NATIONAL ECONOMICS UNIVESITYFACULTY OF FOREIGN LANGUAGES ENGLISH FOR BUSINESS DEPARTMENT ¬ NGUYEN THU HANG SOLUTIONS TO EXPLOIT BRAND “HALICO” MORE EFFECTIVELY IN HANOI LIQUOR JOINT
INTRODUCTION OF HALICO
Introduction of Halico
1.1.1 The period of foundation and development of Halico
Hanoi Liquor Joint Stock Company, located at 94 Lo Duc Street, is the historic site of the former Hanoi Liquor Factory, established by the French Fontaine Distillery in 1898 It stands as the largest of five factories constructed in the Indochina Zone.
Figure 1: Hanoi Liquor Factory in 1898 (www.Halico.com.vn)
After the war, Vietnamese Government was responsible for controlling the factory and began producing again In 2006, according to government decision
No 1626/QD-BCN November 16, 2006, Hanoi Liquor Joint Stock Company was officially founded.
Figure 2: Hanoi Liquor Factory now (www.Halico.com.vn)
After a century of growth, Halico has emerged as a leading liquor producer, leveraging advanced technology and a skilled management team to create high-quality, affordable products that adhere to food safety and environmental standards Renowned for its popular brands like Vodka, “Rượu Hà Nội,” and “Lúa Mới,” Halico also offers premium options such as Vina vodka and Bluebird vodka, favored by both domestic and international consumers The distinctive mellow flavor of Halico's liquors, derived from Vietnamese rice, sets them apart With a rich tradition and extensive experience in liquor production, Halico is dedicated to delivering safer, superior products to global markets under the brand “Halico - Men say hồn Việt.”
Halico focuses on six key business lines as below:
- Production of alcohol, wine and other alcoholic and nonalcoholic beverages.
- Trade, import and export of alcohol, wine and other alcoholic and nonalcoholic beverages, equipment and raw materials for alcohol production.
- Consultancy, technology transfer, supply with equipment and alcohol production lines.
- Production and trade wrapping and packing.
- Hotel, housing business and rental services of houses, offices, shops (not including bars, karaoke rooms and discotheques).
Halico, previously a state-owned enterprise, now functions as a Joint Stock company, resulting in a significant structural transformation as illustrated in Chart 1 The chart highlights that shareholders hold the most power within the organization Additionally, the company employs a supervisory system designed to enhance operational efficiency Directors, appointed by the shareholders, are responsible for managing the entire company This structure is commonly adopted by Joint Stock companies today.
Chart 1: Halico’s structure (www.halico.com.vn)
About structure of shareholder equity, Halico is built by three sources:
- From parent company (Hanoi Beer-Alcohol Beverage): 55.60% of its charter capital
- From Opportunity Fund: 19.12% of its charter capital
- From other shareholders: 25.28% of its charter capital
Halico’s problem
Established in November 2006, the Hanoi Liquor Joint Stock Company, known as "Halico," has faced challenges in achieving its expected growth From 2006 to 2010, the brand struggled with declining turnover, impacting its overall performance.
Table 1: Turnover of Halico in 2008, 2009 2010 (Halico internal information)
In 2010, Halico experienced a significant decline in turnover across nearly all regions, with the exception of Westland, which saw a decrease of approximately 15% compared to 2009 This downturn followed a remarkable growth period in 2009, where Halico's turnover surged by about 60% compared to 2008 The question of why this decline occurred remains a challenging puzzle for the entire Halico team.
Consumers have a strong affinity for the well-known "Hanoi Liquor" brand, often unaware of what "Halico" represents Initially, they show no intention of purchasing "Halico" liquor However, once informed that "Halico" is a new brand of "Halico Liquor" located at 94 Lo Duc Street, they are eager to make a purchase without hesitation.
The "Halico" brand has yet to establish a strong connection with consumers, indicating that it has not fully leveraged its brand value This study will explore the concept of brand exploitation, examine Halico's current efforts in this area, and provide recommendations for enhancing brand effectiveness to boost future revenue.
THEORETICAL FRAMEWORK
Brand
The concept of a brand encompasses various definitions, with a notable one from "Principles of Marketing" (seventh edition) by Philip Kotler and Gary Armstrong, which describes a brand as a name, term, sign, symbol, or design that distinguishes a company's products from others However, the meaning of a brand extends beyond tangible elements like trademarks and slogans; it also includes intangible aspects A brand can be formed in the minds of consumers through experiences, sounds, and emotions associated with the product, leading to a lasting impression When a brand is mentioned, consumers often recall specific features of its products, demonstrating the powerful effect of branding.
In general, brand of a company can be understood to be tangible things and intangible feelings, which mark in customers’ mind and help them remember and identify the company’s products.
Brand elements consist of three key components: name, symbol, and slogan The "Halico" brand encompasses all these elements, along with the year of its establishment.
Symbol Slogan: Men say hồn Việt Time: Since 1898
Figure 3: Halico’ brand (www.Halico.vn)
A brand is an invaluable and intangible asset for any company, playing a crucial role in shaping its reputation and popularity among global consumers By enhancing the attractiveness of products, a strong brand drives sales and increases profits Additionally, when a brand is transferred, its value can be quantified in monetary terms, highlighting its significance in the business landscape.
“Google” brand has the value up to 44.3 billion Dollars (according to Brand
Finance 2011)? In the context of globalization, the importance of brand to company is broader and deeper It is one of the main factors, which decide the success of a company.
Consumers often view brands as a benchmark for product selection, associating well-known brands with high quality and safety Additionally, many believe that owning prestigious brands reflects their social status, leading affluent individuals to prefer branded products However, this brand-centric perspective can skew consumer judgment, causing them to pay a premium for brand value rather than the actual worth of the products Consequently, new companies face challenges in attracting consumers away from established brands.
Brand exploitation: Expanding and developing distribution channel
Distribution channels are crucial for any business, serving as essential pathways to markets As highlighted in "The Entrepreneur’s Guidebook Series," without effective distribution channels, a business risks isolation Therefore, companies focus on expanding and enhancing these channels to boost consumption and strengthen their brand presence Developing distribution channels not only increases brand visibility but also deepens customer understanding of the brand's benefits This article will further explore two types of distribution channels.
When a producer uses an indirect distribution channel, it means that he
“sell goods through middlemen These middlemen may be wholesalers or retailers” (Ian Marcouse, 2003) The common channel of indirect distribution of goods to customers can be drawn as below:
Utilizing an indirect distribution channel allows companies to expand their sales reach, cater to diverse customer needs, and enhance brand visibility This approach is particularly effective in three scenarios: first, when the availability of essential goods is crucial, as it enables quick access to emergency items through a broad network Second, when after-sales services are paramount, indirect channels help reduce investment costs while ensuring customers receive timely support from intermediaries Lastly, when customers prefer to purchase a variety of products in one location, indirect distribution proves advantageous, as it simplifies the shopping experience By strategically employing indirect distribution based on the company's characteristics and product types, businesses can achieve significant profits and benefits.
