ASEAN Tourism Marketing Strategy (ATMS)
The Association of Southeast Asian Nations (ASEAN) was established on 8 August 1967. The MemberStates are Brunei Darussalam, Cambodia, Indonesia, Lao PDR, Malaysia, Myanmar, Philippines,Singapore, Thailand and Viet Nam.The ASEAN Secretariat is based in Jakarta, Indonesia.For inquiries, contact:The ASEAN SecretariatCommunity Relations Division (CRD)70A Jalan SisingamangarajaJakarta 12110, IndonesiaPhone: (62 21) 724-3372, 726-2991Fax: (62 21) 739-8234, 724-3504E-mail: public@asean.orgASEAN: A Community of OpportunitiesCatalogue-in-Publication DataASEAN Tourism Marketing Strategy (ATMS) 2017‐2020Jakarta, ASEAN Secretariat, September 2017338.47911. Tourism – ASEAN2. Tourist Trade — Marketing — EconomicsISBN 978-602-6392-68-8The text of this publication may be freely quoted or reprinted, provided proper acknowledgement isgiven and a copy containing the reprinted material is sent to the Community Relations Division (CRD)of the ASEAN Secretariat, Jakarta.General information on ASEAN appears online at the ASEAN Website: www.asean.orgCopyright Association of Southeast Asian Nations (ASEAN) 2017.All rights reserved.
ASEAN Tourism Marketing Strategy (ATMS)2017-2020The ASEAN SecretariatJakarta
TABLE OF CONTENTSPREFACE1INTRODUCTION3ATMS Development Process4ATMS Context5PART 1: ATMS DEVELOPMENT CONTEXT71.1 Review of the Marketing Dimensions of the ASEAN Tourism Strategic PlanPART 2: SITUATION ANALYSIS8112.1 Global Forces and Trends122.1.1Changing Visitor Expectations122.1.2Demographic Changes122.1.3Experience Economy132.1.4Increasing Uncertainty152.1.5Rapid Urbanization152.1.6Sharing Economy162.1.7Technological Advancements162.1.8Tourism Growth162.2 Asia Pacific Context172.3 ASEAN Context and Situation182.3.1Regional Groupings192.4 Southeast Asia Opportunities and l Travel212.4.3Visa Policy212.4.4Hotel Investment212.4.5Key Markets222.4.6Performance Metrics222.4.7Southeast Asia Brand242.5 SWOT25PART 3: DEVELOPMENT OF THE ATMS27ASEAN Tourism Marketing Strategy 2017-2020i
PART 4: STRATEGIC DIRECTIONS AND ACTIONS31Crosscutting Theme: Development of Strategic Partnerships to Support theImplementation of the ATMSPartnership Opportunities3233STRATEGIC DIRECTION 1: IMPLEMENT THE ASEAN MARKETING ORGANIZATIONAL STRUCTURE 35Strategic Action 1.1Adopt and Implement the ASEAN Marketing Organizational Structure 36Strategic Action 1.2Engage a Marketing Agency39Strategic Action 1.3Carry Out a Brand Development Exercise39Strategic Action 1.4Conduct Ongoing Marketing Research40STRATEGIC DIRECTION 2: DEVELOP AND MARKET THE REGIONAL BRAND AND EXPERIENCES41Strategic Action 2.1Adopt Geographic Segments41Strategic Action 2.2Develop and Implement Regional Thematic Experiences42Strategic Action 2.3Determine the Interest-Based Segments43Strategic Action 2.4Establish the Distribution/Marketing Mix44STRATEGIC DIRECTION 3: DEVELOP AND ADOPT A MONITORING FRAMEWORK47Strategic Action 3.1Develop Regional Performance Metrics/KPIs47Strategic Action 3.2Develop a Baseline Information System48Strategic Action 3.3Design an ASEAN Regional Monitoring Process49PART 5: IMPLEMENTING THE STRATEGYTimeline5253FUTURE DIRECTIONS54ANNEXES55Annex 1: Terms of References for Establishing ASEAN Tourism Marketing PartnershipWorking Groupii56Annex 2: Terms of Reference for Developing Partnerships59Annex 3: Terms of Reference for ASEAN Tourism Marketing Coordinator62ASEAN Tourism Marketing Strategy 2017-2020
FIGURESFigure 1: Recurring Themes for ATMS 2017-2020Figure 2: ATMS Development ProcessFigure 3: Structure of the ATMS 2017-2020 DocumentFigure 4: Selected Global Forces and TrendsFigure 5: The Phases of the Travel JourneyFigure 6: Disciplinary Dimensions of Experience DesignFigure 7: Top 20 Destinations by International Overnight Arrivals in Asia PacificFigure 8: Regional Tourism Groupings in Southeast AsiaFigure 9: Assessment of Southeast Asia Opportunities and ConstraintsFigure 10: Share of International Visitor Arrivals to Southeast Asia (2015)Figure 11: Southeast Asia Logo and TaglineFigure 12: Descriptors of ASEAN from SurveyFigure 13: ASEAN Tourism Marketing Strategy FrameworkFigure 14: ASEAN’s Core Goals for MarketingFigure 15: Examples of Public-Private Sector Marketing Oriented PartnershipsFigure 16: ATSP 2016-2025 Implementation ArrangementsFigure 17: ASEAN Tourism Marketing ActivitiesFigure 18: Strategic Direction 1 Strategic ActionsFigure 19: Organizational Structure for ASEAN Tourism MarketingFigure 20: Potential Members of ATMPFigure 21: Recommended Brand Development ProcessFigure 22: Process for Developing Regional Marketing