A study on vision of vietnamese corporations lesson from president ho chi minhs vision

VIETNAM NATIONAL UNIVERSITY, HANOI
SCHOOL OF BUSINESS

Vu Anh Duong

A STUDY ON VISION OF VIETNAMESE CORPORATIONS
& LESSON FROM PRESIDENT HO CHI MINH’S VISION

Major: Business Administration
Code: 60 34 05

MASTER OF BUSINESS ADMINISTRATION THESIS SUMMARY

Supervisor: Dr. Ta Ngoc Cau

Hanoi – 2012


TABLE OF CONTENT
LIST OF TABLES
LIST OF ABBREVIATIONS
INTRODUCTION
1. Statement of the study
2. Objectives and Aims
3. Research questions
4. Scope of Work
5. Data Sources and Processing
6. Method
7. Significance and implications
8. Limitations
9. Expected Results

10. Disseminations
11. Follow-up
12. Short Introduction
CHAPTER 1: THEORETICAL FOUNDATION
1.1 Vision’s definitions
1.2 Structure of Vision
1.2.1 Core ideology:
1.2.2
Future perspective:
1.2.3
Vision:
1.3 Desirable characteristics for a Vision
1.3.1
Simple and compendious:
1.3.2 Inner worth:
1.3.3 Challenging and realistic:
1.3.4 Appealing and encouraging:
1.3.5 Concentrate:
1.3.6 Time factor:
1.3.7 Vivid picture:
1.4 Distinguish an Vision
1.4.1
Vision and mission:
1.4.2 Vision and core value:
1.4.3 Vision and slogan:
1.4.4 Vision and strategic:
1.4.5 Vision and project objective:
1.5 Procedures for Developing a Vision
1.6 Transforming a vision
1.7 Lesson of the Ho Chi Minh’s Vision

1.7.1 Ho Chi Minh’s Vision
a. The first case
b. The second case
1.7.2
Structure of Ho Chi Minh’s Vision
a. Core ideology
b. Great aspiration
1.7.3 Characteristics of Ho Chi Minh’s Vision


1.7.4 Communicating the Vision
Chapter 2: Research on Vietnamese corporations
2.1 Unawareness of the importance of Vision of an organization:
2.1.1 The enterprises do not think that Vision is extremely important
2.1.2 The enterprises do not want to have Vision
2.2 The enterprises do not clearly understand Vision
2.2.1 Misunderstanding about the vision
a. Wrong in Vision structure:
b. Lack of necessary characteristics of Vision
2.2.2 The enterprises mistake on Vision:
a. Vision and Mission
b. Vision and core value:
c. Vision and Slogan:
d. Vision and Strategic objectives:
e. Vision and Project objectives:
2.3 The enterprises cannot effectively communicate their Vision
2.3.1 Bad Vision statement
2.3.2 No communicate the Vision
2.3.3 No invest to brainpower and efforts to develop and communicate a Vision
2.4 Discussions

Chapter 3: Conclusions and recommendations
3.1 Conclusions
3.2 Recommendations
3.2.1
Develop a successful vision
3.2.2
Communicate widely the vision
3.2.3
Commitment to follow the vision
READING REFERENCES
APPENDIX 1
APPENDIX 2


A STUDY ON VISION OF VIETNAMESE CORPORATIONS
& LESSON FROM PRESIDENT HO CHI MINH’S VISION
Vu Anh Duong
MBA Candidate, 2007 – 2009
School of Business
Vietnam National University, Hanoi
Supervisor: Dr. Ta Ngoc Cau
The Vision of enterprises has become more and more important with the enterprise especially in the
deep and wide integrating process of Vietnam economy now. Whether, the enterprise will develop in
the right direction, right itinerary as planned and whether the enterprises have a huge enough
aspiration, which will direct all members, endeavored to develop company. Almost big company in
the world has set up a goal, ambition of international stature and then they initially are the big
company of country to become the leading international enterprises. Their visions will have to be big
enough and transformed to all member, employees, and owners of company, as result they will
contribute to the strength of their company.
1. Objectives and Aims

