Hội nhập và văn hoá việt nam

VNH3.TB5.503 HI NHP V VN HO KINH DOANH VIT NAM PGS.TS Dng Th Liu1, NCS Nguyn Võn H2 1) Trng i hc Kinh t Quc dõn, H Ni 2) Luniversitộ dOrlộans, France Xõy dng húa kinh doanh va l mc tiờu, va l thỏch thc ln i vi hu ht cỏc doanh nghip, doanh nhõn Vit Nam xu hng phỏt trin gia nhp WTO v ton cu húa hin Thỏch thc ln nht l nguy c tt hu, l hiu qu kinh t v nng lc cnh tranh thp Hn lỳc no ht, chỳng ta cn nhn thc rừ nhng hn ch, bt cp húa kinh doanh Vit Nam, t ú tỡm hng i cho cỏc doanh nghip, doanh nhõn Vit Nam cú th tớch cc, ch ng hi nhp, m bo xõy dng mt nn húa kinh doanh Vit Nam tiờn tin, m bn sc hoỏ dõn tc, lm nn tng cho s phỏt trin bn vng ca nn kinh t Vit Nam th k XXI Vn hoỏ kinh doanh - Hnh trang hi nhp 1.1 Khỏi nim hoỏ kinh doanh Khỏi nim hoỏ Vn hoỏ l mt khỏi nim rt rng, nm 1952 Kroeber v Kluckolm ó su tm c 164 nh ngha khỏc v hoỏ Cho n nay, s nh ngha ang tip tc tng lờn Trong rt nhiu nh ngha khỏc v húa, cú mt nh ngha kinh in c nhiu ngi chp nhn ca Edward Tylor: "Vn hoỏ l tng th phc hp bao gm kin thc, tớn ngng, ngh thut, o c, lut phỏp, thúi quen v bt k nng lc hay hnh vi no khỏc m mi mt cỏ nhõn vi t cỏch l thnh viờn ca xó hi t c" Chỳng ta u bit hoỏ l biu hin hnh vi, t v tỡnh cm ó n sõu hay b nh hng qua hc hi v l im c thự ca mt nhúm ngi ch khụng phi ca mt cỏ nhõn Hnh vi th hin cỏc hnh ng, t v tỡnh cm th hin ni tõm v tri thc ca ngi mt mc nht nh, hoỏ cú liờn quan n cỏc quy chun hay phong cỏch x s truyn thng ca mt nhúm ngi hỡnh thnh qua thi gian mc sõu sc hn, hoỏ l nhng giỏ tr mc nhiờn c chia s mt nhúm ngi, n nh cỏi gỡ quan trng, cỏi gỡ tt v cỏi gỡ xu Nhng giỏ tr ny nht quỏn vi quy tc nhúm, ngha l cỏc quy tc x s phn ỏnh cỏc giỏ tr, v ngc li, cỏc giỏ tr phn ỏnh quy tc x s Vi cỏch tip cn v húa nh trờn, cú th hiu: Vn hoỏ kinh doanh mt h thng cỏc giỏ tr, cỏc chun mc, cỏc quan nim v hnh vi ch th kinh doanh to quỏ trỡnh kinh doanh, c th hin cỏch ng x ca h vi xó hi, t nhiờn mt cng ng hay khu vc no ú Vn hoỏ kinh doanh l nhng giỏ tr hoỏ gn lin vi hot ng kinh doanh Cỏc giỏ tr húa ny c dựng ỏnh giỏ cỏc hnh vi, ú, c chia s v ph bin rng rói gia cỏc th h thnh viờn doanh nghip nh mt chun mc nhn thc, t v cm nhn mi quan h vi cỏc m h phi i mt Vn hoỏ kinh doanh khụng ch to tiờu cho cỏch thc kinh doanh hng ngy m cũn to nhng khuụn mu chung v quan im v ng c kinh doanh 1.2 Vn hoỏ kinh doanh - Yu t quan trng hi nhp kinh t quc t Vn hoỏ kinh doanh ca mi dõn tc c hỡnh thnh t xut hin hot ng kinh doanh i sng xó hi ca dõn tc ú Vỡ vy, t nú l mt nhu cu ca minh th trng v l ũi hi tt yu ca s phỏt trin Tham gia hi nhp kinh t quc t l tha nhn tớnh nhiu chiu, nhiu cnh ca s phỏt trin, ú cnh, chiu hoỏ cú vai trũ quan trng Nu hoỏ l nn tng tinh thn m bo s phỏt trin bn vng ca xó hi, thỡ húa kinh doanh chớnh l nn tng tinh thn, l linh hn cho hot ng kinh doanh ca mt quc gia Trong xu th ton cu hoỏ kinh t nh hin nay, mt th gii cnh tranh y sụi ng nh ngy nay, mun m bo s phỏt trin bn vng cho hot ng kinh doanh ca quc gia, hn lỳc no ht, chỳng ta phi cú kh nng thớch ng, t hon thin hp tỏc, hi nhp v nm bt thi c mt cỏch kp thi Mun vy, mi doanh nghip núi riờng v cng ng cỏc doanh nghip núi chung cn phi ý thc to dng cho mỡnh mt nn tng hoỏ kinh doanh Tham gia hi nhp, mc tiờu ca cỏc doanh nghip s l t c nhng li th cnh tranh trờn c s kh nng i mi v thớch ng nhanh chúng vi mụi trng kinh doanh v ginh c phn thng cnh tranh Vn húa kinh doanh s úng vai trũ then cht vic giỳp cho doanh nghip, doanh nhõn t c mc tiờu Khi hi nhp, chỳng ta khú cú th cnh tranh vi cỏc doanh nghip tm c v vn, cụng ngh, giỏ thnh, nhõn ti,Vy lm th no chỳng ta xõy dng c li th cnh tranh ca riờng mỡnh? Lm th no ta ni bt hn lờn c so vi h? Chớnh hoỏ kinh doanh l u mi quan trng lm nờn s khỏc bit ca doanh nghip Vit, to uy tớn, danh ting v sc sng cho doanh nghip, phỏt huy ti a nng lc ca cỏc cỏ nhõn v hng h v mc tiờu chin lc ca doanh nghip, giỳp chỳng ta ti thnh cụng nh vo ngun ni lc ca chớnh mỡnh Khi ó tham gia hi nhp cnh tranh th trng thỡ s cnh tranh ca cỏc doanh nghip lỳc ny v thc cht l cnh tranh v húa kinh doanh Con ng ci tin v i mi cụng ngh, i mi sn phm, nõng cao cht lng sn phm l rt cn thit v tt yu Song iu quan trng hn l vic to dng húa kinh doanh mang sc thỏi Vit Nam mi chớnh l ng ngn, hiu qu phự hp vi xu th v phỏt trin chung kinh doanh v cnh tranh Cỏc doanh nghip ca chỳng ta cn khụng ch cú nng lc cnh tranh hn, m c cú húa hn Thờm na, mt nn hoỏ kinh doanh tiờn tin cũn l iu kin tiờn quyt chỳng ta xõy dng thnh cụng cng ng doanh nhõn chuyờn nghip, ht nhõn ca nn kinh t th trng, hi nhp quc t T ú, cỏc doanh nghip mi cú th phỏt huy c vai trũ ca mỡnh, úng gúp quan trng vo quc sỏch ca ng v Nh nc s nghip xõy dng t nc Cụng nghip hoỏ - Hin i hoỏ, hi nhp sõu rng vo nn kinh t quc t Nhng bt cp ca húa kinh doanh Vit Nam tin trỡnh hi nhp Thc t bi cnh hi nhp hin nay, khụng ớt doanh nghip Vit Nam ó trng thnh, tr vng v phỏt trin mnh m, m nguyờn nhõn sõu xa chớnh l cỏc doanh nghip ny ó v ang coi trng xõy dng hoỏ kinh doanh cho mỡnh Tuy nhiờn, hin cũn khụng ớt cp lónh o, doanh nghip v doanh nhõn cha nhn thc c vai trũ, ng lc ca hoỏ kinh doanh hi nhp nờn quỏ trỡnh kinh doanh ó bc l nhng bt cp, nh hng tiờu cc n nng lc cnh tranh ca doanh nghip, lm gim hiu qu hot ng ca doanh nghip Di õy l mt s bt cp chớnh ca húa kinh doanh Vit Nam tin trỡnh hi nhp: 2.1 Cung cỏch lm n nh l, thúi quen tựy tin Cỏc doanh nghip Vit Nam b kộm th cnh tranh trờn thng trng quc t cung cỏch lm n manh mỳn, chy theo li nhun trc mt m ớt ngh n cc din chung Vic liờn kt ỏp ng nhng n t hng ln ch thun li nhng bc u, sau ú, cỏc doanh nghip thng tỡm cỏch xộ l, ginh riờng hp ng cho mỡnh ri dn n tỡnh trng luụn nghi k, i phú ln v sn sng ginh git quyn li riờng cho cụng ty mỡnh m khụng ngh n cc din chung Nhiu doanh nghip khụng cú kh nng t chc thc thi sn xut v kinh doanh qui mụ ln cho cựng loi sn phm ỏp ng nhu cu th trng; Theo bỏo cỏo mi nht ca UNDP v 200 doanh nghip hng u Vit Nam thỡ chỳng ta cha cú doanh nghip ln tm c th gii Nhng doanh nghip hng u Vit Nam cng ch mi tng ng vi nhng doanh nghip va v nh ca cỏc nc