HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY

OFFICE FOR INTERNATIONAL STUDY PROGRAMS

SCHOOL OF INDUSTRIAL MANAGEMENT
⸻⸻ ⸎ ⸻⸻

FIELD TRIP
REPORT
Company: Panasonic AVC Networks Vietnam Co., Ltd
SENTO Paint Joint Stock Company
ATALINK Technology JSC
Instructor: PhD. Nguyễn Thị Đức Nguyên
Group 3:
1 Phan Thanh Hoàng Kim 1952805
2 Bùi Vũ Nguyê ̣t Minh 1952839
3 Nguyễn Lam Thuyên 1852774
4 Lê Nguyễn Minh Trang 1852801
5 Lê Phước Tuấn 1952517

CONTENTS
Introduction.........................................................................................................4
Chapter 1: DESCRIBE AND ANALYZE THE COMPANY.........................5
 Panasonic AVC Networks Vietnam Co., Ltd............................................5
Part 1: COMPANY INTRODUCTION............................................................5
I. General information...............................................................................5
II. Company development history..............................................................5
III. Corporate core values.............................................................................5
Part 2: CORPORATION ORGANIZATIONAL SYSTEM...........................6
I. Ownership structure...............................................................................6
II.  Organizational chart...............................................................................6
III. Functional department............................................................................6
IV.  Core competence......................................................................................8
PART 3: OPERATION OF BUSINESS............................................................8
I. Products and services.............................................................................8
II. Markets....................................................................................................8
III. Customer system.....................................................................................9
IV. Scale and scope of activities...................................................................9
V. Suppliers and distribution channels......................................................9
VI. Value chain............................................................................................10
1. Primary activities:.............................................................................10
2. Support activities:..............................................................................11
VII. Unique characteristics of the company..............................................11
PART 4: GENERAL COMMENT, JOB OPPORTUNITIES AND
CAREER DEVELOPMENT............................................................................12
I. General comment..................................................................................12
II. Job opportunities and Career development.......................................12
 SENTO Paint Joint Stock Company.......................................................14
Part 1: COMPANY INTRODUCTION..........................................................14
I. General information.............................................................................14
II. Company development history............................................................14
III. Corporate core values.......................................................................14
Part 2: CORPORATION ORGANIZATIONAL SYSTEM.........................15

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 I. Ownership structure.............................................................................15
II. Organizational chart............................................................................15
III. Functional departments.......................................................................15
IV. Core competencies.................................................................................16
PART 3: OPERATION OF BUSINESS..........................................................16
I. Products and services:..........................................................................16
II. Production process:...............................................................................17
1. Equipment:.........................................................................................17
2. Process:...............................................................................................18
III. Market:...................................................................................................19
IV. Customer system....................................................................................19
V. Scale and scope of activities:................................................................19
VI. Suppliers and distribution channels:...................................................20
VII. Value chain.............................................................................................20
1. Primary activities:.............................................................................20
2. Support activities:..............................................................................20
VIII. Unique characteristics of the company..............................................21
Part 4: GENERAL COMMENT, JOB OPPORTUNITIES AND CAREER
DEVELOPMENT..............................................................................................22
I. General comment..................................................................................22
II. Job opportunities and Career development.......................................22
 ATALINK Technology JSC.....................................................................23
Part 1: COMPANY INTRODUCTION..........................................................23
I. General information.............................................................................23
II. Company development history............................................................23
III. Corporate core values.......................................................................23
Part 2: CORPORATION ORGANIZATIONAL SYSTEM.........................24
I.  Ownership structure............................................................................24
II. Organizational chart............................................................................24
III. Functional departments.......................................................................24
IV. Core competences..................................................................................25

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Part 3: OPERATION OF BUSINESS.............................................................25
I. Products and services...........................................................................25
II. Market...................................................................................................26
III. Customer system................................................................................27
IV. Scale and scope of activities..............................................................27
V. Suppliers and distribution channels....................................................27
VI. Value chain.........................................................................................27
1. Primary activities:.............................................................................27
2. Support activities:..............................................................................28
VII. Unique characteristics of the company...............................................28
Part 4: GENERAL COMMENT, JOB OPPORTUNITIES AND CAREER
DEVELOPMENT..............................................................................................29
I. General Comment.................................................................................29
II. Job opportunities and Career development.......................................29
Chapter 2: COMPARISONS AND ANALYSIS.............................................30
I. Career Path...........................................................................................30
II. Sustainability.........................................................................................30
1.Environment:..........................................................................................30
2.Employees’ working condition:.............................................................30
III. Market....................................................................................................30
IV. Market target.........................................................................................31
PERSONAL REFLECTION............................................................................32
REFERENCES..................................................................................................34

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Introduction
Field trip is the first course required in the internship and graduation thesis
system of the School of Industrial Management, in order to create favorable conditions
for students to approach the actual environment at the domestic and international
businesses for students to equip themselves with skills and practical knowledge in the
manufacturing, trade and service industries of businesses, to be able to accumulate
experience, real-life experiences, apply the knowledge and skills learned in the work
environment. From the observations and sharing of companies, students can better
orient about choosing the right career for themselves, as well as improve themselves to
meet the requirements of the business proposed in the future.
With the current situation, the outbreak of the Covid-19 pandemic everywhere, it
is difficult for all students to visit the business directly. But with the enthusiastic
support of instructor as well as representatives from three companies including
Panasonic AVC Networks Vietnam Co., Ltd, SENTO Paint Joint Stock Company and
ATALINK Technology JSC, we can interact and get knowledge in the manufacturing,
trade and services, so that help us to complete our report well. We are extremely
grateful for this.
The objectives of this report are to:
 Provide background information about the businesses that we were
communicating with.
 Get a hands-on view of the company's production processes and activities.
 Provide information about current and future career opportunities and
development in the companies.
 Analyze and compare different types of businesses.

