ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 1: Business and Business Environment

Submission date 20/04/2022 Date Received 1st submission

Re-submission Date Date Received 2nd submission

Student Name Nguyễn Đỗ Thảo Ngân Student ID GBS210386

Class GBS1003A Assessor name Trương Ánh Tuyết

Student declaration

I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.

Student’s signature Nguyễn Đỗ Thảo Ngân

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Table of Contents
I. INTRODUCTION ....................................................................................................................... 1
II. BODY ........................................................................................................................................ 1
1. TYPES AND PURPOSES OF ORGANIZATION ............................................................................. 1
1.1. Public sector ..................................................................................................................... 1
1.1.1. Definition: ................................................................................................................. 1
1.1.2. Purpose: .................................................................................................................... 1
1.2. Voluntary sectors .............................................................................................................. 2
1.2.1. Definition: ................................................................................................................. 2
1.2.2. Purposes:................................................................................................................... 4
1.3. Private sector .................................................................................................................... 4
1.3.1. Definition: ................................................................................................................. 4
1.3.2. Purposes:................................................................................................................... 4
1.3.3. Legal structures:........................................................................................................ 5
1.3.3.1. Sole trader: ........................................................................................................ 5
1.3.3.2. Partnership:........................................................................................................ 5
1.3.3.3. Limited Liability Company:................................................................................. 5
1.3.3.4. Joint stock company: ......................................................................................... 5
2. SIZE OF ORGANIZATION .......................................................................................................... 8
2.1. Total Capital: ..................................................................................................................... 8
2.2. Number of employees: ..................................................................................................... 8
2.3. Total Revenue: .............................................................................................................. 9
3. SCOPES OF ORGANIZATION .................................................................................................. 10
 3.1. The stakeholders; economic and social objectives ........................................................ 10
3.1.1. Internal stakeholders: ............................................................................................. 10
3.1.2. External stakeholders: ............................................................................................ 10
3.1.3. Economic objectives: .............................................................................................. 10
3.1.4. Social objectives: ..................................................................................................... 10
3.2. The vision, mission, and objectives meets the needs and interests of the stakeholders
............................................................................................................................................... 11
3.2.1. Vision-Mission-Value: ............................................................................................. 11
3.2.2. Business Activities meet the stakeholders’: ................................................................ 11
3.2.3. Specific strategic products and service: ...................................................................... 11
4. ORGANIZATIONAL STRUCTURE ............................................................................................. 12
4.1. The organizational structure chart of the chosen company: ......................................... 12
4.2. Main functions of key departments, and each function links to the objectives; the
changes of the functions make impact on the organizational structure .............................. 13
4.2.1. Main functions of key departments ....................................................................... 13
4.2.1.1. Function of marketing department: ................................................................ 13
4.2.2. Each function links to the objectives and the changes of the functions make impact
on the organizational structure ........................................................................................ 14
4.2.2.1. Marketing department and Finance department: .......................................... 14
4.2.2.2. Marketing department and Human Resources department: .......................... 14
4.2.2.3. Marketing department and Sales department: ............................................... 15
5. The Complexities of Defferent Organization and Structure ................................................. 15
5.1. Foreign trade: ..................................................................................................................... 15
5.2. Size: .................................................................................................................................... 15
5.3. Scope: ................................................................................................................................. 15
5.4. Organization structure: ...................................................................................................... 15
5.5. Functions: ........................................................................................................................... 15
III. CONCLUSION ............................................................................................................................ 16
IV. REFERENCES ............................................................................................................................. 16
List of Figures
Figure 1 History of Agribank. Source: (Agribank Annual report, 2020). ......................................... 2
Figure 2 Source: Website of NGƯỚC social organization. .............................................................. 3
Figure 3 Source: Website of AIESEC. ............................................................................................... 4
Figure 4 Share information and Shareholder structure. Source: (Vinamilk Annual report, 2021). 6
Figure 5 Shareholder structure of MWG. Source: (MWG Annual Report, 2020). .......................... 6
Figure 6 Change in equity. Source: (Vinamilk Annual Report, 2021) ............................................. 7
Figure 7 Vinamilk's stock. Source: Ho Chi Minh City Stock Exchange (HOSE). .............................. 8
Figure 8 Source: (Vinamilk Annual report, 2021). .......................................................................... 8
Figure 9 Source: (Vinamilk Annual report, 2021). .......................................................................... 9
Figure 10 Source: (Vinamilk Annual report, 2021). ........................................................................ 9
Figure 11 Shareholder structure. Source: (Vinamilk Annual Report, 2021). ................................ 10
Figure 12 Source: (Vinamilk Annual report, 2021). ...................................................................... 12
Figure 13 The organization Chart of Vinamilk. Source: (Website of Vinamilk, n.d). .................... 13
 I. INTRODUCTION

