Bài 2: Phát triển sản phẩm du lịch có trách nhiệmduanesrt
Bộ tài liệu đào tạo Du lịch có trách nhiệm được Dự án EU xây dựng dành cho các Đào tạo viên tiến hành triển khai công tác đào tạo, tập huấn về Du lịch có trách nhiệm tại Việt Nam.
Bộ tài liệu đào tạo được phát triển trên cơ sở Bộ công cụ Du lịch có trách nhiệm do Dự án EU xây dựng gồm 16 bài theo hình thức slide trình chiếu. Các Đào tạo viên có thể sử dụng kết hợp, nhóm các bài lại với nhau để xây dựng thành các bài giảng theo nhiều chủ đề hướng tới các đối tượng khác nhau một cách linh hoạt và hiệu quả.
Digital marketing in tourism and hospitality is defined as the use of digital channels to promote a travel, tourism and hospitality related products or services.
Destination Management & DMO Stories. A focus on commercial strategies.Matteo Ciccalè
Lesson for the Master in Tourism Management of IULM University about Destination Management Organization, a special focus on e-commerce technologies and strategies.
Hoàn thiện chính sách sản phẩm của công ty Cổ phần Du lịch và Thương mại Phươ...luanvantrust
LINK DOWNLOAD:https://sividoc.com/vi/document/hoan-thien-chinh-sach-san-pham-cua-cong-ty-co-phan-du-lich-va-thuong-mai-phuong-dong
Hoàn thiện chính sách sản phẩm của công ty Cổ phần Du lịch và Thương mại Phương Đông
Destination Management Organization Overview and Toolkit Presentation to USAIDDavid Brown
A background on moving from competitive clusters to destination management organizations. An overview of the Destination Management Organization Toolkit developed by the Global Sustainable Tourism Alliance for the United States Agency for International Development.
Bài 2: Phát triển sản phẩm du lịch có trách nhiệmduanesrt
Bộ tài liệu đào tạo Du lịch có trách nhiệm được Dự án EU xây dựng dành cho các Đào tạo viên tiến hành triển khai công tác đào tạo, tập huấn về Du lịch có trách nhiệm tại Việt Nam.
Bộ tài liệu đào tạo được phát triển trên cơ sở Bộ công cụ Du lịch có trách nhiệm do Dự án EU xây dựng gồm 16 bài theo hình thức slide trình chiếu. Các Đào tạo viên có thể sử dụng kết hợp, nhóm các bài lại với nhau để xây dựng thành các bài giảng theo nhiều chủ đề hướng tới các đối tượng khác nhau một cách linh hoạt và hiệu quả.
Digital marketing in tourism and hospitality is defined as the use of digital channels to promote a travel, tourism and hospitality related products or services.
Destination Management & DMO Stories. A focus on commercial strategies.Matteo Ciccalè
Lesson for the Master in Tourism Management of IULM University about Destination Management Organization, a special focus on e-commerce technologies and strategies.
Hoàn thiện chính sách sản phẩm của công ty Cổ phần Du lịch và Thương mại Phươ...luanvantrust
LINK DOWNLOAD:https://sividoc.com/vi/document/hoan-thien-chinh-sach-san-pham-cua-cong-ty-co-phan-du-lich-va-thuong-mai-phuong-dong
Hoàn thiện chính sách sản phẩm của công ty Cổ phần Du lịch và Thương mại Phương Đông
Destination Management Organization Overview and Toolkit Presentation to USAIDDavid Brown
A background on moving from competitive clusters to destination management organizations. An overview of the Destination Management Organization Toolkit developed by the Global Sustainable Tourism Alliance for the United States Agency for International Development.
Khóa Luận Tốt Nghiệp Xây Dựng Chương Trình Du Lịch Đà Nẵng - Quảng Trị đã chia sẻ đến cho các bạn sinh viên một bài khoá luận hoàn toàn miễn phí, nếu các bạn muốn tải bài mẫu này vui lòng nhắn tin ngay qua zalo/telegram : 0932.091.562 để được hỗ trợ tải nhé.
[Báo cáo Mẫu] Báo cáo rút gọn Campaign Audit 2023 - Chiến dịch Phu...YouNet Media Company
Báo cáo Campaign Audit on Social Media - báo cáo đánh giá chiến dịch truyền thông đã thực hiện dưới góc nhìn Social Listening của Chiến dịch Phủ xanh miền Tây, Trung Sơn Pharma.
Chiến lược marketing cho dịch vụ du lịch của công ty tnhh mtv oxalis quảng bì...Thư viện Tài liệu mẫu
Tải file tài liệu tại Website: inantailieu.com hoặc sdt/ ZALO 09345 497 28
Khóa luận Chiến lược marketing cho dịch vụ du lịch của công ty tnhh mtv oxalis quảng bình
Social media marketing for the tourism industryMatt Granfield
An overview of social media marketing theories, practices and case studies for the tourism industry by respected Australian marketing writer Matt Granfield.
Nhận viết luận văn Đại học , thạc sĩ - Zalo: 0917.193.864
Tham khảo bảng giá dịch vụ viết bài tại: vietbaocaothuctap.net
Download luận văn thạc sĩ ngành chính sách công với đề tài: Thực hiện chính sách phát triển du lịch bền vững từ thực tiễn thành phố Hà Giang, tỉnh Hà Giang, cho các bạn tham khảo
Bài 16: Du lịch có trách nhiệm với các doanh nghiệp lữ hànhduanesrt
Bộ tài liệu đào tạo Du lịch có trách nhiệm được Dự án EU xây dựng dành cho các Đào tạo viên tiến hành triển khai công tác đào tạo, tập huấn về Du lịch có trách nhiệm tại Việt Nam.
Bộ tài liệu đào tạo được phát triển trên cơ sở Bộ công cụ Du lịch có trách nhiệm do Dự án EU xây dựng gồm 16 bài theo hình thức slide trình chiếu. Các Đào tạo viên có thể sử dụng kết hợp, nhóm các bài lại với nhau để xây dựng thành các bài giảng theo nhiều chủ đề hướng tới các đối tượng khác nhau một cách linh hoạt và hiệu quả.
DOWNLOAD TẠI ĐÂY: https://tailieufile.com/document/nghien-cuu-xay-dung-chuong-trinh-du-lich-cho-thi-truong-khach-du-lich-nguoi-cao-tuoi-tai-cong-ty-du-lich/
Nhận viết luận văn Đại học , thạc sĩ - Zalo: 0917.193.864
Với mục tiêu làm rõ những lý luận cơ bản về khách du lịch, chương trình du lịch và các hoạt động khai thác khách du lịch là người cao tuổi của Công ty.
Đồng thời tiến hành điều tra nghiên cứu khách du lịch là người cao tuổi đi du lịch qua Công ty, đưa ra các kết luận trên số liệu thu thập được.
The students who have asked difficult questions, which have helped us clarify our own thinking, and the students from many countries who have provided us with interesting insights into the national and cultural differences in tourist behavior.
Bài 3: Tiếp thị và truyền thông du lịch có trách nhiệmduanesrt
Bộ tài liệu đào tạo Du lịch có trách nhiệm được Dự án EU xây dựng dành cho các Đào tạo viên tiến hành triển khai công tác đào tạo, tập huấn về Du lịch có trách nhiệm tại Việt Nam.
Bộ tài liệu đào tạo được phát triển trên cơ sở Bộ công cụ Du lịch có trách nhiệm do Dự án EU xây dựng gồm 16 bài theo hình thức slide trình chiếu. Các Đào tạo viên có thể sử dụng kết hợp, nhóm các bài lại với nhau để xây dựng thành các bài giảng theo nhiều chủ đề hướng tới các đối tượng khác nhau một cách linh hoạt và hiệu quả.
Nhận viết luận văn đại học, thạc sĩ trọn gói, chất lượng, LH ZALO=>0909232620
Tham khảo dịch vụ, bảng giá tại: https://vietbaitotnghiep.com/dich-vu-viet-thue-luan-van
Đề tài giải pháp marketing phát triển du lịch, HAY, ĐIỂM CAO. Chia sẻ cho các bạn sinh viên tài liệu tốt nghiệp ngành marketing các bạn làm chuyên đề tốt nghiệp marketing vào tải nhé.
SOUTH AFRICA - Corporate Plan 2015_2016 to 2019_2020BTO Educational
SOUTH AFRICA - Corporate Plan 2015_2016 to 2019_2020
Leading sustainable tourism development for inclusive economic growth in South Africa.
OFFICIAL SIGN-OFF
It is hereby certified that this Strategic Plan:
• Was developed by the management of the Department of Tourism under the guidance of Minister Derek Hanekom, MP.
• Takes into account all the relevant policies, legislation and other mandates for which the Department of Tourism is responsible.
• Accurately reflects the strategic outcomeoriented goals and strategic objectives which the Department of Tourism will endeavour to achieve over the 2015 – 2020 period.
Khóa Luận Tốt Nghiệp Xây Dựng Chương Trình Du Lịch Đà Nẵng - Quảng Trị đã chia sẻ đến cho các bạn sinh viên một bài khoá luận hoàn toàn miễn phí, nếu các bạn muốn tải bài mẫu này vui lòng nhắn tin ngay qua zalo/telegram : 0932.091.562 để được hỗ trợ tải nhé.
[Báo cáo Mẫu] Báo cáo rút gọn Campaign Audit 2023 - Chiến dịch Phu...YouNet Media Company
Báo cáo Campaign Audit on Social Media - báo cáo đánh giá chiến dịch truyền thông đã thực hiện dưới góc nhìn Social Listening của Chiến dịch Phủ xanh miền Tây, Trung Sơn Pharma.
Chiến lược marketing cho dịch vụ du lịch của công ty tnhh mtv oxalis quảng bì...Thư viện Tài liệu mẫu
Tải file tài liệu tại Website: inantailieu.com hoặc sdt/ ZALO 09345 497 28
Khóa luận Chiến lược marketing cho dịch vụ du lịch của công ty tnhh mtv oxalis quảng bình
Social media marketing for the tourism industryMatt Granfield
An overview of social media marketing theories, practices and case studies for the tourism industry by respected Australian marketing writer Matt Granfield.
Nhận viết luận văn Đại học , thạc sĩ - Zalo: 0917.193.864
Tham khảo bảng giá dịch vụ viết bài tại: vietbaocaothuctap.net
Download luận văn thạc sĩ ngành chính sách công với đề tài: Thực hiện chính sách phát triển du lịch bền vững từ thực tiễn thành phố Hà Giang, tỉnh Hà Giang, cho các bạn tham khảo
Bài 16: Du lịch có trách nhiệm với các doanh nghiệp lữ hànhduanesrt
Bộ tài liệu đào tạo Du lịch có trách nhiệm được Dự án EU xây dựng dành cho các Đào tạo viên tiến hành triển khai công tác đào tạo, tập huấn về Du lịch có trách nhiệm tại Việt Nam.
Bộ tài liệu đào tạo được phát triển trên cơ sở Bộ công cụ Du lịch có trách nhiệm do Dự án EU xây dựng gồm 16 bài theo hình thức slide trình chiếu. Các Đào tạo viên có thể sử dụng kết hợp, nhóm các bài lại với nhau để xây dựng thành các bài giảng theo nhiều chủ đề hướng tới các đối tượng khác nhau một cách linh hoạt và hiệu quả.
DOWNLOAD TẠI ĐÂY: https://tailieufile.com/document/nghien-cuu-xay-dung-chuong-trinh-du-lich-cho-thi-truong-khach-du-lich-nguoi-cao-tuoi-tai-cong-ty-du-lich/
Nhận viết luận văn Đại học , thạc sĩ - Zalo: 0917.193.864
Với mục tiêu làm rõ những lý luận cơ bản về khách du lịch, chương trình du lịch và các hoạt động khai thác khách du lịch là người cao tuổi của Công ty.
Đồng thời tiến hành điều tra nghiên cứu khách du lịch là người cao tuổi đi du lịch qua Công ty, đưa ra các kết luận trên số liệu thu thập được.
The students who have asked difficult questions, which have helped us clarify our own thinking, and the students from many countries who have provided us with interesting insights into the national and cultural differences in tourist behavior.
Bài 3: Tiếp thị và truyền thông du lịch có trách nhiệmduanesrt
Bộ tài liệu đào tạo Du lịch có trách nhiệm được Dự án EU xây dựng dành cho các Đào tạo viên tiến hành triển khai công tác đào tạo, tập huấn về Du lịch có trách nhiệm tại Việt Nam.
Bộ tài liệu đào tạo được phát triển trên cơ sở Bộ công cụ Du lịch có trách nhiệm do Dự án EU xây dựng gồm 16 bài theo hình thức slide trình chiếu. Các Đào tạo viên có thể sử dụng kết hợp, nhóm các bài lại với nhau để xây dựng thành các bài giảng theo nhiều chủ đề hướng tới các đối tượng khác nhau một cách linh hoạt và hiệu quả.
Nhận viết luận văn đại học, thạc sĩ trọn gói, chất lượng, LH ZALO=>0909232620
Tham khảo dịch vụ, bảng giá tại: https://vietbaitotnghiep.com/dich-vu-viet-thue-luan-van
Đề tài giải pháp marketing phát triển du lịch, HAY, ĐIỂM CAO. Chia sẻ cho các bạn sinh viên tài liệu tốt nghiệp ngành marketing các bạn làm chuyên đề tốt nghiệp marketing vào tải nhé.
SOUTH AFRICA - Corporate Plan 2015_2016 to 2019_2020BTO Educational
SOUTH AFRICA - Corporate Plan 2015_2016 to 2019_2020
Leading sustainable tourism development for inclusive economic growth in South Africa.
OFFICIAL SIGN-OFF
It is hereby certified that this Strategic Plan:
• Was developed by the management of the Department of Tourism under the guidance of Minister Derek Hanekom, MP.
• Takes into account all the relevant policies, legislation and other mandates for which the Department of Tourism is responsible.
• Accurately reflects the strategic outcomeoriented goals and strategic objectives which the Department of Tourism will endeavour to achieve over the 2015 – 2020 period.
CANADA | CTC Corporate Plan Summary | 2016 - 2019
Marketing Canada in a Ever-Changing World
"...Tourism dollars do not stop at the airport, restaurant, hotel or convention centre. Tourism dollars spread to schools and industries across the country. Indeed, tourism acts as a catalyst, setting off a flurry of interest and activity around all other industries..."
