unit 33 marketing insights and analytics

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ASSIGNMENT 2 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 33: Marketing Insights and Analytics

Submission date 4/4/2024 Date rec v (1ei ed <small>st</small> submission)

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Summative Feedbacks:

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Resubmission Feedbacks:

<b>Internal Verifier’s Comments:</b>

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Signature & Date:

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Table of Contents

<b>I. Introduction ... 4 </b>

<b>1. About the group ... 4 </b>

<b>2. Analysis of group behavior based on Tuckman's theory </b>... 6

<b>3. Analyze factors that make groups effective/ineffective ... 7 </b>

<b>II. Introducing and presenting the corporate culture of DOJI GOLD & GEMS GROUP ... 8 </b>

<b>2.1. Company introduction ... 8 </b>

<b>2.2. Presenting corporate culture ... 9 </b>

<b>III. The power of the top leader at DOJI GOLD & GEMS GROUP ( Mr. Do Minh Phu ) ... 10 </b>

<b>3.1. Source of personal strength ... 10 </b>

<b>3.2. Information about Mr. Do Minh Phu ... 11 </b>

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<b>I. Introduction </b>

Establishing a positive work culture and promoting collaboration is essential to the success of any organization. We will go into detail about the importance of collaboration and creating a corporate culture within an organization. Individuals can perfectly combine their skills, knowledge and experience when working in teams to achieve common goals. Using the diverse experiences of team members helps businesses create new solutions and solve challenging problems more successfully. However, effective teamwork cannot exist without a strong corporate culture. Team collaboration will be discussed in this research article, along with behaviorally based theoretical analysis, factors of successful and unsuccessful teamwork, and comments on your work. Continuously feed the team. Determine specifically how DOJI GOLD & GEMS GROUP's corporate culture will impact behavior and performance. Then, demonstrate how an authority is connected to that corporate culture. Include the employee's impact on the company so you and your readers can learn from it and make

<b>recommendations. 1. About the group </b>

Group name: Money

Randomly select members: Dan Truong, Khanh Huy, Quoc Cuong, Bui Tuyen, Van Trung Group work content: Today's office culture

<b>Group characteristics: </b>

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There are benefits and drawbacks to having five people in a small group. The group's operational advantages and disadvantages are listed below.

<b>- Advantage: </b>

<b>• Simple communication: When a group has fewer members, communication within it is </b>

simpler. Individuals can carry out duties effectively and exchange ideas with ease.

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<b>• High Consistency: tiny groups are frequently able to attain the highest levels of consistency in </b>

both thought and behavior because of their tiny membership. When there is a shared vision and goal, decision making and mission execution become easier.

<b>• Strengthen connection: Members' interactions and connections are strengthened when there </b>

are fewer of them. Improved mutual understanding among group members can lead to a strong sense of trust and support.

<b>- Weakness: </b>

<b>• Diversity of expression: A group with few members might not be able to voice a wide range </b>

of opinions. This may hinder the group's capacity to come up with original, imaginative ideas.

<b>• Lack of diversity in skills: Small groups may be lacking in knowledge and skills. Because of </b>

this, the team may find it challenging to handle complicated formulations requiring specialized knowledge.

<b>• Incapacity to delegate: In a small group, each member is likely to assume a variety of jobs and </b>

duties. The division of labor might become lopsided and burdensome in this way.

<b>Homogeneous group </b>

<b>• Favorable of Homogeneous group </b>

Everyone at their own pace

The first benefit of homogeneous groups is that everyone has more scope to do the task or exercise

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at their own pace. In particular, when surrounded by equally capable peers, gifted students are less likely to do all the work while other students rush to keep up or completely sink into the background. foundation. In groups of more capable students, enthusiasm can be tempered as equally competent peers challenge their assumptions and knowledge.

In the meantime, groups of pupils in grades and lower can develop synergy. They can persevere and solve issues together when they can handle the demands of a task at their own speed as opposed to being prodded along by their peers.

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When students are brought together, many hidden abilities and strengths can emerge, in contrast to the usual pattern of heterogeneous groups, where the best students are in charge. Some students can become competitive when they are surrounded by people who share their interests; People who are otherwise lazy may suddenly feel inspired to participate. This was in stark contrast to their perception that, when placed in classes with more talented students, they were not contributing anything worthwhile. Rather, in this case, low- and low-ability students may appreciate the opportunity to take on a more important position in the group, because it will increase their self-esteem and help them I see myself from a different perspective.