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Chapter 1: DESCRIBE AND ANALYZE THE
COMPANY
 Panasonic AVC Networks Vietnam Co., Ltd
Part 1: COMPANY INTRODUCTION
I.  General information
Panasonic AVC Networks Vietnam Co., Ltd is one of the members of Panasonic
Vietnam Group which was founded in 1996 as a Joint Venture between Thu Duc
Electronic Joint Stock Company and Panasonic Vietnam Co., Ltd. under Panasonic
Corporation Japan. The company has transformed to 100% foreign-invested company
since August 1, 2014, manufacturing base is located in Ho Chi Minh City. PAVCV
specializes in manufacturing and trading a variety of household electronic products
including color TVs and P-Boards. With quality assurance standards and Japanese
technology under the Panasonic brand, PAVCV's products are well received and
appreciated by customers.
II. Company development history
Panasonic AVC Networks Vietnam Co., Ltd was founded and worked in 1996 in Ho
Chi Minh City as a Joint Venture between Thu Duc Electronic Joint Stock Company
and Panasonic Vietnam Co., Ltd. The first product the company produced was a color
TV and reached 1 million units in 2006. By 2008, the company researched and
produced TV LCDs. After 3 years, Panasonic AVC Networks Vietnam Co., Ltd started
manufacturing P-Boards for exporting to many countries around the world including
Malaysia (2011), Japan (2012), Brazil (2013), Mexico (2014), Czech Republic (2015),
India (2016). The company has transformed to 100% foreign-invested company since
August 1, 2014. Company started to assemble TV 4K in 2015. From 2018, the
company added two more production lines, which are TVs for the Japanese market and
BLU for the Czech market.
III. Corporate core values
Panasonic’s management philosophy stemmed from the most fundamental core
value "Making people before making products" which was inherited from our founder
KONOSUKE MATSUSHITA, almost 100 years ago. They believe that without good
people, their business cannot be a success. Therefore, Panasonic creates a friendly
environment where their citizens are encouraged to share and bond. Besides, they
inspire a passion for cutting-edge technology. In addition, Panasonic is committed to
personal and professional growth in an environment where work and life is balanced.
Panasonic places people foremost in all its dealings. Thus, their benefit program

5
ensures that Panasonic citizens are taken care of personally, financially and
professionally. 
Part 2: CORPORATION ORGANIZATIONAL SYSTEM
I. Ownership structure
Panasonic AVC Networks Vietnam Co., Ltd. is one of the members of Panasonic
Corporation. The current head of the company is Mr. Marukawa Yoichi, holding the
position of General Director. The company currently has about 270 employees
(VietnamCredit).
II.  Organizational chart

III. Functional department

Director of the company: As the representative of the legal entity of the company
for the management and administration of the company; assign specific powers and
responsibilities to functional departments, regularly organize inspections and urge the
implementation of all activities.
General Department: Perform tasks related to management, arrangement and
personnel recruitment; assume the prime responsibility for developing plans on labor
regimes and policies, training, guiding and inspecting the implementation of plans on
organization of the management apparatus in the company.
Quality Assurance & Customer Service Department: Recommend and provide
product development process in accordance with the specific requirements of each
project; promulgating documents, forms and instructions to ensure the quality of
products for all departments in the company.
Accounting Department: Work directly under the direction of the Director, be
responsible for managing all capital and financial resources of the company to ensure
smooth production and trade, analyze and gather financial data and information from
both the internal and external business environment.
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 Purchasing Department: In charge of 2 main business areas including purchase
and sales operations. In charge of purchasing related to importing input materials,
setting and issuing prices according to the company's selling price regulations. For
sales operations, sales management needs to achieve revenue according to the target
set by the Board of Directors; managing goods, importing and exporting goods,
coordinating goods for stores, agents and customers.
Logistics & Warehouse Department: Perform tasks related to warehousing
activities such as arranging warehouses to store goods, labeling goods, preparing for
shipment as planned, managing goods in warehouses in good, neat, clean and safe
condition, assess and monitor inventory to ensure shortages and losses are kept to a
minimum, manage related documents such as delivery notes, report cards incoming
goods, delivery notes, maintain the logistics activities in the company.
Manufacture Department: Plan long-term and medium-term production
development strategies and annual production plans, ensure stable development of the
company; manage the annual production plan to ensure that the company always
completes the production tasks according to the assigned targets; develop, analyze and
evaluate development solutions, long-term and annual plans; direct and operate the
units of production to ensure that the monthly, quarterly and annual plan targets are
met and exceeded to satisfy customer needs.
Engineering Department: As a unit of the company's management function about
technical work, technology, norms and product quality; design, implement technical
supervision of products as the basis for accounting, bidding and signing economic
contracts; participate in the inspection and determination of labor norms in jobs,
production stages and confirmation of work orders.
Service – Production Department: Work with customers, directly negotiate and
receive orders, conduct negotiations to ensure timely delivery plans of domestic and
foreign customers, and also undertake other services. Customer care services such as
marketing services, after-sales care services.
Factory Administration Department: Organize the implementation of production
activities to ensure the work is done smoothly, safely, with high productivity and meet
the requirements according to the company production plan; coordinate with relevant
departments and functions in implementing business activities including purchasing
raw materials for production, selling products to domestic and international markets;
prepare materials ready for assembly, sort and package, transport finished goods to
warehouse.

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IV.  Core competence
Panasonic is one of the leading brands in home appliances on the market today
with a very large number of product categories. Moreover, as a brand from Japan, its
products are appreciated by customers as very good, its product philosophy is to bring
the highest technology to give customers the most authentic experience. When coming
to Vietnam, "big man" Panasonic has done thorough research on the needs, shopping
habits as well as desires of Vietnamese people. Above all, the "frame" in the minds of
customers is that the price is "soft" but the quality is at a very high level, which is the
great success of the company's pricing strategy in the markets that Panasonic targets.
PART 3: OPERATION OF BUSINESS
I. Products and services
The company always actively creates new products and services, in order to keep
up with technological advances in the consumer electronics industry, and bring new
values to customers. Most of the company’s products are technological products with
high technical characteristics. The company’s current products can be divided into two
main lines: Televisions and Power board (P-board) used for LED TV. 
Panasonic televisions are popular product lines for the vast majority of individual and
household customers, with easy-to-use features and relatively affordable prices for the
vast majority of individual and household consumers including Android TV and TV
Viera. Panasonic is synonymous with
high quality televisions assembling in
Vietnam according to Japanese
standards. It is outstanding about
salient features, beautiful designs,
modern technologies, etc. The second
product line is P-board that provides
and maintains a stable power source
for other parts of the TV to operate. It
is considered as a genetic heart.
II. Markets
Panasonic is a cult brand in the world market, this is considered the darling of the
Japanese people. Being in the top 100 biggest brands rated by Forbes Global magazine
is a worthy achievement for Panasonic's efforts in the current market.
In general in the Vietnamese market, with competitors in the same industry such
as Sony, LG, HP, SamSung, Acatel, TCL Brother... It can be said that the company is
facing fierce competition because of that it is necessary to have reasonable distribution

