Learning and Teaching Investment Fund final report Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors Dr. Ahmad Abareshi Assoc. Prof. Mathews Nkhoma School of Business IT and Logistics 12 February 2015 Strategic objectives addressed: This project will contribute to Goal 1 (Priority 1) of RMIT Strategic Academic Plan 2011–2015 and Priority 2 of RMIT Internationalisation Plan 2011–2015. Efficient logistics systems are the basis for trade in any economy. While Supply Chain and Logistics systems contribute heavily to the improvement of a firm’s performance, lecturers require contextualized cases from companies in industry to more effectively transfer knowledge to students on logistics and supply chain management concepts. Additionally, case studies, as part of case-based teaching and learning, give business graduates the opportunity to learn analytic and quantitative type of skills, both key in the operations of a business, and specifically in the discipline of Supply Chain Management where these are essential to plan, analyze, and optimize business operations across firms. When all is said and done, developing analytic skills is one of the key challenges in teaching logistics courses. With its popularity as a profession for new graduates worldwide and with high emphasis at RMIT University Melbourne towards the development of the program at all campuses in the globe, the deployment of any new teaching practice designed in-mind for developing students’ analytic skills in logistics is imperative. Just recently at Vietnam campus, a Supply Chain and Logistics Management minor was introduced in 2014 and the Bachelor of Business in Logistics and Supply Chain Management will be launched in 2015. This project will enhance the analytic skills of logistics and supply chain management students at all campuses through the development of contextualised case studies and enhanced learning materials for logistics minors and courses in the program. Much more than that, the case studies produced for this project will be contextualized to the business environment in Vietnam, a window to logistics students everywhere who may like the challenge of analysing and applying logistics management practices in the context of an emerging market.
Transcript
Learning and Teaching Investment Fund final report
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors Dr. Ahmad Abareshi Assoc. Prof. Mathews Nkhoma School of Business IT and Logistics
12 February 2015
Strategic objectives addressed:
This project will contribute to Goal 1 (Priority 1) of RMIT Strategic Academic Plan 2011–2015 and Priority 2 of RMIT Internationalisation Plan 2011–2015.
Efficient logistics systems are the basis for trade in any economy. While Supply Chain and Logistics systems contribute heavily to the improvement of a firm’s performance, lecturers require contextualized cases from companies in industry to more effectively transfer knowledge to students on logistics and supply chain management concepts.
Additionally, case studies, as part of case-based teaching and learning, give business graduates the opportunity to learn analytic and quantitative type of skills, both key in the operations of a business, and specifically in the discipline of Supply Chain Management where these are essential to plan, analyze, and optimize business operations across firms. When all is said and done, developing analytic skills is one of the key challenges in teaching logistics courses. With its popularity as a profession for new graduates worldwide and with high emphasis at RMIT University Melbourne towards the development of the program at all campuses in the globe, the deployment of any new teaching practice designed in-mind for developing students’ analytic skills in logistics is imperative.
Just recently at Vietnam campus, a Supply Chain and Logistics Management minor was introduced in 2014 and the Bachelor of Business in Logistics and Supply Chain Management will be launched in 2015. This project will enhance the analytic skills of logistics and supply chain management students at all campuses through the development of contextualised case studies and enhanced learning materials for logistics minors and courses in the program. Much more than that, the case studies produced for this project will be contextualized to the business environment in Vietnam, a window to logistics students everywhere who may like the challenge of analysing and applying logistics management practices in the context of an emerging market.
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 3 of 3
1 Executive summary To enhance the internationalisation of logistics courses, School od Business IT and Logistics (Melbourne and Vietnam) was actively involved in this project to develop contextualised logistics case studies in an attempt to provide solutions to the challenges faced by industrial partners in Vietnam and/or South East (SE) Asia. The development of case studies help students better understand and prepare for the needs of industry and assist them in creating strong relationships with industry. These continual linkages improve the quality of program delivery and provide a unique opportunity for students to deal with complex situations in industry. The project developed five case studies within manufacturing and service sectors in Vietnam and SE Asia. So far the following courses have already used these case studies:
a) ISYS2424 Information Systems Strategy and Governance
b) ISYS2110 Internet for Business
c) INTE2431 Business Information Technology
d) ISYS2426 Introduction to Enterprise Systems
There is an ongoing discussion with the Accounting, Management, and upcoming Logistics majors as well as the MBA program to use some of our case studies. These case studies will be submitted to a peer reviewed journal.
According to the School Program Advisory Committee, analytical skills are vital for Logistics and Supply Chain Management (SCM) graduates. Therefore, the second objective of this project is to develop enhanced learning materials incorporating a form of interactive graphs, online tools and animations to help students in their learning process. Using these materials students can experiment different scenarios in simulated situations with various changing parameters and understand how complex theories work.
An online application has been developed and can be accessed through http://rmit.bismartedge.biz. The online application provides nine modules which cover such topics as Forecasting, Inventory Management, Quality Management, Break-Even Analysis, Linear Programming, Sensitivity Analysis, Centre of Gravity Method, Sequencing Jobs, and Network Model. The application will be able to accommodate a minimum of 200 concurrent users (Appendix D).
2 Outcomes Changes to resources, assessment tools and student support improved the Course Experience Survey in the GTS and OSI as listed below (see Table 1).
ISYS2110 Internet for Business Semester 3 - 2014 Number of respondents 153 Good Teaching Scale (GTS) 80.8% Overall Satisfaction Indicator (OSI) 78.6%
ISYS2110 Internet for Business
- Course Leader: Narumon Sriratanaviriyakul
Semester 3-2014
Number of respondents N/A Good Teaching Scale (GTS) 96.8% Overall Satisfaction Indicator (OSI) 78.6%
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 4 of 4
ISYS2426 Intro. To Enterprise Systems - Course Leader: Irfan Ulhaq
Semester 3 -2014
Number of respondents 19 Good Teaching Scale (GTS) 92.9% Overall Satisfaction Indicator (OSI) 100.0%
Table 1-GTS and OSI
To improve not only the development of analytic skills but also the delivery of relevant and solution-based education for RMIT University business graduates, while at the same time developing deep relationships with industry, this project provides a wealth of information along with industry connections to continually improve content delivery and student outcomes into the future.
