Establishing a marketing strategy for luxury hotel and residence project of tms group join stock company in quy nhon city, binh dinh province

Scholastic: 2017-2018 ESTABLISHING A MARKETING STRATEGY FOR LUXURY HOTEL AND RESIDENCE PROJECT OF TMS GROUP JOIN STOCK COMPANY IN QUY NHON CITY, BINH DINH PROVINCE Author: Nguyen Thi

Scholastic: 2017-2018

ESTABLISHING A MARKETING STRATEGY FOR LUXURY HOTEL AND RESIDENCE PROJECT

OF TMS GROUP JOIN STOCK COMPANY

IN QUY NHON CITY, BINH DINH PROVINCE

Author: Nguyen Thi Mai Anh Advisor: Dr Dao Van Tien

Release year: 2018

EXECUTIVE SUMMARY

Under the Subject "Establishing a Marketing Strategy for Luxury Hotel and Residence Project of TMS Group Join Stock Companyin Quy Nhon city, BinhDinh Province", the report consists of 4 main parts:

Firstly, introduce need, objective and values of the report

Secondly, provide an overview about the TMS Group Joint Stock Company

Thirdly, set up a marketing strategy for Luxury Hotel and Residence Project of TMS Group Joint Stock Company in Quy Nhon city, BinhDinhprovincethroughcollecting primary data and conducting preliminary research on the real estate market in Quy Nhon city, then assessing the demand of customers for real estate products such as land, apartment, hotel apartment,ect.Whereby, proposing a development plan of TMS Group real estate products which is suitable to market demand After that, makinganalysis of above project in a comparative relationship with competitors, which helps to position products, identify target customers, build competitive factor and price for the product and ultimately building a marketing strategy for that project in order to promote the business effectively and gain market share for TMS Group in Quy Nhon market

Finally, providing conclusion, recommendations and limitations of the report

INTERNSHIP CERTIFICATE

This is to certify that the Internship Report entitled "Establishing Marketing Strategy for Luxury Hotel and ResidenceProject of TMS Group Joint Stock Company in Quy Nhon city, BinhDinhprovince"submitted by Mrs Nguyen Mai Anh is research work for the award of the MastersofMarketing& Prospective in IAE Nantes Economie& Management at the Universite De Nantes, that the report has not formed thebasis for the award previously of any degree, diploma, associate ship, fellowship or anyother similar title of any university or institution Also, it is certified that the report represents an independent work on the part of the candidate

The data presented in the report are entirely collected and analyzed by author which are reliable and accurate at the time of report

Place: Ha Noi, Vietnam

Date:

ACKNOWLEDGEMENT

Situated in an area oriented to develop tourism in the South-Central region, Quy Nhon is a charming natural place with many famous places such as EoGio, Ghenh Rang Tien Sa, Champa Twin Towers, Ky Co island, Cu Lao Xanh, Phuong Mai Peninsula…ect Along with the general trend of the country, more than ever, BinhDinh in general and Quy Nhon in particular are determined to increase investment attraction in a sustainable way through open policies, creating open and transparent environment for investors

Recognizing the advantages of landscape and culture, BinhDinh province has been issuing many policies and orientations for tourism development In particular, there are plans for infrastructure and transport development Key projects such as: upgrading and expanding National highway 1A, National highway 1D, National highway 19, Nhon Hoi - Tam Quan coastal road, ThiNai bridge; to build and expand the civil aviation area - Phu Cat airport; Quy Nhon seaport has been investing and building When these works are completed, not only tourism but the economy, real estate here also promised to have a breakthrough growth

According to BinhDinh Department of Culture, Sports and Tourism, in 2016, BinhDinh has welcomed 3.2 million visitors, accompanied by the tourism revenue growth of 44%, reaching 1,500 billion VND It is expected that from now to 2020, the province will attract 5.5 million visitors In which, there are about 800,000 international passengers, with an average annual growth rate of 15%/ year, the total tourism revenue will reach 10.000 billion

VND, with an average annual growth rate of 25%/year (BinhDinh Statistical Office; Statistical Year Book 2016; 2017)

According to the BinhDinhtourismoriented development in general and Quy Nhon in particular, vision to 2030, the province will focus on investment, exploiting tourism resources towards professional, branded, sustainable development, tourism products with high quality, competitive and bold identity Simultaneously, Quy Nhon city is planning to become one of the central cities of the Central Coast, development-oriented industries - ports

- services - tourism to become one of the typical destinations like Da Nang, Nha Trang and Phan Thiet…

However, according to the survey, the entertainment venues, shopping centers and resort facilities in Quy Nhon are still very few and do not meet the increasing demand of tourists

Up to the end of the 2017 first quarter, the province has 150 accommodation facilities with

4,000 hotel rooms, including 5 four-star hotels and only one five-star hotel (BinhDinh Statistical Office; Statistical Year Book 2016; 2017)

This modest figure shows a huge shortage of luxury apartments for tourists coming to BinhDinh as the number of tourists is two times higher than Phu Quoc and equal with 70%

of Nha Trang

Taking advantage of the beginning opportunities and development, exploring the potential of tourism and the increasing number of tourists in the locality, many big, reputable and strong financial strength investors have quickly chosen Quy Nhon as the place to "take off" resort real estate development, including TMS Group

For the business which is putting their first foot in the field of real estate investment under a strong competition market, TMS Group needs to have a breakthrough strategy to gain competitiveness and market share Especially, for potential emerging markets such as Quy Nhon, there is not much competition from big markets such as Hanoi, Ho Chi Minh City, Da Nang and Nha Trang… a proper marketing strategy will not only helping the company to dominate the market, creating competitive advantage but also helps to create brand value and solid position for the corporation

Marketing strategy is one of the key determinants of the business, project or product success Effective marketing strategy is one of the most important factors for Samsung to become one

of the fastest growing brands in recent years The brand value of Samsung in 2000 was $ 5.2 billion After Samsung continued to invest 508 million USD for branding promotion in

2001, the company's brand value rose to $ 6.3 billion, after 13 years, Samsung brand’s value, rose to $39.6 billion, top 8th World Brand (Thanh Tú, Why Samsung Surpasses It’s 8 th World Brand, Dantri, 2013)

Recognizing the importance of a marketing strategy, the subject poses the need to develop a marketing strategy for the project as one of the most important tasks that determine the success of the project, in addition to a good product and effective business strategy

THANK YOU

First, I would like to express my gratitude to Economy & Management, Université de Nantes and International School, Vietnam National University for giving me the opportunity to accomplish this Master of Marketing & Prospective course It has been a valuable experience in my life, especially for my career I am also appreciation to my supervisor, Dr Dao Van Tien on his guidance, encouragement and companion with me through this report Without his valuable advice and assistance, I may not materialize and complete this report timely

Secondly, I would like to give thankful for TMS Group Join Stock Company, where I work during the completion of this report until now My collage, especially Ms Nguyen Ngoc Hoa – Vice CEO of TMS Group, who is responsible for all Sale & Marketing activities at TMS Group, she gave me all the best condition to finish this report, shared with me all her experiences, deep knowledges in this field Hopefully this report will contribute something

to the group and its development

Finally, I would like to express my best regards to my family, who always beside me and be

my infinite momentum to complete this report

TABLE OF CONTENTS

EXECUTIVE SUMMARY 2

INTERNSHIP CERTIFICATE 3

THANK YOU 4

TABLE OF CONTENTS 7 LIST OF CHARTS & FIGURES Error! Bookmark not defined LIST OF TABLES Error! Bookmark not defined CHAPTER 1: INTRODUCTION Error! Bookmark not defined

CHAPTER II: THEORETICAL BASIS OF Error! Bookmark not defined MARKETING STRATEGY Error! Bookmark not defined 2.1 Definition of marketing strategy Error! Bookmark not defined

2.2 Necessity of marketing strategy planning Error! Bookmark not defined 2.2.1 Importance of marketing strategy planning Error! Bookmark not defined

2.2.2 Objective necessity to develop a marketing strategy for businesses in the market

economy Error! Bookmark not defined

2.3 Levels of strategy: Error! Bookmark not defined

2.3.1 Corporate level strategy: Error! Bookmark not defined 2.3.2 Business unit level strategy: Error! Bookmark not defined 2.3.3 Functional strategy (Operational strategy): Error! Bookmark not defined.

