NATIONAL ECONOMICS UNIVERSITY

INTERNATIONAL SCHOOL OF MANAGEMENT AND ECONOMICS

Business and Business Environment

Assignment 1: Organization types, functions and structure

Nguyen Hoang Uyen – 10190598

Word counts: 4365 words

Teacher’s Name: Daniel Vanhoutte

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Contents
EXECUTIVE SUMMARY..............................................................................................3
I. INTRODUCTION....................................................................................................4
II. MAJOR FINDINGS.................................................................................................5
1. Overview of Vietnam Airlines and its competitors..............................................5
1.1. Vision, Mission and Core values.....................................................................5
1.2. Goals and Objectives.......................................................................................7
2. Size, Scope, Legal form and Stakeholders..........................................................10
2.1. Legal form......................................................................................................10
2.2. Size.................................................................................................................. 11
2.3. Scope............................................................................................................... 12
2.4. Stakeholders and stakeholder mapping.......................................................14
3. Organizational structure and function of Vietnam Airlines.............................16
3.1. Organizational Structure..............................................................................16
3.2. Balanced Scorecard (BSC) of Vietnam Airlines..........................................19
III. CONCLUSION....................................................................................................20
IV. REFERENCE.......................................................................................................20

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EXECUTIVE SUMMARY
Business environment relating to the set of all internal and external elements having
intimately impact not only directly but also indirectly on the way operate of business
organization under legal and regulation consideration. In Vietnam, the civil aviation market is
bustling with three main business models: Traditional Aviation (FSC), Low-Cost Aviation
(LCC) and Hybrid Aviation. In the present context, this report will exploit the different types,
size and scope of organization in general, as well as in the specific enterprises- Vietnam
Airlines (VNA) and its competitors. In addition to this, interrelationship of the various function
in the organization and the way this correlation support for organizational objectives and
structure.

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 I. INTRODUCTION
Vietnam Airlines Joint Stock Company (VNA) was founded and developed in 1956
associated with the maturation of the civil aviation industry in Vietnam. VNA exploited 108
routes to 22 provinces and cities all over the country and 33 international destinations (Vietnam
Airlines, 2019). VNA is certified as a 4-star international airline for the third consecutive year
by Skytrax and various domestic and foreign honorary awards with an annual average growth
rate consistently reaching double digits. It marks its position on regional aviation map in 2016
when leading domestic market share with 44.2% share of passenger transport market (MBS
Research, 2019). Revenue from the middle and high segments is an outstanding competitive
advantage of VNA, this segment has brought 7% growth for the business in 5 years (2013-
2018). (VNA Spirit, 2019).

VietJet Aviation Joint Stock Company (VJA), which is the first airline in Vietnam to
operate under the new generation airline, cost saving & flexibility and providing a variety of
services, is licensed to operate in 2007. When starting operations, VietJet Air was formatted as
a Low-Cost Carrier, they focus on first-time flyers, and mid-income earners; however, their
new paradigm of prominence to customer experience is moved with slogan “Enjoy flying”.
VietJet Air is currently opening 113 domestic and international routes (VietJet Air, 2019). Until
now, VietJet dominating the domestic market by 42.9% surpasses traditional airlines – VNA
(MBS Research, 2019).

Bamboo Airways (BBA) founded in 2017 is operated by FLC Group, is a pioneer airline
in Vietnam operating under a hybrid model providing high quality services at low price.
Bamboo Airways gives a high prominence to the niche market which has potential tourism, is
mainly connecting to tourism projects of FLC Group. These routes have low flight frequencies.
(Bamboo Airways, n.d.). At the end of 2019, Bamboo Airways accounted for more than 12.3%
of the market share, 6 times higher than the rate of 2% in January 2019. (Civil Aviation
Authority of Vietnam,2019).

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 II. MAJOR FINDINGS
1. Overview of Vietnam Airlines and its competitors
1.1. Vision, Mission and Core values
Vision expresses institution aspiration about what they intend to become in the future
context, at the same time take the role of the firm’s terminus for the length of the strategy plan,
based on studying institution’s environment (Karen E, 2012). Mission articulates the reason for
organization’s existence, takes responsibility for answering the questions revolving around the
consumer needs, benefits for shareholders and stakeholders to create competitive advantage
(Brătianu And Bălănescu, 2008). Core values represents strong shared belief of an organization
and the way they behave to transform their shared vision into a reality (D. Keith Gurley, Gary
B. Peters, 2014).

