Chapter 3 Summary
Chapter 3 presents the research methodology, clarifies the quantitative research method, data collection methods, sampling, data collection tools, data collection process and data processing based on the research model of service quality. The author constructs a questionnaire in English and Vietnamese that is used to collect customer feedback, thereby providing a database for analyzing research results and discussing in Chapter 4.
Chapter 4: RESEARCH RESULTS
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Identify Rating Levels and Rating Scales
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of the islanders. Therefore, this indicator will be divided into two sub-indicators:
a1. Natural tourism attractiveness a2. Cultural tourism attractiveness
b. Tourist capacity
The two island communes in Quan Lan have different capacities to receive tourists. Minh Chau Commune is home to many standard hotels and resorts, attracting high-income domestic and international tourists. Meanwhile, Quan Lan Commune has many motels mainly built and operated by local people, so the scale and quality are not high, and will be suitable for ordinary tourists such as students.
c. Time of exploitation of Quan Lan Island Commune:
Quan Lan tourism is seasonal due to weather and climate conditions and festivals only take place on certain days of the year, specifically in spring. In Quan Lan commune, the period from April to June and from September to November is considered the best time to visit Quan Lan because the cultural tourism activities are mainly associated with festivals taking place during this time.
Minh Chau island commune:
Tourism exploitation time is all year round, because this is a place with a number of tourist attractions with diverse ecosystems such as Bai Tu Long National Park Research Center, Tram forest, Turtle Laying Beach, so besides coming to the beach for tourism and vacation in the summer, Minh Chau will attract research groups to come for tourism combined with research at other times of the year.
d. Sustainability
The sustainability of ecotourism sites in Quan Lan and Minh Chau communes depends on the sensitivity of the ecosystems to climate changes.
landscape. In general, these tourist destinations have a fairly high level of sustainability, because they are natural ecosystems, planned and protected. However, if a large number of tourists gather at certain times, it can exceed the carrying capacity and affect the sustainability of the environment (polluted beaches, damaged trees, animals moving away from their habitats, etc.), then the sustainability of the above ecosystems (natural ecosystems, human ecosystems) will also be affected and become less sustainable.
e. Location and accessibility
Both island communes have ports to take tourists to visit from Van Don wharf:
- Quan Lan – Van Don traffic route:
Phuc Thinh – Viet Anh high-speed boat and Quang Minh high-speed boat, depart at 8am and 2pm from Van Don to Quan Lan, and at 7am and 1pm from Quan Lan to Van Don. There are also wooden boats departing at 7am and 1pm.
- Van Don - Minh Chau traffic route:
Chung Huong high-speed train, Minh Chau train, morning 7:30 and afternoon 13:30 from Van Don to Minh Chau, morning 6:30 and afternoon 13:00 from Minh Chau to Van Don.
f. Infrastructure
Despite receiving investment attention, the issue of infrastructure and technical facilities for tourism on Quan Lan Island is still an issue that needs to be resolved because it has a direct impact on the implementation of ecotourism activities. The minimum conditions for serving tourists such as accommodation, electricity, water, communication, especially medical services, and security work need to be given top priority. Ecotourism spots in Minh Chau commune are assessed to have better infrastructure and technical facilities for tourism because there are quite complete and synchronous conditions for serving tourists, meeting many needs of domestic and foreign tourists.
3.2.1.4. Determine assessment levels and assessment scales
Corresponding to the levels of each criterion, the index is the score of those levels in the order of 4, 3, 2, 1 decreasing according to the standard of each level: very attractive (4), attractive (3), average (2), less attractive (1).
3.2.1.5. Determining the coefficients of the criteria
For the assessment of DLST in the two communes of Quan Lan and Minh Chau islands, the students added evaluation coefficients to show the importance of the criteria and indicators as follows:
Coefficient 3 with criteria: Attractiveness, Exploitation time. These are the 2 most important criteria for attracting tourists to tourism in general and eco-tourism in particular, so they have the highest coefficient.
