Decision No. 1684 / QD-TTg dated September 30, 2015 of the Prime Minister on
“Approving the strategy of international economic integration of agriculture and
rural development sector to 2030” specifies:
Tea is one of Vietnam's important export agricultural products. Vietnam's tea is
exported to more than 100 countries and territories with the main export markets
being Pakistan, Afghanistan, Taiwan, Iran and China.
General solutions to promote tea market development:
- Improve the capacity to apply standards in raw tea production; linking raw material
areas with processing plants; focus on intensive farming to increase productivity and
good fertilization for tea plants.
- Do not expand the number of factories but should focus on quality control,
production processes according to food hygiene and safety standards, GMP of
processing plants.
- Develop programs to support the replacement of old tea varieties with new ones
with high yield.
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some
products of some countries are more likely to compete successfully than products in
others. It includes the following: Conditions of inputs, Demand conditions, Supporting
and related industries, Business strategy, organizational structure and competitive
environment, Role of opportunity, and the role of the Government
2.1.4. Views on improving the competitiveness of Vietnam's export tea
industry
Based on the analysis of arguments on competition, competitiveness, and the
context of international economic integration, the author offers a viewpoint to
improve the competitiveness of Vietnam's export tea industry as " a group of
businesses that produce tea-related products that compete directly with each other to
achieve the goal of increasing market share, increasing sales through the use of low-
cost strategies or creating products with outstanding features compared to other
companies in the same industry or similar industries on the market ”.
2.2 The criteria for evaluating the competitiveness of the tea industry in the
integrated period
- Market share of tea products
- Quality of raw material sources
- Technological capacity of tea business
7
- Access to capital of tea enterprises
- Business linkage capacity
- Product brands
2.3. Factors affecting the competitiveness of the tea industry
According to Michael Porter's diamond model, in the previous section, the national
competitive advantage is formed from a group of factors such as: conditions of
production factors, conditions of demand, supporting industries. In this section, the
tea industry, with Vietnamese characteristics, will affect the following factors:
- Conditions of production factors
- The conditions of the demand
- Conditions of management
- The role of government
- Marketing activities
- The indigenous culture
2.4. Research diagram and establishment of factors affecting the
competitiveness of the tea industry
2.4.1 Research diagram
Figure 2.2 Proposed research scheme
Research hypotheses
From research scheme 2.2, the author proposes 6 research hypotheses as follows:
H1: The condition of production factors has a positive impact on the
competitiveness of the tea industry.
H2: Management conditions have a positive impact on the competitiveness of the
tea industry.
H3: Marketing activities have a positive impact on the competitiveness of the tea
industry.
Production
conditions
Management conditions
Marketing Activities
Role of government
Indigenous culture
Demand conditions
Competitiveness
Capacity
8
H4: The role of government has a positive impact on the competitiveness of the
tea industry.
H5: Indigenous culture has a positive impact on the competitiveness of the tea
industry.
H6: Demand conditions for products have a positive impact on the
competitiveness of the tea industry.
2.4.2 Research design
Figure 2.3 Process of conducting research
2.4.3 The scale
Table 2.4 Encryption and scale origin
Factors Indicator Encode Origin of the scale
Production
Conditions
Human Resources NTSX1 Momaya (2004),
Research by Onar &
Polat (2010), Phung Thi
Trung (2016) and To
Linh Huong (2018)
Infrastructure and
technology
NTSX2
Resources NTSX3
Capital NTSX4
Management
Conditions
Business structure QT1 Nguyen Thanh Long,
2016; Phung Thi Trung
2016; To Linh Huong,
2018
Corporate culture QT2
Business strategy QT3
Marketing
Activities
Market research HDM1 Thompson, Strickland &
Gamble 2007; Onar &
Polat 2010; Sauka, 2014
...
