On Ensuring And Developing Resources For The Enterprise's Ttcl

Small and medium enterprises in Hanoi are focusing on exploiting. Through a survey of the demand for outsourcing activities, it is shown that: The group of most outsourced activities includes domestic transportation, which is the group of activities that customers in Hanoi have the highest demand for, and international transportation, which is the group with the lowest demand. More complex logistics activities such as order management, goods consolidation, payment services, freight management, etc., small and medium enterprises currently do not have an orientation towards this market.

b) The current status of service quality and service differentiation of enterprises

Small and medium logistics enterprises in Hanoi

The service quality of logistics enterprises is greatly influenced by factors such as the adaptability of means of transport, storage capacity for goods waiting and consignment, freight rates, transportation time, etc. Therefore, to improve service quality, logistics enterprises must focus on investing in diverse means and facilities and creating large-scale, even global, transportation networks. However , small and medium-sized logistics enterprises in Hanoi are facing many difficulties in creating resources to invest in improving service quality.

In general, the service quality of logistics enterprises in Hanoi is not high, and the services are not diverse. Most logistics enterprises do not create differentiated products and services, so in business, enterprises rely on the foundation of traditional customer relationships. With the quality of service and the ability to provide only a few activities in the supply chain, small and medium logistics enterprises are unlikely to develop the market and access customer markets that are foreign-invested enterprises. Therefore, the customer base of small and medium logistics enterprises in Hanoi is still domestic customers.

