Phân tích phạm vi kinh doanh và các yếu tố môi trường ảnh hưởng đến tổng công ty SABECO

ASSIGNMENT 1 FRONT SHEET
Qualification

BTEC Level 4 HND Diploma in Business

Unit number and title

Unit 1: Business and Business Environment

Submission date

05/03/2023

Date Received 1st submission

Re-submission Date

Date Received 2nd submission

Student Name

Dong Thi Linh

Student ID

BH01210

Class

BA0603

Assessor name

Bui Le Thuy Trang

Student declaration
I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand
that making a false declaration is a form of malpractice.
Student’s signature

Linh

Grading grid
P1

P2

P3

M1

M2

D1

1


 Summative Feedback:

Grade:

 Resubmission Feedback:

Assessor Signature:

Date:

Internal Verifier’s Comments:

Signature & Date:

2


Contents
I.

Introduction .................................................................................................................................................... 5

II.

The different areas of business organization in Vietnam. .............................................................................. 5

1.

2.

3.

Private Sector. ................................................................................................................................................. 5

1.1.

The definition of the private sector. ........................................................................................................ 5

1.2.

The main characteristics of the private sector. ....................................................................................... 6

1.3.

The purpose of the private sector. .......................................................................................................... 6

1.4.

Example.................................................................................................................................................... 6

Public Sector.................................................................................................................................................... 6
2.1.

The definition of the public sector. ......................................................................................................... 6

2.2.

The main characteristics of the public sector.......................................................................................... 7

2.3.

The purpose of the public sector. ............................................................................................................ 8

2.4.

Example.................................................................................................................................................... 8

Voluntary Sector. ............................................................................................................................................ 8
3.1.

The definition of the voluntary sector. .................................................................................................... 8

3.2.

The main characteristics of the voluntary sector. ................................................................................... 9

3.3.

The purpose of the voluntary sector. .................................................................................................... 10

3.4.

Example.................................................................................................................................................. 10

III.

The different types of business organizations in Vietnam. .......................................................................... 11

1.

The size of a range of different types of organizations in Vietnam. ............................................................. 11

2.

The scope of a range of different types of organizations in Vietnam. ......................................................... 13
2.1.

Stakeholders and Corporate Responsibility. ......................................................................................... 13

2.2.

Mission, Vision and Objectives. ............................................................................................................. 14

IV.

The size and scope of SABECO. ..................................................................................................................... 14

1.

Introduce about SABECO. ............................................................................................................................. 14
3


2.

The size of SABECO........................................................................................................................................ 15

3.

The scope of SABECO. ................................................................................................................................... 21
3.1.

Stakeholder and Corporate Responsibility of SABECO. ......................................................................... 21

3.2.

The Mission and Vision of SABECO in 2021. .......................................................................................... 29

V.

The result of the match between the size, scope and objectives of the companies. .................................. 30

VI.

Organizational Structure of SABECO. ............................................................................................................ 33

1.

The organizational structure chart of SABECO. ............................................................................................ 33

2.

The main function and the way the department's operation. ..................................................................... 35

3.

2.1.

The main function. ................................................................................................................................. 35

2.2.

The way the department's operation. ................................................................................................... 40

How does organizational structure affect how departments work together? ............................................. 43

VII. Conclusion ..................................................................................................................................................... 52
VIII. Reference ...................................................................................................................................................... 53

