SUMMARY ASEAN TOURISM - STP Trisakti · 2017. 8. 18. · ASEAN Tourism Strategic Plan (ATSP) Building on the momentum of the ASEAN Tourism Strategic Plan 2011-2015, ASEAN tourism

ASEAN TOURISM

https://freevectormaps.com/world-maps/southeast-asia/WRLD-SEA-01-0001

Dr. Myrza Rahmanita, M.Sc.

SUMMARY

Trisakti School of Tourism

ASEAN TOURISM

ASEAN Tourism Strategic Plan 2016-2025

Burapha Univers i ty| Bangsaen, 3 rd August 2017

ASEAN Tourism Strategic Plan

ASEAN Community

ASEAN


Burapha University

ASEAN TOURISM STRATEGIC PLAN

2016-2025

ASEAN Tourism Strategic Plan (ATSP)

Building on the momentum of the ASEAN Tourism Strategic Plan2011-2015, ASEAN tourism seeks to make a greater contributiontowards the ASEAN integration goal in the post 2015 decade ofmoving to an economic growth scenario that is more “inclusive,”“green” and “knowledge-based.”

The vision for ASEAN tourism over the next decade to 2025 is:“By 2025, ASEAN will be a quality tourism destination offeringa unique, diverse ASEAN experience, and will be committed toresponsible, sustainable, inclusive and balanced tourismdevelopment, so as to contribute significantly to the socioeconomicwell-being of ASEAN people.”

ASEAN Tourism Strategic Plan (ATSP)

Building on the momentum of the ASEAN Tourism StrategicPlan 2011-2015, ASEAN tourism seeks to make a greatercontribution towards the ASEAN integration goal in the post2015 decade of moving to an economic growth scenario thatis more “inclusive,” “green” and “knowledge-based.”

The vision for ASEAN tourism over the next decade to 2025 is:“By 2025, ASEAN will be a quality tourism destination offeringa unique, diverse ASEAN experience, and will be committed toresponsible, sustainable, inclusive and balanced tourismdevelopment, so as to contribute significantly to thesocioeconomic well-being of ASEAN people.”

The Core Challenges Faced

ATSP 2016-2025

Creating a better balance in the distribution of the benefits of tourism between the Member States;

Reducing concerns over safety and security;

Making cross border formalities more convenient and less costly;

Reducing transportation and destination infrastructure congestion;

Reducing the high cost of travel industry services in the region;

Increasing participation by local communities in the tourism value chain especially in the less developed yet tourism resource rich areas of the region;

Reducing the vulnerability of the heritage assets and related populations to climate change; and developing destinations that are inclusive, green and knowledge-based.

The Core Challenges Faced

ATSP 2016-2025

ASEAN, 2015, ASEAN Tourism Strategic Plan 2016-2025 p. 8 -14

Policy weaknesses related to investment in tourist facilities and services, persistence of restrictive policies on cross border travel and connectivity, insufficient resources for enforcing destination safety and security, and weak communications infrastructure and systems—especially in the less developed portions of the region;

Lack of clearly defined policies for the development of inclusive, green and knowledgebased subregional thematic destinations and products;

Lack of prioritisation of tourism in public infrastructure investment especially air and ground transportation infrastructure, tourism destination infrastructure,7 and ICT infrastructure;

Weak policy frameworks for mainstreaming sustainable tourism development principles and practices, community participation, climate change adaption and resilience, and protecting natural and cultural heritage through enhanced site management and controls;

Lack of a well defined results framework and related monitoring and evaluation system

The Main Causes Underlying the Core Challenges

ATSP 2016-2025

ASEAN, 2015, ASEAN Tourism Strategic Plan 2016-2025 p. 5-6

ASEAN FOCUS AREAS

2016-2025

2.1 TOURISM COMPETITIVENESS2.1.1 MARKETING

• Marketing of Southeast Asia (ASEAN Tourism)• Positioning and Branding ASEAN in its Markets• Networks with Multi and Bi-lateral International Partners• Development and marketing of ASEAN Subregional Destinations/Corridors/Circuits

2.1.2 PRODUCT DEVELOPMENT2.1.3 INVESTMENTS2.1.4 QUALITY TOURISM2.1.5 HUMAN RESOURCE DEVELOPMENT2.1.6 CONNECTIVITY AND INFRASTRUCTURE2.1.7 TRAVEL FACILITATION

2.2 SUSTAINABLE AND INCLUSIVE TOURISM2.2.1 UPGRADING COMMUNITY PARTICIPATION2.2.2 SAFETY, SECURITY AND PROTECTION OF ASSETS

• Safety and Security• Protection and management of assets

ASEAN TOURISM STRATEGIC PLAN

2016-2025

ASEAN TOURISM 2016-2025

4. The average length of stay of international

tourist from 6.3 nights to 8 nights.

