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I. INTRODUCTION ................................................................................................................2 1.1. Company background...........................................................................................2 1.2. Objectives................................................................................................................2 1.3. Vision and mission.................................................................................................3 II. SCENARIO ANALYSIS.....................................................................................................4 Organizational structure and Management levels ....................................................4 2. Decisions at Kinh Do Corporation.........................................................................6 3. Information and Knowledge required in Decision Making..................................8 3.1. Types of management information required in making decision..........8 3.2. Types of management knowledge required in making decision............9 3.3. Recommendation for improving decision -making...............................11 4. Stakeholders of Kinh Do Corporation..................................................................13 4.1. Internal stakeholders..............................................................................14 4.2. External stakeholders.............................................................................15 5. Survey analysis........................................................................................................16 5.1. Methodology.............................................................................................16 5.2. Survey plan...............................................................................................17 (Refer to Appendix-2 for Gantt chart)..........................................................18 5.3. Survey results...........................................................................................18 ...................................................................................................................................................24 ...................................................................................................................................................26 5.4. Summary of survey results......................................................................29 III. RECOMMENDATIONS.................................................................................................29 IV. REFERENCES.................................................................................................................34 V. APPENDICES....................................................................................................................35 1. Appendix-1 Questionaire........................................................................................35 2. Appendix-2 Gantt chart for Survey plan..............................................................38 3. Appendix-3 Presentation Slides.............................................................................39

I. INTRODUCTION 1.1. Company background Kinh Do Corporation was established in 1993, is the largest and leading foodstuff business group in Vietnam. Kinh Do group has developed to a large conglomerate including more than ten subsidiary companies in real estate, food stuff, finance, and retail business. Products under the Kinh Do trademark are selling in all provinces through a diversified distribution system nationwide including 524 distributors, 31 Kinh Do Bakery shops and 200,000 retail outlets as well as franchised distribution systems with a growth rate of 30%/year. The products of Kinh Do have been sold to 35 countries; particularly Kinh Do has conquered the most difficult customers such as Japan, USA, France, Germany and Singapore.1 1.2. Objectives With the strategy of building the foodstuff as the core business for group, Kinh Do group will quickly enlarge the foodstuff division to become a leading foodstuff group in Vietnam as well as to become one of the leading foodstuff groups in the SoutheastAsian region. With the strategy to become a multi-sector group, Kinh Do has invested in other divisions such as real estate, finance and retails business. These business divisions will have interrelation to support each other, in which the holding company will maintain the role of specialized financial investment while the subsidiary companies will operate in a particular field with specific industry under the master strategies defined by the Corporation.

Kinh Do Corporation (no date) Kinh DO Group/Overview [online]. Kinh Do Corporation [cited November 8th, 2011]. < >.

1.3. Vision and mission The report just analyzes and focuses on foodstuff business of Kinh Do Corporation. The vision of Kinh Do Corporate is:2

Kinh Do enriches people's lives by providing products and services which immediately realize the needs and desires for Living Fine. Applying our dynamism, creativity, foresight and other core values, we create products and services which deliver consumers what they want and make us all proud. People trust Kinh Do companies, products and services so much they rely on them for Fine Living every day. Kinh Do generates bonus personal, economic and commercial value and pride for staff, partners and stakeholders.

The mission of Kinh Do in foodstuff business is that: Kinh Do food uses state-of-the-art technologies, research and developments, quality raw materials from environmentally sustainable sources and the creativity and innovation of our people and selected external resources to produce and deliver an extensive range of affordable staple and packaged foods, snacks, bakery products, beverages and juices, confectionaries and condiments, instant foods, processed meats and health supplements. Our products are hygienic, healthy, satisfying and conveniently available to all consumers.

Kinh Do Corporation (no date) Kinh DO Group/Vision [online]. Kinh Do Corporation [cited November 8th, 2011]. < >.

II. SCENARIO ANALYSIS Organizational structure and Management levels

Group C hairman

Group President / C EO

Office Of The BOM - Business Application - Legal - Investm ent - Strategy - PR - Internal Audit

Group C OO

Grow th Team - Sales - M arketing - R&D

C ost Team - Logistic - Production - Purchasing

Cookies Crackers Snack Cakes Buns

Support Team - Finance Accounting - H R Adm in - IT

Figure Candies

1: Organizational structure in foodstuff at Kinh Do Corporation

In order to ensure coordination between different functional departments, Kinh Do Corporation follows matrix structure in foodstuff business (Figure 1). Foodstuff business is divided into six types of product including cookies, crackers, snack, cakes, buns and candies. This structure essentially crosses functional and product organization, so that staff in different functional department are responsible to their department manager, in regard to activities of departments, and to a product manager, in regard to the given product. By applying matrix

structure, Kinh Do can retain functional expertise for coordination. Kinh Do can have better coordination and communication, and also focus on the task. managers, and an increase in managerial overheads. However, there are disadvantages, the company may have the potential for conflict between functional and area

