Please shape the next ten year Mekong Tourism Strategy by answering the questions at: http://www.mekongtourism.org/about/tourism-sector-strategy/

1.
UPDATING
THE
GREATER
MEKONG
SUBREGION
TOURISM
STRATEGY
2016-­‐2025
Planning
Process
Briefing
Walter
Jamieson,
Consultant

2. Agenda
• IntroducLon
to
the
strategy
development
process
• Driving
forces
and
trends
• Feedback
session
on
the
issues
from
a
Cambodian
perspecLve
• Input
into
possible
strategies
• Priority
Projects
• Wrap-­‐up

3. Objec'ves
• Discussions
around
the
strategy
and
the
development
• We
want
to
hear
from
you

4.
Your
Voice
MaWers!
We
want
to
hear
from
you

9. SECTOR
AND
MULTISECTOR
PRIORITIES
• Developing
the
major
GMS
corridors
as
economic
corridors;
• Strengthening
transport
linkages,
parLcularly
roads
and
railways;
• Developing
an
integrated
approach
to
deliver
sustainable,
secure,
and
compeLLve
energy;
• Improving
telecommunicaLon
linkages
and
informaLon
and
communicaLon
technology
ICT)
applicaLons
among
the
GMS
countries;
• Developing
and
promoLng
tourism
in
the
Mekong
as
a
single
desLnaLon;
• PromoLng
compeLLve,
climate-­‐friendly,
and
sustainable
agriculture;
• Enhancing
environmental
performance
in
the
GMS;
and
• SupporLng
human
resources
development
iniLaLves
tha
facilitate
the
process
of
GMS
integraLon
while
addressin
any
negaLve
consequences
of
greater
integraLon.

10. Updated
GMS
Tourism
Sector
Strategy
CreaLve
CompeLLve
InnovaLve
Agile
Data
Based
Integrated
Equitable
Resilient

11. ASEAN
GMS
CLV
CLMV
CLMVT
Emerald
Triangle
Regional
Groupings

12. Key
AcLviLes
&
Milestones
1
• Regional Workshop on Strategic Priorities for the 10 Year GMS Tourism Strategy May 2016
2
• Tourism Working Group meeting June 2016
3
• Regional Workshop at MTF June 2016
4
• National Workshops in Six Countries
5
• Interim Strategy (Sept. 30, 2016)
6
• Draft File Strategy (Oct. 30, 2016)
7
• Final Strategy Presented to the Ministers (Nov. 30, 2016)

13. Overall
Strategy
Planning
Process
Phase
1
• Integrated
SituaLonal
Analysis
Phase
2
• Planning
&
Policy
FormulaLon
Phase
3
• Development
of
Strategic
DirecLons
Phase
4
• Development
of
Strategic
AcLons

14. Phase
2:
Policy
and
Planning
Process
Phase
1:
Integrated
SituaLonal
Analysis

15. Growth
of
Tourism
Carrying
Capacity
Climate
Change
Demographic
Change
HR
Development
Increasing
CompeLLon
Insecurity
&
uncertainty
Technological
Change
Rapid
UrbanizaLon
Sharing
Economy
Tourism
Management
Safety
&
Security
OpportuniLes
&
Challenges

16. Uber
Everyone’s Private Driver
• Businesses
that
provide
consumers
with
the
ability
to
share
resources,
like
housing,
vehicles,
home-­‐cooked
meals,
and
more,
generally
through
apps
or
websites
that
connect
users
with
poten>al
customers.
• Uber
–
vehicle
sharing
–
through
an
app,
customers
can
request
a
car
to
pick
them
up
and
drop
them
off.
All
controlled
from
mobile
device.

20. Region
2008
2009
2010
2011
2012
2013
2014
2015
Average
per
Year
ProjecL
on
201
World
1.9
-­‐3.9
6.5
4.6
4.7
4.6
4.2
4.6
3.9
3.5
to
4.5
Europe
0.3
-­‐3.9
3.1
6.4
3.9
4.8
2.3
4.7
3
3.5
to
4.5
Asia
and
Pacific
1.1
-­‐1.6
13.2
6.2
7.1
6.9
5.7
5.6
6.1
4
to
5
Americas
2.7
-­‐4.7
6.3
3.6
4.5
3
8.5
5.9
3.7
4
to
5
Africa
2.9
4.5
9.3
-­‐0.7
4.6
4.4
1.1
-­‐3.3
4.4
2
to
5
Middle
East
20
5.4
13.1
-­‐9.6
2.2
-­‐2.9
6.7
1.7
4.7
2
to
5
utlook for International Tourist Arrivals
urce: UNWTO

