ASSIGNMENT 1 FRONT SHEET  Retake

Qualification BTEC Level 5 HND Diploma in Business

Unit number and title Unit 32: Business strategy (574)

Assignment due 02/08/2020 Assignment submitted 02/08/2020

Learner’s name Pham Xuan Learner’s code GBD18367

Class GBD0703B Assessor name Badraoui Bard

Learner declaration:
I certify that the work submitted for this assignment is my own and research sources are fully acknowledged.

Learner signature Date

Grading grid

P1 P3 M1 M3

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 Grading
Assessment criteria Assessor’s Feedbacks
(achieved or not)

LO1 Analyze the impact and influence which the macro environment has on an organization and its business
strategies.
P1. Applying appropriate
frameworks analyze the
impact and influence of
the macro environment
on a given organization
and its strategies.

LO3 Evaluate and apply the outcomes of an analysis using Porter’s Five Forces model to a given market sector

P3. Apply Porter’s Five

Forces model evaluate
the competitive forces of
a given market sector for
an organization.

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M1. Critically analyze
the macro environment
to determine and inform
strategic management
decisions.

M3. Devise appropriate

strategies to improve
competitive edge and
market position based on
the outcomes.

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Summative feedbacks:

Assessor’s Signature Date

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Table of Contents
1 Introduction ........................................................................................................................................... 1

2 The impact and influence which the macro environment has on an organization and its business
strategies ...................................................................................................................................................... 1

2.1 Applying appropriate frameworks analyses the impact and influence of the macro-environment on
a given organization and its strategies. ...................................................................................................... 1

2.1.1 Understand the strategic context: ............................................................................................ 1

2.1.2 Strategy definition.................................................................................................................... 5

2.1.3 Roles of strategy....................................................................................................................... 6

2.2 Implement the macro-environmental audit for the chosen organization by using PEST/PESTLE
framework. ................................................................................................................................................ 7

2.2.1 Describes the model ................................................................................................................. 7

2.2.2 PESTEL impact Vingroup ........................................................................................................... 8

2.2.3 SWOT analysis ........................................................................................................................ 10

3 Evaluate and apply the outcomes of an analysis using Porter’s Five Forces model ............................... 10

3.1 Implement the industry audit for the chosen organization ............................................................ 10

3.1.1 Vingroup’s Five Forces analysis............................................................................................... 10

3.1.2 The industry life cycle analysis................................................................................................ 12

3.2 Stakeholder analysis ...................................................................................................................... 12

3.2.1 Definition ............................................................................................................................... 12

3.2.2 Vingroup’s stakeholder analysis ............................................................................................. 12

4 Conclusion ........................................................................................................................................... 16

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5 Biography ............................................................................................................................................ 17

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1 Introduction
This report will be explained the impact and influence of external environments have on an
organization and its business strategies. After that developing the students’ awareness of
different kinds of business strategy is the aim of this unit, and then can be applied in a strategic
or operational role for the organisation. The knowledge and understanding will be underpinned
by using theories, concepts, and models that could be supported by appreciably the company’s
strategic direction and choice.

Vingroup is one of the big companies in Vietnam, and it will be chosen for better simulation as
well as analysis of this report accurately.

2 The impact and influence which the macro environment has on an organization and its
business strategies
2.1 Applying appropriate frameworks analyses the impact and influence of the macro-
environment on a given organization and its strategies.

2.1.1 Understand the strategic context:

For a business to grow sustainably and as planned, even a small, medium, or large company
needs a vision, mission, and core values that are extremely vital. They focus on solid
development as well as in line with the established orientation.

Why they important to the longevity of any business entering the business market are.
According to Beth (Beth, 2009), the main elements of the strategic planning for a company are
vision, mission, and core values. This must be accepted and communicated to staff, volunteers,
and shareholders, and other stakeholders by the board of directors.

The vision outlines what the company needs and will inspire its leaders, employees, and
supporters. Vision statements may define: How different will things be because of the practices
of the company, and what different things will be because of the actions of the company (Beth,
2009).

