Based on the experience gained since joining the WTO, the government's methods of managing the economy and society must also change. Transform the government's functions into economic regulation, soci

Based on the experience gained since joining the WTO, the government's methods of managing the economy and society must also change. Transform the government's functions into economic regulation, social management, and public services, hand over the production and management rights and investment decision-making rights of enterprises to enterprises, and hand over the functions of self-regulation and management of society to social intermediary organizations such as associations. On the basis of safeguarding my country's long-term and fundamental interests, make relevant policies more consistent with international practices and expand the scale of utilizing foreign investment in the tourism industry. Because under the WTO system, chambers of commerce and industry associations can not only undertake many matters that are necessary in international trade activities but are inappropriate or difficult for governments and enterprises to directly undertake, but they can also play a buffering function in trade disputes and disputes between countries. , helping companies and governments use WTO rules and dispute settlement mechanisms to safeguard the interests of companies and countries. This objectively requires further strengthening the functions of chambers of commerce and industry associations and giving full play to their intermediary role in communication between the government and enterprises. (3) The specific corporate competition strategies adopted by our country’s tourism enterprises. First of all, it is in building the brand of our country’s tourism enterprises. In the international community, the number of famous brands is a symbol of a country's product competitiveness and a reflection of its economic advantages and comprehensive strength. In a sense, the modern market economy is a "brand economy", which uses famous brand products to guide the survival and development of enterprises. The linkage of the scale of famous brand products and enterprise groups and their radiation to the market can not only promote the optimal combination of enterprises with their own advantages, but also effectively promote the overall development of a country and regional economy. Our country's tourism enterprises must seek the best areas and most effective ways of production and marketing networks around maximizing brand market share, so that our country's tourism industry can grow in a "leap-forward" development. It can be seen that the essence of brand strategy is to build an industrial chain based on famous brand products and famous brand enterprise systems, and to increase the country's economic advantages and competitiveness with the scale benefits of famous brands. Therefore, we can say that brand is competitiveness and market. The classic competitive strategy of competition-oriented marketing is brand competition. Rapidly shifting from simple competition of resource elements to brand management strategy is an important task in today's tourism industry. Of course, all this must be based on the high-quality tourism products and services provided by our country's tourism enterprises to guests, because products are the basis of marketing, and the core of tourism product development is to make full use of knowledge, manpower, funds and other promotion factors. , tap the potential of resources, develop and combine the design of tourism products with a high starting point, high grade and high level, and create high-quality tourism products with rich content, unique characteristics, high quality and strong competitiveness, laying the foundation for the implementation of the famous brand strategy. This enables our country's tourism enterprises to improve quality and win the market through branding. Secondly, in terms of development and utilization strategies of tourism human resources. Our country is a "big talent country" (the talent base is very large), and it is also a "small talent country" (professional talents account for only 5.5 of the employees, less than 1/4 of developed countries). In particular, there is a serious shortage of key talents related to the national economy and social development, such as senior professional and technical talents, high-tech talents, senior management talents and senior financial and insurance talents. Similarly, the rapid development of the tourism industry has caused a serious situation where the demand for human resources exceeds the supply and the supply of human resources exceeds the demand. Some professional talents are in short supply. We must regard the implementation of talent strategy as an important strategy for the development of tourism enterprises, increase the intensity of tourism human resource development, rapidly improve the marketization of talent resource allocation, and establish and improve a scientific mechanism for the cultivation, development, attraction, and use of talents. Because in the face of foreign tourism companies using their high salary and other profit induction mechanisms to form talent advantages, a new round of talent war has begun, and talent competition has become more intense. Therefore, we should first establish the correct strategic thinking on talent. After joining the WTO and accompanying economic globalization, what we are facing is the internationalization and borderlessness of talent flow. The internationalization of domestic competition for talents and the domesticization of international competition are inevitable trends. The international talent exchange market and talent exchange will emerge and become a major form. International market competition that transcends national boundaries and industries will inevitably require the globalization of human resource management strategies.The value (price) of talents is not only reflected in a regional market, it is more about viewing the value of talents in accordance with the requirements of the international market, selecting talents from a global perspective, and viewing the flow of talents. Thirdly, we must do a good job in the tourism talent construction project, promote equal competition, and embody the market-oriented operating mechanism, that is, the contractual employment mechanism, the market-oriented wage mechanism, and the socialized service mechanism. Enterprises should pay more attention to the marketization of talent competition. Marketization, on the one hand, requires both parties to compete to abide by certain rules, which means equal competition, that is, equal market access, equal environment, equal rules, equal processes, and equal results. In addition, it is necessary to reflect the market-oriented operating mechanism, that is, the contractual employment mechanism, the market-oriented wage mechanism, and the social service mechanism. This sounds a warning to those "official" managers who rely on connections and have no ability. If you don't advance, you will retreat. If you don't succeed, you will retreat. This is the law of the market. Equal competition provides equal conditions and equal opportunities to all people to show themselves on the same starting line. Finally, we need to improve the talent training mechanism and emphasize development. In the past, personnel management was traditional personnel management, which emphasized "management" and focused on specific tasks such as personnel recruitment, wages, and training. Modern human resource management emphasizes development and focuses on comprehensively and systematically considering the enterprise's human resource allocation and talent development strategy from the level of strategic goals and the height of enterprise development strategy. In traditional personnel management, personnel management agencies are often at a lower level of the enterprise, and their work remains on the specific matters of recruiting and managing people. With the advent of the era of knowledge economy, the key elements of productivity rely more and more on brainpower, and human resources have become a key resource for enterprises to gain competitive advantages. Therefore, when tourism enterprises and even tourism administrative departments study the development goals and strategies of their own enterprises and regions, they should consider the human resources allocation in the next five or ten years simultaneously or appropriately in advance, and study the development and development of human resources from a strategic perspective. Cultivate and use the human resources of the enterprise to become the real core resources of the enterprise, rather than letting human resources react passively or even fail to keep up with the needs of the development of the times. All in all, the core of the tourism talent strategy is to solve the three key links of attracting people, using people, and retaining people.