Nécessité du sujet
Today, Vietnam is embracing globalization, international economic integration, and trade liberalization As the country continues to integrate, Vietnamese companies face numerous challenges from increasingly fierce competition with both domestic and foreign businesses across various sectors To survive and grow sustainably, each company must assess its true capabilities and strengths, align itself with its competitors, and seek suitable solutions to enhance competitiveness and gain recognition in both national and international markets.
After five years of operation, Thang Loi International Tourism Investment and Development Company has achieved remarkable progress in Vietnam's tourism sector, gaining recognition and a solid reputation However, in the face of fierce competition among businesses, it is essential for the company to establish operational methods, policies, and competitive strategies to ensure sustainable growth.
Recognizing the significance of integration trends and intense competition, I aim to contribute ideas to enhance the business activities of Thang Loi International Tourism Investment and Development Company Therefore, I have chosen the topic: "Strengthening the Competitiveness of Thang Loi Tourism Development and Investment Company."
Aperỗu de la recherche
In recent years, businesses have increasingly focused on enhancing their competitiveness; however, this practice remains underexplored Many companies struggle to recognize the significance of competitiveness in their operations Numerous research studies have emerged on this topic, highlighting its importance in driving business success.
- "Renforcement de la compétitivité de la Société par actions du Vietnam
Biotech", mémoire de fin d'études d’étudiante Nguyen Thi Hong Le, Faculté d'administration des affaires de l'Université de Commerce, 2016.
- "Renforcement de la compétitivité de la Société par actions des Vêtements Song
Hong Nam Dinh ", mémoire de fin d'études d’étudiante Le Thi Phuong Thao, Faculté de gestion de l’entreprise, Université de Commerce, 2016.
- "Renforcement de la compétitivité de la Société à responsabilité limitée de la
Pharmacie Á Âu ", mémoire de fin d'études d’étudiante Dao Thi Luyen, Faculté de la formation internationale de l'Université de Commerce, 2018.
Les documents ci-dessus ont déjà mentionné la cadre théorique de la compétitivité et les solutions pour renforcer la compétitivité de chaque entreprise.
There are no documents related to the Thang Loi International Tourism Development and Investment Joint Stock Company Consequently, I have chosen the topic: "Enhancing the Competitiveness of the Thang Loi International Tourism Development and Investment Joint Stock Company."
Objet et portée de la recherche
La situation actuelle du renforcement de la compétitivité de la SA de développement et d'investissement du Tourisme international Thang Loi.
3.2.1 Portée de la recherche en échelle spatiale
The study was conducted in partnership with Thang Loi International Tourism Investment and Development Joint Stock Company, located at 297 Hau Can Street, Group 6, Zone 5, Bai Chay Ward, Ha Long City, Quang Ninh Province.
3.2.2 Portée de la recherche en échelle temporaire
La recherche a été effectuée à partir de 2016 à 2018 Les directions et les solutions sont à l'horizon de 2020.
3.2.3 Portée de la recherche sur le contenu
The research focuses on four key areas: competitive components, competitive tools, evaluation indicators, and factors influencing competition It examines the current state of competitiveness enhancement and assesses the achievements, limitations, and causes related to the competitiveness of Thang Loi International Tourism Development and Investment Joint Stock Company Subsequently, solutions and recommendations are proposed to enhance the competitiveness of Thang Loi International Tourism Development and Investment Joint Stock Company.
Méthode de recherche
Deux méthodes utilisés sont enquête et interview pour obtenir des données primaires pour la recherche.
During my research, I developed a survey for the Thang Loi International Tourism Investment and Development Company The survey consisted of 8 questions, including both test questions and open-ended inquiries, designed to facilitate more accurate responses from participants on the topic.
- Cible: conseil d'administration, directeurs des fonctions et personnels.
- Nombre de votes émis: 30 votes
- Contenu de l'enquête: les questions sur la situation actuelle du renforcement de la compétitivité de l'entreprise.
The interview method aims to clarify issues that questionnaires cannot address I conducted direct interviews with administrators from the Thang Loi International Investment and Tourism Development Joint Stock Company, focusing on enhancing competitiveness Each interview was tailored to the individual, allowing for in-depth insights.
• Rapport sur les résultats des activités de la SA de développement et d'investissement du tourisme international Thang Loi de 2015 à 2017
• Travaux de recherche liée au sujet
• Documents du site Web de l'entreprise
• Documents publiés sur des sites électroniques
• Manuels pédagogiques liés aux questions de recherche, articles scientifiques et revues
After gathering the survey responses, I synthesize and analyze the results Specifically, the number of individuals selecting the same answer is converted into percentages Based on this data, I provide preliminary observations regarding the state of the company's competitiveness enhancement.
In this article, I compare primary and secondary data collected, drawing conclusions based on the differences observed in the information Additionally, I assess and provide insights on how to enhance the company's control mechanisms.
• Analyse statistique: il s’agit de la statistique des données collectées et d'analyse, de mise en groupe selon de différents critères.
Structure de la recherche
et les annexes, ce travail comprend 3 chapitres:
• Chapitre 1: Quelques questions théoriques de base sur la concurrence et le renforcement de la compétitivité de l’entreprise.
• Chapitre 2: Analyse et évaluation de l’état du renforcement de la compétitivité de la SA de développement et d’investissement du tourisme international de Thang Loi.
• Chapitre 3: Propositions et recommandations visant à renforcer la compétitivité de la SA de développement et d’investissement du tourisme international de Thang Loi.
QUESTIONS THÉORIQUES FONDAMENTALES SUR LA
Notions fondamentales de la concurrence et du renforcement de la compétitivité de l’entreprise
Competition is an essential element of a market economy In a market with numerous businesses, competition becomes increasingly intense and complex The concept of competition is multifaceted, being interpreted differently across various sectors, including businesses and government In this context, competition in economics is specifically viewed through the lens of interactions between companies, with each perspective offering a unique understanding of the concept.
