Proceedings of The First GMS Tourism Ministers' Meeting

FINAL
Greater Mekong Subregion Economic Cooperation Program
GMS TOURISM MINISTERS MEETING

Bangkok, Thailand, 21 January 2008
SUMMARY OF PROCEEDINGS
Introduction
1.
The Ministers of Tourism of the 6 GMS countries (Cambodia, Peoples Republic
of China, Lao PDR, Myanmar, Thailand, and Viet Nam) met in Bangkok, Thailand on 21
January 2008. Senior officials from the GMS National Tourism Organizations (NTOs),
representatives from the Mekong Tourism Coordinating Office (MTCO), and
development partners including the Asian Development Bank, the Governments of
France, GTZ, and Japan, the Netherlands Development Organization (SNV), UNESCO,
UNESCAP, UNWTO ST-EP Foundation, and PATA also attended the meeting. The
meeting was held in conjunction with the ASEAN Tourism Forum 2008 and ASEAN
Tourism Ministers Meeting. A list of participants appears in Appendix 1, and a copy of
the Agenda appears in Appendix 2.
Opening Session
2.
H. E. Dr. Suvit Yodmani, Minister of Tourism and Sports, Kingdom of Thailand,
extended his warm welcome to all the participants and expressed his thanks to the ADB
for its strong support to the tourism cooperation framework. He also acknowledged the
support that key development partners have provided to sub-regional cooperation. He
proposed the holding of a Visit the GMS Year in 2009 and looked forward to getting the
support from the other GMS countries to the proposal.
3.
In his remarks, Mr. Arjun Thapan, Director-General, Southeast Asia Department,
Asian Development Bank, noted that sub-regional cooperation in the tourism sector has
put the GMS firmly on the worlds tourism map and is contributing to the realization of
the vision and goals of the GMS Program. He mentioned the major programs and
initiatives under the tourism sector that the ADB has supported in collaboration with key
development partners. He congratulated the GMS Tourism Working Group for
successfully steering tourism cooperation to an unprecedented level of maturity. He
noted that the decisions of the Ministers Meeting with regard to the Tourism Marketing
Plan and the Tourism Development Plan are important inputs to ongoing preparations
for the Third GMS Summit to be held in Vientiane, Lao PDR in March 2008.
4.
Copies of the statements made at the opening session appear in Appendix 3.
Meeting Proper
5.
The meeting was chaired by H. E. Dr. Suvit Yodmani, Thailand, and co-chaired
by Mr. Arjun Thapan, ADB.
FINAL
Overview of the GMS Tourism Sector Strategy

6.
Mr. Alfredo Perdiguero, Senior Economist, Social Sectors Division, Southeast
Asia Department, ADB, gave an overview of the GMS Tourism Sector Strategy. The
Strategy aims to develop and promote the Mekong as a single destination, offering a
diversity of good quality and high-yielding sub-regional products that help to distribute
the benefits of tourism more widely; add to the tourism development efforts of each GMS
country; and contribute to poverty reduction, gender equality, and sustainable
development, while minimizing any adverse social impacts. It covers 7 strategic
programs and 29 priority projects (13 spatial projects and 16 thematic projects), with a
total estimated cost of US $429.9 Million, with infrastructure representing US $361.3
million. A copy of his presentation is in Appendix 4.
Tourism Marketing Plan
7.
Mr. Peter Semone, Senior Adviser, MTCO, presented the Tourism Marketing
Plan covering the period 2008-2011. The Plan was developed in consultation with a
Private Sector Advisory Group (PSAG) and communicated widely among private and
public sector stakeholders in the seven GMS destinations. In addition, country missions
were undertaken for consultations with representatives of respective NTOs and private
sector entities.
8.
The Plan aims to provide strategic advice and direction on how to advance the
MTCOs marketing agenda in two specific areas: (i) institutional development and
management of the MTCO as the lead agent for marketing GMS tourism; and (ii)
marketing implementation plan recommending specific marketing-related actions to be
undertaken by the MTCO in the short (2008), medium (2009) and long (2010-2011)
term. The Plan outlines 3 key marketing objectives for the MTCO in the short and
medium terms, including: developing and strengthening sub-regional institutional
capacity to market the sub-region as a single destination; enhancing sub-regional
product development and product quality; and enhancing the promotion of the subregion as a single destination. Mr. Semone emphasized that the Plan should be treated
as a living document and should be continually revised and updated. The Plan requires
a budget of about US $700,000 proposed to be funded by the NTOs and the private
sector. A copy of Mr. Semones presentation appears in Appendix 5.
Tourism Development Plan
9.
Ms. Christine Jacquemin, Project Coordinator, MTCO, recalled the earlier
decision of the TWG to focus the actions of the MTCO for the next 2 years on a selected
number of projects. Toward this end, the MTCO Project Coordinator was requested to
carry out a prioritization exercise. The Tourism Development Plan embodies a 2-year
action plan presented to the TWG at its meeting in Vientiane in December 2007. The
projects under the plan have been divided into 3 categories: short-term (2008-2010),
medium-term (2008-2012), and longer-term (2010-2015).
10.
Ms. Jacquemin explained the process and the criteria used (country priorities,
current status of the projects, feasibility, and sustainability) in arriving at the prioritization
of the projects under the Tourism Sector Strategy, as well as the main activities planned
2
FINAL
under each category/phase. The selection of projects was done in close consultation
with the NTOs, key development partners, and other stakeholders. She emphasized
that the Plans success depends not only on the TWG, but also on the active
participation and support from the main actors of tourism development in the GMS,
namely, the governments, private sector, and development partners. The Plan will be
evaluated regularly and readjusted, depending on available funding resources. In 2009,
another 2-year plan will be developed. A copy of Ms. Jacquemins presentation appears
in Appendix 6.
Discussion
11.
The representative of the French Government reaffirmed his governments
continuing support to the GMS countries on such areas as sustainable tourism
development, tourism human resource development, and conservation of cultural and
natural heritage sites, among others.
12.
The representative of the UNWTO ST-EP Foundation noted the intangible goods
arising from tourism development. She mentioned the forthcoming meeting of the
Foundations Board during which she will discuss GMS tourism cooperation, hopefully
with the assistance of an invited GMS TWG representative. She looked forward to
having the Foundation fund some of the small projects under the Tourism Sector
Strategy.
13.
H. E. Dr. Thong Khon, Minister of Tourism of the Kingdom of Cambodia,
expressed his support for the 2 plans and emphasized the need for the countries to work
more closely to implement the priority projects under the Tourism Sector Strategy. He
encouraged the mobilization of additional support from the development partners. He
stressed that more should be done in HRD and Product development, and that there
should be a country representative within MTCO.
14.
H.E. Dr. Du Jiang, Vice Chairman, China National Tourism Administration of the
Peoples Republic of China, expressed his appreciation for the opportunity to share
views with the other GMS countries and his governments continuing commitment to
further deepen sub-regional cooperation in the sector to develop regional projects.
15.
H. E. Mr. Somphong Mongkhonvilay, Minister and Chairman of the Lao National
Tourism Administration, Lao Peoples Democratic Republic, noted the substantive
progress that has been achieved in sub-regional cooperation in the tourism sector which
has benefited the country tremendously. He expressed support for the 2 plans and
emphasized the need to conserve the natural heritage sites as well as the biodiversity of
the sub-region. He also suggested that another GMS Tourism Ministers Meeting be
held in the near future. He stressed the fact that the ADB/ MTDP apart from all the
projects undertaken, raised awareness at the higher state level on the important role that
tourism can play.
16.
H. E. Brigadier General Aye Myint Kyu, Deputy Minister of Hotels and Tourism,
Union of Myanmar, emphasized sustainable tourism development in the sub-region and
noted that the GMS countries shared the same identity and common natural resources.
He noted that continued support from the development partners is critical and looked
3
FINAL
forward to more support being provided to Myanmar. He invited all to visit Myanmar and
enjoy the warm hospitality of its people.
17.
Mr. Pham Quang Hung, Director, International Cooperation Department, National
Tourism Administration of the Socialist Republic of Viet Nam, designated representative
of the Minister, expressed support for the 2 plans. He acknowledged the achievements
of the MTCO but emphasized that the MTCO needs to play a more proactive role in
implementing the Strategy and action plans, as well as in mobilizing support from the
development partners. He also expressed support for the proposed Visit the GMS Year
and noted the need for the GMS countries to work harder for more substantive
achievements to celebrate the year. He also supported the holding of the GMS Tourism
Ministers Meeting on a regular basis in conjunction with the ASEAN Tourism Ministers
Meeting.
18.
The Meeting unanimously agreed to endorse the Tourism Marketing Plan and the
Tourism Development Plan.
Adoption of Joint Ministerial Statement
19.
The Ministers adopted the Joint Ministerial Statement as it appears in Appendix 7.
20.
The Ministers noted that the decisions arising from their meeting will serve as
inputs to the preparations for the Third GMS Summit to be held on 30-31 March 2008 in
Vientiane, Lao PDR.
Press Conference
21.
The Minister of Thailand joined his counterparts from other GMS countries and
the ADB in the press conference immediately following the meeting.
Concluding Session
22.
The Chairperson expressed his thanks to all the participants for their valuable
inputs to the meeting. In turn, the participants expressed their appreciation to the
Government of the Kingdom of Thailand for the warm hospitality and efficient
arrangements made for the meeting. The participants also expressed thanks to the ADB
for its assistance in organizing the meeting.
Appendix 1
Meetings of GMS Meeting of GMS Tourism Ministers

21 January 2008
Sofitel Centara Grand Bangkok Hotel, Bangkok, Thailand
LIST OF DELEGATION
CAMBODIA
1.
H.E. Mr. DR. THONG KHON

Minister of Tourism, Ministry of tourism of Cambodia
E-mail: siengneak@yahoo.com.au
Tel: 855 12 821 114 or 855 16 345 000
Fax: 855 23 215 491
2.
H.E. Mr. SO MARA

Under Secretary of State
Tel: 855 12 821 114 or 855 16 345 000
Fax: 855 23 215 491
3.
Mr. TITH CHANTHA

Deputy Director General, Ministry of Tourism of Cambodia
4.
Ms. MEAS SINE

Assistant to Minister
5.
Ms. TROUY LINDA

Officer
6.
Ms. SO LYNA
Assistant to Under Secretary of State
7.
Mr. IN THOEUN
Director, International Cooperation Department
8.
Mr. HOY PHIREAK

Deputy Director, International Cooperation Department
9.
Mr. PAK SOKHOM

Director, Marketing and Promotion Dept.
10.
Mr. SOK SOKUN

Deputy Director, Planning Development Dept.
11.
Mr. SOM BUNNAT

Chief of International Cooperation Office
12.
Mr. SIENG NEAK

Deputy Chief of ASEAN Office
Deputy Chief of ASEAN Office
Tel: 855 12 821 114 or 855 16 345 000
Fax: 855 23 215 491
13.
Mrs. POCH VORLEAK

Deputy Chief of International Cooperation Office
Appendix 1
-2CHINA
14.
Mr. DU JIANG
Vice Chairman, China National Tourism Administration
E-mail: idu@cnta.gov.cn
Tel: 86-10-65201121
Fax: 86-10-65201055
15.
Ms. LI YAYING
Deputy Director-General, China National Tourism
Administration
E-mail: idu@cnta.gov.cn
Tel: 86-10-65201121
Fax: 86-10-65201055
16.
Mr. HE MING
Assistant Director, China National Tourism Administration
E-mail: mhe@cnta.gov.cn
Tel: 65-9829-8301
Fax: 65-63380777
17.
Mr. WANG CHENGZHI

Deputy Director, China National Tourism Administration
E-mail: ggc@cnta.gov.cn
Tel: 86-10-65201010
Fax: 86-10-65201055
18.
Ms. WANG YANJIE

Deputy Director, China National Tourism Administration
E-mail: ggc@cnta.gov.cn
Tel: 86-10-65201828
Fax: 86-10-65122851
19.
Mr. MU YUWEI
Secretary, China National Tourism Administration
E-mail: ywmu@cnta.gov.cn
Tel: 86-10-65201121
Fax: 86-10-65201055
20.
Mr. YUAN GUANGHAN

Deputy Director-General
Yunnan Provincial Tourism Administration
E-mail: mouxue@hotmail.com
Tel: 0086-871-4608318
Fax: 0086-8714608319
21.
Ms. MOU XUE

Section Chief of Yunnan Tourism Information Center
Yunnan Provincial Tourism Administration
E-mail: mouxue@hotmail.com
Tel: 0086-871-4608318
Fax: 0086-8714608319
Appendix 1
-3LAO PDR
MYANMAR
22.
H.E. Mr. SOMPHONG MONGKHONVILAY

Minister, Chairman
Lao National Tourism Administration
E-mail: info_tourismlaos@etllao.com
Tel: +856 21 212 251
Fax: +856 21 212 769
23.
Mr. SOUNH MANIVONG

Director General of Tourism Planning and Cooperation
Department
E-mail: Snh_manivong@yahoo.com
Tel: +856 21 212 251
Fax: +856 21 212 769
24.
Mr. SULIVONG LUANG APHAY

Deputy Chief of Cabinet
General Administrative Department
E-mail: luang999@yahoo.com
25.
Mr. KHOM DOUNGCHANTHA

Director of International Relations Division
E-mail: Kdoungchantha@yahoo.com
Tel: +856 21 212 251
Fax: +856 21 212 769
26.
Ms. CHANVILAY RASSAVONG

Staff
General Administrative Department
27.
H.E.Brig. GENERAL AYE MYINT KYU

Deputy Minister of Hotels & Tourism, Myanmar
28.
Mr. U HTAY AUNG

Director-General
Directorate of Hotels and Tourism, Myanmar
E-mail: dg.dht@mptmail.net.mm
Tel: 95 67 406056/ 406057
Fax: 95 67 406057
29.
Mr. MAUNG MAUNG SWE

Ministry of Hotels and Tourism
30.
Mr. KHIN ZAW

31.
Dr. AUNG MYAT KYAW

32.
Mr. THEIN THAN

33.
Mr. THIHA AUNG

Appendix 1
-4-
THAILAND
34.
Mr. KYAW KYAW AUNG

35.
Mr. SURAJ KUMAR

36.
Mr. SAW LU LU HTAW

37.
Mr. MAUNG MAUNG

38.
Dr. PHONE WIN

39.
Mr. KHIN AUNG TUN

40.
Mr. ZARNI SOE

41.
Mr. MYO WAI TINT

42.
H.E. Dr. SUVIT YODMANI

Minister of Tourism and Sports, Thailand
43.
DR. SASITHARA PICHAICHANNARONG

Permanent Secretary
Ministry of Tourism and Sports, Thailand
44.
Mrs. THANITTA MANEECHOTE

Director-General
Office of Tourism Development
E-mail: thanitta@tourism.go.th
Tel: 66-2219-4023 Fax: 66-2219-4023
45.
Mr. ANOTHAI UDOMSILP

Director of General Affairs Division
E-mail: anothai@tourism.go.th
Tel: 66-2216-6905 Fax: 66-2216-6657
46.
Ms. WIPARAT THARATEERAPAB

Director of International Relations Division
Ministry of Tourism and Sports
E-mail: wippy_07@yahoo.com
Tel: 66-2356-0684 Fax: 66-2356-0678
Appendix 1
-5-
VIETNAM
47.
Ms. PRAPA TANTASUPARUK

Chief, International Cooperation Section
E-mail: prapatanta@gmail.com, prapa_t@tourism.go.th
Tel: 66-2-219-4024 Fax: 66-2216-6658
48.
Mr. VUDTHIDECH CHAMNIKIT

Plan and Policy analyst
The Office of the National Economic and Social
Development Board
E-mail: woodycham@yahoo.com
Tel: 66-2280-4085 Ext: 3710 Fax: 66-2282-1475
49.
Mr. ARTHYUDH SRISAMOOT

Deputy Director-General
Department of ASEAN Affairs,
Ministry of Foreign Affairs
E-mail: arthayus@mfa.go.th
Tel: 66-2-643-5000 ext 4433
Fax: 66-2-643-5223
50.
Ms. SIRIN SURATHIN

First Secretary
E-mail: sirins@mfa.go.th
Tel: 66-2-643-5000 ext 4463
Fax: 66-2-643-5230
51.
Mr. PORNSITH PIBULNAKARITR

First Secretary
E-mail: pornsith@mfa.go.th
Tel: 66-2-643-5000 ext 4467
Fax: 66-2-643-5230
52.
Mr. PHAM QUANG HUNG

Director of International Cooperation Dept.
Vietnam National Administration of Tourism
Ministry of Culture, Sports and Tourism
E-mail: hung65icd@yahoo.com
Tel: 84-4-99422070 Fax: 84-4-9424115
53.
MRS. NGUYEN THI HONG DIEP

Officer of International Cooperation Dept
E-mail:diep78vnat@yahoo.com
Tel: 84-4-9421061 Fax: 84-4-9426860
Appendix 1
-6-
MTCO
ADB
SNV
54.
Ms. TRAN THI PHUONG NHUNG

Officer of International Cooperation Dept
E-mail: nhungvnat@yahoo.com
Tel: 84-4-9421061 Fax: 84-4-9426860
55.
Mr. PETER SEMONE

Senior Advisor
Mekong Tourism Coordination Office (MTCO)
56.
Ms. JACQUEMIN CHRISTINE

Project Coordinator
ADB/ Mekong Tourism Coordination Office (MTCO)
57.
Ms. PARIYANUD TRINIKORN

Operations Manager
58.
Ms. SAENGRAWEE THONGDEE

Office Manager
59.
Mr. ARJUN THAPAN

Director General, Southeast Asia Department
Asian Development Bank
60.
Ms. SHIREEN LATEEF

Director, Social Sectors Division
Southeast Asia Department, Asian Development Bank
61.
Mr. JEAN-PIERRE VERBIEST

Country Director, ADB Bangkok
62.
Mr. ALFREDO PERDIGUERO

Senior Economist, Social Sectors Division
63.
Ms. FLORDELIZA S. MELENDEZ

Consultant, GMS Unit,
Regional Cooperation & Country Coordination Division,
64.
Mr. PRAVIT RAMACHANDRAN

Environmental Assessment Specialist
ADB-GMS Enviormental Operations Center
65.
Mr. DOUGLAS HAINSWORTH

Senior Advisor, SNV
E-mail: dhalnsworth@snvworld.org
Tel: 84 48463791 Fax: 84 48463794
Appendix 1
-7GTZ
66.
Ms. KIRSTEN FOCKEN

Marketing Advisor, GTZ
Lao National Tourism Administration
E-mail: Kirsten.focken@gmail.com
Tel: +856202465340
UNESCO
67.
Mrs. MONTIRA UNAKUL

E-mail: culture@ubescobkk.org
Tel: 0-2391-0577 Fax: 0-2391-0866 Ext: 503
68.
Mrs. HEATHER PETER