Branding HDM2
Distribution channel HDM3
Research products HDM4
Price strategy HDM5
Role of
Goverment
Stable macro
environment
VTCP1 Sauka (2014), Nguyen
Thanh Long (2016), To
Linh Huong (2018) and Building a clear and VTCP2
9
transparent legal
corridor
development author
Export support policy
for tea industry
VTCP3
Indigenous
culture
Farming practices VHBD1 The author develops on
the basis of qualitative
research
History, literature on
tea
VHBD2
Tea drinking culture VHBD3
Demand
Conditions
Market CSP1 Thompson, Strickland &
Gamble (2007) and To
Linh Huong (2018)
Momaya (2004),
Research by Onar &
Polat (2010), Phung Thi
Trung (2016) and To
Linh Huong (2018)
New product CSP2
Price CSP3
Market share CSP4
2.4.4 Data collection methods
The author uses a combination of 2 sources: primary data and secondary data
Secondary data: the author will search and select the results of published works and
scientific papers related to the country and abroad in order to find a model of factors
affecting industry competitiveness. tea. The author uses search aids such as
Proquest, ScienceDirect, Emerald, Scholar.google, ...
Primary data: collected by survey method from the survey by questionnaire
dedicated to the topic.
The survey was conducted directly with paper questionnaires, soft copies and via
face-to-face meetings or emailing to tea producing and exporting enterprises.
Number of questionnaires sent: about 450. It is expected that the number of replies
will result in 400 replies.
2.4.5 Data analysis method
Secondary data is collected by the author from research works, documents, books,
and specialized newspapers. The author uses statistical methods to synthesize the
data and then proceeds to use analytical techniques to process the data.
Primary data collected through the questionnaire was analyzed by statistical data
analysis tool SPSS, SmartPLS. Specifically, the main techniques used include:
Conventional analytical techniques: such as descriptive statistics to give an overall
picture of demographics as well as estimates of the (average) mean of the criteria.
Multi-factor analysis technique: to identify the components of factors affecting the
competitiveness of export tea industry. Analysis techniques of semi-linear linear
structure model: to determine the complex interaction between elements and
components of a model.
According to Henseler & Chin (2010), the research model PLS-SEM smallest
variance value was assessed through two steps: evaluation of measurement model
and structural model. First, the measurement model is assessed through the
10
reliability, convergence and discriminatory evaluation of measurement concepts in
the model.
2.5. Experiences in improving tea industry's competitiveness in terms of
integration and lessons for Vietnam's export tea industry
From the experiences of China, Sri Lanka and Kenya, lessons learned for Vietnam
include:
- Having a reasonable tea industry development policy, organizing the tea industry
very closely and consistently under the direction of the government.
- Develop businesses; build a team of qualified entrepreneurs. All parties involved in
the tea value chain must benefit
- Actively apply science and technology to create new tea varieties with higher yield
and quality. At the same time, changing farming techniques to meet the strict
requirements of food safety standards of developed countries.
- Invest in building and restoring symbols of long-standing tea drinking culture.
Gradually assert as the cradle of tea drinking culture of mankind. To strongly
develop high-class tea brands for domestic consumption as well as export to
fastidious markets.
CHAPTER 3 CURRENT SITUATION OF COMPETITIVE CAPABILITY
IN VIETNAM'S EXPORT TEA INDUSTRY IN THE INTEGRATED
PERIOD
3.1 Characteristics of the development of Vietnam's tea industry
3.1.1 Tea area harvested
From 1990 to present, Vietnam tea area has increased. The average period of
2010-2017 increased by 1.26% / year, from 113,200 ha in 2008 to 123,188 ha in
2017. Through Table 3.1, tea area has increased in this period but in general, the
growth rate is slow compared to with the wishes of many localities growing tea.
Table 3.1 Area and quantity of dry tea nationwide
Year
Area Quantity
Area (ha)
Increase
(%)
Quantity
(tons)
Increase
(%)
2010 113.200 1,61 198.466 6,87
2011 114.399 1,05 206.600 4,09
2012 114.433 0,02 211.500 2,37
2013 114.827 0,34 217.700 2,93
2014 115.436 0,53 228.360 4,89
2015 117.822 2,06 236.000 3,34
2016 118.824 0,85 240.000 1,69
2017 123.188 3,67 260.000 8,33
11
(Source: FAO data)
3.1.2 Tea production quantity
In the period of 2010-2014, the average output increased by 4.23% / year, from
198,466 tons in 2010 to 228,360 tons in 2014. In the period of 2015-2017, the output
continued to increase an average of 4.45% / year, by 236,000 tons in 2015, and
260,000 tons by 2017 (see table 3.1). The relatively high production of the whole tea
industry has made Vietnam ranked fifth among the largest tea producing countries in
the world, accounting for over 3% of global tea production (see Table 3.2).
