Group assignment vietjet air corporation

Vietjet AIR Managerial Analysis - Alpha Memes [ Group Assignment]
Introduce Management (MGT103)

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Hồ Chí Minh, ngày 22 tháng 03 năm 2021

Group Assignment
FPT University
Course: MGT103
__________________________

Vietjet Air Corporation
Member information

Student Code

Full Name

SS160071

Trương Nguyễn Nhật Vĩnh

SS160063

Nguyễn Gia Bảo

SS160106

Trần Trân

SS160046

Trần Chính Phát

SS160645

Nguyễn Trịnh Minh Khơi

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I.

Introduction about the history of the organization/corporation and aspects

related to their managerial functions.

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Vietjet Aviation Joint Stock Company is the first private airline in Vietnam. Not only air

transportation, Vietjet also provides goods and services consumption needs through e-commerce
technology applications. Vietjet is an official member of the International Air Transport Association
(IATA) with the Operational Safety Certificate (IOSA).

-

Vietjet is ranked among the highest in the world with 7 stars by AirlineRatings.com, a

prestigious organization specializing in assessing the safety and products of global airlines.
Meanwhile, AirlineRating also awarded Vietjet with the award "Best Low-Cost Airline 2018 2019". According to Airfinance Journal, Vietjet is in the top 50 global airlines in terms of operation
and financial health in 2018.
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Vietjet Air is one of the main three airlines of Vietnam, operating with the slogan: “Save More,

Fly More.” Customers can totally trust because this famous airline is in the top 20 of leading brands in 2015
and gets the most precious prize awarded by the Government. Vietjet Air has extensive global network
flight for domestic and international tourists.

History:
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VietJet Air was established from 3 main shareholders, T&C Group, Sovico Holdings

and HDBank with an initial charter capital of VND 600 billion (equivalent to USD 37.5 million at
the time of capital contribution). The airline was approved by the Minister of Finance of Vietnam

in November 2007 and became the fourth airline in Vietnam, behind only Vietnam Airlines,
Jetstar Pacific, and Air Service Flight Company (VASCO) and is the first private airline in
Vietnam.
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According to the original plan, VietJet Air planned to officially go into operation at the

end of 2008, but due to fluctuations causing the price of gasoline and oil to soar, VietJetAir
decided to postpone it until November 2009. At the end of April 2009, Sovico Holdings acquired
all of the shares of T&C Group and became the largest shareholder, owning 70% of VietJetAir's
shares.
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In February 2010, Air Asia acquired a 30% stake in VietJetAir. Air Asia is another low-

cost airline based in Kuala Lumpur, Malaysia, specializes in providing domestic and international
flights and is Asia's leading low-cost airline.
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In May 2011, Mr. Tran Minh Trung, nephew of Mrs. Nguyen Thi Phuong Thao,

acquired 90% of VietJetAir's shares and transferred control to Mrs. Thao. Therefore, Mrs. Thao
continued to hold her position CEO VietJetAir until now. Mr. Tran Minh Trung is a famous young
businessman in the South, Head of Communication and Events Department of Topica Group in
the South.

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II.

The Organization’s Environment.
A. GENERAL:
1. Economic Dimension:

Vietnam is the country with the fastest urbanization rate in Southeast Asia (about 3.4% / year). As of
2015, the number of urban areas increased from 420 (1995) to 775 areas and the total urban area
also doubled from 836,117 to 1,642,420. The transportation between urban and rural areas creates
demand for air travel between provinces in Vietnam. Data from CAPA shows that the domestic
passenger air transport market in Vietnam has increased from 12 million passengers in 2012 to 28
million passengers in 2016, equivalent to a compound growth rate (CAGR) of 23.6. %/year.

Vietnam is considered a country with a lower level of economic development compared to other
economies in the region. Therefore, Vietnam is expected to have better growth potential.
Vietnam's economy in recent years has made great progress. The Vietnamese economy is
changing its appearance, infrastructure has been upgraded, investment has increased. With the
speed of economic development, the demand of people has also increased, including the need
for travel. High-income earners have an increasing demand for air travel.
2.

The Policy and Legal dimension: The ASEAN Open Skies (ASEAN Open Skies), which aims to

work towards ASEAN aviation market, has been approved since 2016. The agreement is an important
element for the region's aviation industry. Eliminating the majority of barriers on the number of routes and
flight frequencies between international airports in ASEAN countries. Specifically, the " removes the 3rd,
4th, and 5th commercial rights restrictions for airlines designated by the signatory and ASEAN member

states.