E-mail: culture@ubescobkk.org
Tel: 0-2391-0577 Fax: 0-2391-0866 Ext: 506
UNESCAP
69.
Mr. RYUJI YAMAKAWA

Chief, Tourism Unit
UNESCAP
TTD, UN Building, Rajdamnern Avenue
Bangkok 10200
E-mail: yamakawa.unescap@un.org
Tel: 66-2288-1426 Fax: 66-2288-1067
PATA
70.
M.L. HATHAIJANOK KRITAKARA

Honorary Secretary-General
Pacific Asia Travel Association (PATA Thailand Chapter)
36 Fl, Office at the Centralworld
E-mail: hathaijanok.KRITAKARA@accor.com
Tel: 0-2659-4500 Fax: 0-2264-5758
UNWTO ST-EP
71.
Madam YOUNG-SHIM DHO

Chairperson of Board of Directors
UNWTO ST-EP Foundation
E-mail: ysdho@unwtostep.org
Tel: 82 2 318-5005 Fax: 82 2 318-6005
Embassy of France
72.
Mr. PASCAL LE DEUNFF

First Counsellor
Embassy of France
Tel: 0-2657-5106 Fax: 0-2651-5114
73.
Mr. MAURICE SIVETON

Regional Counselor for Cooperation
Embassy of France
E-mail: maurice.siveton@diplomatie.gouv.fr
Tel: 0-2627-2140 Fax: 0-2627-2144
74.
Ms. HARVET CLARISSE

Assistant to Regional Counselor for Cooperation
Embassy of France
E-mail: clarisse.hervet@diplomatie.gouv.fr
Tel: 66-2627-2143 Fax: 66-2627-2144
75.
Mr. KATSUYA IKKATAI

Counsellor
The Embassy of Japan, Bangkok
Embassy of Japan
Appendix 1
-8-
Embassy of
Germany
76.
Mr. KENSUKE KOBAYASHI

First Secretary
The Embassy of Japan, Bangkok
77.
Mr. MICHAEL BANZHAF

Deputy, Head of Mission
The Embassy of Germany, Bangkok
Appendix 2
Appendix 3
Address by H.E. Dr. Suvit Yodmani

Minister of Tourism and Sports of Thailand
At the 1st Meeting of GMS Tourism Ministers of Tourism
21 January 2008, Bangkok
..
Excellencies Tourism Ministers of Greater Mekong Sub-region,
Mr.
Arjun
Thapan,
Director
General,
Southeast
Asia
Department,
Asian Development Bank,

Distinguished Delegates,
Thailand is honoured to host the first Meeting of Tourism

Ministers of the Greater Mekong Sub-region in conjunction with the ASEAN
Tourism Ministers Meeting.
We acknowledge the presence of various
international organizations and donor countries and would like to express our
appreciation to the Asian Development Bank for the strong support to the
cooperation framework.
May I also express my wish that Thailand will
consider to host the Visit GMS Year in 2009 and wish to receive participation
from Member Countries.
Thailand also appreciates assistance from the
Republic of France in providing technical assistance for the Mekong Tourism

Coordinating Office and allowing 2 year contract to Ms. Christine Jacquemin
to help coordinate GMS projects. I note with appreciation the presence of
Madam Dho Young Shim, Chairperson of ST-EP Foundation of the World
Tourism Organization and I am certain that Sustainable Tourism Development
and Tourism to Eliminate Poverty will be on her agenda for the cooperation in
the sub-region.
May I give the floor to Mr. Arjun Thapan, Director General,
Southeast Asia Department, Asian Development Bank for his remarks.
Appendix 3
As of 16 January 2008
21 January 2008, Bangkok, Thailand
Draft Remarks by
Director General, Southeast Asia Department, ADB
Excellencies Tourism Ministers of the GMS Countries,

Heads of the GMS National Tourism Organizations,
Distinguished Guests,
Ladies and Gentlemen,
I am honored to address this distinguished gathering this afternoon. Let me, on

behalf of the Asian Development Bank, and the rest of the delegates, express our deep
appreciation to the Royal Thai Government, particularly the Ministry of Tourism and
Sports, for organizing and hosting this important meeting.
Subregional cooperation in the tourism sector has played a very significant role in
putting the GMS firmly on the worlds tourism map and in contributing to the realization
of the vision and goals of the GMS Program. ADB is pleased to have been an active
partner of the GMS countries in pursuing a tourism development agenda since the
establishment of the GMS Tourism Working Group in 1995.
One of the programs that ADB supported together with the United Nations
Economic and Social Commission for Asia and the Pacific (UNESCAP) was the Mekong
Tourism Forum which was held annually from 1996 to 2005 in collaboration with the
Pacific Asia Travel Association. The Mekong Tourism Forum was aimed to market the
GMS as a tourism destination, with the active participation of the private sector.
Another major initiative supported by ADB is the GMS Mekong Tourism

Development Project that has provided financing support to Cambodia, Lao PDR and
Viet Nam. The project, amounting to $47 million, is helping promote sustainable tourism
in the lower Mekong basin countries through infrastructure improvements, community
and private sector participation, and subregional cooperation.
It is supporting the
improvement of high priority, tourism-related infrastructure in Cambodia, Lao PDR, and

Viet Nam; the promotion of pro-poor, community-based sustainable tourism in rural
Appendix 3
areas; and the strengthening of subregional cooperation. The project is also supporting
components that will help mitigate environmental degradation, develop human
resources, and promote cooperation between private and public sectors within the GMS
by establishing tourism marketing and promotion boards.
A GMS Mekong Tourism Sector Strategy has been prepared and is now
providing the strategic road map for subregional cooperation in the tourism sector. The
strategy focuses on marketing and product development, tourism human resource
development, heritage conservation and social impact management, pro-poor tourism
development, private sector participation, facilitating the movement of tourists, and
development of tourism-related infrastructure in priority tourism development zones.
We must congratulate the GMS Tourism Working Group for successfully bringing
subregional cooperation in this sector to a level of maturity not yet seen in other sectors.
A Mekong Tourism Coordinating Office has been set up in Bangkok, whose operations
are sustained by annual contributions from the GMS countries.
Participation of
representatives of national tourism organizations in meetings of the TWG continue to be

financed by the countries themselves. To complement the limited staff of the MTCO, the
French Government has seconded a tourism expert to ADB to assist the MTCO in
coordinating the implementation of priority projects. These positive developments augur
well for the continued strengthening of tourism cooperation in the subregion.
Our meeting today is crucial in further defining the concrete action plans that will
translate the vision and goals of the GMS Mekong Tourism Sector Strategy into doable
and realistic projects in the next few years. As we prepare for the Third GMS Summit to
be held in March 2008, the outcome of our meeting today will feed into the overall
direction of the GMS Program that the GMS Leaders will emphasize in their Joint
Summit Declaration. In this regard, we look forward to hearing the presentations of the
Mekong Tourism Coordinating Office regarding the Tourism Marketing Plan and the
Tourism Development Plan. These two key presentations represent in capsule form the
essence and substance of subregional cooperation in tourism that will be pursued over
the next few years, hopefully with increased resources and support from other
development partners.
Appendix 3
Indeed, our gathering today, no matter how brief, has very significant implications
for the future work of the GMS Tourism Working Group and the Mekong Tourism
Coordinating Office.
Excellencies,
Ladies and Gentlemen,
The GMS is one of the fastest growing tourism destinations in the world today.
Tourism is bringing in much-needed foreign exchange, creating jobs, and contributing to
economic growth in the subregion. However, growth in tourism is constrained, among
others, by difficulties in access, lack of investment in tourist infrastructure, absence of
new products to attract visitors, and weaknesses in policy and institutional capacities.
The sector also needs to increase its contribution to the reduction of poverty, while
managing any potential negative environmental or social impacts. For this reason, we
must intensify our collective resolve to further strengthen subregional cooperation in this
sector. Subregional cooperation in tourism is central to the GMS existence, particularly
in light of the highly competitive world tourism market.
I look forward to our intensive discussions over the next couple of hours and wish
all of us a successful meeting.
Appendix 4
Page 1 of 5
The Greater Mekong Subregion (GMS)

Tourism Strategy
Alfredo Perdiguero
Senior Economist
Asian Development Bank
21 January 2008
The Greater Mekong Subregions

Strategic Position
The GMS has a very strategic

location, transportation
crossroad, and potential to
attract large regional markets
Appendix 4
Page 2 of 5
Strong Tourism Assets
The GMS has unique & precious natural assets, with diverse
and rich blend of culture, nature, and history
GMS Tourism Strategy: Why

Tourism is recognized by the GMS countries as a priority sector under the
GMS Economic Cooperation Program
Potential to contribute to socioeconomic development, conservation of
natural and cultural heritage
Strong tourism growth prospects (world, Asia-Pacific and GMS)
New opportunities: Rapid interconnection of GMS through development of
transportation network, Chinese and Indian Tourism
New challenges: competition from other regions, high oil prices, new
demands from tourists, new epidemics, potential negative impacts on the
environment and cultural heritage
Need to build on previous 10 years of cooperation, face the new
challenges and use the new opportunities working together with a
common Strategy
Appendix 4
Page 3 of 5
THE STRATEGY
Overall Goal
To contribute toward the vision of the ten-year strategic
framework of the GMS Economic Cooperation Program,
of achieving substantial poverty reduction, greater
gender equality and womens empowerment, and
sustainable development
THE STRATEGY
Expected Outcome
Develop and promote the
Mekong as a single
destination, offering a diversity
of good quality and highyielding sub-regional products
that help to distribute the
benefits of tourism more
widely; add to the tourism
development efforts of each
GMS country; and contribute to
poverty reduction, gender
equality, and sustainable
development, while minimizing
any adverse social impacts.
Appendix 4
Page 4 of 5
Strategic Objectives
Marketing the subregion as a
single destination
Raising tourism human
resource capacities
Enhancing sustainable
management of the natural &
cultural heritage assets
More benefits to poor people
Strengthening private sector
participation
Enhanced facilitation and
monitoring
Focusing limited resources on
priority tourism zones
The Strategic Programs
1. Marketing and Product Development

2. Human Resource development
3. Heritage Conservation and Management of
Negative Social impacts
4. Pro-poor Tourism Development
5. Cross-border facilitation
6. Private Sector Participation
7. Tourism-related Infrastructure Development
Appendix 4
Page 5 of 5
The strategy will be implemented by

the GMS countries through:
29 Projects including:
13 spatial projects dealing with the planning and
development of priority tourism zones
16 thematic projects dealing with specific GMS-wide
interventions
Each project has a lead country
The Mekong Tourism Coordination Office (MTCO) assist
the Tourism Working Group to implement the Strategy
The cost of implementing the Strategy is estimated at
$429.9 Million, with infrastructure representing $361.3
million
THANK YOU
Appendix 5
Page 1 of 39
Mekong Tourism
Marketing Plan
21January 2008
A Living Document
Prepared by:
Peter Semone
Senior Advisor
Mekong Tourism Office
Presentation Outline
1.
The Mekong Tourism (Coordinating) Office

(MTO / MTCO)
2.
Global Travel and Tourism
3.
Tourism in the Greater Mekong Subregion
4.
The GMS Tourism Marketing Plan
Appendix 5
Page 2 of 39
1. The MTO / MTCO
MARKETING
DEVELOPMENT

(MTO)
Mekong Tourism Coordinating Office

(MTCO)
Marketing Expert
Development Expert
Market GMS in order to

increase long-stay above
average spending
subregional travellers
Orchestrate implementation and

funding of 28-Development Projects as
prescribed TSS
Private Sector Partnerships
Donor Partnerships
Appendix 5
Page 3 of 39
Available Resources
Annual Government Contribution for
Operating Budget = US$90,000 ($15,000
each country)
Marketing Fund: = US$25,000
Private Sector Cash and In-Kind
Contributions
Support by Thailand Ministry of Tourism and
Sports and French Government / ADB
Critical Success Factors

9 Internal communication between the MTO / MTCO and
member NTOs;
9 Awareness of the MTO / MTCO among GMS private and
public sector tourism stakeholders;
9 Simple, focussed, cost effective and well managed
marketing activities must be implemented in the short term;
9 The private sector must be fully engaged, initially as a
dialogue partner and later potentially as a financial
supporter;
9 Improved information content and flow to the international
trade, media and consumer is essential;
Appendix 5
Page 4 of 39
2. Global Travel and Tourism Trends
GMS
Tourism is a Globally Competitive Business
Appendix 5
Page 5 of 39
By 2020 Tourism Demand will DOUBLE

Expenditure Expected to be > US$1 Trillion
21st Century Travel Trends

9
9
9
9
9
9
The Leisure Society

E-Savvy Consumer (increased B2C transactions)
The Rise of Lifestyle Focused Niche Products
Targeting and Segmentation Essential in a
Crowded Marketplace
Destination Image to Create Brand Appeal
Concern for Social and Environmental Issues
Appendix 5
Page 6 of 39
Tourism in the GMS

Section Three
Overall GMS Tourism Arrivals

Visitor Arrivals to GMS
1996-2006
No. in MNS
25
20
15
10
5
0
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
Source: Respective NTOs, ADB TSS and PATA Strategic Intelligence Centre
2006 - 22 million
2010 32 million (f)
2015 52 million (f)
Appendix 5
Page 7 of 39
GMS Tourism Arrivals by Destination

1996-2006
No.
16
14
12
10
8
6
4
2
0
1996
1997
Cambodia
1998
1999
Lao PDR
2000
2001
Myanmar
2002
T hailand
2003
2004
2005
Vietnam
2006
Yunnan
Top Markets to GMS

Market
Overall (GMS)
1.Japan
2.Malaysia
3.Korea
4.China
5.USA
6.United Kingdom
7.Thailand
8.Singapore
9.Australia
10.Taiwan
Arrivals % of Total
2,120,731
2,022,222
1,903,153
1,764,819
1,587,801
1,109,407
1,030,649
910,184
876,768
855,746
14,181,480
9.6%
9.2%
8.7%
8.0%
7.2%
5.0%
4.7%
4.1%
4.0%
3.9%
64.5%
Appendix 5
Page 8 of 39
Subregional Traveller Facts

Based on Tourism Sector Strategy Survey
9
9
9
9
9
9
Subregional travellers estimated 1 Million in 2006 (4.5%)

Key Activities: Hiking, Visiting Natural Parks, Visiting
Cultural Sites, Visiting Local Communities
Young (Backpackers) and/or Senior Travellers
Use Alternative Lodging Services
High Spend on Local Handicrafts and F & B Services
Desire to Visit Natural Attractions and Engage with People
and Cultures
GMS SWOT Analysis

Strengths
9
9
9
9
9
9
9
9
9
9
9
9
9
Unique range of nature based and cultural attractions;

UNESCO World Heritage sites;
Fascinating indigenous cultures and traditions;
Generally friendly and hospitable local population;
Well established and spectacular cultural events;
Extraordinary natural environments, many possessing unique and rare flora and
fauna;
Relative closeness to Asian source markets;
Excellent accessibility through international hubs such as Bangkok and HCM City;
Comprehensive air and land transport network;
Relatively unspoiled environment;
Increasing support from central governments for tourism (and some provincial
governments);
Strong regional private sector companies;
Well establish cooperative framework through MTCO.
Weaknesses
9
9
9
9
9
9
9
9
9
Weak and inconsistent branding in key markets;

Historically low level of promotions and funds thinly spread across a number of
markets;
Limited capacity among many governments to plan and market the tourism sector;
Low community and government awareness of tourism benefits and needs;
Lack of market research/weak statistical base;
Weak provincial tourism bureaus and associations;
Limited private sector involvement in destination marketing;
Weak public private partnership frameworks;
Insufficient government investment and commitment to regionalism;
9
9
9
9
9
9
9
9
9
Increasing global oil prices

Terrorist or security incidents as major deterrent to travel;
Inaction;
Global and regional competitions and increasing competitor marketing;
HIV/AIDS epidemic or other pandemics will deter visitors;
Political and economic instability;
Adverse publicity;
Lack of sustainable tourism operations;
Reduced funding for development and promotion
Opportunities
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
Growing global interest in activity based special interest tourism;

Growing iconic status of natural and cultural heritage attractions;
Increased intra-regional and international air services (particularly low cost
carriers);
Increase coordination of marketing and industry participation;
The aura and mystique of the Mekong;
Mobilisation of MTCO as a centralised regional tourism marketing and
development agency;
Develop stronger branding;
Commitment to regionalism;
Emergence of Asian tourist;
Concentrate marketing on key defined source markets;
Strengthen research base to underpin marketing strategies;
Positively manage image in key markets through PR programme;
Increased internet marketing activities;
Focus marketing on to niche markets;
Strengthen marketing capacity within MTCO, respective NTOs and regional
industry associations
Threats
Appendix 5
Page 9 of 39
4. The Tourism Marketing Plan
Three Phases
I.
Partnership and Information

Consolidation (short term - 2008)
II.
Awareness Building and Brand Expansion

(medium term - 2009)
III.
Celebration (long term - 2010/2011)
Appendix 5
Page 10 of 39
Phase One - 2008
Partnership and Information Consolidation
Country Coordinator Program
Private Sector Advisory Group
Other Marketing Tools: International Mekong Tourism

Functions and GMS Networking Meetings
Phase Two 2009

Awareness Building and Brand Expansion
Actively Blog
Engage Social Media
Develop Video for Internet
Engage
Travel Distributors
Re-establish
The Mekong Tourism Forum
Appendix 5
Page 11 of 39
Phase Three 2010/2011