Coefficient 2 with criteria: Capacity, Infrastructure, Location and accessibility . Because the assessment area is an island commune of Van Don district, the above criteria are selected by the author with appropriate coefficients at the average level.
Coefficient 1 with criteria: Sustainability. Quan Lan has natural and human-made ecotourism sites, with high biodiversity and little impact from local human factors. Most of the ecotourism sites are still wild, so they are highly sustainable.
3.2.1.6. Results of DLST assessment on Quan Lan island
a. Assessment of the potential for natural tourism development
For Minh Chau commune:
+ Natural tourism attractiveness is determined to be very attractive (4 points) and the most important coefficient (coefficient 3), so the score of the Attractiveness criterion is 4 x 3 = 12.
+ Capacity is determined as average (2 points) and the coefficient is quite important (coefficient 2), then the score of Capacity criterion is 2 x 2 = 4.
+ Exploitation time is long (4 points), the most important coefficient (coefficient 3) so the score of the Exploitation time criterion is 4 x 3 = 12.
+ Sustainability is determined as sustainable (4 points), the important coefficient is the average coefficient (coefficient 1), so the score of the Sustainability criterion is 4 x 1 = 4 points
+ Location and accessibility are determined to be quite favorable (2 points), the coefficient is quite important (coefficient 2), the criterion score is 2 x 2 = 4 points.
+ Infrastructure is assessed as good (3 points), the coefficient is quite important (coefficient 2), then the score of the Infrastructure criterion is 3 x 2 = 6 points.
The total score for evaluating DLST in Minh Chau commune according to 6 evaluation criteria is determined as: 12 + 4 + 12 + 4 + 4 + 6 = 42 points
Similar assessment for Quan Lan commune, we have the following table:
Table 3.3: Assessment of the potential for natural ecotourism development in Quan Lan and Minh Chau communes
Attractiveness of self-tourismof course
Capacity
Mining time
Sustainability
Location and accessibility
Infrastructure
Result
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
CommuneMinh Chau
12
12
4
8
12
12
4
4
4
8
6
8
42/52
Quan CommuneLan
6
12
6
8
9
12
4
4
4
8
4
8
33/52
b. Assessment of the potential for humanistic tourism development
For Quan Lan commune:
+ The attractiveness of human tourism is determined to be very attractive (4 points) and the most important coefficient (coefficient 3), so the score of the Attractiveness criterion is 4 x 3 = 12.
+ Capacity is determined to be large (3 points) and the coefficient is quite important (coefficient 2), then the score of the Capacity criterion is 3 x 2 = 6.
+ Mining time is average (3 points), the most important coefficient (coefficient 3) so the score of the Mining time criterion is 3 x 3 = 9.
+ Sustainability is determined as sustainable (4 points), the important coefficient is the average coefficient (coefficient 1), so the score of the Sustainability criterion is 4 x 1 = 4 points.
+ Location and accessibility are determined to be quite favorable (2 points), the coefficient is quite important (coefficient 2), the criterion score is 2 x 2 = 4 points.
+ Infrastructure is rated as average (2 points), the coefficient is quite important (coefficient 2), then the score of the Infrastructure criterion is 2 x 2 = 4 points.
The total score for evaluating DLST in Quan Lan commune according to 6 evaluation criteria is determined as: 12 + 6 + 6 + 4 + 4 + 4 = 36 points.
