MINISTRY OF EDUCATION & TRAINING THE STATE BANK OF VIETNAM

HO CHI MINH UNIVERSITY OF BANKING

------

CHANGE MANAGEMENT

NAME OF TOPIC:

SOLUTIONS TO ENHANCE VIETJET AIR'S QUALITY

OF CUSTOMER SERVICE

Class : D01
Group : 01
Instructor : Phạm Hương Diên

Ho Chi Minh, 2022

 TABLE OF CONTENTS
Chapter 1 Overview of VietJet ................................................................................................ 5
1.1. Basic overview of VietJet Air........................................................................................ 5
1.1.1. Short overview of VietJet Air ................................................................................ 5
1.1.2. Vision ..................................................................................................................... 5
1.1.3. Mission................................................................................................................... 5
1.1.4. Core value .............................................................................................................. 5
1.1.5. The process of creation and development ............................................................. 5
1.1.6. Incredible Achievements and Awards ................................................................... 7
1.1.7. Results of VietJet Air activities ............................................................................. 7
1.2. Strengths and Weakness ................................................................................................ 8
1.2.1. Strengths ................................................................................................................ 8
1.2.2. Weakness ............................................................................................................... 9
1.3. Opportunities and threats ............................................................................................. 10
1.3.1. Opportunities ....................................................................................................... 10
1.3.2. Threats ................................................................................................................. 11
Chapter 2 Proposed changes .................................................................................................. 11
2.1. Reasons and motivations for change ........................................................................... 11
2.1.1. Reasons for change .............................................................................................. 11
2.1.2. Motivantions for change ...................................................................................... 12
2.2. Contents and the change strategy ................................................................................ 14
2.3. Purpose of the change .................................................................................................. 14
2.4. Content changes ........................................................................................................... 15
2.4.2. Information on the timing and reasons for delays is provided to passengers
promptly ............................................................................................................... 16
2.4.3. Customer service during delays ........................................................................... 17
Chapter 3 Benefits and desired results ................................................................................... 18
Conclusion ............................................................................................................................. 19
References .............................................................................................................................. 20

2
 LIST OF TABLE
Table 1.1 Business situation of VietJet Air ............................................................................. 8
Table 1.2 Net Revenue ............................................................................................................. 8
Table 1.4 Consolidated profit .................................................................................................. 8
Table 1.3 Profit before tax ....................................................................................................... 8

3
 MEMBERS OF GROUP

Number Full name ID student Completion level

Huỳnh Lê Khánh Băng
1 030335190020 100%
(Leader)
2 Đặng Thị Khánh An 030335190005 100%

3 Đinh Thanh Huyền 030335190082 100%

4 Ngô Thị Kiều Nhung 030335190191 100%

5 Quảng Thu Ngân 030633171044 100%

6 Lê Thị Hà Vy 030334180292 100%

7 Nguyễn Thị Minh Xoan 030334180295 100%

4
 CHAPTER 1 OVERVIEW OF VIETJET
1.1. Basic overview of VietJet Air
1.1.1. Short overview of VietJet Air
The first private airline in Vietnam, operating under the airline model since 2007, VietJet is
officially known as VietJet Aviation Joint Stock Company. It offers a range of low-cost
services for customers to choose from. Through cutting-edge e-commerce technology
solutions, VietJet also meets consumers' needs for goods and services in addition to providing
the air transportation.

Founded by the trio of T&C Group, Sovico Holdings, and HD Bank. Ms. Nguyen Thi Phuong
Thao, a self-made Vietnamese woman millionaire and the CEO of VietJet Air, is the one who
is pushing for the creation of the airline.

Currently, VietJet holds the Operational Safety Certificate and is a recognized member of the
International Air Transport Association (IATA) (IOSA).

1.1.2. Vision
To become a global airline group with an extensive regional and worldwide flight network,
providing not only airline services but also consumer services across advanced e-commerce
platforms; a trusted and highly prestigious brand in the eyes of travelers all over the world.
1.1.3. Mission
- To continuously expand our flight network nationally, regionally and globally;
- To bring innovation to airline services;
- To make air travel the most popular form of transportation for Vietnamese and all
people around the world;
- To bring happiness and satisfaction to our customers by offering outstanding services,
always with a friendly smile.
1.1.4. Core value
“Safety - Happiness – Affordable Price - Punctuality”
1.1.5. The process of creation and development
November 2007: The airline was established with a 600 billion VND original charter capital
(equivalent to 37.5 million USD).

