Management Communications, Knowledge and Information

July 2014

Nguyen Van Hoai

Unit 16: Managing Communications, Knowledge and Information
Vietnam National Shipping Lines
B1303
Dr. Willibeth C. Candol
09/09/2014

MCKI A1 QCF 2014 UTE

Management Communications, Knowledge and Information

July 2014

Table of Contents
Introduction (3)
1.1 Discuss the range of decisions to be taken by managers at Vietnam National Shipping
Lines............................................................................................................................................4
1.2 Examine the information and knowledge needed to ensure effective decision taking in
Vinalines.....................................................................................................................................6
1.3 Assess internal and external sources of information and understanding.......................8
1.4 Justify recommendations for improvement in information and knowledge
management for Vinalines.......................................................................................................10

Decision support system (DSS).............................................................................11

Executive information system (EIS).......................................................................12

2.1 Identify stakeholders of Vinalines for s decision-making process.................................13

Internal stakeholders: Managers and Employees........................................................13

External stakeholders:........................................................................................ 14

Connected stakeholders:...................................................................................... 14

2.2 Make contact with identified stakeholders and develop business relationships..........15
2.3 Involve those identified stakeholders in the decision making as appropriate..............17
2.4 Design strategies for improvement in decision-making process and development of
Vinalines...................................................................................................................................29
Conclusion (30)
References (31)

MCKI A1 QCF 2014 UTE

Management Communications, Knowledge and Information

July 2014

INTRODUCTION
National Shipping Lines (Vinalines), Vietnams largest state-owned shipping company, founded
in 1995 through a merger of more than two dozen companies, is likely to continue its losing
streak in the first half of 2014 due to difficulties in its transport operations and losses suffered
when it sold a number of its ships.
Total cargo transported by the state giant in the first half of this year totalled 13.5 million metric
tonnes, up 1 per cent on-year and equal to 47 per cent of the whole year target. The amount of
freight transported was significantly lower.
Vinalines is a group with about 15 subsidiaries in nationwide. Over years of construction and
development, Maritime Corporation Vietnam has played a key role in Vietnam's marine economy,
contributing significantly to the economic development of the country.

I will conduct this report to demonstrate how to evaluate information and knowledge needed to
ensure the effective decisions can be made for Vinalines and its stakeholders. Besides, the
analysis of the importance and the necessary of preparing the internal and external sources of
information and knowledge will be also conducted. Finally, stakeholders of Vinalines will be
indentified to make sufficient communication in order to propose appropriate decision making
processes.

MCKI A1 QCF 2014 UTE

Management Communications, Knowledge and Information

July 2014

1.1 Discuss the range of decisions to be taken by managers at Vietnam National Shipping
Lines
In any business organization, decisions are the basic base for any strategic things to be processed.
Tasks and works will be distributed after the decisions are made. Insufficient decisions can
harmfully cause negative impacts for a company. Logically, the decision making process plays an
extremely important role in any business organization including Vietnam National Shipping
Lines ( Vinalines )
Different levels of decision will be made by different levels of management to guarantee for the
most sufficient decisions. In Vinalines, there are three level of decision making procedure which
are Strategic planning (Top management), Tactical planning (Middle management control) and
Operational planning (Line managers / Executives).

Figure 1: Three level of decision making procedure (Tutor2u, N.d)

1. Strategic planning (Top management):
Strategic decisions are the highest level of decisions which can be made in Vinalines. The person
in this level is the top management of the company including president, CEO, Board of directors
and shareholders. Almost of the decisions made in this stage of management are medium or long
term decisions which greatly influence the operation of the whole company. Reasonably, any
misleading or inappropriate decisions can seriously cause to significant lost and failure for
Vinalines. Therefore, only qualified people can conduct this type of important decisions. In
Vinalines, strategic decisions must specify and support for the mission, vision, objectives,
policies and plans for the company.
2. Tactical planning (Middle management control):
4

MCKI A1 QCF 2014 UTE

Management Communications, Knowledge and Information

July 2014

In this stage, it means ensuring that resource are obtained and used effectively and efficiently in
accomplishment of the organizations objectives. At the tactical level, responsibilities belong to
managers. The middle managers of this level can be in various departments such as Human
Resource, Manufacturing, Marketing or R&D. Manager will manage and control the activities of
their department and coordinate with other departments to complete the objectives of Vinalines.
On other words, this is the process of implementation strategies from above management.
Decisions at this level are used to set medium-term or short-term targets to achieve the goals of
the organization base on the strategic planning.
3. Operational planning (line managers / executives):
This stage ensures that specific tasks are carried out effectively and efficiently. It focus on
individual tasks, and carried out within the strictly defined guidelines issued by strategic
planning and tactical control decision. At this level, line managers or executives will make the
short-term goals; these goals must also be consistent with the provisions of the tactical level.
Because the goals are in short-term, the line managers or executives must set goals periodically
and continuously to satisfy the tactical goals established by above managers. This is the lowest
level of managerial level; therefore, they need to report to middle managers to clarify the process
of achieving the target of Vinalines. Otherwise, the results of decision made in this stage will be
good references for Vinalines to establish new goals in the future.
For example: The order from the manager of manufacturing department is guarantee for the
safety in working for all employees. Definitely, the line managers or executives will have decision
to choose the best methods to protect the employees in work place such as training employees
about safety, training about using the operating machines safely, and providing safety equipment.

