Introduction of management topic management analysis of the vissan company

Untitled FPT UNIVERSITY INTERNATIONAL BUSINESS Introduction of Management TOPIC Management analysis of the Vissan Company Class code IB1702 Lecturer Nguyen Quoc Bao Group member 1 Nguyen Le Phuong Nga[.]

FPT UNIVERSITY INTERNATIONAL BUSINESS Introduction of Management TOPIC: Management analysis of the Vissan Company Class code: IB1702 Lecturer: Nguyen Quoc Bao Group member: 1.Nguyen Le Phuong Ngan SS170941 2.Tran Van Cat Luong SS170880 3.Luu Duy Thanh SS170794 0 4.Nguyen Thi Hoa Phuong SS170942 5.Dinh Thi Phuong Trinh SS170860 Table of content: Part 1: Introduction 1.1 History .4 1.2 Stages of development 1.3 Aspects Related to The Management Function Part 2: Environment Analysis 2.1 Micro-environment analysis .5 2.2 Macro-environment analysis Part 3: Organization 3.1.Organization Structure and Design Analysis 3.2 Organization Change and Innovation • Organization Change: .8 • 0 Innovation: .9 Part Human Resource Management 4.1 Human resource management process 4.2 Recruiting Human Resource 10 4.3 Training and development .10 4.4 Performance Appraisal .11 4.5 Salary, bonus, and compensation policy 12 Part Leadership 5.1 Vision 13 5.2 Management strategy .13 Part 6: Managerial issue 6.1 Human resource training and development issues 13 6.2 Human factors and the influence of language differences .14 6.3 Issues to enhance VISSAN's advantage in the international market .14 0 Introduction: Since ancient times, food derived from cattle, poultry and vegetables, tubers and fruits has been a valuable source of nutrients and is essential for the human body The high and stable growth of the Vietnamese economy leads to an increase in income, making the people's material life more and more improved, leading to a sharp increase in the demand for these products VISSAN is known to consumers through fresh and processed products from cattle and poultry meat for nearly 50 years and has become one of the leading units in the country in this industry Along with the change of the economy, there have been many units participating in this field so far, which requires VISSAN to make more efforts to be able to stand firmly in the market The economic crisis is happening globally, so the export situation is difficult Countries are looking for ways to protect their agriculture by encouraging people to use domestic products Therefore, the competition is getting fiercer and fiercer With the business environment increasingly difficult and fierce competition as today, requires businesses to have an appropriate business strategy Therefore, in order to contribute to the development of VISSAN's development strategy, our group chose the topic: "Building a business strategy of VISSAN company" to be the topic of the essay for this subject 0 1.1 History VISSAN Company is a State-owned enterprise under the Saigon Trade Corporation (Satra), built on November 20, 1970 and put into operation on May 18, 1974 The company's activities specialize in the production and trading of fresh and frozen cattle meat and processed meat products  Company (VISSAN) is a member enterprise of Saigon Trade Corporation, Vietnam Animal Industry One Member Company Limited operating in the field of cattle slaughter technology, ensuring hygiene standards provide fresh meat for the needs of the people of the city After that, the Company was involved in exporting frozen meat to the Soviet Union and Eastern European countries  In the late 80s, the company shifted production, invested in equipment, started from the domestic market, diversified products, expanded distribution channels, and built product strategies The price is suitable to the tastes and income of the people  Currently, some processed products have been exported to Russia, Eastern Europe, Asia… 1.2 Stages of development The company has gone through many stages of development from a cattle slaughterhouse into Vissan today  From April 30, 1975, Tan Tien Slaughterhouse (founded in 1970) changed its name to Food Company I, becoming an independent and specialized business unit for the production of fresh foods  During the period 1984 - 1986, the company started to develop more functions such as joining with the State to develop the city's pig herd, reorganizing production, promoting exports as well as expanding processed food products variable  In 1989, the company experienced two major events that affected its entire business In September 1989, the company was allowed to direct export business under Decision No 580/QDUB dated September 27, 1989 The company also received Decision No 11/QDUB, allowing the company to change its name from Food company I became Vietnam Animal Products Industry Company, called Vissan  In 1996, the company became an independent accounting member of Saigon Trading Corporation  In 1997, the company established a branch in Hanoi to introduce products