tóm tắt: Năng lực cạnh tranh điểm đến du lịch Cộng hòa Dân chủ Nhân dân Lào: Nghiên cứu từ phía cung

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THE UNIVERSITY OF DA NANG

UNIVERSITY OF ECONOMICS

Pisa VONGSILA

TOURISM DESTINATION COMPETITIVENESS OF LAO PEOPLE'S DEMOCRATIC REPUBLIC: RESEARCH

FROM THE SUPPLY SIDE

Major in business administration Code: 9.34.01.01

SUMMARY OF DOCTORAL THESIS

Da Nang, 2024

The project was completed at UNIVERSITY OF ECONOMICS, UD

Instructor 1: Dr Nguyen Thi Bich Thuy Instructor 2: Dr Nguyen Quoc Tuan

Reviewer 1:

Reviewer 2:

Reviewer 3:

The thesis will be defended before the Doctoral Thesis Examining Council Business Administration meeting at the University of Economics, University of Danang on date … … month … … 2024

The thesis can be found at:

Center for Information and Learning Materials, University of Danang Library of University of Economics, UD

PREFACE 1 Research rationale

Tourism is a worldwide export industry, tourism ranks third after fuel and chemicals, and is the leading export industry in many developing countries (UNWTO, 2017) The tourism industry is also an important driver towards reducing poverty and regional disparities, especially in emerging destinations, through increased employment and economic activities associated with tourism

The rapid increase in the number of different destinations in the world has greatly increased competition between destinations (Cracolici et al., 2008; Eraqi, 2009) Despite the current decline in tourism flows due to the pandemic (Fotiadis et al 2020), competition is expected to be even fiercer when the pandemic ends Tourism destination managers increasingly recognize that maintaining destination competitiveness is an important factor for survival in today's dynamic and saturated tourism market (Luštický and Štumpf, 2021; Mat Som et al., 2021; Zainuddin et al., 2013) Promoting TDC has become a key challenge for several countries and a major area of tourism research, with over a hundred articles published in the last 20 years (Cronjé and du Plessis, 2020)

The most famous theoretical models of tourism's overall competitiveness are those of Crouch and Ritchie (1999), further refined in Ritchie and Crouch (2000) and described in more detail in Ritchie and Crouch (2003) Other empirical models of destination competitiveness are applied with the aim of analyzing the competitive position of specific destinations (Sirše and Mihalič, 1999; Dwyer et al., 2003; Enright and Newton, 2004; Gomezelj and Mihalič, 2008) However, there are still some disagreements and no consensus has been reached on the best approaches and methods to be used (Miličević, Mihalič, and Sever 2017) Therefore, it is very important to understand current research on the competitiveness of tourist destinations and continue to conduct research on the competitiveness of tourist destinations

According to Novais (2020), measurement about tourism destination competitiveness is one of the main topics that many scientists continue to be interested in Understanding a destination's competitiveness and measuring it is especially meaningful because it helps destination managers understand their competitive position and provides the information needed to improve that position (Gmezelj and Mihalič, 2008; Abreu-Novais et al., 2016) Researching destination competitiveness can be approached from supply, demand or both simultaneously The reason why studies use a more supply-side approach is because most people believe that people in the tourism industry will have experience, information, and knowledge about resources to meet the needs of tourists Together with destination management activities and policies for tourism development, it is possible to better evaluate the competitiveness attributes of a destination In particular, research on tourism destination competitiveness (TDC) has hardly been conducted in less developed economies

In recent years, Lao PDR has identified tourism as one of the key economic sectors The Lao government prioritizes promoting tourism, which has contributed to the development of the Lao economy and brought the peaceful and quiet beauty of Laos to international friends Although there have been positive changes, diverse potential and achieved significant growth, tourism in Lao PDR has not really developed commensurate with its potential, tourism growth is still low

From the reasons above, the research topic to determine a model to evaluate competitiveness for tourist destinations in Lao PDR is necessary and has meaningful

theoretical and practical contributions In addition, the project evaluates the level of competition specifically measured with the unique geographical, socio-economic and cultural characteristics of Lao PDR as well as evaluates the implementation of current resource allocation now On that basis, there are appropriate policies and solutions to improve the competitiveness of tourism here to attract tourists in the context of increasingly fierce competition in the regional and world tourism market, from which Lao PDR can aim for sustainable tourism development

2 Overview of research on tourism destination competitiveness

Content analysis results from the publications that this topic research focuses on have shown:

