1.

a. Definition of global strategic management

The mixed set of economies - Global strategic management requires companies
operating in a mixed set of economies to design a business strategy that encompasses
all of them. That means the business goals will need to reflect the growth rates and
market potential that these economies have, but at the same time be aligned with the
overall corporate vision.
Diverse talent pool – A global strategy needs to incorporate a varied and
diverse pool of talent. All markets are showing the influx of new talent in the form of
returnee mothers, re-employment of older workers, millennials, and so on. The
management of such talent is what will need to be defined in the global strategy so
that it comprises approaches that harness the potential as well as leverage the strengths
that arise from such different sets of people working together.
Bigger and better competitors – With globalization and open markets comes
the threat of competition from across the globe. That is one of the biggest challenges
facing firms that are defining their global strategies and how to implement them.
Earlier competitors were usually those who are in the same phase of growth within
their own countries or economic regions. Today the competitors could be anyone who
has a strong or growing market presence in their economies but with the potential to
scale up. Understanding the nuances of such a complex range of competition and
working on a strategy that deals with all of them is part of global strategic
management.

Technology and digitization wave – A huge wave of technological disruption

and digitization has impacted our world. It has shattered our traditional beliefs of what
technology can do and given us a glimpse of where we are moving. Global strategies
need to utilize this wave and ensure that they are updated. All processes are changing
and new tools are entering the corporate space. Our global strategy management rests
on this core trend as it gets into the next decade. 2020 global business goals are being

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defined as those which are linked to rapid digitization. Working on combining it into
our traditional global strategy from a future perspective, is important.

Integrating management styles – Different countries and leaders have different

management styles. This is personality as well as culture linked. To achieve overall
business goals, there is a need to combine the styles or provide a conducive
environment where each can be fostered so that leaders can perform well. That will
also result in positive teams and high-performing individuals. The management of
employees is the biggest concern and therefore providing enabling tools,
developmental interventions and even feedback sessions to leaders across the globe
should be part of the strategy.

Process efficiencies –A lot of core processes are usually centralized without

clarity on whether those will work at the local levels or not. A global strategy cannot
be managed if it fails to recognize the country or regional-level requirements and
applicability of processes and practices. Maintaining global standards of excellence,
quality levels, and efficiencies are important. But alongside that, understanding which
aspects need to be reassessed and decentralized for it to yield better results is also a
part of global strategic management. Balancing the actual delegation of process
implementation and maintaining control to ensure quality is what the strategy
comprises.

Cost-effectiveness – With a shift in overall business strategy, many

organizations have used the opportunity to increase the cost-effectiveness of their
businesses. Their strategies have worked on allowing for better opportunities for talent
mobility, office relocations, factory or manufacturing set-ups, and back-office
operations, to more affordable locations. There has also been a reverse shift in the
developed markets, for talent because many equal-opportunity global entities are now
recognizing the diverse talent that can be groomed for bigger corporate roles. The
concept of cost-effectiveness, through global strategy management, has therefore now
turned into a larger reality than ever before.

The meaning of strategic management for multinational corporations

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 In the era of the economy constantly developing, and fierce competition
between businesses, the penetration of multinational companies has posed a big
challenge for managers: how to Are your products and services well-known and have
a firm foothold in the market? This is when the role of strategic management becomes
especially important, especially for multinational companies.
Strategic management helps multinational corporations get an effective path to
achieving their goals. Strategies help improve management systems. Moreover, if
multinational corporations do not have a strategic framework, and strategic paths and
build a strict operational management model, no matter where the work arises, it will
be solved without any plans. With previous planning, enterprises will lack the ability
to change and adapt to the context of the market, affecting the viability of the business
in the long term.
- Strategic management helps multinational corporations create competitive
advantages when entering markets in other countries. Strategic management
brings competitive advantage, which means that enterprises always have a
proactive awareness, adapt and have a strategy for market changes, especially
for investment in a country other.
- Make it easy for multinational corporations to achieve their goals: Planned
goals and clear implementation steps help organizations operate more
efficiently, leading to efficient and controllable growth.
- Bringing cohesion in the organization: To achieve the set goals requires
individuals in the organization to coordinate to complete the set work well. An
organization whose members share a common goal is easier to accomplish.
Especially with multinational corporations, where there are human resources
everywhere, and many different cultures, having a specific goal for everyone
to work towards is extremely important.
- Helping multinationals grow sustainably: Strategic management has been
shown to help organizations operate more efficiently, leading to efficient and
controllable growth.
- Bringing cohesion in the corporation: To achieve the goal requires individuals
in the organization to coordinate well to complete the tasks set out. An