2.4 Strategic planning Error! Bookmark not defined

2.4.1 Concept Error! Bookmark not defined.

2.4.2 Contents of the marketing strategy planning process Error! Bookmark not defined

2.5 Marketing strategies: Error! Bookmark not defined

2.5.1 Cost leadership strategy Error! Bookmark not defined 2.5.2 Product differentiation strategy Error! Bookmark not defined 2.5.3 Focus strategy Error! Bookmark not defined 2.5.4 Generic strategy combinations Error! Bookmark not defined.

2.6 Marketing strategy development process Error! Bookmark not defined

2.6.1 Marketing goal determination: Error! Bookmark not defined 2.6.2 Marketing environment analysis Error! Bookmark not defined 2.6.2.1 Macro environment: Error! Bookmark not defined.

a / Economic environment: Error! Bookmark not defined b/ Socio-cultural environment: Error! Bookmark not defined.

c/ Political-legal environment: Error! Bookmark not defined d/ Technological environment: Error! Bookmark not defined e/ Demographic environment: Error! Bookmark not defined f/ Natural environment: Error! Bookmark not defined g/ Global environment: Error! Bookmark not defined 2.6.2.2 Micro-environment: Error! Bookmark not defined a/ Industry environment analysis: Error! Bookmark not defined b/ Internal analysis: Error! Bookmark not defined c/ Analysis of SWOT matrix in the formation of business strategy: Error! Bookmark

not defined.

2.7 Marketing strategy Error! Bookmark not defined

2.7.1 Expansion Marketing Strategy (By Product - Market): Error! Bookmark not defined.

2.7.2 Competitive Marketing Strategy Error! Bookmark not defined.

a / Market leader strategies: Error! Bookmark not defined.

b / Market Challenger Strategies: Error! Bookmark not defined.

c / Market follower strategies: Error! Bookmark not defined.

d / Market nicher strategy: Error! Bookmark not defined.

2.8 Marketing - mix program (for each SBU) Error! Bookmark not defined

2.8.1 Product: Error! Bookmark not defined.

2.8.2 Price: Error! Bookmark not defined

2.8.2.1 What is the price? Error! Bookmark not defined 2.8.2.2: Pricing methods Error! Bookmark not defined 2.8.3 Distribution: Error! Bookmark not defined 2.8.3.1 Concept, role and function of distribution Error! Bookmark not defined 2.8.3.2: Distribution Channel Error! Bookmark not defined a/ Distribution Channel concept: Error! Bookmark not defined.

b / Channel Design: Error! Bookmark not defined 2.8.4: Advertising - Communication: Error! Bookmark not defined 2.8.4.1: Basic concepts Error! Bookmark not defined 2.8.4.2: Implementation Tools: Error! Bookmark not defined.

a / Advertising: Error! Bookmark not defined.

b / Promotion: Error! Bookmark not defined.

c / Public Relations: Error! Bookmark not defined.

d / Direct marketing Error! Bookmark not defined.

e / Direct Selling: Error! Bookmark not defined.

CHAPTER 3: OVERVIEW OF THE TMS GROUP Error! Bookmark not defined

3.1 History, vision, mission and core values Error! Bookmark not defined

3.1.1 History Error! Bookmark not defined 3.1.2 Vision Error! Bookmark not defined 3.1.3 Mision Error! Bookmark not defined 3.1.4 Core values Error! Bookmark not defined.

3.2 Structure of the TMS Group Joint Stock Company Error! Bookmark not defined

3.2.1 TMS Edu Error! Bookmark not defined 3.2.2 TMS Travel Error! Bookmark not defined 3.2.4 TMS Commercial: Error! Bookmark not defined 3.2.5 TMS International School Error! Bookmark not defined 3.2.6 TMS HR Error! Bookmark not defined 3.3.2 Function and duties of marketing department Error! Bookmark not defined a/ Research to establish marketing strategy: Error! Bookmark not defined b/ Market forecasting research: Error! Bookmark not defined.

c/ Product research and implementation organization of new product development

program: Error! Bookmark not defined d/ Price research: Error! Bookmark not defined e/ Research marketing support tools and measures: Error! Bookmark not defined.

4.1 Research on Real Estate Market in Quy Nhon, Binh Dinh Error! Bookmark not defined

4.1.1 Landscape Error! Bookmark not defined 4.1.2 Apartment market Error! Bookmark not defined 4.1.3 Condotel market Error! Bookmark not defined 4.1.4 Conclusion Error! Bookmark not defined.

4.2 Introduction about The 5 stars Complex TMS Luxury Hotel and Residence of TMS Group in Quy Nhon Error! Bookmark not defined

4.2.1 Project overview Error! Bookmark not defined 4.2.2 Competitive focus (USP) Error! Bookmark not defined 4.2.3 Product Positioning Error! Bookmark not defined a/ Positioning according to competitors Error! Bookmark not defined b/ Product Positioning through the image of the customer Error! Bookmark not

d/ Threaten: Error! Bookmark not defined.

4.3 Target customers Error! Bookmark not defined

4.3.1 Customers purchase Apartment Error! Bookmark not defined a/ Segment by geography: Error! Bookmark not defined b/ Segment customers by demographics: Error! Bookmark not defined c/ Segment by purpose: Buy to stay, own a second home, sublease; speculative Error!

Bookmark not defined.

d/ Segment by psychology, buying behavior Error! Bookmark not defined 4.3.2 Customers purchase Condotel Error! Bookmark not defined a/ Segment by Geography Error! Bookmark not defined b/ Segment by demographics: Error! Bookmark not defined b/ Segment by Purpose: Error! Bookmark not defined c/ Segmentby psychology & buying behavior Error! Bookmark not defined.

4.4 Competitor analysis Error! Bookmark not defined

4.4.1 Analysis of competitive factor for condotel product Error! Bookmark not

defined.

a/ Branding criteria Error! Bookmark not defined b/ Product Criteria Error! Bookmark not defined c/ Trade criteria Error! Bookmark not defined 4.4.2 Analysis of competitive factor for Hometel product Error! Bookmark not

defined.

a/ Branding criteria Error! Bookmark not defined b/ Product Criteria Error! Bookmark not defined c/ Trade criteria Error! Bookmark not defined.