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• Ensuring and Developing Ttcl Management Resources
• Qos Assurance Methods for Multimedia Communications zt2i3t4l5ee zt2a3gs zt2a3ge zc2o3n4t5e6n7ts low. The EF PHB requires a sufficiently large number of output ports to provide low delay, low loss, and low jitter. EF PHBs can be implemented if the output port's bandwidth is sufficiently large, combined with small buffer sizes and other network resources dedicated to EF packets, to allow the router's service rate for EF packets on an output port to exceed the arrival rate λ of packets at that port. This means that packets with PHB EF are considered with a pre-allocated amount of output bandwidth and a priority that ensures minimum loss, minimum delay and minimum jitter before being put into operation. PHB EF is suitable for channel simulation, leased line simulation, and real-time services such as voice, video without compromising on high loss, delay and jitter values. Figure 2.10 Example of EF installation Figure 2.10 shows an example of an EF PHB implementation. This is a simple priority queue scheduling technique. At the edges of the DS domain, EF packet traffic is prioritized according to the values ​​agreed upon by the SLA. The EF queue in the figure needs to output packets at a rate higher than the packet arrival rate λ. To provide an EF PHB over an end-to-end DS domain, bandwidth at the output ports of the core routers needs to be allocated in advance to ensure the requirement μ > λ. This can be done by a pre-configured provisioning process. In the figure, EF packets are placed in the priority queue (the upper queue). With such a length, the queue can operate with μ > λ. Since EF was primarily used for real-time services such as voice and video, and since real-time services use UDP instead of TCP, RED is generally not suitable for EF queues because applications using UDP will not respond to random packet drop and RED will strip unnecessary packets. 2.2.4.2 Assured Forwarding (AF) PHB PHB AF is defined by RFC 2597. The purpose of PHB AF is to deliver packets reliably and therefore delay and jitter are considered less important than packet loss. PHB AF is suitable for non-real-time services such as applications using TCP. PHB AF first defines four classes: AF1, AF2, AF3, AF4. For each of these AF classes, packets are then classified into three subclasses with three distinct priority levels. Table 2.8 shows the four AF classes and 12 AF subclasses and the DSCP values ​​for the 12 AF subclasses defined by RFC 2597. RFC 2597 also allows for more than three separate priority levels to be added for internal use. However, these separate priority levels will only have internal significance. PHB Class PHB Subclass Package type DSCP AF4 AF41 Short 100010 AF42 Medium 100100 AF43 High 100110 AF3 AF31 Short 011010 AF32 Medium 011100 AF33 High 011110 AF2 AF21 Short 010010 AF22 Medium 010100 AF23 High 010110 AF1 AF11 Short 001010 AF12 Medium 001100 AF13 High 001110 Table 2.8 AF DSCPs The AF PHB ensures that packets are forwarded with a high probability of delivery to the destination within the bounds of the rate agreed upon in an SLA. If AF traffic at an ingress port exceeds the pre-priority rate, which is considered non-compliant or “out of profile”, the excess packets will not be delivered to the destination with the same probability as the packets belonging to the defined traffic or “in profile” packets. When there is network congestion, the out of profile packets are dropped before the in profile packets are dropped. When service levels are defined using AF classes, different quantity and quality between AF classes can be realized by allocating different amounts of bandwidth and buffer space to the four AF classes. Unlike EF, most AF traffic is non-real-time traffic using TCP, and the RED queue management strategy is an AQM (Adaptive Queue Management) strategy suitable for use in AF PHBs. The four AF PHB layers can be implemented as four separate queues. The output port bandwidth is divided into four AF queues. For each AF queue, packets are marked with three “colors” corresponding to three separate priority levels. In addition to the 32 DSCP 1 groups defined in Table 2.8, 21 DSCPs have been standardized as follows: one for PHB EF, 12 for PHB AF, and 8 for CSCP. There are 11 DSCP 1 groups still available for other standards. 2.2.5.Example of Differentiated Services We will look at an example of the Differentiated Service model and mechanism of operation. The architecture of Differentiated Service consists of two basic sets of functions: Edge functions: include packet classification and traffic conditioning. At the inbound edge of the network, incoming packets are marked. In particular, the DS field in the packet header is set to a certain value. For example, in Figure 2.12, packets sent from H1 to H3 are marked at R1, while packets from H2 to H4 are marked at R2. The labels on the received packets identify the service class to which they belong. Different traffic classes receive different services in the core network. The RFC definition uses the term behavior aggregate rather than the term traffic class. After being marked, a packet can be forwarded immediately into the network, delayed for a period of time before being forwarded, or dropped. We will see that there are many factors that affect how a packet is marked, and whether it is forwarded immediately, delayed, or dropped. Figure 2.12 DiffServ Example Core functionality: When a DS-marked packet arrives at a Diffservcapable router, the packet is forwarded to the next router based on Per-hop behavior is associated with packet classes. Per-hop behavior affects router buffers and the bandwidth shared between competing classes. An important principle of the Differentiated Service architecture is that a router's per-hop behavior is based only on the packet's marking or the class to which it belongs. Therefore, if packets sent from H1 to H3 as shown in the figure receive the same marking as packets from H2 to H4, then the network routers treat the packets exactly the same, regardless of whether the packet originated from H1 or H2. For example, R3 does not distinguish between