THE 7ps MARKETING MIX OF VIETJET AIR

THE FINANCIAL
UNIVERSITY OF FINANCE – MARKETING
------ oOo------

THE 7Ps MARKETING MIX OF VIETJET AIR
Branch of learning: Marketing
Class: CLC_19DMA12
Course code: 2021702052712

Student’s name:
Nguyễn Duy Tân – 1921002948
Trương Minh Mẫn – 1921000917
Phan Gia Cát Tường – 1921003892
Nguyễn Nhựt Hải Long – 1921004477
Nguyễn Thành Được - 1921005399

Hồ Chí Minh City, 15 July, 2021

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TABLE OF CONTENT
LIST OF TABLES ...................................................................................................................
LIST OF PICTURES...............................................................................................................
CHAPTER 1: INTRODUCTION...........................................................................................
1.1.

OVERVIEW .....................................................................

1.1.1. Reasons for choosing the topic ..............................................................................
1.1.2.

Objectives of the study.......

1.1.3.

Research subjects ...............

1.1.4.

Research scope ...................

1.1.5.

Research Methods ...............

1.1.6

Structure of topic ................

1.2. OVERVIEW OF VIETJET AIRLINES JOINT STOCK COMPANY ...............
1.2.1

About VJA ...........................

1.2.2

Vision and mission .............

1.2.3 Goals and Core values ............................................................................................
1.2.4

Operational scale ..................

CHAPTER 2: MARKET ANALYSIS OF AVIATION INDUSTRY AND
COMPETITORS: ....................................................................................................................
Overview of the world Aviation Industry and the Domestic Aviation market: .................
2.1

MACRO ENVIRONMENT :...........................................

2.1.1

Economic environment ......

2.2.2

Technology environment ...

2.2.3

Political - legal environmen

2.2.4

Socio-cultural environment

2.2.5

Natural environment ...........
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2.2

MICRO ENVIRONMENT: ..................................................

2.2.1

Finance ...........

2.2.3

Customers .....

2.2.4

Media ..............

2.2.5

Employees .....

2.2.6

Shareholders .

2.3

COMPETITOR....................................................................

2.3.1

Direct Compet

2.3.2

Potential Comp

CHAPTER 3: TARGET CUSTOMERS AND POSITIONING STRATEGIES .............
3.1 TARGET CUSTOMERS AND POSITIONING STRATEGIES .......................
3.1.1

Target custome

3.1.2.1. Customers' perception of using Vietjet Air's services: ..................................
3.1.2.2. Customers searching for information about Vietjet Air's services: .............
3.1.2.3. Customer reviews of other options or alternatives: .......................................
3.1.2.4 . Customers' experiences when using Vietjet Air's services: .........................
3.1.2.5. Feedback from customers after using Vietjet Air's services: .......................
3.2 POSITIONING STRATEGY OF VIETJET AIR: ..............................................
3.2.1

Positioning dis

3.2.2

Developing an

3.2.2.1

Market analys

3.2.2.2 Internal corporate analysis: ..............................................................................
3.2.2.3 Competitor analysis: ..........................................................................................
3.2.3

Using position

3.2.3.1

Marketing Stra

3.2.3.2

Customers' pe
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CHAPTER 4: MARKETING MIX STRATEGIES.......................................................
4.1. PRODUCT STRATEGY............................................................................................
4.1.1. What is product strategy? ...................................................................................
4.1.2. Product portfolio ..................................................................................................
4.1.3. Product strategy analysis ....................................................................................
4.1.3.1. Core product......................................................................................................
4.1.3.2. Supplementary services. ...................................................................................

