HANOI UNIVERSITY

FACULTY OF MANAGEMENT AND TOURISM

----------

ENTREPRENEURSHIP

FINAL REPORT
Class: Tutorial 2, Group 4

Students:

1. Nguyễn Hoàng Anh - 2004050004

2. Đinh Minh Anh - 2004050002

3. Phạm Thu Hà - 2004050017

4. Nguyễn Thị Thu Thuỷ - 2004050051

5. Nguyễn Mỹ Hương - 1904010048

6. Mai Thị Kiều Trang - 1807070130

Date: 26/11/2023

1
 Table of Contents

I. Introduction 3
II. Business Model Canvas 3
III. Planning 3
1. Market 3
Internal analysis 4
External analysis 4
SWOT Analysis 6
2. Operations and Technology 6
3. Human Resource 8
3.1.Talent Acquisition 8
3.2. Training 10
3.3. Performance and Growth 12
3.4. Compensation and Incentives 14
4. Marketing: 16
4.1. Objectives 16
4.2. Target market 17
4.3. Marketing strategies (4Ps) 18
5. Finance 19
5.1. Source of Fund 19
5.2. Initial Investment 20
5.3. Sales Budget 20
5.4. Purchase Budget 21
5.5. Cost Budget 22
5.6. Cash Budget 24
5.7. Income Statement 26
References 27
IV. Appendices 28

2
 I. Introduction

In the past, people often aimed to keep warm and well-fed. Nowadays, this mindset is no
longer enough, people aim higher, for nice clothes and tasty food. However, dressing
beautifully is not sufficient, we should choose materials that are safe for ourselves and our
loved ones, as clothing exposes directly with our bodies every day. That is why we bring to
consumers a solution called: Organic Clothes. Organic clothes are made from materials
grown and processed without synthetic chemicals, pesticides, or genetically modified
organisms (GMOs). With this product, we aim to protect the health of consumers, safeguard
the well-being of garment industry workers, and, on a larger scale, contribute to
environmental conservation.

II. Business Model Canvas

Figure 1: Business Model Canvas

III. Planning
1. Market

Sustainable fashion and materials like organic fabric have been around for over a decade. At
the world's largest trade fair for garment industry materials, many countries were represented,
including Europe, Japan, Taiwan, China, and Thailand, but Vietnam was notably absent.
Despite global discussions on fabrics both good for the consumers and environmentally

3
friendly, the question remains: Why aren't we supplying these interesting products to the
market?

Internal analysis

● Strengths: Research and Development Pipeline (Product USP)

A robust R&D pipeline enables the creation of high-quality organic fabrics, positioning them
as a unique selling proposition (USP) with a focus on sustainability, durability, comfort, and
eco-friendliness. This strength is crucial amid rising demand for exceptional experiences and
ethically sourced products. Genuine organic clothes provide customers with a cool and airy
experience for about 30 wearings, compared to 6-10 wearings for "organic clothes" using
fabric cooling technology.

Highlighting meticulous seams and craftsmanship through R&D sets our products apart,
ensuring durability and attention to detail. This emphasis on quality enhances our brand
image and customer satisfaction.

● Weaknesses: Variable costs

The high cost of organic raw materials results in a relatively expensive final product, posing a
challenge in price-sensitive markets where consumers may hesitate to pay.

As organic fashion is uncommon in Vietnam, ORMI faces supply limitations from overseas,
resulting in supply chain vulnerabilities such as production delays or the inability to meet
market demand. Limited supply may pose challenges in negotiating favorable terms with
suppliers, impacting the overall cost structure.

External analysis

● Economy

The global economy grapples with challenges from prolonged adverse shocks, resulting in
economic slowdown and significant inflation. Additionally, reduced customer demand
contributes to a decline in commodity prices. While the Vietnam economy is at a fairly good
level of development. However, purchasing power still does not meet expectations.

● Social Cultural

4
Modern consumers prioritize sustainability, with 24% choosing environmentally friendly and
recyclable products. Meanwhile, ¾ of Vietnamese young people spend freely. However,
customers emphasize family (77.49%) and personal development (69.61%) over fashion,
beauty, and entertainment.

