GROUP 6

THE SUBJECT: LEADERSHIP

Class: 0200
Teacher: Bùi Thị vân Quỳnh

GROUP ASSIGNMENT

TOPIC:

Group of students performed:

Ôn Phạm Đức Tấn - 22116259
Tất Quế Nghi - 22001052
Nguyễn Xuân Tài - 22123098
Lê Thị Mỹ Tuyền - 22204759
Trần Ngọc Hải Yến – 2183931
Nguyễn Thị Ngọc Quyên - 22012256

February/2024
 TABLE OF CONTENTS

IMAGE CATALOG ............................................................................................................... ii

TEACHER'S COMMENTS .................................................................................................. ii
JOB EVALUATION SHEET ............................................................................................... iv
I. INTRODUCTION OF VINAMILK .................................................................................. 1
1. Overview of Vinamilk Dairy Joint Stock Company. ................................................... 1
1.1. Introduction to Vinamilk company ............................................................................ 1
1.2. Vision of Vinamilk company ..................................................................................... 3
1.3. Mission of Vinamilk company ................................................................................... 3
1.4. Core values of Vinamilk company ............................................................................. 3
1.5. Business philosophy ................................................................................................... 4
2. Development process of Vinamilk dairy company ...................................................... 4
2.1. Period 1976 - 1986: .................................................................................................... 4
2.2. Period 1987 - 2010 ..................................................................................................... 4
2.3. Period 2012 to present ................................................................................................ 5
II. LEADERSHIP STYLE OF MS. MAI KIEU LIEN ....................................................... 5
.................................................................................................................................................. 6
.................................................................................................................................................. 6
III. THE STORY OF THE MEDIA CRISIS ....................................................................... 7
1. Causes of the crisis .......................................................................................................... 7
2. Crisis management process. ........................................................................................... 7
2.1. Pre-crisis phase: Listen and consider problems that customers report about Vinamilk
........................................................................................................................................... 7
2.2. Crisis handling phase ................................................................................................. 8
2.3 Post-crisis period ......................................................................................................... 9
IV. LESSONS LEARNED ................................................................................................... 10
V. MORE RECOMMENDATION ..................................................................................... 10
VI. CONCLUDING .............................................................................................................. 10
 IMAGE CATALOG
Figure 1. New logo of Vinamilk Dairy Joint Stock Company ................................................. 1
Figure 2. Vinamilk’s Vietnam Dairy Factory in Binh Duong. Source: Vinamilk.................... 2
Figure 3. Vinamilk’s factory system nationwide. Source: https://vnexpress.net/he-thong-nha-
may-giup-vinamilk-lien-tuc-dan-dau-cac-nganh-hang-lon-4272496.html ............................... 2
Figure 4. Speech of CEO Mai Kieu Lien ................................................................................. 3
Figure 5. CEO Mai Kiieu Lien ................................................................................................ 6
Figure 6. Achievement of Vinamilk ......................................................................................... 6
Figure 7. The Crisis Management Process ............................................................................... 7

ii
 TEACHER'S COMMENTS
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................
.....................................................................................................................................................

iii
 JOB EVALUATION SHEET

First And Last Name Completion Level

Ôn Phạm Đức Tấn - 22116259

Tất Quế Nghi - 22001052
Nguyễn Xuân Tài - 22123098
Lê Thị Mỹ Tuyền - 22204759
Trần Ngọc Hải Yến - 2183931
Nguyễn Thị Ngọc Quyên - 22012256

