FOREIGN TRADE UNIVERSITY

HO CHI MINH CITY CAMPUS

MID-COURSE INTERNSHIP
REPORT
Major: International Business Administration

PROCESS OF IMPORTING ELEVATORS AT

SCHINDLER VIETNAM LIMITED

Internee: Huynh Thi Van Thanh

Student ID: 1601055081
Class: K55CLC1
Supervisor: M.A Le Giang Nam

Ho Chi Minh City, June 2019

 SUPERVISOR’S REMARKS
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Ho Chi Minh City, June 2019
Supervisor’s signature
 STATEMENT OF AUTHORSHIP
Except where reference is made in the text of the report, this report contains no
material published elsewhere or extracted in whole or in part from a report by which
the author has qualified for or been awarded another degree or diploma.
No other person’s work has been used without due acknowledgement in the
report.
This report has not been submitted for the award of any degree or diploma in any
other tertiary institution.

Ho Chi Minh City, June 2019

Student Author
Huynh Thi Van Thanh
 TABLE OF CONTENT

LIST OF ABBREVIATIONS...................................................................................7
LIST OF TABLES AND FIGURES ........................................................................8
Table 1.1. Basic profile of Schindler Vietnam Limited ......................................8

CHAPTER ONE: INTRODUCTION OF SCHINDLER VIETNAM LIMITED2

1.1. Brief history and general information .............................................................2
1.1.1. Brief history ...................................................................................................... 2
1.1.2. General information .......................................................................................... 3
Table 1.1. Basic profile of Schindler Vietnam Limited ......................................3

1.2. Organization and human resources .................................................................4

1.2.1. Organization ...................................................................................................... 4
1.3. Business outcomes from 2016 until now ..........................................................7
1.4 Summary of intership .........................................................................................7
CHAPTER TWO: ANALYSIS OF PROCESS OF IMPORTING
ELEVATORS AT SCHINDLER VIETNAM LIMITED. ..................................10
2.1. Reality of process..............................................................................................10
2.1.1. Process table .................................................................................................... 10
2.1.2. Description of process ..................................................................................... 10
2.2. Comparison with theory ..................................................................................12
2.2.1. Similarities ...................................................................................................... 12
2.2.2 Differences ...................................................................................................... 13
2.3 Overall evaluation ............................................................................................15
2.3.1 Strengths ........................................................................................................... 15
2.3.2 Weaknesses ...................................................................................................... 16
Chapter 3: RECOMMENDATIONS FOR IMPROVING THE PROCESS OF
IMPORTING ELEVATORS AT SCHINDER VIETNAM LIMITED. ............18
3.1 Prospects of Schindler Vietnam Limited. ......................................................18
3.1.1 Opportunities .................................................................................................... 18
3.1.2 Threats .............................................................................................................. 18
3.2 Recommendations for improving the importing elevators at Schindler
Vietnam Limited......................................................................................................18
3.3 Personal lessons. ................................................................................................19
CONCLUSION ........................................................................................................20
REFERENCES ........................................................................................................21
LIST OF ABBREVIATIONS
B/L Bill of lading
C/O Certificate of origin
D/O Delivery order
FTU Foreign Trade University
P/O Purchase order
VND Vietnam Dong
LIST OF TABLES AND FIGURES

Table 1.1. Basic profile of Schindler Vietnam Limited

Table 0.2. Business data of Schindler Vietnam Limited, 2016 – 2018
Table 0.1. Internship duties