The five case studies written are all open, authentic, and centred on discussion, making these effective towards helping students develop their skills in analysis. What makes them open is the fact that not a single case has one “right” solution. Instead, there are many combinations of decisions that would make sense given the facts. And many more that would not make sense. It is only through careful analysis that good decisions can be distinguished from bad ones.
By characterising a case as “authentic”, we mean that it has been prepared based upon careful research and that it attempts to portray situations described as accurately as possible taking into account ‘real world’ factors in the industry and the local business environment.
In terms of objectives of the cases, it indicates that the cases, each focusing on a relevant theme in logistics and supply chain management, have been developed for the express purpose of stimulating a discussion among a diverse group of participants. Such a discussion may take place in a face-to-face environment or online, or in some combination of the two. To serve as a vehicle for discussion, nearly all cases share a common feature. Rather than telling a complete story, they present a context where decisions need to be made. As such, they are not intended to be read like a novel but but rather an unmade decision that makes for an interesting, focused conversation in a classroom. And, we are delighted to report, that each of the cases offers just such an opportunity to ask the questions: What would I do? and why?
The following courses are already using the case studies:
a) ISYS2424 Information Systems Strategy and Governance
b) ISYS2110 Internet for Business
c) INTE2431 Business Information Technology
d) ISYS2426 Introduction to Enterprise Systems
There is an ongoing discussion with the Accounting, Management, and upcoming Logistics majors as well as the MBA program to use some of our case studies. These case studies will be submitted to a peer reviewed journal.
Plans are in place to use the full version of the online application in 2015 both in Vietnam and Melbourne campuses. The courses of OMGT2146 Supply Chain Analysis and Design and OMGT1039 Operations Management will be the first to use the application. The application will be used in the course Introduction to Logistics and Supply Chain Management in 2015 in Vietnam.
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 5 of 5
3 Project outcomes and impacts
3.1 Case studies developed for BBus (BIS) and BBus (L&SCM) courses
3.1.1 An Binh paper: Erp – A solution for management issues An Binh Paper is in the process of choosing an appropriate ERP provider from a range of both domestic and international companies. However, before any actual implementation project gets launched, the Board of Directors must make a decision about the following problems:
a) Which ERP solution provider should the company choose taking into account the benefits a new ERP system could bring to the organisation and the costs of implementing it?
b) What were the steps An Binh Paper had to take in order to be best prepared for the new ERP system?
c) How should the company implement the ERP solution? Should they implement a partial ERP or a full package? If the full package ERP is suitable, what then is the appropriate process to undertake?
d) How should the ERP system be customised to best fit with An Binh Paper’s needs and requirements?
e) You have received a specific request from the logistics and supply chain director of An Binh Paper. She would like to learn the various ways the new ERP system will support the logistics of the Vietnam paper company.
3.1.2 Ninh Van Bay Holiday Club: A timeshare business in Vietnam In order to expand its business and develop this sustainably into the future, Ninh Van Bay Holiday Club had to come up with solutions for various internal and external prevailing problems. Establishing a portal seemed to be a potential idea from the management team; however, they were still deciding between developing a portal where Ninh Van Bay would do all activities from building up to maintaining the website or outsourcing an external provider for a full package service. For this case, students had to make decisions to the following questions:
a) Which value-added services can Ninh Van Bay Holiday Club offer to its existing and potential customers to increase the attractiveness of its products?
b) How can they better control and manage the revenue stream, especially in low demand season?
c) Are there any technologies that help Ninh Van Bay to react quickly to urgent customers’ bookings and control the level of service it promised to members?
3.1.3 Mox deals Vietnam: The fight of daily deal sites In order to meet the requirements of e-retail, traditional logistics had changed structurally from what used to be considered efficient when moving large amount of units through containers and pallets to selected consumers in multiple geographic areas, to delivering products in small sizes directly to unknown individual buyers from anywhere in the world. E-retailers had to be able to monitor the product delivery in the supply chain, quickly response to customer inquiries and control the product returns from customers (reverse logistics) in an environment where expectations of customers for delivery speed and reliability was much greater compared to the traditional buying method.
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 6 of 6
3.1.4 Vuong Thinh Wt Co - Managing growth through strategic warehouse locations and online retails As a small, owned Vietnamese brand of leather products, how to expand the business and make its operations more sustainable – what are the challenges ahead in logistics as well as the structural management issues?
3.1.5 Lazada Vietnam - swimming in unknown waters In terms of keeping their prices below or on par with the market rates, Lazada Vietnam needed to think carefully about where and how to procure their products, whether it was best to buy them up front to achieve a better bargain, or instead use on a regular basis deals and promotions to help liquidate existing products to prevent slow-selling stock. The Vietnamese were price-sensitive and promotion-driven, and while these schemes could certainly attract consumers to the site, Lazada needed to heed the short-term value of promotions and would need to come up with long-term customer retention and procurement strategies.
3.2 Online application Through the online application students are able to comprehend complex analytic techniques. Designed as an interactivite tools, the application provides step by step learning activities with the aim to simplifiy each analytic technique.
The coverage of the topics in this application would enhance the suitability for a wide range of logistics and supply chain courses.
4 Dissemination strategies and outputs The project team has and will continue to disseminate the findings of the ‘Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors’ via the following means:
• Through presentation at scheduled University Professional Development workshops within the Business College and Centre of Commerce and Management (Appendix A and B) and more widely across RMIT University (e,g. Presentation at College of Business (RMIT Melbourne and RMIT Vietnam.), coordinated by Learning and Teaching Unit. The research team has already presented the outcomes of the project in the School of BIT&L retreat in December 2014
• Through the establishment of a publicly accessible Wiki, tracing research progress and reporting project outcomes (Google Docs – to be made available as requested)
• Through presentations and publications at appropriate national and international conferences
• Through publication in peer-reviewed academic journals; such as Ivey Publishing
• A teaching with case study workshop was facilitated early in the project in Saigon South Campus and Hanoi campus to ensure that all case facilitators implemented the case study discussions in the same framework and direction
• Case study writing and teaching resources implemented will be published in an accessible file format on the University’s intranet so other lecturers from any discipline can adapt them as required
• Industry partners who had shared their stories in the case studies were invited to join the discussions with students and interact with them. Results from the case studies discussions were distributed to the case protagonists so they could use the academic point of view for future consideration in the industries. (Appendix C)
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 7 of 7
• The project team will collaborate with the Learning Skill Unit (LSU) to further develop and apply different strategies in using developed case studies to promote students’ learning engagement and learning outcomes
• The link to the online application will be available through University’s intranet. The topics covered in the application are widely used in other business courses meaning other academics can use the application in their courses as well
• Online training (video conferencing) will be provided for those who are interested in using the application in class environment
• The application documentation will be available to the academic upon request.
