Table of Contents

I. Introduction :...................................................................................................................2
II. Types of organization......................................................................................................3
1. Public sector..............................................................................................................................3
2. Private sector.............................................................................................................................3
3. Voluntary Sector........................................................................................................................3
III. Legal form...................................................................................................................3
1. Private limited company............................................................................................................3
2. Sole Trader................................................................................................................................4
3. Public Limited Company............................................................................................................4
4. Joint stock company..................................................................................................................4
5. Scope :.......................................................................................................................................4
6. Size :..........................................................................................................................................4
IV. Research finding :........................................................................................................4
A. Nike.................................................................................................................................4
1. Back ground :..................................................................................................................5
2. Overview...................................................................................................................................6
3. Size and scope :..........................................................................................................................6
B. VFF – Viet Nam Football Federation.................................................................................6
1. LOGO:........................................................................................................................................6
2. Back ground :..................................................................................................................7
4. Overview :.................................................................................................................................8
5. Vision,mission,goals:.................................................................................................................8
6. Size and scope :..........................................................................................................................9
C. GERU STAR SPORT JOINT STOCK COMPANY.....................................................................9
1. LOGO:........................................................................................................................................9
2. Back ground...............................................................................................................................9
3. Overview :...............................................................................................................................10
4. Vision ,mission and goals:........................................................................................................10
A ) The main objectives of the Company............................................................................................................10
B) The mission of the Company..........................................................................................................................11
C) The goals of the company :.............................................................................................................................11
 5. Size and scope :........................................................................................................................11
6. Risks:.......................................................................................................................................11
7. Ownershipstructure:................................................................................................................12
V. Relationships between various organizational activities and How they relate to the
structure of the organization.................................................................................................13
VI. Football for All in Vietnam (FFAV)..............................................................................14
1. Logo:........................................................................................................................................14
2. Back ground :...........................................................................................................................14
3. Overview :...............................................................................................................................15
4. Vision, mission and goals :.......................................................................................................15
A) Objectives :................................................................................................................................................15
B) Mission.......................................................................................................................................................15
C) Goals :........................................................................................................................................................16
5. Size and scope :........................................................................................................................16
IV Conclusion :.......................................................................................................................16
References............................................................................................................................17

I. Introduction :
BBE, or Business and Business Environment, is the sum of all internal and external
aspects, such as employees, clients, management, social trends, and so on. These
elements have a direct impact on not only how businesses operate, but also on
organizations and circumstances. The business environment also assists us in
locating valuable work resources, identifying opportunities, and determining how
to benefit from the organization .[CITATION Top211 \y \l 1066 ]
In this assignment, we will look at the business and its environment, which mostly
revolves around Nike and sports industry in Viet Nam. I’m a employed as a Junior
Insights Strategist at Nike Company, I'm responsible for preparing a report for the
CEO that includes research and descriptions of three types of businesses: VietNam
football federation ( VFF) , Geru sport company , Football for all in Viet Nam
(FFAV) .
This essay also involve an analysis of key organizations, their backgrounds, how
they operate and control their businesses, which products they provide to
customers, what information they have about their businesses, how they care for
their customers, and how they connect with partners for future projects, among
other things. We can look at the operating chart of each company at the end of the
report for a final analysis to see how they relate to the business structure and
environment.

II. Types of organization

1. Public sector : Companies and businesses that are run, controlled, and
managed by the government are known as the public sector (national and local).
Jobs in the public sector include doctor, police, teacher, and military positions,
among others. These businesses are unaffected by the recession and can assist
to reduce social inequality. Their main goal is to provide local services and
advantages, such as street cleaning, security, education, and the legal system, at
a fair cost. Profit isn't the main motivation. When they are not in excellent
shape, they can receive financial assistance from the government.[CITATION
Wal19 \l 1066 ]
2. Private sector : Manufacturing and local services are examples of
companies and businesses run, controlled, and managed by private persons or
private companies. These groups do not rely on taxes for funding, and
entrepreneurs can fill gaps in the labor market. Their major goal is to make
money by operating and administering the business according to the laws of the
country. They can work in a variety of businesses and fields, such as
technology, manufacturing, banking, and construction. Because they are
individuals with independence, they are unlikely to receive any financial
assistance from the government.
3. Voluntary Sector : The term voluntary sector refers to non-profit
organizations whose primary goal is to have a positive societal impact rather
than to profit. It's also called as the third-sector, civilized, or non-profit sector.
Despite the divide between the voluntary and government sectors, a variety of
groups collaborate with governments at all levels to help them deliver programs
and services. Corporations, partnerships, and sole proprietorships, for example,
have a variety of legal structures.[CITATION Vol21 \y \l 1066 ]