3. Per capita spending by international tourists

from US$ 877 to US$ 1,500.

2. Total employment from 3.7% to 7%.

1. GDP contribution of ASEAN tourism from 12% to 15%

Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, The Philippines,Singapore, Thailand, and Vietnam.

5. The number of accommodation units from 0.51 units/100

head of population in ASEAN to 0.60 units/100

head of population.

6. The number of awardees for the ASEAN tourism standards from

86 to 300

7. The number of community-based

tourism value chain project interventions from 43 to over 300.

64% of the population in rural , higher rates of poverty than the fast industrializing and developing urban areas

ASEAN, 2015, ASEAN Tourism Strategic Plan 2016-2025 p. 18

ATSP 2016-2025

Implementation Arrangements

Travel & Tourism Competitiveness Index 2017 PerformanceBy Region

3

4

Europe andEurasia

Asia-Pacific

Americas2 Sub-saharan Middle East Africaand North Africa

5

Score (1–7 scale)

WEF (2017) The Travel & Tourism Competitiveness Report 2017 , World Economic Forum, Geneva p 8

Key ● 2015 ● 2017

8TRENDS DRIVING INDUSTRY TRANSFORMATION

Yesterday’s Tourists aren’t Tomorrow’s

New Travellers, Old System

Geopolitical Insecurity is the New Normal

The Fourth Industrial Revolution is Here to Stay.

Jobs, Jobs, Jobs—But Where is the Talent?

Sustainability is a Must

Infrastructure is becoming a Bottleneck

Let’s Aspire to the 21st Century Regulatory Framework

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ASEAN COUNTRIES

03-08-2017

Country Coverage • Six new economies included in the current edition

(2015) were not analyzed in the previous report (2013): Gabon, Angola, Tunisia, Bhutan, Lao PDR and Myanmar.

• Five that were covered in the last report (2013) - Benin, Bosnia and Herzegovina, Brunei Darussalam, Ecuador and Ukraine - are not covered this time (2015) because of insufficient data.

• The 141 economies covered this year (2015), one more than in the 2013 Report, account for over 98% of world GDP.

The Travel & Tourism Competitiveness Report 2015 p 8

Brunei Darussalam

Brunei Darussalam


Brunei Darussalam


Brunei Darussalam



Cambodia Past performanceTravel & Tourism Competitiveness Edition 2015 2017

Rank 105 / 141 101 / 136

Score 3.2 3.3

Indonesia 42nd/ 136

7 6 5 4 3 2 1 Score 1-7 (best) 1 2 3 4 5 6 7

Pillar Rank/136 Pillar Rank/136

Business environment60th

Safety and security 91st

Health and hygiene 108th

Human resources and labour market 64th

ICT readiness 91st

Prioritization of Travel & Tourism 12th

International Openness 17th Price competitiveness 5th

Environmental sustainability 131st

Air transport infrastructure 36th

Ground and port infrastructure 69th

Tourist service infrastructure 96th

Natural resources 14th

Cultural resources and business travel 23rd

42nd Indonesia

Overall score 4.2

Performance Overview Key Score Highest score

Key Indicators

International tourist arrivals

International tourism inbound receipts

Average receipts per arrival

Sources: World Tourism Organization (UNWTO) and World Travel and Tourism Council (WTTC)