1.2 Examine the information and knowledge needed to ensure effective decision taking in
Vinalines

MCKI A1 QCF 2014 UTE

Management Communications, Knowledge and Information

July 2014

To make decisions, various management levels of Vinalines need to collect sufficient information
and knowledge which primarily requires to decision making process. The information and
knowledge can be collected from different sources inside and outside of the organization. There
are three levels of information include strategic information, tactical information and operation
information.

Figure 2: Three types of information in Vinalines (FAO, N.d)

1. Information
Strategic information:
Strategic information is used by the top management level in an organization such as CEO or
board of directors. They will be the decision makers for the long-term goals. The job in this level
is to plan the organizations overall objectives and strategy and to measure whether these are
being achieved. In this level, the characteristic we can see are: derived from internal and external
sources, summarized the plan at a high level, relevant to the long-term project or objective of
company, have to in charge of all problems in the whole organization and often prepared on an
ad hoc basis (Business Essentials, 2010).
Tactical information:
The information in this level is used by the managers at all level, but mainly at the middle level
for tactical planning. At first, they will receive the information and instructions from strategic
management; then more detail information relate to strategic information receiving from the top
management will be collected and turn it into actions. They also need to collect the information
in operational control level and report them to their top management by formal reports. The
information at this level is often used to implement the plans, strategies in the short- term.
Vinalines also need a management information system (MIS) can manage information in the
effective before make decision.

MCKI A1 QCF 2014 UTE

Management Communications, Knowledge and Information

July 2014

Operational information:
This kind of information relate to short-term activities of the company. Initially, line
managers are the people who use that information to solve the problems occurring in the
operating process and supervising the daily activities of employees in the company. Because the
operational information relates to the level of decision-making previously which referred to as
operational control so the characteristics can be seen clearly in this level are include derived
from internal resources, highly detailed, relates to immediate decision, task-specific and usually
prepared frequently (Managing Communications, Knowledge and Information, 2010). It is
opposite with the strategic information because all the information in this level are transfer into
pattern and employee just need to follow them.
First-line managers are the people who use that information to solve the problems occurring
in the work process and supervision the daily activities in-group of people in the company. The
first-line managers are the first to receive information and then they will report back to the midlevel managers. Middle managers will report back to the top managers. After top managers have
the final decision, the first-line managers will implement the objectives and plans of the
company such as recruitment and training of new employees. They also need to have specialized
knowledge travel to work in the best way. In addition, communication skills are also important
for the first-line managers.

2. Knowledge:
For the knowledge, the CEO or General Director needs certain knowledge and experiences in
order to manage the work as well as have appropriate decisions for Vinalines. The knowledge
can be seen in many difference places such as in presentations, reports databases, software or
even in memory and experiences. To help the CEO can choose appropriate knowledge when he
uses to control the company or gives effective decisions, two types of knowledge will be
indicated as following:
Tacit knowledge: is subconsciously understood and applied, developed from direct
experience and action, and usually shared through conversation and experience. This type
of knowledge can be described as the instinct of human that enables us to recognize the
correct feel (Business Essentials, 2010).
Explicit knowledge: can be easier to identify because the knowledge in this kind can be
found in written procedure or as a process in a computer system and is also re-usable in a
consistent and repeatable manner for decision-making (Business Essentials, 2010). In
explicit knowledge, employees just only need to follow the instruction in order to do their
jobs.

MCKI A1 QCF 2014 UTE

Management Communications, Knowledge and Information

July 2014

1.3 Assess internal and external sources of information and understanding

After reviewing some of the information and knowledge, it may require ensuring that the
decisions of company are effective. The management levels of Vinalines will review the
classification and evaluation of internal and external sources of information such as formal and
informal, primary and secondary (including official and unofficial sources) and others.
1. For internal resources:
This is the information about the activities or transactions that occur within an organization. It is
necessary for all management levels of a company. The internal sources include accounting
ledger, personnel, payroll, production department and marketing departing.
For example: According to internal information about the quality assessment report of
employees working performance from the HR department of Vinalines, fair wages and rewards
will be paid to employees for their achievement in work.
2. For external resources:
This type of information is collected outside of the organization. That information includes
information on business environment, economic issues, suppliers, customers, etc. Information
can be gathered from various sources such as newspapers, magazines, television, internet, etc.
Besides, the most considerable role of the innovation department of Vinalines is figure out the
trend of the market; in other words, innovation has the role to satisfy customers needs by
appropriate products produced. Therefore, collecting information about customers demands is
very important to Vinalines. As a result, surveys about customers demands usually made
especially in new markets.
There are two types of the information outside of the organization, which can be used for
Vinalines:
Official sources

This kind of information can be trusted because it is conducted by

authorized and reliable organization. Official sources can be
Government Statistics, Macro statistics about the economy such as
income, GDP, investment, Investment information, etc. Base of those
information, general observation about the new market basically appear
for the management of Vinalines in order to conduct decisions.

