CHAPTER 2:

!"#$%&'()*)!+,-#'./0)
1&$23%&+'4)5%0)6&0&+'7)8&00&+'7)
9:;23%&<207)#'=)>%$#%2(.

1
GROUP MEMBERS
LÃ MINH UYÊN - BABAIU19372

LÊ HOÀNG BẢO - BABAIU19013

PHAN CHÍ THÀNH - BABAIU19093

NGUYỄN THỊ HẢI VÂN - BABAIU19375

PHẠM NGUYỄN PHƯƠNG ANH – BABAIU19010

2
 The Strategy-Making, Strategy-Executing Process

Stage Stage Stage Stage Stage

01 02 03 04 05
!"#$%"&$#'(
!"#"$%&'()*+* 7.+8-'()*+*,-.+-")9* )*+*,"-.*#%/0(
,-.+-")'/*#','%(0* -%*+/:'"#"*-:"* ;<"/3-'()* *+1,21%$#'(
4"--'()*%56"/-'#", -*&3"&.1#4*0(1#)(
1',,'%(0*+(2*/%."* %56"/-'#",*+(2*-:"* -:"*,-.+-")9
$#$%$1%$#'(4"&&*4%$+*(
#+$3", /%1&+(9*#','%(
1)52/%.*#%/

3
Stage 01:
!"#"$%&'()*+*,-.+-")'/*#','%(0*
1',,'%(0*+(2*/%."*#+$3",

4
 Developing a strategic vision
! "#$%&'(#)*&#%'$#+,)-./.0#-#/12$).$*'&.1'3/$)43&)15#)%3-*./,2$)4616&#)*&37'8'/0).)*./3&.-'%)7'#9)
34):95#&#)9#).&#)03'/0;)./8).)%3/7'/%'/0)&.1'3/.+#)43&)95,)15'$)-.<#$)0338)(6$'/#$$)$#/$#=
! >6'8#)15#)%3-*./,)13).)*.&1'%6+.&)8'&#%1'3/?)%5.&1).)$1&.1#0'%)*.15)43&)'1)13)43++39?)(6'+8)%3--'1-#/1)
13)15#)4616&#)%36&$#)34).%1'3/?)./8)-3+8)3&0./'@.1'3/)'8#/1'1,=
! A3--6/'%.1#)-./.0#-#/12$).$*'&.1'3/)13)$1.<#53+8#&$)./8)5#+*)$1##&)15#)#/#&0'#$)34)%3-*./,)
*#&$3//#+)'/).)%3--3/)8'&#%1'3/=

!"#$%&!'(B'/.-'+<C$ 7'$'3/)'$)13)(#%3-#).)93&+8)0&.8#)(&./8)'/)15#)4338)./8)(#7#&.0#)'/86$1&,)
95#&#)%6$13-#&$)*61).++)15#'&)1&6$1)'/)/61&'#/1)./8)5#.+15)*&386%1$=

5
Wording vision statement:
!"# !"$%&'#

!"#$%&'()* +,-./#0"#1&$2"#,%#)-*,3'4"/"

!"#5,%6&%784,,9)-$#&-7#7)%"*/),-&4 +,-./#76"44#,-#/("#'%":"-/

;""'#)/#5,*2:"7 +,-./#2:"#,1"%4<#0%,&7#4&-$2&$"

+,-./#:/&/"#/("#1):),-#)-#04&-7#&-7#
=&1"#:,3"#6)$$4"#%,,3
2-)-:')%)-$#/"%3:

!"#:2%"#/("#>,2%-"<#0"#5"&:)04" +,-./#0"#$"-"%)*

?-7)*&/"#6(<#/("#7)%"*/),-&4#'&/(#3&9":#
+,-./#%"4<#,-#:2'"%4&/)1":
$,,7#02:)-"::#:"-:":

@&9"#)/#3"3,%&04" +,-./#%2-#,-#&-7#,-

6
Communicating the strategic vision:
!"#$%&'(')*%(*+,-.'/-)-$"'$#'*0+'.$&1("2'*$'3$4+%53+/+3'&("(,+%)'("6'+&13$2++)'
(.0-+/+'('0-,0+%'/(37+'$#')*%(*+,-.'/-)-$"

8$1'&("(,+%)')711$%*'.$&1("2'1+%)$""+3) 92:
• ;<13(-"-",'*0+'9()-)'#$%'*0+'6-%+.*-$"
• =$*-/(*-",'+&13$2++)
• !")1-%+)'-"*+%"(3'("6'+<*+%"(3')*(>+0$36+%)