to initially penetrate the northern market  In September 2005, City Vegetables and Fruits Company was merged into Vissan Company, creating a new branch for Vissan which is the vegetable, fruit and vegetable industry  In 2006, based on Decree 63/2001 and Decree 145/2005 of the Government, the company was transformed from a State-owned Enterprise to a Vietnam Animal Industry One Member Limited Liability Company 1.3 Aspects Related to The Management Function  Domestic : A Vissan pasteurized sausage product for household consumption Fresh and frozen pork and beef products, processed meat products such as high-grade cold cuts, pasteurized sausages, canned foods, processed products, and fruit and vegetable products mainly sold domestically  Export : • Frozen processed products, processed products, processed meat products, vegetables, seafood to North America, Australia, Korea, Taiwan, Singapore, Germany, Russia • Frozen pork and beef to the Russian market and other countries • Export entrustment to partners • Entrusted import, import of machinery and equipment, raw materials, auxiliary materials, spices to serve production and processing needs 0 Environment Analysis: 2.1 Micro-environment analysis  Competitor Vissan is the leading company in the sausage production nationwide and specifically in Southern Vietnam (Vissan Company Information, n.d) with 65%share of the domestic market (Vietnam Economic Times) The fierce competition in the sausage production is a notable threat to Vissan that could leave the company in a severe loss Having such a variety of choices,Vissan could expect a shrink in their profit and lose their loyal customers.However, Vissan still has their own advantage Vissan has a large market share in the food segment (Vissan Company Information) and in 2016 AgroNutrition International JSC (ANCO) the leading company specialized in manufacturing animal feeds became the strategic investor in Vissan (Vietnamnet, 2017)  Suppliers A self-supply system helps Vissan to have an outright control over guaranteed safe sources of meat and reduce the threats of supplier dependence With the aid of VietGAP it occupies supplier and customer confidence in the quality of products and makes them stick with the brand for a long time  Customer Looking at the price of sterilized sausages on Vissan's website ranging from 8,500 VND/ pack to 29,600 VND/ pack, it can be interpreted that Vissan wants to make their products affordable to any household, regardless of their status It has 22 different flavors of sausages, other than regular flavors like beef and pork, new ingredients such as cheese, shrimp or corn have been made in order to bring new experiences to any age group Vissan now has three main brands of sterilized sausage, targeting different age groups and purposes The regular Vissan sterilized sausages with familiar flavors like pork, beef, and the recently added shrimp, corn and cheese, these are the most common as they are suitable for all kinds of age groups from senior, middle age, teenager to children According to the website, the Hola sausages are recommended to be used in bread, noodles, any meal in a day of a family with flavors such as potato beef stews, spicy ribs, and five spices 2.2 Macro-environment analysis  Economic environment Create clear changes in the implementation of three strategic breakthroughs, renew the growth model in association with economic restructuring, improve growth quality, labour productivity and competitiveness Improving people's lives, creating jobs, ensuring social security and social welfare Promote industrial restructuring, focus on developing processing and manufacturing industries; industry serving agriculture; agricultural product processing industry; manufacturing household goods, electronics, building materials industry, information technology, biology, environment Promote consumption of domestic goods, protect domestic production, strictly handle acts of taking advantage of temporary import, re-export, transit to smuggle  Legal and political environment Vietnam is increasingly improving the business environment: policies to encourage the development of all economic sectors; administrative reform; continue to amend and supplement foreign investment law, environmental law, land law, enterprise law, value-added tax law, labour law, etc to suit the domestic business environment as well as international treaties 0  Natural environment Water pollution is a change in the negative direction of the physical - chemical - biological properties of water, with the appearance of foreign substances in liquid and solid form, making the water source toxic to humans and animals creature Reduce local biodiversity Recently, the Ministry of Natural Resources and Environment has just made a general report at the National Conference on Environmental Protection Specifically, every year, the whole country consumes more