Unofficial sources There are many sources of unofficial information such as private
research results, documents (books, magazines, reports), opinion polls,
online database, etc. However, these sources of information just have
relative value of reliability because the accuracy of the information is
not high if information is acquired from unreliable source. It will
negatively influence the decision of the management of Vinalines.
Nevertheless, it does not mean that Vinalines should not use unofficial
sources of information; it means that Vinalines should use the unofficial
8

MCKI A1 QCF 2014 UTE

Management Communications, Knowledge and Information

July 2014

information selectively and systematically.

3. Formal information:
Formal sources include statements from the organizations officials, published documents and
company advertising. Formal information is received from outside of the corporation. The formal
collection of data from outside sources may be entrusted by particular individuals within the
organization.
4. Informal information:
Informal information is also from outside the corporation. And informal sources include rumors,
meeting with suppliers or customers and reports compiled for personal use. (Business Essentials,
2010)

5. Primary and secondary data:

Primary data

Any data that is used solely for the purpose for which it was collected is
termed primary data. Some problems can only be solved by collecting
primary data and this involves carrying out an inquiry and survey.
For example: At Vinalines, the data collected through customer surveys
and market research is used to provide information for decision-making
process.

Secondary data

Is data that is taken from some other source is called secondary data.
Internal resources of secondary information include information from:
- Accounts department.
- Sales and marketing department.
- Production and operations.
- Human resources.
External resources of secondary information include:
- Regulatory bodies and industry associations.
- Books.
- Government agencies.
- Journals and articles.
- The internet.

MCKI A1 QCF 2014 UTE

Management Communications, Knowledge and Information

July 2014

1.4 Justify recommendations for improvement in information and knowledge management

for Vinalines
In order to meet strategic objectives in domestic and foreign market, Vinalines must have
strategic and decisive decision. Nevertheless, prior making any decisions, management of
Vinalines must find and analyze information carefully to minimize the ratio of inappropriate
decisions made. There are many different types of useful tools which can help Vinalines to work
with information: Transaction Processing Systems (TPS), Decision Support Systems (DSS),
Executive Information Systems (EIS), Management Information Systems (MIS), Knowledge
working systems (KWS), and Expert Systems. Approach information is important because it
affects directly to activity of Vinalines. In any organizations, managers must seek accurate
information, be careful to be able to make the right decisions and complete tasks. Additionally,
information collected from internal and external are also essential.
Managing Information System (MIS):
MIS provides information that is needed to manage organizations efficiently and effectively.
Management information systems are not only computer systems - these systems encompass
three primary components: technology, people (individuals, groups, or organizations), and
data/information for decision making. (Study Mode, n.d) Management information systems are
distinct from other information systems in that they are designed to be used to analyze and
facilitate strategic and operational activities in the organization. MIS is considered as the most
significant and effective tools for all level of management in Vinalines. The information and data
can be collected, processed, and stored effectively and sufficiently.

Figure 5: Management Information System (Study mode, N.d)

10

MCKI A1 QCF 2014 UTE

Management Communications, Knowledge and Information

July 2014

Decision support system (DSS)

Decision Support Systems (DSS) are a specific class of computerized information system that
supports business and organizational decision-making activities. A properly designed DSS is an
interactive software-based system intended to help decision makers compile useful information
from raw data, documents, personal knowledge, and/or business models to identify and solve
problems and make decisions. (Information builders, N.d)
DSS serve the management, operations,
and planning levels of an organization
and help to make decisions, which may be
rapidly changing and not easily
specified in advance. DSS include
knowledge-based systems. A DSS
designed based on business models to
identify and solve problems and make
decisions. These tools are extremely useful
which supports for managers good
base to make final decisions. They can
be appropriate for strategic and tactical
level of management of Vinalines.