In order to get a full knowledge of the Vision and Vision of Ho Chi Minh President, and how to
suggest Vietnamese Leaders, the study will aim to achieve the following objectives:
1. Clear the Vision and Mission of organization? Form and content; required characteristics;
differentiate Vision with other statements.
2. Find out the lessons about leadership styles of Ho Chi Minh President in term of setting up
vision and how to transform the vision.
3. Research the biggest companies and cooperation in Vietnam.
4. Give suggestions for Vietnamese Leaders to create an appealing vision to apply into their
organization.
5. Give the approach or suggestion to transform the vision to each member of organization.
2. Research questions
To fulfill the objectives of the study, the following research questions need to be answered:
 What is Vision and Mission of organization?
 What is characteristic of Vision?
 How to develop a vision? How is the valuable vision?
 What are the differences between Mission and Vision?
 How to transfer a vision of corporation to all people within the corporation?
 In Vietnam, how do Vietnamese Leaders develop and implement their vision?
 What are suggestions for Vietnamese Leaders?
3. Scope of Work
 The thesis focuses on studying the biggest Vietnamese enterprises. The conclusions;
evaluations; recommendations; or proposal aim to apply on the biggest corporations of
Vietnam and the world.
 This study will focus on analyzing Vision and vision transformation of Ho Chi Minh
President.
 To generalize the fact of Vietnamese companies, study considers the Vietnamese biggest
private companies.
4. Data Sources and Processing
 Book: Leadership in organizations; fifth edition; The author: Gary Yukl
 Built to last ; The author: Jim Collins

 Vietnam report 500 (VNR500)
 Documents and profile of 100 Vietnamese largest private enterprises
 “The CEO golden rules” author Mary key + Dennis Stearns
 Author: Susan Ward issued on website: About.com (a part of NY times company)
1


5. Method
This study is an empirical research, which applied two methods:
 Review of related literature/documentation.
 Interview relevant people.
Review of Related Literature/Documentation: This will examine the multidisciplinary theories of and
empirical studies on corporate social responsibility in the literature. Besides, it will help to compare
between theory and practical activities.
Interview: Questions will be developed and structured interviews are conducted.
6. Significance and implications
This study will contribute to the body of knowledge and understanding on Vision, Mission, and
effective Leadership. It will also help Vietnamese enterprises enrich their knowledge on Vision for
better application in cooperation with business activities.
7. Limitations
While the study examines the biggest companies, represented by 100 leading corporations, there are
limitations on data sources for analyzing and giving out discussions and conclusions. Besides, the
inconsistent reporting system of different corporations on Vision is also another limitation for the
study.
8. Expected Results
The study will give a better understanding on the Vision definition and Vision transformation as well
as the modern Vision’s transformation activities in the World and in Vietnam. Vietnamese
corporations’ Vision awareness, implementation, and achievements are also figured out through
successful case studies. Moreover, some suggestions for promoting Vision in Vietnamese enterprises
are recommended at the end of the study.

9. Disseminations
The result of study will be useful for many target groups. Many Vietnamese enterprises might be
interested in the recommendations and the conclusions of the study, from which they can get useful
information on how to react in Vision-related issues and how to benefit from them.
10. Follow-up
Further study will be taken on improvement of Vision understanding and implementation among
Vietnamese enterprises based on the experience and achievements of large corporations. Other way
of study will be analyzing the impact of understanding level to Vision implementation in Vietnamese
enterprises in some provinces particularly and all over Vietnam generally.
11. Short Introduction
The research is divided into three parts, which are including:
Chapter 1: Theoretical Foundation: Will give a relevant theoretical background to the study
and case study of Ho Chi Minh
Chapter 2: Research on Vietnamese corporations: In this chapter, Vision understanding and
implementation in Vietnam will be reviewed. One hundred biggest private corporations
representing for Vietnamese enterprises will be analyzed on their awareness, real activities.
In connection with the Vision of Ho Chi Minh in term of creation and transformation of
visions, it will be the best lesson for Vietnamese company.
Chapter 3: Conclusions and recommendations: Conclusions and recommendations will be
noticed for better implementation of Vision in Vietnamese enterprises.

2


CHAPTER 1: THEORETICAL FOUNDATION
1.1
Vision’s definitions
“Vision” has been commonly used nowadays; however, it also has rarely been understood right
meaning. When someone has been asked “what is the vision?” there is less people can understand the
right meaning of this word or can give the right definition of it, however almost of people know that