5 Evaluation of project outcomes Ongoing evaluation within the project team occurred through fortnightly progress review meetings between the project leaders (Abareshi and Nkhoma), and regular team meetings. in addition, the regular meetings have been held with the application developer every fortnight.
Also, a presentation was made to staff members of the School of Business IT and Logistics in December 2014 seeking feedback and advice on the project direction.
There are, however, some benefits--mainly intangible--that often seem to accompany the case writing process. Among these:
• By allowing a case to be written about their company, they become an active participant in the educational process. While most executives complain that business schools are too divorced from the real world, those who participate in a case study can take pride in the fact that they are doing something about the problem
• Case studies established or reinforced relationships with the case writer and RMIT Vietnam. By the time a case was completed, we developed strong, and often enduring, relationships with the individuals who wrote the case.
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 8 of 8
Appendix A: New Article RMIT weekly online publication:
Strengthening relationships by sharing Learning and knowledge with Industry partners
As part of industry collaboration RMIT started the initiative of Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors Case Study development under the RVPDF2014 project. Several SMEs are working hand in hand with RMIT in the case study development process. Last semester one of the case studies was completed in collaboration with An-Binh Paper manufacturer and was used within the Enterprise System (ISYS2426) class as one of the assessment tasks. After careful review of the reports, the outcomes of the assessment reports were shared with the organization’s Board of directors. A Team of students with the best report presented their solution regarding business transformation through technology adoption approach to the management. The management was provided with an enterprise readiness report covering the problem analysis, solution designing and methods of implementation with key guidelines for ERP implementation. The management team of An Binh Company appreciated the students’ work and agreed to collaborate for further research opportunities to strengthen the relationship with RMIT Vietnam. Knowledge sharing activities not only build trust with industry partners but also make our graduates confident about their work and skills sets they have acquired. This also creates an opportunity for our graduates to network with industry partners.
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 9 of 9
Appendix B: MIT Teaching and Learning Week presentation:
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 10 of 10
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 11 of 11
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 12 of 12
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 13 of 13
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 14 of 14
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 15 of 15
Appendix C: Sample Case
[DRAFT:] 01/09/2014
NINH VAN BAY HOLIDAY CLUB: A TIMESHARE BUSINESS IN VIETNAM1
As an initiator to a totally new venture, Ninh Van Bay Holiday Club was opened to potential advantages to exploit the market. However, success did not come without any obstacles.
Being an initiator in timeshare business in Vietnam, Ninh Van Bay Holiday Club was established in 2010 by Ninh Van Bay Travel Real Estate Joint Stock Company as its subsidiary with the core business of managing its four luxury resorts in Vietnam and selling vacation ownership packages to customers who wanted to experience first-class vacation services. In order to start successfully a totally new business venture in Vietnamese market, Ninh Van Bay collaborated with many professional tourism services providers such as Six Senses and took advantage of their experiences and reputations to attract new customers and increase the awareness about Ninh Van Bay brand. Therefore, despite unfavorable economic conditions in recent years, Ninh Van Bay Holiday Club grew impressively with considerable increase in its customer base. The goal of the company was to develop a chain of luxury resorts and become the leading company in the high-end tourism segment. In the near future, Ninh Van Bay was going to introduce more resorts in tourist attractive destinations in Vietnam such as Nha Trang, Hoi An, Ho Chi Minh City and Phu Quoc.
In spite of its significant growth, current customer base of around 2,000 members was still far from the expectation of the management team and they sought for more serious growth in the sales of membership packages so that adequate funds could be raised for the development of new projects. However, according to Hoang Le Viet – General Director of Ninh Van Bay Holiday Club, the company was facing many problems regarding creating the demand for their products, low rate of occupancy and ineffective management of customer behaviors. Recently, Hoang and the company’s Sales Manager – Hang Minh Tan, came up with the idea to establish a portal for their company so that members’ information and bookings could be conducted and managed online. This portal was expected to improve the management effectiveness, provide members some degrees of control over their booking activities and increase the interaction between them and the company. However, they were still at the process of choosing an appropriate method of implementing the portal.
Tourism Industry Soaring to become one of the fastest growing economic sectors globally in recent decades, tourism has developed and diversified continually with the emergence of number of new destinations. The contribution of tourism industry to the world economy had been so essential that 1
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 16 of 16
it became a key driver for socio-economic progress and surpassed many major industries such as oil exports, food products and automobiles in term of business volume (see Exhibit 1). Moreover, according to Blanke, Chiesa and Crotti (2013), Travel and Tourism not only took a significant share of world employment, which was greater than the combination of the shares of both automotive manufacturing and chemicals manufacturing industries, but was also estimated to have more positive prospect in job growth than the forecast for total global jobs. On the national scale, tourism industry represented one of the main income sources for many developing countries and therefore, drew intensive attention from policymakers.
In recent years, despite of the gloomy global economic conditions, Travel and Tourism industry in overall was not so affected with the growth of international tourist arrivals of 4 percent for the period from January to August 2012 (World Tourism Organization - UNWTO). Total expenditure on tourism also increased with major contributions from not only travelers from developing countries such as Brazil, China and Indonesia but those from advanced economies whose economic prospects in recent years were unfavorable. However, there is a change in the structure of travelling where international trips, which kept increasing in term of amount, turned out to be shorter in frequency, distance and length.
