Conduct business analysis for VINGROUP corporation using CPM matrix

Abstract

this article carries out a business analysis for VinGroup using CPM matrix.

Full text

Conduct business analysis for VINGROUP corporation
using CPM matrix
Nguyen Sandra,
WSB Merito University, Poland
Linh Chi,
UTH University inWarsaw, Poland
Phuong Chi,
UTH University in HCMC, Vietnam
Abstract: this article carries out a business analysis for VinGroup using CPM matrix.
Keywords: CPM matrix, VinGroup
1. Introduction
1.1. Overview of the research problem
1.1.1 Introduction to Vingroup
Vingroup's predecessor was Technocom Group, founded in 1993 in Ukraine. In the early
2000s, Technocom returned to Vietnam, focusing on investing in the tourism and real estate
sectors with two initial strategic brands, Vinpearl and Vincom. In January 2012, Vincom
Joint Stock Company and Vinpearl Joint Stock Company merged, officially operating under
the Group model with the name Vingroup Group - Joint Stock Company.
Vingroup is one of the largest multi-industry private economic groups in Asia with a market
capitalization of nearly 16 billion USD. The Group operates in 3 core business areas,
including:
- Technology
- Industry - Trade Services
With the desire to bring to the market products and services of international standards and
completely new experiences of modern lifestyle, in any field, Vingroup proves its pioneering
role, leading the change in consumer trends.
1.1.2 Reason for choosing the topic.
In reality, many Vietnamese companies, especially small but fast-growing companies, are
often caught up in the whirlwind of daily work. Work related to production or purchasing,
finding customers, sales, delivery, collection, inventory management, debt management, etc.
Most of these tasks are solved according to arising requirements, solved as they occur,
without being systematically planned, systematically managed or scientifically evaluated for
effectiveness. The implementation of tasks has taken up all the time of managers but is still
confusing and always passive. Senior managers, especially CEOs, are often "led" by task
work to the point of "losing their way" without knowing it. Like a person walking in the
forest, without a clear direction, only seeing a path, leading to the more they go, the more lost
they become. Strategic management helps organizations and businesses clearly define goals,
directions, outline reasonable paths and allocate resources optimally to ensure reaching the
set goals within the allowed time. Understanding the importance of strategic management in
the company, the purpose of the essay is to practice the knowledge learned in the real
environment.
1.2. Urgency of the research problem
Vietnam is a developing country with increasing international economic integration in the
current industrial revolution 4.0, management and strategic planning have become more and
more important for businesses and large and small corporations. This essay will analyze more

clearly the business activities of Vingroup Corporation and provide recommendations and
measures to help better understand the strategies and management of this corporation.
1.3. Significance of the study for management practice
In fact, most companies in Vietnam have not paid much attention to building a corporate
governance system according to international standards. Many companies are still negligent
and abandon the governance system. The power of a company is concentrated entirely in the
person holding the position of Chairman of the Board of Directors, leading to the situation
that for many years Vietnam has always maintained the lowest corporate governance index
(CGI) in the region. There are changes each year but only recorded in a few leading
companies. According to a report from the Ministry of Industry and Trade, currently in
Vietnam, only 23% of business leaders clearly understand the concept and principles of CG.
Meanwhile, according to experts, whether a company is well-governed or not will directly
affect financial leverage, or more precisely, significantly affect capital sources. This also
contributes to deciding the success or failure of a business. Therefore, research on corporate
governance is a factor and method that determines the success of a business.
1.3. Research objectives
Based on the CMP matrix, analyze more clearly the business strategy of Vingroup
Corporation, thereby providing the most optimal suggestions, recommendations and
measures.
2. Theoretical basis
2.1 Concept and tasks of Strategic Management in the company.
 Concept: Strategic management is the science and art of formulating,
implementing and evaluating decisions across management functions that
enable an organization to achieve its objectives.
 Mission:
 Create a vision
 Set goals
 Building a strategy
 Execute and execute strategies
 Review & Adjust
2.2 Strategic planning model.
2.3 Levels of strategic management and strategic leadership.
In a company, strategy is divided into 3 levels:
Corporate level strategy : Corporate level strategy involves choosing the business
activities in which business units must compete, and developing and coordinating between
units.
Business unit level strategy : A strategic business unit can be a part of the company, a
product line or a market area, they can be planned independently.
 Functional Level Strategy : The functional level of the organization refers to the
operational units. Strategy at this level is concerned with the operational processes of the
business activities and value chain units. Strategy at the marketing, finance, human resources
or research and development functions aims at developing and coordinating the resources
through which business unit level strategies are effectively implemented.
2.4 Stakeholders in strategic management.
Stakeholders : Individuals or groups that affect, and are affected by, strategic outcomes and
have a claim on the performance of the enterprise.
External stakeholders
 Client
 Supplier

 Government
 Union
 Local community
 Public
stakeholders :
 Shareholders
 Staff
 Administrator
 Board Member
Stakeholders establish an exchange relationship : Providing the company with important
resources (contributions). Through exchange they expect to satisfy their interests.
2.1. Some business analysis matrices
1) BCG Matrix
The BCG matrix, also known as the growth/share matrix, is one of the most popular strategic
marketing models. The basic principle of this matrix is to refer to the ability to generate
money through analyzing a company's product portfolio and placing it in the boxes in the
matrix: Cows, Dogs, Stars and question marks.
2) Ansoff Matrix
The Ansoff matrix, also known as the product/market expansion matrix, is a simple but
effective tool that helps managers answer two questions: “How to grow in the existing
market?” and “How to improve the product portfolio to achieve better growth?”
The matrix shows that businesses can grow in four ways, and it also shows the risks in each
way. At the same time, in each different strategy, the business will face different risks and
each time moving into a new cell, the risks and dangers increase.
3) GE – McKinsey Matrix
McKinsey – GE’s portfolio analysis method is a matrix construction method to analyze a
company’s business portfolio according to its strategic business units (SBUs). When a
company has a complex business portfolio consisting of many products, it will be difficult to
make decisions for each unit because they have different needs and requirements while the
company’s potential is limited.
The GE matrix includes two variables: Market Attaactiveness and BUS (Competitive position
of each strategic business unit). From the combination of the two variables, the enterprise can
make strategic decisions for each unit.
4) Porter's 5 competitive forces model
The Five Forces Model is used to analyze an industry and its external environment. The
model indicates whether a firm should enter the industry and the risks of entering the
industry.
The model consists of five variables: Potential Competitors, Suppliers, Customers and
Substitute Products.
Suppose: when the number of suppliers is large, the business has a foothold in the industry
and competes monopolistically, at this time the bargaining power from the supplier is low,
the business is not under much pressure from the supplier.
5) Distance analysis model
Gap analysis model is a great strategic tool in management, to show the current
position in the market compared to the company's expectations or potential. By
identifying the gap, this tool helps businesses decide on strategies to achieve the
desired goals from the current position.
6) Extended grid model (product-market relationship)

