MPP T222WSB 1 interim report group 1

MPP T222WSB 1 Interim Report Group 1 Table of Content 1 Company Overview 4 1 1 History 4 1 2 Ownership 5 1 3 Organization structure 6 1 4 Company size 6 1 5 Product portfolio 7 1 6 Financial position.

Table of Content Company Overview: 1.1 History: 1.2 Ownership: 1.3 Organization structure: 1.4 Company size: 1.5 Product portfolio: 1.6 Financial position: Marketing situation analysis: 2.1 Macro environment (PESTLE): 2.1.1 Political: 2.1.2 Economics: 2.1.3 Social: 2.1.4 Technology: 2.1.5 Legal: 2.1.6 Environment: 2.2 Micro environment (Porter’s forces): 2.2.1 Threat of new entrants: 2.2.2 Bargaining power of suppliers: 2.2.3 Bargaining power of buyers: 2.2.4 Rivalry among present competitors: 2.2.5 Threat of substitute products: Marketing situation analysis: 3.1 Current target market: 3.2 Current marketing performance (4Ps): 3.2.1 Product: 3.2.2 Price: 3.2.3 Place: 3.2.4 Promotion: SWOT analysis: 4.1 Strengths: 4.2 Weaknesses: 4.3 Opportunities: 4.4 Threats: Marketing objectives: 5.1 Key issues: 5.1.1 Lack of social bonding: 5.1.2 User interface design: 5.1.3 Lack of a sense of competition and achievement: 4 6 7 8 10 11 12 12 13 13 14 15 16 18 19 19 21 21 21 22 23 25 25 26 28 30 30 30 30 31 32 5.2 Marketing objectives: Reference list: Appendix: 32 34 42 Company Overview: 1.1 History: The first Lazada e-commerce domains went live in 2012 in five Asean nations: Indonesia, Malaysia, the Philippines, Thailand, and Vietnam The company's business strategy involved selling products to shoppers directly from its own storage Later, in 2013, it incorporated a framework which is a marketplace model To satisfy the demands of transportation and delivery of goods, Lazada established a logistics infrastructure system named "Lazada Express" in Vietnam in 2015 The next year, Lazada Group became Alibaba Group's region's flagship, and as a result, Lazada Vietnam then gained access to Alibaba's top-notch, cutting-edge facilities To help the seller community adapt and apply online business tools effectively, Lazada initiated the Lazada University program The Lazada Seller Center store management system, which is an online platform that enables merchants on the platform to manage store operations was later introduced by Lazada Vietnam in 2017 LazMall - an authentic store system throughout Southeast Asia - was founded in 2018, and it has steadily grown to become the region's leading online shopping mall, connecting shoppers with more than 32,000 authentic brands offering high-quality products (Tuoi Tre, 2022) In 2019, creating "Laz Live" in response to customers' growing requirements for entertainment while utilizing Alibaba's in-app entertainment capabilities To accommodate customer demand and assist Vietnamese companies in finding markets for their goods, Lazada Vietnam established an additional fresh food category in 2020 Last year, this platform introduced LazMaster, the nation's first real-time training initiative managed by an e-commerce platform, which pairs up newbie vendors with professional shop owners so they can grow and learn from one another To provide merchants with vital updates on regulations, actions, events, and noteworthy initiatives, Lazada also developed the online information channel called "Lazada360.vn" And by 2030, Lazada Vietnam seeks to assist sustainable, successful domestic SMEs in serving millions of customers, and provide Vietnamese people with jobs in the ecommerce industry 1.2 Ownership: Lazada Vietnam is a subsidiary of the Lazada Group - a multinational e-commerce corporation that currently has many branches in Southeast Asia Alibaba Group Holding Limited, on the other hand, possesses Lazada Group Lazada has been entering the Vietnamese market since 2012 as a limited liability company named Recess Company Limited Later, it developed under the management and leadership of CEO James Z Dong 1.3 Organization structure: In the Vietnamese market, Mr James Dong is holding the CEO title Following the person holding the most clout in the local market are the Chief Officers that play different roles but possess significant authority The names are Ms Nguyen Thi Thuy Hang as the Chief Marketing Officer, Ms Trang Pham as the Chief Commercial Officer, Mr Vu Duc Thinh as the Chief Logistic Officer, Mr Sang Tran as the Chief Customer Officer, Mr Dang Anh Dung as the Chief Finance Officer, and Ms Van Thi Hong Hanh as the Chief People Officer (Appendix A) Lazada's core value encompasses three components: logistics, technology, and payments With the slogan "We get it there," Lazada