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 organization whose members share a common goal is easier to achieve that
goal.
- Raising awareness of managers: Strategic management means looking at the
future of enterprises and corporations. If managers do this consistently, they
will become more aware of industry trends and challenges, especially when
scaling production to other countries. By practicing strategic planning and
thinking, they will be better prepared to face future challenges.
b. My opinion about this statement “Small-scale enterprises do not
need strategic management”.
In my opinion, both large and small businesses need strategic management. For
the following reasons:
Today, companies and businesses, especially small and medium-sized
businesses, are growing rapidly, often caught up in the vortex of daily arising jobs -
jobs related to production or purchasing. , looking for customers, selling,... Most of
these things are solved according to the requirements that arise, where they happen,
and are resolved there, but not properly planned and managed. systematically or
scientifically evaluate its effectiveness.
The implementation of the case took up all the time of the managers but was
still confused and always passive. Senior managers, especially executives, are often
led by business affairs to the point of losing their way. Like a person walking in the
forest, there is no clear direction, only seeing where there is a way to go, leading to
more and more loss. Strategic management helps organizations and businesses clearly
define their goals and directions, map out reasonable paths and allocate resources
optimally to ensure that they reach the intended goals in the trajectory. the time
allowed.
Organizational objectives are determined based on very careful and scientific
analysis of the market situation, customers, consumer trends, competitors, changes in
technology, regulatory environment, socio-economic situation, strengths, weaknesses,
opportunities, and challenges that may come from the outside,... Therefore, these will
be feasible but feasible goals and challenges, meeting the expectations of the
shareholders, managers, and employees. The goals of an organization or business are

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also derived from the mission, vision, ambition, and core values of the organization or
business. The combination of "what I want" and "what can be done" through scientific
analysis will help the organization not fall into unfounded illusions or conversely miss
development opportunities. growth requirements are too low in the first place
Decades ago, countries around the world quickly implemented policies and
laws to promote the development of small and medium enterprises. The United States
was one of the first countries to recognize the important role small businesses play in
achieving economic development goals and overcoming crises.
According to Professor Ha Ton Vinh, Chairman of the Board of Directors of
Stellar Management Education and Training Complex, US small businesses account
for 95% of the total number of businesses. Many business support measures of the US
government have come into practice, such as: expanding regulations to facilitate small
business entry into the market, reforming social security and tax policies, and credit
assistance. Direct application and credit guarantee, technology innovation support, etc.
To date, the small business sector has created half of the total non-farm product
for the US economy, creating jobs for 50% of Americans, and creating 60-80% of new
jobs every year. (outside the government). This group of businesses contributes 29%
of the total export value, accounting for 25% of the overall growth of the US
economy.
In the region, two countries with rapidly developing economies thanks to the focus on
investment and support for small and medium-sized enterprises are Korea and Japan.
Since the early 80s, Korea has implemented many preferential policies for small-scale
companies, the most important of which are 19 laws supporting small-scale
enterprises.
Accordingly, businesses are encouraged to renew their management and
operation structures, prioritize the development of manufacturing industries, receive
50% support for equipment costs, and reduce sales tax ...
In addition, the government enacted the Supporting Enterprise Promotion Law,
under which large industrial corporations and the government must purchase products
from smaller companies. Up to now, small and medium enterprises account for 99%
of all types of enterprises and create jobs for more than 87% of workers in Korea.

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 It can be seen that the development of small and medium enterprises plays a
very important role in the development of the country. Therefore, the fact that small
and medium enterprises have a development strategy, not only affects the existence
and development of enterprises but also affects the development of the whole country.