G ro u p C h a ir m a n

O f f ic e O f T h e B O MG r o u p P r e/ s id e n t CEO B u s i n e s s A p p l i c a ti o n -Legal - In v e s tm e n t - S tr a te g y G ro u p C O O -P R - In te r n a l A u d i t -

T o -lpe v e l

G r o w t h T e a m D ir e c t o r s

C o s t t e a m D ir e c t o r s

S u p p o r t T e a m D ir e c t o r s

G r o w th T e a m M a n a g e r s -S a le s - M a r k e ti n g - R&D

C os t T eam M anagers - L o g i s ti c - P r o d u c ti o n - P u r c h a s in g

S upport T eam M anagers - F i n a n c e A c c o u n ti n g -H R A d m in - IT

M i d d e ev e l -l l

F in a n c e S a l e s M a r k e ti n g R&D L o g i s ti c P r o d u c ti o n u r c h a s i n g P HR IT A c c o u n ti n g S u p e r v i s oSr u p e r v i s oSr u p e r v i s o r S u p e r v i s oSr u p e r v i s o S u p e r v i s o r r S u p e r v is oS u p e r v is o r r S u p e r v is o r

S u p e r v -lse ov reyl i

S ta ff S ta ff

S ta ff

Figure 2: Management levels in Kinh Do Corporation

S ta ff S ta ff S ta ff S ta ff S ta ff S ta ff

N o -m a n a g e r ia l W o r k e r s n

According to the organizational structure of the Kinh Do Corporation, as it can be seen in Figure 2, there are three main levels of management in Kinh Do Corporation, including top-level, middle-level and supervisory-level. Firstly, top-level includes Group Chairman, Group President or Chief Executive Officer (CEO) and Group Chief Operating Officers.

Beside that, there is an Office of the Board of Management (BOM). The functions of the Office of the BOM are evaluation, monitor, recommendations and measurement. There are eighteen members at top-level, Mr. Tran Kim Thanh is chairman of Board of Director and Mr. Tran Le Nguyen is general director. Secondly, middle-level includes the managers of nine departments, involving Sales, Marketing, R&D, Logistic, Production, Purchasing, Finance Accounting, HR and IT department. Thirdly, supervisory-level includes the supervisors of departments workers who directly carry out the plans as well as the strategies of Kinh Do Corporation day to day. Furthermore, there is also non-managerial level. 2. Decisions at Kinh Do Corporation As can be seen in Figure 3, planning and control decisions are mainly taken at the strategic, tactical and operational levels of organizational activity. Senior management will be accounted for decisions that impact the whole business, the lower level of management will be involved in decision that affect only one aspect of the business.

- Group Chairman - Group PresidentCeO / - Group COO -Department Directors -Sales Manager - Marketing Manager - R&D Manager - Logistic Manager - Production Manager - Finance Accounting Manager - HR Manager - IT Manager


Strategic planning

Middle-level Middle-level

Tactical planning/ Tactical planning control

- Sales Supervisor - Marketing Supervisor - R&D Supervisor - Logistic Supervisor - Production Supervisor Finance Accounting Supervisor - HR Supervisor - IT Supervisor


Operational control

Management levels

Decision making levels

Figure 3: Management decision-making Strategic planning decision is concerned with deciding on the objectives, resources and policies of the organization. For example, CEO (Top level) of Kinh Do Corporation will make the decision as should the company expand its market to India? In order to carry out this objective, it will take long time for Kinh Do organization to understand, assess, analyze and evaluate the Indians market. Thus, this is a long term decision-making. This decision is very important because it will involve with many complex issues and high level of risks. It also does not have the procedure for making it so that CEO must consider carefully so that they have to provide insight into the problems in order to avoid affecting on entire organization. This decision is non-routine. For the expansion market to India, it may take 3 to 5 years, or more than 5 years to complete the objective. Furthermore, Kinh Do Corporation also has Office of the BOM to make tactical control decision. This office will monitor, evaluate, recommend for decisions that are made by Group Operating Officers Next is tactical planning decision concerns with how efficiently and effectively resources are utilized and how well operational units are performing. For example, Manager of Finance department (Middle level) will make the decision on how much income/profit Kinh Do should gain monthly, quarterly, or annually? This is a medium decision-making. Besides, finance manager will also coordinate with the manager of other departments such as production and sales departments for deciding the profit. Hence, it has medium impact on entire organization. Besides, it might take about 1 month to 1 year for the manager to complete the objective. This decision also is semi-unstructured. Because the manager base not only on the data given by the company to calculate the profit, but also on their own assessment and experiences in order to adjust the profit. Finally, operational control involves making decisions about carrying out the specific tasks which are set forth by strategic and tactical planning. For example, Purchasing supervisor (Supervisory level) will make decision on how many raw materials that they need to buy for producing product A today? This is a small decision-making; it does not impact much on the entire organization. Based on the requirement of production, the supervisor can decide the quantity of raw materials needed. Beside that, they also can base on the price of raw materials to buy a certain amount in that day. It is a structured decision. When carrying out the decision, purchasing supervisor has to establish criteria of completion from choosing

