ISBN13 Un-Hyphenated: 9780900822070
Proceedings of the Sustainable Economic Development and Business Management in the Context of Globalisation International Conference 2018. The conference will be held on the 10th November 2018 and is organized by the Academy of Finance, Vietnam and University of Greenwich, UK on the 10th November 2018 and will take place in the Academy of Finance
Website Address: http://hvtc.edu.vn/conference2018/tabid/1286/catid/712/Home/Default.aspx.
Date of Publication: 10/11/2018
Volume: 500 copies at: Vietnam Books and Education Development Joint Stock Company.
Dear Friends and Colleagues,
We are pleased to welcome you to the International Conference: “Sustainable economic development and business management in the context of globalisation” (SEDBM 2018), which is jointly organized by Academy of Finance (Vietnam) and University of Greenwich (United Kingdom).
As a result of Academy of Finance and University of Greenwich’s close collaboration with international partners, the International Conference SEDBM 2018 brings together the world- leading experts in finance, accounting, audit, economic and business administration, serving as a point of convergence for researchers, practitioners and policy-makers to meet, share and exchange their ideas. The International Conference SEDBM 2018 will strive to offer not only plenty of networking opportunities, providing you with the opportunity to interact with the leading researchers from both academia and universities, but also an environment to engage in stimulating discussions about research topics and practices. We are especially honoured to have:
Professor Alex Stojanovic - Head of the Department of Accounting and Finance, University of Greenwich, UK.
Professor Petros Ieromonachou - Head of Department for Systems Management and Strategy, University of Greenwich, UK.
We are indebted to members of the Organizing Committee particularly, Mr Jon Sibson (Pro Vice Chancellor of the Business School, University of Greenwich, UK), Professor Trong Co Nguyen (President of Academy of Finance, Vietnam), for their support to make this International Conference a great success.
We wish you all an intellectually stimulating and productive conference!
On behalf of the Organizing Committee,
Assoc. Prof. Trong Co Nguyen
The Academy of Finance (AOF) is a a public and research-oriented university, subordinated to the Ministry of Finance, Vietnam. The AOF was officially established under Decision No 120/2001/ QD-TTg dated August 17th, 2001 of the Prime Minister by integrating the Hanoi University of Finance and Accounting (founded in 1963), the Finance Research Institution (founded in 1961) and the Financial Training Center (founded in 1995). The main site of the Academy of Finance is located in Hanoi.
The mission of Academy of Finance is to provide expertise in research and training of professional finance and accounting to the society, the mission has been defined for our 55-year history with outstanding achievements and contributions branded by our lecturers, researchers and students.
The AOF established self-evaluation council since 2006 according to regulations of MOET Vietnam. This council significantly helped improve the academic performance, and in April 2016, AOF was accredited by Center for Education Accreditation (CEA) – Association of Vietnam Universities and Colleges (AVUC). The accreditation result was published according to the Decision 10/QD-KDCLGD dated February 20th, 2017 of AVUC ranking AOF in top 5 best universities in Vietnam.
The Academy of Financeoffer a high quality of training and research through14 faculties: Fundamental Sciences, Political theories, Public Finance, Tax and Customs, Corporate Finance, Banking and Insurance, International Finance, Accounting, Business administration, economic Information. Languagues, Economics, Master and Doctoral training, Part-time training, two centers:
Center for Languages and Informatics Training, Information Technology Center, 2 research institutes: Institute for International Finance Education (IIFE) and Institute of Economics and Finance and 13 support divisions.
AOF offers a rich training programs included ordinary undergraduate/graduate programs spread in 06 academic majors: Finance and Banking, Accounting and Auditing, Business Administration, Management Information, Economic and Financial English, Economics. The AOF also offer to international and vietnamese students with different choices partially/totally taught in English such as High Advanced Program or Dual Degree Programme (DDP - a Joint Training Progamme between the Academy of Finance (Institute of International Finance Education) and the University of Greenwich (UK).
Throughout its history, AOF’s qualified scientists and lecturers have been supporting more than 85,000 students including 5,000 masters and 300 doctors and additionally 500 international students for Laos and Cambodia in the last 55 years. Significantly, a large number of AOF’s graduates are leaders of the Government, ministries, local authorities and businesses. The academy has also been recognized for conducting thousands of valuable research projects for the policy makers in economic development of the State. The rich tradition and custom makes AOF unique among the other universities and colleges in Vietnam and attracts thousands of learners to study at the academy annually.
The valuable contributions of AOF to the development of the State in training and doing research has been respected publicly, the academy has been recognized with national unique awards. Many AOF alumni arekey people in the Government and Local Adminstrations.
The University of Greenwich is a public and research-oriented university located in London, in the United Kingdom. It has three campuses in London and Kent, England. These are located at Greenwich, in the grounds of the Old Royal Naval College, and in Avery Hill and Medway. Previous names include Woolwich Polytechnic and Thames Polytechnic.
The university’s range of subjects includes architecture, business, comput- ing, mathematics, education, engineering, humanities, maritime studies, natural sciences, pharmacy and social sciences.
The university dates back to November 1891, when Woolwich Polytech- nic, the second-oldestpolytechnic in the United Kingdom, opened in Woolwich. In 1970, Woolwich Polytechnic merged with part of Ham- mersmith College of Art and Building to form Thames Polytechnic. In the following years, Dartford College (1976), Avery Hill College (1985), Garnett College (1987) and parts of Goldsmiths College and the City of London College (1988) were incorporated.
In 1992, Thames Polytechnic was granted university status by the UK govern- ment (together with various other polytechnics) and renamed University of Greenwich in 1993. In 2001, the university gave up its historic main campus in the Bathway Quarter in Woolwich, relocating to its current main campus in Greenwich, a UNESCO World Heritage site on the banks of the River Thames, and close to the financial centres of the City and Canary Wharf. The location is genuinely unique combining the advantages of such a beautiful and historic setting with being 15 minutes by light rail from the centre of London.
The campus is home to the Business School and the Faculty of Liberal Arts and Sciences. The campus also includes university’s Greenwich Maritime Institute, a specialist maritime management, policy and history teaching and research institute.
The Business School at the University of Greenwich combines strengths in teaching and research with an emphasis on equipping our students with the practical knowledge and skills sought by employers. It offers a compre- hensive range of high-quality undergraduate degrees through five depart- ments: Accounting & Finance; International Business & Economics; Human Resources & Organisational Behaviour; Marketing, Events & Tourism; Systems Management & Strategy. Many of the programmes are accredited by key UK professional bodies and course content is constantly revised to reflect cur- rent business priorities and the demands of employers.
The campus has a large library at Stockwell Street in the centre of Green- wich which houses an extensive collection of books and journals, lan- guage labs and a 300-PC computing facility. Other facilities include spe- cialist computer laboratories including one at Dreadnought centre, a TV studio and editing suites. The Stephen Lawrence Gallery at the Stockwell Street building, showcases the work of contemporary artists and is linked to the Department for Creative Arts.
PRESIDENT OF THE ACADEMY OF FINANCE
Assoc. Prof. Nguyen Trong Co is the President of the Academy of Finance. He has been working for the Academy of Finance since he was young and played different roles as Lecturer, Head of Financial Analysis Department, Deputy Head of Human Resources Department before becoming Vice President of the Academy of Finance. He was nominated as the President of Academy of Finance in 2014 and has been in that position so far.
He is the Editor of the Journal of Finance and Accounting Research and serves the Scientific Board of Finance Research Sector as Vice President and a member of Scientific Board of Banking Research Sector.
He was also nominated as honor member of FCPA Australia.
Assoc. Prof. Nguyen Trong Co is the author/coauthor of more than 21 valuable text books and supplementary materials such as “Financial Analysis”, Finance Publishing House, 2017, “Auditing management and Usage of mineral resources for sustainable development in Viet Nam”, Finance Publishing House, 2016 and etc.
He has researched actively with more than 20 research projects spread on different fields:
Corporate Finance and public finance, and Technological Markets. In the Academy of Finance, he has published more than 70 articles in both local journals and international journals.
PRO VICE CHANCELLOR OF THE BUSINESS SCHOOL IN THE UNIVERSITY OF GREENWICH SEDBM 2018 CO-ORDINATOR
Jon Sibson is the Pro Vice Chancellor of the Business School in the University of Greenwich. He joined the Business School from PricwaterhouseCoopers LLP (PwC), where he had been a partner since 1997.
He led the Government and Public Sector practice in the UK, and was a member of the global leadership team for this area of the business. Prior to this he led the Public Private Advisory practice in the UK for five years, after previously leading the equivalent business in South East Asia while based in Singapore.
Prior to joining PwC Jon was a senior civil servant, serving in the Home Office and also on secondment to the Cabinet Secretariat. In the Home Office he carried out a number of policy roles in the criminal justice area, and also worked in the areas of broadcasting policy and race relations.
He also acted as Private Secretary to the Rt Hon Douglas Hurd. While in the Home Office he was a member of the local branch committee of the FDA.
Professor Alex Stojanovic
Professor Alex Stojanovic is Head of the Department of Accounting & Finance. He was formerly a founding member and Director of Research at Bradley Financial, a City of London-based equity research/financial consulting agency.
Prof Stojanovic graduated with a BA Economics with honours from Belgrade University, and an MBA Finance and a PhD Finance from Cass Business School, London. In addition to his extensive undergraduate and postgraduate teaching experience, Prof Stojanovic has won praise as an executive education professional, most notably as a visiting Lecturer in Finance at the Cass Business School’s Executive MBA programme.