This is a more specific representation of the Ansoff matrix (2). This model is used in
businesses to plan to increase sales by expanding existing product lines or penetrating new
markets. Therefore, different strategies are established for businesses to compare their
products with the current market.
The model consists of two elements: product and market. Product can be an existing product
or a new product and market includes an existing market or a new market corresponding to
four strategies: (1) Market penetration, (2) Market development, (3) Product development
and (4) Differentiation.
7) Porter's value chain
Michael Porter's value chain model is one of the most popular analytical models today,
widely applied in businesses and taught at many major universities around the world. The
model aims to analyze the chain of activities taking place in a business, thereby knowing how
to differentiate the business's products in the best way.
8) EFE Matrix
EFE stands for External Factor Evaluation Matrix in English, which means external factor
evaluation matrix or external factor evaluation matrix.
The EFE matrix is a matrix that helps analyze the external business environment with factors
at the levels of the world environment, the macro environment and the industry environment.
Thereby, it helps business administrators assess the level of response of the business to
opportunities and risks and make judgments about whether external factors are favorable or
unfavorable for the company.
9) IFE Matrix
IFE matrix or internal factor evaluation matrix in English is Internal Factor Evaluation
Matrix.
Internal factors are considered very important in every business strategy and goals that the
enterprise has set. After considering the internal factors , strategic managers need to create a
matrix of these factors to consider the ability to react and recognize strengths and
weaknesses. From there, it helps the enterprise make the most of its strengths to exploit and
prepare internal resources to confront weaknesses and find ways to improve these
weaknesses.
The IFE matrix is used to summarize and evaluate the major strengths and weaknesses of the
functional areas of a business and it also provides a basis for identifying and evaluating the
relationships among these areas.
10) Competitive Image Matrix (CPM)
Competitive Profile Matrix in English is Competitive Profile Matrix, abbreviated as CPM.
The competitive profile matrix is a model that identifies a company's major competitors and
the company's own strengths and weaknesses in relation to the strategic position of its
competitors.
11) QSPM Matrix
QSPM Matrix or Quantitative Strategic Planning Matrix in English is Quantitative Strategic
Planning Matrix, abbreviated as QSPM Matrix.
The QSPM matrix uses the input data from the analysis in the IFE and EFE matrix steps to
help strategists objectively decide which of the alternative strategies is the most attractive and
worthy strategy for the business to pursue in order to successfully achieve its objectives.
12) Swot
SWOT is an acronym for the first letters of the English words: Strengths, Weaknesses,
Opportunities and Threats - a famous model in business analysis.
Through SWOT analysis, businesses will clearly see their goals as well as internal and
external factors that can positively or negatively affect the goals set by the business.

In the process of building a strategic plan, SWOT analysis plays a role as the most basic and
highly effective tool to help you have an overall view not only of the business itself but also
of the factors that always influence and determine the success of your business.
2.2. CPM Business Analysis Matrix
 CPM Matrix Concept
Competitive Profile Matrix in English is Competitive Profile Matrix, abbreviated as CPM.
Competitive Profile Matrix is a model that identifies a company's main competitors and the
company's own strengths and weaknesses in relation to the strategic position of competing
companies.
 Steps to build CPM matrix
Step 1: Make a list of about 10 key factors that have a significant impact on the company's
competitiveness in the industry.
Step 2: Assign importance from 0.0 (Not important) to 1.0 (Very important) to each factor.
The importance of each factor depends on the extent to which the factor affects the
company's competitiveness in the industry. The total importance score of all factors must
equal 1.0 .
Step 3: Determine the weight from 1 to 4 for each factor, the weight of each factor depends
on the company's ability with the factor, in which 4 is good, 3 is above average, 2 is average,
1 is weak
Step 4: Multiply the importance of each factor by its weight to determine the factor scores.
Step 5: Add the scores of all the factors to determine the total score of the matrix
1. Critical Success Factors
These are called key success factors (CSFs), these are the key attributes that are important
and help determine success in the industry you are in.
Critical success factors will vary by industry and are made up of factors both internal and
external to the business. The success factors are included in your visual matrix, and it will
help your competitive analysis with your competitors more reliably than ever before.
There are many key success factors, but here we provide some specific, non-industry specific
factors in the matrix such as:
 Market share
 Product quality
 Strategic trends
 Customer service
 Customer loyalty
 Brand reputation
 Customer satisfaction
 Financial position
 Cash Reserves
 Profit margin
 Inventory turnover
 Employee retention
 Income per employee
 Innovation for every employee
 Cost per employee
 R&D spending
 New patent
 Revenue per new product
 Successfully introduced new products
 Highly skilled workforce

 Location of facilities
 Production capacity
 Additional product features
 Price competitiveness
 Low cost structure
 Product diversity
 Successful product advertising
 Ability in Advertising, Marketing, IT, Sales
 Employee satisfaction
 Effective planning and budgeting
 Multiple distribution channels
 Efficient supply chain
 Delivery on time
 Online presence
 Effective Social Media Management
 Experience and skills in e-commerce
 Management qualifications and experience
 Innovation in products and services
 Creative culture
 Product design
 Corporate social responsibility programs
 Sales per store
 Support parent company
 etc.
2. Weight
Each critical success factor should be assigned a different weight, ranging from 0.0 (low
importance) to 1.0 (high importance). This number indicates how important the factor is to
success in the industry.
The sum of all weights should equal 1.0, individual factors should not be overemphasized
(assigning a weight of 0.3 or more). Because success in an industry is rarely determined by
one or a few factors.
The competitive image matrix gives each critical success factor a weight, because different
factors influence the business success of each business. In our first example, the most
important factors are 'strong online presence' (0.15), 'market share' (0.14), 'brand reputation'
(0.13). 3. Rating
Rating in CPM refers to how well companies perform in each area. You can choose any scale
you like to rate, but it’s usually easiest to pick something simple defined from 1 – 4,
explained as follows:
1 – major weakness
2 – minor weakness
3 – small power
4 – great power
The ratings, as well as the weights, are assigned subjectively to each company, but the
process can be made easier through benchmarking. Benchmarking shows how well
companies are performing relative to each other or to the industry average.
Just remember that businesses can be ranked equally for the same factor. For example, if
Company A, Company B, and Company C, have market shares of 25%, 27%, and 28%
respectively, they would all receive a rating of 4 instead of receiving ratings of 2, 3, and 4.