completely controls the supply chain with a single click thanks to its end-to-end logistics capabilities and global partner network For technology, the harness investigates both existing and emerging technologies in order to redefine the retail experience where customers come for both shopping and entertainment That is concise in only five words: “A smarter way to shop” for the constantly developing and perfecting of Lazada in customer experience Along with the improvements in logistics and technology, the payments cost attention Lazada is gradually improving customer experience and trust by ensuring "safe, seamless transactions" and is on its way to becoming Southeast Asia's most secure payments and financial service infrastructure 1.4 Company size: The company has +10,000 employees Currently, it accounts for 20.9% of the market share (2022), just behind Shopee (Khánh Minh, 2022) The number of goods sold on this platform has increased by an average of 150% per year, continuously from 2013 to 2021 Besides, Lazada boasts a strong development of the internal logistics segment (Tuoi Tre., 2022c) 1.5 Product portfolio: Lazada is an e-commerce brand Therefore, its product is the Lazada platform itself, where the company acts as an intermediary, connecting customers with merchants to make transactions Lazada diversified its range of product categories that can be sold on its market, from electronic products such as televisions, refrigerators, and smartphones to domestic goods like clothes, healthcare, and childcare products Moreover, they offer authenticity-ensured products on LazMall and offshore products on LazGlobal Besides the variety of products offered on its platform, Lazada also provides a wide variety of choices for payment and shipping methods For instance, according to the Lazada Group (2022), they offer seven different types of payment for transactions, from cash-on-delivery to e-wallets (such as Momo and ZaloPay) In terms of delivery options, Lazada offers the three basic yet most common types of delivery, which are: standard delivery, express delivery, and economical delivery (Lazada Group, 2021) On the other hand, Lazada focuses on enhancing the customer experience on the platform through an intuitive user interface and a message system for sellers and customers They also emphasize the importance of post-purchase services, as they act as an intermediary for product insurance and return products from the customer to the merchant 1.6 Financial position: In the report of Tri Thuc Tre (2019), Lazada's revenue climbed from 1,100 billion VND to 2,800 billion VND in the fiscal year that concluded at the end of March 2018 However, the loss nearly quadrupled from 1,200 billion VND to 2,150 billion VND, owing to a rise in finance and selling expenditures By consistently tolerating a loss greater than the industry, Lazada's accumulated loss has reached more than 5,300 billion VND as of March 31st, 2018 According to Metric.vn, Lazada would have a 20.9 percent market share in Vietnam's e-commerce business by the end of 2021, amounting to 12,539 billion VND Despite the massive loss, Lazada's charter capital has stayed around 15 billion VND for several years According to Son M (2018), all operating funding is provided by the parent firm, Alibaba Group - which purchased 83 percent of Lazada shares in 2016 for billion USD As a result, Lazada does not need to be concerned about these losses because it has committed to receiving an extra billion USD in investment from Alibaba in early 2018 Marketing situation analysis: 2.1 Macro environment (PESTLE): 2.1.1 Political: Vietnam's digital industry is flourishing thanks to the rapid e-commerce expansion, according to Deputy Minister of Industry and Trade Nguyen Sinh Nhat Tan Additionally, Vietnam is projected to be the Southeast Asia leader in digital economy growth by 2025, a report by Google, Temasek, and Bain (2021) Because of this, both domestic and foreign investors find Vietnam's e-commerce business to be highly appealing While various Vietnamese e-commerce platforms have rushed to seize this market, more stringent e-commerce regulations will be put into place ‌to improve the legislative framework controlling e-commerce activity in Vietnam Decree 85/2021/ND-CP (Decree 85) has put extensive limitations on cross-border e-commerce transactions and market access to international competitors The prices for international businesses to enter Vietnam's e-commerce sector will probably increase despite the fact that new laws give a legal framework for guaranteeing a