Competition is the rivalry among businesses striving to attract customers, as noted by Paul Samuelson in his book on economics Adam Smith emphasized that competition can lead to lower costs and prices for products, ultimately benefiting society through the enhanced productivity of companies.
Competition is about gaining market share, driven by the pursuit of profits that exceed the average profit of a business According to Michael Porter, the outcomes of competition lead to an average of profits that significantly improve, resulting in lower prices for consumers.
(2008), ô Lợi thế cạnh tranh ằ, L’ộditeur des jeunes.
Depuis lors, on constate que la concurrence est la compétition entre entreprises, visant à saisir des prépondérances dans les opérations commerciales, pour obtenir le plus de bénéfices.
According to Wan Buren, Martin, and Westqren (1991), the competitiveness of an industry or a company is defined by its ability to generate and sustain profits while maintaining a market share both domestically and internationally.
The World Economic Forum (WEF) defines sustainability as a company's ability to maintain its long-term position and spirit in a competitive market This involves ensuring a profit rate that is at least equal to the financing rate of the company's objectives while successfully achieving those goals.
Competitiveness can be defined as the unique capabilities that allow a company to outperform its rivals These advantages are difficult for competitors to replicate or adapt By ensuring a profit rate that meets or exceeds the financing requirements for its objectives, competitiveness enables a business to achieve its goals effectively.
1.1.3 La valeur du renforcement de la compétitivité de l’entreprise
La compétitivité est la force que l’entreprise représente dans le marché.
L'existence et la vitalité d'une entreprise se manifestent d'abord dans la compétitivité.
Pour prendre progressivement l'initiative dans l’intégration, l'amélioration de la compétitivité est l’objectif de l'entreprise.
In the face of fierce competition, enhancing competitiveness is crucial for business survival and growth If a company fails to leverage its strengths and falls behind its rivals, it risks being eliminated from the market Therefore, businesses must implement strategies to improve production and operational efficiency to thrive in a competitive landscape.
Grâce à le renforcement net de la compétitivité des entreprises, les produits sont de plus en plus diversifiés et répondent mieux aux besoins des consommateurs.
Cadre théorique du renforcement de la compétitivité de l’entreprise
1.2.1 Composantes de la compétitivité de l’entreprise 1.2.1.1 Finance
Financial resources significantly impact a company's competitiveness, encompassing its financial scale, capital situation, and investment strategies To maintain a strong presence and build a reputable brand, businesses must ensure a stable source of work Additionally, the relationship between a company's size and factors such as business strategy, administrative management, operational capacity, information acquisition, technology, prestige, and client coordination is crucial Thus, financial resources play a vital role in enhancing a company's competitive position, with larger firms typically exhibiting stronger financial health This financial capability is reflected in metrics such as profit, cash flow, and borrowing rates, which are essential for the effective delivery of services.
A high-profit company showcases its strong business management skills, significant market share, and profitability within its target market, highlighting its competitive edge in the industry.
The workforce is a crucial resource that significantly impacts an organization's efficiency Human resource evaluation is based on criteria such as professional level, employee count, and productivity The capabilities of managers are evident in their ability to propose strategies and directions Administrators must be visionary, developing future strategies with a holistic perspective that aligns with overall economic development trends while addressing challenges and enhancing employee morale.
Brand and reputation play a crucial role in enhancing a company's competitiveness in the market A company with a strong reputation is seen as a reliable choice for consumers, as the quality of its products is consistently guaranteed and proven over the years The brand and reputation reflect the company's long-standing commitment to product development and quality assurance Consequently, a solid brand and reputation foster customer trust, encouraging consumers to choose their products confidently.
1.2.2 Outils concurrentiels des entreprises 1.2.2.1 La qualité du produit
Product quality is the most crucial factor in business competition A high-quality, original product that meets customer needs provides a significant advantage for any company Consumers prioritize product quality when making purchasing decisions, meaning that the company best aligned with consumer demands will capture the largest market share Product quality encompasses essential attributes such as functionality, aesthetics, cost-effectiveness, reliability, and safety, making it an effective competitive tool for businesses Furthermore, enhancing product quality is vital for any company operating in the market, as it not only helps achieve profit goals but also enhances prestige and popularity.
Price is a central category in the market economy, serving as a crucial competitive tool It represents the monetary value of products that sellers anticipate receiving from buyers through exchanges.
• Politiques sur la fixation des prix
A low pricing policy involves setting prices lower than the market average to attract customers This strategy requires companies to have significant capital reserves and to consider all potential risks associated with its implementation.
High pricing strategy involves setting prices above the market average This approach is typically adopted by companies offering exclusive products or non-competitive services, allowing them to position themselves as premium providers in their respective markets.
Differentiated pricing strategy: If competitors have not yet adopted a differentiated pricing model, this approach serves as a significant competitive advantage for the company This strategy involves offering the same type of product at varying prices, with these price differences determined by various criteria.
Dumping policy involves selling products at prices lower than market value or even below production costs, serving as a competitive strategy to outmaneuver market rivals However, beyond pricing tactics, companies must possess strong financial resources, advanced science and technology, and product prestige to succeed While dumping can be effective in the short term, it primarily targets smaller competitors, making it challenging to eliminate larger ones from the market.
Advertising and sales promotion activities are effective tools for capturing market share and enhancing product competitiveness By leveraging these strategies, businesses can access potential markets, provide essential information to prospective customers, and attract clients from competitors Companies that invest significantly in marketing activities and implement sound marketing strategies will create a stronger brand and achieve higher consumption volumes than their rivals, thereby solidifying their competitive position in the market.
