ASSIGNMENT 2 FRONT SHEET

Qualification BTEC Level 5HND Diploma in Business

Unit number and title Unit 9: Entrepreneurial Venture (5047)

Submission date 24 August 2023 Date Received 1st submission 24 August 2023

Re-submission Date Date Received 2nd submission

Student Name Mai Hong Phuc Student ID GBH210346

Class GBH1108 Assessor name Huynh Thi Hoa

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I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.

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TABLE OF CONTEN

I. INTRODUCTION............................................................................................................................................................. 4

II. BUSINESS SIZE AND IMPACTS ON THE ECONOMY .......................................................................................................... 5

2.2 Definition of micro, small, medium, and large business in EU .......................................................................................... 5

2.3 Definition of micro, small, medium, and large business in US........................................................................................... 5
2.4 Definition of micro, small, medium, and large business in Vietnam ................................................................................. 6
2.5 Examples of Micro Business ............................................................................................................................................... 7
2.6 Example of Small and Medium Business ........................................................................................................................... 8
2.7 Example of large business.................................................................................................................................................. 9
3. APPRAISE IMPACTS OF DIFFERENT BUSINESSES ON DIFFERENT LEVELS (INTERNATIONAL, NATIONAL, REGIONAL, LOCAL) OF THE ECONOMY ........... 10
3.1 Impacts of micro businesses on different levels (international, national, regional, local) of the economy .................... 10
3.2 Impacts of small and medium (SMEs) businesses on different levels (international, national, regional, local) of the
economy................................................................................................................................................................................. 13
4. COMPARE THE DIFFERENCES BETWEEN MICRO, SMES AND LARGE BUSINESS AND THEIR IMPACT ON THE ECONOMY ........................................ 20
4.1 Compare the differences impact on the economy between SMEs and micro business .................................................. 20
4.2 Compare the differences impact on the economy between SMEs and large business ................................................... 21
5. RECOMMENDATION ..................................................................................................................................................................... 22

III. ENHANCING INTRAPRENEURSHIP IN BOTH PUBLIC AND CORPORATE ORGANISATIONS................................................ 24

1. THE DEFINITION OF PUBLIC AND CORPORATE ORGANISATIONS .............................................................................................................. 24

2. THE DEFINITION OF INTRAPRENEURSHIP ........................................................................................................................................... 24
3. THE IMPORTANCE OF INTRAPRENEURSHIP AND THE DIFFERENCES AS WELL AS SIMILARITIES BETWEEN PUBLIC AND CORPORATE INTRAPRENEURSHIP
.................................................................................................................................................................................................... 26
3.1 The importance of intrapreneurship ................................................................................................................................ 26
3.2 the differences as well as similarities between public and corporate intrapreneurship ................................................. 28
3.2.1 similarities between public and corporate intrapreneurship ....................................................................................................... 28
3.2.2 The differences between public and corporate intrapreneurship ............................................................................................... 29
4. BENEFITS OF INTRAPRENEURSHIP AND THE WAY INTRAPRENEURSHIP CONTRIBUTES TO COMPETITIVE ADVANTAGE FOR THE BUSINESS ................. 31
4.1 The way intrapreneurship contributes to competitive advantage for the business ........................................................ 32
5. THE ISSUES FACING INTRAPRENEURS IN PUBLIC SECTOR ORGANIZATIONS AND CORPORATE ORGANIZATIONS .................................................. 34
5.1 The issues facing intrapreneurs in public sector organizations ....................................................................................... 34
5.2 The issues facing intrapreneurs in corporate sector organizations ................................................................................. 35
5.3 The need for developing intrapreneurship in those businesses ....................................................................................... 35
6. RECOMMENDATIONS TO BOTH PUBLIC AND CORPORATE ORGANIZATIONS TO FURTHER NURTURE AND ENHANCE INTRAPRENEURSHIP ................. 36
7. CONCLUSION .............................................................................................................................................................................. 39

REFERENCES .................................................................................................................................................................. 41
Table of figure
Figure 1 - JIDAI by Cerenote Coffee (gocdoday, 2023) _________________________________________________________ 7
Figure 2 - Chuk tea & coffee (CafeF, 2023) __________________________________________________________________ 8
Figure 3 - Starbuck Coffee (Lotte, 2023) ____________________________________________________________________ 9
Figure 4 - Number of Vietnamese enterprises by types _________________________________________________________ 10
Figure 5 - Profitability potential of micro-enterprises (Ministry of Planning and Investment, 2022) _____________________ 11
Figure 6 - Capital structure in Vietnam (Ministry of Planning and Investment, 2022) ________________________________ 17
Figure 7 - Labor force quantity in Vietnam (Ministry of Planning and Investment, 2022) _____________________________ 18
Figure 8 - Revenue of large enterprises in Vietnam (Ministry of Planning and Investment, 2022) _______________________ 19
Figure 9 - Shareholder structure of Vietnam Airlines (Vietnam Airlines, 2021) _____________________________________ 25
Figure 10 - Shareholder structure of Bamboo Airways (Vietnam Airlines, 2021) ____________________________________ 26
I. Introduction
The Vietnam Chamber of Commerce and Industry (VCCI) acts as an influential and representative
organization for the Vietnamese business community and it is also the representative organization for
business associations and employers in Vietnam. Vietnam. VCCI's activities play a role in protecting and
supporting the development of businesses, promoting economic and trade development and cooperation.
Not only that, VCCI also promotes the development of science and technology elements between Vietnam
and other countries on the basis of equality and mutual benefits. As an intern at VCCI, the author is tasked
with conducting a small project aimed at assessing the impact of Small and Medium Enterprises (SMEs) on
the Vietnamese economy. Additionally, this report also explores the significance of entrepreneurial spirit
within both public and private organizations. From this, the author will formulate recommendations to
promote the development of SMEs as well as intrapreneurship within public and corporate enterprises.

II. Business size and impacts on the economy

2.2 Definition of micro, small, medium, and large business in EU
This indicator is measured by the number of employees in the manufacturing sector. A business is defined
as a legal entity that has the power to conduct business on its own, such as entering into contracts, owning
assets, taking legal liabilities, and setting up bank accounts. A business can be a corporation, a semi-
corporation, a nonprofit organization, or an unincorporated business. Businesses can be classified in
different categories according to their size such as Total Balance Sheet, Revenue, Staff headcount.

According to the Europian Commission, a micro-enterprise is an enterprise with a staff headcount of 1 to

10 employees, a monthly turnover of €2 million or less, and a balance sheet total of €2 million or less.
Second, for a small business, this is a business with a staff headcount of 10 to 49 employees. In addition,
the monthly turnover of the small business is greater than 2 million euros and less than or equal to 10 euros
and the balance sheet total is between 2 million euros and 10 million euros. Third, medium enterprises are
enterprises with the number of employees from 51 to less than 250 employees, turnover from 10 million
Euro to 50 million Euro or Balance sheet total from 10 to 43 million Euro. Finally, large enterprises are
those with staff headcount greater than 250, turnover greater than 50 million euros or balance sheet total
greater than 45 million euros (Europian Commission, 2023).

2.3 Definition of micro, small, medium, and large business in US

For micro businesses in the US, the US Small Business Administration (SBA) defines them as businesses
with nine or fewer employees. These are freelancers, small shops, and side hustlers that often operate as
micro businesses, especially when starting out. Because micro businesses operate with limited resources
and are so small, they face unique opportunities and challenges in developing services and products,
attracting potential customers, and deepening their business. enter the target market (Lauckner & Ramirez ,
2022).

A small and medium (SMEs) business in the United States is defined as a business with a limited number
of employees, usually less than 500, and operating independently of larger corporations. Small businesses
are often privately owned and operated and have a single owner or a small group of owners (CFI, 2020).

According to SBA, large enterprises are those with more than 500 employees. The second criterion to define
a large enterprise is a monthly turnover of more than 7 million USD (Gustafson, 2019).

2.4 Definition of micro, small, medium, and large business in Vietnam

Pursuant to Article 5 of Decree 80/2021/ND-CP, the Vietnamese government has set forth criteria for
determining micro, small, medium and large enterprises. First for micro enterprises, for specific fields such
as agriculture, forestry and fishery; industrial and construction sectors; micro-enterprises are enterprises that
employ employees with an average annual social insurance contribution of no more than 10 people and a
total annual revenue of not more than VND 3 billion or a year's total capital of not more than VND 3 billion.
Microenterprises in the field of commerce and services employing an average of no more than 10 people a
year participating in social insurance and a total annual revenue of not more than VND 10 billion or a year's
total capital of no more than 3 billion VND (The library of law, 2023).

Next, Small businesses in the fields of agriculture, forestry and fishery; The industry and construction sector
employs an average of not more than 100 employees a year participating in social insurance and the total
annual revenue is not more than 50 billion VND or the total capital of the year is not more than 20 billion
VND, but not must be a micro-enterprise according to regulations. Small enterprises in the field of
commerce and services employing employees with an average annual social insurance participation of no
more than 50 people and a total annual turnover of not more than VND 100 billion or a year's total capital
not exceeding VND 50 billion (The library of law, 2023).