8
policies in addition to appropriate business mechanisms that are both highly effective
and meet the needs and interests of distribution intermediaries.
III. Customer system
The company's customers mainly include companies specializing in
telecommunications equipment such as information technology companies, postal
systems, office equipment companies, phone shops, electronics supermarket systems. 
Between these distribution intermediaries, the company has established a very
close and close relationship with each other through signing economic contracts or
having its own commercial agreements. The company's sales staff must continuously
work with partners on issues related to ordering, delivery, settlement of month-end
debt and after-sales services throughout the sales process. Therefore, in order to
maintain and develop distribution channels, the company needs to have appropriate
policies to bring advantages to both parties.
IV. Scale and scope of activities 
PAVCV has a total 270 employees across all its locations and 915 related
companies. (VietnamCredit).
V. Suppliers and distribution channels
1. Suppliers
Input raw materials of PAVCV are imported from both domestic and foreign.
Most are imported from Malaysia, Japan, even China, HongKong and Thailand.
2. Distribution channels
The company has a distribution channel system including many intermediaries
throughout the country. The current multi-channel distribution model is being applied
by the company to distribute all of its products in the nationwide market.
The company’s distribution channel diagram can be displayed as the following
chart:

9
Figure 1. Mixed distribution channel system diagram
VI. Value chain
Michael Porter's Value Chain Analysis (VCA) is a process in which a company
identifies its key activities and supporting activities to add value to the final product
and then analyzes those activities to reduce costs or increase differentiation. The value
chain represents the internal activities that a company engages in when converting
inputs into outputs.
According to PAVCV, the inspection stage is the most time-consuming and
expensive stage, due to having to go through many inspection steps in a strict cycle
with strict standards. So, the cost in this stage will be inflated quite a lot, leading to a
decrease in profit. But if the inspection stage is not invested well, it will cause greater
losses such as mass defects in materials, mass defects in products, and products
delivered to customers with poor quality, affecting the brand. That also causes more
losses, so PAVCV always tries to consider and balance between the cost of the
inspection process and the product price so that it is reasonable when it reaches the
consumer. As discussed in more detail below (Unique characteristics), Panasonic's
product quality is extremely high quality, inversely proportional to its affordable price.
Those are also the successful strategies from the company to enhance the value chain.
1. Primary activities:
Inbound logistics: PAVCV receives raw materials from both domestic suppliers
and overseas suppliers. Once products have finished assembling, they are moved to
warehouses, waiting for next shipments.
Operations: PAVCV is highly automation integrated with advanced technology.
In fact, in its power board process, 7 out of 8 procedures are executed by machinery
while there is only 1 stage that needs to be done by manual, component inserting.
Outbound logistics: Components after finally assembled are put into
warehouses or shipped to other Panasonic factories with no third party in between
10
acting as a distributor. These components are mainly shipped to overseas factories
belonging to Panasonic.
Marketing and Sales: PAVCV’s primary customers are Panasonic factories.
With an enclosed customer pool, PAVCV doesn’t have to spend much of its resources
for this activity. Also, the company neither has a future plan to extend its customer
base nor is it changing its form of operation away from B2B.
Service: Since PAVCV acts as an assembly stage for other factories within
Panasonic, it does not have to deal much with the customer service quality like other
companies, though certain requirements established by Panasonic must be followed
indefinitely.
2. Support activities:
Procurement: PAVCV has 2 sources of suppliers, domestic and overseas,
though mainly are from overseas such as Malaysia, China, Hong Kong, Japan,
Thailand.
Technological development: PAVCV has an active team of engineers who
continuously look for technical problems and improve them. In fact, many new
machines have been made by this team of engineers during the operation of the
company and these machines are well-implemented.
HR management: PAVCV uses lots of workers for its manual processing stage
therefore the training program is well-established. Most of the newly employed
workers are for the manual process of the factory. PAVCV also set up lots of
specialized classes for the training of its employees.
Infrastructure: PAVCV has the basic infrastructure of an assembling factory,
though it is clear that it has a very well-developed quality inspection department,
mostly operating by machine and AI.
VII. Unique characteristics of the company
1. Products imbued with Japanese essence
Because it is a brand from Japan, its products are appreciated by customers as
very good, its product philosophy is to bring the highest technology to give customers
the most authentic experience. Because of this, Panasonic's marketing strategy leaves a
strong impression on the household appliance brand that is familiar to all customers.
2. Price is inversely proportional to high quality
When coming to Vietnam, Panasonic has done thorough research on the needs,
shopping habits as well as desires of Vietnamese people. Therefore, the price of each
Panasonic product is always considered quite "popular" (affordable), but of course the
quality is not disputed. Panasonic's market penetration strategy seems to be successful

11
when cost-cutting strategies are implemented, thereby providing a reasonable price
policy.
3. Marketing strategies that create a "communication storm"
Panasonic has always relied on large-scale campaigns to promote its various
products and services. Moreover, the company has been trusted to appoint a number of
famous personalities as its brand ambassadors to promote advertising and increase
brand visibility in the market.
The Group has also participated in the “Greener Electronics” campaign, a
movement to produce environmentally friendly products. The company aims to
position itself as an eco-friendly brand, this is the trend of the electronics industry in
recent years and Panasonic is no exception and has done this very well.

PART 4: GENERAL COMMENT, JOB OPPORTUNITIES AND

CAREER DEVELOPMENT
I. General comment
Panasonic generally and PAVCV specialty always deserve to be the "tycoon" in
the household appliance manufacturing industry around the world. Despite going
through many ups and downs, the brand still strives to transform itself, adapt and
compete "fairly" with other brands.
Except for the Vietnamese market, the Company's product exports also face
competition from many other famous competitors. Therefore, it is very necessary to
take advantage of exploiting their strengths and improve the working efficiency of
each individual and department in the company. Encouraging creativity in design to
create new products, more prominent than competitors is a condition for the company
to maintain its current position.
II. Job opportunities and Career development
1. Job opportunities
The opportunity to work at Panasonic in general and PAVCV in particular is
huge. Panasonic always updates recruitment requirements at Vietnamworks.com with
extremely detailed
information. The Japanese
spirit is also reflected in the
company's recruitment
method, the company upholds
the spirit of inquisitiveness,
creativity, initiative, and dare

12
to make. Therefore, any individual who has all the elements that the company is
looking for has a very good chance.
2. Career development
With the motto "Complete people before creating products", Panasonic
Corporation always puts the human factor first, as the foundation for the business.
Therefore, all Panasonic citizens are given the opportunity to learn and develop to be
able to move higher on their career ladder.

Figure 2. Career Path

With a clear Career Path modeled
based on specific positions and ranks,
Panasonic citizens have an overview of
future advancement opportunities. For
example, at the first level, employees learn
the most basic professional knowledge and
skills, combined with appropriate training
courses.

