 254
( sq-ft) Total space (sq-ft) 383 350 288
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Accommodation Guest accommodation space Deluxe Single bed Deluxe double bed Family suite (sea view) Family suite (hill view) Honeymoon suite Presidential suite Royal V.I.P suite
( 97,467 sq-ft)
No. of users 2 4 5/6
quantity 98 38 27
space provided/nos. 320 340 788
Total space (sq-ft) 31,360 12,920 21,276
5/6
24
898
21,552
2 2 2/3
11 1 1
480 1,509 1,650
5,280 1,509 1,650
3
640
1,920
space provided/nos.
Total space (sq-ft) 3,881 2,890 2,890 1,220 1,200
Driver’s accommodation Driver’s suite
6
Recreations space
No. of users
Indoor Sports room Fitness center (male) Fitness (female) Children play zone Child care Swimming pool Pool wash zone and locker (male) Pool wash zone and locker (female)
quantity 1 1 1 1 1 1 1 1
Food & beverage space All day dine Bar-B-Q Cafe Café 33 Ice-cream parlor
No. of users 160 40 124
quantity 1 1 1 1
space provided/nos.
Total space (sq-ft) 4,212 2,818 6,382 Page 34
Bar + Cocktail lounge Roof top Bar-B-Q corner 4.3.2. Common facilities
30
1
30
1
Health care space
No. of users
Doctors chamber Surgery Physician consultant Waiting zone Pharmacy Wash
quantity 2 1 1
space provided/nos. 210
1 1 1
Total space (sq-ft) 420 498 400 884 278 473
Restaurants space
No. of users
Sunset restaurant
quantity
space provided/nos.
Total space (sq-ft) 6,770
space provided/nos.
1 1
Total space (sq-ft) 11,900 720
1
720
1
292
1 1 1 1
7,634 2,240 2,940 450
1
2,338
1
Recreational space Swimming pool Pool wash zone (male) Pool wash zone (male) Juice and snacks corner Banquet Banquet lobby Multi-purpose hall Wash room (male and female) Hall Lobby
No. of users
400 150
quantity
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Official space
No. of users
Reception (tourism complex office) Lobby Tourism complex official’s zone Project managing director (P.M.D) Visa & airlines office Travel agency office Wash room
quantity
space provided/nos.
1
Total space (sq-ft) 1034
1 1
890 773
1
423
2
610
1,220
2 1
422
844 450
4.3.3. Public areas (Open for all):
Recreational Multiplex cinema hall space Cineplex 01 Hall 01 projection room+maintenance Cineplex 02 Hall 01 projection room+maintenance Cineplex 03 Hall 01 projection room+maintenance Service circulation Ticket control Ticket counter Storage Manager’s room Stuff room Wash room Boiler’s house El sub station Lobby
17,570 sq-ft
No. of users 120
quantity
space provided/nos.
240
1
4,334 962
360
1 1
3,400 450
1 1
2 2 1 1 1 1 1 1 1 1
315 310
Total space (sq-ft) 2,536 450
630 620 387 306 357 1,362 336 390 625 425 Page 36
Observation place+ Jogging track+ Breathing space (18,597 sq-ft) space
No. of users
quantity
space provided/nos.
Open m-phi Jogging/circulation Seating/ observation area
Total space (sq-ft) 2,680 9,550 6,367
Relaxation Spa & lifestyle lounge space No. of users Reception Lounge For male Spa room 1 Shampoo room 2 Pedicure room 7 Hair drier area 2 Styling area 10 Wash room Refreshment Kitchenette For female Spa room 1 Shampoo room 2 Pedicure room 7 Hair drier area 2 Styling area 10 Wash room Refreshment Kitchenette
sq-ft quantity
space provided/nos.
Total space (sq-ft) 332 473
6 1 1 1 1 1 1 1
325
1950 120 330 120 332 284 346 220
6 1 1 1 1 1 1 1
325
1950 120 330 120 332 284 346 220
Food & beverage space Food court (retails) Food court kitchen Sea food court
No. of users
quantity
space provided/nos.