Celebration
VISIT MEKONG
YEAR 2010
Thank You
Appendix 5
Page 12 of 39

Marketing Plan
2008-2011
A Living Document
Prepared by:
Peter Semone
Senior Advisor
January 2008
Appendix 5
Page 13 of 39
Executive Summary
The Board of Directors of the Mekong Tourism Coordinating Office (MTCO), also known as
the Tourism Working Group (TWG), has asked the Senior Advisor to prepare this Marketing
Plan (the Plan) to be presented to the Greater Mekong Subregion (GMS) National Tourism
Organisation (NTO) leaders and Tourism Ministers.
The Plan has been developed with the view of providing strategic advice and direction on how
to advance the MTCOs marketing agenda in two specific areas:
First, the Plan provides an analysis of the MTCO in its current state and makes specific
recommendations of how institutionally the MTCO should be managed and developed to
undertake its responsibility as the lead agent for marketing Greater Mekong Subregion (GMS)
tourism. This issue is outlined in detail in Section 1 of the Plan and is entitled The Institution.
Secondly, the Plan provides a general analysis of Greater Mekong Subregion (GMS) tourism
vis--vis global trends in the international travel and tourism industry. GMS tourism strengths
and weaknesses are considered and opportunities and threats identified in a SWOT analysis.
Section 4 of the Plan entitled The Marketing Implementation Plan recommends specific
marketing-related actions that should be undertaken by the MTCO in the short (2008),
medium (2009) and long (2010-2011) term.
In developing the Plan, the Senior Advisor has enlisted a Private Sector Advisory Group
(PSAG) and communicated widely among private and public sector stakeholders in the seven
GMS destinations. In addition, country missions were undertaken in which face-to-face
meetings were conducted with representatives of respective NTOs and private sector entities.
The GMS Tourism Sector Strategy (TSS) has also been referred to extensively. The TSS
includes a sub-regional Marketing Strategy that identifies the mission of the MTCO marketing
program to be to increase the number of high yield sub-regional travellers. A subregional
traveller is defined as any person that visits two or more GMS countries during any single visit
to the subregion.
Furthermore, the Marketing Strategy outlines three key marketing objectives for the MTCO in
the short and medium terms, including: developing and strengthening sub-regional
institutional capacity to market the subregion as a single destination; enhancing subregional
product development and product quality; and enhancing the promotion of the subregion as a
single destination.
Based on a 2000+ respondent survey undertaken in 2004 during the development of the TSS,
the following key sub-regional tourism offerings have been identified: nature, culture and
adventure products. Accordingly, it is important that any single destination or subregional
approach to marketing must embrace market segments that are attracted to these core
products. However, it is strongly recommended that further market research be conducted to
verify the findings of the 2004 TSS survey and integrate emerging tourism development
issues such as improved knowledge of value-chain tourism economics.
This Plan seeks to embrace the findings of the TSS, complement the individual promotion
efforts of the GMS member countries and promote sub-regional tourism around a Mekong
Brand. The overall approach to achieving these objectives is presented in The Plan as a first
step towards developing an effective, coordinated and tangible marketing program for the
GMS. This Plan should be treated as a Living Document and should be continually revised
and updated.
The MTCO sits at a critical juncture in its development; it is therefore essential that the
organization act and be seen to be delivering a higher return on investment (ROI) on
government as well as future private sector contributions to the MTCO.
Mekong Tourism Office Marketing Plan
Page 1
Appendix 5
Page 14 of 39
Table of Contents
Executive Summary................................................................................................................... 1
Table of Contents ...................................................................................................................... 2
1.
The Institution ................................................................................................................... 3

Evolution of the MTCO as a Subregional Marketing Platform .......................................... 3
MTCO Finances................................................................................................................ 4
Going Forward with the MTCO Marketing Agenda........................................................... 4
Comparable Regional Tourism Organizations.................................................................. 5
Institutional Recommendations......................................................................................... 7
2.
Global Travel and Tourism................................................................................................ 8

Issues and Trends ............................................................................................................ 8
Luring Todays Discerning Traveller ................................................................................. 9
3.
Tourism in the Greater Mekong Sub-Region .................................................................. 11

Visitor Arrivals ................................................................................................................. 11
Existing Markets.............................................................................................................. 12
Key Segments................................................................................................................. 15
GMS Product Offerings................................................................................................... 17
Market Positioning and Branding .................................................................................... 19
GMS Tourism SWOT ...................................................................................................... 20
4.
The Marketing Implementation Plan ............................................................................... 20

The Marketing Phases .................................................................................................... 21
Marketing Principles and Tools....................................................................................... 21
Short, Medium and Long Term Action Plan.................................................................... 21
Implementation Schedule ............................................................................................... 24
Marketing Budget 2008-2011.......................................................................................... 24
Appendix One: Minutes Private Sector Advisory Group.......................................................... 25
Page 2
Appendix 5
Page 15 of 39
1.
The Institution
This section undertakes to provide an evaluation of the current state of the MTCO as a
subregional institution for marketing. The history of the organization, its current state of
existence from a financial and management perspective, and comparative marketing
organizations are all analysed. The chapter concludes with specific recommendations for
consideration by the Tourism Working Group (TWG) and respective NTO and Ministry leaders
on a best way forward for the MTCO in terms of its marketing responsibilities.
Evolution of the MTCO as a Subregional Marketing Platform

The Mekong Tourism Coordinating Office was formed in January 2006 as the coordinating
institution for the implementation of the GMS development and marketing agenda as outlined
in the GMS Tourism Sector Strategy (TSS). The institutional mission of the MTCO as
currently presented on www.mekongtourism.org is to develop and promote the Mekong as a
single destination, offering a diversity of good quality and high-yielding subregional products
that help to distribute the benefits of tourism more widely; add to the tourism development
efforts of each GMS country; and contribute primarily to poverty reduction, gender equality
and empowerment of women, and sustainable development, while minimizing any adverse
impacts.
Prior to the establishment of the MTCO, the Agency for Mekong Tourism Activities (AMTA)
was charged with orchestrating sub-regional marketing. AMTA, which was headquartered at
the Tourism Authority of Thailand (TAT), was discontinued in late 2005 and the responsibility
of GMS subregional tourism marketing was assumed by the MTCO. At the time, there was
no specific development agenda linked to AMTA.
The marketing mission statement of the MTCO, as outlined in the GMS Tourism Sector
Strategy, is to increase the number of high yield sub-regional travellers. Whereby high yield
is defined as someone who stays for 10+ days and/or has per diem expenditures of US$100
plus per day and subregional traveller is defined as any person that visits two or more GMS
countries during any single visit to the subregion. The Plan slightly modifies the marketing
mission by defining the focus market as long stay and above average spending visitors rather
than high yield.
In the context of the overall marketing strategies for the subregion to 2015, the key marketing
objectives to 2010 as set out in the TSS Action Plan are to:
develop and strengthen the subregional institutional capacity to market the subregion
as a single destination;
enhance subregional product development and product quality; and
enhance the promotion of the subregion as a single destination.
In recognition of resource limitations and capacity constraints when the MTCO was
launched in 2006, a modest step-by-step approach in implementing the marketing program
was proposed in the TSS Action Plan. These steps involved:
1) Launching a modest campaign to present a unified Mekong tourism branding
through a consistently updated web page presence, collateral development
engaging the services of a professional PR/Advertising group, arranging travel trade
familiarization tours, presenting The Mekong at regional trade shows, and rebranding AMTA as the Mekong Tourism Coordinating Office;
2) Organizing interactions with core interest groups of the private sector (e.g. investors,
ground tour operators, tour operators of generating markets, infrastructure
developers etc.) to engage them in dialogue, present views of the potentials of
Mekong tourism and seek support for the program as partners; and
Page 3
Appendix 5
Page 16 of 39
3) Energizing and staging a re-launch of Mekong Tourism as the new thematic

tourism products and the private sector-driven initiatives are put in place.
At the time of the writing of this Plan in November 2007, the above stated marketing steps (as
prescribed in the TSS) had been implemented either partially or not at all.
MTCO Finances
Since its inception, the operational costs of the MTCO have been underwritten by an annual
contribution of US$15,000 by each of the member governments (Cambodia, China, Lao PDR,
Myanmar, Thailand and Vietnam). At the close of 2007, the MTCO account held an operating
surplus of some US$40,000.
In addition to this US$90,000 in annual operational funding, Thailands Ministry of Tourism
and Sport has provided office space (including utility costs). In addition, since August 2007,
the French Government has seconded a senior level tourism expert to coordinate and
oversee implementation of the 28-development projects identified in the GMS Tourism Sector
Strategy which are part of the MTCO development agenda.
In addition to the operating budget, the MTCO has a marketing budget of US$25,000 which is
comprised of residual AMTA marketing funds which were transferred to the MTCO in 2006.
This money is earmarked to be spent in 2008 on enhancing the MTCO website and collateral.
Going Forward with the MTCO Marketing Agenda

The limited marketing budget of the MTCO dictates that in the short term the subregion will
not have the luxury of the massive spending power enjoyed by many competitive destinations
to draw visitors to the sub-region.
Any marketing projects undertaken by the MTCO in the short term need to be highly focussed
and aimed at developing a strong marketing framework. In order to attract private sector
support for its marketing programs, the MTCO needs to revitalize its institutional credibility
which is currently viewed as weak at best.
A Private Sector Advisory Group (PSAG) comprised of senior executives of regional private
sector organizations has been formed to provide advice and direction to the MTCOs
marketing program. During a 31 October 2007 meeting of the Advisory Group, members
expressed concern that the MTCOs reputation had been seriously diminished as a result of
inactivity and lack of continuity. It was unanimously agreed that if the MTCO is to ever
receive financial support from the private sector as prescribed in the TSS Marketing Strategy,
it must establish its relevance and authority as the lead marketing organization for
cooperative GMS tourism. It was furthermore expressed that in order to be realistic, any
financial contributions by the private sector to the MTCOs marketing activities must provide
clear and tangible returns on investment. Minutes of the first meeting of the PSAG are
attached in the appendices of this Plan.
In addition to heeding the advice of the PSAG, the MTCO should carefully abide by the
following marketing guidelines which are incorporated in the Marketing Action Plan which is
outlined in Section 4 of this document:
To maximize the potential of the internet as an effective marketing tool and source of
comprehensive visitor information;
To facilitate coordinated joint marketing and promotional activities with all

stakeholders and partners;
To encourage more effective and targeted sub-regional tourism marketing based on

sound market research and understanding of consumer needs;
Page 4
Appendix 5
Page 17 of 39
To establish a stronger, more systematic and coordinated basis for sub-regional

destination marketing by MTCO member countries and the private sector;
To increase awareness of the GMS by creating a strong and distinct image (brand)
and clear positioning in target markets;
To facilitate awareness of the sub-region; and
To complement existing national tourism marketing and promotion campaigns with a

unified sub-regional program.
Comparable Regional Tourism Organizations

Many stakeholders have suggested that there are lessons to be learned from understanding
how comparable regional tourism organizations market their respective subregions. An
internet search using key words such as tourism association, regional tourism marketing
organization, and regional tourism cooperation produced links to a number of comparable
tourism organizations similar to the MTCO. They include:
The African Travel and Tourism Association
ATTA creates a hub for the positive development of travel and tourism in Africa. With over
350 members the African Travel and Tourism Association (ATTA) is Europes largest trade
association promoting Africa. Membership covers all sections of the tourism industry. They
are drawn from those who supply the product including hotels, lodges, camps, airlines and
ground operators and those who service the market throughout the world, tour and webbased operators, travel agents, representation companies, tourist boards and all sectors of
the media. The prime role of the association is to channel information and breaking news to
its wide membership through its sophisticated web distribution email service ATTAK.
National tourist boards, the media, the British Foreign Office and the membership itself use
this distribution facility, to keep the industry informed. Response time is fast and information is
quickly distributed. ATTAK enables members throughout Africa and the UK to keep abreast of
the rapidly changing affairs of tourism.
The Baltic Sea Tourism Commission
BTC is a networking marketing association with the aim to promote tourism to the Baltic Sea
region in North America, Asia and Spain. The main activities of BTC include: press- and
trade familiarization trips, an annual tourism conference, participation in tourism related
projects, advocacy of the tourism industry among political decision makers, cooperation with
other Baltic Sea organizations and the provision of tourism information.
The European Quartet
The European Quartet is a group of central European countries including: the Czech Republic,
Hungary, Poland and Slovakia. The organization has an annual budget of 200,000 to
400,000 Euros which is funded by member governments and to a lesser degree the private
sector. Activities include: maintenance of a common Web-site www.european-quartet.com;
multi-language promotional brochure (Chinese, Japanese and English); statistical Information
press releases and photo library; a common promotional video; road shows to key markets;
marketing workshops; and special interest promotions.
Greater Tumen Initiative (Joint Tourism Promotion)
Tumen River Region Development Area comprising China, North Korea, the Russian
Federation and Mongolia offering cultural and natural heritage, historic and wildlife-based
tourism products targeting mainly North East Asian and European markets seeking soft and
hard adventure experiences in this once secluded area. The UNDP and the Tumen
Programme supported a familiarisation tour of the Tumen Region for selected tour operators
and travel journalists in October-November 1999. The participants from China, ROK and
European countries assessed the tourist attractions, facilities and services of the area. They
also had meetings with local tourism officials and inbound tour operators and travel agents to
generate ideas about multi-destination tours in the region. The project included publication of
Page 5
Appendix 5
Page 18 of 39
a promotional brochure for the Tumen Region entitled The Tumen River Area - New Horizons
in Travel, which has been translated into Chinese, Japanese, Korean and Russian and widely
distributed to local tourism agencies, tour operators and travel journalists. The project has
been successful in increasing awareness of the Tumen Regions tourism resources in key
markets, and has been helpful in terms of development of tourism products in the area. The
project has been complemented by Tumen Programme participation in a number of
international tourism fairs in Asia, which are good opportunities to draw international attention
to the attractions of the Tumen Region as a tourist destination. Total Budget of US$ 70,000
The South Pacific Tourism Organization (SPTO)
The SPTO is the mandated inter-governmental organization for the tourism sector in the
South Pacific. In the early 1980s an informal association of South Pacific national tourism
organizations was formed, which subsequently became the SPTO. SPTO is an organization
with a membership that substantially represents both the public and private sectors. Current
full government member countries include The Cook Islands, Fiji, French Polynesia, Kiribati,
New Caledonia, Niue, Papua New Guinea, People's Republic of China, Samoa, Solomon
Islands, Tonga, Tuvalu and Vanuatu. Private sector members include over 200 of the major
tourism operators in the region. The SPTO s mission statement is: "To be an internationally
dynamic and leading tourism organization in the development of public and private sector
tourism businesses in the South Pacific. Key marketing activities of the SPTO include:
Regional Branding; Overseas Representation; Travel Show/Road Show Coordination and
Facilitation; Regional Collateral Material; Regional Tourism Magazine; Web site development
and promotion; Internet Marketing; Lead Generation; Tourism Products Database; and
Internet and Marketing Training / Consulting
Tourism Vancouver Island
Tourism Vancouver Island is a destination marketing organization whose vision is To
Position the Vancouver Island Region as a Premier Destination. The organization is a not for
profit association representing the tourism stakeholders within the Vancouver Island region,
which includes all the islands located between Vancouver Island and the mainland coast and
also includes coastal areas of the mainland coast between Moses and Bute Inlets. Tourism
Vancouver Island is one of six regional destination marketing organizations (DMO) in British
Columbia that are contracted by Tourism British Columbia to deliver marketing initiatives on
behalf of the region. As part of this contract each region administers the Tourism Partner
Program for their respective region. Through the Tourism Partner Program, Tourism
Vancouver Island is able to offer tourism stakeholders within the region the opportunity to
participate in marketing initiatives at greatly reduced costs. In partnership with tourism
stakeholders and Tourism BC, Tourism Vancouver Island coordinates over $1.5 million in
advertising and promotional campaigns targeted at driving tourism business to the Vancouver
Island Region. The association is governed by a board of directors that is made up of industry
professionals from various parts of the Vancouver Island region. The marketing committee
meets regularly to evaluate and recommend strategies and tactics that are focused on
reaching the vision of the association.
The above subregional groupings as well as other individual competing destinations
positioning concepts range from landscape, sightseeing and urban tourism based on
shopping and nightlife of Hong Kong, Macau, Zuhai and Canton in the Pearl River Delta; soft
and hard adventure and Buddhist culture in the SASEC; relaxation and fun in tropical island
resorts of the South Pacific and Caribbean; hard and soft adventure in the Tumen River Area;
and wildlife tourism in SADC. In ASEAN, Malaysia positions itself as a microcosm of Asia
while Singapore positions itself as an urban tourism destination and gateway to Asia. Within
the broad positioning framework among potential competing regional destinations for its
markets, the GMS is distinctive in its ownership of the Mekong River and its rich array of
ethnic peoples and cultures.
What is clear from seeing what comparable organizations are doing in terms of marketing
activities is that any MTCO marketing plan must include consideration of several core
channels, including: Trade Marketing, Consumer Marketing, Market Research and
Page 6
Appendix 5
Page 19 of 39
Intelligence, Media and Public Relations, Global Branding, and Internet Marketing. These
various channels will be explored for their individual merit later in this Plan.
Institutional Recommendations
In consideration of the input provided by the PSAG, consultations with individuals involved in
tourism marketing and promotion in GMS countries and a review of the marketing activities of
comparable organizations, the following institutional recommendations have been developed.
These recommendations should be seen as critical success factors which will enable the
MTCO to overcome the current problems and issues which are symptomatic of the
organizations weaknesses. These recommendations will provide the necessary institutional
foundation for the MTCO to implement the marketing program outlined in this marketing plan.
For the purposes of marketing, the institution should be referred to as the
Mekong Tourism Office - (the C in MTCO is confusing and dilutes the
brand);
A clear demarcation and distinction between the marketing and development
functions of the MTCO should be established (MTO for the marketing role
and MTCO for the development role). For hereon, this Plan refers to the
MTO and MTCO in these respective roles.
A dedicated tourism marketing professional should be retained to lead and
organize the MTO marketing program;
It should be agreed that the MTO marketing mission statement is to increase
long stay and above average spending subregional travellers to the GMS (it
is estimated that there were approximately 1,000,000 such travellers in 2006
or 4.5 percent of the 22 million visitors to the region);
The ongoing financial commitment by member governments in the form of
annual membership dues is essential;
Internal communication between the MTO, the MTCO and member NTOs
must improve through consistent and regular national updates from the NTOs
to the MTO and MTCO;
Greater awareness of the MTO and the MTCO among GMS private and
public sector tourism stakeholders needs to be developed;
Simple, focussed, cost effective and well managed marketing activities must
be implemented in the short term;
The private sector must be fully engaged, initially as a dialogue partner and
later potentially as a financial supporter, particularly for the MTO. The same
holds true for the MTCO and the donor community;
Improved information content and flow to the international trade, media and
consumer is essential;
The short, medium and long term marketing plan provided in this MTO Plan
should be agreed upon and from thereon fully embraced by all member
countries.
Page 7
Appendix 5
Page 20 of 39
2.
Global Travel and Tourism
This section of the report explores the dynamics of tourism in the new millennium. As many
readers of this Plan will know, travel and tourism is an internationally competitive industry that
in recent years has been increasingly recognized for its ability to attract foreign revenue, lure
international investment, reduce poverty and help preserve the natural and cultural heritages
at the national, provincial (state) and municipal levels of many countries. Nowhere is the
potential of tourism more evident than in the GMS. Only two decades ago a worn torn region,
today the countries of the GMS are experiencing some of the most robust tourism growth
rates on the planet.
Issues and Trends