III. Legal form

1. Private limited company : To its directors and stockholders, it
functions as a separate legal entity — the corporation is a "person" in its
own right. This means that the company owns all of the company's assets,
obligations, and profits, and the shareholders are not personally responsible
for the company's debts .
2. Sole Trader : A lone trader is a self-employed individual who owns and
operates their own firm. Because a sole trader business has no legal status
separate from its owner, many people believe that you are the business.
We'll look at what a sole trader is, how to get started, and your ongoing
duties in this article. You have complete control over your business, its
assets, and income after taxes as a sole trader. Along with this level of
control, this business model provides relative simplicity, versatility, and a
variety of additional benefits.[ CITATION Joh21 \l 1066 ]
3. Public Limited Company : A public limited company has the legal
status of any company that has sold shares to the general public and owns a
limited number of its own shares. A PLC's stock or company share is made
available to the general public and can be purchased or claimed by anybody,
either privately during the initial public offering process or through stock
exchange exchanges. Businesses that are publicly held are often known as
public limited companies. [ CITATION Jas21 \l 1066 ]
4. Joint stock company : A joint-stock company is a corporation owned
by its shareholders, with each shareholder owning a share proportional to
the quantity of shares purchased. Joint-stock firms are formed to fund
projects that are too costly for an individual or even a government to fund.
A joint-stock company's owners expect to share in its profits.
5. Scope : To it's directors and stockholders, it functions as a separate legal
entity — the corporation is a "person" in its own right. This means that the
company owns all of the company's assets, obligations, and profits, and the
shareholders are not personally responsible for the company's debts.
6. Size : It refers to the size or amount of work produced by a particular
company. The study of a company's size is crucial since it has a substantial
impact on the firm's efficiency and profitability.

IV. Research finding :

 A. Nike

1. Back ground :
Nike began doing business in Vietnam in 1995 and contributed significantly to the
country's economy in the late 1990s. However, infractions of the labor regulations
at Nike's Vietnamese contract factories, or "sweatshops," quickly surfaced, as in
the case of the Tae Kwang Vina factory, or VT, which employed roughly 10,000
people, the majority of whom were young rural women. Workers suffered from
dizziness, nausea, and respiratory problems as a result of the toxic solvents and
glues used in the manufacturing processs
Accidents were common in the plant's dangerous areas. Because the local
community and workers were unable to mobilize, VT was able to break
environmental standards without incurring any consequences or major objections.
However, NGOs like Vietnam Labor Watch and activists used transnational
information networks to raise awareness about labor conditions in Vietnamese
sweatshops around the world, which helped hold Nike accountable for the
employees' suffering. As a result, Nike implemented aggressive measures and
permitted independent sweatshop auditing. Nike's own "Code of Conduct" was
adopted in Vietnamese factories in 1999. There has been a noticeable improvement
in VT's practices in recent years, such as better working conditions and worker
awareness of their rights and entitlements. [ CITATION Jef97 \l 1066 ]
 2. Overview
Company Nike
Legal form Public limited company
Ownership Private sector
Profit or non – profit Profit
Key players Shareholders, Employees, customers
Business activities design, development and worldwide
marketing of high quality footwear,
apparel, equipment, and accessory
products

Industry Accessories for Industry Apparel

Sporting goods
Scope Wide
Headquarters Oregon, USA
3. Size and scope :
The scope and size of the company's activities have expanded over time. The Nike
Company employs around 38000 people in various places across the world. In
2009, the company made a net profit of $1.49 billion. They have offices in 45
different countries throughout the world. There are also 700 Nike stores across the
world.