7
192
Total space (sq-ft) 2,800 746 1,344
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Sea food seating area
2,040
Retails space
No. of users
Brand shop 01 Brand shop 02 Brand shop 03 Brand shop 04 General retails Traditional crafts & sea product
quantity
space provided/nos.
1 1 1 1
Total space (sq-ft) 1,130 280 280 295 3,880 3,880
Corporate zone space Ground reception Floor reception & lounge Meeting room Conference room Seminar room Storage washroom Kitchen Utilities
No. of users
quantity
space provided/nos.
Total space (sq-ft) 718 403
6 16 120
4 4 2 2 2 1
300 900 2,050 360 440
1,200 3,600 4,100 720 880 600 600
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CHAPTER V: CASE STUDY
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5.1. MARINA BAY SANDS, SINGAPORE Designed by Boston-based, internationally renowned architect Moshe Safdie for the Las Vegas Sands Corporation, the 929,000 square meter (10 million square-feet) urban district anchors the Singapore waterfront, creates a gateway to Singapore, and provides a dynamic setting for a vibrant public life.
Location
Client
Singapore
Marina Bay Sands Pte. Ltd. (A subsidiary of the Las Vegas Sands Corporation)
Public Openings
June 23, 2010 (Sky Park, hotel, retail, convention center and entertainment venues) Fall 2010 (Museum of Art Science, performing arts theatres)
Site Area
154,938 square meters / 15.4 hectare (1,668,000 square feet / 38 acres)
Gross Floor Area
581,400 square meters (6,258,000 square feet)
Total Area
845,000 square meters (9,096,000 square feet)
Height
57 stories / 195 meters (640 feet)
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Total Cost Design Architect
US $5.7 billion, including land cost Moshe Safdie
Program 1. Hotel – 2,560 luxury rooms in three hotel towers, totaling square meters (2,860,000 square feet) 2. Sands Sky Park – the three hotel towers are connected at the top (200 meters/656 feet) by a 9,941 square meter (107,000 square foot) park that brings together a public observatory, jogging paths, gardens, restaurants, lounges, and an infinity swimming pool. - This 1.2 hectare (3 acre) tropical oasis is longer than the Eiffel Tower is tall and large enough to park fourand-a-half A380 jumbo jets. - It spans from tower to tower and cantilevers 65 meters (213 feet) beyond to form one of the world’s largest public cantilevers. - It is 340 meters (1,115 feet) long from the northern tip to the south end. - The park’s maximum width is 40 meters (131 feet).
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- The 1,396 square meter (15,026 square foot) swimming pool is the largest outdoor pool at its height and has a 145 meter (475 foot) vanishing edge - The entire park can host up to 3,900 people - Its lush gardens include 250 trees and 650 plants
3. Casino – the “atrium style” casino features four levels of gaming and entertainment in one space totaling 15,000 square meters (161,500 square feet) with the atrium ceiling holding a 7 ton chandelier with 132,000 Swarovski crystals and 66,000 LEDs.
4. The Shoppes at Marina Bay Sands – includes over 74,322 square meters (800,000 square feet) of retail and restaurant space.
5. Sands Expo and Convention Center – consists of 121,000 square meters (1.3 million square feet) of flexible convention and exhibition space, including one of the largest ballrooms in Asia with area of 8,000 square meters (86,100 square feet) and the capacity to host 11,000 people.
6. Museum of Art Science - is 15,000 square meters (161,500 square feet square feet) with 6,000 meters (64,580 square feet) of gallery space, a 3,000 square meter (32,290 square foot) lily pond at grade and has
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a palm measuring 80 meters (260 feet) in diameter reaching 62 meters (203 feet) above grade and 11 meters (36 feet) below grade.
7. Theaters – the two theaters are 21,980 square meters (236,600 square feet square feet) with a combined 4,000 seats. 8. Crystal Pavilions – the 5,914 square meters (63,660 square feet) Crystal Pavilions house shops and nightclubs and are the first glass and steel structures to be set in Marina Bay.
9. Event Plaza – is 5,000 square meters (54,000 square foot) and capable of hosting 10,000 people for a diverse range of local and international live performances.