Table 3.2 Proportion of output of some tea producing countries in 2014-2017
Countr
y
2014 2015 2016 2017
Value
(tons)
Perc
enta
ge
(%)
Value
(tons)
Perc
enta
ge
(%)
Value
(tons)
Perc
enta
ge
(%)
Value
(tons)
Perc
enta
ge
(%)
India 1.207.31
0
15,8
4
1.23.314
0
15,2
2
1.250.49
0
15,1
7
1.325.05
0
15,4
5
China 2.095.57
0
27,4
9
2.277.00
0
28,1
0
2.313.00
0
28,0
7
2.460.00
0
28,6
9
Sri
Lanka
338.032 4,43 341.678 4,21 349.580 4,24 349.699 4,07
Kenya 445.105 5,84 399.100 4,92 473.000 5,74 439.857 5,12
Indones
ia
154.369 2,02 132.615 1,63 144.015 1,74 139.362 1,62
Turkey
226.800 2,97 239.028 2,95 243.000 2,94 234.000 2,72
Japan 83.600 1,09 79.500 0,98 80.200 0,97 81.119 0,94
Vietna
m
228.360 2,99 236.000 2,91 240.000 2,91 260.000 3,03
Argenti
na
82.887 1,08 82.492 1,01 85.015 1,03 80.608 0,94
Banglad
esh
63.780 0,83 66.101 0,81 64.500 0,78 81.850 0,95
World 7.621.15
4
100,
00
8.101.50
3
100,
00
8.239.97
3
100,
00
8.574.50
3
100,
00
(Source: FAO data)
3.1.3 Tea yield
It is evident that the output of fresh bud tea nationwide increased over the past years
compared to the tea growing area (in the period of 2010-2017 the area increased by
8.82%, the production increased by 31%) (see Table 3.1).
12
Table 3.3 Tea productivity of Vietnam and some countries in the world
(Unit: tons / ha)
2010 2011 2012 2013 2014 2015 2016 2017
Argentina 24,82 25,11 21,06 21,31 21,27 20,83 21,46 20,35
Bangladesh 11,46 10,67 10,79 11,36 10,64 10,94 10,73 15,19
China 10,16 9,86 10,31 10,36 10,56 10,76 10,89 11,11
India 17,11 18,25 18,76 21,43 19,98 21,76 21,65 21,31
Indonesia 12,06 11,97 11,79 11,90 12,98 11,54 12,28 12,25
Japan 18,16 17,77 18,71 18,67 18,66 18,06 18,60 18,75
Kenya 23,20 20,11 19,38 21,77 21,92 19,05 21,64 20,12
Sri Lanka 14,93 14,75 14,86 15,32 15,22 15,16 15,04 14,95
Turkey 30,97 29,20 29,66 27,79 29,82 31,36 31,82 28,49
Vietnam 7,0 7,50 7,68 8,02 8,34 8,56 8,69 8,88
Average 18,04 17,57 17,38 17,89 18,08 17,95 18,43 18,36
(Source: FAO data)
3.1.4 Tea export value
Currently, Vietnamese tea products are exported to more than 100 countries in the
world, with a variety of rich and diverse teas. However, the value of our country's
tea industry is still low, only reaching an export turnover of over 217.834 million
USD / year in 2018) - a modest figure compared to other agricultural products such
as coffee, pepper ...
Table 3.4 Vietnam's export and export value of tea
Year
Export Quantity Export Value
Quantity
(tons)
Percentage
(%)
Value (USD
millions)
Percentage
(%)
2012 146.708 - 224,589 -
2013 141.434 -3.59% 229,719 2.28%
2014 130.000 -8.08% 230,000 0.12%
2015 124.780 -4.02% 213,130 -7.33%
2016 130.900 4.90% 217,200 1.91%
2017 139.785 6.79% 227,929 4.94%
2018 127.338 -8.90% 217,834 -4.43%
(Source: Statistics of General Department of
Customs)
3.2 Assessing the current situation of Vietnam's export tea industry
competitiveness
3.2.1 Situation of teamarket share
- Market share compared to the world market
The export value shown by turnover did not change much between 2012 and
2017, the percentage of market share in the total amount of exported tea in the world
13
decreased from 3.56% to 2.82%. However, Vietnam still maintains as one of the top
10 exporting countries in the world.