4


I. Introduction
I am working as a business analyst at Sabeco, a Vietnamese company. Saigon Beer - Alcohol - Beverage Joint
Stock Corporation, also known as SABECO (Saigon Beer-Alcohol-Beverage Joint Stock Corporation), is a
Vietnamese joint stock company. Despite the fact that it is a joint stock company, the State retains nearly 90% of
the charter capital of Sabeco, and the Ministry of Industry and Trade serves as the State's representative in
Sabeco. I made this report for the purpose of in-depth research on companies doing business in Vietnam, on the
type, size and scope, functions, and organizational structure for the company's investment plan. in the period
2020-2025.
Above is my research paper on companies doing business in Vietnam, about the type, size and scope,
functions and organizational structure for the company's investment plan in the period. 2020-2025. As a Sabeco
business analyst, I will summarize my analysis. Part one is an overview of my analysis. Part two is to explain the
main characteristics of the types and purposes of business organizations with different legal structures in
Vietnam, including: private sector, public sector, voluntary sector. Part three explains the size and scope of a
range of different types of organizations in Vietnam, including: large enterprises, medium enterprises, small
enterprises and micro enterprises. Next to part 4 is an explanation of the size and scope of SABECO Corporation,
including clearly stating that SABECO is a large enterprise and giving Sabeco's structure chart along with a clear
analysis. Next to part 5 is the result of the match between the size, scope and objectives of the companies. Part
6 is the Organizational Structure of SABECO, including giving a structure diagram of SABECO, analyzing the
functions of each department and how it works. In Part 6 I gave two examples other than Sabeco, McDonald's
and Nike.Inc, to analyze how organizational structure affects how departments operate. Finally part 7 and part 8
are conclusion and reference.

II. The different areas of business organization in Vietnam.
1. Private Sector.
1.1. The definition of the private sector.
The private sector is part of the economy that is run for profit by individuals and businesses that are not
controlled by the government. As a result, the private sector encompasses all for-profit enterprises that are not
5


owned or operated by the government. The sector includes government-run businesses and corporations. the
public sector (also known as the public sector or the Government sector). Meanwhile, the voluntary sector
includes charities and other non-profit organizations.

1.2. The main characteristics of the private sector.
• The private sector is a component of the overall economy. Individuals or businesses own, control, and
manage the private sector.
• The private sector is profit-driven and employs more people than the public sector. A private sector
organization is formed by the formation of a new business or the privatization of a public sector organization.
• Transactions in the private sector can be conducted either privately or publicly. Businesses in the private
sector lower their prices of goods and services in order to compete with one another and entice consumers to
buy their own goods and services rather than those of their competitors.
• In most liberal economies, the private sector makes up a large portion of the economy. In contrast, for
countries with strong state control, the public sector is larger in size than the private sector.

1.3. The purpose of the private sector.
The purpose of the private sector is profit. A part of the profit will be distributed to members
or shareholders (dividend)

1.4. Example.
Vingroup Group holds the top position for the third year in a row in the ranking of the largest private
enterprises in Vietnam, announced by the Vietnam Report on November 26. (An Binh, 2019)

Vingroup is the only private enterprise in the top 10 largest enterprises in Vietnam in 2019, maintaining the
6th position where there are many state-owned corporations and FDI enterprises. The position of the business
thanks to the business results in the fields of technology, industry, and trade and service over the past time. (An
Binh, 2019)
Vingroup has been "promoted" by the World Economic Forum (WEF) to the prestigious position of Founding
Member of the Global Association of Development Companies (GGC), which is reserved for 1,000 exceptional
companies. In addition to contributing to the growth of the domestic economy globally, it also has the potential
to prosper on a global scale.

2. Public Sector.
2.1. The definition of the public sector.
6


The public sector is the portion of the economy that is under the control of the government and its agencies,
where the state creates and manages various organizations on behalf of its people and for their overall welfare.
Private sectors include the following four types:
•

Sole trader/Proprietorship: A sole trader is a self-employed individual who owns a business and may, in
some cases, employ others on a full-time or part-time basis.

•

Partnership: A partnership is a type of business organization in which at least two people contribute
capital and in name in order to conduct business under a common name and share unlimited liability for
debts and obligations. assets arising from such business activities.

•

Limited liability company: A limited liability company is a business in which the limited number of
members are only liable for the company's obligations to the extent of the capital contributed to the
company.

•

Joint stock company: A joint-stock company is a business in which the charter capital is divided into equal,
smallest parts known as shares; members of the company (shareholders) may own one or more shares
and are only liable to the extent of the value of the shares they own.