Business activities extend beyond product sales; to enhance reputation and consumer responsibility, companies must excel in after-sales services As competition in production and sales intensifies, the significance of attached services—such as transportation, packaging, installation, maintenance, warranties, and consulting—grows Improving service quality is synonymous with enhancing product quality Therefore, promoting these services is crucial for better customer service, fostering trust and loyalty, and preserving the company's reputation Ultimately, this approach helps attract customers and boosts market competitiveness.
1.2.3 Indicateurs pour évaluer la compétitivité 1.2.3.1 Revenu et part de marché
Le revenu est la somme d'argent qu'une entreprise gagne en vendant des produits ou des services Il peut donc être considéré comme un indicateur de compétitivité.
In addition to competitiveness, maintaining and increasing profits is crucial for businesses By analyzing the revenue generated each period or year, one can assess whether the company's commercial activities are experiencing growth or decline, either positively or negatively.
Market share is a key metric that businesses frequently use to assess their market dominance in relation to competitors A larger market share indicates a stronger competitive position for the company.
- Part de marché de la part de marché absolue: le pourcentage des résultats des ventes de l'entreprise par rapport à ceux de toutes autres entreprises du même marché.
Part de marché absolue de l'entreprise chiffre d'affaires de l'entreprise x 100% revenu de l'ensemble du marché
- Part de marché relative: rapport entre la domination absolue de l'entreprise dans le marché et celle du concurrent le plus puissant dans le même marché.
Part de marché relative de l'entreprise Part de marché absolue de l'entreprise x 100%
La part de marché absolue du concurrent le plus puissant
La part de marché est considérée comme un outil permettant de mesurer la valeur de l’entreprise dans le marché L’entreprise doit donc maintenir et développer sa part de marché.
1.2.3.2 Cỏt et taux de cỏt
The cost reflects the money spent by a company on production and business activities When costs are low, the company can reduce the selling price of its product compared to competitors, attracting customers and increasing profits.
Cỏt total des opérations commerciales x100%
1.2.3.3 Bénéfice et taux de profit
Facteurs affectant la compétitivité de l’entreprise
Economic factors such as growth, interest rates, exchange rates, and inflation significantly influence a company's competitiveness High economic growth leads to increased consumer income and improved solvency, presenting opportunities for businesses that can meet rising demand Conversely, rising interest rates elevate capital costs, favoring companies with substantial equity An appreciating national currency diminishes the competitiveness of domestic firms in both local and international markets, as export costs in foreign currency rise compared to competitors, while the cost of imported goods decreases in local currency Additionally, inflation can severely impact businesses, as profitability may not offset the depreciation of currency value.
A variety of factors significantly influence a company's business operations Changes in the economy directly affect the competitiveness of the business Additionally, this is a crucial element that companies must consider when planning objectives or conducting market research.
The political and legal environment increasingly influences business operations, as political stability, a stringent legal system, and government macro-regulatory policies shape competitive conditions Companies must navigate these factors carefully to mitigate risks and ensure compliance with legal frameworks, ultimately fostering fair competition in the marketplace.
Cultural norms, values, intellectual standards, customs, and consumption habits significantly influence customer behavior and, consequently, the competitiveness of businesses Each market region exhibits unique consumer preferences and demands that affect product selection To enhance revenue and improve competitiveness in each market segment, companies must thoroughly understand these factors and adapt their products and services accordingly.
Emerging technologies present both opportunities and risks for businesses, necessitating a review of their current tools and techniques Companies must ensure that the deployment of new technologies aligns with their capabilities to maintain stability By staying at the forefront of technological advancements, businesses can significantly enhance their competitiveness against rivals, ultimately leading to improved market positioning.
Competition is a critical factor that directly impacts a business In sectors with one or more dominant companies, competition intensity is lower, allowing the leading firm to play a pivotal role, while other companies experience minimal competitiveness Conversely, when many strong companies operate at similar scales, competition becomes fierce Therefore, identifying and leveraging one’s comparative advantage is essential to transforming it into a competitive edge The business that showcases more competitive advantages is ultimately more competitive in the marketplace.
In a competitive market, barriers to entry are minimal, with potential rivals ready to enter at any time To withstand this competition, companies must consistently enhance their competitiveness by improving their products, adding superior features, and continually seeking to reduce costs to remain prepared for price competition.
The commercial activities of a business are influenced by input factors, with the supplier playing a crucial role in pricing pressures and resource availability Companies frequently negotiate with suppliers regarding price, quality, and delivery timelines Establishing relationships with reputable, qualified, and potential suppliers provides a competitive advantage To mitigate the negative impacts of suppliers, businesses should foster strong relationships, diversify their supplier options, select a primary supplier, and actively seek alternative materials while ensuring reasonable reservations of resources.
The user of the company's products plays a crucial role in shaping production decisions based on customer needs The size of the customer base directly influences the market potential for the company's offerings A larger market size allows the company to increase investments, gain market dominance, boost sales volume, and ultimately enhance its competitiveness.
Furthermore, customer solvency is a key factor influencing a company's purchasing power When selecting a business plan, it is essential for companies to monitor market demand and purchasing power A customer with high solvency represents a potential market, allowing businesses to enhance their models, improve product quality, and expand their market reach This approach helps companies better meet customer needs, ultimately contributing to sustainable development.
• Capacité d'organisation et de gestion
Chaque entreprise doit avoir une structure qui oriente des tâches de l'entreprise.
The organizational structure significantly influences an administrator's decision-making and perspective on business strategies and conditions A rigid structure can hinder the execution of strategies and stifle the creative energy of employees Companies with a rational and dynamic organizational structure are more likely to succeed than their counterparts Just as the human brain is crucial for functioning, an effective management system and organizational capacity are vital for a business It is essential for a company to remain responsive and attentive to market situations in order to meet emerging needs.