December 2007: The airline had a formal business permit.

December 5, 2011: Launched the first round of ticket sales

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December 24, 2011: First flight from Ho Chi Minh City to Hanoi

February 10, 2013: VietJet Air officially opened a route to Bangkok

June 26, 2013: In Thailand, VietJet Air created a joint venture for aviation.

October 23, 2014: Proud to be named one of Asia's top 10 airlines

January 31, 2015: welcoming the 10 millionth customer of the airline

May 23, 2016: Completed placing the purchase for 100 Boeing 737 MAX200 planes

November 8, 2017: Received new operator certificate in Thailand and announced Da Lat and
Bangkok routes.

March 16, 2018: The opening of direct flights between Australia and Vietnam has been
announced by VietJet Air.

In 2019: Opening more routes from Vietnam - Japan and becoming an official member of the
Economic Federation of Japan – Keidanren.

In 2020:

- Starting on September 4, 2020, ground services at Noi Bai Airport (Hanoi) were self-
implemented instead of being hired as before.
- Recognized by Payload Asia magazine as the "Best Cargo Airline of the Year" and the
"Low-Cost Airline with Best Cargo Operations of the Year."
- AirlineRatings.com, a famous organization that specializes in world safety and goods
of international airlines, has rated the airline safety of VietJet at the highest level in the
world with 7 stars.
- Being one of the airlines that ensures steady employment for more than 5,000
employees while also enabling the company to successfully execute the objectives set
by the General Meeting of Shareholders in 2020.

In 2021:

- The 10-year anniversary of the first flight (December 24, 2011 - December 24, 2021)
- Receiving the first Airbus A330 wide-body aircraft.
- Signing a strategic partnership agreement with Airbus on the implementation of a
contract for 119 ordered aircraft and cooperation in developing a wide-body fleet.

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1.1.6. Incredible Achievements and Awards
VietJet has consistently received the top rating in the world for aviation safety from 2018 to
the present, earning 7 stars from AirlineRatings, a prominent organization that specializes in
safety and product evaluation of international airlines.

Previously, AirlineRatings also rated VietJet as the world's best super-saving airline in 2020.

A certificate of merit from the government awarded by Prime Minister Nguyen Xuan Phuc
for their voluntary work.

VietJet was recognized "The Best Low-Cost Airline with Cargo Operations" and "The Best
Cargo Airline of 2020" by Payload Asia Magazine.

VietJet was recognized the 2019 Best Place to Work in Asia by HR Asia Awards.

Ranked among the top 50 international airlines in 2018 for financial strength and
performance, according to Airline Journal.

Many other achievements are recognized by organizations, such as: CAPA, World Airline
Awards, Vietnam National Administration of Tourism, Vietnam Report,...

1.1.7. Results of VietJet Air activities

The total revenue and profit after tax of VietJet in 2021 were VND 12,875 billion and VND
80 billion, respectively. As of December 31, 2021, VietJet has total assets of around VND
51,654 billion, a debt-to-equity ratio of only 0.9, and a liquidity index of 1.6, which ranks it
in the top quartile for the aviation sector.

According to the financial report for the first quarter of 2022, compared to the same period in
2021, VietJet recorded a growth of 113% in pre-tax profit thanks to the quick recovery of the
passenger transport business and the continued expansion of the cargo transportation
business, with revenue growth in the first quarter of 2022 of 76% and 94%, respectively.
VietJet reported consolidated sales of 4,522 billion dong and profit after tax of 244 billion
dong in the first quarter of 2022, up 12 percent and 98 percent, respectively, over the same
time in 2021. Regarding air transportation revenue, VietJet earned VND 3,340 billion in the
first quarter of 2022, an increase of 17% over the compared to the same period in 2021. This
helped the airline generate an after-tax profit of VND 40 billion for the main business.