than 100,000 tons of plant protection chemicals; generates more than 23 million tons of domestic waste, more than million tons of industrial solid waste, more than 630,000 tons of hazardous waste while the treatment of waste and wastewater was still very limited Facing the above situation, VISSAN has set strict requirements for agricultural products to ensure safety for human health  Social environment - population With the trend of economic development, industrialization and modernization 4.0, social life is increasingly being enhanced to form a modern lifestyle Women today have been participating in social activities and economic construction more, leading to a tendency to gradually reduce time in the kitchen and at the same time, consumers are more concerned about quality and safe food full hygiene This is a favorable condition for VISSAN to develop products and to improve production and invest in new technologies to maintain and increase market share  Technological environment Vissan owns a modern sausage production system with imported technologies from Japan (sterilized sausages), France and Spain (ham).Along with high capacity manufactures, Vissan can guarantee the product quality and enhance customer conviction (MKTG1205, 2022)  Culture environment Sausage is one of the convenience products and suitable for all ages in the market Consequently, this is an opportunity because of a modern lifestyle and a fast lifestyle, consumers often turn to convenient and quick products to better fit with the new lifestyle.However, people in Vietnam are influenced by Asian culture, especially in theelderly Therefore, they tend to prefer cooking by themselves to using processed and frozen food Besides that, Vissan also needs to change its marketing policy to match the literature and lifestyle of Asian families in general and Vietnamese in particular Organization: 3.1.Organization Structure and Design Analysis 0 Company structure: By 2020, the company's organizational structure will be completed, including a system of centers, branches and enterprises with appropriate functions in the direction of specialization and focus on areas of operation the core of the company 0 - Regarding human resource development: Conducting cadre standardisation in parallel with training, regularly updating knowledge for managers, technicians and professional staff in management , business Exploiting the capacity of foreign partners to train highly qualified technical staff - Develop a complete project to apply information technology tools to management In the long term, ERP programs will be established throughout the company and its affiliated units to improve management efficiency and effectively use resources - Maintain and develop the Vissan brand to become a famous brand of Vietnam and ASEAN region in the field of food processing 3.2 Organization Change and Innovation:   Organization Change: Managing change in Organization To the front in a sustainable and right direction The development and success of Vissan is the leadership capacity of the Board of Directors of the Company - just inherited the experience of the previous person who is both brave, creative, dedicated to the orientation of the unit and determination of the determination and determination of the determination collective of more than 3,000 officials and employees (employees) of the Company; The timely support of the authorities at all levels and superior units for Vissan » Management: ISO 9001:2015 quality management system certification » Environment: ISO 14001:2015 environmental management system certification » Livestock: VietGap certification » Slaughter: - Certification of establishments meeting food safety conditions for production and trading of livestock (swine, cow) slaughter products - Escas certification (Australian government's standard for humane beef slaughter and food safety) » Testing: Certified by ISO/IEC 17025:2017 laboratory » Business: Certificate of eligibility to participate in the "Safe Food Chain" of pork and beef (breeding, slaughtering, distribution) » Producing and processing: - Certification of establishments meeting food safety conditions for the production and processing of meat, aquatic products, vegetables and fruits; seasoning processing - Certified HACCP CODEX 2003 Critical Control Point and Hazard Analysis System - Certificate of food safety management system TCVN ISO 22000: 2018  Areas of organization change The strategic success of Vissan Company in the past year is to quickly organize the company restructuring in a comprehensive way, from the organization of the apparatus, the business restructuring, the personnel, the distribution channel, the distribution channel , which focuses on the specific development and completion of the "Vissan product introduction store" At the same time, forming a market room, a product development research department, creating a new