CHAPITRE 2: ANALYSE ET ÉVALUATION DE LA SITUATIONACTUELLE DU RENFORCEMENT DE LA COMPÉTITIVITÉ DE LA SAD’INVESTISSEMENT ET DE DÉVELOPPEMENT DU TOURISME
Information générale de la SA d’investissement et de développement du
- Nom de la société: SOCIÉTÉ PAR ACTIONS D’INVESTISSEMENT ET DE DÉVELOPPEMENT DU TOURISME INTERNATIONAL THANG LOI
- Adresse: n ° 297, rue Hau Can, groupe 6, zone 5, quartier Bai Chay, ville d'Ha Long, province de Quang Ninh.
- Email: vanphong@victoriatourism.com.vn
The Thang Loi International Tourism Investment and Development Joint Stock Company was established on July 29, 2014, in the tourism sector In its early years, the company faced numerous challenges due to its small-scale operations To navigate these difficulties, the management team closely monitored market conditions, developed a strategic business plan, and selected operational directions to ensure stable existence and minimize risks.
Après 5 ans d’établissement, avec des efforts de saisir les opportunités, ainsi que le mécanisme de concurrence dans le marché, les fluctuations économiques nationales et étrangères, la société a fait de grands progrès certain dans l’industrie du tourisme au Vietnam Elle a créé une position et une réputation Avec un service commercial diversifié, créatif dans la recherche de partenaires, la société a constamment évolué et grandi dans le mécanisme du marché.
- Fonctions et tâches de la SA d’investissement et de développement du tourisme international Thang Loi
Fonction: La SA d’investissement et de développement du tourisme international
Thang Loi specializes in organizing travel circuits both domestically and internationally, as well as all-inclusive conferences and seminars tailored to the needs of agencies and schools The company efficiently mobilizes and utilizes capital for commercial development and other areas, aiming to maximize profits and create job opportunities.
En outre, la société a également pour fonction de promouvoir le tourisme vietnamien.
+ Étude sur le marché du tourisme pour attirer les touristes nationaux et étrangers.
+ Fournissement des services de haute qualité garantissant le prestige.
+ Maintien et développement durable des ressources de l'entreprise, assurance des intérêts harmonieux entre les actionnaires, les employés et les avantages sociaux.
+ Mise en œuvre des stratégies commerciales basées sur l'orientation de développement de l'entreprise.
With extensive experience and a strong reputation in international tourism, Thang Loi International Tourism Investment and Development Corporation operates under the slogan "Strong Trust - Growing Value." The company prioritizes client trust as a key motivator for enhancing service quality, aiming to establish itself firmly in the Vietnamese tourism industry while simultaneously promoting the country's tourism.
(Source: Fonction des ressources humaines)
Diagramme 2.1: La structure de la SA d’investissement et de développement du tourisme international Thang Loi
La structure de cette entreprise est assez simple, selon le modèle de structure fonctionnelle dans lequel: Le directeur est responsable de la gestion de toutes les
Fonction de comptabilité Opération des voyages
Circuit touristique dans le pays
Ressources humaines Fonction de planification Marketing activités de la société Puis, ce sont des fonctions de comptabilité, administration des circuits touristiques, ressources humaines, planification et marketing.
- Fonction de comptabilité est responsable de la comptabilité dont la synthétisation des rapports comptables périodiques et les règlements de fin d’année.
Travel operations offer comprehensive services for both domestic and international trips, including visa applications, passport assistance, hotel reservations, flight bookings, train tickets, and car rentals This role collaborates with partners to design and organize travel itineraries effectively.
- Fonction relatif aux ressources humaines est responsable de la gestion, la recherche et la planification des ressources humaines Elle recrute, entraine et développe des ressources humaines.
- Fonction de planification élabore des plans d’affaires, et les met en œuvre, contacte les clients, les distributeurs.
The marketing department develops advertising programs, promotional activities, and tourism initiatives to enhance the company's image It also focuses on customer service and undertakes various responsibilities, including market research, participation in travel fairs, and maintaining relationships with tourist dispatch companies.
2.1.4 Identification des concurrents de l'entreprise
Tourism in Vietnam is experiencing significant growth, leading to intensified competition among travel agencies According to an interview with Mr Duong Trong Dung, Deputy General Director of Thang Loi International Tourism Investment and Development Company, the main competitors include Vietnam Tourism Hanoi, Hanoi Tourism Company, and Vietravel, all of which have extensive experience in the tourism sector However, the most direct competitor is Ha Long Tourism Company.
Tableau 2.1: Analyse des points forts et des points faibles des concurrents dans le secteur touristique
Thang Loi Ha Long Tourism
- Main d’œuvre jeune, guides touristiques qui maitrisent plusieurs langues étrangères telles qu’anglais, chinois, corộen, japonais, franỗais
- Produits et services de haute qualité, diversifiés, répondant à toutes les besoins des clients, garantissant la sécurité au premier plan.
- Investissement des matériaux et équipements commerciaux modernes (Voiture, microphone, haut-parleur, climatiseur )
- Intérêt sur le service à la clientèle, construction d’une belle image de marque aux yeux des consommateurs.
- Fondée en 2002, agence de voyage de bonne réputation dans le marché.
- Capital garantissant le maintien et la gestion de l’entreprise
- Nombreux programmes de service, promotions, bonne service à la clientèle.
Points faibles - Le personnel jeune manque d’expériences
- Malgré l’ajustement souvent des prix, ils restent supérieurs à ceux du concurrent.
- Marketing est inefficace, le site Web nécessite plus de soins.
- Les guides touristiques ne connaissent que le chinois et l'anglais.
