Chiến lược kinh doanh của công ty dy lịch dịch vụ hà nội

CHIẾN LƯỢC KINH DOANH CỦA CÔNG TY DY LỊCH DỊCH VỤ HÀ NỘI
Business strategy of the Hanoi Tourism Service Company (Hanoi-Toserco)

1


TABLE OF CONTENT

TABLE OF CONTENT............................................................2
RESEARCH OF CONTENT....................................................4
1. General introduction about Tourist Services Hanoi Company (HanoiToserco)..................................................................................................................... 4
1.1 Overview of the formation and development.......................................4
1.2 The launch of the Tourism Center Hanoi Tourism Service Company...5
1.3 Business Results of the Hanoi Tourism Centre.....................................5
2. Analysis of PEST model.............................................................................7
2.1 Economic environment.........................................................................7
2.2 Technical Environment-Technology.....................................................8
2.3 Environmental culture - society............................................................9
2.4 The natural environment.......................................................................9
2.5 The political factor - the law...............................................................10
3. Analysis of the competitive factors...........................................................11
3.1 Competitors........................................................................................11
3.2 The pressures from suppliers..............................................................11
3.3 Pressure from substitute products.......................................................12
3.4 Markets tourists..................................................................................12
3.5 The development of brokerage services..............................................13
4. The results achieved in the implementation of business strategies...........14
4.1 For strategic marketing mix:...............................................................14
4.2 Price policy.........................................................................................14
4.3 Product Policy....................................................................................15
4.4 Promotion policy................................................................................15

4.5 Distribution Policy..............................................................................15
2


4.6 For market strategy.............................................................................15
4.7 For competitive strategy.....................................................................15
5. Shortcomings in the implementation of business strategies......................15
5.1 Mixed Marketing Strategy..................................................................16
5.2 Market Strategy..................................................................................16
5.3 Competitive Strategy..........................................................................16
6. Proposed measures to improve the efficiency of business strategy...........16

..........................................................................................17

3


RESEARCH OF CONTENT

1. General introduction about Tourist Services Hanoi Company (Hanoi-Toserco)
1.1 Overview of the formation and development
Hanoi-Toserco is a travel company has made a reputation in the market
domestically and internationally, the company has in the name of foreign tourist
Guidebook. Licensed to operate from the middle of 1988, tourism business functions
and services on the Hanoi area. Hanoi-Toserco is now the business units under the
People's Committee of Hanoi, under management of the state's tourism Vietnam
National Administration of Tourism and the Department of Hanoi Tourism.
To generalize the process of formation and development of the company
Hanoi-Toserco into 3 phases:
Phase 1 (1989): Decision No. 1625/QD-UB, on October 14th, 1988 of the

Hanoi People's Committee has confirmed the Hanoi-Toserco is the economic unit
establishments under the People's Committee of Hanoi city, the independent economic
accounting with business travel functionality in Hanoi.
Phase 2: (1990-1993): Decision 105/QD-UB of the People's Committee of
Hanoi has to Hanoi-Toserco implemented decentralization and transfer of attached
units from accounting report remodel independent economic accounting, which
promote the role of business autonomy, marked a maturing of the business.
Phase 3: From 1994 - present: This phase Hanoi-Toserco rearranging
organizational model to suit the provisions of the City, the establishment of enterprises
by Decree 388ND/CP of the Prime Minister.
Companies include:
- 6 departments maids
- 6 units under internal company accounting
- State Service Center
- Management Centre carriage guide tourists
- 6 Yacht West Lake
- Factory tours
- Branch of Hanoi Tourism Service Company in Ho Chi Minh City
4


- 6 Joint Venture
- Horison Hotel (5 star)
- Hanoi Hotel (3 stars)
- ASA of Hanoi ROYALHotel: Caters merchant
- Manfiled - Toserco (agents airfare): Vietnam Airlines, Thai Away, ...
1.2 The launch of the Tourism Center Hanoi Tourism Service Company
Hanoi Tourism Centre was established under Decision 637/QD - UB, granted
on February 10, 1993, permit international travel business 57/GPDL, issued on June 9,
1993, registration license business No. 105 719, granted on March 20, 1993. Tourism