it is the goal, the long-term plan described the future.
Thesis will extract some Vision definitions of some authors in the world to bring out the general
observation as well as basic meaning of Vision.
“Vision includes two main parts: A core ideology and a future perspective. Let pay attention to
the symmetrical motivation is “Keeping the core value – promoting the advance.” A far Vision
is built on the connection between two elements of “Jin” and “Yang”: on the one side it
determines “the reason for existence of us” (core ideology, constancy), at the same time on the
other side it talks about “what we expect to achieve, become, create (that will promote the
advance and change to achieve the future perspective.”
Quoted “Built to Last” of author - Jim Collins & Jerry I.Porras
“The Vision can provide a sense of continuity for followers by liking past events and present
strategies to a vivid image of a better future for the organization. The vision provides hope for
a better future and the faith that it will be attained some day. During the hectic and confusing
process of implementing major change, a clear vision helps to guide and coordinate the
decisions and actions of thousands of people working in widely dispersed location.”
Quoted “Leadership in organization” of author Gary Yulk
According to the author, Vision is a future vision that the enterprise should look forward to and it
becomes dynamism to encourage everybody to share his or her efforts to achieve it. Vision is offered
basing on the current core value or the past and great aspiration of the enterprise.
Based on the above-mentioned definitions, Author found that Vision could be understood as follows:
1. It is the combination between cores values of organization with the ambition that the
organizations want to archive in the future.
2. The statement of the Vision is imagination about the future of its organization. However, the
imagination is not without basic it has been raised from real abilities of organization in the
present and the past.
3. Vision is not same with Mission that the purpose of Vision attends to its organization and the
member of its organization, purpose of Mission attend to customer of its organization.
4. The statement of Vision will not present how to reach to it, it only show the direction of other
business plans. That is the reason why the organization issues a statement of Vision while the
Leader has to image where his organization come to and has enough courage to dream of it.

Besides that, statement of Vision could catch the emotion of a Leader.
5. A good vision should have a strength to attract everybody in the enterprise to together look
forward to and achieve it in the future, basing on the competence or characteristics that the
enterprise is owning. That means Vision should emphasize the strongest point of the
enterprise, what the enterprise needs to exploit it is to overcome the desire of the enterprise
itself.
1.2
Structure of Vision
This thesis has a special interest in a model or structure and elements of “Vision” of an organization;
thereby “Vision” includes Core ideology and Future perspective. Following this vision means to
create link of organization and strategy to keep cores and push up advances for a future perspective.
Such link brings vitality and realizes initial vision.
1.2.1 Core ideology:
Constant particulars of an organization are constant factors and surpass product/ market life cycle,
technological advances, administration styles and leaders. Frankly, the biggest and most important
contribution of “architects” of the world leading corporations is core ideology of such corporations.
The talented leaders will depart this world, products will be outdated, the market will change, new
technologies will appear, and administration styles will change. Nevertheless, core ideology of a
3


leading corporation is always invariable and a guiding star for development. The core ideology
includes core values and core objectives.
- Core values:
Core values are basic and constant of an organization. The core values are a small group of leading,
constant, and unexplained principles. They have internal values and importance for members of the
organization.
- Core goals:
Core goals are basic reason for existence of an organization. Between core goals and core values,
core goals are considered more important in leading and communicating inspiration for an

organization.
To see more clearly, what the core value is. The author selected and offered some examples about the
core goals, as follows:
 3M: Solving the unsolved problems creatively and innovatively.
 Wal-mart: Creating opportunity for ordinary people to purchase the goods like the rich often
buy
 Merck: Protecting and developing human life.
Example about Core ideology:
Table 1.1: Case of core ideology
Company Name
Core ideology
Humans are the core of the company strength.
The product is the final results of efforts
Ford Motor
Profit is a necessary means, being measure of success
Honesty, veracious in business
Expect to achieve happiness achieved due to development,
renovation and applying technology due to the benefit of
community
Sony
Improving the cultural life of Japan
Always be leaders
Respect and encourage the ability and creativity of the staff
Taking enough care to all staff
IBM
Spending time bringing about trust to customers
Going to end in all pledge, always in leading position
1.2.2 Future perspective:
It includes two small parts: Big hairy audacious goal (BHAG) for duration of 10-30 years and a
specific description about the company’s situation upon obtaining such BHAG. Future perspective

describes a detail and vivid future of an organization when it reaches to the BHAG stipulated. It is
supposed concretization of the Vision; from words of mouth to the detail “picture”; create the vivid
images appear on mind of organization’s member. The author believes that it is “paint the picture by
words.” The “painting” is extremely important to lead the BHAG (long term 10-30 years) will
become what is very detailed, visible things on the member’s mind. Please consider the example of
Henry Ford, instead of saying the importance of cars and present about his cars and company, he
describe the future society with car, it is looked very nice and excited society not only for society but
also for his employees.
The example about Henry Ford describes future perspective: “I will supply cars for the majority of
people. Cars should have reasonable prices, helping any commuters can purchase them, using them
comfortably with their families. By then, anyone can have a car. Horse carriages will disappear from
the highways of our country, cars will be considered as an obvious means of transport … and we will
create jobs with high salaries for many laborers.”
1.2.3 Vision:
Nature of the Vision as analyzed above is a combination between the present and the future, any
company’s Vision must be shown Core ideology and BHAG. Some leaders seem to ignore the past or
the present and only focus on the future. If a leader respects things obtained by his organization or
4


himself and expresses respect for the persons who lay foundation for his position. This makes people
of such organization feel unworried because they know that they are members of an organization
with historical depth and all their efforts to be respected.
The example about Vision of Merck: “With the tools supplied by us, science and knowledge will
develop; people’s life will be free from diseases and anxieties. We pledge to assist maximally so that
the center will deserve our belief. Let’s people fetch for truth, the laborers are hard-working for a
better world, those who always raise the torch of science and knowledge, having more courage and
feel that they are always assisted by us.”
1.3
Desirable characteristics for a Vision