Travel and tourism will grow to new heights in the 21st century as it becomes more accessible
to a larger cross section of the global population. This will result in commensurate economic
opportunities for developed and emerging destinations around the world. It will also create
major challenges, not only in attracting and serving increased tourism demand, but also in
mitigating the numerous potential negative externalities that will emerge as a result of
tourisms rapid growth. Successful destinations will strike a balance in developing their
tourism industries by monitoring international trends, engaging tourism stakeholders, ensuring
that the benefits of tourism outweigh any potential negative impacts and pledging a more
equitable distribution of tourism revenue.
There is good reason for countries to focus on honing their abilities in tourism: it is a big
business. According to the UNWTO, 846 million international visitor arrivals generated
US$733 billion (US$2 billion/day) in tourism revenue in 2006. Tourism represents 35 percent
the worlds export of services and over 70 percent in the Least Development Countries. The
UNWTO predicts that international tourism demand will double by 2020 to an astronomical
1.6 billion visitors generating well over US$1 trillion.
Currently, the tourism industry is characterized by a variety of issues and trends, which
present a range of inherent threats and opportunities. These include, but are not necessarily
limited to:
There has been an increase in the perception of terrorist threats in many countries
most graphically embodied in the Bali bombings in 2002 and 2005. There have also
been subsequent terrorism scares and attacks in London, Glasgow, Madrid, Bangkok
and other destinations.
The notable growth of China into one of the largest source markets in the Asia Pacific
region has become a primary focus of the worlds tourism industry. Chinese nationals
have been increasingly visiting international destinations; a trend the industry widely
agrees will continue to increase in the foreseeable future. Equally phenomenal
growth is also evident from the Indian outbound market.
New destination branding campaigns from relative newcomers such as India, South
Korea, New Zealand, Egypt, South Africa, Vietnam, Eastern Europe and the
Philippines have been recently launched, adding increased competition to mainstay
destinations such as Australia, Singapore, Thailand and Malaysia.
Technology such as the internet has made booking travel-related products easy and
convenient, empowering the consumer to be less reliant upon the traditional tourism
supply chain. This disintermediation opens many possibilities for consumer-direct
marketing and distribution.
In what many refer to as the emergence of a Leisure Society, tourism is seen as a
basic right as opposed to an activity for a privileged few - and has become widely
accessible for a more diverse global demographic. The rise of low-cost airlines and
cut-rate travel deals is fuelling a new wave of demand for tourism in the new
Page 8
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millennium. A similar boom last occurred in the early 1970s with the launch of the
Boeing 747 and other technological advancements in transport creating a wave of
mass international tourism demand by increasing affordability and access.
The emergence of sub-regional cooperative agreements in which neighbouring
countries jointly market multi-nation itineraries in an attempt to increase the value and
synergy for the tourist and the participating economies is on the rise.
Demand is rapidly increasing for niche tourism products that are customised to satisfy
the tastes of an increasingly discerning traveller, particularly among business and
affluent leisure travellers. Many of these new niches are narrowly defined, but should
not be overlooked.
An increased awareness and consciousness among travellers of the social and
environmental impacts of tourism which is fuelling a rapidly increasing interest in
responsible, sustainable and green tourism.
Luring Todays Discerning Traveller

The emergence of mass tourism since the 1960s is a dominant feature in the international
expansion of world travel creating a fundamental shift in the industry. The 1990s saw a move
from industry-based standardized packages toward greater personalised and flexible
itineraries, a difference in the nature of experiences sought and concern with issues such as
the environment and sustainability. As a result, a great range of niche products has been
developed and marketed to fulfil the demand for increasingly sophisticated travel tastes.
One of the most complicated factors to emerge in international travel is how to attract an
increasingly discerning consumer to select one destination over another when making holiday
plans. It is generally acknowledged that most consumers will select a range of destinations
(often three to five) when considering where to go on holiday. A major element in this
decision is the destinations image. Potential tourists select destinations through a process of
elimination, which is often not a straight linear process from A to B to C. Travellers survey the
many options, analyse and evaluate them and consider specific places based on their
knowledge, the images portrayed in the media, value, and opinions of friends, family and
colleagues. This can make travel decisions a lengthy and complex process often based on
compromises.
Image and perception can be powerful tools in enticing travellers to a destination. Elements
for memorable experiences such as the landscape, culture and interaction with the people of
a country can feature as focal points in promoting awareness of a destination, (e.g. Paris
Eiffel Tower, Chinas Great Wall and San Franciscos Golden Gate Bridge). These icons and
experiences can lead tourists to associate positive, must-see reasons to travel to a
destination. This makes it imperative for a destination to create images of their tourism
offerings that differentiate them from the competition. Obviously, negative images and
publicity can be counter productive and present a major challenge to this process.
It is important to reflect on some of the many consumer trends now affecting tourist
consumption, which may shape the quality as well as the nature of tourism demand in the
coming years:
Consumers are more discerning in their tourism purchases, irrespective of what they
pay, and have high expectations of quality.
Increasing numbers of global consumers are becoming more e-savvy and able to use
new technologies to uncover the range and extent of available travel and holiday
options, leading to a greater demand for value-adding in the purchase and
consumption process.
Increasing numbers of experienced travellers are seeking more innovative, unusual
and finely targeted products which match their lifestyles, perception of their lifestyle,
Page 9
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interests and needs. The traditional annual holiday of one to two weeks, purchased
through a travel agent from a mass produced brochure, will no longer be the norm.
The tourism industry is now faced with more discriminating clients, a proportion of
which are willing to purchase a portfolio of products that appeal to their time-poor,
cash-rich lifestyles. Ease of consumption is the new buzzword: the holiday or trip is
now seen as an opportunity to unwind and relax, and travellers will not tolerate stress,
disorganization and lack of attention to detail.
Marketing techniques, which stress targeting, segmentation and client identification to
capture the individual needs of the traveller, provide optimal profits for the tourism
provider.
Low-cost, high-volume mass products such as low-cost airline travel will continue to
fill a niche for independent price-sensitive travellers.
Consumers continue to be heavily influenced by the image created by branding and
advertising which establishes market position, defines value-added consumer
benefits and builds confidence in tourism products. This trend is likely to continue,
with destinations and operators using the brand image to create a unique appeal to
more pinpointed markets and groups.
New product development to appeal to individualized aspects of demand (e.g. health
and wellness tourism) will see further growth, as niche products aimed at specific
groups with these interests are developed.
As consumer preferences and behaviour shift with emerging technologies and lifestyle trends,
it is essential that the tourism industry is able to adapt these changes into its product offerings
and marketing approach.
Amadeus, a leading Global Distribution System (GDS), recently commissioned a report
entitled Future Traveller Tribes 2020 which brings together major macro, consumer and
technology trends in order to understand what the future of air travel may hold. The report
identified four tribes that will have the most impact on the travel business in the future. They
include: active seniors, global clans, cosmopolitan commuters and global executives.
Of particularly pertinence to the GMS, is the Active Seniors category which will be aged
between 50 and 75 in 2020. As the global population ages, there will be an unprecedented
number of older people travelling. With advances in science and medicine, this group will be
healthier and more active than previous generations of the same age, and with higher
disposable incomes, many will be taking holidays and short breaks to relax and enjoy the
freedom of retirement. This will further stimulate demand for health and wellness holidays.
Another key finding of the report is the increasing desire among consumers for experience
and the need to get away from the routines of every day life.
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3.
Tourism in the Greater Mekong Sub-Region
This section of the Plan takes a closer look at GMS tourism and provides an analysis of
existing tourism demand, key segments, the subregions tourism product offerings, and issues
related to market position and branding. Much of the data used here has been extrapolated
from the 2004 market research conducted in conjunction with the Tourism Sector Strategy
and is therefore understandably outdated. The section concludes with a SWOT analysis of
GMS tourism marketing.
Visitor Arrivals
Tourism arrivals to the GMS as set in the Tourism Sector Strategy are forecast to increase
from 16.4 million in 2004 to 31.9 million in 2010 and 52 million in 2015. In 2006, total
international arrivals to the sub-region reached 22.28 million1, an increase of 9.4% on 2005
indicating continued strong recovery from the difficult years of 2003 and the Tsunami affected
2005, putting the sub-region on track with regard to the 2010 target of 31.9 million
international arrivals set in the Tourism Sector Strategy.
1996-2006
No. in MNS
25
20
15
10
5
0
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
After a moderate but steady trend towards convergence in the share of arrivals between the
GMS countries between 1996 and 2004, the trend flattened off in 2005 and reversed in 2006.
This reflects both the opening of the new Suvarnabumi Airport coupled with big investment in
the marketing of Thailand which has fueled tourism growth in the Kingdom. The emerging
capacity constraints in the other GMS countries in the area of cross border facilitation, air
services, accommodations, tours and the basic support infrastructure needed to ensure a
sustainable and attractive environment for tourists has created limitations in growth in other
GMS destinations. However, the trend to convergence of market shares should receive a
boost from the additional capacity being developed as a result of various road and air
infrastructure connectivity and tourist facility projects expected to come on line in 2009 and
2010.
1996-2006
No.
16
14
12
10
8
6
4
2
0
1996
1997
Cambodia
1998
1999
Lao PDR
2000
Myanmar
2001
2002
T hailand
2003
2004
Vietnam
2005
2006
Yunnan
This data excludes the data for Guangxi Zhuang Autonomous Region for which data was not available.
Page 11
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Existing Markets
In reviewing the independent and collective key national source markets for MTO member
destinations, several markets stand out for their significant contribution to visitor numbers.
For Cambodia and Vietnam the top ten source markets is clearly predominated by travellers
originating from Northeast Asian countries, particularly Korea, Japan and China (PRC). While
the data for Chinas Yunnan and Guangxi Provinces was incomplete, it appears that after the
considerable demand generated by domestic Chinese visitors, there is strong interest among
numerous North American and European markets. Tourism demand for Laos is highly
slanted to cross boarder visitors from neighbouring Thailand. Thailands tourism demand is
well balanced with no single market predominating except Malaysia due to heavy cross
border activities in the south of the country. While tourism arrivals to Myanmar remain
relatively low at just over a quarter of a million visitors there is strong penetration into a variety
of markets with considerable interest by high yield visitors.
Notably, four markets appear on each of the top ten source markets lists: Japan, the USA,
China and Thailand.
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Country
Top Ten Source Markets
Cambodia
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Korea
Japan
USA
Taiwan
China PRC
Vietnam
Malaysia
Thailand
United Kingdom
France
China (Guangxi)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Vietnam
Malaysia
Japan
USA
France
Korea
Thailand
United Kingdom
Germany
Australia
China (Yunnan)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Malaysia
Japan
Korea
USA
Thailand
Singapore
France
Australia
Germany
Netherlands
Laos
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Thailand
Vietnam
China PRC
USA
France
United Kingdom
Japan
Australia
Germany
Canada
Number of
Arrivals
in 2006
216,584
158,353
123,847
85,139
80,540
77,524
77,028
76,953
73,767
71,978
Total
Total
Total
Total
Country
Thailand
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Vietnam
Malaysia
Japan
Korea
China PRC
United Kingdom
USA
Singapore
Australia
Germany
Taiwan
Percent of
Total Arrivals
17.9%
10.0%
7.8%
5.4%
5.1%
4.9%
4.8%
4.8%
4.6%
4.5%
1.041,713
195,900
135,600
115,900
87,500
66,500
52,600
51,600
37,000
35,500
27,300
65.5%
19.6%
13.6%
11.6%
8.8%
6.6%
5.3%
5.2%
3.7%
3.6%
2.7%
805,400
112,708
108,503
90,180
75,234
72,047
66,125
45,368
31,381
29,521
24,319
80.5%
10.1%
9.8%
8.1%
6.8%
6.5%
5.9%
4.1%
2.8%
2.7%
2.2%
655,386
675,845
190,442
50,317
46,829
32,453
31,684
23,147
22,021
18,004
12,419
58.9%
55.6%
15.7%
4.1%
3.9%
2.7%
2.6%
1.9%
1.8%
1.5%
1.0%
1,103,161
Number of
Arrivals
in 2006
1,591,328
1,311,987
1,092,783
949,117
850,685
694,258
687,160
549,547
516,659
475,117
90.8%
Percent of
Total Arrivals
11.8%
9.7%
8.1%
7.0%
6.3%
5.1%
5.1%
4.1%
3.8%
3.5%
Total
8,085,653
516,286
421,741
385,654
383,896
274,663
172,519
154,956
132,304
123,804
105,558
54.9%
14.4%
11.8%
10.8%
10.7%
7.7%
4.8%
4.3%
3.7%
3.5%
Page 13
2.9%
Total
2,671,381
74.5%
China PRC
Korea
USA
Japan
Taiwan
Australia
Cambodia
France
Thailand
Malaysia
Appendix 5
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For the GMS as a whole, there is a good balance in tourism demand with the top ten markets
contributing only 64 percent of the regions 22 million visitors. The remaining 36 percent of
the sub-regions tourism demand is broadly penetrated into a variety of other markets. Japan
is one of the worlds top tourism spending markets and produces the most visitors to the GMS
at nearly 10 percent of all tourism demand. Other markets that are recognized as producing
high yield visitors are the USA, the United Kingdom, Singapore and Australia. The markets
from China PRC, Korea and Taiwan, while delivering high volumes of visitors to the GMS,
tend to produce lower yields due to short lengths of stay and low per diem expenditures.
Thailand, because of its central location in the GMS and emerging middle class represents an
important market within the sub-region.
Country
Overall (GMS)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Japan
Malaysia
Korea
China
USA
United Kingdom
Thailand
Singapore
Australia
Taiwan
Number of
Arrivals
in 2006
Percent of
Total Arrivals
2,120,731
2,022,222
1,903,153
1,764,819
1,587,801
1,109,407
1,030,649
910,184
876,768
855,746
9.6%
9.2%
8.7%
8.0%
7.2%
5.0%
4.7%
4.1%
4.0%
3.9%
14,181,480
64.5%
Source: Senior Advisor Estimations, Respective NTOs, ADB TSS and PATA Strategic Intelligence Centre
According to data provided in the Tourism Sector Strategy, it is estimated that international
visitors to the GMS stay an average of 7.6 nights and spend around $97.42 per day. These
numbers are based on limited information and further research is required to understand the
actual economic impact of the top source markets and segments to the GMS. International
visitors tend to come mostly for leisure and holiday travel purposes (65%), use mainly air
transportation to get to and travel within the sub-region (75% of arrivals), and 20% are on a
package tour.
As shown in the below chart, Northeast Asia clearly produced the highest number of visitor
arrivals to the GMS in 2006 (33%). This is followed by Europe with 22 percent of all visitor
arrivals. Impressively, the GMS produced 16 percent of its own visitors lead by Thailand, a
market included in all of the top ten source market lists. The Americas, the Pacific and
Southeast Asia (other than GMS) each respectively produced 7 percent of all GMS tourism
demand with another 8 percent contributed by a variety of other countries in Asia and the
world.
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Arrivals by Region
4%
4%
7%
7%
Americas
Europe
22%
NE Asia
16%
SE Asia
GMS
Other Asia
7%
Pacific
Others
33%
Key Segments
A survey of 2,208 international tourists departing the subregion at its main international exit
points was undertaken as part of the GMS Tourism Sector Strategy. The study aimed to
develop a profile of the tourists, their visitation and expenditure patterns, and their attitudes
and opinions towards the GMS as a single destination.
Respondents were asked to identify, from a given list, the specific tourist activities that they
engaged in during their visit in the GMS. Sightseeing (75%) and eating local food (82%) were
the two most common activities of the respondents. Hiking (17%) and visiting cultural
communities (21%) were relatively less popular tourist activities.
Research
3%
Trade, Business and Investment
12%
Hiking
17%
21%
Visit cultural communities

Visit natural parks
33%
40%
Swimming
52%
Shop for other kinds of products

Visit cultural sites
55%
Shop for traditional arts and craft
56%
75%
Sightseeing
82%
Eat local food

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Source: ADB TSS
One key research objective of the survey was to develop a profile of the subregional traveller,
or the tourist who visits more than one GMS country in a given trip. There appear to be
significant differences between subregional and single-destination visitors in terms of their
participation in other tourist or recreational activities. As shown in the figure below,
significantly greater proportions of subregional travellers participate in hiking and visits to
natural parks, cultural sites, and cultural communities compared to those who visit only one
country at a time. Interestingly, the findings also showed that those tourists engaged in
beach-type holidays were least likely to engage in multi-country visits.
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100%
80%
67%
60%
40%
Single Destination
Subregional Traveler
38%
37%
28%
23%
20%
0%
Hiking
Swimming
Visit natural
parks
Visit cultural
sites
Visit cultural
communities
Source: ADB TSS
Of those surveyed, seven out of ten (71.65%) of the visitors to the GMS did not visit any other
countries in the sub-region. About eighty-percent of visitors to Thailand (79.6%) and Yunnan
Province (83.9%) visited those GMS destinations exclusively. In contrast, almost all visitors to
Laos, and about three-fourths of the visitors to Siem Reap, Cambodia said that they visited
other GMS countries in the same trip. The following chart highlights these findings.
98.83%
100%
75.45%
80%
60%
38.41%
40%
40.87%
41.67%
Phnom
Penh
Hanoi
30.43%
20%
16.28%
20.77%
Kunming
Bangkok
0%
Ho Chi Minh
City
Yangon
Siem Reap
Vientiane
Source: ADB TSS
The survey found that: 47 percent visited just one additional country, while another 17 percent
reported visiting two additional countries (for a total of three countries in the same trip);
subregional travellers spent an average of 21.05 nights in the subregion; and subregional
travelers spent an average of $82.13 per day in the country in which they were surveyed.
Europeans (49%), North Americans (17%) and Australians (13%) comprised the main
subregional markets departing the subregion by air between October and December 2004
with the highest lengths of stay visiting up to three or four countries (usually Thailand,
Cambodia, Lao PDR and Viet Nam); followed by the Asian markets of Japan, Korea, ASEAN
and India, and a small Middle east segment with considerably lower lengths of stay visiting at
most two GMS countries (usually Thailand and Cambodia or Viet Nam and Cambodia). The
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regional markets of ASEAN, East, and South Asia account for a relatively modest proportion
of total subregional travelers reflecting the limited time they have available for this type of
travel compared to the long haul markets. The survey found that subregional travelers were
more likely to:
undertake pro-poor activities such as hiking, visiting natural parks, visiting cultural
sites and visits to cultural communities;
use other forms of lodging services in addition to traditional hotel facilities in main
destination points;
spend on local handicraft, food and beverage services;
have holiday travel as their main purpose of travel in the subregion (over 80 percent
of long haul subregional travelers and 65 percent for those coming from the Asia
Pacific Region);
engage in repeat visitation (between 55 and 62 percent) compared to shorter haul
subregional markets; and
be relatively young affluent professions ranging from 35 to 40 years in age.
The survey also found that a significant number of subregional travellers mentioned the
Mekong River and Mekong Delta as the image that most came to mind about the subregion.
Subregional travellers also associated the Mekong with culture and cultural with the
cultural features dominated by images of Hindu or Buddhist temples. The people of the region,
especially the ethnic groups, also made strong impressions on the subregional travellers.
GMS Product Offerings