A series of layered gardens provide ample green space throughout Marina Bay Sands, extending the tropical garden landscape from Marina City Park towards the Bay front. The landscape network reinforces urban connections with the resort’s surroundings and every level of the district has green space that is accessible to the public. Generous pedestrian streets open to tropical
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plantings and water views. Half of the roofs of the hotel, convention center, shopping mall, and casino complex are planted with trees and gardens.
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Lobby atrium
Casino
5.2. ME HOTEL, LONDON The ME Hotel â&#x20AC;&#x201C; the first flagship hotel in which everything, from the shell of the building to the bathroom fittings has been designed by Foster + Partners â&#x20AC;&#x201C; has opened in London. An elegant fusion of interior and exterior design, the scheme completes the grand sweep of buildings that make up the Aldwych Crescent, repairing the urban grain and restoring a little lost glamour to the heart of the West End.
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Architects
Foster + Partners
Location
30 Aldwych, London WC2R, UK
Area
28070.0 m2
Project Year
2012
Structural Engineer
Buro Happold
M+E Engineer
BDSP
Client
Grupo Urvasco S.A.
The design seamlessly integrates the construction of a new 157-bed hotel with the restoration of the adjacent 1904 Marconi House, whose interior has been entirely restructured to accommodate 87 apartments. The new hotel building occupies a triangular site and is clad in Portland stone, corresponding in height and scale to its neighbor.
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An elliptical tower on the corner of the hotel defines the end-point for the Aldwych Crescent and marks the main entrance at street level, which is sheltered beneath a wide glass fan. The corner tower is topped by a glass cupola â&#x20AC;&#x201C; a contemporary reinterpretation of the Edwardian-style domed roof across the street â&#x20AC;&#x201C; that houses the living space for the impressive ME penthouse suite, with its 360-degree panorama of the city. Arriving guests pass through the ground floor lounge, public restaurants and bar, and ascend to a dedicated
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hotel lobby and champagne bar on the first floor, housed within a nine-storey high pyramidal space, clad entirely in white marble. The hotel rooms combine clean, minimal lines with a dramatic monochrome palette of luxurious materials. Suspended from the white leather walls of each room is a black lacquered cabinet, which incorporates a television and entertainment system, back-lit onyx shelves and the mini bar. Discreet lighting and services are seamlessly integrated, including the Lumina FLO table light by Foster + Partners.
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On the tenth floor, the hotelâ&#x20AC;&#x2122;s rooftop terraces are an urban oasis â&#x20AC;&#x201C; the Radio Rooftop Bar offers spectacular views of the river and Westminster skyline. Further guest facilities are located directly beneath the central atrium at lower ground level and include versatile conference suites, a gym and a luxury 25-seat screening room, bringing the glamour of Theatre land into the heart of the hotel.
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David nelson, Head of design at foster+ Partners: “Our intention has been to make sure that the hotel will be a unique experience, efficient to run and appropriate to the level of service that the ME hotel wishes to deliver. We put ourselves in the guests’ position to make sure that their experience would be exceptional – we extensively prototyped the rooms and made many changes to Rooftop Terrace improve design and to stay within agreed budgets. The result combines a high level of functionality with a simple, refined aesthetic.”Giles Robinson, Partner, Foster + Partners: “By designing the hotel inside and out, down to the last detail, we were able to maintain a high level of quality and continuity. Inside, the bold black and white interior palette establishes a strong identity – we defined the individual character of each space through variations in tone, texture and scale. This commitment to quality throughout would not have been possible Glass Cupola at the Entry without the encouragement of our client and our shared goal to create an exceptional experience for guests.”
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5.3. HOK- EAST TAIHU LAKE GOLDEN BAY TOURISM COMPLEX, CHINA This landmark tourist destination on Taihu Lake, the largest lake in eastern China, introduces ecotourism to Chinaâ&#x20AC;&#x2122;s emerging international and domestic tourism sector. Taihu Lake is the
primary element that organizes all of the development parcels. The north shoreline is urban and supports many activities, while the south shoreline is natural and private, providing more tranquility. A harbor area to the north and west includes a marina, yacht club hotel and tourist center. The eastern hill area features a water sports park, dry ski slope and visitor center, while the southern delta area incorporates a family hotel and corporate club. All building forms embrace organic shapes to reflect the ebb and flow of the natural environment. Architects
HOK
Location
Suzhou, Jiangsu Province, China Page 51
Area
2,52,000 square meter
Project Year
2017
By enhancing the lakeâ&#x20AC;&#x2122;s pristine natural environment, the design creates a destination that is commercially viable and ecologically sustainable. Like a delicately woven fabric, landscaping and new architectural forms trace the Taihu waterfront with an interconnected sequence of public spaces that provide visitors with memorable experiences of exploration and discovery.
