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Group of Factors Belonging to the Enterprise's Internal Environment


Therefore, it requires social enterprises in the field of community-based tourism to always promote research and product development activities to be able to compete with new products that integrate more value for customers.

In addition, in the field of community tourism, the community factor also has a great influence on the operation and development of social enterprises in the field of community tourism. The community is the subject of community tourism activities. The community itself is a component of community tourism products and services, so the community's awareness and attitude will affect the perception and satisfaction of tourists about the quality of products and services provided to tourists. However, due to the great benefits that community tourism brings, at most community tourism destinations, the attitude of the local community towards tourists and tourism activities is generally very positive. However, because community tourism destinations are mainly concentrated in areas with low educational levels, the community's awareness of community tourism and the activities of social enterprises in the field of community tourism is still limited. This makes the way of doing tourism of a part of the community still have many shortcomings, affecting the quality of products and services provided to tourists. Therefore, when considering social enterprise development policies in the field of community-based tourism, it is necessary to pay attention to the community factor to ensure effective implementation of the policy.

The above are the impacts of external environmental factors that affect the existence and development of social enterprises in the field of community-based tourism. Therefore, in the process of business operations, enterprises need to pay attention to monitoring the fluctuations of environmental factors to make timely and appropriate adjustments to ensure the development of business activities of the enterprise.

1.3.3.2. Group of factors belonging to the internal environment of the enterprise

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The internal environment, also known as the internal business environment, includes the resources of the business: human resources, physical assets, and intangible resources. This is a group of factors that determine the ability of the business to operate, and determine success or failure in the market; in which the most important resource is people. In each period, each resource has its own strengths and weaknesses compared to competitors in the industry, so social enterprises must always have information about current and potential resources, analyze and evaluate closely, and make the most of their available resources to create long-term competitive advantages.

Human resources

Group of Factors Belonging to the Enterprise's Internal Environment

People are the core element in all activities of all types of businesses, determining the level of success of businesses. In businesses, especially


Especially for social enterprises, this factor is extremely important because all decisions related to the strategic management process are decided by people, the ability to compete in the market, strong or weak, good or bad organizational culture, etc. all come from people. Therefore, human resources are the first factor in the resources that business administrators with long-term business orientation need to consider and analyze to decide on tasks, goals and solutions to implement.

Material resources

Material resources include factors such as: production capital, factory machinery and equipment, raw materials reserves, business environment information, etc. Each enterprise has its own characteristics in terms of material resources, including both strengths and weaknesses compared to competitors in the industry.

Therefore, properly analyzing and evaluating material resources is an important basis to help business managers understand potential material resources, limitations... to make management decisions that adapt to reality such as: maximizing the exploitation of existing cash and physical capital sources, selecting and mobilizing external capital sources when there is a real need, choosing partners to cooperate with to increase the scale of material resources, reserving a necessary proportion to ensure the ability to cope (defend or attack) with competitors in domestic and foreign markets...

Intangible resources

In addition to the above resources, each business or organization also has other resources that people can only recognize through perception, which are invisible resources. These resources can be the common achievements of members in the organization or a specific individual and affect the operating processes.

Intangible resources are expressed through many factors, including many typical factors such as: Main ideas in business philosophy; Business strategies and policies adapted to the environment; Effective organizational structure; Reputation in leadership of managers at all levels; Business reputation in the development process...

Depending on the available potential, the scale and value of these resources of each enterprise are different and change over time. If the intangible resources are not properly identified and evaluated, social enterprise managers can easily lose their available advantages in the business process.

To be successful in the long term in domestic and foreign markets, social enterprises need to clearly see the importance of intangible resources in the strategic management process.


Identify and properly evaluate intangible resources, recognize and properly evaluate existing intangible resources, and know about intangible resources that do not yet exist in order to make efforts to build and develop them in the future.

1.3.4. Policy on developing social enterprises in the field of community tourism

It can be seen that political and legal factors are one of the macro-environmental factors that have a great influence on the business activities of enterprises. In particular, state policies play an extremely important role in managing, regulating and creating opportunities to promote the development of various types of enterprises. For social enterprises in general and social enterprises in the field of community-based tourism in particular, support from the state with specific policies is needed to support and create a favorable environment for effective operation and development.

These policies include the following:

1.3.4.1. Target orientation for social enterprises in the field of community-based tourism to participate in socio-economic activities

Because policies reflect the state's attitude and behavior towards a public issue, they clearly demonstrate the state's impact trends on social actors, helping actors achieve the future values ​​that the state desires. Therefore, if social enterprises in the field of community-based tourism operate according to the policy's impact orientation, enterprises will not only easily achieve their development goals but also receive certain incentives from the state or society. Therefore, to promote the development of social enterprises in the field of community-based tourism, the state first needs to consider development-oriented policies for this type of enterprise in order to promote the humanistic values ​​that they bring to society, contributing to supporting the state in implementing community-based activities.