The mission generally explains what the organisation's purpose is about. Since the vision
sometimes is presented as an ideal or a dream, the mission helps to consider the realistic

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 aspects. Some tasks emphasize intervention with the following words: Involve, help, assist,
contribute, encourage (Beth, 2009).

Core value affects all the practices and relationships of a company and its credibility with
stakeholders. Value can express themselves as values, instructions, or laws and can be set out in
code (Beth, 2009).

Vingroup wants to develop to become a

Vision leader in the fields of technology,
industry, and services in the region.

Mission To bring Vietnamese people a better life

Credibility-integrity-creativity-speed-
Core value
quality-humanity.
Figure 1: Vingroup (tuoi tre phap luat, 2019)
Table 1: Vision, mission, and core value of Vingroup (Vingroup, 2019)

• Vision: By pioneering aspirations and investment strategy-sustainable development,

Vingroup strives to become a leading multidisciplinary economic group in Vietnam, with
prestige and position on the world economic map; successfully building a chain of high-
class products and services, contributing to improving the quality of life of Vietnamese
people and raising the status of Vietnamese people in the international arena (Nguyen,
2016). Technology and industry are the two underdeveloped sectors in Vietnam due to
the low level of expertise and the trust of partners for businesses in Vietnam, as well as
Vingroup. Therefore, Vingroup wants to become a pioneer in these fields. In 2018,
Vingroup begins to produce the first smartphones (Vmarts), and electric motorbikes,
electric cars bearing the Vietnamese name. In addition, Vingroup has transferred the
Vinmart franchise to Masan to focus resources to develop the technology and industry
segment to align with the vision that was set from the beginning. Besides, Vingroup is a

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 large company with good finance, so when choosing business segments, it targets heavy
segments and high investment costs.
• Mission:
For the market: providing high-class products and services of international quality and
knowledgeable in the market, which is unique and highly creative. In addition to the
outstanding quality of prices, each service product contains cultural messages to satisfy
customers' legitimate needs.
For shareholders and partners: uphold the spirit of cooperation and development
together; pledged to become the No. 1 partners and shareholders; always increasing
attractive and sustainable investment values.
For employees: building a professional, dynamic, creative, and humane working
environment; facilitate high income and equitable development opportunities for all
employees.
For a society that harmonizes corporate interests, and social interests that contribute
positively to community-oriented activities that demonstrate civic responsibility and
national pride.
• Core value ‘’Credibility – Integrity – Creativity – Speed – Quality – Humanity’’
Vingroup chose six words to describe the core values of the corporation Credibility –
Integrity – Creativity – Speed – Quality – Humanity by Vingroup (Vingroup, 2019).
 Credibility
Vingroup puts the word of trust in the forefront, as a weapon of rivalry, takes the word
of trust as its own honor, and preserves it.
Vingroup is always committed to fully develop its implementation capacity and to ensure
that its commitments to its customers and partners are true and higher; especially
product quality commitments – service and implementation schedule.
 Integrity
Integrity is one of Vingroup's core corporate pillars. They honor the law and uphold the
highest level of professional integrity and social ethics.

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Customers are always valued, Vingroup is customer-cantered and puts the customer's
interests and wishes first; strives to bring customers the finest products the most
complete services.
Vingroup cares sincerely for its customers; knows the service mission and only carries
out the task if necessary.
 Creativity
To establish distinct ideals and distinctive personalities in every product and service
bundle, Vingroup considers creativity as vitality and a lever of evolution.
Vingroup upholds the spirit of daring to dream and to dare; promotes discovery and
development for management and creation of new science, technical and industrial
advances; also, continually enhances and improves product – service efficiency.
Vingroup maintains the "learning business" approach, not afraid of difficulties training,
learning, and "overcoming itself."
 Speed
Vingroup takes "Fast decision – Fast investment, Quick delivery, Quick sales, rapid
change, and adapting" as an identity attribute. Vingroup's guiding principle is "Speed,
productivity in all actions."
Vingroup supports visionary ambition and defines Gloria belongs in time to the
individual. Speed is very critical for Vingroup, but always remembers "Not too fast to be
scrupulous."
 Quality
The goal of Vingroup is to gather elite people to create Elite goods-services; to help all
members develop an elite society and to enjoy elite life.
Within its field of work, each member is an excellent factor to build up a sophisticated
workforce, like Germany and Tai.
Vingroup: The body should be clean, toned with no extra fat like a healthy person. We
"treat the wise guy" and "treat the sand with gold," we are trying to find the right person
and put the right people in the right jobs, but also are prepared to eliminate the wrong
person.
 Humanity