SITE PLAN 1. Performance center 2. Boutique Hotel 3. Retail Street 4. Yacht center +Commercial Office 5. Exhibition Center 6. East Taihu exhibition center 7. South retail 8. Leisure Center
A prominent north-south circulation route creates pedestrian paths running parallel to the buildings and along the projectâ&#x20AC;&#x2122;s street frontage. Zoning guidelines maximize the building massing along the setback lines. Pedestrian paths divide the built area from the natural softscape. By leveraging the tidal changes and ecotones of Taihu Lake, the design helps restore wetland areas, protect bird Page 52
and fish habitats, and improve the lakeâ&#x20AC;&#x2122;s water quality. Proposed biological and natural systems will be supplemented by additional mechanical filtering systems. The project is the first phase of a larger tourism-oriented plan encompassing more than 7.7 square miles along the shores of Taihu Lake.
East Taihu Exhibition Center
Leisure CenterProgram + Park Organization Leisure Center
Leisure Center Model
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Building Use section 1 .Dry ski 2. Sports center 3. Gym 4. Bowling Leisure Center Roof Activity Diagram
Building assembly 1. Exterior glazed Openings 2. Aluminum cladding
5. Exhibition Center 6. East Taihu exhibition center 7. South retail 8. Leisure Center
Panel 3. Steel + glass Triangulated roof 4. Curtain wall
5. Exhibition Center 6. East Taihu exhibition center 7. South retail 8. Leisure Center
Retail Street
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Retail Street Plazas
Retail Street from the Bay
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5.4. RADISSON BLU WATER GARDEN HOTEL, DHAKA Radisson Blu Water Garden Hotel is a largest and one of the 5 star hotels of Bangladesh. It is one of sister concern/part of World Radisson Chain hotel. Radisson Blu Water Garden Hotel is more beautiful and attractive hotel. A comfortable blend of East and West, the capital city of Dhaka melds traditional and contemporary elements together so guests can immerse themselves in cultural history or modern convenience. Because the hotel is near the airport in Dhaka, guests find they are off the plane and in the hotel without much hassle. Adjacent to the premium commercial hub of the city, the Radisson Blu Water Garden Hotel Dhaka also makes it easy for guests to meet their clients and business partners.
Architects
Radisson Blu Hotels & Resorts
Location
Airport Road, Dhaka Cantonment, Dhaka 1206, Bangladesh
Area
-
Project Year
2006
Overlooking the sparkling pool, lush greenery and bustling streets of Dhaka, the 200 hotel rooms and suites at the Radisson Blu Water Garden provide scenic views. Guests enjoy modern amenities like free highspeed Internet, electronic safes, direct-control air conditioning and in-room mini bars. Non-smoking floors are available, and guests can choose to stay on Business Class floors as well. Rooms are: Deluxe Rooms, Atrium Rooms, Business Class Rooms, and Executive Suites.
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Multipurpose & Kitchen Gym & Spa Food zone Mechanical & Electrical Bank & Shops Office Prayer Room Club Lounge Laundry Store Room Toilet
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Function Hall Restaurant & Kitchen Office Space Mechanical & Electrical Parking Staff & preparation Room Luggage Room Toilet Store Room
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Guest Room Meeting Room Mechanical & Electrical Banquet Store & Training Rooftop Terrace TV & Wi-Fi Broadcast Room Toilet Store Room
Guest Room Mechanical & Electrical Toilet Store Room
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5.5. THANH XUAN PARK, HANOI, VIETNAM In a city of lakes and parks, the than h xuan site is a Unique urban experience: 13 hectares of commercial space tucked into the landscape, with only 6,600 square meters visible above ground.130,000 square meters of prime retail space nestled in this public park. Designed to grow with the community, the project with its new lake and green space is a major recreational amenity for the area.