phỏt trin Cỏch lm hng ch no thỡ "vỏ" ch y, chỏy ch no thỡ gip ch ú, cu th ký kt v thc hin hp ng ang tn ti v t khụng phự hp vi mụi trng kinh doanh minh, hin i L thnh viờn ca WTO, chỳng ta phi i mi t lm n kinh t Khụng cũn kiu lm n nh l, manh mỳn, mnh ny lm m phi lm mt cỏch bi bn Ngi Nht trc lm iu gỡ thỡ h nghiờn cu k mc tiờu n 90%, vic iu chnh thc hin khụng quỏ 10% Cũn ta thỡ va ung c phờ, ung bia va bn bc, sau ú thng nht vi lm, nờn lm li iu chnh, cui cựng mc tiờu m chỳng ta lm so vi mc tiờu ban u thay i hn i rt nhiu Cỏc doanh nhõn cng nhn rng, s bi bn cũn th hin tớnh chuyờn nghip, Tinh thn thng tụn phỏp lut, tớnh k lut ỏng tic nhng chun mc ny ca doanh nhõn chỳng ta hin cũn rt yu 2.2 Tm nhỡn hn hp, t ngn hn Mt hn ch ln khỏc ó bc l rừ nột húa kinh doanh ca cỏc doanh nghip hi nhp l s hn ch v tm nhỡn cng nh khỏt vng ca cỏc doanh nghip, doanh nhõn Vit Nam Xut thõn t nn kinh t tiu nụng, ngi Vit Nam thng cú tm nhỡn thp, ngn hn, hay thay i v mun i ng tt, thay vỡ kiờn nhn ch i kt qu lõu di Mun cú v t c nhng mc tiờu di hn, ũi hi doanh nhõn phi cú tm nhỡn di hn Vỡ khụng cú tm nhỡn di hn nờn cỏc doanh nhõn Vit Nam thng khụng xõy dng mc tiờu di hn v cú k hoch u t thớch hp a s cỏc doanh nhõn lp doanh nghip ch ngh n vic xõy dng mt cụng ty hng u Vit Nam, ớt ngh xa hn ti vic xõy dng cỏc thng hiu ton cu, tham gia vo gii quyt cỏc bi toỏn tiờu dựng cho ton th gii Cú th thy c tm nhỡn ca doanh nhõn Vit Nam hin ang õu qua bng xp hng 200 doanh nghip hng u Vit Nam ca Chng trỡnh Phỏt trin Liờn Hip Quc (UNDP) va cụng b: nhng doanh nghip c xem l ln nht ca Vit Nam ch gn tng ng vi cỏc doanh nghip nh v va trờn th gii, v cỏc doanh nghip hng u ny cng phi cũn rt lõu na mi ti c chun quc t Cng vỡ thiu tm nhỡn nờn doanh nghip khụng u t vo nhng ct lừi, lõu di v lao theo xu hng n xi, u t c vo nhng lnh vc khụng thuc chuyờn mụn ca mỡnh Trong cỏc doanh nghip nc ngoi n lc tỡm kim c hi u t v li ớch kinh doanh di hn ti Vit Nam thỡ nhiu doanh nghip ln ca Vit Nam ang tỡm kim li nhun t cỏc khon u t mang tớnh u c - nh kinh doanh bt ng sn, kinh doanh chng khoỏn - m quờn i cỏc lnh vc kinh doanh ct lừi 2.3 Thiu tớnh liờn kt, cng ng Trong doanh nghip nc ngoi cú sc mnh v tim lc rt ln, li hn chỳng ta c trm nm kinh nghim, ling cha nhiu, nng lc cnh tranh cha cao thỡ iu m chỳng ta rt cn l s liờn kt, on kt Mt mỡnh c phờ Trung Nguyờn vi hoi bóo xõy dng thng hiu cho nụng sn Vit Nam m khụng cú s tip sc ca nhng doanh nghip cựng ngnh ngh thỡ bit n chng no mi thc hin c Nhng thc t, khụng ớt doanh nghip li khụng th ci m, liờn kt vi nhau, thm cú cũn chi xu, cnh tranh khụng lnh mnh vi H qu l khụng nhng khụng nõng cao sc cnh tranh m cũn yu i vỡ s tranh mua, tranh bỏn, thm h uy tớn ca Trờn thc t, liờn kt doanh nghip ó c t rt nhiu ln tt c cỏc hip hi, ngnh ngh nhiờn nhiu quan chc cú thm quyn cng bú tay trc thúi quen c hu ca rt nhiu doanh nghip l mnh ny lm Xột v khớa cnh liờn kt hp tỏc ca cỏc doanh nhõn quỏ trỡnh hot ng kinh doanh cựng phỏt trin v theo nguyờn tc cựng cú li, tớnh cng ng ca doanh nhõn Vit Nam cũn quỏ ri rc v mc thp, th hin phm vi mt ngnh ngh, mt a phng v rng hn l phm vi c nc; cỏc doanh nhõn ớt tỡm c ting núi chung, li ớch chung mang tớnh sng cũn cho s phỏt trin bn vng ca nn kinh t S liờn kt gia cỏc "nh", s liờn kt theo cm, vựng nguyờn liu ang mc thp Ch trng thnh lp nhng on kinh t cũn vp phi nhng ro cn ni ti: thụng tin ca doanh nghip thng thiu tin cy, nh hng n vic liờn kt ngang; quy nh ca Nh nc cho cỏc hot ng liờn kt cha y Trong tim lc ti chớnh nh, nng lc sn xut thp nhng doanh nghip ca ta hiờn ngang trn mt mỡnh khụng chu liờn kt vi thỡ ti th trng ni a, cỏc doanh nghip 100% u t nc ngoi, cỏc cụng ty liờn doanh, cỏc on ln trờn th gii dng ti a vic liờn kt vi chim lnh th phn ca doanh nghip Vit Nam Nhiu doanh nghip nc ngoi vo th trng Vit Nam ó kt hp vi cỏc doanh nghip nc tn dng hỡnh nh thng hiu ca h vic thõm nhp th trng Vit Nam Cú th k n nh trng hp hóng Pepsi kt hp vi Kinh ụ; cỏc hóng in t nh Samsung, LG, Toshiba kt hp vi siờu th Nguyn Kim Ti sõn nh, rt nhiu sn phm ca ta ang b ỏp o v cnh tranh gay gt trc sc mnh liờn kt ca cỏc cụng ty, on nc ngoi Trong iu kin hin nay, hp tỏc vi v vi nh u t nc ngoi l mt cỏch tt doanh nghip tn ti v cú kh nng cnh tranh 2.4 Nng v quan h, chy cht , da dm nc ta c tớnh coi trng quan h cỏ nhõn, xu hng cỏ nhõn húa cỏc mi quan h kinh doanh, li vo bo h ca nh nc tn ti khỏ ph bin Nhiu doanh nghip trung thi gian v tin bc cho mt hoc mt s nhõn vt quan trng ca i tỏc, cho cỏc mi quan h cỏ nhõn gia ngi kinh doanh m c th hn l ngi bỏn hoc mua vi ngi cú thm quyn quyt nh ca bờn i tỏc mua hoc bỏn Mt s li cõu kt vi nhng ngi xu b mỏy Nh nc Nhiu doanh nghip thnh cụng nh vo mi quan h rng hn l nh vo nng lc Xu hng da vo quan h rng nh l mt ch bi - mnh hn c nng lc, v xu hng nh v, chy cht hin ang tn ti mc ỏng k Li ớch quỏ nhiu t quan h cỏ nhõn, tranh ginh t ai, dựng quan h thng thu bt chớnh, thm dựng c quyn lc chớnh sỏch búp mộo lc lng th trng nh phõn phi quota xut nhp khu chớnh l nhng hin tng ph bin, gõy bc xỳc ton xó hi Nhng cỏi li m vic thõn quen em li l mt cỏm d ln hn rt nhiu so vi li cỏi cc nhc phi u t i mi cụng ngh, nõng cao nng lc cnh tranh a phn cỏc nh kinh doanh ca chỳng ta dng nh hin nhiờn cụng nhn mi quan h ny tt hay xu cú tớnh cht quyt nh ti thnh bi Chỳng ta cho rng nu thõn quen c vi sp ca i tỏc thỡ v c bn l ó thnh cụng, lỳc ny thỡ mi tr ngi v cht lng sn phm, cht lng dch v, thm c giỏ c cng ch l chuyn nh Cỏm d v c quyn, c li, da dm ang l lc cn rt ln Cỏm d v c quyn, c li, da dm ang l lc cn rt ln Trong ny cú phn trỏch nhim ca Nh nc v cng cú phn ca cỏc doanh nghip Cuc u tranh quyt lit chng tham nhng v lm sch b mỏy cụng quyn s l mt nhng yu t cú tớnh quyt nh vic xúa b tỡnh trng chy ca sau v phc hi lut chi sch s trờn thng trng õy chớnh l mt khớa cnh ca húa kinh doanh cp xó hi 2.5 Nh ch Tớn Buụn bỏn phi gi ch tớn, ú chớnh l hoỏ kinh doanh c bt ngun t hỡnh thnh th trng Trong quỏn du di, "chớn b lm mi" ca nn kinh t tiu nụng, ch tớn khụng quan trng Mt nn kinh t hng húa thc s thỡ khỏc Trong sỏn xut, kinh doanh, cỏc