The market environment is a society for business consultants, particularly in the United States. I
am currently a business analyst at Vietcombank Fund Management ("VCBF"), a joint venture
between the Joint Stock Commercial Bank for Foreign Trade of Vietnam ("Vietcombank") and
Franklin Templeton Investments. I am interested in learning more about Vinamilk, the Vietnam
Dairy Products Joint Stock Company, and conducting several in-depth research projects. This
investigation uncovered several aspects of this firm, stressing that the company's investment
strategy has various characteristics in terms of types, sizes, scope, functions, and organizational
structures.

II. BODY

1. TYPES AND PURPOSES OF ORGANIZATION

1.1. Public sector

1.1.1. Definition:

Public sector - companies are owned and operated by the state and its agencies, which serve
their owners and society. According to Vietnamese regulations, companies in this sector are
administered in various ways to represent their customers. Being a member of a state-owned
business accounted for more than half of the total company's stock. (Worthington and Britton,
2018).

1.1.2. Purpose:

The primary goal of such organizations is to promote the needs of their population, which implies
that public-sector firms are responsible for a variety of concerns relating to the public economy,
such as employment, democracy, and economic growth.
1.1.3. Example:

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 Figure 1 History of Agribank. Source: (Agribank Annual report, 2020).

Agribank is the Vietnam Bank for Agriculture and Rural Development, which was approved and
changed from a state-owned firm to a one-member limited liability corporation with 100% of the
charter capital owned by the government in 2011.

1.2. Voluntary sectors

1.2.1. Definition:

Charities, volunteer organizations, and community corporations are examples of non-profit and
non-governmental organizations concentrating on social concerns such as raising cash for charity
or social objectives rather than profit. Besides that, regarding this firm, there are two main types
of voluntary sector: social enterprise and non-governmental organizations (NGO). (Worthington
and Britton, 2018).

Social enterprise - a company that generally operates like a business but intends to promote
social or environmental well-being rather than financial maximization.

Example: NGƯỚC social organization - with legal support from the Center for Sustainable
Development Studies, NGƯỚC was established with the message "YOUTH LOOK UP" in 2016

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(NGƯỚC, 2022). An organization that demonstrates the positive influences of youth on public
interests in terms of personal development, career orientation, social justice advocacy,
volunteerism, culture, and climate preservation.

Figure 2 Source: Website of NGƯỚC social organization.

A non-governmental organization (NGO) is founded without the government's involvement. They

are usually non-profit organizations, and many are involved in Vietnam's development assistance
and humanitarian aid operations. The Vietnamese government must approve them for non-profit
or other reasons. (Worthington and Britton, 2018).

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Example: AIESEC, a global autonomous, non-governmental, not-for-profit organization,
encourages leadership development by involving students and alumni in international student
exchange and student-run initiatives.

Figure 3 Source: Website of AIESEC.

1.2.2. Purposes:

The voluntary sector's organizations are continually working to benefit the general public on
issues relating to the environment, animals, fair trade, social support, and poverty reduction.
(Worthington and Britton, 2018).

1.3. Private sector

1.3.1. Definition:

Private Sector - including private companies operated and owned by an individual or organization
independent of the government, whose principal objective is to generate revenue. This sector
demands the ownership of more than 50% of the investment structure by a single person or
group, suggesting that it is privately held. (Worthington and Britton, 2018).

1.3.2. Purposes:

The sector's primary goal is to generate revenue and maximize profits, which becomes a must
for existence. Privately held businesses provide consumers with a wide range of goods and

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services at different prices to efficiently meet their requirements and desires. (Worthington and
Britton, 2018).

1.3.3. Legal structures:

Companies in the private sector have a variety of legal elements, including legal entities, which
indicate that a person is created by law to be independent of its owners. When a person or a
group forms a company, they must decide whether they have limited or unlimited legal liability.
There are four different forms of the private sector, each with similar purposes but distinct legal
structures and duties. (Worthington and Britton, 2018).

1.3.3.1. Sole trader:

This corporation was owned and operated by a single person or hired others who ran the business
for unlimited liability and had no legal personality. All of the company's obligations were personal
debts. (Worthington and Britton, 2018).