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 Vingroup creates partnerships of goodwill, love, humanity, clients, friends, employees,
investors, and community.
Vingroup also considers workers to be the greatest asset, providing a competent,
diverse, innovative, and humane atmosphere, introducing influential welfare policies,
generating high earnings, and equitable opportunities for growth for all workers.
• Objective
Vingroup's 2020 goal:
- Profit: net revenue from production and business activities is 145,000 billion VND,
profit after tax is about 5,000 billion VND.
- Real estate: - Vinhomes will continue to sell new subdivisions of the three major
projects Vinhomes Ocean Park, Vinhomes Smart City, and Vinhomes Grand Park and
open sales of sub-strata at Vinhomes Wonder Park project in Dan Phuong, Hanoi.
Vinhomes will also start implementing a strategy to develop business segments to create
a steady cash flow for the company, including the development of office leasing systems
and industrial real estate.
- Industry, VinFast, and VinSmart focus on sales in the domestic market.
Compared to the actual profit after-tax payment in 2019, Vingroup reached VND 7,717
billion, but the profit target of 2020 is set to be less than the profit from 2019, probably
due to the impact of the global pandemic in the world, it strongly affects the domestic
and foreign economic situation, affecting the cash flow of many businesses as well as
business activities because of the delay. However, Vingroup is still trying to focus
development on industry groups, technology, and real estate identified in the set vision.

2.1.2 Strategy definition

The strategy is described as an organization's long-term leadership. Considering and
implementing action routes and allocating the resources required to accomplish these
goals, as well as defining long-term priorities and objectives for an undertaking. There
are two advantages to this. Firstly, an organisation's long-term strategy may involve both
deliberate, rational, and gradual strategic trends. Secondly, both strategies that
emphasize disparities and competitiveness and strategies that consider positions of

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 collaboration and even imitation may be included in the longer-term path (Whittington
et al., 2017).

2.1.3 Roles of strategy

Thompson, Strickland, and Gamble (Thompson, Gamble, & Strickland, 2007 ) claim that strategy
plays a significant role in handling business requirements, a path to the competitive advantage,
a game plan to satisfy clients, and boost financial performance, a strategic organization, more
possibly, is a strong bottom-line performer. Successful creation and implementation of the
strategy have an extremely positive impact on sales growth, profits, and return on investment
(Bhasin, 2018).

 Operational Planning System.

Strategies provide the basis for strategies by a changeling and forecasting organizational
decisions. When management techniques are carefully formulated and properly interpreted,
they establish an organizational planning structure that is more reliable. When this coherence
occurs and continues, the organizational resources should be distributed in places where they
are best utilized. Strategies describe both the consumer and the served areas in the business
sector. The usage of resources would be easier when identifying these areas (Bhasin, 2018).

 The clarity in task management.

Strategies concentrate on task management by specifying what tasks should be performed in

order to attain organizational objectives. They explain and define organizational priorities
(Bhasin, 2018).

 Boost the quality of an organization.

Strategies ensure increasing aspects of organizational performance. The principle of productivity

is that within the defined resources the organization will accomplish its goals. To order to
achieve effectiveness, it is not only necessary for resources to be put to the best of their ability,
but also for them to be put to the greatest possible contribution. In addition, strategic

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management will do so, which sets the organization's target in relation to individual resources.
Each of the organization's capital is then used for a duration (Bhasin, 2018).