2.2. The main characteristics of the public sector.
Business sector of government: Government-owned businesses are known as the public sector. They are in
the manufacturing, marketing, public utilities, and service industries. The government allocates funds to public
enterprises. They are funded by the government.
Government ownership, management, and control: The government owns the public sector. The
government finances between 51% and 100% of its share capital. The government provides them with foreign
aid. The government appoints the top management of the public sector. The board of directors and the chief
executive officer make up this group.
Service motive: In general, the public sector exists to provide a service. They offer essential goods and
services to the general public at a reasonable cost. They are motivated by social welfare concerns. They make
money and pay taxes to the government.
Autonomy: In terms of operations, the public sector has autonomy or semi-autonomy. They operate as
businesses and corporations. The government does not interfere with their daily operations. As a result,
autonomy is a distinguishing feature of public enterprises.

7


Public accountability: Public sector is held accountable to the public. They must account to the legislature
for their performance. The auditor general reports on the performance of public enterprises to parliament. They

are also accountable to the public via the government.
Separate legal status: Public sector has its own legal status. They are created by a special act of Parliament,
the Company Act, or other legislation. Contracts can be entered into by public enterprises in their own names.
They have the right to sue and be sued in a court of law.
Continued existence: Another feature of the public sector is continuity, which refers to its continued
existence and stability. They are created by law and can only be abolished by law. Changes in shareholders,
management, and employees have no bearing on the viability of public enterprises.

2.3. The purpose of the public sector.
•

For the benefit of citizens: the general public's interests.

•

Social objectives include democracy, cooperation, job creation, and mutual trust.

•

Politicians set goals that are generally couched in social and financial terms rather than profit maximization.

2.4. Example.
VINAPACO- Paper Corporation: On February 1, 2005, the Prime Minister issued Decision No. 29/2005/QDTTg establishing Vietnam Paper Corporation (TCT GVN) as a State-owned enterprise (SOE). The special class
operates under the model of Parent company - Subsidiary company, under the direct management of the Ministry
of Industry and Trade.
In order to operate in accordance with Enterprise Law No. 60/2005/QH11, on June 25, 2010, the Prime
Minister signed Decision No. 983/QD -TTg to change the parent company of Vietnam Paper Corporation into a
liability company. one-member limited liability company owned by the State.
Over many years of construction and development, Vietnam Paper Corporation (VINAPACO) has constantly
grown and grown, with a scale of 14 departments, functional departments; 20 dependent accounting units, 7

bookkeeping units, 1 subsidiary, and 7 associated companies.
(Vietnam Report)

3. Voluntary Sector.
3.1. The definition of the voluntary sector.
The voluntary sector is distinct from the private sector and is independent of the local and national
governments. The largest single category within the voluntary sector is charities. Community benefit societies and
8


co-operatives, not-for-profit community businesses or community interest companies (CICs), credit unions, and
small informal community groups are among the others.
The voluntary sector includes two types:
• Social Enterprise.
• Non-governmental organization.

3.2. The main characteristics of the voluntary sector.
• A business is required: Business activities are essential for social enterprises. The same is true of Social
Enterprises' business activities strength when compared to non-governmental organizations, non-profit
organizations, and charity revenues, which merely receive funding and implement social programs. As a result,
business solutions are an essential component of the social enterprise model. Furthermore, social enterprises
must compete on an equal and fair basis with traditional businesses in the same field. Aside from the funds from
can call on goodwill to donors to contribute or buy products caused by the empty organization. For example, the
Oxfam organization frequently has charity shops where customers can purchase used goods. Volunteers both
purchase goods and raise funds. This could be regarded as a branch of spirit Social entrepreneurs are part of the
Oxfam system. Oxfam, on the other hand, is still an NGO. Social Enterprises, because the organization's activities
are still based on the spirit of charity (including the aforementioned activities) and primarily on charitable support.
• Prioritize social objectives: Social enterprises must adopt social goals as their ultimate operational mission
from the start, and this must be stated openly, clearly, and transparently. In other words, each social enterprise
is founded to achieve specific social goals.

