Marketing Principles

Analyzing marketing environment of

Vietnam Airlines

Team member:
Đào Nhật Mai
Bùi Lương Phương Lan
Nguyễn Thủy Tuyết Anh
Nguyễn Thu Ngân
Nguyễn Minh Quang
Lê Thị Phương Thảo
Phạm Nhật Minh
Class: MKT 101.E.BL5
Lecturer : Bùi Thị Hạnh Thảo
Course: MKT101 – Marketing principles
 Table of contents
I. Introduction………………………………………………2
II. Microenvironment
1. Suppliers…………………………………………………...3
2. Marketing Intermediaries…………………………..4
3. Competitor………………………………………………...6
4. Publics………………………………………………………..7
5. Customers…………………………………………………..8
III. The Macroenvironment (In Vietnam)
1. The demographic………………………………………..8
2. The economic……………………………………………..9
3. The natural…………………………………………………10
4. The technological……………………………………….10
5. The political………………………………………………..11
6. The Culture and social………………………………..12
IV. How companies can react
to the marketing environment?...........................13
V. REFERENCE…………………………………………………….15

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 I. Introduction
Founded on 27th May 1995, Vietnam Airlines is the flag carrier of Vietnam and the
major carrier in South East Asia, operating 94 routes to 22 domestic and 29
international destinations with an average of 400 flights per day, connecting the
world’s major cities to mesmerizing travel destinations in Vietnam, Laos, Cambodia,
and Myanmar.(Vietnam Airlines,2021)[1]
Vietnam Airlines has spearheaded Vietnam’s aviation market - one of the fastest-
growing domestic markets in the world - throughout 20 years of development at a
double-digit annual growth rate. Positioning itself as a modern carrier with an
internationally recognizable brand characterized by Vietnamese traditional culture,
Vietnam Airlines aims to achieve 5-star status and become a major airline in Asia.
(Vietnam Airlines,2021)[2]

1. Vision and Mission

Up hold the No. 1 position as Vietnam’s aviation group leader
• Vietnam Airlines to become a leading Asian airline of
customer’s choice and be the main force transportation of Vietnam as a flag carrier.
• Provide diverse and high-quality air transport up to customers expectations
• Create a civilized and professional working environment with various opportunities
for career development for employees.
• Run effective business operation, ensure sustainable benefits for
shareholders(ANNUAL REPORT, 2019)[3]

2. Core Value
Safety is number 1, the foundation for all activities.
Customer-centric. VNA understands the organization's development associated with
the trust of customers.
Employees are the most valuable asset. All remuneration policies are built on the
basis of fairness and deserving benefits to maintain cohesion and strengthen solidarity
in the organization.
Constantly creating. Taking creativity as the motto of innovation, VNA is constantly
innovating in all fields with breakthrough thinking to achieve great success.(Hang. L,
Nghia.X, 2019)[4]

3. Product

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Business operations
Vietnam Airlines operates in accordance with the industry in the Business
Registration License issued by the Hanoi Department of Planning and Investment, in
which air transport is a product main business products.(INFORMATION
SUMMARY of Vietnam Airlines,2021)[5]

II. Microenvironment

Microenvironment consists of the actors close to the company that affect its ability to
serve its customers-the company, suppliers, marketing intermediaries, customer
markets, competitors, and publics (Philip Kotler & Gary Armstrong, 2012) [6].

1. Suppliers
Vietnam Airlines is not dependent on supplier partners. This is from the history of the
formation and development of Vietnam Airlines. In 1993, when it was established,
Vietnam Airlines was the only air transportation business, until it was re-established
under the Prime Minister's Decision No. 328 / QD-TTG in 1995, Vietnam Airlines
has admitted 20 other businesses in the industry. These businesses provide transport
support services, technical services ... and together with Vietnam Airlines form a
synchronous air transport service line including air transport, service provision
synchronous ... Currently, in addition to branches and representative offices at home
and abroad, Vietnam Airlines has 14 affiliated units, 16 subsidiaries, and 09 affiliated
companies. These units directly or indirectly provide products and services for air
transport activities of Vietnam Airlines and other domestic and foreign airlines,
bringing revenue and profit to Vietnam Airlines. Among its subsidiaries, Vietnam
Airlines owns 3 companies with 100% capital of Vietnam Airlines, including
VINAPCO, VAECO, and VACS, which are one of the few companies providing
specific products and services to serve the airline's operations. VINAPCO is one of
two Jet A-1 aviation fuel suppliers in Vietnam, accounting for over 90% of the
market share. VINAPCO is also the only fuel supplier at all civil airports in the whole
territory of Vietnam that needs to use aviation fuel. VAECO is the only company in
Vietnam operating in the field of providing technical services to maintain commercial
aircraft, engines, and equipment for Vietnamese airlines and other airlines. VACS is
the only company providing meal service on inbound/outbound flights at Tan Son
Nhat airport. Enterprises with contributed capital of Vietnam Airlines have gradually
improved their competitiveness and expanded the market beyond Vietnam Airlines.
As a result, the business performance of several businesses reached a high level such