product bank when accessing and surveying the investigation from consumers, knowing the needs and tendencies of the market to improve high competitive strength, and expanding the retail network across the country  Organization Development (OD): 0 Vissan Company currently has 10 district food stores, nearly 100 products introducing products, branch in Da Nang, Vissan Hanoi factory in Tien Son Industrial Park in Bac Ninh Province, Representative Office in The Russian Federation Republic and more than 300,000 Vissan sales points across the country Particularly in the first months of 2012 opened 14 more product introduction stores and representative office in the Kingdom of Cambodia The company is constantly striving to become one of the leading enterprises in Vietnam in the field of supplying fresh, frozen cattle meat, food made from meat and vegetables, tubers and fruits Not stopping with the current production scale, after many years of preparation and the attention and support of the city leaders of Saigon Trade Corporation and the high determination of the leadership and the staff Vissan's set of employees, Vissan's food processing industry construction project was started at the end of 2011 in Long An on an area of 22ha with a total investment of 150 million USD with 360 pig slaughter factories PEOPLE/hour, cattle slaughter factory with a capacity of 60con/hour, 5,000 -hour poultry slaughter factory and food processing factory with a capacity of 75,000 tons/year  Innovation : Vissan is one of the state -owned state -owned enterprises that are providing processed foods for the market throughout the country Vissan is always aware of her role and responsibility, completing the best Economic indicators are assigned, each year has a higher growth index than the previous year Many noble rewards have also been awarded to Vissan staff and thereby showing that the leaders and employees of Vissan with the tradition of solidarity and dynamism have successfully completed the assigned tasks  Form of innovation -Access to advanced technology and equipment, targeting the current and potential needs of food consumers - Continue to apply quality improvement tools and methods of continuous improvement - Periodically evaluate product quality against standards and competitors by internal and customer evaluation sessions, in order to improve the product - Encourage quality improvement initiatives and employee training - Make suggestions and build annual plans and targets for new product development - Implement good customer care service to capture information that needs to be improved through channels such as distributor conference, sales team, information collection via website, hotline, etc Human Resource Management: One of the important factors that determine the success of the Animal Industry Joint Stock Company (Vissan) is that the human resource team is both talented and devoted Vissan has planned to build and develop right from the subsidy period with the strong efforts of the excellent, enthusiastic staff and talented leaders They are determined to discover strategies Brand development for Vissan to have a strong foothold in the market today.(Hong, 2014) 4.1 Human resource management process  Business goals, plans, and policies of the enterprise  Human resource planning  Job analysis  Recruit  Train  Evaluate job performance  Salary and benefits  Employee Relations 10 0 The above contents are related and interact with each other, each content requires different requirements forms and flexible scientific approaches Want to attract human resources first set out the business goals, plans, and policies of the enterprise From that research and plan future human resources for your business.(Hong, 2016) 4.2 Recruiting Human Resource  Internal Recruiting: In the development trend, in order to survive the company VISSAN must constantly improve and innovate to improve the efficiency of the company's operations Therefore, the company training programs and retraining of additional staff give them the knowledge and skills to use and exploit improved and innovative technologies and improve their ability to adapt to changes in the work process This is the process of increasing the quality of labor to ensure personnel from within the company Training process through steps such as analyzing environmental factors to clearly identify training needs, setting specific objectives about training programs and objects, and choosing appropriate training methods , implementing the training program, and finally evaluating the training program  External Recruiting : With newly recruited personnel, although after the selection process, the capacity makes them suitable for the job requirements However, this edema is only at a relative level When job analysis has told them what skills for each specific job, and new recruits rarely have all the skills, avoiding mistakes in the