- Regarding the role of destination competitiveness: Since the 1980s, a number of

scholars have grasped the importance of destination competitiveness and attempted to identify factors that contribute to making a destination destinations become more competitive as well as determine how destinations compete and operate with each other (e.g., Bahar & Kozak, 2007; Crouch, 2010; Crouch & Ritchie, 1999; 2000; Dwyer & Kim, 2003; Heath, 2003) The competitiveness of a tourist destination is important for a destination to have a favorable position in the world tourism market and maintain competitive advantage (Leung & Baloglu, 2013)

- Regarding the definition of destination competitiveness: In the context of the tourism

industry, destination competitiveness, like competitiveness in general, is a complex and multifaceted concept (Cracolici & Nijkamp, 2009; Li et al., 2013) There is still a lack of complete consensus in the literature on what competitiveness entails (Hamarneh, 2015) due to differences between definitions and competitiveness factors of tourism destinations

- Regarding aspects and attributes that determine destination competitiveness:

Comprehensive studies on tourism competitiveness were first developed by Crouch and Ritchie (1994, 1995, 1999), Ritchie and Crouch (2000, 2003) Dwyer then developed a comprehensive model of TDC (Dwyer, Livaic, & Mellor 2003) that focused on identifying a set of indicators, classified into seven broad groups (Incentive Resources, Generated Resources , Support Factors, Destination Management, Situational Conditions, Demand Factors and Market Performance Indicators) Other more recent contributions focusing on theorizing and developing TDC models are by Cvelbar, Dwyer, Koman, and Mihalič (2016), Andrades-Caldito, Sanchez-Rivero, and Pulido-Fernandez (2014), Goffi (two thousand and thirteen) On the other hand, some authors have linked the concept of competitiveness with the concept of sustainability (Ritchie & Crouch, 2000; Hassan, 2000; Mihalic, 2000; Heath, 2002)

- Regarding the approach to assessing the competitiveness of tourist destinations: TDC

research has been conducted from a supply or demand approach or both at the same time However, some view that tourists are the ones who partly determine the competitiveness of a destination when they decide which country to visit or not (like Andrades-Calditoetal., 2014) Therefore, they believe that it is necessary to approach research from a demand perspective

- Regarding the destinations researched: Many of the initial TDC studies were not based

on a specific country/continent, but were studies of the competitiveness of the tourism industry or destination in general

First, the first applied studies to evaluate TDC at the national or regional level date back

nearly two decades (Sirše and Mihalič, 1999; Kim and Dwyer, 2003; Dwyer et al., 2004; Hudson, Ritchie and Timur, 2004; Enright and Newton, 2004) but there is almost no evidence

from countries with less developed economies

Second, there is still no model of competitive advantage for tourist destinations suitable

for the unique geographical, demographic and socio-cultural economic characteristics of Lao PDR Its definition and measurement remain controversial depending on when and where it is applied (Croes and Semrad, 2018)

3 Research question

1 What elements and attributes of the model constitute the competitiveness of tourism destinations in Lao PDR with the aim of sustainable tourism development?

2 How is the competitiveness of tourist destinations in Lao PDR assessed?

3 Determine how the current resources are being invested in implementing TDC in Lao PDR and therefore adjust the redistribution to better promote TDC in Lao PDR in the coming time?

4 Research objectives of the thesis General objective

The thesis proposes and tests a simple and comprehensive model with constituent elements and attributes and conducts a practical assessment of TDC in Lao PDR to determine the reasonableness of current resource investment and management orientation value of enhancing tourism development in Lao PDR in a sustainable manner

Specific objectives:

1 Systematize and clarify theoretical and methodological issues on TDC assessment towards sustainable tourism development

2 Propose and test a comprehensive model with valuable and reliable elements and attributes that constitute TDC of Lao PDR towards sustainable tourism development

3 Evaluate the tourism TDC of Lao PDR with the identified aspects according to the tested model

4 Use the matrix grid (IPA) to evaluate the allocation of resources to the current TDC factors in Lao PDR, thereby proposing management directions to enhance tourism TDC in Lao PDR in the near future in a sustainable way

5 Subject and scope of research of the thesis Research subjects

The research object of the thesis is theoretical issues and practical research on the competitiveness of tourist destinations

Research scope

- Research content: Focus on researching and clarifying the concepts of destination and

destination levels, tourism TDC, theoretical and methodological issues in assessing tourism TDC

