Introduction of management topic management analysis of the vissan company

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

FPT UNIVERSITY INTERNATIONAL BUSINESS

Introduction of Management

TOPIC:

Management analysis

of the Vissan Company

Class code: IB1702

Lecturer: Nguyen Quoc Bao

Group member:

1.Nguyen Le Phuong Ngan

SS170941 2.Tran Van Cat Luong

SS170880 3.Luu Duy Thanh

SS170794

4.Nguyen Thi Hoa Phuong

SS170942 5.Dinh Thi Phuong Trinh

SS170860

Table of content:

Part 1: Introduction

1.1

History .4

1.2 Stages of

development .4

1.3 Aspects Related to The Management

Function 5

Part 2: Environment Analysis

2.1 Micro-environment

analysis 5 2.2 Macro-environment

analysis 6

Part 3: Organization

3.1.Organization Structure and Design

Analysis 7

3.2 Organization Change and

Innovation 8

• Organization

Change: 8

•

Innovation: 9

Part 4 Human Resource Management

4.1 Human resource management

process 9

4.2 Recruiting Human

Resource 10 4.3 Training and

development .10

4.4 Performance

Appraisal .11

4.5 Salary, bonus, and compensation

policy 12

Part 5 Leadership

5.1

Vision .13

5.2 Management

strategy .13

Part 6: Managerial issue

6.1 Human resource training and development

issues 13

6.2 Human factors and the influence of language differences 14 6.3 Issues to enhance VISSAN's advantage in the international market 14

1 Introduction:

Since ancient times, food derived from cattle, poultry and vegetables, tubers and fruits has been a valuable source of nutrients and is essential for the human body The high and stable growth of the Vietnamese economy leads to an increase in income, making the people's material life more and more improved, leading to a sharp increase in the demand for these products

VISSAN is known to consumers through fresh and processed products from cattle and poultry meat for nearly 50 years and has become one of the leading units in the country in this industry Along with the change of the economy, there have been many units participating in this field so far, which requires VISSAN to make more efforts to be able to stand firmly in the market

The economic crisis is happening globally, so the export situation is difficult Countries are looking for ways to protect their agriculture by encouraging people to use domestic products Therefore, the competition is getting fiercer and fiercer

With the business environment increasingly difficult and fierce competition as today, requires

businesses to have an appropriate business strategy Therefore, in order to contribute to the

development of VISSAN's development strategy, our group chose the topic: "Building a business strategy of VISSAN company" to be the topic of the essay for this subject

1.1 History

VISSAN Company is a State-owned enterprise under the Saigon Trade Corporation (Satra), built on November 20, 1970 and put into operation on May 18, 1974 The company's activities specialize in the production and trading of fresh and frozen cattle meat and processed meat products

 Company (VISSAN) is a member enterprise of Saigon Trade Corporation, Vietnam Animal Industry One Member Company Limited operating in the field of cattle slaughter technology, ensuring hygiene standards provide fresh meat for the needs of the people of the city After that, the Company was involved in exporting frozen meat to the Soviet Union and Eastern European countries

 In the late 80s, the company shifted production, invested in equipment, started from the domestic market, diversified products, expanded distribution channels, and built product strategies The price is suitable to the tastes and income of the people

 Currently, some processed products have been exported to Russia, Eastern Europe, Asia…

1.2 Stages of development

The company has gone through many stages of development from a cattle slaughterhouse

into Vissan today

 From April 30, 1975, Tan Tien Slaughterhouse (founded in 1970) changed its name to Food Company I, becoming an independent and specialized business unit for the production of fresh foods

 During the period 1984 - 1986, the company started to develop more functions such as joining with the State to develop the city's pig herd, reorganizing production, promoting exports as well as expanding processed food products variable

 In 1989, the company experienced two major events that affected its entire business In September 1989, the company was allowed to do direct export business under Decision No 580/QDUB dated September 27, 1989 The company also received Decision No 11/QDUB, allowing the company to change its name from Food company I became Vietnam Animal Products Industry Company, called Vissan

 In 1996, the company became an independent accounting member of Saigon Trading

Corporation

 In 1997, the company established a branch in Hanoi to introduce products to initially

penetrate the northern market

 In September 2005, City Vegetables and Fruits Company was merged into Vissan Company, creating a new branch for Vissan which is the vegetable, fruit and vegetable industry

 In 2006, based on Decree 63/2001 and Decree 145/2005 of the Government, the company was transformed from a State-owned Enterprise to a Vietnam Animal Industry One Member Limited Liability Company

1.3 Aspects Related to The Management Function

 Domestic :

A Vissan pasteurized sausage product for household consumption

Fresh and frozen pork and beef products, processed meat products such as high-grade cold cuts, pasteurized sausages, canned foods, processed products, and fruit and vegetable products mainly sold domestically

 Export :