With sustainable fashion trends, 65% of fashion consumers express environmental concerns.
Vietnam's advantage of low-cost labor is diminishing, requiring a shift towards diversity to
compete globally, especially with Bangladesh and India. Post-COVID-19, declining demand
for fast fashion and luxury brands has prompted a shift towards sustainability and
cost-saving, etc.

● Technology

The rapid growth of e-commerce provides new distribution channels for organic clothing
brands, enabling a broader reach and reduced operational costs. Technology is also applied in
fashion industry fabric manufacturing, introducing innovations like smart fabrics,
sweat-wicking fabrics, and recycled fabrics for sustainable fashion products.

● Dark Sides of Fashion Industry

- Environmental

Research indicates that the Fashion Industry is the second-largest contributor to global water
pollution, primarily due to textile dyeing and related operations. Making a T-shirt consumes
approximately 2700 liters of water, equivalent to 900 days of drinking water. Moreover,
around 35% of ocean microplastic particles stem from washing synthetic fabrics (IUCN), and
the industry discharges 500,000 tons of microfibers annually, equivalent to 50 billion plastic
bottles.

In a 2017 YouGov Omnibus study on clothing waste in Vietnam, 74% of Vietnamese adults
have given away or discarded clothing. Additionally, about 43% disposed of clothing after its
first use, and 19% admitted to giving away or discarding at least three newly worn garments.

- Health Problem

Traditional clothes can impact health due to the presence of certain chemicals like azo
compounds, commonly used as dyes in textiles. Azo compounds may break down into
carcinogenic aromatic amines, increasing cancer risk through prolonged exposure via skin

5
contact or inhalation. Substandard clothes may contain materials causing skin irritation,
leading to discomfort or more severe skin conditions. There's also concern about endocrine
disruptors entering the body, affecting hormonal balance.

SWOT Analysis

2. Operations and Technology

2.1. Operations
● Organization Structure

Figure 2: Organization Structure

The CEO leads strategic direction, working with 5 managers and 1 specialist in each
department: R&D focuses on material quality, outsourcing "Product Concept/Design."

6
Marketing oversees "Marketing Campaigns" and "Receive Feedback," Sales handles "Sales
and Promotion" for B2B and B2C. HR & Finance manage "Budget Planning + Financial
Report," with an HR specialist supporting the CEO. The Finance Manager handles financial
planning, reporting, and budgeting, while an Account Executive oversees financial
transactions.

● Workflow
- Product Design

Figure 3: Workflow of Product Design Stage

- Production

7
 Figure 4: Workflow of Production Stage
- Sales

Figure 5: Workflow of Sales Stage

3. Human Resource

3.1.Talent Acquisition

Recruitment
As a newly established organization, we recruit externally through referrals, direct applicants,
job search platforms, and networking for attractive advancement opportunities. We use

8
Facebook, networking, TopCV, and VietnamWorks to optimize costs and attract talented
candidates. For manager-level positions, we prefer referrals and networking for quality
screening. Initially, the co-founder and CEO handle recruitment, but as we reach managerial
levels, the HR department and department leaders take over. It's crucial for recruiters to
maintain equity, offer realistic job previews, and remain professional throughout the process,
providing feedback to candidates even if they aren't selected. Recruitment criteria are based
on job specifications and the company's spirit.

Selection
To find suitable employees for our company, they need to meet our criteria about mindset,
skills, and knowledge. About mindset, we look for candidates who have a growth-oriented
mindset, dare to experience, act sustainably, have fast adaptability, resilience, and 100%
conscientiousness to work. They are valued in the startup environment, especially forward
sustainability in fashion. Besides, candidates need to have enough skills and knowledge
related to the JDs they apply for.