10,406,759

US $10,761.0 million

US $1,034.0

T&T industry GDP% of total

US $28,208.9 million3.3%

T&T industry employment% of total

3,468,440 jobs2.9%


Indonesia Past performanceTravel & Tourism Competitiveness Edition 2015 2017

Rank 50 / 141 42 / 136

Score 4.0 4.2


Lao PDR Past performanceTravel & Tourism Competitiveness Edition 2015 2017

Rank 96/ 141 941 / 136

Score 3.3 3.4

7 6 5 4 3 2 1 Score 1-7 (best) 1 2 3 4 5 6 7



Safety and security 41st


Human resources and labour market 22nd

ICT readiness 39th


International Openness 35th Price competitiveness 3rd

Environmental sustainability 123rd

Air transport infrastructure 21st

Ground and port infrastructure 34th



Cultural resources and business travel 34th

26th Malaysia

Overall score 4.5


Key Indicators





25,721,251


US $684.1


US $13,004.3 million4.4%


574,182jobs4.2%

Malaysia 26th/ 136


Malaysia Past performanceTravel & Tourism Competitiveness Edition 2015 2017

Rank 25 / 141 26 / 136

Score 4.4 4.5

Country Coverage

• The 2017 Report covers 136 economies that account for over 98% of world GDP.

• Six new economies included in the current (2017) edition were not analysed in the previous report (2015): Benin; Bosnia and Herzegovina; Congo, Democratic Rep.; Ecuador and Ukraine.

• Ten that were covered in the 2015 Report - Angola, Burkina Faso, Guinea, Guyana, Haiti, Myanmar, Puerto Rico, Seychelles, Suriname, Swaziland - are not covered this time due to insufficient data.


Myanmar

Myanmar


Myanmar


Myanmar



Philippines Past performanceTravel & Tourism Competitiveness Edition 2015 2017

Rank 74 / 141 79 / 136

Score 3.6 3.6

Score 1-7 (best)1 12 23 34 45 56 67 7


Business environment2nd

Safety and security 6th

Health and hygiene 62nd


ICT readiness 14th

Prioritization of Travel & Tourism 2nd

International Openness 1st Price competitiveness 91st

Environmental sustainability 51st


Ground and port infrastructure 2nd


Natural resources 103rd


13th Singapore

Overall score 4.9


Key Indicators





12,051,929


US $1,389.3


US $13,936.4million4.8%


158,381jobs4.3%

Singapore 13th/ 136


Singapore Past performanceTravel & Tourism Competitiveness Edition 2015 2017

Rank 11 / 141 13 / 136

Score 4.9 4.9

Score 1-7 (best)1 12 23 34 45 56 67 7



Safety and security118th



ICT readiness 58th


International Openness 52nd Price competitiveness 18th

Environmental sustainability 122nd


Ground and port infrastructure 72nd




34th Thailand

Overall score 4.4


Key Indicators





29,923,185


US $1,488.9


US $36,407.1million9.3%


2,402,320jobs6.3%

Thailand 34th/ 136


Thailand Past performance

Travel & Tourism Competitiveness Edition 2015 2017

Rank 35 / 141 34 / 136

Score 4.3 4.4

Vietnam 67th/ 136


INDONESIA TOURISM

https://freevectormaps.com/indonesia/ID-EPS-01-0001



Today’s Agenda

Introduction

Indonesia Tourism

Tourism Target in 2019

Strategy Framework

Indonesia Tourism Plan 2018

Etcetera

1• Strategic Rationale Indonesia Travel & Tourism Competitiveness Index (TTCI) 2017

• Kebijakan & Strategi Pembangunan Destinasi Pariwisata Tahun 2015-2019• Pendekatan Kawasan Ekonomi Khusus (KEK)• Concept of “Great” • Branding Strategy

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INDONESIA TRAVEL AND TOURISM COMPETITIVENESS INDEX in 2013, 2015 AND 2017

PILLAR 2013 2015 2017

• Price Competitiveness 9th 3rd 5th

• Prioritization of Travel and Tourism 19th 15th 12th

• Natural Resources 6th 19th 14th

• International Openness 114th 55th 17th

• Cultural Resources and Business Travel 38th 25th 23rd

• Air Transport Infrastructure 54th 39th 36th

• Business Environment 93rd 63th 60th

• Human Resources and Labour Market 61th 53rd 64th

• Ground Port and Infrastructure 87th 77th 69th

• Safety and Security 85th 83rd 91th

• ICT Readiness 87th 85th 91th

• Tourist Service Infrastructure 113rd 101th 96th

• Health and Hygiene 112th 109th 108th

• Environmental Sustainability 125th 134th 131th

Bottom Three

Top Three

Supporting Policies

TOURISM TARGET IN 2019M

acro Contribution to National GNP

Foreign Exchange Employment

4% Rp.120 trillion 8,7million

8% Rp.240 trillion 13 million

Mic

ro

Tourism Competitiveness Index (WEF)**)