Client/developer
Vina Megastar Group
Location
Hanoi, Vietnam
Site area
132,300 square meters
Program:
Retail and Entertainment Street
1. Site Area
132.300sq.m
2. Side Coverage
5%
3. Commercial FAR
1.3
4. AIIowable Height
3 Floors
5. Allowable Above Ground Area
6.600 sq. m.
6. Reservoir
9 HA
Total GFA
IOO,000 sq,m. Page 60
ORGANIZING AROUND A COURTYARD & A GREEN KNOLL To accommodate severe development constraints, the project has been tightly organized into zones around an open central space. A planted knoll housing the aquarium, retail, restaurants and entertainment centre provides a symbol for the project and enables visitors to move freely between the park and the retail areas, through a sequence of connected public spaces. As an arrival point, the knoll provides a unique entry experience, under and through the landscaped terraces and skylights.
Section
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BLURRING DISTINCTIONS By wrapping the landscape over the development and dropping it down into the courtyard, architecture and landscape have been merged into a single, seamless environment. Although nearly all of the retail program is below grade, it surrounds an airy open courtyard, while the park pathway system winds in and out of the streets and plazas of the retail zone. The boundary is similarly obscured at the edge of the lake, where a dramatic waterfall cascades from the surface down into the lower plaza spaces, providing not only a visual centre piece, but also a powerful link for the development, the lake and the surrounding park.
A NATURAL EXPERIENCE Throughout the park, a variety of indigenous plant species, winding paths, pavilions and water activities create a natural experience. The lake, originally intended as part of the city’s overall water management system, offers boating and fishing. At the water’s edge, boardwalks connect café pavilions, boat rentals and sitting areas; a bridge leads to an island teahouse and a wooden walkway projects into the site’s natural wetlands, providing a welcome contrast with the nearby urban areas.
HANOI’S FIRST INTERNATIONAL PARK Thanh Xuan Park represents Hanoi’s first urban park with attractions, entertainment and retail designed to international standards. By nesting a commercial development within a natural environment, it also demonstrates a commitment to greening the city and a direction for future development.
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CHAPTER VI: DESIGN & DEVELOPMENT
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6.1. Design considerations: 1. 2. 3. 4. 5. 6. 7. 8.
Site analysis View angles Macro climate (Coxâ&#x20AC;&#x2122;s bazar) Micro climate (Motel road) Downward wind bridge (costal character of wind) Tourist Travel pattern Touristâ&#x20AC;&#x2122;s psychological needs Inner and outer relationship of site and southern, south-west exposer from the site.
6.2. Conceptual ideas:
Figure: Schematic vertical zones regarding clear views to sea
Figure: Schematic vertical zoning regarding functional relationship Page 64
6.3. Design phases:
Figure: Schematic design phases with oriental and landscape consideration Page 65
6.4. Relationship of inner and outer areas of the site:
Figure: Relationship from Public entry and inner public space (Continuous pedestrian)
Figure: Relationship from approach road and hotel entry (stepped exposer from entry level)
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Figure: Relationship from approach road and inner m-phi (stepped exposer from m-phi level)
Special features in designing ground: 1. 2. 3. 4. 5. 6.
Day time activity. Night life amusement Musical street (Performing street) Sea food street M-phi Stepped gallery from m-phi to Cineplex roof
Figure: Schematic technical area zoning and functional flow of mechanical process Page 67
6.5. Project drawing (final phase) Ground floor
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Conclusion: The project has been finished by itâ&#x20AC;&#x2122;s design with a broad feedback of providing combining knowledge about tourism. In parallel case, how a 5 star hotel, ministry office, public amenities & amusements can be run by a combination and functional relationship between the divertive level of activity. A major concern of this type of project is the controlling of human and vehicular access Page 80
in spaces. A huge situational collision can be occurred through un-irrupted passage controlling. In parallel, the service zone must run invisible that the complex runs like machine, guests and visitors get the output of the machine but cannot observe how it runs. I tried the whole time of this project duration to make a machine like activity and provide a pleasant space to enrich the costal environment of motel road and to make it live for 24 hours.
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