Figure 3. Training model

In addition to an employee-
focused career path, we incorporate a
variety of training courses tailored to
each level and profession, geared
towards the personal and professional
growth of every Panasonic citizen.

13
  SENTO Paint Joint Stock Company
Part 1: COMPANY INTRODUCTION
I. General information
  SENTO Paint Joint Stock Company is a company providing paint solutions and
auxiliary products for the wood manufacturing and processing industry.
With 20 years of experience in the market and the business philosophy:
"Optimizing useful values", SENTO is committed to providing customers with quality
products and services according to ISO 9001:2008 standards that the company has
achieved, always listening, understand and respond quickly to all requirements of
customers, constantly train and develop human resources to achieve the common goals
of the organization and the benefits of customers.
The mission of the company Create core value for partners companies
Quality Policy Always thinking about customer benefits
In term of production
Paint production: 3,000 tons of paint/year equivalent to 250 tons/month
Solvent production: 2800 tons/year equivalent to 235 tons/month
Staff currently have 100 people
II. Company development history
Formerly a five-star paint production limited liability company, established
in 2000 in Ho Chi Minh City on April 16, 2005 officially changed its name to
SENTO Paint Co., Ltd. In 2019, due to the need to expand production and
business, build a factory, change the company name to SENTO Paint Joint Stock
Company.
III. Corporate core values
The company changed its name from a five-star paint company to SENTO
because it was based on five core values. SENTO is an abbreviation of five letters that
are the letter S, the letter E, the letter N, the letter T and the letter O. 
 The letter S stands for satisfaction which means always pleasing the partner.
Partners here are customers and suppliers, employees and companions of the
company.
 The letter E stands for the word environment. Because it is a paint company and
leaning towards chemicals and environmentally hazardous production, the
company is very eager to have a direction and goal to create a healthy
environment.
 The N here stands for nothing is impossible. Here the company wants to prove
that obstacles can be overcome and difficult events will be resolved.
 The letter T here stands for teamwork so it can be clearly understood here that
the company translates into the value of the strength of solidarity.
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  The letter O here means optimization, in the management system, the word
optimization is very common. In the company's philosophy, there is also the
word "optimal", here it is shown that each individual task does. The
optimization here is by shortening the time, cost and labor effort, including the
spiritual value to bring the greatest value.
Part 2: CORPORATION ORGANIZATIONAL SYSTEM
I. Ownership structure
A corporation is a legal entity created by individuals, stockholders, or
shareholders, with the purpose of operating for profit. Corporations are allowed to
enter into contracts, sue and be sued, own assets, remit federal and state taxes, and
borrow money from financial institutions.
II. Organizational chart 

Personnel allocation
- Management level university degree or higher: 12-15%
- Professional and technician level from college to university: 20-25%
- Skilled technical workers: 30-40%
- Unskilled workers: 20-25%
- Other indirect labor: 5-7%
III. Functional departments
As a paint company, SENTO specializes in chemical manufacturing. This proves
that the production team holds an essential part in creating the finished product and
combining ingredients to create new colors. Chemical products result from chemical
15
processes, which are a complex combination of reaction, distillation, absorption,
filtration, extraction, drying, and screening operations. For cost-cutting purposes, most
chemical processes must be efficient, and so the design of many production operations
is focused on controlling and reducing losses of precious materials. Hence, eco
efficiency, including avoiding releases to land, water, or air, is critical to the industry's
economics.
IV. Core competencies
SENTO Paint Company, in addition to products, also provides a solution to
ensure that the customer's wood products or furniture are properly colored as required.
In short, SENTO provides 2 core services: paints for industrial use and production
solutions in mass painting.
Career Path for industrial management major
o Production manager o Supply chain
o Quality management o Planning department
o Technical manager o Sales admin
o Technical sales o General Administration
o Marketing o Import-Export staff

PART 3: OPERATION OF BUSINESS

I. Products and services:
SENTO’s products are paints for wood products and solutions in air spraying
these paints in woodworking. SENTO’s paints are classified into the following types:

 Wooden air spray  UV air spray

 Bamboo air spray  Metallic air spray
 Zincoid air spray

Besides these paints, SENTO also works on wood-aging processes, making a

more aesthetic product for real life application (image below).

16
 Wood plate from rubber tree
Before process (left). After process (Right)
SENTO does not only provide paints but also provides the coating service and
many more. SENTO coatings are summarized into the following types:
o Providing coating procedure and guideline
o Technical support in mass production of a model
o Production based on customer’s criteria
SENTO coatings are summarized into the following types:
o NC air spray system - Nitrocellulose
o PU air spray system - Polyurethane
o AC air spray system - Acid Curing
o Oil-based paints
o Water-based paints
In fact, due to the rising popularity of eco-friendly products, SENTO is focusing
on its water-based paints. Also, more and more markets are demanding this type of
paint, such as the EU and the US.
Wood coating:
SENTO mainly focuses on paints applied onto wooden material such as furniture,
decorations, toys, … In fact, the majority of SENTO’s paints are developed to revolve
around wood-based objects. Currently, the company is having 2 types of wood
coating:
o Transparent coating
o Enamel paint
In the transparent coating, a special paint is applied in order to keep the wood
grains visible. For the enamel paint coating, layers of paint are applied until they seal
away the visibility of the wood grains. Usually, SENTO applied the transparent
coating to high quality wood or wood with an aesthetic grain pattern. On the other
hand, enamel paint is used for low quality wood or ones with unattractive surfaces.
17
II. Production process:
1. Equipment:
SENTO has 2 primary types of machine for the production process: paint mixer
and paint grinder.

Paint mixers (Left). Paint grinder (Right)

2. Process:
Ingredients: 
Four basic ingredients are required for paint production: pigments, binders,
solvents (liquids) and additives. Additionally, binder is an important ingredient for the
paint. It binds the pigment together and creates the paint film. Normally, 80-90% of
the paint properties are determined by binders, why the rest are up to the other 3
ingredients.
Binders originate from alkyd long oil/short oil, acrylic, nitrocellulose, maleic,
isocyanate.
Production: SENTO’s paint production sequence can be summarized into these
basic steps:
Adding the ingredients according the formula → Mix up the ingredients
→ Quality assessment → Packaging → Final product.
All these steps are guided and supervised with a principle form, directing
throughout all production departments.
Quality assessment: Before packaging the product, SENTO test the paint
qualities based on the following criteria, note that different types of paint will require
different sets of criteria:

- Toughness - Malleability - Dry time

- Thickness - Viscosity - Proportion
- Chemical resistance - Solid left-over - Gloss
- Dispersion - Adhesion - Smoothness
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 - Sanding quality - Paint film appearance - Transparency of
- Pot life time - Solubility paint film
- Color
Storage: SENTO has 2 types of storage: indoor and outdoor for different kinds
of wood.
Production for customer’s order procedures: Since SENTO also provides
solution for mass production requested by customers, they have the following
procedures for this service:
Sampling → Scale-up → Commercializing
In sampling, SENTO receives orders from the customers. In the order, special
criteria requested by the customers are also included. SENTO after receiving this
order, they will formulate a plan and prepare operations for the product.  Once the
customers approve the design made by SENTO, SENTO proceeds to the next step,
scaling up.
In scaling-up, SENTO will run a small batch-size production for the designated
product. This small-scale production is aimed for experimenting and testing the mass
production element of the product. Once the mass production on this small-scale pasts
the tests and is approved by the customers, SENTO then moves on to the next
operation.
Commercializing is the last step in which the production is implemented. In this
step, SENTO will help their customers implement the mass production design, using
customers’ own equipment and labors. Note that SENTO only provides solutions for
production, they do not directly produce these products. To put it simply, SENTO
transfers its design, along with the techniques to its customers once it has finished
designing and testing.
III. Market:
SENTO at this point mainly has its activities with Vietnamese customers, while
for the overseas customers, SENTO only provides products in the form of panels,
models and designs.
IV. Customer system
SENTO is a B2B business so their market is different from other commercial
paint job companies. Currently, the primary customers of SENTO are wood processing
factories in Vietnam, mainly located in Binh Duong, Dong Nai, Long An, Ha Noi and
Binh Dinh. For the overseas market, SENTO also has many customers from the US,
Europe, Japan, Korea, and Africa. Notable SENTO’s overseas customers are: Wilsons
Hill, Global Home, Jofran Inc, KEA, Boraam, Habufa Meubelen and SB Furniture.
V. Scale and scope of activities:
Management and operation: Currently, SENTO is managing and operating

19
 according to the quality management system ISO 9001:2015 (acquired in 2014).
Also, the company has been implementing the 5S technique in its management
(since 2015). 
VI. Suppliers and distribution channels:
Due to the lack of suppliers of this industry in Vietnam, SENTO’s suppliers are
mainly overseas companies from Asia like Korea, Indonesia, Malaysia and Taiwan, or
from the US, etc.
Since SENTO operates in a B2B fashion, it does not have commercial
distributors or resellers. Anyhow, in a B2B sense, SENTO does have its own
distributors. These distributors are on behalf of SENTO, helping sell its products to
other businesses.
VII. Value chain
1. Primary activities:
Inbound logistics: SENTO imports most of its material from overseas due to the
lack of domestic suppliers.
Operations: SENTO focuses on the solution aspect of its service. Instead of
aiming for mass production, it aims for customizability and flexibility of its products.
This is the meat of the entire company’s operations.
Outbound logistics: SENTO isn’t looking to establish a chain of distributors.
Instead, it mainly relies on direct interaction with its customers, this in turn ensures the
quality of service established by SENTO.
Marketing and Sales: SENTO gains recognition through attending conferences,
conventions and exhibitions within the industry since SENTO operates as a B2B
company.
Service: SENTO is a solution providing company so its customer service is
thoroughly improved and perfected over time. Needless to say, the service that
SENTO provides is what makes it famous due to the nature of a customize-to-
customers-order business.
2. Support activities:
Procurement: Since SENTO mainly obtains its raw materials from overseas
suppliers, this makes it dependable on these suppliers. In fact, if their suppliers
experience setbacks due to some overseas events, it can cause a huge problem for
SENTO. To mitigate such a scenario, SENTO set out to have a wide range of suppliers
from different countries.
Technological development: SENTO is sure to have a strong R&D department
due to the nature of its operation - providing products based on customer personal
references.

20
 Human resource management: Since SENTO factories are mostly run by
machine, it doesn’t need to have lots of workers. In fact, SENTO only has over 100
workers because most operations are executed via machine.
Infrastructure: SENTO possesses the basic infrastructure of a firm in this
industry.
VIII. Unique characteristics of the company
1. Small scale of machinery, less maintenance cost:
Since SENTO’s primary operation is providing solutions for applying paints on
various products (mainly wooden material), their factory is not heavily equipped with
machinery. Because of such small-scale plantations, SENTO does not have to deal
with a lot of maintenance costs. Therefore, they can focus their resources on the R&D
department, which is one of the most crucial departments in the company.
2. Company’s communicating medium:
SENTO is a B2B company, so it has a very different way to popularize its name.
Unlike most other commercial companies in the same field using advertisement to gain
customer’s attention, SENTO has its name known through conventions, industry
meetings or recommendations from previous customers.
3. Rigorous environmental protection:
Using a vacuum system to ensure the air is not polluted with the by-product of
the paints, though the heavy smell problem of these paints is still present.
4. Low level of labor:
As a paint job company, SENTO has a low level of employees. Most of the
employees are designated to operations like inputting, packaging, …
5. SENTO’s operations during the COVID-19 pandemic:
In the continuing COVID-19 pandemic, lots of aspects of SENTO have been
affected. Both Vietnamese market and overseas market show signs of grim progress.
Exporting to the US has come to a halt. Luckily, SENTO still has other overseas
markets such as Korea and Japan and many more. With a diverse market range,
SENTO is still quite healthy with its business.
During this down time, SENTO also spends time improving many aspects and
technologies of the company, perfecting many of its operations and procedures,
primarily in the quality management.
6. The fundamental characteristic of a “solution providing” company like
SENTO:
Unlike many commercialized companies who have specific lines of product,
SENTO’s products are ever-changing, varied from customers to customers. For such a
dynamic market, SENTO must possess a strong R&D department along with other
technical departments whose mission is to transfer the designs on paper to real life

21
implementations. Therefore, engineers in SENTO should always be active and
innovative in order to meet the requirements of these departments.
Part 4: GENERAL COMMENT, JOB OPPORTUNITIES AND
CAREER DEVELOPMENT
I. General comment
SENTO’s most distinct feature is how it delivers its service, not just through the
products demanded but also the solutions asked by the customers. The very essence
of this activity is to create a sharing business environment, in terms of technologies,
production procedures and experiences. This type of teach-and-learn business activity
at its very core helps sustain a progressive business environment while at the same
time minimizing SENTO’s customer base. To be specific, once SENTO provides the
needed solution to its customer, that customer will learn from the design and start
operating. What happens is that this customer will be unlikely to need any service
from SENTO anytime soon, which in another word, SENTO temporarily loses a
customer for a period of time. But such a scenario never seems to be a problem for
SENTO. Evidently, despite such a phenomenon, SENTO has been in business for 20
years and still continues to this day. This shows that SENTO not only has great
customer service but also has great technical departments which are constantly
innovative and responsive for market change and technology change.
II. Job opportunities and Career development
o Production manager o Supply chain
o Quality management o Planning department
o Technical manager o Sales admin
o Technical sales o General Administration
o Marketing o Import-Export staff