Center is an independent business unit under the management of director of the
company, business center primarily for domestic travel and international travel.
Functions and duties:
- Organization of business management team of the company car assigned to
the center
- Direct contracting with the organization of business travel domestic and
international. Organize travel programs.
- Implement obligations to pay taxes and other payments related.
- Signing a contract with other service providers such as hotel, restaurant,
transportation,etc,...
1.3 Business Results of the Hanoi Tourism Centre
Hanoi Visitors Center is a state enterprise with the main function of
international travel business and domestic travel, international travel including a large
proportion of the travel business activities of the Centre. In addition, the center also
has other functions such as: provision of services to tenants for office and residence;
provides services for car rental, airline ticketing service,etc,...
The business of domestic tour: In recent years, this segment of the Center had
prospered. Previously, the domestic travel business is not heated by the international
travel business. Because, during which Vietnam does not really have to travel
movements combined with low income and less idle time funds. The same year
business major domestic travel only two seasons: summer and festival season. Source
main guest of the Centre in this period are from agencies in Ha Noi, Hai Phong and
Ho Chi Minh City. The number of domestic tourists is 296 respectively, while the
5


number of international visitors was 2,416 respectively. Revenue from domestic
tourism was 250 million, while international tourism revenue is 2,950 million. In
2011, revenue from international travel accounted for 92% of total revenue, while
revenue from domestic travel accounts for only 8%. In recent years, business

operations domestic tour of the center has really flourished. Because the needs of
people traveling Vietnam increases over time ago due to higher economic conditions,
the fund longer idle time. To the Center, Hanoi Tourist Centre has focused much more
on domestic tourists, promote propaganda promoting tourism products. Creating
unique programs, attractive suite of math ability, customer preferences.
Table 1. Target guests Center Hanoi Tourism
Unit: Hit people
Year
Inbound Tourist
Outbound Tourist
Internal Tourist

2012
4.380
745
4.873

2013

2014

4.530
5.752
1.293
1.632
5.289
6.120
Source: Centre for Tourism Hanoi

Footnotes:

Inbound Tourist: International Travelers initiative
Outbound Tourist: international tourists passive
Internal Tourist: Domestic Tourists
Regarding the domestic tourism segment, the current number of domestic
tourists to Hanoi Tourist Centre has greatly increased. To get it is because tourists
come to the center always received warmly welcoming attitude of the staff and
workers with the attractive tourism programs, better service quality. The domestic
tourism program of the Center is divided into two: Tour schedule proactive and travel
programs according to your requirements.
Open Tour + City Tour: This is the area where the Center obtained the highest
results in all its activities. Every year, this activity has attracted a large number of
visitors to the Centre.
In recent years the number of tourists to consumer travel programs are very
large, are shown in the figures the following table:
Table 2. Visitor Target of the Center Hanoi Tourism
Unit: Hit guest
6


Năm
Open tour + City tour

2012
38.364

2013
2014
20.081
22.280
Source: Hanoi Tourism Centre

The business of international travel: International travel business has always
been the strength of Hanoi Visitors Center, sales of international travel accounted for
70% of operating revenues tour business. But in recent years, The center has focused
both on domestic travel segment captured by travel demand and revenue on the
increase of people in the country, but not so that the Center ignoring or not paying
attention to the array of international travel. During activities that require centers to
create its reputation in the market by building the tourism program rich and diverse
with reasonable prices, but to ensure good quality. In addition, the program also must
create a new, unusual for programs of other companies have been made. Due to good
performance of this indicator, the Centre has expanded the scale and market their
guests. Currently, the center has been to get a foothold in the market. In recent years,
Hanoi Tourist Centre has been focusing on exploiting some potential markets and high
solvency: France, USA, Korea, Japan, Germany,etc,...
Table 3. The average revenue from travel business activities of the Centre
for Tourism Hanoi
Unit: million VND
The content
Outbound
Inbound
Internal
Open & City tour
Total

2000
5.794
5.960
1.362
7.831
20.947

2001

2002

6.850
8.083,5
7.590
9.430,8
1.706
1.942
7.353
7.488,7
23.499
26.945
Source: Hanoi Tourism Centre

2. Analysis of PEST model
2.1 Economic environment
In some elements of the macroeconomic environment, the economic factor is
the most important and decisive to the development of business strategy of the Centre.
Because economic decisions to the solvency of the tourists. When economic
7


development, meaning that people's income is higher, life is improved and it has
satisfied all the necessities, people will tend to move to meet today's demanding high
rather, it is a secondary need. When seize the economic situation development, the
center will carry out the construction of tourist programs to conform with the solvency
of the tourists.