4. Score & Total Score
The score is the weight multiplied by the rating. Each company receives a score on each
factor. The total score is simply the sum of all the individual scores for the company. The
company with the highest total score is considered to be stronger than its competitors . In the
first example, the strongest company in the market should be Company B (2.94 points).
 Competitive advantage matrix analysis
The diagram shows the relationship between the size of the potential relative advantage and
the return on assets for the business that can be different:
Number of ways to gain potential advantage
Much
Fragmentation
Specialization
Little
deadlock
Quantity
Small Big
“Stalemate” group: Represents markets with only a few ways to achieve competitive
advantage and the size of the potential advantage is small.
Firms in this strategic group will operate in a common market for goods. These may be
similar complex products, as in the case of desktop computers, where the technology is well
known, the product design is the same regardless of technological improvements, and the
supply to all firms is similar.
Every business, large or small, buys components from foreign suppliers and customers can
easily compare products with each other.
The “Quantity” group: Represents markets with few ways to create a distinctive advantage
but a very large potential market size. Firms with economies of scale will be able to dominate
the market. Dominant firms will maintain their position as long as they achieve a cost
advantage.
Specialized markets: Exist when firms in the same market have very different returns to
scale.
This is the case with companies that provide system software for computers such as
Microsoft and Apple.
Fragmented markets: Exist when market requirements are less clearly defined than the above
three groups.
When a fragmented market exists, success depends on identifying niche markets where
specialized products can be offered. Each niche represents a growth opportunity, and a
company hopes to expand its business by exploiting multiple niche markets.
2.3. Strengths and weaknesses of CPM matrix in business analysis
Benefits of CPM:
Similar factors are used to compare companies. This makes the comparison more accurate.
The analysis will display the information on the same matrix, making it easy to compare
companies visually.
The results of the matrix facilitate decision making. Companies can easily decide which areas
they should strengthen, defend, or which strategies they should pursue.
3. Research method
3.1. Data sources and collection methods
 Secondary data
 Main feed on home page
 Horizontal feed on page
 Text-only feed
 Collect data from references.
 Collect data from experiments
3.2. Research method

The main methods used in the VINGROUP thesis include: document analysis methods such
as: qualitative methods to find the basic ideological content of the document, find issues
related to the research topic and identify the problem to be solved. Documents, articles,
interviews or scientific journals related to the issue of "the role of human resource
management in the business of Vingroup in Vietnam", because it is secondary data, there are
many related documents, so we need to screen to get the most accurate documents for the
problem. And the quantitative method "finds ways to group signs and find causes and effects
in groups of subjects", based on documents and research sources of the qualitative method so
that we can point out the important roles of human resource management, and answer the
question of why those companies fail in human resource management in the host country, and
why companies succeed in the host country.
Secondary data collection method, this method is based on available sources of documents,
so when applying this method, it requires specificity, meaning it must be clear, consistent
with the research objectives, the accuracy of the data and be topical. And the comparison
method to find the most accurate documents on the research issue as well as reliable sources
of information from the internet.
In addition, there are also methods such as comparing research results, comparing the terms
"business" and "international business", comparing Vietnamese enterprises with foreign
enterprises to see more clearly the role of human resource management to come up with good
solutions to help foreign enterprises invest successfully in Vietnam. Because when foreign
enterprises successfully invest in Vietnam, it not only promotes the economy in Vietnam but
also attracts foreign investment into Vietnam, helping Vietnam move faster on the path of
international integration in the current era of Industry 4.0, creating favorable conditions for
Vietnam to move quickly on the path to becoming a developed country in the future.
And combine with primary data methods, such as using survey forms so that businesses can
share their experiences with young businesses in the business field in the host country. Or
now that the internet is very developed, we can use online survey methods to collect the most
information quickly and save costs on the issue of "the role of human resource management
in international business of foreign enterprises in Vietnam".
3.3. Research process
 Identify research topic.
 Identify research questions, hypotheses, and methods. ...
 Develop a research proposal and plan. ...
 Collect, process and analyze data. ....
 Write a research report.
4. Research results and discussion – 3-4 pages
4.1. Business analysis for VINGROUP using CPM matrix – 1 page
4.2. Discuss the above business analysis results
Comment: from the above competitive matrix, we see that Vingroup's score is the highest at
3.45. The decisive factors in Vingroup's industry competition are all at a high level of
interaction. This is proof of the leading position in the real estate investment sector that
Vingroup is participating in. However, big foreign competitors such as Keppel Land
(Singapore) with a score of 3.25 with capital advantage are a threat to Vingroup's leading
position. Keppel Land is only behind Vingroup in 2 categories: "Effective management
force", "High quality, convenient products " and "Prestigious brand" with a gap of 0.8 (0.32 -
0.24); 0.9 (0.36 -0.27); 0.1 (0.4 -0.3) respectively. Vingroup's total classification is 41,
Keppel Land is 39, Kumho Group is 35, Parkson Group is 33.
Therefore, specific strategies are needed to adapt to today's increasingly competitive
environment.
4.3. Proposed improvement of CPM matrix – 1 page

Vingroup needs to have specific strategies to adapt to the increasingly competitive
environment today. Although Vingroup leads in terms of score, there are still many important
items such as: " Capital mobilization ability", "Professional staff", "Unique architecture ", ...
that still need to be improved and improved.
5. Conclusion and recommendations
5.1. Conclusion
 Highly qualified human resources.
 Limitations in human resource training
 High yielding assets.
 Fast growth rate.
 Ability to execute projects on time in a short period of time
 High-end projects with unique architecture.
 Strong reputation
 Easy to mobilize capital
 Difficulty in accessing new projects.
 Investing in other sectors has not brought about efficiency.
5.2. Recommendations and proposals
5.2.1. For VINGROUP corporation leaders
 Continue to improve professional qualifications and leadership skills
 Maintain company operations at optimal efficiency.
 Always looking for outside talent and change
 Correct immediately if there are any errors in the leadership process.
5.2.2. For leaders of school systems in VINGROUP
 Improve human resources with high professional qualifications
 Looking for local and international talent
 Increase high scholarship rewards for members with outstanding contributions and
achievements.
 In addition, the system must still be maintained in the best possible way before
considering changing the structure during operation.
5.2.3. For leaders of the remaining business units of VINGROUP
 Propose rewards and good opportunities for employees in the business unit.
 Always train human resources every term to improve production quality as well as
enhance experience and professional qualifications for employees.
5.3. Coordination solution between schools and remaining business units of
VINGROUP
 Strengthen the survey of practicality of the combination between schools and the
remaining business units.
 After the survey is completed for optimal results, based on the results, the best
possible measures are established.
 Open internship programs between companies and schools
 Periodically recruit interns and probationary staff
 Always open programs for students between schools to find talent for companies.
 Business units open events and programs on contract business with schools to help
students practice and find good and talented human resources for business units.
References:
1. Pham Chau Thanh, Nguyen Huu Hao, Dang Truong Thuy Anh (2022). CP-TPP Agreement.
Opportunities and Challenges for Vietnam's Economy. “INTERNATIONAL JOURNAL OF
ADVANCED MULTIDISCIPLINARY RESEARCH AND STUDIES”, Vol. 2, No. 4, 90-97.