Prof Stojanovic started his career in commercial banking with Komercijalna Banka Belgrade, and has considerable project management and consulting experience through his involvement in international banking projects, including work on International Payment Systems in association with the Bank of England and work on the Impact of the Euro on the UK Banking Industry in association with the Corporation of London.
Prof Stojanovic is also a Director of the Centre for Governance, Risk and Accountability which is active in the areas of corporate governance, corporate social responsibility, risk management, behavioural finance and banking regulation.
Professor Petros Ieromonachou is the Head of Department for Systems Management and Strategy at the University of Greenwich Business School. He has written, managed and delivered various courses on transportation and logistics management.
He is a research active academic with wide ranging interests and experience - transportation policy and management, energy and sustainable development, strategic niche analysis, urban studies and smart cities
Previously, he worked at the Open University, and also served for several years as a visiting Research Fellow in the Design Group of the Faculty of Mathematics, Computing & Technology.
Professor Ieromonachou established ‘Connected Cities’, a multi-disciplinary research group which builds on a variety of theories and knowledge, including system dynamics, discrete choice analysis, neo-institutional theory, strategic niche management, social network theory and decision analysis.
The mission of this group is to bring together different expertise to explore the expanding urban challenges and opportunities to improve quality of life, competitiveness and sustainability of cities. He extended his network by establishing an international research forum between the University of Greenwich and collaborative partner Universities in China, and through organising an annual research workshop on ‘Smart Urban Policy Futures’
ĐỀ DẪN HỘI THẢO QUỐC TẾ PHÁT TRIỂN KINH TẾ VÀ KINH DOANH BỀN VỮNG TRONG ĐIỀU KIỆN TOÀN CẦU HÓA
(SEDBM2018) ... 13 1. BRAND COMMUNICATION AS SUSTAINABLE BUSINESS DEVELOPMENT SOLUTION FOR ORGANIC STARTUPS IN VIETNAM
Ngo Phuong Anh - Nguyen Thu Huyen ... 15 2. VIETNAMESE ENTERPRISES INVOLVED IN THE GLOBAL VALUE CHAIN IN THE CONTEXT OF ATTRACTING NEW GENERATION FDI
Nhu Trong Bach - Đao Duy Thuan - Mai Xuan Thai - Pham Thi Nga ... 28 3. SUSTAINABLE ECONOMIC IN PUBLIC FINANCE: CASE STUDY IN BAC GIANG PROVINCE
Nguyen Trong Co ... 34 4. NEW GENERATION FACTORS AFFECTING THE GLOBAL FDI INFLOWS
Nguyen Trong Co - Nhu Trong Bach ... 50 5. PROMOTING THE RESTRUCTURING OF VIETNAMESE SECURITIES COMPANIES
IN THE ORIENTATION OF SUSTAINABLE DEVELOPMENT
Nguyen Le Cuong - Vu Thi Thuy Nga - Luong Quang Hien ... 58 6. ENHANCING THE GLOBAL VALUE CHAIN OF VIETNAM AGRICULTURAL PRODUCTS
Vu Thi Dao ... 70 7. COMPLETING PRINCIPLES AND EVALUATION METHOD F VIETNAMESE ACCOUNTING
Nguyen Dinh Do ... 79 8. EXPORT OF ENVIRONMENTAL GOODS: VIETNAM’S DETERMINANTS
Tran Trong Duc ... 86 9. APPLICATION OF COST-OF-CAPITAL APPROACH FOR DETERMINATION OF OPTIMAL CAPITAL STRUCTURE IN NHON TRACH 2
PETROLEUM POWER JOINT STOCK COMPANY
Hoang Trung Duc - Truong Thi Thuy ... 98 10. RESEARCHING ON THE TRANSFER PRICING PHENOMENON AT THE COMPANIES IN THE BACKGROUND OF GLOBALIZATION
Nguyen Duc Dung - Ha Thi Phuong Dung ... 104 11. FORECASTING MODEL OF VIETNAMESE CONSUMERS’ PURCHASE BEHAVIOR OF DOMESTIC PRODUCTS
Luu Tien Dung - Nguyen Thi Kiem Hiep ... 111 12. VIETNAMESE ENTERPRISES IN THE PROCESS OF INTEGRATION: CHALLENGES TO MERGERS
AND ACQUISITIONS FROM FOREIGN INVESTMENT
Bach Thi Thanh Ha ... 120 13. APPLY THE OECD PRINCIPLES OF CORPORATE GOVERNANCE TO SUSTAINABLE DEVELOPMENT
OF VIETNAMESE ENTERPRISES IN THE CONTEXT OF GLOBALIZATION
Nguyen Thi Ha ... 125 14. MANAGING LOAN PORTFOLIO BY THE ECONOMETRIC MODELS: A THEORETICAL ANALYSIS|
Phung Thu Ha ... 132 15. SOME CONSIDERATIONS INTO VIETNAM ON THE ROAD TO SUSTAINABLE DEVELOPMENT
Nguyen Ho Phi Ha - Vu Thi Phuong ... 137 16. COST ACCOUNTING – AN IMPORTANT TOOL IN RISK MANAGEMENT AND SUSTAINABLE DEVELOPMENT FOR ENTERPRISES
Tran Thi Ngoc Han - Nguyen Tuan Anh ... 144
17. POLICIES TO PROMOTE LOGISTICS IN MARINE ECONOMIC DEVELOPMENT OF QUANG NINH PROVINCE
Luong Quang Hien - Nguyen Trong Tuan ... 153 18. GDP GROWTH AND SUSTAINABLE DEVELOPMENT IN LESS-DEVELOPED COUNTRIES
Nguyen Van Hieu ... 165 19. FACTOR AFFECTING THE DEVELOPMENT OF THE SCIENCE AND TECHNOLOGY MARKET
Nguyen Manh Thieu, Nguyen Ha Linh ... 171 20. THE IMPACT OF FACTORS ON PUBLIC HEALTHCARE ENTITIES‘S REVENUE IN BAC GIANG PROVINCE VIA PANEL DATA REGRESSION
Ngo Thanh Hoang, Cu Thu Thuy, Hy Thi Hai Yen - Ngo Thi Thuy Quyen ... 181 21. SOCIAL RESPONSIBILITY ACCOUNTING – ESSENTIAL DEVELOPMENT IN VIETNAMESE ACCOUNTING FIELD
TO ACHIEVE TO ACHIEVE SUSTAINABLE DEVELOPMENT
Ngo Thi Thu Hong - Le Thi Yen Oanh ... 189 22. USING SWOT MODEL TO ANALYSE STARTUP DEVELOPMENT IN THE CONTEXT OF INDUSTRY 4.0: THE CASE OF VIETNAM
Vu Van Hung - Luong Quang Hien - Ho Kim Huong ... 197 23. TRANSFER PRICING CONTROL AND THE PROBLEMS POSED IN THE FUTURE
Nguyen Thi Thuong Huyen- Mai Thi Van Anh ... 206 24. GREEN FDI AND SUSTAINABLE ECONOMIC DEVELOPMENT IN VIETNAM
Bui Thanh Huyen ... 218 25. COMPARISON OF THE PERFORMANCE OF STATE-CONTROLLED AND PRIVATE-CONTROLLED ENTERPRISES - EVIDENCE
FROM THE ELECTRICITY INDUSTRYIN VIETNAM
Vu Duc Kien ... 227 26. RISKS IN CAPITAL CONTRIBUTION AND SHARE PURCHASE OF VIETNAM COMMECIAL
BANKS-FROM THE MANAGEMENT PERSPECTIVES
La Thi Lam ... 235 27. SUSTAINABLE BRANDING FROM THE CUSTOMERS’ VIEW
Nguyen Son Lam ... 240 28. STRENTHENING COOPERATION BETWEEN BANKS AND FINTECH COMPANIES FOR DEVELOPMENT
OF THE FINTECH ECOSYSTEM FOR VIETNAM
Pham Van Lien - Tran Thi Lan Huong ... 246 29. MISSTATEMENTS PREDICTION ON FINANCIAL STATEMENTS OF LISTED REAL ESTATE COMPANIES ON THE VIETNAM STOCK MARKET
Vu Thi Phuong Lien - Cu Thu Thuy - Duyen Nguyen T.M ... 255 30. THE CHALLENGES FACED BY DEVELOPING COUNTRIES REGARDING TRANSFER PRICINGREGULATION - A CASE STUDY OF VIETNAM