4.1.4. Evaluate VJA's product strategy ........................................................................
4.1.5. Solution to complete the company's product strategy ......................................
4.2. PRICING STRATEGY ..............................................................................................
4.2.1. Definiton of price..................................................................................................
4.2.2. VJA’s Pricing Strategies......................................................................................
4.2.2.1. Cost-Based Pricing ............................................................................................
4.2.2.2. Value-Based Pricing..........................................................................................
4.2.2.3. Competition-Based Pricing ..............................................................................
4.2.4. The solution to complete the company's pricing strategy ................................
4.3.1 Definition ..........................................................................................................
4.3.2. VJA’s Distribution of Supplementary and Core Services................................
4.3.3. VJA’s Distribution Strategies .............................................................................
4.3.2.1. Indirect Distribution .........................................................................................
4.3.2.2. Direct Distribution ............................................................................................
4.3.3. VJA’s Place Decisions of Service Delivery.........................................................
4.3.3. VJA’s Delivering Services in Cyberspace ..........................................................
4.3.3. Đánh giá Distribution strategy của VJA (Ưu, nhược điểm) ............................
4.3.4. Giải pháp hoàn thiện Distribution strategy của công ty ..................................
4.4.1 What is a Promotion Strategy? .......................................................................
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4.4.2

Actual situation of promotion

4.4.2.1. Advertisement ...................................................................................................

4.4.2.2. Promotions .........................................................................................................
4.4.2.3. Public relations ..................................................................................................
4.4.2.4

Personal selling ....................

4.4.2.5

Direct Marketing ..................

4.4.3

Evaluate VJA's promotion ac

4.4.4. Complete solution for promotion activities .......................................................
4.5.1

Definition: ..............................

4.5.1.1

Processes: ............................

4.5.1.2 Flowcharting customer processes:....................................................................
4.5.2

Processes in Vietjet: ................................................

4.5.2.1 Vietjet’s booking and payment process: ..........................................................
4.5.2.2 Vietjet’s air ticket refund process: ...................................................................

4.5.2.3 Vietjet's complaint and compensation process: ..............................................
4.5.2.4 Vietjet’s maintenance process: ........................................................................
4.5.3.2 Propose solutions for Vietjet: ............................................................................
4.6 PHYSICAL EVIDENCE MANAGEMENT .............................................................
4.6.1

Definition of evidence .............................................

4.6.3

Physical evidence assessment of Vietjet Air .........

4.6.4

Solutions and proposals for Vietjet Air company

4.7 PEOPLE........................................................................................................................
4.7.1

Service employees....................................................

4.7.1.1 Service employees are crucially important ......................................................
4.7.1.2 Service employees as a source of Customer Loyalty and Competitive
Advantage .......................................................................................................................
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4.7.2. Human Resource........................................................................................... 56
4.7.3. Customer services........................................................................................ 57
4.7.4. Problems and suggestions for future..................................................... 58
4.7.5 Pros and Cons of People’s Strategy.............................................................. 59
4.7.6. Solutions and proposals for Vietjet Air company...............................60
CHAPTER 5:

SUMMARY............................................................................................... 61

DOCUMENTATION.............................................................................................................. 63

LIST OF TABLES
Table 1: Structure of the company's shareholders as of January 4th, 2021 ..........9
Table 2: List of Board of Directors.................................................................................. 12
Table 3: The service of each levels of price.................................................................. 28
Table 4: table of ticket prices of VietJet Air compared to Vietnam Airlines, Pacific Airlines

from Ho Chi Minh city to some provinces..................................................................... 30

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LIST OF PICTURES
Picture 1: Life of cycle cost analysis.............................................................................. 19
Picture 2: Scale and the level flight route coverage....................................................20
Picture 3: Staff and aircraft of VJA.................................................................................21
Picture 4: Positioning map 1............................................................................................ 21
Picture 5: Positioning map 2............................................................................................ 22

Picture 6: “Hunting 0-VND tickets to fly around VietNam Campaign” ....................31
Picture 7: 77% discount program forr passengers...................................................... 32
Picture 8: Minh Tu and Celine Farach in VJA’s calenndar in 2018........................... 41
Picture 9: VJA’s promotion on VietNam Teacher’s day.............................................42
Picture 10: VJA for bikini model to welcome U23 VietNam caused a lot of controversy . . .43