yu t v sỏn phm nh s lng, cht lng, chỳng loi, thi gian hon thnh v chuyn giao l nhng ch s quan trng Chớnh ch tớn ó lm nờn nhng thng hiu ln mnh v bn thõn thng hiu cng chớnh l mt th hng húa Gi ch tớn l iu kin ca thnh cụng, s tht bi i vi doanh nghip, doanh nhõn khụng gi ch tớn l s tht bi bỏo trc, thi gian ch cú th l sm hay mun m thụi Theo nhiu nh kinh doanh nc ngoi, cỏc nh kinh doanh Vit Nam khụng coi trng ch tớn, hay vin dn cỏc lý khỏch quan khc t vic thc hin cam kt, gõy nhiu phin toỏi quan h vi cỏc i tỏc nc ngoi T cỏ nhõn n c ch, phi au lũng nhn l ngi Vit cha tin ngi Vit Nu cú chn la thỡ ngi Vit s lm n vi cỏc cụng ty ngoi quc, nht l ca u M, hn l Vit Nam õy l him cho cỏc c s kinh t Vit Nam v lõu v di m cỏc hip c kinh t m ca th trng Vit Nam cho cỏc c s kinh t u M nh ngõn hng, bo him, tớn dng, hng khụng t vo kinh doanh Vit Nam Chng no cỏc nh qun lý v doanh nhõn Vit Nam cũn cha nhn tm quan trng ca ch tớn mi mi quan h, thỡ chỳng ta cũn khú ly c nim tin ca i tỏc Thm chớ, v lõu di, s cú nh hng xu n hỡnh nh ca Vit Nam trờn th trng th gii Vic khụng gi ch tớn cng khin doanh nghip Vit Nam ang mt nhiu c hi chen chõn c vo nhng th trng khú tớnh Mt bi hc au n v húa kinh doanh cũn ú t s kin cỏc doanh nghip ch bin iu, nm 2006 Khi giỏ nhõn iu ch bin ca th gii lờn quỏ cao, mt s doanh nghip iu ca Vit Nam ó n phng hy hp ng khin cho cỏc i tỏc nc ngoi b thit hi rt nhiu Vic mt s doanh nghip khụng gi ch tớn khụng ch nh hng n riờng doanh nghip ú m cũn khin nhiu doanh nghip Vit Nam b "mang ting" Ngoi nhng bt cp, tr ngi trờn, húa kinh doanh ca ngi Vit Nam, nhiu thúi quen, cung cỏch lm n c, lc hu, tựy tin ang tn ti, phong cỏch lm vic chuyờn nghip v tớnh sỏng to, sn sng hp tỏc cha nh hỡnh rừ nột S gian di kinh doanh cũn tn ti, khụng ớt nhng doanh nhõn thng thn bc l, "buụn bỏn tht th thỡ ch cú n cỏm", vỡ th h tỡm mi cỏch trn lu, phi phỏp, lỏch lut lm n Nh i vi thy sn xut khu, cú doanh nghip ó thờm cỏc húa cht hoc cht khỏng sinh b cm vo sn phm thờm ti m thi gian gn õy ó b phớa Nht Bn cm nhp khu Tt c nhng iu ny to nờn nhng ro cn, nhng bt cp khỏ ln quỏ trỡnh hi nhp v thng gõy nhiu phin toỏi quan h vi cỏc i tỏc nc ngoi Xõy dng hoỏ kinh doanh Vit Nam ỏp ng cỏc yờu cu hi nhp T nhng ro cn, nhng bt cp trờn, cú th xut mt s gii phỏp cho hi nhp v húa kinh doanh Vit Nam nhng nm tip theo l: 3.1 Thớch ng vi quỏn kinh doanh quc t Ton cu húa kinh t to nhng c hi tip cn th trng th gii rng ln nhng cng buc cỏc doanh nghip, doanh nhõn Vit Nam phi i mt vi mt mụi trng nhiu ri ro hn v cnh tranh gay gt hn Hi nhp kinh t ng ngha vi cam kt tham gia vo th trng th gii c iu tit bng nhng lut chi rừ rng, nhng nh mc, tiờu chun kht khe; phi tuõn th cỏc lut l, cam kt v khụng phõn bit i x, gim thu, m ca th trng, bo v quyn s hu trớ tu, cỏc tiờu chun v lao ng v cam kt xó hi Kinh doanh quc t da trờn mt lot cỏc thụng l v quy chun Cỏc thụng l v quy chun ny l thnh tu chung ca loi ngi Chỳng cu thnh nờn mt phn khụng th thiu ca húa kinh doanh Khụng nm vng cỏc thụng l v quy chun khú cú th c coi l cú húa kinh doanh, v cng rt khú kinh doanh Khi hi nhp, húa doanh nghip s thay i v tr thnh thỏch thc, mi nhõn viờn thuc doanh nghip s phi thay i thớch nghi vi cỏc qui trỡnh kinh doanh mi, c chun húa mt cp cao hn, cũn cú th xy "xung t húa" ni b doanh nghip Khi tham gia WTO v kinh doanh "th gii phng", cỏc doanh nghip phi vt qua chớnh mỡnh, phi hiu bit v thnh tho "lut chi" mi, bit liờn kt vi i tỏc ỏng tin cy trờn ton cu Trờn thc t, cỏc doanh nghip Vit Nam nhỡn chung cũn rt b ng vi cỏc tiờu chun cho hi nhp nh trỏch nhim xó hi ca doanh nghip (Corporate Social Responsibility - CSR), an ton v sinh lao ng v h thng qun lý mụi trng; phong cỏch lm vic chuyờn nghip; tớnh sỏng to, i mi, sn sng hp tỏc.Vn húa kinh doanh ca ngi Vit Nam cn phi thay i theo hng sn sng liờn kt, hp tỏc ụi bờn cựng cú li thay vỡ ch ngh n quyn li ca chớnh bn thõn mỡnh Tinh thn hp tỏc, cựng lm n, cựng cú li, v cựng lm giu phi c xem trng v t ch tớn lờn hng u thay i mt hỡnh nh dõn tc Vit Nam ch thớch lm n riờng l, ngh n quyn li ca cỏ nhõn thay vỡ quyn li ca c cng ng 3.2 Nõng cao t cht ca doanh nhõn Vit Nam Hi nhp kinh t quc t y mnh giao lu hoỏ, cỏc nh kinh doanh chớnh l ngi tham gia trc tip vo quỏ trỡnh giao lu hoỏ núi chung v xõy dng hoỏ kinh doanh núi riờng Xõy dng hoỏ kinh doanh khụng ch n thun l s kt hp gia kinh doanh v hoỏ m cao hn, nú phi l s nhp thõn ca hoỏ vo cụng tỏc kinh doanh iu ú cú ngha l ch th - ngi lm kinh doanh - phi thc s l nhng doanh nhõn hoỏ Trc ht, hoỏ phi l nn tng tinh thn ca i ng doanh nhõn Vit Nam, l hnh trang tinh thn cỏc doanh nhõn tham gia cnh tranh quc t Vỡ vy, h cn phi trau di, tu luyn cỏc t cht sau: Cú t v tm nhỡn ton cu Thỏch thc ln nht vi doanh nhõn Vit Nam hi nhp kinh t quc t ú l tm nhỡn v ý thc hi nhp ch khụng phi l hay cụng ngh Thiu cú th vay c, thiu cụng ngh cú th mua nhng thiu tm nhỡn, thiu ý thc thỡ rt khú cnh tranh v thnh cụng trờn trng kinh doanh quc t khc lit iu kin quyt nh ginh c thng li cuc cnh tranh, hi nhp kinh t quc t, chớnh l nõng cao t v tm nhỡn ca mi doanh nhõn Tham gia hi nhp, mi doanh nhõn Vit Nam cng ng thi phi l doanh nhõn ton cu", vi ý ngha l cú tm nhỡn ton cu, hoi bóo ton cu, ý kinh doanh ton cu, v t ú, v quyt nh nhng gii phỏp a doanh nghip ca mỡnh ton cu mt cỏch thng li, gim thiu nhng thua thit cú th xy "Tm nhỡn ton cu", ú l mt tm nhỡn rng bao quỏt ht thy mi T ú, h s gúp phn gii quyt nhng ca dõn tc, ca th gii qua cỏc sn phm, dch v ca mỡnh Khi h cú mt cỏi nhỡn rng, xa v thc hin bng cỏi o kinh doanh ngha l dựng sn phm hay dch v ca doanh nghip mỡnh nh l phng tin gii quyt cỏc ca xó hi, Vit Nam t hn s cú mt v th xng ỏng cuc ua tranh ton cu Ngy nay, tm nhỡn ca doanh nhõn Vit Nam phi l tm nhỡn cú tớnh toỏn cn c di hn, cú chin lc phỏt trin doanh nghip mt cỏch bn vng, khụng th ch lm n nh l, thm ỏnh qu, lm mt uy tớn ca sn phm v ca doanh nghip Trc c hi mi v thỏch thc mi vo WTO, doanh nhõn nc ta cn phi trang b cho mỡnh tm nhỡn mi - tm nhỡn ton cu, suy ngh ln, lm ln, bi vỡ ngy nay, sn phm ca mi doanh nghip ó chu s cnh tranh ca th trng ton