Similar assessment with Minh Chau commune we have the following table:
Table 3.4: Assessment of the potential for developing humanistic eco-tourism in Quan Lan and Minh Chau communes
Attractiveness of human tourismliterature
Capacity
Mining time
Sustainability
Location and accessibility
Infrastructure
Result
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Quan CommuneLan
12
12
6
8
9
12
4
4
4
8
4
8
39/52
Minh CommuneChau
6
12
4
8
12
12
4
4
4
8
6
8
36/52
Basically, both Minh Chau and Quan Lan localities have quite favorable conditions for developing ecotourism. However, Quan Lan commune has more advantages to develop ecotourism in a humanistic direction, because this is an area with many famous historical relics such as Quan Lan Communal House, Quan Lan Pagoda, Temple worshiping the hero Tran Khanh Du, ... along with local festivals held annually such as the wind praying ceremony (March 15), Quan Lan festival (June 10-19); due to its location near the port and long exploitation time, the beaches in Quan Lan commune (especially Quan Lan beach) are no longer hygienic and clean to ensure the needs of tourists coming to relax and swim; this is also an area with many beautiful landscapes such as Got Beo wind pass, Ong Phong head, Voi Voi cave, but the ability to access these places is still very limited (dirt hill road, lots of gravel and rocks), especially during rainy and windy times; In addition, other natural resources such as mangrove forests and sea worms have not been really exploited for tourism purposes and ecotourism development. On the contrary, Minh Chau commune has more advantages in developing ecotourism in the direction of natural tourism, this is an area with diverse ecosystems such as at Rua De Beach, Bai Tu Long National Park Conservation Center...; Minh Chau beach is highly appreciated for its natural beauty and cleanliness, ranked in the top ten most beautiful beaches in Vietnam; Minh Chau commune is also home to Tram forest with a large area and a purity of up to 90%, suitable for building bridges through the forest (a very effective type of natural ecotourism currently applied by many countries) for tourists to sightsee, as well as for the purpose of studying and researching.
Figure 3.1: Thenmala Forest Bridge (India) Source: https://www.thenmalaecotourism.com/(August 21, 2019)
3.2.2. Using SWOT matrix to evaluate Quan Lan island tourism
General assessment of current tourism activities of Quan Lan island is shown through the following SWOT matrix:
Table 3.5: SWOT matrix evaluating tourism activities on Quan Lan island
Internal agent
Strengths- There is a lot of potential for tourism development, especially natural ecotourism and humanistic ecotourism.- The unskilled labor force is relatively abundant.- resource environmentunpolluted, still
Weaknesses- Poorly developed infrastructure, especially traffic routes to tourist destinations on the island.- The team of professional staff is still weak.- Tourism products in general
quite wild, originalintact
general and DLST in particularalone is monotonous.
External agents
Opportunity- Tourism is a key industry in the socio-economic development strategy of the province and Van Don economic zone.- Quan Lan was selected as a pilot area for eco-tourism development within the framework of the green growth project between Quang Ninh province and the Japanese organization JICA.- The flow of tourists and especially ecotourism in the world tends toincreasing
Challenge- Weather and climate change abnormally.- Competition in tourism products is increasingly fierce, especially with other localities in the province such as Ha Long, Mong Cai...- Awareness of tourists, especially domestic tourists, about ecotourism and nature conservation is not high.
Through summary analysis using SWOT matrix we see that:
To exploit strengths and take advantage of opportunities, it is necessary to:
- Diversify products and service types (build more tourism routes aimed at specific needs of tourists: experiential tourism immersed in nature, spiritual cultural tourism...)
- Effective exploitation of resources and differentiated products (natural resources and human resources)
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Assessment of the Quality of Sustainable Tourism Development Factors in Nghe An Province from Provincial Tourism Management Officers -
Discussion on Causes, Limitations and Existing Problems of Short-Term Loan Service Quality Khdn -
Current situation and solutions to improve the quality of room service at Habana Hotel - 2 -
Concept of Hotel Room Service Quality
4.1. Evaluation of the current status of service quality and quality management at Park Hyatt Saigon Hotel
4.1.1. General introduction about Park Hyatt Saigon hotel
Park Hyatt Saigon Hotel was granted an investment license on July 6, 1994, started construction in 1996, was suspended in 1997 when the financial crisis occurred in Asia, the project was restored in 2005 and came into operation on July 15, 2005. Hyatt International Group signed an agreement with Grand Imperial Saigon Ltd to manage Park Hyatt Saigon on behalf of the investor according to Park Hyatt management standards. (See hotel photos in Appendix 1).