Table 2.1. The import procedure

Table 2.2. Comparison between theory and practice

Figure 0.1. Organizational Structure of Schindler Vietnam Limited

 1

INTRODUCTION
In recent years, Vietnam’s economy has had many spectacular transformations,
GDP per capita has increased considerably and the urbanization rate in the country
is such a rapid growth rate to be expected to reach about 40% in 2019 and by earl
2020. There is a main metropolitan area which the most developed city in Vietnam
is Ho Chi Minh city. With the such a rapid growth rate, the demand in office, co-
working space companies, and housing apartment has been skyrocketing
dramatically leading to mobility in those building. Efficient, high-quality, vertical
mobility is a critical component of tall building development and construction
considered to be an indispensable part of a high-rise building to contribute a great
deal to the safety and comfort of passengers when moving among the building
floors by using elevators
Understanding that demand and to satisfy the dream of quality elevators for
Vietnamese customers, Schindler Vietnam Company Limted ( hereinafter referred
to as The Company) - the word’s leading Switerland elevatos and escalators brand,
has been imported directly from Switerland and products produced in China to
supply for Vietnamese market. The Company specializes in manufacturing frames,
elevator beams, importing, installing and maintaining elevator and escalator product
line. The Company has taken high market share and created good profit during the
years of operation. After three years studying at Foreign Trade University, the
author would like to gain realistic knowledge about a specific importing procedure
of elevators to concretize my understading of this area. The author made a decision
to intern in The Company to research my topic “ The process of importing elevators
at Schindler Vietnam Limited Company” for my mid-term thesis.
There are three parts in this mid-term thesis:
Chapter 1: Introduction of Schindler Vietnam Limited Company
Chapter 2: Analysis of the process of importing elevators at Schindler Vietnam
Limited Company
Chapter 3: Recommendations for improving the process of importing elevators at
Schindler Vietnam Company Limited.
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CHAPTER ONE: INTRODUCTION OF SCHINDLER VIETNAM LIMITED

1.1. Brief history and general information
1.1.1. Brief history
Schindler Vietnam Limited is one of the country’s leading elevator and escalator
and related services. It is headquartered in Ho Chi Minh City, with branches in
Hanoi and Danang. The Company was established in 1996 and is the Vietnamese
operation of the Switzerland-based Schindler Group, a leading global provider of
elevators, escalators, and related services. The Company is involved in importing,
installing and maintaining Schindler elevators and escalators. “Schindler, Your First
Choice” with the promise to customer that their products, services and actions will
always be worthy of the description: Trusted, Professional and Smart. These three
words sum up their commitment to adding value to customers’ buildings and
businesses through reliability, integrity, expertise, experience, intelligence and
innovation. Quality, Safety, Integrity & Trust, Creating value for Customers, and
People Development are the company’s five core values and the foundation for all
of their undertaking
In 1998, The Company started its own factory in Vietnam, which produces
brackets, beams and builder’s elevators for both local and export purposes. The
Jardine Schindler Training Centre located in Ho Chi Minh city that will be the first
elevator and escalator professional training centre in Vietnam, dedicated to
developing and uplifting the skills and capabilities of Schindler technicians and
local contractors.
During 23 years of establishment, Schindler Vietnam Limited has gain many noble
awards such as: Vietnam 100 Best Places to Work in 2015 and three consecutive
years,Top 100 sustainable development enterprises in Vietnam. In quarter 2019, in
order to maintain a constant supply with the ever-increasing demands of the market,
The Company will expand the production scale by investing in a new factory in
Hiep Phuoc Industrial, Nha Be District, Ho chi minh city
 3

1.1.2. General information

Table 1.1. Basic profile of Schindler Vietnam Limited

Legal name Schindler Vietnam Limited
Business address 8/F, President Place Building
93 Nguyen Du Street, District 1
084 Ho Chi Minh, Vietnam
Website www.schindler.com/vn/

Email info@vn.schindler.com
Phone +84 28 3521 4890

Logo

Tax code +84 28 3821 3382

Legal representative Ta Huy Vu

(Source: Company Website)
 4

1.2. Organization and human resources

1.2.1. Organization
Schindler Vietnam Limited currently bases its structure on functional
departmentalization with the organizational hierarchy chart (Figure 1.1). As can be
seen from the hierarchy chart, the company structure is divided into 3 main levels:
General Director ranks first, General manager ranks second, 5 departments
including Sales, Planning & Marketing, Purchasing Warehouse & Logistics,
Technical and Admin & Accounting. It can be obviously seen that the operation
structure of the company is considered to be effective, close and transparent and
there are many intermediate levels of hierarchies that is demonstrated below. Such
features give the company’s General Director manage ease over the situation of
each department and also ease the burden on the Director as the management
process is highly specialized.
Figure 0.1. Organizational Structure of Schindler Vietnam Limited

General
Director

General
Manager

Planning & Purchasing, Admin &

Sales Marketing Warehouse & Technical Accounting
Logistics

(Source:Schindler Vietnam Limited.)