2.
a. Distinguish between low-cost strategy and product differentiation strategy
Low-cost strategy
The goal of a company pursuing a low-cost strategy is to create a competitive
advantage by creating products at a low cost.
Characteristic
- Focus on technology and management to reduce costs
- Do not focus on product differentiation
- Do not pioneer in the field of research, launch new features or new products.
- The customer group that the company serves is usually the "average customer"
group.
Advantage
- Competitiveness
- Strong ability to negotiate with suppliers
- Compete well with substitute products
- Create barriers to market entry
Risk:
- Technology to achieve low-cost, expensive, and risky
- Easily imitated
- May not pay attention to the tastes and needs of customers

Product differentiation strategy

The goal of companies pursuing a product differentiation strategy is to gain
competitive advantage through creating products that are considered unique, unique to
customers, satisfying customer needs that competitors cannot
Characteristic

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 - Allows the company to set a high price
- Focus on differentiation
- Divide the market into different segments
- The cost issue is not important
Advantage
- Loyalty to the customer's brand
- The ability to negotiate with suppliers is strong
- The ability to negotiate with customers is strong
- Create barriers to market entry
- Compete well with substitute products
Risk
- The ability to maintain the distinctiveness and uniqueness of the product
- Ability to imitate competitors
- Easily lose brand loyalty
- Unique compared to the customer's wishes
b. Two examples of low-cost strategy and product differentiation strategy
Walmart's Low-Cost Strategy
Conventional pricing strategies are only applicable in two cases:
- Your product is a popular commodity, the market is saturated, and can only be
identified by price
- Large companies use this strategy to destroy smaller and weaker competitors

Walmart is known as the leading low-cost retail chain in the world, and is one
of the most successful private companies in the United States, leading in low-cost
strategy, even becoming the standard for retail stores. some retail industry
What is the core of Walmart's success:
Walmart focuses on three key activities: Procurement, distribution, and cost
control. With the following strengths:
- An innovative repository system
One of the biggest initiatives Walmart has taken is to build a flexible local
warehouse system. Most Walmart stores are less than 6 hours by road from their

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warehouses. Walmart has overcome the contrast between the limited number of
warehouses and the distance to the retail stores, in other words, even though the
warehouse is small, it can still effectively support most of the stores. , significantly cut
costs and benefit directly from it.
- A strong consolidation of low daily prices.
This is a very effective strategy for Walmart. Walmart's image in the eyes of
consumers is as a supplier of low-cost products. With the criteria of low prices and
promotions every day, Walmart has significantly cut down the advertising costs of
their discounted products. They don't have to come up with discount marketing
campaigns every weekend or holiday. All consumers know they drop prices every
day.
- The store design is based on learning from consumers.
Walmart establishes customer relationships based on self-service and
automation in parallel with the combination of necessary products close together.
Walmart categorizes customers into three main groups: low-income people who like
luxury brands, wealthy shoppers who like cheap prices, and people who like cheap
prices but can't buy much.
Based on the tastes of consumers, Walmart has built its chain of stores with
criteria such as wide aisles, clean and tidy displays, systematic, and associated with
the image of the shop with a smiling, welcoming face. It can be said that the service,
the delicate balance needed by Walmart has convinced consumers that they buy low
prices in a store that is not cheap.
- Build and effectively use the direct sales system.
Walmart soon knew how to apply information technology in business, they
often communicate with customers through low-cost means of communication,
especially making full use of the Internet.
An efficient warehouse system not only benefits retail stores but also serves
very effectively for home delivery services.
- Use sizing to negotiate the best price on branded items.
It builds close relationships with suppliers, sees them as part of the value chain,
and takes advantage of large purchases, large sizes, and geographical diversity by

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directly negotiating with manufacturers. especially for famous brands to get the lowest
price.

Apple's product differentiation strategy.