1.3.3.2. Partnership:

This group was created and is governed by two or more people who have the same rights to
administer it, such as legal entity status and member liability. Furthermore, this firm can have
both unlimited and limited liability with two types of copartners, unlimited partners with at least
two people and limited partners. (Worthington and Britton, 2018).

1.3.3.3. Limited Liability Company:

This business was started and is run by one or more coworkers, with a maximum of 50 people.
Because no one in this organization is obligated to pay commercial obligations, they have limited
responsibility and legal personality. Furthermore, a limited liability corporation might be a single-
member or multiple-member limited liability business. (Worthington and Britton, 2018).

1.3.3.4. Joint stock company:

This foundation was founded and is managed by at least three shareholders, with no restriction
on the number of members. They are not commercially dependent on one another, and they
have limited liability and legal entity status. (Worthington and Britton 2018).

Example:

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For Joint - stock company: Vinamilk was
founded by transforming a state-owned
company into a joint-stock company, and it
will be organized and run in compliance
with the Enterprises Law. Therefore, the
company shall have a legal entity as of the
establishment date, and shareholders shall
only be accountable for the company's
debts and other liabilities up to the amount
of capital they contributed to the company. Figure 4 Share information and Shareholder structure.
Source: (Vinamilk Annual report, 2021).
(Charter of Vinamilk, 2021).

For private owned: Mobile

World Investment Corporation
(MWG) was 99.95 percent
owned by the Gioi Di Dong Joint
Stock Company (MWG Annual
Report, 2020).

Figure 5 Shareholder structure of MWG. Source: (MWG

Annual Report, 2020).

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For profit: The Company's Board of Directors approved the dividend payment based on business
results for 2020 and 2021 on December 7, 2020, April 26, 2021, and August 9, 2021, totaling
7,523,561 million VND (1,000 VND/share and 1,100 VND/share for the rest of 2020, and 1,500
VND/share for the first dividend advance in 2021). Based on business performance in 2019 and
2020 (1,500 VND/share for the rest of 2019 and 2,000 VND/share for the advance payment), the
total dividend paid is VND6,094,822 million. For the first time in 2020, a dividend will be paid.

Figure 6 Change in equity. Source: (Vinamilk Annual Report, 2021)

1.4. Public companies:

Since 2003, Vinamilk has functioned as a joint - stock company, and its stock has been listed and
traded on the Ho Chi Minh City Stock Exchange (HOSE) under the symbol VNM since 2006.

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 Figure 7 Vinamilk's stock. Source: Ho Chi Minh City Stock Exchange (HOSE).

2. SIZE OF ORGANIZATION

2.1. Total Capital:

According to the Annual Report of Vinamilk (2021), which showed that the company belongs to
a large size with a position as of 31 December 2021, the total capital of Vinamilk Enterprise was
53,332 billion VND, in detail, owners’ equity and liabilities account for 35,850 billion VND and
17,482 billion VND, respectively.

Figure 8 Source: (Vinamilk Annual report, 2021).

2.2. Number of employees:

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The overall number of employees was founded on a large scale with an outstanding 9,732 people,
up 371 people from early 2021 (Vinamilk Annual Report, 2021).

Figure 9 Source: (Vinamilk Annual report, 2021).

2.3. Total Revenue:

According to the audited

consolidated report (2021),
released by Vinamilk, the total
consolidated revenue in the whole
year of 2021 reached VND 61,012
billion, up 2.2% over the same
period and completing 98.2% of
the year plan. Profit after tax
reached 10,633 billion VND, down
more than 5.3% compared to 2020
and reaching 94.6% of the year's
target. EPS (VND) for the year is
4,517. With the items above,
which illustrate that it belongs to a
large-sized company.

Figure 10 Source: (Vinamilk Annual report, 2021).

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3. SCOPES OF ORGANIZATION

3.1. The stakeholders; economic and social objectives

3.1.1. Internal stakeholders:

Vinamilk strives to establish an

equitable working environment for all
of its workers and to provide
acceptable working conditions for more
than 7,933 employees. Following that,
the board of directors is in charge of
implementing the organization's
Figure 11 Shareholder structure. Source: (Vinamilk
strategies as well as overseeing its day-
Annual Report, 2021).
to-day activities. Domestic shareholders
own 45.61 percent of the company's shares, while international investors own 54.39 percent.
(Vinamilk Annual Report, 2021).

