Factors Affecting the Star_Rating of OCOP Foods in Tuyen Quang, Vietnam

Tran Thi Dien *

Faculty of Economics and Business Administration, Tan Trao University, Tuyen Quang, Vietnam.

Pham Duy Hung

Faculty of Economics and Business Administration, Tan Trao University, Tuyen Quang, Vietnam.

Tran Thao Nguyen

Faculty of Economics and Business Administration, Tan Trao University, Tuyen Quang, Vietnam.

Nguyen Van Thang

Faculty of Medicine and Pharmacy, Tan Trao University, Tuyen Quang, Vietnam.

*Author to whom correspondence should be addressed.


Abstract

OCOP (abbreviated in English as One commune one product), understood in Vietnamese as one commune (ward) one product. OCOP is an economic development program for rural areas in the direction of developing internal resources and adding value. By 2023, Tuyen Quang province has 191 OCOP products achieving three_star or more, of which 171 products belong to the food industry, accounting for 89.5%. The study surveyed a total of 120 product manufacturers in the food industry, of which 60 products have been ranked OCOP, 60 products have not been ranked OCOP. The study used a regression model to analyze the impact of the classification results of OCOP products on the sales revenue of the owners. Multivariate regression model is also applied to analyze factors affecting star- ratings for Food OCOP products of Tuyen Quang province. Based on the study results, the authors have proposed a number of solutions such as: Rejuvenate human resources; Strengthen links in production and business; Increase support for capital loans; Exploiting favorable factors for the development of OCOP product production; Promote ratings and star_upgrades for OCOP food products in Tuyen Quang province.

Keywords: One commune one product program, factors affecting, star rating, OCOP, tuyen quang province


How to Cite

Dien, T. T., Hung, P. D., Nguyen, T. T., & Thang, N. V. (2024). Factors Affecting the Star_Rating of OCOP Foods in Tuyen Quang, Vietnam. Journal of Global Economics, Management and Business Research, 16(1), 39–50. https://doi.org/10.56557/jgembr/2024/v16i18699