In its development course, tourism industry was affected by many factors and in recent years, the competition between countries for international visitors became more rigorous. Many countries with developed tourism industries suffered from economic shocks, political instability and natural disasters; which inversely impacted their tourism industries. In addition, global tourism landscape also faced long-term change factors in tourism demand, travel distribution and demographic drifts. In order to evaluate the competitiveness of the tourism industry of each country, the Travel & Tourism Competitiveness Index (TTCI) was introduced under the context of the World Economic Forum’s Industry Partnership Programme for the Aviation, Travel & Tourism sector (see Exhibit 2). The derivation of the TTCI took into account three sub-indexes: the Travel & Tourism regulatory framework; the Travel & Tourism business environment and infrastructure; and the Travel & Tourism human, cultural and natural resources. Each of these sub-indexes was in turn calculated based on many factors, which include (Blanke, Chiesa, & Crotti, 2013):
● Policy rules and regulations ● Environmental sustainability ● Safety and security ● Health and hygiene ● Prioritization of Travel & Tourism ● Air transport infrastructure ● Ground transport infrastructure ● Tourism infrastructure ● ICT infrastructure ● Price competitiveness in the Travel & Tourism industry ● Human Resources ● Affinity for Travel & Tourism ● Natural resources ● Cultural resources
Global Tourism Industry In 2012, the Travel & Tourism industry showed better performance than the global economy with faster growth than manufacturing, retail, financial services and communications sectors. According to the World Travel & Tourism Council (WTTC), the contribution of Travel & Tourism industry (taking into account all of its direct, indirect and induced impacts) was US$ 6.6 trillion in GDP, US$ 765 billion in investment and US$ 1.2 trillion in exports (2012 prices). In addition, 260 million new jobs (10% growth) were offered by Travel & Tourism industry in 2012 and for the first time, one out of each eleven jobs in the world was contributed by tourism industry.
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 17 of 17
Both tourism receipts and international tourist arrivals, which were two key indicators of international tourism, experienced relatively same growth rates in 2013 indicating a strong correlation between these indicators. The 2013 global tourism receipts; which are the earnings made by destination countries from the expenditures on food and drinks, accommodation, local transport, entertainment, shopping and other goods and services of travelers; increased by 5.3 percent in real term from US$ 1,078 billion in 2012 to US$ 1,159 billion. The growth in tourism receipts in developed economy destinations, which was 6 percent, was 2 percent higher than that in developing economy destinations. Tourism receipts were taken into account as export expenditures for the receiving country. Meanwhile, international tourist arrivals rose by 5 percent in 2013 to reach 1,087 million worldwide. In overall, these growth rates were higher than the long-term average and the fastest since 2010 (see Exhibit 3).
Accounted for 42 percent of all international tourism receipts, Europe experienced highest growth among all regions in absolute term with an increase by US$ 35 billion to reach US$ 489 billion in 2013. Asia and the Pacific, with the tourism receipts increasing by US$ 30 billion to be valued at US$ 359 billion, took up the second largest share of 31 percent. In the Americas, the receipts rose by US$ 16 billion to amount at US$ 229 billion and contributed 20 percent to the global total value. The shares of Middle East and Africa of international tourism receipts were respectively 4 percent and 3 percent (see Exhibit 4).
On the national scale, in term of international arrivals, France was ranked first with 83 million arrivals in 2012, followed by the US and Spain with 70 million and 61 million arrivals respectively. Among the top-ten list, the most significant change was the taking over of Thailand of the 10th position, which was brought about by the growth of 23 percent to reach 27 million arrivals. In term of tourism receipts, the United States was still heading with US$ 140 billion, followed by Spain with US$ 60 billion. Regarding tourism expenditure, China, Russia and Brazil together accounted for half of the increase in global tourism expenditure with US$ 40 billion while major developed countries such as France, the United States, Germany, the United Kingdom and Canada only experienced steady growth in tourism expenditures at the rates between 2 percent and 4 percent.
International tourist arrivals in the first two months of 2014 were estimated to be 5 percent growth in comparison to the same period figure in the previous year. Regionally, with a rise of 7 percent, Asia and the Pacific showed the strongest growth, followed by the Americas and Europe with 6 percent in early 2014 (World Tourism Organization, 2014).
Vietnam’s Tourism Industry Located on the eastern Indochina Peninsula of South East Asia, one of the fastest growing regions in the world and with a coastline of 3,444 kilometers long, Vietnam had great potential to develop its tourism industry. Despite being a young sector, Vietnamese tourism experienced considerable growth and thrived to become one of the main contributors to the country’s GDP thanks to its various tourism destinations ranging from rural eco and wildlife parks, metropolitan cities, historical tourism attractions, beautiful beaches to number of UNESCO World Heritage sites (see Exhibit 5).
In recognizing the importance of tourism industry, Vietnamese government paid special attention and put great efforts in stimulating the industry in recent years. In the period 2001 – 2010, VND 5,606 billion (US$ 267 million) of national investments was spent on tourism industry, mostly for making accessibility available to tourism resorts and attractions. In addition, creating promising and stable environment for private and foreign investments in the tourism industry was another focus of the government. According to HITT (2010), about 625 foreign invested projects with a total registered capital of US$ 12.258 billion were being carried out in Vietnam. Until June 2013, around 1,200 licensed tour operators were allowed to deal with international travels and 14,000 tourist accommodation facilities for a total of 290,000 rooms were in place. Among of these included 61 five-star hotels with 14,600 rooms, 154 four-star hotels with 19,300 rooms and 365 three-star hotels with more than 25,500 rooms (Vietnam Briefing, 2013).
In 2013, the tourism industry provided a total of about 1,480,000 jobs. Among of these are 480,000 direct jobs, 43 percent of which are trained or educated in tourism. However, only 3.1 percent of the total workforce were at the university or higher education levels of tourism. In 2013, Vietnam’s
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 18 of 18
tourism industry welcomed 34 million domestic visitors and 7.5 million foreigners, which generated a total of VND 195 trillion (or US$ 9.17 billion) in term of revenue (NhandanOnline, 2014). In the first five months of 2014, the number of international arrivals in Vietnam rose by 26.07 percent compared to the same period in the previous year to reach 3,748,109. China was the country which contributed largest number of visitors with 998,152, followed by South Korea with 354,984 and Japan with 273,198 (see Exhibit 6). According to High Impact Tourism Training (HITT) Initiatives (2010), tourism in Vietnam could be divided into sub-segments based on the purpose for tourists to travel such as: mass tourism/class tour, beach/resorts holidays, MICE, short break, religious tourism, corridor and cross border, international backpackers and Vietnamese backpacker (or Phuot). In these categories, beach/resorts holidays have drawn much attention as well as investments from foreign investors. In the Strategy on Vietnam’s tourism development until 2012, vision 2030 approved by Prime Minister Nguyen Tan Dung, tourism was planned to become a key economic sector by 2020 and by 2030, Vietnam should have a developed tourism sector. Specifically, the growth rate of the tourism industry from 2011-2020 was expected to be 11.5 – 12 percent per year. By 2015, the number of international tourist arrivals should be from 7 to 7.5 million and domestic tourists should be 36-37 million. The expected figures for 2020 were from 10 to 10.5 million international visitors and 47 to 48 million domestic tourists (Government Portal, 2011).
