Sustainable Destination Management
Strategies in the OIC Member Countries
98
and transact on local tours, dining, transportation, accommodation, and many other services in
what is dubbed the “sharing economy.” These trends have fueled the desire of travelers to
engage in authentic local experiences. This is positive for inclusive tourism. The economic value
that tourism brings spreads out to secondary destinations and into communities where micro,
small, and medium businesses have the opportunity to benefit. While that prospect is exciting
and aligned to the mandate of the regional tourism cooperation framework, it also brings
challenges that have to be managed.
One of the biggest challenges is that with growth comes increased responsibility. Especially the
MTCO is aware of existing problems, including infrastructure, sanitation, security, human
resource development, and child safety concerns. The next 10-year GMS Tourism Sector
Strategy has to consider how to protect and preserve the unique cultural heritage of the region,
for example, by focusing on yield rather than arrival numbers. Responsible and sustainable
tourism practices must remain the primary concern when developing programs and
influencing travelers and the tourism industry in the GMS Tourism corridor.
Furthermore, it needs to be stressed that despite the recent establishment of multi-stakeholder
tourism, marketing, and promotion boards in some GMS countries, public-private collaboration
for joint marketing remains weak. Greater effort is needed to bring public and private actors
together to increase the effectiveness and efficiency of destination marketing and improve
competitiveness. Strengthening partnerships is also essential for maximizing economies of
scale, creating demand in secondary destinations, delivering on the brand promise, and
stimulating innovation331. In terms of branding, it is recommended to undertake a new strategy
to avoid dual branding.
A new aspect is mentioned here, recommending to focus the work of the GMS Tourism corridor
more on aspects of “Business in peace” by using tourism as a tool for interregional peace-
building or rather, as in the case of the corridor, to continue the stable peace situation in that
region by offering more cross-border products which implicates more cross-border private
sector cooperation 332 and within more cross-regional communication and knowledge sharing.
Overall it is seen as necessary to keep this program alive and make it sustainable. It needs to
be evaluated if the GMS Tourism Corridor should be more involved in activities of ASEAN but
at the same time integrate especially the marketing activities on the country and even
destination level.333
331 Mekong Tourism Coordinating Office, Experience Mekong: Greater Mekong Subregion Tourism Marketing Strategy and
Action Plan 2015–2020.
332 Interview with Head of Project and Administration, ADB
333 Interview with Executive Director of MTCO