Schindler’s board of managers play the important role and five main
departments as demonstrated above which has the same essential functions in the
company which support with each other in order to have the best outcome. To be
specified, the functions of board of manager and five departments are:
 5

General Director: is the legal representative and holds a decisive role in

decision making of The Company. His responsibility includes: Settling and running
the company in foreign affairs, domestic affairs; solving the business problems of
the company, bearing all responsibility for the operation of the company; planning
and organizing business strategies; managing the entire organizational apparatus of
the company; signing documents, contracts. General Director is responsible
company’s performance and make recommendations on the plan for use of profits
and for handling of losses in the Schindler’s business.
General Manager: Help the company’s Directors easy control over the
situation of each department and also ease the burden on the Board of Directors as
the management process is highly specialized. Each general manager is responsible
for managing their own department such as the firm’s marketing, technical and sales
function and play the important role to make ensure for effective planning,
delegating, organizing and decision marking to attain desirable profit marking
results for the company. They also control and support inferior staffs in working
Sales: Make sales plan and follow sales target. Firstly, sales staff need to
find and get customers to buy The Company’s products.After contacting the
customers and deeply understating what customers’ demand, they collaborate with
Technical team to do quotation based on technical specification of each elevators
and send back to the customer. They also together with Logistics team to order of
goods and solves issuses in event they happens. Secondly, salesforce has to collect
market information for the Leader to do the market research.
Planning & Marketing: Plan strategic advertisement for products to attract
customers and increase their awareness Schindler’s brand. This department is also
responsible for running events twice per year in order to introduce Schindler’ brand
and reach potential customers.
Purchasing, Warehouse & Logistics: Logistic team plays roles in import
process, customer service improvement, warehouse management and make system
smoothly procedure, for instance, in charge of drafting sales contracts, preparing
P/O and establishing all documents related to the importing products. Moreover,
 6

they also support for problems solutions together with Sales department such as
payment collection.
Technical: Make plans to check product’s quality and observe the quality
daily. In case of product’s guarantee, Teachnical team takes charge in monthly
warranty of each products. They are also responsible for training maintenance staff
in product specifications.
Admin & Accounting: Monitors and evaluates the production’s efficiency
and business operation of the whole company, ensures the efficient flow in and out
of company’s fund. Admin includes HR department taking responsibility of
recruiting program and following up work result to reward recognition or apply
discipline, ensures company’s information security and manages document.
1.2.2.Human Resources.
The Company currently has more than 900 employees nationwide from Ho
Chi Minh head office, Ha Noi, Da Nang and Nha Trang brand. To be specific, Ho
Chi Minh head office has over than 400 employess.
In terms of professional level, more than 97% of which are graduated from
universities or colleges. This would help curtail the training period for new staff and
increase the competitive advantage of The Company.
In terms of age, staffs which are under the age of 40 accounts for 89,09% in
the range of 20-40 and only 10,91% are above 40 of the company employee
structure. These staffs with professional qualifications, the dynamism, creativity and
high accountability are one of the advantages of the company in the fast-changing
and dynamic environment in collaboration with each other. Besides that, The
Company also has employees with several years of experience in this area (over 7
years of experience), providing timely and helpful advices on any related problems.
In term of gender ratio, there is prevailing situation of male over female that
the quantity of male account for 60%. This could be explained by the characteristics
of the business. The Company requires knowledgeable male in technical
specifications of elevators and escalators or field engineers work in construction
sites. Male maintenance staffs are more preferable since they are able to work and
repair elevators that male has better health than female in our-door working.
 7

Overall, the labor structure of the company is quite suitable with the strategy,
production and business operation. However, the company should prioritize in
recruiting more and more qualified candidates to be their employees to operate
more effectively because the competition among import- firms is getting more and
more intense
1.3. Business outcomes from 2016 until now
Table 0.2. Business data of Schindler Vietnam Limited, 2016 – 2018
(Unit:VND)
Value
2018
Revenue 1543,789,998,925.143
Cost 798,988,567,547.123
Profit
744,801,431,378.020
before tax
Profit
595,841,145,302.416
after tax
(Source: Accounting Department)

