and may be a place where tourists "go once and never return". On the contrary, places with loose customs tax policies, to encourage tourists to shop a lot, are places that tourists often visit and recommend to their friends to travel, these are the places that have earned a significant source of foreign currency for the tourism industry.
- Sex or Sand
The element of sexual attraction has many different meanings. But no matter how it is understood, the word Sex in tourism represents the provocation, attraction and satisfaction of physiological needs.
If we exclude the sex appeal factor, the sand factor is also very attractive to tourists. With white, smooth sand beaches running along the coast, it will attract tourists. People like to sunbathe on the sand, watch the waves and many people, especially children, like to play with the sand, want to make sand dunes on the East Sea, like to build castles, familiar images or bury themselves under the sand...
3H Model
Components of the 3H model include:
- Heritage: Traditional national heritage, cultural heritage, churches, pagodas, mausoleums, etc.
- Hospitality: Hospitality, hotel - restaurant
- Honesty: Honesty and reputation in business.
1.1.3 Motives for tourism:
- Physical motives:
Thanks to the advancement of science and technology, the productivity of the economy is increasingly high, the standard of living of people is increasingly improved. It is also from the advancement of science and technology that the consequence is that people increasingly have to face environmental pollution, especially in big cities. People are always busy and stressed, with daily work because the competition between companies is increasingly fierce. Therefore, traveling to rest and restore health after stressful working days is a very necessary need. Annual leave is considered a motivation to increase the strength so that workers can continue working. That is why many countries in the world, including Vietnam, have institutionalized the need to travel - rest to restore health of workers into law. At point 2, article 8, the Law on Vietnamese Trade Unions stipulates: " Trade unions are responsible for working with relevant agencies and organizations to take care of cultural life, physical education and sports activities, and organize rest and travel for workers."
The International Charter of Economic, Social and Cultural Rights of the United Nations dated December 16, 1966 also stated that everyone has the right to rest and leisure, including reasonable limitation of working hours and periodic paid leave.
Thus, activities related to the need for rest, relaxation, entertainment, recreation, participation in sports activities, following instructions or instructions
Medical advice for medical treatment by mineral springs or similar treatments, and other motives directly related to health, all having in common the aim of reducing stress through physical activity, have promoted the development of tourism.
- Engine of discovery:
The desire to explore, to see, to experience, and to learn new things is human nature. When people have the opportunity to read and know a lot about different places, countries, and cultures; hear interesting and new things about a place, they wish to travel there to explore. Some people like long trips, others like to explore new but closer things. The desire to participate in new activities, enjoy delicious food, integrate into strange communities and try to adjust to those strange communities, to those new customs, these are the desires to explore the new world and also to explore themselves, ... this has urged people to make trips.
- Motivation to learn and improve knowledge:
Traveling for research and study has become an indispensable need not only for the fields of Social Sciences and Humanities but also for the fields of Geography, Navigation, Astronomy, etc. Field trips are also needed. The journey, exchange, and social contact have helped students quickly mature, form a scientific worldview, improve their level and correct awareness of different communities on earth.
- Other synthetic engines
In addition to the main motives above, we can see that the motives that motivate people to travel are very diverse, difficult to summarize, it can also be curiosity, love of the attractive features of folk art, sports, the wonders of nature... and can also come from the spirit of adventure or the need for social interaction.
1.2 ISSUES ON DEVELOPMENT STRATEGY.
1.2.1 Some issues related to strategy and development strategy.
According to the most general definition, strategy is the motto and plan, the overall strategy for a period of struggle and social construction . [,358] In business administration, strategy is defined as a set of goals and policies as well as the main plans to achieve those goals. [,14]
For a business, the business strategy is a general action plan aimed at achieving the set goals. For an industry or a locality, the economic development strategy is a system of viewpoints, goals, orientations and basic policies over a long period of time to successfully implement the development guidelines of the Party and the State.
Concept of strategic management:
“ Strategic management can be defined as the art and science of formulating, implementing, and evaluating cross-functional decisions for
enable an organization to achieve its objectives .” According to this definition, strategic management focuses on integrating management, marketing, finance and accounting, production, research and development, and information systems across business areas to achieve organizational success.
1.2.2 Stages of strategic management:
The strategic management process consists of three stages:
- Strategy formulation stage : includes developing the business mission, identifying external opportunities and threats to the organization, identifying internal strengths and weaknesses, establishing long-term objectives, generating alternative strategies, and selecting specific strategies to pursue.
- Strategy implementation phase : Establish annual objectives, set policies, motivate employees, and allocate resources so that established strategies can be implemented.