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IATA and Bloomberg believe that competition in Vietnam's aviation industry will increase,
but at the same time airlines will also benefit from the increased number of passengers due
to more flexible flights between regions. In particular, the low-cost airlines in the region will
benefit the most from this agreement thanks to the short flight distance (within 3-4 hours)
and increased pressure on traditional airlines.
B. TASK:
1. Competitors:

The Civil Aviation Authority of Vietnam was born in 1956. However, it has just developed
for about 10 years. Up to now, Vietnam's aviation market has the participation of nearly 70
foreign airlines from 25 countries and territories, 5 domestic airlines: Vietnam Airlines,
Vietjet, Jetstar, Bamboo and Vasco. Data from the Civil Aviation Administration of Vietnam
shows that the number of aircraft has increased from 60 in 2008 to 221 in 2019.
Domestic market share, Vietjet accounts for the largest market share with 41.7%, followed by
Vietnam Airlines with 36.3%, Jetstar with 13.7%, Bamboo with 6.5%, and Vasco with 1.8%.

2.

Suppliers:
Selection of the most modern aircraft Boeing 737 MAX 200, Airbus A321, Airbus A320, and A320
neo are Vietjet Airs' advantage over competitors in its ability to fly long distances, save energy, safety, and
the new fleet of aircraft is always attractive for a better experience. for customers' options.

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C. INTERNAL
1.

Mission:

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Effectively exploit and develop the domestic, regional and international flight network

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Offer customers breakthrough in aviation services.

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Make aviation services a popular means of transportation in Vietnam and internationally.

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Bring joy and satisfaction to customers with luxurious, outstanding service and friendly

smiles.
2.

Vision: Vietjet Air strives to become a multinational aviation group with a wide network in

the region and the world, developing not only aviation services but also providing consumer goods on
e-commerce platforms, brand loved and trusted by customers.

3.

Slogan: “Save more, Fly more”

4.

Business Model: Business to Consumer
Vietjet is based on the low-cost airline business model with specific features such as pointto-point flight, focusing on operating short-haul routes with high frequency, focusing on cost
control and web-based distribution channel. To create a difference in the quality of products
and services provided to customers, Vietjet continuously makes innovation and has
succeeded in building a New Age Airline model: low cost but with superior service quality to
meet 4.0 industrial standard and serve the needs of diverse customers.

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III.

Organization Structure and Design Analysis and Organization Change and

Innovation
1.

Board of Directors:

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Madame NGUYEN THANH HA - Chairwoman

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Madame NGUYEN THI PHUONG THAO - Vice Chairwoman and CEO

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Dr. NGUYEN THANH HUNG - Vice Chairman

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Mr. LUU DUC KHANH - Managing Director

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Mr. DINH VIET PHUONG - Vice President in charge of Business Development

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Mr. DONAL JOSEPH BOYLAN - Independent member of the BOD

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Mr. CHU VIET CUONG - Chairman of the Insurance Committee

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2. Organization Structure and Design:

Function of some Department:
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Internal Control: is responsible for

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Figuring out risk management policies, processes and programs at the Company,

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Building indices related to the business operations of the Company.

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Reporting on units needing to be recovered and track the recovery.

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Advising BOD on the approval of appropriate policies and orientations relating

to the management of risks
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Safety, Security, Quality & Assurance Departure:

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Ensure that the aircrafts are maintained periodically and meet flight safety standards

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Strictly manage the implementation of the plan.

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Manage safety issues related to weather factors.

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Effectively use quality management, data analysis and safety management

systems to ensure proactive safety.
3.

Organization Change and Innovation: Vietjet strives for market change in online

trading

Following the trend of cashless payment, Vietjet acted as the pioneer in online trading in
the Vietnam market and has successfully changed the customer’s behaviour through
years. Before Vietjet’s entry into the market, the online flying-ticket buying rate in
Vietnam was just below 8%, and online payment was much less. Now, this cashless
figure has occupied 99% of Vietjet revenues. In 2019, the total cashless revenue of the
whole system of Vietjet reached 2.5 billion USD, an increase of 25% compared to 2018.

