Brief introduction of the company vietnam airlines jsc

*FPT UNIVERSITY- CAMPUS CAN THO  GROUP ASSIGNMENT [MGT103] TOPIC:………………… Code Name of group member 1.Tô Như Ngọc CS170486 2.Lê Vũ Ngọc Dung CS170255 3.Nguyễn Lan Anh CS171599 Vương Ngọc Thảo Quyên CS171388 Nguyễn Trâm Anh CS170640 Trần Ngọc Anh CS170380 FPTU Cantho,28/10/2022 0 Table of Contents I INTRODUCTION i PURPOSE OF ASSIGNMENT i BRIEF INTRODUCTION OF THE COMPANY .i Business lines of Vietnam Airlines iv Achivement and award of Vietnam Airlines v II METHOD AND CONCEPTUAL FRAMEWORK .vi ORGANIZATION STUCTURAL THEORY vi A What is an Organizational Structure ? vi B Types of Organizational Structures vi C Benefits of Organizational Structures ix PLANNING AND DECISION-MAKING PROCESS THEORY .ix BUSINESS STRATEGIES THEORY xi HUMAN RESOURCE MANAGEMENT THEORY .xi A Recruiting xi B Education policy .xii C Salary Bonus .xii III ANALYSIS RESULTS xii ORGANIZATION STRUCTURE xii A Board of Control .xii B Committee of Directors (BOD ) xii C Manager in charge xiii D Function rooms xiii PLANNING AND DECISION-MAKING PROCESS xiii A Strength xiii B Weaknesses xiv C Solution xiv BUSINESS STRATEGIES xv A Analyze the business strategy of Vietnam Airlines xv HUMAN RESOURCE MANAGEMENT xvi A Labor force .xvi B General training policy xvii C Compensation xvii CHALLENGES xviii RECOMMENDATION xviii IV CONCLUSION xix V REFERENCES xix 0 I INTRODUCTION PURPOSE OF ASSIGNMENT  Vietnam Airlines is a regional and international enterprise facing many challenges For example, if you want to become a leading airline in Southeast Asia, the first thing this business needs to is invest in infrastructure development So the question is, how can this business reach the dream of becoming the most famous and profitable airline company in Vietnam? Therefore, we will use this article to find out how Vietnam Airlines can that through sections such as: Organizational structure, followed by decision-making, business strategy, and human resource management effort and the last step is the problems and how to solve them BRIEF INTRODUCTION OF THE COMPANY  The English name of this business is: "Vietnam Airlines JSC" or abbreviated to "Vietnam Airlines" and its Vietnamese name is: "Vietnam Airlines Corporation JSC"  The charter capital of this enterprise is about 11,198,648,400,000 billion VND With tax code number 0100107518 and stock code HVN This business also has a website at https://www.vietnamairlines.com/vn/vi/home , phone number is (08.4)38272289; Fax:(84.4) 38722375  Business code 0100107518 was first issued by Hanoi Department of Planning and Investment on June 30, 2010 and revised for the third time on April 1, 2015 The head office of this enterprise is located at 200 Nguyen Son in Long Bien District, Hanoi City, Vietnam i 0  On May 27, 1995, Prime Minister Vo Van Kiet signed a Resolution to establish Vietnam Airlines Corporation (Vietnam Airlines Corporation) on the basis of merging 20 aviation businesses, making a decision to take the airline Aviation is the foundation of the country Two Fokker 70s were purchased for $50 million in mid-1995 to replace the fleet of Tupolev Tu-134s on domestic routes In December 1995, Vietnam Airlines and GECAS agreed to lease three Boeing 767-300ERS from Continental Airlines (the US airline that merged with United Airlines on March 3, 2012) to replace three Boeing 767-300ERS and one Boeing 767300ERS Boeing 767-200ER leased by AWAS and Royal Brunei Airlines, respectively  Before 2002, the sign of Vietnam Airlines was a stork flying across the full moon night On October 20, 2002, Vietnam Airlines held a ceremony to announce the new national emblem "Golden Lotus" This is a transformational step in Vietnam Airlines' transformation into a world-class airline by updating its fleet, increasing its route network and improving service quality globally  After the nationalization of Gia Lam airport on January 15, 1956, Prime Minister of the Democratic Republic of Vietnam Pham Van Dong signed Decree No 666/TTg establishing the Civil Aviation Administration of Vietnam considered as the official date of establishment of this business The airline had only aircraft in its fleet at that time (Ilyushin Il-14, Antonov An-2, Aero Ae-45 ) Squadron of civil aircraft VN-198, VN-199 (type Lisunov Li) and VN-200, VN-201, VN-202 (type Lisunov Li) (type Aero-45) The first domestic route is the Road Hanoi Vinh - Dong Hoi flight, was opened on the day of National Day September 2, 1956, with a ticket price of 30 VND in the North  Many international routes were actively exploited from 1976 to 1980 to countries mainly in Asia such as Laos, Cambodia, China, Thailand, Philippines, Malaysia and Singapore Vietnam's civil aviation joined the International Civil Aviation Organization (ICAO) later this decade (ICAO)  Vietnam Airlines was established in April 1993 as a large-scale state-owned air transport corporation Vietnam Airlines Corporation was established on the basis ii 0     of amalgamation of 20 airline business enterprises aviation and services, with Vietnam Airlines as the center on May 27, 1996 The Vietnam Airlines Corporation - JSC Board of Directors Mr Dang Ngoc Hoa is the - Chairman of the Board of Directors, while Mr Le Truong Giang,Mr Le Hong Ha,Mr Tomoji Ishii , and Mr Ta Manh Hung are members of the Board of Directors Many international routes were actively exploited from 1976 to 1980 to countries mainly in Asia such as Laos, Cambodia, China, Thailand, Philippines, Malaysia and Singapore Vietnam's civil aviation joined the International Civil Aviation Organization (ICAO) later this decade (ICAO) Vietnam Airlines was established in April 1993 as a large-scale state-owned air transport corporation Vietnam Airlines Corporation was established on the basis of amalgamation of 20 airline business enterprises aviation and services, with Vietnam Airlines as the center on May 27, 1996 The Vietnam Airlines Corporation - JSC Board of Directors Mr Dang Ngoc Hoa is the - Chairman of the Board of Directors, while Mr Le Truong Giang,Mr Le Hong Ha,Mr Tomoji Ishii , and Mr Ta Manh Hung are members of the Board of Directors Mr.Dang Ngoc Hoa-Chairman of the Board of Directores  Board of Directors of Vietnam Airlines Corporation - JSC The Board of Directors is chaired by Mr Dang Ngoc Hoa and other executive members are Mr Le Hong Ha, Mr Le Truong Giang, Mr Ta Manh Hung, Mr Tomoji Ishii Ms Nguyen Thi Thien Kim and other