B.VFF – Viet Nam Football Federation

1. LOGO:
The VFF's current logo features a football and the Vietnamese flag. Nguyen Công
Quang created the design. Since 2008, it has been in use.[CITATION WIK21 \y \l 1066 ]
 1990– 2008 2008 – present

2. Back ground :
The Vietnam Football Federation (VFF - Liên Đoàn Bóng đá Viêt Nam) is the
country's governing body for football. It is in charge of all football, futsal, and
beach soccer teams in Vietnam, as well as national competitions. In the north, the
Vietnam Football Association was founded in 1960. Its first president, Hà Đăng
Ấn, was a former football player and the head of the Railway Department. A
similar Association was formed in the South, which was under the Republic of
Vietnam's administration, to handle football activities. Football has been occupied
in Vietnam since the early twentieth century, but it has not matured into a
movement due to the conflict. Football was played differently in the two areas of
Vietnam due to the country's partition until 1975. Vietnamese sports began to
return to international competitions in 1989. After three months of planning, the
First Congress of the new football federation convened in Hanoi in August 1989,
officially establishing the Vietnam Football Federation. VFF elected Trinh Ngoc
Chu, deputy minister of the General Department of Sports, as president, and Lê
The Tho as general secretary. The current president of VFF is Lê Khánh Hải
Address : Le Quang Dao Street ,Phu Do Ward ,Nam Tu Liem District Hanoi, Viet
Nam
Tel:+84 4 3845 2480 - 3734 4456
Fax: +85 4 3823 3119 - 3734 1349
Email: international@vff.org.vn
Website: www.vff.org.vn [CITATION mem21 \y \l 1066 ]
 4. Overview :

Company VFF ( VietNam football federation)

Legal form Public limited company
Owner ship Public sector
Profit or Non-profit Profit
Key players Coach , football players
Business activities Manage and operate football club
activities in Viet Nam
Industry Training coach football teams in
VietNam
Scope Narrow
Headquarters Viet Nam

5. Vision,mission,goals:
Having a large number of football players , coach , their mission can not be small.
On behalf of VietNamese , VFF's aim is to field a team that performs on the field,
achieves success on the international stage, and has a beneficial impact on our
community. As a team and as individuals, we will treat every athlete in our
program with respect and dignity as we seek to attain our full potential. Our
program and football community will always encourage and appreciate diversity
in order to provide a safe atmosphere in which each athlete may gain the
knowledge, work ethic, and communication skills needed to become responsible
and effective members of society.
-Prioritizing football training for children and women; the football movement
seeks to actively contribute to the Program "Improve the physical strength and
stature of Vietnamese via sports nutrition and exercise till 2020."
In terms of young football player development, an average of 4,000 young athletes
aged 11 to 18 who have a lot of promise train extensively every year. Around 400
young athletes aged 14 to 18 are targeted at the central level each year and trained
by foreign specialists; approximately 24-48 young athletes train overseas each
year.and In terms of money, the Vietnam Football Federation is self-sufficient: The
VFF's annual income ranges from 100 to 130 billion VND , The annual profit of
each professional league is between 40 and 50 billion VND.
Professional football clubs have access to a system of playing fields, training
facilities, athlete training facilities, sports medical clinics, and a staff of expert
sports trainers and medics. Professional certification and education are required.
[ CITATION VFF14 \l 1066 ]
6. Size and scope :
VFF is a Vietnamese international organization that annually selects a number of
young talents, trains them become national teams, and plays against a wide range
of countries. Every year, the organization selects a team to engage in international
competitions, which is a true accomplishment for Vietnamese football.