iv
I. INTRODUCTION OF VINAMILK
1. Overview of Vinamilk Dairy Joint Stock Company.
1.1. Introduction to Vinamilk company
On August 20, 1976, Vinamilk was founded based on taking over three dairy plants
left over from the old regime, including:
- Thong Nhat Dairy Factory (formerly Foremost Factory).
- Truong Tho Dairy Factory (formerly Cosuvina Factory).
- Dielac milk powder factory (formerly Nestlé milk powder factory) (Switzerland)
The company is a leading enterprise in the milk processing industry, currently
occupying 54.5% of the liquid milk market share, 40.6% of the milk powder market share,
33.9% of the drinking yogurt market share, and 84.5% of the drinking yogurt market share.
The market share of yogurt and condensed milk is 79.7% nationwide. In addition to a strong
domestic distribution network with more than 220,000 sales points in 63 provinces and cities,
Vinamilk products are exported to 43 countries around the world, including the United States,
France, Canada, Poland, Germany the Middle East, Southeast Asia… After more than 40 years
of marketing to consumers, Vinamilk now has 14 production plants, 2 logistics plants, 3 sales
offices and a dairy factory in Cambodia. (Angkormilk) and has a representative office in
Thailand.

Figure 1. New logo of Vinamilk Dairy Joint Stock Company

Currently, Vinamilk has 13 factories across Vietnam. This system also helps Vinamilk
develop more than 250 types of dairy products in 13 product groups from condensed milk,
liquid milk, powdered milk, yogurt, ice cream, soft drinks... In which, Vietnam Dairy Factory
and Milk Factory Vietnam's powdered milk factories are among the "super factories". Both of
these facilities were put into operation by Vinamilk in 2013, creating a breakthrough for the
company in the subsequent development period.

1
 Figure 2. Vinamilk’s Vietnam Dairy Factory in Binh Duong. Source: Vinamilk

Figure 3. Vinamilk’s factory system nationwide. Source: https://vnexpress.net/he-thong-nha-

may-giup-vinamilk-lien-tuc-dan-dau-cac-nganh-hang-lon-4272496.html

2
 Along with 2 super factories producing 2 main products: liquid milk and powdered
milk, Vinamilk's remaining 11 factories are equipped with modern lines to produce a variety
of product lines such as yogurt, drinking yogurt, ice cream, fruit juice, condensed milk...
serving the regional market. Accordingly, Tien Son Dairy Factory in the Northern region, Da
Nang and Binh Dinh Dairy Factory meet the Central market, Can Tho Dairy Factory in the
Southwest region... Highlights of the factories This, in addition to capacity and output, is also
the application of 4.0 technology, meeting ISO 9001, FSSC 22000, ISO 17025 standards or
international certification such as Halal, Organic Europe, FDA (USA), standards of China...
serves the domestic market and expands international business.

1.2. Vision of Vinamilk company

Vinamilk defines its vision: "Becoming Vietnam's leading symbol of trust in nutritional
and health products to serve human life"

1.3. Mission of Vinamilk company

Vinamilk defines the company's mission as follows: "Vinamilk is committed to
providing the community with top quality nutrition and quality through our respect, love and
high responsibility to human life and society."

Figure 4. Speech of CEO Mai Kieu Lien

1.4. Core values of Vinamilk company

Vinamilk always defines the company's core values: "Becoming the leading symbol of
trust in Vietnam in nutritional and health products serving human life"
Vinamilk's core values are based on the following 5 factors:
• INTEGRITY: Integrity, Honesty in behavior and in all transactions.
• RESPECT:Respect yourself, Respect colleagues, Respect the Company, Respect
partners, Cooperate with respect.
• FAIR: Be fair to employees, customers, suppliers and other stakeholders.
• MORALITY: Respect established standards and act in a manner.
morality.

3
 • FOLLOW: Comply with the Law, Code of Conduct and the Company's rules,
policies and regulations.

1.5. Business philosophy

Vinamilk wishes to become a favorite product in every region and territory.
Therefore, we believe that quality and creativity are Vinamilk's companions. Vinamilk views
customers as the center and is committed to meeting all customer needs.