Executive information system (EIS)

Early executive information systems were developed as computer-based programs on mainframe

computers to provide a companys description, sales performance and/or market research data for
senior executives. However, senior executives were not all computer literate or confident.
Moreover, EIS data was only supporting executive-level decisions but not necessarily supporting
the entire company or enterprise.
Current EIS data is available company- or enterprise-wide, facilitated by personal computers and
workstations on local area networks (LANs). Employees can access company data to help
decision-making in their individual workplaces, departments, divisions, etc.. This allows
employees to provide pertinent information and ideas both above and below their company level.
The typical EIS has four components: hardware, software, user interface and telecommunication.
However, Ministry of Transporthas made a decision to pause transport license for ships not
flying the flag of Vietnam since 2013. This decision is to solve the problem of excess capacity

11

MCKI A1 QCF 2014 UTE

Management Communications, Knowledge and Information

July 2014

Vinaliness fleet (Chi Hieu, 2012). This is the good news for Vinalines and top managers should
quickly make decision to expand their business in domestic market.
In general, there are many types of tools and systems which support for the management and
decision making processes of Vinalines. Vinalines should wisely and selectively choose the most
appropriate methods for each department and each level of management of Vinalines.

Some practical benefits by applying different types of management information systems

of Vinalines:
Companies are able to highlight their strengths and weaknesses due to the presence of
revenue reports, employees' performance record etc. The identification of these aspects can help
the company improve their business processes and operations.
tool.

Giving an overall picture of the company and acting as a communication and planning

The availability of the customer data and feedback can help the company to align their
business processes according to the needs of the customers. The effective management of
customer data can help the company to perform direct marketing and promotion activities.
Information is considered to be an important asset for any company in the modern
competitive world. The consumer buying trends and behaviors can be predicted by the analysis
of sales and revenue reports from each operating region of the company.
(Wikipedia, N.d)

12

MCKI A1 QCF 2014 UTE

Management Communications, Knowledge and Information

July 2014

2.1 Identify stakeholders of Vinalines for s decision-making process

Stakeholder analysis is one of the first steps you should have in activities business because
they are the factors that support to help you succeed. Therefore, Vinalines needs to build a
good relationship between other stakeholders in the company. There are three main types of
stakeholders : Internal, connected and external stakeholders.

Internal stakeholders: Managers and Employees

Manager is an individual who is in charge of a certain group of tasks, or a certain subset

of a company. A manager often has a staff of people who report to him or her. (Business
Dictionary, N.d) . They are also responsible for making strategic decisions and tactics for
the company because the company run better if they can get more benefits and more. For
example, when customers use more shipping, Vinalines managers will decide to build
more ships to serve the needs of our customers. Since then, the comany will get more
profit, the managers will have to pay more than as wages, bonuses, commissions, etc.
Objective of Manager:
Create good and professional work environment for staff.
Well manage to get the objective of the company efficiently.
Consideration about their future job and life
Employees are workers who are hired to work certain jobs under a contract of
employment. The typical employees of Vinalines are workers, engineers, technicians, etc.
The objective of employees is work with high capacity to have the high quality products
and services for customers and bring benefits to Vinalines. They must completely receive
and finish the works assigned from above managers. Reasonably, Vinalines has focused
on training their employees; help their employees have appropriate working styles to
meet the requirements of the company. Besides wage policy and allowances, Vinalines
also applies bonus policy that encourages employees to devote and contribute more for
the development of Vinalines.
Objective of Employees
Good salary and fast payments
Comfortable working environment.
Job security for employees is guaranteed.
Diversification employees (regardless to demographical factors)
Have training opportunities and promotion.
External stakeholders:
Government is a group of people that governs a community or unit. They set public
policy and administer the actions of the citizens or societies. As a state-owned shipping
company in Vietnam, Vinalines must comply with government regulations such as labor
law. In this way, companies can ensure fair competition between companies strong and
this creates a competitive advantage for Vinalines.
13

MCKI A1 QCF 2014 UTE

Management Communications, Knowledge and Information

July 2014

Implementation of the legal standards and laws:

Paying taxes on time
In accordance with business ethics.
Solve the employment problems and hire many labors
Community is Certain group of people in the society. Moreover, to get the attention of
the community by making charitable scholarship program, the company will attract more
customers and build their reputation. So the company can get more help from the
government and organizations to invest
Objective of Community:
Benefits need to be maintained
Concern and support from the company

Connected stakeholders:
Shareholders is an individual, group, or organization that owns one or more shares in a
company, and in whose name the share certificate is issued.
Earn maximum dividend.
Obtain more stocks of the company.
Receive companys assets if dissolving
The growth potential in the future.
Legally control the company.
Customers who purchase goods and consumption goods of Vinalines and conduct
payment. They need to be transported in bulk. Consider this for the customer is to
transport on time, reasonable price and quality during transport. Thereby, Vinalines must
meet the requirements of customers to create loyalty and trust in our customers.
Objective of Customer:
Reasonable price
Convenient distribution system: location of the stores where customers can purchase
products easily.
Presidentially protect customers personal information
High quality products
Good after sale services and promotion.
Suppliers are individuals or businesses that desire purchasing from buyers which are
mainly whole buyers. To suppliers, Vinalines should build a long-term relationship to
bring benefits for both
High quality raw materials and good services.
Stability price and long-term cooperation.
Payments: Simple and fast, flexibility in payments methods.
Maintain good trading relationships with suppliers to expand the market.