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CHAPTER 1: INTRODUCTION
1.1. OVERVIEW
1.1.1. Reasons for choosing the topic
The aviation market is now more interested than ever. Because life is more and more
modern, people's needs are increasing. From old bicycles, to motorbikes, to cars. People's
means of transportation are getting more modern over the years. Moving between faraway
places is no longer something that makes us think twice. No need to say much or discuss
deeply, there is one thing that everyone must admit that traveling by air will be much more
convenient than other types of means. Although the cost is much higher, flying gives us
commensurate benefits. First of all, the issue of time, traveling by "birds of flight" helps us
save a lot of time. And thanks to that, our time will be longer, longer, and we can do more of
our plans. Besides, health issues are also very important, instead of having to sit for hours
on end tired in cars and trains, we can sit comfortably on airplanes in a much shorter time.

Along with the growth rate of the economy, the aviation market also develops
in a proportional manner. According to IATA data, Vietnam's aviation market has the
third fastest growth rate in the world with an average rate of 16.6% per year in the
period 2001-2014. IATA also forecasts that Vietnam will be the fifth fastest growing
aviation market in the world, reaching 150 million passengers by 2035. Vietnam's

aviation industry is also the fastest growing industry in Southeast Asia.
It can be said that the success of the aviation market that Vietnam has cannot fail to
mention the names Vietjet Air, Vietnam Airlines, Bamboo, etc. Among them, Vietjet is the
name that is making waves when it was born. but both growth and revenue are outstanding.
According to the announcement of the 2020 financial report, Vietjet announced a profit of 70
billion dong, while Vietnam Airlines lost more than 11,000 billion dong.
Realize the resounding success of VJA and the importance that the Marketing Mix
strategy contributes to that success. We decided to choose the topic: "Marketing Mix
Strategy of Vietjet Aviation Joint Stock Company" as our research topic.

1.1.2. Objectives of the study
-

Learn about Marketing Mix activities of Vietjet Aviation Joint Stock Company

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-

Analyzing the current situation of VJA's Marketing Mix

-

Analyze the business environment of VJA to see strengths, weaknesses, opportunities

and threats. And from there, propose measures to improve VJA's Marketing Mix strategy..

1.1.3. Research subjects
Marketing Mix Strategy of Vietjet Aviation Joint Stock Company

1.1.4. Research scope
-

Time range: 2017 – 2021

-

Scope of space: in Vietnam

1.1.5. Research Methods
-

Collect secondary data and business results of VJA in recent years.

-

Collect data and information from newspapers, TV, Internet, ...

Using analytical methods, comparing data between years to come up with
VJA's performance results.

1.1.6 Structure of topic
CHAPTER 1: INTRODUCTION
CHAPTER 2: MARKET ANALYSIS OF AVIATION INDUSTRY AND
COMPETITORS:
CHAPTER 3: TARGET CUSTOMERS AND POSITIONING STRATEGIES
CHAPTER 4: MARKETING MIX STRATEGIES
CHAPTER 5: SUMMARY
1.2. OVERVIEW OF VIETJET AIRLINES JOINT STOCK COMPANY

1.2.1 About VJA
VietJet's full name is VietJet Aviation Joint Stock Company.
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This is Vietnam's first private airline. Not only air transportation, Vietjet also provides
consumer demand for goods and services through e-commerce technology applications.

Currently, Vietjet Air is an official member of the International Air Transport
Association (IATA) with the Operational Safety Certificate (IOSA).
Currently, Vietjet is operating 80 A320 and A321 aircraft, carrying out more
than 385 flights per day, transporting more than 65 million passengers.
This airline currently has 105 routes covering destinations in Vietnam and a number of
international routes such as Japan, Hong Kong, Singapore, Korea, Taiwan, etc. In the future,
Vietjet Air will open more routes. flies throughout the Asia-Pacific region.

Vietjet's headquarters in Hanoi, address: Van Phuc Diplomatic Corps, Ngoc
Khanh ward, Ba Dinh district.
In Ho Chi Minh City, the head office is at 260 Ung Van Khiem, Binh Thanh
District. In addition, the company's hotline number is 1900.1796 (support 24/7)..