While the indirect channel of distribution offers certain advantages, it also presents significant limitations Businesses utilizing this channel may find themselves somewhat detached from the market, leading to potential inaccuracies in market and customer information due to middlemen's inability to gather reliable data or the possibility of misinformation Additionally, the costs associated with middlemen can increase overall expenses Despite these drawbacks, many producers view the indirect channel as an effective strategy, often employing agents, supermarkets, and the horeca sector to enhance their distribution efforts.
Agents: According to “the entrepreneur’s guidebook series”, agents are intermediaries who “present any type of business, ranging from service businesses to manufacturing and wholesaling firms” (2001:71).
Selling through agents offers significant advantages, including the ability to reach a wider customer base and the ease of finding and contracting agents without incurring fixed costs However, this approach also presents challenges, such as the need to pay commissions and supply various promotional materials Additionally, managing and supervising sales agencies can be complex, making it difficult to gather accurate customer information Despite these drawbacks, agents remain one of the most popular sales methods.
Supermarkets have become a popular and effective sales channel, catering to the trend of customers preferring to buy multiple items in one location By partnering with supermarkets, producers can ensure their products are easily accessible to consumers at fixed prices, enhancing brand visibility In Vietnam, there are approximately 287 large supermarkets that serve as excellent platforms for promoting products at a reasonable cost and introducing new items However, securing a prominent and eye-catching display within these expansive spaces can be challenging and expensive, often requiring significant investment in promotional staff.
Horeca, which encompasses hotels, restaurants, and cafés, serves as a vital distribution channel for companies looking to reach diverse markets By partnering with Horeca, businesses can benefit from lower prices and additional support, such as promotional staff and point-of-sale materials This channel allows for a deeper market penetration across various provinces and enhances customer understanding However, managing, training, and recruiting within a large sales network can be challenging due to the increased labor requirements Despite these challenges, the Horeca channel remains an appealing opportunity for producers aiming to expand their reach.
Marketing extends beyond sales, focusing on managing markets to facilitate exchanges that satisfy human needs and wants It encompasses a wide range of activities, including media engagement, funding, rewards, and trade shows Crafting an effective marketing strategy is essential for companies to create and communicate a positive brand image in the minds of customers.
A direct distribution channel involves selling products directly from companies to customers, eliminating intermediaries While this approach can enhance customer relationships and control over sales, it may also lead to increased start-up capital requirements and more extensive planning efforts.
Utilizing a direct distribution channel fosters a closer connection between producers and customers, instilling confidence as products are provided directly by the producers This approach offers significant advantages in brand development and exploitation In practice, direct distribution channels are typically employed in three specific scenarios.
- When customers really need information about products (functions, operations) and enterprises (consultancy).
- When warranty is very important Customers can save much time and assure quality of warranty when enterprises themselves give a warranty to.
- When customers buy a large quantity With large orders, direct buying will help customers save money In addition, enterprises can create closer relationship with big customers.
Not all companies can easily benefit from direct distribution channels, as establishing these systems requires significant investment and time Therefore, businesses operating in narrow, concentrated markets with low demand should avoid utilizing this distribution method.
When talking about direct distribution channel, the following channel should be discussed.
Branches, defined by Keith Head as “equity capital corresponds to investments in foreign affiliates known as branches when the unit is not incorporated” (2004:16), and retail stores serve as direct outlets for companies These systems enable effective control over sales results and foster close customer relationships Beyond merely selling goods, branches and retail stores act as platforms for showcasing products and brands, tailored to the company's unique characteristics They are crucial for gathering customer feedback and understanding consumer preferences In this context, sales figures take a backseat to expressing the company's identity and collecting customer insights However, as a producer strengthens its network of branches and retail stores, conflicts over benefits with intermediaries in indirect distribution channels may arise.
The internet, fax, telephone, and catalogues serve as essential tools for enhancing direct distribution channels These media not only enable producers to boost sales but also enhance customer understanding of products, allowing for the effective introduction of benefits and key features to potential buyers.
The article outlines the definitions, advantages, and disadvantages of both indirect and direct distribution channels It highlights that businesses often combine these two channels to maximize their results This approach is particularly beneficial for Vietnamese companies aiming to expand into foreign markets.
Brand exploitation: Transferring brand elements
A brand is a valuable intangible asset for businesses, serving as a unique commodity that can be bought, sold, or transferred Companies can leverage both the mental and potential economic values of their brand elements to enhance business performance and achieve economic benefits When transferring a brand, it is crucial for companies to consider the legal aspects outlined in transfer contracts This report will focus on trademark transfer as a fundamental and essential component of the brand transfer process.
Trademark ownership transfer occurs when a company sells its brand to a partner, resulting in the partner gaining full ownership of the trademark This transfer often coincides with the sale of other tangible assets of the company Notably, the financial value of the trademark transfer typically exceeds that of the accompanying tangible assets However, these tangible assets may obscure the true intentions of the brand buyer and the actual price of the brand.
Trademark ownership transfer occurs when a company is unable to continue operating, managing, or exploiting its brand This transfer is often driven by financial difficulties or the risk of bankruptcy.
The transfer of trademark ownership necessitates a thorough evaluation of the brand's value Additionally, it is essential to draft a transfer contract and ensure its registration with the National Office of Intellectual Property of Vietnam.
2.3.2 Transferring license to use trademark
A trademark licensing agreement is a contract where the trademark owner permits another party to use their trademark for specific products, within designated timeframes and locations This type of agreement resembles a leasing contract, and upon expiration, the licensee must immediately cease using the trademark.
The transfer of a trademark license allows the brand owner to maintain financial and intellectual benefits while generating revenue through licensing agreements This process not only facilitates brand exposure across diverse markets but also serves as a crucial protective measure for the brand, especially when the owner lacks effective strategies for brand development and protection in those markets.
The transfer of trademark licensing in Vietnam requires the registration of a transfer contract with the National Office of Intellectual Property This license contract can be either exclusive or non-exclusive, and the selection of the appropriate contract form should be based on a thorough analysis of the market conditions and the brand's development trends in emerging or dynamic markets.
In today's global economy, the transfer of trademark licenses has become increasingly significant, particularly as multinational corporations seek to collaborate with local businesses This trend emphasizes the importance of maximizing the value derived from trademark transfers, which are complex and involve various brand elements Furthermore, these activities have evolved into a new business model known as franchising, allowing brand owners to sell not only trademarks but also associated assets such as trade secrets, technology, industrial designs, and service styles.
Table 2: 10 top franchise systems in America (http://www.nhipcaudautu.vn/article.aspx?page=2&idv51)
Chapter 2 reveals the theoretical framework about the brand exploitation with basic definitions of distribution channel and brand transfer activities This theory will be applied to analyze the real situation in Halico in chapter 3 below.
ANALYSIS AND FINDINGS
The real situation of expanding and developing distribution channel in Halico
“what Halico’s achievements and shortcomings”.
3.1 The real situation of expanding and developing distribution channel in Halico
Halico views distribution channels as a key strategy for increasing profits and enhancing brand visibility While the company has established a robust distribution network in the domestic market, its presence in foreign markets remains limited and faces several challenges.