The Thesis has integrated the most essential characteristics that a vision should be:
1.3.1 Simple and compendious:
A vision should be simple and idealistic, a picture of a desirable future, not a complex plan with
quantitative objectives and detailed action steps. In addition, a successful vision should be simple
enough to be communicated clearly in five minutes or less. A successful vision must be easy to
remember and remind as well as it must be excited every one whenever mentioned it. This
characteristic requires a vision should be simple enough to such an extent that all people in the
organization can understand and remember.
1.3.2 Inner worth:
The main purpose of vision attend to the member inside the organization, therefore The vision should
appeal to the values, hopes, and ideals of organizations members and other stakeholders whose
support is needed. The vision not only guides the people know where they need to go, what they are
required to perform but also support them to go right way.
1.3.3 Challenging and realistic:
The vision should be challenging but realistic. Hope is not a vision; vision has to be realistic other
than it will be an impractical ideal. Realistic of the vision should increase faith on a leader. The
vision should address basic assumption about what is important for the organization, how it should
relate to the environment, and how people should be treated. Turning a vision into realistic, it is not
meaning turning it into challenge. If the vision not requires all people have to try by their best, maybe
they will ask themselves that their contribution will be worth. A number of leaders may be afraid
since challenging his group. However, a challenge should interest the qualified person want to have
wingspan and take off as well as inflame enthusiasm of conscientious person and make threats
against emotionless person. Challenging will support the people on the organization have to attempt
by their best to achieve the goals.
1.3.4 Appealing and encouraging:
The vision should be appealing, compelling and encourage enough to evolve the people. A successful
vision should excite on value, hope, and idea of all member on the organization as well as
stakeholders who their contribution is very necessary with the organization. The vision should
emphasize distant ideological objectives rather than immediate tangible benefits.
1.3.5 Concentrate:

It should be focused enough to guide decisions and actions, but general enough to allow initiative and
creatively in the strategies for attaining it. The vision will state how to achieve the inspiration of
enterprise however, it should not show the detail any way or step.
1.3.6 Time factor:
To avoid becoming the ambiguous vision, a vision should include the time factor; it means that the
leader should estimate when his organization can achieve the vision.
1.3.7 Vivid picture:
A vision should be the very vivid picture of future in which all member of organization can realize
himself or herself in that picture. It means that the leader must be a “painter” who can “draw” the
future perspective of his or her organization. In addition, the leader has to show or present his or her
high aspiration, inspiration, as well as commitment to achieve. The vision is not only a vivid picture
but also it must be all heart of the leader. However, the vision must point out the objectives and
purpose of organization.
5


Vision should stem from sincere sentiment, passionate feelings, the convincement of the listeners,
etc. which are basic qualities of Vision. It is possible that some managers do not wish to express
sentiment when talking about their desires; however, the truth is like that which is easy to attract and
encourage people more. Let us try to analyze an example about the declaration of Winston Churchill
in 1940, he not only stated clearly: “Let’s defeat Hitler”, but said:
“Hitler knew that he had to either defeat us on this island, or lose in the whole war. If we stay firm,
the whole Europe will be free, and life in the whole world will step forward. If we lose, this whole
world (including the US, including what we take care about) will fall into the abyss of prolonged
disasters. Thus, take our hands firmly to implement our mission; how to make the United Kingdom
exists more than one thousand years, people will keep talking about today as follows: That is their
most splendid time.”
1.4
Distinguish an Vision
Vision is a term used with many different meanings, and there is widespread confusion about it. It is