working process in the first place and affecting efficiency, the results of their work Recruitment process :  Step 1: Job format with recruitment demand  Step 2: Recruitment announce  Step 3: Receipt of processing dossiers  Step 4: Interview  Step 5: Probation decision and hiring decision  Step 6: New employee integration 4.3 Training and development  Accessing training needs : In order to determine the training needs of the heads of departments and enterprises, it must be based on the tasks of their units and the development ability of the employees However, at present, the company has not conducted job analyses for specific job positions, which has caused many difficulties in determining the training needs of the workforce I Training needs at the company in 2013-2015 11 0 Through the data table, it can be seen that the demand for training at the company has increased over the years In 2015, the total number of employees of the company decreased, but the training needs of employees at the company accounted for 44.8% of the total number of employees It shows that employees at the company are aware of the role of training, improving their qualifications, meeting the increasing demands of the job, and the company's leadership is paying more and more attention to human resource training in the company  Common training method : To build a human resource training program, the organization department must coordinate with other departments and units in the company to compile documents, and facilities, arrange class schedules, and teach Forms of human resource training After building the training program, the department in charge of training will have to choose the method of training human resources with the highest efficiency, meeting the requirements in terms of quantity, quality, time, and cost fee 4.4 Performance Appraisal  Objective methods : Usually, the administrator must notify the employee as soon as the employee takes the job about the standards,range will evaluate However, before performing the assessment, the administrator still needs to notify staff about the content and scope of the assessment, will specify the areas to be assessed, how to evaluate, the evaluation cycle and the importance of the results assessment for both businesses and individuals  Judgement methods : Perform, compare and analyze the actual work results of employees with sample standards Pay attention to avoid so that the leader's feelings and impressions influence the evaluation results 4.5 Salary, bonus, and compensation policy 12 0  Paying and paying employees' salaries Vissan is an enterprise operating in the field of trade and services Therefore, the company's employee compensation form is a time-based form of payment applicable to both office workers and direct service employees throughout the company The monthly salary of Vissan Joint Stock Company is built according to the job title and decided by the company's leadership and the director to ensure that employees enjoy a gradually increasing salary according to their level of effort and seniority If the employee has progressed in work, contribution, and commitment to the company, the director will review and increase the salary according to the prescribed time once a year  Bonus mode In order to well implement the remuneration regime for employees, the company implements a number of bonus schemes as follows:  Year-end bonus: At each year-end occasion, after the company reviews and evaluates the work performance of the employees, the company's director together with the administrative department holds a meeting to select and award bonuses to the staff employees throughout the company The purpose of this form of bonus is to create more employees as a part of their income to motivate them to be positive, increase labor productivity and quality of work, help them have a spirit of striving at work, and strictly follow the general rules of the company  Enjoy holidays and New Year: For the Tet holiday, the company has a bonus scheme for office clerks who have worked at the company for months or more, each person is entitled to an extra month's salary (called the 13th-month salary) For service staff, and direct workers, each person is rewarded with 200,000 VND to celebrate Tet This form has great significance, showing the thoughtful care of the company's director for employees, giving them confidence and peace of mind to work and stick with the company For big holidays, all employees in the company are entitled to day off work and organize meetings and parties For female employees, on March and October 20, the director gives each sister an amount of 500,000 VND as a gift from the director of the company for female employees, not included in the cost business  Compensation policy  Allowances and allowances in addition to salary  Industrial meal allowance  Responsibility allowance  Subsidy for petrol, car, phone  