- Strategy evaluation phase : this is the phase of monitoring the results of strategy establishment and implementation activities. This step includes measuring and determining individual and organizational performance, and taking necessary corrective actions.
The strategic management process must be a people process to be successful. People, including both managers and employees, make the difference.
The content of the thesis mainly lies in the analysis and strategy building stages and through the evaluation matrices of the built external and internal factors to choose the strategy.
1.2.3 Key tools for strategy formulation and selection.
To form a strategy, it is necessary to analyze the external and internal environment of the business to determine the goals that need to be set, from which to develop strategies and choose appropriate strategies.
One of the methods used in analyzing, building and selecting strategies is based on analyzing external factors (EFE: External Factors Evaluation), internal factors evaluation matrix (Internal Factors Evaluation), from which to build a matrix of strengths, weaknesses, opportunities and threats (SWOT: Strengths, Weaknesses, Opportunities, Threats) as a basis for building and selecting strategies.
1.2.3.1 External Factor Evaluation (EFE) Matrix:
The external factor evaluation matrix allows strategists to summarize and evaluate economic, social, cultural, demographic, geographic, political, governmental, legal, technological, and competitive information. This matrix evaluation allows strategists to assess the impact of factors on the organization's current and future operations. This reveals opportunities (O), as well as threats (T) to the organization's operations. There are five steps in developing an external factor evaluation matrix.
1. Make a list of the factors that are critical to success as identified during the external factor audit; include a total of 10 to
20 factors, including opportunities and threats, affecting the company and industry.
2. Rate the importance of the factors, from 0.0 (not important) to 1.0 (very important) for each factor. The total of the ratings should equal 1. The ratings in this step are based on the industry.
3. Assign a 1 to 4 rating to each critical success factor to indicate how well the company's current strategies respond to these factors, where 4 is a good response, 3 is an above average response, 2 is an average response, and 1 is a poor response.
4. Multiply the importance of each variable by its category to determine the total importance score.
5. Add up the total importance scores for each variable to determine the overall importance score for the organization.
The highest total weighted score an organization can have is 4.0 and the lowest is 1.0. The average total weighted score is 2.5. A higher total weighted score above the average indicates that the organization is responding well to opportunities, threats and vice versa.
1.2.3.2 Internal Factor Evaluation Matrix (IFE):
This is the final step in performing an internal strategic management audit. This strategy formulation tool summarizes and evaluates the key strengths and weaknesses of the functional business units, thereby identifying the organization's strengths (S) and weaknesses (W) .
Similar to the EFE matrix described above, the IFE matrix can also be implemented in the same 5 steps as above.
1.2.3.3 Strengths, weaknesses, opportunities, threats (SWOT) matrix:
The SWOT matrix is an important tool for combining identified strengths, weaknesses, opportunities, and threats from the external environment, allowing us to develop four types of strategies from combining these factors:
- Strengths-opportunities strategy (SO): Use internal strengths and take advantage of external opportunities.
- Weakness-Opportunity (WO) strategy: improve internal weaknesses by taking advantage of external opportunities.
- Strength-threat combination strategy (ST): Use internal strengths to avoid or minimize external threats.
- Weakness-threat combination strategy (WT): is a defensive strategy to reduce internal weaknesses and avoid external threats.
1. List the company's major external opportunities.
2. List the important external threats to the company.
3. List the company's key internal strengths.
4. List the weaknesses within the company.
5. Match internal strengths with external opportunities and record the resulting SO strategies in the corresponding cells.
6. Match internal weaknesses with external opportunities and record the resulting WO strategy.
7. Match internal strengths with external threats and record the resulting WT strategies.
8. Match internal weaknesses with external threats and record the resulting WT strategy.
From combining the elements in the SWOT matrix above, we get strategies, which allow us to have the basis to analyze and choose strategies that best meet development opportunities, have high feasibility to make optimal use of resources.
Of all the environmental events and trends that can affect a company's strategic position, competitive influences are arguably the most important. The competitive profile matrix identifies the major competitors and their particular strengths and weaknesses. The competitive profile matrix follows the same steps as the other two matrices, but differs from the external factor evaluation matrix in that internal factors that are critical to success can also be included.
1.3 The role of tourism in the socio-economy.
1.3.1 Position and role of tourism industry in economic and social development:
As we know, tourism has long been one of the important activities in human life. From the late 80s of the 20th century to the present, spending on services related to free time has grown strongly in the world. Tourism business is one of the economic spearheads of many countries. The economic value of the tourism industry is no longer purely profit, revenue calculated in money of many tourism businesses but also "surplus" of many non-monetary values in many fields. Tourism is the "golden goose" - not easy in the increasingly competitive conditions when tourism business is becoming one of the leading industries of the future.