Economic growth means that income and livelihood of the people is increasing
day by day. This led to the development of a number of service industries, consumer
goods,etc,... and tourism is one of the sectors have been favorable conditions for
development. In recent years our economy has grown significantly step. Since
implementing the policy of our country economic transformation from a centrally
planned to a market economy goods, perform open integration with the economies of
the countries in the region and around the world. The growth rate of the economy
continued to increase rapidly.
When economic growth accompanied by income per capita of the country on a
rise. With such an income, people's lives are greatly increased. Nowadays people do
not just think of food, clothing,etc,... But travel demand has also appeared in many
Vietnam.
2.2 Technical Environment-Technology
In the past few decades, the pace of development of science and technology in
the world has made significant progress and could say was developed strongly with
the advanced applications in the areas of economic life economic, political,
military,etc,... When technical-technological development leading to increased
productivity, reduced working time, all technical operations be carried out quickly and
bring high economic efficiency. When economically efficient means of economic
development, people's income increases, and the ability to spend it all strata of
increase, all basic needs are met and they tend to requirement is satisfied the needs of
secondary (high demand) including travel demand.
Scientific and technological development will not only promote economic
development, but it also impacts on the upgrading and refurbishment of infrastructure
engineering companies, travel businesses. When the investment has had an
appropriate way, the ability to serve its customer better seduoc, fastest meet all the
needs of tourists. Because travel demand in high demand, tourists are required to serve
8

in the best way. Therefore, the Centre needs to retool in a uniform from the workplace,
the material and technical base of the center to the vehicle. Since that would attract
tourists to come and consume the products of the Center, created the prestige and
reputation of the Center on domestic and foreign markets. When engineering - the
technology has been applied to promote production and business processes taking
place at a rapid pace, sustainable and besides it ensure environmental hygiene.
2.3 Environmental culture - society
Vietnam with 4000 years of history have shaped a culture imbued with national
identity. A mixed culture of many ethnic groups in the community of the people of
Vietnam, with many cultural and historical monuments such as the ancient capital of
Hue, My Son Sanctuary, Hoi An, Hoa Binh gong culture, folk festivals,etc,...,
community Vietnam has 54 different ethnic groups, each nation characterize a culture.
Each ethnic keep themselves separate identities with different customs. That creates
the diversity of our country's culture. All create significant advantages in the
development of tourism in Vietnam. It is also great resources to promote tourism
development to generate income strata of the population, the state budget and create
more jobs for people.
Hanoi is the political and cultural center of the country. From centuries ago
Hanoi was the capital of many dynasties. Therefore, formed many cultures make
Hanoi a thousand years of civilization lands with many historical, cultural enormous.
Nowadays, when it comes to Hanoi is people say to a concentrated area famous
celebrity of the nation, people will mention the elegant lifestyle of the people of Ha
Thanh, many folk festivals,etc,... The people’s Hanoi city with elegant manners,
hospitable, friendly, polite communication. These characteristics are suitable for
tourism development in Hanoi. For tourists, while traveling, in addition to the
sightseeing purposes, they resort also has another purpose which is proper to learn,
explore culture, history, people in countries where they travel to. So Vietnam has all
the favorable conditions for tourism development, Vietnam has a long history with a
rich culture. So, could attract more tourists to visit, tourists bring major source of
income for the local and national.