and buying input to evaluating what will be the output. Moreover, the supervisor always makes decision focused on the data, evaluation, process, and their own expertise. And the decision is implemented daily operation. 3. Information and Knowledge required in Decision Making 3.1. Types of management information required in making decision The information is clarified as many kinds such as internal, external, formal, informal, primary, and secondary, qualitative and quantitative. The following is the information needed that the manager needs to focus based on the example decision of each level as mentioned above. First is the decisions of CEO (as top level) as should the company expand its market to India or not? Here, top managers of Kinh Do have to focus on the information from the sales and financial department. This is internal information. If they want to set up how much profit Kinh Do should get from its expansion. In term of finance, there are elements that involve in setting up new objectives of Kinh Do such as total revenue, income, expense, net profit and so on. Thanks to that, top management can forecast how much percent profit that can that can fluctuate compared with business in Vietnam to make more accurate decision. Top management should know about Indian government as well as Vietnams government to know that whether there are policies support business expansions or not. The following is the extra information that CEO of Kinh Do need to consider before they decide to expand its market to India: Is the business really profitable (internal information)? Is it reasonable cost for transportation (quantitative information)? products (external information)? information?) Next is the decision of Finance manager (as middle level) as designing how much profit/income the company can gain monthly, quarterly or yearly? In here, the manager of Finance department needs to consider many sources of information. Formal is one of these. Formal information here can be considered as information from HR department, production department, purchasing department, maintenance department, etc. As mentioned above, the data of previous period will determine the next objective of Kinh Do. In order to decide how 8 Do we have enough customers (external, quantitative information)? Is the weather suitable for customer to consume and preserve the Are there many competitors (external, quantitative

much income should gain per month, per quarter or per year, managers of financial department have to focus on the financial report of the previous periods. The performance of competitors will influence to the market share of Kinh Do. In term of financial department, it is hard to know the financial statement of other competitors. However, the manager of financial department can analyze it based on the market share. The last one is the decision of purchasing supervisor as how many raw materials that they need to buy for producing product A today? Here, the supervisor should know how many raw materials will be needed for production. The manger will get information from production department, thus it is secondary information. Besides, based on the quality of raw material, the manager will also buy an appropriate amount needed for production. It can be considered as quality information. 3.2. Types of management knowledge required in making decision Managers of Kinh Do have to have the exact knowledge in order to make the decision more correctly and suitably. It can be divided by 2 kinds of knowledge, they are explicit and tacit. The basic ways tacit knowledge and explicit knowledge are used in the workplace, evaluation, and technology as following:3

Elizabeth A. Smith, The role of tacit and explicit knowledge in the workplace [online]. Available at: [Accessed: November8th, 2011]

Tacit knowledge practical, action-oriented knowledge or know-how based on practice, acquired by personal experience, seldom expressed openly, often resembles intuition Work practice - spontaneous, improvised, weblike, responds to a changing, unpredictable environment, channels individual expertise, creates knowledge Technology - tool to select personalized information, facilitate conversations, exchange tacit knowledge, invest moderately in the framework of IT, enable people to find one another Evaluation - based on demonstrated performance, ongoing, spontaneous evaluation

Explicit knowledge academic knowledge or know-what that is described in formal language, print or electronic media, often based on established work processes, use people-to-documents approach Work process - organized tasks, routine, orchestrated, assumes a predictable environment, linear, reuse codified knowledge, create knowledge objects Technology - related to job, based on availability and cost, invest heavily in IT to develop professional library with hierarchy of databases using existing knowledge Evaluation - based on tangible work accomplishments, not necessarily on creativity and knowledge sharing

Figure 4: The role of tacit and explicit knowledge in the workplace Therefore, depending on situations or majors, the managers as well as employees need to have the accurate knowledge in order to make the decision more correctly and suitable. For instance, in term of business knowledge, top managers like CEO, COO at Kinh Do have to have the knowledge about customer services. The knowledge about customer services is tacit knowledge to the top management. It means that top level management has the advanced knowledge in term of customer service. They know what customers demand is and which factors lack of quality of services are. From that, they can make suggestions, improvements and solution for each problem for customer. For example, with the objective is to expand its market to India, the top mangers have to possess knowledge in the filed of estimating customers needs and wants (tacit), financial knowledge (explicit), knowledge about commercial law in India (tacit), Indian language (explicit), and sales skills (explicit). In other hands, employee like accountant has explicit knowledge in term of customer service but they have tacit knowledge in finance. It means that employee can not have the same decision like top managers because they lack of information and knowledge as well. For example, with the objective as how much profit/income the company can gain monthly, quarterly or yearly? The finance manager needs to possess knowledge such as financial 10

