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Sustainable Destination Management

Strategies in the OIC Member Countries

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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 innovation

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. 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

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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.

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Mekong Tourism Coordinating Office,

Experience Mekong: Greater Mekong Subregion Tourism Marketing Strategy and

Action Plan 2015–2020

.

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Interview with Head of Project and Administration, ADB

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Interview with Executive Director of MTCO