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Vietjet has continuously developed online payment systems for customers through
credit cards such as Visa, Master, JCB, Amex, domestic debit card, E-banking,
connecting with more than 40 banks in Vietnam and other countries. Besides,
Vietjet also launched many attractive and regular promotions. For example, with the
program "12 pm, It's time to Vietjet", customers who visit Vietjet's website to buy
tickets and pay online right away will get a lot of promotional tickets.
Vietjet have greatly contributed to form customer habit of online buying and online
payment keep Vietnam catch up with international market.
Deputy General Director of VietjetAir Nguyen Thi Thuy Binh has commented on the
seminar "Cashless Society”: “Vietjet not only changes people's perceptions and air
travel habits but also changes customers' consumption behaviours, striving to act as
a "catalyst for market change".”

IV. Human Resource Management and Recruitment/Training functions in the
Organization
1. Human Resource Management

Vietjet always focuses on the human resource development force, in which humans are the
key companion along with the development and strength of the Company. Equal remuneration policy
is appropriate and is constantly being improved, Vietjet has been creating a good working

environment, healthy and professional for workers as well as increasingly attracting quality
human resources high at home and abroad. Vietjet employees in addition to guaranteed
basic welfare regimes such as insurance, Tet holidays and appropriate annual leave, salary
increase accordingly periodically, consider rewarding KPI every 6 months ... still enjoy
policies that show public concern to employees as free flight ticket policy fees for
employees and relatives (SFC program), the networking and team building activities …
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Total number of employees of Vietjet as of December 31, 2019 is 5,092 employees, up
29.3% compared to 2018. During the year, Vietjet was recruiting 1,154 new personnel including 284
pilots, 861 continued staff and other personnel at the Director, manager and personnel levels staff at
the same time developing internal human resources through the appointment of 78 new titles.

Percentage of foreign workers accounts for nearly 22% of the total at Vietjet, up to
79% are Vietnamese. These are the teams of pilots, flight attendants and other experts with
extensive experience in the same fields participate in working, collaborating and learning in
the environment Vietjet, creating diversity in nationality, culture, and bronze time is a human
resource to be focused on developing share and develop knowledge, skills and experience,
contribute positively to rapid and sustainable development of the Firm.
High-quality labor for the air transport industry, especially skilled pilots and technicians
are very lacking and highly competitive in the country and the country the labour force leads to

job-hopping. So, to avoid the shortage of manpower, Vietjet organized deployed a series of
solutions to increase efficiency results of human resource management including construction
and perfecting mechanisms and policies for remuneration, evaluation and rewarding employees,
implementing the standardization recruitment process, training, transfer, appointment,
performance assessment, according to market principles and weight using talented people.

In order to build human resources to meet strategic tasks and anticipate opportunities, Vietjet has
proactively planned human resources at all levels through recruitment, training, policy and remuneration,
and promotion. spiritual and material life for all staff in order to create a healthy and professional working
environment for employees, attracting high quality human resources at home and abroad. Vietjet also
actively implements professional training programs and practical programs to improve management
experience and build partnerships with high-quality universities such as Ho Chi Minh City University of
Technology. Ho Chi Minh City, Hanoi University of Science and Technology,

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Vietnam Aviation Academy aims to actively recruit human resources who have graduated
from these universities. and skilled technicians are in short supply and highly competitive
domestically and internationally, leading to job hopping. The average rate of employees
quitting their jobs at Vietjet has not been high in recent years.
Vietjet pays special attention to promoting diversity and equality of opportunities during its
operations, in which female employees are always interested and encouraged to improve their
qualifications in completing tasks. In the workforce structure, the proportion of female employees
accounts for 37.5% (an increase of nearly 4% compared to 2018), and women also account for 34%
(an increase of nearly 5% compared to 2018) in the management team. VietjVietjet's executives pay

special attention to promoting the diversity and equality of opportunities in the process, in which
female employees are always interested, encouraged to improve their skills in completing tasks. In
the workforce structure, the proportion of female employees accounts for 37.5% (an increase of
nearly 4% compared to 2018), and women also account for 34% (an increase of nearly 5% compared
to 2018) in the management team of Vietjet.