The attractions of the GMS countries are unique and at the same time possess many
similarities. All the GMS countries are recognized for their:
1. beautiful natural attractions;
2. engaging cultural traditions; and
3. extremely friendly people.
Thailand which is branded as Amazing Thailand is a major global destination for beach
holidays with over half of its 14 million annual visitors going to the southern beach resorts
along the Andaman Coast. Other major draws to Thailand is the hustle and bustle of
cosmopolitan Bangkok as well as the ethnic and natural attractions of Thailands Northern
provinces. Thailand is also world renown for its unique and very spicy cuisine which has
become a global gastronomic fad.
Vietnam which is branded as the Hidden Charm offers a range of attractions from beaches to
ethnic and cultural attractions. Visitors to Vietnam tend to travel from north to south or vice
versa, and absorb the variety of attractions along Vietnams vast coast line. Many visits to
Vietnam are for nostalgic and historic reasons. Similarly, Vietnamese food is widely
recognized for its unique taste and natural ingredients.
Tourism in Cambodia is centred almost entirely around Angkor Wat in Siem Reap. Angkor
Wat is one of the leading world heritage sites and a must see attraction for the modern day
globetrotter. Equally exciting, but far less visited, is Cambodias capital city of Phnom Penh
and the charming southern coastal town of Sihanoukville.
Chinas Guangxi and Yunnan provinces provide a glimpse of the exciting land known as
China. Yunnan is known for its impressive nature and historical Lijiang which is a UNESCO
world heritage city. Guilins landscape features mountains, caves and statuesque monoliths.
What better way to start to explore China than in Guangxi and Yunnan.
Mysterious Myanmar is a land unto itself. Yangon maintains a colonial charm with wide tree
lined avenues, lakes and turn of the century architecture. The former royal capital of
Mandalay evokes a romantic bygone era, with the royal palace sitting at the foot of the
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Mandalay Hill. Bagan is a remarkable archaeological sight which has inspired visitors for
decades with its ancient temples dotting the landscape.
Laos is currently working on developing a tourism brand. The countrys main tourist areas
include: Vientiane, Luang Prabang, Champasak, Vang Vieng, Luang Namtha and
Savannakhet. While the main tourism offerings of the country are city tours and cultural visits,
there is a move towards providing more activity-based tours including activities such as: white
water rafting, rock-climbing, kayaking, trekking, village homestays, mountain biking and
elephant riding.
According to the GMS TSS visitor survey, the friendliness of the GMS people is rated highly
when compared with other Asian destinations (a score of five being the highest). Other
attractive features of the GMS vs. other Asian countries include value for money, food, as well
as natural and cultural attractions.
4.13
Friendliness of people
Value for money
3.79
Food
3.78
Natural attractions
3.74
Cultural attractions
3.73
Hotel
3.57
Price of souvenirs
3.57
Variety of souvenirs
3.55
3.51
Air Transportation
Public Toilets
3.25
3.06
Road Transportation
0
Source: ADB TSS
In summary, it can be said that the GMS has a wealth of nature-based and cultural products,
which form the basis of the regions subregional tourism product. A number of primary and
secondary products segments can be construed which have the potential to bind the seven
GMS destinations and provide an anchor for the marketing message and focus. They include,
but by no means are limited to:
Primary Product Segments
Culture and Heritage
Eco-tourism
Backpacking, Cycling and Adventure
Beach (sun and fun)
Health and Wellness
Secondary Product Segments

Self Drive Tours
River Cruising
Bird Watching and Horticulture
MICE
Gastronomy
Based on the survey of subregional travellers, travel offerings and packages likely to appeal
to the target markets include air, road and water-based:
group and independent general culture/nature sightseeing tours targeting the North
East Asian, European, South East Asian and Australian/New Zealand segments of
the market;
group and independent culture tourism programs offering ancient civilizations and
monuments, pilgrimage, ethnic groups, and historic sites, targeting North East Asian,
European, South East Asian, North American, Indian, and Australian/New Zealand
segments of the market;
group and independent nature-based tourism programs including wildlife tourism
involving visits to national parks, nature reserves, and protected areas targeting
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nature and wildlife travel segments in North East Asia, Europe, North America, and
Australia/New Zealand; and
group and independent adventure tourism programs offering trekking, rafting,
kayaking, tubing, climbing, and caving targeting adventure travel segments in
Europe, North America, and Australia/New Zealand.
The above programs should be priced in the range $500 to $2,500 per person depending
upon length of the tour excluding cost of travel to the subregion.
In developing the marketing plan for the development of the subregional traveller market, the
MTO must carefully identify those product segments that most accurately reflect the collective
nature of the GMS destinations.
Market Positioning and Branding

The Tourism Sector Strategy survey also sought to identify the image of the Mekong
subregion as a destination among travellers. Through the qualitative inputs of the tourists
survey, three key themes were identified. The first is that of water. This includes images of the
water systems: the Mekong River and Delta, as well as other freshwater bodies of water. This
also covers the ways of life in and around these bodies of water boats, slow cruises, floating
markets, etc.
Another important theme is culture and history. The regions archaeological treasures
combined with its complex of temples provide tourists with vivid pictures that, for them, are
undeniably from the Mekong region. Finally, the people of the Mekong, leave lasting
impressions of hospitality and warmth on the visitors.
Respondents were asked what first came to their mind when the word Mekong was
mentioned. Almost 3 in 4 respondents in the sample (75.48%) answered this question. As
may be expected for an open-ended question, there was a wide range of answers.
Nevertheless, some common themes could be identified from the most frequently-mentioned
words or phrases.
One emerging theme revolved around the bodies of water, specifically fresh-water bodies, of
the sub-region. River was mentioned by 174 respondents, while 73 associated the Mekong
with Delta. Interestingly, the River was more likely to be mentioned by respondents from
Thailand, Cambodia and Laos, while respondents from Vietnam referred more often to the
Delta. There were very few comments about the Mekong River from the respondents in
Yunnan and Myanmar. Aside from the Mekong, other bodies of water like the Kwai River (13)
and Inle Lake (20) were specifically mentioned.
Others associated Mekong with activities that could be done on the water. Boats were
mentioned by 147 respondents. Floating markets or villages were also mentioned 41 times.
Tubing and slow boat trips were also mentioned by a few respondents. These could
suggest a relatively relaxed, leisurely image of rivers as well as of river life. Not surprisingly,
beaches and islands were key words that Bangkok respondents mentioned.
There is also a strong cultural element associated with the Mekong. Culture and cultural
appeared to be among the key words for the subregion. In many cases the image of a
subregional culture is dominated by images of Hindu or Buddhist temples. Wat, temple, or
pagoda was the most frequently mentioned.
Specific religious/cultural destinations also came up in the survey. Not surprisingly, many
tourists including almost two-thirds of the visitors to Cambodia specifically identified
Angkor with the subregion. Other places mentioned included Luang Prabang and Bagan.
However, the respondents to Yunnan Province tended to remember attractions within Yunnan
or China. The images from Yunnan Province most commonly touched on the stone or
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petrified forest, Chinese tea, or specific destinations (e.g. Lijiang, Xishuangbanna). Others
made comments about the culture or natural beauty of Yunnan in general terms.
The people of the region also made strong impressions on the respondents. There appeared
to be some recognition of the indigenous cultures in the subregion. Words like communities,
minorities and nationalities were used by the respondents often in conjunction with
adjectives such as ethnic or cultural. Some respondents also noted the friendliness and
kindness of the people. Twenty-seven (27) respondents wrote None or Nothing, with
one respondent explaining that I dont know what is Mekong.
GMS Tourism SWOT

An analysis of the strengths, weaknesses, opportunities and threats has been undertaken for
the GMS. The focus of this SWOT analysis is on marketing related issues.
Strengths
Unique range of nature based and cultural
attractions;
UNESCO World Heritage sites;
Fascinating indigenous cultures and traditions;
Generally friendly and hospitable local
population;
Well established and spectacular cultural
events;
Extraordinary natural environments, many
possessing unique and rare flora and fauna;
Relative closeness to Asian source markets;
Excellent accessibility through international
hubs such as Bangkok and HCM City;
Comprehensive air and land transport network;
Relatively unspoiled environment;
Increasing support from central governments for
tourism (and some provincial governments);
Strong regional private sector companies;
Well establish cooperative framework through
MTCO.
Opportunities
Growing global interest in activity based special
interest tourism;
Growing iconic status of natural and cultural
heritage attractions;
Increased intra-regional and international air
services (particularly low cost carriers);
Increase coordination of marketing and industry
participation;
The aura and mystique of the Mekong;
Mobilisation of MTCO as a centralised regional
tourism marketing and development agency;
Develop stronger branding;
Commitment to regionalism;
Emergence of Asian tourist;
Concentrate marketing on key defined source
markets;
Strengthen research base to underpin
marketing strategies;
Positively manage image in key markets
through PR programme;
Increased internet marketing activities;
Focus marketing on to niche markets;
Strengthen marketing capacity within MTCO,
respective NTOs and regional industry
associations
Weaknesses
Weak and inconsistent branding in key
markets;
Historically low level of promotions and funds
thinly spread across a number of markets;
Limited capacity among many governments
to plan and market the tourism sector;
Low community and government awareness
of tourism benefits and needs;
Lack of market research/weak statistical
base;
Weak provincial tourism bureaus and
associations;
Limited private sector involvement in
destination marketing;
Weak public private partnership frameworks;
Insufficient government investment and
commitment to regionalism;
Threats
Increasing global oil prices
Terrorist or security incidents as major
deterrent to travel;
Inaction;
Global and regional competitions and
increasing competitor marketing;
HIV/AIDS epidemic or other pandemics will
deter visitors;
Political and economic instability;
Adverse publicity;
Lack of sustainable tourism operations;
Reduced funding for development and
promotion
Source: Senior Advisor Appraisal, ADB TSS
4. The Marketing Implementation Plan

This section drafts a three phased marketing approach for the MTO. It is founded on the
global and GMS marketing information provided in sections 2 and 3 of this report. It also
takes into consideration the numerous institutional challenges and assumes that the
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recommendations highlighted in section 1 are adopted by the TWG and respective GMS NTO
leaders and tourism ministers. Further consultations and dialogue between public and private
sector stakeholders will need to be undertaken in the refinement of this marketing
implementation plan which should be treated as a Living Document.
The Marketing Phases

The Plan proposes three distinct and unique phases of implementation, each supported by a
thematic focus. They include:
Phase One Partnership and Information Consolidation (short term)
Phase Two Awareness Building and Brand Expansion (medium term)
Phase Three Celebration (long term)
Each phase is contingent upon the success of the previous phase. All phases are based on
the assumption that the MTO and the MTCO operating under one umbrella are well organized
and managed as per the recommendations made in section one.
Marketing Principles and Tools

The following principles have been adopted in developing the strategies and actions, which
underpin this Plan:
Focus marketing on products where the GMS has world competitive advantage;
Focus marketing on countries/segments where the identified products have potential
for significant growth;
Coordinate all marketing activities with the private sector, primarily through the
established industry associations and overseas wholesalers;
Maximize the level of funding available by undertaking all marketing activities on a
cooperative basis with the private sector;
Focus marketing activities on the overseas travel trade sector and public relations as
a priority;
Improve the effectiveness of marketing activities and information distribution, through
the development and use of technology;
Enhance sub-regional cooperation and information flow through dedicated points of
contact in each member destination.
Distribution of the marketing message will be through the active engagement in following
activities and channels:
Trade Marketing
Consumer Marketing
Market Research and Intelligence
Media and Public Relations
Global Branding
Internet Marketing
Short, Medium and Long Term Action Plan

PHASE ONE will take place during 2008 and will focus on the theme of partnership and
information consolidation. Activities have been developed with the idea of overcoming the
MTOs two immediate challenges: poor internal communication and a lack of consumer and
trade information on subregional tourism. Importantly, many of these issues also resonate for
the MTCO in its development mission; it is important to facilitate and nurture this overlap.
Following extensive consultation with the GMS public and private stakeholders, several
proposed pilot projects have been developed for immediate implementation by the MTO.
The projects are essential to establish internal capacity and ensure accurate and easily
accessible information on GMS tourism.
Page 21
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MTO Country Coordinator Program: Each member destination of the MTO shall appoint a
MTO Country Coordinator who will be charged with assuring strong two-way communication
between the MTO headquarters in Bangkok and the respective NTOs. The Country
Coordinator should be a motivated junior level NTO staff member with fluency in English. The
country coordinator shall:
Provide up-to-date information on in-country tourism happenings for publication in

the monthly Mekong Tourism Update newsletter and www.mekongtourism.org;
Facilitate information flow between respective NTOs and the ADB/MTCO Project
Coordinator;
In conjunction with the MTO, organize media and trade visits to respective
destination;
Promote MTO and MTCO initiatives in respective country;
It is proposed that the MTO operating budget will subsidise a small monthly stipend to cover
related costs for the administration of these activities at the national level.
Expand www.mekongtourism.org: The website shall be developed into two distinct streams:
Institutional focus on development agenda by communicating MTCO activities

as they relate to the 28-spatial and thematic projects outlined in the Mekong
Tourism Strategy. The target market for these communications is bi-lateral and
multi-lateral development and donor partners as well as academic researchers
and GMS member country NTOs.
Consumer/Travel Trade focus on the marketing agenda by presenting

comprehensive, un-biased tourism information to the global travel trade and
consumer in support of the MTO mission to increase the number long stay and
above average spending subregional travellers.
Creation of Mekong Tourism Travel Planner (CD-Rom format): Develop clear, concise
information on Mekong Tourism for use by the travel trade in their efforts to develop their
wholesale programs in the region. This information will also be used on the MTO website.
Examples of information that will be included are:
Visa information and visa-on-arrival border check points;

Country background and history;
Easy to re-produce text and photos;
Tourism circuits by Air, Road, and Rail; and
Maps
International Mekong Tourism Functions: Organize small Mekong events with travel trade
and media focus groups in select source markets. These proposed networking events will
last 1-2 hours including a thirty minute PowerPoint presentation followed by a modest cocktail
reception. The events will expand the relationship between the MTO and major travel
producers and trade/consumer media. Focus markets under investigation include: 1) Intraregional travellers in the GMS countries; and 2) ASEAN + 3. The MTO will hold up to three
such events in 2008/2009.
Regional MTO Network Events: Organize Mekong Events in each of the MTO member
destinations to familiarize and engage public and private sector stakeholders with the MTO
marketing plan.
MTO Database: Urgently develop the MTO database to include a broader cross section of
travel trade professionals (particularly special interest tour operators) and media.
Monthly Mekong Tourism Update: Continue to publish this important monthly newsletter
which shall be distributed to the MTO and MTCO database.
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Private Sector Advisory Group Meetings: Continue to engage the PSAG. The proposed
2008 meeting schedule is as follows: February 10, 2008; April 11, 2008; July 11, 2008;
October 10, 2008; and December 19, 2008.
Market Research: In conjunction with partner organizations such as the IFC Mekong Private
Sector Development Fund (MPDF), undertake further market research to monitor the exact
number of subregional travellers as well as key market and product segments for the
subregional marketing focus.
PHASE TWO shall take place between January and December 2009 (12 months) and the
overarching theme will be awareness building and brand expansion. Activities in this phase
will not only continue to focus on continuing to nurture activities highlighted in phase one, but
will also develop activities aimed at GMS branding, public relations and internet marketing.
Refinement of www.mekongtourism.org: The second phase of web development will focus on
developing and refining the capability of www.mekongtourism.org particularly with respect to
web-technologies; possible engagement of social media websites, such as facebook, skype,
google earth, etc.; expansion of the website to include a hotel booking engine and expansion
of relationship with major GDS; development of user generated video and an internet TV
channel (Mekong TV); and key word optimization. For example, if today one uses the search
word Indochina, the following websites appear as top ranked: www.travelindochina.com,
www.tourismindochina.com, www.indochina-tourism.com, and www.visit-mekong.com. The
search word Mekong, produces the following websites as top ranked:
www.mekongtourism.org, www.visit-mekong.com, www.UNESCAP.org and www.pata.org
(MTF 2005).
Re-establish the Mekong Tourism Forum (MTF): The MTF was a successful subregional
event which brought together public and private stakeholders from a broad cross section.
Many have suggested that the event be re-launched in June or July 2009 and possibly held
annually. The focus of the MTF should include a combination of issues related to Mekong
Tourisms development (MTCO) and marketing (MTO) agendas.
Conduct Media and Trade Familiarization Trips: In conjunction with member NTOs, organize
a series of Media and Trade familiarization trips that highlight unique subregional travel
opportunities including circuits, eco-tourism products, culture and heritage. This activity
should be complemented with the creation of an engaging and resource rich media kit.
Visit Mekong Year Preparation: In preparation for a proposed major promotional campaign in
2010, it will be important to mobilize public and private stakeholder support and develop an
appropriate supporting branding for Mekong Tourism Year.
PHASE THREE shall take place in 2010 (and 2011) and shall be marked as a period of
celebration. The focal point of phase three will be a landmark event, Visit Mekong Year,
which shall be organised in 2010 and will require the full commitment from public and private
stakeholders. Promotion shall include the development of a special consumer discount card
known as a Mekong travel pass, a Mekong visitors guide, etc. A special brand shall be
established which will be prominently advertised via the internet as well as through media
partnerships that shall be developed. Upon approval by the TWG and respective NTO and
Ministry-level leaders, the Visit Mekong Year will be expanded upon through the development
of a clear and concise plan. In 2011, the year immediately following Visit Mekong Year, the
MTO shall focus on refining the Mekong Brand and messaging and responding to the
inevitable expansion of public awareness of the GMS as a unified tourism destination.
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Implementation Schedule
Phase One
Establish Country Coordinators
Expansion of mekongtourism.org
Mekong Travel Planner
Regional MTO Network Events
Interl Mekong Tourism Functions*
MTO Database **
Mekong Tourism Update **
Private Sector Advisory Meetings
Phase Two
Refinement of mekongtourism.org
Re-establish MTF***
Conduct Media and Trade Fams
Develop Explore Mekong TV****
Develop Visit Mekong Year Brand
Phase Three
Visit Mekong Tourism Year
Follow up to Mekong Tourism Yr
*Overlap between Phase One and Phase Two
***To be held annually beginning in June/July 2009
Dec 2011
June 2011
Jan 2011
Dec 2010
June 2010
Jan 2010
Dec 2009
June 2009
Jan 2009
Dec 2008
June 2008
Activity/Timing
Jan 2008
The below Gantt Chart provides a timeline for the proposed short, medium and long term
marketing activities as proposed in this Plan.
**Essential Ongoing Program

****Ongoing Program if proven successful in 2009/2010
Marketing Budget 2008-2011

Estimated required funding for programme as outlined in Marketing Plan
Activity/Timing
(Expressed in US$)
Phase One (actual)