Normally, we conduct the selection following the five stages:

Figure 6: Selection Process

Initially, most employees come from referrals, allowing us to focus on two key stages: CV
and Interview. The CV provides a summary of candidates' characteristics and experiences,
followed by an in-depth interview to validate their CV and understand their mindset,
development path, and cultural fit with our company. This ensures alignment for long-term
development together. Our decisions prioritize selecting the most suitable candidates aligned
with the company's values rather than seeking the best candidate.

9
 3.2. Training

Figure 7: Stages of Instructional Design

In the initial stages, our company adopts the action learning method and provides team leader
training to prepare managers for their tasks. Effective leadership skills are crucial for
well-performing staff. Action learning enables simultaneous learning for managers and staff
as they address real issues and face real consequences. Employees receive on-the-job training
for practical experience, emphasizing the need for experienced individuals in our startup.
Online training, including a brief lecture introduction about the company, is conducted to
ensure employees understand and embrace the brand's "spirit."

As our unique products are uncommon in Vietnam, our organization provides R&D and
Production training to help employees understand their roles. The Sales and Marketing
Department also participates in creating strategic plans based on a thorough understanding of
the processes and products. Success hinges on employees' deep understanding and passion for
the brand and its products.

We base on the Instructional Design stages

● Need assessment
Identify training needs for a new production, new employees, and product launching,
focusing on R&D, Production, Sales, and Marketing departments. The goal is to enhance

10
understanding of products and their implementation aligned with the "company spirit."
Utilize the Competency Framework Design to assess training needs for managers and leaders.

Figure 8: Competency Framework Design

● Readiness for training

Create a positive environment and explain the work-related benefits of training to ensure
readiness. Motivate participants to develop favorable attitudes toward learning, empowering
them to acquire skills and knowledge.

● Planning
Set specific training objectives and content, with HR coordinating and preparing in
collaboration with departments. Utilize both in-house and contracted training, including
lectures by professionals in organic fashion/fabric. Emphasize on-site training as the
company's primary method for employees to implement and enhance skills.

● Implementing
Managers should communicate learning objectives with performance demonstrations.
Initially, the CEO guides and provides feedback, mainly to managers. Once a stable system is
established, implement a tracking system for HR feedback. Encourage community practice to
facilitate peer learning.

11
 ● Evaluation
Trainees initially evaluate based on company achievements (sales, KPIs). Successful
objective achievement is deemed "effective." Subsequent evaluations consider five criteria
obtained through surveys and post-training performance.

Figure 9: Measure of Training Success

3.3. Performance and Growth

Following the below process, our organization can identify proper performance management
for each department:

Figure 10: Performance Management Process

12
Front offices like Sales and Marketing use sales volume and revenue-related KPIs to assess
management performance. The number of sales directly visualizes the fulfillment and success
of these functions in conveying the core value of our products to customers.

In production management departments (R&D and Production), those involved in producing

final products and coordinating with delivery suppliers use total quality management as an
in-process measurement. Managers, colleagues, and customers provide subjective evaluations
of employees' personal qualities, including initiative and cooperation.

Internal management results in organizational finance and human resources reflect back
offices’ performance. The accounting department ensures sustainable finance through
financial reports, budget planning, and cash flow management. HR's responsibility for
employee development is reflected in turnover rates and employee feedback.

Consider using 360-degree performance appraisals, combining information from various

sources seamlessly. Pre-feedback employee performance reviews are a common strategy.
Customers, often the best source, personally observe service performance, including response
time, message responsiveness, on-time delivery, and product quality. Other thorough
evaluators of organizational performance include managers, peers, subordinates, and
employees themselves.

3.4. Compensation and Incentives

● Pay Structure –Salary, wages, and other financial incentives

To develop a pay structure, we have to consider 3 elements: legal requirements, market
forces, and the organization’s goals

13
 Figure 11: Developing a Pay Structure

For legal requirements, the minimum wage in Region 1 of Vietnam is 4.68 million
VND/month. In the organic fashion market, competition is currently low, but demand for
organic clothes is rising due to increased interest in sustainable shopping. The limited labor
supply, driven by high expertise requirements, creates competition in attracting skilled
employees. To secure a high-quality workforce, our organization offers salaries higher than
the average.