For medium enterprises, Decree 80/2021/ND-CP also has regulations for each specific field. First, in the
agricultural, forestry and fishery sectors, in the industrial sector, a medium-sized enterprise is an enterprise
with less than 200 employees. In addition, the average number of employees participating in social insurance
per year is not more than 200 people and the total revenue of the year is not more than 200 billion VND or
the total capital of the year is not more than 100 billion VND, but not micro business, small business. In the
field of trade and services, medium-sized enterprises in the field of commerce and services employ
employees with an average annual social insurance participation of no more than 100 people and a total
annual turnover of not more than VND 300 billion or the total capital of the year is not more than 100 billion
dong, but not for micro enterprises, small enterprises (The library of law, 2023).

For large enterprises, the criteria to define a large enterprise are number of employees, total revenue or
capital. Specifically for the fields of agriculture, forestry and fishery; In the field of industry and
construction, an enterprise with 201 people or more and a total annual turnover of over VND 200 billion or
a year's total capital of over VND 100 billion shall be considered a large enterprise. In the field of commerce
and services, enterprises have an average annual number of employees participating in social insurance of
101 or more and a total annual turnover of over 300 billion VND or a year's total capital of over 100 billion
VND (thuvienphapluat, 2022).

2.5 Examples of Micro Business

Figure 1 - JIDAI by Cerenote Coffee (gocdoday, 2023)

For micro business, Jidai by Cerenote Coffee is a coffee shop located at 20 lane 165 Cau Giay street, Cau
Giay district, Hanoi, this is a cafe built in Japanese Garden style. Inside Jidai has two floors with a large
floor area, with a minimalist design, using light wood and gray tones. The spiral staircase to the 2nd floor
opens up to many different sitting positions, suitable for working and studying in groups. The light in the
restaurant is quite bright, using a lot of natural light from the two side windows. Jidai is an ideal place to
meet the needs of studying, working as well as relieving stress because of the space it offers. According to
a survey for Mr. Pham Anh Duong - owner of Jidai by Cerenote Coffee, he shared that he spent 2 billion to
invest in facilities, buy specialized equipment for coffee and decorate. On average, Jidai has 50-100
customers a day with revenue from 90 to 180 million VND/month and from 1.2 to 2.16 billion VND a year
with prices ranging from 45 to 60,000 VND a cup of coffee or tea, Jidai has 8 full-time employees.

2.6 Example of Small and Medium Business

Figure 2 - Chuk tea & coffee (CafeF, 2023)

For medium enterprises, Chuk tea & coffee, originally named Chuk Chuk, is a coffee chain founded by
Kido Group, Chuk Chuk was born in the Gen Z era. Chuk Chuk is proud to be one of the leading food
brands. A pioneering drink with bold, modern and international character. With brand design and colors that
make "love at first sight" in all visual stories, Chuk Chuk creates a "lifestyle" space to spread creative
inspiration and positive energy. pole to everyone (chukteacoffee, 2021). Chuk Chuk offers specially crafted
Tea, Ice Cream and Coffee dishes with ingredients created by a team of dedicated baristas. Chuk Chuk is
proud to bring customers not only a taste full of experience, but also enjoy a proud story about Vietnamese
culture and people. Chuk Chuk has a charter capital of about 100 billion with 61 percent of shares coming
from Kido group (MarketTimes, 2023). Chuk Chuk currently has 50 stores with 10 stores in Hanoi city;
however, most of Chuk Chuk's stores are kiosk stores, mainly serving take-away. Not only that, Chuk Chuk
currently has about 180 employees at facilities across the country. In 2022, Chuk Chuk's revenue is 180
billion VND (MarketTimes, 2023). The figures on revenue as well as on human resources and investment
capital show that Chuk Chuk is a tea and coffee chain that belongs to small and medium enterprises.

2.7 Example of large business

Figure 3 - Starbuck Coffee (Lotte, 2023)

Starbucks is a coffee chain and the leading coffee brand in the world. The first Starbucks coffee shop was
established in 1971 at Pike Place Market - the historic market of Seattle. From a small store, Starbucks has
provided the world's most delicious premium coffee beans. The name Starbucks was inspired by the story
of the whale Moby Dick, evoking the romance of the seas & the seafaring traditions of the early coffee
merchants. The beverage brand from the United States opened its first store in Vietnam in February 2013,
in the luxurious campus of the New World Hotel in the heart of Ho Chi Minh City. Up to now, after nearly
10 years of presence in Vietnam, as of June 2022, Starbucks has 78 stores in Vietnam, making it one of the
coffee brands with the largest number of stores. However, this number is still quite modest compared to
competitors such as Highlands Coffee with 478 stores, Trung Nguyen with 454 stores and The Coffee House
with 156 stores (Nga, 2022). According to Starbuck's annual report in 2022, Starbuck's revenue reached $23
billion and Starbuck's total capital in 2022 was $28 billion. Besides, the number of Starbuck's employees
worldwide is 402,000 people, based on both Vietnamese and American laws, Starbucks is a large enterprise
(Starbuck, 2022).

3. Appraise impacts of different businesses on different levels (international, national,

regional, local) of the economy
3.1 Impacts of micro businesses on different levels (international, national, regional, local) of the
economy

Figure 4 - Number of Vietnamese enterprises by types

In Vietnam, the number of enterprises in Vietnam is about 857,500 thousand, more than 750 thousand of
which are private enterprises. About 98% of all businesses in Vietnam are classified as small and medium-
sized enterprises, according to the results of the General Economic Census of Vietnam (GSO) 2017. A
significant portion of the economy. In Vietnam, 75% of SMEs are classified as micro enterprises (such as
small restaurants and agribusinesses). Of which more than 96% are small and micro enterprises, 2% are
medium sized enterprises and only 2% are large enterprises. From there, it shows that micro enterprises play
a role as one of the large enterprises in the Vietnamese economy (Tuan, 2020). However, despite having a
large number and accounting for the majority, micro enterprises are being considered as businesses with
poor survival and vulnerability as well as dissolution by external influences. According to Mr. Nguyen Van
Than - Chairman of the Association of Small and Medium Enterprises, small businesses are vulnerable due
to difficulties in capital, production and business premises, technology, management and administration
skills. This shows that although there are a large number of enterprises, accounting for most of the total
number of enterprises in Vietnam, small and medium enterprises have not been able to realize their full
potential (National Institute for Finance, 2019).

Figure 5 - Profitability potential of micro-enterprises (Ministry of Planning and Investment, 2022)

Microenterprises are important because they play a role as the backbone of the local economy. They provide
jobs and generate profits as well as attract investment for development into the local economy. The income-
generating opportunities they provide often improve the quality of life for low-income groups. The success
of a local microenterprise, especially in a suburban, rural area, is critical to growth and progress (Taib,
2023). Jidai by cerenote is one of the micro enterprises, it together with other micro enterprises contribute
to generate income for Cau Giay district. It promotes the growth of the regional economy as well as
contributes to the GDP of the country. Not only for the economy, but it also helps create job opportunities
for more than 20 percent of local workers as well as reduce unemployment (Ministry of Planning and
Investment, 2022).

Example, Jidai contributes to the average annual GDP of the locality in Cau Giay district and Hanoi city
with 1.2 to 2.16 billion VND. In terms of employment, as a micro-enterprise, Jidai has a limited number of
employees, but they also played a small part in ensuring jobs for nearly a dozen unskilled workers; basically
meet the needs of part-time jobs for subjects such as students as well as workers in the field of bartending.
According to a survey by the owner of Jidai by cerenote, Pham Anh Duong said that in addition to 8 full-
time employees with social insurance, Jidai also has about 30 part-time employees who are students with a
time period. Time is allocated flexibly throughout the week. According to the General Statistics Office, the
GPD in Hanoi is 1,196 billion VND, of which the service industry accounts for 63.22% (Anh, 2023). In
terms of economic aspect, Jidai contributes about 0.001 percent to the GDP. GDP of the whole Cau Giay
district and Hanoi city. This shows that Jidai has very little influence on the economy of Hanoi city. The
cause of the constraint on the economy is the small size and characteristics of microenterprises, so Jidai
cannot contribute much to the regional economy unless they develop and expand their scale. In addition,
the whole city of Hanoi has 4 million workers working in the whole city. For Jidai, the total number of part-
time and full-time employees of Jidai falls to about 38 people. As for the city's workforce, Jidai contributes
a very small fraction of only 0.002 percent of the total. Therefore, Jidai does not have a great influence on
the process of creating jobs for workers in Hanoi city due to limitations in the size and type of business
activities. This shows that in both economic and employment aspects, a micro-enterprise like Jidai cannot
have a strong impact on the economy of Hanoi city.

Despite playing an important role and having a large number, the contribution of micro enterprises to the
national economy is still limited. According to the White Book, microenterprises contribute only 12 percent
of Vietnam's GDP and are the lowest contributor to GDP in the 2016-2020. From there, it shows that micro
enterprises have not played a big role in the country's economy because of the vulnerabilities from external
shocks as well as the lack of effective management and administration regulations. (Ministry of Planning
and Investment, 2022). According to the Vietnam White Book, the whole country has 857,551 enterprises,
but only 684,260 enterprises have business results. This shows that 173,291 enterprises in Vietnam are
operating but at a loss or about to go bankrupt, of which 90 percent are micro enterprises. This shows that
micro-enterprises, although having a large coverage and satisfying the process of reducing unemployment
and providing jobs and contributing to the locality but its contributions to the overall economy of Vietnam
are not effective. Most micro businesses are struggling to survive, and every day hundreds of micro
businesses are opening and dying. This shows that the contribution to the national economy of micro
enterprises is limited (Ministry of Planning and Investment, 2022).

