Analysis of the competitiveness of tourism clusters in Kien Giang province

900,000

800,000

700,000

600,000

500,000

400,000

300,000

200,000

100,000

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Year

Domestic visitors to Kien Giang

International visitors to Phu Quoc

International visitors to Kien Giang

Domestic visitors to Phu Quoc

Number of visitors

Appendix 3.7: Number of visitors to Kien Giang through tourism businesses

Source: Department of Culture, Sports and Tourism of Kien Giang province, Tourism results report 2000-2012

14000

12000

10000

8000

6000

4000

2000

Year 2008

Year 2009

Year 2010

2011

People

Appendix 3.8: Major international tourist markets to Kien Giang

Source: Department of Culture, Sports and Tourism of Kien Giang province, Statistics of international visitors 2008-2012

Appendix 3.9: Number of visitors to Kien Giang

First time Second time Third time or more

Domestic guests

Foreign guests

Appendix 3.10: Tourism revenue divided by revenue sources from 2010-2012

600,000

500,000

room for rent

food and beverage sales

400,000

travel

300,000

tourist transport

Other revenue

200,000

sell goods

100,000

Providing traffic services and tourist services

Amount paid to the budget

2010

2011

2012

Source: Department of Culture, Sports and Tourism of Kien Giang province, Tourism results report 2010-2012

Appendix 4.1: Assessment of cluster competitiveness and recommendations

Strengths

Weaknesses

Key Recommendations

book

The agency has

responsibility

Input condition factors

(+) Great potential for ecotourism: Wild nature, not yet exploited much; Rich and beautiful sea, islands, and forests.

(+) Favorable climate. (+) Diverse traffic and means of transportation to the province.

(-) Environmental sanitation quality has deteriorated.

(-) Mineral resources are favorable for the development of construction materials industry.

(-) Basic infrastructure within the province is still poor.

(-) Low quality human resources.

(-) Knowledge resources are still at a weak level.

(-) Low capital and

not focused on developing tourism

 Raise awareness of the value of the environment.

 Infrastructure investment.

 Improve the quality of human resources

 Attracting investment capital into tourism effectively

(G, U, P) (G) (G,U,P)

(G)

Strategic and competitive context

(-) Spread investment, lack of strict management

(-) Lack of competition

(-) Lack of professionalism

(-) The tourism environment is threatened by industrial development.

 Limit the exploitation of construction materials at tourist development locations.

 Planning for eco-labeling

 Link tourism with provinces and countries that can develop eco-tourism

 Encourage special investment in eco-tourism

(G)

(G,U)

(G)

Factors

(+) Customer market

(-) Number of guests

 Customer focus

(G,P)

Maybe you are interested!

demand conditions

domestic and foreign increased steadily.

(+) There is a need for DLST

(+) Tourists are highly concerned about the issue

environment

international still few

The target is tourists with eco-tourism needs.

 Attract international tourists

(G,P)

Supporting and related industries

(-) Support institutions and services are not yet linked and have not been planned for development.

(-) The tourism information and communication program has not been implemented well. (-) Supporting services such as souvenirs and food services have their own characteristics but have not exploited their strengths. (-) There are no quality professional training facilities.

High

 Focus on implementing policies to promote eco-tourism

 Training and research on ecotourism

 Enhance cooperation between related services

 Service quality management, souvenirs

(G)

(G,U,P)

(G)

The role of government

(+) Orientation for development of sea and island tourism

and DLST

(-) There is no development strategy and

clear action

Note:

G: State agencies (Department of Culture, Sports and Tourism, Department of Natural Resources and Environment, Department of Science and Technology,...) U: Schools, training centers; P: Tourism businesses

Appendix 4.2: Concept of DTSQ Area

In terms of space, each BTSQ must be planned into three distinct zones: core zone, buffer zone and transition zone. Each BTSQ can have one or more core zones, which are areas belonging to the national network for biodiversity conservation, monitoring, research and education activities with minimal impact on ecosystems. Buffer zones often surround the core zone, developing the economy on the basis of ecological sustainability such as implementing agroforestry, environmental tourism, environmental education. The outermost transition zone implements economic development models, infrastructure, sustainable agriculture, meeting and working place for scientists, managers, business sectors, cultural activities... to manage and develop natural resources sustainably. Although structured in concentric circles, the size and layout are very flexible and diverse depending on the situation in each locality.

The Mata Atlantica Biosphere Reserve (Brazil) is a typical example of zoning to perform the three functions of a Biosphere Reserve. With a total area of over 78 million hectares (62 million hectares on land and 16 million hectares on sea), the core zone includes 16 national parks and reserves, which are successfully connected by ecological corridors and closely linked to buffer zones and transition zones. With this approach, biodiversity conservation efficiency is enhanced thanks to a large ecological connectivity system and maintaining habitats for animal species almost in their natural state. Thus, conservation efficiency is also enhanced along with the country's socio-economic development.

With new thinking and new ways of doing things, Sinhâraja Biosphere Reserve (Sri Lanka) has brought about a major change in the country's forestry policy, shifting from strict conservation to participatory management with the community, traditional rights, cultural values and religious beliefs of the people are recognized and respected, the government works with local partners, private enterprises, civil society organizations to create a network of conservation for development and development for conservation, contributing to increasing people's income and the effectiveness of biodiversity conservation has increased many times compared to before.

Source: Prof. Dr. Nguyen Hoang Tri (2012), DTSQ Area - Sustainable Development Model: Experience in the World and Vietnam