Halico places a strong emphasis on its agent system as a key component of its development strategy, ensuring widespread coverage across Vietnam, from major cities to remote regions The extensive network of agents is crucial to the company's operations and growth.
Table 3: Halico’s agent systems ( Halico internal information)
The figure shows that from 2008 to 2010, the amount of agents decreased in
2009 and increased slightly in 2010 The cause of the agent decrease is because of company’s depth plan With more than three hundreds of agents all over
Halico in Vietnam is enhancing its extensive agent network by focusing on improving service quality and operational efficiency The company is streamlining its network by removing ineffective agents and investing in more promising ones As a result, the number of agents was refined to 243 in 2009, with only 17 effective and profitable agents being signed Additionally, Halico ensures that it has distributors in every province, enabling the company to effectively supply a diverse range of products to all customer entities.
Supermarkets: Revenue of this channel is up to three billion VND in
Since 2010, Halico's products have been widely available in major supermarkets across the country, including Big C, Lotte Mart, Metro, and Co-op Mart, as well as tax-free supermarkets at Noi Bai, Tan Son Nhat, Da Nang, and Lien Khuong Airports The product range primarily features PET wine, luxury brands like Blubird and Vina Vodka, and Shochu targeted at women Despite the extensive sales network, the turnover from the supermarket channel has seen a significant decline, complicated by the entry of agents into this market For instance, CPM Company in Ho Chi Minh City generates approximately 500 million VND monthly through this channel Halico has implemented promotional strategies, including the deployment of promotion girls in supermarkets, which has enhanced brand visibility, particularly in larger centers However, challenges remain, such as inadequate display spaces and limited funding for the supermarket channel Overall, this channel plays a crucial role in promoting Halico's brand and boosting profits.
The Horeca channel presents significant potential, which Halico is effectively leveraging A key strategy involves employing promotional female staff in hotels, restaurants, and cafés to directly engage with and sell to customers.
In 2010, Halico shifted its focus to the horeca channel by implementing sales support policies, including the provision of various point of sale materials such as clothing, pens, and glassware Notably, Halico enhanced its brand visibility with attractive signboards, making the brand more eye-catching and memorable Additionally, the number of promotional staff significantly increased across 35 provinces nationwide.
Table 4: PG number in Halico, 2010 (Halico internal information)
The implementation of a promotion girl system yields significant benefits, particularly in safeguarding against competitor exploitation in provincial markets Notably, in the Nghe An market, Halico's market share has surged to 20%, a remarkable increase from around 1% in 2009 This system integrates various initiatives, including trade fairs, funding for meetings, and sports events, to enhance brand visibility and engagement.
Recruiting and training professional promotion girls is challenging, and Halico offers low salaries for them, with a limited number of promotion girl managers available As a result, major horeca establishments may choose to partner with Halico's competitors, such as Vodka Men, Zenka, Simioff, and Avinna For example, at the Cay Quay Boc Lua restaurant in Vung Tau, Halico's promotion girls typically sell between 40 to 60 cartons monthly However, in November 2010, Vodka Men provided a sponsorship of 6 million VND per month with a 5% discount, making it difficult for Halico to compete due to their lower sponsorship and discount offerings This trend is prevalent across Vietnam.
Halico prioritizes its marketing channels by investing significantly in them, which enhances its reputation The company has gained popularity through various articles and short TV reportages featured in public media Below is a table detailing some of the programs that Halico participates in.
2 VTV1 Cong nghe va doi song
“ Ha Noi tam nhin, trien vong, va nhung co hoi dau tu moi
Do uong Viet nam so Xuan 2010
Table 5: Programs Halico joins, 2010 (Halico internal information)
Besides, Halico joins many funding, rewarding programs.
1 Brand advertising in International Fireworks
2 Joining program: “ Noi vong tay nhan ai-vi nguoi ngheo Dat To” in Phu Tho
Chương trình tài trợ: "Chào mừng hội nghị bộ trưởng, hội nghị các quan chức cấp năng lượng ASEAN lần thứ 28 và hội nghị với các đối tác ngoại" tại Đà Lạt.
5 Supporting compatriots affected by natural disasters in
Table 6: Funding, rewarding programs Halico joins, 2010( Halico internal information)
Halico selectively participates in both domestic and international trade fairs, showcasing attractive stands and engaging activities like wine sampling and cocktail mixing The "Hang Ve Nong Thon" trade fair has been particularly successful, reaching customers in remote areas who appreciate Halico's affordable options, such as Pet wine This demonstrates that Halico's target audience includes a diverse range of consumers, from affluent individuals to those with lower incomes, all united by their love for Halico wine.
Halico has been using indirect distribution channel and uses very effectively How about using direct distribution channel?
- Direct distribution channel: Although this channel is not used broadly as the direct one, it gains remarkable results contributing to exploiting more effectively.
Branches, retail stores: Developing according to the width is one of
Halico employs a strategic branch system in major cities across Vietnam, featuring six brands from the South to the North These branches serve to engage directly with customers, facilitate wine sales, and gather valuable feedback They are dedicated to addressing customer inquiries and providing support on wine knowledge and company strategies to agents Additionally, Halico operates a direct retail store at 94 Lo Duc, Hai Ba Trung, Ha Noi While this channel may be smaller than others, it plays a crucial role in enhancing brand visibility and fostering comprehensive development.
1 26, Nguyen Huy Tu, Da Kao, 1 Distric, Ho Chi Minh
2 B1, plot Kinh Duong Vuong, Thanh Khe District, Da
3 30, B1, Cai Khe Trade Center, Ninh Kieu District, Can
4 No 3 plot, Dong An Industrial Park, Thuan An District,
5 78B Sing Trung, Khanh Hoa, Nha Trang
6 18C1 Quang Trung Vinh City, Nghe An
Table 7: Halico’ Branches (Halico internal information)
Halico's wine information is accessible through various websites like vatgia.com and DongDuongmedia.com, yet the brand's online presence remains underutilized Sales via fax and telephone contribute only a small fraction to overall revenue Although Halico's catalogues are well-designed and visually appealing, they fail to engage customers, as they are often not distributed effectively This presents an opportunity for Halico to enhance its profitability by better leveraging this channel.
Figure 4: Halico’s Catalogues (Halico internal information)
Halico mainly focuses on domestic market, so in foreign markets distribution channel is not various and strong as in Vietnam.
Indirect distribution channel: Although turnover in foreign markets of Halico is quite small, it can increase unpredictable if the company has suitable plan to exploit these foreign markets.
Export 6.8 billion 12.5 billion 17.2 billion VND
Table 8: Export turnover of Halico (Halico internal information)
Halico has participated in numerous trade fairs across Laos, Cambodia, and Beijing, achieving significant success and promoting its brand in global markets The primary export destinations for Halico include Laos, Cambodia, and Taiwan.
Great Britain Rich Land 9.7 million
America Kai Vodka LLC 282 million
Figure 9: Export turnover of Halico in some foreign markets (internal information)
Halico has established a representative office in Laos, marking a significant first step in introducing its brand to the North-East Asia market This strategic move aims to capture a share of the wine market in the region.