Vision, Mission and Core values are in use as tools of a strategic plan to reach the
desired future, impart the most pivotal essence of business activities to all stakeholders.

Airlines Vision Mission Core Values

 Being the Vietnam main
 Safety
force transportation
 Client-centric
Maintaining No. 1  Provide diverse and high-
approach
position as Vietnam’s quality services air
 Staffer
aviation group and aviation
Vietnam  Constant
becoming a leading  Creating ideal working
Airlines innovation
beloved Asian airline of environment with many
(Vietnam
customer’s selection promotion prospect
Airlines’s
(Vietnam Airlines’s  Ensuring sustainable
Annual
Annual Report, 2019) benefits for stakeholders
Report, 2019)
(Vietnam Airlines’s
Annual Report, 2019)

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  Continuously exploiting
transportation network
 Making a breakthrough in
Becoming a highly  Safety
aviation industry
prestigious and reliable  Joyfulness
 Letting Vietnamese and
global airline group,  Reasonable
global citizen get used to
VietJet Air providing other services Price
use airplane as popular
on e-commerce  Punctuality
transportation
platforms (VietJet Air’s
 To provide satisfaction to
(VietJet Air’s Annual Annual
passenger through high-
Report, 2019) Report,2019)
qualified services
(VietJet Air’s Annual
Report, 2019)
 Becoming the first
five-star airline in  Expanding inter-Asian
Vietnam offering routes
first-class  Connecting all regions of  Safety
compartment and the country of Vietnam  Customer-
serving for both  Building a brand, stature centric
Bamboo domestic and of the country of Vietnam  Attentiveness
Airways international and Vietnamese to the  Punctuality
passenger. world. (Bamboo
 Being in leading  Deliver new and Airways,
position in Asian satisfying service n.d.)
aviation. standards to air aviation
(Bamboo Airways, (Mark Finlay, 2019)
n.d.)

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 In general, Vision of 3 companies concentrates on set on national air aviation
domination, afterwards reaching out the Asia and the whole world. While Vietnam Airlines and
Bamboo Airways always want to raise star rating up to 5 stars, VietJet Air just have unspecified
visionary strategy and try to satisfy customer as much as possible.

3 Missions have common point is that new routes to all the part of the globe will be
opened, moreover, 3 of them always want to be missionary in order to bring highest quality
experience to passengers. In all three companies, only Vietnam airlines mentioned benefits for
employees and shareholders - collectively (defined in 2.4) which attracts and retains talented
human resources as well as the context to call for more thorough investment

Core Values- The common point is also easy to detect of all 3 companies when each
company is aiming for safety first for customers. According to statistics, airport security and
safety on aircraft is the first criteria to choose air aviation. Passengers can feel more secure if
the airline is awarded the IATA Operational Safety Audit of the International Air Transport
Association (IATA) (Quan Giang, 2016). Vietjet's core values reflect its original position as a
low-cost airline.

1.2. Goals and Objectives

In a goal declaration, leaders must state distinctly what level of performance is to be
achieved of organization, it usually applies to shorter time frame than vision or mission.
Objectives is described in terms of specific and quantified steps to measure organizations’
progress in fulfilling goals, usually mentioned in short-term (D. Keith Gurley, Gary B. Peters,
2014). Objectives are guaranteed according to specific SMART principles (Strategic,
Measurable, Attainable, Results-oriented, and Time-bound) to give clear direction.