True to the brand's mission, always giving customers absolute privacy with attentive, thoughtful, and cozy care. Park Hyatt Saigon staff always keep in mind that each customer is a relative and we will welcome them as if welcoming close family members, giving them the feeling of coming home (Dang Vu, 2017). The hotel's exterior architecture is the first proof, it is a classic French architecture, simply a 9-storey ivory-white building, with small white windows, the front area of the hotel is decorated with a areca flower garden and a fountain. Different from the simplicity of the outside, from the main gate entering is a lobby with extremely elegant staff. The uniform of the female receptionist is a noble white ao dai, imbued with traditional Vietnamese features. On the walls, black and white paintings depicting historical periods and characteristics of Vietnamese culture add to the ancient beauty of the hotel. The hotel's walkways are luxuriously carpeted with yellow lights, demonstrating international 5-star class but still very cozy and intimate.
4.1.2. Hotel facilities and equipment.
The facilities of Park Hyatt Saigon Hotel are very modern and beautifully decorated, most of the equipment is imported from foreign countries such as Germany, Italy and Thailand. The items used to serve guests such as knives, spoons, forks, water pitchers, etc. are all silver plated and polished. The food containers used to serve guests are all made of high-quality enameled ceramic imported from Thailand. Types of coffee machines,
The beverage, blender, and juicer are equipped with modern equipment imported from Germany. The air conditioner and air purifier are designed in the wall, the tables, chairs, and lighting systems are checked daily and repaired immediately when there is a problem.
Micros system is fully equipped for all areas. Landscape and decoration system is taken care of weekly.
Park Hyatt Saigon Hotel has a total of 245 bedrooms, equipped with very modern facilities such as: Electrical system using sensor function, Smart TV, guests can view information on iPad,...
4.1.3. Hotel services
* Accommodation:
According to the Park Hyatt Saigon hotel accommodation department (2017), the hotel currently has a total of 245 rooms with the most comfortable room types according to five-star standards in Ho Chi Minh City.
Room types:
157 rooms (126 king beds, 31 double beds)
55 Park Garden View rooms (51 king beds, 4 double beds) 10 Park Deluxe rooms (9 king beds, 1 double bed)
9 Park Suites.
5 rooms Lam Son Suite
2 Park Deluxe Suite rooms
6 rooms Park Executive Suite
1 Presidential Suite
* Cuisine:
According to the Park Hyatt Saigon hotel food and beverage department (2017), the hotel's dining area includes:
Square One Restaurant – with its elegant, cozy style, serving a variety of dishes, can satisfy different tastes at the same time. A “live show experience” – where Vietnamese and European dishes are served in the same area with a separate wine bar, outdoor balcony area and four separate dining rooms.
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Opera Restaurant – Modern and rustic Italian restaurant with an outdoor dining area overlooking Lam Son Square. The restaurant features an impressive glass wine display and an open kitchen serving fresh and delicious Italian dishes that match the seasonal ingredients.
Park Lounge – The perfect place for business meetings or social gatherings, elegantly designed with floor-to-ceiling glass windows creating a perfect view. A must-visit place in the heart of Ho Chi Minh City.
2 Lam Son Bar – a unique entertainment venue with a contemporary design, featuring a stainless steel and glass bar structure. In a private, relaxing and smoke-free space, 2 Lam Son will serve premium drinks and signature cocktails with professional DJs and selected music.
* Entertainment:
- Spa service area with 4 treatment rooms
- Steam room and whirlpool tub
- Beauty and body care services
- 20 meter outdoor swimming pool surrounded by tropical gardens
- Gym with full modern facilities open 24/7
* Other services and amenities:
- Private butler service
- 24/7 room service
- 24/7 customer information service, including concert ticket purchases, gallery listings, shopping locations and more
- Fully equipped business information and service center
- Babysitting service (book in advance)
- Laundry service
- Room cleaning service twice a day
- Luxury car pick up at airport
- 24/7 management staff
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- Hotel staff speak multiple languages
- Sightseeing tour services
- All payment cards are accepted
Business Service Center:
- Located in the Lobby area, the center provides the following services:
- Free 24/7 Internet for hotel guests
- Translation and text editing services.