members, Mr Lai Huu Phuoc and Mr Mai Huu Tho, belong to the Supervisory Board Finally, the board of directors includes Mr Le Hong Ha as general director, the deputy general directors include Mr Trinh Ngoc Thanh, Mr Trinh Hong Quang, Mr Nguyen Hong Linh, Mr Nguyen Chien Thang, Mr To Ngoc Giang and Mr Dinh Van Tuan  There are three types of member companies: Group Subsidiary with 100% ownership by Vietnam Airlines, Group Subsidiary with over 50% of shares owned by Vietnam Airlines and finally Group 3, owned by Vietnam Airlines which owns less than 50% of the shares  Group 1: Subsidiaries 100% owned by Vietnam Airlines include HK Catering Vietnam Co., Ltd., VAECO Aircraft Engineering Co., Ltd., SKYPEC Vietnam iii 0 Aviation Fuel One Member Co., Ltd Vietnam Airport Ground Services VIAGS, Aviation Service Company Limited Company - VASCO  Group 2: Subsidiaries in which Vietnam Airlines holds more than 50% of the capital, including:, Noi Bai Cargo Services Joint Stock Company, TCS Tan Son Nhat Cargo Services Co., Ltd., Forwarding Services Co., Ltd Tan Son Nhat Transport, ABACUS Vietnam Global Distribution Co., Ltd., VINAKO Freight Forwarding Co., Ltd., Noi Bai Aviation Meal Joint Stock Company, Aviation Informatics Telecommunication Joint Stock Company Joint Stock Company part, Aviation Labor Import-Export Joint Stock Company, Noi Bai Nasco Aviation Services Joint Stock Company  Group 3: Companies with less than 50% capital contribution by Vietnam Airlines, including: Export Joint Stock Company, Southern Travel and Transport Investment One Member Company Limited, Cambodia Angkor Aviation, Joint Stock Company Saigon Post and Telecommunications section SPT Business lines of Vietnam Airlines  Transporting passengers and goods by air Passengers are transported by air with all kinds of Baggage, products, parcels, letters, are all accepted for transportation  Management consulting services are provided Direct production and business as well as investment and management of investment capital Investing abroad, transferring contributed capital, buying and selling businesses, withdrawing cash to buy shares, , selling shares are all options  General aviation activities are service activities that directly support air transport (such as topographic photography flights, air navigation radio calibration flights, geological surveys, line repair and maintenance flights, etc.) high voltage electricity ) oil and gas, environmental testing, search, afforestation and medical first aid, rescue operations, and flying in support of political, social, economic, and security missions security and defense)  Other specialized aviation services: Business for commercial service activities such as hotels, tourism, duty-free sales at airport terminals and provinces and cities; other aeronautical services, Provision of commercial technical services on iv 0 the ground; services at passenger terminals, parking services at airports, airports and cargo terminals  Repair and maintenance of means of transport (except for cars, motorcycles, motorbikes and other motor vehicles): Maintenance of aircraft spare parts, engines, aviation equipment and other technical equipment  Manufacture of measuring, navigation, control and testing equipment: Manufacture of spare parts, components, aircraft supplies, technical equipment and other contents in the field of aviation Providing technical services and spare parts for domestic and foreign airlines  Manufacture of aircraft, spaceships and related machinery: Import and export of aircraft, engines, spare parts, aviation equipment (rent, lease, hire purchase and purchase, sale) and other goods other goods as prescribed by the State, Manufacture, export and import equipment serving the air transport chain Achivement and award of Vietnam Airlines  2016: "Asia's Leading Airline for Cultural Identity" and "Asia's Leading Economy Airline" awarded by World Travel Awards The airline has the best business class seat design on Boeing 787-9 and Airbus A350-900 = (China Global Travel Magazine) And excellent performance Top most progressive airlines in the world (SKYTRAX)  In 2017: "Airline of the year in Asia Pacific" voted by CAPA- Center for Aviation Among the Top airlines in Southeast Asia with a passenger traffic of over 20 million (CAPA) Won titles - "World's Leading Airline for Cultural Identity" and "World's Leading Airline for Premium Economy Class" by the World Travel Awards 2017 2022/2023 Top 10 Sustainable businesses  In 2018: Among the top favorite major airlines in Asia in 2018 (Traveler's Choice Major Airlines Asia 2018) voted by TripAdvisor Become a 4-star global airline voted by APEX (The Airline Passenger Experience Association) organization And in the same year, Kytrax recognized Vietnam Airlines as a 4-star airline for the third year in a row v 0  Future orientation of Vietnam Airlines: Over the past two decades, Vietnam Airlines has always been the leader with steady double-digit growth, although it is a modern international airline, but still imbued with traditional cultural identity Vietnamese system The aviation industry in Vietnam is one of the strongest and fastest growing domestic markets in the world, Vietnam Airlines has set its sights on becoming Asia's leading 5-star international airline as the leading airline in the world contemporary with the most recognized brand of cultural identity in Vietnam II METHOD AND CONCEPTUAL FRAMEWORK ORGANIZATION STUCTURAL THEORY A What is an Organizational Structure ? A system that describes how certain actions are carried out in order to accomplish organizational goals is known as an organizational structure Rules, roles, and obligations could be a part of these activities Companies can continue to operate effectively and with concentration when they have an organizational structure B Types of Organizational Structures Organizational structures come in four different varieties You can choose the best workplace safety measures by being more aware of how they operate, their advantages, and their disadvantages The four varieties are: Functional structure:  Organizations are organized into specialized groups with distinct functions and responsibilities within a functional structure Small and medium-sized businesses frequently use the functional organizational structure, also referred to as the bureaucratic organizational structure The majority of people in the workforce have had