Prioritising for the 5 year Action Plan for Tourism Recovery in Myanmar

We now recognise that it may take up to 5 years for tourism to fully recover in Myanmar, especially for international long-haul
arrivals, and that the size, shape, and composition of Myanmar’s tourism industry in 5 years time will likely be very different from
that of the pre-Covid in 2019.

It is of course difficult to fully plan for how the tourism market internationally will change as well, however it is possible to consider
how key actions can be prioritised, and be prepared as much as possible to plan for the different scenarios, as well as other
scenarios as they develop.

Therefore we have developed action planning based upon three “periods”, all of which must be reviewed regularly and updated to
ensure they maintain relevance. The periods are based on priorities:

Immediate: Important and Urgent Priority 1 - “do it first” From now to April 2021

Medium term: Important and not Urgent Priority 2 - “do it second”/ April 2021 to April 2022

Long term: Longer term structural actions Priority 3“do it third”/ Planning through to 2025

The planning periods are designed first to provide immediate and concrete actionable activities that can help Myanmar’s tourism
industry through the upcoming traditional high season of international arrivals, and try to make sure as much as possible, travel and
tourism can contribute to the Myanmar economy and reduce impacts of unemployment.

Medium term actions are those that address some of the issues that affect innovation and entrepreneurialism in tourism
development, and encourage businesses and the public sector to adapt to long-term change.
Long term actions begin to focus on tackling some of the more structural issues facing tourism development in Myanmar, for
example local involvement in democratic processes for destination management through DMOs, development of new destinations,
planning for improved infrastructure, and so on. These planning actions can begin once the Covid crisis has stabilised, and we
know more about how Covid will affect the tourism industry in the long-term.

As we are planning in a time of great uncertainty and events that will affect the long-term shape of tourism in Myanmar and globally,
we will be adaptive to the inevitable changes in scenarios that will develop. This plan will be reviewed and updated as the global
situation changes, as well as the national phased reopening of tourism, and as we understand more of how the pandemic affects
travel realities domestically and worldwide.
Immediate: Important and Urgent

Action Outcomes HOW Supporting Information Lead Org Reference

Strategic Action 1: Reassure and inspire the public to travel again and explore new experiences

1. Communicate clearly and ● Travellers reassured to travel again It is important the communication done MOHT
provide relevant information to ● Messages are clear and relevant is Human-centered communication Information,
the potential travellers ● Public relations plan is developed and with empathy, reassurance and Promotion &
implemented connection to build confidence that it is Digital
safe to travel. This cannot be done Marketing
through advertising and marketing but Departments
needs to be done through PR. The
communication needs to be clear and
focussed on achieving a certain effect
such as instilling trust in how the crisis
is managed and measures
implemented.

2. Establish data collection and ● Data collected and shared across To make informed decisions and more MTMP
sharing of insight for more ministries and private sector producing effective campaigns, it is important all
targeted marketing and a clear picture of the market parts of the tourism ecosystem has an
communication ● Communication channels are understanding of the personas, their
established with the private sector to needs, trigger points and behaviours.
discuss the needs of domestic tourists
● Better understanding of the traveller
● Ability to assess the impact of different
marketing campaigns on locations.

3. Promote domestic ● Campaigns created to encourage Develop campaigns for both nearby MOHT, MTM
destinations and attractions ○ In city activities such as F&B attractions and destinations across or future
focused on the local traveller’s ○ Nearby activities such as Myanmar focused on Nature, Culture, Myanmar
needs resorts and parks Adventure and Food as shown to be of Tourism
○ Across the country travel the most interest. Board
● Programmes and campaigns created
in cooperation with the private sector MoHT to
● Messages tailored to the interests and discuss dual
 behaviour of the domestic tourist such pricing with
as campaigns focused on Nature, airlines, and
Culture, Adventure and Food highlight the
● Remove dual-pricing of airlines to cost of
encourage expatriate residents to domestic air
travel internally in Myanmar, and travel as a
reduce the cost of travel for significant
international visitors once Myanmar’s barrier to
borders are opened international
visitors

4. Focus on storytelling and ● Destinations promoting experiences As the domestic customer’s DMOs, MTM,
branding instead of the with unique stories behind preferences are changing from MOHT
product offered ● DMO’s trained in branding and pilgrimage to experiences, the
communication destinations and attractions also need
● Customer’s are involved and to adapt and focus more branding and
encouraged to share their stories and story telling to sell their unique story to
experiences customers, not just the product they
offer.