- Differences in corporate strategy
Deviating from the corporate strategy Apple creates a mutually complementary
closed business environment. Unlike other companies that focus solely on software
(Microsoft), hardware (HP, Dell, Sony), or services (Google, Amazon), Apple is a
company that provides it all: hardware, software, and entertainment services on their
own devices, and sales services.
- The model is easy to fail
First, in business administration terms, Apple's model is failure-prone. Few
companies are at the same time dealing in so many areas as Apple: both hardware
(iBook laptops and iMac desktops); hardware operating system (Mac OS, iOS);
software running on that operating system (iTunes, iMovie, Safari); both manufacture
consumer electronics that connect the aforementioned pieces (iPod, iPhone, iPad,
iTV) and a form of e-commerce service that sells content 19 to the device (music and
movie stores). iTunes Music Store). Business administration experience suggests that
a firm should only focus on its core competencies and do it well. But Apple reverses
the theory, wants to monopolize, and does not want anyone else to exploit and trade
its products. Yet Apple today is doing well, the stock price skyrocketed (up from
$9.53, in June 2003 to Apple stock reaching a record high of $682.98 per share (on
September 14, 2012). ), bringing the market capitalization of this company to a
valuation of $624 billion, surpassing Microsoft's peak of $620.58 billion), not making
enough sales and not spending money on advertising because of thousands of related
articles. unpaid promotion of new or upcoming Apple products.
- What makes the difference and attracts users so much?
The combination of hardware and software: If Dell, HP, Sony, ... specializes in
hardware production and Microsoft has almost read the right to provide Windows
operating system and office software, this is almost a model. ideal business model.
But that's not the case. Because the software manufacturer cannot understand and

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exploit the full use of the hardware, making the hardware does not promote its full
use. And users do not feel the strength of the hardware, so this is a weakness that
Apple has captured and successfully implemented in its model. Apple has created the
hardware and exploited it to its fullest 100%, helping users to feel the difference.
Products for consumers: It can be seen that Apple is making products for consumers,
not forcing consumers to learn how to use its products. With other music devices,
users have to learn to use some features with hard-to-remember keys. The iPod had
only a simple control wheel like a computer mouse. It can be seen that Apple's design
philosophy is not only the beauty of the product but also the simplicity of presentation
to the consumer. To do that, Apple engineers have to struggle day and night with
many ideas, solving all the difficulties inside the machine or the software; on the
outside, they have to put themselves in the shoes of a user who doesn't know much
about machines.
All the products they create must be practical, and easy to understand and
learn. As technology becomes more complex and users want more features, the task is
to keep things simple even though this is difficult. And Apple can create tools to
empower users and attract newcomers, which means a whole host of issues are related
to ease of use. But even so, Apple is the only company I've found that values ease of
use more than the product itself. Apple makes this important goal to create anything
for the market. Keep things simple: the real reason Apple is successful is that Apple
has only one product. The trick is to reduce the decision-making process for customers
by making things simple. When we step into the stores of companies like Sony, HTC,
Nokia, and Samsung... we will see at least 10 different phone models. This makes it
difficult for the sales team to understand and explain to consumers the full range of
functions and differences of each product, and customers have too many options. But
Apple only has an iPhone, and anyone who walks into an Apple store knows that
every employee here knows about each of the four main products introduced there.
Apple doesn't have 5 phone models to choose from, Apple has only 1. While this
seems to limit the number of smartphones for users, it is the opposite (5 million
iPhones 5 went on sale only 21 weeks after its launch, and last year, after the first
three days of sales, the iPhone 4S sold 4 million units).