unclear whether a mission statement, strategic, objective, value statement, or slogan constitutes an
effective vision. In the absence of direct research on this question, one way to answer it is to examine
each construct in relation to the desirable characteristics for a vision. This analysis suggests that a
compelling and enduring vision usually requires something more than a bland mission statement, a
slogan, a list of value, or a specific strategic objective.
1.4.1 Vision and mission:
The mission statement usually describes the purpose of the organization in terms of the type of
activities to be performed for constituents or customers. A vision is concerned with what these
activities mean to people. The core of the vision is the organization’s mission, but different aspects of
it may be emphasized. A successful vision tells you not only what the organization does, but why it is
worthwhile and exciting to do it. A successful vision makes the typical dull, abstract mission
statement come alive, infusing it with excitement, arousing emotions, and stimulating creativity to
achieve it.
In vision there usually includes Mission, thus in many cases Vision and Mission are not clearly
distinguishable or they can be one entity. However, it is still recognizable of its basis and qualities,
specifically: Vision is mostly used internally of the organization whereas Mission is often used for
objects outside organization such as customers or partners.
1.4.2 Vision and core value:
A value statement is a list of the key values or ideological themes considered important for an
organization. The values usually pertain to treatment of customers, treatment of organization
members, core competencies, and standards of excellence. Common themes include satisfying
customers, achieving excellence in products or services, and making important contributions to
society. A value statement provides a good beginning for developing a more complete vision.
However, just listing values does not clearly explain their relative priority, how they are interrelated,
or how they will be expressed and achieved. An effective vision statement provides a glimpse of a
possible future in which all the key values are realized at the same time.
Basing on the structure of Vision mentioned above, Vision should include core values of the
enterprise and Vision should be based on that core value if one wishes to have a strong enough and
feasible vision. The distinction here is core value is what an organization is having, is possessing and
it should actually be the strength of that organization, and Vision will be built on that basic

background.
1.4.3 Vision and slogan:
Slogans are used to summarize and communicate values in simple terms. However, a slogan is
limited in how many values can be expressed. Consider the following examples: technology is our
business, quality is job one, we feel good when you feel good, all the news people want to read, and
partners in making dreams come true. Only the last slogan has more than one value; it describes the
ideal service provided to customers and the ideal relationship among the providers. Slogan can be
useful as part of a larger vision, but overemphasis on a simplistic slogan can trivialize the vision and
diminish important values not include in the slogan.
6


The slogan is like mission, it mainly serves the objects who are customers or partners of
organizations. Thus, all individuals in the Organization should try their same strength to achieve and
serve the Slogan of the Organization; however, the beneficiary is not only the individuals in the
organization. Vision is introspective, all individuals in the organization strives their best to achieve
the same aloft purpose of the organization that the beneficiary from that strive is the individuals of
this organization.
1.4.4 Vision and strategic:
Strategic objectives are tangible outcomes or results to be achieved, sometimes by a specific
deadline. A performance objective may be stated in terms of the absolute level of performance (e.g.,
profits, sales, return on investment), or the relative level of performance (e.g., becoming number one
in the industry or region, outperforming a traditional rival). Neither type of objective is likely to
involve enduring, ideological themes. Performance objectives are useful to guide planning and
facilitate evaluation of progress, but the focus of a vision should be on values and ideological themes,
not on improvement of economic outcomes or outperforming rivals. If performance objectives are
included in a vision, they should be regarded as milestones along the way toward achieving
ideological objectives.
1.4.5 Vision and project objective:
Project objective are defined in terms of the successful completion of a complex activity (e.g.,

developing a new type of product, implementing a new MBA program establishing a subsidiary in
China). These objectives can emphasize economic outcomes, ideological outcomes, or both. A
limitation of most project objectives is their relatively short time perspective. When the project is
completed, the vision is end. Project objectives can be included in the long-term vision for an
organization or a supplementary vision can be built around an especially important project. However,
no single project should be allowed to eclipse the fuller, more enduring vision for the organization.
1.5
Procedures for Developing a Vision
It is extremely difficult to develop a compelling vision, and it cannot be generated by a mechanical
formula. Judgment and analytical ability are needed to synthesize the vision, but intuition and
creativity are important as well. To develop an appealing vision, it is essential to have a good
understanding of the organization (its operations, products, services, markets, competitors, and
social-political environment), its culture (shared beliefs and assumptions about the world and the
organization’s place in it), and the underlying needs and values of employees and other stakeholders.
In most cases, a successful vision is not the creation of a single, heroic leader working alone, but
instead in reflects the contributions of many diverse people in the organization. The vision is seldom
created in a single moment of revelation, but instead it takes shape during a lengthy process of
exploration, discussion, and refinement of ideas.
Some tentative guideline to help leaders develop a vision is summarized as follows:
- Involve key stakeholders
- Identify strategic objectives with wide appeal
- Identify relevant elements in the old ideology
- Link the vision to core competencies
- Continually assess and regime the vision
1.6
Transforming a vision
The successful leader must know how to transform his vision to people to evolve “enthusiasm
flame,” and encourage the people in the right way. Base on seven below-mentioned elements for the
leader to achieve the goal:
- Articulate a clear and appealing vision