Strategic Action 2: Continue economic support to MSMEs and individuals in the tourism sector

6. Begin an immediate review of ● Review existing regulations that The existing tourism regulations are MoHT will
the barriers to market access for prevent citizens who wish to become protectionist and in favour of big lead with the
small entrepreneurs involved with tourism. business. We will review this to review
● Barriers for small businesses and encourage market diversity and allow through
small-scale entrepreneurs are greater involvement in tourism by all consultations
removed citizens
● Innovation and inclusiveness is
promoted

8. Provide continued Support to ● Provide continued support to tourism Business are suffering especially with Central White Paper
Businesses business (including bus companies arrival of the second wave of covid-19. Government
and airlines) through provision of loans To ensure survival of MSMEs, (MOPFI?)
(possibly second round of loans), tax continued financial support by the
relaxation (continued), cash subsidies government is crucial.
(eg. for utilities)
● Revise lease fees for state owned
 hotels

Strategic Action 3: Develop domestic tourism to generate business for tourism organisations and create employment opportunities

10. Enhance Visitor Experience by ● Develop and promote new products & MoHT will commit to actively MoHT UNWTO
developing new tourism products experiences targeted at individual & supporting the development of new Global
small groups travellers, and innovative domestic-focused Guidelines to
● Develop COVID-19 Safe Tourist destination Restart
attractions Tourism

Improve the quality of existing ● Recapture Livelihood and viability of

tourism products and services Destination

11. Create Virtual Tour Products ● Create videos of virtual walk-throughs This allows tourism marketers to DMOs
of heritage attractions permit people to communicate their intangible tourism
explore inaccessible sites as well as experiences to potential travelers,
cultural preservation. which influences the customer’s
decision on whether to visit the
destination or attraction in real life.

Strategic Action 4: Develop Human Resource Capacity and strengthen skills and knowledge for the new normal

11. Ensure COVID-ready training ● Provide COVID-19 business reopening

for hospitality and tourism training for front line staff from hotels,
employees restaurants, transport and other
tourism organisations in health, safety
and business readiness

12. Provide ongoing training and ● Provide refresher training for existing
development for hospitality and tourism professionals in technical skills
tourism employees to prepare them for restart of tourism

13. Design and deliver training and ● Conduct a training needs analysis to MOHT
development for MOHT staff and prioritise essential training skills for
managers in the States & Regions MOHT personnel in the States to
support tourism in Myanmar

Strategic Action 5: Enhance health and safety protocols to generate trust in Myanmar as a safe destination
14. Ensure hospitality and tourism ● Prepare clear guidelines, protocols and MOHT with
businesses are implementing procedures for tourism and hospitality MOHS, RTCs
health & safety protocols businesses to ensure consistency and
to give travellers confidence in
Myanmar and local destinations as
COVID safe

15. Allow booking of crowded ● Allow bookings of tourist destinations

tourist destinations online online to prevent overcrowding

16. Join contact tracing scheme ● Apply to join the global contact tracing ● Now available for Android and MOHS
with Google & Apple scheme and introduce and promote Apple OS, just need to apply
the scheme to people in Myanmar as a country and then it will be
available for people in
Myanmar
● A service to give Public Health
Officials to assess the data of
the drivers and passengers,
● Consider the data privacy
policies when there is a
proposal of developing tracing
apps. WHO will develop
guidance on the use of digital
technologies for contact
tracing.

18. Improve statistical systems ● Move towards tourism satellite ● Increase human resources as
and move towards research accounts system to capture the real well as capacity in the
based decision making contribution of the tourism sector to the research unit under the hotel
economy and tourism supervision
● Research department providing inputs department.
to other relevant departments in the ● Work closely with the
ministry to ensure and encourage department of immigration and
research based decision making ministry of planning and fiance
for data collection and analysis
Product development Improve the quality of existing tourism
products and services ● Recapture Livelihood and
viability of Destination

Create Virtual Tour Product

- Allow the (local/ international)
consumers to witness the Virtual reality
images of tourist attraction while they
cannot have feasible access to the
destination.
Medium term: Important and not Urgent

Action Outcomes Supporting Information Who is the Reference

lead?