<b>• Disadvantages of homogeneous groups </b>

Additionally, homogeneous groupings may have drawbacks. Putting together a disengagement group from difficult kids is one way to start one. A group of freshmen may get overwhelmed, possibly even disruptive, and ultimately not make much progress if they don't have an experienced student to mentor them.

Additionally, assigning gifted students to groups may result in a "too many cooks" scenario, highlighting certain group members believe they are best prepared to handle crucial assignments. of exercises. Consequently, the task may not be correctly divided, certain portions may be overdone, and other portions may be completed grudgingly and thus improperly. fully.

<b>2. Analysis of group behavior based on Tuckman's theory </b>

Tuckman theory consists of 5 stages: Forming, Storming, Norming, Performing and Adjourning.

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<b>Stage 1. Formation: During this early stage, team members come together, relationships are </b>

established, and trust begins to develop. It is orientation time, where individuals become familiar with their roles and responsibilities.

<b>Stage 2. Storm: The stage that occurs when the group does not have a suitable leader. Members can </b>

argue about their position in the group. At this stage, the group comes up with ideas and solutions: there is no group leader, but members will share the work and learn part of the work themselves.

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<b>Stage 3. Norming: This stage works on establishing rules about working time, common goals for the </b>

team, and dividing work for each member. The understanding and interaction between members is quite fixed. Members agree and find ways to work more effectively together.

<b>Stage 4. Performing: High efficiency is a defining characteristic of the implementation phase. </b>

Members of the team are in sync and collaborate well to achieve shared objectives. The team reaches its goals and productivity peaks.

<b>Stage 5. Adjourning: The adjourning stage starts after a project is finished or the team's goal is </b>

achieved. Members of the team evaluate accomplishments, acknowledge their victories, and get ready to part ways or take on new endeavors.

<b>3. Analyze factors that make groups effective/ineffective </b>

One thing that can contribute to a team's ineffectiveness is lazy communication. The tendency for people to exert less effort when working in groups than when working alone is called "social loafing." This can happen if participants think their efforts will not be appreciated or if they think others will compensate for their lack of effort. It reduces overall performance and can make it harder for the team to accomplish goals.

However, one thing that might contribute to a team's effectiveness is its potential for performance. The cumulative talents, competencies, expertise, and life experiences of the team members are referred to as potential performance. A team is more likely to accomplish its goals and produce excellent results when its members have high levels of potential performance.

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The cohesion between team members is low, each person receives his or her own work and is independent, without much support while working.

<b>About each member of the group </b>

- Dan Truong: in charge of writing the group's presentation's opening and closing. Even though Hai Dang participated in group chats and meetings, he was unable to attend the group meeting to summarize the work due to personal reasons.

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- Quoc Cuong: Undertake the part of the work Indicate the types of businesses and its characteristics. Thanh Hue is a bit lazy at work, but you still complete your work on time and actively participate in group chats, fully participate in group meetings and summarize work.

- Van Trung: Complete the task that outlines the components of corporate culture and its significance. As the slowest member of the group, Hoang Ha rarely ever engages in discussions and abstains from work reviews. Hoang Ha did not finish the content of her work until the day of the presentation, despite reinforcing the members of the submission deadline.

- Bui Tuyen: Take on the example of corporate culture and its challenges. Lan Huong is always the one who takes the initiative in conversations and connects members with each other. Lan Huong is proactive in dividing work and helping team members learn about incorrect content.

- Khanh Huy: Perform the work involving the declaration of Core Values and the corporate culture recruitment training. Even though I tend to be lethargic at work, I still complete my assignments on time. Throughout the working process, I am the one who actively reminds the members to finish by the deadline.

<b>2.1. Company introduction </b>

DOJI GOLD & GEMS Group has a reputation and reputation in the field of gold, silver and gemstones in Vietnam. Over 20 years of operation, DOJI has gradually built a strong brand and is trusted by customers. The high quality and trustworthy reliability of products and services have helped DOJI

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take the lead in the hearts of users. At the same time, DOJI GOLD & GEMS Group still has close connections with government agencies and international organizations, helping to create a stable and sustainable business environment. This cooperation also contributes to DOJI's reputation and position in the field of gold, silver and gemstones. In DOJI's working environment, people are always put first. With the motto "Respect, dedication and creativity", DOJI creates favorable working conditions and motivates employees to maximize their personal potential and abilities. DOJI's respect and commitment to its employees has fueled the organization's sustainable growth. DOJI GOLD & GEMS is not only a leading corporation in the field of gold, silver and gemstones in Vietnam but also a

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symbol of prestige, quality and innovation. Commitment to customers, employees and the community is the foundation that helps DOJI maintain and grow strongly in today's competitive market.

