UPDATING  THE  GREATER  MEKONG  SUBREGION  TOURISM  STRATEGY  

2016-­‐2025    

   Planning  Process  Briefing  

Walter  Jamieson,  Consultant  

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  

Objec'ves  

•  Discussions  around  the  strategy  and  the  development    •  We  want  to  hear  from  you    

 Your  Voice  MaWers!    

We  want  to  hear  from  you    

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  that  

facilitate  the  process  of  GMS  integraLon  while  addressing  any  negaLve  consequences  of  greater  integraLon.  

Updated  GMS  Tourism  Sector  Strategy  

CreaLve  

CompeLLve  

InnovaLve  

Agile  

Data  Based  

Integrated  

Equitable  

Resilient  

ASEAN  

GMS  

CLV  

CLMV  

CLMVT  

Emerald  Triangle  

Regional    Groupings        

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)

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  

Phase  2:  Policy  and  Planning  Process    

Phase  1:  Integrated  SituaLonal  Analysis    

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  

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.    

Region   2008   2009   2010   2011   2012   2013   2014   2015  Average  per  Year  

ProjecLon  2016  

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  

Outlook for International Tourist Arrivals Source: UNWTO

Cambodia  Feedback  

Phase  2:  Policy  and  Planning  Process  

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 1.1Deliver regional capacity

building programs for public sector stakeholders

Strategic Program 1.3Deliver capacity building

programs for nonprofits and social enterprises

Strategic Program 1.2Deliver business & creative support services for SMEs

Strategic Program 2.4Improve urban

infrastructure & services in tourism destinations

Strategic Program 5.1Continue to implement air

services agreement

Strategic Program 5.1Improved visa formalities

Strategic Program 5.2Improve border policies & procedures to facilitate the

entry of vehicles

Strategic Program 5.1Enhance border

management capabilities

Strategic Program 4.3Strengthen institutional arrangements for joint tourism marketing &

promotion

Strategic Program 4.2Refine the Mekong Tourism brand and position the GMS as a must visit destination

in Asia

Strategic Program 4.1Jointly package & promote

thematic multi-country experiences & events in secondary destinations

Strategic Program 3.2Develop strategies that increase the residents'

experience & quality of life

Strategic Program 3.1Create responsible multiple country visitor experiences

Strategic Program 3.3Protect and enhance the cultural/heritage/natural

environments

Strategic Program 2.5Improve river & coastal port

infrastructure

Strategic Program 2.2Improve road access to

experiences & attractions in secondary destinations

Strategic Program 2.3Develop regional visitor

centers & services at key sites and locations

Strategic Program 2.1Improve international airport

facilities to facilitate intra region tourism

Strategic Program 2.5Encourage private

investment in accommodation & food &

beverage operations

Strategic Program 3.4Introduce responsible

integrated tourism management approaches

VISION    

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

Expected  Outcome    

A  responsible,  compeLLve  and  balanced  desLnaLon  

Strategic Direction 1: Human Resource

Development

Strategic Direction 2: Improve the Tourism

Infrastructure

Strategic Direction 3: Develop Responsible

Experiences & Services

Strategic Direction 4: Implement Creative

Marketing and Promotion Programs

Strategic Direction 5: Facilitate Regional Travel Connectivity

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

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  

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  

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  

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    

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

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    

Title: Country(ies)  Involved: LocaLon: DuraLon: RaLonale: Impact:

Outcome: Outputs: Strategic  AcLviLes:   ImplementaLon  Arrangements  &  Structure:

Cost  and  Financing  Plan:

Due  Diligence  Required:

Working  Together  

ADB  

MTCO/TWG  

Consultant   NTOs  

All  Stakeholders  

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