7
 Communicating the strategic vision:
=.%#'2"*+*5"+/%(*8%.*$%>".?$"#"$*1+(+)".,*'(*,"--'()*
2"&+.-1"(-+$*%56"/-'#",*+(2*/.+8-'()*2"&+.-1"(-+$*,-.+-")'",*
-:+-*+."*'(*,9(/*>'-:*-:"*/%1&+(9@,*%#".+$$*,-.+-")9

E"*+*-%%$*8%.*>'(('()*-:"*,3&&%.-*%8*
7.9,-+$$'D"*,"('%.*"<"/3-'#",@*%>(* %.)+('D+-'%(*1"15".,*-%*:"$&*1+B"*
#'">,*+5%3-*-:"*8'.1@,*$%()?-".1* -:"*#','%(*+*."+$'-9
2'."/-'%(

A"23/"*-:"*.',B*%8* C"$&*+(*%.)+('D+-'%(*
.322".$",,*2"/','%(*1+B'() &."&+."*8%.*-:"*83-3."
!"#$%$&'()*+$
!,--./'00()12%3,*$
&34%3,512$6171')$8%33,479
8
 Developing a Mission Statement
• "#$%&'(#)15#)%3-*./,2$)%6&&#/1)(6$'/#$$)./8)*6&*3$#$)
! ;953)9#).&#?)95.1)9#)83?)95,)9#).&#)5#&#;
• D$#)$*#%'4'%)+./06.0#)13)8'$1'/06'$5)15#)%3-*./,)4&3-)315#&)#/1#&*&'$#$)./8)0'7#)'1$)39/)'8#/1'1,
• E3%6$)3/)15#)$1.0#$)43&)15#)%3-*./,C$)7'$'3/)?)/31)3/)-.F'-'@'/0)*&34'1

!"#$%&'())(*+&),$,#'#+,-&
F2"(-'89*/%1&+(9@,*&.%23/-,*+(2*,".#'/",G
4&"/'89*539".*(""2,*-:+-*-:"*/%1&+(9*,""B,*-%*,+-',89*+(2*-:"*/3,-%1".*).%3&,*%.*1+.B"-,*-:+-*'-*,".#",G
H'#"*-:"*/%1&+(9*'-,*%>(*'2"(-'-9G
:;%0<-,9$I"-E$3"*1',,'%(*,-+-"1"(-J*KL%*'(,&'."*:31+('-9M5%-:*'(*-:"*+'.*+(2*%(*-:"*).%3(2GN

9
Developing core values
/'4,$=%-(,7$+."*/".-+'(*2",')(+-"2*5"$'"8,0*-.+'-,0*+(2*5":+#'%.+$*(%.1,*-:+-*1+(+)"1"(-*:+,*2"-".1'("2*
,:%3$2*)3'2"*-:"*&3.,3'-*%8*'-,*#','%(*+(2*1',,'%(
• !',&$+9*/%1&+(9*#+$3",*-%*/3,-%1".,*+(2*,-+B":%$2".,G

:;%0<-,9$6>?@8>AB

HKLMAI

OPFAQ;44 FQL;HAFLR
VINAMILK
CORE VALUE

7ST=UF
?PQ7; GHIJHAK

10
Stage 02:
>2%%&'()9:;23%&<20

11
 Objectives
()*+,&-.+# &%"#&-#,%$&-)A&/),-.:#'"%5,%3&-*"#/&%$"/:#8 /("#:'"*)5)*#%":24/:#3&-&$"3"-/#
6&-/:#/,#&*()"1"B

N=)E3%6$)3&0./'@.1'3/.+).11#/1'3/)./8) Q=)I#&7#).$),.&8$1'%<$)43&)1&.%<'/0).)))))
.+'0/).%1'3/$)15&3605361)15#) %3-*./,2$)*#&43&-./%#)./8))
3&0./'@.1'3/ *&30&#$$

/0120)1+'
3+0#240)1+'
")*+,&-.+#
KR)SH)HEEHAKMBH?)$.1'$4,'/0
O=)P31'7.1#)#-*+3,##$)13) 15&##).88'1'3/.+)%&'1#&'.T
#F*#/8)0&#.1#&)#443&1)./8) ? C+#"*2"+2$'("*8%.*/%1&$"-'%(
*#&43&-).1).)5'05)+#7#+ ? E"*/:+$$"()'()*
? E"*+--+'(+5$"G