C. GERU STAR SPORT JOINT STOCK

COMPANY.
1. LOGO:

2. Back ground :
Geru Star Sports Joint Stock Company is a subsidiary of the Vietnam Rubber
Industry Group (VGR) that specializes in sports ball manufacture. The
company operates under the Department of Planning and Investment of Ho Chi
 Minh City's business registration certificate number: 410304761, dated
17/5/2006. Production output: 2,000,000 balls of all kinds/year. The company
exports to the other countries :
- In asia : Asia: Taiwan, Malaysia. Nepali,.
- Europe: Germany, Spain, Portugal, England…
- Americas: America, Chile, Peru, Panama…
- Africa: South Afric
- Internal Market :Domestic sales system with more than 110 agents
nationwide.
Viet Nam name: Công ty Cổ phần thể thao ngôi sao Geru .
International transaction name: Geru Star Sport joint stock company.
Short name: Geru Sport CO.
Stock ticker: Ger
Tax code: 0301634641.
Head office address: 1/1 Tan Ky - Tan Quy, Son Ky ward Tan Phu
district, City. HCM.
Phone: 08. 38425 110 / 08. 38472 719
Fax: 08. 38425 008.
Email: geru@geruspot.com.vn
Webmail. Emailserver.vn [CITATION Ngo14 \l 1066 ]
3. Overview :

Company Geru star sport

Legal form Joint stock company
Owener ship Private sector
Profit or non profit Profit
Key players Shareholders, customers, employees
Business activities Manufacture and trade
Industry Sport equipment
Scope Wide
Headquartes Viet Nam
 4. Vision ,mission and goals:
A ) The main objectives of the Company:
• The company's policy is to continue to promote growth, increase market share
and domestic consumption market, and strive that by 2020 the sales of ball
products in the domestic market will be equal to the revenue of export ball
products.
• Upholding the goal of Vietnam Rubber Industry Group "development". industrial
products from Natural Rubber
• Focus on implementing comprehensive restructuring towards modernity;
Enhance potential financial strength, competitiveness; Renovating and upgrading
the organizational model, model business model; Training to improve the quality
of human resources, promoting investment invest in technological innovation and
product quality improvement; Guaranteed to work of the Company to grow safely,
effectively and sustainably while adding value brand GERU STAR, GERU SPOR
is advanced in the market domestic and international.
• Maximize profits, constantly improve living conditions and working conditions
jobs and improve employees' incomes, ensuring the interests of shareholders,time
to fulfill its obligations to the State Budget.
B) The mission of the Company
In order to improve competitiveness and long-term development, the GERU STAR
brand has become a prestigious brand in the market.
• Product diversification and investment in modern machinery and equipment
to specialize in a variety of high-quality and high-value exports. • Maintain and
improve market share in traditional and developed markets by focusing on product
quality, production, and business efficiency.
C) The goals of the company :
The Company's short and medium-term sustainable development goals
(environmental, social, and community) as well as the primary processes.
• Strengthen and train a team of qualified, skilled, and high-sense of organization
and discipline in production labor; care to improve workers' lives and income.
• Safe production organization associated with environmental protection
management, community responsibility, and active participation in social and
charity work.[ CITATION ngo17 \l 1066 ]
5. Size and scope :
Adjustments in the Management board: (List of Board of Directors changes per
year) The board of directors remained unchanged in 2016.
- Employees and a set of numbers:
• Staff of the Ministry of Quantity Management: 223 individuals as of December
31, 2016, down 8 people from 2015.[ CITATION Ger17 \l 1066 ]
6. Risks: (State the risks that may affect production and business activities
or for the achievement of the Company's objectives, including environmental risks
school)
• The price competition between domestic and foreign enterprises; qualifications
of workers directly in production; The increase in input costs and financial costs
are the causes that directly affect the results of production activities
business of the Company.
• Legal/policy risks: Changes in the system of documents
laws that directly or indirectly govern the Company's operations, and affect the
attraction of business investment to large domestic and foreign investors.
• Competitive pressure between domestic and foreign enterprises in the same
industry
It will be both an opportunity and a challenge for businesses in controlling costs,
improving business efficiency and maintaining market share.
7. Ownershipstructure:

31/12/2019[ CITATION vie19 \l 1066 ]

State shareholders ( 64,38 % )
Other organization (28,18%)
Individual shareholders (7,44 % )
The given pie chart gives information about the ownership structure goers in the
year 2019. The pie chart are divided into 3 main parts of their numbers indicate
that state shareholders accounts for a larger proportion than the other two parts.