ApproachFigure 23: Strategic Direction 2 Strategic ActionsFigure 24: ASEAN Target Geographic SegmentsFigure 25: Overarching ThemesFigure 26: Strategic Direction 3 Strategic 424247TABLESTable 1: Top 10 Countries for Asia Pacific Destinations by Overnight IVAsTable 2: International Arrivals to Southeast Asia 2010, 2015 and 2020Table 3: Joint Objectives for Marketing and Product Development between GMS and ASEANTable 4: International Visitor Arrivals to Southeast Asia by Country of ResidenceTable 5: Purpose of Visit by CountryTable 6: Average Length of Stay by CountryTable 7: Forecasts of International Arrivals to Southeast Asia in 2020, 2025 and 2030Table 8: Strengths, Weaknesses, Opportunities and Threats for Southeast Asia as a DestinationTable 9: Strategic Direction 1 Short-Term Activities and Responsible PartiesTable 10: Interest-Based Market SegmentsTable 11: Strategic Direction 2 Short-Term Activities and Responsible PartiesTable 12: Potential Marketing Activity KPIsTable 13: Strategic Direction 3 Short-Term Activities and Responsible PartiesTable 14: Timeline of Marketing ActivitiesASEAN Tourism Marketing Strategy 2017-20201819202223232426404445484953iii
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PREFACEThe ASEAN National Tourism Organizations (NTOs) have developed the ASEAN Tourism MarketingStrategy (ATMS) 2017-2020 with a recognition that the marketing strategy will not only impact tourismbut position ASEAN in other capacities. The ASEAN marketing efforts are based on the guidingprinciples of innovation, creativity, transparency, mutual-respect and responsible development. Thestrategy has been developed within the framework of the ASEAN Tourism Strategic Plan (ATSP) 20162025 and is designed to support the overall tourism activities of the ASEAN NTOs.The ATMS 2017-2020 is built on the understanding that resource availability is an essential factor indetermining the directions that can be pursued within the strategy. Given the budget constraints forASEAN marketing opportunities, the knowledge and resourcefulness of those implementing thestrategy are vital to its success. While the budgets and human resources can be seen as a constraint,they in fact provide opportunities for innovation and creativity. Taking into account the resourceconstraints of the ASEAN Tourism Competitiveness Committee (ATCC) and developments in thedistribution landscape, the ATMS’s primary focus is not on traditional marketing that requires mediaspend but on exploring opportunities that provide the most value and allow the story of the region tobe told in a creative and engaging manner. The ATMS recognizes that public relations and social mediaare effective approaches to reaching target markets with the right message, on the right channel at theright time. The strategy is based on the ability of the NTOs to establish strong and effectivepartnerships to carry out many of the strategic actions.As the effectiveness of specific marketing channels to reach travelers evolves, so does the ASEANapproach to marketing. As peer-to-peer advocacy becomes a key influencer of people’s traveldecisions, as seen in the changes in the traveler journey, the focus of the ATMS 2017-2020 is not onpaid media but on engaging the most influential audiences (travelers) through social media networkswho are likely to become effective advocates for Southeast Asia. Additionally, the boom in digitaltechnology enables the focus to shift from traditional marketing tactics (which deliver messaging to abroad audience) to a more targeted approach using content marketing, enabling the delivery of highlycustomized content relevant to individual travelers in target markets.The recurring themes seen throughout the strategy address the changing digital landscape with asound understanding of the traveler’s journey and the nature of the experiences the region supports.These themes are shown in Figure 1.Figure 1: Recurring Themes for ATMS 2017-2020Inspire and Intercept: The need to build and leverage relationships with potential partners andtravelers by using digital and traditional channels as a platform.Preface1
Connect and Engage: The necessity of capitalizing on interaction with potential travelers by connectingdigital media to measurable goals while embracing and facilitating the sharing of information. TheNTOs recognize their responsibility to create experiences across social and digital platforms that helpdrive travelers to Southeast Asia.Measure and Optimize: The NTOs working with their stakeholders continue to discover how toeffectively leverage all the options available in digital and social media, provide travelers access to theregion, and integrate consumer feedback and analytical data in order to develop insights into travelercommunication across media.The ATMS 2017-2020 recognizes that successful marketing is based on the need to tell stories andcreate narratives that evoke a positive image of the lifestyle, culture, adventure, and romance of theregion.2ASEAN Tourism Marketing Strategy 2017-2020