Tran Thi Phuong Lien - Đoan Hương Quynh- Phạm Thi Van Anh ... 268 31. MODULARITY IN PLATFORM COMPETITION WITHIN BUSINESS ECOSYSTEM
Yong Lin ... 276 32. HANDLING BAD DEBT OF COMMERCIAL BANKING SYSTEMS FOR FOSTERING SUSTAINABLE DEVELOPMENT OF NATIONAL FINANCE
Nguyen Thuy Linh ... 288 33. IMPROVING HUMAN RESOURCES IN ACCOUNTING AND AUDITING FIELD DURING GLOBAL INTEGRATION PROCESS TO ACHIEVE
SUSTAINABLE DEVELOPMENT
Tran Hai Long - Ngo Thi Thu Huong ... 294 34. EVALUATION OF SUSTAINABLE SEAFOOD EXPORT DEVELOPMENT IN VIETNAM
Anh Le Thi Mai ... 301 35. THE IMPACT OF FIRM GROWTH ON PROFITABILITY: EVIDENCE FROM VIETNAMESE LISTED COMPANIES
Dang Phuong Mai, Pham Thi Thanh Hoa, Vu Van Ninh, Bui Ha Linh, Dao Manh Huy ... 307 36. BUSINESS MODEL SUSTAINABLE DEVELOPMENT
Bui Thi Yen Minh, Vu Viet Dung, Khuat Khang, Nguyen Tien Dung. ... 316
37. ACCOUNTING AND AUDITING TRENDS IN INDUSTRY 4.0 FOR SUSTAINABLE DEVELOPMENT
Nguyen Ba Minh - Nguyen Ba Linh ... 330 38. RASING TAX TREND TO STABILIZE STATE BUDGET
Phan Huu Nghi - Le Hung Son ... 336 39. THE EXPERIENCES OF SOME ASIAN COUNTRIES IN ENHANCING COMPETITIVE CAPACITY
OF EXPORTING WOOD PRODUCTS TO THE EUROPEAN MARKET AND POLICY IMPLICATIONS FOR VIETNAM
Nguyen Trong Nghia, Tran The Tuan, Nguyen Huu Dung... 342 40. DIVIDEND POLICY AND STOCK PRICE VOLATILITY
Dinh Bao Ngoc - Nguyen Chi Cuong ... 351 41. ANGEL FINANCING: WHAT WE KNOW AROUND THE WORLD
Doan Huong Quynh, Pham Thi Van Anh, Doan Thuc Quyen ... 359 42. THE APPLICATION OF INTEGRATED REPORT IN BAOVIET HOLDINGS
Le Kim Ngoc - Pham Thanh Long ... 368 43. SUSTAINABLE DEVELOPMENT - EXPERIENCES FROM BAOVIET HOLDINGS, A FINANCIAL INSURANCE GROUP AND
RECOMMENDATIONS
Tu Pham Ngoc - Khanh Pham Duy ... 377 44. PROMOTING GREEN MARKETING MOVEMENT FOR THE SUSTAINABLE DEVELOPMENT OF COMPANIES IN VIETNAM
Anh Thi Van Nguyen - Nga Viet Le ... 386 45. SUSTAINABLE DEVELOPMENT OF RETAIL BANKING IN VIETNAM IN THE CONTEXT OF GLOBALIZATION:
A CASE STUDY AT VIETCOMBANK
Thu Giang Nguyen ... 392 46. FACTORS AFFECTING CONSUMER DECISIONS ON PURCHASING ORGANIC AGRICULTURAL PRODUCTS IN HANOI
Vu Duy Nguyen, Nguyen Vu Viet, Pham Thanh Hang, Nguyen Thi Ngoc Anh ... 403 47. VAR ANALYSIS ON DYNAMIC RELATIONSHIP AMONG WORLD GOLD PRICE, WORLD OIL PRICE,
EXCHANGE RATE AND VIETNAMESE STOCK MARKET INDEX RETURNS
Thu Thuy Nguyen, Minh Ngoc Ha Pham ... 420 48. TOTAL FACTOR PRODUCTIVITY WITH SUSTAINABLE DEVELOPMENT-RESEARCH ON FOREIGN DIRECT INVESTMENT IN
AGRICULTURAL SECTOR OF THE RED RIVER DELTA
Vu Viet Ninh, Le Thu Ha ... 433 49. TAX COMPIANCE COST OF SMES: CASE STUDY IN HANOI
Vu Van Ninh, Diem Thi Thanh Hai, Doan Minh Thanh, Nguyen Dinh Hoan ... 437 50. A PROPOSAL TO RESEACH ON SOCIAL RESPONSIBILITY IN SMES IN TEXTILE AND APPAREL INDUSTRY VIET VAM
Thi Thu Hien Phan, Tuan Anh Luong, Viet Khanh Hoang ... 455 51. THE PRICING MODELS OF COVERED WARRANTS AND EMPIRICAL STUDY IN THIN MARKETS AND DEVELOPMED MARKETS
Thi Kieu Hoa Phan - Thi Tham Dinh - Quy Thai Duong Nguyen - Nam Thai Nguyen - Nada Thabets Alluhaibi ... 467 52. LABOR PRODUCTIVITY- LEVERAGE FOR SUSTAINBLE GROWTH OF VIETNAM
Mai Tran Thi Phuong, ... 487 53. TRANSPARENTIZATION OF INFORMATION ON REAL ESTATE MARKETS WITH SUSTAINABLE DEVELOPMENT
Vuong Minh Phuong ... 496 54. AN APLICATION OF ORGANIC AGRICULTURE SYSTEM AS A STRATEGY OF WOMEN FARMER GROUP TO OVERCOME
THE CLIMATE CHANGE (Case Study: Ketapang Village, Subdistrict of Susukan, Semarang Regency, Indonesia)
Indah Prihastuti, Devy Mashulatul Mufidah, Ahmad Syihabul Fikri, Waridin, Indah Susilowati ... 499 55. THE ANALYSIS OF INVESTMENT BEHAVIOR OF INVESTORS IN THE NORTHERN BORDER PROVINCES OF VIETNAM
Tran Van Quyet, Nguyen Viet Dung, Nguyen Bich Hong ... 507
56. IMPACT OF INTERNATIONNAL INTEGRATION ON COMMERCIAL BANKING SYSTEM
Ha Minh Son ... 516 57. VIETNAMESE COMMERCIAL BANKS IN GLOBALIZATION CONTEXT:
OPPORTUNITIES, CHALLENGES AND RECOMMENDATIONS
Le Vu Thanh Tam ... 524 58. EVALUATING THE DEVELOPMENT LEVEL FOR VIETNAMESE RETAIL SYSTEM IN THE CONTEXT OF GLOBALIZATION
Nguyen Huu Tan - Nguyen Thu Thuong - Nguyen Thi Lien ... 535 59. TRANSFORMING THE ECONOMIC GROWTH MODEL – SUSTAINABLE DEVELOPMENT
Nghiem Thi Tha ... 543 60. HANDLING WEAK BANKS: VIEWING FROM BANKING CRISES IN UNITED STATE,
JAPAN AND POLICY RECOMMENDATIONS FOR VIETNAM
Tran Thi Viet Thach ... 550 61. TAXATION LAW SYSTEM IN VIET NAM UNDER THE INFLUENCE OF FREE TRADING AGREEMENTS
Le Thi Thanh, Trần Thị Thu Hương ... 558 62. BUSINESS REGISTRATION PROCEDURE FOR ENTERPRISES IN VIETNAM – CURRENT SITUATION AND SOLUTIONS
Nguyen Thi Thanh ... 563 63. FDI THRESHOLD – AN INDICATOR IN FDI ATTRACTING TOWARD SUSTAINABLE DEVELOPMENT
Cao Phuong Thao, Hoang Thi Phuong Lan ... 569 64. INDUSTRY 4.0 AND INDUSTRIAL INTERNET: COMPARISON, INSPIRATION AND COPING STRATEGIES
Tran Phuong Thao ... 575 65. PROBLEMS IN FDI ATTRACTION TOWARDS SUSTAINABLE ECONOMIC DEVELOPMENT IN VIETNAM
Nguyen Tien Thuan - Tran Thi Thu Nga ... 585 66. FINANCIAL LIBERALIZATION IN THE CONTEXT OF GLOBALIZATION – RECOMMENDATIONS FOR VIETNAM
Ngo Duc Tien ... 591 67. SUSTAINABLE MODEL FOR BUSINESS UNIVERSITIES IN DEVELOPING COUNTRIES
Nguyen Hoang Tien - Vu Thi Minh Tien ... 599 68. THE APPLICATION OF RISK MANAGEMENT IN TAX ADMINISTRATION: THE CASE OF VIETNAM
Le Xuan Truong- Nguyen Dinh Chien - Nguyen Thuy Trang ... 612 69. DIFFICULTIES AND CHALLENGES OF RESTRUCTURING PUBLIC FINANCE: A CASE STUDY IN EDUCATION
SECTOR OF BAC GIANG PROVINCE
Pham Van Truong - Ngo Thi Thuy Quyen - Nguyen Hong Chinh ... 619 70. TAX POLICY FOR THE DEVELOPMENT OF SCIENCE AND TECHNOLOGY MARKET
Nguyen Dao Tung ... 633 71. FACTORS INFLUENCING LEVELS OF CORPORATE SOCIAL RESPONSIBILITY DISCLOSURE BY VIETNAMESE LISTED COMPANIES
Luu Đuc Tuyen - Nguyen Thi Hong Van - Đinh Thi Thu Ha - Vu Thuy Linh ... 644 72. THE DETERMINANTS OF FIRM R&D INVESTMENT:
AN AUGMENTED TOBIN’S Q MODEL WITH KNOWLEDGE SPILLOVERS
Mehmet Ugur, Hoang M. Luong ... 654 73. SPATIAL DEPENDENCE IN FOREIGN DIRECT INVESTMENT AND GROWTH PROCESS IN VIETNAM: POLICY OR GEOGRAPHY?