Number of International Tourist Arrival Number of Domestic Tourist Travel

#70 9 million 250 million

#30 20 million 275 million

**) WEF : World Economic Forum

2015 : # 40

2017: #43

2014 2019

Ratman, Dadang Rizki, Deputi Bidang Pengembangan Destinasi dan Investasi Pariwisata, 2016, Kementerian Pariwisata , Pembangunan Destinasi Pariwisata Prioritas 2016 -2019 p. 5

STRATEGY FRAMEWORK

NATIONAL LEVEL

GREAT SPIRIT

• Indonesia Bekerja - Wonderful Indonesia

GRAND STRATEGY

• Directional Strategy• Portfolio Strategy• Parenting Strategy

: Sustainable Competitive Growth : Integrated e-Tourism Ecosystem: Government Support - Industry Led

INDUSTRY LEVEL

BUSINESS STRATEGY

• Comparative Strategy : Industry Champion • Competitive Strategy : Focus, Speed, and Differentiation• Cooperative Strategy : Public Private Partnership

PORTFOLIO TOURISM STRATEGY

3 Markets Portfolio

CUSTOMER PORTFOLIO

PERSONAL

BUSINESS

INTERNATIONAL

DOMESTIC INDIVIDUAL / FAMILY TRAVELLER, COMMUNITIES

TRAVEL AGENT, SME, BUSINESS, ASSOCIATION, LOCAL GOVERNMENT

INTERNATIONAL TOURIST

PORTFOLIO TOURISM STRATEGY

9 Products Portfolio

PRODUCT PORTFOLIO

NATURE (35%)

CULTURE (60%)

MAN MADE (5%)

1. MARINE TOURISM (35%)2. ECO TOURISM (45%)

3. ADVENTURE TOURISM (20%)

1. HERITAGE & PILGRIM TOURISM (20%)2. CULINARY & SHOPPING TOURISM (45%)3. CITY & VILLAGE TOURISM (35%)

1. MICE & EVENTS TOURISM (25%)2. SPORT TOURISM (60%)3. INTEGRATED AREA TOURISM (15%)

Source: Passenger Exit Survey, 2014

NATIONAL TOURISM DEVELOPMENTPeraturan Pemerintah/Government Regulation No. 50 Year 2011

on RIPPARNAS 2010 - 2025

TOURISM DESTINATION

Attraction Development

Infrastructure Development

Provision of Public Facilities

Provision of Tourism Facilities

Creating, improving the quality of tourism products & services as well as ease of movement of tourists in Tourism destinations

Community Empowerment

TOURISM INDUSTRY

Development of tourism industry structure

Tourism Product Competitiveness

Tourism Business Partnership

Business Credibility

Responsibility to the Natural & Socio-Cultural Environment

TOURISM MARKETING

Tourism Market Development

Tourism Branding Development

Tourism Marketing Partnership Development

Tourism Promotion Development

Creating, improving quality; Creating, communicating, delivering tourism products and managing relationships with tourists to develop the tourism of all its tourism stakeholders, as well as the ease of movement of tourists in tourism destinations

TOURISM INSTITUTION

Development ofGovernment Organizations,Local Government,Private Businesess& Community

Human Resource Development

Development of Tourism Regulation, and Operational Mechanisms

Developing Tourism organizations, Tourism human resources to support and improve the quality of management & organization of tourism activities in Tourism Destinations.