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as Tan Son Nhat Goods Services Company Limited (TCS), Noi Bai Cargo Service
Joint Stock Company (NCTS), Joint Stock Company. Noi Bai Meals (NCS), Tan Son
Nhat Meals Company Limited, Noi Bai Airport Services Joint Stock Company
(NASCO) ...

Combining with airlines in Vietnam Airlines including Jetstar Pacific, Cambodia

Angkor Air, VASCO to build a product range to meet the transportation needs of
customers, creating an advantage in scale in the combination of product promotion,
training, training, and aircraft maintenance, improving competitiveness. - In air
transport, safety is the priority; improving the quality of products and services with
the principle of "customer-oriented", gradually increasing the proportion of high-
income customers; Product design creates cultural identity in Vietnam Airlines
services, clearly differentiating itself from competing airlines and meeting
international standards of 4-star standards, striving to become an airline by 2020.
favored in Asia for air and ground service quality.(Vietnam Aviation Corporation ,
2021)[7]

Vietnam airlines suppliers: (Vietnam Airlines,2021)[8]

Air transport business: Jetstar Pacific Airlines Joint Stock Aviation Company (JPA)
Repair and maintenance of aircraft: Aircraft Engineering Company Limited
(VAECO)
Aviation services: Noi Bai Airport Services Joint Stock Company (NASCO)
Providing informatics and telecommunications services: CMS (CMS provides IT
services for Vietnam Airlines, 2018)[9], Aviation Informatics and
Telecommunication Joint Stock Company (AITS), FPT (FPT continues to be the
partner to provide 4.0 technology solutions for Vietnam Airlines,2020)[10],
Mobifone.

Cargo service for flights: Noi Bai Cargo Service Joint Stock Company (NCTS), Tan
Son Nhat.
Cargo Service: Company Limited (TCS), DaNang Airport Services Joint Stock
Company.
Aircraft rental: Vietnam Airlines Leasing Joint Stock Company (VALC)
Freight forwarding services, ground transportation services, warehousing:
Freight Forwarding Company Limited (VINAKO), Tan Son Nhat Freight Forwarding
Services Company Limited (TECS)
Civil construction: Aviation Construction Joint Stock Company (AVICON)
Labor import-export, travel services, tourism: Aviation Labor Supply and Import
Joint Stock Company (ALSIMEXCO)

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Air ticket printing, road ticket, packaging production: Aviation Printing Joint
Stock Company (AVIPRINT)
Automatic reservation service: ABACUS Vietnam Global Distribution Co., Ltd.,
Saber Vietnam Joint Stock Company
Aviation fuel: Vietnam Aviation Petroleum Company Limited (VINAPCO),
Vietnam Aviation Fuel One Member Limited Company (SKYPEC)
Meals: Vinamilk (Vinamilk supplies milk on Vietnam Airlines flights, 2021)[12], Noi
Bai Meals Joint Stock Company (NCS), Vietnam Catering Food One Member
Company Limited (VACS)
ground transportation services, warehouse: Vietnam Airport Ground Services
Company Limited (VIAGS)
Financial and Banking Partners: ACB, BIDV, CITIBANK, EXIMBANK, HSBC,
MB BANK, PVCOMBANK, SHINHAN BANK, SACOMBANK, SCB, SHB,
TPBANK, HANA MEMBERS
Hotel: Booking.com, Kaligo.com.
Car rental: Rentalcars.com.
Shopping: Lotushop, Samsung.
Other partners: Grab, Vin ID