Mehmet Ugur ... 676 74. ASPATIALREGRESSIONAPPROACHTOFDIINVIETNAM: PROVINCE-LEVELEVIDENCE
Bulent Esiyok ... 689 75. FISCAL SPACE FOR SUSTAINABLE ECONOMIC DEVELOPMENT IN VIETNAM:
FROM THE POINT OF PUBLIC EXPENDITURE ON SCIENCE AND TECHNOLOGY IN AGRICULTURE
Hao Pham Van ... 708
76. GLOBALIZATION – THE BASIS AND AN ENGINE OF ECONOMIC DEVELOPMENT
Bui Van Van - Bui Thu Ha ... 713 77. FDI ATTRACTION AND USING FDI TO ECONOMIC DEVELOPMENT SUSTAINABILITY
Vu Duy Vinh - Do Dinh Thu - Tran Thi Thu Nga ... 718 78. VIRTUAL CURRENCY ACCOUNTING - IDENTIFICATION AND RECOGNITION PRINCIPLES
Ly Lan Yen ... 727 79. BẢO HỘ THƯƠNG MẠI TRONG BỐI CẢNH TOÀN CẦU HOÁ- GÓC NHÌN TỪ NGÀNH CÔNG NGHIỆP Ô TÔ
Nguyên Thị Thảo Anh ... 744 80. VẬN DỤNG KẾ TOÁN TINH GỌN TRONG CÁC DOANH NGHIỆP SẢN XUẤT
Trần Tuấn Anh, Nguyễn Thanh Tùng ... 750 81. TĂNG TRƯỞNG XANH: THỜI CƠ VÀ THÁCH THỨC ĐỐI VỚI CÁC DOANH NGHIỆP VIỆT NAM
Lê Hoàng Anh ... 744 82. DOANH NGHIỆP NHÀ NƯỚC TRƯỚC LÀN SÓNG MUA BÁN VÀ SÁP NHẬP TẠI VIỆT NAM: THỜI CƠ VÀ THÁCH THỨC
Hồ Quỳnh Anh ... 751 83. KINH DOANH THEO CHIẾN LƯỢC ĐẠI DƯƠNG XANH TRONG ĐIỀU KIỆN TOÀN CẦU HÓA
Lê Quốc Anh - Trần Hoài Thanh ... 766 84. GIẢI PHÁP PHÁT TRIỂN “MÔ HÌNH KINH TẾ CHIA SẺ” THÚC ĐẨY SẢN XUẤT, KINH DOANH Ở VIỆT NAM
Lê Văn Ái ... 778 85. MỐI QUAN HỆ GIỮA HÀNH VI TIÊU DÙNG VÀ LỐI SỐNG TỐI GIẢN CỦA GIỚI TRẺ HÀ NỘI
Trần Thị Kim Chi, Nguyễn Thường Lạng ... 785 86. KẾ TOÁN TRÁCH NHIỆM TRONG CÁC DOANH NGHIỆP
Ngô Thế Chi ... 793 87. MÔ HÌNH TĂNG TRƯỞNG CỦA CÁC CÔNG TY CỔ PHẦN XÂY DỰNG NIÊM YẾT – NHỮNG THAY ĐỔI VỀ CHIẾN LƯỢC
Lưu Hữu Đức ... 803 88. CƠ CẤU LẠI NGÂN SÁCH NHÀ NƯỚC THÚC ĐẨY PHÁT TRIỂN KINH TẾ NHANH, BỀN VỮNG
Phạm Ngọc Dũng – Phạm Ngọc Thạch ... 811 89. XU HƯỚNG PHÁT TRIỂN KINH TẾ XANH TRÊN THẾ GIỚI VÀ THỰC TIỄN Ở VIỆT NAM
Đặng Thị Thu Giang ... 819 90. KIỂM SOÁT CHUYỂN GIÁ CỦA DOANH NGHIỆP FDI Ở VIỆT NAM
Trần Thị Thanh Hà – Lâm Thị Thanh Huyền ... 829 91. ĐỘNG LỰC VÀ ÁP LỰC PHÁT TRIỂN KINH TẾ BỀN VỮNG NĂM 2018
Phạm Thái Hà ... 836 92. BÀN VỀ HẠN CHẾ CỦA BÁO CÁO TÀI CHÍNH: NGHIÊN CỨU TRƯỜNG HỢP BÁO CÁO TÍCH HỢP
Nguyễn Thị Thu Hằng - Hoàng Thu Hiền... 843 93. CẤU TRÚC THUẾ VIỆT NAM TRONG QUÁ TRÌNH HỘI NHẬP KINH TẾ
Trần Xuân Hằng , Nguyễn Thị Kim Chi ... 849 94. KẾ TOÁN MÔI TRƯỜNG TẠI CÁC DOANH NGHIỆP VIỆT NAM HIỆN NAY – CÔNG CỤ ĐẢM BẢO SỰ PHÁT TRIỂN
BỀN VỮNG CỦA XÃ HỘI
Đỗ Thị Thu Hằng ... 858 95. KIỂM TOÁN TRÁCH NHIỆM KINH TẾ ĐỐI VỚI CÁN BỘ QUẢN LÝ DO KIỂM TOÁN NHÀ NƯỚC VIỆT NAM THỰC HIỆN
Hoàng Thanh Hạnh - Phạm Tiến Dũng ... 863 96. NGHIÊN CỨU THỰC TRẠNG SẢN XUẤT- CHẾ BIẾN- TIÊU THỤ NÔNG SẢN THEO CHUỖI GIÁ TRỊ
Ở VIỆT NAM NHẰM PHÁT TRIỂN BỀN VỮNG
Hoàng Thanh Hạnh - Mai Thị Bích Ngọc - Bùi Thị Hằng - Lê Thị Yến Oanh ... 874
97. MỘT SỐ GIẢI PHÁP THÚC ĐẨY TĂNG TRƯỞNG KINH TẾ TẠO NGUỒN LỰC THỰC HIỆN GIẢM NGHÈO BỀN VỮNG
Hoàng Thanh Hạnh - Bùi Xuân Hoá ... 886 98. VẬN DỤNG KẾ TOÁN QUẢN TRỊ TRONG DOANH NGHIỆP: CÁC NHÂN TỐ TÁC ĐỘNG VÀ ẢNH HƯỞNG ĐẾN HIỆU QUẢ KINH DOANH
Nguyễn Thu Hiền ... 892 99. CẢI CÁCH THUẾ THEO HƯỚNG BỀN VỮNG Ở CÁC NƯỚC VÀ KHUYẾN NGHỊ VỚI VIỆT NAM
Vương Thị Thu Hiền ... 910 100. THÚC ĐẨY THỰC HIỆN CƠ CHẾ MỘT CỬA QUỐC GIA – ĐÁP ỨNG KỲ VỌNG CỦA CỘNG ĐỒNG DOANH NGHIỆP
Nguyễn Thị Minh Hòa - Thái Bùi Hải An ... 920 101. ĐỔI MỚI MÔ HÌNH TĂNG TRƯỞNG, CƠ CẤU LẠI NỀN KINH TẾ: HƯỚNG ĐI ĐÚNG CHO SỰ PHÁT TRIỂN BỀN VỮNG
Hoàng Xuân Hòa - Trịnh Mai Vân ... 927 102. PHÁT TRIỂN KINH TẾ XANH KINH NGHIỆM QUỐC TẾ VÀ BÀI HỌC ĐỐI VỚI VIỆT NAM
Đinh Thị Hòa ... 936 103. ĐỔI MỚI CƠ CẤU THU NGÂN SÁCH NHÀ NƯỚC Ở VIỆT NAM
Nguyễn Thị Thanh Hoài, Lý Phương Duyên, Nguyễn Trọng Thản, Chu Văn Hùng ... 946 104. NGHIÊN CỨU ẢNH HƯỞNG CỦA MỘT SỐ NHÂN TỐ TỚI MỨC ĐỘ TỰ CHỦ CỦA CÁC ĐƠN VỊ SỰ NGHIỆP CÔNG LẬP THUỘC
LĨNH VỰC GIÁO DỤC TRÊN ĐỊA BÀN TỈNH BẮC GIANG
Ngô Thanh Hoàng, Hy Thị Hải Yến, Ngô Thị Thùy Quyên, Nguyen Thuy Linh... 957 105. KIỂM TOÁN NỘI BỘ TRONG THỜI KỲ CÁCH MẠNG CÔNG NGHIỆP 4.0 CHO MỤC TIÊU PHÁT TRIỂN BỀN VỮNG TRONG ĐƠN VỊ
Phạm Tiến Hưng - Nguyễn Minh Châu - Nguyễn Thị Phương Thảo ... 967 106. DỊCH VỤ KẾ TOÁN, KIỂM TOÁN Ở VIỆT NAM TRƯỚC YÊU CẦU HỘI NHẬP
Ngô Thị Thu Hương ... 975 107. KẾ TOÁN MÔI TRƯỜNG TRONG CÁC DOANH NGHIỆP SẢN XUẤT VIỆT NAM: THỰC TRẠNG VÀ GIẢI PHÁP
Bùi Thị Thu Hương, Trần Anh Quang ... 982 108. NHU CẦU NHÂN LỰC VÀ ĐÀO TẠO CỦA NGÀNH DU LỊCH VIỆT NAM
Nguyễn Thị Thu Hương ... 991 109. TRIẾT LÝ KAIZEN VÀ CÔNG CỤ 5S TRONG QUẢN TRỊ SẢN XUẤT NHẰM
NÂNG CAO NĂNG LỰC CẠNH TRANH CHO DOANH NGHIỆP NHỎ VÀ VỪA
Nguyền Thị Mai Hương ... 1002 110. GIẢI PHÁP PHÁT TRIỂN BỀN VỮNG CÁC KHU KINH TẾ - KHU CÔNG NGHIỆP CỦA VIỆT NAM
Võ Thị Vân Khánh ... 1009 111. NGHIÊN CỨU TỔNG QUAN VỀ HỆ THỐNG BÁO CÁO KẾ TOÁN TRONG DOANH NGHIỆP
Hoàng Thị Mai Lan ... 1016 112. LÀM GÌ ĐỂ TĂNG NĂNG SUẤT LAO ĐỘNG CỦA VIỆT NAM HIỆN NAY?