Establish Country Coordinators
Expansion of mekongtourism.org **
Mekong Travel Planner **
Regional MTO Network Events **
Interl Mekong Tourism Functions **
MTO Database
Mekong Tourism Update
Private Sector Advisory Meetings
Phase Two (estimated)
Refinement of mekongtourism.org
Re-establish MTF
Conduct Media and Trade Fams
Develop Explore Mekong TV
Develop Visit Mekong Year Brand
Phase Three (estimated)
Visit Mekong Tourism Year
2008
4,000
12,500
2,500
2,500
7,500
0
4,000
1,000
2009
2010
2011
4,000
4,000
4,000
4,000
4,000
1,000
4,000
4,000
1,000
4,000
4,000
1,000
5,000
20,000
10,000
15,000
5,000
5,000
20,000
10,000
15,000
5,000
20,000
10,000
15,000
500,000
ESTIMATED FUNDS REQUIRED

34,000
68,000
563,000
63,000
Proposed Funding Sources
NTO/Ministry Supported Funds
34,000
48,000
363,000
43,000
Private Sector Cash and/or In-Kind
0
20,000
200,000
20,000
** From Extraordinary US$ 25,000 AMTA Funds (in 2008 only); otherwise from operating budget
Page 24
Appendix 5
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Appendix One: Minutes Private Sector Advisory Group
1st MTO Private Sector Advisory Group Meeting

31 October 2007
Pacific City Club, Bangkok
Meeting Summary
List of Participants
Mr. John Boley
Mr. Charlie Kao
Mr. Michael Looney
Mr. Laurent Malespine
Mr. Luzi Matzig
Mr. Nick Morgan
Mr. Don Ross
Mr. Ken Scott
Mr. Bert van Walbeek
Mr. John Watson
Mr. Peter Semone
Ms. Christine Jacquemin
Ms. Pariyanud Trinikorn
WCA
TravelMole
Softech Business Solutions
Dont Blink
Asian Trails
BlueNile Media
Ross Publishing
Scott Asia Communications
The Winning Edge
Diethelm Travel
MTCO
MTCO
MTCO
Apologies
Mr. Glenn de Souza
Mr. Peter Wiesner
Dr. Jutamas Wisansing
I.
Best Western International

Bangkok Airways
Assumption University
Introduction
i.
Mr. Semone of MTCO gave a brief introduction of the MTCO and the objective
of the Private Sector Advisory Group meeting.
ii.
Participants then briefly introduced themselves and their organizations.
iii.
Mr. Semone briefly explained about each proposed initiatives which include:
a. B2B Networking
b. Mekong Tourism Consumer website
c.
Mekong Tourism Trade website
d. Branding
e. Road shows
f.
Attend international events
g. Flagship Mekong Tourism event
h. Public Relations campaign
i.
Media familiarization trip
j.
Trade familiarization trip
k.
Earth TV
Page 25
Appendix 5
Page 38 of 39
II. Brainstorming session

i.
Participants felt that US$25,000 as a marketing budget for the promotion of an
entire sub-region was marginal and presented a massive constraint.
ii.
The group was of the opinion that the main focus of the short term strategy
should be on coming up with immediate solutions to regain the confidence of
the MTCO from the six NTOs funding the operations of MTCO. In so doing,
this would also encourage the confidence of the private sector which at this
time is of the opinion that the MTCO has weak recognition and limited
credibility.
iii.
The meeting agreed that the MTCO should look into the other multi-country
tourism marketing cooperative frameworks in other regions (e.g. Europe,
South America, etc.) to learn about their success and challenges or to look for
applicable models that the GMS could possibly adopt.
iv.
There was a question raised as to whether the NTOs of the countries are truly
supportive of sub-regional cooperation; it was suggested that the MTCO
needed to accomplish tangible achievements in order to gain the respect of
the member NTOs and the private sector. The MTCO needs to become the
glue for cooperation between government, the private sector and the whole
sub-region.
v.
When asked whether the private sector would be willing to assist in funding
MTCO marketing projects, it was unanimously agreed that until such a time as
MTCO built greater credibility the private sector would take a wait and see
approach. It was made clear that the relative inactivity of the MTCO since its
inception in early 2006 had seriously jeopardized the reputation and relevance
of the organization. The task at hand for the MTCO is to re-establish its
reputation by achieving small and tangible milestones and successes.
vi.
The Private Sector Advisory Group sees it that the proposed initiatives could
be broadly grouped into 3 main categories, in which the feasibility of each
category should be considered in terms of the budget available or possibility to
get funding, and the amount of time and effort needed for the project:
a.
b.
c.
B2B networking initiative

This initiative is proposed as it was believed that the tourism
suppliers are not yet efficient in networking and logistics within the
industry and that a good networking system and a well-organized
networking event could facilitate this problem and provide a platform
for the tourism suppliers to discuss on collaboration and on what they
can do for each other to gain synergy among them. It was, however,
commented that it would require much time to develop such a
network, and so this project might need to be hold off for the time
being.
Tourism event initiatives
The meeting was of the opinion that there are already numerous
travel events held each year and that another event, if not seen as
having significant difference from other events, will not be much
success. There was a suggestion that MTCO, if to be organizing
such event as Mekong Tourism Forum, should try to differentiate the
event, for example, by setting the venue with tables for one-on-one
meetings between the buyers and seller instead of having display
booths as usual. Another possibility is to set up an event for the
sellers at each destination to advertise their products and to have
travel agents and tour operators to attend the event as buyers. It was,
nonetheless, agreed that MTCO should not yet try to organize this
type of initiatives, but could certainly consider them as future projects.
Media-related initiatives
It was agreed that this should be the first priority focus of the MTCO
and that the website, with appropriate web layout filled with relevant
Page 26
Appendix 5
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vii.
and useful contents, is seen as the most feasible initiative as it can

be done quickly. It was suggested that the aim of the website should
be to try to convince the consumers, especially the residents of the
Mekong countries themselves, to travel around the region, by
providing them with information such as suggested overland routings,
broader crossings and crossing formalities between the countries,
river cruises, air routings, or special tour packages. Questions were
raised on whether the website should be separated into a consumer
and trade website, how the consumer will come to know of the
website, whether they know the Mekong, and how to get exposure
and traffic for the site. These are the issues that, if the website is to
be the main marketing tool for the MTCO, will need to be considered
carefully. It was stressed that for this website to be productive, fast
responses and updated information is the goal. Recommendations
were also made that web marketing will need to be more aggressive,
for example, increasing the frequency for sending out and
personalize e-Newsletters, or putting more interesting feature such
as video clips of the GMS on the website. The website could also act
as a one-stop shop for information about the GMS, and possibly for
the tourism suppliers to pay for membership fee to be on or advertise
on the website. Other suggestions relating to marketing through the
media is concerned with creating awareness for the Mekong brand,
including logo and publicity activities such as TV program. However,
these are not first priority as they require considerable efforts to
implement.
Another suggestion is to look into the possibility for cooperation with the
academics, for example, holding event such as academic conferences relating
to tourism in the GMS, or to encourage and be involved in researches with
reference to the sub-region.
III. Conclusion
i.
Mr. Semone thanked the participants for their participation and for their
valuable inputs.
ii.
The MTCO informed the meeting that it is looking to hold another Private
Sector Advisory Group meeting to update on the progress of the marketing
plan and to seek for further advice from the members in January 2008. The
exact schedule will be communicated with the members in advance.
Minutes prepared by:
Theresa Trinikorn
14 November 2007
Page 27
Appendix 6
Page 1 of 34
GMS TOURISM
Action Plan 2008-2010
GMS Tourism Ministerial Meeting
January 21st, 2008
Christine Jacquemin, Project Coordinator
Mekong Tourism Coordination Office
Prioritization
The strategy includes 7 core programs:
1. Marketing
2. Human resource development
3. Heritage conservation and management of negative social
impacts
4. Pro-poor tourism development
5. Private sector participation
6. Cross-border facilitation
7. Tourism-related infrastructure in priority zones
29 projects
16 thematic
13 geographical
TWG decision to prioritize (Sept 2007
Lijiang)
Appendix 6
Page 2 of 34
Rationale for prioritization

Classification of the 28 projects into 3 categories
Short term:
2008-2010
Mid term: 2008-2012
Long term: 2010-2015
according to:
1.
2.
3.
4.
Countries priorities
Current level of progress Status report
Short term feasibility; potential funding resources
High contribution to the other projects
Program B
HUMAN RESOURCE
DEVELOPMENT
HRD Plan for Public officials
Capacity Building of Trainers in Vocational
Institutions
Appendix 6
Page 3 of 34
HRD Plan for Public officials

Main activities for 2008-2010
Preparatory phase:
y
y
Activity 1:
Plan
Activity 2:
Activity 3:
Activity 4:
Activity 5:
local
Creation of a task force in each country

Training need analysis
Sub regional workshop : building up a HRD

within the NTOs
Finalise and validate HRD plan
Design training materials for each countries
including CD to be used internally
Train the trainers course
Create a web based knowledge centre in
languages and in English
Capacity building of trainers in

vocational institutions
Preparatory phase:
Creation of a task force at regional and country level
Gather material available
Evaluate potential implication of training schools and
private sector
Activity 1: Training need analysis
Activity 2: Design training material in local languages
Activity 3: Train the trainers course
Appendix 6
Page 4 of 34
Program C
HERITAGE CONSERVATION
MANAGEMENT OF NEGATIVE
Tourism Management at Cultural Heritage Sites
Ecotourism Development along Biodiversity
Corridors
Mitigation of social negative impacts &
promotion of responsible tourism practices
IMPACTS
Tourism Management at Cultural Heritage

Sites
Activity 1:
National Train the trainers courses will be
conducted in Angkor Wat, Pagan, and
Lijiang
Activity 2:
Establish a certification scheme for training
guides
at heritage sites
Activity 3:
Conduct training of cultural heritage guides
Appendix 6
Page 5 of 34
Ecotourism Development along

Transboundary Biodiversity Corridors
Preparatory phase: Set up a task force and an
organisational
framework at sub-regional and
country level
Activity 1:
Design and conduct a core regional training
course for trainers in tourism
management of PAs
Activity 2:
Design and conduct site specific training
course
Activity 3:
for
Identify and design infrastructures required

developing ecotourism products
Mitigation of social negative impacts &

promotion of responsible tourism
practices
Mitigation of negative impacts (CST, HIV Aids)
Activity 1:
ECPAT,
Activity 2:
Activity 3:
languages
Think Tank meeting with organisations (COMMIT,

UNIAP)
Sensitise private sector through MTCO website /
workshop
Translation of prevention materials into local
Promote responsible tourism
Activity 1: Publication of the Socially responsible tourism

guide Activity 2: Promotion of good practices & operators
adopting
good practices
Appendix 6
Page 6 of 34
Program D
PRO POOR TOURISM

DISTRIBUTION OF
BENEFITS
Tourism Initiatives to Alleviate Poverty
Tourism Initiatives to Alleviate Poverty

Preparatory phase:
o
o
o
set up a national task force in each country

select one district or provincial pilot project per country
assess PPT initiatives to extract best practices and lessons learnt
Activity 1:
Conduct a sub regional workshop
Activity 2:
project
Establish a provincial task force for each pilot
Activity 3:
Write FS and start fund raising activities
Activity 4:
Project implementation with participation of local

communities including women (by 2012)
Appendix 6
Page 7 of 34
Program E
PRIVATE SECTOR
PARTICIPATION
Facilitation of SMEs / PS Investment in Tourism
Facilitation of SMEs Investment in Tourism

Related Infrastructures
Main activity for 2008/2009
Preparatory phase:
o
Set up a sub regional and /or national task force
Identify ways to improve SMEs participation & partnerships in

planning, investment and marketing
Activity 1:
Activity 2:
Publish information on incentives for SMEs

Promote SMEs implementing good practices
Appendix 6
Page 8 of 34
Program F
FACILITATION OF TRAVEL
Data Base
Upgrading border check points
Creation of a data base

Upgrading Tourism Services and
facilities at border check points
Activity 1:
Publish (MTCO website) and update information
on
visa delivery conditions, international border
check
points
Activity 2:
On going improvement of border check points

(Training, equipment, facilities, services)
Appendix 6
Page 9 of 34
Program G
SUSTAINABLE TOURISM
DEVELOPMENT IN
PRIORITY
ZONES
Emerald Triangle
Southern Economic corridor
East- West Corridor
North South Corridor
Green Triangle
Heritage Necklace
Sustainable Tourism Development in Priority

Zones
Preparatory phase: Set up a regional task force (when not already
done)
Activity 1:
Triangle)
Activity 2:
Activity 3:
Activity 4:
Write terms of reference (update for Emerald

for technical assistance (TA)
Fund raising for TA
Start TA, Road survey
Implementation (by 2012)
Appendix 6
Page 10 of 34
MTCO Pivotal Role
Bring expertise and technical advise

Work with the NTOs to elaborate proposals,
submit them to potential donors
Monitor and evaluate the projects
Conditions for Success

TWG level of commitment; collaborative
effort from governments
governments,, PS, Partners,
MTCO
Strong leadership by countries in charge;

Multi stakeholders task force set up for
each
project and meeting
Financial support from partners and

governments
Continuous communication and

exchange
with MTCO
Appendix 6
Page 11 of 34
THANK
YOU
Cm n rt nhiu
Appendix 6
Page 12 of 34
GMS TOURISM STRATEGY

AN ACTION PLAN 2008-2010
Documents included:
Appendix 6
Page 13 of 34
Action Plan 2008-2010 text version

Action Plan 2008-2010 Power Point presentation
Table of Classification of projects
GMS TOURISM STRATEGY

Action Plan 2008-2009
INTRODUCTION
The GMS tourism strategy (TS) designed under technical assistance by ADB defines programs and
projects to be implemented before 2015. In 2007, the Tourism Working Group (TWG) acting as the
Board of Directors of the MTCO had decided to focus the actions of the MTCO for the next 2 years on a
selected number of projects and asked MTCO project coordinator to carry out a prioritization exercise.
This paper presents the selection of projects, and a 2 years action plan proposed by the MTCO which has
been presented to the TWG during its last meeting in Vientiane on December 3rd, 2007. The projects have
been divided into three categories; short term (2008-2010), midterm (2008-2012) and long term projects
(20010-2015). A table classifying all the projects is attached to this document.
It first outlines the TS background; the methodology used for the prioritization exercise, it then presents
each project, the rationale for selecting them and, finally it delineates the main actions to be initiated by
2009.
The action plan intends to keep a balance between many demands and needs. The MTCO at first
supposed to focus on 6 projects (classified in category 1) only over the next 2 years, in order to ensure a
better efficiency and feasibility, decided to extend its action on category 2 projects with an additional 5
projects.
Although it is a realistic plan, it is still a challenging one, as its success relies not only on the Tourism
Working Group efficiency, but as well on the active participation and support from the main actors of the
tourism development in the GMS; governments, private sector and development partners.
The following action plan will be evaluated on a regular basis, and readjusted according to in particular
funding resources available. In 2009 another 2 years plan will be elaborated.
GMS Tourism Strategy action plan 2008-2009 prepared by C. Jacquemin, Project Coordinator, MTCO
Appendix 6
Page 14 of 34
I.
BACKGROUND
The challenge
The tourism sector was designated as one of the 11 flagship programs of the GMS Economic Cooperation
Program in recognition of the important contribution it could make toward socio-economic development
and the conservation of natural and natural heritage resources.
The GMS tourism strategy was elaborated under ADB technical assistance, at the request of the 6
countries to prepare within the overall 10 year GMS strategic framework, a strategy to optimize the
benefits of sub regional tourism in a more environmentally and socially responsible manner.
The objective
The tourism industry in the GMS is booming, studies show it is the fastest growing destination in the
world. Between 2004, when the GMS TS was elaborated, and 2006 the number of tourist arrivals
increased by 26%, with an impressive 61% growth for Cambodia and 55% for Yunnan and Guangxi
together (PATA source). 2007 will reach new records with for example a 37 % increase in Lao PDR
during the first 10 months of 2007 over the similar period of 2006.
The common goal of all countries and tourism operators of all kinds is to earn more from tourism and
over a long period of time. The main strategy to achieve this, and sometimes the only one, is to increase
the numbers of arrivals, but the best way is rather to increase the share of higher yield markets, increase
their spending by developing quality products they are willing to buy, that will incite them to stay longer
and even more importantly, to come back. This is what the strategy is willing to achieve.
The overall objective of the strategy was defined as follow:
To develop and promote the Mekong as a single destination, offering a diversity of good quality and
high yielding sub regional products that helps to distribute the benefits of tourism more widely; add to the
tourism development efforts of each country, by fostering a sustainable tourism development approach,
by contributing to poverty reduction, gender equality and empowerment of women, while minimizing any
adverse impacts.
The strategy
The strategy is articulated around 7 core programs; marketing, human resource development, heritage
conservation and mitigation of negative impacts, pro poor tourism, private sector participation, facilitation
of travel, tourism development in priority zones. These 7 core programs are declined into 29 projects
including 16 thematic projects and 13 geographical projects.
Appendix 6
Page 15 of 34
II.
PRIORITIZATION OF PROJECTS
The strategy designed for 10 years is ambitious; while it is good to aim high, it is wiser, with limited
resources, to set up priorities and to proceed by steps, in order to ensure ultimate success. It was thus
decided during Lijiang TWG in September 2007 to concentrate MTCO mission of coordination in the
next 2 years on a selection of projects.
Methodology
A table classifying the projects into 3 categories (short 2008-2010, medium 2008-2012 and long term
2009-2015), is attached as an appendix.
Following extensive consultations with the 6 GMS countries, 4 main criteria approved in Lijiang TWG
served as a basis for selecting the projects:
1. Countries priorities
All countries leading one or more projects1 were visited and then consulted via email. They were asked to
mention their priorities, as well as to provide detailed information on all projects that could be related to
the strategy.
2. Current Status of each project
MTCO, based on information collected from NTOs and development partners, assessed the level of
progress of each project. The advancement of each progress depending on whether a task force is set up,
the activities carried out by the task force, and the other initiatives that could be related to the project
without being directly initiated by the task force. Many actions were recorded in a table listing all
information gathered by project, and submitted to the NTOs in November for additional input, this table
to be regularly improved will require constant updates to be provided by the countries.
3. Feasibility
It then had to be determined what was the short to midterm feasibility of each project, What are the
potential human and financial resources available, who might be the potential implementing agencies, .
Discussions with development partners and identification of current initiatives allowed to make a first
evaluation.
4. Sustainability
Another criteria that also prevailed was to choose those projects which are going to build the foundations,
which, once secured, can be replicated to other projects, and in particular those concerning corridors.
What are the core problems that require action in the shor term in order to ensure the best sustainability
for all projects. The thematic approach was consequently preferred to a geographic one.
PRChina is the lead country on 6 projects(4 Guangxi, 2 Yunnan), Cambodia on 7 projects,

Lao PDR on 3, Viet Nam on 3, and Thailand on 4.
1
Appendix 6
Page 16 of 34
Projects of category 1 and 2 are presented below with a brief action plan proposed for each, sometimes
the action plan presented is going beyond the next 2 years period for coherence purpose. Other times the
action plan is not detailed, as it first requires further consultations with and, between the countries, in
particular for the projects related to corridors and circuits
The programs are listed below as they appear in the strategy document, the order of appearance does not
reflect an order of importance.
A. Marketing the subregion as a single destination