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 3.
a. Impact of covid 19 pandemic on Vietnam tourism
Period before the covid 19 pandemic from 2015-2019
From 2015 to 2018, international tourists to Vietnam increased nearly 2 times,
from 8 million to 15.5 million, achieving a growth rate of 25% per year. Vietnam is
one of the 10 countries with the highest tourism growth rate in the world.
During this period, the number of international arrivals increased 2.3 times from 7.9
million arrivals (in 2015) to 18 million arrivals (in 2019), achieving an average growth
of 22.7% per year. This is the highest level in the world according to the annual
reports of the World Tourism Organization.
In 2015, the total revenue from tourists reached 355 trillion VND, by 2019, that
figure will be 755,000 billion VND. Which, the local export value of tourism (total
revenue from international tourists) increased 2.1 times from 197 trillion VND
(approximately 9 billion USD) to 421 trillion VND (approximately 18 billion USD) .3
billion USD), an average increase of 20.9%/year.
In 2019, the growth rate of international visitors to Vietnam was 16.2%, much
higher than the global average (3.8%) and the Asia and Pacific region (4.6%).
Domestic tourists increased 1.4 times, from 57 million to 80 million; Tourism
contributes 8.4% of GDP. In the first 10 months of 2019, Vietnam welcomed 14.5
million international tourist arrivals, up 13%, compared with a 4% growth in global
tourism and a 5% growth in Southeast Asia.
Tourism's direct contribution to GDP is also increasing. 2015 reached 6.3%; in
2016: 6.9%; in 2017: 7.9%; in 2018: 8.3% and in 2019: 9.2%. Tourism is gradually
becoming a spearhead economic sector according to the target of Resolution
08-NQ/TW dated January 16, 2017, of the Politburo.
Along with the increase in the number of visitors, the system of travel
businesses and tourist accommodation establishments is also growing stronger. By the
end of 2019, the total number of international travel businesses was 2,667, an increase
of 1,103 enterprises compared to the end of 2015. The number of tourist
accommodation establishments increased by 1.58 times from 19,000 to 30,000

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establishments (increased). average 12.0%/year); the number of rooms increased 1.76
times from 370,000 rooms to 650,000 rooms (an average increase of 15.1%/year).
The impressive development also reflects the growing position of Vietnam's
tourism. Vietnam has become an attractive destination in the eyes of the international
community, honored by prestigious international organizations and the press with
prestigious regional and world awards.

The most significant of which is the World Travel Awards, which is likened to the
Oscars of the global travel industry. Vietnam was honored as the World's Leading
Heritage Destination (2019); World's Best Golf Destination (2019); Asia's top
destination (2018, 2019); Asia's Leading Cultural Destination (2019); Asia's Leading
Culinary Destination (2019).
Along with that, there are many prestigious regional and world awards for
hotels, resorts, tourist attractions, restaurants, travel companies, and airlines...
In particular, the InterContinental Danang Sun Peninsula Resort is honored by
the World Travel Awards as the leading luxury resort in the world (4 consecutive
years) and Asia (6 consecutive years); The world's leading green resort in 2018; The
world's leading design resort in 2018, 2019.
Vinpearl Resort & Spa Phu Quoc is Asia's leading family-friendly beach resort
in 2019. JW Marriott Phu Quoc Emerald Bay is the world's leading resort in 2019.
The Golden Bridge in Ba Na Hills, Da Nang was voted by Time magazine as
one of the 100 best places in the world in 2018.
According to the Global Tourism Competitiveness Report of the World
Economic Forum (WEF), from 2015-2019, the competitiveness of Vietnam's tourism
has continuously improved and increased by 12 places on the rankings. , currently
ranked 63/140 economies.

The period during the covid 19 pandemic from 2019-2021

The Covid-19 epidemic that took place in 2020 has had a strong impact on the
Vietnamese economy, which, the tourism industry has been severely affected. The
flight bans, travel restrictions, and the fear of tourists due to fear of the impact of the