cu, trờn th trng nc ta, s cú cỏc sn phm hng húa, dch v ca c th gii, k c trng hp h ch bỏn sn phm th trng Vit Nam thụi thỡ cng phi cú t v tm nhỡn ton cu Nu khụng cú t v tm nhỡn ton cu thỡ doanh nhõn Viờt Nam khụng th no a chin lc cho cụng ty v xõy dng mt gung mỏy qun lý cho doanh nghip bi cnh hi nhp Khi cú tm nhỡn thỡ s cú khỏt vng Tm nhỡn ton cu s cú khỏt vng ton cu v t khỏt vng ln ú s to c cỏc doanh nghip ln tng xng Dỏm i mi, dỏm lm, chp nhn mo him, ri ro Chỳng ta u bit dỏm i mi, dỏm lm, chp nhn mo him, ri ro l nhng t cht hng u, hn th l tiờu chun hng u ca tinh thn doanh nhõn Ch nhng doanh nhõn, doanh nghip dỏm chuyn i nhng ý tng sỏng to thnh nhng hot ng i mi, luụn tỡm kim v nm bt cho bng c cỏc c hi cụng ngh v th trung mang li; dỏm i din vi cỏc on hựng mnh nc ngoi, hp tỏc v cnh tranh vi h, cựng suy ngh v hnh ng vi h mi cú th trng thnh v phỏt trin Khi hi nhp, yu t sỏng to - i mi l yờu cu quan trng nhm to nng lc cnh tranh mi, sỏng to cú ngha l i nhng ng ngi khỏc cha i, lm nhng vic m ngi khỏc cha lm thỡ cng cú ngha l s ri ro kinh doanh s tng lờn, v bao gi cng i lin vi mo him Ngi ta ó núi v s phỏ sn ca cỏc doanh nghip thua l l s tn phỏ sỏng to thụng qua ú cỏc ngun lc xó hi, k c nhng doanh nhõn ú s c chuyn sang cỏc lnh vc kinh doanh khỏc cú hiu qu hn doanh nhõn tng cng t cht sỏng to - i mi, phi phỏt trin cỏc c s o to, cung cp cho xó hi kin thc kinh doanh núi chung v cung cp cho cỏc nh kinh doanh nhng kin thc kinh doanh chuyờn nghip Cho nờn, vic phỏt trin cỏc c s o to nhng nh kinh doanh, nhng nh qun lý kinh t chuyờn nghip l mt vic cp bỏch cn phi lm 3.3 Tip tc ci thin mụi trng kinh doanh Doanh nghip, doanh nhõn ang tr thnh ch th hi nhp Nn kinh t hi nhp ch thnh cụng doanh nghip, doanh nhõn c gii phúng, c trung u úc trớ tu ca mỡnh cho t sỏng to, cho vic tỡm v nm bt c hi, cho s thnh cụng ca s nghip kinh doanh doanh nghip, doanh nhõn Vit Nam hi nhp kinh t thnh cụng, chỳng ta phi xõy dng mụi trng kinh doanh minh bch chớnh sỏch hn ch ny sinh tiờu cc; phi cú mt h thng phỏp lut m bo rng i ngc li húa kinh doanh y s phi chu tn tht v mt kinh t nhiu hn so vi nhng tụn trng v bo v nú Doanh nghip Vit Nam rt cn s h tr ca nh nc vic ci to mụi trng kinh doanh ngy cng phỏt trin, thun li cho hot ng doanh nghip nh: c s h tng, h thng phỏp lut, cỏc chớnh sỏch ch liờn quan; h thng thụng tin quc gia Nh nc cn cú chớnh sỏch, chin lc phỏt trin kinh t phự hp, nht quỏn, c bit l cỏc chớnh sỏch ti chớnh, tin t, lói sut, t giỏ hp lý, linh hot Chớnh ph cng cn tip tc y mnh cỏc mi quan h ngoi giao thỳc y kinh t i ngoi phỏt trin, to c hi cho doanh nghip, doanh nhõn th gii; tip tc to iu kin thun li cho cỏc nh u t nc ngoi u t trc tip cng nh giỏn tip vo Vit Nam Vai trũ ch th ca Nh nc chớnh l nhng cụng vic rt quan trng: nh hng, to mụi trng phỏp lý, quyt nh th ch, chớnh sỏch khuyn khớch, tr giỳp, ci cỏch hnh chớnh, tra, kim tra, v.v to nờn nng lc cnh tranh quc gia lm nn tng cho vic xõy dng v nõng cao nng lc cnh tranh ca mi ngnh kinh t v nht l ca doanh nghip Nhim v quan trng nht ca cỏc c quan Nh nc l ht lũng chm lo cho doanh nghip, khụng doanh nghip n thng c mó cuc chin Cỏc doanh nghip mun xõy dng cho mỡnh c hoỏ kinh doanh ngoi s n lc ni ti cng ũi hi mụi trng kinh doanh phi c m bo vi h thng phỏp lut nht quỏn, dõn ch, cụng khai, minh bch, kh thi v nhng ngi thc thi phi nghiờm minh ỏng tic l hin cũn tn ti mõu thun gia yờu cu mt mụi trng kinh doanh thụng thoỏng, h thng phỏp lut cụng khai minh bch d thc thi vi tỡnh trng c bỏm gi quyn qun lý cng nhiu cng tt v mt nn hnh chớnh hnh dõn l chớnh ũi hi doanh nhõn nhng chỳng ta cn phi ht sc ci m vi doanh nhõn, trc ht l v mt lut phỏp Hin ang cú hai quan im v lm lut: Mt l lut quy nh nhng gỡ c phộp lm Hai l lut ch quy nh nhng gỡ cm lm Doanh nhõn ca chỳng ta v cỏc nh u t nc ngoi thớch quan im th hai Ngha l Nh nc ch qui nh nhng cỏi gỡ khụng c lm, cũn cỏi gỡ khụng cm thỡ doanh nhõn cú th lm c Hin nay, h thng phỏp lut v doanh nghip cha ỏp ng y cỏc yờu cu hi nhp quc t Cn b sung, ban hnh thờm cỏc bn phỏp lut to hnh lang kinh doanh cho doanh nghip thụng thoỏng Trong cỏc bn nờn cú cỏc hỡnh thc ch ti hay nh hng v yu t o lý kinh doanh, húa doanh nghip v cỏc iu mang tớnh ph quỏt i vi doanh nghip quc t hin Phi xõy dng mt h thng phỏp lý bn vng nhng chi tit iu chnh hnh vi kinh doanh t khu vc cn bn nht ca nn kinh t l lnh vc ngõn hng, ti chớnh n mi nhn ca nn kinh t nh cụng nghip v n sc sng ca nn kinh t l kinh doanh Xõy dng húa kinh doanh Vit Nam l mt rt khú khn bi nú cha tr thnh h thng v ph bin nc ta hi nhp kinh t thnh cụng, chỳng ta phi xõy dng hoỏ kinh doanh Vit Nam da trờn nhng giỏ tr húa truyn thng v hin i, phi bit tip thu, chn lc nhng giỏ tr tớch cc t nhng nn húa kinh doanh hin i ca cỏc nc trờn th gii ỏp dng phự hp cho riờng mỡnh, bin chỳng thnh li th cho mỡnh Hn lỳc no ht, hoỏ kinh doanh Vit Nam cn c cng ng doanh nghip Vit Nam nõng lờn tm chin lc, coi nh mt "ti sn vụ hỡnh" khụng th thiu bc vo hnh trỡnh mi y thỏch thc ú l ng lc thnh cụng v cng l hnh trang quý bỏu bc vo nhng sõn chi kinh t ln Xõy dng hoỏ kinh doanh Vit Nam chớnh l ni dung, bin phỏp quan trng hng u xõy dng, cng c li ni lc, to t th mi lm tin v im ta cho vic hi nhp ca mi doanh nghip TI LIU THAM KHO David H.Maister, Bn sc húa doanh nghip, Nxb Thng kờ, H.2005, 301 tr Dng Th Liu (ch nhim) v nnk, Báo cáo tổng hợp đề tài Văn hoá kinh doanh doanh nghiệp Hà Nội, lu tr Phũng qun lý khoa hc, i hc Kinh t Quc dõn, H.2004, 96 tr Dng Th Liu, Vai trũ hoỏ phỏt trin kinh t, Tp Trit hc, s 6, 2004, tr.55-60 o Duy Quỏt (ch biờn) v nnk, Vn húa doanh nghip, húa doanh nhõn quỏ trỡnh hi nhp, Nxb Chớnh tr Quc gia, H.2007, 347tr Minh Cng, Vn hoỏ kinh doanh v Trit lý kinh doanh, Nxb Chớnh tr quc gia, H.2001, 300 tr Fons Trompenaars & Charles Hampden- Turner, Chinh phc cỏc ln súng húa, Nxb Tri thc, H.2006, 444 tr John P Kotter & Jamesl Heskett, Corporate Culture and Performance, The Free Press, 1992, 230 p Nguyn Hong nh, Vn hoỏ kinh doanh Vit Nam trờn ng phỏt trin v hi nhp, Tp Hot ng khoa hc, H Ni, s 3, 2005, tr 57-59 Nguyn Trn Bt, Xõy dng