- Explain how the vision can be attained
- Act confidently and optimistically
- Express confidence in followers
- Use dramatic, symbolic actions to emphasize key values
- Lead by example
- Empower people to achieve the vision
7


1.7
Lesson of the Ho Chi Minh’s Vision
As mentioned above, the Vision is an overall picture of the future, which gives perspective of an
organization to be attained in future. The above definitions are abstract. All people may understand
what the Vision is but not leader can create and implement it. However, it may be analyze and study
practical lessons and lessons about the leaders’ success in building and communicating the Vision to
the doers to help the leaders create the Vision for themselves and their organizations.
1.7.1 Ho Chi Minh’s Vision
a. The first case
In the position of the President of a country, which had just seized power with accumulated
difficulties, it may be said that Vietnam was in the precarious situation. The country, or to be exact,
North Vietnam with more than 20 million people (most of them were illiterate) was meeting
difficulties such as completely empty treasury, starvation and “internal enemies and external
invaders” who were lying in wait to reoccupy and overthrow new government. At that time, our
country had just escaped from domination of French colonialism and real situation of our country
was extremely poverty-stricken and backward. With over ninety percent of the illiterate people and a
tenth of population died of hunger, President Ho Chi Minh hoped and believed much in the future. In
such context, President Ho Chi Minh still kept calm to provide proper reactions to lead the country to
final victory. To do this, President Ho Chi Minh must have steady ideology and imagine the
country’s future perspective. President Ho Chi Minh clearly pointed out in the letter to children in the
first new academic year of independent Vietnam, “Whether Viet Nam can become glorious or not

and whether the Vietnamese nation can be on an equal footing with other powerful countries in the
five continents or not, mostly depends on your efforts in learning.” This is a message of President Ho
Chi Minh indicating the whole of his Vision.
After when Vietnam had just gained independence and in internal enemies and external invaders
situation, he still imagined in a certain day Vietnam would be bigger and more beautiful to be equal
footing with powerful countries in five continents. He drew a vivid and appealing picture of the
future. He not only talked to children who are future resources of the country but also communicated
to Vietnamese people that in a certain day Vietnam would be bigger and more beautiful. This was a
great inspiration of President Ho Chi Minh about a powerful Vietnam in near future. Indeed, Vietnam
presently has position on the international market and is recognized by countries in five continents.
Although Vietnam has not developed as he imagined, Vietnam, from a country of wars, has become a
part of the world and a non-standing member of the United Nations for two years and ASEAN … In
fact, excellent learning achievements of Vietnamese students have brought glory for the country.
From 1970s to now, Vietnamese students annually take international examinations of Mathematics,
Informatics, English, and French … and win high prizes. Upon awarding, Vietnamese national flag
flutters in the wind together with national flags of other countries all over the world. Vietnamese
students bring glory to the country as Uncle Ho’s wish.
In the present era, strength of a nation is not only powerful army but also brainpower, technical
science and powerful economy. Large countries in the world such America, Japan, England and
France … have developed economy. In Vietnam, this becomes true when the country’s owners have
high educational background and ability of integrating with the world educational background. Not
another way is that we must study well and continuously “Study, study more, study forever.” School
years are necessary for students to acquire basic knowledge accumulated for thousands of years.
Thanks to diligent learning, when grow-up, the students will be learned and highly qualified citizens
to construct the country to catch up with the era. The State takes care of and creates condition for all
children at school age to go to school for the country is long-term future.
Ho Chi Minh’s Vision is also an instruction not only for the children to make efforts to learn to
construct the country, but also for nationwide people that development of the country is to not only
fight but also construct and develop the country on educational and intellectual foundations. The
people must care of Vietnam’s education. It is required to build more schools, have more teachers,

and create conditions for all people to learn and research and improve their knowledge.
8