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 Net Revenue Profit before tax Consolidated profit
Year
(Billion VND) (Billion VND) (Billion VND)

2014 8699 444 360

2015 19845 1168 1171

2016 27499 2703 2496

2017 42303 5303 5074

2018 53577 5816 5335

2019 50603 4569 3807

2020 18220 -224 69

2021 12875 180 80

Table 1.1 Business situation of VietJet Air

Table 1.2 Net Revenue

1.2. Strengths and Weakness
1.2.1. Strengths
Market share leader: VietJet became the airline with the largest domestic market share in
2018 as a result of adding additional routes, increasing flight frequency, connecting routes,
and reducing operational costs per flight kilometer. Due to the introduction of a new airline,
Bamboo Airways, the percentage reached 46 percent and was maintained in 2019 at 45.4
percent. The Covid-19 epidemic rapidly turned into a pandemic in the years 2020–2021, and
VietJet immediately adapted to the new business environment, altering its market share aim
with safety and comfort for its owners, which importance comes first.

Strategic relationships with partners: With a combined order volume of 371 new
generation aircraft, Airbus and Boeing are the two top airplane manufacturers in the world.

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Airline service providers (ground services, airline meals, maintenance facilities), airports,
travel agencies, and transportation services are examples of suppliers.

Activated resources: VietJet has been supported by a crew of 5,330 extremely highly skilled
and knowledgeable individuals during the Covid-19 storm

Scale advantage: VietJet can invest in important specialized technology programs like
AMOS, AIMS, AirFase, SFCO2, and Intellysis because of its scale and potential.

In-depth service: VietJet is proactive in risk management, quality, and safety with self-
service at Noi Bai International Airport, designated check-in places, and gates at 2 main
airports, SGN and HAN. highest ground services and essential customers

Diversified revenue: income is produced from a variety of sources, including supporting

services, commercial aircraft operations, air transportation services, finance, and other profits
(translation services). promoting services, fixing airplanes, etc.

Broad distribution channels: Customers from all around the world can actively register to
buy tickets and service services for themselves and their loved ones easily and quickly through
OTA retail channels on e-commerce systems (both websites and mobile phones) or general
information channels 19001886. In addition, VietJet maintains a network of about 40,000
agents as well as local retailers both domestic and international.

Brand value: VietJet was recognized in the Top 50 Vietnamese Brands for the fifth
consecutive year, beginning with a brand value of US$108.9 million, almost twice as much
as the brand value originally released by Forbes in 2016 ($63.4 million). This may include
the stock's current valuation and the investor's outlook for VietJet.

CASK (Cost per Available Kilometers - Total operating cost on rotating seats) Lowest:
VietJet may set a policy of selling tickets for less than the going rate because of its low
operational cost per seat every flight kilometer, which increases revenue while maintaining a
healthy profit. The benefit of scale will help VietJet actually reduce the CASK in the future
because its weapons system develops.

New fleet: The fleet, which consists of 18 A320s, 38 A321ceos, 19 A321neos, and 1 A330,
is brand-new, modern, younger, and synchronous.

1.2.2. Weakness

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Business alliance strategy: Despite having discussions with a number of LCC companies in
Asia since the company's start, it currently does not have a joint venture partner. The only
connection at the moment is some commercial potential that cannot be realized (in Thailand).
With just 3 airplanes and 3 content stores, Thai VietJet is a little airline. Furthermore, it
competes hard in the Thai market. Although VietJet is a latecomer and the brand is not well
known, Thailand is a market that is growing quickly. The extension of brand strength outside
of Vietnam has been limited by this.

Sale and leaseback operations (sale and sublease): This practice supports VietJet in earning
quick profits. The airline will eventually have to pay higher than usual rental fees as the life
of the airplane lengthens, turning it into a weakness over time.

The company's brand and distribution network are strong in Vietnam, but they are still
underdeveloped elsewhere. Outside of Vietnam, things are radically different; VietJet is a
new brand partner that not many people are aware of.