Encouraging the strengthening of the tourism industry structure, enhancing the competitiveness of tourism products, strengthening tourism business partnerships, creating business credibility, and developing environmental responsibility

Ratman, Dadang Rizki, Deputi Bidang Pengembangan Destinasi dan Investasi Pariwisata, 2016, Kementerian Pariwisata, Pembangunan Destinasi Pariwisata Prioritas 2016 - 2019 p. 18

TOURISM DESTINATION DEVELOPMENT GOALSImproving the Quality and Quantity of Tourism Destination

OUTCOME/ IMPACT

1. Number of Tourist: International and Domestic 2. International Tourist Contribution to Foreign Exchange

3. Amount of Domestic Tourist Spending4. Tourism Sector GDP

Ratman, Dadang Rizki, Deputi Bidang Pengembangan Destinasi dan Investasi Pariwisata, 2016, Kementerian Pariwisata, Pembangunan Destinasi Pariwisata Prioritas 2016 - 2019 p. 19

TOURISM DESTINATION DEVELOPMENTSafe, Comfortable, Attractive, Easily Accessible, Environmentally Sound,

Increasing National, Regional and Community Income Tourism Destination

ZONINGATTRACTIO

NACCESIBILITY AMENITY

COMMUNITY

INVESTMENT

• 50 DPN (National Tourism Destination;

• 88 KSPN (National Tourism Strategic Area);

• 222 KPPN (National Tourism Development Zone)

• Natural Attraction

• Cultural Attraction

• Man Made Attraction

• Transportation Infrastructure

• Transportation Facility

• Transportation System

• Public Infrastructure

• Public Facility

• Tourism Facility

• Increasing Community Resources Capacities

• Increasing Community Role And Awareness

• Investment Incentives

• Ease of Investment

• Investment Promotion

TOURISM PRODUCTS PORTFOLIO

MANMADE (5%)

1. Event and MICE Tourism 25%

2. Sport Tourism 60%

3. Tourism Integrated Area 15%

CULTURE (60%)

1. Heritage Tourism 20%

2. Shopping&Culinary Tourism 45%

3. Urban & Rural Tourism 35%

NATURE (35%)

1. Marine Tourism 35%

2. Ecotourism 45%

3. Adventure Tourism 20%

STRATEGY FORMULATIONTOURISM DESTINATION DEVELOPMENT

OPPORTUNITIES THREATS

1. Natural Resources2. Tourism Priorities3. Price Competitiveness4. Human Resources5. Safety and Security

1. Tourism Infrastructure2. ICT Infrastructure3. Hygiene and Sanitation4. Accessibility (Connectivity, Seat Capacity, and Direct Flight)5. Regulation (Yacht Entry Permit, Visa, Custom Clearance)

TOURISM DESTINATION DEVELOPMENT :

1. Tourism Ecosystem and Infrastructure Development2. Improving the Quality and Quantity of Cultural, Natural, and Man Made Tourism Destinations3. Tourism Destination Governance in the National Tourism Strategic Area; and 4. Community Empowerment5. Profile and Promotion of Tourism Investment6. Cross Sector Support

Ratman, Dadang Rizki, Deputi Bidang Pengembangan Destinasi dan Investasi Pariwisata, 2016, Kementerian Pariwisata, Pembangunan Destinasi Pariwisata Prioritas 2016 -2019 p. 20

25 PRIORITY KSPN

10 INCLUSIVE TOURISM PILOT PROJECT

Ratman, Dadang Rizki, Deputi Bidang Pengembangan Destinasi dan Investasi Pariwisata, 2016, Kementerian Pariwisata , Pembangunan Destinasi Pariwisata Prioritas 2016 -2019 p. 20

KSPN/Kawasan Strategis PariwisataNasional

KEK/Kawasan Ekonomi Khusus

TobaLakeNorth Sumatera

Tanjung KelayangBangka Belitung

Thousand IslandDKI Jakarta

Tanjung LesungBanten

WakatobiSouth East Celebes

Morotai IslandNorth Maluku

MandalikaWest Nusa Tenggara

LabuanBajoEast Nusa Tenggara

BorobudurCentral of Java Bromo Tengger Semeru

Jawa Timur

Deputi Bidang Pengembangan Destinasi dan Investasi Pariwisata Kementerian Pariwisata, 2016, Kebijakan Pengembangan Destinasi PariwisataIndonesia 2016 – 2019 p 42