14

MCKI A1 QCF 2014 UTE

Management Communications, Knowledge and Information

July 2014

2.2 Make contact with identified stakeholders and develop business relationships
The stakeholders listed above, it is important how Vinalines can build a long term relationship
with them because they affect the company's operations. With Vinalines, creating a long-term
relationship with stakeholders is very important, because they have a major impact on business.
So, with the various stakeholders, Vinalines to use various contacts to attract them and get their
trust.
With employees and managers
In general, the employees are all people hired to work for Vinalines. They are priceless assets of
Vinalines. Terefore, Vinalines must seriously care about them. Hard-working and skillful
employees will make efficient work outcomes. Reasonably, Vinalines creates comfortable and
friendly work environment for their employees, which indicates not only the professionalism but
also the humanity of Vinalines. It will positively encourage the employees to work more
efficiently; and the employees loyalty will be improved. Furthermore, Managers are people who
keep decisive role into business activities of Vinalines. Therefore, managers have an important
role to cause the success or failure of the company. Moreover, managers need to combine the
operation activities with the purpose of business to achieve the mission and vision of Vinalines.
In addition, management of Vinalines also must regularly monitor employees, monitor work
progress, and ensure the employees of Vinalines always meet the outcomes of the company. If
any errors occur during the work, the responsible does not only place on the employees but also
the managers. Besides, manager of Vinalines has created favorable working environment where
employees are treated fairly and respectively.
For instance: if a production line of Vinalines. produces products with errors; however, the errors
are made by the workers due to the lack of instruction and guideline to the managers. The
responsibility will be assigned to the workers as well as the managers.
With shareholders
Powerful shareholders have the right to interact and control Vinalines, which decides the survival
and development of the company. In order to increase the level of loyalty and belief of
shareholders, Vinalines needs effective operation plan to bring profits and revenues for the
company as well as fairly distributed dividend to certain contracted shareholders such as
common shareholders and preferred shareholders.
With customers
Satisfying customers and consumers demands are the main purpose of any business
organization. Customers of Vinalines are the key people who decide the succession or failure of
the company. Therefore, building up a good relationship with customers and strengthening the
customers loyalty are extremely important to Vinalines. There are several elements to enhance

15

MCKI A1 QCF 2014 UTE

Management Communications, Knowledge and Information

July 2014

the loyalty of the customers such as high quality products, functional products with appropriate
price, extra services or after sell services, etc.
With supplier
Vinalines needs to satisfy the requirements of suppliers. Payments need to be on time to keep the
reputation of Vinalines. Long term contract with prestigious suppliers can cause the good
purchasing price which helps Vinalines create a competitive strength in pricing. In addition, the
company should contact the supplier when purchasing email when Vinalines want to purchse
material also creates a meeting with suppliers is necessary to change the decision in the contract.
With Government
Government importantly influences the succession of any business. Vinalines needs to restricted
follow the legislated laws of these countries such as the taxation policies, business ethic policy
and environmental restrictions. Alternatively, besides the laws and restrictions. These countries
government also provides convenient and advantageous conditions for Vinalines to operate and
promote the development of these countries economy.
With community
The social ommunity greatly contributes for the success of Vinalines in many different
countries.Thus, the mission of the Vinalines needs to stay closely to the benefits of the
community. The more contribution for the social community, the more consistent the company
exists in the market. Vinalines has many different ways to contribute for the society such as
sponsoring for medical activities and sport events. Environmental protection will bring good
conceptions about a healthy and friendly environmental Vinalines.

16

MCKI A1 QCF 2014 UTE

Management Communications, Knowledge and Information

July 2014

2.3 Involve those identified stakeholders in the decision making as appropriate

Customers of Vinalines are the key people who decide the succession or failure of the company.
Therefore, building up a good relationship with customers and strengthening the customers
loyalty are extremely important to Vinalines.
The survey will help Vinalines capture the actual needs of customers about vehicles products of
Vinalines through their feedbacks. Since then, the company can set up policies and plans
consistent with the needs of customers. In addition, the survey also will helps collect customer
information to classify the market and launch new products to suit each customers type. By using
survey for 20 companies, Vinalines can understand the quality of the company.
Questionnaire:
Please take some minutes to answer below questions. Your corporation will greatly
support for us to provide better products and services for you. Be aware that your
information will be kept confidentially. No personal information will be disclosed without
your permission. Please circle the most appropriate choice for you!
1. Which age group do you belong to?
a. 18 to 28
b. 29 to 39
c. 40 to 50
d. 51 to 61
e. Above 61
f.
2. How much is your monthly income in million VND?
a. 0 to 10
c. 16 to 20
b. 11 to 15
d. 21 to 25
3. Which occupation group you belong to?
a. At home
h.
b. Business person
i.
c. Office employee
j.
d. Manual worker
k.
e. Others:_________
l.
f.
m.
g.
n.

e. Above 25
f.
o.
p.
q.
r.
s.