2. Marketing Intermediaries:
Marketing intermediaries of Vietnam Airlines, are agents nationwide
Over the past years, VNA's distribution network has expanded rapidly, covering a
large geographical range in four continents of the World, which is a very
impressive achievement for a Vietnamese brand. As of December 2016, the total
agent PSA, BSP of Vietnam Airlines is 10,240 box office. The Marketing strategy
of Vietnam Airlines in the box office distribution is as follows:

In Vietnam: 0% commission, 2% discount on international sales. Discount policy

is built in the form of "a hundred flowers blooming" in domestic markets.
In Northeast Asia: 7% commission, in addition, VNA also applies a discount
policy for agents that are key agents with a discount of 1%, 1.5% and 2% of
revenue.
European market: the cost of applying a commission is 5% using a flexible pricing
policy, and a competitive product policy. (Giang, 2020) [13]

3. Competitor

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Following the marketing principle, a profitable business must have higher customer
service and satisfaction than competitors( Philip Kotler & Gary Armstrong 2012).
The rise of low-cost airlines and the emergence of new domestic airlines have made it
difficult for traditional airlines like Vietnam Airlines, competing domestic
competitors of Vietnam Airlines such as Vietjet Air, Bamboo Air, ... In the future,
low-cost airline services will be increasingly expanded and more competitive. Along
with the competition in the domestic market, Vietnam Airlines also has to compete
with other airlines from countries inside and outside the region. From a study of the
domestic aviation market, Vietnam Airlines is leading the domestic aviation market,
followed by Vietjet Air and BamBoo Air, and Mekong Air. (Hai.Q, 2021)[14]

Figure 1: Market share of domestic airlines in Vietnam

However, among these competitors there are two main competitors of Vietnam
Airlines in Vietnam:
Vietjet Air: is continuously attacking strong markets of Vietnam Airlines. Vietjet Air
focuses on expanding international routes, focusing mainly on East Asia. Established
under a low-cost model to optimize costs such as: free press, homogenizing a number
of seats,
Bamboo Air: In the early years, Bamboo Airways mainly competed with Vietjet in
the domestic market with a low-cost ticket strategy. However, when starting to
receive ships Cheap ticket strategy. However, when receiving B787 aircraft, the
airline will have to adopt a full aviation model, 5-star service orientation, and operate
on SGN-HAN or international routes. The airline provides similar services with lower
fares, attention from the public so that Bamboo can gain international market share
from Vietnam Airlines.(Report on air transport industry, 2019)[15]

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 4. Public

The marketing environment of the organization often involves diverse publics. The
public is any entity that has a real or future involvement or effect on an organization’s
capacity to accomplish its objectives. Seven kinds of public: Financial publics, Media
publics, Government publics, Citizen-action publics, Local publics, General public,
Internal publics.( Philip Kotler & Gary Armstrong, 2012) [16]
Media publics: Vietnam Airline homepage includes news, features, blog and other
Internet media like Facebook, Youtube ( Ie: Figure 1, Figure 2)

Government publics: Vietnam Airline was, on January 15, 1956, Prime Minister of
the Democratic Republic of Vietnam Pham Van Dong signed the Decree No. 666 /
TTg to establish the Vietnam Civil Aviation Department, which is also the date that
Vietnam Airline was granted. establish.
The Government is the basis to help Vietnam Airline overcome the Covid 19
epidemic crisis. VNA has submitted to the Government a proposal of a rescue
package of VND 12 trillion to save businesses from losing liquidity from August
2020. (Dieu.T , 2020)[17]

5. Customer

Customers are the most important actors in the microenvironment of the company.
The entire value delivery network aims to serve and establish strong relationships
with target customers (Philip Kotler & Gary
Armstrong, 2012)[18]

Vietnam Airlines always strives to build good

relationships with customers.
They have many services to support and
satisfy customers such as airport pick-up
services, transit services, providing insurance