4.5 Marketing strategy for TMS Luxury Hotel & Residence Quy Nhon Error! Bookmark not defined

4.5.1 Products Error! Bookmark not defined a/ Product classification Error! Bookmark not defined b/ Product development strategy Error! Bookmark not defined 4.5.2 Price Error! Bookmark not defined a/ Condotel sale price: Error! Bookmark not defined 4.5.3 Sales and buying process Error! Bookmark not defined 4.5.3.1 Phasing Sales Plan Error! Bookmark not defined 4.5.3.2/ Sale policy Error! Bookmark not defined a/ Apartment sales policy with profit commitment (Condotel) Error! Bookmark not

defined.

b/ Sales policy for Apartment which is not committed to profit (Hometel) Error!

Bookmark not defined.

c/ Discount policy when buying bulk Error! Bookmark not defined 4.5.3.3 Sales strategy and distribution system development Error! Bookmark not

defined.

4.5.4 Promotion Error! Bookmark not defined.

4.5.4.1 Key message/Slogan/Tagline Error! Bookmark not defined a/ Slogan: Error! Bookmark not defined

4.5.4.2 Media Chanels Error! Bookmark not defined a/ Analyze customer behavior on the Media channels Error! Bookmark not defined b/ Media channel Error! Bookmark not defined 4.5.4.3 Phasing the plan of communication & budget Error! Bookmark not defined.

CHAPTER 5: CONCLUSION AND RECOMMENDATIONS Error! Bookmark not defined 5.1 Conclusion Error! Bookmark not defined 5.2 Recommendations Error! Bookmark not defined 5.3 Limitations Error! Bookmark not defined REFERENCES Error! Bookmark not defined

LIST OF CHARTS &FIGURES

Chart 1: Apartment statistics in Quy Nhon

Chart 2: Statistics of hotel apartment in Quy Nhon

Figure1: Model of 4 steps of strategic planning

Figure 2: Five stages of strategic planning

Figure 3: Model 10 stages of strategy building

Figure 4: Steps in strategic planning

Figure 5: 5 Force Competitive Model

Figure 6: Organization Structure of TMS Group

Figure 7: Organizational Structure - Department of Marketing & Communications

Figure 8: Product/service positioning diagram

Figure 9: Media Channels

LIST OF TABLES

Table 1: Generic strategies of Porter

Table 2: SWOT Analysis Framework

Table 3: Information survey table of land projects in real estate projects in Quy Nhon City Table 4: Information survey table of apartment projects in Quy Nhon city

Table 5: Information survey table of apartment hotel projects in Quy Nhon city

Table 6: Information survey table of Condotel projects to be launched in Quy Nhon

Table 7: Summary of real estate in Quy Nhon market

Table 8: Analysis of the brand competitiveness coefficient (condotel)

Table 9: Analysis of the product’s competitiveness coefficient (condotel)

Table 10: Analysis of the commercial competitiveness coefficient (condotel)

Table 11: Analysis of the brand competitiveness coefficient (Home-tel)

Table 12: Analysis of the product’s competitiveness coefficient (Home-tel)

Table 13: Analysis of the commercial competitiveness coefficient (Home-tel)

Table 14: Statistics of TMS Quy Nhon apartment types

Table 15: Product Strategy TMS Luxury Hotel & Residence Quy Nhon

Table 16: Scoring Competitiveness coefficient of brand & product (condotel)

Table 17: Trade rating & setting the Basic price (Condotel)

Table 18: Scoring competitiveness coefficient of brand & product (Home-tel)

Table 19: Scoring commercial competitiveness coefficient & setting basis selling price (Home-tel)

Table 20: Phasing sales plan & Roadmap for price increases

Table 21: Sale policy for Condotel

Table 22: Sale policy for Home-tel

Table 23: Wholesale policy (in bulk)

Table 24: Project distribution options

Table 25: Distribution of project rate

Table 26: Customer behavior on the Media channels

Table 27: Phasing the period of communication & cost estimation

CHAPTER 1: INTRODUCTION

1.1 Need of the report

Economic experts acknowledge that Vietnam has the potential to develop its tourism economy strongly and becomes a destination for world tourism in the future, especially thanks to the best coastline in Southeast Asia

Looking in the region, Vietnam has many similarities to Thailand's 10 years ago in terms of tourism growth opportunities, with the trend of resort real estate development expected to grow even more in the future

Emerging as a new tourist paradise, voted as the "most attractive destination in Southeast Asia" (The Rouge Guide Magazine – United Kingdom, 2015), Quy Nhon city, BinhDinh province is planned to become one of the central cities of the Central Coast, developing towards the industry - sea port - service - tourism Following Da Nang, Nha Trang and Phan Thiet, BinhDinh is a very “hot” name on the investment map in Vietnam, becoming an ideal destination for domestic and foreign investors

According to BinhDinh Investment Promotion Center, in the first 6 months of 2017, BinhDinh attracted 47 projects with a total registered capital of more than 12 trillion VND,

of which 22 investment projects in the field of tourism, services, trade and real estate, accounting for over 60% of total investment capital, typically luxury real estate projects

focusing in Quy Nhon city (People's Committee of BinhDinh Province, Investment Program

of 2018)

With the orientation to 2020, the province has attracted 5.5 million visitors, of which 30% are international visitors, in combination with investment incentive policies and good exploitation of tourism resources in a professional, branded, sustainable development,

tourism products of high quality, bearing bold identity, BinhDinh in general and Quy Nhon

in particular are witnessing the large-scale "landing" of the giants real estate to catch up with the beginning trend of tourism development here as well as demand for luxury resorts are gradually in vogue The real estate market in Quy Nhon is therefore increasingly competitive among the leading real estate corporations In order to compete and gain market share in this potential market, TMS Group Joint Stock Company (TMS Group hereafter) needs to have good strategies to meet market requirements and marketing is one of the most important strategies

From offering the market good quality products at competitive prices, TMS Group needs to make customers believe in investing to their products instead of buying competitor's products To do that, TMS Group needs to understand the needs of customers, promoting better regarding their products, and building a long-term relationship between the TMS Group brand and customers

With more than 14 years of operation in the field of international human resources, education and oversea study, in the last five years, TMS Group has been consistently ranked among the top 3 high quality of Vietnam human resources companies for leading corporations in Japan However, due to the unique nature of the human resources sector, TMS Group has never promoting their brand or product marketing When it comes to real estate, TMS Group quickly recognizes the need to innovate, actively promote the brand, promote marketing activities to improve competitiveness, to gain market share

Quy Nhon is one of the first investment destinations of the TMS Group, starting the strategy

of developing hotel chain, luxury resort of the group across the country TMS Luxury Hotel and Residence Project of TMS Group in Quy Nhon city (TMS Quy Nhon project hereafter)

is a 5 stars Hotel and Apartment complex with more than 1000 rooms The project possesses many advantages in terms of position, geomancy, etc that promising to become the most worthing real estate project to wait in Quy Nhon market However, TMS Group is a new investor that does not have enough experienced in developing real estate projects, as well as not known in a fiercely competing real estate market, especially in Quy Nhon city Therefore, TMS Group needs a prudent, properly marketing strategy for TMS Quy Nhon project in order to grasp the opportunity to invest and dominate this potential market

1.2 Objectives of the report

With the necessary nature, the report is implemented to achieve these main objectives:

Firstly, synthesizing primary data, researching and evaluating real estate products of

competitors in the Quy Nhon market related to the real estate sector includes land, apartment, hotel apartment Since then, achieving the product development strategy for TMS Quy Nhon to be in line with the market demand, while helping to assess the proper demand

and ability to consume of customers for the real estate products in Quy Nhon market

Secondly, research the TMS Quy Nhon project in comparison with its competitors in this

market, in order to find and promote the competitive advantages of the product, reducing the limitations of the project in comparing with the similar products This helps to positioning the products of TMS in Quy Nhon market, as well as "sketch" target customers of the project

Thirdly, basing on competitors and targeted customers research, building the suitable price

and choosing the best distributors

Finally, this internship assets the main objective to research customer behaviors on media channels, that could help choosing the most effective media channels, since then, proposing product marketing strategy to promote business, gain market share for TMS Group in Quy Nhon market

1.3 Values of the report

With the main tasks proposed above, the subject is expected to bring specific values for the business:

Firstly, providing a proper, comprehensive view on the issues of Quy Nhon real estate market for management board of TMS Group

Secondly, to develop products of TMS Group in the right direction, suitable to the tastes of customers, meet the market demand, increase the absorption capacity of the product

Thirdly, to help TMS Group dominates the market, gain market share in the context of Quy Nhon real estate market which is increasingly hot, the competition is increasingly fierce Fourth, building the brand of TMS Group in real estate through the success of the project

CHAPTER II: THEORETICAL BASIS OF

MARKETING STRATEGY

2.1 Definition of marketing strategy

The term “Strategy” is derived from the field of military as the “science of planning and conditions of military operations”; is “the art of commanding means to win the enemy” Thus the strategy is understood as the science of planning, conditions, and art that uses resources and means in large-scale, long-term military operations to create advantages to win the enemy; and is understood to be the art of exploiting the weaknesses and bringing the greatest chance of success

Being developed in the 1960s, marketing strategy has been gradually used commonly in businesses with different definitions

Jame B Quinn defines strategy as being “the pattern or plan that integrates an organization’s

major goals, policies and action sequences into a cohesive whole”(Jame B Quinn, 1998, p.508)

William F.Glueck in the textbook “Business Policy & Strategic Management” defines strategy as “a unified, comprehensive, and integrated plan designed to ensure that the basic

objected of the enterprise are achieved”(William F.Glueck,1988, p.324)

Alfred Chandler from Harvard University defines strategy as “the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals”

Strategic planning is also understood as an art and science of setting, implementing, and evaluating multi-functional decisions that enable the business to achieve its goals

Thus, it can be defined that marketing strategy of a business is to synthesize activities to make planning, implement and check, adjust the marketing strategy of the business repeatedly with or without following a time cycle to ensure that the business always takes advantages, opportunities as well as limit or eliminate the threats and pitfalls in the way of

achieving its goals(Le The Gioi, 2008, p.11)

2.2 Necessity of marketing strategy planning

2.2.1 Importance of marketing strategy planning

In the business of a business, the existence and success in business first depend on the correctness of the strategy Therefore, business strategy plays an important role in the development of the business This is shown as follows:

Firstly, marketing strategy helps businesses clearly see the purpose and direction of the

business in the business operation Thus, the business knows what direction it should organize its business apparatus The business also knows what to do to achieve success in business and when the business achieves its goals

Secondly, business environment is always volatile, creating many opportunities as well as

traps, risks Strategic planning forces planners to analyze and forecast the conditions of the business goals in the near and far future, thereby focusing on the best opportunities while avoiding the worst risks

Thirdly, thanks to the use of marketing strategies, businesses, regardless of their decisions

closely related to environment conditions, may balance their resources, power and goals with the market opportunities to ensure good achievement of the set goals

Fourthly, in a fierce competitive environment, the comprehensive analysis of macroeconomic

factors and the operational environment helps businesses identify and assess the current demand for capital, equipment and human resources of the business with the demand of customers and problems arisen, thereby having the best resource allocation to achieve the set goals

1.2.2 Objective necessity to develop a marketing strategy for businesses in the market economy

Objective necessity to develop a marketing strategy for businesses is reflected in several aspects as follows:

Firstly, current business environment has changed fundamentally compared to the previous

time, which requires renovation the business management and organization in terms of both content and method

Secondly, to survive, develop in a more fiercely competitive environment in terms of scale

and scope, businesses are required to change their ways of thinking, look for new business methods, new management methods that is the development and implementation of a Marketing strategy

Thirdly, in the world, the ideology of strategic business management has been for a long time

and has been confirmed to be the inevitable process of corporate governance

Fourthly, according to major researches in the world, companies that use strategic planning

often achieve better business results than before and better than those in the same industry without making strategic planning in their production and business activities This explains that the “life expectancy” of multinational companies is 40-50 years and there are some with the life expectancy of more than 100 years

2.3 Levels of strategy:

Besides including various aspects, the definition of strategy is different at several levels and there are at least three levels of strategy identified, namely, corporate level strategy, business unit level strategy and functional strategy

2.3.1 Corporate level strategy:

Company level strategy addresses the overall purpose and scope of the organization to meet shareholders’ expectations The company strategy involves in all activities, products, services and markets of the Company This strategy is clearly stated in the company’s

“mission statement” and indicates how and where the whole business should grow Therefore, this strategy is set by the senior leaders before starting a business, and it is a

magnetic needle, a reference point to assess the organization’s goals and strategies

2.3.2 Business unit level strategy: It is the overall strategy of engagements and actions

helping businesses win the competitive advantage by exploiting their core competencies in the specific product markets

2.3.3 Functional strategy (Operational strategy):These strategies are tools supporting the

business unit level strategy and corporate level strategy to be implemented effectively by the constituent parts in terms of resources, processes, people, and necessary skills

2.4 Strategic planning

2.4.1 Concept

Strategic planning is the analysis of past events to determine what is to be achieved in the future Strategic planning outlines the goals that an enterprise wants to accomplish, the ways and resources required to achieve the goals, the implementing personnel, and the time to implement In other words, strategic planning is about finding the answer to the questions: What does the enterprise want? What is needed? How? Who implements and when?

Strategic planning is the foundation of all the management processes It advocates systematic thinking about future enterprise development concepts, enhances the ability to recognize opportunities, actively copes with environmental changes, and sets performance measurement standards and performance on that basis, as well as creates the ability to improve the coordination of resources, functions and strategy implementation units

The purpose of strategic planning is to establish, maintain and develop the business units and products of the enterprise, so that they can bring in profit and targeted growth to the enterprise

2.4.2 Contents of the marketing strategy planning process

In order to have a development strategy, an enterprise must carry out the strategy in a process In fact, the strategic process of the enterprise is to select the business fields, secure the resources for them, maintain and develop the enterprise in a competitive environment There are many approaches to introducing a strategic planning process of the enterprise Here are some key models

Figure1: Model of 4 steps of strategic planning

Source: James V Earle (2009)

Step 1: Identify strategic objectives It is the quantification of the purpose of the enterprise Step 2: Analyze the environment, the result of this step must identify business opportunities

as well as threats from the environment

Step 3: Conduct the internal analysis aims to help the enterprise assess its own strengths and weaknesses

Step 4: Decide the right strategy choice

Strategic Objectives (1)