Figure 1 The difference between traditional enterprise and the voluntary sector

Traditional business

Need detection

Product

Profit

Detect social
problems

Business plan

Social problem
solving

T

Voluntary sector

T

(Source: Author's compilation)

9

b
u

Figure 1 depicts the distinction between traditional business and the voluntary sector in that traditional
businesses use customer satisfaction or look to social solutions as a tool to increase profits. In contrast, the
voluntary sector achieves its social goals through the use of a business form such as a tool.
• Redistribution of profits: Beneficiaries is a social enterprise model that requires profits to be redistributed
back to the organization's activities or to the community. In fact, the two characteristics of business activities and
social goals mentioned above are fundamental features of the most recent version of the voluntary sector. The
requirement to redistribute profits is merely a criterion for distinguishing between 'for-profit' and 'for-society'
organizations. The fundamental principle of the voluntary sector is that profits are not distributed to individuals.
The voluntary sector is not a way to get rich. If you want to become wealthy, you must examine the traditional
business model.
• Public property: Another feature that is not very common but is mentioned by some definitions of the
voluntary sector is the possessive structure and management of the voluntary sector with community or
stakeholder participation, and beneficiaries... This provides the voluntary sector with a high level of autonomy.
• Meeting the requirements of the Bottom Group (BoP): While the state sector cannot bear the bottom
group's social welfare burden, the private business sector can. Employees ignore this group in favor of groups
with a higher ability to pay as their target customers. As a result, the voluntary sector plays a critical role in filling
the void left by both the 'failure of the state' and the 'failure of the market'. Only the voluntary sector can provide
low-cost goods and services to the poor.

3.3. The purpose of the voluntary sector.
• It is not for profit.
• For the benefit of society: the general public's interests.
• Social objectives include the environment, fair trade, community support, poverty eradication, and so on.
• Tax breaks for social enterprises.

3.4. Example.
Established in 1999, KOTO was originally known as a non-profit organization, a humanitarian vocational
training school that owns a chain of restaurants in Hanoi and Ho Chi Minh City. Mr. Jimmy Pham - a young leader

honored by the World Economic Forum in 2011, founded KOTO with the motto "The best way to help them is to
teach them to fish, not to give them the fish". Therefore, KOTO actively searches for children with difficult
circumstances, wandering and orphaned, carefully reviewing their conditions, identities, and abilities to ensure
they can attend. Not only vocational training including cooking, service skills, restaurant, and hotel management,
10


KOTO also helps them to have life skills, communication skills, and learn foreign languages... Up to now, after 17
years, with the motto "Know One, Teach One" - "Know one, teach one", KOTO has helped and changed the lives
of more than a thousand street children with difficult circumstances in Vietnam. (DehaLaw.com, 2022)

III. The different types of business organizations in Vietnam.
1.

The size of a range of different types of organizations in Vietnam.
Figure 2 Vietnam Companies's structure

2%

2.16%
29%

66.78%

Large Company

Medium Company

Small Company

Micro Company

Figure 2 shows that the majority of enterprises in Vietnam are mostly micro-sized (66.78%) and small
(29%). Large and medium company account for only a very small part, 2%, and 2.16% respectively.
Vietnam company’s structure is divided into 4 different categories, including large, medium, small, and
micro. To determine the size of a company, it is necessary to rely on the following factors:

11


Total Capital

Total
Employees

Total Revenue

Fields of Business
Figure 3 The factors to the size of the company
(Source: Author's compilation)
Figure 3 shows the important factors to determine the size of the company. including 4 factors: total capital,
total employees, fields of business, and total revenue. According to Decree No. 80/2021/ND-CP, the size of the
company will be determined as follows:
• For companies operating in the fields of agriculture, forestry and fishery; industry and construction sector:
Micro companies in the fields of agriculture, forestry and fishery; the industry and construction sector
employ an average of no more than 10 employees a year participating in social insurance and the total annual
revenue is not more than 3 billion VND or the total capital of the year is not more than 3 billion VND.
Small companies in the fields of agriculture, forestry and fishery; industry and construction sector employ an
average of no more than 100 employees a year with social insurance contributions and a total annual turnover of
not more than VND 50 billion or a year's total capital of no more than VND 20 billion.