secure market for both sellers and customers (Nguyen C, 2021) The main goal of the Decree is to regulate tax collection on money that comes from Vietnamese customers and is spent locally Additionally, the strategy benefits in avoiding foreign investors from dominating the Vietnamese distribution market through their investments in Vietnamese enterprises (Bui & Nguyen, 2020) Nevertheless, as a key engine of the nation's online economy, the industry has drawn substantial government investment and support for e-commerce platforms The Ministry of Industry and Trade has been developing and applying an array of measures, such as a certified e-contract authority and guaranteed payment infrastructure for e-commerce (Nguyen H & Nguyen T, 2021) The measures are intended to ensure the healthy, transparent, and sustainable development of the market for online retail goods and services Director of iDEA Mr Dang Hoang Hai (2021) underlined his conviction that Vietnamese pavilions on international e-commerce platforms would open soon and become successful as a result of the collaboration of the ministry and others, central agencies, localities, and the business community By 2025, the government hopes to have 55 percent of the populace engaged in internet purchasing (Nguyen C, 2021) 2.1.2 Economics: First, Vietnam's economy is on pace for recovery, according to the government 5.03% GDP growth during the same time is predicted for the first quarter of 2022; while inflation is under regulation Consumption expenditure increased by 4.28 % during the same time due to a negligible rise in the inflation rate and a rise in disposable income, demonstrating consumers' confidence and drive to make further purchases in the future Thus, Vietnamese customers' ability to afford more expensive, higher-quality items will probably rise along with their standard of life Nonetheless, quality and brand features continue to be more important to consumers than price when making purchases Foreign Direct Investment (FDI) is the second factor During the same time the previous year, FDI disbursements totalled US$4.42 billion, an increase of 7.8% This is a result of the growth in commerce and manufacturing in Vietnam as more major global manufacturers have chosen to relocate their production facilities here in order to take advantage of the generous government incentives for attracting investments This is advantageous for the growth of e-commerce in Vietnam, which is heavily dependent on the capacity to draw investment money to platforms inside the web-based business ecosystem and top-notch human resources Other factors are related to trends in the unemployment rate, a shift to e-commerce in 2021, e-commerce consumer behaviour, and logistics First of all, Vietnam's unemployment rate dropped to 2.46% in the 2022's first quarter and is forecast to trend around 3.3% in 2022 and 2.9% in 2023, which would result in a rise in the demand for e-commerce goods as more people start earning money Second, for some specific product categories, there are more pronounced indications of a transition from traditional trade to e-commerce/online channels, which reflects some of the changing working and residing practices that the Vietnamese consumer has adopted in the epidemic However, during the COVID-19 epidemic, the Vietnamese consumer does not seem to have made a significant transition from Traditional Trade channels to Modern ones This may be a result of the less strict lockdowns Vietnam implemented as well as the attractiveness of traditional trade channels (closeness & convenience) Third, getting Vietnamese consumers to make recurring online purchases would take much more than just offering discounts or coupons since they are picky and are increasingly concerned with the quality of their customer journey Lastly, despite the claims that e-Commerce would provide customers with better convenience and more affordable costs, the absence of a robust logistics ecosystem keeps trying to prevent consumers from using it frequently Particularly, over 40% of those who responded to Deloitte's The Vietnam Consumer Survey 2021 stated that delivery-related issues were the biggest deterrent to completing online purchases Regarding the final factor, the substantial expansion of e-commerce is supported and encouraged by the high penetration of internet and smartphone users in Vietnam's digital economy (Kemp, 2022) 2.1.3 Social: Vietnam is in the golden population, where 69% of the Vietnamese are of working age (Ministry of Health, 2020) While creating great value for the business