Analysis of goal changes (opportunities/

threats) (2)

Analysis of strengths/

weaknesses (3)

Strategic views of operation (4)

Figure 2: Five stages of strategic planning Source: James V Earle (2009)

This model differs from the model in that it separates the strategic planning stage Moreover, each stage has clarified the specific implementation contents For example, in the first stage, the strategic objective is to identify the priority target Similarly, before making external judgments, the enterprise must implement the strategic segmentation as well as identify the competitive rules, relationships, and critical success factors of each segment of the strategy

Compared to previous models, this model consists of two major stages: strategic judgment and strategic decision Stage 1 is divided into 6 specific steps, while phase 2 consists of 4 specific steps This is a strategic planning model that is highly practical for enterprises Because, at each specific step, a series of questions are raised for the enterprise

to answer

Figure 3: Model 10 stages of strategy building

Source: James V Earle (2009)

A number of typical models which illustrate the process of strategic planning of the enterprise are summarized in the following major steps:

Step 1: Determine the strategic target system

Step 2: Judge the strategy of the enterprise, including

- External judgment (identify opportunities and threats)

- Internal environment judgment (identify strengths and weaknesses)

Step 3: Select the appropriate strategic decision

Step 4: Implement the selected strategy with specific contents, including the layout of the means of implementing the strategy as well as the corresponding check and adjustment process

Figure 4: Steps in strategic planning:

Source: James V Earle (2009)

2.5 Marketing strategies:

Each strategy is usually formed at one of three levels: Corporation, business unit and functional department, in which the business unit level is the dominant segment of competition in the industry In order to counter the five market forces, including supplier strength, substitution risk, entry barriers, customer bargaining power and competitiveness, Michael Porter identified three general strategies can be applied at the business unit level to create competitive advantages

If the first determinant of the profitability of an enterprise is the attractiveness of the business sector, the second most important factor is the position of the enterprise in that sector Even when operating in an industry that is less profitable than average, enterprises with optimal positioning can still generate very high returns Each company locates itself in its active field by leveraging its existing strengths Michael Porter thinks that the advantages

of any enterprise will always lie in one of two ways: cost advantage and product differentiation By applying these advantages, companies will pursue three common strategies: Cost leadership, product differentiation and focus

Table 1: Generic strategies of Porter

Target range

Advantage

Product differentiation strategy

Source: Porter’s Generic Strategies (2017) 2.5.1 Cost leadership strategy

This strategy aims to become a low-cost producer in the industry with certain quality standards Then, the company will either sell the product at an industry average price to earn

a higher return than its competitor or sell it at a lower price than the average to gain market share

2.5.2 Product differentiation strategy

This is a strategy for developing your product or service so that the product or service has unique characteristics that are valued and appreciated by customers more than the products

of the competing enterprises The value added by product uniqueness allows the enterprise to set higher prices without fear of being boycotted by buyers

The risks associated with the product differentiation strategy are the likelihood of competitors mimicking, or the changes in consumer tastes Furthermore, many companies are pursuing the focus strategies that are likely to achieve higher product differentiation in their market segments

2.5.3 Focus strategy

The focus strategy targets to a relatively narrow market segment in which companies try to gain competitive advantage through low cost or product differentiation by applying the theory “the need for a group can be satisfied better by totally focusing on serving the team”

“An enterprise that uses the focus strategy often keeps loyal customers loyal and discourages other companies from wanting to, or dare not compete directly

By focusing only on a narrow market segment, enterprises that pursue this focus strategy have lower sales, so they do not take advantage of bargaining with suppliers However, enterprises that pursue a focus strategy - product differentiation can transfer the higher costs that the vendor imposes on the customers, as customers cannot find alternative products

2.5.4 Generic strategy combinations

These generic strategies are not always compatible with each other If an enterprise tries to act in a way that prevails in every field, then the result is no gain For example, a company that has made itself superior to its competitors by launching very high-quality products will have to take the risk of reducing the quality of its goods if the company is still trying to keep being a leader in low cost Even if the quality of the product is not reduced, the company inadvertently creates an inconsistent image in the customer's eyes Therefore, Michael Porter argued that for long-term success, every enterprise needs to choose only one of the three strategies outlined above If it is greed to pursue all three goals, the company will fall into a state of embarrassment and do not gain competitive advantage

Also according to Porter, companies that can successfully implement multiple strategies often have to set up separate business units, each of which pursues a strategy By separating the strategy for different units in terms of policy or even culture, an enterprise can reduce the risk of falling into inertia

2.6 Marketing strategy development process

2.6.1 Marketing goal determination:

According to Bui Bao An (2012, p.17), in order to set up a marketing goal, the goal must be

in harmony with what the company is pursuing Therefore, first of all, we need to know how the company’s goals are built so that the marketing goals are met

There are two ways to define a goal: Determined by Ansoff matrix and SMART goal

SMART goal

In marketing, identifying a specific goal is a prerequisite to developing an appropriate strategy to achieve such goal A specific goal also allows marketers to measure the effectiveness of their marketing efforts In addition, setting a specific, feasible goal also demonstrates the level and determination of the marketer

S = Specific: Detailed, clear: The goal must be specific For example, if it is to

increase market share, what is the percentage increase? The sale increase should be specific about how much USD/VND? How long does it take, to end the date/month/year? How? Where does the capital and human resources come from?

M = measurable: Can be measured The goal must have a unit, a specific number that

can be measured For example, %; USD / VND; hour, day, month; kg; ton; turns of customers, etc By the end of the year and by the end of the program, it can be determined whether the plan reaches or does not reach the goal

A = Achievable: Can be obtained The goal should be high enough to take advantage

of the market potential and make the most of the capabilities of the enterprise, but also

reliable Because if you set the goal that everyone can recognize that it is unachievable, no one will try to do anything

R = Realistic: Practical The goal must be close to the capacity and realistic, do you

have enough resources and personnel to achieve that goal? Thus, the goal setter must know the market, know others and know oneself

T = Timed: There is a time limit How long will it take to reach your goal?

2.6.2 Marketing environment analysis

The marketing environment analysis is one of the basic stages in how each company can shape the right strategies Due to the volatile nature, difficult to control and completely unstable, the marketing environment touches deeply on the life of the company The changes that occur in this environment cannot be called slow and difficult to predict It can cause big surprises and heavy consequences As a result, the company needs to pay close attention to all the evolutions of the environment by constantly reviewing, tracking, making predictions and evaluating the environment Moreover, with the particulars of the marketing, it is required to conduct research and collect market information to tailor marketing strategies to meet new threats and opportunities in the marketplace

2.6.2.1 Macro environment:

Companies, suppliers, marketing intermediaries, customers, competitors, and the public are all operating in the vast macro-environment of forces and the tendency to create opportunities, at the same time threats These forces are "uncontrollable" forces that the company must monitor and cope with In the rapidly changing global picture, the company must monitor seven major forces, namely the economic, natural, scientific-technological, political-legal, cultural & social environment and the global environment

2.6.2.2 Micro-environment:

a/ Industry environment analysis:

Managers cannot form a long-term orientation or a strategic decision if they do not have a deep understanding of the strategic situation of the company, the nature and conditions of the competition it faces, how to create the harmony between resources and capabilities with those conditions Therefore, Michael E Porter has developed a framework that helps executives identify the opportunities and threats faced by an enterprise in an industry Porter’s framework is called the 5 Force Competitive Model Porter pointed out that the stronger the force, the more limited the ability of existing companies to increase prices and get higher profits

b/ Internal analysis:

Doing business under the influence of the same macro and industry factors; however, the market still witnesses, there are companies that still have higher profitability than other companies So, what is the real reason? What are the fundamentals of competitive advantages? The main goal of internal analysis is to identify the potential and existing resources that create the company’s sustainable competitive advantage, thereby outlining the strengths the company possesses as well as the weaknesses that they want to fix

c/ Analysis of SWOT matrix in the formation of business strategy:

SWOT analysis is the analysis of the environmental factors that each company faces (opportunities and threats) as well as the internal business environment (strengths and weaknesses) This is a difficult task, requiring a lot of time, effort, cost, ability to collect, analyze and process information in the most effective way

With the macro-environment analysis, the company's internal and external environment, we can offer opportunities, threats, strengths and weaknesses According to Albert Humphrey,

an economist and board member of the company at the same time and a consultant to companies in many countries, the SWOT is concertized into the six following goals:

1 Product (What do we sell?)

2 Process (How do we sell?)

3 Customer (Who do we sell to?)

4 Distribution (How do we reach customers?)

5 Finance (Price, cost and investment?)

6 Management (How we manage all activities?)

Table 2: SWOT Analysis Framework

2.7 Marketing strategy

2.7.1 Expansion Marketing Strategy (By Product - Market):

The strategy is meaningful if the company has not fully exploited the opportunities of its current product and market According to Ansoff, there are strategies to take advantage of those residual opportunities, through product / market expansion matrix

Current product Market penetration strategy Market expansion strategy

New Product Product Development Strategy Diversification Strategy

2.7.2 Competitive Marketing Strategy

According to the Marketing Strategy for SBUs, as mentioned in section [2.3 - Strategic Levels], apart from the implementation of the strategy, each company should base on its position and competitiveness to identify ways of competing or responding to the competition

in the market Each company can choose the following marketing strategies:

a / Market leader strategies:

For most industries, there is always a company that has a larger market share than other companies That brings certain advantages to force other companies to accept and follow However, due to competitive factors, it is not constant for a company to hold a dominant position for a long time There are always efforts from other companies to fight for hegemony Therefore, market leaders should have to find ways to preserve that position through three main directions: expand total market, defend market share and expand market share

b / Market Challenger Strategies:

Challengers are companies holding a lot of market share, just behind the market leader Therefore, they always aim to upgrade their position with many strategies The best way is not to directly confront but accumulate resources through purchases, mergers or acquisitions

of companies with small market shares, thereby increasing the advantage over market Afterwards, the challenger should have thorough research on the weaknesses the market leader and make sure its current resources can be pursued the long-term competition with the market leader Common strategies include: flank attack, encirclement attack, bypass attack,

or guerrilla attack

c / Market follower strategies:Those companies with a small market share might choose the

safe and least risky path by following the actions or strategies which bring success to market

leader in form of 3 strategies: cloner, counterfeiter and adapter The prudent steps would help the company to escape from the failure of its predecessors, however, in this way, the company's image in the minds of consumers will be blurred and they would lose the

opportunity to get the advantages of pioneer

d / Market nicher strategy: Instead of serving the market segments that have been exploited

by many companies, market nichers are looking for niche markets to serve They can thus avoid direct confrontation with stronger opponents These companies keep focusing on their services and products to meet the needs of each customer However, it is important, that the scale of these segments should not be too great to avoid the interest of other competitors in

Today, besides the core value that the product brings, customers also want the support services that enterprises provide, such as sponsorship, customer consultation, delivery agreement, repair service, warranty to increase satisfaction

2.8.2 Price:

2.8.2.1 What is the price?

From a Marketing viewpoint, price is the level agreed by between buyers and sellers about the value of a product or service on the market through competition, which is the meeting point of supply and demand

Price is a factor to create competition, to help companies maximize current profits, increase production volume or lead the quality of products

- Pricing by target profit: it means that the company set the price on the basis of return on investment (ROI)

- Pricing by perceived value: this method requires the company to make the research on customer's perception of value The cost of the seller is not an important basis for pricing The company uses non-price variables in marketing - mix to create value perception in the mindset of the buyer

- Pricing by value: This method is based on the philosophy of "You get what you pay for" That means company set the price at the level where the buyer thinks the product is worth for

- Pricing by current price: This means the company sets the price basing on the comparison with the price of competitors, with little attention to the cost or the need for the product

2.8.3 Distribution:

2.8.3.1 Concept, role and function of distribution

Concept of Distribution: Distribution in Marketing is a business concept that aims to direct

and implement ownership transfers between sellers and buyers and to organize, regulate, to coordinate with various intermediary organizations to ensure that products are delivered and

exploit the maximum type of market demands

Roles of distribution:

- is an important tool that connects manufacturers and consumers and matches supply and demand

- Allows manufacturer to reduce transactional terminals and make multi-layered savings

- Implements synchronized improvement of the model of products, overcoming the constraints in products, technics and finance for each individual manufacturer

- In marketing activities, the distribution policy of the company plays an important role It is the key to set up strategic Marketing and marketing - Mix, creating consistency, uniformity and efficiency between product policy, price and promotion policies

Functions of distribution:

- Investigation and research: provide the necessary information for strategic planning, policy and expansion of exchanges

- Propaganda: deploys and disseminates persuasive information about products for sale

- Relation: establishes relationships with customers

- Balancing: Identifies satisfies customer requirements on the production, assembly, packaging, transportation

- Negotiation: Deals on pricing and issues related to customers

- Delivery of items: supply, transportation, storage and inventory

- Funding: Mobilizes and shares costs to finance the whole system

- Risk sharing: Takes risks at the same time managing the distribution

2.8.3.2: Distribution Channel

a/ Distribution Channel concept: is a collection of interdependent organizations involved in

the process of creating an existing product or service for use or consumption

b / Channel Design: To design an effective marketing channel, the following steps need to

be performed

- Analyze the level of service assurance that customers want: Before designing, the

company needs to know who its customers are? Why do they buy company's product? How

do they buy? How do they evaluate the product against the competitor's?