1.4 Summary of intership

The internship summary of the author at The Company from 27/5/2019 to
14/06/2019 is presented in the table below:
Table 0.1. Internship duties

No. Time Task assigned Results

1 20/05/2019 - Learn about company’s
– history, organizational
24/05/2019 hierarchy,
department,etc.
- Arrange data.
- Record sales
transactions.
- Effectively collect basic
information of The
Company for writing
the report.
- Being remarked as
having good attentive
study, good attitude and
 8

2 27/05/2019 - Translate sales contract
– into Vietnamese.
31/05/2019 - Calculate purchasing
cost and record VAT
and import tariff of each
shipment in May
3 03/06/2019 - Learn how to conduct
- customs clerance
05/06/2019 procedure and get to
practice.
- Collect and receive all
the required documents
hard-working.
- Manage to input the data
to import documents, in
spite of making several
mistakes.
- Translate the documents
accurately and timely.
- Calculate meticulously
cost.
- Managed to complete
80% of the task
assigned.
- Not being accustomed

needed to write the to customs clearance.

report
4 03/06/2019
- Learn how to
-
establish other
06/06/2019
documents and
conduct other
procedures needed for - 90% completed.

the operation
execution.
- Receive information and
advice for report’s
improvement

(Source: Author’s internship)

During the internship period at the Company, working as an internee in
Purchasing, Warehous e& Logistics department is an opportunity for the author to
 9

gain more valuable and knowledge experience and practical skills. The author
works in professional and friendly environment and receives support from other
staffs and senior manager. The author has learned how to conduct all the
procedures in importing elevators, especially the customs clearance procedure and
managed to practice as much as possible.
In conclusion, this chapter has not only provided brief information about
Schindler Company Limited but the internship also summary of the author during
the internship period. To be specific, this chapter has mentioned brief history and
general information of The Company, organization and human resources,
functions and duties of different departments, as well as business outcomes from
2016 until now of Schindler Company Limited. This would ensure a throughout
comprehension of readers in order to help deeply understand of following
chapters.
 10

CHAPTER TWO: ANALYSIS PROCESS OF IMPORTING ELEVATORS

AT SCHINDLER VIETNAM LIMITED.
2.1. Reality of process
2.1.1. Process table
Table 2.1 The import procedure
Step 1 Find customer and offer products
Step 2 Draft and sign sales contract
Step 3 Contact supplier and establish P/O
Arrange payment with supplier and receive import
Step 4
documents
Step 5 Make customs clearance and quality testing
Step 6 Receive D/O from Shipping line and quality testing
Step 7 Make debit note and record files
Step 8 Solve complaint
(Source: BSTVN Logistics Department)
2.1.2. Description of process
Step 1. Find customer and offer products
This step requires Sale Representatives find new customers and contact
customers to offer The Company’s products. There are several source of customers
database such as Schindler’s Hotline or BCI Media Group provided building and
construction information across Vietnam that Sales Representatives will contact
customers or investors based on those database via phone or meeting. Basically,
Sale Representatives also send Schindler Brochure of Schindler Elevator and the
quotation together with follow-up phone calls needed to get customers to be
interested in the products offered. Some projects require National Competitive
Bidding needed Single-envelope or Two-envelope bidding included elevators’
brochure and the price quotation. The selling process lasts long. The meeting
expenditures and phone calls fee with potential customers shall be paid by The
Company’s budget and the the cost is considerably high.
Step 2. Draft and sign sales contract
 11