Figure 12: Pay Structure, Labor Market and Incentive Explanation for each Positions

14
 Figure 13: Compensation
● Benefits –Health, other non-financial incentives

Figure 14: Benefits

4. Marketing:

4.1. Objectives

We will use the SMART model to give some objectives for our first campaign

15
 ● Specific:
+ Increase sales and revenue
+ Increase brand awareness
● Measurement:
+ It is estimated that 3,000 products were sold, earning approximately 750
million VND in revenue
+ Approximately 1 million visitors visit the brand's website; reaching 10 million
people through social media channels including: Facebook, Instagram, and
tiktok,...
● Attainable: In the first phase of the campaign, the price of promotional products will
be reduced by half, estimated at about 250,000 VND/product (the price is the same as
normal clothing products but still provides a comfortable experience). Selling 2000 -
3000 units is achievable.
Organic clothing communicated on social media channels will bring benefits
● Relevant: With the value of wanting to bring a great experience to customers when
using organic clothing, the goal of increasing brand awareness will help reach more
customers and attract them to use the product.
● Time-bound: Our first campaign will be carried out within the first month after
launching the product

4.2. Target market

Our target customers are people over the age of 27, with monthly income from 16 million to
41 million/month. This is an audience willing to pay for a product priced from 500,000 VND
- 700,000 VND to have a better experience. They are people who like products that bring a
different experience and feel comfortable when wearing them. Besides, these customers tend
to use "omni channels" for shopping because they prioritize convenience and speed such as
e-commerce channels, offline channels, websites,...

In addition, we also research the behavior of two main types of our customers: male and
female. For females, women are often influenced by influencers in the process of searching
and buying products to serve their lives. They are also people who care about quality of life
(buy for themselves or for their family), so they will prefer products that bring a high quality
of life. Contrary to women, men tend to choose simple, top-of-mind brand outfits because
they want to save time shopping.

16
In the next step, we will analyze the customer journey of the customers we just mentioned
above. Initially, customers will be aware of organic clothing products and then want to
experience the products because of the experiences advertised on media channels. However,
after the experience, customers were impressed by the material of the shirt, which is cool,
light and especially safe for health, completely different from normal shirts and they will buy
it a second time. Impressive materials will help customers recommend the brand to friends
and family. Finally, when the brand releases collections, customers will come back to buy a
third or fourth time.

In short, customers have many and diverse options for everyday clothing but they will still
prefer materials that give them a great experience such as organic fabrics through tailored &
customized collections.

4.3. Marketing strategies (4Ps)

Product
Our company desires to introduce a new product to the market: organic clothes. Organic
clothes are made from materials grown and processed without synthetic chemicals,
pesticides, or genetically modified organisms (GMOs). Specifically, we will offer 3 types of
products: T-shirts, Tank tops, and underwear. With the focus on material: organic cotton and
organic hemp fabric, these clothes contain no toxic chemicals as well as provide the feeling
of cool, airy, and especially anti-bacterial. Therefore, customers can feel secure that this
product is safe for their health. Additionally, due to not containing any toxic substances, our
clothes are safe for the health of our employees and have a positive impact on environmental
protection.

We focus on producing simple-designed clothing because we do not want our customers to

have the opportunity to compare our designs with other brands. This means that from the
beginning, we want customers to choose our products because of the safe, organic materials
for themselves. If we pursue designing more complex styles, customers will immediately
compare our designs with those of other brands. However, when we have a loyal customer
file, we will offer a mini-collection with more diverse designs and patterns exclusively for
this customer file so that they can have a more interesting experience.

17
Price
In terms of pricing strategy, we choose competition-driven pricing. It means that we will
determine the price of our products based on the prices set by our competitors in the market.
In this case, our direct competitor is Uniqlo. Now, Uniqlo has an AIRism product line with
some features such as instant sweat absorption, flexibility for the perfect fit, odor control to
prevent sweat odors, soft to the touch, and an instant cooling sensation. These traits aim to
bring a comfy feeling for customers which is the same as the aim of our product. Moreover,
our target customers are also using this product from Uniqlo. Therefore, we will determine
the price based on the prices of this product line of Uniqlo. However, because our clothes are
made from 100% organic cotton that is safe for the customers, which Uniqlo products do not
have, the price of our clothes will be slightly higher.