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  ATALINK Technology JSC
Part 1: COMPANY INTRODUCTION
I. General information
ATALINK Technology JSC. was established in 2018, based on a product of the
same name developed by LARION Co. Ltd. Its mission is to create an online trading
platform, enhancing Vietnam’s economic values and aiming to cope with the global
market. The company provides technological solutions, building a 3-in-1 platform,
including supply chain management solution, B2B e-commercial platform, and lastly a
platform for corporations, businessmen and advisors to share and promote. 
Using based on Cloud-based Solution-as-a-Service, the corporation has brought
many benefits for fellow companies, such as: 
• Increase opportunities to reach and work with suppliers and potential customers
on the system 
• Improve the efficiency of communication between businesses and suppliers,
with customers 
• Increase authenticity and transparency in supply chain management 
• Help significantly reduce personnel costs and purchase and sales costs through
modern processes 
• Promoting activities, news, images of businesses to the right audience
II. Company development history
ATALINK was established in 2018. Its mother company is originally LARION
Co. Ltd. However, ATALINK is now an independent company from LARION.
III. Corporate core values
The core values of ATALINK are the five values: transparent, efficient,
convenient, simple and fair. 
Mr. Nguyen Quang Huy – Director of the company believes that an individual's
talents will be maximized when effectively combined with other individuals. This will
give results far beyond what a person can do alone. Since then, he and his team have
devoted themselves to developing policies to promote
cooperation and support between internal and external
units and individuals with partners, customers and the
community. On the basis of identifying the creation,
maintenance and added value to customers at the center
of all activities, Mr. Nguyen Quang Huy always
oriented the team to focus on improving the benefits
achieved by providing products with outstanding
quality, meeting and moving beyond customer
expectations. In addition to business development, the company also always pays
23
special attention to training. With ATALINK, people are the largest asset and the most
important resource of the business. Internal courses, training programs or in
combination with external units have contributed to support employees to explore their
potential, unlocking the path to success.
Part 2: CORPORATION ORGANIZATIONAL SYSTEM
I.  Ownership structure
ATALINK Technology JSC.’s current CEO is Nguyen Quang Huy, also the
founder of the company. ATALINK is an outsourcing company, therefore it is hard to
estimate the total number of full-time employees. 
II. Organizational chart 

III. Functional departments

Board of Management: The Board Chair leads the board in keeping with the
organization’s vision, mission, and strategic planning goals.
Board of Directors: The CEO leads the organization in keeping with the board’s
direction. 
Sales & Marketing: A sales and marketing department has the responsibility for
deciding where the company should sell and what its prices should be. This includes
choosing which, if any, intermediaries the company will use, such as wholesalers,
distributors or retailers. This requires the division to research where the company’s
competitors are selling and where its customers say they want to shop.
Client Success: Originally, this department was established based on a method,
called client/customer success. Client Success is anticipating customer challenges or
questions and proactively providing solutions and answers. Customer success helps
you boost customer happiness and retention, thus increasing your revenue and
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customer loyalty. This department is focused on working proactively in partnership
with customers throughout their time as a customer to help them get more value out of
their purchase and share their feedback with you. It drives the customer experience
forward and ensures a successful path into the future.
Product Development: This department focuses on bringing a new product to
market or developing an existing one. Product management unites business, product
development, marketing, and sales. Studies show that effective product management
can increase profit by 34.2% proving the importance of its implementation.
Functional Department: The organizational structure most common in business
is composed of functional departments that are responsible for specific functions
within the company. This division into functional departments helps with
communication as people know who to speak to if a problem arises. It also helps
workers understand their roles and how the business works, setting out the
responsibilities of each part of the business
IV. Core competences
ATALINK's large-scale standardized database with economic sectors, business
portfolios, diverse product categories of ATALINK brings outstanding strength to
businesses in supply chain management, meeting the most demanding needs at the
international level.
The transparency and efficiency of ATALINK helps businesses feel secure in
transactions, especially through a 4-level authentication system: Enterprises, users, the
ability to trace the origin of products, ensure each transaction is reliable, with the right
partners, with detailed traces of the entire transaction history.
Part 3: OPERATION OF BUSINESS
I. Products and services
ATALINK main products are technological solutions. The main 3 products
that ATALINK provides, which is accessible through their website. 

1. B2B E-Commerce
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 It is a technological solution which allows the company to sell efficiently and
professionally between companies (rather than between company and customers), it
also helps expand the market share and increase sales. Despite the common features
we can see in other online-shopping products, such as allowing companies to upload
and discounted products, managing company profile, sales offers, quotations, and sales
orders, etc. It also allows the company to prioritize the display of products and brands
in the top search results, and also it also prioritizes the display of outstanding suppliers
list’s brands. This product also has the function of sale offers management, in which it
allows the company to send sales offers to customers automatically once per month up
to 2 hours per month, giving the company from 40 to up to an unlimited number of
sales offers to negotiate with current and new customers. B2B E-Commerce also has
the function of real-time sales insights reports, simplifying the company process of
gaining their selling data.
2. Sales Management
This product aims to efficiently manage the sales process and helps the company
increase sales and profits. Its function is to assist the company in managing their
products as well as discounted products catalog, manage sales offers, buying requests,
quotations, sales orders, manage potential and current customers as well as
distributors, manage inventory and prepare a real-time reporting system of
multidimensional sales insights. It can also create a pricing policy as well as control
selling prices by groups of customers/distributors. This product makes expanding the
company’s market easier, due to its current/potential customers management function,
which allows the company to search, select, and add current/potential customers from
ATALINK Master Data, assign sales staff to manage current/potential customers (the
number can range from 400 to unlimited number of managed customers). It also
updates when there are changes to current/potential customers’ information. It also
provides excellent customer service and distributor management.
1. Procurement management 
The product in which allow the company to manage their procurement catalog
(search, select products from Master Data and add into procurement catalog), manage
buying requests, quotations, sales offers from suppliers; purchase orders, manage
current and potential suppliers, rate and review suppliers, obtain real-time multi-
dimensional procurement analysis reports. It also makes purchase orders management
easier, by updating status, responding online with suppliers on purchase orders, also by
calculating the number of purchase orders created and sent to suppliers. Due to this, it
can export lists of purchase orders and schedule them regularly.