2. Pham Chau Thanh, Nguyen Huu Hao, Dang Truong Thuy Anh [2022]. Solutions for Vietnam
to Integrate into the Market of CP-TPP Countries in the Era of Industrial Revolution 4.0.
“INTERNATIONAL JOURNAL OF ADVANCED MULTIDISCIPLINARY RESEARCH AND
STUDIES”, Vol. 2, No. 4, 63-70.
3. Pham Chau Thanh [2022] Entrepreneurship of EU Universities Graduates. “INTERNATIONAL
JOURNAL OF ADVANCED MULTIDISCIPLINARY RESEARCH AND STUDIES”, Vol. 2, No. 3,
575-579.
4. Pham Chau Thanh [2022] CP-TPP Agreement. Opportunities and Challenges for Young
Labor Force in Vietnam. “INTERNATIONAL JOURNAL OF ADVANCED
MULTIDISCIPLINARY RESEARCH AND STUDIES”, Vol. 2, No. 3, 568-574.
5. Cao Thi Thanh Truc [2022] Food Safety and Food Security in Vietnam in Time of Industrial
Revolution 4.0. “INTERNATIONAL JOURNAL OF ADVANCED MULTIDISCIPLINARY
RESEARCH AND STUDIES”, Vol. 2, No. 2, 277-282.
6. Pham Thi Giang Thuy [2022] Challenges for the CP-TPP Agreement without USA.
“INTERNATIONAL JOURNAL OF ADVANCED MULTIDISCIPLINARY RESEARCH AND
STUDIES”, Vol. 2, No. 2, 270-276.
7. Nguyen Minh Ngoc, Bogdan Nogalski [2022]. Students’ start-up contests in Vietnam’s universities.
“INTERNATIONAL JOURNAL OF ADVANCED MULTIDISCIPLINARY RESEARCH AND
STUDIES”, Vol. 2, No. 2, 21-28.
8. Nguyen Minh Ngoc, Bogdan Nogalski [2022] Green entrepreneurship: a trend of biggest cities
in Vietnam. “INTERNATIONAL JOURNAL OF ADVANCED MULTIDISCIPLINARY
RESEARCH AND STUDIES”, Vol. 2, No. 2, 12-20.
9. Nguyen Minh Ngoc, Bogdan Nogalski [2022] High tech entrepreneurship in developing
countries: limitations and challenges. “INTERNATIONAL JOURNAL OF ADVANCED
MULTIDISCIPLINARY RESEARCH AND STUDIES”, Vol. 2, No. 2, 35-43.
10. Nguyen Minh Ngoc, Bogdan Nogalski [2022] Entrepreneurship model of Vietnam and
Singapore. “INTERNATIONAL JOURNAL OF ADVANCED MULTIDISCIPLINARY
RESEARCH AND STUDIES”, Vol. 2, No. 2, 51-57.
11. Mai Luu Huy, Dao Thong Minh, Nguyen Anh Phuc, Vo Hoang Bac, Tran Thanh Quan [2022]
Comparative analysis of entrepreneurial portrait of Bill Gates and Steve Jobs.
“INTERNATIONAL JOURNAL OF ADVANCED MULTIDISCIPLINARY RESEARCH AND
STUDIES”, Vol. 2, No. 1, 237-244.
12. Mai Luu Huy, Dao Thong Minh, Nguyen Anh Phuc, Vo Hoang Bac, Tran Thanh Quan [2022]
Sustainable entrepreneurship: Current trend in developing countries. “INTERNATIONAL
JOURNAL OF ADVANCED MULTIDISCIPLINARY RESEARCH AND STUDIES”, Vol. 2, No. 1,
245-253.
13. Tran Thanh Quan, Pham Phuong Mai, Phan Thi Chieu My, Bogdan Nogalski [2022] Reform of
the Salary System to Improve Competitiveness in Public Sector of Vietnam’s Economy.
“INTERNATIONAL JOURNAL OF MULTIDISCIPLINARY RESEARCH AND GROWTH
EVALUATION”, Vol. 3, No. 1, 512-519.
14. Nguyen Thi Thu Thao, Huynh Thi Chau Ai, Phan Thi Chieu My [2022] ICT application in
commercial banks in the post-Covid-19 economy in Vietnam. “INTERNATIONAL JOURNAL OF
MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 3, No. 1, 408-414.
15. Tran Anh Dung, Vu Khanh Linh, Huynh Thi Ngoc Quy, Phan Cong Thanh [2022] Reforming
salary system to improve competitiveness of public higher education in Vietnam. “INTER-
NATIONAL JOURNAL OF MULTIDISCIPLINARY RESEARCH AND GROWTH
EVALUATION”, Vol. 3, No. 1, 541-549.
16. Tran Thi Hoa, Phan Thi Kim Xuyen, Phuoc Minh Hiep [2022] ICT application in FMCG
businesses in post-COVID-19 economy in Vietnam. “INTERNATIONAL JOURNAL OF
MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 3, No. 1, 415-422.
17. Tran Thi Hoa, Phan Thi Kim Xuyen, Phuoc Minh Hiep [2022] ICT application in higher
education in post-COVID-19 economy in Vietnam. “INTERNATIONAL JOURNAL OF
MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 3, No. 1, 423-429.
18. Tran Anh Dung, Vu Khanh Linh, Huynh Thi Ngoc Quy, Phan Cong Thanh [2022] ICT
application in tourism industry in post-COVID-19 economy in Vietnam. “INTERNATIONAL
JOURNAL OF MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 3,
No. 1, 502-511.
19. Tran Huy Cuong [2022] Application of ICT in Logistics and Supply Chain in post-Covid-19
economy in Vietnam. “INTERNATIONAL JOURNAL OF MULTIDISCIPLINARY RESEARCH
AND GROWTH EVALUATION”, Vol. 3, No. 1, 493-451.