- Research objectives: This thesis will conduct research from the supply side, the data

collected reflects the views of relevant parties providing Laos tourism destination products

- Research location: About space: The thesis researches the national tourist destination of Lao

PDR

-Time: Secondary data collected mainly for the period 2015-2023; Qualitative and

quantitative primary data collected in 2021 and 2022 Orientations and solutions to improve competitive capacity are explained and proposed until 2025, with a vision to 2030

6 Research framework

The research framework of the thesis is summarized in Figure 1.1 Based on the proposed research question, this study adopted a mixed methods research design

Figure 1.1 Research framework

7 Research contribution:

From a theoretical perspective: The results of this study contribute to strengthening the

theory of empirical models to evaluate TDC for underdeveloped economies This study considers from a system of theories to choose from and identify a TDC model that represents the unique geographic, demographic, and socioeconomic characteristics of Lao PDR, an underdeveloped economy

This study will contribute to examining whether sustainability plays a role in explaining destination competitiveness in less developed countries

On the practical side: Lao PDR tourism industry stakeholders must become more

knowledgeable about this topic and know the current competitiveness of this destination and what needs to be prioritized average improvement Therefore, this research has the potential to contribute to more effective monitoring and improved relationships between destination managers of different stakeholders This study also identifies the reasonableness of investing

resources in TDC to thereby support the strategic tourism development plan of Lao PDR

8 Structure of the thesis

In addition to the introduction and conclusion, the thesis is structured into the following chapters:

Chapter 1 Literature review about tourism destination competitiveness

Chapter 2 Research model and research design to assess the competitiveness of

destinations in the Lao People's Democratic Republic

Chapter 3 Research results

Chapter 4 Conclusion and management implications

Literature Review Model of factors & attributes determining

proposed TDC for Lao PDR

Qualitative Research

Conduct interviews with experts Group interviews

The proposed TDC attributes are adjusted according to Lao PDR

-Results of assessment of Lao PDR -Results of resource allocation

assessment for Lao PDR

-Theoretical contribution on TDC -Practical contributions to Lao PDR

Implications Khảo sát dữ liệu

CHAPTER 1

LITERATURE REVIEW ABOUT TOURISM DESTINATION COMPETITIVENESS

1.1 Travel destinations

1.1.1 Tourism industry and its role in economic development

Developing tourism promotes economic sectors that support development such as transportation, post and telecommunications, insurance, financial services The developed tourism industry also provides a market for consuming goods extensive culture; thereby promoting rapid growth of total national economic product In addition, the development of international tourism also helps consolidate and develop economic relationships with countries around the world as well as promote the development of international traffic (Go & Govers, 2000; Gooroochurn & Sugiyarto, 2005; Mazanecetal., 2007)

The tourism industry has created millions of jobs for many workers The tourism industry also creates jobs for many people in rural areas , contributing to reducing the urbanization process during tourism development

For the Lao People's Democratic Republic, tourism development helps spread culture and the image of the country; Lao people to international friends; At the same time, it is also an effective means of promoting Lao goods to foreign markets

1.1.2 Travel destinations

1.1.2.1 Tourist destination concept

A destination is a combination of tourism products, providing an integrated experience for consumers The traditional view of destinations emphasizes geographical orientation and therefore destinations are often considered to be geographically defined areas (Maitland 1997) However, it is increasingly recognized that destination can also be an emotional concept, depending on the traveler's travel itinerary

For the purposes of this study, a destination is considered a defined geographical area, understood by tourists as an independent entity, with a political and legal framework for management This allows Destination Management Organizations (DMOs) to take responsibility for tourism product development planning, tourism planning and marketing in their respective areas, while also having the power and resources to force to take actions to create competitive advantage and achieve its strategic goals Therefore, the destination needs to offer a set of products and services to tourists that are consumed under its brand

Most destinations include a core of components described in the six A's framework: Attractions, Accessibility, Amenities, Packages Available ( Available packages), Activities, Ancillary services

1.1.2.2 Types of tourist destinations

Developing a destination typology is a difficult task as different tourists use the destination for different purposes However, most destinations can be classified according to a number of categories that represent their basic appeal Understanding and evaluating destination typology allows marketers to develop and market appropriate destinations, creating a competitive advantage to bring them to appropriate target markets, including: urban destinations, Coastal destinations and resorts, Alpine destinations, Rural travel destinations, Destinations in Third World countries, destinations labeled unique-exotic-unique best

