In the tourism landscape of Bangladesh, two government organizations – the Bangladesh Tourism Board (BTB) and the Bangladesh Parjatan Corporation (BPC) – play central but distinct roles. While they both fall under the Ministry of Civil Aviation and Tourism, their responsibilities and functions differ, and a clear understanding of their mandates is crucial for improving the sector.

Bangladesh Tourism Board (BTB)

The Bangladesh Tourism Board was established in 2010 as the national tourism organization, primarily tasked with the marketing and promotion of the country's tourism industry. Its key responsibilities include:

• Branding and Marketing: The BTB is responsible for developing and implementing a national branding strategy to position Bangladesh as a desirable tourist destination on a global scale. This includes creating promotional campaigns, organizing familiarization tours for foreign tour operators and media, and participating in international travel fairs.
• Policy and Planning: The BTB plays a role in formulating and executing tourism policies. This includes developing master plans for tourism, such as the Bangladesh Tourism Master Plan, and collaborating with various government agencies and stakeholders to ensure a cohesive approach to tourism development.
• Research and Data Collection: The board is expected to conduct research and collect data on tourist arrivals, preferences, and economic contributions to inform policy decisions and marketing strategies.
• Facilitating Private Sector Growth: The BTB works to create a favorable environment for private sector investment in tourism. It acts as a liaison between the government and private tour operators, hoteliers, and other service providers.

Roles the BTB Can Play to Improve the Sector:

• Aggressive and Targeted Marketing: The BTB needs to move beyond generic campaigns and develop targeted marketing strategies for specific source markets. This involves a strong digital presence, leveraging social media, and showcasing niche tourism products like eco-tourism, cultural heritage, and river cruises.
• Effective Public-Private Partnerships: While the BTB is responsible for promotion, a major challenge is the lack of coordination with other government bodies and the private sector. The board must strengthen its collaboration with private tour operators, airlines, and hospitality businesses to create attractive tour packages and improve service quality.
• Data-Driven Decision Making: The BTB must overcome its limited access to reliable data and work with immigration and statistical agencies to get accurate information on tourist arrivals and their spending habits. This data is essential for effective policy planning, infrastructure development, and resource allocation.
• Streamlining Bureaucracy: The BTB should advocate for and help implement policies that simplify visa procedures for tourists and reduce bureaucratic hurdles that can deter visitors.

Bangladesh Parjatan Corporation (BPC)

Established in 1973, the Bangladesh Parjatan Corporation is an autonomous public sector body with a primary focus on the development and operation of tourism infrastructure and services. Its responsibilities are more hands-on and commercial compared to the BTB's promotional role. The BPC's key functions include:

• Infrastructure Development: The BPC is tasked with acquiring, establishing, and operating tourism facilities like hotels, motels, restaurants, and resorts in key tourist areas. It has been a pioneer in creating infrastructure where the private sector has been hesitant to invest.

• Providing Services: The BPC offers a range of services directly to tourists, including guided tours, transport services, and sightseeing packages. It operates several hotels and motels across the country.

• Human Resource Development: Through the National Hotel and Tourism Training Institute (NHTTI), the BPC is responsible for training and developing a skilled workforce for the hospitality and tourism sectors.

• Facilitating Investment: The BPC works to attract private investment by identifying potential tourism projects and entering into public-private partnerships (PPPs) for the development of tourism facilities.

Roles the BPC Can Play to Improve the Sector:

• Modernization of Facilities: The BPC must upgrade and modernize its existing hotels, motels, and other tourist facilities to meet international standards. Many of its properties are outdated and cannot compete with private-sector alternatives.

• Focus on Public-Private Partnerships: Instead of operating all facilities itself, the BPC should act as a facilitator, attracting private investment through lucrative PPP models. This will allow the BPC to leverage private capital and expertise to develop world-class tourism infrastructure.

• Enhancing Training Programs: The National Hotel and Tourism Training Institute (NHTTI) needs to be reformed and its curriculum updated to address the current skill gaps in the industry. It should provide professional training in modern hospitality management, digital marketing, and sustainable tourism practices.

• Pioneering New Tourism Products: The BPC should take the lead in developing new and innovative tourism products, such as eco-lodges in remote areas, specialized adventure tours, and cultural trails that highlight Bangladesh's diverse heritage.

In essence, while the BTB is the marketing and policy arm, the BPC is the operational and developmental arm of the government's tourism efforts. For the sector to truly flourish, these two organizations must work in closer coordination, with clearly defined roles and a shared vision. The BTB should focus on creating demand through effective global promotion, and the BPC should ensure that the supply—the infrastructure and services—is of high quality to meet that demand.