 The satisfaction of personnel.

Strategies contribute to the productivity of the company by rewarding the workers of the
company. Forms of strategical management in an organization that implements a structured
management process are achieved mostly by established role recommendations, minimizing
role conflicts and uncertainty. Everybody knows how to act as actions are systematized within
the organization, how to relate to the organizational goals, and the knowledge which might be
available. This transparency should offer productivity both internally and also organizationally.
Strategies provide the entire company with all these things that make it really simple (Bhasin,
2018).

For example, on December 18, Vingroup officially announced its withdrawal from the direct
retail segment to focus resources on industry and technology. In particular, the e-commerce site
Adayroi will merge with VinID, the whole system of VinPro electronics stores will be dissolved,
the deadline for completion is December 2016 (Nguoi lao dong, 2019). It can be seen that
Vingroup is very determined to focus on developing technology and industry, these are two
areas that Vingroup also raised in its annual report to the general meeting of shareholders and
set out the working direction for 2020. With a clear goal, Vingroup has begun to adjust human
resources to focus on the development of Vinfast and Vinsmart.

2.2 Implement the macro-environmental audit for the chosen organization by using
PEST/PESTLE framework.

2.2.1 Describes the model

According to Thiele (Thiele, 2018), a PESTEL
framework is a method for evaluating strategic
business strategy, integrating corporate
priorities approaches and programs. A PESTEL
Figure 2: Pestel Diagram (Thiele, 2018)

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review defines and analyzes the key factors of change in the external market climate and
discusses preparations for the introduction of a new product, project, or service. These can be
used in the strategic projects, project plans, campaign strategy, product creation, planning and
analysis reports.

This tool aims to evaluate the outside world from different points of view and provide a full
evaluation when taking into account some concept or strategy, to see if a project is better
placed than its rivals and to react more effectively to changes. Understanding these conditions
minimizes risks and maximizes opportunities. Environmental scanning can help businesses find
business gaps and prevent costly errors or threats, which include political, economic, social,
technological, environmental, legal factors.

2.2.2 PESTEL impact Vingroup

 Economic

In 2019, economic growth was good, labor productivity and quality of growth continued to
improve, macroeconomic stability was solid. GDP growth rate is estimated at 6.8%, achieving
high targets according to the National Assembly's resolution. The scale of GDP increased to
about 266.5 billion USD, an average of 2,778 USD / person (Thoi bao Tai chinh Viet Nam, 2019).

The State Bank of Vietnam has lowered the refinancing interest rate twice from 6% to 4.5% /
year in March and May, the rediscount interest rate from 4% to 3% / year in 2019. In the
context of falling oil prices. strong, weakening consumer demand along with efforts to cut 10%
of electricity prices, Vietnam's inflation is forecast to be below 4% (Tap chi tai chinh, 2020).

The global Covid-19 pandemic had a strong influence on the world economy in general and
Vietnam in particular, making public debt companies, delaying production, unable to deal with
partners to import. whether input, even bankruptcy. 90 million people in Vietnam have lost
their jobs and suspended their businesses. According to Dr. Can and the authors of the BIDV
Training and Research Institute, the disease was controlled in the second quarter but was
negatively affected by the total supply and demand from outside; Vietnam's GDP growth rate
will decrease by 2.58%, reaching 4.07-4.20% in 2020 (Can and BIDV, 2020).

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 ➔ The slow economic growth, as well as the impact of the COVID-19 pandemic, also
affected the operation and finance of Vingroup in 2020 because the business activities
nationwide have not operated stably.
 Society

The population of Vietnam as of 2019 is more than 90 million. A middle class actually exists in
Vietnamese society, accounting for some 13 % of the population of Vietnam, and by 2026, this
class will increase to 26% (World Bank, 2019).

The proportion of people with high incomes of over 10 million a month, accounting for 1/5 of
the population, has a high growth rate of 1.2%/ year. Currently, Vietnamese people are also
interested in Vietnamese domestic products, and they are also interested in travel needs. These
things will help Vingroup to have more potential customers to expand the market. Currently,
Vietnam's education system is growing and providing a potentially abundant human resource, in
addition to a team of human resources from returning international students (World Bank,
2019).