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Airlines Goals Objectives
 Revenue passenger kilometres (RPK)
from 10.6 billion passenger per km by 5
years
 Available Seat Kilometers (ASK) from
58.1 billion to 70.4 billion seats per km
Top 3 leading revenue and
by 5 years
Vietnam scale airline group in Southeast
 Revenue increases from 78,348 billion
Airlines Asia
VND to 102,198 billion VND by 5 years
(VNA Spirit, 2019)
 Inter-continental long-haul flight
network
 Maintaining the Debt-to-Equity ratio at
safe level
(VNA Spirit, 2019)
Reaching Breakeven point
and increasing foreign  Fleet of 90 aircraft (up 12 aircraft
currency revenue. compared to present) with more than
Maintaining a leader in cost 118,000 flights and carrying more than
VietJet
per unit ASK and the most 20 million passengers
Air
effective in the air industry  Profit before taxes over 100 billion VND
(Anh Tú, 2020)
(Vietjet Air’s Annual Report, (Anh Tú, 2020)
2019)

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  Increasing the fleet size to 50 aircraft -
Capturing more domestic
including 12 wide bodies in 2020
Bamboo market share
 The route network covers 85 routes (25
Airways (Đức Quyền, 2020)
international routes)
(Đức Quyền, 2020)

To compare the 3 goals of each airline, if Bamboo Airways and Vietnam Airlines direct
more macro-capable goals, VietJet Air chooses to develop step-by-step by demonstrating its
desire to improve each of the metrics related to flights. As a rookie, it is clear that Bamboo
Airways has no intention of paying back in such a short time, it continues to expand the scale
and maximize brand awareness.

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 2. Size, Scope, Legal form and Stakeholders
2.1. Legal form
Legal form of business organization and ownership structure specify legal
responsibilities, including how profits from the business are distributed and the owners’
responsibilities (Mastering Strategic Management, 2011). There are 3 categories of legal forms
consisting of sole proprietorship, general partnership and company/ corporation.

Corporation: This legal structure is divided into 2 categories as Private Limited

Company (ltd.) and Public Limited Company (plc.). Officers, Directors or Shareholders must
not be liable for debts incurred by company. Shareholders can take part in electing board also
benefit from profits as dividends. Public limited companies are companies that mobilize capital
widely from the public through issuing securities (shares, bonds) listed at securities trading
centres. Private Limited Company (ltd.) limits proprietor obligation to their offers, limits the
number of shareholders maximize a half, and confines shareholders from freely exchanging
offers.

Vietnam Airlines: Official name- Vietnam Airlines Joint Stock Company. Based on its
stock purchases and shareholder composition, VNA is Public Limited Company. “Commission
for the Management of State Capital at Enterprises” manage company with largest shareholders
role while its ownership is up to 86.19% of the share. The only strategic shareholder found was
ANA Holdings Inc, which holds an 8.77% stake, with the remainder contributed to other
organizations and individuals. The total number of Shares owned by foreign parties (including
foreign individuals and organizations) must not exceed 30% of the Charter Capital (Charter of
VNA JSC, 2019).

The core legal nature is a State-owned enterprise, in addition to the task of creating
economic values, it has to shoulder the responsibilities involving to political and social of the
country. But thanks to this legal model that brings VNA only advantages in the national
aviation sky. All countries have policies to support national airlines in the context of
epidemics, VNA is no exception, is prioritized for tax exemption and reduction, some fees are

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reduced or loan guarantees, though compared to neighbouring countries, government support
for the VNA is less (Bao Nhu,2020).

VietJet Air: VietJet Aviation Joint Stock Company is also a Public Limited Company.
The individual organization holding the most shares is Sunny Huong Duong Investment Co.,
Ltd. about 28.57% shares of the company, another individual who owns an 8.76% stake is the
general director of VietJet Air – Nguyen Phuong Thao. As of now, no shareholder holds more
than 50% of the company's offers, so the coordination of trade exercises of the venture must
be designated to all official shareholders of the company.

Bamboo Airways: Bamboo Airways Joint Stock Company is positioned as a Private

Limited Company (LTD). As of 2019, Bamboo Airways's shareholder structure of capital
contribution comprises 59.09% belonging to parent company – FLC Group, 40.81% belonging
to chairman of the board- Mr Trinh Van Quyet (Duc Quyen,2019).

It is easier to build corporate trust and reputation in the eyes of investors and banks
when (1) financial data is transparent; (2) nor will the company's debts and losses affect
shareholders in the event that the sums surpass the shareholders' starting contribution. On the
other hand, PLCs are at a disadvantage when it comes to disclosing detailed information
about each business activity and revenue and expenditure source, which can cause business
strategies to be referenced by competitors. Moreover, impact from society makes PLCs must
maintain their stock prices and recover as quickly as possible.