For international economy Mr. Ramesh Subramaniam - ADB's General Manager for Southeast Asia said
that micro and small and medium enterprises play a large role in economic development in Southeast Asia.
In parts of Southeast Asia, micro, small and medium enterprises are an indispensable link in the formation
of a strong economy, which is the main factor that governs the local economy in the region. Micro, medium
and small enterprises account for 97% of the total number of businesses in the region, provide jobs for about
two thirds of the total workforce and account for about 40% of gross domestic product. Among them, up to
80% of micro enterprises operate in towns or in rural, remote and isolated areas and provide local
communities with essential products and services, especially in creating jobs for women, the low-income or
the poor and the unemployed (Đức, 2022). Mr. Yasuyuki Sawada - Chief Economist of the Asian
Development Bank (ADB) shared that micro-enterprises as well as small and medium-sized enterprises are
key business types for Southeast Asia as well as other countries. of the region (Nhiên, 2022). Therefore,
developing and supporting micro enterprises, especially in applying technology and participating in global
supply chains will contribute to inclusive economic growth and support recovery efforts from COVID-19
in Southeast Asia. Microenterprises provide income and employment to a significant proportion of workers
in rural and urban areas by producing basic goods and services for a rapidly growing population, according
to the study. They account for more than 60% of all businesses in the world and account for up to 20% of
paid employment. Microenterprises also contribute about 5-10 percent of global GDP. This number is
somewhat limited, reflecting the small influence of microenterprises on the world economy. The biggest
impact that it brings to the world is to solve the problem of unemployment and provide jobs for low-income
workers. Microenterprises help reduce unemployment for workers around the world (OECD, 2017).

3.2 Impacts of small and medium (SMEs) businesses on different levels (international, national,
regional, local) of the economy
Small and medium enterprises are the type of enterprises that have the most coverage and account for
Vietnam. Unlike micro enterprises, small and medium enterprises have a large impact on the workforce and
make great contributions to the national and regional economy. According to the Vietnam Association of
Small and Medium Enterprises and the Vietnamese White Book, out of 857.551 registered businesses,
excluding micro enterprises, small and medium enterprises account for 96.7 percent of the total number of
enterprises in Vietnam. SMEs are considered as one of the core and potential factors in the process of
business promotion as well as economic development. As for the regional economy, Small and medium-
sized enterprises help promote innovation as well as contribute to improving local lives. A locality is
considered to be developed based not only on GDP coming from large enterprises but also from SMEs. On
average, each small and medium-sized enterprise will provide jobs for 100-200 people, thereby reducing
the local unemployment pressure (Ministry of Planning and Investment, 2022). According to the report of
the Association of Small and Medium Enterprises of Hanoi in the 6th Congress of Deputies, term 2023-
2028, it is shown that there are 360,000 people in Hanoi capital with an average of 37 people/enterprise. In
which small and medium enterprises account for 97.2 percent of enterprises in Hanoi, these small and
medium enterprises contribute more than 45% of GDP to Hanoi, creating jobs for more than 50% of
employees (Long, 2022). This shows that SMEs have a larger influence on the local economy than micro
enterprises.

For example, Chuk chuk is an SME business in Vietnam with more than 50 stores distributed across the
country. Chuk Chuk has 10 stores in Hanoi city with about 30 employees with monthly revenue of about 6
billion VND. Chuk Chuk operates mainly in Ho Chi Minh City and major cities in the South with 35 stores
and about 120 employees in Ho Chi Minh City. For the financial factor, Chuk Chuk has a relatively small
contribution to the GDP of Hanoi and Ho Chi Minh City. Although, Chuk Chuk earns 120 billion a year,
but for an individual area, a city, it plays a very small role. GDP of Ho Chi Minh City in 2022 will reach
1,479 billion VND, about 200 billion VND higher than Hanoi city (Thái, 2023). The total GDP of Hanoi
and Ho Chi Minh City is about VND 2.6 trillion, Chuk Chuk's annual revenue can only contribute about
0.04 percent to the GDP of Hanoi and Ho Chi Minh City. This shows that Chuk Chuk's small influence on
the economy of the particular region is Hanoi and Ho Chi Minh City. Coming to the aspect of human
resources, according to statistics of the Department of Labor - Invalids - Social Affairs of Ho Chi Minh
City, there are about 2.49 million workers in the city (Ngân, 2023). Chuk Chuk has 30 employees in Hanoi
city and 120 employees in Ho Chi Minh City. Chuk Chuk's influence on the labor sector is very small from
the perspective of a single SME. This shows that in both economy and human resources, Chuk Chuk does
not have much influence as well as Chuk Chuk's contribution to the economy as well as the process of
creating jobs for employees is insignificant.

Not only affects the local economy, but small and medium enterprises also affect the national economy.
Mac Quoc Anh, Director of the Institute of Economics and Business Development, said that in recent years,
after the recovery of the Covid-19 pandemic, small and medium enterprises have been developing strongly
from the past few years. advantages for the post-pandemic business environment. SME enterprises account
for 96.7% of the total number of enterprises in the country, along with the growth in both the number, the
scale of operations and the internal resources of the SME sector, which has a great impact, contributing to
an important part in the socio-economic development and international integration process of Vietnam
(Long, 2022). According to statistics of the Institute of Economics and Business Development, every year,
SMEs contribute about 40% of GDP compared to the total GDP of Vietnam, 30% of the state budget. In
addition, small and medium enterprises also contribute 33% of industrial output value, 30% of export value,
and attract and create job opportunities for more than 40% of the total 14 million employees (Long, 2022).
Although they do not have the ability to influence and contribute as strongly to the country's economy as
large enterprises, small and medium enterprises play a role as a factor to help stabilize the economy of
Vietnam as well as support for large businesses.

For example, Chuk Chuk is an SME business that has an impact on the economy as well as the labor base
of Vietnam. According to the World Bank, Vietnam's GDP in 2020 will reach VND 9.5 million billion.
Compare that to Chuk Chuk's annual revenue of about 120 million VND; therefore, Chuk Chuk is only able
to contribute about 0.00000013 percent of Vietnam's GDP (World Bank, 2023). This shows that for an SME
like Chuk Chuk, its effects on the Vietnamese economy are extremely small. Chuk Chuk alone cannot have
an impact on national GDP, but must be aggregated from all SMEs in Vietnam. In addition, according to
Vietnamese White Book, Vietnam has a total of 14 million employees working in enterprises from micro to
large (Ministry of Planning and Investment, 2022). Chuk Chuk has 180 full-time employees with labor
insurance across 50 store systems. In fact, Chuk Chuk only contributes to job creation for a small number
of workers. Enterprises cannot make a great contribution to the Vietnamese labor force in general.

For international, according to the Asia-Pacific Economic Cooperation (APEC) data, SMEs account for
more than 97% of all businesses and employ more than half of the workforce in the Asia-Pacific region.
These enterprises contribute significantly to economic growth with GDP contribution proportions ranging
from 40% in most economies in the Asia-Pacific region (Hương, 2023). Small and medium enterprises have
a large number in the Asia-Pacific region, they play an important role in the economy by creating jobs for
workers, reducing unemployment. Not only that, small and medium enterprises also have a role in the
process of poverty reduction, economic empowerment, export growth as well as promoting regional
economic development (Hương, 2023). However, small and medium enterprises account for only 35% of
direct exports. It shows that SMEs still have limitations and have not really been internationalized and
provide privileges when participating in global value chains.

According to the World Bank, SMEs make up the majority of businesses worldwide and make an important
contribution to job creation and global economic development. SMEs represent about 90% of businesses in
the world and contribute to the creation of more than 50% of jobs worldwide. Small and medium enterprises
officially contribute up to 40% of national income (GDP) in emerging economies (The World Bank, 2023).
According to statistics of the International Labor Organization, economic regions and countries have
developed strongly, small and medium enterprises contribute more than 40% of GDP and some global
estimates put this number up to 70%. This contribution varies across sectors and is particularly high in the
service sector, where SMEs account for 60% or more of GDP in most developed countries (International
Labour Organization, 2019). This shows that small and medium enterprises are one of the two types that
have a great impact on the world economy. According to the International Federation of Accountants, small
and medium enterprises contribute to innovation as well as promote economic development and business
environment, but also in the process of shaping the global economy (Arnold, 2019).

3.3 Impacts of large businesses on different levels (international, national, regional, local) of the
economy

Large enterprises are the type of businesses that have the most impact on employment size and make a
strong contribution to the Vietnamese economy. Large enterprises are small in number but they bring great
impact and influence to the Vietnamese economy. In Vietnam, there are 18,004 large enterprises accounting
for only about 2 percent of the total number of 857,551 enterprises in Vietnam. For the regional economy,
big business has a huge impact on the local economy. In Ho Chi Minh City, for example, large enterprises
contribute more than 85 percent of the GDP of Ho Chi Minh City as a whole (Ministry of Planning and
Investment, 2022). Not only that, large enterprises also make great contributions in the process of creating
jobs for employees. Unlike micro enterprises and SMEs, large enterprises are not limited in terms of
personnel and a large enterprise can create job opportunities for thousands of employees. Large enterprise
is a measure to determine the economic development of a locality (Ministry of Planning and Investment,
2022).
 Figure 6 - Capital structure in Vietnam (Ministry of Planning and Investment, 2022)
For the national economy, large enterprises have a limited number but it is a factor to attract investment as
well as contribute a large part to Vietnam's GDP. As of December 31, 2020, large-scale enterprises have
18,000 enterprises, accounting for 2.6% of the total number of enterprises in the country, but the most
attracted capital for production and business is 33.2 million billion VND, accounting for 68.2% of the capital
of the entire enterprise. In addition, large enterprises contribute to 80 percent of GDP for Vietnam (Ministry
of Planning and Investment, 2022). A large enterprise has the ability to cover losses for hundreds of small
and medium enterprises. Not only does it affect the economy, but it also greatly affects the employment of
workers. According to Vietnamese White Book, large enterprises create jobs for more than 9.4 million
workers out of a total of 14 million Vietnamese workers (Ministry of Planning and Investment, 2022). This
shows that although large enterprises are small in number, they are a significant contributor and key to the
national economy.