• Frozen processed products, processed products, processed meat products, vegetables, seafood to North America, Australia, Korea, Taiwan, Singapore, Germany, Russia

• Frozen pork and beef to the Russian market and other countries

• Export entrustment to partners

• Entrusted import, import of machinery and equipment, raw materials, auxiliary materials, spices to serve production and processing needs

2 Environment Analysis:

2.1 Micro-environment analysis

 Competitor

Vissan is the leading company in the sausage production nationwide and specifically in Southern Vietnam (Vissan Company Information, n.d) with 65%share of the domestic market (Vietnam Economic Times)

The fierce competition in the sausage production is a notable threat to Vissan that could leave the company in a severe loss Having such a variety of choices,Vissan could expect a shrink in their profit and lose their loyal customers.However, Vissan still has their own advantage

Vissan has a large market share in the food segment (Vissan Company Information) and in 2016 AgroNutrition International JSC (ANCO) the leading company specialized in manufacturing animal feeds became the strategic investor in Vissan (Vietnamnet, 2017)

 Suppliers

A self-supply system helps Vissan to have an outright control over guaranteed safe sources of meat and reduce the threats of supplier dependence With the aid of VietGAP it occupies supplier and customer confidence in the quality of products and makes them stick with the brand for a long time

 Customer

Looking at the price of sterilized sausages on Vissan's website ranging from 8,500 VND/ pack to 29,600 VND/ pack, it can be interpreted that Vissan wants to make their products affordable to any household, regardless of their status It has 22 different flavors of sausages, other than regular flavors like beef and pork, new ingredients such as cheese, shrimp or corn have been made in order to bring new experiences to any age group Vissan now has three main brands of sterilized sausage, targeting different age groups and purposes The regular Vissan sterilized sausages with familiar flavors like pork, beef, and the recently added shrimp, corn and cheese, these are the most common as they are suitable for all kinds of age groups from senior, middle age, teenager to children According to the website, the Hola sausages are recommended to be used in bread, noodles, any meal in a day of a

family with flavors such as potato beef stews, spicy ribs, and five spices.

2.2 Macro-environment analysis

 Economic environment

Create clear changes in the implementation of three strategic breakthroughs, renew the growth model

in association with economic restructuring, improve growth quality, labour productivity and

competitiveness

Improving people's lives, creating jobs, ensuring social security and social welfare

Promote industrial restructuring, focus on developing processing and manufacturing industries; industry serving agriculture; agricultural product processing industry; manufacturing household goods, electronics, building materials industry, information technology, biology, environment Promote consumption of domestic goods, protect domestic production, strictly handle acts of taking advantage of temporary import, re-export, transit to smuggle

 Legal and political environment

Vietnam is increasingly improving the business environment: policies to encourage the development

of all economic sectors; administrative reform; continue to amend and supplement foreign investment law, environmental law, land law, enterprise law, value-added tax law, labour law, etc to suit the domestic business environment as well as international treaties

 Natural environment

Water pollution is a change in the negative direction of the physical - chemical - biological properties

of water, with the appearance of foreign substances in liquid and solid form, making the water source toxic to humans and animals creature Reduce local biodiversity

Recently, the Ministry of Natural Resources and Environment has just made a general report at the National Conference on Environmental Protection Specifically, every year, the whole country consumes more than 100,000 tons of plant protection chemicals; generates more than 23 million tons

of domestic waste, more than 7 million tons of industrial solid waste, more than 630,000 tons of hazardous waste while the treatment of waste and wastewater was still very limited

Facing the above situation, VISSAN has set strict requirements for agricultural products to ensure safety for human health

 Social environment - population

With the trend of economic development, industrialization and modernization 4.0, social life is increasingly being enhanced to form a modern lifestyle Women today have been participating in social activities and economic construction more, leading to a tendency to gradually reduce time in the kitchen and at the same time, consumers are more concerned about quality and safe food full hygiene This is a favorable condition for VISSAN to develop products and to improve production and invest in new technologies to maintain and increase market share

 Technological environment

Vissan owns a modern sausage production system with imported technologies from Japan (sterilized sausages), France and Spain (ham).Along with high capacity manufactures, Vissan can guarantee the

product quality and enhance customer conviction (MKTG1205, 2022)

 Culture environment

Sausage is one of the convenience products and suitable for all ages in the market Consequently, this

is an opportunity because of a modern lifestyle and a fast lifestyle, consumers often turn to convenient and quick products to better fit with the new lifestyle.However, people in Vietnam are influenced by Asian culture, especially in theelderly Therefore, they tend to prefer cooking by themselves to using processed and frozen food Besides that, Vissan also needs to change its marketing policy to match the literature and lifestyle of Asian families in general and Vietnamese in particular