Vietjet also implements activities to ensure a fair and non-discriminatory working
environment, all employees have the opportunity to promote regardless of gender, starting
point, social class, etc. regions. Salary, bonus and remuneration are based on performance
at work to help motivate employees to maximize their capacity.
2. Recruitment/Training Function

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Training is an important policy to help improve the quality of human resources, and is one of
Vietjet's priority policies for employees, meeting the development needs of the Company and the
career orientation of employees. In 2019, Vietjet trained more than 93,000 hours for pilots, 344,000
hours for flight attendants, 125,000 hours for technical staff and more than 100,000 hours for Vietjet
staff. Vietjet continues to expand and upgrade the form of online training, which is considered
effective, saving time and costs with 544 courses, training 19,936 trainees, reaching the rate of 59%.
In addition, on the occasion of signing a contract to order 20 new A321neo ACF aircraft on October
31st, Vietjet signed to invest in 2 more simulated cockpit training for pilots, engineers ..., for the line
aircraft A320 / A321, bringing the total to 3 simulated cockpits invested by Airbus for Vietjet's
Academy and helping the airline increase on-site training productivity as well as training for third
parties in the near future. support from Airbus, Vietjet provides the most advanced training solutions

to ensure safety, reliability and operational efficiency throughout the life cycle of aircraft lines. Airbus
will also support Vietjet through many comprehensive and detailed training programs for pilots,
apprentices, flight attendants, operating engineers, and aircraft maintenance and repair specialists.

Training is an important policy to improve the quality of human resources and is one
of Vietjet's priority policies for employees, meeting the development needs of the Company
and its employees, specifically:
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Ensuring stable employment for employees;

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Career orientation & promotion opportunities expansion future careers of employees

at the Company;
·

Give employees peace of mind, trust, and long-term commitment with work;

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Motivating employees to improve productivity, job and labor quality.
The goal of the training is to ensure that human resources with professional
qualifications and skills meet the requirements of the aviation industry and are associated
with the Vietjet Development Strategy to ensure stable jobs for employees. , improving the
stability and quality of the workforce according to the standards of their current titles.
In 2019, Vietjet organized 1,327 Initial, Periodic, and Level Up training courses for 47,109
times of Vietjet internal trainees, students of member companies, Vietjet's ground service companies,

... . In which, organizing initial basic training courses and providing resources for Vietjet's
Operations Division are as follows:
·

19 Experienced Pilot Courses with 236 trainees;

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6 new pilot courses (cadet) with 151 students / 6 courses elevating the ranks to 62 captains,

·

44 new flight attendant courses with 892 students / 11 courses for 187 the flight attendant.

·

3 staff of aircraft maintenance engineering with 87 student

·

5 ground staff courses with 71 trainees

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2 staff courses for flight dispatching with 46 trainees

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Organized 23 courses "Culture integration of Vietjet" for 1,435 students and 51

courses "Enter aviation industry" for 1,018 new employees of the Company.

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·

ICAO English proficiency assessment organization for 149 crew members

Completed drafting and editing 102/122 spears professional training process.
Vietjet also continued to expand its online training form, which is considered to be effective,
time-saving, and cost-effective with 544 courses, training 19,936 students, reaching the rate of 59%.

The training and development of teachers is interesting by Vietjet, currently there are
125 full-time and part-time teachers with full training capacity to meet the labor needs of the
aviation operation fields.
In addition to Vietjet maintaining the approval of qualified organizations to train and train for the Air
Force and Ground Service Division, and the training equipment, in November 2019, Vietjet continued to
coordinate with Airbus has been successfully approved by the Level 2 Pilot Class 2 Training Organization
issued by the Civil Aviation Authority of Vietnam (CAAV) and the European Aviation Safety Agency
(EASA), which guarantees pilot training. stable and save cost as well as time.

V.

Operations, Quality, and Productivity Management, System, and Control:
VIETJET AIR’S SMART STRATEGY

The airline model that Vietjet created is a hybrid between low cost and traditional, called "new
generation aviation". Vietjet manages to optimize operating cost management, including costs of
aircraft, ground services, engineering, and costs of manpower, technology application. to reduce
human costs. But unlike the low-cost model, Vietjet has its own services, such as the skyboss
service with a lounge, shuttle bus, and more options for premium services on the flight to target
a wider audience. including customers with high payment ability.
Vietjet is operating a smart strategy in Finance. Its financial model is a copy of that of some fastgrowing airlines like AirAsia, Indigo and Lion Air: buy aircrafts in large quantities, negotiate to reach
better technical support and prices than other competitors, then create a aircrafts rental to finance
and leaseback companies from these companies. This is an effective financial model, ensuring the
airline has a new and synchronized fleet of aircraft without having to bear the burden of debt.