Overcrowding and flight delays: In April 2022, VietJet Air's correct time rate was 92.4
percent, down 5.4 percent from the previous month, according to the Civil Aviation Authority
of Vietnam.

1.3. Opportunities and threats

1.3.1. Opportunities
Vietnam is emerging as a popular tourist destination, the number of visitors has surpassed 10
million. This trend is expected to continue. This is an opportunity for VietJet.

Currently, the airline has regular flights to Korea, Taiwan, Malaysia, Thailand, and Cambodia.
China is the largest source of tourists and the fastest growing.

Moreover, the geographical location of Vietnam is very convenient for transporting

passengers from Southeast Asia to Northeast Asia.

Since Vietnam is still developing, many people prefer and are more ready to pay for low-cost
airlines. This is also why VietJet Air, a youngster, overcame Vietnam Airlines regarding
market share in the previous two years.

After the Covid-19 epidemic was contained, customer demand for air travel increased thanks
to government and state policies and initiatives like discounts on specialized aviation services,
fees, and charges; a slight drop in the environmental protection tax on jet fuel; refinancing

10
support; and an extension of the tax payment timelines (VAT, corporate income tax, etc.).
provides VietJet with a great chance to overcome obstacles and create support for recovery
and development over the ensuing years.

1.3.2. Threats
The competitive environment in the aviation industry is increasingly fierce. Leading
Southeast Asian airlines such as AirAsia and Lion are planning to set up joint ventures in
Vietnam. Many low-cost airlines also see the potential of our country's market and are eager
to jump in.

Slowing growth in the domestic market will pressure VietJet to rely more on the international
market, which is not easy. Besides, the growth of domestic tourism demand is currently 4-5
times higher than GDP growth, which is an unsustainable rate.

Customer demand is increasing, consumer behavior often changes, and fuel prices are
constantly increasing.

Airport overload makes it difficult to open more routes and flight frequency.

People's incomes have significantly decreased as a result of COVID-19's effects on the global
level, and as a result, there is a tendency to cut back on superfluous consumption, including
the desire for overseas tourism.

Effects of fuel price volatility and the protracted war in Russia and Ukraine According to a
VietJet Air representative, the airline would develop its business plan for 2022 based on a
barrel of petroleum costing USD 80. VietJet Air will spend an extra 6,500–7,500 billion VND
due to the current price of gasoline.

CHAPTER 2 PROPOSED CHANGES

2.1. Reasons and motivations for change
2.1.1. Reasons for change

Although low-cost airline VietJet Air can generate better profits than traditional airlines,
businesses also encounter many scandals and complaints about VietJet's services. According
to the information of many passengers of VietJet Air, customers are very frustrated because
VietJet's flight is delayed for many hours as well as the service attitude of VietJet Air's ground
staff "Delay to many hours, to ask the staff, the attitude is very uncomfortable". It is important
that VietJet Air does not notify, does not explain nor apologize to passengers for the incident,

11
changes the flight time, changes the whole flight without an apology, and does not notify
customers.

In addition to the problem of overload and flight delays, VietJet also does not have much
experience in the aviation service industry, such as operating experience, because currently
according to information in the press or social networks, VietJet is probably an airline with
many complaints from customers. After all, VietJet Air has not taken measures to resolve
sudden incidents for customers.

Therefore, VietJet Air needs to take reasonable strategic changes to improve the service
experience and customer satisfaction because customer satisfaction is one of the key factors
contributing to the long-term and sustainable development of the business.

In addition, issues such as inflation, rising fuel prices and the effects of the COVID-19
epidemic are also major external challenges that require VietJet Air to take practical actions
to improve its ability to adapt to changes that bring competitive advantages to businesses.

2.1.2. Motivantions for change

Internal factors:

Personnel: Some instability in the staff requires VietJet Air to take timely change actions.
According to much information in the press or on social networks, many employees are not
professional when serving customers, and still have an unpleasant attitude towards customers
when there is a problem with the check-in area and flight time.

Marketing: there are many bold strategies but also many potential risks to make customers
turn away from businesses, such as the change campaign to adapt to the Covid-19 pandemic,
VietJet launched a policy of reserving tickets but not receiving cash, free flight changes but
losing the ticket difference has caused its customers to resent and demand a boycott of the
above company fan page.