3.1.2. External stakeholders:

Vinamilk's procurement of raw milk from farming households in some places has been complex.
In terms of society, Vinamilk's intense dedication and bold initiatives for the common good and
long-term growth of the entire society have been recognized by being bestowed with several
accolades and awards. Additionally, income from online channels increased thrice over the
previous year. Vinamilk will continue to update its IT infrastructure in the future to integrate
multi-platform data and make greater use of internet channels. (Annual Report of Vinamilk,
2021).

3.1.3. Economic objectives:

The procurement of raw fresh milk from local farmers and the efficiency of Vinamilk's local dairy
farms are two of Vinamilk's primary aims in supporting market economic growth (Vinamilk
Sustainable Development, 2020). Vinamilk provides a significant source of revenue for the
residents. However, it also helps enhance production and labor efficiency in the dairy sector,
allowing farmers to profit from their hard work.

3.1.4. Social objectives:

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Vinamilk has actively attacked corporate social responsibility initiatives to promote " public
health and anti-corruption" (Vinamilk Sustainable Development, 2020). To assist customers in
obtaining safe, high-quality, and nutritious dairy products at affordable rates while also
contributing to social security.

3.2. The vision, mission, and objectives meets the needs and interests of the stakeholders

3.2.1. Vision-Mission-Value:

Vision: Vinamilk's vision is to become a worldwide brand. The company wants to be a dependable
dairy product manufacturer and supplier in Vietnam. Meet international health and nutrition
standards by meeting international food and drink standards. It has become a symbol of the
Vietnamese leadership's conviction in the importance of food and health products. (Vinamilk
Annual Report, 2021).

Mission: With its respect, love, and great responsibility for human life and society (Vinamilk
Annual Report, 2021). Vinamilk is always devoted to satisfying and being accountable to
consumers by continuously developing, diversifying products and services, maintaining quality,
food safety, and cleanliness at competitive rates, adhering to corporate ethics, and abiding by
the law.

Core Value: To establish a world-class food and beverage brand that people can trust regarding
nutrition and health items. According to Vinamilk's annual report (2021), its development has
been guided by five primary criteria: integrity, respect, fairness, ethics, and compliance.

3.2.2. Business Activities meet the stakeholders’:

Vinamilk expects shareholders, as the company's owners, to always encourage their business
viewpoints and societal responsibilities and to pursue opportunities for improvement by sharing
information about sustainable development trends and advanced practices to construct a more
sustainable community. (Vinamilk Annual Report, 2021).

3.2.3. Specific strategic products and service:

Vinamilk has identified three main execution pillars for its development strategy: becoming one
of the 30 largest dairy companies, consolidating the leading position in the Vietnamese dairy
industry, becoming the most valuable dairy company in Southeast Asia, and leading inconvenient
innovations. (Vinamilk Development Strategy, n.d).

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3.3. Legal structure in Vinamilk
3.3.1. Legal entity
Given that Vietnam is not a nation with dairy industry strengths, and a team of specialists in the
sector is still missing, it can be argued that Vinamilk has excelled in implementing numerous
training programs to build a force of young professionals in the dairy business. It is one of the
human resource solutions that has helped Vinamilk sustain its development and achieve
significant gains in recent years in several crucial areas.
3.3.2. Liabilities of owners
Liabilities of owners When the Group loses ownership of one of its subsidiaries, it derecognizes
the subsidiary's assets and liabilities and. Any interest retained in the former subsidiary when
control is lost stated in the consolidated financial statements at the carrying amount of the
retained investment, adjusted for fair shares of changes in equity of the investee since the
acquisition date if significant influence in the investee is maintained, or otherwise stated at cost.
3.3.3. Numbers of owners
According to the picture belove, this includes critical information regarding the owners' overall
liabilities and equity. (Vinamilk Annual Report, 2021).

Figure 12 Source: (Vinamilk Annual report, 2021).

4. ORGANIZATIONAL STRUCTURE

4.1. The organizational structure chart of the chosen company:

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According to Vinamilk's organizational structure, the enterprise is an operating company that is
divided into ten departments: strategic planning, IT, dairy development, production, research
and development (R&D), supply chain, finance, marketing, sales, and human resources and
administration that operate independently of each other and are overseen by an executive
director. Employees exclusively interact with members of their group and report to a department
head. Heads of departments communicate with their colleagues in other departments, and
department heads report directly to the senior management.