Table 3.6 Tea export turnover of some leading countries
(Source: FAO data)
- Export market structure
Table 3.7 Main export markets of Vietnamese tea in 2018
Market
Year 2018
+/- compared to year
2017 (%)*
Quantity
(tons)
Value
(USD) Quantity Value
Export
Turnover
127.338 217.834.138 -8,9 -4,43
Pakistan 38.213 81.632.660 19,42 18,82
Taiwan 18.573 28.752.190 6 5,35
Russian 13.897 21.209.765 -19,98 -14,62
Mainland
China
10.121 19.667.609 -8,86 34,24
Indonesia 8.995 8.970.471 -6,18 2,75
USA 6.102 7.334.595 -13,15 -8,96
Saudi
Arabia
2.218 5.719.161 28,88 33,11
U.A.E 2.712 4.209.844 -59,76 -59,1
Malaysia 3.931 3.035.875 9,29 11,56
Ukraine 1.489 2.456.144 6,59 16,22
Germany 392 1.958.538 4,26 39,07
Export
Value
(USD
thousand)
World
percenta
ge (%)
Export
Value
(USD
thousand)
World
percenta
ge (%)
Export
Value
(USD
thousand)
World
percenta
ge (%)
Export
Value
(USD
thousand)
World
percenta
ge (%)
Export
Value
(USD
thousand)
World
percenta
ge (%)
Export
Value
(USD
thousand)
World
percenta
ge (%)
1 China 1.042.116 16.5 1.246.308 16.22 1.272.663 18.2 1.381.530 21.51 1.485.022 22.58 1.609.960 20.02
2 Sri Lanka 1.403.154 22.21 1.530.138 19.91 1.609.339 23.01 1.321.899 20.59 1.251.730 19.03 1.513.207 18.82
3 Kenya 635.621 10.06 1.218.039 15.85 642.436 9.19 724.124 11.27 745.053 11.33 1.424.682 17.72
4 India 685.600 10.85 819.630 10.67 656.214 9.38 677.933 10.55 661.719 10.06 768.194 9.55
5 Germany 222.923 3.53 249.052 3.24 248.354 3.55 215.570 3.35 235.441 3.58 250.145 3.11
6 Vietnam 224.847 3.56 229.719 2.99 230.000 3.29 213.130 3.32 217.200 3.3 226.797 2.82
7 Poland 174.917 2.77 202.301 2.63 235.580 3.37 180.630 2.81 194.278 2.95 201.196 2.5
8 UAE 229.095 3.63 335.635 4.37 312.642 4.47 116.871 1.82 117.565 1.79 186.112 2.31
9 USA 86.689 1.37 95.554 1.24 107.799 1.54 110.360 1.72 127.971 1.95 135.847 1.68
10 England 196.242 3.11 185.166 2.41 146.984 2.1 141.141 2.2 130.611 1.99 133.673 1.66
2016 2017
Year
2012 2013 2014 2015
14
Philippines 625 1.603.404 19,96 24,01
Poland 1.022 1.559.879 -16,98 -24,65
India 868 905.674 -49,94 -56,62
Turkey 381 784.440 -42,19 -48,1
Kuwait 17 46.008 -22,73 -23,62
(Source: Statistics of General Department of
Customs)
3.2.2 Quality of preprocessing tea
In fact, the whole tea area in our country exists some degraded varieties of low
quality such as midland (accounting for over 44%), a relatively high proportion of
high-yield PH1 cultivars. But the product quality is low. In addition, the old tea
garden over 20 years accounts for 25%, the productivity and quality of buds has
decreased. This situation requires replanting and completely eliminating low-quality
tea varieties within the next 5 years. Only growing good tea varieties on a large scale
can create products of uniform quality, creating large, uniformly quality batches.
3.2.3 Tea enterprisese’ technology capacity
Table 3.9 Assessment of tea industry on technology used compared to the
world level (%)
Tea Average compared to other
sectors
Higher 0 0
Equal 58,97 61,54
Lower 41,03 38,46
Total 100 100
(Source: Survey results of
VBCSD)
According to the competitiveness report of three sectors: tea, coffee and rubber
(2015) of the Vietnam Business Council for Sustainable Development (VBCSD)
shows that: in general, the technological level of enterprises Tea industry is at par
and lower than the world level. This is also a good illustration for Vietnam's
production model is only in the early stages, when the value added is not much, not
deeply involved in the global value chain.