Nguyễn Thị Lan - Vũ Thị Vinh ... 1026 113. CÔNG BẰNG PHÂN PHỐI THÔNG QUA PHÂN BỔ NGUỒN LỰC TÀI CHÍNH
PHÁT TRIỂN CƠ CẤU VÙNG KINH TẾ TẠI VIỆT NAM
Phạm Quỳnh Mai - Lưu Huyền Trang ... 1032 114. ĐIỀU CHỈNH THUẾ ĐỂ PHÁT TRIỂN BỀN VỮNG TRONG XU THẾ HỘI NHẬP
Nguyễn Thị Việt Nga ... 1041
115. PHÁT TRIỂN DU LỊCH BỀN VỮNG QUẦN THỂ DANH THẮNG TRÀNG AN TỈNH NINH BÌNH
Phạm Văn Nghĩa - Đồng Thị Hà ... 1048 116. MỘT SỐ GIẢI PHÁP CHỦ YẾU PHÁT TRIỂN BỀN VỮNG THỊ TRƯỜNG LAO ĐỘNG Ở KHU VỰC NÔNG THÔN VIỆT NAM
Lê Thị Hồng Nhung - Nguyễn Quốc Việt ... 1061 117. ĐỔI MỚI TƯ DUY VỀ CÁC THÀNH PHẦN KINH TẾ ĐỂ PHÁT TRIỂN BỀN VỮNG TRONG THỜI KỲ HỘI NHẬP
Nguyễn Minh Phong ... 1072 118. ĐIỂM NHẤN ĐỊNH HƯỚNG & CHÍNH SÁCH PHÁT TRIỂN BỀN VỮNG Ở VIỆT NAM
Nguyễn Minh Phong - Nguyễn Thị Ngát ... 1080 119. NHỮNG THÁCH THỨC ĐỐI VỚI SỰ PHÁT TRIỂN BỀN VỮNG CỦA DOANH NGHIỆP VIỆT NAM
VÀ GIẢI PHÁP KHẮC PHỤC
Nguyễn Văn Phúc - Nguyễn Xuân Điền ... 1093 120. TỪ KHỞI SỰ KINH DOANH ĐẾN DOANH NGHIỆP KHỞI NGHIỆP TẠI TỈNH AN GIANG
Nguyễn Minh Diễm Quỳnh ... 1106 121. NÂNG CAO NĂNG LỰC THU HÚT VÀ QUẢN LÝ VỐN ĐẦU TƯ GIÁN TIẾP NƯỚC NGOÀI ĐẢM BẢO
CHO PHÁT TRIỂN BỀN VỮNG THỊ TRƯỜNG CHỨNG KHOÁN VIỆT NAM
Hoàng Văn Quỳnh ... 1118 122. ĐẦU TƯ TRỰC TIẾP NƯỚC NGOÀI (FDI) VỚI VẤN ĐỀ TẠO VIỆC LÀM TẠI HƯNG YÊN
Đoàn Thị Thanh Tâm ... 1126 123. VẤN NẠN Ô NHIỄM MÔI TRƯỜNG Ở VIỆT NAM HIỆN NAY. THỰC TRẠNG, NGUYÊN NHÂN VÀ GIẢI PHÁP
GIẢM Ô NHIỄM MÔI TRƯỜNG BỀN VỮNG
Dương Đức Tâm...1135 124. BẤT CẬP TRONG THANH TOÁN KHÔNG DÙNG TIỀN MẶT VÀ MỘT SỐ GIẢI PHÁP ĐẨY MẠNH THANH TOÁN KHÔNG
DÙNG TIỀN MẶT Ở NÔNG THÔN VIỆTNAM TRONG THỜI KỲ CÁCH MẠNG 4.0
Nguyễn Xuân Thạch...1143 125. BÁO CÁO TÀI CHÍNH THEO GIÁ GỐC VÀ CON ĐƯỜNG DẪN TỚI KẾ TOÁN THEO GIÁ TRỊ HỢP LÝ
Đỗ Minh Thoa...1148 126. NHÌN LẠI BA THẬP KỶ THỰC HIỆN LUẬT ĐẦU TƯ NƯỚC NGOÀI
Phan Thị Thoa...1154 127. CÁCH MẠNG CÔNG NGHIỆP 4.0 VỚI VIỆC NÂNG CAO CHẤT LƯỢNG TÍN DỤNG NGÀNH NGÂN HÀNG
Nguyễn Thị Thu Thu...1164 128. GIẢI PHÁP HẠN CHẾ THOÁI VỐN ĐẦU TƯ TRỰC TIẾP NƯỚC NGOÀI TẠI VIỆT NAM TRONG GIAI ĐOẠN HIỆN NAY
Đào Duy Thuần- Cao Minh Hạnh ...1175 129. KINH NGHIỆM QUẢN LÝ RỦI RO TÍN DỤNG TRONG NỀN KINH TẾ HIỆN ĐẠI VÀ NĂM BÀI HỌC RÚT RA CHO VIỆT NAM
Đào Nguyên Thuận...1187 130. TÁC ĐỘNG CỦA VỐN ĐẦU TƯ TRỰC TIẾP NƯỚC NGOÀI TỚI HIỆU QUẢ KINH TẾ VIỆT NAM
Lương Thu Thủy...1193 131. CẢI CÁCH THỂ CHẾ VÀ CHÍNH SÁCH TRONG THU HÚT FDI TẠI VIỆT NAM
Nguyễn Hoàng Tiến - Lê Ngọc Diễm Hà...1199 132. PHÂN TÍCH SO SÁNH VAI TRÒ CỦA IMF VÀ WB ĐỐI VỚI NỀN KINH TẾ THẾ GIỚI
Nguyễn Hoàng Tiến - Kim Ngọc Châu...1206
133. VẤN ĐỀ AN NINH MẠNG TRONG PHÁT TRIỂN BỀN VỮNG
Nguyễn Trần Minh Trí...1214
134. KINH TẾ TUẦN HOÀN - TIẾP CẬN MỚI CHO CÁC DOANH NGHIỆP Trần Đức Trung...1221
135. NÂNG CAO NĂNG SUẤT LAO ĐỘNG NHÂN TỐ CỐT LÕI ĐỂ XÂY DỰNG NĂNG LỰC CẠNH TRANH Đàm Thanh Tú...1228
136. TĂNG CƯỜNG ÁP DỤNG FINTECH TRONG THÚC ĐẨY TÀI CHÍNH TOÀN DIỆN TẠI VIỆT NAM Chúc Anh Tú, Phạm Mai Hương, Nguyễn Đặng Phương Linh, Nguyễn Quang Minh, Nguyễn Tuấn Anh, Nguyễn Hiền Minh, Trương Thị Thu Hà...1235
137. TÁC ĐỘNG CỦA XUẤT KHẨU ĐẾN NĂNG SUẤT CÁC DOANH NGHIỆP TẠI VIỆT NAM Nguyên Ánh Tuyết- Nguyên Bình Minh...1253
138. KHẢ NĂNG TỰ TÀI TRỢ VÀ HUY ĐỘNG VỐN NỢ ĐẾN NĂNG LỰC TÀI CHÍNH CỦA DOANH NGHIỆP XÂY DỰNG NIÊM YẾT VIỆT NAM Nguyễn Thị Tuyết...1266
139. ĐẦU TƯ THEO HÌNH THỨC BT - NHỮNG RỦI RO TIỀM ẨN CHO NỀN KINH TẾ VÀ YÊU CẦU ĐỐI VỚI KIỂM TOÁN NHÀ NƯỚC Nguyễn Hữu Hiểu...1270
THE STEERING COMMITTEE OF SEDBM INTERNATIONAL CONFERENCE 2018 ...1270
THE ORGANIZING COMMITTEE OF SEDBM INTERNATIONAL CONFERENCE 2018 ...1272
THE EDITORIAL BOARD OF SEDBM INTERNATIONAL CONFERENCE 2018 ...1273
THE SCIENTIFIC REVIEWER COMMITTEE OF SEDBM INTERNATIONAL CONFERENCE 2018 ...1275
PHÁT TRIỂN KINH TẾ VÀ KINH DOANH BỀN VỮNG TRONG ĐIỀU KIỆN TOÀN CẦU HÓA (SEDBM2018)
Chúng ta đang sống trong những thập kỷ đầu của thế kỷ XXI với 3 đặc trưng nổi bật: (i) phát triển bền vững đã trở thành chiến lược phát triển của toàn thế giới; (ii) hội nhập và toàn cầu hóa và (iii) biến đổi khí hậu đã trở thành thách thức lớn nhất cho toàn nhân loại trong thế kỷ XXI. Phát triển kinh tế bền vững là mục tiêu hướng tới của nhiều quốc gia. Tính bền vững về kinh tế được thể hiện trên các khía cạnh: sự gia tăng quy mô kinh tế, tăng trưởng kinh tế, chuyển dịch cơ cấu kinh tế theo hướng tiến bộ và bình đẳng về cơ hội tham gia cũng như hưởng thụ thành quả của quá trình phát triển. Toàn cầu hóa không chỉ là một tiến trình kinh tế mà còn là sự phản ánh những khát vọng vươn xa, những mưu cầu hạnh phúc và chinh phục thử thách của loài người.