Timeshare Business Timeshare referred to a kind of tourism that involved the vacationers owning or having the right to use a property which was typically in the form of resort condominium units. The right to use the property was shared between multiple parties called the sharers, who were allocated a certain period of time in a year to use the property for a fixed number of years (or can be perpetual). Timeshare model arose based on the idea that it would be much less costly for a frequent vacationer, who wanted to buy a vacation home that would be used for only a few weeks during a year, to share the ownership, and in turn the purchase as well as maintenance costs, of the property with other vacationers than for himself to be the sole owner of the property. This concept was also known as intervals, fractional or vacation ownership. Emerging almost at the same time in various parts of the world, timeshare became a very popular and significant part of the tourism industry. In the early 1960's, vacation home sharing first appeared in Great Britain when a vacation cottage was bought jointly by four families, each of which held an exclusive right to use the property for one of the four seasons interchangeably each year. At the same period, two companies in France and Switzerland simultaneously began their timeshare businesses. While The Societe des Grands Travaux de Marseille, a French development company, sold their ski resort SuperDevoluy in the French Alp with the first ever timeshare slogan 'No need to rent the room; buy the hotel, its cheaper!'; a company named Hapimag in Baar, Switzerland headed the service allowing its members to choose among various resort properties in Italy, Spain and Switzerland. In America, timeshare business started in 1965 with the Hilton Hale Kaanapali hotel on the island of Maui, Hawaii and until 1969, Kaua'i Kailani, the first non-hotel timeshare in the US, became the first to introduce leasehold timeshare basis as well as point system to diversify the choices of timeshare owners. In 2014, there were around 5,400 resorts in over 100 countries operating in vacation ownership industry and nearly 5,000,000 timeshare owners globally. Timeshare has become a multi-billion dollar industry (Canadian Resort Development Association). Timeshare could be divided into two major categories based on the types of ownership, including deeded property ownership and the right of use. Known as fee simple, deeded property ownership was similar to a normal home ownership in that a vacation owner of a week in a particular property would hold a title to that week and his ownership was registered with the land court or relevant authorities, which allowed the buyer a perpetual right to sell, assign, exchange or rent the unit. On the other hand, the right of use ownership contained an expiration period within which the buyers had the right to use the property (or a unit in a property) and a renewal option. There were two main options a purchaser of the right to use contract can choose from:
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 19 of 19
• Point credit or point: property developers set a unit system based on weekly basis or point with equivalent value and would sell these units to vacationers. The vacationers then could use the points to exchange for a particular property under the possession of the developer, with the amount of points required for each property depending on the size of the property and the length of stay. In addition, these points could also be used for booking air flights and hotel accommodation, or other activities.
• Another option for right to use contract buyers was to lease, license or acquire membership in a resort chain, which allowed the purchasers to occupy a unit in any hotel or condominium property of the chain for a specific period over a determined number of years without having to actually own the real estate. However, the vacation owners were still payable for the annual maintenance fees.
Besides these two major options, there were also variants of timeshare business such as fixed or floating time, biennial ownership, banked usage, lock off or lockout, fractional ownership/private residence clubs and destination clubs/points which would be discussed below.
• Fixed or floating time: the difference between fixed and floating time lied in the flexibility of the vacation owner in choosing certain week of the year to utilize a certain property or unit. While fixed time option only allowed the vacation owner to occupy a property for a designated week every year, floating time option gave the owner the ability to choose a week from any time of the year to use the same property.
• Biennial ownership: an option that helped reduce the purchase price as well as maintenance fees payable by the vacation owner by offering the right to use the unit or any unit of similar size for a week every other year.
• Banked usage: an option allowing the owner to postpone his vacation week to the following year and have a longer vacation. However, this option was usually limited to only three years.
• Lock off or lockout: with this option, the vacation owner would have more choices to adjust the vacation up to his needs. For example, if an owner who had bought a two-bedroom suite did not need to use it in full; he could offer one bedroom for rent or exchange and got to use the single bedroom for two weeks instead of one week with the two bedrooms.
• Fractional ownership/private residence clubs: designed to serve the high-income customers who demanded more luxurious facilities and services and long vacation time, these types of timeshares usually offered three to five bedrooms and provided the owner the ability to choose from any time during the year. In addition, the purchased time could be exchanged for a stay at different resorts or for points that allow the owner to trade for custom-made vacations.
• Destination clubs/points: with this option, the vacation owners were offered a variety of luxurious properties owned or managed by the Club Company and of the network in which the club was a member.
One of the most interesting and attractive features of timeshare business was that it provided an opportunity for a vacation owner to enjoy his vacation in resorts or properties in the possession of other owners through the exchange programmes. In these programmes, an exchange company would function as a broker to facilitate the arrangement between vacation owners and charge membership fees for their services. Moreover, most well-known timeshare developers had built up connection with major exchange companies such as the Resort Condominiums International (RCI) and Interval International (II) to provide the memberships for their customers immediately after the contracts are formed. Another noticeable feature of timeshare business was that secondary market for deeded property arrangement had also arisen giving the timeshare owners the ability to list their properties with a resale agency and resell them (Powanga & Powanga, 2008).