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 services to any destination. With the right cost for the service, customers can be
assured of unexpected situations. For early and late evening flights, Vietnam
Airline will use a general price of 1,450,000 VND / way (excluding taxes and
fees attached) for the Hanoi-Ho Chi Minh route, this rate has decreased by
approximately 34% compared to the listed price, along with many other
promotions, with a team of professional, dedicated and attentive staff.
(Vietnam Airlines cargo , 2021)[19]
Vietnam Airlines has segmented their customers into four groups of
customers, including:
+ Domestic customers: are customers who use flights to travel within
Vietnam for short distances and are mainly Vietnamese.
+ International flight customers: are customers who use long-distance
flights across Vietnam and are mainly foreigners traveling.
+ Business customers: are customers with a good budget, so they are quite
easy to pay high fees for flights.
+ Ordinary customers: are customers with low and middle income levels
who use low-cost services.(Vietnam Airlines cargo , 2021)[20]

III. The Macroenvironment (In Vietnam)

The macroenvironment consists of the larger societal forces that affect the
microenvironment-demographic, economic, natural,technological, political, and cultural
forces (Philip Kotler & Gary Armstrong, 2012)[21]

1. The Demographic
Demography is the study of a population based on factors such as location,
occupations, age, race and sex.

The primary target market focuses on the group varying from 25 to 50 years old, both
males and females that are middle to moderately high-income earners with
occupation of politicians, athletes, working professionals, retirees.

The secondary target market focuses on the age group varying from 18 to 24 years
old, both males and females that are middle income earners with occupation of
students, part-timer or self-employed.

The special feature is they don’t limit the age of the customers; from 2019, the age
limit to become a member of “Golden Lotus'' (Vietnam Airlines’s member card) has
dropped from 16 to 2 years old. Therefore, young customers will have the chance to

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buy tickets at preferential prices. Thanks to that, Vietnam Airlines was able to expand
the market to reach young customers without losing its reputation as a high-end
airline. (Annual report , 2019 )[22]

2. The economic

The economic environment refers to all the economic factors that affect commercial
and consumer behavior. The economic environment consists of all the external
factors in the immediate marketplace and the broader economy. These factors can
influence a business, i.e., how it operates and how successful it might become.

Compared to other competitors (VietJet, Bamboo,...), Vietnam Airlines positions

itself as a national airline with premium service. Vietnam Airlines also received many
perks as a state agency; their customers are politicians, ambassadors and national
team, those who have great impact on the government. That’s the reason why it is still
rated higher than the others, even though their prices are higher than cheap airlines.

In recent years, VNA's distribution network has expanded rapidly, covering a large
geographical range in 4 continents of the world, which is a very impressive
achievement for a Vietnamese brand. Moreover, VNA opened a website for
customers to buy tickets in the easiest way. With the wave of ecommerce, the airline
also connected to some famous contributors such as Traveloka, Booking,... to bring to
customers incentives on the price.

Capturing the psychology of Vietnamese customers wanting to enjoy good service

along with reasonable prices, VNA has launched many promotions and points to
stimulate consumer behavior. mainly, that has helped the brand become closer and
receive the support of the people. (Annual report , 2019 )[23]

3. The natural
Globally, about 7 million people die prematurely from air pollution each year,
according to a United Nations report, of which nearly 4 million people in the Asia-
Pacific region. Air pollution affects human health and economic growth with about
92% of people worldwide not breathing in clean air, costing the global economy $ 5
trillion a year. . Ground-based ozone pollution is expected to reduce staple crop yields

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by 26% by 2030. Air pollution has been a major challenge for the community and
society as a whole.(Aviation sector emissions and VNA action ,2019)[24]

4. The technological
Upgrade revenue management system; complete a flight analysis system (VNA
Profit); building reporting system
commercial administration (Salesforce); deploying the performance monitoring and
management system, predicting the maintenance, maintenance and optimization of
flight operations based on Airbus' Big Data (Skywise) platform; deployment of Air
Service Management System (AVIF); to expand the online conferencing system to all
domestic and foreign branches of the Aviation Corporation. Upgrade the system of
mobile applications (Sales Mobile App) with many outstanding features to bring
better experience and convenience to customers; implementation of functions to
increase sales increase (ancillary); diversification
payment via e-wallet, Paylater form of payment; deploying Wifi Internet service on
A350 aircraft; deploying FPT Play application on mobile devices to use entertainment
programs before departure; deploying applications for customers to buy tickets in
miles and money (Dynamic Rewards); implementation of online purchase of special
services (SSR).

