Basis for Proposing Solutions to Exploit Culinary Values ​​for Ben Tre Tourism Development

not only a means of survival but also elevated to the level of art and creativity. Food and drink in Ben Tre can be used to build a 'sense of place' and local identity through differentiation. Sense of place can include history, local features, people, legends, geography, landscape, weather, social environment…

Through a visit to a food festival, a cooking class, or a home-cooked meal experience, visitors can gain a better sense of Ben Tre’s traditions and values. In addition, cuisine plays an important role in meaningfully distinguishing destinations, such as when coming to Chau Thanh, one must enjoy green-skinned grapefruit, experience and enjoy My Long rice paper, Son Doc cake, or enjoy the cute little coconut candies… Or when coming to Ben Tre city, one must enjoy Hu Tieu Pate restaurant, eat a cup of Thay Ton sweet soup… Local and regional cuisine can add value to a destination because visitors consume the products of the destination. Understanding local, regional, and national cuisine is gradually becoming an attraction for visitors. Local cuisine is a fundamental component of the destination’s attributes, increasing the scope of attraction and overall tourism experience. This makes Ben Tre cuisine an essential part of the local tourism product. Ben Tre culinary tourism will develop better if we know how to exploit local culinary culture and slower if we do not know how to connect and exploit culinary cultural values ​​to develop Ben Tre culinary tourism. However, currently, tourism activities also affect the preservation of regional cultural identity such as having to adjust the taste to suit visitors from many different regions.

Chapter 3 Summary

Thanks to the unique tourism resources along with the enhancement of marketing and tourism promotion activities, the number of tourists coming to Ben Tre and revenue have been increasing year by year. In recent years, the Ben Tre tourism industry has been investing more in tourism technical facilities, including dining establishments, to serve and develop tourism. Many types of tourism products have been and are being exploited such as eco-tourism, community tourism, sea tourism, resorts, cultural and historical relic tours, etc. In all these types of tourism, tourists can combine sightseeing, relaxation and enjoying cuisine.

Local cuisine from luxury restaurants to popular eateries or at local families' meals welcoming guests to stay. Cuisine has become the largest source of revenue in the province's tourism services. In addition, like in many places, enjoying culinary culture is the second reason after nature excursions that tourists are interested in when coming to Ben Tre. This shows that cuisine plays an important role in developing programs as well as contributing to creating the image of tourism, an indispensable need of tourists when visiting and experiencing in Ben Tre.

Although cuisine has been widely exploited and used to attract tourists, the exploitation of Ben Tre culinary culture has only stopped at integrating into the chain of events and tours. The organization of culinary services for guests is still spontaneous, and specialized areas and programs on local culinary specialties have not been formed. The introduction and promotion of Ben Tre cuisine in an organized manner is still an open issue. Many unique local culinary products have not been fully exploited. Cuisine is still only a supporting factor to serve the basic needs of guests, but has not become the purpose of the trip. The role of culinary culture has not been respected, and has not been paid attention to effectively exploiting in tourism activities. The systematic and in-depth introduction of local culinary culture is an issue that needs to be solved to develop culinary tourism here.

Chapter 4

SOLUTIONS TO PROMOTE CULINARY VALUES WITH TOURISM DEVELOPMENT IN BEN TRE PROVINCE

4.1. Basis for proposing solutions to exploit culinary values ​​to develop tourism in Ben Tre

4.1.1. Government Strategy and Action Program of Ben Tre

From the need to develop tourism and culinary tourism in Ben Tre, based on the analysis and assessment of the current status of culinary tourism development in the province, the topic proposes a number of proposals and solutions to promote and develop culinary tourism in Ben Tre.

The first basis for proposing solutions is the Decision approving the Vietnam Tourism Development Strategy to 2030, issued under Decision No. 147/QD-TTg dated January 22, 2021 of the Prime Minister, with the following viewpoint:

- Developing tourism to truly become a spearhead economic sector, creating a driving force to promote the development of other sectors and fields, contributing significantly to the formation of a modern economic structure.

- Develop sustainable and inclusive tourism, on the basis of green growth, maximizing tourism's contribution to the United Nations' sustainable development goals; effectively manage and use natural resources, protect the environment and biodiversity, proactively adapt to climate change, and ensure national defense and security.

- Focus on developing cultural tourism, linking tourism development with preserving and promoting heritage values ​​and national cultural identity.

- Develop tourism in a professional, quality and effective direction; promote the application of achievements of the 4.0 industrial revolution and focus on developing high-quality human resources.

- Simultaneously develop international and domestic tourism; promote on-site exports through tourism; strengthen linkages to promote advantages of natural and cultural resources; develop diverse tourism products, expand markets and enhance the competitiveness of Vietnamese tourism.

Specific objectives include:

 By 2020

- Vietnam becomes an attractive destination, striving to be among the top three countries in tourism development in Southeast Asia and the top 50 countries in tourism competitiveness in the world, in which all 14 tourism competitiveness criteria have increased, in line with the requirements of sustainable development.