26
II. Market
Because ATALINK provides only B2B technological solutions, its main market
is all the companies in Vietnam. As the company is newly established, its market is
still limited, and not yet ready to expand widely to the global market. However, since
its establishment in 2018, the company has signed with over 5000 companies in over
40 different economic fields, including banking, sweets, medical, engineering, etc. 
ATALINK pre-generates information of nearly 800,000 enterprises, more than
400 associations/ associations, more than 400 industrial parks / export processing
zones operating in Vietnam. Enterprises are classified into the 5-level international
standardized industry system. Information and industry of enterprises are updated on
the system by the competent person of the enterprise.
III. Customer system
ATALINK also provides a business connection function for associations and
members. Thereby, optimizing resources, ensuring efficiency and transparency in
management, enhancing trade promotion between members and external
organizations. Due to its large-scale data, ATALINK can easily ensure customers
achieve success, their desired outcomes while using their product or service.
IV. Scale and scope of activities
As mentioned above, because ATALINK pre-generates information of nearly
800,00 enterprises, and it is a Cloud-based solution as a Service, its scale aims to be
large and the scope of activities is wide. Therefore, they chose outsourcing, because it
saves the cost of production and keeps their solutions a secret as dividing modules
between outsourcing labours is easier. 
V. Suppliers and distribution channels
ATALINK is a technological solution company, therefore they do not have a
supplier. And ATALINK products are directly distributed to their customers through
the company website. 
VI. Value chain
1. Primary activities:
Inbound Logistics: ATALINK has no inbound logistics activities because it is a
digital-based company.
Operations: Most of the company’s operations are relating to programming,
software development, collecting data and feedback from customers.
Outbound Logistics: ATALINK uses public platforms such as CH Play or App
Store to promote and provide the final product to the customers.
Marketing and Sales: ATALINK provides its free app via platforms like CH
Play or App Store. This app acts as a platform for B2B activities. On the other hand,
ATALINK also develops specialized software to help manage companies’ operations.

27
For customized software, ATALINK charges its customers with different prices
according to the software function.
Service: ATALINK has a rigorous team of customer service with an aim to
deliver the most of its custom service, in terms of personalized software development.
2. Support activities:
Procurement: ATALINK has no procurement activities.
Technological development: ATALINK has a well-developed software
development team who specialized in perfecting its digital product and collecting data,
feedbacks from the customers.
HR management: ATALINK has a normal HR department operating on a small
scale due to the nature of a start-up.
Infrastructure: ATALINK has the basic infrastructure of a software company.
VII. Unique characteristics of the company
1. Outsourcing 
The first thing to mention is the high specialization in work. Because each
business will often focus on developing what is strong, can compete with other
competitors. When using Outsource, the work will be assigned to a third party, helping
businesses only need to focus on developing their expertise, saving time and money
but still helping the business develop well. 
When the company has to accept many new jobs, the company can minimize
costs by outsourcing, which will help the company save a lot of money and not waste
time on training. Not to mention, the company also has to pay insurance (social,
medical) for employees. The cost for outsourcing services, if calculated, will usually
be lower when building a new working structure in the business.
2. Cloud-Based solution as a Service
A cloud-based solution refers to on-demand services, computer networks,
storage, applications or resources accessed via the internet and through another
provider’s shared cloud computing infrastructure. The benefits of cloud-based
solution to end users and businesses include increased capacity, scalability,
functionality, and reduced maintenance and cost for computer infrastructure or in-
house staff.  Additionally, cloud-based solutions can enable companies to focus on
revenue driving initiatives rather than time-consuming, non-core business tasks. Cloud
computer pricing models are categorized by servers in the cloud, sites/applications in
the cloud, and storage in the cloud and the majority of cloud providers tend to offer
“pay-as-you-go” subscription based models which enable companies to closely
manage costs as well as scale up and down as needed.
The ability to access cloud-based solutions from anywhere with an internet
connection paired with the widespread adoption of smartphones and faster mobile
networks have given users the ability to access cloud-based solutions from anywhere
28
 and anytime. As the adoption rate of cloud-based solutions continues to rise in small to
medium sized businesses, the price points have become affordable to SMBs. For
example, a SaaS-based employee scheduling and time attendance solution such as
Deputy.com ranges from $1-$2 per employee user per month with no lock-ins, annual
commitment (making it easy for companies with hourly employees to save time and
focus on growing their business without worrying about the back end.
Part 4: GENERAL COMMENT, JOB OPPORTUNITIES AND
CAREER DEVELOPMENT
I. General Comment
ATALINK is a newly established firm, therefore there is much chance for further
development, with huge risks. Cloud-based Solution-as-a-Service allows the young
firm to cut much of their manufacturing costs, however there is a possibility of cyber-
attack. Since the products are completely Cloud-based, serious cyber-attack can
paralyze their entire production chain. 
II. Job opportunities and Career development
The firm is only hiring one position only, which is QC Engineer. The main
requirement for this job is to study customer requirements, acceptance criteria,
software requirement specification, design (if any, customer constraints on the conduct
of tests to identify test requirement). This job also requires development of testing
plans and methods based on risk, importance/using frequency off
requirement/function.

