Sustainable Destination Management
Strategies in the OIC Member Countries
83
custom of welcoming guests, outstanding tourism assets, short travel times to and from major
source markets, Asia’s affinity for travel, and functional gateway connectivity279.
Key issues to address include human resource and policy constraints that affect service quality
and the business-enabling environment; infrastructure shortages, mainly in secondary
destinations and institutional constraints that influence destination management.280
Another weak aspect identified is the actual implementation of joint marketing activities: The
national tourism strategies of each GMS country emphasize joint marketing between countries
because it can be a cost-effective way to raise market awareness and increase market
penetration. However, while all GMS National Tourism Organizations (NTOs) appreciate the
potential benefits of joint marketing, it is important to recognize that the subregion comprises
a diverse group of countries with distinct cultures, histories, and unique selling points. This
makes it challenging to develop a common Mekong brand identity that resonates with target
markets, in particular, markets from within the GMS or the Association of Southeast Asian
Nations (ASEAN).281
B. Corridor Development
Establishment of the tourism corridor including the roles of different entities
The GMS tourism cooperation program dates back to 1993 when the GMS Tourism Working
Group (TWC) was established with senior representatives of the NTOs of each GMS member
country.
The following institutions were and are currently responsible for developing of GMS tourism
corridor:
 GMS national tourism organizations (NTOs) act as the lead public sector entities
responsible for tourism in each country 282.
 The Asian Development Bank was chosen to serve as the program’s secretariat for the
GMS Economic Cooperation Program in 1992 283. The GMS TWC was established with
senior representatives of the NTOs of each GMS member country.284
 The Mekong Tourism Coordinating Office (MTCO) is the focal sub-regional entity
tasked with coordinating the implementation of the Experience Mekong Marketing
Strategy and Action Plan, which includes a detailed situational analysis and an action
plan with key activities, forecasts, implementation arrangements, monitoring and
reporting, and financing. 285
 Development partners, such as ADB, GIZ, and Swisscontact have provided technical and
financial assistance to support multi-country product development, capacity building,
and knowledge sharing on good practices286. Especially the Asian Development Bank
279 Ibid.
280 Ibid.
281 Mekong Tourism Coordinating Office, Experience Mekong: Greater Mekong Subregion Tourism Marketing Strategy and
Action Plan 2015–2020.
282 World Tourism Organization, Mekong River-Based Tourism Product Development.
283 Asian Development Bank, Greater Mekong Subregion. Twenty-Five Years of Partnership.
284 Strategy and Action Plan for the Greater Mekong Subregion East-West Economic Corridor .
285 "Experience Mekong Tourism Marketing Strategy 2015-2020," Mekong Tourism, last modified 2015,
286 Ibid.