20. Pawel Gepner, Mai Thi Hong Dao, Dao Thong Minh [2022] Analysis of business strategy of leading
Vietnamese real estate developers using SWOT matrix. “INTERNATIONAL JOURNAL OF
MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 3, No. 1, 181-187.
21. Michal Banka, Mai Thi Hong Dao, Dao Thong Minh [2022] Analysis of business strategy of real
estate developers in Vietnam: the application of QSPM matrix. “INTERNATIONAL JOURNAL OF
MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 3, No. 1, 188-196.
22. Dorota Jelonek, Mai Thi Hong Dao, Dao Thong Minh [2022] Comparative analysis of business
strategy of Vietnamese real estate developers: the use of Hoffer matrix. “INTERNATIONAL JOURNAL
OF MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 3, No. 1, 197-204.
23. Kazimierz Wackowski, Mai Thi Hong Dao, Dao Thong Minh [2022] Business strategy of
Vietnamese real estate developers: the use of CPM matrix for analysis. “INTERNATIONAL JOURNAL
OF MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 3, No. 1, 205-209.
24. Cezary Suszynski, Mai Thi Hong Dao, Dao Thong Minh [2022] Cost optimization for R-
logistics operations at foreign supermarkets in Vietnam. Case of AEON and Lotte. “INTERNATIONAL
JOURNAL OF MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 3, No. 1, 210-216.
25. Krzysztof Santarek, Mai Thi Hong Dao, Dao Thong Minh [2022] Factors impacting effectiveness
of R-logistics activities at supermarkets in Vietnam. “INTERNATIONAL JOURNAL OF
MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 3, No. 1, 217-223.
26. Boleslaw Rafal Kuc, Bogdan Nogalski, Tran Anh Dung, Dinh Ba Hung Anh [2021] The role of R-
logistics in customer satisfaction improvement in Vietnam's retail industry. “HIMALAYAN JOURNAL
OF JOURNAL OF HUMANITIES AND CULTURAL STUDIES”, Vol. 2, No. 6, 14-22.
27. Boleslaw Rafal Kuc, Tran Minh Thuong, Tran Anh Dung, Dinh Ba Hung Anh [2021] Comparative
analysis of R-Logistics activities at Coopmart and Big C in Vietnam. “HIMALAYAN JOURNAL OF
JOURNAL OF EDUCATION AND LITERATURE”, Vol. 2, No. 6, 23-31.
28. Boleslaw Rafal Kuc, Bogdan Nogalski [2021] Comparative analysis of internal business
environment of Van Lang University and Van Hien University using IFE matrix.
“INTERNATIONAL JOURNAL OF ADVANCED MULTIDISCIPLINARY RESEARCH AND
STUDIES”, Vol. 1, No. 1, 10-15.
29. Boleslaw Rafal Kuc, Stanislaw Borkowski [2021] Hung Hau corporate business analysis using
BCG matrix. “INTERNATIONAL JOURNAL OF ADVANCED MULTIDISCIPLINARY
RESEARCH AND STUDIES”, Vol. 1, No. 1, 1-6.
30. Boleslaw Rafal Kuc, Krzystof Santarek [2021] Hung Hau corporate business strategy: an
analysis using McKinsey matrix. “INTERNATIONAL JOURNAL OF ADVANCED MULTIDISCIPLINARY
RESEARCH AND STUDIES”, Vol. 1, No. 2, 34-39.
31. Boleslaw Rafal Kuc, Krzystof Santarek [2021] Hung Hau corporate business strategy: an
analysis supported by SWOT matrix. “INTERNATIONAL JOURNAL OF ADVANCED MULTIDISCIPLINARY
RESEARCH AND STUDIES”, Vol. 1, No. 3, 4-9.
32. Boleslaw Rafal Kuc, Kazimierz Wackowski [2021] Applying QSPM matrix for business strategy
analysis: a case of Hung Hau corporation. “INTERNATIONAL JOURNAL OF ADVANCED
MULTIDISCIPLINARY RESEARCH AND STUDIES”, Vol. 1, No. 1, 22-28.
33. Boleslaw Rafal Kuc, Kazimierz Wackowski [2021] Hung Hau corporation’s strategic analysis using
Hoffer matrix. “INTERNATIONAL JOURNAL OF ADVANCED MULTIDISCIPLINARY
RESEARCH AND STUDIES”, Vol. 1, No. 3, 10-14.
34. Boleslaw Rafal Kuc, Leo Paul Dana [2021] Hung Hau business analysis using CPM matrix: a case of
Hung Hau corporation in Vietnam. “INTERNATIONAL JOURNAL OF ADVANCED
MULTIDISCIPLINARY RESEARCH AND STUDIES”, Vol. 1, No. 3, 15-19.
35. Boleslaw Rafal Kuc, Stanislaw Borkowski [2021] E-purchasing and global outsourcing for the
library of Van Hien University. “INTERNATIONAL JOURNAL OF ADVANCED
MULTIDISCIPLINARY RESEARCH AND STUDIES”, Vol. 1, No. 1, 16-21.
36. Boleslaw Rafal Kuc, Leo Paul Dana [2021] Strategic outsourcing risk management of Van Hien
University in Vietnam. “INTERNATIONAL JOURNAL OF ADVANCED MULTIDISCIPLINARY
RESEARCH AND STUDIES”, Vol. 1, No. 2, 1-6.
37. Dang Thi Phuong Chi, Nguyen Minh Duc, To Thi Kim Hong [2021] Factors affecting customer
satisfaction at Bach Hoa Xanh retail chain in Vietnam. “INTERNATIONAL JOURNAL OF
RESEARCH IN HUMAN RESOURCE MANAGEMENT”, Vol. 3, No. 2, 103-109.
38. Pham Thi Diem, Nguyen Minh Duc, To Thi Kim Hong [2021] Factors impacting customer
satisfaction at VinMart supermarkets in Vietnam. “INTERNATIONAL JOURNAL OF RESEARCH
IN HUMAN RESOURCE MANAGEMENT”, Vol. 3, No. 2, 53-61.
39. Dang Thi Phuong Chi, Nguyen Minh Duc, To Thi Kim Hong [2021] Factors affecting customer