In case customers agree to purchase verbally the goods, the contract draft will
be sent to customer for his consideration of relevant information such as commodity
descriptions, delivery conditions and payment terms, etc. Basically, the contract
shall be complied by Legal Executive. Then the Sale Representative ask for his/her
confirmation again and then the contract is signed by both sides. Sale
Representative and Customer have face-to-face meeting to sign the contract that
each of the parties keeps one original contract. Customers must deposit at least 10%
the value of the contract. The cost arising from this step is not large.
Step 3. Contact supplier and establish P/O
In this step, after affirmation deposit 10% the contract value and 20 days after
contract agreement, customers shall pay the remaining. P/O is made by the
documents staff and shall be sent to supplier. The supplier from Schindler’s
manufatoties in Switzerland and China accept the P/O and send back its order-
confirmation. A sample P/O is listed in the annex. The process of P/O work online
through internal SAP so that it is quick and convinient in P/O. The cost of this step
is negligible.
Step 4. Arrange payment with supplier and receive import documents
Based on the P/O and its conditions, payment shall be made fully in several
ways. In any case, payment is linked to the receipt of import documents from the
supplier. The export shall send to The Company import documents including
commercial invoice, packing list, certificate of analysis, C/O and B/L from a
shipping line. These documents are extremely essencial, since The Company cannot
get the shipment though the goods has been transported to a port inside Vietnam
without these documents.
Step 5. Make customs clearance and quality testing
This step is usually made by Logistics team of The Company. After receiving
import documents, at the same time, document staffs shall start to register electronic
customs declarations via electronic software ECUS5 – VNACCS to calculate the
amount of import tax of carge and then accounting staffs solve tax payment
procedure. The aforementioned documents samples are listed in the annex section.
The cost of this step is huge. This step is low risk since the supplier is from
 12

Schindler’s factories being one of Subsidiary of Schindler Group. Sample customs

declaration and certificate of quality are documented in the annex section.
Step 6. Receive D/O from Shipping line and quality testing
During this step, The Company can have its D/O. The document staffs bring
D/O to Cat Lai port to receive the goods. Freight Company will transport the goods
to construction site or installing location.
After loading the goods, the technical staffs are responsible for checking th quantity
and quality and ready to install elevalors. In case any goods is missing or lacking of
goods, the technical staffs shall report to The manager as much as possible to solve
the problems.
Step 7. Make debit note and record files
In selling goods to customer, because of the high value of the contract, delivery
of goods to the customers must occur after payment. In any case, the documents
staff will notify the customer to pay for the goods by sending him a debit note by
email, fax or express service. The documents staff will finalize all of these
processes by recording the files and putting them in a safe place for storage and
later uses. This step is very crucial as payment from customers are the only means
by which The Company can get its revenue. That is why debt collection is in the job
description of the documents, sales, accounting staff and even that of the General
Manager.
Step 8. Solve complaints
In many cases, making payment is not the end of cooperation but the following
services such as process feedback, warranty, customer supports especially solving
problems. In the receiving process, if there are any default elevators in running or
stop working, technical department will send technical teams to check and repair
carefully again and make a report immediately.
2.2. Comparison with theory
2.2.1. Similarities
There are three main similarities considering both practice and theory involved
subjects in International Business Transactions, Logistics and International
Transportation.
 13

Firstly, it starts with International Business Transactions with the sales

executives making an offer to the customers and receiving order from them.
Enquiry and order confirmation also have a place in practice.
Secondly, cross-border transportation of goods is in place in the same way as
the knowledge taught in the Logistics and International Transportation classes. This
common point allows the Company to standardize their process, increase the
efficiency and cover all the aspects related in the process.
Thirdly, considering the documents needed, the type of documents and their
occurrence are also in line with the theory. The theory has covered clearly both
types and occurrence of documents in need, providing throughout guideline for the
process execution.
However, as expected, there are some disparities between the two, especially
because of the business environment and custom or practices.
2.2.2 Differences
 14