The real situation of transferring brand elements
Halico has not transferred brand element to any partner This is a potential method for Halico to continue exploit completely its brand advantages in the future.
Summary of achievements
Thank to effort of the whole company in general and lucid strategies in exploiting brand in particularly, Halico receive many rewards and metals.
3 Top 500 Vietnam brand (Halico ranks 218)
4 Gold mental for Champagne in 2002
5 Gold metal for “Vang Ha Noi” in 1998
6 Gold metal for “Nep Moi” wine in 1997
7 Gold metal for “Nep Moi” wine in international trade-fair in
8 Consolation prize for Champagne in 2002, 2003
9 Cooper metal for “Vang Chat: wine in 2002
10 Vietnam high quality product in 2001, 2002, 2003.
Table 10: Halico’s rewards (Halico internal information)
Besides, recently Halico has arranged an agent meeting The result of this meeting is very optimistic.
Product Quality good : 52 fair : 0 Bad: 0
Table 11: Feedbacks from Halico’s Agents (Halico internal information)
Halico is highly regarded by agents for its quality products, attractive models, and enthusiastic staff The company's achievements have significantly enhanced its reputation among customers, positioning it for stronger future growth Halico aims to become one of the leading brands in Vietnam and globally in the near future.
III.4 Summary of existing shortcomings
Halico has achieved significant milestones but faces several challenges that hinder its growth Feedback from 4 out of 52 agents indicates that the product models are not visually appealing, and 62% of agents believe the distribution system is overly saturated with agents Additionally, delivery issues persist, and the limited discount programs lack attractiveness Some staff members exhibit low enthusiasm, further complicating matters Halico also contends with the presence of counterfeit wine and increasing competition that offers better pricing and quality These shortcomings pose substantial barriers to building customer trust and loyalty The next chapter will explore strategies for Halico to address these issues.
Summary of existing shortcomings
Despite Halico's numerous achievements, significant shortcomings remain This chapter will present recommendations for effective solutions that Halico can implement in its strategic plans to enhance brand visibility and improve its reputation moving forward These suggestions are grounded in the theoretical framework discussed in chapter two and are presented objectively, ensuring their credibility Detailed insights will follow.
4.1 Paying attention to improve and develop distribution channel more effectively
Halico has established an extensive distribution network in the Vietnamese market, yet it faces several limitations To enhance and expand its distribution channel, Halico must implement a variety of strategies and integrate them effectively to maximize efficiency.
Halico should mainly focus on agent, horeca channel to retain and develop markets.
Halico should prioritize filtering out ineffective agents, as having an excess of agents is unnecessary The company must identify those agents who are underperforming, not developing, or generating low turnover By discontinuing contracts with these agents, Halico can focus on enhancing the quality of its agent network To foster enthusiastic cooperation among agents and improve customer care, Halico should implement two specific policies.
Halico should establish quarterly turnover targets for each agent based on the actual turnover data from 2010, as wine demand varies throughout the year Consequently, the turnover targets for each quarter will differ, allowing Halico to set specific goals for its agents accordingly.
RECOMMENDATIONS
Paying attention to improve and develop distribution channel more effectively
Halico has established an extensive distribution network, particularly in the Vietnamese market Nevertheless, significant limitations persist To enhance and expand Halico's distribution channels, it is essential to implement a variety of strategies and integrate them for optimal efficiency.
Halico should mainly focus on agent, horeca channel to retain and develop markets.
Halico should prioritize filtering out ineffective agents, as having an excessive number of agents is unnecessary The company must identify agents that are underperforming, not developing, or generating low turnover, and discontinue contracts with them By focusing on the quality of agents, Halico can enhance enthusiastic cooperation and improve customer care To achieve this, the company should implement two specific policies aimed at strengthening agent engagement and customer service.
Halico should establish quarterly turnover targets for each agent based on the actual turnover data from 2010, as wine demand varies throughout the year Consequently, the turnover targets for each quarter will differ, allowing Halico to set specific goals for its agents accordingly.
% of turnover in the whole year
Table 12: Target turnover of agents
Agents who meet their turnover targets will be rewarded, and those exceeding their targets will earn 1.5% on the additional turnover However, agents consistently achieving only 80% of their target for three consecutive months risk removal from Halico’s team This policy aims to promote greater responsibility and enhance sales effectiveness among agents.
Halico should prioritize establishing an agent system in major cities, particularly in the four key provinces: Ha Noi, Hai Phong, Da Nang, and Ho Chi Minh City, which collectively account for approximately 20% of the total turnover Following this, Halico can strategically expand its sales operations to neighboring provinces.
Halico's Horeca channel should generate 80% of its total turnover, focusing investments in hotels, restaurants, and cafés in smaller, remote provinces A minimum turnover target must be established for these Horeca, with Halico signing exclusive contracts with approximately 20 Horeca in each province to ensure sufficient quantity for expected profits and effective management To enhance operational efficiency, Halico will provide support through cash rewards, promotional materials, and a professional team of Promotion Girls Additionally, building a robust sales system for both agents and Horeca is crucial, which should be implemented in four stages, emphasizing patience throughout the process.
1 Inspect and remove ineffective distributors in each province.
2 Mark off into economic zones Estimate the minimum quantity of employees to make sure of serving in each province.
3 Recruit suitable employees, then they have to be trained carefully before working.
4 The system of sales employees will be responsible for serving all retail customers in agents and Horeca with a common price level in the whole country.
Table 13: Stages of building professional sales system
Halico should choose experimental places first Then it will apply for the rest places if it sees that the plan is feasible and effective.
As online shopping continues to dominate the market, Halico must prioritize investment in its online sales channels, particularly since wine is a daily consumption product that requires direct advertising To successfully navigate the challenges of online sales, especially for inexperienced companies, Halico should take immediate action This includes recruiting and training a specialized online sales team, which is essential for the effective development of its online sales system A well-implemented foundation will facilitate rapid online advertising growth Additionally, Halico should focus on designing a user-friendly website that allows customers to easily search for and order products Collaborating with popular online marketplaces, both local and international, will further enhance visibility Active engagement in advertising, promptly addressing customer inquiries, and providing guidance on purchasing Halico's wine products will be crucial Establishing a profitable online sales strategy will position Halico for future growth, particularly in the context of global integration and the expanding internet landscape.
Developing direct distribution channel should be harmonious to indirect one These two channels have always to be considered of the same rank to gain the most benefits from them.
Transferring brand elements to market brands especially in foreign
Halico has not ever transferred its brand to any partner, so this field still is potential for Halico to exploit Halico can transfer its brand to various partners.
This section discusses the transfer of Halico's brand to a company in Alaska, valued at one billion USD The process of brand transfer involves careful consideration of various elements.
Halico needs to evaluate the potential markets for brand expansion, with Alaska being a new and challenging territory The company is unlikely to establish a significant presence in this market within the next five years.
Halico must consider the duration required for its brand transfer, which typically spans five years or more, depending on when the company can effectively start penetrating the market.
Determining the ideal partner for brand transfer poses a significant challenge for Halico The company must carefully evaluate potential partners to ensure they possess the necessary prestige for a successful contract This process may be time-consuming, as it relies heavily on the existing relationships and mutual understanding between Halico and American firms.