Starbucks is an American business with 18,253 locations and stores around the world as well as 87 locations
in Viet Nam and 402,000 employees with 1000 Vietnamese employees full-time and about 2000 part-time
employees. Starbucks not only contributes to the GDP of the US but also contributes to the GDP of Vietnam
and ensures the jobs of Vietnamese workers. In 2021, Starbucks earned VND 555 billion in business, much
higher than for larger coffee chains such as The coffee house (CafeF, 2022). This only shows that Starbucks
makes a great contribution to the development of localities in Vietnam when making a small contribution
in the process of attracting foreign visitors and contributing to Vietnam's annual tax.
 Figure 7 - Labor force quantity in Vietnam (Ministry of Planning and Investment, 2022)
For international economy, Large enterprises account for 3 percent of all businesses, but they are
responsible for more than half of the total number of employees in the Asia-Pacific region. Not only that,
large enterprises contribute significantly to economic growth with a share of 60 percent of GDP in most
economies in the Asia-Pacific region (Hương, 2023). Unlike small and medium enterprises, large enterprises
account for 70 percent of direct exports. Although large enterprises are small in number, they bring great
impacts to the economy of the region. Small and medium enterprises are considered as a factor to help
balance the economy, while large enterprises are considered the mainstay of the regional economy. Not only
the economic effects, but large enterprises have positive effects on the workforce in the ASEAN and Asia-
Pacific region. It contributes to more than 50 percent of jobs for workers, ensures stable income as well as
meets and raises living standards (International Labour Organization, 2019).
 Figure 8 - Revenue of large enterprises in Vietnam (Ministry of Planning and Investment, 2022)
Large enterprises have a great influence on the world economy, even the smallest impacts on large
enterprises will also contribute to the effects. According to the World Bank, in 2021 global GDP will reach
96.51 trillion USD, of which large enterprises in the world account for 60 percent of global GDP (Ciani, et
al., 2020). This shows that big business has a big impact on the world economy. Not only that, large
businesses also have an impact on the size of employment of active people around the world. For example,
Google is a global company with many branches around the world including Vietnam. According to data
from Alphabet - Google's parent company, by 2022, Google has created job opportunities for more than
190,000 workers worldwide (Alphabet, 2022). Not only that, Starbucks also creates jobs for 402,000
workers around the world (Starbuck, 2022). This shows that a large enterprise can create jobs for hundreds
of thousands of people around the world. This reinforces the massive impact and influence of big business
not only on the economy but also on the global workforce.

Example: For the world economy, Starbuck's revenue in 2022 is up to 23 billion USD with nearly 200
stores around the world with 402,000 employees. According to The World Bank, the world GDP in 2022
will reach 100 trillion USD (The world bank, 2023). Starbucks has contributed about 23 billion USD to the
world GDP and is one of the businesses that have a great influence on the world economy (Starbuck, 2022).
In the world, about 3 percent of businesses are large enterprises, of which Starbucks is one of the few large
enterprises that have a great influence on the global economy. Starbucks' contributions to the world economy
is one of the proofs that big business influences global development. Not only that, only Starbuck, the
business has created job opportunities for more than 402,000 workers in the world and contributed 0.02
percent of the global workforce with 3.3 billion people. Starbucks provides jobs and income for nearly half
a million people thereby contributing to the reduction of unemployment in society. The influence of
Starbucks and large enterprises acts as an economic pillar and a factor to promote and balance the economy.

4. Compare the differences between micro, SMEs and large business and their impact on the
economy
4.1 Compare the differences impact on the economy between SMEs and micro business
Micro, small and medium enterprises are the largest proportion of enterprises in the world, an estimated 97
percent of the world's businesses are micro, medium and small and about 3 percent are large enterprise. In
Vietnam, out of 684,260/857,551 enterprises operating with business results, there are 666,256 enterprises
belonging to micro enterprises and SMEs (Ministry of Planning and Investment, 2022). However, these two
types of businesses are different in size as well as their impact on the economy. In terms of size,
microenterprises have from 1 to 10 employees and a capital of not more than 20 billion VND and a turnover
of not more than 50 billion VND per year. For SMEs, they have from 11 to 200 employees with a capital of
no more than 100 billion VND as well as an annual turnover of not more than 200 billion VND. For example,
Jidai has only 8 employees with an investment capital of 2 billion VND as well as annual revenue of 1.2
billion VND to 2 billion VND; Compared to Chuk tea & coffee, Chuk has a scale of up to 180 employees
with a capital of 100 billion VND. This shows that microenterprises and SMEs have a big difference in
terms of size as well as investment capital. In addition, microenterprises have a relatively small impact on
national and regional economies. Despite their large number, their impact on the economy is limited because
microenterprises are vulnerable and prone to bankruptcy. Unlike micro enterprises, SMEs have a stronger
impact on the national economy with 40 percent of GDP while micro enterprises are only 12 percent of
GDP. With regard to regional and global influences, micro-enterprises, although large in number, have not
shown the same great impact on the regional economy as small and medium-sized enterprises.
Microenterprises contribute about 5 percent of GDP to global GDP, and SMEs contribute about 50 percent
of global GDP (The World Bank, 2023). Compared to Jidai, Jidai has 8 full-time employees with labor
insurance and about 30 part-time employees. Jidai's contribution to the regional economy is small and
insignificant compared to an SME like Chuk Chuk. Jidai contributes 0.001 percent to the region's GDP
while Chuk Chuk contributes 0.04 percent to the GDP of Hanoi and Ho Chi Minh City. Chuk Chuk's
influence on the regional economy is 40 times greater than Jidai's. For the national economy, Jidai's
contribution to the Vietnamese economy is still limited. In fact, the influence of SMEs on the national
economy and workforce is many times greater than that of micro enterprises.

4.2 Compare the differences impact on the economy between SMEs and large business
Large enterprise is the type of enterprise with the largest scale in terms of capital as well as revenue and
employees among the three types of businesses that are Micro, SMEs and Large. The first difference
between SMEs and large enterprises is in size and quantity. Small and medium enterprises are enterprises
with 10 to 200 employees and capital not exceeding 100 billion VND and turnover not exceeding 200 billion
VND. Meanwhile, large enterprises require a minimum of 200 and have no limit on employees, besides,
large enterprises have no limits on revenue as well as capital. In the world and in Vietnam, large enterprises
account for only about 3 percent of enterprises in the world, while the total number of micro enterprises and
SMEs in the world account for 97 percent. Although it has the smallest number of business types, its effects
on the economy as well as on the labor force are the largest, so it differs greatly for the type of SMEs. As
for the contribution to the national economy, SMEs contribute up to 30 percent of Vietnam's GDP while
large enterprises contribute 80 percent of Vietnam's GDP (Ministry of Planning and Investment, 2022). It
shows that although SMEs have a larger number in the total number of Vietnamese enterprises than large
enterprises, their contribution to the Vietnamese economy is only one third that of large enterprises. In
addition, in terms of employment, SMEs have less influence when compared to large enterprises. The
average SME employs 40 percent of the 14 million workers in Vietnam, but the Large enterprise has the
potential to create 60 percent of the 14 million jobs in Vietnam.

For example, Chuk Chuk has a total of more than 180 employees working at branches while Starbuck
Vietnam has up to 1000 employees working at branches in Vietnam. This shows that a large enterprise has
the ability to affect the labor force as well as the economy 10 times more than a SME. Not only creating
value in the country, but large enterprises also create a great influence on the world economy. The total
GDP of the whole world is 96.51 trillion USD, of which 60 percent of GDP comes from large enterprises
and the remaining 40 percent consists of SMEs and micro enterprises. This is also proof that large
enterprises, although much smaller in number than micro, medium and small enterprises, have a significant
impact on the global economy as well as on the world workforce. Compared with Starbuck, the number of
employees of Starbuck at 402,000 employees is 3350 times higher than Chuk Chuk with 120 employees.
This shows that a large enterprise like Starbuck has a much larger impact than an SME like Chuk Chuk.
Therefore, Starbucks has a greater influence on the process of creating job opportunities for employees than
Chuk Chuk. This shows that the characteristics of enterprise size play an important role in its influence on
human resources in Vietnam as well as in the world. As for the financial aspect, Starbuck operates in
Vietnam with 78 establishments, revenue in 2021 reaching VND 555 million while Chuk Chuk averages
annual revenue of around VND 120 million (CafeF, 2022). This shows that Starbucks contributes more to
Vietnam's GDP and economy than Chuk Chuk.