- L’entreprise s’intéresse aux clients chinois Les offres de services sont peu nombreuses et non diversifiées.
- Les procédures et le fournissement des services prennent assez de temps
- La plupart des véhicules et des équipements sont loués.
2.1.5 Résultats commerciaux de l'entreprise (en 3 ans 2016-2018)
Tableau 2.2: Résultats commerciaux de la SA d’investissement et de développement du tourisme international Thang Loi de 2016 à 2018
Différen ce Ratio(%) Différe nce
Ratio (%) Revenus sur les ventes et les services
The table above illustrates a significant increase in net income from 12.26 billion VND in 2016 to 25.63 billion VND in 2018 Concurrently, the cost of goods sold has also risen, which accounts for the growth in revenue, escalating from 7.25 billion VND during the same period.
From 2016 to 2018, revenue surged from 15.78 billion VND to 9.85 billion VND, reflecting a significant increase in gross profit from 5.01 billion VND in 2016 This growth can be attributed to the booming tourism sector in Vietnam, which has seen a steady rise in both domestic and international tourists, enhancing the company's reputation in the tourism industry.
The company has optimized its expenses by reducing administrative costs, which decreased from 1.92 billion to 1.67 billion dong between 2017 and 2018, a reduction of 0.25 billion dong Although sales and other costs have gradually increased over the years, the rise has not been significant As a result, the net profit from business activities has consistently grown, reaching 3.70 billion dong in 2018, which represents a remarkable 155.46% increase compared to 2017.
Situation actuelle du renforcement de la compétitivité de la SA d’investissement et de développement du tourisme international Thang Loi
According to the survey results regarding the enhancement of the company's competitiveness, along with the analysis and overall process, it is essential to examine Tables 2.3 and 2.4 for detailed insights.
Tableau 2.3: Importance des critères constituant la compétitivité et des outils concurrentiels de la SA d’investissement et de développement du tourisme international Thang Loi
Facteurs Très important Important Neutre Pas important
Tableau 2.4: Évaluation de la situation actuelle de la compétitivité et des outils concurrentiels de la SA d’investissement et de développement du tourisme international Thang Loi
2.2.1 Analyse de la situation actuelle de la compétitivité de la SA d’investissement et de développement du tourisme international Thang Loi à travers des facteurs constitutifs
The company has substantial financial resources that ensure the continuity of its business operations and the potential for expansion, providing a competitive advantage in seizing opportunities.
Tableau 2.5: Capital total et structure du capital de l’entreprise de la SA d’investissement et de développement du tourisme international Thang Loi entre
Valeur Proportion Valeur Proportion Valeur Proportion
Selon le tableau 2.5, le capital de l’entreprise en 2018 par rapport à 2016 a augmenté de 4,98 milliards de VND, soit 46,28%.
In 2018, both fixed and variable capital experienced growth due to the company's expansion and development The working capital remains a significant proportion, indicating effective capital utilization, improved capital stagnation, and an increased capital turnover rate.
Tableau 2.6: Capital total et structure des sources de capital commercial de la SA d’investissement et de développement du tourisme international Thang Loi entre
Valeur Proportion Valeur Proportion Valeur Proportion Capital d’emprunt
Table 2.6 illustrates that both equity and debt capital of the company have increased over the years From 2016 to 2018, debt capital rose by 2.13 billion VND, while equity capital increased by 2.85 billion VND However, the company's equity still constitutes a low percentage of its capital structure, accounting for only about 30% of the total capital This low liquidity hampers the ability to mobilize additional credit sources to enhance capital for business activities.
Selon l’enquête, 33,3% des personnes interrogées déclarent que les ressources financières de la société sont fortes, 66,7% déclarent qu’elles sont moyennes et les restes pensent qu’elles sont faibles.
Tableau 2.7: Quantité et qualité de la main-d'œuvre de la SA d’investissement et de développement du tourisme international Thang Loi entre 2016 et 2018
(Source : Fonction de ressources humaines)
The workforce of the company is categorized into three levels: higher education, undergraduate or junior college, and unskilled workers Over the past three years, the number of employees has increased from 33 to 58 Approximately 90% of the workforce holds university or college qualifications, highlighting a strong potential and foundation for the company's development.
Tableau 2.8: Structure de la main-d'œuvre de la SA d’investissement et de développement du tourisme international Thang Loi entre 2016 et 2018
(Source : Fonction des ressources humaines)
According to Table 2.8, the workforce structure of the company reveals that approximately 70% of employees are male, largely due to the specific demands of the tourism sector, which often requires working away from home Female employees predominantly occupy roles in accounting and tour operations Notably, around 90% of the workforce is comprised of young individuals, highlighting the reliance on this demographic Other functions within the company are reasonably distributed, aligning well with the operational needs.
The analysis data above reflects the official staff count In addition to this core team, the company has hired additional seasonal personnel to meet demand during peak season Priority is often given to experienced individuals, while those without experience will receive training.
L’équipe jeune, dynamique, responsable est bien formée par les guides de l’entreprise, et parle plusieurs langues Cela montre un avantage concurrentiel dans le secteur touristique.
Selon l'enquête, 66,7% déclarent que la qualité des ressources humaines affecte grandement la compétitivité, les 33,3% restants disent qu’elles a une faible influence sur la compétitivité
In the service sector, reputation and branding are crucial factors for competitiveness Customers frequently seek information about a company's history and reputation before deciding to engage in business with them.
According to Mr DUONG Trong Dung, Deputy General Director of Thang Loi International Tourism Investment and Development Company, the company's reputation built over the past five years significantly affects its competitors Most traditional clients remain loyal to the company's services, showing no intention of switching partners.
Selon le tableau 2.3, 66,7% des employés affirment l’importance de la réputation et de la marque, notamment 23,3% la prennent en haute considération.