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Many people believe that Vietjet is facing both challenges in the domestic and international
markets, especially in the context of the slow development of aviation infrastructure and the
possibility of overload, however Ms. Thao - CEO of Vietjet - considers this as an
opportunity. She said Vietjet would invest in airport infrastructure if given the opportunity.

VIETJET AND THE USE OF SPECTOS
Professional customer service is the key to Vietjet's success in the competitive landscape
of the domestic aviation market. With the collection of huge amounts of data from airport
service quality assessments, the employees at Vietjet Customer Service Department
encountered many difficulties in data analysis.
●

Spectos Real-Time Performance Management - The perfect solution for Vietjet
Real-time performance RTPM solution helps Vietjet manage performance, monitor
activities as well as make continuous improvements in real time. Spectos' ability to
customize and design the RTPM suite solution according to internal control procedures is
an important requirement of Vietjet including regular inspection, continuous data collection
and classification, evaluation, assignment, monitoring, data processing and reporting.

●

Excellent service for passengers and Vietjet Air
After the success of a 3-month testing program in Tan Son Nhat airport, Vietjet decided to apply
Spectos for the entire system and at all 32 international and domestic airports of the airline.

All data on airport service quality assessment is recorded through the online rating panel
and immediately transferred to Vietjet's Customer Service Center. In which, each failed
assessment in the process automatically constituted a finding on the system and passed to
the designated responsible person.

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All evaluation results are analyzed automatically and displayed on the screen of the online report and
used as KPIs to evaluate the performance of each airport. This made access to critical information
faster and clearer, shortened problem-solving times and improved service quality at all airports.

VI.

Leadership, Vision, and Strategic Management
1. LEADERSHIP:

Leadership characteristics of Mrs NguyenThi Phuong Thao
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Extrovertive

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Sociable, sincere

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Conscientious

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Eager to learn, progress

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Confidence and energetic Leadership Styles:

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Caring about people:
At the APEC CEO Summit 2017 (APEC CEO Summit 2017), Mrs Thao once shared with
thousands of global CEOs that she "considers the company as her child, and considers

employees as relatives". The evidence is that last Lunar New Year, she cooked some
traditional meals to serve her employee, which not every CEOs gonna do for their staff.
From these small things, she gains her employee’s trust day by day. Mrs Thao is quite
focused on people, her desire is not to be called a billionaire, but to improve the country
economy, as well as raising the average salary for its own employees. One key to the
success of Mrs. Thao is to lead employees with love.

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Dare to think dare to do:
As a rare female CEO of the industry, Ms. Thao is considered to be "changing the aviation market".
Instead of seeing airplanes as luxury, Mrs Thao considers traveling by plane as simple as buses and
taxis, so she wants to bring planes to places where this kind of thing is not popular. Ms. Thao goes
on to create a hybrid model between low cost and traditional, called "new generation aviation".

Vietjet uses optimal operating cost management, including costs of aircraft, ground
services, engineering, and labor cost, technology application. to reduce human costs. But
unlike the low-cost model, Vietjet has its own services, such as the Skyboss service with a
lounge, shuttle bus, and more options for premium services on the flight to target a wider
customers, Including customers with high payment ability.
Vietjet’s goal is to make luxury air travel simple, so that everyone and visitors can
experience it. Vietjet Air is continuing to pursue the goal of building a multinational aviation
corporation with a global stature. Many plans to open more domestic and international
routes and expand to Europe and the US market have been announced.
2. VISION:

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Vietjet has affirmed its role as a new-generation airline, always pioneering the latest best,
pioneering in administrative reform and improving service quality; pioneering investment in
modern and advanced aircraft, equipment and infrastructure; pioneering in recruiting talented
human resources towards sustainable values for the community, shareholders and investors.
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Vietjet wants to become a global airline group with an extensive regional and worldwide flight network,

providing not only airline services but also consumer services across advanced e-commerce platforms; a trusted
and highly prestigious brand in the eyes of travelers all over the world.

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Continuously expand our flight network nationally, regionally, and globally;

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Provide innovation to airline services;

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Make air travel the most popular form of transportation for Vietnamese and all people

around the world;
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Bring happiness and satisfaction to our customers by offering outstanding services, always

with a friendly smile
3.