1.2 Foundational theories for research on TDC

The first theories that serve as the basis for research on TDC include two theories: the theory of comparative advantage (Ricardo, 1891) and the theory of LTCT (Porter, 1985)

1.2.1 Theory of comparative advantage

The theory of comparative advantage was developed by David Ricardo in the early 19th century Countries that may not have an absolute advantage in the production of any good will have a comparative advantage in the production of at least one good This assessment of opportunity costs between countries encourages specialization and thus trade The main view of this neoclassical theory is that international trade allows total economic welfare to increase and that all countries flourish when they specialize in those products or activities in which they have an advantage comparison (De Grauwe, 2010; Ritchie & Crouch, 2003)

1.2.2 Competitive advantage theory

The theory of LTCT, which places emphasis on value-added activities rather than resources, quickly gained popularity as an explanation for trade patterns and economic success Porter's model, also known as the "dynamic diamond", includes four main factors that he believes will promote or hinder the competitiveness of businesses operating in a country (Porter, 1990) The four elements in Porter's competitive diamond model are (1) factor conditions, (2) demand conditions, (3) supporting and related industries and (4) strategy, structure and company competition

1.2.3 Stakeholder theory

Stakeholder theory is a theory of organizational management that identifies and explains an organization's relationships and responsibilities to its constituents (Dempsey, 2009) First introduced by Ansoff (1965), and informed by the seminal work of Freeman (1984), this perspective emerged in the context of growing concern with social and environmental impacts of corporations Accordingly, this perspective is considered a platform that provides the necessary tools to manage and balance parties with different interests and needs (Timur & Getz, 2008)

There are generally two views on what constitutes a related party One of the broadest views in the literature is that of Freeman (1984), who defined a stakeholder as “any group or individual who can affect or be affected by the achievement of the objectives of organization” In the specific context of tourism, Freeman's (1984) definition assumes a dominant position (García-Rosell, Haanpää, Kylänen, & Markuksela 2007)

1.3 Competitiveness of tourist destinations

1.3.1 Defining tourism destination competitiveness

Further analysis of the definitions reveals three general aspects The first is related to the economic aspect of tourism destination competitiveness The second aspect identified in

many definitions of competitiveness is the concept of attraction and satisfaction (Crouch & Ritchie, 2003; Enright & Newton, 2004; Ritchie & Crouch, 1993), which refers to the ability

The power of a destination increasingly attracts and satisfies potential tourists The third

aspect identified in most definitions of destination competitiveness concerns sustainability

Based on the above analysis, this study approaches TDC from the following perspective:

The ability to increase tourism spending, increasingly attract tourists, while providing them with satisfying, memorable and memorable experiences do so profitably, while enhancing the well-being of destination residents and preserving the destination's natural capital for future generations (Ritchie and Crouch (2003)

1.3.2 Elements of tourism destination competitiveness

1.3.2.1 Foundational models of destination competitiveness

Crouch and Ritchie's (1999, 2000, 2003) model identified 36 TDC elements grouped

into five main components/aspects The model includes the first aspect which is resources

and supporting factors basic The second aspect is core resources and attractions The third

aspect is the destination management factor In Crouch and Ritchie's (1999) model, this category was identified with policy planning and destination development The final aspect,

conditioning and diffusion determinants

Dwyer and Kim's (2003) model displays eight main themes: core resources (endowed

and created resources); support factors and resources (general infrastructure, service quality, accessibility); destination management elements (activities and functions); need conditions (perceptions, feelings and preferences); situational conditions (economic, social, cultural, demographic, environmental, political, etc.) and market performance indicators

Hassan's (2000) model has four main factors that determine market competitiveness

Four decisive factors include: (1) Comparative advantage; (2) Demand orientation; (3) Existence of industry structure; and (4) The destination's commitment to the environment

Heath's (2003) model represents a strategy for competitiveness as a strategy for building

houses The platform includes key elements: “attraction”, “non-negotiable”, “support”, “added value”, “support staff” and “experience drivers”

Some other models of TDC: De Keyser & Vanhove (1994); Hassan (2000) was

developed to explain the competitiveness of destinations They argue that analyzing competitive position needs to consider five groups of competitive factors: tourism policy, macroeconomics, supply, transportation and demand factors