knowledge (tacit knowledge), computer skills (tacit knowledge), calculation skill (tacit knowledge), estimating customers demand (explicit), and marketing knowledge such as advertising, promotion, and sales (explicit knowledge). For supervisory level, it will also have different knowledge in making decision. For example, with the decision is how many raw materials that they need to buy for producing product A today? They need have to have necessary knowledge to solve its decision such as calculation skills (tacit knowledge), knowing how to buy high quality raw materials (tacit knowledge), knowing how to choose the best suppliers (tacit knowledge), management skill (tacit knowledge), estimating customers demand (explicit knowledge), sales knowledge (explicit knowledge), and financial knowledge (explicit knowledge). 3.3. Recommendation for improving decision -making In order to make decision making better, there are some suggestions for managers of Kinh Do Company as following. Firstly is in term of decision-making. The mangers always make decision based on the reports so that they have to know which information in the report is crucial and exact. In order to help the managers can get good resource of information; Kinh Do should build up a database management system (DBMS). With this system, all the information and data about companys operation, financial, sales, production and employees will be managed and updated daily, so that the managers can find out and use necessary information effectively. In additions, Kinh Do Company can use the network for sharing and connecting information within its organization. It means that with the same information in the same time, it will be transferred to all departments as well as DBMS. Furthermore, Kinh Do also should focus on the companys recruitment. Because the company can save more cost as well as save more time, if they can recruit right staff with right skill for the right job. Secondly, in term of knowledge, the managers can improve and develop their knowledge. There are the ways of acquiring or creating knowledge including socialization, conversation, internalization, and combination. (Figure 5). 4

Spreading science (no date) 2. Tacit-Explicit Knowledge [online]. Spreading science [cited November 8th, 2011]. <>.


Tc a it

S c liz tio o ia a n Os r a n b ev tio Ima n it tio

C n es tio ovra n M ta h r e po C n es tio ovra n


E p it x lic

In r a a n ten liz tio Pa tic rc e Og n aio r a iz r n

C m in tio o b a n Rv w e ie R s u tuin e tr c r g

Tc a it Figure 5: Developing knowledge paths T O

E p it x lic

For example, in computer knowledge, top level is the one who have explicit knowledge. They only know basic skill in using computer or IT compared with supervisory level that has many experiences as well as expertise. Therefore, they can develop their knowledge by self-learning, practicing, reading and so on. Obviously, they can have tacit knowledge in computer as well as IT. This path is transferred from explicit knowledge to tacit knowledge. For financial managers, they should find out the information and learn from managers how to identify and classify this information to solve them effectively. Besides, the financial department should learn the knowledge from the sales and marketing department in term of identifying and classifying the problems. Moreover, financial department should learn how to find the way for solving the problems with low risk and effectively. Beside that, in term of knowledge, it is an important thing if all employees of Kinh Do Company can practice knowledge management in companys operation such as retaining expertise of personnel, increasing customers satisfaction, improving profit, shortening product development cycles, and so on. Because they can create opportunities for the employees as well as the company in order to develop and make continuous improvements.


4. Stakeholders of Kinh Do Corporation Kinh Do is the largest and leading foodstuff group in Vietnam, thus there are many factors that involve in its operation including internal and external stakeholders.



Competitors Managers

Employees Government

Kinh Do Corporation


Figure 6: Stakeholders of Kinh Do Corporation 4.1. Internal stakeholders


Internal stakeholders are interest in the organizations continuation and growth including managers and employees. With Kinh Do, employees include non-managerial workers such as engineers, designers, full-time workers, etc. Employees can be the people who work, talk and make the relationship with the customers directly. In Kinh Do Company, there are nearly 8,000 employees, work in different of department such as Sales, Marketing, Finance Accounting, Human Resource, etc. They are responsible for keeping the work in the company running and help the company to have more profits. Besides, the way that employee work and communicate to each other affect much on companys reputation. Because the attitude and performance of its employees will determine the reputation of Kinh Do. Therefore, in order to get labor productivity, and more profit, Kinh Do company has to satisfy


its employees by providing good working environment, good salary, insurance, welfare, and training programs. Managers are the people who have the direct impact on the operation of the organization. The managers of Kinh Do include CEO, Board of Directors, Department managers, and supervisors. The managers have high responsibility and have an important role in the operation of the organization. They are the ones who set out business strategies for the organizations continued existence. In Kinh Do, Mr. Tran Kim Thanh, as a Chairman, makes decisions and has right to control all operations in the organization. Mr. Tran Le Nguyen, as General Manager, together with others plan, organize and operate business directly. Kinh Do has divided their organization into many functional departments. The managers of each department have the right and duty in controlling and managing the operation daily. For example, managers will check, guide, consider, and give recommendations on the ways working of its employees. employees. Moreover, managers will observe the performance of its Thus, the From that, they can give reward or punishment for employees.