b. The second case
In his testament to Vietnam nation, he wrote:
“Existent mountains, existent river, existent people,
The American invaders defeated, we will rebuild our land ten times more beautiful!”
At the time he was unable to serve for the country, he imagined a future of our country “The
American invaders defeated, we will rebuild our land ten times more beautiful.” As to force
correlation and ability of success of Vietnamese Revolution in national unity, this ability was too
unrealizable. In his Vision, he always imagined a bright future and a powerful country “ten times.”
He also believed that Vietnamese people, with patriotism and national pride, would do extraordinary
things to protect and construct the country: “our mountains will always be, our rivers will always be,
our people will always be.”
Here there are core values of Vietnamese nation such as patriotic spirit, labor diligence, intelligence,
and creativeness. All such characteristics of Vietnamese people are foundations for success. If
compared with countries in the region, preeminence of Vietnamese nation will be obvious.
In his mind, he always imagined a powerful country, Vietnam, on a basis of strengths of Vietnamese
people. His Vision statement pointed out pathway and manner to attain such Vision. That was the
American invaders defeated. This was an obligatory step to construct and develop the country.
1.7.2 Structure of Ho Chi Minh’s Vision
As to structure of Ho Chi Minh’s Vision and analyses based on modern viewpoint about the Vision,
it contains two important factors: core values and future aspiration. The core values in Ho Chi
Minh’s Vision are “ardent patriotism” and “our mountains will always be, our rivers will always be,
our people will always be.” Together with such core values is his highest aspiration about Vietnam
“more beautiful and equal footing with powerful countries in five continents” and “rebuild our land
ten times more beautiful.” This is a great historical ambition of the human kind. The Vision will be
easy to become trivial if it is not built based on a great ambition and true core values of a country or
an organization. An ambition of an organization, which is not great, persuasive, and historical, will

not attract all people to join and develop it. The core values must be true values such organization
own or potential values in members of such organization.
a. Core ideology
Ideology value is patriotism of Vietnamese people, which exists during the history of country
construction and protection. It may be that patriotism is a particular feature of Vietnamese people. It
may be said that rare is there any country which experienced more invasions of the foreign
aggressors than Vietnam and rare is there any country dominated mostly in its history. However, not
all could yield to patriotism of Vietnamese people. He summarized that” “Vietnamese people have
ardent patriotism. That is a valuable tradition. From the old days to now, once the native Vietnam is
invaded, such spirit is ebullient. It creates an extremely strong and great wave. It passes by all
dangers and difficulties. It plunges all traitors and invaders” – Complete works of Ho Chi Minh,
volume 6, Truth Publishing House, H.1986, pages 36-37. Patriotism is the most valuable asset in
national salvation of President Ho Chi Minh. It is the basis, motive force and a red thread throughout
his revolutionary life, even when he went and joined Leninism by his natural feeling – i.e. patriotic
feeling – not communist heart. He respected V.I.Lenin because V.I Lenin is a great patriot: “At first,
patriotism, but not communism, makes me believe in Lenin and the Third International” – Complete
works of Ho Chi Minh, volume 6, Truth Publishing House H1989.
The core values are labor diligence, resistance to difficulties, intelligence, and creativeness, which
are inherent nature of Vietnamese people. We could pride that Vietnamese nation has many famous
men and great men for the world such as Tran Hung Dao King; Top-ranking General Vo Nguyen
Giap, and world recognized great soldiers; President Ho Chi Minh and Nguyen Trai are great men of
culture of the world; or in the latest time, Prof. – Dr. Ngo Bao Chau was awarded Fields prize of the
world, previously, in Asia, only 3 persons were awarded this prize and Japanese … Vietnamese
people are second to none in the world regarding brainpower.

9


b. Great aspiration
Aspiration of an independent and powerful country was smoldered right when Uncle Ho left Nha Rong

Port to seek pathways for national salvation. In the same period, many revolutions of Phan Boi Chau
and Phan Chu Trinh were taken place however, they failed. President Ho Chi Minh, by his experiences,
went to many parts of the world, met many people and all lifestyles (capitalistic class, bourgeois class
and proletarian class) in the world and he realized the pathway of national liberation. With LeninMarxist Ideology, which played a key role and his steadiness and profound visions, President Ho Chi
Minh led Vietnamese Communist Party to gain a final victory. The greatest victory was that Vietnam
seized power from French colonialism in 1945 and President Ho Chi Minh wrote Declaration of
Independence to mark success. This proves that his aspiration is not a groundless and dreamy
aspiration. Such aspiration is based on his experiences, knowledge and great will.
1.7.3 Characteristics of Ho Chi Minh’s Vision
Considering characteristic aspects in Ho Chi Minh’s Vision based on modern theory on Vision, Ho
Chi Minh’s Vision contains all these characteristics:

Ho Chi Minh’s Vision is always a vivid picture of the future of a country in general and an
organization in particular. Such picture is drawn with materials of straightforward, easy-to-imagine and
extremely vivid words such as “Vietnam’s nation”, “more decent, more beautiful”, “can be on an equal
footing with other powerful countries in five continents” and “we will rebuild our land ten times more
beautiful”… His imagination to communicate to the listeners is easy to understand and imagine, even
children can imagine. He used comparative words “ten times,” “be on equal footing with other
powerful countries in five continents.” These words are easy to communicate to the listeners and the
readers and help them imagine a clear and coherent future.