- Total revenue from tourists: Reach 1,700 - 1,800 trillion VND (equivalent to 77

- 80 billion USD), average growth of 13 - 14%/year; direct contribution to GDP reached 12 - 14%.

- Create about 5.5 - 6 million jobs, including about 2 million direct jobs, with an average growth of 12 -14%/year.

- Regarding tourists: Strive to welcome at least 35 million international visitors and 120 million domestic visitors, maintaining an average growth rate of international visitors from 12 - 14%/year and domestic visitors from 6 - 7%/year.

 By 2030:

- Tourism is truly a spearhead economic sector and sustainable development. Vietnam has become a particularly attractive destination, belonging to the group of 30 countries with the world's leading tourism competitiveness, fully meeting the requirements and goals of sustainable development.

- Total revenue from tourists: Reach 3,100 - 3,200 trillion VND (equivalent to 130 - 135 billion USD), average growth of 11 - 12%/year; direct contribution to GDP reaches 15-17%.

- Create about 8.5 million jobs, including about 3 million direct jobs, with an average growth of 8-9%/year.

- Regarding tourists: Strive to welcome at least 50 million international visitors and 160 million domestic visitors; maintain an average growth rate of 8-9%/year in international visitors and domestic visitors.

For the locality, Ben Tre Provincial Party Committee issued Action Program No. 22-CTr/TU dated July 20, 2017 to implement Resolution No. 08-NQ/TW dated January 16, 2017 of the Politburo on developing tourism into a spearhead economic sector, with specific goals and tasks:

Objective : To develop diverse types of tourism in the land of Coconut based on the potential of nature, culture and people. Strive to increase total revenue from tourism activities by 22% - 25%/year by 2020; total number of tourists increases by 12% - 15%/year, bringing

The province's tourism industry has become a key economic sector; the added value of the tourism industry accounts for 8-10% of the province's GRDP.

Tasks, organize, disseminate and raise awareness of tourism development. Build and apply mechanisms and policies to create a favorable environment for businesses and communities to develop tourism. Invest in developing infrastructure and technical facilities for the tourism industry. Strengthen tourism promotion and advertising and cooperation and linkage with cities and provinces in the region. Develop tourism human resources. Strengthen the capacity and effectiveness of state management of tourism; In particular, the action program mentions restructuring the tourism industry to ensure professionalism, sustainable development and efficiency. Including building and developing diverse products from river and garden eco-tourism. Tourism to visit cultural and historical relics, spiritual tourism. Specify the task of building culinary cultural values ​​of the people of the coconut land.

The task of planning Ben Tre province for the period 2021 - 2030, with a vision to 2050 of the People's Committee of Ben Tre province in 2020 with the view that Ben Tre province's planning must realize the aspiration for sustainable development and create an innovative environment, so that all people together with Dong Khoi build the coastal plain province of Ben Tre into a prosperous, dynamic province with modernized economy, society and unique landscape environment, culture with the capacity to integrate regionally, nationally and internationally.

A general vision of Ben Tre province by 2030 with a vision to 2050 is a prosperous province, developing sustainably and adapting to climate change on the basis of a typical spatial system: "Orchards - Water surface - Culture". This is also the factor that shows the uniqueness of the province.

The “Garden” space on the islands is a prominent green landscape of Ben Tre province. The urban and rural system of Ben Tre is located in the garden landscape, and the garden landscape is located between urban areas and rural residential areas. The garden is especially the coconut garden.

The "Water Surface" space includes 2 forms: The water surface of 4 branches of the Mekong River system, canals, freshwater reservoirs associated with 3 natural ecological sub-regions: Fresh - Brackish - Salty; The sea surface stretches along 65km of the coastline and reaches far out to the ocean associated with the marine economy and new spatial elements of the province.

The “Cultural” space is a space to store and promote the long-standing historical tradition, the characteristics of Ben Tre people with the “Dong Khoi” will. This spirit was strongly fostered during the period of independence, making those on the other side of the battle line admit: “Fight with weapons; Win with people”. During the development period, this spirit was rekindled in association with the philosophy: In any era, the strength of Ben Tre province comes from the connection between people, people with nature, people with the belief in good things.

The spatial system of “Garden – Water – Culture” defines the uniqueness of the coastal plain province of Ben Tre with a clean and livable river environment and is also the goal of sustainable development, becoming a “Good Land”. From here, a plan for the province’s development can be built, attracting investment, connecting all people and forming a new generation of citizens.

In addition, there is Decision No. 2227/QD-TTg dated November 18, 2016 of the Prime Minister approving the master plan for tourism development in the Mekong Delta region until 2030. Thus, in general, the Vietnamese tourism industry and Ben Tre province in particular have clear and specific development strategies and plans. The component strategies, action programs and other programs ensure a corridor system for tourism development in the coming time.

4.1.2. Recommendations from researchers and culinary experts

In addition to its richness, diversity and advantages, unique features, Ben Tre cuisine today has not yet promoted its values ​​and potentials, especially the locally available raw materials to promote its brand. It is easy to see that coconut dishes are famous, but to promote their value and link them to the supply/distribution chain of products/services, especially those associated with tourism activities, is still limited. Ben Tre's coconut dishes have not yet truly become "special" dishes - delicacies, serving high-class customers. Similarly, many other dishes/drinks have not been upgraded, commensurate with their quality and presentation.