UNIQLO (AIRism product line) ORMI

AIRism T-shirt: ~400.000 VNĐ ORMI organic T-shirt: ~450.000 VNĐ

AIRism Tank-top: ~250.000 VNĐ ORMI organic Tank-top: ~300.000 VNĐ

AIRism Underwear: ~150.000 VNĐ ORMI organic Underwear: ~180.000 VNĐ

Figure 15: Price Comparison between ORMI and Uniqlo

Place
As of April 2024, Ormi only focuses mainly on online channels: social platforms,
e-commerce, websites,... These are relatively easy-to-access channels without too much cost
compared to offline channels. The first stage is only to target customers' brand awareness, so
these channels are relatively suitable.
After April 2024, we will open official stores in apartment buildings to reach more customers
and offer more forms of tailored clothes, increasing the diversity of choices for customers.

Promotion
In terms of promotion for Go-To-Market, from April to May 2024, we intend to launch a
campaign called GOOD ONE with the aim of educating customers about organic fabric,

18
creating a buzz, triggering curiosity, and pushing the sale for experience. We will collaborate
with KOL and KOC on Tiktok as well as run FB and Tiktok advertisements. Additionally,
Ormi intends to collaborate with some E-news to write some PR articles about campaign

5. Finance

5.1. Source of Fund

In order to ensure the company's viability over the next 2-3 years, Ormi requires additional
capital to cover initial operational expenses and employee salaries. The brand will be founded
by a team of six individuals, the founder contributes 500.000.000đ, accounting for one-fourth
of the total fund. Meanwhile, 5 shareholders made a donation of 300.000.000đ each,
accounting for ¾ rest of the fund contribution.

Figure 16: Source of Fund

5.2. Initial Investment

The initial investment to set up our company is estimated at about 194,800,000 VND. This
figure will include some categories such as Branding, Expense, and Contingency cost. The
following table will contain details:

Figure 17: Initial Investment (Yearly)

19
5.3. Sales Budget

Ormi started launching in April 2024 and expects sales volume to reach more than 5000 units
after the second quarter of 2024. For the estimated selling price for one unit, we will receive
400,000 VND for each delivery. pandemic. In the first month of quarter 2, the product price
will be reduced to 250,000 VND/product to let customers experience the product at a low
price. In the following quarters, the expected growth % will be 5% per month and the
proceeds will be more than 3 billion for after the 4th quarter of 2025. The following is the
estimated sales budget for the 1st quarter of 2024 and the next quarter of 2024, 2025:

Figure 18: Sales Budget Quarter 2 of 2024

Figure 19: Sales Budget Year 1 - 2024

20
 Figure 20: Sales Budget Year 2 - 2025

5.4. Purchase Budget

We had 1000 shirts in stock by the end of Q1/2024 because we began selling in early
Q2/2024. We set a target ending inventory of around 20%, from Q2/2024.
In terms of material cost per unit, each m2 of organic cotton fabric costs 200.00 VND. A roll
of fabric measuring 1.7m x 3.4m (ie 5.78m2) will sew an average of 5 shirts of ORMI,
costing 1,156.00VND when multiplied. Therefore, a single ORMI shirt costs an average of
231,200 VND in materials (= 1,1156,000 VND/5). The average processing cost (including
renting a factory and hiring workers) for a market shirt is 80,000 VND. The total purchase
price per unit is 311,200VND.

ORMI debuted a shirt and skirt product line in Q1/2025. Because these two product lines use
more materials than shirts and tank-tops, a roll of fabric worth 1,156,000 VND can only be
used to sew three items. That is why the purchase price per unit changes between 2024 and
2025.