12
Setting stretch objectives
• )*+,*-.(/01,-*23,4($#1)*#&43&-./%#)1.&0#1$)5'05)#/3605)13)$1&#1%5)./)3&0./'@.1'3/)13)*#&43&-)
.1)'1$)46++)*31#/1'.+)./8)8#+'7#&)15#)(#$1)*3$$'(+#)&#$6+1$
• !5*+,6,(4*+,*-.(7/894(.&#)9.&&./1#8)3/+,)6/8#&)%#&1.'/)%3/8'1'3/$)

:#;<)'
J6$5#$)./)#/1#&*&'$#)13)(#)-3&#)'/7#/1'7#
HF5'('1)-3&#)6&0#/%,)'/)'-*&37'/0)(315)'1$)4'/./%'.+)*#&43&-./%#)./8)'1$)(6$'/#$$)*3$'1'3/
S#)-3&#)'/1#/1'3/.+)./8)43%6$#8)3/)'1$).%1'3/$
I*6&)#F%#*1'3/.+)*#&43&-./%#)./8)5#+*)(6'+8).)4'&#9.++).0.'/$1)%3/1#/1-#/1)9'15)-38#$1)0.'/$)'/))
3&0./'@.1'3/.+)*#&43&-./%#

=><?;@;><)'
K5#)%3-*./,)-6$1)5.7#).-*+#)&#$36&%#$).7.'+.(+#
M1$)&#%#/1)*#&43&-./%#)-6$1)(#)$1&3/0

13
 Kinds of Objectives
F1)%)21%-$CDE,231=,79$
• 7%113('/+-"*1+(+)"1"(-@,*)%+$,*8%.*8'(+(/'+$*
&".8%.1+(/"G
• ;<+1&$"G*P((3+$*'(/."+,",*'(*"+.('(),*&".*,:+."*
%8*<*&"./"(-
&"'43.3,40$GJ(%43,4-#$'4$%))(%-I$'DE,231=,7$
• O%/3,*+--"(-'%(*%(*2"$'#".'()*&".8%.1+(/"*
'1&.%#"1"(-,*'(*-:"*/3.."(-*&".'%2*
• 4+-',89*,:+.":%$2".*"<&"/-+-'%(,*8%.*("+.?-".1*
&.%).",,G
&34%3,512$CDE,231=,79
• H%+$,*/%(/".('()*+*/%1&+(9@,*1+.B"-'()*,-+(2'()*
+(2*/%1&"-'-'#"*&%,'-'%(G
• ;<+1&$"G*P/:'"#'()*$%>".*%#".+$$*/%,-,*-:+(*.'#+$,
A')5,4.3,40$3%45,37$G3"4,,$3'$H1=,$#,%47$'HHI$
• O%./"*1+(+)".,*-%*/%(,'2".*>:+-*-%*2%*(%>*-%*&3-*
-:"*/%1&+(9*'(*&%,'-'%(*-%*&".8%.1*5"--".*$+-".*
+(2*+/:'"#"*%&-'1+$*$%()?-".1*&".8%.1+(/"*
• 4-+(2*+,*+*5+..'".*-%*+*("+.,'):-"2*1+(+)"1"(-*
&:'$%,%&:9*+(2*+(*3(23"*8%/3,*%(*,:%.-?-".1*
.",3$-,
14
The Need for a Balanced Approach to Objective Setting
@.,(A898B-,C()-/+,-8+C(DA)=E '$).)9'8#+,)6$#8)-#1538=
U)A3-('/#)15#)6$#)34)(315)$1&.1#0'%)./8)4'/./%'.+)3(V#%1'7#$=
U)K&.%<)15#'&).%5'#7#-#/1)./8)0'7#)-./.0#-#/1).)-3&#)%3-*+#1#)./8)(.+./%#8)7'#9)34)539)
9#++)./)3&0./'@.1'3/)'$)*#&43&-'/0=)

!"#$"%&'("%)%*")!'+,-.*$"/.# +,-.*$"/.#'0.!)$"%&'$+'50+31*$"/"$6')%3'71)!"$6

8%$.0%)!' FOUR
O'(+(/'+$ 73,-%1". 6&'1#$71%$"#1,
50+*.## dimensions

+,-.*$"/.#'0.!)$"%&'$+' +,-.*$"/.#'*+%*.0%"%&'912)%'
*1#$+2.0#')%3'2)04.$ *)5"$)!:'*1!$10.:'"%(0)#$01*$10.:'
)%3'"%%+/)$"+%