2. Development process of Vinamilk dairy company

The company's development and formation process has gone through the following
important historical milestones.
2.1. Period 1976 - 1986:
Taking over three dairy factories abandoned by the old regime after 1975: Thong Nhat
Dairy (formerly known as Foremost Factory); Truong Tho Dairy Factory (formerly Cosuvina
Factory); and Dilac Milk Powder Factory (Nestle), the production situation faced many
complexities Difficulties: damaged machinery and equipment, missing spare parts, and empty
raw materials. Officials actively planned and developed many technical solutions, such as
exchanging goods for raw materials for production; working with domestic entities to restore
factories and manufacturing and distributing products. In this state, the company continues to
ensure a certain amount of goods are supplied to consumers, who are mainly the elderly, sick
and children. In recognition of its achievements during this period, the company was awarded
the Level 3 Labor Medal by the state in 1986.

2.2. Period 1987 - 2010

The name Vietnam Dairy Company referred to as Vinamilk, officially appeared in
March 1992. The company is managed by the Ministry of Light Industry and specializes in the
production and processing of milk and dairy products.
In 1994, Vinamilk opened a new factory in Hanoi, with a total of four affiliated
factories, aiming to capture the northern market.
In 1996, Vinamilk formed a joint venture with Quy Nhon Frozen Joint Stock Company
to establish Binh Dinh Dairy Joint Venture Enterprise and develop the southern market.
In 2000, a Can Tho dairy factory was established in Can Tho City and a logistics factory
was established in Ho Chi Minh City. This year, Vinamilk was also honored by the state with
the title of "Hero of Labor of the Reformation."
In 2003, Vietnam Dairy Company was restructured into Vietnam Dairy Joint Stock
Company, with the trading code VNM on the Vietnam Stock Exchange.
In 2004, Vinamilk acquired Saigon Dairy Joint Stock Company.
In 2005, Vinamilk was again awarded the B-level Independence Medal by the state.
Vinamilk purchased the remaining shares of the joint venture partners in the Binh Dinh dairy
factory and opened the Nghe An dairy factory. In August 2005, the joint venture company
established SABMiller Vietnam Joint Venture Company Limited and launched the Zorok
brand in mid-2007.
In 2007, Vinamilk acquired a 55% controlling stake in Lam Son Dairy Company and
continued to be headquartered in Le Mon Industrial Park in Thanh Hoa City on September 7.
In 2009, the company continued to expand to 135,000 dealers and 9 factories and dairy
farms in Nghe An and Tuyen Quang provinces.

4
 In 2010 and 2012, the company invested US$220 million in building liquid milk and
milk powder factories in Binh Duong.
In 2011, the company spent US$30 million to operate a dairy factory in Da Nang.

2.3. Period 2012 to present

In 2012, Vinamilk inaugurated the Da Nang Dairy Factory, Lam Son Dairy Factory,
and Vietnam Beverage Factory with many modern production lines originating from the US,
Denmark, Germany, Italy, and the Netherlands.
In 2013, Vinamilk started construction of the Tay Ninh dairy farm (expected to be
inaugurated in the second quarter of 2017). Vinamilk built the Ha Tinh dairy farm.
In 2014, Vinamilk built Nhu Thanh dairy farm in Thanh Hoa.
In 2015, Vinamilk started construction of Thong Nhat Dairy Farm - Thanh Hoa
(expected to be inaugurated in the third quarter of 2017). Vinamilk increased its stake in
Miraka Dairy Company (New Zealand) from 19.3% to 22.8%.
In 2016 Officially launched the Vinamilk brand in Myanmar, Thailand and expanded
operations in the ASEAN region, inaugurating the Angkormilk dairy factory invested by
Vinamilk. This is the first and only dairy factory in Cambodia to date. Pioneered the way for
the high-end Organic food market in Vietnam with the US USDA-standard Vinamilk Organic
Fresh Milk product and was awarded a third-class independence medal by the state.
In 2017 is considered a prerequisite year for implementing the strategy in the 2017-
2021 period. The company will continue to promote growth by promoting the middle and high-
end segments. This includes continuing to expand into four more key potential markets in the
African region. In 2017, Vinamilk also invested in Asia Coconut Processing Joint Stock
Company (buying 25% of capital), and Central Region Beef Breed Joint Stock Company.