2.4 The natural environment

9


Vietnam is a country located in Southeast Asia. Our country has many natural
resources varies widely distributed lead lap and stretches from north to south. Lots of
natural landscapes by the State and world ranking. These are factors that create
advantages for developing the initial business of a business tourism, a sector, a local
or national one. Therefore, when developing business strategies that must conform to
the natural environment and rich diversity of each region. For somewhere full terms of
natural resources, human resources documents, the favorable natural conditions,etc,...
then there will be great conditions for tourism development.
The potential of tourism humanistic resources: Thang Long, Dong Do, Hanoi is
the land, the cradle of culture Dai Viet, where Vietnam State formed first, measure the
earth's most dynasty. It was here that form most succinct features of Vietnam culture
and then spread to the whole country. This resource is people, the pagodas, temples,
communal houses, the building structures, monuments of culture, traditional festivals,
museums, art institutions of Hanoi: Van Mieu Quoc Tu Giam, Ho Chi Minh
Mausoleum, One Pillar Pagoda, Ho Chi Minh Museum,etc,...
On the area of Hanoi has around 2,000 historical relics including 484 Rated.
Density relics of Hanoi highest drug in the country. This heritage is born and
nourished by the moral, religious and ethnic traditions, so it has vitality and durability.
The historical relics of Hanoi: Quarter thirty six streets, Hoa Lo Prison,etc,...
2.5 The political factor - the law
Political regime in our country today is considered relatively stable and steadily
been recognized worldwide as a safe destination and friendly. Guidelines and policies
of the Party and State have increasingly more open. The views expressed consistently
expand cooperation and exchange friendly countries in the world conform to the trend
of globalization and internationalization of the world economy.

In recent years Vietnam to participate in building international relationships:
Participate in the ASEAN, participated in the forum of economic cooperation in AsiaPacific (APEC), especially Vietnam was normal cultural relations with the US. The
legal system of our country more fully consolidate and close more of the many laws
and ordinances, specifically,etc,... To strengthen the management of the State to create
a legal framework firmly corridor ensuring that enterprises have autonomy in their
business activities more.
10


3. Analysis of the competitive factors
3.1 Competitors
Vietnam's economy is a market economy. Already a market economy, it
definitely will be competition. Since the economy of Vietnam's market economy is the
management of the State, so the competition process is always regulated by state
enterprises to avoid monopolistic competition. Hanoi market today, business travel
activity has been taking place very lively, aggressive and strong in the presence of
hundreds or thousands of travel companies including state-owned, joint ventures and
private. These companies are active in the fields of travel and different arrays, both
international travel and domestic travel. Against this backdrop, the Hanoi Tourism
Centre will have to choose for themselves what opponents that Centre should
compete. So that the center has the plans, strategies, competitive strategies that can
achieve higher efficiency than competitors.
Hanoi market now has some travel companies of State activity in the segment
of international travel and domestic the Hanoi Tourist Centre considered its
competitors: Unions Tourism Company, Travel Railways, Tourism Transportation
Resources, Star Tours, tour Vina, Ben Thanh Tourist - branch in Hanoi,etc,... The
nature of the industry, the company's products are often the same. So we can not
compete with each other on products, which we can only compete on price and the
quality of the product. Which company to market an appropriate price while
maintaining quality of tourist programs, ensure profitability, the company will win and

dominate that market. Besides competing on price, the companies still depend heavily
on the prestige and their reputation in the market again, it attracts new visitors. Hanoi
Tourism Centre is full of conditions to be able to compete with companies in the area
of Hanoi: The sale price of the Hanoi Tourism Centre was not higher than other
companies in the province. In addition, the center also prestigious and very high
reputation in the region as well as activities on a national scale. So, it was great to
facilitate Hanoi Tourism Centre can operate effectively on the Hanoi market.
3.2 The pressures from suppliers
For a business travel, providers have a special role in their business processes.
Suppliers ensure inputs for business, it determines the quality of the output of these
enterprises. Therefore, it contributes to the competitiveness among enterprises. A
11


general business travel and tourism center in Hanoi in particular has a lot of different
vendors. The mission of the enterprise is to link all the services that the provider of a
complete product and sell to tourists with gross prices. Suppliers who provide
services: transportation, accommodation, meals, entrance fees at destination, as well
as in the area of operation of the company. Among the vendors on, own transport, the
center of Hanoi Tourism Center have organized themselves fleet.
As a travel company operating in the field of guest posts, so the company has
created for himself a relationship with hotels and restaurants in the area of Hanoi: In
addition to the joint venture affiliated hotels company: Hanoi Horison Hotel, SAS
hotel venture, Hanoi hotel the joint venture,etc,... The company has at the travel
destination, Hanoi tourist Centre also put relations with some suppliers the
accommodation service, catering.
Currently, in order to relieve pressure and reliance on suppliers, Hanoi Tourist
Centre has expanded relationships with many different suppliers in order to reduce the
binding avoid an excessive levels at suppliers. Create an environment of perfect
competition between suppliers together and simultane - ously laser also creates