Medium companies in the fields of agriculture, forestry and fishery; the industry and construction sector
employ an average of no more than 200 employees a year participating in social insurance and a total annual
turnover of not more than VND 200 billion or a year's total capital of not more than VND 100 billion.
Large companies in the fields of agriculture, forestry and fishery; the industry and construction sector employ
an average of more than 200 employees a year participating in social insurance and a total annual turnover of
12


more than VND 200 billion or a year's total capital of more than VND 100 billion. Example: Hoa Phat Group ranked
No. 1 in the Top 10 largest private enterprises in Vietnam and ranked 5 in the Top 10 largest enterprises in Vietnam
in 2022. Accumulated in 9 months of 2022, Hoa Phat reached 116,559 billion VND in revenue. revenue and 10,443
billion dong profit after tax. The Group's total assets at the end of the third quarter of 2022 reached VND 183,805
billion. Currently, Hoa Phat Group creates jobs for nearly 30,000 employees, contributing to the state budget in
27 provinces and cities across the country. The Group's total contribution to the state budget in 2021 is VND
12,400 billion. In the first 9 months of 2022, Hoa Phat has paid VND 9,381 billion to the State budget.
(Tienphong.vn, 2022)
• For companies operating in the fields of trades and services:
Micro companies in the field of commerce and services employing employees with an average annual social
insurance contribution of no more than 10 people and a total annual revenue of not more than VND 10 billion or
a year's total capital of no more than 3 billion dong.
Small companies in the field of commerce and services employing employees with an average annual social
insurance participation of no more than 50 people and a total annual turnover of not more than VND 100 billion
or a year's total capital not exceeding VND 50 billion.
Medium companies in the field of commerce and services employing employees with an average annual
social insurance participation of no more than 100 people and a total annual turnover of not more than VND 300
billion or a year's total capital not exceeding VND 100 billion.
Large companies in the field of commerce and services employing employees with an average annual social
insurance participation of more than 100 people and a total annual turnover of not more than VND 300 billion or
a year's total capital exceeding VND 100 billion. Example: Vietnam Post Corporation: With a revenue increase of
over 22%, profit increase of over 20%, wide application of information technology in all activities, Vietnam Post

Corporation was honored in VNR500 ranking - Top 500 largest enterprises in Vietnam. Total personnel across the
network: more than 70,000 people (including collaborators and agents).(Vietnam Post)

2. The scope of a range of different types of organizations in Vietnam.
2.1. Stakeholders and Corporate Responsibility.
Stakeholders are anyone who has an interest in a company, has an impact on it, and has the power to change
how well it performs.
Stakeholder types and how their interests are represented are influenced by legal structure and size.
13


Corporate responsibility:
• Meet the needs of Owners
• Do not harm to Society: Corporate social responsibility (CSR) refers to the idea that businesses should be
held responsible for any actions they take that have an adverse effect on individuals, their communities, or
the environment. A fair balance between corporate benefits and their associated costs.

2.2. Mission, Vision and Objectives.
Mission: A company's or organization's mission is its primary goal. It is a synopsis of the goals and core
values. A mission statement clearly states what your organization does for customers. A mission statement is
comprehensive but also specific in order to distinguish your organization from others. A mission statement can
be viewed as an excellent tool for developing business goals and objectives. A mission should be consistent with
your personality. If it does not, it will be extremely difficult to carry out your mission. Example:
•

Vinamilk: “Bringing to the community a source of nutrition and top-class quality with the company's
respect, love, and high responsibility for human life, society, and its practical actions".(Bao Danh,
2022)

•

Viettel: "Creative for people, Viettel always considers each customer as a person - a separate
individual who needs to be respected, cared for, listened to, understood, and served separately".
(Bao Danh, 2022)

Vission: For businesses, a vision is an ideal for the future, an image or standard that the business wants to
be or achieve. Business owners must have a good vision to determine the development path and long-term
direction for their business. (Ngoc Nguyen, 2021)
Objectives: laying out the organization's objectives, goals to be accomplished, and desired outcomes in
more detail.