To successfully transfer the brand, Halico must complete several procedures, including drafting a leasing contract that complies with both Vietnamese and American law It is essential for Halico to consult experienced lawyers knowledgeable in these legal systems to ensure the contract includes clear and precise terms The contract's value will be determined by both parties based on carefully evaluated factors Ultimately, a well-defined and comprehensive contract is crucial to avoid potential disputes between the partners in the future.
Halico stands to gain significantly from the brand transfer, receiving a substantial sum of one billion USD while increasing its visibility among American consumers Additionally, during the transfer period, the American partner will secure brand protection for Halico in Alaska, ensuring its safeguarding for five years This presents a valuable opportunity for Halico to gradually enter global markets.
Exploiting brand in combination with protecting brand
To achieve optimal results, it is essential to combine brand exploitation with brand protection Brand protection encompasses a wide range of strategies, including brand registration in Vietnam and abroad, eliminating counterfeit products, and enhancing the quality of goods and services By effectively implementing these measures, Halico can increase its visibility among customers and build their trust.
Trung Nguyen Coffee exemplifies effective brand exploitation in Vietnam, boasting extensive direct and indirect distribution channels The company has made significant inroads in Ho Chi Minh City, a competitive market, and has emerged as a notable phenomenon over the past five years By 2006, Trung Nguyen had established 500 G7-Mart mini supermarkets and 70 distribution centers nationwide, supported by robust advertising through various media A key aspect of Trung Nguyen's market development strategy is brand transfer, beginning with its entry into Singapore in 2000 and achieving notable success in Japan by 2002, where it positioned itself alongside 400 Starbucks locations This success facilitated further expansion into markets in Thailand, Singapore, China, the United States, Germany, France, Russia, and Eastern Europe, with ongoing efforts to capture market share in Australia, Canada, Taiwan, Malaysia, and the Philippines Today, Trung Nguyen is recognized as a prominent coffee brand not only in Vietnam but also across multiple countries worldwide, thanks to its strategic brand exploitation and strong distribution networks.
While not all recommendations may be entirely practical or effective, they offer valuable insights for Halico to enhance its overall reputation and brand recognition In conclusion, this report summarizes the key points discussed and suggests avenues for future research.
Brands are regarded as invaluable assets by enterprises, both historically and currently While international companies have long recognized the importance of branding and its associated challenges, Vietnamese companies have only recently begun to understand these issues However, there remains uncertainty regarding the completeness and accuracy of their knowledge about branding and its effective utilization.
This study analyzes fundamental concepts of branding and brand exploitation, emphasizing the definition and significance of brands It highlights key aspects of brand exploitation to equip readers with essential knowledge for practical application in their professional endeavors.
This report focuses on the brand exploitation strategies of Hanoi Liquor Joint Stock Company, commonly known as Halico While Halico is recognized as a prominent brand, many are unaware of how it leverages its brand, the benefits it reaps, and the challenges it faces This study aims to provide insights into these aspects, addressing key questions about Halico's brand management.
From study about the real situation of brand exploitation and Halico’s existing shortcomings, the report suggests some recommendations to improve effectiveness and quality of Halico’s brand exploitation.
To enhance Halico's distribution channel, a selective improvement and development strategy is essential It is crucial to effectively combine both direct and indirect channels based on the specific circumstances at any given time and location to achieve optimal results.
In the era of global integration, Halico must effectively enter international markets A strategic approach for penetrating new foreign markets is the transfer of brand elements, which serves as a reliable method for Halico to establish its presence in unfamiliar territories.
Halico must prioritize both brand protection and brand exploitation to maximize effectiveness Brand protection serves as the foundation, akin to the roots of a tree, while brand exploitation represents its growth, similar to the tree's top For optimal development, it is essential to nurture both aspects simultaneously.
In sum, these recommendations will play a small part in overcoming existing mistakes in exploiting and improving Halico brand in domestic and international markets.
To effectively exploit its brand, Halico must prioritize brand protection alongside brand development The subsequent study will address key questions to ensure a balanced approach to brand management.
- How is Halico protecting its brand?
- And what should Halico do to protect its brand the most safely?
When this further study implements, Halico should benefit the most for the complete mixture of brand exploitation and brand protection.
1 Feed back from Halico’s agents in Vietnamese (2010)
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Giá Giá sản phẩm Đắt : 51 Không hợp lý :1
Hệ thống Hệ thống PP Quá nhiều :
Thời gian tổ chức Kịp thời : 04 B.Thường
Hấp dẫn khách hàng Hấp dẫn : 05 B.thường
STT Nội dung ý kiến Thông tin khách hàng
Nên có chính sách đầu tư, giải pháp đầu tư cho thị trường, chú trọng đến nhà hàng.
Cty CPTMTH Diễn Châu ĐT : 0383 862 330
2 Không có người chịu trách nhiệm tại các khu vực Nóng
DNTN Phi Long Bá ĐT: 0912 256 571
3 Đào tạo, tuyển dụng những nhân viên có năng lực Marketing thì mới đưa ra được những chiến lược phát triển dài hạn, bền
Chị Hoa – 0913 224 339 vững Halico không nên quan tâm đến vấn đề doanh số trước mắt mà bỏ qua sự đầu tư chiều sâu phát triển bền vững.
- Thay đổi cơ cấu khuyến mại, làm sao để các đại lý bé không phải lấy hàng qua các đại lý lớn.
- Tạo điều kiện cho khách hàng tỉnh bám sát thị trường, giữ và phát triển thị trường HALICO
- Xây dựng hệ thống bán hàng
- Đề nghị HALICO có lộ trình bán hàng theo tháng, phân vùng thị trường, khuyến mại theo từng đơn hàng.
Cty CP Bánh Kẹo Toàn Thắng ĐT : 0904 671 118
Cty TMTH Thái Ninh ĐT : 0240 383 203
- Halico khoanh vùng thị trường để đại lý cạnh tranh lành mạnh, có hiệu quả và có nhiều chương trình marketing.
Cty TNHH TM Hùng Loan ĐT: 0915 642 130
Cty DVTM Trung Dũng ĐT : 0912 269 682 6
- Hỗ trợ nhân viên bán hàng
- Hỗ trợ, khuyến mại, làm biển bảng cho nhà hàng
Cty CP Bắc Trung Nam ĐT : 0373 962 865
7 - Khoán sản lượng và có chương trình hỗ trợ hoàn thành chỉ tiêu, thưởng theo % kế hoạch hoàn thành.
Kế hoạch sản xuất được xây dựng dựa trên việc hoàn thành doanh số và sự phát triển đồng bộ của các đại lý, với trách nhiệm chung trong việc thực hiện kế hoạch đã đề ra.
- Không hỗ trợ quá nhiều vào sản phẩm vì sản lượng lớn chưa chắc
- Cty CPXDTM Đông Anh ĐT : 0982 046 966
- Cy CP TM Hoàng Long ĐT : 0934 668 846
Doanh nghiệp tư nhân Thu An (ĐT: 043 884 3428) đã thành công trong việc phát triển thị trường, tuy nhiên, tình trạng bán phá giá đang diễn ra Do đó, cần có biện pháp kiểm soát giá bán nhằm tăng lợi nhuận cho các đại lý.