- Set goals and mandatory requirements for the channel: Determining the right goal and

matching the resources of the company means that the company is going half of the way to effective channel design Depending on the characteristics of the product, the competitor, the company's resources and the characteristics of the market, each company has different design

- Identify key factors of the channel: when designing, any company needs to identify three

factors:

+ Intermediary types: retailers, semi-distributors, direct sales force, agencies of the manufacturer

+ Number of intermediaries: exclusive, selective or mass distribution

+ Conditions and responsibilities of each intermediary: Include terms on pricing policy, sales conditions, scope of activities, special services that each party must

implement(Nguyen Trong Thai,2007)

- Public relations and propaganda: Different programs are designed to enhance and / or protect the image of a company or its specific products

- Direct Sales: Communicate directly with potential customers for sales purposes

2.8.4.2: Implementation Tools:

a / Advertising:

- Advertising goals: Ads vary from time to time for different purposes It is possible for the

purpose of reminding customers of the presence of the product or buyers of the location of the product But it may be also for the purpose of information about new product, new utility, adjustments or price changes, creation of new image, change in packaging Finally, the purpose is to persuade customers, encourage customers to switch to company's brands, change product perceptions or persuade customers to buy right then

- Advertising budget: Depending on the stage of the product cycle, current market share,

competition level, and frequency of ads, there are ways to assign an advertising budget The most commonly practices used by companies are: Determine the percentage on revenue,

balance the competition, or pursue to objectives and tasks

- Advertising message: The content of the advertising message can be assessed on the basis

of suitability, unique and honesty, besides, in compliance with social ethics and the law

- Types of advertising media: Basing on the scope, frequency and intensity of the impact to

choose the advertising media Currently, the main media of advertising are: television, outdoor advertising, radio, magazines, direct mail

- Evaluation of advertising effectiveness: Advertising should be evaluated in terms of both

quantification and qualification

b / Promotion:

Promotion objectives: There may be some objectives when carrying out promotions such

as: stimulate customers to buy products, introduce new products, solve inventory, However, depending on the market, the cycle of products, promotions objectives may be different

Promotional Tools: There are many tools that can be used to achieve promotion objectives,

such as: Samples, gifts, bonus coupons, display and demonstration at the place of sale, commercial stimulus, customer conferences, trade exhibition…

Evaluate the effectiveness of promotion: There are two methods to evaluate the

effectiveness of promotion First, compare sales volume before, during, and after the promotion Second, research the data of customer group to find out what types of customers meet the promotion and what they will do after the program ends

c / Public Relations:

Identification of public relations objectives:Generate understanding, Buildup

credibility,Stimulate sales force and distributors.Reducing expenses for propaganda…

Means for public relations: articles, pamphlets, audiovisual materials, corporate

newsletters and magazines, press conferences, seminars, exhibitions, contests and games, celebrations, sponsorship for sports and cultural activities, social activities.Business identification means: logo, sign, name card

Evaluation of PR effectiveness: Because PR is implemented with other campaign tools, it

is not easy to measure its effectiveness Normally, marketers will rely on the level of awareness, understanding or the change in attitude of the public after the PR campaign The contribution to consumption and profitability, if measured, will be the most satisfactory

measure to assess PR effectiveness

d / Direct marketing

Objectives: Make potential customers to instantly buy the product Its success is measured

by the level of responsiveness of customer The main benefit of direct marketing is to create

a list of potential customers for the sales force, broadcast information to reinforce the image

of the product brand and the business

Target customers: They are the most recently making purchases, buying frequently, buying

in bulk It is also possible to use market segmentation criteria to identify target customers Efficiency assessment: One of the advantages of direct marketing is that it can test the

effectiveness of different elements of the campaign in terms of market conditions It may be the nature of the product, the ad text, the sale price, the media, the mailing list Although the level of responsiveness of direct marketing is only one digit, this can significantly increase the number of people who know the product and the number of people who plan to

buy product in the future, which, as a result, can expand the profitability of the business

e / Direct Selling:

Objectives: There are objectives such as: exploration, information supply, sales, service,

information about customers, distribution of products to customers in times of scarcity

Sales Force Management: tasks need being performed when administering a sales force

include:

+ Recruitment and selection of sales representatives

+ Training sales representatives

+ Guiding sales representatives

+ Stimulating sales representatives

+ Evaluating sales representatives

Evaluation of sales force: Through the comparison of current sales with the past one, sales

between sales staff, or assess the level of customer satisfaction, the quality of the sales staff

CHAPTER 3: OVERVIEW OF THE TMS GROUP

3.1 History, vision, mission and core values

3.1.1 History

TMS Group Joint Stock Company was established in 2004 and formerly was Thai Minh International Joint Stock Company It is a dynamic group with a long-term vision and

a sustainable, professional and global development thinking

For over a decade of building and developing, TMS Group has asserted the leading position in International Human Resource Supply as well as Education and Training Investment Inheriting these achievements, in 2017 TMS Group orients to become Vietnam’s most prestigious real estate developer, providing high quality real estate products to the market, maximizing the profits for the investors, enhancing the life standard of the community and well implementing the enterprise’s social responsibilities

Taking "Diversity - Quality - Difference" as the motto of development, TMS Group

is currently focusing on investing in the resort real estate segment in the most beautiful coastal of Vietnam, such as 4 star hotel which is opposite to My Khe beach - Da Nang city with nearly 250 rooms, the highest 42-floor Quy Nhon hotel, promoting investment in high-end projects in BinhThuan, Phu Yen, Quang Binh, Ha Long and Nha Trang On commercial real estate, in 2018 TMS Group focused on investing and building TMS Grand City Phuc Yen, Vinh Phuc province, while developing a chain of urban centers, trade centers combined residence and entertainment in almost all of northern and central provinces such as Hai Phong, Hai Duong, Bac Ninh, Nghe An, Da Nang

Philosophy “Go together” is applied during the whole business process, which means:

- The customers and TMS are both satisfied

- The partners and TMS are both benefited

-The staff and TMS are both successful

Development Process

- August 06th 2004: Thai Minh International JSC was established with a modes tnumber of

11 staffs

- 2005: The Company established 03 offices in Taiwan, Kuala Lumpur and Dubai

- 2006: It became one of the top 5 leading companies in Vietnam in International human resource supply

- 2008: TMS decided to move to group business model and multi-business model, of which three areas were defined as: Real Estate, Education, Training and International Human Resources supply

- 2012: Become one of the leading companies in Vietnam to supply human resources to the Japanese market

- 2013: TMS Group promoted cooperation and business with overseas partners in such fields as: real estate investment, education and international human resource supply

- 2017: TMS Group officially launched high-end resort projects in Da Nang and Quy Nhon Marked the development of the new height of the Group

- 2018: Deployed high-end projects: TMS Grand City Phuc Yen (18.5 ha), TMS Wonder World Mui Ne (1502 ha), TMS Nhon Ly (Quy Nhon City – 250 ha), TMS Phu Yen (500ha) and many new urban areas, complexes of commercial center sand other resorts

- To the Shareholders: Commit to use the capital effectively, develop sustainably and optimize the shareholders’ benefits

- To the Partners: Share the opportunities, cooperate successfully and achieve mutual benefits

- To the Community: Protect the environment, share the social responsibilities Build

a civilized and better society together

- The people are the most precious asset

- Harmonize and develop the benefits of the enterprise, the shareholders and the

community sustainably

3.2 Structure of the TMS Group Joint Stock Company

15 years of construction and development of TMS Group is also a process associated with the development of member companies and associates: TMS Edu, TMS Travel, TMS

Jobs, TMS International School, Scots English Australia, gathering thousands of employees working directly and indirectly in Vietnam as well as abroad

Each company operates independently in different areas, and is flexible in its production and business, but all have a high degree of consistency in brand development goals and strategy

Desire to reach out to the world and set foot in the potential land, TMS Group concentrates all resources in the field of real estate and considers this is the key business, creating a leverage to gradually rise up to assert the position of Vietnam’s No 1 prestigious developer of real estate

Figure 6: Organization Structure of TMS Group 3.2.1 TMS Edu

International Education organization - TMS Education Group is proud to be a member of the TMS Global Group - established in 2004 TMS Global has grown steadily and sustainably over the years, operating in many fields: Oversea study, Real Estate, Hospitality, International Human Resource supply, English Language Training, IELTS,