experience working in this kind of system An illustration Finance, marketing, and human resources are just a few examples of the divisions that many businesses divide their organization into There is then a manager in charge of each of these departments An administrator or chief executive officer who is in charge of several departments then supervises this manager  Advantages of this structure: Employees are grouped by skill Greater sense  Disadvantages of this structure: Lack of communication with other departments Unhealthy competition Management issues vi 0 Divisional structure:  In a departmental structure, various groups collaborate to achieve a single overarching objective Each of these departments is led by a separate executive who oversees the branch Control your spending and the distribution of your resources This style of organizational structure is common in big businesses An automobile manufacturer that splits its business into SUVs, electric vehicles, or sedans is an illustration of a divisional structure Although each branch has a distinct role, they all work toward the same objective increasing sales This is referred to as a multipart structure as well  Advantages of this structure: Prioritize a particular product or service more leadership focus  Disadvantages of this structure: inadequate integration with other components, the rivalry between divisions, and lack of departmental communication, possible tax repercussions vii 0 Flatarchy:  There is little to no level of management in a future mode With this organizational structure, there may only be one manager standing between the CEO and the rest of the workforce It is referred to as the future since it combines a flat organizational structure with hierarchy Even while it can be utilized in businesses of all sizes, small businesses tend to adopt this sort of organizational structure more frequently because they have fewer employees Although some businesses outgrow this organizational structure, others keep using it  Advantages of this structure: reduces costs and fosters effective communication increased staff morale, quicker decision-making  Disadvantages of this structure: Possible employee conflict and unclear leadership Matrix structure  Employees are separated into teams that report to two project managers or one product manager and one functional manager, depending on the organizational viii 0 structure's matrix design A matrix structure is essentially a synthesis of numerous various organizational frameworks The fact that these groups have two supervisors encourages duality and resource sharing in a matrix structure Due to the possibility of being assigned to various projects that call for various levels of experience or competence, employees who work for organizations with matrix structures have the potential to diversify their skill sets  Advantages of this structure: encourages candid communication and a flexible work atmosphere  Disadvantages of this structure: Conflicting leadership loyalties and leadership perplexity Potentially higher costs, poorly defined roles, and a heavy staff workload C Benefits of Organizational Structures  A corporation can gain a lot from establishing an organizational structure The structure not only establishes the company's hierarchy but also enables the creation of a compensation system for the personnel The business can choose the salaries and salary ranges for each position by implementing the organizational structure  The structure also greatly increases the operation's efficiency The organization is able to seamlessly carry out multiple tasks at once by dividing workers and tasks into various departments  A very clear organizational structure also informs staff members of the best manner to their tasks For instance, staff will have to put more effort into courting or bribing decision-makers in a decentralized business Employees in a decentralized organization must be more proactive and come up with original solutions to problems Setting expectations can make it easier for staff members to monitor their personal development within the organization and place an emphasis on particular talents It can also make it easier for potential employees to determine whether a company fits the bill viable or not suit their interests and preferred working methods PLANNING AND DECISION-MAKING PROCESS THEORY How to a swot analysis ? Use Conferring techniques to create a list of thoughts about where your organization is right now by gathering a group of civilizations from a variety of roles and levels within your organization whenever you list your strengths and weaknesses In the SWOT analysis grid's application area, note either an opportunity or a threat  Assume what is acceptable for the job and what inquiries you might make as part of your calculations, taking into account the features of each sector  Strengths:  Strengths are traits that make your employer extremely delighted or set you apart from other prospects Recognize the advantages your company has over other businesses This might be your team's excitement, your ability to access particular resources, or a diverse range of manufacturing techniques  The community depends on your strength, so think about what makes it "special." What skill you possess that no one else does? What factors motivate your company? What special or inexpensive resources can you attract that no one else ix 0 can? The USP for your company should be identified, analyzed, and included to the Strengths section  After then, change your viewpoint and analyze what your rivals would see as your advantages What circumstances cause you to sell before them?  Keep in mind that every feature of your company is only a strength if it gives you a distinct advantage A high-quality production process, for instance, is not a strength in your market if all of your rivals supply high-quality items; rather, it is a requirement Weaknesses:  Your organization has both strengths and weaknesses, so pay attention to your people, resources, processes, and procedures Consider where you can make improvements and the kinds of behaviors you should avoid  Once more, consider (or learn about) how others in the market see you Do they pick up on your blind spots or flaws? Spend some time thinking about how and why your rivals better than you What you lack?  