21. Cambodia
Feedback

22. Phase
2:
Policy
and
Planning
Process

23. VISION
Tourism in the Greater Mekong Subregion is Integrated, Prosperous, Equitable and Resilient with
Effective Partnerships and Knowledge Management
Strategic Direction 1:
Human Resource
Development
Strategic Direction 5:
Facilitate Regional
Travel Connectivity
Strategic Direction 4:
Implement Creative
Marketing and
Promotion Programs
Strategic Direction 3:
Develop Responsible
Experiences &
Services
Strategic Direction 2:
Improve the Tourism
Infrastructure
EXPECTED OUTCOME
A responsible, competitive and balanced destination
Strategic Program 1.1
Deliver regional capacity
building programs for public
sector stakeholders
Strategic Program 1.3
Deliver capacity building
programs for nonprofits and
social enterprises
Strategic Program 1.2
Deliver business & creative
support services for SMEs
Strategic Program 2.4
Improve urban
infrastructure & services in
tourism destinations
Strategic Program 5.1
Continue to implement air
services agreement
Strategic Program 5.1
Improved visa formalities
Strategic Program 5.2
Improve border policies &
procedures to facilitate the
entry of vehicles
Strategic Program 5.1
Enhance border
management capabilities
Strategic Program 4.3
Strengthen institutional
arrangements for joint
tourism marketing &
promotion
Strategic Program 4.2
Refine the Mekong Tourism
brand and position the GMS
as a must visit destination
in Asia
Strategic Program 4.1
Jointly package & promote
thematic multi-country
experiences & events in
secondary destinations
Strategic Program 3.2
Develop strategies that
increase the residents'
experience & quality of life
Strategic Program 3.1
Create responsible multiple
country visitor experiences
Strategic Program 3.3
Protect and enhance the
cultural/heritage/natural
environments
Strategic Program 2.5
Improve river & coastal port
infrastructure
Strategic Program 2.2
Improve road access to
experiences & attractions in
secondary destinations
Strategic Program 2.3
Develop regional visitor
centers & services at key
sites and locations
Strategic Program 2.1
Improve international airport
facilities to facilitate intra
region tourism
Strategic Program 2.5
Encourage private
investment in
accommodation & food &
beverage operations
Strategic Program 3.4
Introduce responsible
integrated tourism
management approaches

24. VISION
Tourism
in
the
Greater
Mekong
Subregion
is
Integrated,
Prosperous,
Equitable
and
Resilient
with
EffecLve
Partnerships
and
Knowledge
Management

25. Expected
Outcome
A
responsible,
compeLLve
and
balanced
desLnaLon

26. rategic Direction 1:
Human Resource
Development
Strategic Direction 2:
Improve the Tourism
Infrastructure
Strategic Direction
Develop Responsib
Experiences &
Services
Strategic Direction 4:
Implement Creative
Marketing and
Promotion Programs
Strategic Direction 5:
Facilitate Regional
Travel Connectivity

27. Visitor
Journey
Process
Awareness of
Destination
Buying Decision
Travel to
Destination
Arrival
Experience
Destination
Quality
Tourism
Infrastructure
Quality
Quality of
Attractions
Departure
Experience
Back at Home
Experience

28. ExperienLal
Tourists
Willingness
to
take
risks
Look
for
what
is
unique
Want
to
interact
with
local
people
and
their
environments
Want
to
leave
a
desLnaLon
with
a
beWer
understanding
of
the
overall
culture

29. Best
places
for
thinking
and
relaxaLon
-­‐
slow
travel
Untouched
nature
OpportuniLes
to
stretch
one's
physical
limits
World-­‐class
ciLes
Friendliest
people
Gejng
to
somewhere
before
it
is
destroyed
Romance
Religious
and
spiritual
life
Food
-­‐
slow
food
Sustainability
as
it
relates
to
food
and
other
areas
Museums
World
heritage
sites
Great
untouched
neighborhoods
FesLvals
Vanishing
and
intact
tradiLons
Party
ciLes
Diverse
ExperienLal
MoLvaLons

30. Sok
Private
Infrastructure
Guiding
services,
internet,
money
exchange,
ouliWers,
retail
Sok
Public
Infrastructure
Ambulance,
disaster
response,
educaLon,
hospitals,
police,
training
Hard
Private
Infrastructure
AccommodaLon,
entertainment
faciliLes,
food
and
beverage
outlets,
theme
parks,
transportaLon
Hard
Public
Infrastructure
Airports,
drainage
systems,
parking,
parks,
ports,
sewage
treatment,
solid
waste,
management,
toilets,
water
supply
Tourism
Infrastructure

31. STRATEGIC
DIRECTIONS
TO
STRATEGIC
ACTIONS
1
• SituaLon
analysis,
meeLngs
with
various
stakeholders,
analysis
of
data
results,
projecLons,
trends
and
driving
forces
2
• Possible
strategic
direcLons
are
idenLfied
and
ranked
in
concert
with
key
stakeholders
3
• Strategic
direcLons:
• Feasible
given
poliLcal
and
economic
realiLes
• Capacity
to
build
on
the
strengths
of
the
region.
4
• Strategic
AcLons
• The
“broad
strokes”
tacLcal
steps
• Who
is
responsible
• Level
of
feasibility
• The
associated
metric(s)
• Timing

32. ObjecLve
of
the
strategies
must
be
to
encourage
tourists
to
travel
to
more
than
one
country.

33. Priority
Projects/Programs
• Linked
to
regional
objecLves
and
prioriLes
• Involve
at
least
two
GMS
countries
or
is
a
naLonal
project
with
clear
regional
dimensions
• Has
strong
public/private
stakeholder
support
• A
source
of
financing
has
been
idenLfied
• Part
of
a
cluster/route/corridor
in
a
secondary
desLnaLon
• Able
to
generate
sufficient
funds
for
sustainable
operaLons
and
maintenance
• The
project
will
help
to
diversify
market
segments
• Able
to
aWract
longer
stay
and
higher
spending
visitors

34. Title:
Country(ies)
Involved:
LocaLon:
DuraLon:
RaLonale:
Impact:
Outcome:
Outputs:
Strategic
AcLviLes:
ImplementaLon
Arrangements
&
Structure:
Cost
and
Financing
Plan:
Due
Diligence
Required:

35. Working
Together
ADB
MTCO/TWG
Consultant
NTOs
All
Stakeholders

36. h8p://www.mekongtourism.org/about/tourism-­‐sector-­‐strategy/