29
 Chapter 2: COMPARISONS AND ANALYSIS
I. Career Path
 Culture and code of conduct:
Both SENTO and PAVCV are experienced, well-established organizations. They
have been operating in their field for a long time, therefore a large-scale reformation is
not likely to occur. If there is change, perhaps it is from some minor activities.
Meanwhile for ATALINK, since it’s only been in operation for 3 years (founded
in 2018), there should be a lot of procedures or activities that have not yet been
perfected, as a result, many aspects of the company such as working culture, code of
conduct may be shaped and influenced by their employees in the coming periods. In
short, while SENTO and PAVCV will present freshers a concrete, well-established
working culture and step by step code of conduct; ATALINK will present a new,
young, morphable environment for freshers to make a mark of themselves.
II. Sustainability
1.Environment:
Looking into PAVCV and SENTO operations, it is clear that besides worrying
about their production process, they also have to take rigorous care for the
environment as the by-product from their operations may result in some serious
environmental damage. It is plausible to say PAVCV and SENTO must spend an
adequate amount of their resources for a specialized department in charge of this
environmental problem. On the other hand, since ATALINK is a digital-based
company, not much concern is directed to its environmental issue. In another word,
ATALINK can focus more of its resources on other profitable operations or
departments.
2.Employees’ working condition:
Due to the nature of their products, PAVCV and SENTO both face problems
about working safety conditions in the factory where employees have to deal with
machinery and harmful chemical substances every day. Necessary resources should be
allocated and a thorough protocol of safety management should also be established in
order to ensure that the working environment is friendly, healthy for the workers. On
the other hand, ATALINK - a programming company has no presence of such
problems. Even if there is, not much of it should be concerned like in the case of
PAVCV and SENTO. 
III. Market
 Market competition:
Panasonic: Household appliances market or specifically the television market in
Vietnam is greatly competitive with brands from China and Korea being dominants. In
30
fact, many Japanese brands are disappearing from the Vietnamese market due to low
cost, high specs TVs coming from China and Korea. Also, according to Nikkei, in
2021, Panasonic will stop manufacturing TVs in India and Vietnam, instead, the
company's low-cost, low-margin TV lines will be manufactured by their partners to cut
costs. In any case, this news will definitely affect PAVCV’s operation in some ways.
SENTO: when we look at the wood paint segment, we recognize that it took up
about 18% of the value of the entire coating market in Vietnam (data obtained by
VPIA, 2017). So, it is fair to say that SENTO has a relatively competitive market.
Note that most of SENTO’s competitors are foreign-invested enterprises (more than 30
enterprises) and they still account for 60% of the market share, the remaining 40% are
Vietnamese enterprises (VPIA). In such a dynamic market, SENTO ought to be
innovative and adaptive to the change of the market.
ATALINK: ATALINK’s market competitor is not yet clear, as the company is
still in its early stage of development and establishment. The technological solutions in
which ATALINK is aiming to achieve are not common in Vietnam. 
IV. Market target
After thoroughly investigating each company, with the data and evidence
provided by each individual company, it can be seen that each company targets a
different market. For PAVCV since they have a knack for electronic devices, the
company targets audiences who have daily necessity and for households of more than
three. While SENTO majors in producing and manufacturing paints, they also arrange
services for clients to get their desired products. Their main partners usually are
furniture companies and stores who have a variety of products with different choices
in colors. Furthermore, SENTO provides assistance for the staff at the partner
companies to be able to use coloring tools correctly. Finally, ATALINK focuses on the
other mainstream than the other two companies which is using the application to
provide a clearer vision of managing supply chains which is the right fit for individual
companies with the attempt to distribute goods, managing warehouses to find more
partners. Given that information, ATALINK aims to target companies that specialize
in supply chain.

31
PERSONAL REFLECTION
1. Phan Thanh Hoàng Kim-1952805
From my perspective, this field trip has provided me with a number of important
basic principles. I saw the teamwork process, the manufacturing process, and the
strategies employed in customer consultation through meetings and talks with several
companies. This tour provided students with a better sense of direction and a more
comprehensive vision of their future career. It was such an honor to learn all the
necessary skills to adapt to the working environment and how to socialize with
coworkers and bosses.
2. Bùi Vũ Nguyêṭ Minh - 1952839
For long I have pondered how industrial paint is made, who the major
manufacturers of electronics are and where they do their manufacturing, or how to
make a supply chain work better for your business, then these questions are already
answered once I've finished the field trip. In fact, after the meeting and interview with
PAVCV, SENTO and ATALINK, I have learned a lot, not just from a business
perspective but also about the economy of Vietnam in general. Also, even though the
meetings were short, the whole experience is like an injection to my knowledge. One
particular detail that peaks my interest is ATALINK's product, their supply chain
software is innovative and it did surprise me by how widely-used it is among
businesses, domestic and overseas.
3. Nguyễn Lam Thuyên – 1852774
Despite facing difficulties due to the Covid-19 epidemic, I am also very grateful
to my instructors as well as representatives of 3 companies including PAVCV,
SENTO and ATALINK for creating conditions for me to have an online field trip.
Thereby, I can receive the knowledge from the production process, the company's way
of doing business, how the business builds relationships with its customers as well as
future career opportunities. Besides, businesses also give me knowledge about the
industry I am studying so that I can better orient my career in the future.
4. Lê Nguyễn Minh Trang – 1852801
In my perspective, cognitive internship in general and field trip in particular has
brought extremely useful cognitive values. Through meetings with companies, we
have a closer look at the company's production processes, operations, production
management as well as service strategies. The field trip enables students to get an
intuitive idea of how we are going to work in the future with our future employers. In
particular, we have the opportunity to learn more deeply about value chain analysis in
enterprises. As a result, we can answer the following questions: What makes a
business successful? What activity contributes to the greatest value added? Which
activities provide competitive advantages or competitive disadvantages. Help us have
32
more logical thinking, access to a professional working environment in many diverse
fields.
5. Lê Phước Tuấn - 1952517
It was a great honor to meet up with the businesses and learn about their
operations. For an undergraduate student who is studying business, this experience has
already had a profound impact on my future career. I met the owners and the
employees of some businesses and was able to learn about their unique experiences
and how they do business. It is always interesting to hear these kinds of stories from
different perspectives. In turn, it provides vital insight into the world of business,
especially in TV manufacturing, paint job industry and supply chain under the hood of
technology.

33
REFERENCES
Cộng đồng công dân Panasonic - Nghề nghiê ̣p - Về Chúng Tôi - Panasonic Việt Nam.
Panasonic.com. (2021). Retrieved 6 June 2021, from
https://www.panasonic.com/vn/corporate/careers/your-citizenship.html.
P. (2021). PANASONIC - Xứng tầm "ông lớn" không ngừng vươn mình hơn một thế
kỷ! - Umbala Việt Nam - Kinh doanh không cần vốn. Umbala Việt Nam - Kinh
doanh không cần vốn. Retrieved 6 June 2021, from https://umbala.vn/panasonic-
xung-tam-ong-lon-khong-ngung-vuon-minh-hon-mot-the-ky/#/.
Jobs are recruiting at PANASONIC VIETNAM CO., LTD. View now!.
Vietnamworks.com. (2021). Retrieved 6 June 2021, from
https://www.vietnamworks.com/company/Panasonic-Vietnam-Group.
Nhóm các công ty Panasonic tại Việt Nam - Tổng quan - Về chúng tôi - Panasonic.
Panasonic.com. (2021). Retrieved 6 June 2021, from
https://www.panasonic.com/vn/corporate/profile/group-companies.html.
Tổng quan về Tập đoàn Panasonic tại Việt Nam - Nghề nghiê ̣p - Về Chúng Tôi -
Panasonic Việt Nam. Panasonic.com. (2021). Retrieved 6 June 2021, from
https://www.panasonic.com/vn/corporate/careers/welcome.html.

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