nn hoỏ kinh doanh, Tp Khoa hc & T quc, s 261, 2005, tr 3-6 10 Nguyn Thanh H, Xõy dng hoỏ doanh nghip mụi trng hi nhp, Tp Ti chớnh doanh nghip, s 3, 2007, tr 38-39 11 Nguyn Th Mựi, Vn húa kinh doanh: Yu t phỏt trin bn vng ca cỏc ngõn hng thng mi Vit Nam, Tp Th trng Ti chớnh Tin t, s 16, 2007, tr 44-46 10 12 Phm Duy c (ch biờn) v nnk, Nhng thỏch thc ca húa Vit Nam quỏ trỡnh hi nhp kinh t quc t, Nxb Vn húa - Thụng tin, H.2006, 255 tr 13 Phũng Thng mi v Cụng nghip Vit Nam, Doanh nhõn Vit Nam thi k i mi, Nxb Chớnh tr Quc gia, H.2003, 324 tr 14 Vit Tun, Lut cnh tranh: To dng hoỏ kinh doanh, Tp Thu Nh nc, H Ni, s 8, 2005, tr 24-25 15 Vng Quõn Hong, Vn minh lm giu v ngun gc ca ci, NXB Chớnh tr Quc gia, H Ni, 2007, 498 tr 11 INTEGRATION AND VIETNAM BUSINESS CULTURE Ass Prof, PhD Duong Thi Lieu, Head of Business Culture Division,National Economics University PhD Candidat Nguyen Van Ha, luniversitộ dOrlộans, France Business culture development is the goal as well as challenge for most of Vietnam businesses in the WTO entry and current globalization The largest challenge is the danger of underdevelopment, and low level of economic effectiveness and competitiveness It is the time to fully understand about the barriers of Vietnam business culture, which helps find solutions for businesses to be pro-active in integration The effort ensures a modern business culture with national character as the foundation for Vietnam long-term development in the 21st century Business Culture Essential of Integration Definition of business Culture Definition of culture Culture is a broad definition that 164 different definitions were collected in 1952 by Kroeber and Kluckolm Up to now, the number of definitions is still increasing Among that, a basic understanding of Edward Tylor has been widely accepted "that complex whole which includes knowledge, belief, art, morals, law, custom, and any other capabilities and habits acquired by man as a member of society" Culture is known to reflect behaviors, thoughts and emotions influenced by learning and specified for a group of people, not for an individual Behaviors express actions while thoughts and emotions curve feeling and knowledge of human To some extend, culture is related to the norms or traditional behaviors of a group that created gradually More detailed, culture includes default values shared in a group, appointing what is important, good and bad The values are consistent with the group rules, that is, rules of behavior reflects the values and vice versa Definition of Business Culture With this access to culture, it is understood that Business Culture is a system of values, norms, viewpoints and behaviors created by business subjects in the business process; representing their reaction with society, nature in a community or area Business culture is the culture values closely connected to business performance The values are used to evaluate behaviors, and populated across generations of the members as a 12 standard of knowledge, thoughts and feelings in the relation with their matters Business culture offers not only criteria for regular performance but framework of viewpoints and motivation in business 1.2 Business Culture - Crucial component of global economic integration Business culture of each country was founded since the appearance of business in the countrys society Therefore, business culture itself became the demand of market civilization and growth Participating in global economic integration is to accept multisided development in which culture plays an important role If culture guarantees firm development as the spiritual foundation, business culture would be the soul of business activities within a nation On the trend of economic globalization and fierce competition as present, it is necessary to adapt and self-perfect in cooperation, integration and opportunity seizing for the solid growth of the nations businesses Then, enterprises in particular and business community in general should be conscious of building their own business culture By integration, the target of most businesses is to obtain competitive advantages based on the capacity of renovation and adaptation to the new practices Business culture would take the crucial roles on goal achievement In the integration process, we would find difficulties while competing with large firms in terms of capital, technology, cost and talents Then, how would we develop the own competition advantages and being outstanding? Business culture itself is the important cluster to make Vietnam businesses different by the prestige, reputation and power for the enterprises The culture helps make the best use of individual capacity toward the firms strategic goals of success by internal strength When integrating, the competition among enterprises becomes the competition of business culture The process of renovation, technology modernization, and product renewal and quality improvement is very essential However, it is more necessary to create Vietnamcharacterized business culture as the effective method on the current trend of business and competition Our firms need not only competitive capacity but culture background What is more, a modern business culture is the precondition for a professional business community who plays the crucial role in market economy and global integration As a result, businesses could take the best contribution in national policies of enforcing industrialization and modernization as well as proactive entry to the international economy The limitations of Vietnam business culture in integration process At the situation of integration, a great number of Vietnam businesses have been mature to survive and grow The underlying reason is the own culture developed by such businesses Yet, some leaders and businesses have not recognized the role and motivation of culture in economic development, negatively influencing competition capacity of enterprises and reduce