3 Crucial Mobile Website Design Tips Your Tourism Marketing Strategy NeedsCasey Moore
With Google's now prioritizing mobile friendly websites in all search engine results, it has never been a more crucial time to ensure your mobile website is optimized for both user experience and search engine performance. Here are the top three things every travel and tourism mobile website needs:
E-business in tourism: Destination marketing and managementJuho Pesonen
This presentation talks about tourism destination marketing and management in the era of online business. For all course presentations, including videos, please see https://www.tourismmarketingandmanagement.com/2016/11/11/what-is-e-business-in-tourism/
03 en - iai project-donor_coordination_tourism_vietnamduanesrt
On January 28th, 2016, representatives of nearly ten international donor agencies gathered in Hanoi in a roundtable meeting on coordination for Vietnam tourism industry. The initiative was led by the Environmentally and Socially Responsible Tourism Capacity Development Programme (known as ESRT Programme) as technical support to Vietnam National Administration of Tourism (VNAT).
On December 3rd, 2014, in excess of 200 delegates gathered for a Tourism Occupational Standards Conference to seek an effective mechanism for Vietnam tourism human resources development by establishing a strong partnership between the public and the private sector.
Robert Piattelli - 1° Luglio 2010 - Internet Better TourismBTO Educational
VENETO FOR YOU IX WORKSHOP INTERNAZIONALE DEL TURISMO NEL VENETO
Venezia, 1 Luglio 2010
I SOCIAL NETWORK e le CONVERSAZIONI
ISTRUZIONI per l’USO
Robert Piattelli
Co-founder BTO Educational
www.btoeducational.it
Serving our customers to the best of our capability is our mission. Our customer is our priority. Understanding their requirements and working towards fetching it is our goal.
Socio-economic trends and EU policy in offshore economy: TOURISM Sara Barrento
EU Report: MARIBE is a Horizon 2020 project that aims to unlock the potential of multi-use of space in the
offshore economy (also referred to as Blue Economy). This forms part of the long-term Blue Growth
(BG) strategy to support sustainable growth in the marine and maritime sectors as a whole;
something which is at the heart of the Integrated Maritime Policy, the EU Innovation Union, and the
Europe 2020 strategy for smart, sustainable growth.
In the last two years since the publication of the previous
edition of the Travel & Tourism Competitiveness Report,
the framework conditions for the Travel and Tourism
(T&T) sector have changed significantly. The world has
been facing geopolitical tensions from the Middle East
and Ukraine to South-East Asia, growing terrorism
threats and fear of the spread of global pandemics.
Should they persist, these global challenges could have
significant further repercussions on the T&T industry, as they touch on the pre-condition for the sector
to grow and develop—the ability of people to travel
safely.
The World Economic Forum has, for the past nine
years, engaged key industry and thought leaders through
its Aviation & Travel Industry Partnership Programme,
along with its Global Agenda Council on the Future of
Travel & Tourism, to carry out an in-depth analysis of the
T&T competitiveness of economies around the world.
The resulting Travel & Tourism Competitiveness Report
provides a platform for multistakeholder dialogue with the objective of achieving a strong and sustainable
T&T industry capable of contributing effectively to
international economic development.
At the core of the Report is the sixth edition of the
Travel & Tourism Competitiveness Index (TTCI). The aim
of the TTCI, which covers a record 141 economies this
year, is to provide a comprehensive strategic tool for
measuring the “the set of factors and policies that enable
the sustainable development of the Travel & Tourism
sector, which in turn, contributes to the development
and competitiveness of a country.”
For more information contact
Tatweej Protocol Division | Ms. Lemya Bouallagui @ +97150 7643178 | lemya@tatweej.org and/or GCC Market Partner Al-Khalijiah imc @ +9665 56542536 | info@alkhalijiah.net
Dear Authorities Officers and Tourism Leaders,
Under the umbrella and high patronage of the United Nation – World Tourism Organization, the Tatweej-Tourism Leaders Award 2014 is jointly organized by the Arab Organization for Social Responsibility and the Tatweej-Academy for Excellence Awards, on which London, United Kingdom will host the 2014 edition of this prestigious event at the LandMark hotel on Wednesday, August 20, 2014.
The TTLA2014 is an award-program that has been created to honor and shed the light on the tourism regional sector by providing a high-standard platform for the private and public sectors to celebrate their achievements and their essential role towards sustainable growth development. This vibrate platform vehicle groups top notch leaders from both sectors, distinguished leading Governments, Tourism Boards, Municipalities, Institutions and Leaders that play a significant role in the Mediterranean and Middle East tourism industry by promoting the countries’ culture and heritage and contributing to the development and growth of this vital industry across the region.
In this line, we encourage you to take the opportunity and be present to get recognized by the international authorities and maintain your market positioning among the international industry leaders and the high-caliber C-Level executives, investors and policy makers circle throughout this glamorous Grand Finale Ceremony and concurrent activities.
Consequently, and since the United Nation-WTO, Arab Organization for Social Responsibility and Tatweej-Academy for Excellence Awards are looking forward to assemble all the active leaders, investors and prominent organizations that are deeply involved in this vital issue, hence and on behalf of the organizers, I cordially invite you to take an active role in this magnitude red carpet event.
We are looking forward to welcome you at the LandMark Hotel next August, meanwhile please accept my best regards.
Tourism is an activity that can improve main macroeconomic indicators. The opportunities for sustainable tourism development and the preservation of its competitiveness is largely influenced by the quality of the environment and the preservation of goods and resources. The paper will examine the impact of the number of international arrivals and receipts from international tourism on the GDP per capita for 2009-2015 and its impact on unemployment and the human development index as the selected component of sustainable development. Based on the relationship between these values, the basic relations between the selected indicators will be identified. The results will include all aspects, establish priorities, concrete proposals - strategic projects that can be realized in the coming period in order to increase the number of tourists and tourism revenues, which would affect the economic growth and development of the Republic of Serbia.
The Strategic Plan for Tourism 2017-2022 prepared by the Standing Committee on Tourism Promotion, with coordination by the Directorate General of Tourism of the Ministry of Heritage, Cultural Activities and Tourism - MiBACT, offers the opportunity to implement in full the strategy of providing Italy with a unified vision of tourism and culture, thus satisfying the need to focus the country’s development policies on tourism.
Competitiveness in South East Europe: A Policy Outlook (2016)OECDglobal
Future economic development and the well being of citizens in South East Europe (SEE) depend more than ever on greater economic competitiveness. To underpin the drive to improve competitiveness and foster private investment, an integrated policy approach is needed. This first edition of Competitiveness in South East Europe: A Policy Outlook seeks to help policy makers in Albania, Bosnia and Herzegovina, the Former Yugoslav Republic of Macedonia, Kosovo, and Serbia assess their progress towards their growth goals and benchmark them against the good practices adopted by OECD countries and the performance of their regional peers.
This report addresses 15 policy dimensions critical to competitive economies that draw on the South East Europe 2020 Strategy (SEE 2020), a regional growth strategy drawn up by the Regional Cooperation Council and adopted by SEE governments in 2013. The qualitative assessments presented herein use scoring frameworks to enable regional comparisons. A participatory assessment process – that brings together regional policy networks and organisations, policy makers, independent experts and the private sector – ensures a balanced view of performance.
The future of work and skills in the tourism industryDavid Mora
Informe sobre la gestión del talento, competencias y empleo de calidad en el sector turístico, elaborado por la OMT en colaboración con la empresa Cegos
Similar to VIETNAM | Tourism Marketing Strategy to 2020 | Action Plan 2013 - 2015 (20)
Stati Generali del Turismo 2022 | Chianciano 28_29 ottobre 2022 | Programma.pdfBTO Educational
Ministero del Turismo
Stati Generali del Turismo
1a Conferenza Programmatica Nazionale
Una nuova visione dell’industria del turismo
Parco Acqua Santa a Chianciano
venerdì 28 e sabato 29 ottobre 2022
Programma
Camminare, voce del verbo conoscere. Lungo il Sentiero Calabria ala scoperta di Luoghi, Culture, Tradizioni
https://scientificwte.it/event/sentiero-calabria/
WTE World Tourism Event for World Heritage Sites
XIIIa Edizione Consecutiva, da giovedì 15 a sabato 17 settembre 2022
A VERONA, Palazzo della Gran Guardia in piazza Bra, proprio di fronte all'Arena
https://scientificwte.it/
L’itinerario del Sentiero Calabria è costituito dal tratto calabrese del Sentiero Italia e dai percorsi, o piste interne, denominati sentieri di avvicinamento, utilizzati per la fruizione naturalistica e ambientale delle aree protette.
Il percorso che attraversa i Parchi Nazionali dell’Aspromonte, della Sila e del Pollino ed il Parco Regionale delle Serre, rappresenta il percorso escursionistico principale per la fruizione del patrimonio naturale, paesaggistico e storico-culturale delle aree interne della Calabria.
Il “Sentiero Calabria” nasce dall’idea di collegare l’intero territorio regionale con un unico percorso costituito da 35 tappe, cercando di creare un’offerta strutturata con i servizi integrati nel territorio.
Il sentiero, i cui tratti sono in larga parte coincidenti con quelli del “Sentiero Italia”, è un percorso escursionistico che, percorrendo longitudinalmente la regione, collega le aree naturalistiche, i borghi e le aree protette che da Reggio Calabria, attraversando tutto il Parco Nazionale dell’Aspromonte, il Parco Regionale delle Serre ed il Parco Nazionale della Sila, giunge fino al Parco Nazionale del Pollino.
Camminare, voce del verbo conoscere. Lungo il Sentiero Calabria ala scoperta di Luoghi, Culture, Tradizioni
https://scientificwte.it/event/sentiero-calabria/
WTE World Tourism Event for World Heritage Sites
XIIIa Edizione Consecutiva, da giovedì 15 a sabato 17 settembre 2022
A VERONA, Palazzo della Gran Guardia in piazza Bra, proprio di fronte all'Arena
https://scientificwte.it/
L’itinerario del Sentiero Calabria è costituito dal tratto calabrese del Sentiero Italia e dai percorsi, o piste interne, denominati sentieri di avvicinamento, utilizzati per la fruizione naturalistica e ambientale delle aree protette.
Il percorso che attraversa i Parchi Nazionali dell’Aspromonte, della Sila e del Pollino ed il Parco Regionale delle Serre, rappresenta il percorso escursionistico principale per la fruizione del patrimonio naturale, paesaggistico e storico-culturale delle aree interne della Calabria.
Il “Sentiero Calabria” nasce dall’idea di collegare l’intero territorio regionale con un unico percorso costituito da 35 tappe, cercando di creare un’offerta strutturata con i servizi integrati nel territorio.
Il sentiero, i cui tratti sono in larga parte coincidenti con quelli del “Sentiero Italia”, è un percorso escursionistico che, percorrendo longitudinalmente la regione, collega le aree naturalistiche, i borghi e le aree protette che da Reggio Calabria, attraversando tutto il Parco Nazionale dell’Aspromonte, il Parco Regionale delle Serre ed il Parco Nazionale della Sila, giunge fino al Parco Nazionale del Pollino.
Report di monitoraggio di Matera Capitale Europea della Cultura 2019 | Gennai...BTO Educational
Report di monitoraggio di Matera Capitale Europea della Cultura 2019.
Aggiornamento di gennaio 2021.
Argomento trattato dall'[EX] Presidente della Fondazione di Partecipazione Matera-Basilicata al WTE World Tourism Event for World Heritage Sites, Xa Edizione consecutiva a Palazzo Venezia a Roma da giovedì 26 a sabato 28 settembre 2019
https://scientificwte.it/rewind-2019/
https://scientificwte.it/event/la-citta/
https://scientificwte.it
Valutazione di Palermo Capitale Italiana della Cultura 2018 | ReportBTO Educational
Valutazione di Palermo Capitale Italiana della Cultura 2018 | Report
Argomento trattato dall'[EX] Assessore alle CulturE, Spazi Museali ed espositivi, Toponomastica, Beni comuni, Partecipazione democratica e Consulte della Città di Palermo Adham Darawsha
https://scientificwte.it/rewind-2019/
https://scientificwte.it/event/la-citta/
https://scientificwte.it
Valutazione di Palermo Capitale Italiana della Cultura 2018 | Executive SummaryBTO Educational
Valutazione di Palermo Capitale Italiana della Cultura 2018
Gli effetti dell’iniziativa sul territorio, sul partenariato istituzionale e sul sentiment di Palermo
Executive Summary
Argomento trattato dall'[EX] Assessore alle CulturE, Spazi Museali ed espositivi, Toponomastica, Beni comuni, Partecipazione democratica e Consulte della Città di Palermo Adham Darawsha
https://scientificwte.it/rewind-2019/
https://scientificwte.it/event/la-citta/
https://scientificwte.it
FactorYmpresa Turismo
L'accelerathon della sfida ACCESSIBILE!
Roma, 27 e 28 settembre 2019
Coffee House di Palazzo Colonna
Sala Altoviti del percorso museale di Palazzo Venezia
https://scientific.wtevent.it/la-sfida-accessibile/innvovatori/
http://www.factorympresa.invitalia.it
AROUNDHELP
Aroundhelp si prende cura di chi è in condizioni di fragilità per salute e si deve spostare per motivi di cura (medical tourism), chi è anziano con malattie croniche, ma ancora desideroso di viaggiare sicuro e/o che vuole mantenersi in forma (active aging), chi è anziano con difficoltà motorie temporanee o permanenti e deve poter contare e accedere ad una rete di servizi completa e verificata.
20 team d’innovatori in startup hanno presentato la propria idea imprenditoriale davanti alla giuria di FactorYmpresa Turismo: è la fase finale di un Accelerathon che ha coinvolto le migliori idee selezionate da INVITALIA | L’Agenzia per lo Sviluppo attraverso una call pubblica, ognuno di loro ha avuto a disposizione 3 minuti per il proprio pitch, ai primi 10 premi in denaro per una dotazione finanziaria complessiva di € 100.000 e servizi d’accompagnamento al mercato.
FactorYmpresa Turismo è un programma d’incentivi partito nel 2017 con la Direzione Turismo del Ministero dei beni e delle attività culturali e del turismo MiBACT.
La sfida ACCESSIBILE!
La SFIDA: offrire servizi innovativi per l’accessibilità fisica, generazionale e culturale dei luoghi e dei territori, aprendoli alla valorizzazione turistica per tutti. Individuare le barriere e proporre soluzioni per superarle, al fine di ampliare il più possibile la fruibilità del nostro Paese ai viaggiatori che richiedono servizi specifici in ragione dei propri bisogni.
FactorYmpresa Turismo è andata a focalizzare con la sfida ACCESSIBILE! l’attenzione sull’accessibilità alla fruizione turistica per tutti i viaggiatori: si è trattato di pensare a soluzioni in grado di abbattere ogni ostacolo legato a condizioni di età, di salute, fisiche, di ceto sociale e di livello culturale, dando la possibilità ai visitatori di fruire liberamente il territorio ed i servizi turistici, comprendere e interpretare la storia, la complessità e la varietà del patrimonio materiale e immateriale del Paese.
FactorYmpresa Turismo
L'accelerathon della sfida ACCESSIBILE!