8 Cần có sự sáng tạo trong mẫu mã, bao bì
Để đảm bảo hiệu quả trong việc phân phối, cần quy hoạch cụ thể theo từng khu vực, đồng thời đưa ra các vấn đề vi phạm hợp đồng và chế tài xử lý phù hợp Bên cạnh đó, việc đầu tư vào nhân viên bán hàng cần dựa trên tỷ lệ doanh số của đại lý, đồng thời tăng cường nhân viên PG tại các nhà hàng tiềm năng.
Thưởng chế độ chính sách cơ chế như nhau.
- Sản phẩm chất lượng tốt, giá bán người tiêu dùng chấp nhận được
Hệ thống đại lý các tỉnh vùng xa còn quá ít.
Cty TMDV Hoa Linh ĐT : 0983 368 259
Chị Học , Vĩnh Phúc ĐT : 0129 697 2006
2 Extracting from top 500 Viet Trade-mark
1 CÔNG TY TNHH CHẾ BIẾN THỰC PHẨM PHÚ CƯỜNG
3 CÔNG TY TNHH THỊNH MỸ
4 TRUNG TÂM SẢN XUẤT & PHÁT HÀNH BĂNG NHẠC BẾN
5 TRUNG TÂM CÔNG NGHỆ MỚI ALFA
6 CÔNG TY TNHH XD - TM BẢO MINH
7 CÔNG TY CP SX - TM VÀ CHUYỂN GIAO CÔNG NGHỆ
8 DOANH NGHIỆP TƯ NHÂN LONG THUẬN
9 HỢP TÁC XÃ DỊCH VỤ NÔNG NGHIỆP MINH AN
10 CÔNG TY TNHH SX & TM TRƯƠNG VUI
12 CÔNG TY TNHH TM DONA
13 CÔNG TY TNHH KD XNK TM - DV FATACO BẾN TRE
14 TRUNG TÂM NGHIÊN CỨU KỸ THUẬT & QUẢN LÝ MÔI
15 MỸ VIỆN 88 SƯƠNG NGUYỆT ÁNH
16 CÔNG TY TNHH XÂY DỰNG KHÁNH THUẬN
17 CÔNG TY TNHH TM - VT HÀNH KHÁCH QUÊ HƯƠNG
18 CÔNG TY TNHH TM - DV T & H
19 CÔNG TY TNHH MỰC IN VIỆT
20 CÔNG TY TNHH Y CAO CẦU GIẤY - PHÒNG KHÁM ĐA
KHOA TƯ NHÂN Y CAO CẦU GIẤY
21 CÔNG TY TNHH TƯ VẤN BẮC VIỆT LUẬT
22 CÔNG TY TNHH CÔNG NGHIỆP ẮC QUY HẢI PHÒNG
23 CÔNG TY TNHH SẢN XUẤT TÔN & SẮT THÉP ĐỊNH NHÀN
25 DOANH NGHIỆP TƯ NHÂN XÂY DỰNG BÙI TỐN
26 CÔNG TY CP DU LỊCH GIANG ĐIỀN
27 CÔNG TY TNHH DƯỢC PHẨM VIỆT PHÚC
28 DOANH NGHIỆP TƯ NHÂN PHANA
29 NHÀ MAY ÁO DÀI XUÂN HẢO
30 CÔNG TY CP THÉP ĐÌNH VŨ
31 CÔNG TY TNHH SX & TM TÂN ĐẠI PHÚ
32 CÔNG TY TNHH SX - TM - DV LÂM HƯNG PHÁT
33 CÔNG TY TNHH SẢN XUẤT THƯƠNG MẠI DỊCH VỤ NAM
34 CÔNG TY TNHH THÉP THANH BÌNH H.T.C
35 CÔNG TY CP ĐẦU TƯ - XÂY DỰNG & KINH DOANH NHÀ SÀI
36 CÔNG TY NƯỚC KHOÁNG & TM - DV QUẢNG NINH
37 CÔNG TY TNHH DVDL THANH TÂM
38 CÔNG TY TNHH SẢN XUẤT TRANG TRÍ NỘI THẤT LỢI PHÁT
39 CÔNG TY CP XD - TM CĂN NHÀ MƠ ƯỚC
40 CÔNG TY TNHH TM TÂN THÀNH PHONG PHÚ
41 CÔNG TY CP LONG THỌ
42 CÔNG TY TNHH DƯƠNG THỤY
43 CÔNG TY CP BÁNH MỨT KẸO BẢO MINH
44 CÔNG TY CP TƯ VẤN KIẾN TRÚC XÂY DỰNG RỒNG VIỆT
45 CÔNG TY TNHH TM - DV TIN HỌC TBVP THÀNH ĐẠT
46 CÔNG TY TM - TT - DV DU LỊCH NAM PHƯƠNG
47 CÔNG TY TNHH TM - DV BẢO VỆ ĐẤT THÉP
48 CÔNG TY CP CHÈ THÁI BÌNH LẠNG SƠN
49 CÔNG TY CP BIỂN BẠC
50 CÔNG TY CP PHỤ LIỆU MAY NHA TRANG
51 CÔNG TY TNHH XNK TM - DV THIÊN HỒNG ÂN
52 CÔNG TY TNHH SẢN XUẤT MỰC & TỪ DDT
53 CÔNG TY CP CƠ KHÍ CHÍNH XÁC & CHUYỂN GIAO CÔNG
54 CÔNG TY CP THƯƠNG MẠI DỊCH VỤ & MÁY TÍNH V.E.N.R
55 CÔNG TY CP CÔNG NGHỆ THÁI BÌNH DƯƠNG
56 CƠ SỞ SẢN XUẤT INOX LC1 ( LONG CAM)
57 CÔNG TY ĐẦU TƯ XÂY DỰNG SỐ 2 HÀ NỘI
58 TRƯỜNG CAO ĐẲNG KINH TẾ KỸ THUẬT BÌNH DƯƠNG
59 CÔNG TY CAO SU VIỆT TRUNG - QUẢNG BÌNH
60 CÔNG TY CP ĐẦU TƯ - XD THIÊN TÂN
61 CÔNG TY CP PHÚ TÀI
62 CÔNG TY CP NHỰA BẢO VÂN
63 CÔNG TY CP SƠN MASTER
64 CÔNG TY CP SX - TM - DV TIN HỌC XÂY DỰNG NANO
65 CÔNG TY TNHH TM NÔNG PHÁT
66 CÔNG TY CP VẬT TƯ XĂNG DẦU BÌNH THUẬN
67 CÔNG TY CP SX - TM - DV HÓA MỸ PHẨM THANH LONG
68 CÔNG TY CP SÔCÔLA BỈ
69 CÔNG TY CP CÔNG NGHỆ VÀ VẬT LIỆU NHỰA CAO CẤP