Be truthful! Only once you have obtained all the essential data will a SWOT analysis be useful Therefore, it is better to be practical at this time and face any unpleasant truths as soon as they arise Opportunities:  Opportunities are emerging or chances for good things to occur, but you must verify them for yourself!  They frequently result from events outside of your business, thus they need to be watched for potential future events They might appear as the markets you service or the technology you employ change The competitiveness and market leadership of your firm can be significantly impacted by your ability to recognize and seize opportunities  Consider advantageous opportunities that you can seize straight away These are not game-changers, but even modest benefits can boost the competitiveness of your business What intriguing market trends, large or little, you know that might have an effect?  Additionally, keep an eye out for modifications to government regulations that affect your industry Additionally, adjustments in social patterns, demographics, and lifestyles can all present intriguing options Threats:  Threats are anything that could have an adverse effect on your company from the outside, such as issues with your supply chain, shifting customer demands, or a lack of qualified personnel Before you become a victim of them and limit your growth, it's critical to foresee hazards and take action against them  Consider the challenges you encounter in bringing your product to market and making sales If the quality standards or requirements for your product change, you might discover that you need to modify them in order to keep doing business Technology advancements constitute a constant threat but also a chance  Always think about what your rivals are doing and decide if you need to adjust your organization's focus to match the challenge However, bear in mind that you might not want to follow their example Avoid imitating them if you're unsure of how it will help your situation  Make sure to determine whether your company is particularly vulnerable to outside threats Are you susceptible to minor changes in your market, for instance, x 0 because of bad debt or cash flow issues? Take security measures because this danger has the potential to severely harm your company BUSINESS STRATEGIES THEORY  Any company's success is defined by the effectiveness of the plan it employs A company's strategy shows how it expects to compete in a market and grow profitably Businesses sell goods and services in competitive markets all over the world, and to stay afloat, they must improve the value of their assets for their owners and shareholders This necessitates a strategy that assists managers in making informed decisions and effectively allocating resources to meet important objectives  A business strategy is another name for this plan So, the question here is what is a business strategy? A business strategy lays out a plan of action for achieving an organization's vision and defined goals, as well as guiding decision-making processes to improve the company's financial stability in a competitive market And how is strategy different from tactics? Before we get into the specifics of developing a plan, it's critical to grasp the difference between a strategy and a tactic While these names are frequently used interchangeably, they refer to two distinct concepts  A strategy is a document that outlines an organization's long-term objectives and how it intends to achieve them In other words, it depicts the path that will lead to achieving the stated goal A tactic, on the other hand, refers to the exact activities used to achieve the defined goals by the strategy And the last question here is why is having a business strategy important? Any business's ability to succeed depends on the existence of a strategy It essentially represents the firm's strengths and weaknesses, as well as how the organization intends to respond to threats and opportunities in the market in which it operates  A strategy considers the available resources and how to best deploy them to meet the goals That's why a strategy is sometimes referred to as a company's lighthouse: it unifies the work of all functional areas and provides employees with a North Star to guide their everyday decision-making Let's imagine a company doesn't have a strategy for how it will compete in a market: the lack of such a blueprint would result in disorganized actions in each area, limiting the organization's overall effectiveness This incoherence inevitably leads to a loss of competitive advantage, which will be exploited in the market HUMAN RESOURCE MANAGEMENT THEORY A Recruiting The process of attracting individuals to apply for open jobs Vietnam airlines use external recruiting is get people from outside the organization to apply for jobs They use Advertising, union halls, campus interviews, employment agencies, etc, After that they use Test is Ability, skill, aptitude, or knowledge tests are usually the best predictors of job success Tests must be validated, administered, and scored consistently The testing process must be the same for all candidates They have interviews Interviewer biases can be overcome, and interview consistency and validity can be improved by training interviewers and using structured interviews B Education policy xi 0 They will have training for the new candidates In this step, they teach operational or technical employees how to the job for which they were hired After that development teaches managers and professionals, the skills needed for both present and future jobs C Salary Bonus  They will care more, and motivate employees as use a Salary Bonus, Compensation, etc First, know more about salary bonuses in determining compensation In addition to salary and bonuses, the airline also has a compensation policy for employees if there is a problem  It has compensation, which means that financial remuneration is given by the organization to its employees in exchange for their work We have forms of compensation salary is paid for the total contribution of an employee and is not based on total hours worked Incentives are special compensation opportunities that are usually tied to performance Besides, the purpose of compensation provides a reasonable standard of living and provide a tangible measure of an individual's value to the organization III ANALYSIS RESULTS ORGANIZATION STRUCTURE General Shareholders' Meeting All shareholders have the right