Strategic Action 6: Position Myanmar in the heart and minds of International travellers

1. Build Myanmar Be ● Videos connecting with target customers There will be competition to attract the MOHT
Enchanted Brand on an emotional and inspirational level limited international travellers that
Awareness in selected creating a demand to visit Myanmar venture out so we need to connect with
target markets through when possible. them early and get them to dream about
video campaign how it would be to visit Myanmar, either
for the first time or a revisit to see more.

2. Utilise relevant digital ● An integrated marketing plan for with MOHT

channels for marketing defined Channel and Content Strategies
and communication for the for each target Persona/Market
different target markets

3. PR Activities to promote ● The actions done are communicated

Myanmar as a safe (from through different media outlets providing
COVID-19 and conflicts) confidence to international tourists to visit
and attractive destination Myanmar.
to visit

4. Virtual Tours offered ● Interests is created and decision are Through Virtual Reality you can
through Virtual Reality made thanks to unique VR experience experience Myanmar such as
before making a decision offered before travelling ● Meditation in a monastery
to visit Myanmar ● Explore a temple in Bagan
● Visit Inle lake in a boat
● Ride a balloon over Bagan
● Experience a tea shop in
Yangon

Can be done as an official collaboration

with Google Maps or Facebook as well.
 5. Plan a Visit Myanmar Year ● Plan and organise a Visit Myanmar Year
in 2023 or 2025 of 2023/2025?

Strategic Action 7: Support MSMEs through digitisation, tourism investments and technical assistance

5. Establish fast-track approval ● Approve tourism related investments with MOHT, MOPFI
system for new emerging no delay, giving priorities to small and
tourism SMEs medium enterprises with new ideas.

6. Implement digital systems for ● Promote online payments of encourage electronic payment system All government White Paper
all tourism standard Business administrative procedures to reduce red- ministries
Procedures tape, improve efficiency and minimize in
person contacts

7. Strengthen Tourism-Related ● Improve linkages between local research linkages between the tourism
Supply Chains producers and the tourism industry industry and local communities as
● Expand access to tourism supply chains suppliers of goods and services such as
for local producers and service providers. farm products, handicrafts, food and
● Reorient value chain process for the beverages, cultural performances, and
sustainability of tourism-related micro, transportation services; based on the
small and medium enterprises analysis design and implement pilot
(MSMEs) including hotel and tourism
projects

8. Provide technical assistance ???

to tourism-related micro,
small and medium enterprises
(MSMEs) including hotel and
tourism businesses

Strategic Action 8: Implement strategies to diversify the tourism product base, improve quality and strengthen protected areas

Develop new tourism products ● Alleviate pressure in the existing tourist

with the focus of acquiring centers
product diversification ● Emerge various tour products and
services

Promotes a destination’s ● Gain experience rather than the passive

competitive advantage consumption of commoditized products
and services by tourists to increase
value.

Strategic Action 9: Implement strategies to set national tourism standards, ensure access to learning and create new tourism jobs

11. Develop common ● Develop and implement national tourism MOHT/DTVET MTMP
curriculum national curriculum in public an private & ASEAN
qualifications based on educational institutions
Tourism Occupational ● Ensure assessment and certification is in
Competency Standards alignment with National Tourism
Occupational Competency Standards
and recognised by the ASEAN Tourism
Professionals Registration System
(ATPRS)

12. Establish national system ● Establish assessment centres in States MOHT/NSSA MTMP
for delivery of Hotel and and Regions to train the workforce and
Tourism Occupational provide assessment and certification of
Competency Standards qualified workers

13. Design Competency- ● Prepare specification, MOHT Training MTMP

based Human Resource ● Commission IT company & Education
Management System for the ● Implement HRM system for MOHT Dept
MOHT