II. LEADERSHIP STYLE OF MS. MAI KIEU LIEN

Ms. Pham Thi Kieu Lien, the CEO of Vinamilk company in Vietnam, exhibits a
leadership style that encompasses assertive, democratic, and compliant elements. Ms. Lien's
assertive leadership is exemplified by her decisive yet collaborative approach to decision-
making. One compelling illustration of this is her steadfast refusal to entertain joint ventures
with foreign companies, a stance taken to safeguard Vinamilk's distinct identity in the
market. This resolute decision showcases her determination to uphold the company's values
and strategic direction, demonstrating her assertive leadership style. Moreover, Ms. Lien
places a premium on transparency and honesty within Vinamilk, fostering an organizational
culture grounded in integrity. By instilling a culture of honesty and clarity among
employees, Vinamilk boasts meticulously maintained financial and accounting records,
ensuring accuracy and reliability in reporting. This commitment to transparency not only
enhances internal operations but also cultivates trust with external stakeholders, bolstering
Vinamilk's reputation in the market. Furthermore, Ms. Lien's leadership is characterized by
her advocacy for freedom and autonomy in the workplace. Her aversion to traditional
meetings underscores her belief in empowering employees to work independently and
creatively. By minimizing bureaucratic constraints and encouraging a culture of freedom,
Ms. Lien enables Vinamilk's workforce to innovate and adapt swiftly to market dynamics,
driving the company's sustained success. In conclusion, Ms. Pham Thi Kieu Lien's
leadership style, marked by assertiveness, democratic values, and compliance, underscores

5
her commitment to steering Vinamilk towards strategic growth while nurturing a culture of
integrity, transparency, and autonomy.

Figure 5. CEO Mai Kiieu Lien

Figure 6. Achievement of Vinamilk

6
III. THE STORY OF THE MEDIA CRISIS
1. Causes of the crisis
On December 25, 2022, a video about 2 minutes long spread on social networks and
slandered Vinamilk milk products. Specifically, the customer, a 3-year-old child, used
Vinamilk milk and discovered small insects inside the milk. The child drank and vomited and
had to go to the hospital immediately afterwards.

2. Crisis management process.

Figure 7. The Crisis Management Process

2.1. Pre-crisis phase: Listen and consider problems that customers report about
Vinamilk
Vinamilk handled the media crisis by preventing risks that could lead to a larger crisis.
At the same time, to be able to monitor her brand effectively, Ms. Mai Kieu Lien created a
communications group to listen to customers on her social networks. Discuss the matter with
the business or legal counsel to determine which items can be released to the press and which
items must be kept strictly confidential. Provide as much information as possible without
affecting the customer's image. Coordinate a team of senior experts with public relations and
operations staff to discuss the situation and listen to all opinions. Communicate continuously
with crisis management team members. Vinamilk has established 3 groups to resolve the crisis:
The Leadership Team, the Control Department, and the Communications Department.
The leadership team, including the company's General Director, Ms. Mai Kieu Lien,
will be responsible for planning communications with external crisis consulting agencies and
communications plans with the media, customers and general public. Research and consider
what information is sent to the media while still ensuring accuracy and not affecting the
company's reputation. Make a list of questions that may be asked by the media, and provide
an answer plan to be consistent with the information.