to vote and can conduct business through the General Meeting of Shareholders, which is the highest decision-making body for Vietnam Airlines Shareholders' annual general meeting, extraordinary general meeting, and approval of the collection of written comments A Board of Control The Supervisory Board is the group chosen by the General Meeting of Shareholders to act on their behalf and inspect, independently, objectively, and honestly assess every aspect of business, management, and Vietnam Airlines' finances The Supervisory Board is also accountable to the General Meeting of Shareholders for completing its tasks before it meets B Committee of Directors (BOD) The Board of Directors, which oversees Vietnam Airlines, is fully empowered to make decisions and carry out commitments on the airline's behalf that not fall under the purview of the General Meeting of Shareholders xii 0 C Manager in charge The General Director oversees Vietnam Airlines' daily operations and serves as the airline's legal representation D Function rooms  The Board of Directors appoints the members of its supporting committees, which include the Strategy and Investment Committee, the Human Resources and Salary Committee, and the Internal Audit Committee On a part-time basis, committees operate The work of supporting the Committees formed by the Board of Directors is carried out by the specialized committees of the Corporation in accordance with their respective roles  The Deputy General Directors, Chief Accountant, offices, professional departments, and equivalent agencies of the Corporation serve as the general assisting apparatus for the Board of Directors and the General Director These agencies have the responsibility to advise and support the Board of Directors and the General Director in the management and administration of their respective areas of responsibility  The operating machinery of Vietnam Airlines is organized into the following departments: 14 affiliated units domestically, 33 abroad branches and representative offices, and a head office with 16 specialized departments in Hanoi Vietnam Airlines also donates money to investments in affiliated and subsidiary businesses PLANNING AND DECISION-MAKING PROCESS  Analysis of a company's SWOT (strengths, weaknesses, opportunities, and threats) is a methodology used to assess its competitive environment and enhance strategic planning SWOT analysis examines both internal and external aspects to forecast possibilities in the future  Union must maintain the analysis' accuracy by avoiding preconceived notions and concentrating on real-life settings in order to mimic a genuine, fact-based, datadriven look at the organization's strengths and weaknesses A Strength  Vietnam's location as the entryway to the following regions: Our nation is situated at the entrance to Southeast Asia, a hub of trade Due to its proximity to four other landlocked nations and its coastline, our nation serves as a hub for trade and commerce both within the region and beyond, serving as a doorway to other continents  One of the most well-known brands in Vietnam is Vietnam Airlines: Vietnam Airlines is the sole airline in the list of the Top 10 Best Brands in Vietnam, which was released by the worldwide data research and analysis business YouGov at the end of 2021 This outcome is based on data from YouGov's largest consumer survey, which was performed nationwide between October 2020 and September 2021  The advantage of connecting routes between regions and Vietnam is enjoyed by Vietnam Airlines: 21 provinces and cities are included in Vietnam Airlines' route network With a total of 28 destinations in 26 countries and territories, the airline has opened flights to Asia, Europe, Australia, and the Americas and an entryway to other places from beyond the region  A321Neo, B787B, and A350 modern fleet xiii 0  Creative marketing approach: Vietnam Airlines continues to innovate and "rejuvenate" its brand image despite going through a challenging time when it was badly damaged by the Covid-19 outbreak When consistently incorporating trending content and utilizing youthful, ideal, and imaginative photos in various forms to help emphasize brand characteristics, Vietnam Airlines gradually draws closer to the younger demographic B Weaknesses  The fleet size is still less than that of the major regional rivals, Malaysia Airlines (MH), Singapore Airlines (SQ), and Thai Airways (TG):  According to Skytrax, Singapore Airlines has received the distinction of being named "World's Best Airline" four times, most recently in 2018 It was only placed second in 2019; Qatar Airways overtook SQ to take the top spot enough to distinguish between Vietnam Airlines and Singapore Airlines  Low percentage of flights arriving on time: According to the Civil Aviation Administration of Vietnam's most recent data, there were 33,238 flights totaled by carriers in July 2022, a rise of 781.2% over the same period in 2021 and 7.9% over June  The on-time take-off rate for the entire Vietnamese aviation sector in this time frame was 81.8% Vietravel Airlines is currently leading the pack with a July 2022 OTP rate of 91.9%, followed by Bamboo Airways with an OTP rate of 91.7%, and Vietjet Air with a high rate of 91.7% The lowest on-time percentage, 76.3%, was recorded by Vietnam Airlines, which operated 8,862 of the 11,610 flights it operated in July  The fleet size is still less than that of the major regional rivals, Malaysia Airlines (MH), Singapore Airlines (SQ), and Thai Airways (TG): According to Skytrax, Singapore Airlines has received the distinction of being named "World's Best Airline" four times, most recently in 2018 It was only placed second in 2019; Qatar Airways overtook SQ to take the top spot enough to distinguish between Vietnam Airlines and Singapore Airlines  Opportunities  Vietnam Airlines will be given various opportunities if they use airplanes for government and health-related purposes to enhance their image and encourage the return of Vietnamese citizens who have been living abroad  Threat  During COVID-19, Vietnam Airlines will find solutions to issues like financial strain and flight safety The Covid-19 pandemic caused significant harm to the global economy, and the air transport sector was the first to experience significant losses Countries have blocked their borders and suspended international flights in an attempt to stop the disease's rapid spread