packets from h1 and H2 when forwarding packets to R4. Therefore, the Differentiated Service architecture avoids the need to maintain router state about separate source-destination pairs, which is important for network scalability. Chapter Conclusion Chapter 2 has presented and clarified two main models of deploying and installing quality of service in IP networks. While the traditional best-effort model has many disadvantages, later models such as IntServ and DiffServ have partly solved the problems that best-effort could not solve. IntServ follows the direction of ensuring quality of service for each separate flow, it is built similar to the circuit switching model with the use of the RSVP resource reservation protocol. IntSer is suitable for services that require fixed bandwidth that is not shared such as VoIP services, multicast TV services. However, IntSer has disadvantages such as using a lot of network resources, low scalability and lack of flexibility. DiffServ was born with the idea of ​​solving the disadvantages of the IntServ model. DiffServ follows the direction of ensuring quality based on the principle of hop-by-hop behavior based on the priority of marked packets. The policy for different types of traffic is decided by the administrator and can be changed according to reality, so it is very flexible. DiffServ makes better use of network resources, avoiding idle bandwidth and processing capacity on routers. In addition, the DifServ model can be deployed on many independent domains, so the ability to expand the network becomes easy. Chapter 3: METHODS TO ENSURE QoS FOR MULTIMEDIA COMMUNICATIONS In packet-switched networks, different packet flows often have to share the transmission medium all the way to the destination station. To ensure the fair and efficient allocation of bandwidth to flows, appropriate serving mechanisms are required at network nodes, especially at gateways or routers, where many different data flows often pass through. The scheduler is responsible for serving packets of the selected flow and deciding which packet will be served next. Here, a flow is understood as a set of packets belonging to the same priority class, or originating from the same source, or having the same source and destination addresses, etc. In normal state when there is no congestion, packets will be sent as soon as they are delivered. In case of congestion, if QoS assurance methods are not applied, prolonged congestion can cause packet drops, affecting service quality. In some cases, congestion is prolonged and widespread in the network, which can easily lead to the network being "frozen", or many packets being dropped, seriously affecting service quality. Therefore, in this chapter, in sections 3.2 and 3.3, we introduce some typical network traffic load monitoring techniques to predict and prevent congestion before it occurs through the measure of dropping (removing) packets early when there are signs of impending congestion. 3.1. DropTail method DropTail is a simple, traditional queue management method based on FIFO mechanism. All incoming packets are placed in the queue, when the queue is full, the later packets are dropped. Due to its simplicity and ease of implementation, DropTail has been used for many years on Internet router systems. However, this algorithm has the following disadvantages: − Cannot avoid the phenomenon of “Lock out”: Occurs when 1 or several traffic streams monopolize the queue, making packets of other connections unable to pass through the router. This phenomenon greatly affects reliable transmission protocols such as TCP. According to the anti-congestion algorithm, when locked out, the TCP connection stream will reduce the window size and reduce the packet transmission speed exponentially. − Can cause Global Synchronization: This is the result of a severe “Lock out” phenomenon. Some neighboring routers have their queues monopolized by a number of connections, causing a series of other TCP connections to be unable to pass through and simultaneously reducing the transmission speed. After those monopolized connections are temporarily suspended, Once the queue is cleared, it takes a considerable amount of time for TCP connections to return to their original speed. − Full Queue phenomenon: Data transmitted on the Internet often has an explosion, packets arriving at the router are often in clusters rather than in turn. Therefore, the operating mechanism of DropTail makes the queue easily full for a long period of time, leading to the average delay time of large packets. To avoid this phenomenon, with DropTail, the only way is to increase the router's buffer, this method is very expensive and ineffective. − No QoS guarantee: With the DropTail mechanism, there is no way to prioritize important packets to be transmitted through the router earlier when all are in the queue. Meanwhile, with multimedia communication, ensuring connection and stable speed is extremely important and the DropTail algorithm cannot satisfy. The problem of choosing the buffer size of the routers in the network is to “absorb” short bursts of traffic without causing too much queuing delay. This is necessary in bursty data transmission. The queue size determines the size of the packet bursts (traffic spikes) that we want to be able to transmit without being dropped at the routers. In IP-based application networks, packet dropping is an important mechanism for indirectly reporting congestion to end stations. A solution that prevents router queues from filling up while reducing the packet drop rate is called dynamic queue management. 