3.2.4 Tea enterprises’ access to capital
Table 3.13 Assessment of enterprises on access to capital from official
sources (%)
Degree evaluation Tea Average of sectors participating in
the survey
Very convenient 11,36 10,22
Advantage 36,36 37,95
Normal 38,64 37,23
Hard 13,64 14,6
15
Very difficult 0 0
Total 100 100
(Source: Survey results of VBCSD)
From the survey results conducted by VBCSD, it shows that the level of
convenience in accessing formal capital (promotion funds, banks ...) of enterprises
in industries is at a fairly average level. Of which 13.6% of tea enterprises responded
that they had difficulty in accessing formal capital, lower than the survey average of
all three industries at 14.6%. This shows that the results of the easing of credit
conditions for businesses have had an impact but not much and not yet thoroughly.
3.2.5 Tea enterprises’ lingkage capacity
Looking at the table below, it can be seen that the majority of tea enterprises trading
in raw materials in the country (up to 88.7% of enterprises) in which: 69% of
enterprises said that they purchased raw materials in the area. The province and
19.7% of enterprises buy and sell raw materials with businesses in other regions.
The survey results recorded a relatively small percentage of enterprises having
trading activities with foreign enterprises (11.3%), of which: 8.5% had trading of
materials with ASEAN countries and only 2.8% of enterprises have trade relations
with non-ASEAN countries.
Table 3.14 Location of enterprises that buy / sell raw materials (unprocessed raw
materials to manufacture products)
STT Source of raw material purchasing Average Percentage
(%)
1 In the province 69,0
2 Other regions 19,7
3 ASEAN countries 8,5
4 Non-ASEAN countries 2,8
(Source: Survey results of VBCSD)
3.2.6 Brand of products
In fact, Vietnam has not been recognized by the world as a leading producer and
exporter. Vietnamese tea also has no brand in the world. The export market share of
Vietnamese tea to developed countries like the EU and the US ... is still quite low,
few businesses meet the standards set by the countries. Most of Vietnam's tea
exports still mainly export to easy-going markets such as Pakistan, Poland, Saudi
Arabia, China, etc. At the same time, tea products are only exported mainly as raw
materials. The brand is still limited.
3.3 Assessment of factors affecting the competitiveness of Vietnam's export tea
industry
3.3.1 Analysis of survey sample
A total of 400 questionnaires were issued, the number of questions returned was
336, after eliminating the number of invalid questionnaires, the number of
questionnaires included in the analysis was 295 questions, accounting for 65.5% of
the total questions raised. .
16
3.3.2 Test the factor model affecting tea competitiveness
Analyze factors and reliability of data
Table 3.16 Results of independent factor analysis
Nhân tố 1 2 3 4 5 6
NTSX1 .793
NTSX2 .700
NTSX3 .787
NTSX4 .897
QT1 .664
QT2 .958
QT3 .707
HDM1 .631
HDM2 .835
HDM3 .854
VTCP1 .716
VTCP2 .741
VTCP3 .698
VHBD1 .545
VHBD2 .555
VHBD3 .677
CSP1 .559
CSP2 .768
CSP3 .688
Eigenvalue 4.772 2.945 1.893 1.649 1.291 1.212
Variance (%) 23.862 14.725 9.464 8.243 6.455 6.058
Cronbach α .877 .823 .826 .770 .704 .711
Total variance extracted: 62,178%; KMO= 0,741; P=0,000
(Source: Summary of processing results on SPSS 22
software)
Testing correlation coefficient
Table 3.18 Correlation coefficients
NTSX QT HDM VTCP
VHB
D CSP
NTSX Pearson
Correlation
1
QT Pearson
Correlation
.047 1
HDM Pearson
Correlation
.346
**
.113
*
1
VTCP
Pearson
Correlation
.123
*
.468
**
-.034 1
17
VHBD Pearson
Correlation
.452
**
.054 .386
**
-.047 1
CSP Pearson
Correlation
.233
**
.191
*
.115
*
.066 .297
**
1
**. Correlation at statistical significance level 0.01 (2-tailed).
*. Correlation at statistical significance level 0.05 (2-tailed).
(Source: Summary of processing results on SPSS 22
software)
Testing structural models
- Assess the reliability of the model
The reliability parameters of the model are reviewed in detail before conducting the
test of influence level of factors.