As given in the chart, the percentage of state shareholders which is used comprises
more than half of the total. Besides, the pie chart indicates the trend of individual
shareholders is the least popular in ownership structure.
State shareholders showed the most use and their percentage went highest with
64.38%. Among the others, individual shareholders was showed less interests with
7.44% and thus this percentage had less than other two parts. In 31/12/2019, other
organization accounted for 28.18% in total.

V. Relationships between various

organizational activities and How they
relate to the structure of the
organization
An organizational plan is an important representation of a company's internal
structure, describing the roles, duties, and interactions among
employees.Organizational charts can depict the general operations of an
organization or break down to a single unit or department.
In organizational charts, a worker's hierarchical rank in relation to other employees
is graphically portrayed. Organizational charts are extremely valuable in any
organization, regardless of its structure. Especially important, charts allow
employees to see how their positions fit into the larger structure of the firm. Its
most typical strategy puts the highest-ranking people at the top of the chart and
lower-ranking people below them. The industry, regional location, and company
size all affect organisational hierarchies.
 General
Meeting of
Shareholders

general
manager

Technical
Accounting Administration Business Product
planing
department department deparrtment deparrtment
department

 The following are the specifics of the various organizational roles:

Organizational functions are crucial to the success of any business. If a company
wants to be successful, all of its functions must work together to achieve the firm's
common goal. Organizational functions do not operate in isolation; rather, they
collaborate to produce higher values and better performance in the firm. Increased
operating productivity, sales, and results that benefit stakeholders are all benefits of
well-organized organizational operations. Sales, Human Resources, Accounting,
Operations, Import & Export, Quality Control, and Technical are only a few of the
tasks of Geru Star's management. Sales is in charge of selling the company's
products and submitting a revenue report to the accounting department.
Gerneral meeting of shareholers is where shareholder can exercise their right to
make desions about the company’s strategy and delopment plan. In the general
manager, this department have to manage all factories, quaility products so that
increasing profits of company. Also, it manages all accounting department,
administration department, technical planning department , business department ,
product department
Accouting department : An organization's accounting department is part of the
corporate overhead group. It is in charge of billings, payroll, cost accounting,
financial statement production, supplier payments, and other similar tasks.
Additional value-added services, such as actual-versus-budget reporting, cost-
cutting proposals, and other types of financial research, may be provided by the
accounting team.
Administration department : Human resources , marketing, strategy
development, government counsel, offers for contracts, equipment, and protection
are all areas where the Administration Department provides administrative and
technical support.
Technical planning department : The process of planning the technical growth of
a program or system in order to attain its future vision or end-state is known as
technology planning. Desired sponsor results, technology forecasts and timetable
estimates, technology maturity requirements and planning, and technology
insertion points are all examples of technology planning. The goal is to achieve a
specific technical end-state that is enabled by technological advancements
throughout time.
Business department : the management of a commercial enterprise It entails
overseeing and supervising all parts of business operations.
Product department : a group of functions within a company that is in charge of
producing things. This can range from a small department that converts raw
materials, assembles components into finished items, and packages them to a fully
functional department that transforms raw materials, assembles components into
finished goods, and packages them.