14. Ensure greater access to ● Collaborate with MOE/DTVET to ensure Ensure inclusion of all, with no MOHT /DTVET MTMP
tourism vocational education tourism vocational educational discrimination by sex, ethnic/social
for everyone opportunities are available to all people origin, language, religion, nationality,
in Myanmar economic condition or ability and thus
contribute to poverty alleviation
15. Create new tourism jobs ● Develop job creation programmes in MTMP
for local people. States and Regions to open up career
opportunities in hospitality and tourism
for local people

Strategic Action 10: Develop destination management strategies, standards and guidelines for DMOs

16. Develop and finalise DMO ● Tourism is overseen and managed at the A clear strategy is developed for DMO MoHT with DP
Committees to ensure inclusive local level, by the local level, Committee composition, as to the roles support and
and democratic input from transparently, democratically and and function of the committees, and how industry
Township/District level inclusively they are overseen by the State and consultation
● Local innovation and employment is Region Tourism Committees as well as
promoted the Ministry
● Promotes new destinations to develop

17. Develop DMOs as locally- ● Tourism and promotion is actively Roles and function of local DMOs as MoHT with DP
based institutions with well- managed at the local level well as governance, financial planning support and
trained and motivated full-time ● Destinations can develop without and implementation are discussed industry
staff protectionism of big business open;y with relevant organisations, consultation
● Management of tourism at the local level including the business sector and
is managed by the local level development partners.

18. Develop long-term financial ● Financial of DMOs is investigated by Capacity development of DMOs and MoHT with DP
and capacity building reviewing financing options, including training may be potentially supported by support and
programme for DMOs through the State/Region budget, local DMOs industry
bed taxes, and/or entrance fees consultation
● A long-term capacity-building programme
is developed and carried out for local
DMOs

19. Develop and implement ● Destinations have inclusively-developed Follow Destination Management
destination management Destination Management Plans that Planning models to develop functioning
plans for each destination. ensure destinations are great places to Destination Management Plans
live, visit, and work

20. Implement Common ● Management of destinations is inclusive, Each DMO will be different, however MOHT MTMP
Standards and Guidelines to transparent, competitive, and prosperous standards will need to be in place to
oversee DMOs ensure their common function is
 understood, and their management is
inclusive and transparent

Encouraged by
21. Expand and upscale the ● Encourage private sector to innovate To strengthen the industry’s ability to
local DMOs and MTMP
skills and capability in new products, and seek support from weather future storms and educate
State/Regional
community- based (rural, agri development partners for CBT products stakeholders about the new normal
Tourism
and protected areas) tourism themes for sustainable development.
Committees

Strategic Action 11: Develop strategies and actions focused on international inbound tourists which develop trust in Myanmar as a safe destination

22. Establish & communicate ● Introduce and increase the number of ● Department
clear policies and procedures countries eligible for visa waiver including of
for international travel visitors entering the country through the Immigration
land borders

23. Introduce a COVID-19 ● Commission a COVID-19 passport MOHS

passport for both domestic and credential to be issued after
inbound travellers immunization has been confirmed,
ensuring travellers/ individuals can
provide a verifiable proof of immunization

24. Develop a travel safe ● Work with external agency to develop a MOHT/MOHS MTMP
accreditation system travel safe accreditation system that
rewards tourism organisations that set a
standard for health and safety for
travellers

25. Establish rapid test stations ● xxx Fast and reliable testing required MOHS
suchas in Korea

Long term: Longer term structural actions

Theme Action Outcomes Supporting Information Who is the Reference

lead?
Strategic Action 12: Create A Smart Tourism Ecosystem and Encourage Innovation in Marketing & Communication

Marketing Connect with A Smart Tourism Ecosystem is a

stakeholders and ● Stakeholders and technology platforms systemic way to collect and
digital players for are connected for automatic data distribute relevant data to
automatic gathering, reporting and planning. support destination planning by
information including all digital players and
gathering technologies in a sustainable
way.

Promotion Form a Myanmar ● Activities and funds for marketing and A Myanmar Tourism Promotion
Tourism Promotion tourism promotions are centrally Board is an important part of a
Board managed and shared with the industry. collaborative tourism industry

Marketing Offer a Travel ● A travel concierge / advisor on social Messenger, Viber, Whatsapp etc
Concierge Service media helps people with advice and ideas
(upgrade the current on what to do, both in person and as an
Chat) AI bot.