C Solution  The administrative model of decision-making is based on the assumption that decision-makers frequently choose a less-than-ideal course of action due to a lack of time and motivation The decision maker takes the first "good enough" option that produces a value over the minimally acceptable level rather than finding the optimum answer that maximizes the choice's value Satisficing is the idea of choosing a workable but imperfect solution  Vietnam Airlines has undertaken reaction strategies in response to the COVID19 epidemic's complex and protracted developments, including: Cost reduction xiv 0   A     and savings of approximately VND 5,035 billion); Reducing labor and salary costs (using 66-68 percent of labor in 2020, resulting in a total labor cost reduction of VND 3,500 billion); Short-term loans to make up for resource constraints; Loan restructuring As of August 31, 2020, the payment schedule has been delayed/delayed by VND 8,678 billion In order to closely monitor market changes and adjust policies as necessary, Vietnam Airlines has prepared adjustment options based on the translation Vietnam Airlines creates a workable plan for 2021 that has a combined revenue objective of VND 37,364 billion, or 88.4% more than in 2020, in light of the challenging circumstances presented by the Covid-19 pandemic combating the pandemic Vietnam Airlines strives to preserve operational safety, avoid epidemics, uphold the company's leadership position in the aviation sector, and fully reorganize and implement the transformation while also taking advantage of development prospects efficient number changer Vietnam Airlines creates a workable plan with a consolidated revenue target of VND 37,364 billion for 2021, which is equivalent to an increase of 88.4% over 2020 in the face of the challenging situation presented by the Covid-19 pandemic to fight the epidemic In order to be operationally safe, prevent epidemics, retain the Vietnam Airlines Group's leadership position in the aviation sector, and take advantage of development prospects, Vietnam Airlines plans to completely restructure and implement the transformation strong number-changer BUSINESS STRATEGIES Analyze the business strategy of Vietnam Airlines The mission of this part is we going to analyze the business strategy of Vietnam Airlines So we will focus on the development strategy of this company The company's vision and mission are to maintain its No ranking as the industry leader in Vietnam's aviation sector As the nation's flag carrier, Vietnam Airlines aspires to become a well-known Asian airline and the travelers' top transportation option They strive to offer a comprehensive and excellent air transportation service that satisfies the demands of its customers Additionally, they make an effort to offer employees a variety of career development opportunities in a polite and professional work environment They also want to run a profitable company and give shareholders long-term benefits They also want to run a profitable company and give shareholders long-term benefits The foundation of all actions is safety, which is one of the basic values with the slogan "Safety is the First Priority." upholding a customer-centered mindset Customer trust is essential to their expansion The most valuable resource for the organization is its workforce To maintain the organization's cohesion and solidarity, all compensation regulations must be just and deserving The company's motto is "creativity," and in order to achieve significant success, they are constantly innovating in a wide range of business sectors Airline company group that is responsible They understand that CSR is a corporate practice that makes sure all decisions and deeds are in line with social sustainability Approximately achieving the third-largest airline group in Southeast Asia in terms of revenue One of Asia's top 10 preferred airlines is predicted to be Vietnam Airlines These are Southeast Asia's top three airlines in terms of size Vietnam Airlines will enhance its four-star airline offerings and eventually meet five-star airline requirements Implement a lasting digital transformation to create a xv 0 A              comprehensive Digital Airline Group Become one of the most well-liked workplaces in Vietnam We will immediately begin our development approach The domestic network is the strategic network in terms of the route network In addition to promoting new hubs like Hai Phong and expanding its route network from Ha Noi to Da Nang and Ho Chi Minh City, Vietnam Airlines will continue to cooperate with JPA and VASCO to develop product deals The main operation network, which covers Southeast Asia, Northeast Asia, and the South Pacific, generates considerable income Vietnam Airlines is still increasing the number of flights to increase the efficiency of its two wide-body flights each day on each route The company also looks for opportunities to explore new destinations in Brisbane or Perth and is conducting research to build new routes from Central Asia to the Northeast Asia region It is also considering launching the Ha NoiMelbourne route The network of the sub-region includes Cambodia Myanmar, Vietnam, and Laos (CLMV) HUMAN RESOURCE MANAGEMENT Labor force Overview: According to the labor structure information table on March 31, 2015, from Vietnam Airlines, the total number of employees is 10, 244 people Among them, 55% are male and 44% female In terms of educational attainment, 45% have university and postgraduate degrees, and 18% are college and intermediate 32% are skilled workers and 5% are unskilled workers The total number of indefinite employees is 7,948, accounting for 78% of the total number of employees and the rest are fixed-term Regarding labor quality, Vietnam Airlines' workforce is young: 72.5% are under 40 years old, of which under 30 years old account for 32.6% (data 31/03/2015) Resulting from COVID-19: There will be 1,138 pilots working for Vietnam Airlines as of June 1, 2018 consisting of 285 foreign pilots (25%) and 853 foreign pilots, including 51 pilot trainees undergoing conversion training Currently, more than 20,000 people work for Vietnam Airlines Corporation, including 1,200 pilots 3.0 flight attendants and 2.550 aircraft engineers Additionally, this means that up to 10.000 employees of Vietnam Airlines must stop working (2020) The airline will need to restructure and implement significant