VI. Football for All in Vietnam (FFAV) 

1. Logo:

2. Back ground :
The Football Association of Norway (NFF) and the Vietnam Football
Federation (VFF) have been working together in Hanoi since 2001 to create
Football for All in Vietnam (FFAV). The project was formally relocated to
Thua Thien Hue province in 2003. (TT Hue). FFAV encourages non-
 competitive grassroots football among youth in middle and high schools, offer
the opportunity, and emigration sites, with a special focus on minority people
such as individuals with disabilities, ethnic minorities, and people living with
HIV/AIDS. FFAV incorporates fundamental life skills exercises into football
activities that are fine-tuned based on the club's current condition and needs.
Since the founding of the first club in 2004, FFAV has experienced a
tremendous increase in the number of children and young people playing football,
adults being coached, and general interest in the project's activities. [CITATION
Str21 \y \l 1066 ] . On November 14th 2010 , Football for all in Vietnam (FFAV)
was in Hanoi when the Vietnam Union of Friendship Organizations (VUFO)
presented an award to international non-governmental organizations for their
contribution to poverty reduction and development in Vietnam for the first time.
Out of the approximately 800 NGOs functioning in Vietnam, FFAV was one of
just a hundred to receive such recognition.[ CITATION Els10 \l 1066 ]
Economic cooperation : Thua Thien Hue Football Federation, Thua Thien Hue
Department of Education and Training, Provincial People's Committee. Vietnam
Football Federation, Thua Thien Hue Football Federation, Thua Thien Hue
Football Federation, Thua Thien Hue Football Federation, Thua Thien Hue
Department of Education

3. Overview :

Company Football for all in Viet Nam

Legal form Football clubs
Owner ship Voluntary
Key players Football players
Business activities Creative football club
Industry Fundraising
Scope Narrow
Profit or non profit Profit
Headquaters Viet Nam

4. Vision, mission and goals :

A) Objectives :
- Promoting social inclusion – particularly among parents and children – by
increasing access to football activities for girls, children with disabilities,
and children from resettlement zones
- Assisting and accompanying local partners in facilitating grassroots football
and life skills initiatives on the ground.
- Assisting the target groups in improving soft skills (such as communication,
self-confidence, and teamwork) and raising social awareness through
football activities/events combining life skills;
- Encouraging volunteerism and the development of leadership abilities
among the community's young people [ CITATION UEF17 \l 1066 ]
B) Mission : New clubs offer football coaching and refereeing courses, as well as
life skills courses.
- Leadership training for teenagers
- Members of the local community, especially parents, receive volunteer
training.
- Three ‘fun football festivals' have been organized with the goal of
integrating young females from ethnic minorities, children from resettlement
zones, and children with impairments.
- Monitoring the project's requirements and outcomes on a study tour

C) Goals :
- The club anticipate that more young girls will become physically active as a
result of their participation in football activities at the various new clubs. We
hope to have an equal number of girls and boys participating, which will
assist to break down gender stereotypes over time.
In addition, 13 existing football clubs in social centers and resettlement
regions will be helped with both operational and financial assistance.
- Allowing disabled children to participate in football activities will promote
social inclusion by encouraging interaction with a diverse group of people.
We wish to raise awareness and understanding of the challenges that
children with disabilities experience, enabling them to play and engage with
other children, develop their self-confidence, and encourage other children
to play with them. Overall, the goal of this project is to dispel negative
stereotypes about disabled children by demonstrating their value to society
through football.
5. Size and scope :
Following the success of the FFAV Cup in 2013 and 2014, the 2015 FFAV
Cup is attracting media attention. The Special Cup this year has a module,
and the number of invited teams is up from two years ago. The FFAV Cup
 2015 brings together 3533 operators from Tien Giang, Tra Vinh, Ho Chi
Minh City, Da Nang, Quang Tri, Quang Binh, Nghe An, Thanh Hoa, and
Laos, as well as 14 guest teams from Tien Giang, Tra Vinh, Ho Chi Minh
City, Da Nang, Quang Tri, Quang Binh, Nghe An, Thanh Hoa, and Laos.
The success of the development of the football movement in Vietnam can be
seen in all of the development events. [ CITATION VFF15 \l 1066 ]
IV Conclusion :The following paper has clearly outlined the
structure, function, size, and scope of each type of organization,
demonstrating how each company will operate and evolve differently. This
report aids us in gaining a better understanding of them and how to use them
in the workplace. To increase client satisfaction, all three firms provide a
professional business environment.

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