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 20 of 20
Ninh Van Bay Travel Real Estate Joint Stock Company Specializing in developing and managing high quality travel real estate resorts in Vietnam and the region, Ninh Van Bay Travel Real Estate Joint Stock Company (or Ninh Van Bay JSC) positioned itself in international standard luxury hospitality products with unique Vietnamese style by inheriting and enhancing Vietnamese various regional cultures and nature. Ninh Van Bay SJC was benefitted from its Board of Management, the members of which possessed more than 20 years of experience in real estate development sector and more than 14 years of experience in luxury tourism and vacation properties, to develop a well-known brand as well as highly appreciated real-estate products in upscale segment of hospitality services. The first and also the most successful portfolio of the company, The Six Senses Ninh Van Bay which had been the destination of more than 150,000 vacationers, was awarded 14 prizes from the World's best travel organizations, World Travel Award, the Guide Magazine, Conde' Nast Traveler and tourism journals such as Tatler. Besides this portfolio, Ninh Van Bay JSC also owned and managed three other resorts and hotels namely Evason Ana Mandara Nha Trang, Emeralda Ninh Binh Resort & Spa and Ana Mandara Villas DaLat Resort & Spa, which were all very popular to Vietnamese and foreign travelers (see Exhibit). In the medium to long term strategy, the company was planning to develop and brought into use a chain of luxury and upscale resorts in Hoi An with Emeralda Hoi An, Nha Trang with Lac Viet Marina, Ho Chi Minh City with Six Senses Saigon River and Phu Quoc with Six Senses Phu Quoc. For the efficient and effective management and operation of these resorts, Ninh Van Bay JSC currently owned four subsidiaries including Ninh Van Bay Holiday Club, Tan Phu Tourism JSC, Hong Hai Tourism JSC and Hai Dung Co. Ltd as well as had invested in various associate companies such as Con Bap Ecological Tourism Co. Ltd, Danh Viet Trading & Service JSC and Hotel Collection Indochina to get access to other potential projects (See Exhibit 7 for Company Structure). Apart from that, the company also developed strategic relationships with domestic and international famous brands, which are Six Senses, Khanh Hoa Trading and Investment Company, Savills Vietnam Ltd and Resort Condominium International (RCI) Group, to take advantage of their reputations, experiences and connections in the tourism industry. With these advantages, Ninh Van Bay JSC was able to offer various hospitality related products and services ranging from vacation ownership, community resorts to property management training and consulting services. With its successful steps in the past years, Ninh Van Bay was aiming to become a leading travel real estate company in Vietnam and the region with international standard resorts with designs inspired by Vietnamese cultural values. Specifically, the company was projected to occupy the largest market share in Vietnamese luxury and upscale travel and tourism segment with 200,000 guests by 2015. Financially, Ninh Van Bay JSC planned to become a public company with total market capitalization of more than 2,000 billion VND by the end of 2015.
Ninh Van Bay Holiday Club Established in 2010 by Ninh Van Bay JSC for the purpose of a way to obtain funds for future projects, Ninh Van Bay Holiday Club One Member Company Ltd was the managing company of Ninh Van Bay Holiday Club, which was the pioneer in offering vacation ownership program in Vietnam. At the beginning, the company used to apply the traditional timeshare business which divided the ownership into weekly units, where customers would buy a certain week in a year for some fixed number of years to stay at a resort of Ninh Van Bay JSC. However, because this type of unit division was only suitable for customers with very high-income level and also because of the need of expanding its business to wider range of customers, Ninh Van Bay Holiday Club decided to change its unit division into point and charge fee based on these points. Thanks to this change, the company experienced significant growth with the number of members increasing from 200 in 2011 to approximately 1,100 in 2014 and the company employed around 60 employees.
At the present, Ninh Van Bay Holiday Club was offering four types of membership cards with the price ranging from USD 4,000 and USD 15,000 equivalent to four different time periods:
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 21 of 21
• Silver Card: purchasers of this type of card will be granted a membership of five years for a total of 3,000 points, which means 600 points for each year. One limitation of this type of card, however, is that its holder cannot buy points in advance like higher-levels card holders.
• Gold Card: this type of card offers ten-year membership with 600 points each year (6,000 points in total). Holder of this card will have two chances of purchasing points in advance.
• Titanium Card: fifteen-year membership with a total of 9,000 points (600 points per year) is provided to holder of this card, who is also allowed four advance point purchases.
• Diamond Card: being the most prestigious card level, diamond card is offered to vacationers with twenty-year membership and 800 points each year for a total of 16,000 points. Holder of this card is also granted six advance point purchases and many other exclusive rights and incentives.
With the implementation of point system, holders of Ninh Van Bay membership cards were not only able to choose resorts owned by Ninh Van Bay JSC but were provided with much larger options from Ninh Van Bay's partner resorts. Each resort had its own point allocation for its rooms and members of Ninh Van Bay Holiday Club would use the points to pay for fees such as accommodation, meals and airport shuttle service. The price of accommodation and services varied from resort to resort depending on the type of unit a member chose to stay in (see Exhibit 8 for details). Apart from the fixed points allocated to each type of membership cards, holders of them could also buy more points (but less than 10 percent of the initial total points) in case they wanted to have more or longer vacations. If a member did not use all the points allocated for one year, he could accumulate those points for usage in the following year.
Regarding the costs, members of Ninh Van Bay Holiday Club were also charged annual fee, which is fixed for each five-year period, besides the fees when purchasing their cards. However, Ninh Van Bay Holiday Club committed the annual fee be adjusted for no more than 10 percent every five-year.
Besides vacation holidays, Ninh Van Bay Vacation Club also offered its customers with other services such as setting up conferences or any special events required by the customers and guaranteed the best prices to customers. However, these types of services depended on the room availability in each season. In case there were inadequate rooms in peak season, the company could still help out by contacting its partner resorts to arrange these special events with competitive prices. Additionally, the company held many events every year such as family day and member care program to increase the interaction between the company and its customers.
Target Customers With a chain of luxurious resorts in Vietnam, the target customers of Ninh Van Bay Holiday Club were individuals and families with monthly income of 3,000 USD and above, those who loved travelling and sought for new experiences in natural friendly and deluxe resorts. In early 2014, according to Hoang - General Director of Ninh Van Bay Holiday Club, the club had approximately 2,000 members and he expected this number would increase to 3,000 at the year end.
In recent years, despite the economic downturn and decreased customers demand, especially for luxurious products and services, Ninh Van Bay Holiday Club were still able to experience impressive growth of 240 percent and 200 percent in 2012 and 2013 respectively. Among the four membership types, silver package was the most popular one, which occupied for 50 percent of the company’s customer base. This was followed by gold package with 30 percent, titanium package with 5 percent and diamond package with 15 percent.