Roma, 27 e 28 settembre 2019
Coffee House di Palazzo Colonna
Sala Altoviti del percorso museale di Palazzo Venezia
https://scientific.wtevent.it/la-sfida-accessibile/innvovatori/
http://www.factorympresa.invitalia.it
WE MOVE ON
App creata con lo scopo di promuovere l’autonomia degli spostamenti per persone con disabilità e la mobilità sostenibile all’interno della città di Venezia. We Move On informa sull’esistenza di percorsi accessibili e sulla presenza di ostacoli, barriere architettoniche, acqua alta, dislivelli, ponti, affollamenti e altre difficoltà; accompagna le persone lungo itinerari più adatti a seconda delle diverse disabilità; fa scoprire i percorsi accessibili e gli edifici di interesse pubblico, monumenti, chiese, servizi e luoghi inediti; suggerisce i trasporti acquei migliori in base alla destinazione.
20 team d’innovatori in startup hanno presentato la propria idea imprenditoriale davanti alla giuria di FactorYmpresa Turismo: è la fase finale di un Accelerathon che ha coinvolto le migliori idee selezionate da INVITALIA | L’Agenzia per lo Sviluppo attraverso una call pubblica, ognuno di loro ha avuto a disposizione 3 minuti per il proprio pitch, ai primi 10 premi in denaro per una dotazione finanziaria complessiva di € 100.000 e servizi d’accompagnamento al mercato.
FactorYmpresa Turismo è un programma d’incentivi partito nel 2017 con la Direzione Turismo del Ministero dei beni e delle attività culturali e del turismo MiBACT.
La sfida ACCESSIBILE!
La SFIDA: offrire servizi innovativi per l’accessibilità fisica, generazionale e culturale dei luoghi e dei territori, aprendoli alla valorizzazione turistica per tutti. Individuare le barriere e proporre soluzioni per superarle, al fine di ampliare il più possibile la fruibilità del nostro Paese ai viaggiatori che richiedono servizi specifici in ragione dei propri bisogni.
FactorYmpresa Turismo è andata a focalizzare con la sfida ACCESSIBILE! l’attenzione sull’accessibilità alla fruizione turistica per tutti i viaggiatori: si è trattato di pensare a soluzioni in grado di abbattere ogni ostacolo legato a condizioni di età, di salute, fisiche, di ceto sociale e di livello culturale, dando la possibilità ai visitatori di fruire liberamente il territorio ed i servizi turistici, comprendere e interpretare la storia, la complessità e la varietà del patrimonio materiale e immateriale del Paese.
FactorYmpresa Turismo
L'accelerathon della sfida ACCESSIBILE!
Roma, 27 e 28 settembre 2019
Coffee House di Palazzo Colonna
Sala Altoviti del percorso museale di Palazzo Venezia
https://scientific.wtevent.it/la-sfida-accessibile/innvovatori/
http://www.factorympresa.invitalia.it
TRAVELLY
Travelly è l’agenzia di viaggio online per genitori single dove trovare proposte di viaggi di gruppo in base all’età dei figli, alla disponibilità economica e alla destinazione. Sulla piattaforma online è possibile trovare proposte preconfezionate di vacanze di gruppo o creare un annuncio per la ricerca di compagni di viaggio per la vacanza già prenotata.
20 team d’innovatori in startup hanno presentato la propria idea imprenditoriale davanti alla giuria di FactorYmpresa Turismo: è la fase finale di un Accelerathon che ha coinvolto le migliori idee selezionate da INVITALIA | L’Agenzia per lo Sviluppo attraverso una call pubblica, ognuno di loro ha avuto a disposizione 3 minuti per il proprio pitch, ai primi 10 premi in denaro per una dotazione finanziaria complessiva di € 100.000 e servizi d’accompagnamento al mercato.
FactorYmpresa Turismo è un programma d’incentivi partito nel 2017 con la Direzione Turismo del Ministero dei beni e delle attività culturali e del turismo MiBACT.
La sfida ACCESSIBILE!
La SFIDA: offrire servizi innovativi per l’accessibilità fisica, generazionale e culturale dei luoghi e dei territori, aprendoli alla valorizzazione turistica per tutti. Individuare le barriere e proporre soluzioni per superarle, al fine di ampliare il più possibile la fruibilità del nostro Paese ai viaggiatori che richiedono servizi specifici in ragione dei propri bisogni.
FactorYmpresa Turismo è andata a focalizzare con la sfida ACCESSIBILE! l’attenzione sull’accessibilità alla fruizione turistica per tutti i viaggiatori: si è trattato di pensare a soluzioni in grado di abbattere ogni ostacolo legato a condizioni di età, di salute, fisiche, di ceto sociale e di livello culturale, dando la possibilità ai visitatori di fruire liberamente il territorio ed i servizi turistici, comprendere e interpretare la storia, la complessità e la varietà del patrimonio materiale e immateriale del Paese.
FactorYmpresa Turismo
L'accelerathon della sfida ACCESSIBILE!
Roma, 27 e 28 settembre 2019
Coffee House di Palazzo Colonna
Sala Altoviti del percorso museale di Palazzo Venezia
https://scientific.wtevent.it/la-sfida-accessibile/innvovatori/
http://www.factorympresa.invitalia.it
N.I.C.O.
N.i.c.o. è un’applicazione che punta alla trasformazione digitale del territorio attraverso lo sviluppo di una soluzione capace di andare incontro agli utenti con esigenze specifiche. Si rivolge principalmente ad utenti ipovedenti e non vedenti al fine di coinvolgerli in un’esperienza culturale stimolante rendendoli autonomi, con l’obiettivo di migliorare il loro soggiorno nelle città scelte.
20 team d’innovatori in startup hanno presentato la propria idea imprenditoriale davanti alla giuria di FactorYmpresa Turismo: è la fase finale di un Accelerathon che ha coinvolto le migliori idee selezionate da INVITALIA | L’Agenzia per lo Sviluppo attraverso una call pubblica, ognuno di loro ha avuto a disposizione 3 minuti per il proprio pitch, ai primi 10 premi in denaro per una dotazione finanziaria complessiva di € 100.000 e servizi d’accompagnamento al mercato.
FactorYmpresa Turismo è un programma d’incentivi partito nel 2017 con la Direzione Turismo del Ministero dei beni e delle attività culturali e del turismo MiBACT.
La sfida ACCESSIBILE!
La SFIDA: offrire servizi innovativi per l’accessibilità fisica, generazionale e culturale dei luoghi e dei territori, aprendoli alla valorizzazione turistica per tutti. Individuare le barriere e proporre soluzioni per superarle, al fine di ampliare il più possibile la fruibilità del nostro Paese ai viaggiatori che richiedono servizi specifici in ragione dei propri bisogni.
FactorYmpresa Turismo è andata a focalizzare con la sfida ACCESSIBILE! l’attenzione sull’accessibilità alla fruizione turistica per tutti i viaggiatori: si è trattato di pensare a soluzioni in grado di abbattere ogni ostacolo legato a condizioni di età, di salute, fisiche, di ceto sociale e di livello culturale, dando la possibilità ai visitatori di fruire liberamente il territorio ed i servizi turistici, comprendere e interpretare la storia, la complessità e la varietà del patrimonio materiale e immateriale del Paese.
FactorYmpresa Turismo
L'accelerathon della sfida ACCESSIBILE!
Roma, 27 e 28 settembre 2019
Coffee House di Palazzo Colonna
Sala Altoviti del percorso museale di Palazzo Venezia
https://scientific.wtevent.it/la-sfida-accessibile/innvovatori/
http://www.factorympresa.invitalia.it
MONUGRAM
Una mobile app che, sfruttando algoritmi di Intelligenza Artificiale e Computer Vision, riconosce e descrive qualsiasi monumento e luogo di interesse scattandone semplicemente una foto e che propone le migliori opzioni di attività ed esperienze turistiche connesse. Monugram inoltre permette di tenere costantemente traccia dello stato di avanzamento di un viaggio attraverso una specifica sezione che funge da “travel management”, nella quale vengono riportati tutti gli step relativi al viaggio: trasporti, albergo, escursioni e altro.
20 team d’innovatori in startup hanno presentato la propria idea imprenditoriale davanti alla giuria di FactorYmpresa Turismo: è la fase finale di un Accelerathon che ha coinvolto le migliori idee selezionate da INVITALIA | L’Agenzia per lo Sviluppo attraverso una call pubblica, ognuno di loro ha avuto a disposizione 3 minuti per il proprio pitch, ai primi 10 premi in denaro per una dotazione finanziaria complessiva di € 100.000 e servizi d’accompagnamento al mercato.
FactorYmpresa Turismo è un programma d’incentivi partito nel 2017 con la Direzione Turismo del Ministero dei beni e delle attività culturali e del turismo MiBACT.
La sfida ACCESSIBILE!
La SFIDA: offrire servizi innovativi per l’accessibilità fisica, generazionale e culturale dei luoghi e dei territori, aprendoli alla valorizzazione turistica per tutti. Individuare le barriere e proporre soluzioni per superarle, al fine di ampliare il più possibile la fruibilità del nostro Paese ai viaggiatori che richiedono servizi specifici in ragione dei propri bisogni.
FactorYmpresa Turismo è andata a focalizzare con la sfida ACCESSIBILE! l’attenzione sull’accessibilità alla fruizione turistica per tutti i viaggiatori: si è trattato di pensare a soluzioni in grado di abbattere ogni ostacolo legato a condizioni di età, di salute, fisiche, di ceto sociale e di livello culturale, dando la possibilità ai visitatori di fruire liberamente il territorio ed i servizi turistici, comprendere e interpretare la storia, la complessità e la varietà del patrimonio materiale e immateriale del Paese.
FactorYmpresa Turismo
L'accelerathon della sfida ACCESSIBILE!
Roma, 27 e 28 settembre 2019
Coffee House di Palazzo Colonna
Sala Altoviti del percorso museale di Palazzo Venezia
https://scientific.wtevent.it/la-sfida-accessibile/innvovatori/
http://www.factorympresa.invitalia.it
EUROPASS ITALY
EuroPass si propone di attirare e guidare i turisti cinesi in viaggio in Italia ed Europa. Le difficoltà legate alla lingua, alle abitudini, ai metodi di pagamento creano spesso incomprensioni e difficoltà per questo segmento di turismo, sempre più importante per l’Italia e in continua crescita. EuroPass si propone quindi di abbattere questa barriera attraverso un miniapp su WeChat, la WeChat Travel Experience: una guida geolocalizzata con tutte le informazioni per i turisti, attrazioni, shopping e hospitality, a portata di click.
20 team d’innovatori in startup hanno presentato la propria idea imprenditoriale davanti alla giuria di FactorYmpresa Turismo: è la fase finale di un Accelerathon che ha coinvolto le migliori idee selezionate da INVITALIA | L’Agenzia per lo Sviluppo attraverso una call pubblica, ognuno di loro ha avuto a disposizione 3 minuti per il proprio pitch, ai primi 10 premi in denaro per una dotazione finanziaria complessiva di € 100.000 e servizi d’accompagnamento al mercato.
FactorYmpresa Turismo è un programma d’incentivi partito nel 2017 con la Direzione Turismo del Ministero dei beni e delle attività culturali e del turismo MiBACT.
La sfida ACCESSIBILE!
La SFIDA: offrire servizi innovativi per l’accessibilità fisica, generazionale e culturale dei luoghi e dei territori, aprendoli alla valorizzazione turistica per tutti. Individuare le barriere e proporre soluzioni per superarle, al fine di ampliare il più possibile la fruibilità del nostro Paese ai viaggiatori che richiedono servizi specifici in ragione dei propri bisogni.
FactorYmpresa Turismo è andata a focalizzare con la sfida ACCESSIBILE! l’attenzione sull’accessibilità alla fruizione turistica per tutti i viaggiatori: si è trattato di pensare a soluzioni in grado di abbattere ogni ostacolo legato a condizioni di età, di salute, fisiche, di ceto sociale e di livello culturale, dando la possibilità ai visitatori di fruire liberamente il territorio ed i servizi turistici, comprendere e interpretare la storia, la complessità e la varietà del patrimonio materiale e immateriale del Paese.
FactorYmpresa Turismo
L'accelerathon della sfida ACCESSIBILE!
Roma, 27 e 28 settembre 2019
Coffee House di Palazzo Colonna
Sala Altoviti del percorso museale di Palazzo Venezia
https://scientific.wtevent.it/la-sfida-accessibile/innvovatori/
http://www.factorympresa.invitalia.it
DUPLICART
Duplicart vuole far vivere la bellezza del patrimonio artistico italiano a tutti, anche a coloro che, per motivi di disabilità fisica o psichica, ne sono esclusi. Per perseguire questo obiettivo si avvale delle tecnologie più all’avanguardia nel campo della scansione digitale delle opere d’arte e della loro visualizzazione in realtà virtuale e aumentata, così da portare nelle case di tutti dei modelli 3D con un altissimo grado di fedeltà all’originale.
20 team d’innovatori in startup hanno presentato la propria idea imprenditoriale davanti alla giuria di FactorYmpresa Turismo: è la fase finale di un Accelerathon che ha coinvolto le migliori idee selezionate da INVITALIA | L’Agenzia per lo Sviluppo attraverso una call pubblica, ognuno di loro ha avuto a disposizione 3 minuti per il proprio pitch, ai primi 10 premi in denaro per una dotazione finanziaria complessiva di € 100.000 e servizi d’accompagnamento al mercato.
FactorYmpresa Turismo è un programma d’incentivi partito nel 2017 con la Direzione Turismo del Ministero dei beni e delle attività culturali e del turismo MiBACT.
La sfida ACCESSIBILE!
La SFIDA: offrire servizi innovativi per l’accessibilità fisica, generazionale e culturale dei luoghi e dei territori, aprendoli alla valorizzazione turistica per tutti. Individuare le barriere e proporre soluzioni per superarle, al fine di ampliare il più possibile la fruibilità del nostro Paese ai viaggiatori che richiedono servizi specifici in ragione dei propri bisogni.
FactorYmpresa Turismo è andata a focalizzare con la sfida ACCESSIBILE! l’attenzione sull’accessibilità alla fruizione turistica per tutti i viaggiatori: si è trattato di pensare a soluzioni in grado di abbattere ogni ostacolo legato a condizioni di età, di salute, fisiche, di ceto sociale e di livello culturale, dando la possibilità ai visitatori di fruire liberamente il territorio ed i servizi turistici, comprendere e interpretare la storia, la complessità e la varietà del patrimonio materiale e immateriale del Paese.
FactorYmpresa Turismo
L'accelerathon della sfida ACCESSIBILE!
Roma, 27 e 28 settembre 2019
Coffee House di Palazzo Colonna
Sala Altoviti del percorso museale di Palazzo Venezia
https://scientific.wtevent.it/la-sfida-accessibile/innvovatori/
http://www.factorympresa.invitalia.it
BOOKINGBILITY
E’ un sito web per la ricerca e la prenotazione in tempo reale di strutture ricettive adatte a ospitare persone disabili e con esigenze speciali. Selezionando soltanto strutture realmente accessibili, Bookingbility incentiva la fruizione delle mete turistiche, aumentandone i flussi, la permanenza media e l’inclusione sociale di un target spesso escluso.