Conclusion: la réputation et la marque jouent un rôle particulièrement important dans la création de compétitivité de l'entreprise C'est un facteur qui influence les décisions du client.
2.2.2 Analyse de la situation actuelle de la compétitivité de la SA d’investissement et de développement du tourisme international Thang Loi au moyen d’importants outils concurrentiels
Many opinions agree that a company's competitiveness is directly tied to the quality of the products it produces This highlights the importance of product quality in establishing a strong market presence Ultimately, competition based on product quality is a fundamental aspect of rivalry among businesses.
According to Mr DUONG Trong Dung, new clients prioritize the quality of products and services offered by the company As a business focused on organizing seminars and travel operations, ensuring safety is always a top priority Additionally, offering unique, high-quality travel programs and diversifying options are key criteria for assessing service quality.
Selon les résultats de l'enquête, on constate que 83,3% des employés de l'entreprise estiment que la qualité des produits et des services sont très importante.
Conclusion: la qualité des produits joue un rôle très important dans la création de la compétitivité de l'entreprise
The product price is a key consideration for customers when deciding to purchase a product or service Thang Loi International Investment and Tourism Development Company consistently monitors pricing as a competitive factor According to marketing director Ms Ngo Mai Hoan, the company's product and service prices are generally aligned with market rates and competitors However, due to the company's commitment to prioritizing product quality, their prices tend to be higher, even after adjustments compared to competitors.
Selon les résultats du tableau 2.4, 23,3% des employés disent que la compétitivité des prix est encore faible.
Conclusion: la politique des prix est un facteur important à créer la compétitivité, mais l’entreprise doit également réduire ses cỏts et trouver des moyens d'optimiser le prix de ses produits.
Les activités publicitaires contribuent également de manière significative à la compétitivité Grâce auxquelles, l’entreprise peut attirer plus de clients.
Selon Mme NGO Mai Hoan, la publicité et la communication sont également très importantes Toutefois, cette activité n’est pas vraiment concentrée et investie.
L’entreprise ne promeut pas la publicité mais utilise uniquement des articles sur son site Web pour présenter ses produits donc la publicité n’est pas efficace.
Selon l'enquête, 46,7% des employés disent que cette activité est faible Cela montre la différence de vision entre le personnel et le conseil d'administration.
Conclusion: les activités publicitaires jouent un rôle important dans l'amélioration de la compétitivité Cette activité doit être préoccupé et être investie correctement pour être efficace.
To thrive in the tourism market, the company prioritizes customer service by establishing a dedicated team of advisors who maintain ongoing communication with clients after their tour experience This focus on customer service is a crucial factor in building the company's reputation.
2.2.3 Analyse de la situation actuelle de la compétitivité de la SA d’investissement et de développement du tourisme international Thang Loi par des critères d'évaluation Évaluation sur la base des résultats commerciaux de la SA d’investissement et de développement du tourisme international Thang Loi entre 2016 et 2018.
Tableau 2.9: Résultats des activites commerciales de la SA d’investissement et de développement du tourisme international Thang Loi de 2016 à 2018
Ratio (%) Revenu net des ventes et du fournissement des services
Cout de gestion de l’entreprise
2.2.3.1 Chiffre d’affaires et part de marché a Chiffre d’affaires
Table 2.9 shows a significant increase in net revenue from 12.26 billion VND in 2016 to 25.63 billion VND in 2018 Alongside this revenue growth, the cost of goods sold also rose from 7.25 billion VND in 2016 to 15.78 billion VND in 2018, contributing to overall sales growth This trend is attributed to the country's tourism development in recent years, with a rising number of domestic and international tourists, while the company gains greater recognition in the tourism sector.
M DUONG Trong Dung a dit que la société s'était fixée pour 2019-2020 l'objectif de porter le chiffre d'affaires net à 40 milliards de VND. b Part de marché
Tableau 2.10 Parts de marché national de la SA d’investissement et de développement du tourisme international Thang Loi
(Source : Fonction des opérations commerciales)
Part de marché national de l’entreprise
Selon le tableau 2.10, on constate que la part de marché de l’entreprise augmente rapidement de 5,2% de 2016 à 2018.
2.2.3.2 Cỏt et rapport de cỏt
Conclusion sur la situation actuelle du renforcement de la compétitivité de la
de la SA d’investissement et de développement du tourisme international Thang Loi
2.3.1 Réalisations dans la concurrence de la SA d’investissement et de développement du tourisme international Thang Loi
Après 5 années de fonctionnement, la SA d’investissement et de développement du tourisme international Thang Loi a connu des progrès remarquables avec des réalisations qui ne peuvent pas être enregistrées par toutes entreprises.
The company has received numerous national and international awards and certifications, including the "Perfect Tourist Service of the Year 2015" title from the Intellectual Property magazine, voted by the Association of Standards and Consumer Protection, and the "Vietnam Brand of the Year 2016" certificate from the Consumer magazine.
The company's latest project involves organizing a visit to Ha Long Bay for a group of 3,700 tourists from Malaysia, Singapore, Indonesia, and Taiwan, integrating MICE (Meetings, Incentives, Conferences, and Exhibitions) with tourism The clients are highly satisfied with the successful execution of this project.
- La société dispose d’une équipe jeune, qualifié, professionnel, créatif et enthousiaste qui aidera la société à réussir dans les grands projets et continuera à être une force dans le marché touristique.
2.3.2 Restrictions et leur causes sur la compétitivité de la SA d’investissement et de développement du tourisme international Thang Loi
Outre les réalisations enregistrées, la SA d’investissement et de développement du tourisme international Thang Loi a encore des restrictions suivantes:
The control capacity is inadequate, as evidenced by the confusion among staff when issues arise during guided tours This lack of effective resolution has led to some clients expressing dissatisfaction with customer service.