the operation effectiveness Followings are the major limitations of Vietnam business culture in integration 2.1 Inconsistent working style 13 Vietnam businesses have the disadvantages of competition in international market because of the short-term profit pursuit The cooperation to satisfy big orders is favorable at the beginning After that, enterprises try to be separate and gain their own contract, thus, they distrust each other and get the individual benefits at any cost In fact, a great number of businesses became impossible in producing and trading in the large scale to meet the market requirement As shown in the latest report of UNDP about Vietnams 200 leading enterprises, the country has no enterprise ranked at world-level These enterprises are similar to small and medium-sided ones in developed countries The carelessness in signing and implementing contracts as well as unreasonable problem solving still exist that become unsuitable in the modern business environment As a WTO member, we need to renew the thoughts about business which emphasize on the consistent performance The Japanese always research on the goals for 90% certainty and permit a maximum 10% of adjustment Meanwhile, Vietnamese make the discussion when drinking and make the adjustments when working that much differentiates the initial targets Businessmen also aware the consistent performance represents professional activities, legal respect and discipline It is pity that these norms are not strongly agreed by Vietnam businesses 2.2 Short-sighted performance Another limitation of Vietnam business culture is the restriction of vision and aspires among the countrys businesses Started from small-sized agriculture economy, Vietnamese often own narrow and changing visions, and impatience for a long-term goal Since lack of long-sighted vision, the countrys businesses often forget building sustainable objectives and feasible investment plans Most of business founders think of only developing their company as Vietnam leading one, not a global trademark to solve the consumption request over the world Apparently, among the 200 leading enterprises mentioned above, all of them find that it is years to reach the international standards With the lack of long-term vision, enterprises not invest in the core activities but follow the fashionable trend, even investing in out-offocus areas While foreign enterprises are making effort to seek the investment opportunities and long-term benefits in Vietnam, many domestic businesses are finding profits from speculation in real estate and stock exchange instead of their industry 2.3 Lack of unity While foreign firms are very powerful, Vietnam businesses with limited experience and competitiveness must have the unity Only Trung Nguyen coffee with the dream of Vietnam produces trademark cannot be successful if lacking the help of other coffee businesses Actually, a number of enterprises could not be open to cooperate and even express their unfair play and unhealthy competition As a consequence, the competitive capacity is weakened by the market share dispute and prestige-harmed tricks 14 In fact, the matter of enterprise cooperation has been much discussed by various associations and industries, yet, the relevant offices could make any improvement as businesses keep habits of individual operation Setting the cooperation target of codevelopment and mutual benefit, the unity of Vietnam businesses is still at low level The enterprises rarely find the same voice of shared utilities for sustainable economic growth The industrial and regional connection is not highly evaluated The policy of economic group establishment meets some internal barriers like dishonest information about enterprises with negative impacts cross-industry cooperation; and lack of State regulations on cooperation With the small-scaled production, if the countrys businesses pay no attention at the cooperation in the domestic market, foreign-invested and joint-venture firms as well as multi-national group could take the full advantages of cooperation to win market share Some FDI companies cooperate with domestic ones to make use of their brands to penetrate Vietnam market, for example, Pepsi and Kinh o; Samsung, LG, Toshiba and Nguyen Kim electrical supermarket At present, the best way for Vietnam enterprises of existence and competition is cooperation with domestic and foreign partners as well 2.4 Relationship emphasis, dependence and bribe In Vietnam, relationship emphasis, business relation individualization and dependence on State protection still exist A great number of businesses spend time and money on one or some important members in the partner companies who have the right of making decisions Others collude with bad officials in state bodies Many enterprises become successful based on wide relationship other than capacity Getting much benefit from private relations, even exploiting policies to distort market like export quota distribution are burning issues in the society Such benefits are more attractive than the hard job of investing in new technology or competition capacity Most of businessmen recognize that whether relations are good or bad would decide the success or loss If building a good relation with the head of partner companies, any barrier of product and service quality, and even price, would be erased The lure of privilege and dependence has become the major worries The responsibility is partly taken by State and enterprises as well The fight against corruption is one of decisive factors to eliminate such negative phenomenon and recover fair play in the market This is an aspect of business culture at society level 2.5 Prestige disrespect That trading must keep prestige belongs to business culture since the market was formed However, the small-sized business practices not highly appreciate prestige Meanwhile, a commodity economy sees the difference in which product-related