15
Stage 03:
!$#?%&'()#)>%$#%2(.

16
Requirements:
• P22.",,*+*,".'",*%8*,-.+-")'/*:%>@,J
? C%>*-%*+--.+/-*+(2*&$"+,"*/3,-%1".,
? C%>*-%*/%1&"-"*+)+'(,-*.'#+$,
? C%>*-%*&%,'-'%(*-:"*/%1&+(9*'(*-:"*1+.B"-&$+/"
? C%>*-%*.",&%(2*-%*/:+()'()*1+.B"-*/%(2'-'%(,
? C%>*-%*/+&'-+$'D"*%(*+--.+/-'#"*%&&%.-3('-'",*-%*).%>*-:"*53,'(",,
? C%>*-%*+/:'"#"*,-.+-")'/*+(2*8'(+(/'+$*%56"/-'#",

• A"V3'."*/:%%,'()*+1%()*,-.+-")9*+$-".(+-'#",

• =.%1%-"*+/-'%(,*-%*2%*-:'(),*2'88"."(-$9*8.%1*/%1&"-'-%.,*.+-:".*-:+(*.3(('()*>'-:*-:"*:".2

• E"*+*/%$$+5%.+-'#"*-"+1*"88%.-*-:+-*'(#%$#",*1+(+)".,*'(*#+.'%3,*&%,'-'%(,*+-*+$$*%.)+('D+-'%(+$*$"#"$,G

17
Strategy making involves managers at all organizational levels
!"#"!$ %&!"$'()*'+,)-./&)$

89$*3(:;*42%$+*(633$4*&(<8:6= >1/(2,%$.1%*(&*/-"#/$?$,$%@(3"&(,*1)$#'(%9*(/%&1%*'@A.1B$#'(-&"4*//(1/(
/%&1%*'$4(+$/$"#1&@(1#)(1/(49$*3(1&49$%*4%("3(/%&1%*'@C

D*#$"&(:;*42%$+*/ E1/9$"#(%9*(.15"&(/%&1%*'@(4".-"#*#%/($#+",+$#'(%9*$&(1&*1/("3(&*/-"#/$?$,$%@

!1#1'*&/("3(/2?/$)$1&$*/0()$+$/$"#/0( G%$,$7*($#(%9*(/4*#*(31.$,$1&$%@(F$%9(%9*$&(?2/$#*//(2#$%/(%"("&49*/%&1%*(%9*$&(
'*"'&1-9$4(&*'$"#/0(-,1#%/0(1#)("%9*&( /-*4$3$4(-$*4*/("3(%9*(/%&1%*'@C
"-*&1%$#'(2#$%/(<1#)(B*@(*.-,"@**/(
F$%9(/-*4$1,$7*)(*;-*&%$/*=

:;%0<-,7$'H$/:CJ*************************T+.B*W3/B".5".)*+-*O+/"5%%B
Elon Musk at Tesla
Motors and SpaceX

Jack Ma of Alibaba

18
 A BUSINESS’S STRATEGY MAKING HIERARCHY

H"1&)("3(I$&*4%"&/(8:60(8660CCC( 9"F(%"($.-&"+*(%9*(4".?$#*)(-*&3"&.1#4*("3(%9*(/*%("3(?2/$#*//(
/'4<'4%3,$$$$ 9"F(%"('1$#(1)+1#%1'*(3&".(.1#1'$#'(1(/*%("3(?2/$#*//*/(
&34%3,5#

9"F(%"(/%&*#'%9*#(%9*(.1&B*%(-"/$%$"#(
D*#$"&(*;*42%$+*/("3(*149(,$#*("3(?2/$#*//( 9"F(%"(?2$,)(4".-*%$%$+*(1)+1#%1'*(
K(71),77$&34%3,5# 9"F(%"($.-&"+*(%9*(-*&3"&.1#4*("3(1(/$#',*(,$#*("3(?2/$#*//(

9"F(%"(.1#1'*(-1&%$42,1&(14%$+$%$*/($#(F1@/(%91%(/2--"&%
J*#*&1,(.1#1'*&0(9*1)/( %9*(?2/$#*//(/%&1%*'@(
"3(.15"&(32#4%$"#( F()231')%-$&34%3,5# !"#$%&'()$*+,-./+,"#$'&#010*(,$2,)*"&(3+,34503,4*%,14#60()*7+,%)3(#)8&()$*
'&3($10#,30#9)'0+,4*%,2)*4*'0:,