Strategic Action 13: Implement Plans for tourism connectivity and accessibility and ensure inclusive infrastructure development

Improve connectivity ● Smooth international to domestic air Work with Department of Civil MoHT to
between connections at Yangon, Mandalay, and Aviation and domestic airlines to coordinate
international and Nay Pyi Taw International Airports, to improve linkages with with Airlines
domestic airports enhance customer experience and international airlines and
improve access to destinations Department
of Civil
Aviation

Improve connectivity ● Direct links between significant regional Airports will be prioritised for MoHT to
with regional markets (i.e. Bangkok, KL, Singapore, upgrade by their wider coordinate
capitals direct to etc) and destinations such as Heho, contribution to trade and with
destinations: Bagan, and Thandwe will allow economic development States/Regio
upgrades of destinations to grow. ns,
 selected domestic Department
airports to of Civil
international status Aviation and
Tourism
Central
Committee to
identify
airports and
long-term
budgets

Improve connectivity ● Direct links between key airports in Existing airports will be MoHT to
with regional destinations (for example Heho, categories by the type and size coordinate
capitals direct to Thandwe, etc) and regional capitals will of aircraft they can handle, and with
destinations: boost destination development, especially appropriate airline partners States/Regio
agreements with to rural and beach destinations selected for agreements based ns,Departme
international and ● Reciprocal arrangements will need to be upon international aviation laws nt of Civil
domestic airlines to made between domestic and third- and agreements. Steps will need Aviation and
open new country airlines to open up new to be taken to safeguard Tourism
international routes international air routes Myanmar’s domestic carriers. Central
direct to destinations Committee to
work on
international
air
agreements

Connectivity & Improve safety and ● Improved consumer confidence in safety Focus on improvements of safety MoHT to MTMP
Accessibility equipment of and security equipment, and ability to and security of air travel coordinate
domestic and handle increased air traffic by expanding with
international effective air routes. Department
airports of Civil
Aviation

Connectivity & Improve water ● Improve the waterways by introducing the Work with State and Region State/Region MTMP
Accessibility transport and IoT ecosystems. Tourism Development Tourism
jetties in Committees and/or DMOs as Development
destinations they are developed to identify Committees
key jetties and other tourism- and
 related water transport Inland water
infrastructure for upgrading and transport and
re-development. Port Authority

Connectivity & Improve road ● Ensure the transformation of the The project is underway with the ADB MTMP
Accessibility access to major Southern Economic Corridor, multi- support of ADB.
destinations and country tour circuit andsustainable
new destinations. tourism development in coastal marine
areas.

Connectivity & Improve tourism- ● Enable the accessibility to Rural and Private MTMP
Accessibility related small scale Community-led destinations and promote stakeholders,
infrastructure such new potential destinations DRD,MOBA,
as road side map, ● Engage with local businesses and make Department
signages, linkages more proactive to move forward of Road and
information the sustainable development and Bridges,
counters and public strengthening of ecotourism development GAD, DMOs
toilets and
RTCs,MOEC
AF,
MOHT

Connectivity & Encourage Green ● Ensure all tourism infrastructure projects MOECAF,GA MTMP
Accessibility Urban Infrastructure follow Myanmar Environmental Quality D,
Projects to Standards (EQS), Environmental Impact Municiple
minimize Assessment (EIA) and Social Impact
environmental Assessment (SIA) procedures.
impact

Connectivity & Renovate key ● Develop and publish rail itineraries for MIC, Railway
Accessibility railway lines and Domestic Tourist and regional and transport,
carriages international. MOHT and
RTCs

Connectivity &
Strengthen digital ● Develop, implement and support digital
Accessibility
Government Infrastructure for the emerging markets
Transformation
Strategic Action 14: Invest in developing and expanding the scope of Community-based Tourism

Sustainability ● Reduce government bureaucracy and ● Stakeholders, MTMP

Invest in community-
and implement regulations for Bed and DMOs and
based tourism
Responsible Breakfast, Homestay,etc. Regional
Tourism (rural, agri and ● Modify vehicle licenses for Communities Government,
protected areas ) to use for visitors. DRD,
● Encourage PPPs to ensure sustainability. MOCAF,MOA
● Enrich what we offer as a country while LI
distributing the benefits of a tourism MOHT
economy to more locals. And those
benefits are not just economic. Nuanced,
thoughtful, community-based tourism lifts
culture, art, community confidence and
pride, and ultimately, innovation. That
kind of resilience will differentiate
Myanmar in the global marketplace.
● Encourage handicrafts and organic
food production and educate local
farmers to develop agro tourism in
community-based tourism sites.