Với trên 150 Hiệp định thương mại tự do (FTA) và khu vực, chiếm 58% tổng số Hiệp định của thế giới, châu Á đang đi đầu về hợp tác, hội nhập quốc tế. Bên cạnh đó sự phát triển kinh tế và công nghệ quá nhanh trong khi năng lực quản trị ở cả cấp độ toàn cầu và quốc gia chưa kịp thích ứng, các tiến bộ về công nghệ sinh học, trí tuệ nhân tạo, điện toán đám mây…đòi hỏi các quốc gia không chỉ đổi mới mà phải sáng tạo những mô hình kinh doanh hoàn toàn mới. Tác động của toàn cầu hóa và hội nhập quốc tế làm cho thế giới đương đại đang có những chuyển biến, tác động sâu sắc trên nhiều lĩnh vực của đời sống kinh tế - xã hội của nhân loại. Hiện nay, Việt Nam tham gia đàm phán và ký kết khoảng 17 Hiệp định thương mại tự do, song phương và đa phương.
Việc tham gia các FTA đã tạo ra nhiều cơ hội nhưng cũng không ít các thách thức cho Việt Nam trong quá trình phát triển kinh tế - xã hội. Để tận dụng cơ hội và vượt qua thách thức Đảng và chính phủ Việt Nam đã xác định rõ phát triển bền vững là mục tiêu bao trùm trong chiến lược phát triển kinh tế - xã hội đất nước, không chỉ là nhiệm vụ của một bộ, ngành, một lĩnh vực, địa phương, không chỉ là vấn đề kinh tế, chất lượng tăng trưởng mà bao gồm các vấn đề xã hội, môi trường, văn hóa, con người. Để đưa nền kinh tế phát triển thịnh vượng đi đôi với bền vững môi trường và hòa nhập xã hội trong thời gian tới, Việt Nam cần phải tiếp tục: đổi mới mô hình tăng trưởng kinh tế theo hướng chuyển nền kinh tế phát triển theo chiều rộng sang chiều sâu; nâng cao chất lượng, hiệu quả và sức cạnh tranh của nền kinh tế; phát triển nhanh, bền vững; sử dụng tốt các nguồn lực để thúc đẩy tăng trưởng kinh tế bền vững; tạo lập môi trường cạnh tranh bình đẳng; đổi mới và hoàn thiện hệ thống chính sách kinh tế, bảo vệ môi trường và đảm bảo công bằng xã hội; nâng cao chất lượng nguồn nhân lực; tăng cường hội nhập quốc tế; tận dung cơ hội tốt cơ hội từ các FTA và cách mạng 4.0 mang lại…
Hội thảo SEDBM 2018 đã nhận được 163 bài viết và lựa chọn, biên tập được 135 bài viết để đăng trong Kỷ yếu Hội thảo. Các bài viết này đã được các nhà khoa học và Ban biên tập của Hội thảo phản biện và chọn lựa. Các bài viết tham gia Hội thảo SEDBM 2018 có chất lượng, đa dạng về chủ đề nghiên cứu, được thực hiện cả bằng tiếng Việt và tiếng Anh. Những bài viết được chọn tham dự Hội thảo đều có giá trị không chỉ đứng từ góc độ lý luận mà cả từ góc độ thực tiễn về phát triển kinh tế bền vững trong điều kiện toàn cầu hóa. Nội dung các bài viết công bố kết quả nghiên cứu được chia thành ba nhóm chính, cụ thể như sau:
- Về Kinh tế, quản trị kinh doanh: với chủ đề này, các bài nghiên cứu đã tập trung vào các nội dung như phát triển chuỗi giá trị, phát triển kinh tế xanh, thực hiện công bằng trong phân phối nguồn lực tài chính, xây dựng mô hình phát triển bền vững, năng suất lao động và khả năng cạnh tranh, chiến lược marketing;
- Về Tài chính: ở nội dung này, các bài nghiên cứu đã đề cập đến nhiều vấn đề như tái cấu trúc và phát triển bền vững tài chính công, các quyết định tài chính doanh nghiệp nhằm phát triển doanh nghiệp bền vững, thị trường chứng khoán, hệ thống pháp luật thuế, chuyển giá và tự do hoá tài chính;
- Về Kế toán kiểm toán: các bài nghiên cứu tập trung vào kế toán môi trường nhằm đảm bảo sự phát triển bền vững xã hội, xu hướng kế toán kiểm toán trong bối cảnh cuộc cách mạng công nghiệp 4.0, kế toán trách nhiệm xã hội, mức độ công bố thông tin trách nhiệm xã hội của doanh nghiệp.
Hội thảo SEDBM 2018 tập trung thảo luận về phát triển kinh tế và kinh doanh bền vững trong điều kiện toàn cầu hóa để nhìn nhận rõ cơ hội và thách thức. Học viện Tài chính và Ban Tổ chức Hội thảo trân trọng cảm ơn quý vị đại biểu, các vị khách quý và các nhà khoa học đến từ các trường đại học, viện nghiên cứu, các đơn vị trong nước và quốc tế đã nhiệt tình tham gia và đóng góp vào sự thành công của Hội thảo.
Trân trọng cảm ơn sự quan tâm và phối hợp chặt chẽ trong công tác tổ chức của Ban Lãnh đạo trường đại học Greenwich – vương quốc Anh, các đơn vị, cơ quan Bộ/ngành có liên quan đã đóng góp vào sự thành công của Hội thảo lần này. Hội thảo sẽ là nơi để các nhà khoa học trong và ngoài nước trao đổi về học thuật cũng như kinh nghiệm nghiên cứu và giao lưu, hợp tác trong nghiên cứu khoa học, chuyển giao công nghệ.
Học viện Tài chính và Ban Tổ chức Hội thảo kính chúc quý vị đại biểu, quý nhà khoa học sức khỏe, hạnh phúc và thành công! Kính chúc Hội thảo thành công tốt đẹp!
STARTUPS IN VIETNAM
Ngo Phuong Anh* - Nguyen Thu Huyen**1
ABSTRACT: This research represents the consequence of building brand communication in sustainable economic development for organic startup companies in Vietnam. The study first considered the impact of brand communication strategy and activities on sustainable development for businesses, therefore, startups. The objective of the study is to analyze and evaluate the effectiveness and importance of brand communication strategy on the sustainable development of three organic startup companies in Vietnam:
Soya Garden, Biophap, and Organica, and finally provide some recommendations for other organic startup businesses in Vietnam.
Keywords: sustainable development, sustainable business development, organic, startup, brand communication, marketing activities
1. INTRODUCTION
Recently, “startup” - a newly formed company developing innovative products or services has brought an energetic and creative trend to the enterprise community in Vietnam. They are potentially promising as a motivation for strong economic growth and a prosperous society. Startup entrepreneurship is crucial for the economy of Vietnam because of innovations, new jobs and dynamic competitions they bring into the business environment. Vietnam’s ministries are currently working on new supported policies, investment tools to assist startup companies. There are about 3,000 startup businesses in Vietnam by April 2017 according to Echelon Magazine, Singapore.
Joining the sustainable development, organic products are also creating the phenomenon in the market.
Organic products startup companies are considered as the combination of two current leading revolutions.
The appearance of organic startups cultivates environmentally-friendly production and consumption and helps the society gradually pursue sustainable development. Among 3000 startup entities in Vietnam, there are only less than 100 startups which are officially certificated as “organic” by United States Department of Agriculture and EU Organic farming.
The propitiousness brought by organic startup businesses is undeniable but these companies meet with difficulties of expressing their values to the society. A survey by Nielson Vietnam shows that 86% of Vietnamese are willing to pay higher prices for environmentally-socially-friendly products and clean brand names but 70% are inaccessible to organic products. Therefore, on approaching sustainable development, organic startups have to regulate their green planning and production along with the management of their brand communication.
** Academy of Finance, 58 Le Van Hien Street, Hanoi, 1000, Vietnam, Nguyen Thu Huyen. Tel.: +84976040643.
E-mail address: huyennt.hnvn@gmail.com
2. IMPACT OF BRAND COMMUNICATION ON THE SUSTAINABLE DEVELOPMENT OF COMPANIES 2.1. About brand communication
2.1.1. Overview of brand
The most powerful brands are the most powerful assets. Developing brand equity is growing “the value of a brand, based on the extent to which it has high brand loyalty, name awareness, perceived quality, strong brand associations, and other assets such as patents, trademarks, and channel relationships” (Kotler, 2000, p. 470). Companies with strong brand equity can expect stable revenues as devoted consumers would go for a chosen brand rather than switch to a more profitable substitute.
Philip Kotler in his book Principles of Marketing defines brand as “a name, term, sign, symbol or design, or a combination of these, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors” (Kotler, 2000, p. 469). However, to date, the understanding of the concept of a “brand” has expanded to a certain extent and stands for more meaning than just the classical interpretation proposed by Philip Kotler.