E&"#%,$#*(.1#1'*&</=( 9"F(%"(1))()*%1$,(1#)(4".-,*%*#*//(%"(?2/$#*//
C<,4%31)5$&34%3,5#
1#)(32#4%$"#1,(/%&1%*'@(

19
 Uniting The Strategy- Making Hierarchy
• ?'.$&1("2@)')*%(*+,2'-)'(*'#733'1$4+%'$"32'40+"'-*)'&("2'1-+.+)'(%+'7"-*+6A'
• ?"2*0-",'3+))'*0("'('7"-#-+6'.$33+.*-$"'$#')*%(*+,-+)'4+(>+")'*0+'$/+%(33')*%(*+,2'
("6'-)'3->+32'*$'-&1(-%'.$&1("2'1+%#$%&(".+

!"#$"#%&'()'*')

+,-./'--()'*')

0,/1&."/%)()'*')

2$'#%&."/()'*')

20
.&),/$,#0(1&2()(*+&3 '())(*+&3 *45#1,(2#)&3 ),/$,#06 7&$&),/$,#0(1&8%$+

?'.$&1("2@)')*%(*+,-.'13("'3(2)'$7*'-*)'6-%+.*-$"B'97)-"+))'&$6+3B'.$&1+*-*-/+'
)*%(*+,2B'("6'1+%#$%&(".+'*(%,+*)'#$%')$&+')1+.-#-+6'1+%-$6'$#'*-&+

;3+&+"*)'$#'('#-%&@)')*%(*+,-.'13(":
• !*)')*%(*+,-.'/-)-$"B'97)-"+))'&-))-$"B'("6'.$%+'/(37+)
• !*)')*%(*+,-.'("6'#-"(".-(3'$9C+.*-/+)
• !*)'.0$)+"')*%(*+,2

21
Stage 04:
@A23B%&'()%"2)>%$#%2(.)

22
Converting strategic plans into actions requires:
7."+-'()*+(2*(3.-3.'()*+*
T%-'#+-'()*&"%&$" ,-.+-")9?,3&&%.-'#"*>%.B*
/$'1+-"*

01 02 03 04 05

!'."/-'()* E3'$2'()*+(2*,-."()-:"('()* T""-'()*%.*5"+-'()*

%.)+('D+-'%(+$*+/-'%( -:"*8'.1@,*/%1&"-"(/'",*+(2* &".8%.1+(/"*-+.)"-,
/%1&"-'-'#"*/+&+5'$'-'",

23
 Principal Aspects Of Managing
• 7."+-'()*+*,-.+-")9?,3&&%.-'()*,-.3/-3."
• 4-+88'()*-:"*%.)+('D+-'%(*-%*%5-+'(*(""2"2*,B'$$,*+(2*"<&".-',"
• !"#"$%&'()*+(2*,-."()-:"('()*,-.+-")9?,3&&%.-'()*.",%3./",*+(2*/+&+5'$'-'",

:;%0<-,9$O.",:*1'$B*'()."2'"(-*X &3."*+(2*(+-3.+$*(3-.'-'%(*,35,-+(/"

KE""8*:%3,'()*>'-:*1%2".(*/%%$'()*,9,-"1*'(*C+*L'(: O+.1N
24
 Principal Aspects Of Managing
• P$$%/+-'()*+1&$"*.",%3./",*-%*-:"*+/-'#'-'",*/.'-'/+$*-%*,-.+-")'/*,3//",,*
• ;(,3.'()*-:+-*&%$'/'",*+(2*&.%/"23.",*8+/'$'-+-"*"88"/-'#"*,-.+-")9*"<"/3-'%(

:;%0<-,9$Y'(+1'$B ;,-+5$',:0*1+'(-+'(*+(2*/%(-'(3%3,$9*'1&.%#"*,+8"*>%.B'()*/%(2'-'%(,0*&."#"(-*'(63.'",*
+(2*'1&+'.1"(-*%8*:"+$-:*%8*"1&$%9"",0*+&&$9*Z4*>'-:*-:"*&$+(*K7$"+(".*=.%23/-'%(N

“Safety - health - good environment, good life”