20 team d’innovatori in startup hanno presentato la propria idea imprenditoriale davanti alla giuria di FactorYmpresa Turismo: è la fase finale di un Accelerathon che ha coinvolto le migliori idee selezionate da INVITALIA | L’Agenzia per lo Sviluppo attraverso una call pubblica, ognuno di loro ha avuto a disposizione 3 minuti per il proprio pitch, ai primi 10 premi in denaro per una dotazione finanziaria complessiva di € 100.000 e servizi d’accompagnamento al mercato.
FactorYmpresa Turismo è un programma d’incentivi partito nel 2017 con la Direzione Turismo del Ministero dei beni e delle attività culturali e del turismo MiBACT.
La sfida ACCESSIBILE!
La SFIDA: offrire servizi innovativi per l’accessibilità fisica, generazionale e culturale dei luoghi e dei territori, aprendoli alla valorizzazione turistica per tutti. Individuare le barriere e proporre soluzioni per superarle, al fine di ampliare il più possibile la fruibilità del nostro Paese ai viaggiatori che richiedono servizi specifici in ragione dei propri bisogni.
FactorYmpresa Turismo è andata a focalizzare con la sfida ACCESSIBILE! l’attenzione sull’accessibilità alla fruizione turistica per tutti i viaggiatori: si è trattato di pensare a soluzioni in grado di abbattere ogni ostacolo legato a condizioni di età, di salute, fisiche, di ceto sociale e di livello culturale, dando la possibilità ai visitatori di fruire liberamente il territorio ed i servizi turistici, comprendere e interpretare la storia, la complessità e la varietà del patrimonio materiale e immateriale del Paese.
FactorYmpresa Turismo
L'accelerathon della sfida ACCESSIBILE!
Roma, 27 e 28 settembre 2019
Coffee House di Palazzo Colonna
Sala Altoviti del percorso museale di Palazzo Venezia
https://scientific.wtevent.it/la-sfida-accessibile/innvovatori/
http://www.factorympresa.invitalia.it
DISHCOVERY
Dishcovery è una web app che permette ai ristoranti di creare il loro menù digitale multilingua ed interattivo e ai loro ospiti stranieri di leggere il menù nella loro lingua, senza scaricare nessuna app e offrendo preziose informazioni sulla cultura culinaria. I menù digitali non offrono solo la traduzione: gli ospiti potranno vedere anche la descrizione degli ingredienti, i piatti, gli abbinamenti consigliati e molto altro.
20 team d’innovatori in startup hanno presentato la propria idea imprenditoriale davanti alla giuria di FactorYmpresa Turismo: è la fase finale di un Accelerathon che ha coinvolto le migliori idee selezionate da INVITALIA | L’Agenzia per lo Sviluppo attraverso una call pubblica, ognuno di loro ha avuto a disposizione 3 minuti per il proprio pitch, ai primi 10 premi in denaro per una dotazione finanziaria complessiva di € 100.000 e servizi d’accompagnamento al mercato.
FactorYmpresa Turismo è un programma d’incentivi partito nel 2017 con la Direzione Turismo del Ministero dei beni e delle attività culturali e del turismo MiBACT.
La sfida ACCESSIBILE!
La SFIDA: offrire servizi innovativi per l’accessibilità fisica, generazionale e culturale dei luoghi e dei territori, aprendoli alla valorizzazione turistica per tutti. Individuare le barriere e proporre soluzioni per superarle, al fine di ampliare il più possibile la fruibilità del nostro Paese ai viaggiatori che richiedono servizi specifici in ragione dei propri bisogni.
FactorYmpresa Turismo è andata a focalizzare con la sfida ACCESSIBILE! l’attenzione sull’accessibilità alla fruizione turistica per tutti i viaggiatori: si è trattato di pensare a soluzioni in grado di abbattere ogni ostacolo legato a condizioni di età, di salute, fisiche, di ceto sociale e di livello culturale, dando la possibilità ai visitatori di fruire liberamente il territorio ed i servizi turistici, comprendere e interpretare la storia, la complessità e la varietà del patrimonio materiale e immateriale del Paese.
FactorYmpresa Turismo
L'accelerathon della sfida ACCESSIBILE!
Roma, 27 e 28 settembre 2019
Coffee House di Palazzo Colonna
Sala Altoviti del percorso museale di Palazzo Venezia
https://scientific.wtevent.it/la-sfida-accessibile/innvovatori/
http://www.factorympresa.invitalia.it
BABAIOLA
Babaiola è il primo LGBT social travel in Europa. Gli utenti utilizzano l’ App mobile o il Sito web Babaiola come piattaforma dove reperire informazioni quali: le zone più gay friendly (LGBT) delle città, eventi dedicati, club, hotel gay friendly e per interagire con oltre 20K iscritti per trovare compagni di viaggio e/o fare nuove amicizie.
20 team d’innovatori in startup hanno presentato la propria idea imprenditoriale davanti alla giuria di FactorYmpresa Turismo: è la fase finale di un Accelerathon che ha coinvolto le migliori idee selezionate da INVITALIA | L’Agenzia per lo Sviluppo attraverso una call pubblica, ognuno di loro ha avuto a disposizione 3 minuti per il proprio pitch, ai primi 10 premi in denaro per una dotazione finanziaria complessiva di € 100.000 e servizi d’accompagnamento al mercato.
FactorYmpresa Turismo è un programma d’incentivi partito nel 2017 con la Direzione Turismo del Ministero dei beni e delle attività culturali e del turismo MiBACT.
La sfida ACCESSIBILE!
La SFIDA: offrire servizi innovativi per l’accessibilità fisica, generazionale e culturale dei luoghi e dei territori, aprendoli alla valorizzazione turistica per tutti. Individuare le barriere e proporre soluzioni per superarle, al fine di ampliare il più possibile la fruibilità del nostro Paese ai viaggiatori che richiedono servizi specifici in ragione dei propri bisogni.
FactorYmpresa Turismo è andata a focalizzare con la sfida ACCESSIBILE! l’attenzione sull’accessibilità alla fruizione turistica per tutti i viaggiatori: si è trattato di pensare a soluzioni in grado di abbattere ogni ostacolo legato a condizioni di età, di salute, fisiche, di ceto sociale e di livello culturale, dando la possibilità ai visitatori di fruire liberamente il territorio ed i servizi turistici, comprendere e interpretare la storia, la complessità e la varietà del patrimonio materiale e immateriale del Paese.
ARTPLACE MUSEUM | FactorYmpresa Turismo | AccessibileBTO Educational
FactorYmpresa Turismo
L'accelerathon della sfida ACCESSIBILE!
Roma, 27 e 28 settembre 2019
Coffee House di Palazzo Colonna
Sala Altoviti del percorso museale di Palazzo Venezia
https://scientific.wtevent.it/la-sfida-accessibile/innvovatori/
http://www.factorympresa.invitalia.it
ARTPLACE MUSEUM
Palazzi storici, edifici religiosi, musei ed il paesaggio stesso compongono, infatti, un patrimonio di inestimabile ricchezza da valorizzare e da comunicare, anche e soprattutto attraverso le nuove tecnologie. Con tale finalità nasce Artplace Museum, la prima applicazione iBeacon-ready sviluppata appositamente per “dare voce” a questo patrimonio e ideata come un network per la condivisione di un numero sempre crescente di musei e punti di interesse digitalizzati.
20 team d’innovatori in startup hanno presentato la propria idea imprenditoriale davanti alla giuria di FactorYmpresa Turismo: è la fase finale di un Accelerathon che ha coinvolto le migliori idee selezionate da INVITALIA | L’Agenzia per lo Sviluppo attraverso una call pubblica, ognuno di loro ha avuto a disposizione 3 minuti per il proprio pitch, ai primi 10 premi in denaro per una dotazione finanziaria complessiva di € 100.000 e servizi d’accompagnamento al mercato.
FactorYmpresa Turismo è un programma d’incentivi partito nel 2017 con la Direzione Turismo del Ministero dei beni e delle attività culturali e del turismo MiBACT.
La sfida ACCESSIBILE!
La SFIDA: offrire servizi innovativi per l’accessibilità fisica, generazionale e culturale dei luoghi e dei territori, aprendoli alla valorizzazione turistica per tutti. Individuare le barriere e proporre soluzioni per superarle, al fine di ampliare il più possibile la fruibilità del nostro Paese ai viaggiatori che richiedono servizi specifici in ragione dei propri bisogni.
FactorYmpresa Turismo è andata a focalizzare con la sfida ACCESSIBILE! l’attenzione sull’accessibilità alla fruizione turistica per tutti i viaggiatori: si è trattato di pensare a soluzioni in grado di abbattere ogni ostacolo legato a condizioni di età, di salute, fisiche, di ceto sociale e di livello culturale, dando la possibilità ai visitatori di fruire liberamente il territorio ed i servizi turistici, comprendere e interpretare la storia, la complessità e la varietà del patrimonio materiale e immateriale del Paese.
WTE 2019 | Focus Città e Siti UNESCO
https://scientific.wtevent.it
Splendide notizie dalla Costiera Amalfitana!
Sala Cinesi Grande di Palazzo Venezia, a Roma
Venerdì 27 settembre | 10.45 : 11.15
https://scientific.wtevent.it/sessions/costa-amalfi/
Praiano naturarte
Roberto Pontecorvo
co-ideatore Praiano Naturarte
https://scientific.wtevent.it/relatori/roberto-pontecorvo/
A Roma, Palazzo Venezia giovedì 26, venerdì 27 e sabato 28 settembre per un evento che ha mantenuto la promessa di restituire spunti rilevanti per rinnovati modelli di management e per un efficace valorizzazione e promozione sostenibile dell’offerta culturale materiale e immateriale anche in chiave di crescita dell’economia del turismo, favorire la connessione con progetti innovativi e il networking tra persone.
PAOLA CASAGRANDE | Piemonte UNESCO | Settembre 2019BTO Educational
WTE 2019 | Focus Città e Siti UNESCO
https://scientific.wtevent.it
Città Contemporanee: IVREA, Città Industriale del XX Secolo
Sala Cinesi Grande di Palazzo Venezia, a Roma
Venerdì 27 settembre | 14.30 : 15.20
https://scientific.wtevent.it/sessions/ivrea/
Il Piemonte UNESCO
Paola Casagrande
Direttore Direzione Generale Turismo, Cultura e Sport Regione Piemonte
https://scientific.wtevent.it/relatori/paola-casagrande/
A Roma, Palazzo Venezia giovedì 26, venerdì 27 e sabato 28 settembre per un evento che ha mantenuto la promessa di restituire spunti rilevanti per rinnovati modelli di management e per un efficace valorizzazione e promozione sostenibile dell’offerta culturale materiale e immateriale anche in chiave di crescita dell’economia del turismo, favorire la connessione con progetti innovativi e il networking tra persone.
RENATO LAVARINI | Ivrea Citta industriale del XX secolo | UNESCO 2019BTO Educational
WTE 2019 | Focus Città e Siti UNESCO
https://scientific.wtevent.it
Città Contemporanee: IVREA, Città Industriale del XX Secolo
Sala Cinesi Grande di Palazzo Venezia, a Roma
Venerdì 27 settembre | 14.30 : 15.20
https://scientific.wtevent.it/sessions/ivrea/
Ivrea Città industriale del XX secolo
Renato Lavarini
Capo Gabinetto Comune di Ivrea
https://scientific.wtevent.it/relatori/renato-lavarini/
A Roma, Palazzo Venezia giovedì 26, venerdì 27 e sabato 28 settembre per un evento che ha mantenuto la promessa di restituire spunti rilevanti per rinnovati modelli di management e per un efficace valorizzazione e promozione sostenibile dell’offerta culturale materiale e immateriale anche in chiave di crescita dell’economia del turismo, favorire la connessione con progetti innovativi e il networking tra persone.
A.I. (artificial intelligence) platforms are popping up all the time, and many of them can and should be used to help grow your brand, increase your sales and decrease your marketing costs.In this presentation:We will review some of the best AI platforms that are available for you to use.We will interact with some of the platforms in real-time, so attendees can see how they work.We will also look at some current brands that are using AI to help them create marketing messages, saving them time and money in the process. Lastly, we will discuss the pros and cons of using AI in marketing & branding and have a lively conversation that includes comments from the audience.
Key Takeaways:
Attendees will learn about LLM platforms, like ChatGPT, and how they work, with preset examples and real time interactions with the platform. Attendees will learn about other AI platforms that are creating graphic design elements at the push of a button...pre-set examples and real-time interactions.Attendees will discuss the pros & cons of AI in marketing + branding and share their perspectives with one another. Attendees will learn about the cost savings and the time savings associated with using AI, should they choose to.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
10 Video Ideas Any Business Can Make RIGHT NOW!
You'll never draw a blank again on what kind of video to make for your business. Go beyond the basic categories and truly reimagine a brand new advanced way to brainstorm video content creation. During this masterclass you'll be challenged to think creatively and outside of the box and view your videos through lenses you may have never thought of previously. It's guaranteed that you'll leave with more than 10 video ideas, but I like to under-promise and over-deliver. Don't miss this session.
Key Takeaways:
How to use the Video Matrix
How to use additional "Lenses"
Where to source original video ideas
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
Digital marketing is the art and science of promoting products or services using digital channels to reach and engage with potential customers. It encompasses a wide range of online tactics and strategies aimed at increasing brand visibility, driving website traffic, generating leads, and ultimately, converting those leads into customers.
https://nidmindia.com/
For too many years marketing and sales have operated in silos...while in some forward thinking companies, the two organizations work together to drive new opportunity development and revenue. This session will explore the lessons learned in that beautiful dance that can occur when marketing and sales work together...to drive new opportunity development, account expansion and customer satisfaction.
No, this is not a conversation about MQLs and SQLs. Instead we will focus on a framework that allows the two organizations to drive company success together.
Come learn how YOU can Animate and Illuminate the World with Generative AI's Explosive Power. Come sit in the driver's seat and learn to harness this great technology.
Search Engine Marketing - Competitor and Keyword researchETMARK ACADEMY
Over 2 Trillion searches are made per day in Google search, which means there are more than 2 Trillion visits happening across the websites of the world wide web.
People search various questions, phrases or words. But some words and phrases are searched
more often than others.
For example, the words, ‘running shoes’ are searched more often than ‘best road running
shoes for men’
These words or phrases which people use to search on Google are called Keywords.
Some keywords are searched more often than others. Number of times a keyword is searched
for in a month is called keyword volume.
Some keywords have more relevant results than others. For the phrase “running shoes” we
get more than 80M relevant results, whereas for “best road running shoes for men” we get
only 8.