70 CÔNG TY TNHH PHÚC HÀ
71 CÔNG TY SX - XNK TỔNG HỢP HÀ NỘI
72 CÔNG TY TNHH MỘT THÀNH VIÊN CAO LỢI HƯNG
73 CÔNG TY TNHH MỸ Ý MỸ
74 CÔNG TY TNHH TM HOÀN CẦU
75 CÔNG TY DỊCH VỤ BẢO VỆ ĐÔNG HẢI
76 CÔNG TY TNHH THỜI TRANG HẠNH
77 CÔNG TY TNHH SX - TM - DV & XD TẤN QUANG
79 CÔNG TY CP XÂY DỰNG THƯƠNG MẠI K.L
80 CÔNG TY CP DỊCH VỤ & ĐẦU TƯ PHÁT TRIỂN VIỆT NINH
81 CÔNG TY CP ĐẦU TƯ & KINH DOANH THÉP NHÂN LUẬT
82 CÔNG TY CP GẠCH TUY NEN BÌNH ĐỊNH
83 CÔNG TY TNHH KIẾN TRÚC DELTA
84 CÔNG TY CP DƯỢC THÚ Y CAI LẬY
85 CÔNG TY TNHH SX - TM THUỰC PHẨM VŨ TRƯỜNG VY
86 CÔNG TY CP DỊCH VỤ XÂY DỰNG - ĐỊA ỐC ĐẤT XANH
87 CÔNG TY TNHH SX - TM NHẬT TIẾN
88 CÔNG TY CP TÔ THÀNH PHÁT
89 CÔNG TY TNHH SX - TM ĐIỆN TỬ VIỄN THÔNG THANH
90 CÔNG TY TNHH DỊCH VỤ ĂN UỐNG QUỐC VINH
91 CÔNG TY CP THỦY SẢN CỬU LONG
92 CÔNG TY TNHH SX - TM QUÂN DIỆU
93 CÔNG TY CP SẢN XUẤT & THƯƠNG MẠI GIẤY MINH CHÂU
94 CÔNG TY CP TAXI CP HÀ NỘI
95 CÔNG TY CP ĐẦU TƯ XÂY DỰNG NHÀ ĐẤT
96 CÔNG TY CP MỸ NGHỆ NỘI THẤT NAM HÀ
97 CÔNG TY CP VẬT TƯ NÔNG NGHIỆP TIỀN GIANG
98 CÔNG TY CP XD - TM BÌNH PHÁT
99 CÔNG TY CP SX - TM - DV TRÍ HẢI
100 CÔNG TY CP THỦY SẢN VIỆT THẮNG
101 CÔNG TY CP KIM ĐÔ
102 CÔNG TY CP ĐẦU TƯ XÂY DỰNG & THƯƠNG MẠI PHÚ
103 CÔNG TY CP CÔNG NGHỆ SÀI GÒN VIỄN ĐÔNG
104 CÔNG TY XÂY DỰNG CÔNG TRÌNH 585
105 CÔNG TY CP KỸ THUẬT MỚI
106 CÔNG TY CP ĐẦU TƯ XNK THUẬN PHÁT
107 CÔNG TY TNHH TM - DV ĐÔNG NAM Á
108 CÔNG TY BACHY SOLETANCHE VIỆT NAM
110 TRƯỜNG ĐẠI HỌC DÂN LẬP HẢI PHÒNG
111 CÔNG TY CP TƯ VẤN THIẾT KẾ - KIỂM ĐỊNH & ĐỊA KỸ
112 CÔNG TY GIA CÔNG VÀ DỊCH VỤ THÉP SÀI GÒN
113 CÔNG TY CP CHẾ BIẾN THỦY SẢN XUẤT KHẨU NGÔ
114 CÔNG TY TNHH TÂN THUẬN
115 TRƯỜNG ĐẠI HỌC NGOẠI THƯƠNG
117 CÔNG TY TNHH SÀI GÒN ÔTÔ
118 CÔNG TY CP XÂY DỰNG & PHÁT TRIỂN ĐẦU TƯ HẢI
120 CÔNG TY CP CHẾ BIẾN THỰC PHẨM THÁI MINH
121 CÔNG TY CP XÂY DỰNG SÀI GÒN
122 CÔNG TY CP THUỐC THÚ Y TWI
123 CÔNG TY CP TƯ VẤN XÂY DỰNG HÀ TÂY
124 CÔNG TY TNHH THIÊN THUẬN PHÁT
126 CÔNG TY TNHH TM - SX QUANG NÔNG
127 CÔNG TY TNHH THIÊN THÀNH
128 CÔNG TY TNHH SX - TM - DV MINA
130 CÔNG TY ĐIỆN GIA LAI
131 CÔNG TY TNHH SX - TM NGHỊ LỰC
132 CÔNG TY CP CƠ KHÍ CHẾ TẠO MÁY LONG AN
133 CÔNG TY TNHH SX - TM HỒNG THẢO
135 CÔNG TY TNHH TM TỔNG HỢP XANH HÀ
136 CÔNG TY TNHH DƯỢC PHẨM SÀI GÒN
137 CÔNG TY TNHH SX - TM CÂN THĂNG LONG
138 CÔNG TY TNHH NHẬT VIỆT
139 CÔNG TY TNHH TƯ VẤN KỸ THUẬT H.K
140 DNTN SX TM & DV NGUYỄN NGA LÂU
141 CÔNG TY CP THỰC PHẨM & NƯỚC GIẢI KHÁT DONA
142 CÔNG TY CP TẬP ĐOÀN TÂN CƯƠNG HOÀNG BÌNH
143 CÔNG TY XUẤT NHẬP KHẨU THIÊN PHÁT
144 CÔNG TY TNHH TM - DV TIN HỌC ANH PHƯƠNG A.P.C.O.M
145 HTX THƯƠNG MẠI DỊCH VỤ THUẬN THÀNH
146 DNTN VÂN QUANG BÌNH ĐỊNH
147 CÔNG TY ĐIỆN LỰC TNHH BOT PHÚ MỸ 3
148 CÔNG TY TNHH THANH LONG HOÀNG HẬU
149 CÔNG TY TNHH TÂN XUYÊN VIỆT
150 CÔNG TY CP DÂY LƯỚI THÉP
152 CÔNG TY XUẤT NHẬP KHẨU SÁCH BÁO
153 CÔNG TY CP KIM HOÀN THANH NIÊN
154 THỜI TRANG CAO CẤP BOLZANO
155 CÔNG TY TNHH SX - TM - DV HÓAMỸ PHẨM AN THỊNH
156 CÔNG TY KHAI THÁC CÔNG TRÌNH THỦY LỢI GIA LAI
157 CÔNG TY CP THỂ THAO NGÔI SAO GERU
158 CÔNG TY CP BỆNH VIỆN ĐA KHOA TƯ NHÂN TRIỀU AN
159 CÔNG TY SAO MAI THẾ KỶ 21
160 TRUNG TÂM DẠY NGHỀ TƯ THỤC CNTT KHÔNG GIAN
161 CÔNG TY CP NHÀ THÉP HÙNG VÂN