In addition, promotional activities, promotion, and introduction of people - culture, including cuisine of Ben Tre have not been focused on and promoted. Introducing the attractiveness, richness, and diversity of cuisine, especially delicious dishes from the countryside

to the luxurious dining room is not clear, there is no focus, key point. At the same time, the linkage of the value chain between related components/units to organize and promote the culinary value of Ben Tre to domestic and international diners, especially potential markets and those who love to explore cuisine, such as Europe, America, South Asia... is still limited. In addition, the coordination between sectors, such as: Agriculture and Rural Development, Industry and Trade, Culture - Sports - Tourism as well as professional associations (Association of Chefs, Culinary Association...) with the subjects providing culinary services in Ben Tre is not yet synchronous and rhythmic. At the same time, attracting large investors/strategic investors in culinary business in Ben Tre also has many limitations, obstacles, and barriers. This situation leads to many limitations and challenges in the development of Ben Tre cuisine.

Ben Tre province in general and local destinations in particular need to have specific policies and strategic plans in activities to exploit culinary cultural values ​​such as Festivals (Coconut Festival, Southern Cuisine Festival, Southern Fruit Festival, International Delicacies Festival, Street Food Festival...); Exhibition Fairs (introducing typical dishes through direct processing, creating opportunities for tourists to enjoy, not just stopping at introducing dishes through publications with pictures or clips); Domestic and foreign television channels (the province needs to invest in reports or advertisements posted on domestic and foreign television channels to mention a lot of information and images of Ben Tre specialties); Internet (beautiful, attractive images of dishes as well as restaurant systems and dining places need to be posted on electronic information pages such as websites, Facebook, Zalo, Twitter, Instagram... to serve the needs of food information for tourists...). Based on Ben Tre's culinary resources, four unique product lines can be exploited to promote the development of Ben Tre culinary tourism: coconut buffet, local restaurant discovery tour, food production facility tour and farm culinary tour.

4.1.3. Proposals from businesses

According to the survey results of 100 business correspondents when asked about the reasons hindering the introduction of culinary culture to customers, the results showed that the promotion and propaganda work was not good (48.3%), lack of local strategy and customers lack of time (25%), the culinary culture was not unique (8.3%) and the price was not reasonable (8.3%).

Table 4.1. Businesses state reasons for hindering bringing culinary culture to tourists

Obstacles to bringing culinary culture to tourists

Percentage
Lack of unique culinary culture	8.30%
Poor promotion and propaganda work	48.30%
Guests short on time	25.00%
There is no good coordination with the travel agency.	13.30%
Lack of investment capital	11.70%
Lack of local strategy	25.00%
Price is not reasonable	8.30%

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• Culinary culture of the Vietnamese people in the Southwest in tourism development - The case of Vinh Long province - 26
• Identify Rating Levels and Rating Scales zt2i3t4l5ee zt2a3gstourism,quan lan,quang ninh,ecology,ecotourism,minh chau,van don,geography,geographical basis,tourism development,science zt2a3ge zc2o3n4t5e6n7ts 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) div.maincontent .p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent .s1 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 13pt; } div.maincontent .s2 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 13pt; } div.maincontent .s3 { color: #0D0D0D; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s4 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s5 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s6 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; vertical-align: -3pt; } div.maincontent .s7 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; vertical-align: -2pt; } div.maincontent .s8 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; vertical-align: -1pt; } div.maincontent .s9 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s10 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s11 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s12 { color: black; font-family:Symbol, serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s13 { color: black; font-family:Wingdings; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s14 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: 5pt; } div.maincontent .s15 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: 5pt; } div.maincontent .s16 { color: black; font-family:Cambria, serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s17 { color: #080808; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s18 { color: #080808; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s19 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 11pt; } div.maincontent .s20 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10pt; } div.maincontent .s21 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 11pt; } div.maincontent .s22 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 11pt; } div.maincontent .s23 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s24 { color: #212121; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; tex

Source: Compiled from the results of the 2020 survey by NCS

Lack of local strategy 34%

Culinary culture

lack of character 9%

Poor promotion and propaganda work

27%

Lack of investment capital

12%

No good coordination with Tour 9%

Young guests

9% time

Figure 4.1. Businesses state reasons for hindering the introduction of culinary culture

Source: Compiled from the results of the 2020 survey by NCS

Based on that reality, businesses proposed solutions to attract customers to use cuisine is to promote marketing (49.4%). In addition, with the content related to proposing solutions to bring culinary culture to tourists best, this subject proposed and highly selected with 3 out of 7 solutions that NCS proposed. Specifically, the solution to promote promotion/marketing, or offer reasonable prices was chosen by 51.8% of businesses. With the solution to diversify cuisine, 31.7% of businesses chose. In addition, the solution to build dishes with strong identity accounted for 16.9% of businesses. Specifically through Chart 4.2.