HANOI NATIONAL UNIVERSITY
UNIVERSITY OF SOCIAL SCIENCES AND HUMANITIES
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DO THI LIEN
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CURRENT SITUATION AND SOME TOURISM MARKETING SOLUTIONS FOR DA LAT CITY
MASTER'S THESIS IN TOURISM STUDIES
HANOI – 2006
HANOI NATIONAL UNIVERSITY
UNIVERSITY OF SOCIAL SCIENCES AND HUMANITIES
_
DO THI LIEN
CURRENT SITUATION AND SOME TOURISM MARKETING SOLUTIONS FOR DA LAT CITY
Major: Tourism Code:
MASTER'S THESIS IN TOURISM STUDIES
INSTRUCTOR: DR. NGUYEN VAN LUU
HANOI - 2006
INTRODUCTION
INDEX
1. Reasons for choosing topic 1
2. Research object and scope 3
3. Research objectives and tasks 3
4. Research method 3
5. Contribution of the thesis 4
6. Thesis layout 4
CONTENT SECTION
Chapter 1.
OVERVIEW OF DA LAT AND TOURISM POTENTIAL IN DA LAT
1.1. The formation and development of Da Lat city 5
1.1.1. Dalat before 1893 5
1.1.2. Dalat after A. Yersin's expedition and the early construction period 6
1.1.3. Dalat during the period when it was known as the "Summer Capital" 8
1.1.4. Dalat today 10
1.2. Potential and resources for tourism development in Da Lat city. 12
1.2.1. Natural tourism resources 12
1.2.1.1. Geographical location 13
1.2.1.2. Terrain, climate, hydrology 13
1.2.1.3. Flora and fauna resources 15
1.2.1.4. Natural landscapes and some famous sights 16
1.2.2. Human tourism resources 20
1.2.2.1 Architectural works, historical and cultural relics in Da Lat 20
1.2.2.2. Traditional folk festivals 23
1.2.2.3. Traditional occupations 24
1.2.3. Tourism infrastructure 27
1.2.3.1. Transport network 27
1.2.3.2. Electricity and water supply system 28
1.2.3.3. Communication network 29
1.2.4. Human factor - a great potential in tourism business activities in Da Lat 29
Chapter 2.
TOURISM MARKETING ACTIVITIES OF DA LAT CITY
2.1. Overview of Da Lat tourism development situation 32
2.1.1. Technical facilities for tourism 32
2.1.1.1. Accommodation and food service establishments 32
2.1.1.2. Entertainment and tourist facilities 33
2.1.1.3. Travel and tourism transportation establishments 34
2.1.2. Dalat's tourist market in recent times 34
2.1.2.1. International tourist market 34
2.1.2.2. Domestic tourist market 37
2.1.3. Social revenue from tourism 41
2.1.4. Labor in the Tourism Industry 42
2.1.5. Tourism management activities in Da Lat 46
2.2. Current status of tourism marketing activities in Da Lat 49
2.2.1. Tourism development orientation and marketing strategy
period 2000-2005 49
2.2.1.1. Tourism development orientation for the period 2000 - 2005 49
2.2.1.2. Tourism marketing strategy for the period 2000 - 2005 50
2.2.2. Implementation status of policies in marketing strategy 51
2.2.2.1. Analysis of the current status of tourism products in Da Lat 51
2.2.2.2. Price situation 54
2.2.2.3. Tourism product distribution system 56
2.2.2.4. Tourism promotion activities 57
2.3. General assessment of tourism marketing activities
Dalat city 60
2.3.1. Successes and causes 60
2.3.1.1. Successes 60
2.3.1.2. Cause 62
2.3.2. Limitations and causes 63
2.3.2.1. Limitations 63
2.3.2.2. Cause 65
Chapter 3 .
SOME TOURISM MARKETING SOLUTIONS FOR DA LAT
3.1 Opportunities and challenges for tourism development of Da Lat city 68
3.1.1. Opportunity 68
3.1.2. Challenge 70
3.2. Tourism development orientation of Da Lat city
period 2006 – 2010 72
3.2.1. Development perspective 72
3.2.2. Development orientation 73
3.2.3. Development goals 76
3.3. Some key solutions to promote marketing activities... 77
3.3.1. Determining tourism marketing goals in Da Lat 77
3.3.2. Identify the target customer market of Dalat 79
3.3.3. Tourism marketing strategy for Da Lat in the coming time 84
3.3.3.1. Develop a system of unique tourism products that are competitive enough in the market while diversifying and improving quality.
tourism products 84
3.3.3.2. Using flexible pricing policy creates more attraction for Da Lat 91
3.3.3.3. Perfecting the distribution channel 93
3.3.3.4. Promotion and advertising strategy 95
3.3.4. Promote human resource training for tourism activities in general
and for marketing activities in particular 100
3.4. Recommendations
3.4.1. For the Government and central agencies 103
3.4.2. For local authorities and tourism management agencies 103
CONCLUDE
LIST OF TABLES
Table 1: International visitors to Da Lat-Lam Dong in the period 2000-2005 35
Table 2: Domestic visitors to Da Lat-Lam Dong in the period 2000-2005 38
Table 3: Comparison of the number of visitors to Lam Dong with neighboring provinces and the whole country... 40 Table 4: Social revenue from tourism of Da Lat-Lam Dong
period 2000-2005 41
Table 5: Current status and forecast data on tourism human resources
Da Lat - Lam Dong 45
Table 6: Comparison of characteristics of 3 localities with potential for resort tourism in Vietnam 87
INTRODUCTION
1. Reason for choosing the topic
“DALAT: Dat Aliis Lactitian Aliis Temperiem”, which means “Give joy to one, coolness to another”. The motto that the French gave to Dalat when building a resort here is very meaningful and very suitable for this young and beautiful city. Many people also believe that the origin of the name Dalat comes from combining the first 5 letters of the above motto.
With its unique climate and landscape, Dalat is likened to a European city in the middle of a tropical country. Right from the discovery of Lang Bian plateau, Dr. Alexandre Yersin proposed to the Governor-General of Indochina Paul Doumer to build a resort city here. Since then, Dalat has been known as a dreamy and ideal resort city.
Da Lat City - Lam Dong Province is located near the most dynamic economic region of the country, Ho Chi Minh City and the Southeast region. It has a clear and early tourism function, so since Vietnam implemented the renovation process, Da Lat tourism has attracted a large number of domestic and foreign visitors.
However, in the current context of integration, Da Lat tourism in particular and the whole country in general need to create a position, an image, a solid brand in the region and the world. To do this, it requires the contribution of many ministries, sectors and the whole society, because tourism is a comprehensive economic sector, with profound cultural content, interdisciplinary, inter-regional and highly socialized. More specifically, in the efforts from within the industry, tourism marketing activities need to be promoted to the top position.