 Political and legal

Vietnam is highly appreciated for its level of political stability, creating a premise for economic
development. In addition, there are preferential policies on taxes and interest rates for
Vietnamese businesses, which operate effectively with respect to real estate investment.
Vingroup will be exempt from tax for 4 years and will receive a preferential tax rate of 10%
within 15 years for its subsidiary Vinfast.

 Technological

This is a factor that helps Vingroup can affirm its position as well as diversify its products
because technology helps Vingroup improve quality, manage everything more easily; however,
all Vietnamese technologies must be imported from abroad that makes it difficult for Vingroup
to buy modern equipment to spend a large amount of money.

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  Environment

Vingroup operates in the field of real estate, the land element plays an important role in the
development of the company. Vietnam is a country with many beautiful and attractive
locations, which will help real estate companies choose fertile business locations. There are
many beautiful and potential locations such as Da Nang, Quang Nam, Binh Thuan, and Nha
Trang.

2.2.3 SWOT analysis

Opportunities: Vingroup has many beautiful locations to choose from for its real estate
business. Tourism demand of the people is increasing day by day, so it is easy to access the
potential customers, the number of tourists to Vietnam also increases.

Threats: There are many domestic and foreign competitors such as FPT, FLC, Sun group, and
Kappell Land, Kumho, and Parkson. The business market is delayed due to the impact of the
COVID pandemic affecting Vingroup's business and production, which will not be profitable to
pay interest.

3 Evaluate and apply the outcomes of an analysis using Porter’s Five Forces model

3.1 Implement the industry audit for the chosen organization

3.1.1 Vingroup’s Five Forces analysis.
 Competitive Rivalry
Vingroup's real estate is segmented at a high level, so this is a new segment, so the
identification of competitors is very small. In order for a company to grow or fail, a high-end real
estate company is determined by factors such as large company size, high capital mobilization
capacity, effective management force, high R&D investment. The product must be of high
quality - comfortable, short project completion time, unique architecture, environmentally
friendly, large market, high-class customers, and prestigious brands.

Currently, Vingroup is leading in the field of high-end real estate business, which has made
Vingroup a high position, and a prestigious brand name for customers and rivals. Competitors in

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Vingroup's high-end real estate segment such as Kappell Land, Kumho, and Parkson, FPT, FLC
are strong financial enterprises, so they compete very strongly with Vingroup, so Vingroup must
improve its service quality, and create a unique brand for the product on the market.

 Threat of new entry

The high-end segment of real estate is a market with a lot of potentials as well as high growth so
there are still many investors who want to invest in this field, especially foreign investors
because they have talent. The firm is strong and experienced in this area, such as Sheldon
Adelson in the Casino chain. High competitiveness with potential competitors.
 Suppliers
In real estate, suppliers are very important in the completion of projects and operations of the
company:

+ Raw material suppliers: Due to the situation of the Covid 19 epidemic causing great economic
losses, all of the current materials are low cost, if Vingroup signed the supply contracts on the
occasion of This will be a great advantage for Vingroup.

+ Financial suppliers: Vietnam's stock exchanges are currently very bleak due to the Covid 19
pandemic, so the ability of financial advances is sharply reduced.

 The threat of substitute products

Because the target customer of Vingroup is high-income customers, and high-end real estate
products that are difficult to have new product lines to replace so the threat of replacement is
very low for Vingroup.

 Buyers
Vingroup's customers are high-income customers, so they will not pay much attention to
finance, what they care about is the quality of service, and they feel satisfied and satisfied with
the product. they bought. Therefore, this has put great pressure on Vingroup in the design,
placement, and quality of raw materials. Buyer power is very high for Vingroup.

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3.1.2 The industry life cycle analysis
Research of the life cycle of the industry is part of an examination of the fundamental stage of a
product at a certain time. Ina business life cycle there are four stages: growth, peak,
contraction, and trough. An analyst can assess a company's position in the process and use it to
forecast potential financial results and predict potential expectations (Chen, 2020).