environment, they also create a high demand for various products, creating opportunities for merchandisers to thrive in the Vietnamese market Additionally, the young workforce, particularly Generation Z, has recently been identified as potential customers for e-commerce brands as they are tech-savvy and have high purchasing power Moreover, after the lockdown of the COVID-19 pandemic, many people started to be familiar with online services as they put more emphasis on safety and health Therefore, the Vietnamese people, especially those in urban areas, are becoming more and more aware of e-commerce sites According to Asia Plus Inc (2022), 71% of the Vietnamese population in urban areas are digital consumers, in other words, have purchased a product online in the last 12 months On the other hand, due to the increased functionality of smartphones, these devices are becoming more and more the center of the daily lives of Vietnamese people According to Asia Plus Inc (2022), digital consumers spend an average of 6.5 hours daily on smartphones in 2021, increasing by 1.4 hours compared to the previous year This creates a great opportunity for e-commerce brands to attract customers to their market, as a significant part of e-commerce users are from smartphones In 2020, mobile phone devices accounted for more than 59 percent of all e-commerce users (Asia Plus Inc., 2020) 2.1.4 Technology: Vietnam used to be one of the poorest countries in the world after a 20-year war However, the country is currently undergoing a technology-driven transformation (Lazarus, 2020) A report conducted by Google and Singaporean investment firm Temasek showed that Vietnam's digital economy South is rising more than 40% in 2018 It is because of technological developments in Vietnam, that e-commerce platforms have emerged in the regional markets of Vietnam in which Lazada has the second largest market share of 20.9%, equivalent to 12,539 billion VND (Quynh, 2022) It can be said that the rise of technology has changed the conveniences of consumers' lives Since Lazada's presence in the Vietnam market, customers not need to queue in stores to buy their favourite items, they just need to sit at home or anywhere with one "click” to be able to shop for items they like Without a doubt, paying a visit in a store, the purchaser can only buy a fixed-price product Nevertheless, in the process of online procurement, buyers can compare the price of a product to hundreds of distinct products (Yousaf, 2021) In addition, a survey conducted demonstrated that 57% of Vietnamese people switch to online shopping more while 21% still maintain the habit of brick-and-mortar shopping People who rarely shop online or never accounted for 9% (Appendix 1) In short, the technology factor has had a significant impact in the process of e-commerce platforms changing the buying behavior of consumers 2.1.5 Legal: In terms of legal, all the shopping platforms must follow the decree No 52/2013/ND-CP dated May 16th, enacted in 2013 by the government It mentioned contract commitment, activities, operation management, safety and security transactions in e-commerce To be specific, intellectual property rights protection has become one of the most considerable concerns of e-commerce businesses since copyright infringement and counterfeit goods trading are still occurring In this case, the government has been more strict in requiring shopping platforms to monitor and promptly handle illegal business acts, and it is prohibited to take advantage of e-commerce to trade fake goods The maximum administrative fine for intellectual property infractions is 500 million VND, while the administrative fees for acts of online trading in counterfeit and banned goods range from 20 to 30 million VND (Hoang, 2022) 2.1.6 Environment: Vietnam has emerged as one of the ASEAN region's most promising marketplaces as a result of the e-commerce industry's explosive growth As a matter of fact, the Vietnamese government is crucial in fostering an environment that will allow the e-commerce sector to continue to thrive in the future According to the National E-commerce Development Master Plan for the period 2021-2025, the Government has set a determined goal to become a country with a developed e-commerce market in the group of leading countries in the Southeast Asia region On the way to achieving this goal, the Government has issued many mechanisms and policies For example, Decree No 52/2013/ND-CP on e-commerce (establishing a legal corridor for e-commerce transactions to be conducted in a transparent manner, on