STRATEGIC MANAGEMENT: ● Technology:

Selection of the most modern aircraft Boeing 737 MAX 200, Airbus A321, Airbus A321,
Airbus A320, and A320 neo are Vietjet Airs' advantage over competitors in its ability to fly
long distances, save energy, safety, and the new fleet of aircraft is always attractive for a
better experience. for customers' options.
●

Human Resources: 1. Case management

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The employee's information included in the profile management system will be
classified as follows:
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If it is the notice of the employee's retirement, death or some reason not working in the

agency anymore, but there is information related to the unit, then switch to the function Update record
to save information to the repository. records.
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The information about new employees entering the company will be transferred to the function

of Update profile to bring information to the Profile store. If there is a change in information about an
employee's profile in the system, the record update function will process and amend accordingly, after
modifying accordingly, it will be put into the file store.

2. Salary management
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Acupuncture function will perform timekeeping for employees each month and it

receives information from agents outside the staff.
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The Allowance function will add the employees to be subsidized and the allowance

information is put into the Allowance store.
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The Salary function takes data from the Attendance and Records warehouse to calculate the

salary for employees each month, then put them into the Salary warehouse.

3. Disciplinary Reward Management:
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During work, Employees in the agency who work well or have mistaken will have

Commendation or Discipline.

4. Search, statistics
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Search Statistics receives the lookup needs of the staff and requested information of the

Board of Directors, the function will search and classify information.
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Upon receiving the requested information, the Reporting and Statistics function will

classify the information and determine to get the data in the warehouse to process.

●

Operational control:
At Vietjet, Safety, Security, and Quality Assurance (SSQA) are always at the top priorities of
flight operation management. Vietjet proactively enhances aviation quality - safety - security through
excellent resources management, efficient use of quality management systems, data analysis systems and
safety management systems. Throughout the years, Vietjet has been proud to be the leader in the
application of flight data analysis system and actively partners with Airbus to implement Safety
Management System, meeting aviation safety standards in accordance with the regulations of the

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International Civil Aviation Organization (ICAO), aviation authorities, associations, alliances

to which Vietjet is a member to minimize potential risks, preventing incidents that may
occur in operation activities.

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References
-

Thị Phương Thảo, N. (2021). “Chuyện khởi nghiệp của "nữ tướng" Vietjet: Gác lại giấc mơ làm cô

giáo, kiếm 1 triệu USD ở tuổi 21, trở thành nữ tỷ phú đầu tiên của Việt Nam”. Vietnam: CAFEBIZ.

-

VietJet. (2019). “Báo Cáo Thường Niên 2019”. Vietnam: FlyGreen.

-

Quang Toàn. (2020). “Vietjet nỗ lực cho sự thay đổi của thị trường”. Vietnam: BIZ NEWS.

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VietJet. (2018). “Fly With Floral Dream, Annual Report 2018”. Vietnam: Vietjet Corporation.

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Tuấn Vinh, T. (2016). “Phân Tích Cơng Ty Cổ Phần Hàng Không Vietjet Air”.

Vietnam: Trường Đại Học Ngân Hàng TPHCM.
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(2018).” HDBank, Vietjet Air là ví dụ cho năng lực quản lý, sáng tạo của người Việt

Nam”. Vietnam: Diễn đàn Doanh Nghiệp Vietnam Net.
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VnExpress. (2016). ‘Người đàn bà thép’ của Vietjet Air”. Vietnam: VnExpress & Nhà

Lãnh Đạo VN.
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CAPA. (2017). “VietJet Air SWOT: rapid success and growth in booming Vietnam, but

future challenges”. Sydney: Centre For Aviation.
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Trường Minh, L. (2013). “Phân tích lợi thế và hạn chế của loại hình cơng ty cổ phần”.

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Airline Ratings Editors. (2019). “THE SPECTACULAR RISE OF VIETJET AIR”.

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BBC News. (2014). “VietJetAir mua 62 máy bay Airbus”. United States: BBC News.

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Andre, O. (2019). “Vietjet orders 15 Airbus A321XLR aircraft and signs Airbus training

services agreement’. Belgian: Aviation 24.
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Ivan, C. (2017). “Qatar Airways enters interline partnership with VietJet Air”. Belgian: Aviation

24
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Andre, O. (2019). “Vietjet announces order for 100 Boeing 737 MAX aeroplanes (80 MAX

10 and 20 MAX 8)”. Belgian: Aviation 24.
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Airline Rating. (2019). “THE SPECTACULAR RISE OF VIETJET AIR”. Qatar: Airline Rating.

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CAPA. (2017). “VietJet Air SWOT: rapid success and growth in booming Vietnam, but

future challenges.” Sydney: Centre for Aviation.
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