162 CÔNG TY CP PHÂN HỮU CƠ HUMIC QUẢNG NGÃI
163 CÔNG TY TNHH SX - TM - DV VĂN CHƯƠNG
164 CÔNG TY VẬT TƯ CÔNG NGHIỆP QUỐC PHÒNG
165 CÔNG TY ĐIỆN TỬ - TIN HỌC SÀI GÒN (SEI) - TRUNG TÂM
CÔNG NGHỆ PHẦN MỀM TP.HCM - SÀI GÒN SOFTWARE
167 NHÀ MÁY GẠCH BÊ TÔNG DCB
168 CÔNG TY TNHH TƯ VẤN - THIẾT KẾ - XÂY DỰNG SÔNG
170 CÔNG TY CP PHÁT TRIỂN SẢN XUẤT THƯƠNG MẠI SÀI
171 TRUNG TÂM TM - DV BỐN MÙA ( HAPRO - BỐN MÙA)
THUỘC TỔNG CÔNG TY THƯƠNG MẠI HÀ NỘI
172 NHÀ XUẤT BẢN GIÁO DỤC - BỘ GIÁO DỤC VÀ ĐÀO TẠO
173 CÔNG TY TƯ VẤN ĐẦU TƯ & THƯƠNG MẠI
174 CÔNG TY CP NỒI HƠI VIỆT NAM
175 XÍ NGHIỆP ĐẠI LÝ GIAO NHẬN VẬN TẢI QUỐC TẾ
176 CÔNG TY TNHH THƯƠNG MẠI DỊCH VỤ THIÊN HÒA
177 CÔNG TY CP THIẾT KẾ - MỸ THUẬT IN BAO BÌ ĐĂNG
178 CÔNG TY CP ĐẦU TƯ XÂY DỰNG AN THỊNH
179 CÔNG TY TNHH THƯƠNG MẠI - SẢN XUẤT PHAN DIỆP
180 CÔNG TY TNHH TƯ VẤN XÂY DỰNG SINO - PACIFIC
181 CÔNG TY TNHH MỘT THÀNH VIÊN CÀ PHÊ THẮNG LỢI
182 CÔNG TY CP ĐT - PT NÔNG NGHIỆP & PHÂN BÓN HÓA
183 CÔNG TY CP ĐỊA ỐC ACB
184 CÔNG TY CP NHỰA TRƯỜNG PHÁT
185 CÔNG TY TNHH NHỰA TRƯỜNG THỊNH
186 CÔNG TY CP ĐẦU TƯ - XÂY DỰNG HÀ NỘI
187 CÔNG TY TNHH BVTV AN HƯNG PHÁT
188 CÔNG TY CP CỬA SỔ NHỰA CHÂU ÂU
189 CÔNG TY CP CÔNG NGHỆ GỖ ĐẠI THÀNH
190 CÔNG TY CP PHÁT TRIỂN ĐẦU TƯ XÂY DỰNG VIỆT NHẬT
191 CÔNG TY CP PHÁT TRIỂN NHÀ THỦ ĐỨC
192 CÔNG TY TNHH SX - TM - DV YẾN ANH
193 CÔNG TY TNHH TÂN HOÀNG ÁNH
194 CÔNG TY TNHH CÔNG NGHỆ NÉC VIỆT
195 CÔNG TY TNHH DANH THÀNH
197 CÔNG TY TNHH ASAMA YUH JIUN INTERNATIONAL VIỆT
199 TRUNG TÂM NGHIÊN CỨU PHÒNG TRỪ MỐI
200 CÔNG TY CP ĐỒNG TIẾN
201 CÔNG TY TNHH TM - SX - DV TÂN NAM PHÁT
202 CÔNG TY TNHH SX - ĐT ĐIỆN TỬ HIỆP HƯNG
203 BỆNH VIỆN CHUYÊN KHOA THẨM MỸ SÀI GÒN
204 CÔNG TY TNHH TM - DV - XD HOÀNG GIA
205 CÔNG TY CP TM & SX ĐẠI PHÁT
206 CÔNG TY TNHH SX - TM NHUNG HẠNH
207 CÔNG TY TNHH XD - TM - DV TIẾN THÀNH PHÁT
208 DOANH NGHIỆP TƯ NHÂN SSCD HẢI PHÒNG
209 CÔNG TY CP ĐẦU TƯ & PHÁT TRIỂN CÔNG NGHỆ NGUYỄN
210 CÔNG TY CỔ PHẦN XÂY DỰNG TÀI LỘC
211 CÔNG TY CAO SU CHƯ SÊ
212 CÔNG TY TNHH LÊ PHÚ
213 BỆNH VIỆN PHỤ SẢN QUỐC TẾ SÀI GÒN
214 TRƯỜNG CAO ĐẲNG SƯ PHẠM THỪA THIÊN HUẾ
216 CÔNG TY TNHH MỘT THÀNH VIÊN TÍN NGHĨA
218 CÔNG TY CP CỒN RƯỢU HÀ NỘI
219 CÔNG TY TNHH MAY THÊU AN PHƯỚC
220 DNTN THẨM MỸ THANH HÀ
221 CÔNG TY CAO SU CHƯ PĂH
222 CÔNG TY TNHH TRIỀU NHẬT
223 CÔNG TY TNHH SX - TM LỰC KỲ
224 CÔNG TY CP KIẾN TRÚC & ĐẦU TƯ DUY CHƯƠNG
225 DNTN THỨC ĂN CHĂN NUÔI THÀNH LỢI
226 CÔNG TY CP THANH TÂN THỪA THIÊN HUẾ
227 TRƯỜNG TRUNG HỌC TƯ THỤC TIN HỌC KINH TẾ SÀI GÒN
228 CƠ SỞ CƠ KHÍ NÔNG NGHIỆP CHÍN NGHĨA
229 CÔNG TY CP PHƯƠNG HẢI LONG
230 TRƯỜNG CAO ĐẲNG KỸ THUẬT Y TẾ II - BỘ Y TẾ
231 CÔNG TY TNHH TẤM CÁCH NHIỆT
232 CÔNG TY LƯƠNG THỰC TIỀN GIANG
233 CÔNG TY VẮCXIN VÀ SINH PHẨM SỐ 1
235 CÔNG TY TNHH IN VÀ TM KIỀU TRANG
236 CÔNG TY QUANG ĐIỆN - ĐIỆN TỬ
237 NGÂN HÀNG TM CP KỸ THƯƠNG VIỆT NAM
238 CÔNG TY CP XNK NÔNG SẢN THỰC PHẨM CÀ MAU
239 CÔNG TY TNHH SX THỰC PHẨM CÔNG NGHỆ BẢO LONG
240 XÍ NGHIỆP CƠ KHÍ QUANG TRUNG
241 CÔNG TY CỔ PHẦN MAY TRƯỜNG GIANG
242 CÔNG TY CP CAO SU VÀNG
243 CÔNG TY CP NAM THÁI HÀ
244 CÔNG TY CP MAY SÔNG HỒNG
245 CÔNG TY TNHH TM XD SX HOÀNG HÀ
246 CÔNG TY TNHH THẨM ĐỊNH GIÁ ĐẤT VIỆT
247 CÔNG TY TNHH THƯƠNG MẠI VIỆT LONG