INTRODUCTION
INTRODUCTIONThe ATMS 2012-2015 has served the region well but requires updating given the adoption of the ATSP2016-2025 and its implications for marketing in the rapidly changing global and regional environment.The ATMS 2017-2020 is therefore designed to provide directions and actions that can strategicallyguide the implementation of the marketing function of the region. The importance of this strategy isthat it is agile and able to adapt to rapid changes within the tourism industry globally and within theregion. The ATMS 2017-2020 has been developed to deal with the realities of 2020 and beyond. TheNTOs recognize that the ASEAN region needs to continue to be a competitive destination for travel andtourism. Since the ATSP 2016-2025 was approved, a variety of factors have changed in theenvironment in which it was developed.The ATMS 2017-2020 is the product of consultation with a range of stakeholders, making reference to anumber of studies and taking ongoing feedback and direction from the NTOs and the Secretariat. This isa living document that is to be updated on a regular basis to reflect changes in the global environmentand the priorities and policies of the member states. It is understood that the strategy will begin to beimplemented in August 2017. It is important to note that the development of the Visit ASEAN@50campaign for 2017 was developed outside of the scope of this marketing strategy.The themes proposed and explored in the ATMS 2012-2015 were Adventure Travel, Senior Long Stay,Business Travel and Experiential Travel. A survey was conducted to evaluate the brand, which isdiscussed in the Situation Analysis.For the purposes of discussion, ‘Southeast Asia’ is used to refer to the region as a single tourismdestination, while ‘ASEAN’ refers to the association of the 10 member states and the NTOs.The ASEAN Tourism Marketing Strategy was developed using the process illustrated in Figure 2.Figure 2: ATMS Development Process4ASEAN Tourism Marketing Strategy 2017-2020
ATMS ContextThe strategy development process began with a critical evaluation of the ATMS 2012-2015, with andemphasis on its accomplishments and the factors that still require attention. Alongside that evaluation,and given that the ATMS 2017-2020 is being developed within the context of the ATSP 2016-2025, themarketing dimensions of that strategy were also evaluated.A thorough situation analysis was carried out assessing the impact of global forces and trends andassessing the key factors of the ASEAN marketing context. This assessment culminated in a SWOTstatement.The final stage of development was the creation of a vision and strategic objectives that guide thedesign of three strategic directions, together with the appropriate strategic actions.The ATMS is divided into a series of parts, as shown in Figure 3.Figure 3: Structure of the ATMS 2017-2020 DocumentIntroduction5
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PART 1ATMS DEVELOPMENT CONTEXT
ATMS DEVELOPMENT CONTEXTTo provide an understanding of the context in which the ATMS was developed it is necessary to reviewthe previous strategy and assess the marketing dimensions of the ASEAN Tourism Strategic Plan 20162025.1.1 Review of the Marketing Dimensions of the ASEAN TourismStrategic PlanThe ATMS 2017-2020 has been developed within the context of the ASEAN Tourism Strategic Plan 2016-2025. While considerable activity centered on implementing the previous marketing strategy andspecific initiatives undertaken by the ASEAN Tourism Marketing and Communication Working Group(MCWG), the ATSP identified specific issues to be resolved and addressed in the new marketingstrategy. These issues include: The enhancement of the availability and reliability of market research data and analysis to guideexperience development, packaging, pricing, distribution and promotion. Better coordination of the activities of the ASEAN Tourism Product Development Working Group(PDWG) and MCWG in terms of information sharing and their respective marketing function, andto ensure that these are combined in the marketing strategy and plan. After five years of the previous ATMS the acronym “ASEAN” is still relatively unknown to mostconsumers of ASEAN tourism and most are more familiar with the region as Southeast Asia,however there is high recognition of the individual member states. The websitewww.aseantourism.travel does not routinely appear in travel searches for Southeast Asia (SEA)travel, SEA vacations, visit SEA, SEA trips or SEA tours. The ATSP recommends that the EuropeanUnion approach be adopted. A need to increase the number of tourism experiences and promote the less developed parts ofthe region where most of the poorer population lives.Specifically, the ATSP 2016-2025 recommends the following actions and policies, which the ATMS 20172020 has taken into account:Positioning and Branding ASEAN in its Markets“To minimize the potential for market confusion and ensure clarity, there is a need to revisit thequestion of how ASEAN should be positioned and branded in its markets as a single destination. Clearly,the market should be presented with one destination brand under which can be presented variousproduct thematic destinations/circuits/corridors such as the Mekong River and Cruise Corridors,equatorial ecotourism destinations of EAGA, resort corridors, adventure circuits, pilgrimage circuits,etc. In this context, the challenge going forward is not to change the positioning and branding conceptthat has already been well developed, but to refocus efforts to create the necessary momentum toimplement the positioning and branding strategy and integrate the existing regional and subregionaldestinations/corridors/circuits under this.”Networks with Multi and Bi-lateral International Partners“Given the regional nature of the tourism enterprise and the expertise required, there is a need to fullyengage the private sector as major packagers, distributors and operators and the major global andregional development partners such as ADB, USAID, WB, UNEP, AUSAID, UNESCO, UNWTO, and UNDPin the sustainable development of these assets. These organizations bring global, regional andsubregional multi-country nature and culture and community-based tourism product developmentperspectives and technical expertise that are critical to informing the development of sustainable andinclusive natural and cultural heritage products and related action at the national level by the NTOs andtheir private sectors.”8ASEAN Tourism Marketing Strategy 2017-2020
Development and Marketing of ASEAN Subregional Destinations/Corridors/Circuits“The challenge of the vision going forward is to give more attention to promoting ASEAN subregionaldestinations and circuits targeting more inclusive and measurable tourism outcomes. There are alreadydestination product development and marketing tourism programs in the Mekong, BIMP-EAGA andIMT subregions that need to be integrated into the ASEAN tourism framework and supported withtechnical assistance in the area of planning, policy, infrastructure, product development and marketing,capacity building and monitoring and evaluation.”Part 1 ATMS Development Context9
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PART 2SITUATION ANALYSIS
SITUATION ANALYSIS2.1 Global Forces and TrendsGlobal forces and trends have a significant influence on tourism offerings, experience design and futuresupply demands in Southeast Asia. Eight of these key global forces and trends, presented in Figure 4,are considered in the context of developing a marketing strategy for Southeast Asia.Figure 4: Selected Global Forces and Trends2.1.1 Changing Visitor ExpectationsIt is increasingly challenging to understand the expectations of visitors and respond with appropriateexperiences. With increasing information and sophistication, the tourist is able to identify and demandconstantly changing and evolving experiences. Many sought-after opportunities are personalized,authentic and exclusive. These are not necessarily exclusive as measured by luxury, but what is notnormally available to the mass tourist. Safety and security continue to be of importance, especially withthe nature of the geopolitical environment. One key theme to be explored is food/culinary tourism,which is an increasingly important motivator of where to visit and what to do.Uncertainty and instability have changed the behavior of travelers. Geopolitical realities play a role inthe motivation for travel, and can indirectly affect destinations. The perception of a destination’ssafety and security impacts the number of visitor arrivals. Governments and travel associations play aninfluential role in encouraging and communicating the safety situation of a destination or region.Technology provides opportunities for information dissemination, to position and educate travelersboth before and during travel. One element of taming fears about traveling is creating andcommunicating a nurturing environment and celebrating the tourism culture of the region, from thepeople to the food and the culture of hospitality.2.1.2 Demographic ChangesThere are several demographic changes that present challenges for some destinations andopportunities for others.12ASEAN Tourism Marketing Strategy 2017-2020