A separate presentation was made.
B. Human Resource Development
B.1. Main objectives

To upgrade the skills of tourism managers and tourism trainers to ensure that the strategy can be
implemented, and that the tourism institutions deliver quality training so that qualified staff is in place to
face and manage tourism growing demand from high yield markets. A special emphasis will be placed in
all activities on genders issue to promote women empowerment.
B.2. Rationale
Tourism is a chain of many different services and products. A tourist during its trip will be catered by, or
in contact with a wide range of people; immigration officers, policemen, drivers, guides (general, cultural,
natural guides), housekeepers, cooks, waiters, travel agents, heritage sites, ethnic communities, boat
riders, handicrafts sellers, provincial tourism officer, etc. These people are at the core of the tourism
experience, each in its own way and specialty, is conveying the image of their country and contributing or
not to the overall quality of the experience tourists will remember and then promote when back home.
But the purpose of training people is not only to serve tourists, but to take tourism as a chance to provide
career opportunities to a wide range of people. In particular to the poor and women, for the advancement
of people of the sub region, so that they can be empowered and improve their lives, increase their
capacities to proudly contribute to the development of their societies.
The key to poverty reduction is definitely human development through education and capacity building.
Human resource development is recurrent in the overall strategy and is the base of many other programs
as we will see, but this program focuses on 2 aspects, HRD within the administration and vocational
training.
B.3. Projects description
Human Resource Development Plan for Public Officials (Category 1 project)

Appendix 6
Page 17 of 34
The administrations at central and at provincial level are to implement tourism policies in a constantly
evolving environment, but few public officials are skilled to face the challenge of a sustainable tourism
development. There have been many education and training programs in the GMS, but their impact within
the NTOs is limited as they are not part of a wider organized HRD plan. The necessity to develop a HRD
culture and, to incorporate a HRD scheme in national policies has become crucial to ensure the successful
design and implementation of national tourism policies, as well as to better regulate and liaise with the
private sector.
Main activities planned for 2008-2010
Preparatory phase:
o
Creation of a task force in each country
Training need analysis
Fund raising
Activity 1: Sub regional workshop : how to build up a HRD Plan within the NTOs
Activity 2: Finalise and validate HRD plan
Activity 3: Design training materials for each countries including CD to be used internally
Activity 5: Create a web based knowledge centre in local languages and in English
Capacity Building of Hospitality Skills Trainers in Vocational Institutions (Category 2

project)
With a prediction of over 3 mln new jobs required by 2015 in the tourism hospitality services only, there
is no need to explain why vocational training is a priority. As the GMS wishes to optimize its revenue
from tourism by positioning itself as a quality destination attracting high yield tourists, the staff need to
upgrade their skills in order to address the demanding international tourists;
If Thailand, strong of 25 years of successful tourism history and an innate sense of hospitality, stands out
with highly qualified staff, most other GMS countries have extensive needs of training in hospitality
management and travel operation services. Vietnam is currently benefiting from a very comprehensive
training program funded by the EC. Similar programs should be implemented within each country.
Preparatory phase:
o
Creation of a task force at regional and country level
Appendix 6
Page 18 of 34
C.
Evaluate potential implication of training schools and private sector
Activity 1: Training need analysis,
Activity 2: Design training material in local languages
Heritage Conservation and Mitigation of Negative Socio-Cultural Impacts
C.1. Main objectives

To promote higher standards in the management of natural and cultural resources to maintain the
value of what are the primary assets of the GMS,
To strengthen socially responsible practices to limit the negative impacts which uncontrolled
tourism growth generates.
C.2. Rationale
The core assets attracting high yield tourists in the GMS are first its cultural diversity, with on one hand
its monumental heritage, in particular religious and colonial heritage and, on the other hand, its authentic
living customs and traditions embodied by multiple ethnic groups, who, often called minorities, are one of
the main richness and unique characteristics of the sub region.
The second main asset, is its natural heritage, from snowed mountains through river valleys to tropical
forests and coral reefs. The specific geological characteristics; landscapes and natural wonders, fauna and
flora, are attracting millions who come for mere contemplation, or to experience its dramatic features
through physical activities trekking, rafting, biking, diving, etc. Protecting the environment is pricey, not
doing it will cost much more Kofi Annan
It shall always be remembered that this heritage is the main reason for the success of the GMS
destination, the good management and protection of this heritage is key to the sustainability of tourism.
Within this program comprising 6 projects, 3 were retained in category 1 for short to midterm
implementation.
C.3. Projects description
Appendix 6
Page 19 of 34
Enhancing tourism management at cultural heritage sites (Category 1)

Training of cultural heritage managers and the guides certification program
This program implemented by UNESCO and UNESCAP and supported by the French
government is well advanced already.
National Train the trainers courses will be conducted in Angkor Wat, Pagan, and Lijiang in
2008.
Establish a certification scheme for training guides at heritage sites
Conduct training of guides and cultural heritage site managers and staff.
Ecotourism development along transboundary biodiversity corridors (Category 1)

Training of protected areas managers and local nature guides, develop ecotourism principles and activities
within the PAs.
Preparatory phase: Set up a task force and an organisational framework at sub-regional and
country level
Activity 1: Design and conduct a core regional training course for trainers in tourism
management of natural heritage sites (one for managers, one for local nature guides)
Activity 2: Design and conduct site specific training course
Activity 3: Identify and design infrastructures required for developing ecotourism products
Activity 4: Promote to private sector through fam trips
Mitigation of social negative impacts & promotion of responsible tourism practices

(Category 1)
It is often said that tourism is like the fire it can cook the meal or burn the house. Would social adverse
impacts of tourism be as spectacular and immediate as casualties caused by fire, there would be no
hesitation in tackling them. But social negative impacts of tourism are more discreet and insidious; they
can easily remain unknown and hidden as they often affect the poorest, until a breaking point is reached
affecting the entire society.
Appendix 6
Page 20 of 34
These adverse impacts include human trafficking for tourism purposes, and sex tourism which
unfortunately brings along its two tragic 2 sub components, the spread of HIV AIDS and child sex
tourism (CST).
The GMS countries have taken a firm stand against CST as demonstrated again this year through the
COMMIT regional seminar which took place last November. MTCO will support this program by
offering its website as a platform to disseminate information.
Initially exclusively focussed on major adverse impacts, the MTCO has proposed to address as well, the
overall issue of responsible tourism, with the aim of spreading best practices (social cultural and
environmental) among tourism providers, by promoting those operators applying good practices and,
among travellers including Asian as most of the time good practices manuals dos and donts are only
published in English.
Main activities planned for 2008 - 2009
Mitigate negative social impacts

o
Organise a think tank meeting with international organisations to identify how the MTCO
could support and complement their actions.
Sensitise private sector through MTCO website, workshops;
Support fund raising activities, for translation of prevention materials into sub regional
languages and, distribution
Promote responsible tourism

o
D.
Publication of the socially responsible tourism guide which is about to be completed

under the ADB / MTDP loan and shall be published on the occasion of the GMS summit
in Vientiane next March.
Promotion of good practices & operators adopting good practices through MTCO website,
seminars, workshops, participation to training courses of various institutions.
Pro-poor tourism program for Equitable Distribution of Benefits
D.1. Main objectives

To promote patterns of tourism development that help reduce the incidence of poverty and increase
economic opportunities and incomes for the poorest through their empowerment.
D.2. Rationale
Appendix 6
Page 21 of 34
The overall GMS tourism strategy objective is to contribute to the MDG through tourism as such this
project is a priority. Pro poor tourism is often confounded with CBT, which is only one pro poor strategy
among others. Many initiatives are taking place in the GMS funded by various donors and supported by
local governments, most concentrate on CBT or ecotourism projects.
D.3. Project description
Tourism initiatives to alleviate poverty (category 1)

If tourism is to become more pro poor one which provides significant economic opportunities to the
poorest and less favored people (women) by empowering them, employing them and facilitate their
economic initiatives (creation of SMEs) through tax incentives, micro credit, ect.- countries must look at
how mass tourism can become more pro poor. This approach is now being adopted with the development
of value chain analysis.
E.
Preparatory phase:
o
set up a national task force in each country,
select one pilot project per country for implementation
assess PPT initiatives to extract best practices and lessons learnt,
Activity 1: Establish a provincial task force
Activity 2: Conduct a sub regional workshop on a subject to be determined with PPT actors
Activity 3: Write proposal and fund raising
Activity 4: Project implementation with optimum participation of local communities

including women
Private sector participation
E.1. Main objectives

To facilitate private sector small and medium enterprises participation and partnerships in planning,
investment and marketing.
E.2. Rationale
10
Appendix 6
Page 22 of 34
The development of SMEs is the backbone of a wide spread development in the region, as small local
investors are not enough represented in quality operations. If tourism is to be profitable to the countries
there is a necessity to facilitate the national private investments in small businesses, indeed the stronger
and more numerous are the SMEs, the better and sounder is the economy of a country. SMEs belonging
to numerous small entrepreneurs will better spread benefits than major companies regulating the market
and concentrating the benefits in the hands of a few individuals or families.
E.3. Project description

Facilitation of SMEs investments in Tourism related infrastructures (Category 2)
The purpose of the overall project is to encourage and develop facilitation programs, such as regulatory
reforms, tax incentives, to foster the creation of SMEs, introduce measures that would improve the small
enterprise investment and business environment throughout the region.
MTCO will attempt to build up on existing and past initiatives (GMS BF, 2007 SME forum).
F.
Preparatory phase:
o
Set up a sub regional (and/or national) SME committee /task force
Liaise with existing partners (IFC, GMS BF, etc.) to identify ways to improve SMEs
participation in planning, investment and marketing.
Activity 1: Publish information on existing incentives, mechanisms for SMEs
Activity 2: Promote SMEs enforcing good practices
Cross-border facilitation
F.1. Main objectives

To address impediments to travel to and within the GMS, improve facilities and services in particular
information at borders
To facilitate visa requirements and delivery, with the ultimate aim of a common GMS visa.
F.2. Rationale
Three projects were declined under this program;
11
Appendix 6
Page 23 of 34
GMS wide visa scheme Upgrading of keyborder check points and - Information databank and
monitoring of progress on travel facilitation initiatives.
Most issues related to borders and border crossing depend on the immigration services, Ministries of
Interior or / and Foreign Affairs, and in some areas border limits are not yet clearly drawn, the MTCO
cannot play a major role on these issues as a result, project related to GMS single visa was dropped out.
Ministries of tourism can play a role by advocating in favor of easier visa delivery or even visa exemption
for high yield markets (for example), as it has been proven all over the world that visa free destination
optimize their tourists arrivals; the example of Thailand speaks by itself.
The MTCO will publish regularly updated information on visa requirements through its web site and is
available to provide technical assistance. It will also help to develop proposals for fund raising, in
particular for the improvement of information services at border check points at countries request.
F.3. Projects description
Creation of a data base (category 2)

o
Upgrading of key border check points (category 2)

o
G.
Currently being created it will be posted on MTCO website as soon as it is

completed.
MTCO will follow up projects advancement in each country and in particular the
activities included in the ADB MTDP in VietNam, Cambodia and Lao PDR.
Tourism-related infrastructure for Sustainable tourism development along

corridors and circuits
1. Main objectives
13 multi countries corridors and circuits were identified and included in the strategy; these tourism related
infrastructure development projects are meant to better spread tourism benefits between the countries,
within each country and within the population.
2. Rationale
Corridors are at the core of the GMS economic cooperation program, they considerably changed the face
of the sub region by improving the connectivity between the different countries. To these corridors were
12
Appendix 6
Page 24 of 34
added tourism circuits of major importance such as the Emerald Triangle or the Heritage Necklace which
have been developed by Thailand previous to the elaboration of the TS.
As MTCO had to limit its focus, 6 projects were selected among the 13 proposed in the TS.
Emerald Triangle (category 1)
Southern Economic Corridor (category 2)
Green Triangle (category 2)
North South corridor (category 2)
East West Economic Corridor (category 2)
Heritage necklace (category 2)
The Southern Economic Corridor, the Green Triangle are in the category 2 projects for midterm
implementation but they are to be supported as soon as 2008, appreciating the significant progress in
particular by the creation of trilateral task forces by the respective lead countries, Cambodia and Viet
Nam. The North South corridor led by Yunnan and the East West Economic Corridor led by Lao PDR are
also included in category 2 projects but no task force has been created yet. Some proposals have been
prepared on the Heritage Necklace
3. Projects description
Plan and develop tourism infrastructures by adopting an integrated tourism development plan combining
management, capacity building, socio economic and cultural needs, infrastructure (linking tourism zones
to the main sub regional transportation network by secondary and feeder roads to towns and villages with
a tourism potential access) and superstructures (building small scale environmental and social support
infrastructures within towns and villages identified, as well as natural and cultural site heritage
conservation management infrastructures at the key sites.) and attracting private investors.
Main activities planned for 2008/2009
For all corridors the approach will be similar, depending on the progress already made for
each project. More detailed action plan will be discussed with the task forces.
Preparatory phase: Set up a regional task force (preferred to working group in order
not to confuse with the GMS tourism working group)
Activity 1: Write terms of reference for technical assistance (TA) to conduct a survey
of the routes to identify potential tourism sites and requirements to develop them
(infrastructures, superstructure, services, training needs, etc.)
Activity 2: Fund raising for TA
Activity 3: Start TA
13
Appendix 6
Page 25 of 34
For the Emerald Triangle as many activities have been conducted already under the leadership of
Thailand, mainly on soft actions (capacity building, marketing), the first task will be to decide what are
the priorities during the next task force meeting planned in April 2008 between the Ministry of Tourism
of Thailand, partner countries and the MTCO.
CONCLUSION
Ensuring sustainability and developing high yield quality tourism will be the key challenge of the GMS in
the next 10 years. This action plan is looking at securing the first foundations of the GMS TS that will
allow the GMS countries to optimize the benefits from tourism for its human and economic development
while preserving the cultural and natural assets which are its main capital for the long term.
This action plan will be enforced only with
Strong leadership from lead countries on each projects
Strong commitment and collaborative effort from GMS countries in liaison with the MTCO
Financial and technical support from the countries themselves and from development partners.
The MTCO is here to answer your requests and provide the technical expertise you may need.
14
Appendix 6
Page 26 of 34
CATEGORY 1: SHORT TO MID TERM PROJECTS: 2008-2010
Project Name
Main objectives
LEAD
COUNTRY
Participating
countries
Rationale
Activities planned for 2008-2010
Program B
HUMAN RESOURCE DEVELOPMENT PROGRAM
Human Resource
development Program
for public officials
middle and senior
level
Capacity Building of
Hospitality Skills
Trainers in Vocational
Institutions
To build up a 5-10
years country wide
HRD plan within the
NTOs to develop a
corps of public officials
to
become
GMS
sustainable
tourism
specialists at national
and provincial levels
and, enable cascading
effects and, actively
promote
gender
equality
To train a corps of
master hospitality skills
trainers in each GMS
country and ensure a
cascading effect to
raise the standards of
service to international
levels.
CAMBODIA
All countries
CAMBODIA
All countries
Ranked as Priority 1 by
Cambodia
Facing the key challenge of the
rapid and important tourism
growth in the region, there is a
urgent need to adopt a
nationwide training plan for
public officials involved in
tourism especially at provincial
level so they can better control
and
upgrade
tourism
development.
There is potential for fund raising
as many donors focus on
capacity building programs
Project ranked as Priority 1 by
Cambodia but Cambodia is the
lead on 7 projects
GMS wishes to position itself as
a quality destination, to answer
the growing demand and be
competitive on the international
market,
quality
vocational
training of the millions of current
and future staff is key to
success.
Many initiatives recorded
Preparatory phase:
o Creation of a task force in each
country
o Training need analysis
o Fund raising
Activity 1: Sub regional workshop : how
to build up a HRD Plan within the NTOs
Activity 2: Finalise and validate HRD
plan
Activity 3: Design training materials for
each countries including CD to be used
internally
Activity 5: Create a web based
knowledge centre in local languages
and in English
Preparatory phase:
o
Creation of a task force at regional
and country level
o
o
Evaluate potential implication of
training schools and private sector
Activity 1: Training need analysis,
Activity 2: Design training material in
local languages
Appendix 6
Page 27 of 34
Program C
HERITAGE CONSERVATION AND SOCIAL IMPACT MANAGEMENT
Upgrade tourism
management at
cultural heritage sites
Mitigation of social
negative impacts &
promotion of
responsible tourism
practices
To strengthen the
capacity of heritage
managers to manage
tourism so that it
becomes a real tool for
protection, set up a
framework and course
for training Guides
specialized in cultural
heritage,
institutionalize heritage
management training
at subregional and
national level.
To address social
negative
impacts
(HIV/AIDS,
sex
exploitation)
which
growth
tends
to
generate
if
not
carefully controlled.
To promote socially
responsible tourism
LAO PDR
All countries
CAMBODIA
All countries
Ecotourism
development along
transboundary
biodiversity corridors
To guarantee the best

possible management
and
protection
of
natural heritage thanks
to tourism, To create
tourism
related
livelihood activities for
local communities to
incite them to protect
LAO PDR
All countries
Classified as priority 1 by Lao

PDR
The most advanced project
involving all 6 countries
Funding is already secured by

France and UNESCO for the
train the trainers program
Cambodia has taken a very pro

active role in fighting child sex
tourism.
Several
international
and
national organizations are very
active.
Funding should be easy to
secure
as
donors
are
increasingly sensitive to these
issues.
Need to extend the promotion of
responsible tourism to all
markets
The training of natural heritage
managers becoming the first
part of this project have good
funding potential for short term
implementation.
With its cultural ethnic diversity,
the GMS main assets are its
landscapes and environmental
beauties, with a strong increase
National Train the trainers courses will

be conducted in Angkor Wat, Pagan,
and Lijiang in 2008.
Establish a certification scheme for
training guides at heritage sites
Conduct training of guides and cultural
heritage site managers and staff.
Mitigate negative social impacts

Organise a think tank meeting
Post relevant data and information on
the MTCO website
Contribute to fund raising and
activities for translation of prevention
materials into sub regional languages
Promote socially responsible tourism
Fund raising to translate good
practices manuals into local languages
Through website, seminars, courses,
promotion on website of SMEs utilizing
good practices.
Preparatory phase: Set up a task force
and an organisational framework at
sub-regional and country level
Activity 1: Design and conduct a core
regional training course for trainers in
tourism management of natural
heritage sites (one for managers, one
for local nature guides)
Activity 2: Design and conduct site
Appendix 6
Page 28 of 34
of tourism flows to these areas,

there is an urgent need to
preserve Protected areas (PA) of
the GMS and train the persons
in charge of its protection and, of
tourism operations within PA,
and of providing jobs from
tourism to the local populations
so they become the guardians of
their environment in the long
term.
natural resources.
specific training course