17

MCKI A1 QCF 2014 UTE

t. 4. How do you know about Vinaline?

a.
b.
c.
d.

Internet
Newspaper/magazine
Television
Trading association

u. 5. Why do you use the services of Vinalines?

a.
b.
c.
d.

Price
Goodwill
Customer service
Other
v. 6. What do you think about the services and people Vinalines?
a. Very good
b. Good
w.

c. Acceptable
d. Improvable

x. 7. How is your evaluation about quality of using port?

a. Bad
b. Good
c. Very good
y. 8. What do you think about the price of using service?
a. Expensive
b. Acceptable
c. Cheap
z. 9.

Did the shipping delivery on time?

a. Yes
b. No
aa. 10 . How often do you use Vinalines services?
a. 1 month
b. 2 or 3 months
c. 4 or 5 months
d. Over 6 months
ab. 11. Do you want to use our service again?

e. Others__________

a. Yes
b. No
ac.
1. Which age group do you belong to?
ad.
ae.
a.
b.
c.
d.
e.

Choices
18 to 28
29 to 39
40 to 50
51 to 61
Above 61
ar. Total
au.

af.
ncy
ah.
aj.
al.
an.
ap.
as.

Freque

ag.

Percentages

10
41
35
11
3
100

ai.
ak.
am.
ao.
aq.
at.

10%
41%
35%
11%
3%
100%

AGE

e. Above 61; 3% a. 18 to 28; 10%

d. 51 to 61; 11%
b. 29 to 39; 41%
c. 40 to 50; 35%; 35%

av.
aw.
The majority of participants were from ages 29 to 39 with 41% of participants. 35%
of participants belong to 40 to 50 age group. Participants who were under 28 years old and over
51 to under 61 years old were 10% and 14% respectively. There was just 3% of participants over
age of 61.
ax.
ay.
az.
ba.
bb.

2. How much is your monthly income in million VND?

bc.
bd.
Choices
be.
Frequency
bf.
a. 0 to 10
bg.
40
bh.
b. 11 to 15
bi.
29
bj.
c. 16 to 20
bk.
16
bl.
d. 21 to 25
bm. 9
bn.
e. Above 25
bo.
6
bp.
bq.
Total
br.
100
bs.
bt.
bu.

Percentages
40%
29%
16%
9%
6%
100%

Income per month (VND)

45
40

40

35

29

30
25
20

16

15

10

5
0
0 to 10

11 to 15

16 to 20

21 to 25

Above 25

Total

bv.
bw.
In this survey, 40 respondents had income at between 0 and 10 million VND per
month. This was the most crowded group in the survey. The second crowded respondents group,
29 people had income from 11 to 20 million VND. Only 6 out of 100 people in the survey had
income greater than 25 million VND. This is the smallest group in the survey. Besides, 16
respondents had income from 16 and 20 million VND; 9 participants had income between 21 and
25 million VND per month.
bx.
by.
bz.

ca.
cb.
cc.
cd.
ce.
3. Which occupation group you belong to?
cf.
Choices
cg.
cy
a. At home
ci.
b. Business person
ck.
c. Business owner
cm.
d. Office employee
co.
e. Others
cq.
cs.
Total
ct.
cv.
cw.

Frequen
18
35
11
29
7
100

ch.
es
cj.
cl.
cn.
cp.
cr.
cu.

Percentag
18%
35%
11%
29%
7%
100%

Occupations

e. Others; 7%
a. At home; 18%
d. Office employee; 29%

b. Business person; 35%

c. Business owner; 11%

cx.
cy. There were 35% of respondents are business person. This group was the biggest
group in the survey. At the second biggest group was office employee with 29%.
Respondents who were at home and business owner occupy 18% and 11% for
each group. Participants with other occupation accounted for 3%.
cz. 4. How do you know about Vinaline?
da. Choices

db. Frequency

dc. Percentage

a.
b.
c.
d.

Internet
Newspaper
Television
Trading assocition
dl.

dd. 15
df. 5
dh. 20
dj. 60

de. 15%
dg. 5%
di. 20%
dk. 60%

Percentage
a. Internet
15%

60%

b. Newspaper

5%

c. Television

20%

d. Trading
assocition

dm.
dn. Based on the chart, the company can understand where they can get customers,
according to the result, customers know about the company through trading group
is 60% while newspaper is 5% and television is 20%
do. 5. Why do you use the services of Vinalines?
e.
f.
g.
h.

dp. Choices
Price
Goodwill
Customer service
Other
ea.
eb.

dq. Frequency
ds. 11
du. 13
dw.4
dy. 2

dr. Percentage
dt. 37%
dv. 43%
dx. 13%
dz. 7%

Vinalines's value
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%

37%

43%
13%

7%

ec.
ed. Based on the chart, 43% of respondents in the survey expected to used Vinalines
services by its goodwill . On the other hand, there were also 37% of respondents
want to save their cost . In addition, remained customers choose Vinaliness
service because of customer services 13% and other 7%.
ee. 6. What do you think about the services and people of Vinalines?
ef.