5. Recommendation
For micro enterprises

Microenterprises are the most vulnerable as well as the most vulnerable to external influences. This is the
type that accounts for the largest number in the economy of Vietnam and other countries in the world. For
example, according to the 2022 study, the number of microenterprises in the UK reached 5.2 million,
accounting for 95 per cent of all businesses in the UK (Hutton, 2022) . In Vietnam, there are 478,601 micro
enterprises (Ministry of Planning and Investment, 2022). The figures show that microenterprises are a
potential type for the development of the economy thanks to their mass. In order to help micro enterprises
realize their potential, thereby promoting development, the government will have to have promotion
strategies. First, the government will have to have programs to promote startups in Vietnam such as
supporting low-interest loans and providing capital to promote startups in Vietnam. Next, the government
must have the support for entrepreneurs starting business methods of corporate governance. This helps
micro enterprises get the knowledge to be able to manage and operate the business. Finally, the government
should have programs to support access to new technologies for micro enterprises. Access to technology for
microenterprises will make it easier for them to keep up with change and integrate technology into their
business processes and grow and scale. On the other hand, on the side of micro enterprises, Jidai must
also have technology applications in the process of employee management as well as business management.
In addition, Jidai should also promote advertising and marketing content on platforms such as through Jidai's
fanpage on facebook, personal page on Instagram to attract customers, thereby developing and expanding
the scale of the business.

For SMEs enterprises

SMEs play an important role in the economy after large enterprises. In order to contribute to promoting the
development of SMEs, the Vietnamese government and enterprises themselves must have methods. From
the government side, the government should have financial support packages with preferential interest
rates, to overcome the biggest weakness of SMEs, which is capital. In addition, the government needs to
ease administrative procedures, such as business registration and tax declaration, to simplify factors to
promote startups and business development. Moreover, the government needs to design sustainable
solutions, creating conditions for small and medium-sized enterprises to have playgrounds to connect
internationally so that SMEs can not only do domestic business but have the ability to cooperate with other
businesses. international industry. This will be a motivating factor for businesses to have the opportunity to
develop and expand business markets. For SMEs, Chuk tea & coffee (Chuk Chuk) needs to apply digital
transformation programs in the process of chain management as well as setting up timekeeping and
personnel management. Not only that, Chuk Chuk should have marketing strategies through social media.
Finally, Chuk Chuk should have product improvements and additions to meet the changing consumption
trends of customers instead of just focusing on coffee.

For large enterprises

For large enterprises, these are the pillars for the country, especially developing countries like Vietnam. The
problem that large enterprises in Vietnam are facing is that they cannot access and participate in the
international market. Currently, only Vingroup is able to access the international market and is interested
by investors. Specifically, on August 15, 2023, Vinfast - a subsidiary of Vingroup was officially listed on
the Nasdaq stock exchange of the US with the stock code VFS at 19.22 USD/share (Lien, 2023). Marked as
the first Vietnamese enterprise listed on a foreign stock exchange, especially in a country with the world's
Top 1 economy. The government should have international business promotion programs between large
enterprises and corporations in Vietnam and businesses and countries around the world. In addition, the
government should have programs to support businesses to access regional markets such as through APEC,
ASEAN, etc. On the side of large enterprises, Starbucks is a global coffee brand with many branches
around the world, but in Vietnam there are still many large enterprises that are having problems accessing
the international market. Therefore, large enterprises in Vietnam need to invest in facilities, offices or
factories in international markets; starting from countries in central Asia or Southeast Asia such as
Vinamilk's dairy farm in Laos or FPT Softwave's Japanese branch in Japan.
III. Enhancing intrapreneurship in both public and corporate organisations
1. The definition of public and corporate organisations
A public organization is an organization owned by the State. These are state agencies, state-owned
enterprises, public schools and hospitals, political, social, mass organizations, professions, etc. A public
organization is an organization that creates public products and services - products and services that users
do not have to compete with and exclude each other for the right to use (Vietnambiz, 2019).

The corporate organizations are the part of the economy that is run by individuals and companies for profit
and is not state controlled. Therefore, it is all for-profit businesses that are not owned or operated by the
government. Corporate organizations are parts of the national economy that are owned, controlled and
managed by private individuals or businesses. Corporate organizations have the goal of making money and
are more labor-intensive than public organisations. A corporate organization is created by establishing a
new business or privatizing a Public organisation (Investopedia, 2023).

2. The definition of intrapreneurship

The term "intrapreneurship" refers to a system that enables employees to act as entrepreneurs within a
company or another organization. Intrapreneurs are proactive, dynamic individuals with a goal-oriented
mindset, actively pursuing innovative products or services. An intrapreneur understands that failure is not
as costly as it is for an entrepreneur, as the organization bears the losses incurred from failure.
Intrapreneurship creates a business environment by allowing employees to leverage their business skills for
the benefit of both the company and themselves. It grants employees the freedom to experiment, as well as
the potential for development within an organization. Intrapreneurship promotes autonomy and
independence while striving to find the best solutions (Kenton, 2022).

Public intrapreneurship refers to the practice of fostering intrapreneurial and innovative initiatives within
the framework of government organizations or public-sector institutions. It encourages employees within
these organizations to think and act like intrapreneurs, generating new, developing innovative projects, and
implementing novel solutions to address societal challenges and improve public services. Public
intrapreneurship must also have knowledge and understanding of political influences.

Example, Vietnam airlines is the first airline company and the one that paved the way for the aviation
industry 2015 marked a major turning point for Vietnam Airlines when it officially transformed its operating
model into a joint stock company, through which the close relationship with shareholders was strongly
demonstrated and played an important role in the success of the company. sustainable development of
Vietnam Airlines. Vietnam Airlines is a public enterprise with the majority of capital and shares owned by
the State of Vietnam. Shares of Vietnam Airlines have 94.4 percent shares belonging to the State of Vietnam
with two main shareholders, the State Capital Investment Corporation and the State Capital Management
Committee at Enterprises (Vietnam Airlines, 2021). According to Vietnamese law, an enterprise with 50
percent or more of state-owned capital belongs to the public sector (Thuvienphapluat, 2023).

Figure 9 - Shareholder structure of Vietnam Airlines (Vietnam Airlines, 2021)

Corporate intrapreneurship are intrapreneurs who operate in a private enterprise that is not controlled by
the government. They are leaders with the task of making plans and strategies to promote the development
of the business. Corporate intrapreneurship does not need to have political skills as well as promote political
elements in the work. Their key skills are creativity as well as the spirit of innovation in business to create
profits as well as favorable opportunities for businesses.

Example, Established in 2017, officially taking off on January 16, 2019, Bamboo Airways is the first private
airline in Vietnam to provide high-quality services under the traditional airline model (Full Service Carrier).
On the journey of spreading wings, Bamboo Airways connects potential lands, contributing to widely and
effectively promoting the good values of Vietnamese culture and people to friends around the world.
According to the ownership structure, the Vietnamese state does not hold any shares of Bamboo Airways
and private shareholders account for up to 100 percent (Bamboo Airways, 2022).
 Figure 10 - Shareholder structure of Bamboo Airways (Vietnam Airlines, 2021)

3. The importance of intrapreneurship and the differences as well as similarities between

public and corporate intrapreneurship
3.1 The importance of intrapreneurship
After the Covid-19 pandemic, many businesses were affected by social distancing policies as well as the
freezing in the business process. This caused widespread bankruptcy with 70,209 businesses going bankrupt
in 2021. However, there are still many businesses that have survived and thrived despite obstacles from the
Covid-19 pandemic. To be able to cope with external influences, these businesses have consolidated their
internal resources, which is intrapreneurship. Regarding the importance of Intrapreneurship, it contributes
to boosting employee morale as well as productivity. An organization that has long-term employees will
have a lower rate of them leaving the organization. Intrapreneurship allows employees of the business to
fully engage in the business activities and take responsibility for their work. They are granted the freedom
to be creative and come up with ideas that turn them into bosses and provide them with autonomy over their
positions and departments. Therefore, providing autonomy makes employees' work more meaningful and
improves their productivity.
Intrapreneurship is crucial for both employees and organizations. Encouraging it can lead to innovative
changes and enhance the effectiveness of the organizational culture. An intrapreneur understands the
company better than anyone else due to their long-term commitment and contributions to the corporation.
Intrapreneurship provides the business with a vision of development opportunities, aiming to promote the
business process or introduce new products that cater to market demands. Intrapreneurs are pioneers and the
most influential individuals in exploring policies and technologies that enhance the efficiency and
profitability of an existing company. Many managers view the company's business spirit as a strategy that
can refine business ideas, adapt to ever-changing consumer expectations, and reinforce the company's
market position. There are also numerous examples of organizations implementing internal business models
that have achieved higher financial profits, increased productivity, innovation, and higher employee
engagement.