1.3.2.2 Elements of tourism destination competitiveness

The model brings together the key elements of national and corporate competitiveness that have been proposed in the literature by various tourism researchers, especially Crouch and Ritchie (2000) within a comprehensive framework on destination competitiveness, and later adapted by Dwyer and Kim (2003) Destination competitiveness is not the ultimate goal of policy making but an intermediate goal towards the goal of regional and national economic prosperity The integrated factors that determine the competitiveness of a destination are specifically considered

1.3.3 Competitiveness with sustainable development of tourist destinations

1.3.3.1 Sustainable development of tourism

Sustainable tourism means achieving a balance between the economic, environmental and social within the development system so that one aspect does not dominate the others (Farrell, 1992) Owen et al (1993) argue that the concept of sustainable development is not necessarily compatible with economic growth Sustainable development accepts the reality of eliminating poverty, improving quality of life and preserving the environment and requires economic prosperity, but needs to be balanced so that needs are not exceeded natural resources

1.3.3.2 Competitiveness with sustainable tourism development of the destination

Most authors seem to agree that a competitive destination can protect its natural and cultural resources and provide long-term well-being for its residents by delivering more satisfying experiences than its competitors paintings (Cucculelli and Goffi, 2014) Ritchie and Crouch (2003) believe that a sustainable solution must strive to establish the right balance between four complementary pillars (economic, sociocultural, political and environmental) so that there are no weak points also found in sustainable systems Certainly, tourism stakeholders play an important role in the development and sustainability of tourism in

destinations Stakeholders are factors that contribute to improving business performance and maximizing benefits Tourist destinations are often managed by different stakeholders in a value chain (Bieger, 2008)

1.3.4 Studies evaluating the competitiveness of tourist destinations

Table 1.2 below summarizes a number of studies that have been conducted to evaluate the competitiveness of destinations for countries and large regions within a country

Table 1.2 Assessing destination competitiveness of countries/regions within the country, published studies

Table 2 Evaluating destination competitiveness of specific countries, published studies

Sirše and Mihalič (1999) Slovenia X X Means, S.D 25 tourism industry experts

Kim and Dwyer (2003) South CoreaAustralia X X 7/32 Means, S.D Tourism industry stakeholders: 162 Korea & 132 Australia

Dwyer, Livaic and Mellor (2003) Australia X X 6/83 Means, S.D 123 tourism industry stakeholders Hudson, Ritchie and Timur

(2004)

Canada, Mountain

Region X X 5/42 Means, S.D 130 tourism industry stakeholders Enright and Newton (2004) Hong Kong X X 1/37 Means, SD, IPA 183 hotel, travel, tour and travel

operators

Gomezelj & Mihalič (2008) Slovenia X X 6/85 Means, S.D 118 public & private tourism industry administrators

Kozak, Baloglu & Bahar

Pike (2011) Australia, Sunshine

Coast X X /173 Mean, IPA 3000 visitors

Armenski et al (2012) Serbia and Slovenia X X 6/85 Means, S.D Tourism industry stakeholders: 140 Serbian+118 Slovenian

Dragićević et al (2012) Vojvodina Province X X 6/59 Means, S.D 118 tourism industry stakeholders Dwyer et al (2012) Slovenia X X 6/49 Mean, IPA 81 Tourism industry stakeholders Wang, Hsu, and Swanson

Mulec and Wise (2013) Serbia, Vojvodina

Region X X Means, S.D 113 tourism industry stakeholders Bagaric and Žitinic (2013) Croatia, Kvarner Region X X 6/85 Means, S.D 107 tourism industry stakeholders Andrades-Caldito et al (2014) Spain, Andalusia X X SEM 4,195 visitors

Dwyer et al (2014) Serbia X X 6/51 Mean, IPA 270 tourism industry stakeholders Pansiri (2014) Botswana X X X 16/100 PCA, Gap

analysis 213 travel suppliers / 298 tourists Azzopardi and Nash (2015) Malta X X In-Depth

interviews 35 tourism industry experts Chin, Haddock-Fraser and

Hampton (2015)

Indonesia, Bali

Semistructure

interviews 23 tourism industry stakeholders Correia Loureiro & Sarmento

Ferreira (2015)

São Tomé and

In-Depth

interviews 27 tourism industry stakeholders Zhou et al (2015) USA, West Virginia X X 4/25 PCA 891 visitors