3.2 Stakeholder analysis

3.2.1 Definition
According to Gerry Johnson (Gerry Johnson, 2017), the perceptions of stakeholders influence
strategic decision-making. Stakeholders are the ones that play a role in the company's future. In
more formal words, stakeholders are those individuals or entities who are dependent on an
entity in order to achieve its own goals. Two forms of parties are concerned:

Internal stakeholders who are specialist units, local officers and production lines or staff at
different hierarchical levels

External stakeholders are the people that do not work directly for a corporation but are affected
in certain respects by the organization's operations and performance. All external stakeholders
are called vendors, investors, and public organizations.

3.2.2 Vingroup’s stakeholder analysis

Internal Stakeholder

 Employees

The key internal stakeholders are the staff. Employees have considerable interest in the
company and resources, and they play a crucial role in the organization's policy, policies, and
operations. Controlled organizations, which form the company's strategy, vision and purpose
taking account of employee perceptions, concerns, and values. Workers have an immense effect
on a company's success. Human activity is one of the organization's most important and
valuable tools (Friedman, 2002).

 Manager

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Managers have a major role in determining the company's strategy and play an active part in
organizational decisions. Managers often take responsibility for decisions and serve as a point of
communication between shareholders, the management board, and the company itself. A
senior research and development manager may have a huge effect on an organization's future
success. Therefore, a business organization's competitiveness, growth, and sustainability
depend on how this community of internal stakeholders is treated. They are responsible for
achieving the organization's goals and objectives (Isaacson, 2011). Mr. Pham Nhat Vuong is the
owner and honorary president from 1993 to 2009, Technocom Co., Ltd., Ukraine. In 1992 he
earned a bachelor’s degree in Geological Economics from the Geological University of Moscow
in Russia. Many leaders have also graduated from world-class universities.

 Owners

Owners who can include shareholders of publicly traded companies are those with significant
stakes in the company. Proprietors are accountable and play a significant role in policy for the
impacts of the organization. Owners also make major choices both internally and externally.

The owners are also significant internal players. They are internal players because they own the
business and have an effect directly on all decisions and ties between the other players and the
business (Roeder, 2013). The owner of this corporation is the billionaire Pham Nhat Vuong.

External stakeholders

 Customers

The original objective of providing goods and services is to satisfy requirements. Knowing and
optimizing business practices to better serve the desires of the core consumer base of an
organization is also an integral part of running a company. Customers are external stakeholders
because they do not engage in business day-to-day activities. Either mediator customers or end
customers may be a customer. Intermediate customers help the company meet its final
customers. Agent, distribution outlets and distributors are included. We produce sales revenue
and their input is important to the creation of new products or the promotion of existing goods.

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Vingroup is always interested in customers’ satisfaction. In the corporate responsibility policies
and plans of Vingroup, consumers are the top priority. This stakeholder group purchases and
uses Vingroup goods and thus directly affects its incomes and outcomes.

 Suppliers

Suppliers and other strategic partnerships are interdependent in which one's success impacts
another's performance. Suppliers are also closely related to organizations as core external
stakeholders. In fact, vendors are important external factors involved in a business enterprise 's
operations. They provide raw materials and other non-human inputs necessary for the
organization's successful activity. Timely payments, deliveries, correspondence, and business
processes are important to maintain a good relationship with this community.

Vingroup is a multidisciplinary corporation so it requires a lot of suppliers, Vingroup

manufactures cars and materials mostly bought from foreign countries.

 Society

A company with social responsibility adopts activities and strategies which mitigate
environmental damage. In order to minimize environmental pollution, as well as dust from
vehicles, Vingroup has produced electric vehicles to reduce the emissions of vehicles that
people deserve to use.