External factors

Customers: Customers are the source of revenue for the business and customer satisfaction is one
of the key factors businesses need to achieve if they want the business to succeed. But currently,
VietJet Air is receiving too many complaints from customers about its pre-flight service. If the

12
airline does not make changes to address customer complaints and prolong this dissatisfied
customer situation, it will most likely lead to customers turning away from VietJet Air.

Economics: This is a macro factor, so businesses cannot influence and change this factor.
Therefore, VietJet Air needs flexible strategies and changes to adapt to it.

- Growth rate: fluctuations in economic indicators may affect the growth rate of the
economy and the aviation industry, leading to a direct impact on the business activities
of enterprises.
- Inflation: inflation is a macro factor that always depends on many volatile factors that
are difficult to determine and can affect the entire economy, significantly affecting the
economy in general and businesses in particular.
- Interest rate: Besides inflation, the interest rate is an extremely important financial
indicator that businesses must always monitor and update daily to come up with
reasonable investment strategies. Not every enterprise has a large enough amount of
capital to conduct production and business organization, but most of them have to
mobilize more from external sources, of which a common channel is through
borrowing and bearing interest on the use of borrowed funds.
- Fluctuations in raw material prices: fuel costs account for the largest proportion of the
total cost of the enterprise. Fuel prices depend on a lot of economic and political factors
around the world and are completely outside the control of the enterprise. In the event
of an increase in fuel prices, with competition from competitors in the same industry, it
is not easy for enterprises to carry out fare increases to compensate for the cost of fuel.
- Sociocultural:

The culture and habits of Vietnamese people are to travel by traditional means, cheap prices
and shuttle to your place, and flexible points of departure and arrival. Changing the travel
habits of Vietnamese people is still difficult not to mention the procedures for buying tickets,
checking in, and getting on and off the plane.

Currently, VietJet has not fully exploited the potential of geographical location, mainly
serving the operation of transit flights, while the organization exploits the advantages of the
ability to create passenger and cargo hubs such as Singapore, and Bangkok ... not has been
exploited. Therefore, VietJet Air needs to make efforts to fully exploit these potentials.

- Technological factors:
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The rapid change of technology plays an important role in the organizational environment,
laying the foundation for the present and creating breakthroughs in the future. New
technology is the basic condition that creates the development of the organization, especially
in high-tech industries, and at the same time gives the organization a reconsider its purpose
and mode of operation. Management policies, telecommunications infrastructure and the
Internet need to be developed to keep up with the requirements of the economy, withstand
innovation, and lead the revolutionary trend 4.0 to seize opportunities and create economic
value. In the face of the rapid technology change, VietJet Air needs to act to keep up with
this change, choosing for its business the most suitable technology, to create a competitive
advantage and towards sustainable development.

2.2. Contents and the change strategy

Although delays are one of the common problems today at all airports and most airlines, airline
customers may be familiar with or have contemplated their flight in advance. However, if the
waiting time is too long or delayed many times, it not only affects the customer's time and
schedule but also creates feelings of boredom and frustration,... for customers. This is also one
of the reasons customers have made harsh and bad comments and reviews for VietJet Air.

There are many reasons for flight delays such as technical errors or other reasons. In terms
of technical errors, during the maintenance process, the faulty aircraft needs to be repaired,
the airline needs to delay the departure time to check for the safety of all passengers, and the
airline will have a shortage of aircraft leading to many flight delays. Besides technical errors,
there are many other causes such as weather, natural disasters, security problems, late arrival
of the plane,... Therefore, it can be seen that no matter how hard the airline tries, it is difficult
to completely end the delay, because the cause does not come from the airline personally, but
also depends heavily on other external conditions.

2.3. Purpose of the change

There are many comments from the executive about VietJet Air's customer service being too
weak, which is caused by a lack of personnel and unprofessional human resources. Bad
customer service makes VietJet receive a rain of criticism as well as brings a bad image of an
airline specializing in "delay" and unstable service attitude. In the face of negative reactions
from customers, VietJet Air needs to take timely action to solve the problem of flight delays.