3 Organization:

3.1.Organization Structure and Design Analysis

Company structure: By 2020, the company's organizational structure will be completed, including a system of centers, branches and enterprises with appropriate functions in the direction of

specialization and focus on areas of operation the core of the company

- Regarding human resource development: Conducting cadre standardisation in parallel with training, regularly updating knowledge for managers, technicians and professional staff in management , business Exploiting the capacity of foreign partners to train highly qualified technical staff

- Develop a complete project to apply information technology tools to management In the long term, ERP programs will be established throughout the company and its affiliated units to improve

management efficiency and effectively use resources

- Maintain and develop the Vissan brand to become a famous brand of Vietnam and ASEAN region in the field of food processing

3.2 Organization Change and Innovation:

 Organization Change:

 Managing change in Organization

To the front in a sustainable and right direction The development and success of Vissan is the

leadership capacity of the Board of Directors of the Company - just inherited the experience of the previous person who is both brave, creative, dedicated to the orientation of the unit and determination

of the determination and determination of the determination collective of more than 3,000 officials and employees (employees) of the Company; The timely support of the authorities at all levels and superior units for Vissan

» Management: ISO 9001:2015 quality management system certification

» Environment: ISO 14001:2015 environmental management system certification

» Livestock: VietGap certification

» Slaughter:

- Certification of establishments meeting food safety conditions for production and trading of livestock (swine, cow) slaughter products

- Escas certification (Australian government's standard for humane beef slaughter and food safety)

» Testing: Certified by ISO/IEC 17025:2017 laboratory

» Business: Certificate of eligibility to participate in the "Safe Food Chain" of pork and beef

(breeding, slaughtering, distribution)

» Producing and processing:

- Certification of establishments meeting food safety conditions for the production and processing of meat, aquatic products, vegetables and fruits; seasoning processing

- Certified HACCP CODEX 2003 Critical Control Point and Hazard Analysis System

- Certificate of food safety management system TCVN ISO 22000: 2018

 Areas of organization change

The strategic success of Vissan Company in the past year is to quickly organize the company

restructuring in a comprehensive way, from the organization of the apparatus, the business

restructuring, the personnel, the distribution channel, the distribution channel , which focuses on the specific development and completion of the "Vissan product introduction store" At the same time, forming a market room, a product development research department, creating a new product bank when accessing and surveying the investigation from consumers, knowing the needs and tendencies of the market to improve high competitive strength, and expanding the retail network across the country

 Organization Development (OD):

Vissan Company currently has 10 district food stores, nearly 100 products introducing products, 1 branch in Da Nang, 1 Vissan Hanoi factory in Tien Son Industrial Park in Bac Ninh Province, 1 Representative Office in The Russian Federation Republic and more than 300,000 Vissan sales points across the country Particularly in the first 6 months of 2012 opened 14 more product introduction stores and 1 representative office in the Kingdom of Cambodia The company is constantly striving to become one of the leading enterprises in Vietnam in the field of supplying fresh, frozen cattle meat, food made from meat and vegetables, tubers and fruits

Not stopping with the current production scale, after many years of preparation and the attention and support of the city leaders of Saigon Trade Corporation and the high determination of the leadership and the staff Vissan's set of employees, Vissan's food processing industry construction project was started at the end of 2011 in Long An on an area of 22ha with a total investment of 150 million USD with 360 pig slaughter factories PEOPLE/hour, cattle slaughter factory with a capacity of 60con/hour, 5,000 -hour poultry slaughter factory and food processing factory with a capacity of 75,000 tons/year

 Innovation :

Vissan is one of the state -owned state -owned enterprises that are providing processed foods for the market throughout the country Vissan is always aware of her role and responsibility, completing the best Economic indicators are assigned, each year has a higher growth index than the previous year Many noble rewards have also been awarded to Vissan staff and thereby showing that the leaders and employees of Vissan with the tradition of solidarity and dynamism have successfully completed the assigned tasks

 Form of innovation

-Access to advanced technology and equipment, targeting the current and potential needs of food consumers

- Continue to apply quality improvement tools and methods of continuous improvement

- Periodically evaluate product quality against standards and competitors by internal and customer evaluation sessions, in order to improve the product

- Encourage quality improvement initiatives and employee training

- Make suggestions and build annual plans and targets for new product development

- Implement good customer care service to capture information that needs to be improved through channels such as distributor conference, sales team, information collection via website, hotline, etc

4 Human Resource Management:

One of the important factors that determine the success of the Animal Industry Joint Stock Company (Vissan) is that the human resource team is both talented and devoted Vissan has planned to build and develop right from the subsidy period with the strong efforts of the excellent, enthusiastic staff and talented leaders They are determined to discover strategies Brand development for Vissan to have a

strong foothold in the market today.(Hong, 2014)

4.1 Human resource management process

 Business goals, plans, and policies of the enterprise

 Human resource planning

 Job analysis

 Recruit

 Train

 Evaluate job performance

 Salary and benefits

 Employee Relations