Activity 3: Identify and design
infrastructures required for developing
ecotourism products
Activity 4: Promote to private sector
through fam trips
Program D
PRO POOR TOURISM DEVELOPMENT PROGRAM
GMS Tourism
Initiative to Alleviate
Poverty Through
Tourism
To use tourism as a
tool to assist in
reducing poverty in the
areas of greatest need
by
1. Broadening
the
current approach
2. Mainstreaming
a
wider approach into
all
aspects
of
tourism
poverty,
planning,
marketing,
education, impact
management,
country
poverty
programmes
No lead
country
All countries
The primary goal of the overall

strategy is to contribute to MDG
and alleviate poverty through
tourism
Many initiatives are currently
being developed by donors and
international agencies
Several
countries
have
association representing CBT
It is time to focus more on other
forms of PPT than CBT
Funding possibilities are likely
o
o
o
Preparatory phase:
set up a national task force in each
country,
select one project per country for
implementation
assess PPT initiatives to extract best
practices and lessons learnt,
Activity 1: Establish a provincial task
force
Activity 2: Conduct a sub regional
workshop to develop a methodology
and approach to broaden PPT impacts
and develop value chain at district
level
Activity 3: Write proposal and fund
raising
Activity 4: Project implementation with
optimum participation of local
communities including women
Appendix 6
Page 29 of 34
Program G
SUSTAINABLE TOURISM DEVELOPMENT ALONG CORRIDORS & CIRCUITS
Emerald Triangle
To
develop
an
integrated
tourism
development
plan
combining
management, capacity
building, infrastructure
and
superstructure,
socio economic and
cultural needs. The
specific objectives are
to alleviate poverty,
generate employment,
provide infrastructure
and
catalyse
the
provision of facilities
by the private sector.
THAILAND
Cambodge,
Laos
It was classified as priority 1 by

Thailand
It is the most advanced corridor
project and moreover the one
which is already a tourism
circuit, and bearing a strong
potential for further development
The first program where the lead
country plays it s role of leader
Funding remains to be found
Activity 1: Review and update UNWTO

proposal.
Write terms of reference for technical
assistance (TA) to conduct a survey of the
routes to identify potential tourism sites
and requirements to develop them
(infrastructures, superstructure, services,
training needs, etc.)
Activity 2: Fund raising for TA
Activity 3: Start TA
Appendix 6
Page 30 of 34
CATEGORY 2 PROJECTS MID TO LONG TERM PROJECTS: 2008-2012

Program B
HUMAN RESOURCE DEVELOPMENT PROGRAM
Capacity Building of
Hospitality Skills Trainers
in Vocational Institutions
and academic institutions
To raise the academic standards of

universities and colleges offering
tourism
and
hospitality
management courses and update
the curriculum with the new
concepts of STD; (sustainable
tourism development)
GUANGXI
All countries
Classified as Priority 1 by Guangxi.

Projects 3 & 5 of the TS have been combined into one, as they are
complementary.
Guilin tourism institute (GTI) wishes to become 1st tourism
university in the world, and to play a regional role as the GMS base
for training hospitality staff. But the conditions are not reunited (no
working group created, no activity recorded apart from GTI)
There are some possibilities for sending professors to leading
tourism universities and courses in different countries. But no
funding identified at this stage.
Program E
PRIVATE SECTOR PARTICIPATION
Promotion of SME/Private
Sector Development and
Investment in TourismRelated Facilities and
Infrastructure
Introduction of PS/SME support

and
facilitation
programs;
encourage-ment of SME business
regulatory reforms; and introduction
of measures that would improve the
small enterprise investment and
business environment throughout
the GMS sub-region
CAMBODIA
To improve and upgrade border

check points facilities and services
for tourists
MTCO
All countries
All countries
To limit high leakages preventing the countries to optimize their

economic revenue from tourism, it is crucial to facilitate the
development of SME owned by locals, rather than letting the
tourism operations concentrated in the hands of big players, with a
poor distribution of revenue within the country.
There are many initiatives in that sense and support for trade is
increasing (EU, UN, ADB)
GMS BF supported by ADB can be a relevant actor of this program
Program F
FACILITATE THE MOVEMENT OF TOURISTS IN THE GMS
Upgrading Key Border

Checkpoints
MTCO did not get information on projects concerning border check

points improvements
A new hospitality culture shall be developed at border points as well
as information services and facilities (toilets, cafs, etc.)
MTCO is currently gathering data on visa requirements, new border
check points opening, to be posted on the website
Appendix 6
Page 31 of 34
Program G
SUSTAINABLE TOURISM DEVELOPMENT ALONG CORRIDORS
Southern Economic
corridor
IDEM
CAMBODIA
Thailand, Viet
Nam
North South corridor
East West corridor
Green or development
Triangle
To develop an integrated tourism

development
plan
combining
management, capacity building,
infrastructure and superstructure,
socio economic and cultural needs.
The specific objectives are to
alleviate
poverty,
generate
employment, provide infrastructure
and catalyse the provision of
facilities by the private sector.
IDEM
IDEM
YUNNAN
Laos,
Myanmar,
Thailand
LAO PDR
Thailand, Viet
Nam,
Cambodia
VIET NAM
Cambodia,
Lao PDR
Heritage Necklace
IDEM with a focus on developing

tourism around world heritage sites
in order to better spread benefits
THAILAND
All countries
As beach tourism is a mass tourism product and considering the

high potential still to be developed on the Cambodian and
Vietnamese coastline, SEC is probably the area of the sub region
which will know the most important tourism growth in the next 10
years.
It is important to ensure this development is controlled and limits
land speculation and the development of sex tourism often linked
with sea tourism.
A survey was conducted in Cambodia identifying ways to transform
the corridor into a scenic road.
It is a priority project 1 for Yunnan PRC, also a priority for Thailand
and Lao but no taskforce created yet, no advancement of the
project recorded.
Major linking China to the southern continent it will be the most
important trade axe of the GMS in the future.
ADB Phase 2 funding will fund part of the project (Lao PDR) due to
start in 2009
The rationale is that this area is developing rapidly for tourism but
needs management/development and destination planning and
marketing.
One of the most advanced and most important economic corridor
within overall GMS strategy as it links Vietnam to Myanmar and will
become one of the major axe of communication in the GMS but
tourism task force not created yet
Some studies conducted along the road N 9 by SNV Value chain
Analysis, and JICA about to elaborate a master plan for tourism
development along the road.
ADB 2nd tourism loan is planned for Vietnam
Classified as priority 1 project by Viet Nam with a first meeting of
the task force.
Project focusing on promotion requires refining the approach to
type of products to be developed, PPT an d environmental
concerns
No funding possibilities identified at this date
Classified as priority 2 by Thailand
Several proposals made by UNWTO and France
Funding remains to be found for implementation
Appendix 6
Page 32 of 34
CATEGORY 3 PROJECTS LONG TERM PROJECTS: 2009-2015

Program C
HERITAGE CONSERVATION AND SOCIAL IMPACT MANAGEMENT
Preserving the Soul of the
Ancestors: Protection of
Traditional Living Cultures
In the steps of Shiva and

the Lord Buddha; linking
the religious heritage of
the GMS
To raise levels of knowledge and

awareness of, as well as to
preserve and document, quickly
fading cultural traditions, to create
and implement frameworks for
involving the ethnic communities
in the planning, development, and
organisation of ethnic tourism in
their communities.
To develop tourism thematic
circuit
linking
heritage
sites,
Increase knowledge about these
civilizations, share the knowledge
and experience between heritage
site managers, and institutions.
GUANGXI
All countries
CAMBODIA
Lao PDR,
Myanmar,
Thailand,
Viet Nam
The richness, diversity and cultural interest of ethnic

communities in the GMS is one of the pillar attractions for
international tourism in the GMS, an asset found nowhere else
on earth, who need to be integrated fully in the tourism
development.
Funding is scarce but ADB may fund a RETA to prepare this
project.
No retained by any country as a apriority

To diversify the tourism offer of the GMS allowing a better
spread of tourism flows and benefits, by focusing as well on
secondary heritage sites and to prevent the negative impacts
before they occur, but the resources are not sufficient at his
stage to address this project properly.
The creation of a circuit linking monuments on a common
thematic shall be of interest for the private sector;
It is suggested that the training program on cultural heritage
management shall be declined to these sites;
Issues related to sharing cultural knowledge is more the role
of the MoC rather than tourism
Program F
FACILITATE THE MOVEMENT OF TOURISTS IN THE GMS
Single GMS Visa Pilot
Project
To find multi lateral agreements for

common visas within the GMS
MTCO
All countries
Development and
Maintenance of a GMS
Tourism Sector
Development Data and
Information System Facility
To refine data collection in order

to demonstrate what are the real
impacts of tourism on key
destinations, to facilitate better
planning, choose most profitable
ACMECS currently working on common visa possibilities

Thailand and Cambodia about to set up a common visa
MTCO does not have the power and resources to address this
very political issue and will only gather information to be
disseminated.
Data already available at PATA
MTCO currently does not have the human resource to
start this project. Consultation will be made with relevant
organizations (PATA, NTAs, Immigration offices) and
Funding agencies or universities students to decide how
Appendix 6
Page 33 of 34
target markets, allowing more
equitable distribution of benefits ie
to
women
and
ethnic
communities, poverty reduction,
mitigation of negative social
impacts,
this data bank will position itself and could be run.

Strong support from GMS countries is required
Program G
SUSTAINABLE TOURISM DEVELOPMENT ALONG CORRIDORS
The Mekong World
Tourism River Corridor An Endless Stream of
Tourism Cooperation
Laos-Vietnam CrossBorder Community-Based

Tourism Zone
Andaman Coast and

Islands Tourism
Development Plan
The Red River Valley
Tourism Zone
Shangrila-TengchongMyitkyna Tourism
Development Zone
Guangxi PRC - Northeast
Vietnam Borderlands
Tourism Zone
To develop an integrated
tourism
development
plan
combining
management,
capacity
building,
infrastructure
and
superstructure, socio economic
and
cultural
needs.
The
specific objectives are to
alleviate poverty, generate
employment,
provide
infrastructure and catalyse the
provision of facilities by the
private sector.
IDEM with a special focus on
CBT
THAILAND
Although the Mekong River is the major link

between the GMS, symbol and its common value, this
project due to its wide geographical scope is hardly
feasible as one project.
Its implementation may only occur by portion of rivers at
border crossings area
This zone is not considered as a priority tourism zone

in the mid term and many conditions (access, cross
border facilitation) need to be reunited before it
becomes one;
SNV very active in this area
Conditions are currently not reunited yet to start
this project
All countries
VIET NAM
Lao PDR
IDEM
THAILAND
IDEM
Myanmar
VIET NAM
IDEM
IDEM
Yunnan PRC
YUNNAN
PRC
Myanmar
GUANGXI
PRC
Viet Nam
No information collected on this project

VN mentioned a master plan but was not
communicated to MTCO
Conditions are currently not reunited yet to start
this project
Appendix 6
Page 34 of 34
GMS Coastal and River

Cruise Lines
IDEM
GUANGXI
All countries
Asean websites features main cruise roads in the

region
No other information collected on this project
Appendix 7
Greater Mekong Subregion Economic Cooperation Program

Bangkok, Thailand, 21 January, 2008
JOINT MINISTERIAL STATEMENT
Preamble
1.
We, the Tourism Ministers from the six GMS countries, namely, the Kingdom of
Cambodia, the Peoples Republic of China (PRC), Lao Peoples Democratic Republic,
Union of Myanmar, Kingdom of Thailand, and Socialist Republic of Viet Nam, met in
Bangkok, Thailand, on 21 January 2008. We are pleased to be joined in our discussions
by the Director General of the Southeast Asia Department of the Asian Development
Bank (ADB), and representatives from other development partners, international
organizations as well as the diplomatic corps.
2.
The tourism sector is one of the priority sectors under the GMS Economic
Cooperation Program and continues to offer significant opportunities for socio-economic
development. (We note the statement by the Second GMS Summit that the continued
growth and development of the tourism sector is essential to poverty reduction). Now
that physical infrastructure linking the GMS member countries are largely developed,
tourism has become one of the indispensable instruments for achieving our collective
aspiration for poverty eradication, sustainable development and well being of our
peoples.
Achievements
3.
We are pleased with the continuing positive outlook for the tourism sector in the
Subregion. We have noted that annual tourist arrivals in the GMS have more than
doubled from about 10 million in 1995 to about 24 million in 2007, with corresponding
increase in tourism revenues. Clearly, we need to manage these large increases in
tourism arrivals and revenues so that the pattern of growth is more equitable,
environmentally sustainable and sensitive to disadvantaged and vulnerable groups,
particularly women and ethnic communities, and contributes substantially to poverty
reduction and the attainment of the Millennium Development Goals.
4.
We commend the efforts of the GMS Tourism Working Group (TWG) for putting
in place a GMS Tourism Sector Strategy that provides a solid framework for sub-regional
cooperation in this important sector over the next decade. We support the goal of the
Strategy to develop and promote the sub-region as a single destination, offering a
diversity of good quality and high-yielding sub-regional products that help to distribute
the benefits of tourism more widely; add to the tourism development efforts of each GMS
country; and contribute primarily to poverty reduction, gender equality and empowerment
of women, and sustainable development, while minimizing any adverse impacts. We
are eager to receive regular status reports from the TWG on the implementation of the
Strategy.
Appendix 7
5.
We sincerely appreciate the financial and technical support provided by ADB
towards the preparation of the Strategy as well as the implementation of some of its key
priority programs and projects in collaboration with other development partners such as
PATA, UNESCAP, UNESCO, UNWTO, SNV, NZAid, GTZ, etc.
6.
The tourism sector in the GMS has indeed matured to a level that we can be
proud of. We have established and continue to support with our own budgetary
resources a Mekong Tourism Coordinating Office (MTCO) based in Bangkok to actively
position and promote the sub-region as a single tourist destination and to coordinate the
implementation of the key priority programs under the Tourism Sector Strategy. We
sincerely appreciate the assistance of the French Government towards strengthening
the staff of the MTCO by seconding a tourism specialist through ADB, to assist in
coordinating and implementing the priority programs and projects.
Emerging Issues and Challenges
7.
We can see excellent opportunities for the future of the GMS tourism sector with
a growing level of physical connectivity to and within the sub-region, increased number
of flights, and an increasingly vibrant tourism industry.
8.
While substantial achievements have been made, there remain much more to be
done in the face of many new challenges. We need to face up to increasing competition
from other regional destinations due to increased globalization, issues of standards and
pricing, imbalance in the distribution of benefits of tourism between and within the GMS
countries, escalating energy costs, and the threat of transboundary diseases such as
HIV/AIDS and avian flu, and impact of global climate change.
9.
We need to look at innovative approaches to sustain and streamline the
operations of the MTCO over the longer term to transform it into a self-sustaining
institution that promotes the sub-region as a single destination, with the active
participation and support of the private sector, and coordinates the implementation of the
Tourism Strategy.
Our Commitment to Strengthen Sub-regional Cooperation in Tourism
10.
In line with the GMS Leaders pledge at the Second GMS Summit to support a
more holistic and coordinated approach to tourism development, and in anticipation of
the Third GMS Summit in March 2008, today we have formally endorsed the (i) the GMS
Tourism Marketing Plan; and (ii) the GMS Tourism Development Plan. We commend
the efforts of the MTCO in developing these guideposts for implementing the GMS
Tourism Sector Strategy through realistic and feasible priority projects. We look forward
to seeing the concrete and positive results of these initiatives for the benefit of the
people of the sub-region.
11.
We call on the TWG and the MTCO to mobilize the required financial, intellectual,
and human resources and to further expand mutually beneficial partnerships with
development partners, including bilateral and multilateral donor agencies, the private
sector, and civil society to carry out these priority initiatives.
Appendix 7
12.
We look forward to further strengthening our partnerships with all relevant entities
to ensure the continued development of the tourism sector in the GMS.
13.
We express our sincere appreciation to the Government of the Kingdom of
Thailand for hosting this First Meeting of the GMS Tourism Ministers, and the Asian
Development Bank for the efficient organization of our meeting today.

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FINAL

Greater Mekong Subregion Economic Cooperation Program

GMS TOURISM MINISTERS MEETING

Copies of the statements made at the opening session appear in Appendix 3.

Overview of the GMS Tourism Sector Strategy

The Ministers adopted the Joint Ministerial Statement as it appears in Appendix 7.

Meetings of GMS Meeting of GMS Tourism Ministers

H.E. Mr. DR. THONG KHON

H.E. Mr. SO MARA

Mr. TITH CHANTHA

Ms. MEAS SINE

Ms. TROUY LINDA

Mr. HOY PHIREAK

Mr. PAK SOKHOM

Mr. SOK SOKUN

Mr. SOM BUNNAT

Mr. SIENG NEAK

Mrs. POCH VORLEAK

Mr. WANG CHENGZHI

Ms. WANG YANJIE

Mr. YUAN GUANGHAN

Ms. MOU XUE

H.E. Mr. SOMPHONG MONGKHONVILAY

Mr. SOUNH MANIVONG

Mr. SULIVONG LUANG APHAY

Mr. KHOM DOUNGCHANTHA

Ms. CHANVILAY RASSAVONG

H.E.Brig. GENERAL AYE MYINT KYU

Mr. U HTAY AUNG

Mr. MAUNG MAUNG SWE

Mr. KHIN ZAW

Dr. AUNG MYAT KYAW

Mr. THEIN THAN

Mr. THIHA AUNG

Mr. KYAW KYAW AUNG

Mr. SURAJ KUMAR

Mr. SAW LU LU HTAW

Mr. MAUNG MAUNG

Dr. PHONE WIN

Mr. KHIN AUNG TUN

Mr. ZARNI SOE

Mr. MYO WAI TINT

H.E. Dr. SUVIT YODMANI

DR. SASITHARA PICHAICHANNARONG

Mrs. THANITTA MANEECHOTE

Mr. ANOTHAI UDOMSILP

Ms. WIPARAT THARATEERAPAB

Ms. PRAPA TANTASUPARUK

Mr. VUDTHIDECH CHAMNIKIT

Mr. ARTHYUDH SRISAMOOT

Ms. SIRIN SURATHIN

Mr. PORNSITH PIBULNAKARITR

Mr. PHAM QUANG HUNG

MRS. NGUYEN THI HONG DIEP

Ms. TRAN THI PHUONG NHUNG

Mr. PETER SEMONE

Ms. JACQUEMIN CHRISTINE

Ms. PARIYANUD TRINIKORN

Ms. SAENGRAWEE THONGDEE

Mr. ARJUN THAPAN

Ms. SHIREEN LATEEF

Mr. JEAN-PIERRE VERBIEST