Female TravelersThere is a growing segment of female travelers for both business and leisure. These female travelersoften seek adventure and some travel companies are responding with women-only adventure tours.Safety and security are important for any traveler, but play an especially important role in decisionmaking for female travelers, particularly solo travelers.Growing Middle-ClassAn increasing part of the global population is considered to be middle class,1 due to an increase inincomes and a decrease in poverty levels. In 2009 the middle-class population was 1.8 billion and thisis projected to increase to 3.2 billion by 2020 and 4.9 billion by 2030.2 The largest segment of themiddle class is predicted to be from the Asia-Pacific region, representing about two thirds of the globalmiddle class population (66%) by 2030. While in Europe (14%) and North America (7%) the growth willcome to a halt and there wil
Table 1: Top 10 ountries for Asia Pacific Destinations by Overnight IVAs 18 Table 2: International Arrivals to Southeast Asia 2010, 2015 and 2020 19 Table 3: Joint Objectives for Marketing and Product Development between GMS and ASEAN 20 Table 4: International Visitor Arrivals to Southeast Asia by ountry of Residence 22
Key structural policy challenges . APO Asian Productivity Organization ASAPCP ASEAN Strategic Action Plan for Consumer Protection ASCC ASEAN Socio-Cultural Community ASEAN Association of Southeast Asian Nations ASEAN 3 ASEAN-10 countries plus China, Japan and South Korea ASEAN 6 ASEAN 3 countries plus Australia, India and New Zealand ASEAN-5 Indonesia, Malaysia, the Philippines, Thailand and .
ASEAN 1 y RECEP, al menos hasta ahora, aparezcan como iniciativas limitadas a AP ASEAN (10): hacia la ASEAN Economic Community (Mercado Único) en 2015 ASEAN 1: la ASEAN, separadamente, con las 6 principales economías de AP(Aus, China, India, Japón, NZ y Rep. Corea) ASEAN 3: un área de libre comercio que reúna a ASEAN (10), China, Japón y Corea,
6 List of Abbreviations ASEAN Statistical Report on Millennium Development Goals 2017 List of Abbreviations AIDS Acquired Immunodeficiency Syndrome AMS ASEAN Member States ASEAN Association of Southeast Asian Nations ASEAN-6 Brunei Darussalam, Indonesia, Malaysia, Philippines, Singapore, and Thailand ASEANstats Statistics Division of the ASEAN Secretariat CLMV Cambodia, Lao PDR, Myanmar, and .
Russia Summit in Sochi the ASEAN-Russia Eminent Persons Group, which included representatives of all ten ASEAN member states and Russia, issued its report titled "ASEAN and Russia: a Future-Oriented Multidimensional Strategic Partnership". Its main recommendation was about upgrading ASEAN-Russia relations to the level of strategic partnership
ASEAN Member States, this IMTS Yearbook contains comprehensive statistics on ASEAN trade in goods through a ten-year data series (1993 to 2013) highlighting . Jakarta, March 2015. TABLE OF CONTENTS Methodological Notes and Sources 1 1 Trends in ASEAN Trade 3 1A Trend in ASEAN Trade 4 1B Trend in Extra-ASEAN Trade 9
Sustainable Tourism Development Manila,Philippines August 13-16, 2018 4th ASEAN Tourism Marketing Partnership Working Group Meeting Cagayan De Oro City, Philippines September 2-6, 2018 53rd APEC Tourism Working Group Meeting Manila,Philippines September 16-21, 2018 ASEAN Plus Three Tourism Youth Summit 2018
Indispensable economic partners The economies of Japan and ASEAN countries are becoming increasingly interdependent. With the growing cross-border movement of people, goods, money, information, etc., ASEAN has become the second largest trade partner of Japan, after China, as of 2013 and Japan is the second largest non-ASEAN investor for ASEAN .
3 ISSUE: 2021 No. 157 ISSN 2335-6677 INTRODUCTION The 24th ASEAN-China summit in October 2021 announced the establishment of the ASEAN-China Comprehensive Strategic Partnership (CSP), adding a new nomenclature but not necessarily a new category in ASEAN's dialogue relations.1 The ASEAN-China CSP was formally launched at the Commemorative Summit to celebrate the 30th anniversary