1.2.2 Vision and mission
Vision:
To become a multinational airline corporation, with a wide network of flights throughout the
region and the world, developing not only aviation services but also providing consumer goods
on an e-commerce platform, a brand that is loved by customers. love and trust.

Mission:

-

Exploiting and strongly developing domestic, regional and international routes

-

Bringing a breakthrough in aviation services

Make air service a popular means of transportation in Vietnam and
internationally
-

Bringing joy and satisfaction to customers with outstanding, luxurious

service and friendly smiles.

1.2.3 Goals and Core values
Goals:
Creating a new historical milestone for the aviation industry, making Vietjet a "made
in Vietnam" global airline.
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Core Values: Safe – Fun – Cheap – On time

1.2.4 Operational scale
VJA operates more than 385 flights per day and has carried more than 65 million

passengers, with 105 routes covering destinations in Vietnam and international routes to
Japan, Hong Kong, Singapore, Korea, Taiwan, China, Thailand, Myanmar, Malaysia,
Cambodia, etc. Vietjet plans to develop a wide flight network throughout the Asia-Pacific
region, is studying to continue expanding routes in the region and has signed contracts to
purchase new and modern aircraft with major aircraft manufacturers in the world.

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CHAPTER 2: MARKET ANALYSIS OF AVIATION
INDUSTRY AND COMPETITORS:

Overview of the world Aviation Industry and the Domestic
Aviation market:
Currently, airlines are still struggling to maintain operations, partly thanks to the resources
of businesses, partly thanks to financial support from the government. However, according to the
assessment of organizations, with strong vaccine programs in countries and gradually loosening
policies to open up internationally, it is expected that aviation activities will gradually become
bustling and recover from the beginning of 2022. The number of passengers transported dropped
sharply due to flight restrictions and social distancing, causing international and domestic routes
to be suspended. The airline market also faces difficulties when tourism demand is low, leading
to a decline in passenger arrivals. After recording a sharp decline of 86.5% and 87.7% in April
and May respectively due to the outbreak of the disease, the market recorded a gradual recovery
in the following months thanks to the stimulus policies. during the tourist season, which mainly
serves domestic tourists. For the whole year 2020, the number of passengers transported
reached 34.8 million passengers, down 61%; in which international visitors reached more than 3
million visitors, down 79% and domestic tourists reached 31.7 million visitors, down 25%, a
decrease much less than the world average.

In Vietnam, with the best anti-epidemic record in the region and a country
with the advantage of 22 airports, it is expected that Vietnamese airlines will
gradually recover, and are expected to open international routes in the fourth quarter
of 2021 and start to recover gradually in 2022.

2.1

MACRO ENVIRONMENT :

2.1.1 Economic environment
Vietnam's economy in recent years has made great progress, with an annual growth rate
of 7% to 8.6%, per capita income has increased significantly. Vietnam's economy is changing its
face, infrastructure is being upgraded, investment is increasing. With the rapid development

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of the economy, human needs also increase, including the need for travel. People
with high incomes have an increasing need for air travel.
Vietnam's economy has achieved quite high growth. Besides, GDP per capita also
increased by more than 40%, from 1,532 USD/person in 2017 to 2,171 USD/person in
2020. Socio-economic situation Our society has made positive changes in the right
direction, and the macro-economy has become more and more stable. These issues will
create favorable conditions for the development of aviation transport.
In the coming years, it is forecast that the world economy will continue to grow at an
average rate of 3.5% in the period 2015-2020; The world tourism market will increase by an
average of 3.6%/year. In 2015, there are nearly 1.18 billion foreign tourists, up 4.4% over

the previous year. This is a very important premise for international and regional aviation to
have strong growth and development conditions, including the aviation market.