IV. The size and scope of SABECO.
1.

Introduce about SABECO.
Starting from a small-scale brewery founded by Mr. Victor Larue, a Frenchman in Saigon in 1875, which is

now the Saigon Brewery, this place is still an architectural icon. unique, existing in the heart of the most modern
city in Vietnam. This small brewery after the reunification of the country was renamed by the government to
Saigon Brewery.
14


Overcoming many difficulties, the company has continuously launched a series of brands that are loved by
consumers. SABECO's memorable milestones can be mentioned such as in 1985, Saigon Brewery officially
installed the first canning line in Vietnam and launched canned beer with the brand name Saigon Premium Export.
Since then, until 2017, SABECO has continuously launched high quality products such as Beer Saigon Export, Beer
Saigon Lager, Beer 333, Beer Saigon Special...
Up to now, the total system capacity of SABECO has reached 2 billion liters of beer/year along with an
extensive distribution system with over 145,000 consumption channels nationwide. SABECO's product portfolio

is currently quite rich, meeting the extremely diverse needs of customers at home and abroad.
Currently, all SABECO's products are available in all provinces and cities. of our country and exported to 38
countries and territories around the world. Based on the extremely unique taste and excellent quality, SABECO's
products are always the first choice of consumers, as well as reaping many prestigious awards in both countries.
domestically and internationally. (Luong Hong Ngoc, 2021)

2.

The size of SABECO.
To determine the size of a company, or more specifically the size of Sabeco, depends on the following

factors: total capital, total revenue, total employees.

15


16


17


Figure 4 The Balance Sheet of SABECO in 2021
(Source: Anual Report of SABECO in 2021)
18


The balance sheet above (Figure 4) reported a company's assets, liabilities, and shareholders' equity at a
specific point in time and provided the basis for calculating profitability and evaluating its structure. its capital
structure. provides an overview of what the company owns and owes, as well as the amount invested by the

shareholders. Figure 4 shows that Sabeco's total liabilities in 2021 is 6,159,384,430 (VND), total owners’s equity
is 21,215,390,928 and finally total capital is 27,374,972,775,358. Thus, with a total capital of 27,374,972,775,358
(> 100 billion VND), Sabeco has met the first criterion to become a large company (accordin to Decree No.
80/2021/ND-CP).
Figure 5 The annual report of Sabeco in 2021

(Source: Anual Report of SABECO in 2021)
Figure 5 shows that Sabeco's number of employees in 2021 (as of December 31, 2021) is 8135 employees.
A number that is not surprising for a business like Sabeco. Thus with the number of employees in 2021 is 8135
people (> 200 people), Sabeco has fulfilled the second criterion to become a large company according to the
decree No. 80/2021 ND-CP.
19


Figure 6 The Balance Sheet of SABECO in 2021
(Source: Anual Report of SABECO in 2021)
20


Figure 6 shows that Sabeco's total revenue in 2021 is 27,961,323,837,011 (> 200 billion VND). Thus, with a
total revenue of over 200 million VND, Sabeco has met the 3rd criterion to become a large enterprise according
to the decree No. 80/2021 ND-CP.
With the following criteria met:
✓ Total capital: 27,374,972,775,358 (> 100 billion VND)
✓ Total revenue: 27,961,323,837,011 (> 200 billion VND)
✓ Total employees: 8135 persons ( > 200 persons)
According to the above specific examples and data, I have proved that SABECO is a large company based on the
criteria according to Decree 80/2021 ND-CP.

3. The scope of SABECO.

3.1. Stakeholder and Corporate Responsibility of SABECO.
SABECO has been building and strengthening its collaborative and close engagement with all stakeholders
based on trust, transparency, and mutual benefits. A strong stakeholder engagement will form a solid foundation
for pursuing and maintaining the Corporation’s sustainable development.

Figure 7 Stakeholders of SABECO in 2021
(Source: Anual Report of SABECO in 2021)
21


Figure 7 shows Sabeco's stakeholders in 2021; including internal stakeholders: employees, owners,
managers, and external stakeholders: authorities/government/associations, press/media, customers/consumers,
shareholders/investors, suppliers/partners, employees, community. Below, I will specifically analyze SABECO's
stakeholders:
•

Owner and Manages of SABECO:

NAME
Mr. Koh Poh Tiong
Mr. Pramoad Phornprapha
Mr. Nguyen Tien Vy

POSISION
Chairman of the Board of Directors
Independent Director Member of the Audit Commitee
Independent Director Member of the Audit Comitee