the basis of fair competition); Decree No 124/2015/ND-CP amending and supplementing a number of articles of Decree No 185/2013/ND-CP on sanctioning of administrative violations in commercial activities, production and sale of goods counterfeit, banned goods and protect the interests of consumers; Decision No 689/QD-TTg approving the E-commerce development program for the period 2014-2020 Thanks to the more comprehensive legal corridor, the e-commerce sector is increasingly open with a wide range of models and businesses participating Vietnam has also consistently reported a significant rise in both the number of customers shopping online and the value of those purchases It was estimated that the number of consumers shopping online in 2020 was about 49.3 million people with an average shopping value of about 240 USD per person (Le, 2022) 2.2 Micro environment (Porter’s forces): 2.2.1 Threat of new entrants: 2.2.1.a Industry growth rate: High In any industry, incumbents compete with one another as rivals However, an expanding or profitable market in a sector might draw new participants According to Quynh (2021), Vietnam's e-commerce sector is now the third-largest in Southeast Asia, with a turnover of $7 billion USD by 2020 According to Google, Temasek, and Bain & Company forecasts, by 2025, Vietnam's e-commerce sector is expected to reach $29 billion, a 34 percent increase, the biggest in the region With such a rapid growth pace, it will almost surely draw a slew of new rivals to the market 2.2.1.b Cost: Low However, getting into the e-commerce market is not cheap According to Kinh (2019), the fundamental issue of existing e-commerce sites focuses on the issue of financial potential when these enterprises are all generating big losses and will continue to lose a lot more to preserve its market share In 2018, both Lazada and its main competitor, Shopee, increased their annual losses to Vietnam by over VND 2,000 billion.However, both Lazada and Shopee have funding assistance from large foreign investment sources, particularly China, with major firms such as Alibaba, Sea Group and JD.com As a result, it is clear that new entrants into the Vietnamese e-commerce business face significant challenges According to Van (2021), Vietnamese domestic enterprises have also attempted but failed to enter the industry, most notably the Vuivui.com e-commerce platform founded by The Gioi Di Dong but forced to dissolve in 2018 owing to its inability to sustain big losses continually However, if there is a large source of investment cash, it is conceivable to join this industry, which will create numerous challenges for current firms such as Lazada, Tiki, Shopee, and others 2.2.1.c Brand Loyalty: High According to Olive (1997), the customer loyalty model is an effective combination of cognitive, emotional, purpose (purchasing purpose or need) and action (repetition) factors of customer purchases In a quick survey of 513 e-commerce customers, the following results were obtained (Appendix C) This indicates that an e-commerce site's consumer loyalty is low They frequently utilize many e-commerce sites to engage in floor deals and make purchasing decisions Customers' maximum amount reduced, etc For example, it is common to see vouchers with the title "50% off," but the price can only be reduced by to thousand VND This can also reduce the trust of customers towards Lazada Unfavorable delivery policy: Customers are not allowed to observe the product before completing the purchase: according to Lazada Group (2022), customers are no longer allowed to open the package to check the quality of the product beforehand On the other hand, Lazada does offer a return policy for faulty and dented goods post-purchasing However, the procedure for returning the product is complicated as customers must film a video of themselves unpacking the product for evidence, file a form, and send the product back Moreover, they also have to wait a maximum of 10 working days for the money to return This creates an inconvenient experience for customers 4.3 Opportunities: Vietnam's population is large and belongs to a young population group, so it is very suitable for Lazada’s target customer (15-62 y/o) They are increasingly digitally savvy and highly receptive to digital payments, interested in online shopping and highly curious about new product categories that serve life-enhancing needs Moreover, consumers’ need for convenience and time-saving tends to increase in the midst of economic difficulties Therefore, there is an increase in the possibility to expand the