3.2. Random elimination method – RED 3.2.1 Overview RED (Random Early Detection of congestion; Random Early Drop) is one of the first AQM algorithms proposed in 1993 by Sally Floyd and Van Jacobson, two scientists at the Lawrence Berkeley Laboratory of the University of California, USA. Due to its outstanding advantages compared to previous queue management algorithms, RED has been widely installed and deployed on the Internet. The most fundamental point of their work is that the most effective place to detect congestion and react to it is at the gateway or router. Source entities (senders) can also do this by estimating end-to-end delay, throughput variability, or the rate of packet retransmissions due to drop. However, the sender and receiver view of a particular connection cannot tell which gateways on the network are congested, and cannot distinguish between propagation delay and queuing delay. Only the gateway has a true view of the state of the queue, the link share of the connections passing through it at any given time, and the quality of service requirements of the traffic flows. The RED gateway monitors the average queue length, which detects early signs of impending congestion (average queue length exceeding a predetermined threshold) and reacts appropriately in one of two ways: − Drop incoming packets with a certain probability, to indirectly inform the source of congestion, the source needs to reduce the transmission rate to keep the queue from filling up, maintaining the ability to absorb incoming traffic spikes. − Mark “congestion” with a certain probability in the ECN field in the header of TCP packets to notify the source (the receiving entity will copy this bit into the acknowledgement packet). Figure 3. 1 RED algorithm The main goal of RED is to avoid congestion by keeping the average queue size within a sufficiently small and stable region, which also means keeping the queuing delay sufficiently small and stable. Achieving this goal also helps: avoid global synchronization, not resist bursty traffic flows (i.e. flows with low average throughput but high volatility), and maintain an upper bound on the average queue size even in the absence of cooperation from transport layer protocols. To achieve the above goals, RED gateways must do the following: − The first is to detect congestion early and react appropriately to keep the average queue size small enough to keep the network operating in the low latency, high throughput region, while still allowing the queue size to fluctuate within a certain range to absorb short-term fluctuations. As discussed above, the gateway is the most appropriate place to detect congestion and is also the most appropriate place to decide which specific connection to report congestion to. − The second thing is to notify the source of congestion. This is done by marking and notifying the source to reduce traffic. Normally the RED gateway will randomly drop packets. However, if congestion If congestion is detected before the queue is full, it should be combined with packet marking to signal congestion. The RED gateway has two options: drop or mark; where marking is done by marking the ECN field of the packet with a certain probability, to signal the source to reduce the traffic entering the network. − An important goal that RED gateways need to achieve is to avoid global synchronization and not to resist traffic flows that have a sudden characteristic. Global synchronization occurs when all connections simultaneously reduce their transmission window size, leading to a severe drop in throughput at the same time. On the other hand, Drop Tail or Random Drop strategies are very sensitive to sudden flows; that is, the gateway queue will often overflow when packets from these flows arrive. To avoid these two phenomena, gateways can use special algorithms to detect congestion and decide which connections will be notified of congestion at the gateway. The RED gateway randomly selects incoming packets to mark; with this method, the probability of marking a packet from a particular connection is proportional to the connection's shared bandwidth at the gateway. − Another goal is to control the average queue size even without cooperation from the source entities. This can be done by dropping packets when the average size exceeds an upper threshold (instead of marking it). This approach is necessary in cases where most connections have transmission times that are less than the round-trip time, or where the source entities are not able to reduce traffic in response to marking or dropping packets (such as UDP flows). 3.2.2 Algorithm This section describes the algorithm for RED gateways. RED gateways calculate the average queue size using a low-pass filter. This average queue size is compared with two thresholds: minth and maxth. When the average queue size is less than the lower threshold, no incoming packets are marked or dropped; when the average queue size is greater than the upper threshold, all incoming packets are dropped. When the average queue size is between minth and maxth, each incoming packet is marked or dropped with a probability pa, where pa is a function of the average queue size avg; the probability of marking or dropping a packet for a particular connection is proportional to the bandwidth share of that connection at the gateway. The general algorithm for a RED gateway is described as follows: [5] For each packet arrival Caculate the average queue size avg If minth ≤ avg < maxth div.maincontent .s1 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 15pt; } div.maincontent .s2 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 15pt; } 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 .s3 { color: black; 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: normal; 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: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s6 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s7 { color: black; font-family:Wingdings; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s8 { color: black; font-family:Arial, sans-serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 15pt; } div.maincontent .s9 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s10 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: 6pt; } div.maincontent .s11 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 13pt; } div.maincontent .s12 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10pt; } div.maincontent .s13 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-d
• 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
• Developing human resources for Ho Chi Minh City's tourism industry in the period 2013-2020 - 2
• Assessment of the Current Status of the Policy on Developing Female Human Resources in the People's Public Security Force