According to the International Monetary Fund (IMF), in 1987, world tourism generated a total revenue of 1,900 billion USD. Tourism has generated from 6% to 10% of money in many developed industrial countries, including creating many jobs. Currently, it is estimated that each year, 1/3 of the world's population travels, including traveling abroad and traveling domestically, meaning about 2 billion people. On average, each tourist traveling abroad spends about 700 USD and the countries that receive tourists will benefit most of that money. Tourism has a very significant impact on the national economy, especially for developing countries. National income will increase thanks to economic measures, in which tourism development contributes to the consumption of domestic products, creates jobs, and adds foreign currency to the country's balance of payments. Tourism is a labor-intensive industry, dominating many other occupations and fields in the national economy. In addition to those who work directly in tourism establishments and organizations, there is a large team of workers in
Many industries and localities indirectly participate in supplying the tourism industry at different levels. Thanks to tourism, many traditional industries can survive, many handicraft products can be consumed, which means creating jobs for many people.
In Vietnam, thanks to the growth in tourism business activities, it has contributed a lot to the national economy. Tourism development has positively impacted the development of other industries such as: Aviation, transportation, post, telecommunications, trade, handicrafts, etc. And it has contributed to shifting the economic structure in a positive direction, increasing the proportion of services in the total national income, creating conditions for the expansion of tourism socialization. Currently, the country has 250 international travel businesses, over 1,680 domestic travel businesses, 3,761 accommodation establishments. Tourism development has created more than 700,000 direct and indirect jobs for many classes of people, especially young people starting their own businesses and female workers, contributing to the implementation of the policy of hunger eradication and poverty reduction in some places, tourism has fundamentally changed the appearance of urban, rural areas and the lives of communities. It is the level of tourism's contribution to society that is the measure of the industry's size and position.
1.3.2 Position of Quang Ngai tourism in the national tourism development strategy:
In the overall planning for tourism development of the whole country, Quang Ngai is located in the North Central tourist region with extremely important potentials and advantages.
First of all, Quang Ngai has a very favorable geographical location. Quang Ngai is located on the main traffic route connecting the North to the South, with national highways and trans-Vietnam railways running through it. Furthermore, Quang Ngai also has Dung Quat deep-water port along with a system of cross-roads and waterways connecting Quang Ngai with other provinces and localities in the country, which is an important condition for tourism development.
In addition to the convenience of the transportation system and infrastructure, Quang Ngai also has rich tourism potential to develop tourism, including natural tourism potential and human resources. In particular, Quang Ngai has rich potential to develop sea tourism, with ideal beaches such as My Khe, Sa Huynh, ... and rich human resources, typically relics of Sa Huynh culture and Cham Pa culture. Quang Ngai is also famous for its revolutionary historical relics such as Ba To base area, Ba Gia victory relic area, Van Tuong, Son My war relics ...
The geographical location is especially important for developing tourism in that region. Quang Ngai is located in the Central Highlands - Central Vietnam tourism region. Quang Ngai is adjacent to famous tourist destinations of Central Vietnam tourism to the North such as Hoi An ancient town; My Son sanctuary; Binh Dinh Tay Son with the Cham Tower system in the South, which has placed Quang Ngai in an attractive tourist space. It can be said that Quang Ngai is one of the important tourist destinations on the trans-Vietnam tourism route of the whole country. In the future, when the East-West Economic Corridor project is completed and put into operation.
Operating in 2005, Quang Ngai will be an important tourist attraction in the tourism route of Central Vietnam and has strategic importance for Vietnam's tourism industry in the trend of regional integration, first of all with countries on the East-West corridor such as: Myanmar, Laos and Thailand.
1.3.3 Position of Quang Ngai tourism in the local socio-economic development strategy:
According to statistics from the Quang Ngai Statistics Office, although the proportion of Quang Ngai's service economy only accounts for about 20%, while the national rate is 40%, service is still an industry that makes an important contribution to the province's economy.
Once Quang Ngai tourism develops, it will positively impact the development of other industries such as: transportation, post, telecommunications, trade and especially handicrafts, ... of Quang Ngai. Because tourism is a comprehensive industry, the development of the industry will lead to the development of other related industries. And the development of the tourism industry will contribute to shifting the economic structure in a positive direction, increasing the proportion of services in the total national income - the expectation of every economy.