adjustments as a result of the outbreak starting in 2021 Recruitment Vacancies: Pilot, flight attendant, and remaining labour positions are all open The prerequisites for becoming a flight attendant are fairly stringent and include the following: For fresh applicants: Having Vietnamese nationality and Vietnamese citizenship Female, 20 to 26 years old; height: 158 to 175 cm Male between the ages of 20 and 28; height between 168 and 182 cm Arms reach is at least 212 cm when tiptoeing Appropriate weight for height Graduating from high school or a higher education institution; priority is given to high school, college, and university graduates Health: Comply with the flight attendants' health criteria An open background xvi 0  Well-balanced look, effective communication skills, self-assurance; appropriate for service jobs  English: a TOEIC score of 600 is required, as well as valid TOEFL it (68), TOEFL cbt (190), and IELTS (5.5) certificates  Priority is given to candidates who have a second foreign language degree (Chinese, French, German, Russian, Japanese, Korean) Before starting work, pilots will receive training  Pre-qualification standards for PCCB trainees:  Be a citizen of the Socialist Republic of Vietnam - Have at least a high school diploma - Be between the ages of 18 and 32 -Have a TOEIC score of 700 or higher or a score of 6.0 or higher (certificate of valid)  Meet the Civil Aviation Administration of Vietnam's health requirements for civil pilots  Height: from 1m60 for women and Im65 for men - Weight: from 54 kg for men and 48 kg for women (female) B General training policy  Since 2014, Vietnam Airlines has developed a policy of socializing pilot training to utilize societal resources for training (Vietnam Airlines has launched training programs and orientations) quality basic pilot training facilities, with pupils covering their own tuition fees and Vietnam Airlines hiring after completion of the program) This is a significant adjustment to Vietnam Airlines' training programs that will help reduce training expenses  Vietnam Airlines consistently ensures that the rules and regulations for its personnel are appropriate Vietnam Airlines undertook five rounds of compensation reform between 2011 and 2015, helping to support the employees' material and spiritual well-being The pay, insurance, protection, vacation, and recuperation regimens have all been completely implemented As a result, Vietnam Airlines has gradually changed its pay structure in a manner that emphasizes efficiency and production Recently-run campaigns: Implement the 2020 Business Plan's recommendations for employee professional development and skill enhancement Leaders of the On-board Service Center VIAGS NBA directly instructed classes to impart Safe Driving Skills to 100% TTB operators from May 11 to May 13, 2020, at Noi Bai International Airport Contains the following items:  Accumulation of information on GTDL  Updating your knowledge of TIMATIC, quick reference  Lessons from tourism-related incidents in the first quarter of 2020, as well as important policy adjustments to keep in mind for the Covid19 era C Compensation  At a fine airline: Vietnam Airlines always guarantees that the working conditions and policies for employees are always at the most reasonable level In the period 2011–2015, Vietnam Airlines implemented five rounds of salary reform, contributing to taking care of the material and spiritual lives of employees The regimes on salary, insurance, protection, sightseeing, convalescence, etc are fully implemented Accordingly, Vietnam Airlines has gradually improved its salary xvii 0        policy in the direction associated with productivity and work efficiency The average salary for some production positions in 2014 is as follows: Pilot: 83.19 million VND/person/month Flight attendants: 20.21 million VND/person/month employees Remaining labor: 11.22 million VND/person/month CHALLENGES The world economy was devastated by the COVID-19 epidemic, but the air transportation sector was the first to suffer The COVID-19 epidemic has also had an impact on the aviation industry in Vietnam against the backdrop of the crisis facing the global aviation industry In its report on business development in 2020 and the first five months of 2021, the Ministry of Planning and Investment noted that the aviation industry had the most severe decline, with demand for air travel declining by 34.5% to 65.9% in 2020 and revenue of aviation enterprises declining by 61 percent compared to 2019 Cash and accounts are in good standing financially However, the epidemic "dragged" the aviation sector down for three to four years, which caused the accumulation of this unit from four to five years ago to now be deemed to be zero Only 1-2 percent of all aircraft are being operated (8/106), with almost all aircraft being retired Vietnam Airlines, the country's flag airline, forecasts a loss of about 4,800 billion dong in the first quarter and 10,000 billion dong in the first half of 2021 According to the general director of Vietnam Airlines, the airline's supply load would be cut by almost 60% in 2020 under the current flight schedule and pandemic scenario, and revenue would decrease by VND 50,000 billion, or 65%, from the projected level Since commercial banks have not yet received the government's support package of VND 12.000 billion, they are refusing to disburse funds or extend or grant credit lines to Vietnam Airlines, which is currently in dire straits and on the verge of bankruptcy Vietnam Airlines' past-due debts currently amount to VND 6,240 billion RECOMMENDATION  Not just in terms of economic growth, but also in terms of national security, defense, and sovereignty, the aviation industry is essential Prior to the COVID-19 pandemic, the aviation industry was expanding quickly worldwide The aviation industry was severely hurt by the COVID-19 epidemic, though, and governments from all over the world were obliged to race to discover remedies in order to preserve their own aircraft industries Additionally, my group makes certain recommendations for the Vietnamese airline and aviation industry  Vietnam Airlines must work to maintain operational safety, prevent epidemics, maintain the Group's leadership position in the aviation industry, and reorganize thoroughly and effectively if it hopes to overcome the pandemic and capitalize on development opportunities  Finding