Table 2.2. Comparison between theory and practice

No. Criteria Theory Practice
In practice, concluding
transactions are not as smooth
as in theory, Sales
Representative have to arrange
several meetings with their
partners. These meetings often
last long and include working
meals and drinks and business
trips. At some time during such
a process, both sides will talk
about products and some kinds
Sales of enquiry, offer, acceptance
Sales department is to find
1 Department and order might occur, but
and conclude the contract
task only in verbal form. There is
no evidence but only good
faith from both sides. Affter
such series of meetings and
talks, a written contract is
drafted based on the talks and
sent to the other party for its
confirmation and signature.
Sale Representatives also keep
the relationship with formers
and new customers
 15

a purchase order is a In practice, the P/O is much

document created by a buyer shorter and has fewer content
of goods and services. than the theoretical contract.
Buyers send POs to the Actually, there is a principle
seller as intent to make a contract signed by both sides in
purchase. It should contain advance and when The
the key information for any Company would like to buy a
Purchase purchase, including: specific number of products,
2
order (P/O)  The item purchased they need only to draft a
 The vendor shorten form of a P/O. There is
themselves little content covered in the
 The quantity of each
terms of arbitration or dispute
item bought
 The agreed price settlement. The condition of
 Additional tax costs force majeure does not fully
or VAT
cover all the events but uses
only brief words
(Source: Author’s summary)
2.3 Overall evaluation
2.3.1 Strengths
There exist three main strengths contributing to the success of the Company.
Firstly, Quality and Safety are considered as top priorities of The Company’s
core value that brings to customers the first-class high quality elevators exported
from Swizerland’s manufactory of Schindler Group so that the standards are high
and strict. Even though, there are lots of suppliers of installing elevators, Schindler
Vietnam Limited is still to keep high market share. In addition, The Company has a
deep culture and an effective workforce. The Company tries to train its employees
to a highest level of skills and understandings and give them very large bonuses for
their good work It strives for an organic connection between departments and
employees. To achieve this, it is mandated that conversations are continuous and
regular among the team members. For example, meetings are organized two times a
 16

week and every department has its own system of monthly, weekly and daily tasks
assigning and reporting.
Secondly, considering the human resources, with more than 95% of staffs are
graduated from universities or colleges, the Company’s staffs have a strong base to
start and further develop their professional level, increasing the competitive
advantage of the Company. Moreover, these staffs with professional qualifications,
the dynamism, creativity and high accountability play a crucial role in promoting
the Company’s growth in the fast-changing and dynamic environment of business.
Besides that, the company also has highly experienced employees who can provide
timely and helpful advices on any issues.
Thirdly, since Schindler Vietnam Limited is an multinational organization so
that The Company’s management structure results to high specialization.
Everything shall follow the procedure that each departments and staff must
understand what they are doing and supporting altogether.
Finally, regarding customer loyalty, the Company has a wide list of customers
regularly use the Company’s service when doing foreign trade. The Company has
managed to win and build trust from customer by providing exceptionally well
qualified service in terms of time, accuracy and efficiency; which helps enhancing
reputation and maintaining customer satisfaction. Moreover, since its establishment,
The Company has not faced any major disputes involving legal actions, further
affirming its position in the filed of elevators
2.3.2 Weaknesses
On the other hand, there remain some weaknesses regarding the price products
and the market share.
Firstly, The Company imports the elevators 100% from Switwerland so that it
costs of money and takes a lot of time leading to that the price of a elevator is much
higher than other domestic elevators. The price is not competitive, thereof,
customers reject to install the elevators because of their own budget. Moreover, the
period from finding to conclude a contract takes a lot of time and effort. Because
the elevator is one of high assests so that customers need time to consider and then
 17

make the decision to buy whether or not. Sometimes, Sale Representatives put lots
of effort in one project, however, the result is not positive.
Secondly, The martket share of Schindler’ elevators and escalators are high,
however, just in the segmentation of high-rise building. Basically, Schindler’s
elevators focus on medium and high value projects from 25 floors or more with 2
types of elevators, Schindler 5500 and Schindler 7700. The segmentation of low
and medium projects has been not concentrating. Schindler now start focusing more
segmentation low storeys from 6 to 24 floors with new and innovative elevator
Schindler 3300 AP, however, Sale Representatives proactively seek and convince
customers leading to the process lasts long time to sell elevators.
During this second chapter, the author has presented the process of importing
elevators of The Company. Also, comparison between what the author has observed
in practice with what was taught in school is showed, eliciting some important
discrepancies. Practical observation suggests that The Company possesses many
good points in its culture and operation. But then, some in-depth analysis of the
importing process is made and it is found out that there still to be some critical
weaknesses exists. Arising from what was presented in this chapter, the next chapter
– chapter 3, will consider some viable recommendations for The Company in order
to enhance its efficiency of the importing process at The Company.
 18