- Printing, photocopying, document binding, fax sending and receiving services
- Mail and freight services
Special business advantages of the Hotel:
- Premium garden view rooms and superior rooms with balcony and private access to garden and swimming pool;
- 24/7 private butler service on all floors;
- French colonial style with modern and luxurious technical equipment
important;
- Harmonious integration of local characteristics into experiences
overall;
- Collections of art paintings with exhibition quality standards created by famous domestic artists;
- The spacious outdoor swimming pool area creates a peaceful place to relax among romantic gardens;
- The only event venue in the City with an open kitchen serving restaurant quality dishes;
- Pool House – the only outdoor event space in the city with natural light and stunning views of the pool and garden; serving restaurant-quality food with outdoor dining and grilling areas;
- Large column-free meeting room with separate car entrance.
4.1.4. Organizational structure, functions, tasks and number of staff of Park Hyatt Saigon Hotel
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The departments of the hotel are connected and bound together very closely and reasonably. Each department has its own task but when combined, they also aim to meet customer needs with the best standards; therefore, in the process of operation, it requires smooth coordination and close connection between departments to bring about efficiency in work.
To ensure the hotel operates continuously, regularly, in an orderly manner and operates effectively, the management system of Park Hyatt Saigon is organized as follows:
* Hotel organization chart

Diagram 4.1: Organizational structure of Park Hyatt Saigon hotel
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(Source: Park Hyatt Saigon Hotel Human Resources Department , 2017 )
Through the diagram, we can see that the hotel is applying the functional management method, which means organizing employees with similar skills into groups to perform similar tasks. With this management organization, the Hotel Board of Directors creates conditions for departments to work effectively and achieve high productivity thanks to the orientation of key and specialized expertise.
* Duties and functions:
General Director:
The Board of Directors is the department with the highest administrative function in hotel management. Under the guidance and direction of the General Director, it plans work, rules and regulations to achieve the set business goals; supervises, inspects and directs departments to complete assigned tasks; coordinates relationships and work between departments, represents the hotel in contacting external organizations; handles daily administrative tasks to ensure normal business operations.
Deputy General Manager
Assisting the General Director in hotel management, acting on behalf of the General Director when he is absent. The functions, duties and powers of the Deputy General Director are decided by the General Director according to the Hotel's charter and other legal documents.
Front office department
This is the operations center of the entire hotel, the contact department between guests and the hotel, the consulting department, assisting the Board of Directors in management.
Due to 24/7 work requirements, employees work in shifts, night shifts are usually male.
The front desk is responsible for checking guests in, assisting them with meals and other services during their stay;
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Resolve cases of room changes, sudden check-outs, complaints about room service, food and beverage, etc.
The hotel front office department includes: Department Head, Deputy Department Head, Front Office Team Leader and staff from each department.
Room Division
The housekeeping department performs the function of accommodation service business. This department accounts for a large proportion of the hotel's revenue.
The duty of the housekeeping department is to serve guests in the best, most attentive and polite way.
Housekeeping department work areas: Bedroom area, public area and laundry department.
Housekeeping staff work in 3 shifts: Shift 1: 07:00 AM – 03:45 PM
Shift 2: 02:00 PM – 10:45 PM
Shift 3: 10:30 PM – 07:15 AM
But due to the nature of the day office department's work, the night shift has a small number of employees, just to serve the needs of customers, so usually only one or two employees stay to work.
Food and beverage department : Its main function is to sell food and beverages and serve the dining needs of guests at the restaurant. The food and beverage department is one of the largest departments and also plays an important role in the hotel. This department has a large number of employees and its revenue accounts for a large proportion of the hotel's total revenue.
Sales Department : The main function of this department is to be the bridge between customers and the hotel. This department is responsible for determining the selling price and adjusting the price to suit the market and the business plan; organizing and implementing the sale of rooms; organizing and implementing promotional activities for the hotel.
Accounting Department: Responsible for monitoring all financial activities of the Hotel, performing accounting work, controlling income and sales, preparing bank deposits, collecting late payments, preserving cash...