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Covid-19 epidemic have caused many hotels, restaurants, and retail chains in tourist
destinations to become empty, with no revenue. The tourism industry declined
sharply. According to experts, in 2020, Vietnam's tourism will not meet the target of
welcoming 20.5 million international visitors. The recovery of Vietnam's tourism will
depend on when the Covid-19 epidemic is brought under control in the world.
Activities in the hotel, motel, restaurant, and transportation sectors have mostly
been postponed due to the nationwide shutdown order. In addition, the aviation
industry was also severely affected when a series of domestic and international flights
to and from Vietnam were canceled. The number of international visitors is only
available in January and February, and from March there are almost no visitors.
Domestic tourists also dropped sharply due to the complicated development of the
epidemic and Vietnam implemented social distancing. According to the General
Statistics Office, international visitors to Vietnam in March 2020 dropped sharply to
nearly 450,000. visitors, down 68.1% over the same period in 2019 and down 63.8%
compared to February. The total number of visitors in the first quarter of 2020 reached
3.7 million visitors, down more than 18% over the same period; Revenue from
accommodation and food services in the period was estimated at 126,200 billion
VND, equivalent to 10% of the total revenue of trade and service activities of the
whole country, down 9.6% compared to the first quarter of 2019; Tourism revenue in
the first quarter of 2020 is estimated at 7,800 billion VND, accounting for 0.6% of the
total and down 27.8%.
The pandemic has just been controlled, and the tourism industry has just shown
signs of recovery, but in July 2020, Vietnam's tourism industry continued to face
difficulties when the Covid-19 epidemic broke out again in the community in some
locations. across the country. Tourism businesses that have not yet recovered from the
first outbreak have suffered a second wave of the Covid-19 epidemic, making already
difficult businesses even more difficult. The tourism stimulus packages were almost
frozen due to the sudden increase in the number of tourists canceling tours, while the
tourism industry is in the context of having passed the peak domestic tourist season.
In 2020, businesses in the tourism industry will have to cut staff by 70-80%,
respectively. In 2021, the number of employees still working full-time will account for

13
only 25% of that in 2020, employees who quit their jobs or terminate their labor
contracts account for about 30%, temporary workers about 35%, and temporary
workers. accounted for 10%.
In 2020, the number of international visitors reached only 3.7 million arrivals,
down 80% compared to 2019; domestic tourists reached 56 million arrivals, down
34% over the same period in 2019; total revenue from tourism reached VND 312,200
billion, down 59% compared to 2019. In 2021, with the 4th outbreak of the epidemic
in the whole country, the economic and social activities of most provinces and cities
in the whole country will be affected. The country has stagnated for many months,
international tourists have not been welcomed, and domestic tourists continue to
decrease by nearly 30% over the same period in 2020. To date, about 95% of
international travel businesses have stopped operating.
Due to complicated developments, the impact of the Covid-19 epidemic has
had a great impact on accommodation establishments in Vietnam, so the operating
capacity of accommodation establishments in 2021 will only reach 20-30%. The
number of guests canceling rooms at accommodation establishments in Hanoi is more
than 80,613 times, and the number of days being canceled is about 57,652 days. This
situation has led to the loss of jobs in the tourism industry, and companies, hotels, and
restaurants in turn have to cut their payroll by 60%. Multinational companies reduce
the number of employees by 4/5.
The labor shortage in the tourism industry is very worrisome when up to 70-
80% of the workforce has lost their jobs or changed jobs due to the impact of the
Covid-19 epidemic. There will be a lot of training costs for the new workforce, and it
will be difficult to meet the short-term costs if tourism resumes. Along with that, the
trend of innovation in tourism products and services to ensure the safety of tourists in
the new normal context is also one of the challenges and costs incurred for tourism
businesses. facing many difficulties today.

b. The main strategies applied by Vietnam's tourism industry

Since the Covid-19 epidemic began to appear in Vietnam, the Government has
urgently established a National Steering Committee for disease prevention and

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control. Members of the Steering Committee include the Deputy Prime Minister and
Ministers, Deputy Ministers of many ministries such as the Ministry of Health, the
Ministry of Information and Communications, the Ministry of Foreign Affairs, the
Ministry of National Defense, the Ministry of Public Security, the Ministry of Culture,
and the Ministry of Public Security. Sports and Tourism, Ministry of Transport,
Ministry of Labor - Invalids and Social Affairs, Ministry of Agriculture and Rural
Development, Ministry of Education and Training, Ministry of Science - Technology,
Ministry of Finance, ... That said, the Government has determined that to solve the
problem caused by the Covid-19 epidemic, it is necessary to have participation and
coordination among many ministries and sectors and to come up with comprehensive,
systematic policies. Initial results have yielded good results. (Decision 170/QD-TTg)
To minimize the negative impact caused by the epidemic, Vietnam focuses on
tax policies, monetary policies, and social security policies. Regarding tax policy,
Vietnam has introduced policies of tax exemption, reduction, and deferral to provide
appropriate credit for businesses affected by the epidemic. Regarding monetary
policy, the Government has directly directed credit institutions to balance, fully and
promptly meet the loan demand, shorten the time to consider loan documents, and
help businesses easily better access capital; At the same time, credit institutions also
applied other support measures such as debt rescheduling, interest rate exemption, and
reduction, maintaining the same debt group, and reducing fees for customers in
difficulty. Regarding social security policy, right from the first outbreak of the
epidemic, the Government issued Resolution 42/NQ-CP dated April 9, 2020, on
measures to support people facing difficulties due to the Covid-19 pandemic. Most
recently, the Government issued Resolution 68 on July 1, 2021, on several policies to
support employees and employers facing difficulties due to the Covid-19 pandemic.
These policies focus on such contents as suspending contributions to the retirement
and survivorship fund; supporting training and job maintenance for employees;
supporting employees suspending labor contracts or taking unpaid leave; policies to
support employees stopping working; policies to support employees terminating labor
contracts. These policies have great significance for the tourism and aviation industry
when most tourism businesses have to temporarily suspend operations, and aviation