Promises and Commitments of Ninh Van Bay to its Members In becoming member of Ninh Van Bay Holiday Club, vacationers were guaranteed by the club in two commitments: (1) point system would be stable within a year and yearly change in point price will not exceed five percent; and (2) members would be offered with the best price at the four
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 22 of 22
resorts of Ninh Van Bay at any time of the year during membership period. The ‘best price’ meant that the most competitive price in the market at the time of booking for a particular unit, compared to which any lower price found by the customers for similar offers at other booking service providers were entitled to compensation for the price difference. Due to these commitments, members of Ninh Van Bay Club could avoid significant price increase in high inflationary periods and seasonal price fluctuations. According to Mr. Hang Minh Tan - Sales Manager at Ninh Van Bay Holiday Club, the point price had been stable for two years since 2012.
In addition, members of the club also had many advantages over normal vacationers in that they were offered with a variety of priorities in Ninh Van Bay's resort system such as 20 percent discount for restaurants and spa and 10 percent discount for shopping, as well as incentives at Ninh Van Bay's partner resorts. Furthermore, members could use their membership cards to book rooms for their friends, partners or acquaintances with relatively competitive price than normal bookings or they transfer, lease or use as gift the membership cards. During their vacations, membership card holders could ask for private secretaries appointed by the club to ensure customers' satisfaction and enjoyment. For Diamond card, holders would receive two more privileges: free airport shuttle service when taking vacation at any of the four resorts of Ninh Van Bay resort system and twice-a-year playing golf for free at golf courses of Ninh Van Bay’s partners such as Royal Golf Club Ninh Binh, Montgomerie Links Vietnam and Vinpearl Golf Club Nha Trang ect.
To diversify its offerings to customers, Ninh Van Bay Holiday Club sought partnership with Resort Condominium International (RCI) Group, which allowed the club’s members to have access to more than 5,000 resorts all over the world by using a system of point transfer.
Dilemma for Future Development after Re-Positioning
Despite the remarkable growth in recent years, the sales revenues generated from the holiday vacation business were still much lower than the expectations from the management team of Ninh Van Bay Holiday Club. Given the huge amount of funds invested in existing resorts and the need for capital accumulation for future projects, Ninh Van Bay Holiday Club was looking for measures to boost the sales of membership packages. However, it was recognized by the management team that this task was uneasy because of many issues and hindrances.
Even though timeshare was not a new type of tourism in the world, it only appeared in Vietnam in 2010 with the initiation of Ninh Van Bay Holiday Club. At that time, Ninh Van Bay only targeted high income individuals and families, which occupied a tiny fraction of Vietnamese population. However, according to Hoang, “This is a failure of the company because price is not the major concern of these rich people and it is very difficult to ask them for long-term commitments”. Additionally, in the last few years, as the middle income class in Vietnam grew considerably, more and more people could afford the offers of the company. Therefore, the management team of Ninh Van Bay Holiday Club decided to shift its target to this segment. However, persuading potential customers to spend a large portion of their incomes in its products was a challenge because they were unfamiliar to this new type of tourism while the company’s current marketing strategies, which were telemarketing and its own website, turned out to be ineffective. In addition, there was at this time no formal exchange system for Ninh Van Bay Holiday Club’s members to resell or transfer their memberships to a third party. As a result, even though members had the option to resell their memberships, finding an appropriate buyer would be uneasy because of the high costs and unpopularity of these products.
Ninh Van Bay was looking for ways to increase the level of service it could offer to its customers in order to enhance its products’ attractiveness. For instance, members of Ninh Van Bay Club were entitled to 10-25 percent discount for value-added services such as restaurants, spas and souvenirs in the club’s resorts. Besides that, Ninh Van Bay also worked with its various partners such as O HUI Beauty Center, Elite Fitness & Spa and Ming so that their customers could receive incentives from their services. Additionally, maintaining a sales team, who would be available 24/7 for customers’ inquiries and would contact the customers regularly in order to inform them the
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 23 of 23
newest information about the club’s special events as well as to build close relationships with them, was an attempt from the management team to increase the customers’ satisfaction. However, these seemed to be inadequate for Ninh Van Bay to differentiate itself and create enough demand for its products and services, especially when compared to the prices it charged its customers. Consequently, in order to develop sustainably in the future, finding out more appropriate value-added services, which could enhance the products’ value while balancing the costs, was another issue that Viet and his team had to deal with.
Urgent Need for Better Revenue Management Method
According to Hang – Sales Manager of Ninh Van Bay Holiday Club, even though the number of members of the club increased significantly, all the resorts of the club faced the problem about room occupancy when there were times in low demand seasons, a significant number of their total units were unoccupied. This was mainly caused by the small customer base and the booking habit of Vietnamese as they were not used to booking in advance. Hang said that many members only booked their vacation some days or a week ahead and some cancelled their bookings right before the arrival date. Therefore, it was very difficult for the club to plan for proper room reservations. Moreover, customers’ booking habit also imposed problem because Ninh Van Bay Holiday Club was unable to deliver its commitments and fulfill customers’ orders in peak seasons, which were usually in months such as January, February, April, May, August, September and in national holidays; leading to recent complaints and disrepute about the club.
To handle this problem, Ninh Van Bay Holiday Club was planning to develop an online portal where the club’s members could book their holidays as well as manage their points more conveniently. Each member would be provided with an account from which they could buy, grant or sell their points and receive updates about the prices of each unit, the club’s activities as well as receive real-time assistance from the club’s sales team. Moreover, members could also give feedbacks about the products and services of the club, based on which it could increase the customers’ satisfaction by adjusting its services accordingly.
The Decisions In order to expand its business and develop sustainably into the future, Ninh Van Bay Holiday Club had to come up with solutions to the various prevailing problems regarding both internal and external matters mentioned earlier. Establishing a portal seemed to be a potential idea from the management team, however, they were still considering making themselves a portal where Ninh Van Bay would do all activities from building up to maintaining the website or outsourcing an external provider for a full package service. Besides that, Hoang and Hang had to make decisions to the following questions:
1. Which value-added services can Ninh Van Bay Holiday Club offer to its existing and potential customers to increase the attractiveness of its products?
2. How can they better control and manage the revenue stream, especially in low demand season?
3. Are there any technologies that help Ninh Van Bay to react quickly to urgent customers’ bookings and control the level of service it promised to members?