satisfaction at Vietinbank in Vietnam. “INTERNATIONAL JOURNAL OF RESEARCH IN
HUMAN RESOURCE MANAGEMENT”, Vol. 3, No. 2, 62-70.
40. Pham Thi Diem, Nguyen Minh Duc, To Thi Kim Hong [2021] Factors affecting customer
satisfaction at Agribank in Vietnam. “INTERNATIONAL JOURNAL OF RESEARCH IN HUMAN
RESOURCE MANAGEMENT”, Vol. 3, No. 2, 36-45.
41. Nguyen Minh Duc, To Thi Kim Hong [2021] Factors affecting customer satisfaction at
MegaMaket in Vietnam. “INTERNATIONAL JOURNAL OF FOREIGN TRADE AND
INTERNATIONAL BUSINESS”, Vol. 2, No. 4, 99-102.
42. Nguyen Minh Duc, To Thi Kim Hong [2021] Customer service culture at Coop Mart retail
chain in Vietnam. “INTERNATIONAL JOURNAL OF FOREIGN TRADE AND
INTERNATIONAL BUSINESS”, Vol. 3, No. 2, 41-48.
43. Pham Thi Diem, Nguyen Minh Duc, To Thi Kim Hong [2021] Customer service culture at
BigC retail chain in Vietnam. “INTERNATIONAL JOURNAL OF FOREIGN TRADE AND
INTERNATIONAL BUSINESS”, Vol. 3, No. 2, 25-32.
44. Pham Thi Diem, Nguyen Minh Duc, To Thi Kim Hong [2021] Customer service culture at
Lotte retail stores chain in Vietnam. “INTERNATIONAL JOURNAL OF FOREIGN TRADE AND
INTERNATIONAL BUSINESS”, Vol. 3, No. 2, 6-16.
45. Dinh Ba Hung Anh, Ho Tien Dung, Pham Van On, Vu Tuan Anh, Nguyen Van Dat, Bui Quang Tam
[2021] Factors impacting customer satisfaction at Vietcombank in Vietnam. “HIMALAYAN
JOURNAL OF ECONOMICS BUSINESS AND MANAGEMENT”, Vol. 2, No. 4, 98-107.
46. Dinh Ba Hung Anh, Nguyen Thanh Vu, Bui Xuan Bien, Vu Tuan Anh, Nguyen Van Dat, Nguyen
Thanh Hung [2021] Factors impacting customer satisfaction at BIDV Bank in Vietnam.
“HIMALAYAN JOURNAL OF ECONOMICS BUSINESS AND MANAGEMENT”, Vol. 2, No. 4,
89-97.
47. Dinh Ba Hung Anh, Nguyen Thanh Vu, Pham Van On, Phan Minh Duc, Nguyen Thanh Hung, Van
Thi Vang [2021] Customer service culture at VPBank in Vietnam. “HIMALAYAN JOURNAL OF
ECONOMICS BUSINESS AND MANAGEMENT”, Vol. 2, No. 4, 78-88.
48. Dinh Ba Hung Anh, Pham Thi Diem, Phan Minh Duc, Nguyen Thanh Vu, Ho Tien Dung, Nguyen
Van Dat, Van Thi Vang [2021] Customer service culture at VIB bank in Vietnam. “HIMALAYAN
JOURNAL OF ECONOMICS BUSINESS AND MANAGEMENT”, Vol. 2, No. 4, 70-77.
49. Dinh Ba Hung Anh, Pham Thi Diem, Nguyen Thanh Vu, Ho Tien Dung, Bui Xuan Bien, Vu Tuan
Anh, Pham Van On [2021] Customer service culture at TechComBank in Vietnam.
“HIMALAYAN JOURNAL OF ECONOMICS BUSINESS AND MANAGEMENT”, Vol. 2, No. 4,
61-69.
50. Pham Thi Diem, Phan Minh Duc, Ho Tien Dung, Nguyen Van Dat, Bui Quang Tam, Vo Kim Nhan
[2021] The Strategic Customer Relationship Management at CoopMart in Vietnam. “INTERNATIO-
NAL JOURNAL MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 2,
No. 4, 794-801.
51. Vo Kim Nhan, Bui Xuan Bien, Nguyen Thanh Hung, Van Thi Vang [2021] The Strategy of CRM
System Development at Mega Market Vietnam. “INTERNATIONAL JOURNAL MULTIDISCIP-
LINARY RESEARCH AND GROWTH EVALUATION”, Vol. 2, No. 4, 802-806.
52. Bui Xuan Bien, Vu Tuan Anh, Nguyen Van Dat, Van Thi Vang [2021] The Development
Process of CRM System at VinMart in Vietnam. “INTERNATIONAL JOURNAL MULTIDISCIP-
LINARY RESEARCH AND GROWTH EVALUATION”, Vol. 2, No. 4, 728-736.
53. Nguyen Van Dat, Than Van Hai, Bui Quang Tam [2021] The History of Development of CRM
System at AEON Vietnam. “INTERNATIONAL JOURNAL MULTIDISCIPLINARY RESEARCH
AND GROWTH EVALUATION”, Vol. 2, No. 4, 737-743.
54. Ho Tien Dung, Bui Xuan Bien, Phan Minh Duc, Nguyen Van Dat [2021] Customer Care and
Customer Relationship Maintenance at Ministop, FamilyMart and CoopSmile in Vietnam. “INTER-
NATIONAL JOURNAL MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”,
Vol. 2, No. 4, 744-751.
55. Vu Tuan Anh, Nguyen Van Dat, Nguyen Thanh Hung, Bui Quang Tam [2021] The
Formation and Development of CRM System at Thien Hoa Electronics Supermarket in Vietnam.
“INTERNATIONAL JOURNAL MULTIDISCIPLINARY RESEARCH AND GROWTH
EVALUATION”, Vol. 2, No. 4, 752-760.
56. Ho Tien Dung, Nguyen Van Dat, Phan Minh Duc, Van Thi Vang [2021] The Process of CRM
System Implementation at Dien May Xanh in Vietnam. “INTERNATIONAL JOURNAL MUL-
TIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 2, No. 4, 761-768.
57. Van Thi Vang, Nguyen Thanh Hung, Vu Tuan Anh, Nguyen Van Dat [2021] Comparative