14
Due to the difficulty in trying to completely end the possibility of delay in the short term, the
first thing VietJet needs to change is to improve customer service.

2.4. Content changes

2.4.1. Upgrade the check-in system

Upgrade the check-in system: Quick and efficient boarding and baggage check procedures.

Although VietJet has integrated automatic check-in server technology - Check-in kiosk at the
airport and its destinations. And also web check-in - check-in service through the website
www.VietJetair.com with quick and easy operations. Both systems help minimize the number
of passengers checking in at the check-in counter, customers reduce waiting time, proactively
get on board, and save time with high information safety and security. But there are still some
problems in VietJet Air's check-in process that make customers wait a long time when
checking in and the delay is still quite high.

 The problem may come from technology: The server system is located in Canada and
the problem it has is out of control or VietJet can only partially control it. That is, it is
impossible to predict when the system will malfunction.

 The remaining problem can come from how to react and handle when the system
malfunctions and this is something that VietJet can control as well as have changed
strategies, to ensure the interests of customers.

After the check-in system malfunctioned, in addition to notifying delays and flight delays,
VietJet hardly made any other moves. Causing thousands of passengers to wait for hours,
causing congestion at the check-in area at the airport. Many customers are very frustrated
and think that VietJet is not responsible, and needs to operate more reputably, need solutions
so that customers do not have to wait for languishing, lying around waiting for flight time for
so many hours. Moreover, in many cases when customers contact the airline, they always
face an overload that cannot be solved. But if the customer requests to cancel the flight, the
airline does not agree.

Proposed changes:

Upgrade the server system as well as the online check-in system. Fingerprint biometric
technology, and face and retina recognition can be applied,... so that the process of carrying
out the procedure takes place more quickly. Identity identification takes place throughout

15
from check-in to boarding. Normally, this process can make customers wait for hours, most
of which have to arrive at the airport 2-3 hours in advance to wait for check-in.

Applying biometric kiosks at airports may help VietJet Air improve the user experience,
thereby increasing satisfaction when using the service. At this time, the client is given a photo
of the face and verified through the passport. After that, at the electronic security gates and
boarding gates, customers are also automatically identified. This technology allows
integration across all stages of the boarding journey. Instead of having to spend about 1 to 3
hours to check-in until the time of flight, customers only spend a few tens of seconds to a few
minutes because now they only need to identify themselves 1 time. The data of that first scan
will be stored on the system and shared with all other stages. According to Thales Group, a
leading corporation providing automation technology, security and defence services, the
integration of this technology can save customers 80% time.

2.4.2. Information on the timing and reasons for delays is provided to passengers
promptly

When a malfunction occurs, it may be due to technical errors, security, or bad weather,...
flights may be cancelled or the time frame change is an unintended incident but often
discharges at airlines and VietJet is no exception.

According to statistical data on overload and frequent flight delays: data from the Civil
Aviation Administration of Vietnam, in April 2022, VietJet Air ranked 2nd with an on-time
rate of 92.4%. Although delay is the general condition of all airlines, why Is VietJet a name
complained about by customers quite a lot even though on the statistical rate VietJet has the
second most punctuality rate after Bamboo Airways.

The first factor to help passengers easily sympathize and wait in a proactive position for that
time is that VietJet needs to notify the flight delay or cancellation information along with the
cause as well as the exact time of the delay. Weather is probably a force majeure reason, but
technically or security, the airline needs to inform and take corrective measures as well as
estimate the troubleshooting time so that passengers know the cause of the airline's encounter
and can make adjustments to the customer's travel schedule.

16
VietJet's current way of notifying is via message boards at the airport, messages and mailings
to personal information that passengers have previously provided. It can be seen that this form
of notification is not highly effective, maybe they do not promptly view messages or mail for
many reasons, so the information that comes to them late leads to improper personal planning
leading to dissatisfaction.

Proposed change :

 Notification through the call system to passengers: instead of sending a message by

phone or mail, the call connected by the system helps customers easily capture
information because many people do not have the habit of viewing the message, the
call helps everyone to recognize the information in time.