 Government

Governments tax corporations and, therefore, play a significant role in their growth.
Governments can be regarded as primary players that provided the motive of profit.
Governments also have regulatory monitoring to ensure that company representatives comply
appropriately with accounting processes, ethical standards, and legal issues. The government
has a strong impact on Vingroup's activities, on the production or establishment of a subsidiary,
Vingroup's high or low tax payment always depends on the government's policy of supporting
businesses.

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  Creditors

Financial institutions and borrowers who credit the company's organization as stakeholders
include. By enhancing liquidity, they have an important effect on the activity of the company
organization. Business operations will influence creditors by supplying critical funds for business
operations and development for a short term and a long-term period (Cole, 2014). Vingroup's
financial resources invest in projects mostly from company capital, capital mobilized and
borrowed from banks. Therefore, they affect Vingroup's short-term or long-term financial
resources.

 Shareholder

Any of the most prominent shareholders or investors in company activities. Shareholders

contribute their capital within a corporation but may be directly involved or an external
stakeholder in business operations. They also explicitly affect the company's strategic priorities
such as diversification, fusions, and acquisitions (Schibi, 2014). Vingroup's annual profits are
always rising to meet the purpose of shareholders to optimize profits, so Vingroup has created a
stable financial source for investors, helping them trust and continue. Invest in Vingroup.

Customers Owners
Society Government
Shareholder

Suppliers
Creditors
Managers
Employees

Figure 3: Vingroup's stakeholder matrix map

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4 Conclusion
This report is examined the macro-environmental effect and influence on Vingroup and its
policies so that Vingroup clarified the potentialities and risks by using SWOT analysis. The
following analyzes were carried out on the Porter Five Forces model to determine for the
company the competitive powers and benefits of stakeholder research for a certain business
field. Understanding how internal and external stakeholders affect organizational growth and
policy.

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5 Biography
Beth, D., 2009. The Importance Of Vision, Mission And Values. [ebook] Available at:
<http://www.qappd.com/cms/images/cms_images/mission_vision_and_values_beth_deazeley_vision_oct
_2009.pdf> [Accessed 26 July 2020].

Bhasin, H., 2018. What Is The Role Of Strategy In An Organization? 4 Roles Of Strategy. [online]
Marketing91. Available at: <https://www.marketing91.com/role-of-strategy/> [Accessed 1 August 2020].

Can, L. and BIDV, 2020. TTWTO VCCI - (Tin Tức) Đại Dịch Covid-19 Tác Động Mạnh Đến Ngành Kinh
Tế Nào Của Việt Nam?. [online] Trungtamwto.vn. Available at: <http://trungtamwto.vn/chuyen-de/15243-
dai-dich-covid-19-tac-dong-manh-den-nganh-kinh-te-nao-cua-viet-nam> [Accessed 1 August 2020].

Chen, J., 2020. Industry Life Cycle Analysis Definition. [online] Investopedia. Available at:
<https://www.investopedia.com/terms/i/industrylifecycleanalysis.asp#:~:text=Industry%20life%20cycle%20
refers%20to,in%20during%20a%20life%20cycle.> [Accessed 2 August 2020].

Cole, G. A., 2014. Strategic management: theory and practice. New York: s.n.

Friedman, A. a. M. S., 2002. Developing stakeholder theory. TheJournal of Management Studies,

39(1), pp. 1-21.

Gerry Johnson, R. W. K. S. D. A. P. R., 2017. EXPLORING STRATEGY TEXT AND CASES. eleventh ed.
London, New York, Tokyo: s.n.

Nguoi lao dong, 2019. Vingroup Tập Trung Cho Vinfast, Vinsmart. [online] https://nld.com.vn. Available at:
<https://nld.com.vn/kinh-te/vingroup-tap-trung-cho-vinfast-vinsmart-20191218224255633.htm> [Accessed
1 August 2020].

Nguyen, 2016. HOACH DINH CHIEN LUOC CUA TAP DOAN VINGROUP - CTCP. Student. University of
Economics and Law.

Roeder, T., 2013. Managingproject stakeholders: building a foundation to achieve project goal.
s.l.:Hoboken, New Jersey.

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