Cause: À cause des personnels jeunes, qualifiés mais inexpérimentés En même temps, pendant la saison touristique, il manque de guides, ce qui oblige l'entreprise à embaucher des personnels saisonniers.
- Le prix est assez élevé par rapport aux concurrents.
The company's product and service prices are consistently aligned with market rates and competitors However, due to its commitment to prioritizing product quality, the prices remain relatively high, even after adjustments compared to those of its rivals.
The company's website is not functioning effectively, leading to a scarcity of information about its business activities This lack of accessible information makes it challenging for customers to find the necessary details, resulting in a limited number of new clients.
Due to outdated management practices and organizational structures, the company lacks innovation and creativity It continues to adhere to traditional methods, leading to a failure to recognize the significance and value of advertising.
The company has yet to recognize the significance of exploring new markets, analyzing competitors, and identifying their strengths and weaknesses to develop effective solutions.
Face à ces difficultés et limitations, la société modifie régulièrement ses stratégies en consultant les opinions de ses employés et de ses clients pour élaborer des stratégies de changement appropriées.
PROPOSITIONS ET RECOMMANDATIONS SUR LE
Orientation des opérations de la société dans l’avenir
3.1.1 Prévision des opportunités et des défis de l'entreprise dans l’avenir 3.1.1.1 Opportunité
Vietnam's tourism industry is rapidly growing and gaining significant attention, evidenced by the influx of both international and domestic visitors In 2017, the country welcomed nearly 13 million international tourists, reflecting over 25% growth in just two years This surge highlights Vietnam's increasing prominence in the global tourism landscape Renowned travel magazines have recognized numerous Vietnamese destinations as favorite spots, and several locations have been selected for filming by Hollywood studios.
Vietnam hosts a variety of international cultural and sporting events, including the 2017 International Marathon, APEC 2017, the Justice League Night Run in 2018, and the Yonex Sunrise Vietnam Open 2018 badminton tournament.
Vietnam has enhanced its visa policies for international visitors, including visa exemptions for citizens from five Western European countries and for foreign airline crew members, as well as the introduction of e-visas These improvements are aimed at increasing tourist arrivals from these nations and promoting the growth of the tourism sector in Vietnam.
The Vietnamese tourism market holds significant potential, attracting interest from both international and domestic airlines Numerous direct flights have been established to Vietnam, including routes from New Zealand with Air New Zealand, as well as from Shanghai to Ho Chi Minh City and from Turkey to Hanoi and Ho Chi Minh City Additionally, key airports such as Van Don International, Tan Son Nhat, and Da Nang have undergone innovations and expansions, facilitating the growth of tourism in the region.
La main-d’œuvre de l’entreprise est jeune, hautement qualifié et dynamique, ce qui représente une excellente occasion pour développer ses activités commerciales et améliorer sa compétitivité.
3.1.1.2 Défi À côté des opportunités, les entreprises touristiques font face à une concurrence de plus en plus féroce dans un contexte ó le Vietnam présente de nombreuses limitations telles que:
The infrastructure system in the country remains underdeveloped compared to other ASEAN nations, with outdated and subpar road and port traffic systems Despite efforts by the Party and the State to implement improvements, the quality of these systems has not significantly advanced Additionally, transportation costs continue to be high.
On the other hand, the deep-rooted issues of environmental pollution, traffic congestion, social challenges, food security, and urban safety have not been effectively addressed As a result, governments in countries like the United States, the United Kingdom, Australia, Canada, and Switzerland have included these concerns in their travel advisories for Vietnam Consequently, the image of Vietnam as a friendly, peaceful, and hospitable tourist destination is losing its value, which has been cultivated over many years.
The Industrial Revolution 4.0 in the digital age significantly enhances global tourism development However, it also presents challenges for the Vietnamese tourism industry, particularly if the adoption of technology and tourism products does not evolve.
3.1.2 Orientation des activités de développement de l'entreprise dans le temps à venir
According to Mr DUONG Trong Dung, Deputy General Director of the company, the focus for the upcoming years, specifically from 2018 to 2020, is to enhance the tourism sector both domestically and internationally This includes a strong emphasis on expanding the organization of events and conferences within the country and abroad The company aims to achieve a net revenue increase to 40 billion dongs by 2019-2020.
Currently, the company primarily operates in the northern market of the country, with plans to expand its reach to all provinces and cities in the coming years The company's goal is to rank among the top 10 travel companies in Vietnam within the next 3 to 5 years Simultaneously, it aims to implement necessary measures to reduce management costs by enhancing the mental and physical well-being of its employees.
Perspective sur le renforcement de la compétitivité de la SA d’investissement
3.2.1 Renforcement de la compétitivité à la base d’une bonne gestion des ressources de la société
The internal resources of a company, including human and financial resources, play a crucial role in its competitiveness Effective management and utilization of these resources can significantly enhance the efficiency of the company's business operations.
Regular and periodic recruitment is essential for filling vacant positions and meeting the company's needs Staff is organized according to their roles and personal abilities to ensure optimal work capacity and creativity from each employee Responsibilities are clearly assigned to individuals based on their functions within the organization.
Effective management of company resources and optimal utilization of available or external resources will enhance the competitive position of Thang Loi International Investment and Development Joint Stock Company in the market.
3.2.2 Renforcement de la compétitivité à la base de l’amélioration de la qualité des produits et de l’économie des cỏts
Thang Loi Investment and International Tourism Development Company prioritizes product quality as a cornerstone of its long-term growth strategy According to Mr Duong Trong Dung, maintaining high product standards is crucial for enhancing the company's reputation and brand image Therefore, the focus must be on improving product quality rather than implementing price-cutting policies that compromise service standards Adopting a suitable pricing strategy while minimizing other costs and avoiding resource wastage will enhance the company's price competitiveness in the market.