 In order to resolve complaints and requests of passengers when an incident occurs, it

is necessary to arrange additional equipment and staff to avoid overloaded
switchboards, passengers cannot communicate, there is no receiving department to
handle them in time.

 For cancelled flights: it is necessary to set up a staff system to assist passengers in

converting to another flight with an appropriate schedule, check-in instructions and a
change process to help satisfy customer needs while ensuring benefits for businesses.

Although it is only small changes in customer service, it can contribute to improving the
quality of service, helping customers not to be too upset when the flight has a change and
have a timely and appropriate solution to ensure the work schedule.

In addition, in order to improve the efficiency of the communication and dialogue process
with customers, VietJet Air needs to focus on training and developing staff. Training attitudes
and skills when dealing with customers, combined with direct supervision checks to limit and
eliminate the situation of employees with bad attitudes towards customers. From there,
improve the quality and image of the company in the eyes of customers.

2.4.3. Customer service during delays

VietJet Air can organize customer services during delays, right at the airport - where
customers have to wait. From there, it will somewhat limit the negative feelings of customers.

Proposed change: add free entertainment and relaxation services for customers while waiting
to fly.
17
  Reading services: Design bookshelves and bookcases of various genres to suit a wide
range of customers. Along with that will be a reading space to create a sense of comfort
and relaxation for customers.

 Entertainment gaming service: VietJet Air needs to generate in a small area at the
airport lounge to decorate some automatic game machines, there are simple and fun
entertainment games for customers to experience.

 Rest service: VietJet Air can create a resting space for customers with health problems
(elderly people, pregnant mothers, babies,...). This area will be different from the
queues at the airport. It will be an area built by VietJetAir and unique. Make a
difference between VietJet Air and other airlines.

 Speedy beauty service: can add simple, automatic tools so that customers can refurbish
themselves such as nail, makeup,...

In the areas where these services are organized, VietJetAir needs to install flight bulletin
boards so that customers can easily capture information about their flights and arrange for
staff to promptly answer if customers have any questions.

CHAPTER 3 BENEFITS AND DESIRED RESULTS

Resolving unnecessary negative complaints and enhancing the image in the eyes of
customers: The effort in improving the quality of service helps VietJetAir to show its interest
in customers and will partly limit the negative feelings of customers, improve customer
satisfaction when using its products and services. Thereby, assisting to enhance the company's
reputation with customers.

Enhancing competitive advantage: existing advantages such as reasonable price and high
coverage, combined with good service quality will help VietJet Air improve its competitive
advantage and meet the increasing needs of customers.

Reducing the delay rate: invest in and apply an automatic online check-in system with
fingerprint biometric technology, face and retina recognition,... and limiting cumbersome
documents and procedures, helping to shorten the check -in time, reducing congestion in the
check-in area, and will contribute to the flight being able to take off on time.

Improving revenue: when the delay rate decreases, flights will be taken off more on time and
limit delays caused by the late arrival of aircraft. This is the basis that helps VietJet Air to
organize more flights during the day, and improve revenue for businesses.

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 CONCLUSION
VietJet Air – a private airline that has survived to this point and is considered a private airline
with great potential in the future, has a separate path compared to private airlines that have
"broken their wings". Although VietJet Air is gradually affirming its trust in the eyes of
customers, besides that, despite many efforts, efforts, and thinking that is not constrained but
quite open, VietJet Air still encounters elementary errors, which also depends on the media
perspective of VietJet Air.

But there is no denying the achievements of the business, with the participation in the aviation
market at the beginning of this decade, VietJet has contributed to the "popularization" of the
aircraft - an expensive means of transportation accessible to only 1% of the Vietnamese
population, becoming a luxury "car" to many people. Thanks to VietJet Air, customers have
access to the most advanced type of service, learn how to queue on board and turn off their
phones in public. In a way, low-cost aviation is "learning a new way of life for millions of
Vietnamese civilians." Unlike Vietnam Airlines, it always positions itself only for successful
businessmen or elegant ladies.

19
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Trithuccuocsong.Vn. Retrieved July 22, 2022, from https://kienthuc.net.vn/kinh-

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