An example of the importance of intrapreneurship is Vietnam Airlines. The HR strategy of Vietnam Airlines
is all about employee satisfaction at work as well as employees' trust in the business. Employees at Vietnam
Airlines not only experience a professional and modern working environment with convenient domestic
services, but also have the opportunity to experience culture and services in different countries during their
flights. foreign work. At Vietnam Airlines, the slogan "Safety is number one" is actively communicated and
implemented throughout the working process of employees: The highlight of the safety culture here is
honesty. , transparently, proactively report errors and incidents related to safety errors in the process of
performing work. This shows that Vietnam Airlines builds an equal working environment between leaders
and employees (Misa Amis, 2023). Thereby promoting intrapreneuship within the enterprise. Besides, in
order to improve the morale and contribution of employees in the business process, Vietnam Airlines also
has policies on salary, bonus and remuneration for employees. For employees who make a positive
contribution to the business process, Vietnam Airlines has a policy of increasing 1.5 times. These are
considered as ways for businesses to appreciate the contributions of employees and retain talents as well as
avoid the case of blood loss at Viet Nam Airlines. In addition, employees in Vietnam Airlines also
participate in training courses to provide employees with knowledge and skills in the working process. The
methods from remuneration, building a positive working environment and ensuring the spiritual life of
Vietnam Airlines promote the intrapreneurship factor of the employees (Misa Amis, 2023). As a result,
despite being affected by the Covid-19 pandemic, Vietnam Airlines still proved its position as the national
airline when it won a series of prestigious awards: Asia's leading airline in terms of identity. culture awarded
by World Travel Awards; Best MICE Airline in Asia awarded by World MICE Awards; Vietnamese
national brand awarded by the Ministry of Industry and Trade; TOP 26 best enterprises in Vietnam; Top 10
brands with excellent customer experience in Vietnam According to KPMG. This is proof that the
effectiveness of Vietnam Airlines' intrapreneurship is focused and promoted by businesses (Misa Amis,
2023).

3.2 the differences as well as similarities between public and corporate intrapreneurship
3.2.1 similarities between public and corporate intrapreneurship
Regarding the similarities between public and corporate intrapreneurship, both public and corporate
enterprises are reservoirs of innovation and drivers of innovation in the business process. Innovation
encompasses various elements, including entirely new goods or services, innovative technical processes,
and improved management strategies. Furthermore, both share the goal of increasing the value of products
and services. A genuinely innovative proposal must also entail new risks (Åmo, 2010). The shared points
that promote new ideas and perspectives are essential for intrapreneurship in both public and corporate
business models. Innovation plans create conditions for change and creativity within a more efficient,
sustainable, and effective business system within the company. Therefore, both public organizations and
businesses allow and encourage employees to engage in creativity and research technological innovation,
as well as innovation in methods and workflows. Additionally, they provide the optimal conditions for
employees to unleash their creative potential (Åmo, 2010). In addition, both are willing to face challenges
to discover better solutions to the problems they face. Intrapreneurs are willing to take risks to change
current circumstances. They try to come up with problems with answers through their thinking. Losing their
career is one of the biggest risks for their project to fail. However, both public and corporate Intrapneurs are
willing to accept that risk and are willing to implement and adjust plans if the risks are high. Intrapreneursip
often have a creative problem-solving mindset, love to try new concepts and see obstacles as opportunities
for innovation. Intrapreneurs need to be persistent and consider their ideas to the end. They are willing to
spend a lot of time, effort and energy to complete their ideas. Both public and corporate types of
Intrapreneurship require strong and skilled leadership. To drive a business towards the same goal, emotional
intelligence is an even more essential ingredient. Actions necessary to turn the company's idea into reality
such as appointing, coordinating personnel (Åmo, 2010)

For example, in the case of Vietnam Airlines, the enterprise consistently encourages employees across
departments to collaborate in order to introduce innovations in the business strategy, technological
advancements, and customer care of the company. Vietnam Airlines has chosen to vigorously implement
research into digital infrastructure transformation solutions, establish shared digital data sources, and
enhance the utilization of Business Intelligence (BI) reports. The shared Data Warehouse (DWH)
encompasses all fields, meeting the data exploration and management needs in a Cloud environment. They
synchronize information technology systems according to aviation industry standards, based on the
industry's best practices and advanced processes. They also apply the achievements of the Industry 4.0
revolution to areas such as commerce, operational management, customer service automation, and customer
experience enhancement (Vietnam Airlines, 2021). These are innovations and changes that stem from the
ideas of Vietnam Airlines' intrapreneurs throughout the course of the company's operations.

Besides Vietnam Airlines, Bamboo Airways also promotes intrapreneurship through innovation and
creativity in business strategies as well as applying new methods. In 2023, Bamboo Airways has made new
improvements in its business process such as cooperating with PVI Insurance and Chubb Vietnam to
develop BambooCARE travel insurance. Products exclusively for Bamboo Airways passengers when
buying air tickets for domestic or international journeys from Vietnam. BambooCARE travel insurance has
a competitive premium from only VND 61,000 and a high level of liability coverage with personal accident
benefits and medical expense support up to VND 1 billion. In particular, infants (from 14 days old to under
2 years old) traveling with passengers who buy BambooCARE will enjoy free insurance incentives (Thảo,
2023).

3.2.2 The differences between public and corporate intrapreneurship

Corporate intrapreneurship Public intrapreneurship
Objectives Corporate intrapreneurs are not The goal of public
constrained by political factors or intrapreneurship is to aim for
bureaucratic machinery. They sustaining and providing value to
possess the ability to innovate the public by integrating unique
and leverage creative innovation public or private resources to
to create optimal conditions for leverage social capabilities. In the
profit growth and market case of public intrapreneurship,
expansion for the business businesses are not bound solely
(Piecuch & Szczygieł, 2021). by profit or profit expansion
objectives; instead, leaders and
employees are interdependent
and closely bound by political
 factors. The objective is to find
ways to provide value to the
public by integrating unique
public and/or private resources to
leverage social capabilities
(Manimala, et al., 2006).
Opportunity Enable and encourage individuals Use every opportunity to stay up-
to utilize creative processes that to-date on industry news and
allow them to apply and invent support business growth and
technologies that can be planned, development possibilities within
deliberated, and purposefully the public company (Kraus, et al.,
targeted towards the desired level 2019).
of innovation activity and end
results (G, 1999).
Focus Focus on developing and Focusing on public value creation
innovating products and services activities with the aim of creating
as well as business strategies to value for people by combining
generate profits (Felício, et al., internal and external resources to
2012). create social value (Kraus, et al.,
2019).
Innovation Establishing and maintaining a Public intrapreneurs possess a
corporate culture that fosters and business mindset where they
encourages employees to use embrace risk with a tendency to
creative elements for the act opportunistically and create
application and innovation, as conditions to overcome
well as the pursuit of challenges consciously, while
technologies capable of being being aware of the political and
applied to business processes, bureaucratic obstacles their
planning, and purposefully innovation must confront (Kraus,
targeted towards the desired level et al., 2019).
of innovation activity, in order to
 initiate and drive innovation
within the organization (Felício,
et al., 2012).

4. Benefits of intrapreneurship and the way intrapreneurship contributes to competitive

advantage for the business
Innovation and Creativity: Intrapreneurship foster a culture of innovation and creativity within the work
environment and across all departments of the company. Employees are encouraged to think outside the
box, propose groundbreaking ideas, and explore unique solutions to the challenges that the business or they
themselves are facing when implementing business strategies. This can lead to the development of new
products, services, or processes that can drive the organization's growth (Forbes, 2011).

Increased profitability: In a business, when employees operate with a business mindset, they will make
decisions based on profitability and profit-generating potential. Therefore, they will not introduce projects
or ideas solely for being unique, unexplored, or intriguing; they will advocate for business ideas because
these ideas demonstrate profit potential. Additionally, employees with a high level of intrapreneurship will
do whatever it takes to initiate and reduce costs throughout the process of driving the company's profits
while implementing projects or business plans (Forbes, 2011).

Attract and Retain Talent: Organizations that support intrapreneurial initiatives are more likely to attract
and retain top talent. Training and development strategies with the aim of developing talent for employees
will be a factor to promote employee intrapreneurship within a business. Talented individuals are attracted
to companies that offer personal growth, skill development, and the opportunity to work on meaningful and
impactful projects. An enterprise that promotes and promotes intrapreneurship will contribute to creating a
developing business environment for employees, thereby attracting talents through recruitment and creating
conditions to retain talented employees in the enterprise (Forbes, 2011).

Adapting to Change: Intrapreneurship equips organizations with the ability to effectively adapt to market
changes and disruptions. Businesses with a high number of employees and leaders who possess strong
intrapreneurship skills are capable of adjusting and keeping pace with market shifts. In many cases, such
businesses can anticipate potential market changes to devise strategies for adaptation and response.
Intrapreneurial thinking encourages experimentation and learning from failures, which can be valuable in
navigating uncertain environments (Forbes, 2011).

Revenue Growth: A company that promotes intrapreneurship enables the organization to identify and
capture business opportunities, thereby stimulating revenue growth. By supporting and investing in
innovative ideas from within the company, organizations can harness the insightful market perspectives and
acute awareness of intrapreneurs. Consequently, this creates a favorable environment for driving projects
forward and generating new revenue streams (Forbes, 2011).

4.1 The way intrapreneurship contributes to competitive advantage for the business
The world is always undergoing changes and transformations, with the most evident shift being the advent
of the Fourth Industrial Revolution - which not only ushers in a technological revolution but also breaks
down preconceptions and norms in business. This opens up numerous new opportunities for business
development, along with various risks and potential challenges. Due to the constant nature of market
changes, leaders, managers, and employees within organizations must continuously embrace and innovate
their ideas to keep pace and adapt. Innovation and creative thinking, coupled with cost-saving measures, are
core elements that not only ensure a business's survival but also drive its growth. Intrapreneurship describes
the process of developing new products, services, and business domains within an organization. Integrating
business skills into the strategic vision of a large corporation aims to nurture an environment of innovation
internally as well as in the perception of employees. Intrapreneurship enables a sustainable development of
an innovative atmosphere.