Figure 13 The organization Chart of Vinamilk. Source: (Website of Vinamilk, n.d).

4.2. Main functions of key departments, and each function links to the objectives; the changes
of the functions make impact on the organizational structure

4.2.1. Main functions of key departments

4.2.1.1. Function of marketing department:

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The executive board is in charge of implementing business tasks to preserve the company's
overall growth, particularly in essential product categories such as liquid milk, eating yogurt,
drinking yogurt, and condensed milk. Furthermore, they are constantly innovating and producing
to add value to their product lines in all categories, including low, middle, and high-end, fulfilling
the market's different demands and offering customers high-quality nutritional solutions and a
variety of pleasant experiences.

4.2.1.2. Function of Human Resources & Administration department:

This office is in charge of crucial tasks such as conducting in-depth research on emerging
employment trends, assessing the attraction of employer brands, and promoting decent working
conditions for humans.

4.2.1.3. Function of Sales department:

This division constantly monitors the market, closely following consumer needs and preferences,
executing appropriate promotions, and responding positively to the Company's expansion,
particularly in key product categories such as liquid milk, eating yogurt, drinking yogurt, and
condensed milk.

4.2.2. Each function links to the objectives and the changes of the functions make impact on
the organizational structure

4.2.2.1. Marketing department and Finance department:

A solid financial foundation is necessary for effective marketing since finance is where a firm
establishes marketing goals such as sales targets, sales pricing based on product cost, and so on,
that everything goes according to plan, and so on (Parikh, 2014). In 2021, the successful
development and introduction to China of organic fresh milk that meets both Chinese and EU
organic standards, and also the entry into two more new markets (Vinamilk Annual Report, 2021)
thanks to crucial products such as sweetened condensed milk and powdered milk for children,
were all considered successful steps in Vinamilk's strategy of enabling and promoting its key.

4.2.2.2. Marketing department and Human Resources department:

The company ensures a stable supply of goods in terms of output and quality, focusing on building
customer relationships with timely and professional care and support programs, especially during
the lockdown due to the epidemic. Covid in 2021 is one of the three key export strategies that

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Vinamilk has implemented. Moreover, building and strengthening the traditional customer group
to build a long-term partnership, companionship, support & aim for sustainable development by
the link of both marketing and Human Resource department. (Vinamilk Annual Report, 2021).

4.2.2.3. Marketing department and Sales department:

The successful development and introduction of "double" standard organic fresh milk products
(with China & EU organic standards) to China market, and at the same time develop two new
markets thanks to the critical products of sweetened condensed milk & baby formula considered
a successful step in the mining strategy and promote the strengths of crucial & pioneering
products Vinamilk owns in general and the success of two departments of marketing and sales in
particular. (Vinamilk Annual Report, 2021).

5. The Complexities of Defferent Organization and Structure

5.1. Foreign trade:

Vinamilk has grown to become Vietnam's premier nutrition firm and has also solidified its place
as a Vietnamese national brand in the worldwide dairy sector. The company has ascended to
36th place among the world's top 50 dairy farms in terms of sales. (Vinamilk Annual report, 2021).

5.2. Size:

Vinamilk is in charge of the import and export operations. Thus, the company's size remains
significant.

5.3. Scope:

In the Americas and Asia, International Sales established two new markets, increasing the total
number of consolidated export markets to 57 countries and territories, with a total export
turnover of more than USD 2.6 billion. (Vinamilk Annual report, 2021).

5.4. Organization structure:

Vinamilk, as mentioned above, is a functional corporation, which is one of the most basic
organizational forms. This organization, unlike other structures, does not provide specialized and
supported services.

5.5. Functions:

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Each department head is given authority over their department by their superior. Its primary
distinguishing feature is its self-contained department structure. Because of the unified
organization, line officers can make independent judgments. The significant benefit of a line
organizational structure is excellent communication, which provides organizational stability.

III. CONCLUSION

After 45 years of existence and expansion, Vinamilk has consistently grown to a size and scope
of considerable size and scope in both the Vietnamese and international markets. The company's
stock market is also a prospective investment site for customers, an investor from Vietcombank
Fund Management ("VCBF"), interested in the food and beverage business, as well as the
company's strategic growth goals and pace of advancement.

IV. REFERENCES

Vinamilk, 2020. Sustainable Development Report 2020. [online] Admin1.vinamilk.com.vn.