every possible way to boost profits while cutting costs and maximizing profits is necessary This includes restructuring the portfolio of outside capital investments, consolidating the organization of blocks in order to streamline the apparatus, cutting the middle class, and streamlining the number of employees, as well as ensuring and improving the service quality xviii 0  The company aggressively seeks out the assistance and cooperation of its partners to negotiate reductions, extensions, postponements of payments, elimination, and significant cost reductions in order to avoid losses By 2021, it is anticipated that using homemade solutions will save and reduce costs by a total of more than VND 6,800 billion To increase competition in the area, aircraft older than 12 years old will also be sold and replaced with new aircraft  Vietnam Airlines needs to be adaptable with its domestic and international flight schedules, making use of the opportunities for recovery provided by illness management, vaccinations, and electronic health passports Vietnam Airlines creates a strategy for the domestic market that includes identifying new opportunities to launch new local routes as well as fixing the route network completely  The government should work with banks to develop preferential loan programs for airlines that can afford to continue operating, as well as provide the maximum amount of support and best possible conditions for businesses to regain domestic market share For example, the government should suggest discounts, price extensions, and even price exemptions for state agencies and businesses in the industry => Proactively implement synchronously many solutions to respond to the pandemic, ensuring operation maintenance, such as: adjusting production scale according to market: implementing labor and salary solutions appropriate to business scale; cutting costs thoroughly saving negotiating extension delaying payments, restructuring loans and increasing the use of short-term loans Increase income by taking use of every conceivable opportunity, with an emphasis on freight transportation, increasing the number of journeys for people to return home, and transporting specialists IV CONCLUSION In conclusion, the Covid 19 pandemic has had an impact on the global economy, affecting all industries, including Vietnam Airlines Although severely impacted, Vietnamairlines attempted to minimize the loss as much as possible by implementing timely plans and plans Planning and prevention of all risks in the business are critical, and special attention should be paid V REFERENCES General information about Vietnam Airlines https://www.vietnamairlines.com/vn/vi/covid-19/an-toan-trai-nghiem/before-deparure https://www.vietnamairlines.com/vn/vi/vietnam-airlines/career-with-us https://vi.wikipedia.org/wiki/H%C3%A3ng_h%C3%A0ng_kh%C3%B4ng_Qu%E1%BB %91c_gia_Vi%E1%BB%87t_Nam https://www.etrip4u.com/logo-vietnam-airlines-lich-su-hinh-thanh-va-y-nghia#:~:text=B %C3%B4ng%20sen%20v%C3%A0ng%20%E2%80%93%20Logo%20Vietnam,sang %20tr%E1%BB%8Dng%20v%C3%A0%20ch%E1%BA%A5t%20l%C6%B0%E1%BB %A3ng Vietnam Airlines overcame the Covid-19 storm with self-made solutions http://spirit.vietnamairlines.com/vi/emagazine/tin-tct-105/vietnam-airlines-vuot-baocovid-19-bang-cac-giai-phap-tu-than-11195.html http://cmsc.gov.vn/xem-chi-tiet/-/asset_publisher/WqvULR6gmpvh/Content/vietnamairlines-vuot-bao-covid-19-bang-cac-giai-phap-tu-than?1794035 xix 0 https://thanhnien.vn/hang-hang-khong-quoc-gia-no-luc-vuot-bao-covid-19post1089487.html https://kinhtevadubao.vn/vietnam-airlines-chon-sang-tao-lam-phuong-cham-doi-moi-dephuc-hoi-22786.html Some problems arising from the crisis caused by the impact of the COVID-19 pandemic https://www.who.int/campaigns/connecting-the-world-to-combatcoronavirus/healthyathome/healthyathome -mental-health? gclid=CjwKCAjw2OiaBhBSEiwAh2ZSPwpVV1ADxa_yZFVoVM7WyyrBUnxdkETBFE8XvgjNDkMyU4M7GwK1hoC3I0QAvD_BwE Vietnam Airlines reported a loss for the 6th quarter in a row https://vietnamnet.vn/tiet-lo-ly-do-khien-vietnam-airlines-lo-quy-thu-10-lien-tiep-2044629.html https://tuoitre.vn/vietnam-airlines-ly-giai-vi-sao-minh-lo-ma-hang-khac-bao-lai20220914153243403.htm htts://viettimes.vn/10-quy-thua-lo-lien-tiep-cua-vietnam-airlines-post159166.html xx 0 xxi 0 Content structure Guideline: Management in a business company I INTRODUCTION − Your group − The organization/company you choose − Reasons you choose this topic II METHOD AND CONCEPTUAL FRAMEWORK − Interview, and questionnaire (attached in the appendix) − The theoretical framework your group uses to analyze III ANALYSIS RESULTS − Management issue (s) identified − Analyze challenges, difficulties, barriers the company face (examples, evidence must be provided) − How the company is handling, overcoming them and results so far IV CONCLUSION AND RECOMMENDATIONS V REFERENCES − Books − Websites Note: NỘP BÀI VÀ BÁO CÁO VÀO SLOT 24 Font: Times New Roman; size: 13 Paragraph: Before: pt; After: pt; Line spacing: Multiple; At: 1.2 Lưu ý đặt tên file gửi file mềm lên LMS cho giảng viên theo quy định: [Tên nhóm].[Class].GA MGT103 (ví dụ: Sangtao.Group Assignment.MGT103) [Name Class.GA] 0 TOPICS OF GROUP ASSIGNMENT (Choose only of the following topics): Select a real business and identify opportunities or challenges for the business in the future and plan strategy to capture the opportunities or respond to challenges Select a real business and determine the impact of nCoV 19 on its business and propose a plan to cope with this impact Describe human resource strategry of a real company and give recommend to deveplove human resource strategry in the furture Describe the current situation of motivation in a real organization and planning a motivation program Describe the current situation of innovatio.n in a real organization and planning a innovation program [Name Class.GA] 0 ... effort and the last step is the problems and how to solve them BRIEF INTRODUCTION OF THE COMPANY  The English name of this business is: "Vietnam Airlines JSC" or abbreviated to "Vietnam Airlines" ...Table of Contents I INTRODUCTION i PURPOSE OF ASSIGNMENT i BRIEF INTRODUCTION OF THE COMPANY .i Business lines of Vietnam Airlines iv Achivement and award of Vietnam. .. Manh Hung are members of the Board of Directors Mr.Dang Ngoc Hoa-Chairman of the Board of Directores  Board of Directors of Vietnam Airlines Corporation - JSC The Board of Directors is chaired