1.3.4.2. Create motivation for social enterprises in the field of community-based tourism to participate in socio-economic activities according to common goals

To achieve the common socio-economic development goals, the state must issue many policies. Each policy has its own ways of encouraging different subjects. Accordingly, to promote the development of social enterprises in the field of community-based tourism, there must be specific incentive policies so that these enterprises have the motivation to develop their business activities, contributing to increasing the economic, social and environmental impacts for the community. These policies can be: administrative reform, financial assistance, creating opportunities to access capital with preferential interest rates and other special incentives. Specifically:


Administrative reform policy:

Administrative reform is a key factor in determining the growth and development of social enterprises in the field of community-based tourism. Highly effective administrative reform will create a unified, complete and increasingly suitable institutional framework. The institutional framework for the development of social enterprises in the field of community-based tourism includes a set of legal documents regulating economic relations related to social enterprises in the field of community-based tourism. Therefore, if administrative reform is not carried out promptly, synchronously and ineffectively, it will become an obstacle, hindering the development of this type of enterprise. In addition, administrative reform will promptly review, rectify, eliminate, detect obstacles, supplement and change to create convenient and timely business procedures for social enterprise business entities in the field of community-based tourism to promptly seize business opportunities, stimulate, attract and create attractiveness for the investment process.

Administrative reform to facilitate social enterprises in the field of community-based tourism includes the following contents:

- Improve the business environment and enhance competitiveness for social enterprises in the field of community-based tourism;

- Publicly disclose business processes, procedures, conditions (if any), and results of handling business complaints and petitions on the electronic information page of the agency or unit;

- Develop mechanisms and create conditions for conversion and registration of new businesses in the form of social enterprises;

- Training and fostering to improve the qualifications and ethics of cadres, civil servants and public employees to ensure they have sufficient qualities and capacity to perform their tasks well in the spirit of supporting businesses;

- Organize regular public dialogues with the social enterprise community and the press to promptly grasp and remove difficulties and obstacles for businesses.

Business support policies:

Policies to support businesses in general and financial support in particular will contribute to reducing the burden of social enterprises in the field of community-based tourism in the context of implementing business activities in a volatile and fiercely competitive environment. After all, the goal of social enterprises in the field of community-based tourism is to contribute to solving social and environmental problems, bringing benefits to the community, which are the responsibility of the state. Therefore, implementing policies to support social enterprises in the field of community-based tourism to operate and develop is a way to show solidarity and contribution.


the state's efforts to work with businesses to achieve community goals. These policies include:

Financial support policy:

- Solving tax issues, reducing taxes for social enterprises in the field of community service;

- Develop a mechanism for the establishment and operation of credit guarantee funds for social enterprises in the field of community-based tourism;

- Provide support services on financial consulting, investment management and other services for social enterprise customers in the field of community service;

- Organize training programs to support social enterprises in the field of community-based tourism to improve their capacity to develop business plans to meet the requirements of credit institutions when evaluating business loan applications;

- Establishing the Social Enterprise Development Fund with the aim of providing funding to help improve the competitiveness of social enterprises in the field of community-based tourism, focusing on supporting innovation activities to develop highly competitive and environmentally friendly products, investing and renovating technical equipment, and improving corporate governance capacity. The capital of this Fund is provided from the state budget, contributions from domestic organizations, aid from foreign organizations, international organizations, profits from the fund's activities and other legal sources of capital.

Policy to support market expansion promotion:

- Develop plans and allocate funds to carry out market expansion promotion activities for social enterprises in the field of community-based tourism;

- Allocate a portion of the national trade promotion budget for social enterprises and notify state management agencies of the results of implementation on supporting the development of social enterprises in the field of community-based tourism.

Policy to support human resource development:

- Develop plans and organize human resource training support for social enterprises in the field of community-based tourism, mainly focusing on business management skills;

- Plan and organize human resource training support for social enterprises in the field of community tourism, focusing on tourist service skills and community tourism management skills.

1.3.4.3. Creating a suitable environment for social enterprises in the field of community-based tourism to operate and develop

Not only social enterprises in the field of community-based tourism but also enterprises in general need a favorable ecosystem to develop. In which, the state's creation of a suitable environment through policies is of great significance in promoting


business operates smoothly and develops. Those policies are:

Creating a favorable environment to support start-ups and innovative businesses:

The business environment has a great impact on facilitating the operation and development of enterprises in general and social enterprises in the field of community-based tourism in particular. If the business environment is favorable, it will create conditions for enterprises to take advantage of those advantages to easily operate and develop their business activities. On the contrary, it also has constraints that weigh heavily on enterprises, hindering the development of enterprises if enterprises do not adapt to the environment. Therefore, to facilitate the development of social enterprises in the field of community-based tourism, the state needs to create a favorable business environment through policies such as:

- Develop and implement policies to support social enterprises, especially policies to support start-ups and innovative enterprises;

- Increase capital for startups, especially innovative businesses with high growth potential.