Strategic Action 15:Implement a tourism satellite accounting system (ANY OTHER LONG TERM ECONOMIC ACTIONS OR STATISTICS?

Economics Move Towards ● xxxx ● The tourism satellite MOHT, CSO UNWTO
and Statistics Tourism Satellite accounting system will
Accounting System help the country further
understand the sector’s
contribution to the
Economy in terms of
Investments,
Employment and the
value it adds to the GDP.

Sustainability Prevent negative ● Improve environmental conservation Please move to Strategic Action
impacts on social including waste management and 8.
and natural using recycle products in destinations
 environment.

Strategic Action 16: Implement strategies and actions which establish Myanmar as a trusted and safe destination

Health & Develop a travel ● Establish a competition to promote and

Safety safe destination publicise Myanmar as a travel safe
competition country (similar to Myanmar Responsible
Tourism Awards)

Strategic Action 17: Strengthen tourism human capital by establishing pathways to higher education and by updating the national HRD Strategy

HR & Capacity Update National ● Review and update National Tourism MTMP
Development Tourism Human Human Resource Development
Resource Strategy (2017)
Development
Strategy

HR & Capacity Develop Master ● Identify suitable universities in North and

Development and PhD South of the country to develop
programmes in curriculum and gain accreditation from
Tourism & the government
Hospitality
Management

Strategic Action 18: Safeguard tourism resources and Prevent negative impacts on social and natural environment

Product Prevent negative ● Obtain Ecological balance from tourism

Development impacts on social
and natural
environment.

Product Determine Unique ● Maintain an edge over the competitor’s

Development Product Quality destination in the region South East Asia

TEXT TO UNDERPIN AND EXPLAIN IMMEDIATE RESPONSE PHASE

MARKETING

…..

Economics and Statistics

Improve data collection on domestic tourism: Improve data collection to have a better understanding about the new customers, be able to attract new
investments and plan developments.
Provide continued Support to Businesses: Provide continued support to tourism business (including bus companies and airlines) through provision of
loans (possibly second round of loans), tax defers (continued), cash subsidies (eg. for utilities)
Re-visit lease fees for hotels: Hotels are one of the most affected business in the sector. The rent for hotel lease is calculated using predetermined
occupancy rates which should be re-visited.
Product Development
Assess product potential
● by conducting product development research;
● by preparing SWOT analysis to identify and prioritize potential products;
● by discussing and verifying results with inbound and outbound tour operators and using social media.
Research tourist motivations and behaviors on domestic and international market segments
● by evaluating potential interest in new products and services;
● by discussing and verifying results with inbound and outbound tour operators and using social media.

General
● Introduce and adapt actionable and harmonized processes & procedures in line with public health evidence based risk assessment and full
coordination with relevant public and private sector partners.
● Support companies in the implementation and training of their staff on the new protocols (financing & training).
● Enhance the use of technology for safe, seamless and touchless travel in your destination.
● Provide reliable, consistent & easy to access information on protocols to the private sector and to travellers (send SMS to tourists to inform them of
national and local health protocols and relevant health contacts).
● Enhance and communicate medical capacity & protocols at the destination (e.g safety seals).
● Ensure coordination among tourism, health and transport policies.
● Define roles & responsibilities for governments, private sector and travellers.
Text to support above medium actions

Marketing
………

Product Development
Assess product potential
● by conducting product development research;
● by preparing SWOT analysis to identify and prioritize potential products;
● by discussing and verifying results with inbound and outbound tour operators and using social media.
Research tourist motivations and behaviors on domestic and international market segments
● by evaluating potential interest in new products and services;
● by discussing and verifying results with inbound and outbound tour operators and using social media.