market and product categories on the platform as well as an increased consumer’s openness to accepting new trends, raising the ability to reach customers The high penetration of internet and internet users in Vietnam’s internet economy also encourages and supports the strong growth of e-commerce Vietnam's internet penetration rate stood at 73.2 percent of the total population at the start of 2022 Kepios analysis indicates that internet users in Vietnam increased by 3.4 million (+4.9 percent) between 2021 and 2022 Thus, the number of customers will increase and Lazada can target an emerging customer base The average income of Vietnamese consumers is increasing As income increases, consumers will be willing to spend more According to Deloitte’s The Vietnam Consumer Survey (2021), since using e-Commerce/Online channels is traditionally designated for discretionary expenditure, customers with greater incomes can engage in this activity more frequently The master plan for national e-commerce growth for the years 2021–2025 is another opportunity By 2025, the government projects that 55% of people would buy online, with an increase in average consumer expenditure from US$202 in 2018 to US$600 Government initiatives to promote cashless transactions are yielding encouraging results, which might help explain why more people are engaging in online shopping A cashless-payment society is now more feasible thanks to e-payment services, which also play a big role in market expansion and are predicted to increase rapidly in the near future Vietnam's political and judicial environment is generally stable The government's strategies for managing the overall economy and monetary policy are thought to be effective in containing inflation With no significant modifications throughout the years, Vietnam's legislative environment for e-commerce remains stable The company's activities are not hampered by regulatory compliance, which also serves to safeguard the interests of its clients As a result, it may feel comfortable in its long-term operations 4.4 Threats: Firstly, it is clear from their all-out marathon of burning money that the e-commerce sector is engaged in fierce rivalry Every e-commerce business has a parent firm that is willing to invest millions of dollars to dominate the market Because of this, the rivalry is still fierce and unending, requiring Lazada to stay competitive at all costs Secondly, for Lazada or any digital businesses, cybercrime is a critical challenge Since most transactions now take place online, this has led to an increase in criminality (Straight, 2021) Financial data can be altered, electronic ownership moved, intellectual property stolen, or e-commerce shut down by cybercriminals Although it has not yet happened at Lazada, this poses a serious danger to the business in the future Last but not least, the cybercrime problem might have a direct impact on Lazada's consumers and thus negatively impact the firm Hundreds of customer complaints concerning commercial fraud on e-commerce platforms have been received They usually featured consumers paying for things they never received, extremely low-quality goods and services, and stolen personal data The problems damage an organization's reputation, disrupt business and customer relationships and erode consumer confidence in the e-commerce sector as a whole (Rezk & Barakat, 2017) Marketing objectives: 5.1 Key issues: 5.1.1 Lack of social bonding: According to the results of the online consumer behavior survey in Southeast Asia (2022) conducted by Lazada in cooperation with market research partner Milieu Insight, “Genuine product” is an important factor for online shopping in Singapore (54%) and Vietnam (53%) Additionally show that consumers are increasingly proactive when shopping online, they actively search product origin and seller information, refer to articles/video reviews about the product to have certain assurances before proceeding with payment According to Trustpilot, out of 10 consumers check online reviews before purchasing Besides, also the results of Lazada's consumer behavior survey: Features that motivate users to leave product reviews on e-commerce platforms have contributed to making the buying experience of 54% of Southeast Asian consumers easier and more convenient In addition, half (50%) of those surveyed said they are willing to leave a review after purchasing a product, and a third (32%) said that a review from other customers is one of the top reasons why they prefer to shop online But when conducting a focus group on a small scale