factors named quantity, quality, variety, completing and shipping time Prestige itself creates great brands and the brands become a commodity in turn Keeping prestige is the condition of success; otherwise businesses would get loss sooner or later 15 According to some foreign entrepreneurs, Vietnam counter partners often disrespect prestige and allege objective causes to reject terms of contract, that harm business relations From individuals to mechanism, it is no doubt that Vietnamese not trust Vietnamese If making choice, Vietnamese prefer to cooperate with foreigner, especially U.S and E.U, than Vietnam This would be the long-term danger for Vietnam economic entities when market-open agreements take into effect that foreign enterprises in banking, insurance, transportation and other industries are free to get entry Vietnam If Vietnamese managers continue disregarding the importance of prestige, partners belief is hardly recalled and the country image would be badly influenced in the future Prestige disrespect has made Vietnam businesses miss the chances of penetrating strict markets A memorial lesson was recorded in 2006 when the cashew-processing firms unilaterally terminated contracts as the world cashew price dramatically increased This action caused much damage for foreign partners and affected a large number of Vietnam enterprises with bad reputation Besides the above barriers, some out-of-model habits in Vietnam business culture still exist while professional working style, creativity and willingness of cooperation have not been formed Dishonest in business is easily found; even some managers consider an honest business as unprofitableness For instance, few seafood-exporting companies add prohibited chemicals to keep products fresh which banned to import recently by Japan All of these limitations have hindered integration process and made troubles while dealing with foreign partners Vietnam business culture development toward integration requirements Regarding the above barriers, there are a number of suggestions for integration and Vietnam business culture in the coming years 3.1 Adaptation to international business practices Economic globalization offers opportunities of international market access, yet, faces Vietnam businessmen with the fierce and risk environment Economic integration means commitments of participating in international market regulated by consistent rules, strict standard, avoided discrimination, tax reduction, market opening, intellectual property protection, labor condition and social responsibilities International business is based on a variety of general rules and criteria which are socalled achievements of human Misunderstanding of the rules is not considered as cultural in business and makes operation difficulties By integrating, business culture would change to be challenges that every member has to adapt to new and standardized business process At higher level, culture conflicts would be seen within a company When joining WTO and doing business in a flat world, the enterprises must overcome themselves to obtain full understanding of new rules and worldwide partnership In fact, most of Vietnamese businesses are unfamiliar with integration precondition like Corporate Social Responsibility - CSR, labor safety, environment management system and flexibility Vietnam business culture should 16 change into cooperation with mutual benefit other than ones wealthy, which changes the viewpoint of Vietnamese who often not keep their prestige 3.2 Capacity improvement of Vietnamese businessmen Global economic integration enhances culture exchange process in which businessmen directly participate and also help develop business culture The development is not simply the combination of business and culture but the interference of culture in business performance In other words, the subjects - businessmen - must be cultural ones At first, culture is the spiritual foundation for Vietnam business community Therefore, they should self-practice and enrich the following characteristics Global visions The largest challenge of Vietnam businesses is integration vision and consciousness rather than capital or technology Capital would be mobilized by loans, technology would be transferred but lack of visions and consciousness creates difficulties in competition and success in the international market The prerequisite to win competition in the global integration is to upgrade enterpreneurs vision When integrating, Vietnamese businessmen are also global ones who own global vision, global aspiration and global business ideas toward solutions to reach global market successfully Global vision is broad enough to cover all issues, thanks to that, they could settle national matters through products and services Once business philosophy considered products as means of society administration, Vietnam deserve to get higher position at the international race To that, Vietnamese vision should be calculated in long-term for strategic development Facing new opportunities and challenges of WTO entry, Vietnamese businessmen should equip global vision as the competition would be more and more harder, that is, foreign products and services would flood domestic market and local goods must find the way to penetrate foreign marketplace Thanks to the vision, they would introduce company strategy and upgrade management mechanism in the situation of integration Be ready for renovation and risk acceptance It is known that willingness for renovation and risk acceptance are the leading characteristics of entrepreneurship Businesses daring to convey ideas to renovation, seize technology and market chances, face powerful multinational companies by competition and cooperation would be mature and developed By integration, creativity and renovation are important requirements to strengthen competitive capacity The requirements mean breakthrough in performance that no one