Ms. Tran Kim Nga

Member of the Board of Directors

Mr. Michael Chye Hin Fah

Member of the Board of Directors
Member of the Audit Committee

Mr. Le Thanh Tuan

Member of the Board of Directors

Ms. Ngo Minh Chau

Member of the Board of Directors

Mr. Nguyen Tien Dung

Member of the Board of Directors

Mr. Luong Thanh Hai

Member of the Board of Directors

Mr. Neo Gim Siong Bennett
Mr. Koo Liang Kwee Alan

General Director
Deputy General Director in charge of Accounting, Finance and
other support functions

Venus Teoh Kim Wei
Mr. Ng Kuan Ngee Melvyn
Mr. Lam Du An
Mr. Tran Nguyen Trung
Mr. Nguyen Hoang Giang
Mr. Teo Hong Keng

Deputy General Director in charge of Marketing
Deputy General Director in charge of Sales
Deputy General Director in charge of Technology - Production
Chief Accountant
General Director - SATRACO
Deputy General Director in charge of Accounting, Finance and
other support functions

Mr. Hoang Dao Hiep

Deputy General Director in charge of Marketing

22


•

Suppliers and Partners of SABECO:

SUPPLIERS

ACTIVITIES

Crown SaiGon
Crown HaNoi

Supply beer cans

Tan Uc Viet Production Trading Corporation

Supply malt, high houblon, Lactic Acid tablets, filter aid

Thai Tan Trading Transport Company

powder, caramel, chemical P3

Limited
Joe White Malting/ ADM Australia

Supply malt

Thanh Tung Audio CO., LTD
Joh- Bank- Joln GmbH

Supply high houblon

Sabeco- Song Lam Packaging Joint Stock

Supply packaging

Company
Liksin Industry - Printing - Packaging

Label SaiGon 450 & 355 & Larger 355

Corporation
Tran Phu Printing Joint Stock Company
Vi Na Australia Packaging Labels Joint Stock
Company
Minh Phuc Trading and Production Company
Limited
Hercules (VietNam) CO., LTD

Bottle cap SaiGon 450 & 355 & Larger 355

Hanaka Packaging Joint Stock Company
San Miguel Yamamura Phu Tho Packaging
Company Limited
Sai Gon Beer Trading Company Limited

Bottles of SaiGon 450 & 355

For a beer-alcohol-beverage company like SABECO, there are many stakeholders to support and influence
the development of the business. The most influential stakeholders are owners/managers and suppliers/partners,
23


in addition to authorities/government/associations, press/media, customers/consumers, shareholders/investors,
employees and community. Below is the stakeholder mapping of SABECO that will give a specific view of SABECO's
stakeholders, the main subjects, the people who have related on the development of SABECO in 2021.
Figure 8 SABECO's Stakeholders Mapping

Above is the stakeholder mapping of SABECO in 2021 that clearly shows the influence on the business and

the extent to which the stakeholders are affected by the business. First, the owner will be in the highest position
because the owner is interested in the development of the company and uses his power to run the company to
achieve the highest revenue. In the lower position is goverment because although it is a joint stock company, the
State still holds nearly 90% of the charter capital of this enterprise and the Ministry of Industry and Trade acts as
the representative of the State capital in Sabeco. Next are the managers, They coordinate with the owner, under
the direction of the owner to directly run the business activities of the business. Lower are the Shareholders and
investors, who have influence on the company but the level of importance. mind is not high; Because the level of
24


interest of these people will be evenly distributed among the companies they invest in, the level of interest in
SABECO is not high. Next are suppiers and partners who have influence on the company. , because there is no
source of raw materials, the production line will be broken, especially important sources of raw materials in beer
production such as malt. Even lower are employees, who contribute to the business but do not Despite having no
power, Sabeco still cares about its employees with many suitable preferential policies. And finally, the social
department includes: press/media, comunity, customers/consumers, people belonging to These departments
have a high level of interest in the business such as customers, beer drinkers; or the community or press/media,
the level of interest in the business is not high. Below I will analyze in more detail how SABECO has met the needs
of stakeholders:
•

Customers/ Consumers:

(Source: Anual Report of SABECO in 2021)
•

Shareholders/ Investors:

25