7
 When Vinamilk encounters a crisis, the control department will always be ready to
control the speed of information spread and the risks leading to the crisis becoming more
serious. Those actions will be directed by Ms. Mai Kieu Lien, Mr. Mai Hoang - Business
Executive Director and several leaders of other departments. The control department can
resolve arising problems and minimize damages caused by the crisis. At the same time, they
must also keep in constant contact to ensure effective communication.
Communications department: When hearing the information about insects in milk, the
communications department had Mr. Le Thanh Liem as a member of the board of directors
and also a member of the department's strategic and steering committee. Contact the company's
departments, and always receive information from outside and on social networks quickly.
Vinamilk always has a team of receptionists on duty to respond quickly to customers
experiencing similar situations so that customers do not fall into confusion and worry about
the product. On the other hand, the information department is responsible for conveying agreed
information and meeting customer needs within the allowed time.
After completing the preparations and agreeing on the answers, Ms. Mai Kieu Lien -
CEO of Vinamilk will stand up and speak because she is the one who is trusted by partners
and customers, and is the one who has a voice and takes responsibility for the company's
failures and crises.

2.2. Crisis handling phase

At this stage, Vinamilk has taken many actions to address different aspects of the crisis.
The entire process of responding to this crisis requires working directly with the public through
media units. Accordingly, some of Vinamilk's priorities when handling this crisis include:
Any solution needs to be implemented quickly and urgently.
All announcements, information and statements on media channels need to be
thoroughly checked and evaluated to ensure reasonableness and reality.
Always ensure transparency by recording audio or video when working with media
units.
Always commit to communicating the truth and only the truth. As CEO of Vinamilk,
Ms. Mai Kieu Lien will become the spokesperson for Vinamilk when working with investors,
authorities and the public. Vinamilk's plan and Ms. Mai Kieu Lien's role in each activity are
as follows:
For investors: Vinamilk Company will send letters to shareholders and officially
announce on the website to verify and correct the crisis. Accordingly, the rumor needs to be
corrected as untrue and confirm that investment capital is still being used effectively. Ms. Mai
Kieu Lien needs to play the role of representative spokesperson because she has both legitimate
power and moral power. Ms. Lien always shows her interest in the business vision and cares
about creating trust. Therefore, as a spokesperson for investors, she can reassure worries and
doubts.
For the government: With the statement that the rumor about Vinamilk's dairy products
containing insects is a false fabrication, Ms Mai Kieu Lien holds a key position in the process
of working with the government to confirm and determine the truth and support authorities to
quickly handle acts of spreading false rumors by the law.
For the public: This is an extremely important audience in the crisis management
process. To communicate accurate and official information about Vinamilk from Ms Mai Kieu
Lien, the company needs to use many different tools such as press releases, articles in official

8
newspapers, and announcements through television channels. Official article on the website.
In addition, Vinamilk can organize press conferences to announce official company
information and Ms. Mai Kieu Lien will be the official spokesperson at this event.

2.3 Post-crisis period

In the post-crisis period, Vinamilk needs to reassess losses in revenue, and customer
trust and monitor public reactions on websites and social networks. In addition, losses suffered
by agents and retailers also need to be monitored and evaluated to determine the effectiveness
of implemented crisis solutions. The damage assessment needs to be reported directly to Ms.
Mai Kieu Lien continuously to help the company resolve outstanding issues related to this
crisis. Ms. Mai Kieu Lien is a leader who respects transparency and honesty. Therefore, when
it comes to issues related to the trust of customers and investors, Ms. Lien always hopes to be
able to solve the problem. quickly and effectively. In addition to assessing damages, Vinamilk
also needs to set specific goals and solutions to prevent similar crises from occurring in the
future or come up with solutions to help improve the process of handling problems in other
crises. Accordingly, some lessons the company learned after this crisis are:
Continuously evaluate and improve product quality control processes at Vinamilk.

Monitor and evaluate consumer reactions in the media to ensure crisis solutions reach
the right audience and are effective.
Ensure that individuals within the company, including employees, shareholders and
investors, are informed of specific and accurate information to avoid leaking false information
and losing information. internal trust.