The former keyword ‘running shoes’ has way more competition from popular websites to
new and small blogs, whereas the latter keyword doesn’t have that much competition. This
search competition for a keyword is called search difficulty of a keyword or keyword
difficulty.
In other words, if the keyword difficulty is ‘low’ or ‘easy’, there won’t be any competition
and if you target such keywords on your site, you can easily rank on the front page of Google.
Some keywords are searched for, just to know or to learn some information about something,
that’s their search intention. For example, “What shoe size should I choose?” or “How to pick
the right shoe size?”
These keywords which are searched just to know about stuff are called informational
keywords. Typically people who are searching this type of keywords are top of a Conversion
funnel.
Conversion funnel is the journey that search visitors go through on their way to an email
subscription or a premium subscription to the services you offer or a purchase of products
you sell or recommend using your referral link.
For some buyers, research is the most important part when they have to buy a product.
Depending on that, their journey either widens or narrows down. These types of buyers are
Researchers and they spend more time with informational keywords.
Conversion is the action you want from your search visitors. Number of conversions that you
get for every 100 search visitors is called Conversion rate.
People who are at different stages of a conversion funnel use different types of keywords.
SEO as the Backbone of Digital MarketingFelipe Bazon
In this talk Felipe Bazon will share how him and his team at Hedgehog Digital share our journey of making C-Levels alike, specially CMOS realize that SEO is the backbone of digital marketing by showing how SEO can contribute to brand awareness, reputation and authority and above all how to use SEO to create more robust global marketing strategies.
Financial curveballs sent many American families reeling in 2023. Household budgets were squeezed by rising interest rates, surging prices on everyday goods, and a stagnating housing market. Consumers were feeling strapped. That sentiment, however, appears to be waning. The question is, to what extent?
To take the pulse of consumers’ feelings about their financial well-being ahead of a highly anticipated election, ThinkNow conducted a nationally representative quantitative survey. The survey highlights consumers’ hopes and anxieties as we move into 2024. Let's unpack the key findings to gain insights about where we stand.
3. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 1
CONTENTS
INTRODUCTION.......................................................................................................................................2
Background .........................................................................................................................................2
Strategy for Tourism Development in Vietnam..................................................................................3
TOURISM MARKET OVERVIEW ...............................................................................................................4
Global outlook.....................................................................................................................................4
Regional outlook.................................................................................................................................4
Local outlook.......................................................................................................................................5
SWOT ANALYSIS......................................................................................................................................8
VIETNAM TOURISM MARKETING STRATEGY TO 2020..........................................................................10
Objectives .........................................................................................................................................10
Positioning & branding .....................................................................................................................11
Matching markets & products ..........................................................................................................13
Branding activities.............................................................................................................................14
Product management implementation activities.............................................................................16
Achieving Vietnam’s tourism objectives...........................................................................................17
Promotional mix................................................................................................................................21
RESOURCES TO DELIVER THE STRATEGY...............................................................................................24
Human resources..............................................................................................................................24
Financial resources............................................................................................................................24
ACTION PLAN: 2013-2015.....................................................................................................................26
Phase 1: 2013 – 2015........................................................................................................................26
Phase 2: 2016 – 2020........................................................................................................................29
4. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 2
INTRODUCTION
Background
Development
process
In 2012 the Vietnam National Administration of Tourism (VNAT) initiated with the
EU-funded Environmentally and Socially Responsible Tourism (ESRT) Capacity
Development Programme a tourism marketing development process that resulted
in the development of an action-oriented and practical strategic marketing plan
that defines direction, priorities and details for Vietnam’s tourism marketing
activities over the medium- to long-term.
This Executive Summary of the Tourism Marketing Strategy and Action Plan takes
a holistic view of tourism sector development and specifically integrates the goals,
objectives and recommendations of a number of key documents:
The Vietnam Government’s Strategy for Tourism Development in Vietnam
to 2020, Vision to 2030
The ESRT Vietnam Tourism Marketing Strategy to 2020 (proposed)
The ESRT proposed Vietnam Tourism Marketing Strategy Action Plan:
2013-2015 (proposed)
The ESRT Vietnam Destination Branding Technical Report
The development process included a range of stakeholder workshops in North,
Central and South Vietnam and culminated in a presentation of the Strategy at
the National Conference on Tourism Marketing in Hanoi in 2013. The Tourism
Marketing Strategy and Action Plan also incorporate comments received from the
Tourism Marketing Working Group within the Tourism Advisory Board to VNAT.
The Vietnam
Responsible
Tourism
Programme
(ESRT)
The European Union funded Environmentally and Socially Responsible Tourism
(ESRT) Capacity Development Programme aims to build the capacity of
stakeholders in the Vietnamese tourism sector in order to fully realise the
substantial socio-economic benefits available within tourism while protecting the
natural and cultural resources on which the sector depends. The ESRT Programme
works in three key areas: policy support and institutional strengthening, product
competitiveness and public-private dialogue, and vocational training and
education.
5. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 3
Tourism
brings many
benefits
Vietnam provides some exceptional landscapes and natural assets, valuable
cultural heritage and vivid traditions and cultural habits of its friendly people.
With such a strong base for tourism it is no surprise to find that tourism forms an
important part of Vietnam’s economy, contributing 5.8% of the country’s gross
domestic production (GPD), supporting almost half a million jobs (or 2.4% of the
total workforce), and more than 50% all of service sector exports.
According to UNWTO, during the past ten years, international tourist arrivals to
Vietnam increased at an average rate of 8.9% annually and domestic tourism
increased at an even faster rate of 10.2%.
But there
are also
challenges
However, countless overseas destinations have shown that uncontrolled growth
and development of tourism causes negative impacts on the environment and
local communities.
The Government of Vietnam recognizes these challenges and threats along with
the potential opportunities, and with the assistance of the Environmentally and
Socially Responsible Tourism Programme (ESRT), has developed this Vietnam
Tourism Marketing Strategy to 2020 and Action Plan 2013 – 2015 (Proposed) as
one way in which to guide the development and marketing of tourism in a
controlled and sustainable manner.
Strategy for Tourism Development in Vietnam
Working
towards a
shared vision
Grounded in the Government’s Strategy for Tourism Development in Vietnam to
2020, Vision 2030, this tourism marketing strategy has been developed to work
towards the same overarching aspirations:
Products
Develop quality products based on the natural strengths of Vietnam’s seven
tourism zones (Zone 1: Midlands & North; Zone 2: Red River Delta & Coastal
Northeast; Zone 3: North Central; Zone 4: South Central Coast; Zone 5: Central
Highlands; Zone 6: South East; and Zone 7: the Cuu Long River (Mekong) Delta),
with a focus on marine/beach tourism, cultural tourism, and nature-based
tourism.
Objectives
Economic – attract 10-10.5 million international visitors by 2020 (7.6%
annual increase), and serve 48 million domestic tourists (5.3% annual
increase). Increase tourism revenue to US$ 18-19 billion by 2020 (13.8%
increase to 2015, 12% annual increase thereafter). Contribute 6.5-7% of
GDP by 2020. Attract $42.5 billion in investment, increasing room supply
to 580,000 rooms by 2020
Social – increase numbers employed in tourism to over 3 million, of which
870,000 are direct jobs. Ensure tourism development contributes to the
preservation and promotion of Vietnam’s cultural values, improving the
lives of its people
Environmental – Develop green tourism activities associated with
preserving and promoting the value of natural resources and
environmental protection, ensuring that tourism development complies
with environmental law.
6. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 4
Global outlook
The UN World Tourism Organisation's Tourism 2020 Vision forecasts the following
for global travel and tourism:
International arrivals will reach over 1.56 billion by the year 2020 of which
1.18 billion will be intraregional and 0.38 billion will be long-haul
travellers.
By 2020 East Asia and the Pacific, South Asia, the Middle East and Africa
are forecasted to record growth at rates of over 5 percent per year,
compared to the world average of 4.1 per cent.
Long-haul travel will grow faster, at 5.4 per cent per year over the period
1995-2020, than intraregional travel, at 3.8 per cent.
Regional outlook
The World Travel and Tourism Council identifies the following key statistics for
tourism in the Asia region:1
Travel and tourism direct industry GDP in Asia reached $554 billion in
2011. This is greater than the GDP of Asia’s auto manufacturing and
education sectors.
With 63 million direct employees in Asia, travel and tourism directly
employs nearly as many people as the region’s entire education sector
Travel and tourism GDP is forecast to grow 5.8% per annum (compound
annual growth) over the next decade – greater than growth in the
automotive and communications sectors as well as the total Asian
economy.
1 World Travel and Tourism Council 2012, Benchmarking Travel & Tourism Asia Summary: How does Travel & Tourism
compare to other sectors? Summary of Findings, April 2012, [Online} available:
www.wttc.org/site_media/uploads/downloads/WTTC_Sectors_Summary_Asia.pdf
7. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 5
Tourism mega-trends in the Asia-Pacific
A follow up to 2006-2008 Asia Pacific Tourism Mega-Trends Report prepared
by UNWTO and The Hong Kong Polytechnic University identifies the following
Top 10 tourism mega-trends in the Asia-Pacific:
1. Demand for ecologically and culturally sensitive travel products and
meaningful activities tied to nature, history or culture
2. Increasing intra-regional and short-haul travel
3. Growing demand for: self-drive rentals, serviced residences
(competing with high end hotels), adventure niche market (that
integrates travellers’ hobbies and lifestyles), and individualization and
personalisation for luxury market
4. Rise of responsible tourism and corporate social responsibility from
consumers and businesses due to greater awareness of impacts of
climate change and global warming
5. Low-cost carriers and the extension of open sky policies leading to a
boost intra-regional travel
6. More sophisticated online marketing and distribution strategies
being adopted by travel industry and suppliers with marketing
budgets increasingly moving online
7. More aggressive marketing strategies and strategic alliances being
adopted by destinations and National Tourism Organisations with a
shift from long-haul to short-haul and regional markets to keep
businesses afloat
8. Safety and security issues due to political unrest, severe weather
conditions, and global pandemics will continue to be a significant
factor that may restrict and prevent travel
9. Continued growth and aggressive promotion to access the lucrative
medical and wellness tourism market
10. Increasing role of China to fill gaps in the global slowdown
Local outlook
Tourism provides a significant contribution to the Vietnamese economy bringing
jobs and exports. In 2010, there were 800 international-market tour operators,
more than 10,000 domestic-market tour operators, and 17,000 registered tour
guides in Vietnam. Whilst in the accommodation sector approximately 12,000
hotel and other accommodation units were available in 2010 – an average
increase in room supply of 15.9% over the past decade.
8. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 6
International market
The international tourism market to Vietnam shows the following characteristics:
International tourists arrivals increased at an average rate of 8.9%
annually compared to UNWTO figures of 3.4% for world tourism over the
same period
Ten source markets accounted for more than 75% of the total number of
international arrivals to Vietnam in 2011.
North Asia (China, South Korea, Japan and Taiwan) provide 46% of
Vietnam’s international arrivals.
Whilst China is clearly Vietnam’s largest market, their overall value is
debatable (indications are that many arrivals are by land from across the
border – often from regional cities and towns, that visitors stay only a
short time, and have a relatively low daily spend).
Whilst inter-regional tourists from China, Cambodia, Lao PDR, and
Indonesia are significant, it can be expected that a significant portion are
in fact trade and labour movements.
Low cost airline carriers (LCC) are fuelling tourism growth in the region in
particular from the Philippines, Indonesia and Malaysia.
Arrivals from Russia are rapidly increasing and Australia has performed
strongly.
European markets are showing upward growth but at slower rates. Top
performers include France (211,444 arrivals in 2011) and the United
Kingdom (156,290 arrivals). Germany (113,938 arrivals) and the
Netherlands (45,000 arrivals) are Vietnam’s next largest markets.
Domestic market
An analysis of the domestic tourism market shows the following characteristics:
Domestic tourism is the overall industry’s biggest market segment and
increased by more than 10.2% over the last decade
Although domestic tourism is highly peaked in the summer months, it
contributes substantially to accommodation viability across all grades and
will continue to grow as the economy (and disposable income) grows.
The market is expanding both amongst city-dwellers and rural
populations.
Increasing motor bike and car ownership, and subsidised domestic flights
that keep air travel costs low are assisting mobility.
The average length of a domestic trip has increased from 2.6 nights in
2001, to 2.84 nights in 2005, and 3.0 nights in 2010.
Young tourists seeking exploration and discovery (known as phuot) will
play an increasingly significant role in tourism development in new
destinations, especially in remote areas.
9. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 7
Domestic tourists are particularly attracted to Hanoi (Zone 2), Hue-Hoi
An- Da Nang (Zone 4) and Ho Chi Minh City (Zone 6).
Tourism
regions
Key findings relating to Vietnam’s tourism regions include:
Regional distribution of tourism (domestic and international) is mostly
limited to Hanoi (Zone 2), Hue-Hoi An-Da Nang (Zone 4) and Ho Chi Minh
City (Zone 6).
Rapid growth in foreign tourist numbers to the Northern Mountainous
Area (Zone 1) & Central Highlands (Zone 5) – more than 3 times in 5 years,
followed by Northern Central (Zone 3) – about 2.5 times in 5 years.
Competition Finally, a competitor analysis reveals the following:
By global sub-regions, South-East Asia experienced the highest growth in
international arrivals (+10%), mostly due to intraregional demand.
Myanmar, Cambodia, Thailand and Vietnam (+19%) showed the highest
growth in arrivals in the Asia-Pacific region, but in real terms Thailand
recorded the largest increase (+3 million more tourist arrivals), followed
by Singapore (+1 million).
Vietnam faces fierce competition in the promotion of its core tourism
products (coastal and beach tourism, cultural tourism, and nature-based
tourism) with Thailand, Malaysia and Cambodia.
Competition for international outbound tourism to the Mekong region is
expected to intensify with greater Government investment anticipated.
Competition for Vietnam’s current domestic tourism market will intensify
with more people expected to take holidays and do business overseas.
10. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 8
SWOT ANALYSIS
STRENGTHS
Product
Destination offers a wide
variety of products to meet
market needs
Rich cultural traditions,
heritage, temples, festivals,
ethnic groups
Vibrant main cities, young
energetic population
New destination for holidays
and exploring
Extensive (and dramatic)
natural attractions
Unique history of overcoming
adversity, contemporary
interest in war sites
Iconic attractions: Halong Bay,
Hue, Hoi An, Ho Chi Minh City
New high quality resorts and
hotels
Boutique hotels in main cities
Safe destination (but some
perception issues)
Generally not expensive
Very strong domestic market
underpinning destination
viability and economic
sustainability
Market
High name recognition
Steady growth exceeding world
average and Asia still very
buoyant
Proximity to mass markets of
NE and SE Asia
LCC boom and improving
scheduled access
Proximity to major gateway
hubs of SIN and BKK
Some innovative tour operators
with good market connections
Familiar and unthreatening
destination for Asian tourists,
food compatibility
Exotic destination for Western
markets, interest in Vietnamese
food and culture
Interest in war (veterans,
memorials, and younger
visitors)
Committed staff within VNAT
Research abilities in ITDR
Vietnam Airlines marketing
Tour operator marketing (some
leading players)
Growing worldwide demand for
beach holidays (but also
increasing supply)
Very strong domestic market
underpinning industry viability
WEAKNESSES
Product
Limited market research to
guide development
Provinces competing for
tourists and investment, limited
national coordination
Destination management,
especially regarding mass
tourism
Variable to poor standards (for
example Ha Long Bay), limited
luxury product
Limited real commitment to
responsible tourism
Quantity of adequately trained
human resources may not keep
pace with expansion and limit
business capacity
Danger of ‘over-development’
at certain sites (e.g. Sa Pa)
Cost of access compared to
BKK, KUL, SIN
Visa processes
Local public transportation can
be problematic
Limited variety of market-led
product to hold visitors longer
at sub-destinations
Over supply of ethnic village
tourism and CBT.
Limited product development
ideas in the public sector: need
to stimulate the private sector.
Significant quality issues (lack of
trained staff, inconsistent
service levels, volatile pricing,
unreliable accommodation
grading, cleanliness, traffic,
poor quality attractions, Ha
Long Bay boat standards, etc).
Inexperienced investors in
tourism due to perceived future
success, some dependent on
loans - very susceptible to crises
Market
Very limited state investment in
tourism marketing
Limited co-ordination of
tourism promotion activities
across MCST and different
VNAT departments
Limited coordination with
private sector
Limited ongoing market
research, in particular regarding
visitor satisfaction
No destination marketing
website
No current formal overseas
representation
Slow decision-making processes
regarding VNAT marketing –
cannot capture short term
opportunities
Probable limited awareness of
Vietnam’s regional and product
diversity
Probable lack of awareness of
Vietnam as a holiday
destination in certain source
markets (e.g. North America)
Danger of over-reliance on a
few source markets
Unprepared for friction
between different tourist
nationalities, and (in particular)
friction between tourists and
locals
Miss-selling product & services
by operators leading to misled,
dissatisfied customers
Reluctance to disseminate
information – private sector
unaware of plans or where they
fit in
Difficulties co-ordinating
regional and provincial
marketing
Limited understanding of
‘marketing’ vs. ‘promotion’
Limited understanding of
‘branding’ being about
consistent product quality
11. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 9
OPPORTUNITIES
Product
Improved ground
transportation (road, rail)
encouraging more exploration
and increased length of stay
New products to meet needs of
specific segments (Casino
tourism, Mekong cruises, city
walking tours etc)
Range of underutilised but
potentially marketable
attractions, itineraries and
resources around the country
which could develop/expand
the product offer
Destination Management
Organisations to bring public
and private sector together to
address issues (responsible
tourism)
Vietnamese IT skills and private
sector IT companies
Market
Tourism Advisory Board (TAB)
Popularity of Mekong Region
and likely interest in Vietnam as
‘new’ destination
Rapidly growing Chinese and
Russian outbound markets,
buoyant Australian market
Can capitalise on current
stability compared to Thailand,
Middle East
Attracting more scheduled
carriers, LCCs and charter traffic
New markets with air access
Cooperation with new airlines
serving Vietnam destinations
(e.g. Etihad)
Reduce reliance on major
source market – spread risk
Number of niche markets with
potential including MICE
Attracting more cruise liners
Domestic tourism marketing to
fill dips in occupancy
Targeting international tour
operators currently featuring
Thailand, Malaysia, but not
Vietnam
E-marketing
Predicted future dominance of
unpackaged, online bookings
Overseas representation
Marketing partnerships
Diaspora
Simplify visa on arrival (also
Association of South East Asian
Nations [ASEAN] integration,
common visa)
THREATS
Product
Continued degradation and
pollution will make some
products more difficult to
market profitably
Lack of coordination between
government agencies threatens
the achievement of the Tourism
Strategy to 2020
Lack of coordination between
national and regional/provincial
organizations in tourism
marketing, especially in the
domestic market.
Market
Under-developed capacities of
staff for Vietnam tourism
marketing, especially provincial
local staff.
Massive investment in
marketing by competitors
Unpredictable restrictions on
Chinese outbound tourism
Long haul leisure markets have
been hit hardest by the
economic slowdown. Rising fuel
prices continue to bite into
airfares.
Environmental concerns about
long haul travel are starting to
re-emerge as the global
economic crisis is resolved
Volatility of tourism (SARS,
Avian flu, etc.)
Political disputes in region (East
Sea, Thailand-Cambodia, China-
Taiwan)
Natural disasters (Tsunamis,
earthquakes, flooding, etc.)
Loss of skilled labour to other
(better paid) destinations
Loss of domestic market to
nearby destinations (LCC
opportunities)
12. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 10
VIETNAM TOURISM
MARKETING STRATEGY TO 2020
Objectives
2013 – 2016 Considering the issues that have been raised thus far, the following marketing
objectives are recommended for the period 2013-2016:
Marketing objective 1: To position Vietnam as a must-visit tourism
destination in South East Asia based on its key brand values and products
(culture, cities, coast and mountains) in Asian and selected Western
markets, and to ensure it remains the preferred holiday destination for
Vietnamese residents.
Marketing objective 2: To effectively communicate the diversity of
Vietnam’s product offerings and its main tourism regions; to increase
visitor length of stay and local expenditure, and to attract return visitors
(‘taste more of Vietnam’).
Marketing objective 3: To effectively manage cooperation with the
private sector, to target growth segments and new markets that can be
cost-effectively reached.
2017 – 2020 For the period 2017-2020, progress should be reviewed and marketing objectives
refined.
The marketing objectives aim to realize the following targets:
Launching an internationally recognised Vietnam brand with consistent
application of brand values through all VNAT marketing by 2015.
Market growth in target markets as projected by the National Tourism
Master Plan draft targets
Enhance industry cooperation and confidence in VNAT marketing through
professionalizing activity and securing an increased contribution to VNAT-
led marketing initiatives through the Tourism Advisory Board
13. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 11
Positioning & branding
Image Key findings from a 2011 Vietnam Tourism Image and Competitiveness Survey reveal that
previous visitors from all markets see culture as a very important aspect of Vietnam’s
image. Nature is also important, especially for European visitors, whilst Vietnamese cuisine
is important to Australian and Asian visitors.2
Of particular importance are the attitudes of
those who have visited Vietnam more than once and therefore have a realistic view of the
country. For this group of people, the following characteristics are associated with
Vietnam:
Culture
People
Cuisine
Adventure
Hospitality
For returning visitors, nature is less strongly associated with Vietnam than for first time
visitors.
Selling
proposition
Whilst Vietnam’s unique selling proposition has not been clearly defined, those who are
familiar with the destination know that it is:
Very different to Thailand (a soft, smooth, luxurious image)
Very different to Malaysia (prosperous, Islam-dominated yet also ‘truly Asia’)
Different to Singapore with its developed and prosperous urban and contemporary
image.
The uniqueness of Vietnam lies in its rich and varied culture, its delicious cuisine, strong
spirit of independence and its continuing vibrancy and energy in rebuilding itself.
The
Position
Vietnam’s core assets include its coast, culture, cities and eco-based tourism. The Vietnam
tourism position aims to transform the key emotional angles and assets of its core
competencies into strong and credible images. The core elements of the Vietnam tourism
brand position are:
Time. Vietnam is a destination that “enables spare time” but also where “time can
stand still”. Here, the traveller can regenerate and experience unforgettable
moments - whether it is watching a cultural performance or relaxing on a white
sand beach.
Intensity. Vietnam is a place of intense travel experiences – from its natural
wonders and cultural delights through to its bustling cities. Vietnam is
adventurous, authentic, untouched and still to be explored.
Mystery. Vietnam’s possesses a mixture of exotic and yet authentic cultures,
ethnic groups, religions and traditions set within a spectacular backdrop of misty
mountains, green fields and endless ocean horizons. Here, travellers can collect
unforgettable stories and tales to pass on to their family and friends.
Commitment. The Vietnamese people provide visitors with a service that is rooted
in cultural traditions and qualities of loyalty, friendliness and charm – and
prerequisites for good service.
2
Vietnam Tourism Consultant Co. Sample size was 1,010 interviews.
14. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 12
“Vietnam Timeless Charm” brings the above core assets and key emotional qualities
together under a single umbrella or slogan. Vietnam offers travellers authentic holiday
experiences filled with natural and cultural intensity, mystery, and commitment that are
remarkable and memorable and live on endlessly in the traveller’s mind.
Challenges Vietnam’s branding challenge is to shift the sometimes vague or shifting perceptions of the
country as a tourism destination to a more positive reality. This ‘positive reality’ should
apply to all aspects with the exception of nature where there is evidence that visitors are
less satisfied than expected. In branding terms, this aspect of the product will require
better management if the image is to measure up to reality.
In 2011, VNAT developed a new logo and tagline for Vietnam:
Việt Nam: Vẻ đẹp bất tận.
This translates, literally, as ‘Vietnam: Never-ending beauty’; in English:
Vietnam: Timeless charm.
To address the marketing objective of promoting Vietnam’s product diversity, initial
advertising in English should be themed around ‘endless’ as a strap line for English
language promotion:
Vietnam: Timeless charm Endless discovery
Vietnam: Timeless charm Endless nature
Vietnam: Timeless charm Endless mystery
15. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 13
Vietnam: Timeless charm Endless beauty
Vietnam: Timeless charm Endless variety
Vietnam: Timeless charm Endless vacation
Additionally, there is an opportunity to highlight Vietnamese cuisine as a key selling point in
positioning Vietnam.
With future UNWTO tourism growth projections indicating that Vietnam’s future tourism
markets are likely be overwhelmingly Asian (with a very strong domestic tourism element),
the Asian image of Vietnam, and Vietnam’s ability to deliver on this image, needs to be the
prime consideration of future brand development.
Brand
products
In accordance with the branding strategy, four product groups have been identified to
present to relevant market segments. These groups, all of which include the core products
of people and food, are as follows:
Brand group 1: Culture
Brand group 2: Coast
Brand group 3: Eco-based
Brand group 4: City breaks
Matching markets & products
If the product is not right for the higher spending visitor, which Vietnam’s
National Tourism Strategy seeks, no marketing strategy will succeed in the long
term. An integrated approach to product development and marketing is
therefore essential, both to ensure visitor satisfaction and to deliver on brand
promises. VNAT’s marketing approach will be to work more closely with the
travel trade to strengthen the following:
1. High spending elements of the current product offer, by addressing
specific segments within established markets for culture, city breaks,
coastal and mountain tourism (North Asia, Europe, North America),
and by helping the trade to identify new segments in new markets
(India, South America, Middle East).
2. Improving high volume coastal, cultural, city and mountain product,
by concentrating on better destination management and product
quality, so that there can be sustainable growth from larger ASEAN
economies, North Asia and Russia as well as the domestic market.
VNAT will concentrate most effort on those geographical markets with a high
propensity to travel to Vietnam in terms of visitor numbers, air access and the
market-product match. Given budgetary realities, most focus will be on nearer
markets. In future possible markets the creation of awareness and developing
travel trade links will be the priorities during this planning period.
Target markets
The Government strategy for Tourism Development mandates targeting higher-
spending, longer staying tourists in target markets relevant to Vietnam’s product
offer, with specific recommendations to focus on the following target markets:
Asia-Pacific – The nearby markets of North East Asia (China, Japan, South
Korea), South East Asia (Singapore Malaysia, Indonesia, Thailand), and
16. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 14
Australia
Western markets – Western Europe (France, Germany, Great Britain, the
Netherlands, Spain and Scandinavia); North America (United States and
Canada), and Eastern Europe (Russian Federation, Ukraine)
New markets – The Middle East and India
The Vietnam Tourism Marketing Strategy to 2020 remains consistent with the
priority target markets identified within the Government strategy for tourism
development. Furthermore, the Vietnam Tourism Marketing Strategy to 2020
proposes specifically aligning key products to identified markets. Critical to
success will be improving the products to meet market expectations and stronger
destination management mechanisms. A detailed analysis of tourism marketing
objectives and activities for Vietnam’s key tourism markets / market groupings is
provided in the following section.
Vietnam’s key products according to identified markets
NorthAsia
ASEAN
Australia
Russia
NorthAmerica
Europe
New
Domestic
Culture
Heritage, general touring
Ethnic culture: CBT
Pilgrim/religion
New life style
Eco-based
Protected areas
Mountain resorts
Adventure
Coast
Beach holiday
Ha Long Bay
Mekong Cruise
Cruise liners
City
breaks
City breaks
Short breaks
Special
interest
Classic tour
MICE
Golf
Note: Strong products for the target market, Less strong products for the target market.
Branding activities
The overarching implementation of the branding strategy will require cross-linking
branding to marketing and other relevant strategies, gaining commitment and
ownership of ‘Vietnam – Timeless Charm’ within VNAT, obtaining agreement on
the brand identity, core values and attributes, and further developing the brand
strategy to foster continuing brand development processes.
17. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 15
Structure Key activities pertaining to branding structure shall include reviewing the
organisational structure of VNAT based on a value-chain approach, the capacity
building of stakeholders on the theory and methodology behind branding a
tourism destination, the establishment of an internal brand working group within
VNAT, initiating a co-operation process with the tourism industry, and finalising
tourism brand product groups (role and function).
Legalities Outstanding legal issues with regard to use of the logo, tagline and pictures will be
clarified and solidified.
Financing Assurance of sufficient financial resources for brand management by VNAT based
on a proposed and evaluated working plan outlining objectives, success indicators
and respective activities will take place.
Research &
analysis
An evaluation of the existing brand image will be conducted with key findings
looping back into the brand development and product management process. A
qualitative assessment of information needs will be undertaken and appropriate
market research conducted on the image of Vietnam among consumers for on-
going inputs on the brand architecture and communication.
Images /
visuals
Core images of sites, sub-destinations, tourism experiences and attractions will be
identified and high-resolution, high-quality images sourced (e.g. from media
partners). A commercial image use guide will be published to inform use of the
images. A web-based image database will be set up that offers brand-consistent
images to national and international stakeholders.
Text Story-telling will be integrated into existing and future marketing campaigns
(especially below-the-line / social media) and sample stories will be provided to
audiences to assure brand-consistent communication
Campaigns Central to all branding campaigns will be a focus on highlights of the brand
specifically targeted to different target segments, and innovative and creative
communication of tourism products within experience zones. Specific campaign
activities will include:
Operational – Contracting of a national advertising / creative agency or
person to design campaigns, promotion materials, Point of Information
and Point of Sale elements
Print – Implementation guidelines on the use of the logo and slogan in
both corporate and consumer oriented messages
Web – Initiation of a strong central web platform for B2C and B2B
audiences
Social media – Research on current social media activities promoting
Vietnam as a tourism destination and implementation of targeted social
media campaign
Newsletter – Development of a tourism industry newsletter for covering
most relevant issues with regard to VNATS’ core activities.