Social insurance and health insurance Leadership: The leadership function is performed relatively well The capacity of the leadership team is highly qualified and experienced Besides, there are also some leaders with bad ability, incompetence, lack of enthusiasm Staff morale is very good Especially in the last three years, the income of employees has increased much compared to previous years This has stimulated the ability to work as well as have a long-term attachment to the company All employees of the company are determined to make efforts and push to implement the set strategies 5.1 Vision 13 0 Vissan announced a vision that VISSAN will become the largest food producer, processor and distributor in the country with a diversified and rich product chain that fully meets food hygiene and safety standards and has great influence in the region  Core thought : Core values: Complete the system from the breeding area to the slaughterhouse, processing, distribution, playing a leading role in the food sector Core purpose: In order to bring safe and hygienic food to everyone, making Vissan become the leading manufacturer and distributor in the country  Visualize the future : Exploiting capital, technology, and experience resources from all economic sectors at home and abroad in the form of cooperation, joint venture and association to develop synchronously, build a closed food chain, from raw material areas to processing, providing safe, high-quality food that is traceable and traceable 5.2 Management strategy    Management strategy is a set of decisions and actions to guide and implement strategies to achieve organizational goals Management strategy is the process of studying future environmental environments, planning organizational goals: setting, implementing and controlling work to implement decisions to achieve objectives in the current environment present as well as the future “Strategy is a set of provisions on the problems of the target term and the target measure, the formulas, and the way to reach those standards Strategy is different from tactics Strategy is a concept of military origin In the military, strategy is different from mining, where tactics update the progress of a battle, while strategy deals with how to link battles together That means it is necessary to coordinate the battles to reach the end of the target Managerial issue; 6.1 Food processing management problem From the beginning of 2019, the livestock industry has been negatively affected by the Africanswine fever (ASF) This leads to a shortage of meat supply and directly affects businesses producing and trading processed food from meat According to a VISSAN's leader, before the outbreak of ASF disease, the Vietnamese meat market was forecasted for about US$ 10 billion annually, but now it is only about US$ 6billion The Company's business report assessed that the meat market will have fluctuations due to widespread disease in many provinces and pushed up pig prices Consumers refrain from using pork, leading to a decline in consumer’s demand and affecting the company's sales volume Solution: Facing that situation, VISSAN decided to take initiatives in backup scenarios in case of disease Specifically, VISSAN has actively imported frozen pork for reserves in order to ensure input materials, stabilise market prices and meet the demand for quality of non infected pork At the same time, in order to provide safe food for consumers, VISSAN also continues to apply and closely monitor the Company's processes from breeding, slaughtering, processing to distribution The Company committed to provide 100% safe pork to consumers and to assure food traceability Vissan currently has a chartered capital of more than VND 809 billion, of which 14 0 Saigon Commercial Corporation (Satra) holds 67.76%, and the major shareholder - the International Agricultural Nutrition Joint Stock Company (Anco) - holds 24.94% At the annual General Meeting of Shareholders (Vissan, UPCoM: VSN), Satra announced a roadmap of capital withdrawal from VISSAN for 2020 and the coming years.(Duc, 2021) 6.2 Human factors and the influence of language differences When starting to participate in the environment in international business schools, it is possible that businesses must set up offices in the first country invest and hire personnel to work here, then this human resource management will also face with some management challenges, cultural differences, as well as methods work, in addition the language factor is also a big barrier for employees and employees Executives understand each other Not only that, language when doing business also plays an important role, language differences can lead to serious mistakes Solution : Facing a market whose stability varies by country: when to enter In the international business environment, Vissan can be exposed to many markets with stable stability Its definition may