<b>2.2. Presenting corporate culture </b>

The corporate culture at DOJI GOLD & GEMS GROUP is built on a foundation of deep core values and commitment to sustainable development. We respect and promote the value of each individual, customer and partner, demonstrated through respect, care and effective support. Creativity and innovation are the driving forces that shape every aspect of an organization, from products to services and work processes. Leadership at DOJI not only ensures a clear vision and motivates employees, but also inspires and facilitates personal growth. A positive and dynamic working environment, where each member is appreciated and encouraged to express their creativity and potential. In addition, DOJI always puts customers first and is committed to providing the best products and services. Dedication and attention to detail in customer interactions are our most important criteria. The following are the main characteristics of DOJI GOLD & GEMS GROUP's organizational culture:

• Career development capabilities for all employees: One way to conceptualize human resource development is a fundamental strategic goal associated with DOJI GOLD & GEMS GROUP's corporate culture. For example, the organization promotes employee support for each other's career aspirations in its technology positions in addition to providing formal programs to ensure career development opportunities. DOJI GOLD & GEMS GROUP's corporate structure

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encourages innovation in company operations and supports human resource development, which also supports these prospects. A corporate culture that prioritizes innovation will promote business expansion while providing employees with career advancement opportunities.

• Passion for excellence: The organizational culture of DOJI GOLD & GEMS GROUP inspires workers to perform at the highest level possible. The Group focuses its human resource efforts on organizational development and maintaining its superiority and excellence brand in the gem and diamond industry. This cultural trait aids in the execution of DOJI GOLD & GEMS

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GROUP's extensive plan and the detailed growth strategy intended to build the company organization through the sale of upscale jewelry items. Corporate culture places innovation at its core due to a quest for excellence.

• Continuous change: DOJI GOLD & GEMS GROUP continuously updates and adjusts business strategies, products and services to meet market needs and customer desires. Change is driven by innovation and dynamism, helping DOJI maintain its position as one of the leaders in the jewelry and gemstone industry.

• Ethical foundation for integrity: DOJI GOLD & GEMS GROUP demonstrates important religiosity, transparency and social responsibility. The organization is committed to conducting all activities with the highest ethics, while also ensuring compliance with industry regulations and principles. Transparency and honesty in all transactions and interactions with customers and partners are DOJI's top criteria, helping to build a trustworthy and reputable image in the business community and society.

• DOJI GOLD & GEMS GROUP not only focuses on business development but also promotes prosperity for everyone involved. The organization continuously creates conditions for every individual, from employees to customers, partners and surrounding communities, to achieve success and prosperity. By creating a fair, supportive and motivating environment, DOJI supports personal development and creates opportunities for people so they can advance and achieve their goals. This highlights DOJI's commitment to the Firm's sustainable development not only for the organization but also for the entire community in which it operates.

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<b>III. The power of the top leader at DOJI GOLD & GEMS GROUP Mr. Do Minh Phu ) ( 3.1. Source of personal strength </b>

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Coercive power is the power to give or withhold punishment. Punishments range from suspension to demotion, termination, unpleasant job assignments, or even the withholding of praise and goodwill. Information power is power stemming from access to and control over important organizational facts, data, and decisions (Stratechi, 2022).

<b>3.2. Information about Mr. Do Minh Phu </b>

Mr. Do Minh Phu is mainly known for his role as Chairman of Doji Group - a large enterprise specializing in gold, silver and gemstone trading and Chairman of Diana Vietnam - a large enterprise specializing in the production of sanitary napkins, are children. In 2011, Diana Vietnam sold the majority of its shares to Unicharm of Japan. After that, Mr. Phu participated in the banking sector with the acquisition of 20% shares of Tien Phong Bank. At the annual shareholders' meeting in 2012, Mr. Phu was elected owner of this bank; Mr. Phu's younger brother, Mr. Do Anh Tu - General

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