managers must have experiences in the management to make sure that the company works effective and get profit as more as possible. 4.2. External stakeholders External stakeholders include government, customers, community, banks, and suppliers. The following describes some of external stakeholders. Government has a big role to play in the success of business through passing of the laws and policies it pursues. The government will set up the law for food industry in country. Kinh Do has to follow the law that issued by Vietnam government. From that, Kinh Do has to follow this law such as the taxation law, employment law and other condition. If they do not follow this rule, they can be sued and pay the compensation or they can be closed even though. The government in here does not only mention about Vietnam government, but also mention about the particular country that Kinh Do Company wants to export and expand its market. Customers are the people in that they pay for the organizations output. They ultimately determine what service is, what quality is needed, what price is charged and what development is needed. The main ways that customers affect business is through feedback, 14

complaints, and suggestions. From that, they will decide the existence of an organization. The more customers, the more profits company can get. Besides, the number of customer loyalty is very important in running the business. If the company provide good products as well good services, its customer will rapidly increase due to work of mouth. Thus, Kinh Do has to ensure that every thing in their process is good and be checked carefully, from the service the quality of products. Community is the outside environment of the organization. They will sue or fight against the company if the production or services of the company have a negative effect on public environment. In other aspect, the objective of the community is also to benefit from employment the business creates. Therefore, Kinh Do should consider and operate well its production to avoid any pollution for environment as well as build good image in the community. When the community has a good image about the company, the reputation of the company will be wider. In fact, Kinh Do Company has done many charities and sponsor for many programs such as co-founders of Future Manager Scholarship fund, Bring eyesight back to poor patients of Poor Patient Sponsors Society, Give strength going to school of youth Newspaper and Saigon Time Foundation fund, and so on. Suppliers have strong impact on Kinh Do Company. The company always considers cost and the quality of product between the suppliers if they can meet their requirements. From that, the company will chose suppliers who have reasonable cost with good quality of products. With good suppliers, the company can get best raw materials, reasonable price, and the company will not be delayed in delivery so that the company can maintain their production more effectively. In addition, with good long-term relationship with suppliers, Kinh Do Company will be discounted or reduced order cost. The cost saved from low cost raw material can be used for promotional activities such as: discount, bonus, advertising to promote sale. 5. Survey analysis In order to find out the awareness and interests on Kinh Do products and services, customer is stakeholder that the company chose to make the contact. The company will use survey method to contact with the customer. 5.1. Methodology 15

a. Population: The population of this research is all customers in Vietnam b. Sample size: The research was carried out by thirty respondents and investigated the ideas of customers about Kinh Dos products. c. Data collection method: questionnaires. (Refer to Appendix) d. Sampling method: Thirty random people in Danang were invited to answer the questionnaires. The total of customers who answer questionnaires is 30 (n=30) in Vietnam. e. Data collection method: questionnaires. f. Framework

Population N= 6,600,000 Sample n = 30

Population is all of people use Kinh Dos products, which estimates N = 6,600,000 ((88mil x 10%) x75%=6,600,000)). Sample selects some user n = 30

5.2. Survey plan Tasks Setting the objective and finding information Completeing research Background (Introduction) Complettng research objective and research question Justifying the methodology to be used for the research. Designing the survey by the questionaire Start Date 10/12/2011 10/14/2011 10/16/2011 10/18/2011 10/20/2011 Duration (days) 1 1 1 1 1 End Date) 10/13/2011 10/15/2011 10/17/2011 10/19/2011 10/21/2011


Collecting the survey data and record it on a spread sheet Calculating and analysing the data Analysing the outcomes, drawing valid conclusions, and providing recommendation in the final report (Refer to Appendix-2 for Gantt chart) 5.3. Survey results

10/22/2011 10/26/2011 10/28/2011

3 1 2

10/25/2011 10/27/2011 10/30/2011

After conducting the survey, Kinh Do Company gets the results from 30 different customers. The below section is the questionnaire analysis.


What is your gender? Gender Frequency Female 16 Male 14 Total 30 Percent Frequency (%) 53.33% 46.67% 100.00%


Table 5.1: Gender of Respondents

Frequency Chart (Gender)- Pie



Fem ale M ale

Figure 5.1: Gender of Respondents The table and pie chart represent the gender of respondents who participated in this survey. The number of respondent includes 30 people; there were 16 females (making up 53.33%) and 14 males (making up 46.67%). 2. How old are you? Age Class <=20 >20 - 25 >25 - 30 >=30

5.00 6.00 13.00 6.00 30.00

Percent Frequency (%) 17% 20% 43% 20% 100%

Table 5.2: Age of Respondents


Frequency Chart (Ages)- Histogram

50% 45% Percent Frequency 40% 35% 30% 25% 20% 15% 10% 5% 0% Age Class <=20 >20 - 25 >25 - 30 >=30

Figure 5.2: Age of Respondents As can be seen from the figure that participants were mainly in the age of 25-30, it made up 43% compared with the total of 30 respondents. This was followed by the group from 25-30 year-old participants were 6 respondents accounting for 20% and over 30 yearold participants were also 6 respondents. The last is group under 20 aged people with 5 respondents making up 17%. 3. What is your occupation? Occupation Frequency Student 8 Engineer 5 Worker 4 Business 7 Other 6 Total 30 Percent Frequency (%) 26.67% 16.67% 13.33% 23.33% 20.00% 100.00%