Video – Production of a video clip incorporating the key-findings of the
brand (proposition).
18. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 16
Product management implementation activities
Prioritising
city breaks
‘City breaks’ will be identified as another core product line in order to specifically
point out the importance of both Hanoi and Ho Chi Minh City as key tourism
experiences in Vietnam.
Structure Product management working groups with regions will be formed (VNAT, DMO,
regional stakeholders and private sector), support will be provided to develop
professional DMOs, and priority areas will be identified by sub-destinations and
thematic needs.
Communica-
tion
Products that incorporate brand essence ‘Vietnam – Timeless Charm’ will be
communicated in marketing campaigns, skills training for product development
will be conducted at the regional level (e.g. value chain, value capture, packaging,
pricing, storytelling, branding), and product innovation workshops will be
conducted in sub-destinations (e.g. “Creating products with a unique identity”).
Quality Priority areas for quality improvement will be identified relating to key tourism
experiences within the destination (e.g. Ha Long Bay). The need for quality
improvement in product, process and management will be assessed in order to
achieve a holistic picture, and a short-, mid- and long-term national tourism
quality program will be developed. An action plan for VNAT related to strategic
leadership of the quality program will be designed and implemented.
19. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 17
Achieving Vietnam’s tourism objectives
JAPAN, KOREA & TAIWAN
Objectives
To position Vietnam as an interesting and culturally rich tourism destination within easy reach for short breaks and longer
holidays
To effectively communicate the diversity of Vietnam’s product offer and its main tourism regions; to increase visitor length
of stay and local expenditure, and to attract return visitors.
To effectively manage cooperation with the private sector, to target growth segments and market segments which can be
cost-effectively reached.
The marketing strategy targets on average six percent annual growth from these markets.
Targets Brand tools needed Promotional mix
Travel trade; Travel press;
General press
Brand video; Brand website; Branded
exhibition stands; Brand brochures
Road shows with partners; Travel trade exhibitions;
Consumer exhibitions; Representation; PR agency
Special interest (golf, MICE) Brand website (Chinese, Japanese,
Korean)
Joint campaigns with Vietnam partners; Representation
(back office); Sponsored events (golf)
Internet users Brand website (Chinese, Japanese,
Korean)
e-marketing campaign with partners
Consumers in main cities with
air access
Branded advertising; Brand website
(Chinese, Japanese, Korean)
Consumer advertising campaign with partners
CHINA
Objectives
To position Vietnam as an easy, compatible and culturally rich tourism destination within easy reach for short breaks and
longer holidays (including for beach holidays for land-locked provinces)
To effectively communicate the diversity of Vietnam’s product offer and its main tourism regions; to increase visitor length
of stay and local expenditure, and to attract higher spending Chinese visitors.
To effectively manage cooperation with the private sector, to target higher spending segments which can be cost-
effectively reached.
Because overall growth from China is currently 40 percent per annum (a rate which cannot be effectively managed environmentally
or socially), marketing needs to be highly selective and focused on higher spending tourists to avoid dominance and dependence on
one source market.
Targets Brand tools needed Promotional mix
Travel trade; Travel press;
General press; Travel clubs
Brand video; Brand website
(Chinese); Branded exhibition
stands; Brand brochures (Chinese)
Road shows with partners; Travel trade exhibitions;
Consumer exhibitions; Representation
Special interest (golf, MICE) Brand website (Chinese) Joint campaigns with Vietnam partners; Representation
(back office); Sponsored events (golf)
Internet users Brand website (Chinese) e-marketing campaign with partners
Consumers in main cities with
airport access; Consumers in
main inland cities with airport
access
Branded advertising; Brand website
(Chinese)
Consumer advertising campaign with partners
ASEAN
Objectives
To position Vietnam as an interesting and culturally rich tourism destination within very easy reach for short breaks (in
particular city breaks)
To effectively communicate the diversity of Vietnam’s product offer and its main tourism region; to increase visitor length
of stay and local expenditure, and to attract return visitors.
20. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 18
To effectively manage cooperation with the private sector, to target higher spending segments which can be cost-
effectively reached.
Ten percent annual growth from Malaysia and Singapore can be targeted with increased resources. Ten per cent growth is also
expected from near neighbours (Lao PDR, Cambodia). Thailand will be a more difficult market to attract in the short term. For
Thailand and other ASEAN markets an underlying rate of growth of 6 percent per annum is envisaged to 2020.
Targets Brand tools needed Promotional mix
Travel trade; Travel press;
General press; Caravan tours
Consumers in border countries
Brand video; Brand website; Branded
exhibition stands; Brand brochures
Road shows with partners; Travel trade exhibitions;
Consumer exhibitions; Representation; PR agency
Special interest (golf, MICE) Brand website; Brand incentive
webpage
Joint campaigns with Vietnam partners; Representation
(back office); Sponsored events (golf)
Internet users Brand website; Facebook campaign e-marketing campaign with partners; Website in regional
languages (Thai, Malay)
Consumers in main cities with
air access
Branded advertising; Brand website Consumer advertising campaign with partners;
Representation (shop front and back office)
NORTH AMERICA
Objectives
To create awareness of Vietnam as a welcoming and culturally rich tourism destination within South East Asia
To effectively communicate the diversity of Vietnam’s product offer and its main tourism regions; to increase visitor length
of stay and local expenditure.
To effectively manage cooperation with the private sector, to target segments which can be cost-effectively reached.
With increased resources the annual rate of growth from North America could be increased from two percent per annum currently to
three percent.
Targets Brand tools needed Promotional mix
Travel trade; Travel press;
General press
Brand website ATTA membership and liaison; Servicing trade & press
enquiries; PR agency to generate positive press coverage;
Fam. visits in partnership with airlines
Special interest (veterans) Brand website; Brand ‘welcome to
veterans’ webpage
Joint campaigns with Vietnam partners
Special interest (cruise line
companies)
Brand webpage (technical
information on ports, attractions);
Branded exhibition stand; Branded
general brochure
Seatrade Asia (Singapore, September); Joint campaign
with partners (ports, shipping agents, specialist tour
operators); Seatrade Miami (March)
Diaspora Brand website (Vietnamese, English) Joint campaigns with Diaspora organisations in USA,
Canada
Internet users Brand website e-marketing campaign with partners
Consumers in East Coast cities
with air access
Brand website Airline partnership
AUSTRALIA
Objectives
To create awareness of Vietnam as a welcoming and culturally rich tourism destination within South East Asia
To effectively communicate the diversity of Vietnam’s product offer and its main tourism regions; to increase visitor length
of stay and local expenditure, and to encourage repeat visits to explore more of Vietnam,
To effectively manage cooperation with the private sector, to target segments which can be cost-effectively reached.
With increased resources a higher annual growth rate (ten percent per annum) can be targeted from Australia, which has a strong
economy and an outbound tourism market interested in exploring more of the Asia-Pacific region.
Targets Brand tools needed Promotional mix
Travel trade; Travel press;
General press
Brand website; General branded
brochure; Brand stories; Brand photo
library
Fam. visits in partnership with airlines; Attending
exhibitions; Road show with partners; PR agency to
generate positive press coverage; Representation (back
office); Expanded road show
21. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 19
Diaspora Brand website (Vietnamese, English) E-marketing
Internet users Brand website E-marketing campaign with partners
Consumers in main cities Brand website; Brand advertising Airline & travel trade partnership campaigns
RUSSIA
Objectives
To create awareness of Vietnam an Asian destination offering beach, culture, cities and nature
To effectively communicate the diversity of Vietnam’s product offer and its main tourism region; to increase visitor length
of stay and local expenditure, and to attract return visitors.
To effectively manage cooperation with the private sector, to target higher spending segments which can be cost-
effectively reached.
The target is to sustain current growth rates to help fill expanding hotel capacity.
Targets Brand tools needed Promotional mix
Travel trade; Travel press;
General press
Brand website (Russian); Brand
stories; Brand photo library
Fam. visits in partnership with travel trade; Market
intelligence to guide travel trade
Consumers in cities with air
access/charter tour operators
Brand website (Russian); Brand
advertising (Russian); Branded
exhibition stands
Airline & travel trade partnership campaigns; PR agency;
Representation (back office); Trade & consumer shows (if
partners join)
EUROPE
Objectives
To create greater awareness of Vietnam a Southeast Asian destination offering culture, coast, historic cities and nature
To effectively communicate the diversity of Vietnam’s product offer and its main tourism region; to increase visitor length
of stay and local expenditure, and to attract return visitors to Vietnam as a stand-alone destination.
To effectively manage cooperation with the private sector, to target higher spending segments which can be cost-
effectively reached.
It will be difficult to sustain current growth rates from Europe due to continuing recession, the weakness of the Euro and high fuel
costs, despite Vietnam’s historical links with France and broad interest in Indo-China holidays The United Kingdom market is showing
more resilience however. Very close cooperation with the travel trade is essential in these markets and VNAT needs to partner more
strongly with the private sector to support its initiatives.
Targets Brand tools needed Promotional mix
Travel trade; Travel press;
General press
Brand website; Brand stories; Brand
photo library
Fam. visits in partnership with travel trade; Market
intelligence to guide travel trade
Consumers in cities with air
access/charter tour operators
Brand website (in selected
language); Brand advertising (in
selected language); Branded
exhibition stands
Airline & travel trade partnership campaigns; PR agency;
Representation (back office); Trade & consumer shows (if
partners join)
OTHER INTERNATIONAL MARKETS
Objectives
To create awareness of Vietnam as a welcoming and culturally rich tourism destination within South East Asia
To effectively communicate the diversity of Vietnam’s product offer and its main tourism regions; to increase visitor length
of stay and local expenditure.
To effectively manage cooperation with the private sector, to target segments which can be cost-effectively reached.
The Government Tourism Strategy identifies India and the Middle East as potential new markets. Large and complex markets, the
focus needs to be on regions with good air access.
Key products will include general touring, culture and city breaks, together with sightseeing. Classic introductory tours with
customised itineraries are likely to be the main products demanded.
The promotional mix will need to be based upon intensive market research (communicated to the Vietnamese travel trade). PR and
some travel trade activity are recommended to help create greater awareness of Vietnam.
22. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 20
DOMESTIC MARKET
VNAT’s marketing to the domestic market will include:
Place: Promoting domestic tourism at a national level, in particular through the regions and provinces. Professionally
designed, strongly funded sub-regional brands will be encouraged.
Price: The price of domestic tourism holidays will be determined by the market and sold by the private sector. VNAT will
seek to minimise leakage from the economy to other destinations in particular through enhanced cooperation in tourism
promotion between airlines, transport, and hospitality and service industries.
Partnerships: Marketing and competitiveness groups in the nine tourism regions will be encouraged. Partnerships will be
built with related sectors for tourism promotion and responsible destination management.
People: The capabilities of those responsible for destination marketing at the regional level will be built.
Promotion: Refer to table below.
Promotional mix Contents & implementation
Mass media advertising (TV, radio) Demand pushing: “Discover the charms of your country”; Brand familiarization; Product lines
awareness; Specific product (region) campaign (in cooperation with regions); High frequency
Selected trade and tourism fairs Promotion of campaign themes
New product familiarization Frequently by provinces/regions
Press trips Frequently by provinces/regions
Public relations Press trips for media: Television (culture, nature related programmes: VTV1,2,3; HTV...); Key
newspapers; Magazines with specific audience (e.g. Heritage); Stock articles and
photographs to be supplied.
Events As appropriate
E-marketing Campaign website for domestic tourists, hosted by VNAT; e-marketing to mobile phone
users, Facebook users, etc
Publications Campaign brochure and other marketing material in Vietnamese
Advertising Poster sites in big cities, main roads; Newspaper, radio and TV
Meetings & conferences Campaign to attract resources and attention from stakeholders about tourism marketing in
Vietnam; Coordination within regions and provinces in marketing.
CORPORATE MARKET
Objectives
To raise awareness of VNAT-led initiatives and their effectiveness
To disseminate research and information about the targets of Vietnam’s tourism marketing
To build pride in Vietnam’s tourism brand and branded approach
To strengthen cooperation between all stakeholders and encourage buy-in to strategic marketing initiatives
To raise awareness about the importance and efficiency of VNAT-led marketing as an investment that gives a strong return
The main tools and campaign for corporate marketing and co-operation will be:
Tool Description
Public relations Communicate VNAT’s marketing strategy and annual plan, and cooperate with the Vietnam tourism sector for
joint planning and implementation. Combine with the promotion of branding and brand values in the domestic
market.
Conferences Annual nationwide marketing conferences to gather input and disseminate the marketing plans with stakeholders
in Vietnam to encourage cooperation (especially public-private cooperation) and central-provincial cooperation.
Workshops Technical workshops and training workshops to draw up country marketing plans with the TAB and other tour
operators and Vietnam Airlines. Provide training in marketing skills and activities in specific target markets.
23. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 21
Promotional mix
Internet & e-marketing
Whilst internet marketing is highly effective if well designed (probably better
value for money than traditional marketing), it is by no means cheap and is
dependent on having servicing methods to deal with enquiries, such as a well-
designed destination website that will track results.
Internet marketing strategies that will be considered include:
Internet display advertising: Use web banners or banner ads placed on a
third-party website to drive traffic to a tourist board’s own website and
increase destination awareness or campaign response.
Search engine marketing: Promote websites by increasing their visibility in
search engine result pages through the use of either paid placement,
contextual advertising, and paid inclusion, or search engine optimization.
Search engine optimization: Improve the visibility of a website or a web
page in search engines via the “natural” or unpaid search results.
Social media marketing: Gain traffic or attention through social media
websites such as Facebook and Twitter.
Email marketing: Directly market a commercial message to specific
groups of people using electronic mail (i.e. electronic direct mail).
Referral marketing: Promote products or services to new customers
through referrals, usually word of mouth (e.g. through TripAdvisor).
Affiliate marketing: Where a business rewards affiliates for each visitor or
customer brought about by the affiliate's own marketing efforts.
Inbound marketing: Create and freely share informative content as a
means of converting prospects into customers, and customers into repeat
buyers (e.g. through a regulated blog).
Video marketing: Create videos that engage the viewer into a buying state
by presenting information in video form and guiding them to a product or
service (e.g. YouTube clips)
Guerrilla marketing: Unconventional marketing such as placing posters on
hoardings, PR stunts etc. Create an engaging and thought-provoking
concept on the Internet to generate buzz, and consequently turn viral
(e.g. The Vietnamese food clip ‘Viewfinder: A Taste of Vietnam’)
Online booking: e-marketing with online agencies (e.g. Agoda,
Lastminute.com) as well as the provision of direct booking opportunities.