Choosing a different model from two unique industry competitors, with LTD. model,
Bamboo's internal information is allowed to limit public disclosure. Business strategies
because of this non-disclosure are preserved. But this makes banks uncertain about the
direction of their loans to businesses, so if there is a depletion of capital, the borrowing at
banks is not as easy as PLCs. The risk of hostile takeover is low, when the exchange of shares
in the market is restricted or must be through a major shareholder.

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 2.2. Size
Size of business relates to the scale of the organization and operation of a business
enterprise. According to The Business Environment, to measure the size of organization, it can
be based on common different mediums as: turnover, the value of output, the capital employed
or the level of employment. Businesses are classified in terms of size including small, medium
and large businesses (Ian Worthington and Chris Britton, 2006).

Capital
Net Production
Number of Employed
Revenue Volume
Employee (Charter
(Quarter 4, (Number flight
(2019) Capital-Unit:
2019) performed)
VND-2019)
Vietnam Airlines 6.409 employees on
(Vietnam Airlines’s the total number of 100.316
14.183 billion 186.0 thousand
Annual Report, 21,255 employees billion
2019) of whole group
VietJet Air
50.603
(Vietjet Air’s Annual 5092 Employees 5.416 billion 138.952 thousand
billion
Report, 2019)
Bamboo Airways > 1000 Employees
1115,1
(Bamboo Airways, (not having specific 7000 billion 20.203 thousand
billion
2019) data)

Applying to Vietnamese Law on Enterprise (Vietnamese law of enterprise, 2018); in

service and trading sector, a firm is considered as a medium-sized enterprise if charter capital
ranges from 20 to 100 billion VNĐ, total of employee around 300 people. Following given
standard, all 3 objects mentioned are started with 1000 billion VND and over 1000 employee,
thus three of them has enough standard qualification to be identified as large corporation.

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 2.3. Scope
Scope of organization involving in daily operations of the organization, especially
required to secure revenue, is very broad. The business scope is defined in terms of the firm’s
variety of offerings (i.e., product lines, product subsectors) (J. Bercovitz and W. Mitchell,
2007). Scope is regularly considered along the accompanying three elements listed: Vertical
(Value chain), Horizontal (Products & Services), Geographical (regional, national or global).
The outstanding feature to be easily recognized between the business scope of the 3 mentioned
companies will be analysed by horizontal scope. Horizontal scope refers to the diversification
of the product offering or an increase in market segmentation (Mark N. Clemente and David S.
Greenspan, 1998).

Vietnam Airlines: Not only providing passenger transportation services, but VNA also
expands its business in many aviation-related segments. As annual report of 2019, Vietnam
Airlines operates 15 subsidiaries, although the different operating segments, the activities and
functions are complementary to each other and the parent company. Some companies with
outstanding achievements such as: Vietnam Airport Ground Services Limited provides Ground,
technical and commercial services; Viet Flight Training JSC provides Pilot training; Vietnam
Airlines Engineering Limited provides Aircraft repair and maintenance services; supplying
airline fuel, airline catering or labour export-import. Besides, Affiliate companies also
represent the national airline corporation's vast business scope. For the time being, VNA is
affiliated with 5 domestic and foreign companies with ownership (%) ranging from 30.41% to
49%.

VietJet Air: VietJet Air operates a total of 6 subsidiaries and associates its business with
2 companies. Auxiliaries are Sky mate Limited and VietJet Air IVB No. respectively. I, VietJet
Air IVB No. II, VietJet Air Singapore, VietJet Air Ireland No. 1 Limited deals in aircraft; only
VietJet Air Cargo supply cargo transportation and related back administrations. Passenger and
cargo transportation services and other related services are also supplemented by the two
affiliated companies, Thai Vietjet Air and Cam Ranh International Terminal Company

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 Bamboo Airways: Be as the subsidiaries of FLC group and service period beginning for
just 2 years, Bamboo airways is just concentrating on giving transportation administrations.
Service related to customer care on the airline's flights, depending on strategic cooperation
contracts such as Vietnam Air Catering Services Company, SIA Engineering Company,
Airports Corporation of Vietnam.