2.2.2 Technology environment
The change in technology has had the most direct and strongest impact on the
business of the aviation industry. It not only ensures safe flights, but also involves
many other activities in the air transport business. The first is aircraft manufacturing
technology. This is the most important factor in the success of airlines. The
production of safe, good quality, fuel efficient, business efficient aircraft of medium
and large sizes ensures flights requiring high technology. These aircraft were born,
making the previous aircraft lines obsolete, reducing the competitiveness of less
innovative airlines and modernizing the fleet - creating a pressure on airlines.
For the management of mining operations, the Company uses Geneva software. This
software helps the company to optimize its resources in terms of flight schedules, crew
schedules, simplify flight handling and flight time control. The company uses SunSystems to
manage procurement, finance and accounting processes. In addition, the company also
applies AMOS to manage materials and aircraft spare parts.
Orienting investment in information technology on the Internet, the Company will build
an expanded e-commerce technology platform to facilitate customers in buying tickets and
goods and services from the website. VietJetair.com. Besides, the Company will continue to
invest in ERP solutions for business operation management under the model "E-Company -

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The company is currently working with PriceWaterhouseCoopers Company (PWC)
to implement a private investment project. Question.

2.2.3 Political - legal environment
Vietnam is considered to have the most stable and peaceful political
environment. With a stable political background leading to unoccupied airports, free
skies, unregulated, favorable conditions for airlines to do business.
In parallel with the process of international integration, the State continues to adopt
policies to improve the investment environment, increase the attractiveness of foreign
investment, and focus on investment of multinational companies; Encourage and promote
tourism development, shift from exploring tourism business to building a real tourism
industry, considering tourism as a spearhead economic sector; Foreign investment (FDI)
achieved a growth rate of about 5-7%/year; the source of tourists from abroad to Vietnam
will grow at 10 12%/year, domestic tourists 10-11%/year.
The Vietnamese government's removal of the 15% tax on imported fuel and investment
in infrastructure to meet future demand is considered an important step. Vietnam has well
implemented the conversion of paper tickets to electronic tickets, next needs to promote
freight transport through electronic transactions to serve exports.

2.2.4 Socio-cultural environment
Currently, Vietnam is in the period of "Golden population structure" because the population
structure by age changes rapidly. This is a period that brings many opportunities thanks to an
abundant working-age population. However, it is also a challenge in the process of improving the
quality of human resources, creating jobs and jobs with high productivity, quality and income.
Vietnam is recording the highest proportion of young population in history. The population aged
10-24 in our country currently accounts for nearly 40% of the population

- With the current population situation in our country, Vietjet Air - a low-cost airline,
focuses on the young customer segment, active and first-time flyers, middle-income
people. Customers who are proficient in using technology and the Internet such as
smartphones, email, social networks, online payment methods: visa, master card, ...
and have a hobby of exploring, traveling often at the right cost. Most of Vietjet's
customers are those who like innovation, creativity and love to connect,...

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Since its establishment, Vietjet has not looked at how much the aviation market share has
been "captured", but only focused on how much more can be exploited. VietJet Deputy General
Director vindicated: If we keep looking at the water that has been poured into the capital, VietJet
will not see the opportunity of the city to be poured more. Thanks to that "strange" thinking,
VietJet saw a great opportunity: "With 100 million people, only 1% of Vietnamese people use air
transport, 99% of the chances are Vietjet". VietJet also does not target customers who have
already flown. With the same mindset as a glass of water with half, Vietjet has made a decision
to target customers who have never been on a plane. The breakthrough in thinking is to consider
traveling by plane as simple as taking a bus, not as luxurious as riding a limousine.

2.2.5 Natural environment
The geographical position of Vietnam is quite favorable for the development of the
aviation industry with a location on the edge of Southeast Asia, in the middle of the
international air route connecting from east to west, from north to south is suitable for
building the flight network between the US and Australia with short flights within Southeast
Asia and inlandVietnam. With the characteristics of Vietjet Air's route network built according
to the "shaft-spoke" model with high operating frequency, good transshipment service in
Hanoi. Inner city and Ho Chi Minh City, creating competitive advantages with transportation
flows international cargo to/from Indochina, Southeast Asia; Vietnam step by step become a
regional air hub, competing directly with airlines major transit centers such as Hong Kong,
Bangkok, Singapore. Vietjet Air will actively cooperate in bilateral trade with international
airlines, expand routes, overcome subjective limitations, and gradually select partners to join
the global alliance in line with current trends. the general development position of the world
and the actual capacity of the company, if it makes good use of the position of Vietnam's
natural factors, it will significantly increase the production of its goods in these markets.