25
Principal Aspects Of Managing
• S.)+('D'()*-:"*>%.B*"88%.-*+$%()*-:"*$'(",*%8*5",-*&.+/-'/"

• F(,-+$$'()*'(8%.1+-'%(*+(2*%&".+-'()*,9,-"1,*-:+-*"(+5$"*/%1&+(9*&".,%(("$*-%*&".8%.1*",,"(-'+$*
+/-'#'-'",

• T%-'#+-'()*&"%&$"*+(2*-9'()*.">+.2,*2'."/-$9*-%*-:"*+/:'"#"1"(-*%8*&".8%.1+(/"*%56"/-'#",

• 7."+-'()*+*/%1&+(9*/3$-3."*/%(23/'#"*-%*,3//",,83$*,-.+-")9*"<"/3-'%(

• ;<".-'()*-:"*'(-".(+$*$"+2".,:'&*(""2"2*-%*&.%&"$*'1&$"1"(-+-'%(*8%.>+.2*

26
Stage 05:
4#+$3+-'()*5".6%.1+(/"*+(2*
7('-'+-'()*8%.."/-'#"*92:3,-1"(-,*

27
EVALUATE PERFORMANCE AND INITIATING
CORRECTIVE ADJUSTMENTS

54-66+4-$6',70$6+'0#'$++8+89

C#@,-)/,%#-"6#"D/"%-&4#7"1"4,'3"-/:
C#E1&42&/"#/("#5)%3.:#'%,$%"::
C#@&9"#*,%%"*/)1"#&7>2:/3"-/:

:$-&-0&-$6';"44+,&-.+'<8*2#&3+$&#9

C#F,-/)-2"#,%#*(&-$"#/("#5)%3.:#1):),-#&-7#3)::),-G#,0>"*/)1":G#:/%&/"$<#3"/(,7:

28
EVALUATE PERFORMANCE AND INITIATING
CORRECTIVE ADJUSTMENTS

“Buy Online Pick-up in store”

29
 The Role of The Board of Directors In Corporate Governance
● C=,47,, -:"*/%1&+(9@,*8'(+(/'+$*+//%3(-'()*+(2*8'(+(/'+$*."&%.-'()*&.+/-'/",
● 7.'-'/+$$9*%<<4%17,$-:"*/%1&+(9@,*2'."/-'%(0*,-.+-")90*+(2*53,'(",,*+&&.%+/:",
● :=%-(%3, -:"*,-.+-")'/*$"+2".,:'&*,B'$$,*%8*,"('%.*"<"/3-'#",
● F(,-'-3-"*+*/%1&"(,+-'%(*&$+(*8%.*4,L%4*1)5 -:"'.*&".8%.1+(/",

A strong, independent board of directors:

E"*>"$$*'(8%.1"2*+5%3-*-:"* H3'2",*+(2*632)",*-:"*7;S*
1 2
/%1&+(9@,*&".8%.1+(/" +(2*%-:".*-%&*"<"/3-'#",

C+#"*-:"*/%3.+)"*-%*/3.5*1+(+)"1"(-* 7".-'8'",*-%*,:+.":%$2".,*-:+-*-:"*
3 4
+/-'%(,*>:'/:*+."*'(+&&.%&.'+-" 7;S*',*2%'()*>:+-*-:"*5%+.2*"<&"/-,

F(#%$#"2*'(*2"5+-'()*-:"*&.%,*+(2*
=.%#'2",*+2#'/"*-%*1+(+)"1"(- 5 6
/%(,*%8*B"9*2"/','%(,*+(2*+/-'%(, 30
CASE STUDY: VINAMILK
BECOME ONE OF THE 30 LARGEST DAIRY COMPANIES
IN THE WORLD

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 STAGE 1:
DEVELOPING A STRATEGIC VISION,
MISSION AND CORE VALUES

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Follow VINAMILK’s vision, mission statement and core value

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 STAGE 2:
SETTING OBJECTIVES

“ Maintaining the No.1 position in

Vietnam market and aiming to reach
the Top 30 of World’s Largest Dairy
Companies in terms of revenue”

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STAGE 3-4-5:
LOGO DESIGN, BRAND IDENTITY:

• Straightforward, simple, and eye-catching with

a distinctive logo
• A combination of three primary colors, including
green, blue and white.
• Their appearance is appealing to customers
and increases brand recognition in the market
(IBN 2017).

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STAGE 3-4-5:
MARKETING STRATEGY – GENERAL PUBLIC

"Chương trình Sữa học đường”

"Quỹ 1 triệu cây xanh cho Việt Nam"
"Quỹ Sữa Việt Nam vươn cao"

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STAGE 3-4-5:
MARKETING STRATEGY – MEDIA PUBLIC

“Vinamilk - Bí Quyết Ngon Khỏe Từ Thiên Nhiên” “(How to make Tropical Yogurt – Delicious dish
from Ong Tho Condensed Milk)”

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 Thanks!
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