2.3.5.5. For tourism service businesses

Travel businesses in general have not paid due attention to product development and construction, lack of certainty about the market , and have not created many new products to meet market demand. The business scale of the majority of travel businesses is still small , the level of spending on research and the implementation and application of technology in tourism programs is still limited.

Accommodation businesses have focused on investing in infrastructure to improve the quality of services provided to customers. However, the quality of service in accommodation establishments is still weak, reflected in the following aspects: limited professional qualifications of staff, weak communication and foreign language skills, enthusiasm and friendliness of staff.

low staff. All of these factors have directly affected the quality of service.

services of these businesses.

In the tourism sector, businesses try very hard to create differentiation in the products they provide to customers. However, tourism products are very easy to imitate , so the results achieved from the efforts to create differentiation in tourism businesses are very limited.

From separate analysis for each type of enterprise, it can be seen that there are still some main problems in the use of tools to meet the demand in the retail and service enterprises as follows: The ability to meet customer needs in the retail market in terms of quantity , quality and service is still limited and is losing its competitive advantage compared to large-scale enterprises, this becomes a special problem that needs to be overcome in the retail and logistics enterprises . Small and medium-sized retail and logistics enterprises are currently much weaker than large-scale foreign enterprises that are rapidly dominating the Vietnamese market. The main reason is that the resources of enterprises are still quite limited, so although they clearly recognize the unfavorable competitive situation, enterprises have not been able to overcome the difficulties ; The XTTM programs have focused on efficiency but there are few separate XTTM programs for the TTCL segment, so the development of the TTCL is not much different from the remaining market segments of the enterprise; Enterprises need to focus on improving the efficiency of distribution channels to ensure good access to customers in the TTCL .

2.3.6. On ensuring and developing resources for the enterprise's quality management system

2.3.6.1. TTCL management organization

In fact , the management of TTCL in SMEs is often under the direct control of leaders and senior managers. This situation stems from two main reasons: First , in SMEs, the organizational structure is relatively simple, compact, and has few levels, unlike in large-scale enterprises. Therefore, strategic activities are often placed under the control of leaders and senior managers. Second, in these enterprises , only leaders and senior managers have strategic vision, while middle - level managers in the organization do not have enough capacity, qualifications, and strategic thinking to ensure good implementation of this function. The investigation shows that the main positions involved in managing TTCL are: business owners , Board of Directors, Board of Management , heads of business and sales departments, heads of product lines and market segments.

Marketing management activities in SMEs are integrated into the marketing department. For businesses with an independent marketing department, marketing management is often placed in this department. Marketing management activities are usually directly implemented and monitored by the marketing department managers .

2.3.6.2. TTCL leaders and administrators

Because the management of quality assurance is placed at the control of senior leaders and managers, it is necessary to assess whether the capacity of senior leaders and managers in SMEs meets the requirements for implementing quality assurance management or not? According to the survey results, only 26.2% of senior leaders and managers are very interested in the quality assurance issue of the enterprise, 65.2% are interested, but through in-depth interviews, the leaders and senior managers in this group only have a very general interest, so it will be difficult to take specific actions to effectively implement the management of quality assurance of the enterprise. The remaining 8.6% admitted that they are not really interested in this issue.

8.6

26.2

Very interested Interested Not interested

65.2

Figure 2.12: Level of interest and effective implementation of quality management of business administrators ( Data source: Results of data processing of NCS survey)

The capacity of senior leadership and management in SMEs has been assessed through a number of research projects on SMEs. However, in terms of senior leadership and management capacity within the scope of quality management, only 15.6% of enterprises said that their senior leadership and management capacity meets the requirements of quality management, 11.5% said that they do not meet the requirements of quality management, and a fairly large proportion of 72.9% of enterprises said that they have met the requirements of quality management . However, through in-depth interviews and inferences, it is shown that the reliability of these answers is not high due to sensitive reasons .

Not met

11.5

Response

72.9

Series1

Good response

15.6

0

10

20

30

40

50

60

70

80

Figure 2.13: Level of response to the requirements of TTCL management of business administrators

(Data source: Results of NCS survey data processing)

2.3.6.3. TTCL management fund

In fact, the rate of provisioning for the management of the TTCL fund in enterprises is not uniform, depending on the different stages of development of the enterprise and some other factors. When evaluating the effectiveness of using the fund, the actual effectiveness of using the fund in SMEs is not high. Through practical research, most enterprises only evaluate the effectiveness of using the marketing fund in general, not the effectiveness of using the management of the TTCL fund. Moreover, not many enterprises have determined separate marketing programs for the TTCL, but most of them still use the same or only have a few differences, so it is very difficult to determine the separate effectiveness of the fund in managing the TTCL.