Figure 21: Purchase Budget

5.5. Cost Budget

5.5.1. Labor cost

21
The workforce plays an important role in a company, whether large or small. In order for
Ormi to operate smoothly and effectively, we have a total of 9 employees in the initial stages
of launching the first product. Because this is a small-scale company, we will tend to choose
personnel with high expertise and knowledge of the fashion industry, mainly for positions
such as executive and manager or higher. This produces good results and produces
high-quality products.
For employees at Ormi, because they are all executive or higher, we offer a market salary
equivalent to the abilities and skills of each employee ranging from 15,000,000 VND - to
25,000,000 VND along with bonuses. , guarantees, and commissions for positions in the sales
department.

Figure 22: Labor Cost

5.5.2. Marketing cost

Figure 23: Marketing Cost

ORMI will begin selling in Q2/2024, so it will need to invest heavily in marketing at this
point. We use 100,000,000 VND for 20 - 25 KOLs and KOCs, 15,000,000 VND for 12 - 15
articles in official newspapers to popularize knowledge about organic fabrics, and an average
of 60,000,000 VND per month for Facebook and Google advertising. Because this is the first

22
sale, we set aside 450,000,000 VND for promotion to encourage customers to buy and try the
product, as mentioned in the Sales Budget section. Every year in the fourth quarter, we set
aside a portion of our budget for Black Friday and year-end sales...

We are going to introduce a new underwear product line in Q4/2024, and shirts and dresses in
Q1/2025, so we will need to invest more in marketing costs. However, marketing costs in
Q1/2025 will be lower than in the previous two product launches because the shirts and
dresses are mini collections aimed at customers who have previously purchased ORMI
products, enjoy the materials, and are readily willing to pay for these materials. Instead of
booking KOLs, we spend the majority of our money on "sales off" that encourage old
customers to return to ORMI.
5.5.3. Total Expense
We divide the Cost Budget into 2 main sections. The first is the General and Administrative
Expense Budget which includes costs related to operating our business including office costs,
human resources, etc. The second is the costs related to selling products such as marketing
costs and costs of producing and importing goods. In the second section, Marketing costs will
account for 10-13% of total revenue because it is necessary to invest in Marketing and
products mainly to satisfy customers and become better known to customers.

Figure 24: Cost Budget

5.6. Cash Budget

Although the amount of revenue will rise via the increase in sales volume, cash outflow will
be stable because most of the expenses are fixed costs. In general, cash flow will be in

23
management and positive in the big picture. Until the last quarter of 2025, ending cash
balance can gain 1.119.420.808 VNĐ.

Figure 25: Cash Budget

5.7. Income Statement

The table below is ORMI's income statement. We temporarily ignore the tax payment and
only indicate the earning profits by the project within 2 years of operation.

Figure 26: Income Statement

24
 References

(No date a) Manchester Metropolitan University, Manchester, U.K ... - e-space. Available at:
https://e-space.mmu.ac.uk/601097/1/A%20study%20on%20the%20development%20of%20s
ustainable%20organic%20clothing%20for%20women.pdf (Accessed: 26 November 2023).

(No date b) What is sustainable fashion? - eprints.whiterose.ac.uk. Available at:

https://eprints.whiterose.ac.uk/99507/1/PDF_Proof%20of%20accepted%20 (Accessed: 26
November 2023).

(No date c) Report on Vietnam Textile and garment industry - ids.trade. Available at:
https://www.ids.trade/files/actif_report_on_vietnam_textile_and_garment_industry.pdf
(Accessed: 26 November 2023).

(No date d) Vietnam’s textile and Garment Industry: An overview - researchgate. Available
at:
https://www.researchgate.net/publication/330510549_Vietnam’s_textile_and_garment_indust
ry_an_overview (Accessed: 26 November 2023).

An, B. (2022a) Thị Trường thời trang việt: Hấp dẫn Hơn cả ngành dệt may Với Giá Trị ước
đến 68 tỷ USD/năm và còn Rất Manh nhún, Kênh thông tin kinh tế - tài chính Việt Nam.
Available at:
https://cafef.vn/thi-truong-thoi-trang-viet-hap-dan-hon-ca-nganh-det-may-voi-gia-tri-uoc-den
-68-ty-usd-nam-va-con-rat-manh-nhun-20220531151426476.chn (Accessed: 26 November
2023).