A brand has broader meanings than just a memorable logo or a name, which are extracted from its brand core which contains the main idea of the brand. The brand core is referred to the set of values that a company wants to be associated with or the soul of a company, a great story that a company wants to tell to its audience, a position that differentiates a brand from its competitors. Generally, the core of a brand is a company’s essence described in several words and usually reflects the corporate values as well. The meanings of a brand are presented by at a four-level structure in the Principles of Marketing book and are the following: Attributes, Benefits, Values, and Personality (Kotler 2000, p.469).
• Under the first level meanings goes the parameter, which is mentioned as “Attributes” and is referred to specifications an offered product possesses. As consumers are seeking not specifically for the “attributes”
a company advertise its product with, but more of the benefits they can receive from it, a company must transfer these “attributes” into “functional and emotional benefits”.
• The third level of brand meaning comes the “Values”, which are the same as the corporate values such as “heritage, integrity, and nature”. At this level of brand meaning, the main task of a company is to propose the values that are corresponding to the values of its target audience.
• The last level of the brand meaning is “Personality”, which implies the ability of a brand to be presented as a person. When a person is willing to purchase a product, he or she is willing to obtain one that is same or similar to their personality.
All these complex levels of a brand prove that the perception of the brand as just a label or simply identification is improper. Additionally, these four levels are essential in brand building, each company can add more elements in order to differentiate themselves from their competitors and create more value for their consumers though. Nevertheless, it is important to understand the complexity of brand creation and its positioning on the market, meaning that a company should not choose one or two levels as an area of its focus, but rather perceive all its elements as a whole, building on the brand core and ending on its externalities.
Before building a brand, first and foremost, enterprises should be understood that a brand is one of the most important assets of a company, and its further progress depends on the constant communication of a brand essence, its integrity, value, and uniqueness.
2.1.2. About brand communication
Marketing communications are seen as brands’ ‘voice’ (Keller 2009) and are therefore perceived as a crucial strategic tool for building brands (Keller 1993; Naik and Raman 2003). Academics stress out that marketing communications contribute to a brand building if they are based on unique brand identity (Aaker and Joachimsthaler 2000; de Chernatony 1999).
Brands vary in power they exercise in the marketplace - because, ultimately, their power resides in the minds of consumers (Chernatony, 2006; Chernatony and Dall’Olmo Riley, 1998b; Kapferer, 2008). The power of a brand can thus be understood in terms of its position in the minds of customers: which brands do buyers have a degree of awareness recall, and recognition. Nowadays, marketing communications are believed to contribute to building high customer-based brand equity (Vakratsas and Ambler, 1999; Yoo, Donthu, and Lee, 2000). Pelsmacker et al (2004) state that, successful brands have to be different, it should be innovated, the brand should have some added value attached with it and it should have a long - term integrated communication support for the customers. It means that building strong brand communication is one of the most important things that one company should do if they want to communicate with their target customers. And, indeed, through communication, companies can mainly provide knowledge for the customer about their brand, their company. Quality, customer services can also come under communications as well as availability, price, and so on.
Brand communication tools give more freedom and information to customers to interact with each other and the marketers. Consumers were no longer act like receivers of messages sent by marketing agencies and companies through conventional media forms: customers who previously used to receive messages suddenly became active communicator (Patti & Schultz, 2009). They are created more opportunities to received different information in different ways such as Advertising, Sale promotion, Public relations and publicity, Events, and experiences, Direct Marketing, Personal selling.
• Advertising - Advertising can be used to create a long-term image for a product or generate quick sales. It offers opportunities for amplified expressiveness and is also pervasive, able to reach geographically dispersed buyers efficiently (Kotler and Keller, 2007). Certain forms of advertising, such as TV, newspaper, radio, professional and technical magazines, and so on.
• Sales promotion – Sales promotion tools - coupons, contests, premiums, offer three key benefits:
Communication - getting the attention that may lead the consumer to the product; Incentive - offering a concession or an inducement that gives value to the consumer; Invitation - including a distinct invitation to engage in the transaction. Sales promotion can be used for short-run effects such as dramatizing product offers and boosting sales. (Kotler and Keller, 2007)
• Public relations and publicity - According to Kotler and Keller (2007), the appeal of public relations and publicity is based on three qualities: High credibility - news stories and features are more authentic and credible than advertisements; Ability to catch buyers off guard - reaching prospects who prefer to avoid salespeople and advertisements; Dramatisation - the potential for dramatizing a company or product.
• Events and experiences - A well-chosen event or experience seen as highly relevant can get the consumer personally involved. Because events and experiences are live, consumers find them more actively engaging. Also, events are more of an indirect “soft sell.” (Kotler and Keller, 2007)
• Direct marketing - All forms of direct marketing - direct mail, telemarketing, Internet marketing - share three characteristics: Customised – to appeal to the addressed individual; Up-to-date - can be prepared very quickly; Interactive - can be changed depending on the person’s response.
• Personal selling - Personal selling is the most effective tool at later stages of the buying process, particularly in building up buyer preference, conviction, and action (Kotler and Keller, 2007).
2.2. Sustainable business development theory 2.2.1. Overview of sustainable development
The term, ‘sustainable development’, first appeared in the World Conservation Strategy composed by the United Nations Environment Programme (UNEP) and the International Union for the Conservation of Nature (IUCN) in 1980. Later in The Encyclopedia of the Environment (Eblen and Eblen, 1994), the description of
‘conservation’ concept, interpreted as ‘the management of human use of the biosphere so that it may yield the greatest sustainable benefit to present generations while maintaining its potential to meet the needs and aspirations of future generations’, emerged as an advanced terminology of ‘sustainable development’.
In 1987, the UN’s World Commission on Environment and Development delineated ‘sustainable development’ was the complex of action to alleviate poverty, safeguard the environment, and feed the world. The modern concept of sustainable development is derived mostly from the Brundtland Commission Report, Our Common Future, defined ‘sustainable development’ as ‘development that meets the needs of the present without compromising the ability of future generations to meet their own needs (WCED, 1987). This definition has been widely published and is accepted as authoritative. Sustainable development consisting of a long-term, integrated approach that is organized for assisting human development goals while at the same time maintaining the capability of natural systems with the natural resources and ecosystem services upon which the economy and society depend. The sustainable development goals are to balance our economic, environmental and social needs, allowing prosperity for now and future generations.
This is demonstrated by The limits to growth (Meadows et al, 1972) posit that economies will not be sustainable if natural resources are excessively used and if society continues to rely upon phenomena that drove growth in the past. Sustainable Economic Development enables nations to develop mutual benefit of regions for reducing poverty and generating sustainable and equitable economic growth worldwide, strengthening the economic productivity, innovation, and competitiveness by investing in their fundamental assets of people and place. Sustainable Economic Development brings together leaders from government, business, professional institutions, community groups, non-governmental organizations, and the communications media in from nations all over the developed and developing world without compromising the ability of future generations and also nature and environment.
2.2.2. Sustainability revolution
Sustainable Economic Development recognizes a green market is emerging, policies and procedures are exclusively constructed to assist the market in general and individual green businesses, sustainable production and consumption and sustainable marketing in particular.
Sustainable production is based on 3 key sources of strength: the economic, the environmental and social ones. Production activities can be assigned as sustainable production provided that they are economically efficient for businesses while avoiding affecting the environment and human health, minimizing the amount of waste and use of natural resources, energy, toxic substances. Sustainable production supports sustainable consumption, especially since every producer is also a consumer and every consumer can selecting the products, promote the green ones and the cycle continues. Sustainable production considers consumers’
wants, the company’s requirements, consumers’ long-term concern, environmental issues, and society’s
long-run interests. The optimal decisions of businesses are following the societal marketing concept. The dimensional concept of societal marketing is composed of social welfare, individual welfare, company profits (Kaplan, 2014).
Philip Kotler’s concept of societal marketing in a 1972 article “What Consumerism Means for Marketers” in the Harvard Business Review suggested that for the well-being of society, deficient products should be disposed of the market, pleasing and salutary products should undergo a product modification process before becoming desirable, by incorporating missing short-term benefits into salutary products and long-term benefits into pleasing products, and the ultimate goal of the businesses should be to develop desirable products rather than focusing on profit, which can be beneficial or detrimental for the consumers.
Societal marketing developed into sustainable marketing. Sustainable marketing requires businesses to include social, ethical and ecological considerations in product and market planning.
2.3. The development of organic companies
In recent decades, along with the sustainability revolution and consumers’ demanding of food safety and transparency, a new business model has been raising as the most noticeable trend to develop in the market which named “organic company”. They are entities that provide foods and personal care products with no use of chemical preservatives, genetically modified organisms and pesticides. Organic companies apply the societal marketing concept in a view of raising awareness of the environment and human health, stimulating sales and creating a reputation. According to United States Department of Agriculture, “organic” is a labeling term that indicates that the food or other agricultural product has been produced through approved methods.
These methods integrate cultural, biological, and mechanical practices that foster cycling of resources, promote ecological balance, and conserve biodiversity. Synthetic fertilizers, sewage sludge, irradiation, and genetic engineering may not be included in the process. All organic farms and food companies are inspected at least once a year and the standards for organic food are laid down in specific regulations.
2.4. Start - up companies
Startups as innovative companies are in the process of realizing business ideas to create a new kind of product, goods, or service or a new business model that no other companies have used.
2.4.1. Characteristics
• High growth potential – Startup business idea is based on shaky hypothesis, but the founders have clearly indicated the need on the market and if the execution works out as intended, the product or service has an impact on many potential customers. High growth is also potential is also related to quick implementation, meaning that the product or service can be launched quickly and brings massive traction at once.