Chen et al (2016) Taiwan, Kinmen Island X X Means, SD, PCA 577 visitors

Topolansky Barbe et al (2016) Uruguay, rural region X X X* 6/87 Means, S.D 76 rural tourism stakeholders and 109 potential German tourists Aqueveque and Bianchi (2017) Chile X X Semistructured

interviews 13 tourism industry stakeholders Weldearegay (2017) Ethiopia X X 7/30 Mean, IPA 384 visitors

Albayrak et al (2018) Costa Brava (Spain) and

Antalya (Turkey) X X Mean, IPA 141+110 visitors Djeri et al (2018) Serbia, Jablanica

district X X 7/32 Mean, IPA 378 visitors Drakulić Kovačević et al (2018) Serbia, South Banat

95 business owners and tourism industry administrators

Djeri et al (2018) Jablanica District,

Serbia X X 7/31 PCA, IPA 378 visitors

Reisinger, Michael and Hayes (2019)

United Arab

Emirates X X Regression 218 visitors Sundram and Gani (2022) Mabul Island, Sabah X X 6/57 PCA, IPA 386 visitors Goffi and Cucculelli, 2014 small Italian

destinations X X X 13/52 PCA, Mean

1,220 key tourism industry stakeholders

Cucculelli and Goffi, 2016 Italy X X X 13/55 PCA, Mean 550 tourism industry stakeholders

Cuccinelli et al., 2018 Italian outstanding

SMDs X X X 13/60 PCA, Mean 628 tourism industry stakeholders

CHAPTER 2

MODEL DEVELOPMENT AND QUANTITATIVE RESEARCH DESIGN TO ASSESS THE COMPETITIVENESS OF TOURISM DESTINATION LAOS PDR 2.1 Overview of tourist destinations Lao People's Democratic Republic

2.1.1 Overview of the potential of tourist destinations in Lao PDR

Wherever you are in Laos, you will encounter breathtaking views, delicious food and friendly smiles

As of 2020, Laos has more than 600 scenic relics, including more than 250 relics ranked as national relics and more than 350 relics ranked at the provincial level The density and number of relics are highest in the Mekong Delta provinces, accounting for about 60% of Laos' relics

To date, Laos has 1,145 natural tourist sites, 534 cultural tourist sites and 278 historical tourist sites In recent times, infrastructure and favorable conditions for tourism have continuously improved; Localities have adjusted and renovated tourist sites and completed routes leading to tourist sites; renovate public toilets according to ASEAN standards; Improve the quality of hotels, motels, markets, souvenir shops, restaurants, improve the quality of services to achieve the goal of attracting more than 3 million domestic and foreign tourists this year 2022 Recently, the Lao Ministry of Tourism has coordinated with sectors and localities to organize many activities to restore the tourism industry of Lao PDR affected by the Covid-19 epidemic

2.1.2 Performance results of the tourism industry of Lao PDR in recent times

Minister of Information, Culture and Tourism Bosengkham Vongdara said that in 2015, Laos welcomed over 4.6 million international visitors, creating an income source for the state budget of over 700 million USD, an increase of 13% compared to the previous year 2014 During the 4-year period from 2016 to 2019 before the outbreak of the Covid 19 epidemic, Laos welcomed more than 22 million international tourists In terms of facilities, Laos has 2,579 operating hotels and guest houses, and 34 tourist centers providing tourists with information about tourist destinations and necessary information

Through the table above, we see that in 2017, the number of international tourists to Lao PDR tended to decrease compared to the previous year, down -8.7% In the following years, thanks to the direction of departments related to the tourism industry to improve the quality of hotels, motels, markets, souvenir shops, and restaurants, improve the quality of services for tourists So in 2018 and 2019, the tourist trend of Lao PDR increased by 8.2 and 14.4% compared to the previous year in 2019 For Lao domestic tourists, there is also a trend every year tends to increase but until 2019 it tends to decrease

Since 2020, the Covid-19 epidemic has severely affected Laos's tourism industry, businesses operating in the tourism sector have had to temporarily suspend services, take measures to restrict entry, exit and entry Domestic travel has caused the number of tourists to decline

To restore the tourism industry in recent times, the Lao Ministry of Tourism has successfully organized conferences to disseminate ASEAN tourism standards, and coordinated with industries and localities to organize many activities to restore the tourism industry Lao PDR's calendar is affected by the Covid-19 epidemic

The growth rate of the number of international tourists visiting Lao PDR is increasing every year, causing revenue to increase in 2017, reaching 648,067,008 USD until 2019