Level of effective use of TTCL management funds

Very effective

36.4

Relatively effective

63.2

Series1

Ineffective 0.4

0

10

20

30

40

50

60

70

Figure 2.14: Level of effective use of TTCL management funds

(Data source: Results of NCS survey data processing)

2.3.6.4. R&D, production technology, operations

R&D is considered the key to creating breakthroughs and leaps for businesses. However, R&D requires large investments and is not always successful, even the success rate in R&D is relatively low. With the characteristic of limited resources, especially financial resources, Vietnamese SMEs face many difficulties in implementing R&D activities. 100% of surveyed businesses answered that they have R&D activities , but when looking deeper, the level of investment in R&D in businesses is very different. Only a few businesses invest in R&D in a real way, with a methodical strategy to develop R&D. Other businesses only implement R&D when the need arises from practical business operations.

2.3.6.5. Brand development on TTCL

Nowadays, businesses are well aware of the need to build and develop brands in the market, as well as consider brands as an organizational resource for businesses to expand and develop business activities. Obviously, businesses with brands will have an advantage in competing with other businesses. The brands of large-scale businesses have been affirmed and shaped in the minds of customers. Besides the brands of large businesses, some SMEs have also built their own brands. However, due to limited resources, many SMEs do not have a specific brand strategy, so brand development in the SME sector is still quite modest .

In short, the activities of ensuring and developing resources to meet the needs of SMEs have initially met the basic requirements for the current period . In addition, there are still some existing problems that need to be further resolved: each enterprise needs to invest a larger budget for activities on the market; continue to improve the capacity and strategic vision of business administrators; strengthen R&D activities and brand development to better support enterprises when orienting the development of long-term market segments.

2.3.7. Assessment, inspection and control of TTCL management

2.3.7.1. Marketing information system

The quality of the marketing information system in SMEs is increasingly improving . This reflects the increasingly clear awareness of businesses about the importance of the marketing system. However , the marketing information system in SMEs is not developed synchronously, the internal recording system is assessed as quite developed, while the marketing intelligence system, marketing research, and marketing decision support systems are only at the level of meeting business requirements. In fact, in SMEs, there are almost no specialists to deploy the marketing system, information collection activities are of great interest to businesses but

The collected information has not been processed and does not support businesses well when making decisions.

decide in advance the market situations.

2.3.7.2. Check and control the enterprise's quality management

Checking and controlling the quality of the market is carried out regularly and quite strictly. That is the result obtained from the actual survey of Vietnamese SMEs in Hanoi. Enterprises control the quality of the market based on basic indicators such as sales, profits achieved from the quality of the market, the market share of the enterprise compared to competitors, the rate of increase in the number of customers and the average increase in sales per customer. However, due to the limitations of the information system of Vietnamese SMEs, difficulties in collecting and processing background information, most enterprises only control the quality of the market based on economic indicators recorded by the internal information system: sales, profits, market share. In general, enterprises have done a good job of controlling the results achieved on the quality of the market. But when asked about the ability to control changes in customers such as the number of regular customers , average sales per customer , businesses said they still lacked this information. Controlling the market in general and the TTCL in particular based only on internal factors of the business is not guaranteed to meet the requirements . In particular, when learning about the ability to control the TTCL situation under the impact of competitors, very few businesses have enough information about competitors, many businesses fall into a passive situation right in their own TTCL before the moves of competitors.

In short, to check and control more closely and effectively, enterprises need to focus on building and effectively exploiting information systems. Many enterprises are trying to build massive information data files, but the information structure in the data files is not balanced and synchronized. In addition, the use of information to evaluate, control, and adjust efforts on the quality management system is not effective.

2.4. General assessment, issues and causes of current management situation

TTCL value of small and medium-sized enterprises and services

2.4.1. Outstanding successes and reasons

2.4.1.1. Notable achievements

Firstly , Vietnamese SMEs have a clear awareness in building and implementing a market philosophy in the direction of making maximum efforts to satisfy the needs of customers in the market . After 20 years of innovation, the thinking of today's businesses has changed a lot , the philosophy towards customers in the market is no longer a formality as in the early stages of economic mechanism transformation. Today, businesses realize that it is a matter of survival and is very practical, urgent and needs to be done immediately. Especially

Among the SMEs in Hanoi, most of them are non-state enterprises and were newly established during the renovation period, so all actions of enterprises are very pragmatic. Building a market philosophy also aims to solve existing problems in the market work of enterprises.