suitable choice for suppliers. Therefore, the business strategy of Hanoi Tourist Centre
is to somehow to be able to expand the relationship with suppliers as much better. It
will promote business activities of the Centre an effective way.
3.3 Pressure from substitute products
Future replacement product of Hanoi Tourist Centre will tend to increase. With
many organizations form new tourism programs by the other tour operators as the
program conducted ecotourism, tourism and resort,etc,... Will create a huge pressure
on existing tourism products of the Centre. This requires the Centre to actively
research and development of its new products. Actively upgrading and completing
additional natural products circulating in the market of the Centre. Only so can reduce
the pressure of the replacement products for those products Hanoi Tourist Center.
3.4 Markets tourists
Tourist market is the most important factor critical to the process of building
the business strategy of Hanoi Tourist Centre. Because the growth of the hotel market
defined the attractiveness of the market. When that market is attractive, the center will
develop business strategies accordingly to be able to penetrate, develop and expand
12


the market. The center will use all its resources to that could land the most profitable
in that market.
For Hanoi Tourist Centre, in the segment of international travel, the Centre has
not sudi explored, exploited some new markets such as Japan, France, America,etc,...
But the new center just pay attention to market the Chinese visitors. In recent years,
Hanoi Tourist Centre has been paying attention to the expansion and development of
the market of domestic tourists. Because the needs of people traveling Vietnam
increases over time ago due to higher economic conditions, the fund longer idle time.
To the Center, Hanoi Tourist Centre has focused much more on domestic tourists,
promote propaganda promoting tourism products. Creating unique programs,
attractive suite of math ability, customer preferences. Currently, Hanoi Tourist Centre

has distributed guests into two main categories: Market visitors wishing to travel with
high service quality and customer market Special mention not much quality but
simply serves to participate in the trip.
For each type of market, the center will offer tourist programs with reasonable
price to each audience satisfied with the quality and form of tourism that they have
chosen, so the next time they picked Centre Hanoi tourism travel rather choose
another company. But the majority of tourists come to the center often have high
liquidity, typically customer offices, the wealthy families in Hanoi and surrounding
provinces. With a student audience, almost very little. Recommended for these centers
often serve the purpose of advertising is the key.
During this time the Centre should actively explore, discover and fully exploit
the Japanese market and the French visitors. Because, in recent times Vietnam Airlines
has opened direct flights from Vietnam to Japan, France, and vice versa. Due to the
characteristics of the Japanese mentality is like to go so quickly, do not want to wait.
So the opening of direct flights between the two countries creates great conditions for
the travel company in Vietnam in general and Hanoi tourism center in particular will
have the opportunity to welcome a large number of tourists Japanese tourism in
Vietnam.
3.5 The development of brokerage services
In this era, when the economy is more developed brokerage activities even
more important role much. And in the tourism business, the brokerage service is
13


equally important. Because the tourism market is vast and not any guests who may
know all about its people. To satisfy the curiosity to learn about the travel market,
visitors will be looking to brokerage services to seek the information necessary to
serve the next trip around. It is from there that brokerage activities were really active
in the market, it is a bridge between travelers and tourism companies in the
implementation of tourism programs for guests.

4. The results achieved in the implementation of business strategies
For each strategy is a good fit or the results that it brings will be great. It is the
foundation for increasing revenue, profit, fame and prestige to the Centre in particular
and the company in general. And special it will be good conditions to attract or attract
tourists, increase the number of visitors to the Centre. This is demonstrated through
the implementation of the strategy:
4.1 For strategic marketing mix:
Any company operating in the market economy are focused on strategic
marketing mix. Because of this strategy has many important policies and the
successful implementation of this policy, the efficiency that it brings to the company
will not be small. Hanoi Visitors Center in the process of implementing the marketing
strategy for using good mix of policies: price, product, promotion and distribution.
4.2 Price policy
Because learn, grasp the needs of consumers in the market is always interested
in buying the product or service is the cheapest and best quality requirements. And
optimized to meet the needs of consumers but still desired profit. Together with the
Centre have great financial resources, combined with proper market analysis, the
Centre has decided to put off selling the travel programs on the market at prices
matching the traveler accepted while prices also afford to compete with other
competitors in the market. Because appropriate price, so the number of visitors to the
Centre over the years is very large and the revenue earned from this activity is high.
For tour programs for retail customers, the Center has established for each
audience with the appropriate rate to achieve the goal of maximizing the number of
passengers. Centre has preferred rates for regular delegations east quantities, discount,
discount prices for children, creating lasting relationships with suppliers in order to