There is always a need for a media representative to announce official statements and
announcements from the company. In Vinamilk's case, it is Ms Mai Kieu Lien. Media
representatives need to have a good, positive image that can create influence and help increase
trust from investors, customers, partners, employees and especially consumers.
Finally, the company needs to continue to strengthen its positive image and customer
trust through communication and advertising activities. The company can deploy promotional
videos and short animations and post them on media channels and social networks to increase
the spread and ensure the sharing of positive information about the Vinamilk brand.

9
IV. LESSONS LEARNED
Rumors spread very quickly and hurt a company's reputation. Before believing or
spreading rumors, verify the information and ensure accuracy from trusted sources. The
smartest thing to do when bad news about our product comes out is to face it. Evaluate, review
and test our manufacturing processes for any errors. Declare the rounding procedure. Building
good trust with customers and partners to be able to find Every different situation is an
opportunity to learn and improve. Companies should reevaluate their processes, policies and
management systems to prevent similar problems from occurring in the future. Provide help
when problems arise. Set aside a valuable budget for advertising and communication
campaigns.

On the customer side: There are articles introducing the company's situation after the
crisis to ensure the crisis does not happen again. For customers who lost their benefits when
the crisis occurred, the return should be considered. Our rights and benefits for our customers
are one of the important factors to overcome that situation. We are building a trusting
relationship with our customers. By maintaining high product quality and responding quickly
to customer requests and concerns, companies can build customer trust and loyalty. After the
crisis occurs, the company needs to record what it has done, learn from experience, summarize
losses, build a strategy to regain public trust and ensure product quality. This includes auditing
and evaluating suppliers to ensure quality and safety standards are adhered to.

Learning from such situations helps businesses improve management efficiency and
respond quickly to situations that may arise. By applying these lessons, companies can build
stronger quality management systems and maintain customer trust.

V. MORE RECOMMENDATION
To overcome their shortcomings, businesses need to proactively investigate and survey
them.
Avert catastrophes that result from flaws as much as you can.
Always be ready to react and resolve issues as they arise to manage and lessen the
effects as soon as possible.
When handling a crisis, the business should prioritize maintaining its brand while
accepting short-term losses.
Disclose information when a crisis occurs
The best course of action for us to take in the event of receiving negative news about
our products is to address it. Examine, assess, and verify our production process to identify
any incomplete faults. to improve the process's perfection.
Develop strong bonds of trust with partners and customers so that you can ask for
assistance when needed.

VI. CONCLUDING
In the current volatile economic situation, a crisis in a business or organization is
inevitable. The leader will see the current situation and lead the team to face and overcome it

10
together. When a problem occurs in a business or organization, the first thing the person in
charge should choose to face is to overcome it. Do not choose to avoid it.
Learning from Vinamilk's experience, we can still see that they can easily overcome it
by facing it. But leaders must be transparent, open and fair.
Leaders are responsible for resolving all situations that arise when problems arise.
Therefore, in every flexible situation, we should apply the knowledge we have and the
experience we have to solve and find the right direction for the business and the organization
to overcome difficulties together. should not be avoided.

11
 REFERENCES
1. https://www.vinamilk.com.vn/vi/lich-su-phat-trien
2. https://www.vinamilk.com.vn/vi/ve-cong-ty
3. https://hrchannels.com/uptalent/nhung-phong-cach-lanh-dao-danh-cho-nha-quan-tri.html
4. https://www.vinamilk.com.vn/vi/tin-tuc-su-kien/2465/tong-giam-doc-vinamilk-mai-kieu-
lien-30-nam-lanh-dao-voi-tu-duy-doi-moi-sang-tao
5. https://tuoitrethudo.com.vn/ceo-mai-kieu-lien-nu-doanh-nhan-nang-tam-sua-viet-157263-
157263.html#:~:text=Bà%20Mai%20Kiều%20Liên%20từng,sữa%20lớn%20nhất%20thế%2
0giới
6. https://vnexpress.net/he-thong-nha-may-giup-vinamilk-lien-tuc-dan-dau-cac-nganh-hang-
lon-4272496.html

14