Table 5.3: Occupation of Respondents


Frequency Chart (O ccupation)- D oughnut

20.00% 26.67% Student E ngineer W orker 23.33% 16.67% 13.33% Business O ther

Figure 5.3: Occupation of Respondents As be shown from the figure, the occupations' disproportion of participants is inappreciable. Student made up a quit large percentage with 26.67% (8 respondents), Business made up 23.33% (7 respondents), Engineer made up 16.67% (5 respondents), Worker made up 13.33% (4 respondents) and other jobs account for 20.00% (6 respondents). 4. What is your monthly income? Income Class (x1000 VND) <=2000 >2000- 5000 >5000 - 8000 >8000 Total Frquency 8 10 7 5 30 Percent Frequency (%) 27% 33% 23% 17% 100%

Table 5.4: Monthly Income of Respondents


Frequency Chart (Income)-Cone

35% 30% Percent Frequency 25% 20% 15% 10% 5% 0% <=2000 >2000- 5000 >5000 - 8000 >8000 Income Class

Figure 5.4: Monthly Income of Respondents As it can be seen from the figure, the proportion of customers earning more than 2-5 million VND was the highest with 33% (10 respondents), less than 2 million VND made up 27% (8 respondents), the proportion of participants earning more than 5-8 made up a quite high with 23% (7 respondents). The proportion of respondents earning more than 8 million made up 17% per month. 5. Have you known about Kinh Dos brand? Have you known Yes No Total Frequency 30 0 30 Percent Frequency (%) 100% 0% 100%

Table 5.5: The Popularity


Frequency Chart (Awareness) - Bar

No Yes




Percent Frequency

Figure 5.5: The Popularity Kinh Do is a famous foodstuff company and the company is not only well- known in Viet Nam market but also throughout the world. Therefore, 100% of respondents know to Kinh Do brand. 6. How can you know about our products? How you know Newspaper Website Leaflet Tv advertising Others Total Frequency 7 5 2 12 4 30 Percent Frequency (%) 23.33% 16.67% 6.67% 40.00% 13.33% 100.00%

Table 5.6: The advertising help respondents know products


Frequency Chart (Advertising) - Cone

40.00% 35.00% 30.00% 25.00% Percent 20.00% Frequency 15.00% 10.00% 5.00% 0.00%
Newspaper Website Leaflet TV Others

Figure 5.6: The advertising help respondents know products TV advertising made up 40% with 12 persons. Next is newspaper making up 23.33% (7 persons), website accounted for 16.6% with 5 persons. Leaflet made up a lowest proportion with 6.67%. It means that, using TV to advertise companys products is the most effective way for Kinh Do Company. Customers also affected by other advertising, it can be work of mouth. If the company has already satisfied customer, the customer can tell their relative to buy the companys product. 7. How many Kinh Dos products do you use per month? Amount of using Class (product/month) <=3 >3-6 >6-9 >9 Total Frquency 5 11 8 6 30 Percent Frequency (%) 17% 37% 27% 20% 100%

Table 5.7: Amount of using products


F requency Chart (Amount of using Product)- Column

40% 35% Percent Frequency 30% 25% 20% 15% 10% 5% 0% <=3 >3-6 >6-9 >9

Figure 5.7: Amount of using products As can be shown from the figure, the proportion of customer using products more than 3-6 products every month made up the highest percentage with 37% (11 respondents). 27% customers (with 8 respondents) used more than 6- 9 products every month, and using more than 9 products per month made up 20% (6 respondents). The proportion of customer used less than 3 products account for 17% (5 respondents). From the data, it can be seen that there are some products that customers delight very much thus they can buy and consume many times. Hence, the company should find out the reason and maintain it.

Amount of using Class



What kind of Kinh Dos products do you like best? The Best Products Cookies Snacks Crackers Candies Chocolate Buns Other Total Frequency 6 7 3 2 4 5 3 30 Percent Frequency (%) 20.00% 23.33% 10.00% 6.67% 13.33% 16.67% 10.00% 100.00%

Table 5.8: The Best Product

Frequency Chart (Best Product) - Bar

30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Cookies Snacks Crackers Candies Chocolate Buns Other

Figure 5.8: The Best Product Snacks made up 26.67% of the total. Cookies were preferred with 23.33% (7 respondents) of the total. There was 1% for Bun product, and other products made up 10%. From this information, Kinh Do Company can know which products satisfied their customers most and which products need to be reviewed. In here, there is no user for bun product, thus, the company has to review its product to find out the solution as well as make improvement. 9. Where do you often buy Kinh Dos products? 25

Where you buy Kinh do Bakery Supermarket Grocery shop Total

Frequency Percent Frequency (%) 8 26.67% 14 46.67% 8 26.67% 30 100.00%

Table 5.9: The place customers buy Kinh Dos products

50.00% 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Kinh do Bakery Supermarket Grocery shop

Figure 5.9: The place customers buy Kinh Dos products Supermarket had the highest proportion with 46.67% compared with the whole. From that, the company can know that customers will think about supermarket first when they want to buy Kinh Dos products. Thus, the company can set out appropriate strategies to attract customers.