14


enjoy preferential rates, they spent cooperative prices for companies like the hotel in

Halong Bay, Hoi An.
4.3 Product Policy
The center has well promoted tourism programs as a single program: City Tour,
Open tour. For City tour, done during the day, while the Open tour, depending on
customer needs that time may be extended, various short.
4.4 Promotion policy
In the various forms of advertising on various media, at reasonable cost and
design of promotional ink and rich diversity. The center has been introduced to
visitors at home and abroad known products and its services so that tourists can go
sightseeing, tourism in Vietnam through its service. Moreover, since the promotional
activities of this center has created the image of Vietnam in general and the company
in particular.
4.5 Distribution Policy
The Center has performed its role as a bridge to bring tourists to consumer
tourism products all over the country and abroad, is the connection of individual
products to best serve the needs of traveler. Although the system of affiliates, agents
are limited and uneven distribution. Anyhow, the Centre has also obtained significant
advantages in the use of distribution channels.
4.6 For market strategy
Besides going into the market to fully exploit domestic tourists with array of
domestic travel business with credibility and its reputation. The center also exploiting
the market segments in Europe, Asia: US, France, Germany, Japan, China,
Korea,etc,...
4.7 For competitive strategy
This is a very important strategy for the Centre in the seizure and prestige, its
reputation in the market. Due to acknowledge the importance of this strategy, the
Centre has so much effort to implement competitive strategies from competitors in the
marketplace. By using high-cost strategy and business operations with prestige and his
fame, the Centre has achieved significant accomplishments in traffic, revenues and
profits in recent years.

5. Shortcomings in the implementation of business strategies
15


Paired with the success or upon which the Center achieved during the
implementation of the strategy is the difficulty surviving necessitate corrective,
resolved quickly and promptly.
5.1 Mixed Marketing Strategy
In product policy, because the characteristics of tourism products are easy to
imitate and copy, plus work to build a new product brought into service, the need to
spend a high cost. And when put into practice product, this product is easily imitated,
copied. So in the process of business activities, the Centre did not build yourself a
travel program different than the competitors. Here, the new center only policy choice
of product differentiation is low. The evaluation of product differentiation is the
quality of the tourist program that the Center offered to guests. As for the distribution
policy, the Centre has not build yourself a network of branches, offices, travel agents
in many provinces and cities nationwide to help more convenient Center the
implementation of the tour.
5.2 Market Strategy
In the segment of international travel, the Center has focused too much on the
Chinese hotel market, the market is considered to have the largest number of visitors,
but low liquidity and promiscuity. So when conducting cater to this audience very bats
Center on prestige loss for service providers. Center focuses on China's hotel market
because the current number of visitors traveling to Vietnam more, by geographical
location close to Vietnam and the cost of a trip in Vietnam high and not suitable for
their solvency. Also, due to very strong center for international travel should
businesses although domestic travel was concerned but not yet adequate and true to its
importance. Number of employees in the domestic nest less, technical facilities for
domestic institutions are limited and it is worth noting that domestic institutions not
currently have a team of their own guides.

5.3 Competitive Strategy
In this strategy, the new center uses only high-cost strategy and too biased to
use the prestige and their reputation in the business. So if tourists do not know about
the reputation of Hanoi Tourist Centre, it is a great loss for attracting visitors and
increase revenue for the Centre.
6. Proposed measures to improve the efficiency of business strategy
16


+ Diversification of products and services, expand markets, increase sales in
order to constantly increase profitability, improve the competitiveness of the Centre.
+ Venture, associated with domestic and foreign units to attract tourists.
+ Consistent implementation oriented strive to increase the income from basic
operations, traditional services have great competitive strength but do not forget the
expansion, diversification and other services.
+ Focus on intensive investment in upgrading, renovation and renewal of
equipment to combat degradation and improvement projects, improve service quality.
+ Strengthening intensive investment into expanding, improving and upgrading
the facilities required to care centers focus on training, the training of new staff team
to meet market needs school.

17