References Blanke, J Chiesa, T & Crotti, 2013, ‘The Travel and Tourism Competitiveness Index 2013: Contributing to National Growth and Employment’, The Travel & Tourism Competitiveness Report 2013, World Economic Forum, retrieved from http://www3.weforum.org/docs/WEF_TT_Competitiveness_Report_2013.pdfhttp:///h
Canadian Resort Development Association, ‘History of Vacation Ownership’, CRDA, retrieved from http://www.crda.com/the_history_of_vacation_ownership.shtml
Government Portal, 2011, ‘Strategy on Vietnam’s Tourism Development until 2020, Vision to 2030’, Government Portal, retrieved from
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
HITT, 2013, ‘HITT Inception Analysis: Vietnam’, High Impact Tourism Training for the Informal Sector, retrieved from http://www.hitt-initiative.org/wp/wp-content/uploads/2013/03/HITT_Inception_Analysis_VIETNAM_English.pdfhttp:///h
Powanga, L & Powanga, A 2008, ‘An Economic Analysis of a Timeshare Ownership’, Journal of Retail and Leisure Property, vol. 7, no. 1, pp. 69-83, retrieved from Proquest Database.
Tien Cuong & Phong Chuong, 2014, ‘2013 Sees Robust Development of Vietnam’s Tourism Sector’, NhandanOnline, 2 January, retrieved from http://en.nhandan.org.vn/travel/item/2240402-2013-sees-robust-development-of-vietnam%E2%80%99s-tourism-sector.htmlhttp:///h
Vietnam Briefing, 2013, ‘Vietnam Tourism on The Rise’, Vietnam Briefing, 24 July, retrieved from http://www.vietnam-briefing.com/news/vietnam-tourism-on-the-rise.html/http://www.vietnam-briefing.com/news/vietnam-tourism-on-the-rise.html/
Vietnam National Administration of Tourism, 2014, ‘International Visitors to Vietnam in May and 5 Months of 2014’, 26 May, retrieved from http://vietnamtourism.gov.vn/english/index.php/items/7323http://vietnamtourism.gov.vn/english/index.php/items/7323
Vietnam National Administration of Tourism, ‘World Heritage in Vietnam’, retrieved from http://www.vietnamtourism.com/disan/en/ World Tourism Organization, 2014, UNWTO World Tourism Barometer, April, vol. 12, retrieved from http://dtxtq4w60xqpw.cloudfront.net/sites/all/files/pdf/unwto_barom14_02_apr_excerpt_0.pdfhttp:///h
World Travel & Tourism Council, 2013, ‘Global Travel & Tourism Industry Defies Economic Uncertainty by Outperforming the Global Economy in 2012 - and predicted to do it again in 2013’, retrieved from http://www.wttc.org/news-media/news-archive/2013/global-travel-tourism-industry-defies-economic-uncertainty-outpe/http:///h
Exhibit 1: International Tourism and Other Industries
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 25 of 25
Figure 1. Reproduced from World Tourism Organization 2014
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 26 of 26
Exhibit 2: The Travel & Tourism Competitiveness Index Figur
e 2. Reproduced
from World Economic Foru
m 2013
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 27 of 27
Exhibit 3: International Tourism Receipts and International Tourist Arrivals
Figure 3. Reproduced from World Tourism Organization 2014
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 28 of 28
Figure 4. Reproduced from World Tourism Organization 2014
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 29 of 29
Exhibit 4: National Tourism Receipts and Tourist Arrivals
Figure 5. Reproduced from World Tourism Organization 2014
Figure 6. Reproduced from World Tourism Organization 2014
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 30 of 30
Exhibit 5: World Heritage Sites in Vietnam
Figure 6. Reproduced from Vietnam National Administration of Tourism
Exhibit 6: International Visitors to Vietnam in May and 5 Months of 2014 by Countries
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 31 of 31
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 32 of 32
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 33 of 33
Figure 8. Reproduced from Vietnam National Administration of Tourism
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 34 of 34
Exhibit 7: Ninh Van Bay JSC: Company Structure
Figure 9. Reproduced from Ninh Van Bay JSC
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 35 of 35
Exhibit 8: Guideline for Using Points at Resorts Owned by Ninh Van Bay Holiday Club (applied from 20/12/2013 – 31/12/2014)
1. Six Senses Ninh Van Bay Number Types of Room
Low Demand Season
(points/night)
Ordinary Season
(points/night)
Peak Season
(points/night)
Tet Holiday
(points/night)
1 Hill Top Pool Villa 238 261 277 629
2 Beach Front Villa 261 301 319 673
3 Two bedroom Beach Front Pool Villa
421 453 467 869
4 Two bedroom Hill Top Pool Villa
475 491 507 1002
5 Water Pool Villa
Rock Pool Villa
475 491 507 1002
6 The Rock Retreat 958 974 989 1829
Low demand season:
05/05/2014 – 15/07/2014
01/11/2014 – 19/12/2014
Ordinary season:
13/01/2014 – 30/01/2014
10/02/2014 – 29/04/2014
16/07/2014 – 31/10/2014
Peak season:
31/01/2014 – 09/02/2014
30/04/2014 – 04/05/2014
29/08/2014 – 02/09/2014
Tet Holiday:
20/12/2013 – 31/12/2013
01/01/2014 – 12/01/2014
20/12/2014 – 31/12/2014
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 37 of 37
4. Ana Mandara Villas Da Lat Number Types of Room
Low Demand Season
(points/night)
Ordinary Season
(points/night)
Peak Season
(points/night)
1 Villa Studio 71 79 95
2 Villa Suite 86 95 111
3 Bellevue Suite 122 135 151
4 La Villa 213 237 253
Peak season:
01 – 04/01/2014 & 30 – 31/01/2014
01/02/2014 – 03/02/2014
30/04/2014 – 03/05/2014
29/08/2014 – 02/09/2014
21/12/2014 – 31/12/2014
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 38 of 38
Appendix D: Snapshots of Online Application
Figure 1 The Main Page of the Online Application
Figure 2 Forecasting Techniques
Enhancement of the analytic skills of business students through developing contextualised case studies and enhanced learning materials for supply chain management minors
Page 39 of 39
Figure 3 The output of Moving Average Forecasting Technique
Figure 4 Control Chart Under Statistical Process Control Module