10. Feature


Frequenc Features 5 Promotion Service Quality Price Packaging Product 20 8 9 7 8 8 y 4 10 11 16 15 8 10 0 11 5 8 14 12 3 2 0 0 0 0 0 0 1 0 0 0 0 0 0 30 30 30 30 30 30 Total 5 66.67% 26.67% 30.00% 23.33% 26.67% 26.67%

Percent Frequency 4 33.33% 36.67% 53.33% 50.00% 26.67% 33.33% 3 0.00% 36.67% 16.67% 26.67% 46.67% 40.00% 2 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100% 100% 100% 100% 100% 100% Total

Table 5.10: Awareness of customer about companys feature *Sign: 1- very Dissatisfied; 2- Dissatisfied; 3- Neutral; 4- Satisfied; 5- Very Satisfied

70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% very satisfied satisfied Neutral Dissatisfied very dissatisfied

Promotion Service Quality Price Packaging Product Figure 5.10: Awareness of customer about companys feature

According to customers' opinions, the proportion of customers very satisfied about products' promotion made up a large percentage with 66.67% (20 respondents). On service feature, the proportion of customers satisfied and neutral made up 36.67% for each, and 26.67% of customers were very satisfied. There were 30% of customers very satisfied about products quality and the proportion of customer satisfied made up a largest percentage with 53.33%, neutral were 16.67%. As can be seen from the chart, the proportion of customers very satisfied made up 53.33% and satisfied was 46.67% on reputation feature. According to


the table and bar chart, there were not the proportions of customers dissatisfied and very dissatisfied on the Kinh Dos features. 5.4. Summary of survey results In general, Kinh Do has a good impact on 30 respondents privately and all their customers generally. Kinh Dos product is well-known with 100 percentages. By looking at the result of survey, it can be seen that the company has advertised their products effectively. Every advertisement always affects on the customers perception. For companys product, there was the quit high difference between snacks (made up 26.67%) and buns (3.33%). Thus, the company should find out why there was the different, and if there are problems, the company needs to find out the solution. Besides, it can be seen that most customers buy Kinh Dos products in supermarket. Hence, supermarket will be the best place for the company when they want to hold the events to attract customers. For the feature of companys product, the proportion of satisfied and very satisfied was very high. It is advantage for the company to maintain their customer. In another aspect, in order to improve the relationship between the company and their customers, there are some points that the company should concern. Kinh Do should be responsible for social community such as charity and sponsor for the social activities. From that, customer will have a good image about the company. Besides, during the production as well as service, the company needs to avoid affecting on environment. In term of service and product, the company should resolve customer complaints as fast as possible, because it will influence much on the customers perception. Moreover, the company also can hold events or meetings between their customers and the company. Thanks to that, the company can get what customers demands/thought are accurately. For customer loyalty, the company should give them gifts or priority. Because it will make loyal customer feel they are cared and connect with the company closely. III. RECOMMENDATIONS There are some suggestions for the managers of Kinh Do in order to make the better decision and they will be mentioned below.


Firstly, in term of making decision, managers have to make the decision based on the information and data reported. Thus, Kinh Do has to know about the important of information in making decision. If they have a good resource of information, they can make a right decision at the right time. Therefore, the company should build up information system which appropriate with different management levels. Information system is one of methods to support three levels of management: top level, middle level and low level to give decision and manage. Information system consists of: Executive Support Systems (ESS) Decision Support Systems (DSS) Management Information Systems (MIS) Knowledge Work Systems (KWS) Office Automation Systems (OAS) Transaction Processing Systems (TPS)



Strategic level

Executive Support System Decision Support System

Senior managers Management level System Management Information

Middle managers

Knowledge Work System Office Systems

Knowledge level

Knowledge and Data workers

Transaction Process Systems

Operational level

Operational managers
Sales and Marketing Finance Human Resources



Figure 6: Management Information Systems According to Figure 6, the company should use Decision Support Systems (DSS) and Executive Support System for its Strategic level because this is a very important position in one organization. They are people who have great impact on the whole organization and propose vision and mission of company and consider strategies, these decisions the level makes influence how the company operates. Top managers use this system to anticipate, for example, long-term sales, planning, or budgeting so that they can implement appropriate strategies. Management level controls and manages whole organization. Therefore, their authority and impact are very big in organization. Information which they need is usually to support for carrying out top levels decision. MIS helps managers to update internal and external information used from different sources. And in Knowledge level, KWS helps engineers and designers to design new packaging. 30