Available at: <http://admin1.vinamilk.com.vn:8008/static/uploads/article/1618816520-
d81a593920bb76205f92770d36e54f2a14d7f124f481609fac1a85a0ddf1469a.pdf?fbclid=IwAR0a
ojx27QoVqeRPG3QxhUqWyXLeRgv_ncmZoVpz4Hb3r7IWWExilpSCBp8>
[Accessed 18 April 2022].

Vinamilk, 2021. Annual report 2021. [online]

Available at: <https://www.vinamilk.com.vn/static/uploads/bc_thuong_nien/1648810578-
4e539cb472efee4d4310b7035f81bababdf170d46fa7ad64cc1d1f3495db91b7.pdf> [Accessed 18
April 2022].

Agribank, 2020. ANNUAL REPORT 2020. [online]

Available at: <https://www.agribank.com.vn/wcm/connect/a49ab95a-1b03-46bc-bf13-

92c669441a38/BCTN+2021+AGribank+Eng_compressed.pdf?MOD=AJPERES&CONVERT_TO=url
&CACHEID=ROOTWORKSPACE-a49ab95a-1b03-46bc-bf13-92c669441a38-nJtJKTR>

[Accessed 18 April 2022].

AIESEC, n.d. Develop your leadership. [ONLINE] Aiesec.org.

Available at: https://aiesec.org/
[Accessed 11 April 2022].
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Vinamilk, n.d. CORPORATE GOVERNANCE. [online]
Available at: <https://www.vinamilk.com.vn/static/uploads/download_file/1557305841-
6dc553e298bda2dd0a233ae85d260ff413fc89735ebc78eff6bc197f8ae331c9.pdf>
[Accessed 18 April 2022].

Công Ty Cổ Phần Đầu Tư Thế Giới Di Động, 2020. BÁO CÁO THƯỜNG NIÊN 2020. [online]
Available at: <http://www.fpts.com.vn/FileStore2/File/2021/03/26/20210326_20210326_-
_MWG_-_Bao_Cao_Thuong_Nien_Nam_2020.pdf> [Accessed 18 April 2022].

NGUOC, n.d. NGƯỚC social organisation. [online] Nguoc.org.

Available at: https://www.nguoc.org
[Accessed 10 April 2022].

Vinamilk, 2021. CHARTER OF VIETNAM DAIRY PRODUCTS JOINT-STOCK COMPANY (VINAMILK).

[online]
Available at: <https://www.vinamilk.com.vn/static/uploads/download_file/1620387599-
7d32fd6a9702bba19c6a2dd2a2034010ddc4d4ad40daf03b1829d194928e818a.pdf>
[Accessed 18 April 2022].

Vinamilk, n.d. Vinamilk business strategy - Vinamilk. [online] Vinamilk.com.vn.

Available at: <https://www.vinamilk.com.vn/en/development-strategy>
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Vinamilk, 2020. SUSTAINABLE INTO THE FUTURE. ANNUAL REPORT 2020. [online].
Available at: <https://www.vinamilk.com.vn/static/uploads/bc_thuong_nien/1617354921-
f48f48ff7baf40d9af270083a736eaaf0f52a6c5873367d134b4c83f193b0677.pdf>
[Accessed 18 April 2022].

Banggia.vndirect, n.d. Bảng giá Lightning | VNDIRECT. [online] Banggia.vndirect.com.vn.

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Parikh, V., 2014. Relationship between Finance and Marketing. [online] Letslearnfinance.com.
Available at: <https://www.letslearnfinance.com/relationship-between-finance-and-
marketing.html?msclkid=fd72810fb5d311ec9c4c3893bd0c9ff7.>
[Accessed 18 April 2022].

Worthington, I. and Britton, C., 2018. The Business Environment. 8th ed. London. Pearson.

Your Business, 2018. The Relationship Between Marketing & Human Resources | Your Business.
[ONLINE] Yourbusiness.azcentral.com.
Available at: https://yourbusiness.azcentral.com/relationship-between-marketing-human-
resources-14661.html.
[Accessed 07 April 2022].

TTVN, 2017. Ai đang sở hữu Vinamilk? - CPM Vietnam | Field Marketing & Retail Services
Agency. [online] CPM Vietnam | Field Marketing & Retail Services Agency. Available at:
<https://cpm-vietnam.com/Ai-dang-so-huu-
Vinamilk/?fbclid=IwAR3a62vrdYZukBnjshZlU4bLKbNkqQyq6_73ki1GKgJZ8PjCoSo6S_xqIAI>
[Accessed 19 April 2022].

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