Period 2020 - 2022: Shifting the number of fields

commercial, service, customer-oriented
»Build and develop digital resources
(Digital Property)
»Develop digital marketing
(E-Marketing)
»Development of commercial sale and distribution
Electronic (E-sales & Distribution)
»Customer care services on the platform
number (Web customer service).

Period 2022 - 2030:

»Convert the number of remaining fields
»Big data development and digital infrastructure
»Integrating and connecting digital conversion for each field
by using groundbreaking technology
»Synchronize and convert numbers in its entirety (Annual report , 2019 )[25]

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 5. The political
Marketing decisions are strongly affected by developments in the political
environment. The political environment consists of laws, government agencies, and
pressure groups that influence or limit various organizations and individuals in a
given society. <Page 81- Book:Principles of marketing (14th.edition)[25]
Vietnam is one of the most politically stable countries. In Vietnam, Vietnamese
Communist Party is the only party which takes the lead in the country in order to
keep political, social and economic stability. Mr. Victoria Kwakwa, the World Bank's
Country Director for Vietnam said "Vietnam has done well in ensuring
macroeconomic stability over the past year, which has been underpinned by
moderating inflation and strengthening external accounts" (The World Bank, 2013).
Especially in light of the global crisis caused by the Covid-19 epidemic, all
businesses in Vietnam can easily recognize the government's strength and interest in
good disease control and promptly propose effective policies to help businesses and
citizens resolve difficulties; Vietnam Airlines is one of them. (TSCT, 2020)[27]
As a corporation in the aviation market, the Company's business practices are
influenced by the State's legal documents, which include the Enterprises Law, the
Securities Law, and the Civil Aviation Law. Vietnam, as well as other legal
documents related to the Company's business lines. Our country's legal system is
likely to undergo several amendments and supplements that will have an effect on
the Company's business operations. Furthermore, the aviation industry is strictly
governed by legal regulations. The Company's operating license must ensure
continuous compliance with all laws and regulations, including any additional rules
and regulations that might be enacted in the future. Future changes in the rules and
regulations can force the Company to change its mode of operation or business
strategy in order to keep its operating license. In addition, a change in the law could
have a negative impact on the Company's expense, flexibility, marketing plan,
business model, and ability to expand operations.
For example, regulators may impose restrictions on the company's airport operations,
such as restrictions on take-off times, time limits for takeoffs, noise levels, and forced
flight paths, restricted runways, and limits on average daily departures.

As a result, in order to reduce risks associated with legal considerations in the course
of operation, Vietnam Airlines constantly tracks, studies, and updates legal
documentation related to its activities, as well as refers to and uses advisory services
for legal issues outside the Company's capabilities.

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 6. The Cultural - Social
The cultural environment consists of institutions and other forces that affect a
society’s basic values, perceptions, preferences, and behaviors. People grow up in a
particular society that shapes their basic beliefs and values. They absorb a worldview
that defines their relationships with others. < Page 86- Book:Principles of marketing
(14th.edition)[28]

Vietnam is located in the Asia-Pacific zone, which has the most people, the most
economic potential, and, most importantly, a diverse and established business
environment. Furthermore, Vietnam has a huge potential for traffic, including traffic
air, due to its location on the West and North-South traffic axes, which are the most
critical and busiest traffic axes in the world.
Our nation has a population of more than 96 million people in 2019, with the majority
of them concentrated in the Red River Delta, the Central Coast, and the Southern
Delta.(TSTC,2020)[29]

The urban center network is relatively evenly spread, rapidly urbanizing the entire
territory with three major centers, namely Hanoi, Da Nang, and Ho Chi Minh City.
These centers' average annual economic growth rate is about 15%. There is a huge
potential for the growth of air traffic between these centers, as well as between these
centers and regions across the globe, as well as between these centers and major
economic centers in the region and around the world.
Vietnam would become a market if it can sustain an average population growth rate
of 1.3 percent per year from 2016 to 2022, with the above population size and rising
GDP per capita complete economic potential for all sectors.
Our country has a lot of human capital, but the standard isn't so good right now.
However, the Party and State are paying attention to and investing in this issue in
order to close the gap with the rest of the world and the country.
Vietnam is ideal for building a network of domestic flights in the shape of a
nanotropic axis with the convergence axes of Hanoi, Danang and Ho Chi Minh City
due to its long and narrow geographic location, population distribution, and urban
center network.