on user experience for Lazada e-commerce platform, it was noted that Lazada is lacking in incentive programs or campaigns to encourage customers to leave product reviews after purchase, so it is not possible to create a reputable community to review products on the platform and customers have more or less difficulty in finding and evaluating product quality To strengthen the evidence for this issue, the team did a survey to compare the number of product reviews between today's e-commerce platforms and receive supportive results (Appendix B) 5.1.2 User interface design: In the Weakness analysis, the bad translation quality of global products into Vietnamese makes customers unable to find the product they want on Lazada Moreover, the lack of tailored features for a specific product category can also cause a frustrating experience for customers On further investigation, our team discovered that there is a close link between this issue with the voucher problem According to Kim (2019), coupon fields are a core part of both the shopping cart and checkout pages In Lazada, when a customer goes through the check-out page for a product, the voucher is automatically applied to the product Even though Lazada claims the voucher applied always brings the best deal to customers, it could raise the question about its integrity as customers are unable to review their voucher lists and find the best deal they can make Therefore, it will result in customers becoming less engaged in voucher collection as they are unclear about the voucher policy, reducing the incentive in Lazada shopping 5.1.3 Lack of a sense of competition and achievement: Our group implemented a focus group by interviewing a group of target customers and we obtained the following data from them Lazada allows users to save a lot of vouchers However, when purchasers pay the orders, it is difficult to apply vouchers Moreover, in the process of archiving vouchers, Lazada does not display voucher collections from customers Hence, the majority of buyers want to check their saved vouchers, but they not know how to use it Finally, due to the ambiguity of archived vouchers, purchasers cannot know exactly the policy to make an effort to use vouchers for the next time This disables buyers to strategise their voucher-using plan, leading to purchasers lacking a sense of competition and achievement, thus making most buyers lose motivation when procuring in Lazada 5.2 Marketing objectives: Big marketing objective: ● Double the current market share (20.9%) by 2025 ● Grow 150% sales revenue by 2025 Sub marketing objective 1: Market penetration: Increase user’s retention, loyalty and brand love ● Increase 100 times on total feedback and review numbers on the platform in months ● Increase 20 times on positive social media discussion about Lazada voucher, voucher hunting activities, and easy user interface in months ● Motivate 50-60% of users to engage in Lazada's shoppertainment activities in months ● Develop new user-friendly adding into cart interface Sub marketing objective 2: Market development: Recruit new users, increase brand awareness and brand love ● Increase 15-20% of new downloads on AppStore, CH Play in months ● Gain more 20% of app traffic in months ● Increase 30% the brand awareness of Lazada as a place with a large number of reviews, easy user interface, convenient and reliable for customers within months Reference list: Appendix: Appendix A Figure 3: Lazada Vietnam organizational chart Appendix B Appendix C Survey result for 503 Vietnamese consumers about the e-commerce sites that they are using Appendix D Figure 1: Lazada’s merchants and misleading pricing strategy (Source: Dantri, 2020) Appendix E Figure Appendix F: Merchant Montly web visit Shopee More than 80 million Lazada More than 20 million Tiki More than 15 million Sendo More than million Appendix G: Lazada Platform Distribution How Lazada marketplace work Appendix H ... objectives: 5 .1 Key issues: 5 .1. 1 Lack of social bonding: 5 .1. 2 User interface design: 5 .1. 3 Lack of a sense of competition and achievement: 4 6 7 8 10 11 12 12 13 13 14 15 16 18 19 19 21 21 21 22 23... Overview: 1. 1 History: 1. 2 Ownership: 1. 3 Organization structure: 1. 4 Company size: 1. 5 Product portfolio: 1. 6 Financial position: Marketing situation analysis: 2 .1 Macro environment (PESTLE): 2 .1. 1... environment (PESTLE): 2 .1. 1 Political: 2 .1. 2 Economics: 2 .1. 3 Social: 2 .1. 4 Technology: 2 .1. 5 Legal: 2 .1. 6 Environment: 2.2 Micro environment (Porter’s forces): 2.2 .1 Threat of new entrants: 2.2.2 Bargaining