vary from country to country, for example constitutional monarchies such as Thailand, Great Britain…, the market will change when a new king or a The new party replaces the old party that runs the country At the same time when international business is weak Political factors, the relationship between the two countries investing and being invested is no less An important part sometimes determines the overall success or failure of an investment company Eg because the relationship between Vietnam and China is very tense, now a lot of Vietnamese people are turning away from products originating from China and making these businesses lose the market in Vietnam 6.3 Issues to enhance VISSAN's advantage in the international market The company also must pay attention to building and enhancing their competitive advantages, because they have to deal with many strong competitors in the international market The company chooses market segmentation and has many competitive advantages, such as seafood products Processing from abundant raw materials available in the aquaculture industry Vietnam, that's our strength to the world, with low cost and high quality Going deep into improving competitive advantage, Vissan company needs solutions to improve its level Slotution : + Organisational management of enterprises: is the main analytical system to evaluate the capacity of enterprises, today to catch up with enterprises in the world, the company needs to apply the representative management method that has been recognized by many enterprises Many countries' industries have successfully applied such as management feelings, processes and approaches, quality management systems such as ISO 9000, ISO 1400 + Enterprise resources include human resources, financial resources, and the level of science and technology application Human resources are an extremely valuable resource It is important because it ensures the source of creativity in every organisation Level of human resources Strength is reflected in the management level of leaders at all levels, the professional qualifications of the staff, the ideological and cultural level of all members of the company, and the professional qualifications of the employees High human resources will create products of high value, reflected in products such as: design, quality and from there the prestige and reputation of the product increasingly create a solid position in the market and in the hearts of the public Conclusion 15 0 References Bich, A (2007) Đề xuất sách lương, thưởng đãi ngộ cơng ty TNHH Vissan - Tài liệu text Text.123docz.net https://text.123docz.net/document/2725243-de-xuat-chinh-sachluong-thuong-va-dai-ngo-tai-cong-ty-tnhh-vissan.htm Công ty cổ Phần Cơng nghệ Vissan (2021) CƠNG TY CỔ PHẦN VIỆT NAM KỸ NGHỆ SÚC SẢN CÔNG TY CỔ PHẦN VIỆT NAM KỸ NGHỆ SÚC SẢN https://www.vissan.com.vn/images/2022/bao_cao_thuong_nien_2021.pdf Duc, T (2021) 07 - VISSAN: Vitality of Three Yellow Apricot Flowers Quotes: “The value of a brand is the prospect StuDocu https://www.studocu.com/vn/document/dai-hoc-kinh-tequoc-dan/strategic-management/07/12540041 Hong, L (2014) VISSAN: 45 năm thực sứ mệnh hết tất người tiêu dùng Www.vissan.com.vn https://www.vissan.com.vn/bai-viet-bao-chi/vissan-45-nam-thuc-hiensu-menh-tren-het-tat-ca-la-vi-nguoi-tieu-dung.html Hong, V (2016) Luận văn hồn thiện cơng tác quản trị nguồn nhân lực công ty cổ phần việt nam kỹ nghệ súc sản (vissan) | Xemtailieu Text.xemtailieu.net https://text.xemtailieu.net/tai-lieu/luan-van-hoan-thien-cong-tac-quan-tri-nguon-nhan-luc-taicong-ty-co-phan-viet-nam-ky-nghe-suc-san-vissan-2169450.html MKTG1205 (2022) Marketing Principles - Situation Analysis Report - Situation Analysis Report VISSAN - SAUSAGES StuDocu https://www.studocu.com/vn/document/royalmelbourne-institute-of-technology-university-vietnam/marketing-principles/marketingprinciples-situation-analysis-report/14134490 16 0 NHĨM - Vissan có mucluc - BỘ CƠNG THƯƠNG TRƯỜNG ĐẠI HỌC CƠNG NGHIỆP TP HỒ CHÍ MINH KHOA QUẢN TRỊ (2021) StuDocu https://www.studocu.com/vn/document/truong-dai-hoc-cong-nghiep-thanh-pho-ho-chiminh/marketing/nhom-3-vissan-co-mucluc/22660683 Phân tích nội cơng ty VISSAN: - Tài liệu text (n.d.) Toc.123docz.net Retrieved July 9, 2022, from https://toc.123docz.net/document/2031849-phan-tich-noi-bo-cong-ty-vissan.htm 17 0 ... To the front in a sustainable and right direction The development and success of Vissan is the leadership capacity of the Board of Directors of the Company - just inherited the experience of the. .. reflected in the management level of leaders at all levels, the professional qualifications of the staff, the ideological and cultural level of all members of the company, and the professional... to the orientation of the unit and determination of the determination and determination of the determination collective of more than 3,000 officials and employees (employees) of the Company; The