In an overview, both Vietnam airlines and VietJet have a quite large business scope
when owning subsidiaries in other fields besides transporting other operations, but Bamboo
Airways does not. Vietnam airlines expands their business scope to the goal of increasing
market segment is to own Pacific Airlines - oriented to low-cost airlines. When VietJet centre
on a low-cost portion, Vietnam Airlines operate with the double branding procedure, which
helps VNA Group partly retaining its position as a traditional airline actively developing the
high-end customer segment, on the one hand, it cannot be overwhelmed in the low-price
segment by others, especially VietJet Air. Developing scope of business following horizontal
way also bring economic advantage to VNA Group such as VACS in 2019 brought VND 149
billion to the parent company, or SKYPEC brought in VND 495 billion. Similarly, VietJet Air
also can reach more profits from doing business activities of subsidiaries, especially in sale and
leaseback sector (SLB), revenue recorded 37.211.198.334.005 VND accounts for a significant
proportion in the structure of revenue even outperformed revenue from its core activities
(transportation) (VietJet Air’s Annual Report, 2019). Aviation-specific services managed by its
subsidiaries have also helped VNA's flights not depend on supply partners such as Bamboo or
VietJet. Bamboo in early 2020 has had worrying burdens when the AVC demand payment of a
debt and announced that it would stop providing services (Vietnam Finance, 2020).

2.4. Stakeholders and stakeholder mapping

Definition of Stakeholders following to “Strategic management: A stakeholder
approach” shown that: any bunch or individual that is able to influence or be influenced
directly or indirectly by the accomplishment procedure of the corporation’s goals or objectives
(Freeman, 1984)

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 Stakeholder Priority Grid can offer assistance to decide the level of impact on control
and interest by the stakeholders of the corporations.

Figure 1 Stakeholder Priority Grid of 3 companies

Government: More than 80% of the shares are controlled by the state, so the
government has the right to participate in the operation and business operations of the
enterprise. As well as from the inception of running, the government invests 100% charter
capital, thanks to which the new company can be established. Otherwise, VietJet’s shareholder
structure does not have the participation of the state, so the right to operate the state in the
enterprise is not available, except for the compulsory basic laws for all types of businesses.
VietJet’s tax payment contributes to the state budget a significant amount. In 2017, when its
after-tax profit reached VND 5,073 billion, VietJet paid taxes up to VND4197 billion (VietJet,
2017) and position the top 100 largest taxpayers in Vietnam in 2017. Like VietJet, Bamboo
Airways business is not affected by the government beyond basic laws. But reporting a loss of

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hundreds of billion VND at the beginning of market penetration, small taxes do not affect
mutually much.

Suppliers: Owning a wide range of subsidiaries in different segments complements the

main activity of passenger transportation, making VNA save costs of hiring external companies
without depending on suppliers. Meanwhile, both Bamboo and VietJet are heavily dependent
on foreign companies, increasing costs while governing business strategies. VietJet owns an
aircraft maintenance company, so part of the costs is cut, which also reflects VietJet Air's
supplier affects lower revenue than Bamboo Airways

Employee: The vision and mission of all 3 companies prioritize service satisfaction, so
whether employees make customers happy or not determines brand image and development
strategies of the firm. This makes influence of employee on firms is pretty average. But being a
rookie in the Vietnam aviation market with the mission of bringing Vietnam's image to the
world, Bamboo Airways pays a lot of attention to training human resources in terms of attitude
and appearance. Through promoting development of brand identity strategy. while Vietnam
airlines as Vietnam's main airline, the influence of employee's image on the brand is also great.
As According to the interview with the chairman of the board of directors - Mr Trinh Van
Quyet said that the plane is only one part, humans make emotions. Such feelings are reflected
in the image of the hand on the left chest of the Bamboo Airways flight attendant - symbolizing
the spirit of the company following 5 stars oriented (Phong Van,2020). Throughout its
operations, VNA always tries to maintain the image of its staff in a dedicated and thoughtful
direction. Objectives of employee is to get Job satisfaction, security, healthy environment good
payment and increment etc. In terms of the average salary of the pilot position, according to
VN In terms of the average salary of the pilot position, according to VN Express statistics in
2017, Bamboo is considered to have the most attractive salary for employees over VND 200
million / month, respectively VietJet and Vietnam Airlines with recorded numbers are 180
million and 121 million ( Anh Tú, 2019).