Analysis of Business Environment in Binh Duong, Dong Nai and Ba Ria Vung Tau of Vietnam Using
EFE Matrix. “INTERNATIONAL JOURNAL MULTIDISCIPLINARY RESEARCH AND
GROWTH EVALUATION”, Vol. 2, No. 4, 769-778.
58. Dinh Ba Hung Anh, Nguyen Minh Ngoc [2021] Business Analysis for Nguyen Hoang Group in
Vietnam Using BCG Matrix. “HIMALAYAN JOURNAL OF ECONOMICS AND BUSINESS
MANAGEMENT”, Vol. 2, No. 4, 10-16.
59. Nguyen Hoang Tien, Dinh Ba Hung Anh, Nguyen Minh Ngoc [2021] Comparative Analysis of
Internal Business Environment of Hong Bang and Hutech Universities in Southern Vietnam Using
IFE Matrix. “HIMALAYAN JOURNAL OF ECONOMICS AND BUSINESS MANAGEMENT”,
Vol. 2, No. 4, 17-27.
60. Dinh Ba Hung Anh, Nguyen Minh Ngoc [2021] Customer Relationship Management at
Vietcombank Ho Chi Minh City in Vietnam. “HIMALAYAN JOURNAL OF ECONOMICS AND
BUSINESS MANAGEMENT”, Vol. 2, No. 4, 28-36.
61. Dinh Ba Hung Anh, Nguyen Minh Ngoc [2021] The Formation and Development of CRM
System at BIDV Bank in Vietnam. “HIMALAYAN JOURNAL OF ECONOMICS AND BUSINESS
MANAGEMENT”, Vol. 2, No. 4, 37-43.
62. Dinh Ba Hung Anh, Nguyen Minh Ngoc [2021] The Formation and Development of CRM
System at Bach Hoa Xanh in Vietnam. “INTERNATIONAL JOURNAL MULTIDISCIPLINARY
RESEARCH AND GROWTH EVALUATION”, Vol. 2, No. 4, 479-484.
63. Dinh Ba Hung Anh, Nguyen Minh Ngoc [2021] The Process of CRM System Development at
FPT Shop in Vietnam. “INTERNATIONAL JOURNAL MULTIDISCIPLINARY RESEARCH
AND GROWTH EVALUATION”, Vol. 2, No. 4, 464-470.
64. Dinh Ba Hung Anh, Nguyen Minh Ngoc [2021] The Evolution of CRM System at Vien Thong A
Group in Vietnam. “INTERNATIONAL JOURNAL MULTIDISCIPLINARY RESEARCH AND
GROWTH EVALUATION”, Vol. 2, No. 4, 471-478.
65. Dinh Ba Hung Anh, Dang Thi Phuong Chi, Tran Minh Phung [2021] Binh Duong New City as a
Smart City in Southern Vietnam. “INTERNATIONAL JOURNAL MULTIDISCIPLINARY
RESEARCH AND GROWTH EVALUATION”, Vol. 2, No. 4, 107-111.
66. Dinh Ba Hung Anh,Dang Thi Phuong Chi, Tran Minh Phung [2021] The Impact of Climate Change
on Sustainable Architecture in Smart Cities. “INTERNATIONAL JOURNAL MULTIDISCIP-
LINARY RESEARCH AND GROWTH EVALUATION”, Vol. 2, No. 4, 99-102.
67. Dinh Ba Hung Anh [2021] The formation and development of the CRM system of Dien May
Cho Lon in Vietnam. “INTERNATIONAL JOURNAL MULTIDISCIPLINARY RESEARCH AND
GROWTH EVALUATION”, Vol. 2, No. 4, 92-98.
68. Dinh Ba Hung Anh [2021] The formation and development of CRM system at Nguyen Kim in
Vietnam. “INTERNATIONAL JOURNAL MULTIDISCIPLINARY RESEARCH AND GROWTH
EVALUATION”, Vol. 2, No. 2, 261-267.
69. Dinh Ba Hung Anh, Kazimierz Wackowski [2021] Business analysis for Nguyen Hoang Group in
Vietnam using McKinsey matrix. “INTERNATIONAL JOURNAL MULTIDISCIPLINARY RE-
SEARCH AND GROWTH EVALUATION”, Vol. 2, No. 4, 87-91.
70. Dinh Ba Hung Anh [2021] Business analysis for Nguyen Hoang Group in Vietnam using
SWOT matrix. “INTERNATIONAL JOURNAL MULTIDISCIPLINARY RESEARCH AND
GROWTH EVALUATION”, Vol. 2, No. 2, 268-273.
71. Dinh Ba Hung Anh [2021] QSPM matrix based strategic organizational diagnosis. A case of
Nguyen Hoang Group in Vietnam. “INTERNATIONAL JOURNAL MULTIDISCIPLINARY
RESEARCH AND GROWTH EVALUATION”, Vol. 2, No. 4, 67-72.
72. Dinh Ba Hung Anh [2021] Using Hoffer matrix in strategic business analysis for Nguyen
Hoang Group in Vietnam. “INTERNATIONAL JOURNAL MULTIDISCIPLINARY RESEARCH
AND GROWTH EVALUATION”, Vol. 2, No. 4, 61-66.
73. Dinh Ba Hung Anh [2021] Strategic analysis for Nguyen Hoang Group in Vietnam. The
approach using CPM matrix. “INTERNATIONAL JOURNAL MULTIDISCIPLINARY
RESEARCH AND GROWTH EVALUATION”, Vol. 2, No. 4, 55-60.
74. Nguyen Diu Huong, Nguyen Thi Thanh Huong, To Ngoc Minh Phuong [2021] Challenges for service
marketing in post Covid-19 period in Vietnam. “INTERNATIONAL JOURNAL OF MULTIDIS-
CIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 2, No. 1, 39-45.
75. Nguyen Diu Huong, Nguyen Thi Thanh Huong, To Ngoc Minh Phuong [2021] Sustainable
development of tourism industry in post Covid-19 period in Vietnam. “INTERNATIONAL JOUR-
NAL OF MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 1, No. 5,
88-94.
76. Nguyen Diu Huong, Nguyen Thi Thanh Huong, To Ngoc Minh Phuong [2021] Development