The operational level manages how all tasks are done based on missions upper levels. For example, when the company want to open new branches to expand market, their decision are hire employees, decorate, promotion, services, information needed: accommodation, events, popular channel. Therefore; this level is suitable for the Transaction Processing System (TPS). This system helps to record and perform all transaction so that upper levels easily grasp internal data in details, before making any decisions. Secondly, is in term of business strategy, Kinh Do company has to improve all their aspects in the business, in order to improve the performance of the company. Kinh Do should set out a standard for the companys management system by applying international standardization organization (ISO) for its operation. With ISO, the communication will flow across departments; the communication between the top and the bottom level will be easier, more accurate and effective. By applying ISO, all staff in the company will know what their duties are, what they should do to achieve their objective. product as well as services if the company applies ISO. In addition, in term of managing information system and communication channel, Kinh Do should provide training programs for their employees. Because trainings can help the employees know to choose suitable information system in particular situation. The employees can know how to use communication channel such as email, fax, memorandum, meetings, etc effectively and accurately. Moreover, the way to transfer information will also help the company save more costs, time and build up a professional working environment. Furthermore, high quality recruitment is always a factor affects on the performance of the company so that the company need to concern it. Kinh Do needs to recruit and select the right employees with the right skills for the right works. Thanks to that, the operation of the company can improve, save more cost, and run effectively and efficiently. Finally, Kinh Do should create opportunities to motivate and develop their employees. For example, the company can open outside activities, competitions, picnic, team building, ect, for their employees. Thanks to that, the company can improve the relationship between the employees with their managers as well as the relationships among different department. They can share knowledge and discuss the information more easily. Besides, ISO will help the company can attract more customers. Because most customers always trust in the companys


In conclusion, when Kinh Do can manage and transfer the information among different departments and level of managements effectively and efficiently, they will also improve the business performance of the company.


IV. REFERENCES 1. Kinh Do Corporation (no date) Kinh DO Group/Overview [online]. Kinh Do Corporation [cited November 8th, 2011]. < >. 2. Kinh Do Corporation (no date) Kinh DO Group/Vision [online]. Kinh Do Corporation [cited November 8th, 2011]. < >. 3. Elizabeth A. Smith, The role of tacit and explicit knowledge in the workplace [online]. [cited November 8th , 2011]. <> 4. Spreading science (no date) 2. Tacit-Explicit Knowledge [online]. Spreading science [cited November 8th, 2011]. <>.


V. APPENDICES 1. Appendix-1 Questionaire


We are employees from Kinh Do Corporation. We are conducting a survey about customers satisfaction to find out customer awareness, interests and opinion on Kinh Dos products and services. Based on the result which we get from this survey, we will have some improvements to serve you better. Therefore, we prepared this questionnaire and also hope that you will support us by answering these below questions. Your feedback will help our company a lot. Please tick appropriate boxes. 1. What is your gender? Male Female How old are you? 20 >20-25 >25-30 > 31 What is your occupation? Business Student Engineer Employee Others (Please specify: .) What is your monthly income? 2mil VND >2-5 mil VND >5-8 mil VND >9 mil VND Have you known about Kinh Do's brand? Yes No






6. How can you know about our products? Newspaper Website Leaflet TV advertising Others (Please specify: ..) 7. How many Kinh Do's products do you use per month? <=3 >3-6 >6-9 >10 8. What kind of Kinh Do's products do you like best? Cookies Snacks Crackers Candies Chocolate Bun Others (Please specify :) 9. Where do you often buy Kinh Dos products? Kinh Do bakery Supermarket Grocery shop 10. Which features are you satisfied on Kinh Do's products? Please tick in the box that is suitable with you. Very Very dissatisfied Dissatisfied Neutral Satisfied satisfied

Features Product Promotion Service Quality Price Packaging

11. Would you like to give any comment or suggestion on our product? Please write down in the following space. -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------




2. Appendix-2 Gantt chart for Survey plan

10/9/2011 Setting the objective and finding information C ompleteing research Background (Introduction) C omplettng research objective and research question Justifying the methodology to be used for the research. D esigning the survey by the questionaire C ollecting the survey data and record it on a spread sheet C alculating and analysing the data A nalysing the outcomes, drawing valid conclusions, and providing recommendation in the final report






3. Appendix-3 Presentation Slides

425 distri KIN 200,000 r INFO distributio RMATIO & N MANA INTR 1. Organizati Organizat A growth 2. Managem The produ Kinh Do Corporation countries; 3. Informatio


O f f ice O f T h e B O

- Group Chairman - Group President /CeO - Group COO -Department Directors


-Sales Manager - Marketing Manager - R&D Manager - Logistic Manager - Production Manager - Finance Accounting Manager - HR Manager - IT Manager

Types of d Levels of in Decision levels Inf

- Sales Supervisor - Marketing Supervisor 39 - R&D Supervisor Strategic - Logistic Supervisor


Types of d

Decision levels



Stra inform

Kn (cont)

Manager ofDecision Finance O company should gai market Decision Purchasing superviso the com need to buy for prod

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Customer se Information

How much was the cost/r

Type Estimating

Recommen G improving d (Cont) A

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Building up Transferrin managemen Oc Using chann Recruitmen


S c liz t n o ia aio Os r aio b ev t n I it t n maio

Am Income
Percent Frequency 3% 5 3% 0 2% 5 2% 0 1% 5 1% 0

F re

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