8KEK

KEK MBTKKab. KutaiTimur,Kaltim

Palm Oil IndustryCoal IndustryMineral IndustryBauksiOil & GasSteel

KEK MANDALIKAKab. Lombok Tengah, NTB

Tourism

KEK TANJUNG LESUNGKab. Pandeglang, Banten

Tourism

KEK TANJUNG APIAPIKab. Banyuasin, Sumatera Selatan

Rubber Processing IndustryPalm Processing IndustryPetrochemical Industry

KEK SEI MANGKEIKab. Simalungun, Sumut

Manufacturing Industry: Palm & Its Derivatives Rubber & Its Derivatives Fertilizer and Various Industries Logistic

Tourism

KEK PALUKota Palu, Sulawesi Tengah

Manufactur Industry (Heavy Equipment, Automotives, Electrical)

Agro Industry(Cocoa, Rubber, Seaweed, Rattan)

Mining Industry(Nikel, Biji Besi, Emas)

Logistics

KEK MOROTAIKab. Pulau Morotai, Maluku Utara

TourismProcessing IndustryFsheriesBusiness & Logistics

KEK BITUNGKota Bitung, Sulawesi Utara

Pocessing IndustryFisheriesAgro Industry (Coconut, Medical Plants)Various Industries

Logistics

VIETNAM TOURISM

https://freevectormaps.com/indonesia/ID-EPS-01-0001



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• Vietnam's Tourism Industry is growing very fast inrecent years. The number of foreign tourists grewfrom 92,500 in 1988 to 3,583,486 people in 2006(Vietnam National Administration of Tourism /VNAT, 2007). In 2012, Vietnam earned more than6.8 million international arrivals (internationalarrivals). In 2016, Vietnam received 10 millioninternational visitors or increased by 26% from theprevious year. Domestic travel agents increasedfrom 1 million in 1990 to 35 million in 2013 (VNAT,2005, VNAT, 2014).

• Referring to UNDP / WTO, Vietnam's tourismturnover in 1989 about US $ 140 million and directemployment in the tourism industry accounted forabout 8,000 jobs (Economist Intelligence Unit [EIU],1993: 63). Estimates in 2001 state the nationalincome from tourism of US $ 2.6 billion (Sadi &Henderson, 2001: 70). In 2006, in Vietnam therewere 234,000 people working in direct tourism and510,000 people whose jobs were indirectlydependent on tourism (John, 2006).

2. About Vietnam

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3. SUCCESS STRATEGY VIETNAM TOURISM

• 5 Keys Of Success Strategy Vietnam Tourism

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Main Problems of Tourism in Vietnam (By VNAT)

• Infrastructure damaged and less well due to war

• Lack of hotel room and flight seating

• Lack of educated personnel

• Lack of experience and frontliner skills in performing services, for example less skilled in foreign languages.

• Government: Weaknesses in the governance system are related to the banking and financial sectors and the weakness of the legal system

VNAT Strategic Steps (1)

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• 1. Master action plan in 2024 that VNAT began to concentrate on focusing on human capitaldevelopment and trying to improve the public environment in order to create a supportivetourism environment in Vietnam hoping to mewishes to mobilize and establish a human resourcedevelopment plan in the field of tourism, develop knowledge and Skills to form high-qualitytourism workers. They focus on the education and training (which are western influences) thatalready exist on front line workers in the Asian tourism industry. They take into account thediversity of cultures in different countries in Asia, and therefore, 'how comfortably does Westernvocational education fit into their lives and cultures? (Robinson & Yee 1997: 338) 'They also careabout initial intention to raise the level of employment opportunities for local populationsthreatened by foreigners importing their counterparts into the county hosts as they are moreexperienced and capable of using the language used in industrial services Tourism. Foreignlanguage training such as Chinese, Japanese, English, French and others.