Destination website: Develop a top quality multi-language destination
website with sophisticated B2B and B2C design based brand values.
24. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 22
Public relations & familiarisations
Specific public relations campaigns will be initiated in each main market
featuring the main brand themes and market-appropriate product and
new product, particularly beach tourism.
A local public relations agency will be appointed to support domestic
tourism marketing with a detailed agency brief highlighting specific areas
and issues to be addressed drawn up each year.
Syndicated press updates from VNAT about new developments in
Vietnam tourism will be issued to market representatives and the travel
trade.
A review and update of entries in all major travel guides by market will be
undertaken by VNAT (e.g. Rough Guide, Insight guide, Blue Guide etc). A
review system for TripAdvisor and other e-reviews will be initiated.
Press visits will be hosted from main markets where it is cost effective to
do so, and where there is airline or private sector support.
Exhibitions & travel trade
The key activities for exhibitions include:
Focus on travel trade in all markets except Vietnam and ASEAN, where
there is also a consumer focus. Build partnerships so that all exhibitions
are part-funded by the travel trade.
Mount a stronger branded presence at main travel shows (e.g. ITB, World
Travel Market), potentially reducing the domestic and near Asian markets
in order to create a greater impact at shows attended.
Prioritise trade fairs that link in with other marketing campaign activities
(advertising, public relations or travel trade support).
The key activities for travel trade include:
Strengthen joint activities (e.g. in organising familiarisation trips and PR
visits) with Vietnam Airlines, the national carrier whilst at the same time
strengthening relationships with other leading long haul carriers from
existing and new destinations.
In partnership with the private sector (and facilitated by VNAT), focus on
travel trade and charter operators currently featuring competing
destinations but not yet featuring Vietnam.
Directly target cruise liner itinerary planners in partnership with ports and
shipping agents.
Work closely with leading Vietnamese inbound operators, overseas travel
trade, overseas representatives, and PR agencies to promote Vietnam.
Work closely with local ground handlers
Refine a range of specialist familiarisation visit itineraries (e.g. a ‘taste
Vietnam’ itinerary) and presentations for different industry groups
25. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 23
including general tour operators, specialist tour operators, and travel
agents.
Publications
To both market the destination and encourage visitors to stay longer and
travel further, branded, highly visual and marketing-orientated tourism
publications designed by a specialist design company will be produced
reflecting the chosen brand and product lines (existing publications to be
withdrawn or quickly phased out). The following will be produced:
o Print pieces: Produced in appropriate languages including Vietnamese
and English in Year 1, print pieces will also extend to specific language
versions for specific pilot campaign activities. The literature will be
lightweight and suitable for supporting tour operator promotions.
Older literature will be used up or withdrawn.
o Online publications: A range of additional online publications will be
produced based on detailed terms of reference including: Vietnam
mini-guide; Vietnam main guide; Vietnam tourism maps by region;
Vietnam branded products lines and posters (culture, city breaks,
nature, coast); and Vietnam special interest publications. Foreign
language editions will also be produced based around specific
campaign requirements (e.g. a Russian ‘’Vietnam: Timeless Charm:
Endless Vacation” tactical marketing print piece) but all in conformity
with new brand guidelines.
A distribution plan and budget will be drawn up by VNAT including costs
and quantities for servicing each market and each planned exhibition.
Volumes used by month and market will be recorded.
Regions, provinces and destination marketing organisations will be
responsible for providing tourist information literature to service visitors
already in country with VNAT providing guidance on best practice.
Advertising
Commission a portfolio of branded advertisements according to product
line through a public tender process. The branded advertisements (print,
Internet, etc) will include: Domestic campaign advertisement; Vietnam
general purpose Endless Discovery brand advertisement (culture,
beaches, cities, nature); City break advertisements for use in near
markets; Vietnam beach-based advertisement, and; Other special interest
as campaigns are devised. (e.g. golf, MICE in English and Asian languages).
A TV and radio advertisement for the domestic market based on brand
guidelines and themed Việt Nam: Vẻ đẹp bất tận - Do la cua ban. A
branded TV advertising in near Asian cities with direct air access should
also be considered (funding dependant).
26. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 24
Human resources
Fixed responsibilities to working groups of staff by market, by product and
by promotional activity so that specialist skills can be built up.
A training needs analysis should be conducted with investment made.
The best available Vietnamese and other specialists need to be acquired
to advise the VNAT marketing department on such issues as the e-
marketing strategy, website upgrades, public relations, advertising and
publications design.
Financial resources
Political commitment and a major injection of financial resources is required to
deliver this marketing strategy which will involve major changes in both the way
VNAT is funded and the way in which it operates. The budget should be gradually
increased as VNAT’s capacities and private sector partnership improves (see
tables below).
Indicative marketing budget by market area 2013-2016
Market 2013
US$ 000
2014
US$ 000
2015
US$ 000
2016
US$ 000
Brand development & research 350 500
North Asia 200 500 1,000 1,500
China 100 500
ASEAN 200 500 1,100 1,700
Australia 20 100 800 1,000
North America 20 100 550 800
Europe 60 250 1,200 1,500
Other 50 350 500
Domestic marketing 1,500 1,500 2,000 3,000
TOTAL 2,500 4,000 7,000 10,000
# Includes website development, publications, other collateral design
27. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 25
Indicative marketing budget for VNAT 2016 by promotional mix*
Promotional activity International
US$ 000
Domestic
US$ 000
Total
US$ 000
Internet & e-marketing 1,000 500 1,500
Public relations 1,500 500 2,000
Exhibitions & travel trade 1,000 500 1,500
Publications 700 500 1,200
Advertising 1,500 800 2,300
Overseas representation 800 - 800
Research 500 200 700
TOTAL 7,000 3,000 10,000
* Excluding administrative costs
Return on investment
Assuming the marketing strategy is funded and implemented in full, the increased
investment in marketing Vietnam can conservatively increase visitor numbers by
an additional 2.2 million to 7.7 million visitors in 2015 and 8.2 million in 2016.
According to the National Tourism Master Plan (draft), international visitors in
2015 will have an average expenditure of $115 per day in 2015. When applied to
the 2016 projection, this will mean that an investment in international marketing
of $7 million in 2016 will generate an additional $253 million in international
visitor expenditure (2.2 million visitors x $115).
With approximately 20% of visitor expenditure coming back to the Government
through taxation on visitor expenditure in Vietnam and tourism industry profits,
the direct return on a $7 million investment in professional international tourism
marketing will be an additional $50.6 million, or $7.23 for every $1 invested in
international marketing.
28. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 26
ACTION PLAN: 2013-2015
Phase 1: 2013 – 2015
Year 1 Action 1: Brand use guidelines
Development of brand guidelines (a Brand Manual) to be consistently applied
through VNAT communications professionally developed by a graphic design
agency. The guidelines will cover not just how publications should look, but the
key messages and kinds of image to be promoted.
Action 2: National tourism marketing workshop
To facilitate partnership-building, VNAT with the Ministry of Culture, Tourism and
Sport (MCTS), will organise a two day conference to launch the National Tourism
Marketing Strategy 2013-2012, outline VNAT’s Tourism Action Plan for 2013,
agree on a national and regional domestic tourism campaign in 2013, discuss
tourism marketing initiatives for 2014, and commitments to responsible tourism.
Action 3: Photographic library to communicate brand values
A high quality electronic photograph library is essential to communicate brand
values. Housed online, the library will contain at least 1,000 top quality images,
free of all copyright, and themed around key product and marketing messages.
Action 4: e-marketing strategy
With the support of ESRT, VNAT will develop an e-marketing strategy including a
review of existing VNAT databases available for marketing purposes and e-
marketing channels available in Vietnam and its target markets. It will examine
VNAT’s IT capability and recommend training needs.
Action 5: Key marketing tools – branded website
A credible and branded destination marketing website developed by the best
web-design talents available in Vietnam is required. The website must be user-
friendly, professionally designed, multi-lingual, up-to-the-minute, and able to
compete with the best international tourist board web portals.
29. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 27
Action 6: Strategic domestic tourism campaign
A domestic tourism campaign in partnership with provinces to increase the
volume, value and wider distribution of home holidays and encourage
Vietnamese tourists to (i) explore more of their home country, (ii) see Vietnam as
a good holiday destination, and (iii) have a desire to preserve its environment.
Action 7: Market research
The needs and wants of potential tourists in specific markets or related to specific
products, satisfaction levels and the effectiveness of marketing campaigns will be
examined through commissioning professionally run focus groups and other
occasional research. Topics to be explored in year 1 include: likes and dislikes of
domestic tourism visitors; awareness of environmental issues and responsible
tourism; effectiveness of domestic tourism marketing undertaken; research on
promotional campaigns (2014); and tracking of competitor tourist board activity.
Action 8: Continuation of existing VNAT promotional activity
A number of existing VNAT promotional activities will continue including: (i)
Attending cultural tourism events, exhibitions and conferences in major markets;
(ii) Attending international tourism fairs (including Internationale Tourismus Börse
in Berlin and Asia, and World Travel Market London); (iii) Servicing requests for PR
support, publications, promotional items etc.
Action 9: Training of VNAT staff
Capacity development of VNAT staff in: (i) Understanding of branding; (ii)
Developing public-private partnership and sales negotiating skills; (iii) e-
marketing, consumer expectations and website management; (iv) Market
research techniques.
Year 2 Action 10: Key marketing tools – branded suite of marketing publications
A new, consistent higher quality suite of publications will be introduced, including:
(i) General main guide for use at trade exhibitions; (ii) Mini guide for use at
consumer exhibitions and in visitor servicing; (iii) Branded map; (iv) Product
promotional brochures to reflect brand themes; (v) Other special interest
brochures; (vi) Regional brochures as product develops; (vii) VNAT newsletter.
Action 11: Key marketing tools – destination promotion video
Production of promotional videos including: (i) Vietnam's great cultural heritage
and cultural diversity; (ii) Superb beaches & islands; (iii) Vibrant city life of Hanoi
and Ho Chi Minh City; (iv) Eco-tourism experiences.
Action 12: Workshop & domestic market campaign
Continuation of Year 1 activities, expanding travel trade partnership.
Action 13: Communications & PR
PR activities shall include: (i) Targeting and briefing of appropriate travel writers
and special interest journalists about ‘tasting more of Vietnam’; (ii) Organisation
and funding of familiarization visits to Vietnam by selected travel and general
journalists; (iii) Road shows and other promotions targeting the travel trade or
other selected groups. Corporate communications will focus on managing the
way in which VNAT communicates to ensure a good image of the organisation.
30. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 28
Action 14: Review of overseas representation options
An in-market presence is required in addition to market-relevant websites. This
may include: (i) VNAT setting up dedicated market offices, either front office
(open to the public), or back office (dedicated to the travel trade); (ii) Using
Vietnamese embassies and working through trade development officers in these
embassies (where they exist); (iii) Appointing in-market representatives.
Action 15: Continuation of existing VNAT promotional activity, research, etc
A number of existing VNAT promotional activities will continue including: (i)
Attending cultural tourism events, exhibitions and conferences in major markets;
(ii) Attending international tourism fairs (including Internationale Tourismus Börse
in Berlin and Asia, and World Travel Market London); (iii) Servicing requests for PR
support, publications, promotional items and reacting to various requests.
Action 16: Training of VNAT staff
Training of VNAT staff should continue and cover: (i) Best practice in production
of tourism literature and video material; (ii) Best practice in professional
exhibition display and monitoring performance; (iii) Managing tenders,
advertising agencies and PR consultants; (iv) Managing marketing campaigns; (v)
Presentation skills
Year 3 Action Area 17: Targeted marketing campaigns
Highly targeted marketing campaigns in partnership with the travel trade that
draw on professional agency advice and current market research will be
implemented. Focus markets identified will be based on the economic prosperity
of the outbound destination, the degree of connectivity and market research.
Action Area 18: Domestic campaign 2015
Building on lessons learned in 2013, the campaign will shift from awareness-
raising amongst consumers to action through developing online booking options
such as through the system currently being developed by VNAT in Da Nang.
Action Area 19: Pilot regional campaigns 2015
Pilot regional marketing campaigns will be implemented that target: (i) Japan – to
improve the professional presentation of Vietnam; (ii) Korea, Taiwan – business +
promotion (‘stay an extra day) and MICE campaign; (iii) China - launch of Chinese
language website and e-marketing campaign targeting cities with air access to
Vietnam; (iv) ASEAN – Research to better understand Thai attitudes to holidaying
in Vietnam and identify opportunities, and research on Malaysia and Singapore.
Action Area 20: Pilot international campaigns 2015
Pilot international marketing campaigns that target: (i) Russia - to promote the
Vietnam brand messages targeting additional charter flights with tour operators
in selected cities; (ii) Europe - to design a detailed, professional PR and exhibition-
related campaign targeting the travel press at ITB Berlin and the World Travel
Market, London; (iii) North America - a series of breakfast briefings for travel
agents and tour operators on the West Coast in advance of the launch of Vietnam
Airline’s new North American route; (iv) New markets - target frequent fliers and
purchasers of airline leisure breaks packages, and research into the Indian market.
31. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 29
Phase 2: 2016 – 2020
Phase 2 activities will be determined with an update of the Marketing Strategy in
order to review implementation progress in the first five years, and take account
of changes in the market situation.
32. Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 30
Action plan timeline with responsibilities & indicative costs
Action Responsibility
YEAR 1
Brand guidelines Marketing Department
National tourism marketing workshop VNAT secretariat, ESRT
Photographic library Marketing Department
E-marketing strategy Marketing Department
Website development Marketing Department
Domestic tourism campaign Marketing Department
Market research Tourism Research Institute
On-going VNAT promotions VNAT
Training *
YEAR 2
Develop new branded publications Marketing Department
Develop promotional video Marketing Department
National tourism marketing workshop Marketing Department
Domestic tourism campaign Marketing Department
Communications & PR Marketing Department
Review of overseas representation options Marketing Department
Market research Tourism Research Institute
Continuation of VNAT promotional activity VNAT
Training *
Continuation of website development and e-marketing Marketing Department
YEAR 3
Branded materials Marketing Department
National tourism marketing workshop Marketing Department
Domestic tourism campaign Marketing Department
Communications & PR Marketing Department
Overseas representation & inbound press visits Marketing Department
Market research Tourism Research Institute
North Asia marketing campaigns Marketing Department
China marketing campaigns Marketing Department
ASEAN marketing campaigns Marketing Department
Australia marketing campaign Marketing Department
Europe marketing campaigns Marketing Department
North America marketing campaigns Marketing Department
* To be determined
36. VIETNAM NATIONAL ADMINISTRATION OF TOURISM
80 Quan Su, Hoan Kiem, Ha Noi, Viet Nam
Tel (84 4) 3942 3760 | Fax (84 4) 3942 4115
www.vietnamtourism.gov.vn