A business's ability to thrive relies not only on financial and operational factors such as revenue, capital,
profits, or market fluctuations, but also significantly on its intrapreneurs and intrapreneurship. For larger
enterprises, intrapreneurship plays a pivotal role in driving innovation within business strategies and
competitive tactics. Fostering and cultivating intrapreneurship among employees within the organization
contributes to boosting growth in business strategies and market competitiveness. This enables the business
to remain consistently prepared for competition against rivals and provides a conducive environment for
employees to propose ideas for development and contribution to the company. It serves as a supportive
factor in creating a workforce capable of sustaining competitiveness and fostering a favorable environment
for achieving high accomplishments (Guven, 2020).
Innovation and Differentiation: Introducing novel concepts and establishing unique products or
innovative business strategies stands as a foremost mission for any enterprise. Hence, Intrapreneurial
initiatives stimulate employees to develop distinctive and inventive products, services, or processes. The
business maximizes conditions for intrapreneurs to unleash their creative potential, even if the outcome is a
product of smaller scale. The creativity within intrapreneurship contributes to sustaining an inexhaustible
resource of innovation and novelty in business operations. It ensures the business can consistently and
ceaselessly present competitive ideas in the market. Supporting and fostering intrapreneurship within the
company culture results in the cultivation of innovation and creativity in employees' thinking and
approaches, leading to the introduction of new products and services into new and sustainable markets. This
differentiation can set the business apart from competitive rivals and attract customers who highly value
novel solutions (Lega, 2007).

Flexibility and Adaptability: Intrapreneurs are often leaders within the organization who possess a keen
sensitivity to business dynamics. This characteristic ingrains in the mindset of intrapreneurs a sense of
agility and adaptability, enabling the business to respond more effectively to shifts in the market or industry
trends. This flexibility empowers the company to make changes and restructure its business strategies to
align with sudden market shifts. Consequently, it maintains alignment in the sales and marketing strategies,
ensuring they resonate with the market and sustain competitiveness against rivals (Atari & Prause, 2019).

Market Expansion and Diversification: Intrapreneurial ventures often explore and reach new markets or
customer segments. This prevents the business from being confined to competing solely within a specific
market, enabling access to potential markets or areas where competitors might be weaker. As a result, the
business can optimize revenue streams and gain a competitive edge in its operations. This expansion and
diversification reduce the company's dependence on a single market, enhancing resilience and minimizing
risks associated with market fluctuations (Salampasis & Mention, 2019).

Talent Attraction and Retention: In the business process, businesses not only compete in terms of markets
and products, but also in terms of personnel. A business that is incapable of providing creative freedom and
not promoting intrapreneurship is one that easily suffers a loss of manpower. Businesses that have a strategy
to promote intrapreneurship within the business have the ability to attract employees as well as retain talent.
The internal corporate culture attracts top talent looking for a creative and engaging work environment.
Retaining skilled employees increases a business's ability to generate new ideas and maintain a competitive
edge (Almeida & Oliveira, 2023).
5. The issues facing intrapreneurs in public sector organizations and corporate
organizations
5.1 The issues facing intrapreneurs in public sector organizations
Despite having the potential to promote and foster an intrapreneurial spirit, intrapreneurs in public sector
organizations face barriers that hinder their effective development. The first challenge is Bureaucracy and
Regulations. The administrative machinery of public organizations is often known for its rigidity and
complexity due to strict regulations. This affects the speed and agility of work processes or project
approvals, as well as the ability to swiftly adapt and seize market opportunities. It also contributes to
diminishing the autonomy of intrapreneurs within the public organization, as they require permission and
approval from higher-ups to execute new business plans (Osborne & Brown, 2007). The second challenge
that public organizations encounter is Risk Aversion. Being government-related entities, public enterprises
typically avoid high-risk projects. They tend to undertake projects with relatively low risk levels that can be
managed. This impacts their innovation capabilities and limits the opportunity for driving business
development when venturing into new fields (Borins, 2006). Additionally, it reduces employees' willingness
to accept and engage in business activities related to new market access due to lowered risk tolerance.
Thirdly, public enterprises organize positions within departments based on Hierarchical Culture. This
means that employees in lower positions must follow directives and instructions from superiors. This
hierarchical structure restricts bottom-up innovation and does not encourage employees to propose new
ideas or challenge established norms. Their ideas are subject to rejection if they lack upper management
support, thereby stifling employee creativity, innovation, and intrapreneurship (Dawson, 2006). Next, public
sector enterprises operate within established machinery and frameworks, making them prone to react against
and resist changes. This demonstrates Resistance to Change within public enterprises. Intrapreneurs within
these businesses may face opposition when proposing solutions, strategies for restructuring, and enhancing
organizational structure to drive development. Internal entrepreneurs may encounter resistance not only
from employees but also from leaders who are accustomed to existing processes and reluctantly accept new
methods. Public enterprises typically change only when their management systems are found to be in
violation or when economic downturns occur (Kuswara, 2015). Moreover, public enterprises often grapple
with the factor of Short Political Cycles. Organizations in the public sector often operate within political
cycles, with leadership changes and shifts in priorities occurring relatively frequently. Intrapreneurs may
struggle to sustain their initiatives across different leadership cycles. Public enterprise policies tend to
change according to the political cycles of leadership, potentially rendering the developmental strategies of
intrapreneurs less effective (Bryson, et al., 2007). As a result, intrapreneurs in the public sector face
challenges not only in navigating bureaucracy and regulations but also in overcoming resistance to change
and adapting to the dynamic nature of political shifts that impact the feasibility of their innovative initiatives.

5.2 The issues facing intrapreneurs in corporate sector organizations

For corporate organizations, there are also public organizations that show issues plaguing intrapreneurship.
The first problem that hinders intrapreneurship in the business is the lack of financial resources. Internal
enterprises establish capital through the issuance of shares to the public and to the shareholders of the
enterprise. Not only that, businesses also borrow from third parties such as banks or other businesses.
Therefore, corpotate businesses often have to consider each project they invest in to avoid taking charge of
their limited resources. Although not constrained to and inhibited by intrapreneurship and innovation in the
enterprise like public organizations, corporate organizations cannot invest in all the ideas that intrapreneurs
offer (Anderson, et al., 2014). Corporate enterprises will have to make a choice for the ideas that the
intrapreneurs in the enterprise propose and choose the most viable business idea. Just a small impact in the
strategy of setting up the business and the project will cause the management of the business to withdraw
funds from the intrapreneurs to invest in another project with a higher probability of success. Leadership
conflicts are considered as one of the most serious problems for corporate organizations as it relates to the
process of running the business. A corporate has one head, the Ceo, but they also have many different
leadership positions and decision-making abilities, including directors from departments such as marketing,
HR or sales, and department heads (Hughes & Morgan, 2017). This causes confusion in the decision-making
process for the business as well as affects the project of intrapreneurs. Each intrapreneur in the enterprise
will have different priorities for each different project. The third problem that intrapreneurs face is Conflict
with Existing Business Priorities. In corporate organizations, businesses have orientations and visions that
contribute to creating a springboard for the business to develop as well as orienting the core goals of the
business in the business process. Intrapreneurs must come up with ideas and innovations that align with the
company's core values and goals (Fabio & Kenny, 2018). The ideas of employees will not be approved if it
does not really fit the value framework that the business has established. Intrapreneurs need to demonstrate
that their ideas align with the organization's values and drive the process of achieving the company's overall
goals.

5.3 The need for developing intrapreneurship in those businesses

Economic and market development leads to more and more fierce competition between businesses to get
market share before rivals. Businesses tend to promote development from within themselves and that
priority factor is intrapreneurship. The promotion of intrapreneurship makes the needs related to the
development process will increase. The first need to develop intrapreneurship in the enterprise is Internal
Capacity Development. An intrepreneur needs experience and knowledge of the field they are in, so
developing intrapreneurship internally is what businesses are aiming for through employee training
programs. For example, Vingroup always has mandatory training strategies for employees in the business
that apply to both management and employees. This proves that Vingroup always considers human
resources as a core factor and a valuable asset. With the slogan: "Vingroup - Forever the spirit of
entrepreneurship", the Group has built a lean human resources team with both German and Tai skills. The
Group's recruitment goal is to attract and welcome all candidates who want to work in a dynamic, fast-
paced, creative and effective environment - where each individual can maximize their potential and expertise
(Vingroup, 2023). The second need to promote intrapreneurship in businesses is to create a healthy and
positive working environment for employees. It is not enough to develop the spirit of intrapreneurship in
enterprises that focus on internal human resources, but it is necessary to pay attention to the working
environment to contribute to nurturing the intrapreneurial spirit of employees. The enterprise allows
employees to come up with ideas and empowers to solve problems in the enterprise with management
supervision to minimize the risks encountered. It gives employees the ability to improvise, makes them feel
like an entrepreneur thereby boosting their mindset (Merga & Fufa, 2019). An example for this case is
Vinamilk, Vinamilk's General Director is Ms. Mai Kieu Lien - an intrapreneur with a high intrapreneurial
spirit. Ms. Lien always wants employees in Vinamilk to promote the spirit of intrapreneurship, therefore,
she has built a working environment Vinamilk upholds creativity and innovation (VCCI, 2022). After
establishing the environment, current businesses also have a need to change and shift their corporate culture
towards an intrapreneurial mindset. This means that each employee will be an intrapreneur, and their
opinions will be shaped and valued by the business. This is demonstrated and fostered through the
empowerment of employees by allowing them to contribute to the business's strategy and changes to better
adapt to unforeseen market shifts. This need elevates the intrapreneurial spirit within intrapreneurs,
contributing to nurturing intrapreneurship within the business.