15
activities are also at a very limited level. With this policy, domestic and international
tour guides at travel agencies and tourist attractions will be considered for support.
The epidemic appeared at the beginning of 2020 and it is not possible to predict
when it will end. Therefore, Vietnam soon identified and realized the dual goal of
preventing and combating the Covid-19 pandemic, recovering and developing socio-
economic in the new normal state through solutions such as strengthening leading,
directing, and propagating to raise awareness of epidemic prevention and control,
absolutely not being subjective before the epidemic to consolidate the new normal;
appropriately control people on entry, effectively prevent disease sources from
entering from the outside; accelerate research and international cooperation in vaccine
development and have solutions for people to access vaccines against Covid-19 as
soon as possible. In addition to the general solutions, the tourism industry has come up
with specific solutions for the operation of the industry. The General Department of
Tourism has issued Decision No. 473/QD-TCDL dated April 29, 2020, on issuing
instructions on measures to prevent and control the Covid-19 epidemic, ensuring
safety at travel businesses, resorts, destinations, tourist accommodation
establishments, and tourism service businesses. This decision requires officials,
guides, employees of travel businesses, resorts, destinations, tourist accommodation
establishments, and tourism business services to be guided and disseminated
regulations on how to prevent, the Covid-19 epidemic. Posting information boards on
Covid-19 safety instructions at the reception, public areas, service areas, and in guest
bedrooms for tourist accommodation services.
With solutions to strengthen the new normal, Politburo advocates for piloting
the use of Vaccine Passports with international visitors to several tourist centers that
can control the epidemic. Based on the vaccine coverage rate reaching nearly 100% in
many localities, the Ministry of Culture, Sports, and Tourism has proposed to restore
tourism activities in three phases. Phase one (from November 2021), piloting
international arrivals under a package program through charter flights and commercial
flights in Phu Quoc city (Kien Giang), Cam Ranh (Khanh Hoa), Quang Nam, and Da
Nang. Phase two (from January 2022), will expand the scope to welcome international
tourists, connecting destinations through regular charter and international flights. The

16
third phase (from the second quarter of 2022) completely reopens the international
tourist market. The plan also proposes to select an international tourist market with
high safety in terms of disease prevention and control and select some large-scale
tourist areas, attractions, and resorts, capable of dividing resorts. isolated, safe, and
exclusively serving international tourists for pilot implementation before considering
expanding the scope according to the roadmap.

Although tourist arrivals have been halted, the tourism industry is still actively
implementing long-term policies and strategies with the view of sustainable and
inclusive tourism development, based on green growth. , maximize tourism's
contribution to sustainable development goals; promote the application of the 4.0
revolution, and focus on high-quality human resources. With this view, the Vietnam
National Administration of Tourism has deployed strong communication on the
website system and social networks, strengthened cooperation with businesses and
localities in digital transformation and building a smart tourism ecosystem. ; develop a
safe Vietnam application, a Covid-19 safety declaration system integrated into the
national epidemic prevention and control system, build a safe tourism digital map, a
vaccine number certification system to support assist international tourists.

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