Chapter 3: RECOMMENDATIONS FOR IMPROVING THE PROCESS OF

IMPORTING ELEVATORS AT SCHINDER VIETNAM LIMITED.
3.1 Prospects of Schindler Vietnam Limited.
3.1.1 Opportunities
The urbanization rate in the country is such a rapid growth rate to be expected
to reach about 40% in 2019 and by earl 2020. Moreover, such an rapid growth of
global economy demands of new departments and high-rise building for
Vietnamese, especially in Ho Chi Minh City.
3.1.2 Threats
More and more competitors are penetrating into Vietnam’s elevator market
The challenge is that the market is becoming more and more competitive as other
rivals in Vietnam’s elevator market. As can be seen, some foreign competitors such
as Mitsubishi Elevator Japan, Otis Elevator Company from Spain and other
domestic Elevator Company like Thang Long Elevator Equipment Group (TLE
Group), Thien An Elevator Company, etc..
3.2 Recommendations for improving the importing elevators at Schindler
Vietnam Limited..
Building up good relationships with Custom Office, Chamber of Commerce
and Industry, etc. to deal with arising problems in import process.Updating
adjustments of governmental policies and custom clearance procedures in import-
export to reactively serve and meet requirements of customers.
Provide short-term training combined with long-term training, both work and
accumulate experience and attend training sessions related to major knowledge. At
the same time, the company should organize periodical examinations of
professional skills, foreign languages to give employees a sense of self-study,
improve and improve their knowledge and skills.
In the context of fierce competition, customer network expansion plays a crucial
role determining your survival and revenue stream. Instead of relying heavily on
existing customer base and customer and recommendation from customers,
partners, the Company should actively conduct its marketing activities to raise
customer’s awareness and gain many potential customers. The marketing
 19

department staffs will first need to improve their Company website in terms of
interface, content, and interactivity to better their ways of conveying their
information to the public. They should also frequently update their website and
timely respond to any concerns, questions being raised. Second, the marketing staff
should conduct marketing activities on mass media.
3.3 Personal lessons.
The author has made some mistakes in conducting customs clearance
procedure and sometimes keep in touch lately the notifications. Therefor, the author
might control time management better and arrange tasks scienticially such as using
Trello to record and notice the tasks and missions.
The author needs improving more business vocabularies in import and export
in order to translate documents accurately. Since The Company imports elevators
directly from Switzerland so that the author needs to know some basic German to
translate documents.
 20

CONCLUSION
Firstly, Vietnam has become more the urbanization with the high rate so that
the demands of departments and high-rise buiding are increased dramatically in
recent years. The outcome is that the mobillity in the high builiding are needed in
the near future, Schindler Company Limited will increase their market by
approaching diversified group of individual customers and from small to big
projects.
Secondly, Schindler Company Limited has just been established for twenty
years, however, the Company is enjoying rapid and sustainable growth with the
efforts of the Board member and all the staffs. Additionally, the quality of service
has also been improved through years, creating core competitive advantage in this
highly competitive industry .Through this topic, the author hopes that the proposed
recommendations can help the company improve their shortcomings for better
development in the foreseeable future.
Thirdly, being an intern at Schindler Company Limited has allowed the author
the space to learn and grow in the real practice in such a good, professional,
friendly in multinational corporation as well as gain more knowledge and valuable
experience, bettering knowledge and practical skills.
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REFERENCES
1.Schindler Vietnam Finance Department, 2017, Financial annual report 2017,
2. Schindler Vietnam Department, 2015, Human and Resource report
3. Schindler Vietnam Department, 2015, Logistics document
4. Schindler Vietnam, 2017, Internal report 2017
5. Schindler Vietnam, 2016, Internal report 2016.
6. Nguyen Thi Thu Ha, PhD. Transportation of goods by sea and marine cargo
insurance. Binh Duong. VNU-HCM Publishing house.2014.
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ANNEXES
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