6. Recommendations to both public and corporate organizations to further nurture and

enhance intrapreneurship
Both public and corporate organizations have issues that affect their ability to promote and develop
intrapreneurship within the business. This contributes to obstacles to the economy as well as the
development of businesses. Research shows that intrapreneurship plays an important role in the personal
development of an employee in the enterprise, promoting the development of the corporate environment
(Kraus, et al., 2019). To contribute to promoting intrapreneurship in enterprises, not only businesses but
also the government must change their approaches as well as promote programs to support public and
corporate enterprises.

For the government, first, the Vietnamese government should have policies to support corporate
organizations in Vietnam to have the opportunity to expand to international markets or in the Southeast
Asia, Asia - Pacific region. . Vietnamese enterprises currently do not have the opportunity to promote market
access outside the domestic market, so support programs and policies to promote bilateral cooperation will
create opportunities for businesses to reach out to the world. Secondly, the government should have
technology investment strategies for corporate organizations in parallel with public organizations so that
they have access to the latest technologies. Access to technology and application of technology in business
activities contribute to creating motivation for enterprises to be able to expand their business areas to
diversify products and markets. Finally, the government should create opportunities for public enterprises
themselves in doing business through the reduction and simplification of the bureaucracy. This helps public
enterprises to close the gap between employees and leaders, thereby helping to promote intraprenership
within the public organization. It helps to build an innovative and creative business environment instead of
hierarchical, thereby giving employees the opportunity to develop an intrapreneurship mindset to contribute
to the development process and towards the common goals of the business.

For public enterprises, to be able to effectively promote intrapreneurship inside the enterprise, they should
make improvements in terms of changes in both strategy, training opportunities as well as management
apparatus. Firstly, public organizations should adjust the management apparatus to change from bureaucracy
with strict and antiquated regulations to one that appreciates human values. This is an important factor
because public organizations tend to emphasize the role of regulations as well as administration rather than
people. The change will help public enterprises attract talented people who can develop and enhance
intrapreneurship in the enterprise. According to research by Pinchot & Soltanifar (2021), intrapreneurship
in an enterprise can be promoted if the enterprise is able to meet the needs of employee development such
as creativity, empowerment, independence and self-determination. Secondly, public enterprises remove
Hierarchical Culture within the enterprise. Hierarchical culture is a factor that creates an invisible barrier
that prevents the development of public enterprises and inhibits the development of intrapreneurship within
employees. Company culture is a factor that affects the orientation as well as the value system of the business
in the process of transportation. The hierarchical culture requires employees in the enterprise to listen only
to their superiors without being creative in their work, thereby causing intrapreneuship in public
organizations not to be formed and expressed through the entire staff. The elimination of the hierarchical
culture will help employees have a creative and positive working environment, thereby improving the
mental life of employees in public enterprises. This helps public enterprises grow strongly and have the
ability to develop outside the territory of Vietnam. Vinamilk is the first example of a culture that focuses on
people instead of hierarchy. Thanks to the creativity and innovation as well as the strong intrapreneurship
of employees, Vinamilk has become the first dairy enterprise from Southeast Asia to be in the top 10 global
dairy enterprises (Vinamilk, 2022). Finally, public organizations should have monthly and yearly employee
training programs. This helps public organizations strengthen the knowledge of employees as well as
business leaders, keeping up to date with changes and new trends in technology and the market. Research
shows that intraprenership is not improving in the business because employees lack skills and market
knowledge due to lack of regular training or inadequate and outdated training programs (Peyravi, et al.,
2021). Therefore, intrapreneurship can only be formed if employees in the enterprise have enough
professional knowledge and skills combined with the creative spirit in the business process (Peyravi, et al.,
2021).

For corporate organizations, although corporate organizations have many intrapreneurs and have stronger
intrapreneurs than public organizations, these enterprises have not yet fully realized the potential
effectiveness of intrapreneurs. The reason is due to the barriers of resources as well as the culture of the
business, so the corporate organization needs to make changes to make the most of the potential of the
intrapreneurs. First, in order to promote and enhance intrapreneurship in private enterprises, they need to
create many tasks as well as new business expansion strategies for employees. Businesses need to involve
employees as well as managers in expansion projects or setting up a new product so that employees can
have real knowledge of intrapreneurship. Chandler & Krajcsák (2021) show that management and
employees actively participating in plans to develop a subsidiary or a new product helps them form an
intrapreneurial mindset. Employee and management involvement in corporate plans is what drives and
nurtures private enterprise intrapreneurship. Secondly, private enterprises should expand the reward
mechanism to promote the dedication and morale and commitment of employees in the organization.
According to Ali & Ahmed (2009), the reward mechanism is a factor that promotes employee motivation at
work, it is considered as the employee of the enterprise for the dedication and commitment of employees to
the business. Recognizing and honoring employee achievements through bonuses and promotions not only
helps retain talented employees, but also serves as an indirect factor in fostering intrapreneuship in public
enterprises. Therefore, providing incentive mechanisms for employees to reward employees plays an
important role in the commitment and contribution of intrapreneurs to the business. Finally, private
enterprises should have recognition and empowerment as well as promote innovative thinking of employees
so that they are free to start new projects related to business expansion and development. Respecting
opinions and empowering employees to pursue creativity not only promotes intrapreneurship but also
creates the opportunity for a breakthrough for the business. An example of the role of empowering
intrapreneurship is Starbucks. Starbucks was founded by Gordon Bowker, Zev Siegl and Jerry Baldwin in
1971, Howard Schultz joined Starbucks in 1980 as a marketing assistant (Hà, 2021). Schultz came up with
the idea to Starbucks management to expand the business with a chain of coffee shops in Seattle after seeing
the market potential and demand for espresso and cappuccino. However, the management of Starbuck at
that time did not care about Schultz's opinion and considered that he did not have the right to participate in
the management of the business. Howard Schultz founded his own chain of coffee shops under the name II
Giornale and this allowed Schultz's business to outgrow Starbucks. Howard Schultz bought all of Starbucks
and that included management, who didn't respect his opinion (Hà, 2021). Currently, Starbucks has 18,253
stores worldwide and creates working conditions for more than 402,000 people (Starbuck, 2022). Starbuck's
leadership's lack of recognition for ideas and the failure to empower employees to develop creativity led to
a total loss of the business and acquisition by an employee they criticized. After acquiring Starbuck, Howard
Schultz promoted the spirit of intrapreneurship and nurtured intrapreneurship for the enterprise's human
resources apparatus; This has transformed Starbucks from a small private enterprise into a global enterprise.
From the case of Starbucks, empowering and promoting employee creativity is an important factor for
growth and an invaluable resource for businesses. It is the catalyst for the development of intrapreneuship
within the enterprise.

7. Conclusion
In summary, this article meticulously selected an analytical framework to illuminate the synergistic impact
among three distinct types of enterprises and their broader sectoral implications for the Vietnamese
economy. This investigation is substantiated through empirical evidence, encompassing both domestic and
international contexts. The subsequent synthesis process refines comprehensive insights into implementable
proposals tailored to each enterprise classification, thereby charting their developmental trajectories in the
future. Concurrently, the article elaborates on the intricacies of the Intrapreneurial Spirit within both public
and corporate enterprises, substantiated by illustrative examples. Thus, the author provides an insightful
perspective offering practical recommendations to enhance the organizational environment and propel the
nation's economic trajectory.
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Index of comments

2.1 What did the student do well on this assessment?

The report is well-organized, with an introduction, table of contents, specifics, conclusions, and references.

The study evaluated how small and medium-sized businesses (SMEs) affected the economy and explored the
importance of intrapreneurship in both public and corporate organisations

The report stated the concept of micro, small and medium enterprises, large enterprises and gave analytical
examples.

The Report has compared the differences between micro-, small-, medium and large business (M3 achieved)

The report evaluated the effects of small, medium, and big businesses on the local, regional, and global economies
(P5)

The research compares the distinctions between micro, small, medium, and large businesses using pertinent facts
and statistics (M3 achieved)

The report proposes solutions to help businesses develop and contribute positively to the economy.

The author proposes solutions for each employee of the enterprise to develop himself to help the business develop.
This shows the efforts of the author.

The concept of intrapreneurship is discussed in the report, along with its significance for both public and private
businesses

The report covered the distinctions and parallels between corporate and public intrapreneurship (P6 achieved).

The study examined the advantages of intrapreneurship in business and the contribution of intrapreneurship to
organizational competitive advantage was examined in the report (M4).

The report showed the issues facing intrapreneurs in public sector organisations as well as in corporate
organisations and the need for developing intrapreneurship in those organizations.

The report showed recommendations to both public and corporate organizations to further nurture and enhance
intrapreneurship.

Phuc has made every effort to complete the report according to the criteria in the ass2 tutorial. The content is
clearly presented, with examples, with analytical data.

Phuc is the student has a very good study attitude and is worth of praise.

What did the student do less well on this assessment?

- Some paragraphs were too long.

What does the student need to improve to get higher marks in the future?

A need for enrich references with journal articles.

Grade: P5, P6, M3, M4, D2, D3.

 Index of comments

Assessor: Huynh Thi Hoa (Date: 28 august 2023)

2.2 Hoaht35

2.3 28/8/2023

2.4 D

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