3.2.3 Renforcement de la compétitivité à la base de l’étude du marché
M DUONG Trong Dung a expliqué que, grâce aux études du marché, la société pouvait comprendre à temps les besoins de ses clients et évaluer les forces et les faiblesses des concurrents, en trouvant ainsi des armes de concurrence efficaces pour attirer des clients, des partenaires, élargir la part de marché et augmenter les profits ,améliorer la compétitivité dans le marché.
Propositions et recommandations pour améliorer la compétitivité de la SA d’investissement et de développement du tourisme international Thang Loi
SA d’investissement et de développement du tourisme international Thang Loi
By analyzing the existing weaknesses in enhancing the competitiveness of the company and the findings from the survey in Appendix 02, I propose several solutions and recommendations to improve the practices of Thang Loi International Investment and Tourism Development Joint Stock Company.
The financial situation is a crucial factor in assessing a company's competitiveness, with capital playing a significant role in business operations and competition Ensuring capital stability is a key asset for a business, as it helps solidify its market position To effectively conduct its operations, Thang Loi International Investment and Tourism Development Joint Stock Company should implement the following measures.
• Utiliser le capital de manière raisonnable et économique.
• Récupérer rapidement le capital, éviter la dette à long terme pour que l’entreprise soit toujours proactive en capital et prête à importer de nouveaux produits et à payer activement ses fournisseurs.
Additionally, the company can seek additional external funding sources, such as banks and credit funds, if it lacks capital or requires more However, borrowed capital should be limited and should not significantly impact the company's business operations.
La gestion des dirigeants affecte directement les activités de l'entreprise.
Training and raising awareness among staff regarding risk management are essential tasks for the company Additionally, the organization should strengthen its administration team and promote the roles and responsibilities of each function to foster the company's development.
• Amélioration de la qualité des ressources humaines:
To ensure that human resources meet the company's needs, leaders must establish a clear and specific personnel policy that encompasses recruitment, training, development, and retention strategies.
Recruitment is essential for maintaining a balanced workforce; companies should reduce employee numbers when they are deemed unnecessary while hiring new talent to address current and anticipated staffing needs It is crucial for businesses to focus on effective recruitment policies to attract skilled professionals, particularly in areas of weakness such as guidance, marketing, and research and development (R&D).
Based on an analysis of operations, personnel evaluations, and forecasts related to technological changes and investment trends, the company identifies employee training needs Training should be conducted annually or as required by unforeseen circumstances.
- Maintien: l’entreprise devrait régulièrement encourager, stimuler l'esprit d'émulation, l'enthousiasme au travail à travers: salaire, prime, allocation, bien-être
At the same time, it is essential to pay attention to non-material compensation such as promotions, working conditions, and job suitability Ensuring equity in how the company treats all employees is a crucial motivation that fosters their trust in the company's management practices.
Improving the quality of products, services, and pricing is essential for building customer trust and creating a positive impression High-quality offerings that meet customer needs enhance the company's prestige and reputation, significantly influencing purchasing decisions Therefore, the company should develop and offer engaging new travel programs while prioritizing customer safety.
La fixation du prix des produits doit également être convenable à la fois pour garantir les intérêts de la société et pour être conforme à la réglementation du marché.
La société propose aux fournisseurs des solutions de collaboration permettant de réduire les cỏts tels que billets d’avion, chambres d’hơtel,… afin d’améliorer la compétitivité des produits.
• Amélioration des politiques publicitaires et pratique de la publicité:
The Thang Loi Investment and Development Company for International Tourism must continue to enhance its promotional efforts through advertising, public relations, and marketing strategies This includes promoting advertisements on websites and strengthening public relations by sponsoring programs organized by Vietnam's Trade Promotion Department With the rise of e-commerce, the company can foster relationships with clients, partners, suppliers, and government entities Additionally, it can utilize email to send project acceptance letters and company introductions to partners, while also developing its website and optimizing its domain on search engines like Google, Facebook, and Instagram These practices will improve the company's engagement with its clients and partners.
• Promotion de la marque et de l’image du produit aux yeux des clients
Afin de maintenir le nombre de clients, l'entreprise doit mettre en œuvre certaines mesures:
Enhancing customer interactions is crucial for businesses to effectively communicate and frequently solicit feedback from clients regarding product packaging By strengthening the relationship between the company and its customers, as well as promoting alignment, the business can attract more clients through familiar connections.
La bonne pratique dans le processus des ventes : + Informations complètes vers les clients sur le prix, l'heure, le lieu et la qualité avant de réaliser le circuit touristique.
+ Durant le service, mise en contact régulier avec les clients pour créer des relations.
+ Après la fin du service, il faut rester en contact avec les clients, les informer pleinement sur des programmes de promotion, et instaurer une relation d’affaires à long terme.
3.3.2 Quelques recommandations vers les autoritaires
The Vietnam National Administration of Tourism must actively promote and highlight the country's image It is essential to invest significantly in tourism promotion activities, considering the socialization of investment funds to enhance global tourism efforts.
The Ministry of Culture, the Ministry of Sports and Tourism, and the General Department of Tourism should actively encourage restaurants, hotels, and prominent Vietnamese travel agencies to participate in annual tourism demand stimulation programs.
The prices of organized tours under this program will be lowered, including dining and accommodation services, to attract domestic tourists and encourage international visitors to Vietnam.
To enhance Vietnam's tourism image as friendly and safe, it is essential to address issues such as fierce competition for customers, theft, and price scams Additionally, tackling pollution and dangerous traffic is crucial to encourage tourists to return to the country.