VNAT Strategic Steps (2)

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• 2. Creation of appropriate Vietnam tourism products. For that reason, it is created and developed Tourism Zoneand Priority Tourist Zone. VNAT divides Vietnam into three tourism development zones, namely North, Central,South-Central and Southern. In the North Zone, an important focus is resort and waterfront activities, especiallyaround Ha Long Bay. In addition to beachfront attractions, the zone focuses on historic sites and entertainmentcenters for business travelers, including MICE and sports. In the Middle Zone, there are two different types oftour packages that are prepared to satisfy different desires. Seeing the scenery and heritage tourism is the focusof the Northern Part. The Southern Region focuses more on adventure tourism and nature where they have allforms of tourist attractions. The South-Central and South Zones range from history and heritage in HCMC toculture to natural trekking near the Mekong River. This area is the main important focus. As the 'Greater Mekongsub-region' is also a major focus of intensive tourism development, assisted by international agencies such asthe Asian Development Bank, the Pacific Area Travel Association (PATA) and the World Tourism Organization(WTO) '(Hall 2001). VNAT also divides Vietnam into seven (7) priority zones for investment from the three zones.

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VNAT STRATEGIC STEPS(3-8)

3. Utilization of potential and existing markets,including the domestic market.

4. Development of science and technology sectors oftourism to improve its effectiveness in business andmanagement.

5. Integration of Vietnam's various territories andpositions compared to other countries in the world

6. Improved national management capacity, to makeeffective and appropriate use of resources andenvironments that can ensure the development ofdurable tourism.

7. In the Act, create a legal environment for managingtourism activities and to prepare the conditionsnecessary to attract foreign investment.

8. Simplify administrative procedures by allowing VietKieu (Vietnamese tribes living abroad / diaspora) toapply for a visa to immigration during the timerequired

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VNAT STRATEGIC STEPS(9)

• 9. Promotion and Marketing

• Aggressive tourism promotions are listed in thestrategic plan, where there are three objectives.First, the promotion strategy will provide ameasure to increase tourist arrivals to Vietnam.Second, it is expected that the tourists areencouraged to stay longer. Third, the tourists arethen persuaded to increase their spending. Theend result is of course an increase in revenuefrom overseas.

• Visitors and potential travelers already have apicture of Vietnam known for its wars. Theadoption of new logo and slogan "Vietnam, TheHidden Charm" supports the promotion ofhistorical and cultural heritage of the country.

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VNAT STRATEGIC STEPS(10)

• 10. Slogan

• The first time Vietnam had a slogan and logo oftourism was in 2000, with the slogan "Vietnam - ADestination for the New Millennium" promotedalong with a logo, which is actually more like apicture.

• The slogan is expected to be five years from 2000 to2005; However controversial public issues withregard to copyright are constrained in their usethroughout this period.

• This is the reason why the Vietnam NationalAdministration of Tourism (VNAT) is hastening tofind a new slogan to replace the old one.

• The lack of consideration results in a bad and simplephrase "Welcome to Vietnam" with no logoassociated to it.

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VNAT STRATEGIC STEPS(11-12)

• 11. Slogan

• During the period 2006 to 2010, Vietnam's newslogan was "Vietnam - The Hidden Charm". In 2010,Vietnam received 5.16 million visitors and becamethe leader amongst the active tourism markets ofthat year, replacing the previously occupied positionof India and Thailand (Chi Anh, 2011).

• After winning a fierce competition for the slogan, aspart of the "Actions for Vietnam Tourism" operationin 2011, he earned "Vietnam - A Different Orient"(Tran Tam, 2011).

• The slogan "Vietnam - Timeless Charm" and lotussymbol with five petals have been officially selectedas the Tourism Tourism Vietnam Tourism Logo andSlogan for the period 2012-2015.

• 12. Joined ASEAN in 1995

SINGAPORE

Early Tourism Capability Development (1960s–1970s)

Chye, Khoo Teng , 2015, Planning for Tourism: Creating a Vibrant, Centre for Liveable Cities (CLC), Singapore Singapore

Expanding and Enhancing Tourism Infrastructure (1980s–1990s)

Chye, Khoo Teng , 2015, Planning for Tourism: Creating a Vibrant, Centre for Liveable Cities (CLC), Singapore Singapore

Seeking Distinction as a City (From the 1990s)

Chye, Khoo Teng , 2015, Planning for Tourism: Creating a Vibrant, Centre for Liveable Cities (CLC), Singapore Singapore p. 72-73

SUMMARY ASEAN TOURISM - STP Trisakti · 2017. 8. 18. · ASEAN Tourism Strategic Plan (ATSP) Building on the momentum of the ASEAN Tourism Strategic Plan 2011-2015, ASEAN tourism

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