ASEAN Tourism Management for High-End Tourists

Main Article Content

Yuphadee Yaemsuksawat


The objective of the article was to analyze ASEAN tourism management for high-end tourists by assessing the competitive environment of tourists to increase competitiveness and advantage. The principle of Five Forces Model of Michael E. Porter was a tool for analysis to verify competence in a competitive business environment.

The results of the analysis found that the competitive environment and business opportunities; (1) intensity of rivalry; there are many existing competitors causing quite a lot of market shares. (2) bargaining power of buyers; it is quite large because there are more other products and services that can substitute. (3) bargaining power of suppliers : they can be replaced by other products but each replacement incurs both direct and indirect costs which was an obstacle for replacement. (4) New entrants are recurring all the times which was necessary to create a unique identity to enhance competitive advantages; and (5) substitute product is a part of the effect which must be attended by monitoring the situation, research and development to create a competitive advantage. From the analysis of these five forces, entrepreneurs must create a competitive strategy to create opportunities and protect against threats that were caused by the external competitive environment that affects to the business.


Download data is not yet available.

Article Details

How to Cite
Yaemsuksawat, Y. (2021). ASEAN Tourism Management for High-End Tourists. Ph.D. In Social Sciences Journal, 11(2), 310–320. Retrieved from
Academic Article


Association of Southeast Asian Nations (ASEAN). (2015). ASEAN Tourism Strategic Plan 2016-2025. Retrieved from

Calderwood, L. U., & Soshkin, M. (2019). The travel & tourism competitiveness Report 2019. Travel and tourism at a Tipping Point. In World Economic Forum.

Cheng, D. S. (2013). Analyze the hotel industry in porter five competitive forces. Journal of Global Business Management, 9(3), 52-57.

Cronjé, D. F., & du Plessis, E. (2020). A review on tourism destination competitiveness. Journal of Hospitality and Tourism Management, 45, 256-265.

Fehr, E., & Falk, A. (1999). Wage rigidity in a competitive incomplete contract market. Journal of Political Economy, 107(1), 106-134.

Fernando, I. (2021). Assessing the Competitiveness of Sri Lanka’s Tourism in the COVID Period by Porter’s Diamond Model. In Handbook of Research on Strategies and Interventions to Mitigate COVID-19 Impact on SME’s (pp. 1-22): IGI Global.

Lovelock, C. H. (1996). Managing services. Prentice Hall.

Maria, R. S., Urata, S., & Intal, J. P. S. (2017). The ASEAN economic community into 2025 and beyond. Economic Research Institute for ASEAN and East Asia.

Ministry of Foreign Affairs, Kingdom of Thailand. (2019). Issuance of Visa. Retrieved from [In Thai]

Royal Thai Embassy Rome, Republic of Italy. (2012). Summary of Countries and Territories entitled for Visa Exemption and Visa on Arrival to Thailand. Retrieved from [In Thai]

Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. Free Press.

Pramanik, S. A. K., & Rakib, M. R. H. K. (2020). Strategic analysis of competitiveness of travel and tourism in Bangladesh. In Tourism Marketing in Bangladesh (pp. 87-108). Routledge.

Siamrath. (2019). TAT pushes the target for year 63, revenue growth of 10%, punching heavy tour bags at Niche Market. Retrieved from [In Thai]

Thepthiamthat, W. (2017). The development model of ASEAN tourism marketing management advantages as perceived by high end Thai tourists. Doctoral Dissertation in Buness, Siam University. [In Thai]

United Nations Educational, Scientific and Cultural Organization (UNESCO). (2020). World Heritage List. Retrieved from

Varelas, S., & Georgopoulos, N. (2017). Porter’s competitive forces in the modern globalized hospitality sector–the case of a Greek tourism destination. Journal of Tourism Research, 18, 121-131.