experienced before, which also contain business risks It is said that the bankrupt of unprofitable businesses is creative destruction by which social forces would move to more effective sectors 17 To facilitate creativity and rennovation of businessmen, training centers should be developed to provide basic business knowledge for public and professional understandings for entrepreneurs in particular 3.3 Business environment improvement Businesses and enterpreneurs have become integration subjects Economic integration is successful only if they are free to concentrate on creative thoughts and opportunity pursuit To that, it is important to acquire transparency in policies for destructiveness avoidance, and launch an effective legislation system to ensure that culturedisrespecting businesses would suffer much more economic losses than others Vietnam businesses all need the state support in business environment improvement such as infrastructure, legal system, relevant policies and national information system The government should have consistent economic development strategies, especially in finance, monetary, interest and exchange rate Moreover, the government should strengthen foreign trade to facilitate domestic companies in export and foreign partners in direct investment as well as portfolio in Vietnam The government plays the crucial role in almost acticvities: Guidance and establishment of legal environment, institution decision, promotion policies, administration reform and inspection to create national competitive capacity The most important task of State bodies is to support enterprises in the fight of globalization Besides internal strengths, enterprises also need consistent, democratic, transparent and feasible legal system; and the executors must be strict and fair Yet, conflicts still exist between expected open environment and officials trying to cling on power and cumbersome administrative procedure The fact requires the government to have open view toward enterprises in terms of registration at first There are two view points about policy making: laws regulate what are permitted and laws regulate what are prohibited Domestic and local firms prefers the later one that they could actively perform Currently, enterprise legal system has not fully meet the requirements of global integration It is need to amend and launch more legal documents to define suitable business framework, which include international-sense guidance and sanctions related to business ethics and corporate culture A sustainable legal system must be developed in detail to adjust business behaviors in the core industries like baking and finance as well as the trading and production Vietnam business culture development is still a difficulty because of unpopularity in the country To be successful in integration, business culture is needed to build from traditional and modern culture values, heritage of positive aspects from other business 18 cultures for suitable application to make the culture as own advantage In these decisive years, it is very important for Vietnam business community to develop business culture as their strategy and essential intangible property while starting a new challenging journey What is more, business culture becomes one of success factors and precious assets in the global playing ground Obviously, Vietnam business culture development is the vital measure to enforce internal strengths and generate premises for business integration REFERENCES [1] David H.Maister, Business Culture Characters, Statistics Publisher, Hanoi, 2005, 301 pages [2] Duong Thi Lieu et.al, General report of Business Culture in Hanoi enterprises, National Economics University, Hanoi, 2004, 96 pages [3] Duong Thi Lieu, Role of Culture in Economic Development, Philosophy Magazine, No.6, 2004, pp.55-60 19 [4] Dao Duy Quat et al, Business Culture and Businessman Culture in Integration, National Politics Publisher, Hanoi, 2007, 347 pages [5] Do Minh Cuong, Business Culture and Business Philosophy, National Politics Publisher, Hanoi, 2001, 300 pages [6] Fons Trompenaars & Charles Hampden- Turner, Winning Cultural Waves, Knowledge Publisher, Hanoi, 2006, 444 pages [7] John P Kotter & Jamesl Heskett, Corporate Culture and Performance, The Free Press, 1992, 230 pages [8] Nguyen Hoang Anh, Vietnam Business Culture in the process of Development and Integration, Scientific Activity Magazine, Hanoi, No 3, 2005, pp 57-59 [9] Nguyen Tran Bat, Developing Business Culture, Science and Nation Magazine, Hanoi, No 261, 2005, pp 3-6 [10] Nguyen Thanh Ha, Developing Corporate Culture in Integrated Environment, Corporate Finance Magazine, Hanoi, No 3, 2007, pp 38-39 [11] Nguyen Thi Mui, Business Culture: Sustainable Development Factor of Vietnam Commercial Banks, Monetary Market Magazine, Hanoi, No 16, 2007, pp 44-46 [12] Pham Duy Duc et.al, Challenges of Vietnam culture in Global Economic Integration, Cuture and Information Publisher, Hanoi, 2006, 255 pages [13] Vietnam Chamber of Commerce and Industry (VCCI), Vietnam Businessmen in Doi moi, , National Politics Publisher, Hanoi, 2003, 324 pages [14] Viet Tuan, Competition Law: Forming Business Culture, State Tax Magazine, Hanoi, No.8, 2005, pp 24-25 [15] Vuong Quan Hoang, Enrichment Civilization and the Origin of Wealth, National Politics Publisher, Hanoi, 2007, 398 pages 20 ... hn l Vit Nam õy l him cho cỏc c s kinh t Vit Nam v lõu v di m cỏc hip c kinh t m ca th trng Vit Nam cho cỏc c s kinh t u M nh ngõn hng, bo him, tớn dng, hng khụng t vo kinh doanh Vit Nam Chng... Vietnamese not trust Vietnamese If making choice, Vietnamese prefer to cooperate with foreigner, especially U.S and E.U, than Vietnam This would be the long-term danger for Vietnam economic entities... ca doanh nhõn Vit Nam hin ang õu qua bng xp hng 200 doanh nghip hng u Vit Nam ca Chng trỡnh Phỏt trin Liờn Hip Quc (UNDP) va cụng b: nhng doanh nghip c xem l ln nht ca Vit Nam ch gn tng ng vi