However, Vietjet Air has not yet fully exploited this advantage.

2.2

MICRO ENVIRONMENT:

2.2.1 Finance
Total assets by book value in 2020 compared to 2019 decreased by
VND3,662 billion, down 7% mainly because the Company transferred an
investment project to support air transport.
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In 2020, the market recorded great fluctuations when the Covid epidemic broke out
and complicated movements throughout the year resulted in a 64% decrease in net revenue
in 2020 compared to 2019 net revenue. When the load is low, the airlines are forced to
reduce the number of seats available, the number of flights and the frequency on a large
scale in order to increase the efficiency of seat utilization and revenue. The competition for
market share and for each flight takes place fiercely on every day, every flight, Business
aircraft rental prices down to very low levels; a series of promotions and stimulus programs
are launched to attract customers and sales channels. In the international market, Vietjet
mainly conducts a number of humanitarian flights to rescue and repatriate Vietnamese
people under the coordination of authorities.

During the year, Vietjet made transfer transactions of investment projects and
made a profit of 1,773 billion VND to compensate for losses in aviation activities. As
a result, consolidated profit after tax reached VND 69 billion, making Vietjet one of
the rare airlines with a profit in 2020.

Table 1: Structure of the company's shareholders as of January 4th, 2021

No

A

Shareholder

Domestic
shareholders

1

Organization

2

Personal

B

Foreign
shareholders

1

Organization

2

Personal

C

Treasury shares


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Total
(Source: List of shareholders, provided by VSD on January 4, 2021)

2.2.2 Suppliers
Aircraft leasing company: Alafco Aviation
With about 300 flights per day, the purchase of products by Vietnam Airlines Dung
Quat Oil Refinery will help businesses save on transportation costs moving, warehousing
and not be under pressure of foreign currency in the context of the economy as the current.
At the same time, contributing to reducing the trade deficit for the country. From August
2010 to now, Binh Son Refining and Petrochemical Company has sold to domestic and
foreign partners more than 28,600 tons of Jet A1 jet fuel. It is estimated that each year Dung
Quat Refinery will produce about 400,000 tons of Jet A1 gasoline, meeting about 35% 40% of the current fuel demand for Vietnam Airlines.
Marketing service establishments: market research companies, advertising consultants

Product distribution: resellers, ticketing websites
Financial intermediaries: 3 major shareholders and ACE Insurance Co…
In addition, some familiar partners of Vietjet Air in SLB deals are GE Capital
Aviation Services Limited, Awas Aviation Trading Limited; Awas 7170 Ireland
Limited; Avation PLC; Goshawk Aviation Limited; Goshawk Management (Ireland)
Limited; Jackson Square Aviation, LLC…

2.2.3 Customers
Consumers: individuals and households who have a need to fly
Producer: charities, entertainment companies, media events
Distribution intermediaries: ticket agents
International customers: tourists, foreign businessmen, overseas
Vietnamese, public officials coming to Vietnam to work
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2.2.4 Media
Vietjet Company operating under the name Vietjet Air, certified on December 20, 2007

. However, after many delays, it was officially put into operation in 2011 and quickly
received the support of domestic customers because the ticket price is very cheap.
The main office is at Tan Son Nhat International Airport in Ho Chi Minh City
and a branch at Noi Bai International Airport in Hanoi with a registered capital of 600
billion VND, Vietjet Air is a 100% Vietnamese owned company with 3 main
shareholders: T&C Group, Sovico Holdings and Ho Chi Minh City Joint Stock
Commercial Bank and Housing Development.
Owning 100 aircraft of all kinds: 62 ordered, 30 more purchased and 8 leased with
the time until 2022 with a total transaction value of about $9.1 billion from the manufacturer.