Furthermore, when Quang Ngai tourism industry develops, it will create many direct and indirect jobs for many classes of people, especially new graduates from colleges, universities, etc. and female workers, contributing to the implementation of the policy of hunger eradication and poverty reduction for local residents. Tourism development will fundamentally change the appearance of urban and rural areas and the lives of local communities. This level of social contribution of Quang Ngai tourism is a measure of the importance of the industry.
In recent years, Quang Ngai tourism has made remarkable progress. If in 1995 total tourism revenue reached 7.3 billion VND, then by 1999 it reached 23 billion VND; the contribution to the state budget from 449 million VND in 1995 to 1999 reached approximately 2 billion VND. The growth rate of revenue during this period reached about 21%/year. By the end of 2003, Quang Ngai tourism revenue had reached an encouraging figure, more than 50 billion VND, contributing nearly 5 billion VND to the state budget, the growth rate of tourism revenue during this period reached nearly 12%/year. This is a fairly high growth rate compared to the industry although the absolute value is still low. The contribution of tourism in particular and of service industries in general is still insignificant and has had little impact on the economic restructuring of the province in recent times.
However, in the overall socio-economic development plan of Quang Ngai, the Provincial People's Committee has decided to transform the economic structure towards reducing the proportion of agriculture, forestry and fishery and increasing the proportion of service economy and construction industry. The economic structure of the Province must be built on the basis of the Province's comparative advantages.
In particular, in the context of Quang Ngai becoming a hot spot in developing important economic sectors of the country such as the oil refining industry, taking advantage of opportunities to develop tourism and service industries can bring
significant source of revenue for the budget. It can be said that tourism has had a positive impact on all aspects of society, from the economy to socio-culture. Thanks to tourism, people can be closer to each other, and it can also be said that tourism - the leading industry in implementing open-door - integration policies, is a bridge of cooperation - peace and friendship. In that sense, tourism is also considered a noble cause of humanity, not simply an economic sector serving normal entertainment activities.
With the above mentioned contribution of tourism to the socio-economy, finding a correct and timely strategic direction for tourism development for Quang Ngai tourism is considered an urgent issue, because Quang Ngai is a poor province compared to other provinces in the country, although the potential for economic development is still great but has not been exploited in the right direction, including the potential for tourism development.
1.4 Experience in tourism development from Thailand and lessons learned for Vietnam's tourism development in general and Quang Ngai tourism development in particular.
Thailand's tourism industry has had great success in implementing the 3S model, tourism development has completely changed the economic landscape of this country. Since the 1980s, tourism has become an on-site export industry, earning a large amount of foreign currency for Thailand. In 1987 - "Thailand Tourism Year", the country welcomed about 3.4 million international visitors; revenue reached 1.94 billion USD; accounting for about 43% of international visitors to ASEAN countries. In 1990, Thailand earned 5 billion USD and was known as the "leading flag" in the field of tourism development. In the 1990s, the number of international visitors to Thailand increased gradually, as shown in the following summary table of international visitors to Thailand during the period 1994 - 1999:
Year
1994 | 1995 | 1996 | 1997 | 1998 | 1999 | |
International guests (million people) | 6,166 | 6,951 | 7,244 | 7,293 | 7,764 | 7,928 |
Maybe you are interested!
-
Human Resource Development Orientation of Ninh Binh Province's Tourism Industry in the Coming Time -
Opportunities and Challenges, Orientation, Viewpoints and Goals of HCMC Tourism Industry in HNQT -
Some Solutions for Human Resource Development in the Tourism Industry of the Central Highlands and Central Highlands Region: -
Orientation and Solutions for Tourism Development in Ba Ria - Vung Tau to 2020 -
Overview of the Development Situation of Vietnam's Tourism Industry
Source: Tourism Authority of ThaiLand (TAT)
In 1997-1998, the financial crisis affected the economies of all countries in the Asia-Pacific region, but the Thai government and private sector made efforts to promote programs to attract foreign tourists to visit the country. They carried out "big discounts" in June, November, and December 1998. Hotels, restaurants, tourist car fares, souvenir shops, all reduced prices and were widely promoted to other countries and regions. The "Amazing Thailand" tourism year campaign - Thailand's tourism marketing promotion program since 1998 was a great success, beyond expectations in the context of the financial crisis in the region. Thailand was voted "Tourist Destination of the Year", receiving the Travel Awards 1998 Asia - Pacific. The “Amazing Thailand” program is worth studying by tourism enthusiasts.