Geographical natural factors contribute to our country's many spectacular landscapes,

as well as its special, rich, diverse culture and history of heroic and heroic struggle
and foreigners are more appealing. However, due to the limitations of the epidemic

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situation, they are currently concentrating primarily on expanding the domestic flight
market with constantly modified preferential strategies that offer customers attraction
and benefits rowing.
People's lives, in particular, are becoming increasingly better; people with higher
incomes are becoming more prevalent; and people can easily choose the best choices
for moving to work or frequently enjoying travel. The need for customers to fly by air
is growing, as is the need to ensure their health and time. The domestic market of
Vietnam is also a potential market for Vietnam Airlines.

IV. How companies can react to the marketing environment?

Strategic orientation to improve competitiveness of Vietnam Airlines
The strategic orientation will be done by a SWOT matrix based on the results of
analysis, identifying strengths, weaknesses, and challenges, drawn from chapter 3.
The selection strategy must be aimed at the goals. that businesses set out, must take
advantage of opportunities to avoid risks as well as suit the position and strength of
the business.
The strategic orientation will be done by a SWOT matrix based on the results of
analysis, identifying strengths, weaknesses, and challenges, drawn from chapter 3.
The selection strategy must be aimed at the goals. that businesses set out, must take
advantage of opportunities to avoid risks as well as suit the position and strength of
the business.
First, the joint venture and association strategy: This strategy aims to overcome the
main weaknesses of the company, which are small scale, weak financial potential,
and lack of business experience. From there, take advantage of the opportunities in
the aviation market with rich potentials, favorable geographical location and
overcome the risk of increasingly fierce competition and strong competitors.
Second, the strategy makes a difference: this strategy aims to improve the quality of
passenger service, develop a variety of services, create opportunities to reach and
attract customers. Create a differentiation to penetrate into the market where
reputable airlines operate, while minimizing competitive pressure from substitute
products such as roads and waterways.
Third, low-cost strategy: to compete with low-cost airlines in the region to attract
tourists as the regional tourism industry is developing at a high speed in the country.
Fourth, human resource development strategy, technology transfer:
take advantage of opportunities to grasp new technologies and support from the State
to strengthen the fleet's capacity, avoid the risk of lag, improve passenger service
quality.

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The research results achieved: Vietnam Airlines as well as the general aviation
industry of Vietnam in recent years are showing strong developments. With the
advantage of being a national airline with a long history of development, Vietnam
Airlines has achieved remarkable achievements. However, in time
Next, when Vietnam integrates into the world more and more deeply, the demand for
air transportation is getting higher and higher, Vietnam Airlines is facing great
opportunities and challenges. It is imperative to improve the firm's competitiveness.
On that basis, the thesis has researched, analyzed, evaluated and achieved the
following results:
- Systematize the theoretical basis of competition, on the characteristics of the air
transport industry.
- Giving an overview of the research situation of the thesis, finding research gaps.
- Analyzing and assessing the current competitive status of Vietnam Airlines.
- Proposing solutions to enhance competitiveness for Vietnam Airlines.
However, because air transport is a very large-scale industry, many specialized
knowledge is deep and wide. Therefore, the thesis only gives the most general
assessment through the criteria of the competitiveness of Vietnam Airlines,
At the same time, the solutions are only given at the strategic level, still general, not
specific. The recent developments of Vietnam Airlines show that businesses are on
the right track in business development to meet the increasing integration needs of the
economy as well as the industry. However, shortcomings due to old management
mechanisms, weaknesses in human resources, capital, science and technology, service
experience ... are still restraining the development of Vietnam Airlines in the face of
increasing competition. domestic and foreign market. Vietnam Airlines needs to
seriously renovate the management model, increase efficiency, control waste ... in
order to maintain its position in the domestic market, and to deflect its brand name in
the international market.
The next research direction of the thesis will focus on a number of fields
specific areas such as high-quality human resources for the industry, marketing
issues, branding issues, capital mobilization issues, management model innovation
etc. These are issues that need further research to improve the competitiveness of
Vietnam Airlines.

V. REFERENCE

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