Table 3.19 Coefficients determining reliability of analytical data
Cronbach's
Alpha
Độ tin
cậy tổng
hợp
Phương sai
trích (AVE)
Production Conditions 0.877 0.915 0.730
Management Conditions 0.824 0.895 0.740
Marketing Activities 0.828 0.897 0.745
Role of Government 0.770 0.866 0.683
Indigenous culture 0.746 0.849 0.738
Demand Conditions 0.788 0.816 0.693
(Source: Summary of processing results on SmartPLS
software)
- Test the meaning of links in the model
Table 3.23 Results of significance level of links (using Bootrapping)
Original
Sample
(O)
Sample
Mean
(M)
Standard
Deviation
(STDEV)
T Statistics
(|O/STDEV|)
P Values
Production Conditions -
> Competitiveness
Capacity
0.401 0.397 0.038 10.508 0.000
Management
Conditions ->
Competitiveness
Capacity
0.240 0.242 0.038 6.288 0.000
Marketing Activities ->
Competitiveness
Capacity
0.260 0.260 0.055 4.688 0.000
Role of Government ->
Competitiveness
Capacity
0.184 0.188 0.036 5.065 0.000
18
Productions Conditions
Management Conditions
Marketing Activities
Role of Government
Indigenous culture
Demand
Conditions
Competitiveness
Capacity
Indigenous culture ->
Competitiveness
Capacity
-0.078 -0.079 0.047 1.665 0.097
Demand Conditions ->
Competitiveness
Capacity
0.085 0.085 0.041 2.091 0.037
(Source: Summary of processing results on SmartPLS
software)
In Table 3.23, links with a value of less than 0.05 are significant links with 95%
confidence. The results show that not all factors influence the competitiveness of
Vietnamese tea exporters, in particular the link between indigenous culture and
unsupported competitiveness (t). = 1,665 0.05). In addition, the remaining
5 links show a strong influence on the competitiveness of tea export enterprises (t
=> 1.96; p competitiveness has
the strongest impact (t = 10,508> 1.96; p <0.05), followed by management activities
-> competitiveness (t = 6,288> 1.96 ; p
competitiveness (t = 5.065> 1.96; p
competitiveness (t = 4,688> 1.96; p
<0.05). And finally, the demand
condition for the product ->
competitiveness (t = 2.091> 1.96; p
<0.05), the test result of this link shows
the demand condition for the product.
affecting the competitiveness of
Vietnamese tea exporters, the level of
influence is not great.
Figure 3.2 Model test results
Figure 3.2 shows the beta value of the
links, combining table 3.21, table 3.22
and Figure 3.23 can see that the beta
value of indigenous culture is negative,
which shows that the hypothesis H5 is
not supported by The model suggests
that indigenous culture affects the
competitiveness of Vietnamese tea
exporters. Besides, the remaining 5
hypotheses are confirmed by the
following model:
Hypothesis 1: The results indicate that
the production factor has a positive
relationship to the competitiveness of the
export tea industry (H1: β = 0,401; t =
19
10,508, p <0.01). It can be concluded that Hypothesis 1 is supported by the
statement that "production factors have a positive relationship to the competitiveness
of the export tea industry".
Hypothesis 2: The relationship between governance factors and competitiveness of
export tea industry. The results show that governance factors have a positive impact
on the competitiveness of the export tea industry (H2: β = 0.240, t = 6.288, p <0.01).
Hypothesis 3: Assuming that marketing has an impact on tea competitiveness, the
results indicate that this relationship is strongly supported (H3:: = 0.260, t = 4,688, p
<0, 01).
Hypothesis 4: Assume that there is a positive relationship between government role
and tea competitiveness. The results indicate that hypothesis 4 is supported and that
the government's role has an impact on tea industry's competitiveness (H4: β =
0.184, t = 5.065, p <0.01).
Hypothesis 5: Testing the relationship between indigenous cultural factors and the
competitiveness of export tea industry is not supported by the model (H5: β = -
0.078, t = 1.665, p> 0.05) .
Hypothesis 6: Predicting the relationship of product demand factors and
competitiveness of export tea industry. The results showed that demand factor does
not have a big impact on the competitiveness of the export tea industry (H6: β =
0.085; t = 2.091 p <0.05).
From the results of the hypothesis tes
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