• Scalability – Startup business model is build up so that the product or service can be offered in many different markets at once. There might be some customizations in the customer accusation model (e.g. customer support, languages, logistics, marketing activities), but in general, the global market can be tackled at the same time with the same core product or service.
• High risk – Startup idea is unique or different/better than the competitive solutions on the market in some cases. This makes the implementation uncertain and naturally quite risky. There are startup companies that are following the success stories of other companies (using the same business model, entering the same markets, having the similar product or service features). In this case, the traction takes longer but some risks connected with sales and marketing can be reduced as well.
• Lack of resources – Startup companies are always lacking the resources (mostly time and money) because their target market is large and the product development requires a lot of testing and redeployment.
The key is to find a correct balance between the development and implementation. The ultimate goal is to reach the revenue phase as quickly and cost-efficient as possible.
2.4.2. Challenges of startup companies
• Prior research on challenges of startups addresses a number of common challenges among different startups (Shepherd et al., 2000). However, there are some common challenges, most of the challenges are unique, and the extent to which they affect startups differs. Some of the main common challenges are as follows:
• Financial challenges - Finance is an integral part of the startup process. Any startup would face financial issues and problems for several reasons and in different stages (Colombo & Piva, 2008; Tanha et al., 2011; Salamzadeh, 2015 a, b; Salamzadeh et al., 2015) because product development requires a lot of testing and redeployment.
• Human resources - Startups normally start with one founder and/or some cofounders. As time goes by, the founder needs more experts to develop other processes of the company. Then, he/she has to negotiate with people, make team and finally hire employees. This process is so critical to succeed and if the founder lacks enough knowledge of the field, the startup might fail due to human resource management issues (Salamzadeh, 2015 a,b; Salamzadeh, 2014).
• Support mechanisms - There are a number of support mechanisms that play a significant role in the life cycle of startups. These support mechanisms include angel investors, hatcheries, incubators, science and technology parks, accelerators, small business development centers, venture capitals, etc. Lack of access to such support mechanisms increases the risk of failure (Salamzadeh, 2015 a, b).
• Environmental elements - Last but not least is the effect of environmental elements. Many startups fail due to lack of attention to environmental elements, such as the existing trends, limitations in the markets, legal issues, etc. While a supportive environment facilitates the success of startups, a maleficent one could result is the failure (Boeker, 1988). The environment for a startup is even more difficult and critical than for an established firm (Bruton & Rubanik, 2002; Van Gelderen et. al., 2005).
3. BRAND COMMUNICATION ACTIVITIES OF ORGANIC START UP COMPANIES IN VIETNAM 3.1. Development of organic startup companies in Vietnam
In recent years, startup companies have received a lot of attention from the government and the private sector. In Vietnam, there is not yet an official legal document that standardizes the concept of startup.
According to Echelon, Singapore - one of the largest online media startups in Southeast Asia, there were about 3,000 startup companies in Vietnam in April 2017, an increase of 67% compared to 2015.
Not except from the rest of the world, organic products and the increasing demand for them are also creating phenomenon in Vietnam. A report on the trend of organic food consumption in 2017 shows that 86% of Vietnamese consumers interviewed will choose local, natural and organic products when possible. However, Ministry of Agriculture declared that only 150 companies are received certifications by United States Department of Agriculture (United States Department of Agriculture) and US Department of Agriculture and the European Union (EU) for the organic products. However, the development of organic startup business cannot catch up with the rising number of demand.
3.2. Brand communication activities of notable organic start up companies in Vietnam
Organic agriculture is taking shape in Vietnam, numerous startups in this field desire to grow and satisfy the increasing demand. Although parts of consumers are interested in organic products, in fact, organic food does not have their place in the market. Their prices are twice as much due to the required advance technology and even consumers can not determine the difference between organic and normal products just by reading unreliable information on the label. Therefore, organic companies, especially startups need to improve brand communication to bring the real value and quality of organic products to society. Based on the list of companies certified as “organic” by United States Department of Agriculture (United States Department of Agriculture), we choose three Vietnamese organic food startup companies as a representative to examine brand communication activities and evaluate their effectiveness: Soya Garden, Organica, and Biophap.
3.2.1. Soya Garden
Soya Garden Joint Stock Company is one of the most popular startups in the domestic F&B market.
Established in April 2016, the concept of Soya Garden is focused on developing products derived from organic non-GMO (genetically modified organism) soybean. Originating from pure organic soybeans, the core values of Soya Garden are modern culinary trends, appreciating and enhancing the beauty, health, and experience of the customers. After 2 years of implementation, up to now, Soya Garden has 13 stores.
In December 2017, two founders of Soya Garden - Hoang Anh Tuan raised fund successfully on a startup reality show called Shark Tank Vietnam with a commitment of actually VND 20 billion and planned to open 70 stores in Southern cities of Vietnam. In the next five years, the brand desires to establish the habit of drinking soy milk and making this dessert become popular as coffee or tea.
At the beginning of the launch, Soya Garden had two main products: organic soymilk and bean curd (Singaporean soybean dessert). Soya Garden’s soy ingredients are certified organic by United States Department of Agriculture, non-genetically modified and the seeds are imported directly from Singapore.
So far, Soya Garden has expanded to other product categories based on customers’ interests, such as tea, smoothie coffee, Japanese milk tea, vitamins, etc. Especially with the concept “Everything from soya”, all drinks used milk are cleverly replaced by soy milk. For the most natural taste experience, products are produced in a “just in time” process and used only for the day and produced no more than 5 hours ago.
Product development team conducts regular research to build menus for every occasion in the year. 30-40%
of core products will still be retained, other products will change according to trend or season.
3.2.2. Organica Investment Joint Stock Company
Organica Investment Joint Stock Company is an organic foods development and distribution system established with the goal of helping Vietnamese consumers to live a healthier life by consuming clean, organic and non-genetically modified foods. In 2015, after many efforts of self-development and production, Organica’s farm in Long Thanh, Dong Nai Province, Vietnam has been certified organic by the US Department of Agriculture and the European Union (EU), became the first organic tropical vegetable farm in Vietnam. After that, in 2017, Ba Vi Organica garden was appraised to meet the American and European organic standards. In addition to self-managed organic farms, Organica is also supporting and associating with farmers in many localities, especially remote communities, ethnic minorities and other vulnerable subjects in society to cultivate by organic and natural methods to reach a better life.
Organica has nearly 1,000 organic certified products including fresh foods (fruits, vegetables, meat, seafood), dairy products, dried foods, organic spices, organic cosmetics, home care products, personal
care products made from cotton. All products from this company either self-produced or imported are vouched by international agriculture organizations and institutions, namely Control Union Certification from United States Department of Agriculture for handling products, EU Organic farming for fresh fruits and vegetables, Japanese Agriculture Standards Certification and Australian Certificated Organic for dried products. Organica uses Trace verified, the only electronic traceability service in Vietnam, with the expectation of transparency and commitment to organic farming with consumers.
3.2.3. Biophap
Biophap was founded in 2015 by two French experts in organic agriculture and Tyna Giang - a young Vietnamese woman living abroad, willing to use her entrepreneurship to initiate, share and expand what she believes in the most, organic and sustainable agriculture. In 2016, Biophap has succeeded in initiating 5 farms of 50 ha and more than 300 biodiversity varieties, planting more than 23,642 trees while preserving ecosystem of Central Highlands, in other words, it means agroforestry. Biophap gets help from the Bahnar (an ethnic minority in Vietnam) in all of Biophap projects with local authority support. The first project of Biophap with the Bahnar is the production of more than a ton of turmeric powder, issued from organic agriculture, planted and harvested by hands.
Biophap is certified by three major labels, Agriculture Biologique (AB EU), United States Department of Agriculture (United States Department of Agriculture) - [ECO] EcoCert S.A. for turmeric crops and handlings and Japanese Agriculture Standard Japanese (JAS JP). The business has three main types of products: Fresh fruit including sideless lime, king mandarin, caracara orange, pink pomelo; Spices including turmeric powder, ginger powder, black pepper powder and Herbs (Goji berries, verain, jiaogulan, rosemary).
By respecting the strictest standards of organic farming, Biophap use exclusively natural substances in our production. Biophap’s products are 100% natural, nutritious and healthy because they plant their product by natural organic fertilizers. Besides, pesticides and herbicides are prohibited to use for the products.
3.3. Evaluation of brand communication activities 3.3.1. Soya Garden
Soya Garden’s main customers are white-collar women, aged 22-23 years and aware of health issues.
The company claimed that guests are willing to pay from VND 30,000 - VND 40,000 for a product from Soya’s soy milk while a cup of fresh soy milk in a local market or processed soy milk only costs a quarter of Soya’s price.
• Advertising
One of the most successful marketing methods used by Soya Garden is the appearance in Shark Tank season 1 on VTV3 to call for investment capital. After the show, the company received more than VND 20 billion and opened five new stores with large space and favorable location. Soya Garden has succeeded in attracting customers’ attention from the day they showed up on nation channel to introduce their company and organic products. Many people start to find for Soya Garden’s product information. The brand has become a topical issue and continuously appeared on articles. The result shows Soya Garden had taken full advantage of television to promote its brand. The Internet is used as a crucial marketing tool for companies, especially startup companies to introduce their brand and products. Soya Garden promotes marketing activities by creating their own website and fan page on Facebook. Besides, they created a Facebook fan page with a view to update stores’ daily activities, promotion, survey and study about customers’ interest.