- Establish, organize and operate business incubator models, business support centers, innovation and startup acceleration programs in the form of public-private partnerships with the participation of business associations, organizations and individuals at home and abroad.

Ensuring business rights, supporting access to resources and business opportunities for enterprises:

The State can contribute to ensuring business rights, supporting access to resources and business opportunities for enterprises through the following policies:

- Regulate the legal system logic between general law and specialized law dialectically with each other.

- Strengthening legal dissemination activities for social enterprises in the field of community-based tourism on business rights so that they can fully grasp their rights and functions as stipulated, protected and permitted by law. The understanding of social enterprises in the field of community-based tourism is of great significance in creating favorable conditions for business entities to comply with the law when doing business, avoiding legal risks. This will contribute to promoting business development, contributing to the construction of the country's economy.

- Develop and implement programs to support social enterprises in the field of community-based tourism;

- Amend, supplement and abolish overlapping and unnecessary regulations on business licensing and market management.

- Removing tax difficulties for social enterprises in the field of community service.


Protect the legitimate rights and interests of businesses:

- Issue legal documents on inspection, especially specialized inspection, examination and auditing in the direction of integration, coordination and inheritance of operational results between agencies. Publicize the inspection, examination and auditing plans of enterprises in advance to avoid duplication and overlap; do not conduct inspections and examinations without legal grounds, especially in the field of tax management.

- Issue detailed regulations on security and social safety, creating conditions for businesses to operate in accordance with the law; strictly handle businesses that violate the law, commit commercial fraud, violate environmental laws... to ensure equality and rights of legitimate businesses. Create a healthy and safe environment for businesses to operate in accordance with the law.

1.3.4.4. Promote coordination between levels and sectors

The implementation of the stages in the policy cycle cannot be undertaken by a single state agency but requires the participation of many agencies at different levels, sectors or many organizations and individuals. Therefore, through the policy process, it will promote coordination of activities between state agencies, socio-political organizations, and people of all walks of life, contributing to creating a smooth and synchronous implementation of policies to promote the development of social enterprises in the field of community-based tourism.

Thus, through policies, the state creates the necessary conditions to form a favorable environment for social enterprises in the field of community-based tourism to operate. Policies are specific tools for the state to use to manage the macro economy. In the system of management tools, policies are considered to be highly sensitive tools to the country's economic and social fluctuations in order to solve the problems posed by society. It can arouse potential sources, promote the positivity, creativity and will to rise of social enterprises in general and social enterprises in the field of community-based tourism in particular.

Above are some main contents of social enterprise development policies in the field of community-based tourism that the state can intervene in to create motivation and promote the development of this type of enterprise.


1.4. International experience in developing social enterprises in the field of community tourism and lessons learned for Vietnam

As analyzed above, the thesis selected 3 countries: the United Kingdom, South Korea and Thailand to conduct research on the policies that these countries have applied to develop social enterprises and community-based tourism. While the United Kingdom is a country with


can be considered the origin of the social enterprise model with many policies promoting the Government, Korea is an Asian country that has achieved many achievements in solving social problems through the development of this type of enterprise. Meanwhile, Thailand is a Southeast Asian country with similar conditions for developing community-based tourism as Vietnam and has achieved many social development goals through the implementation of the social enterprise model in the field of community-based tourism.

Conducting research on international experiences from the UK and South Korea mainly aims to draw lessons that can be applied to Vietnam in the general development of social enterprises, while studying experiences from Thailand can help draw some experiences in developing social enterprises in community-based development.

1.4.1. Experience of some selected countries

1.4.1.1. United Kingdom

The United Kingdom was the first country to have social enterprises more than 350 years ago. Over the past three centuries, many social enterprise models have operated and developed under various organizational forms and legal statuses. Choosing the United Kingdom to study the experience of developing social enterprises is to draw lessons to perfect the policy of developing social enterprises in the field of community-based tourism in Vietnam through policies to promote the general development of social enterprises.

In the UK, the reason why the social movement has developed and achieved many significant achievements is because it has received attention from the Government and this development always has a close relationship with the State's policy system through:

- The state's viewpoint and vision in providing public services: Since the 1980s, when the British government increasingly saw the shortcomings in the state's direct provision of public services, the role of the third economic sector (distinguished from the private and state sectors), including social enterprises, was truly promoted and strongly developed.

- Leverage policies: Specific policies support and encourage the development of social enterprises, especially encouraging communities to be autonomous, to come up with initiatives and solve their own problems. The State supports through economic leverage, mainly encouraging social enterprises to participate in the public service supply chain.

To better understand the UK’s social enterprise development policy, it is possible to analyze it specifically in different historical periods. In particular, the development of social enterprises in the UK in recent decades can be divided into two main stages with the following government support policies:

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