opportunities for digital marketing in post Covid-19 period in Vietnam. “INTERNATIONAL JOUR-
NAL OF MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 1, No. 5,
95-100.
77. Nguyen Diu Huong, Nguyen Thi Thanh Huong, To Ngoc Minh Phuong [2021] Green marketing
development strategy in post Covid-19 period in Vietnam. “INTERNATIONAL JOURNAL OF
MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 1, No. 5 , 101-106.
78. Nguyen Minh Ngoc, Dinh Ba Hung Anh [2021] Opportunities and challenges for real estate
brokers in post Covid-19 period. “INTERNATIONAL JOURNAL OF MULTIDISCIPLINARY
RESEARCH AND GROWTH EVALUATION”, Vol. 1, No. 5, 81-87.
79. Nguyen Minh Ngoc, Dinh Ba Hung Anh [2021] Change of consumer behavior in the post Covid-
19 period. “INTERNATIONAL JOURNAL OF MULTIDISCIPLINARY RESEARCH AND
GROWTH EVALUATION”, Vol. 2, No. 1, 53-58.
80. Nguyen Minh Ngoc, Dinh Ba Hung Anh [2021] The situation of high quality human resource in
FDI enterprises in Vietnam – Exploitation and development solutions. “INTERNATIONAL JOUR-
NAL OF MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 2, No. 1 ,
46-52.
81. Nguyen Minh Ngoc, Dinh Ba Hung Anh [2021] Current situation of high quality human resources
in FDI enterprises in Vietnam – solutions to attract and maintain. “INTERNATIONAL JOURNAL
OF MULTIDISCIPLINARY RESEARCH AND GROWTH EVALUATION”, Vol. 2, No. 1 , 31-38.
82. Ha Van Dung [2020] Impacts of Leadership Empowerment on Psychology and Work
Outcomes of Employees at Financial Institutions in Ho Chi Minh City. “INTERNATIONAL
JOURNAL OF ADVANCES IN MANAGEMENT AND ECONOMICS”, Vol. 9, No. 3, 10-19.
83. Nguyen Hoang Tien [2020] Merger and Acquisition between Banks in Vietnam – Solutions to
Improve Quality and Competitiveness. “INTERNATIONAL JOURNAL OF EDUCATIONAL
RESEARCH AND STUDIES”, Vol. 2, No. 2, 14-19.
84. Rewel Jiminez Santural Jose, Nguyen Phuong Mai, Le Doan Minh Duc, Nguyen Vuong Thanh Long
[2020]Analysis of MegaMarket’s Market Penetration Strategy in Vietnam FMCG Industry.
“INTERNATIONAL JOURNAL OF EDUCATIONAL RESEARCH AND DEVELOPMENT”, Vol.
2, No. 2, 5-8.
85. Nguyen Hoang Tien [2020] Analysis of Lotte’s Market Penetration Strategy in Vietnam FMCG
Industry. “INTERNATIONAL JOURNAL OF EDUCATIONAL RESEARCH AND STUDIES”,
Vol. 2, No. 2, 20-23.
86. Ha Van Dung, Rewel Jiminez Santural Jose, Bui Xuan Bien, Nguyen Thi Hoang Oanh, Nguyen
Thanh Vu [2020] Analysis of AEON’s Market Penetration Strategy in Vietnam FMCG Industry.
“INTERNATIONAL JOURNAL OF ADVANCED EDUCATIONAL RESEARCH”, Vol. 5, No. 4,
1-5.
87. Nguyen Minh Ngoc, Rewel Jiminez Santural Jose, Phan Minh Duc, Tran Minh Thuong, Nguyen
Thanh Vu [2020] Comparative Analysis of Price Policy of Coopmart and BigC in Vietnam Retail
Industry. “INTERNATIONAL JOURNAL OF ADVANCED EDUCATIONAL RESEARCH”, Vol.
5, No. 3, 38-42.
88. Leo Paul Dana, Rewel Jiminez Santural Jose, Nguyen Van Dat, Nguyen Thi Hoang Oanh, Bui Xuan
Bien [2020] Talent Attraction Strategy of Samsung Vietnam. “INTERNATIONAL JOURNAL OF
ADVANCED RESEARCH AND DEVELOPMENT”, Vol. 5, No. 3, 18-22.
89. Rewel Jiminez Santural Jose, Nguyen Phuong Mai, Bui Van Thoi, Than Van Hai [2020] Analysis of
StarBucks’ Entry Strategy in Vietnam Market. “INTERNATIONAL JOURNAL OF MULTIDISCIP-
LINARY EDUCATION AND RESEARCH”, Vol. 5, No. 3, 44-48.
90. Leo Paul Dana, Rewel Jiminez Santural Jose, Nguyen Van Dat, Phan Minh Duc [2020] Analysis of
McDonalds’ Entry Strategy in Vietnam Market. “INTERNATIONAL JOURNAL OF ADVANCED
RESEARCH AND DEVELOPMENT”, Vol. 5, No. 3, 23-29.
91. Leo Paul Dana, Rewel Jiminez Santural Jose, Phan Minh Duc, Nguyen Thi Hoang Oanh, Nguyen
Thanh Vu [2020]Situation of Training Logistics Human Resources in Vietnam and Development
Solutions. “INTERNATIONAL JOURNAL OF ADVANCED EDUCATION AND RESEARCH”,
Vol. 5, No. 3, 99-104.
92. Rewel Jiminez Santural Jose, Nguyen Phuong Mai, Ho Tien Dung, Nguyen Thi Hoang Oanh [2020]
Digital Marketing Strategy of GUMAC and HNOSS in Vietnam Fashion Market . “INTER-
NATIONAL JOURNAL OF MULTIDISCIPLINARY EDUCATION AND RESEARCH”, Vol. 5,
No. 4, 1-5.
93. Rewel Jiminez Santural Jose, Nguyen Phuong Mai, Nguyen Thanh Long, Than Van Hai [2020]
Current State of Human Resource in International Universities in Vietnam. “INTER-
NATIONAL JOURNAL OF MULTIDISCIPLINARY RESEARCH AND DEVELOPMENT”, Vol. 7,

No. 7, 22-27.
94. Rewel Jiminez Santural Jose, Nguyen Phuong Mai, Tran Thanh Tung, Nguyen Khanh Cuong
[2020]Comparative Analysis of Business Strategy of VinMart and Family Mart Convenience Stores in
Vietnam. “INTERNATIONAL JOURNAL OF MULTIDISCIPLINARY RESEARCH AND
DEVELOPMENT”, Vol. 7, No. 7, 28-33.
95. Nguyen Minh Ngoc, Rewel Jiminez Santural Jose, Nguyen Thanh Hung [2020] Comparative Analysis
of Human Resource Development Strategy of Family Universities and Corporate Universities in
Vietnam. “INTERNATIONAL JOURNAL OF ACADEMIC RESEARCH AND DEVELOPMENT”,
Vol. 5, No. 4, 26-30.
96. Leo Paul Dana, Rewel Jiminez Santural Jose, Nguyen Thanh Vu, Nguyen Thanh Hung [2020]
Human Resource Development Strategy of Ton Duc Thang University to Improve its Position
on International Rankings. “INTERNATIONAL JOURNAL OF ADVANCED EDUCATION AND RESEARCH”,
Vol. 5, No. 3, 105-110.
97. Le Doan Minh Duc, Rewel Jiminez Santural Jose, Bui Xuan Bien, Tran Minh Thuong, Nguyen Thanh
Vu [2020] Comparative Analysis of the Business Strategy of Bach Hoa Xanh and VinMart on
Vietnam's Retail Market. “INTERNATIONAL JOURNAL OF ACADEMIC RESEARCH AND
DEVELOPMENT”, Vol. 5, No. 4, 1-6.
98. Nguyen Hoang Tien [2019] Knowledge Management in the Context of Industrial Revolution 4.0. “IN-
TERNATIONAL JOURNAL OF COMMERCE AND ECONOMICS”, Vol. 2, No. 1, 39-44.
99. Bui Xuan Bien, Nguyen Thanh Vu, Nguyen Thanh Hung [2019] Risks of Unsustainable
Economics Development in Vietnam. “INTERNATIONAL JOURNAL OF MANAGEMENT AND
COMMERCE”, Vol. 1, No. 4, 4-9.
100. Nguyen Thanh Hung, Nguyen Thanh Vu, Bui Xuan Bien [2019] Brexit and the Risks for UK
Economy. “INTERNATIONAL JOURNAL OF MANAGEMENT AND ECONOMICS”, Vol. 1, No.
4, 27-31.