Customer: Customers there just mention passengers on each flight, not including
customers trading airline services of subsidiaries. The objective of the passenger is to feel
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comfortable, security and safety. They need to be met their demands, have a plethora of
choices, get believe and shared understanding in approaching closer the services. Bamboo
Airways has the most powerful influence on the internal power of the company, with the new
reason to penetrate the market, Bamboo aims to capture 30% of the domestic market. Through
promoting promotional fares (with the same low price as VietJet fares) but providing premium
services, the destination is customers’ experience with the slogan "More than a flight". VietJet
Air dominates the market share of Vietnam's civil aviation 42.9%, especially in the low-cost
segment, so the importance of customers is no longer as high as when they first entered the
market. Regarding to profitable cash-flow, since Bamboo is a company under the control of
FLC group and focuses on passenger transportation, their income source depends solely on this
resource. The remaining 2 companies have been analyzed in the scope, they generate revenue
from their own subsidiaries, profits from the airline service subsidiaries have partly saved the
loss to help VNA in epidemic period- Covid 19 (Speech of CEO Vietnam Airlines - Duong Tri
Thanh- 2020), while revenue from the Sale and Leaseback airplane business model of Vietjet is
audited accounting quite high in the total revenue of the company. Therefore, the influence on
the interest of the number of passengers on flights of two public limited companies is lower
than that of Bamboo.

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 3. Organizational structure and function of Vietnam Airlines
3.1. Organizational Structure
Organizational structure is described as the system of detailing connections in a business
corporation and these connections, reflecting the medium of how to partition work in an
organization. Rely on this structure all departments make an effort to distribute its resources to
fulfil its task (Pitts, T. and Clawson, J., 2000)

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Figure 2: Organization Structure of Vietnam Airlines from Annual Report in 2019

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 From the attached diagram, it is possible to identify the organization structure of
Vietnam Airlines applying both 2 categories: Hierarchical structure to senior management and
Functional structure to remaining position.

In a hierarchical organization structure, employees gathered with each representative

having one clear supervisor. On top of a joint-stock company like Vietnam Airlines, the general
assembly of shareholders including all shareholders with voting rights holds the most elevated
control that meaning all decision have to be received endorsement by them in the Annual
General Meeting of Shareholders, the Extraordinary General Meeting of Shareholders. The
Supervisory Board is second highest is an agency elected by the General Meeting of
Shareholders, on behalf of shareholders to objectively evaluate activities, as well as manage
operation. At a lower level, the company is subject to the supervision of the board of directors
and chief executive officer (CEO) that are supervised by Audit Committee Investment and
Strategy Committee, Human Resources and Remuneration Committee. In addition to the task
of monitoring parent company activities, on this floor, the CEO also has to manage subsidiaries
and associates. CEO is evaluated as be the foremost critical and the connector the most
elevated levels of Hierarchy to all of the divisions.

In a functional structure, grouping employees by speciality, skill or related roles to reach

shared goals. To the low- level, the structure of company moves to operate following the
functional structure. VNA built a very specific and well-organized structure. There are 7 main
Executive Vice Presidents in total, each of them takes responsibility for governing not only
various departments but also small corporate affiliates and research centres.

Flexible application of 2 organizational structure in the company's internal operation

apparatus makes this state-owned airline many advantages. In senior level, responsibilities are
fixed and agreed at each level, making accountability accurate for their work. Therefore, each
individual knows who he is responsible for and who is truly responsible for him. Besides, the
committee allocation oversees the activities of the CEO and the board of directors making
abuse of power difficult to happen on the board. All strategies or decisions of any company
must be adopted at different levels of management, creating consistent making- decision and
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less risk in business operations. In specialized department, the specialization of the department
in general, the staff, in particular, can help a company optimize the time to perform tasks. This
frame also facilitates management of the leadership board more easily. Regarding to the
structure’s drawbacks, in the position of CEO, although the managerial responsibilities are
evenly distributed to the deputy general directors, the management of so many different
divisions and subsidiaries causes executive positions to be overwhelmed, that more or less will
reduce work efficiency. It takes a lot of time to make and execute actionable decisions as the
chain of commands must be processed and passed by the leadership levels.