After a long time in effective business, with a long-term development criteria, TMS Education Group has restructured, focused and developed with many famous brands in the field of education such as:

(1) TMS Education – Overseas Study Consultant Company to the following

countries: England, Australia, USA, New Zealand, Canada Number 1 prestige Company in Vietnam

(2) TMS Asia –The leading Japanese & Korean education company in Vietnam (3) Scots English Australia – The English language school system specializes in

IELTS Preparation, Children English for Academic Purposes, and General English

…

TMS Education Group is actively in depth in the field of education, visa and immigration to Australia, New Zealand, Canada, United States, United Kingdom, EU, Singapore, Japan and

TMS Group

Scots English Australia

Korea…ect combining with quality English training - international standards which will definitely bring satisfaction to parents and students

Education Promotion Agency, international training institutions, and foreign embassies in Vietnam have accredited TMS Education Group as one of the prestigious and high-quality oversea study consultants as well as language training organizations in Vietnam

TMS Education Group is gaining more and more trust from students and parents because we always consider service quality as the top criteria, always prioritize our responsibility for the success of students as well as meeting the "hardest" demands of the customers

With the philosophy "Beyond differences", TMS Education Group is committed to become a

bridge to dream of oversea study for thousands of Vietnamese pupils and students to the outside world as well as the commitment to bringing the most effective English training for students

3.2.2 TMS Travel

In the development orientation of TMS Global, the establishment of TMS travel contributes

to the service development of the leading corporations in real estate investment, labor supply, education and training sector in recent years in particular and in Vietnamese tourism

in general TMS Travel focuses on core business activities such as:

- Organize domestic tours (domestic tours)

- Organize abroad tour (outbound tour)

- Organize international tour in Vietnam (inbound tour)

- Organizing events, conferences, seminars inside and outside the country

- Visa service

- Airline agent - 1st class agent of Vietnam Airlines and some international airlines

- Local and abroad hotel reservation service

- Investing, consulting and advertising tourism

- Promote tourism cooperation

- Tourism professional training

Beside the existing traditional business of tourism, TMS Travel is determined to spend a great amount of money, recruits experienced staff, applies advanced travel technology to online business as a superior growth step, actively solving an urgent need of the society which is to build a network and connect the tourist community by creating a high-tech tourism playground for business, a business channel according to uber travel model helping travel companies, travel providers to increase sales in a fastest way and helping travelers to

buy the cheapest, the latest experience, buyers and sellers can interact directly with each other after booking

TMS Tourist Joint Stock Company has head-quart office in Vimeco, Lot E9, Pham Hung, CauGiay, Hanoi and has offices, centers and branches in some major cities, provinces in Vietnam such as Da Nang, Vinh, Quy Nhon, Vinh Phuc, Ho Chi Minh, Hai Phong and in abroad such as Japan, South Korea, Australia, China, Malaysia, Singapore and Indonesia The service is constantly expanding to ensure customer service in the fastest way at many different geographical areas

TMS Travel is the official member of the major tourism organizations in the world such as: Pacific Asia Travel Association (PATA), Japan Travel Association (JATA), American Travel Association (ASTA), Tourism Association and tour operators in Europe, Malaysia Tourism Association, Korea Tourism Association, China In particular, TMS Travel is active members participating in the Vietnam Travel Association, association and tourism organizations of the provinces in the country

TMS Land brings together talented professionals in the fields of Real Estate, Architecture, Construction, Finance, Marketing and Branding Especially, there are direct participation of many Vietnamese and foreign planners, architects and consultants

TMS Land builds on the solid financial foundation which is supported by its parent company

- TMS Group We have a willingness to share our investment and profit opportunities with partners who share the same views on sustainable development, serious investment, financial strength or management skills in real estate business

With the business principle of Prestige, Trust, Transparency and Professional, we are committed to sharing opportunities and success for all our customers and partners

Currently, TMS Land has invested in building a series of hotels, resorts and luxury resorts in the provinces and cities of Vietnam such as Da Nang, Quy Nhon, Vinh Phuc, BinhThuan, Nghe An

3.2.4 TMS Commercial:

TMS Commercial General Trading Joint Stock Company is a member company of TMS Group, owning T-Mart Supermarket, Convenience Store / Mini T-Mart +, TMS Shopping Centre

TMS Commercial uses advanced ecommerce technology in the world, making customer shopping more convenient and easier than ever

TMS Commercial provides products of clearly provenance, quality assurance, safety, environmentally friendly and after-sales service

3.2.5 TMS International School

TMS Group always strives to develop a balance between the knowledge and personality of

each student, therefore TMS International School is constantly seeking and providing

educational and humanitarian experiences Children have the opportunity to develop lecture, creative ability, independence and responsibility, behave in accordance with values and ethical standards

intel-Come to the international educational environment at TMS International School:

• Children not only learn to acquire knowledge but also experience the skills they need

to succeed in life with the American educational environment

• Your child is learning with many experienced teachers in an international, caring and dedicated environment devoted to the success of their students

• Children will experience a multinational cultural environment to become a modern human being in the future

• Children develop in a comprehensive way with art, music, physical education, modern language and talented club activities, sports clubs, each semester of the year

TMS Group expects students at TMS International School to be happy with the

environment and study in a community where people care about each other Compassion, sharing, cooperative spirit and responsibility are developed through daily interactions that help students learn to respect others and work together for the common good Positive guidelines and guidelines are important content that is developed and applied to students in school life Students represent the family, the school, and in many cases, they represent a

nation or culture Therefore, their behavior must be polite and exemplary even in school and

in public

3.2.6 TMS HR

From the first days of operation, TMS Human Resource Joint Stock Company (TMS HR) has enjoyed the strong supports from all customers and partners TMS HR would like to take this opportunity to thank you for customer’s great support and hope that TMS still can receive this support in the future

Directing and Managing Organizations:

- Ministry of Labor – Invalids and Social Affairs MOLISA

- Hanoi People Committee HPC

- Japan International Training Cooperation Organization JITCO

- Vietnam Association of Manpower Supply VAMAS

- NBCC

Seen as the key subsidiary company of TMS Group, TMS HR is in charge of maintaining and developing the whole business activities to ensure to its company brand to be in the top ones of Vietnam Since 2009, two major markets of TMS HR are Taiwan and Japan only, instead of other markets such as Malaysia, Middle East countries and so on

TMS started and won our business of labor export to foreign countries In Japanese market,

we were one of some private firms to receive the license and became one of the most prestigious suppliers of international manpower to overseas in Vietnam TMS sent the trainee candidates in good health conditions, professional working skills, good Japanese qualifications to our partners in Japan TMS commit to follow all the Vietnamese and Japanese regulations, and the specific requirements of trainee candidates program requested

by our clients

Out of the total number of trainees sent to Japan, more than 98% of them reached N3 certificate before coming to work in Japan and at least 98% of all recommended trainees are successfully offered the jobs in their target country Since 2010, several vocational training schools were built in Hanoi and started their operation with the capacity of just over 2000 workers at first All of TMS’s trainees are well-trained in various fields, from mechanical manufacture to garment and so forth

With great effort and governance of the board management along with support of partners and employees, TMS HR became one of the top companies in Vietnam specializing in labor supply to Taiwan and Japan TMS HR always accounted for a minimum of 15% of