An, B. (2022b) Thị Trường thời trang việt: Hấp dẫn Hơn cả ngành dệt may Với Giá Trị ước
đến 68 tỷ USD/năm và còn Rất Manh nhún, Kênh thông tin kinh tế - tài chính Việt Nam.
Available at:
https://cafef.vn/thi-truong-thoi-trang-viet-hap-dan-hon-ca-nganh-det-may-voi-gia-tri-uoc-den
-68-ty-usd-nam-va-con-rat-manh-nhun-20220531151426476.chn (Accessed: 26 November
2023).

Dương, Ánh (2023) Xu Hướng Tiêu Dùng và Giải Pháp Gia Tăng trải
Nghiệm Khách Hàng Năm 2023, Kênh thông tin kinh tế - tài chính Việt Nam. Available at:

25
https://cafef.vn/xu-huong-tieu-dung-va-giai-phap-gia-tang-trai-nghiem-khach-hang-nam-202
3-20230309075443893.chn (Accessed: 26 November 2023).

InternMKT2 (2021) Thị Trường thời trang việt nam và Xu Hướng thời trang 2021, VIRAC.
Available at:
https://viracresearch.com/thi-truong-thoi-trang-viet-nam-va-xu-huong-thoi-trang-2021/
(Accessed: 26 November 2023).

Maiti, R. (2023) Fast fashion: Its detrimental effect on the environment, Earth.Org. Available
at:
https://earth.org/fast-fashions-detrimental-effect-on-the-environment/#:~:text=The%20Dark
%20Side%20of%20Fast%20Fashion&text=It%20dries%20up%20water%20sources,of%205
0%20billion%20plastic%20bottles. (Accessed: 26 November 2023).

Nga, H. (2021) #techinfashion: 8 nguồn cảm Hứng Công Nghệ Nâng đỡ Sáng Tạo Không
Giới Hạn Của Thời trang, L’Officiel Vietnam | The Fashion Revolution. Available at:
https://www.lofficielvietnam.com/business/techinfashion-cac-trao-luu-cong-nghe-lam-thay-d
oi-the-gioi-thoi-trang (Accessed: 26 November 2023).

Spn (2023) Sáng TẠO Quảng Cáo Thu Hút SỰ Chú Ý Của Khách Hàng - Khó Hay DỄ? -
SPN - công ty cổ phần tư Vấn Phát Triển và đầu tư Sao Phương Nam, SPN. Available at:
https://spn.com.vn/vi/sang-tao-quang-cao-thu-hut-su-chu-y-cua-khach-hang-kho-hay-de.html
(Accessed: 26 November 2023).

Túc, T. (2022) Đại diện Việt Nam Duy Nhất Tại APEC 2022, BÀ Trần Hoàng Phú
Xuân Kể Về Hành Trình 12 năm ‘Xanh Hoá’ Sợi dệt may: 9 Lần gõ cửa đầu tiên và nỗi ám
ảnh ‘first in the world’, Kênh thông tin kinh tế - tài chính Việt Nam. Available at:
https://cafef.vn/dai-dien-viet-nam-duy-nhat-tai-apec-2022-ba-tran-hoang-phu-xuan-ke-ve-ha
nh-trinh-12-nam-xanh-hoa-soi-det-may-9-lan-go-cua-dau-tien-va-noi-am-anh-first-in-the-wo
rld-20220525150426313.chn (Accessed: 26 November 2023).

26
IV. Appendices

Marketing Plan:
Tut 2 - Group 4 - Marketing Plan

Appendix 1: Swot Analysis

Swot Analysis

Financial Report:
Tut 2 - Group 4 - Financial Plan

Appendix 2: Source of Fund

Source of Fund

Appendix 3: Estimate Financial Statements

27
 Estimate Financial Statement

Appendix 4: Projected Income Statement (Quarterly)

Projected Income Statement (Quarterly)

28