Choices

el.
eo.
er.
eu.
ex.

ei. a. Very good

b. Good
c. Acceptable
d. Improvable
e. Others
Total
fa.
fb.

eg.
Fre
quency
ej.
35
em.
31
ep.
22
es.
12
ev.
0
ey.
100

eh.
ges
ek.
en.
eq.
et.
ew.
ez.

Percenta
35%
31%
22%
12%
0%
100%

fc.

Evaluation of Vinalines's services and people

35
35
30
25
20
15
10
5
0

31
22
12

fd. Comment:
fe. The services of Vinalines were rated as very good and good with 61% in total.
22% of people just basically satisfied with Vinaliness services and people.
Besides, there was 12 in 100 respondents desired improvement from Vinaliness
services.
ff. 7. How is your evaluation about quality of using port?
fg.

Choices

fm.
fp.
fs.
fv.
fy.

fj. a. Very good

b. Good
c. Acceptable
d. Improvable
e. Others
Total
gb.

fh.
Fre
quency
fk.
30
fn.
25
fq.
20
ft.
20
fw.
5
fz.
100

fi.
ges
fl.
fo.
fr.
fu.
fx.
ga.

Percenta
30%
25%
20%
20%
5%
100%

Quality's port
a. Very good

5%
20%

30%

b. Good
c. Acceptable
d. Improvable
e. Others

20%
25%

gc.
gd. Based on the chart, we can see the quality of port were greatly rated with 30% of
answer said very good and 25% said good. 20% basically accepted the quality of
port and need improvement.
ge.
gf. 8. What do you think about the price of using service?
gg. Choices
a. Expensive
b. Acceptable
c. Cheap
gp.

gh. Frequency
gj. 20
gl. 50
gn. 30

gi. Percentage
gk. 20%
gm.
50%
go. 30%

Price
60%
50%

50%
40%

30%

30%
20%

20%
10%
0%

a. Expensive

b. Acceptable

c. Cheap

gq.
gr. The biggest percentage of 50% of customer wanted vote for the acceptable in
price Percentage of customer they think Cheap accounted for 30% . 20% of
customer they think the price is expensive. Therefore, the price of service of
Vinalines is acceptable for customers.
gs. 9. Did the shipping delivery on time?
a. Yes
b. No
gt. Delivery
time
A. Yes
B. No
ha.

on

gu. Frequency

gv. Percentage

gw.70
gy. 30

gx. 70%
gz. 30%

Percentage

A. Yes

30%

B. No

70%

hb.
hc.
hd. We can see that the on time delivery quality of Vinalines, 70% customer said their
dilivery on time. and 30% for late. Along with preserved container systems,
Vinalines ensures the quality of products for their customers.
he. 10. How often do you use Vinalines services?

A.
B.
C.
D.

hf. Using service

frequency
1 month
2 or 3 months
4 or 5 months
Over 6 months
hq.

hg. Frequency

hh. Percentage

hi. 50
hk. 20
hm.
ho. 15

hj. 50%
hl. 20%
hn. 15%
hp. 15%

15

Percentage
60%
50%
40%
30%
20%
10%
0%

hr.

50%
20%

15%

15%

hs. Most customers Vinalines is the largest import and export companies. They are
employed in food processing, handicrafts, rubber tire production. They import
raw materials and export their products abroad. Depending on the yields that
determine the frequency of use of services, most companies work better with
business transactions performed regularly.
ht. 11. Do you want to use our service again?
hu.

hv. Frequency
hx. 70
hz. 30

A. Yes
B. No

hw.Percentage
hy. 70%
ia. 30%

ib.
80%

70%

60%
40%

30%

20%
0%

Yes

No

ic.
id.
ie. Vinaline meet customer needs and quality should satisfy the majority of their
customers will use the service of Vinaline for the next time, recently government
issued decision about prohibit ships which do not fly Vietnam flag. This decision
forces customers using Vinalines to help them overcome this downturn.
if.
ig.
ih.
ii. 2.4 Design strategies for improvement in decision-making process and
development of Vinalines
ij. After conducting the survey, we can see that customers are quite satisfied with the
services of Vinalines. The ompany will analyze all the information to understand
the strength and weaknesses. Therefore, the company will use a SWOT analysis
to find out the strength, weaknesses, opportunities and threats of the company
ik. Strength

il. Weaknesses

Geographic location is an absolute

competitive advantage of Vietnam to
develop business services sector ports.
Good at the price strategy
Cheap labor, which led to the service of
our country is relatively low compared
the services of other countries,
Having the largest market share in
Vietnam
im. Opportunities
io.
Having the help from Government
Export industry is growing, there is the
potential for shipping industry
The more stable economy and boost
production which will increase the
demand for maritime services
ip.