Vietjet is the first airline in Vietnam and a few in the region to own the latest
and most modern Sharklet A320 aircraft from Airbus.
The modern fleet is an international, professional crew. With experienced and friendly
flight attendants, providing quality aviation services, serving customers, Vietjet Air is a young and
dynamic airline trusted by many passengers and has become a leading airline in Vietnam.

domestic and regional favorite airline. The area is known for the brand "Fly is like right away"

Vietjet has developed a wide domestic flight network and plans to develop a
network of routes in the Asia-Pacific region. Meeting the increasing travel needs of
domestic as well as international people with the rate of on-time flights and service
quality that is always at the forefront of the industry. The highlight of the airline is
that it always offers many choices of flights, not just a means of transport, Viejet is
always creative, bringing customers many interesting tricks and fun on flights.

2.2.5 Employees
In 2020, while many airlines around the world simultaneously cut staff in order to maintain
business operations during the ongoing Covid-19 pandemic, Vietjet took advantage of the
opportunity to recruit qualified personnel. from the domestic and international labor market.

During the year, Vietjet recruited 792 new employees including 13 pilots, 125
flight attendants and 654 other employees.
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2.2.6 Shareholders
The Board of Directors of the Company includes 01 General Director, 01 Chief Executive
Director (CEO), 08 Vice Directors and Chief Accountant. The General Director is the legal
representative of the Company, manages all day-to-day activities of the Company and is
responsible to the Board of Directors for the implementation of the assigned rights and duties.
The CEO, Vice Directors and Chief Accountant directly manage production and business
activities, and advise the General Director to make strategic decisions for the Company.

Table 2: List of Board of Directors

No.

Full name
1

Nguyen Thi Phuong Thao

2

Dinh Viet Phuong

3

Ho Ngoc Yen Phuong

4

To Viet Thang

5

Nguyen Thi Thuy Binh

6

Nguyen Thanh Son

7

Nguyen Duc Thinh

8

Do Xuan Quang

9

Luong The Phuc

10

Tran Hoai Nam

11

Hoang Manh Ha

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2.3

COMPETITOR

2.3.1 Direct Competitors:
In recent years, Vietnam's air transport market has really exploded as private and
state-owned airlines vie for market share in a price war. Vietjet Air is highly competitive with
domestic airlines such as Vietnam Airlines, JetStar Pacific, Bamboo Airways,..In the future,

low-cost airline services will continue to expand and the level of competition will increase.
Along with competition in the domestic market, Vietjet Air also has to compete with
airlines from countries inside and outside the region. In 2017, fares for flights from Europe to
Vietnam decreased significantly. If in the past, these routes VNA competed mainly with
French and German airlines, now, when German airlines have to give way to airlines from
the Middle East, VNA is forced to compete with very strong opponents, difficult to balance.
While VNA has only 4 routes to Western Europe (Paris, Frankfurt, London, Moscow), Middle
Eastern airlines have routes to all cities in Europe.

2.3.2 Potential Competitors
We can divide potential competitors into two main groups: the group of small
and medium-sized airlines in the region, the group of major airlines in the world.
Small and medium airlines: These are mainly newly established domestic
airlines or small regional airlines that have just opened routes in Vietnam, this group
of airlines often take advantage of the following advantages to compete:
cost.

Small and medium scale, compact management systems lead to low

-

Advanced technical technology helps reduce costs (take advantage of the

Internet for ticketing, use new generation aircraft more flexible). For example, Air
Mekong uses Bombardier CRJ 900 series of jets, thereby doing unprecedented
things such as direct flights from Hanoi to Phu Quoc, Pleiku, Con Dao. Choose
short routes, actively build new routes not yet exploited by Vietjet Air.

-

Dividing a long flight into reasonably short segments (For example,

with the route HCM-Bangkok, a Cambodian airline can open a route HCMSiem Reap-Bangkok to take advantage of a group of customers who like to
travel with the wish one trip can go to 2 places).
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