Second , market research activities on customers have been focused on by businesses, many Vietnamese SMEs have taken measures to update customer information. Initially, a customer data system has been built through measures such as creating VIP cards, preferential cards, etc. And updating information has been focused on and implemented by some businesses periodically or regularly .

Third , a significant number of SME managers have been exposed to value theory. From there, SME managers are gradually shifting from the mindset of providing a certain product to providing the values ​​that customers expect. Nowadays , SME pay great attention to satisfying customer benefits, knowing that enhancing other benefits besides product utility is a unique competitive advantage of SME.

Fourth , based on the ability to satisfy customer needs , Vietnamese SMEs have done a good job of market segmentation , clearly identifying the market segments that the business can meet .

Fifth , SME managers have a correct understanding of the role of information systems in implementing and controlling quality control . Therefore, in recent times, SME have gradually built information systems in the following aspects: investing in implementing information systems, training employees capable of applying information systems, and increasing information updates on the system.

2.4.1.2. Causes of success

a) Objective reasons:

Hanoi has had many policies and guidelines to create favorable conditions for the development of SMEs . Since the Enterprise Law in 2000, the amended Enterprise Law in 2005, especially since the issuance of Resolution No. 14-NQ/TW (9th tenure) on continuing to innovate mechanisms and policies to encourage and facilitate the development of the private economy in 2002, the Hanoi Party Committee has directed the entire political and administrative system from the city to the grassroots level to thoroughly grasp the spirit of the Central Government to create favorable conditions for economic sectors, including the private economy, to develop. The city has implemented 9 working programs of the Hanoi Party Committee, 14th tenure, closely following the above spirit. Many new policies have been researched and proposed by the City to support businesses, especially SMEs, to overcome difficulties.

Some typical policies include implementing administrative procedure reform, decentralizing more to the grassroots, separating the administrative management function of the State from the business management function of the grassroots. In particular, switching from the form of "pre-inspection" to "post-inspection" in business registration and establishment; implementing the "one-stop-shop" regime in granting business registration certificates; registering tax codes and seals ; establishing tax advisory councils in wards to advise on determining reasonable tax rates for business households; implementing the one-stop tax mechanism; gradually declaring and paying taxes electronically.

The city has implemented many policies to support production and business premises for enterprises such as planning 11 industrial parks with a total area of ​​2094.11 hectares, 49 industrial clusters and 177 industrial craft villages with 3940 hectares; supporting infrastructure construction costs, deducting compensation, and clearing land for enterprises. Currently , 8 industrial parks and 19 small and medium-sized industrial clusters have completed or basically completed technical infrastructure to come into operation.

The city has implemented financial policies and mechanisms such as: creating conditions for private enterprises with projects in preferential investment sectors to borrow capital from the City Development Investment Fund ; establishing the SME Credit Guarantee Fund (November 2006); encouraging credit institutions to pay attention to private enterprise customers; implementing credit interest rate support for customers eligible for interest rate support under the stimulus program of the Government and the State Bank. Outstanding loans to the private sector of commercial banks in the city increased rapidly and reached a rate of about 50% of total outstanding loans.

Implement many trade promotion programs, provide information assistance to businesses, support online consulting, support market development , support businesses in training human resources. Implement industrial promotion programs, issue regulations to recognize craft villages in the capital. Organize to honor typical private enterprises and business owners, and artisans .

b) Subjective causes

The business community in the capital is growing stronger and stronger, many business owners are well-trained, have high cultural and professional qualifications. Thanks to that, the ability to think , perceive and access new knowledge of the business community in the capital is relatively high.

Enterprises have actively applied modern technology in collecting and processing information. Nowadays, thanks to the progress of science and technology, many new technologies have been born to facilitate enterprises in collecting, processing and storing information .