Berths not enough to meet the demand

for large vessels, especially terminals
for container ships operating on the
route away from the sea.
Lack
of
capital,
management
experience and technology
Use old ships to provide services

in. Threat
There are lot of competitors from
international and in region
Having bad debt
Degrading infrastructure

iq. Shipping market continues to decline sharply 5th consecutive year, uncertainty is
worse than in previous years. While scarcity unimproved sources, the supply of
new vessels into the market abundant, making freight rates are not likely to
recover.
ir. So far, the world's carriers must accept to run farther, lower price and receive all
the consignments are not enough referees ship. With a fleet of dry bulk structure
accounted for 82% load, Vinalines fleet also strongly affected by the oversupply
of this tonnage.
is. In recent years, the world economy falls into recession, with the difficulties of the
economy and the fierce competition of the market economy, enterprises in the
sector of maritime services Maritime Corporation Vietnam has met many
challenges. But with tradition, experience and their internal capacity, firms in the
service sector of the maritime Maritime Corporation Vietnam always dynamic,
creative production and business activities to maintain and develop developing
customer network. Besides, optimizing production, enhance human resource
development in order to constantly improve the quality of services along with the
link, a day to support the business linkages between the maritime services sector
said and private enterprises members of the Corporation Vietnam Maritime
generally has created a competitive strengths to help overcome difficulties and
achieve superior results in the production of business in recent years. To address
this, Vinalines has written several petitions solutions to remove difficulties.

it.
iu. Accordingly, Vinalines recommendations to the Government, Ministry of Finance,
State Bank instructed banks, credit institutions implement the debt restructuring,
relaxation considering allowing debt re-structuring, loan interest rates , extended
repayment period, long overdue rates for long-term investment projects of the
Corporation, there are other practical support.
iv. Accordingly, banks can give shipping companies struggling to borrow working
capital ship operators in the 2013-2015 period.
iw. At the same time, a variety of taxes, fees should be exempt Vinalines also be
given. First, it is suggested that the 50% value added tax and import duty ship,
registration fees when importing ship.
ix.
iy.
iz.
ja.
jb.
jc.
jd.
je.
jf.
jg.
jh.
ji.
jj.
jk.
jl.
jm.
jn. CONCLUSION

jo. This report helps management of Vinalines gather information needed for
decision making and improve service quality of Vinalines. Besides, based on the
information gathered, managers can make appropriate strategy to help company
overcome the weaknesses and promote the strengths. By understanding and
applying suitable methods, the operation of Vinalines will run perfectly functional
and efficiently. Otherwise, by understanding the demands of customers,Vinalines
can have a good advantage to provide the most appropriate car products to their
customers. In order to understand the customers and find out the suitable strategic
marketing strategies,Vinalines should concern about some essential factors in
marketing.
jp.
jq.
jr.
js.
jt.
ju.
jv.
jw.
jx.
jy.
jz.
ka.
kb.
kc.
kd.
ke.
kf.
kg.
kh.

ki. REFERENCES
kj. BPP Learning Media Ltd 2010, Chapter 7: Information and Knowledge needs,
Managing Communications, Knowledge and Information, 2ndedn, BPP House,
Aldine Place, London, p. 234.
kk. BPP Learning Media Ltd 2010, Chapter 7: Information and Knowledge needs,
Managing Communications, Knowledge and Information, 2ndedn, BPP House,
Aldine Place, London, p. 247.
kl. Vinalines website, 2014, Marine services, viewed on 8th September 2014,
<http://www.vinalines.com.vn/?mod=news&view_news_name=dich-vu-hang-hai
Information builders (N.d). Decision support systems.[Online] Available
at: http://www.informationbuilders.com/decision-support-systems-dss , viewed

km.

on 1st September 2014

kn. JHU (N.d). MIS. [Online] Available at:

http://www.cs.jhu.edu/~yairamir/cs437/week8/img003.gif ", viewed on 5th
September 2014

ko. Management Funda (N.d). Tata-indicom-suni-dil-ki-awaaz. [Online] Available at:

http://managementfunda.com/tata-indicom-suno-dil-ki-awaaz/# , viewed on 3rd
September 2014

kp. Slide Share (N.d). Transaction Processing Systems. [Online] Available at:
http://www.slideshare.net/jyotimehlawat21/tps-14866969 , viewed on 5th
September 2014

kq. Study Mode (N.d). MIS. [Online] Available at:

http://www.studymode.com/essays/a-Management-Information-System-Mis1469506.html , viewed on 6th September 2014
kr.
Turor2u (N.d). Decision making. [Online] Available at:
http://tutor2u.net/business/organisation/decisionmaking.htm , viewed on 8th September 2014
ks.