3.2. Balanced Scorecard (BSC) of Vietnam Airlines

The scorecard itself derives from basically an execution estimation system with solve 2
aims; transforming theoretical strategy into particular objectives and giving relevant reviews as
to the successful level of the executing strategic plan to change suitably in event that necessity
(Milgliorato et.al, 1996). There are 4 standard perspectives revolving around financial, internal
business perspectives, customers, and learning and growth.

Perspective Objective Measures Target Initiatives

Establish large
number of
Decrease 14%
Reduce Human Financial biometrics
Financial over the
Resources costs report technological
previous year
machines in
airports
Customer  Customers Reviews /  50%  Media
are known for feedback customers use Marketing
their position as through the biometric  Start a campaign
digital airlines company technology to with employees
 Target website or the do airport in the sales
business company's procedures department to
customers who customer care guide and
want to save department engage
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 maximum time customers
Use redundant Decrease 2% of
Strictly choose
Internal staffs to focus on staff
Turnover rate good employees in
Process other essential redundancies at
customer care
areas deserted airports
Collab with VinAI
Become the Check-in only
Track number Research and take
pioneer digital takes 15 minutes
of passengers use technology
airlines in Vietnam per passenger
Innovation transact background
– Apply compared with
directly at the resources available
Biometrics during an average of
counter to Sabre Group
the transaction 60-90 minutes
partners

III. CONCLUSION
Completing research and investigation 3 air aviation companies, it is possible to
profoundly understand how to build an organization as well as the medium how operators take
responsibility for their stakeholders and how they use the vision, mission, goals and core values
to make profitable pros. Moreover, by using Balanced scorecard help see through the
importance of self-assessment of strategies and business environment to maximize profits,
realizing the goals of the business.

IV. REFERENCE
1. Thi Hang-COMM, L., 2020. Chiến Lược Thích Nghi Của Hàng Không Truyền Thống
Khi Giá Vé Giảm Mạnh. [online] Spirit.vietnamairlines.com. Available at:
<http://spirit.vietnamairlines.com/vi/emagazine/tin-tct-105/chien-luoc-thich-nghi-cua-
hang-khong-truyen-thong-khi-gia-ve-giam-manh-3356.html> [Accessed 18 October
2020].
2. Nam Khoa, N., 2019. CTCP HÀNG KHÔNG VIETJET. MB Securities Joint Stock
Company: Nguyễn.

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3. Hanoi Authority for Planning and Investment, 2016. Summary Information Sheet -
Airports Corporation Of Vietnam - JSC. Nguyen Huu Tuat.
4. Vietjetair.com. 2020. Doi-Bay-Sinh-Dong-Nhat-The-Gioi - Doi-Bay - Vietjetair.Com -
Bay Là Thích Ngay!. [online] Available at: <https://www.vietjetair.com/Sites/Web/vi-
Vn/NewsDetail/doi-bay/%20320/doi-bay-sinh-dong-nhat-the-gioi> [Accessed 19
October 2020].
5. Bamboo Airways. 2020. Hãng Hàng Không Bamboo Airways Khai Thác Chặng Bay
Tỉnh Lẻ. [online] Available at: <https://bambooairway.vn/hang-hang-khong-bamboo-
airways-khai-thac-chang-bay-tinh-le.html> [Accessed 22 October 2020].
6. Karen E. Hinton, 2012, A Practical Guide to Strategic Planning in Higher Education, by
the Society for College and University Planning, p 9.
7. Constantin, B. and Georgiana Victoria, B., 2008. VISION, MISSION AND
CORPORATE VALUES. A COMPARATIVE ANALYSIS OF THE TOP 50 U.S.
COMPANIES. Management & Marketing. Academy of Economic Studies, Bucharest,
Vol. 3, No. 3, pp. 19-38.
8. Gurley, D., Peters, G., Collins, L. and Fifolt, M., 2014. Mission, Vision, Values, And
Goals: An Exploration Of Key Organizational Statements And Daily Practice In
Schools. Springer Science+Business Media Dordrecht.
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