His statement clearly pointed out purposes and objectives that the whole nation must aim at in
near future. That is a nation of powerful, decent, beautiful nation and equal footing with other
powerful countries in five continents. With clear purposes, all people must research and create to
obtain such objectives. It is not an inflexible instruction forced all people to follow.

Ho Chi Minh’s Vision is realistic. His statement is not totally groundless and an unrealizable
wish. During the process of seeking pathways for national salvation, he experienced hardship. With
only two bare hands and secret operation, he led the country to gain independence. To do this, he
struggled by strength of brainpower, sound guidelines, and mobilization of the masses to carry out

revolution … and he succeeded. With studious spirit, diligence and no fear of hardship, creativeness
and intelligence of Vietnamese people are core values to develop the country by knowledge.
Knowledge is the foundation of development in the world.

Ho Chi Minh’s Vision is a time factor. “Mostly depends on your efforts in learning” or “The
American invaders defeated” show the generation of students at present but not dream of former
President Ho Chi Minh about the future. Or “The American invaders defeated” is not impracticable
because when he wrote a testament in 1965, American army basically no longer predominated in the
battle-field; the balance of power at that time made us hope a united and independent country.

Ho Chi Minh’s Vision is legible, straightforward, and easy to communicate it to many people.
His words are not for the intellectual circles only. They are for the whole of people. His words are
close and pure.

Ho Chi Minh’s Vision is highly encouraging. In his statement, he drew a picture of bright
future. He used highly encouraging words such as “Vietnam can be glorious or not”. It is like a
harassing question to urge patriots to develop the country. When this question imprints on the mind,
it will become urgency and great encouragement. Or “Our mountains will always be, our rivers will
always be, our people will always be” hurries national pride of each Vietnamese person,.

Ho Chi Minh’s Vision is challenging. However, to fulfill objectives he expected, it was a
great challenge, which is not easy to do this. This challenge was not only to children who go to
school but also to all generations of Vietnamese people and all walks of life that how to create the
best learning and research environment in order to develop Vietnam’s intellectual foundations. His
10


Vision is that besides struggle for the country’s unity, we must focus on the future generation to
construct and develop the country after its independence.


Ho Chi Minh’s Vision has orientation. His statement contained orientation to enable all
people to follow it. The only way to develop the country is to develop based on intellectual
foundations. However, it is not so specific to eliminate creativeness and each individual has his own
learning style subject to his conditions and situations to contribute to development. Each individual
must learn about at any time and everywhere and create his own learning conditions. Immediate
objective is to successfully struggle against American invaders to develop the country.
1.7.4 Communicating the Vision
a. Clarity and coherence of the Vision
Former President Ho Chi Minh is an excellent leader. Considering all aspects of communicating the
Vision, that is clarity and coherence of the Vision; all documents, speeches, poems or stories of
former President Ho Chi Minh point out his obvious viewpoint about Vietnam’s war of resistance
and national independence and national unity. In each specific period, each of his specific strategies
or situation always expresses his idea in the truest and most obvious manner.
Clarity and coherence are proved in each his sentence. He did not use abstractive and unintelligible
words but used the simplest, closest and more natural words for all walks of life such as “Our
mountains will always be, our rivers will always be, our people will always be/ The American
invaders defeated, we will rebuild our land ten times more beautiful!.” His verses are pleasing to ear,
legible and plain. He wrote these verses in a formal document but it was indeed close. As a great
poet, his verses are not wordy and incomprehensible.
Former President Ho Chi Minh often expressed his purposes in a coherent and confident manner. It
communicates confident feeling to the listeners. He had no unfounded optimism or excessive
optimism. He always explained clearly his idea by specific examples or evidences. “His very
practical and creative action needn’t to be written and spoken lengthily but he did much and very
much. He spoke little but did much; even he did without speaking by specific and persuasive action”
(Professor Tuong Lai).
b. Explain how the vision can be attained
He always explained to the doers to understand the importance and significance as well as how to
attain such thing. These help the doers to promote their creativeness and initiative upon
implementing the Vision. When communicating to the listeners or the readers, he always expressed
his confidence and optimism; he always emphasized key factors and used impressive acts and

symbols to stress such key factors; and finally he used a lot of specific examples and evidences to
clarify the Vision as well as communicate it to the whole of people.
Besides, talent of former President Ho Chi Minh is to use all ways to communicate ideas and
objectives (actions, literature and poems, meetings …). Regarding action, upon living in the forest,
he may be Mr. Ke, an old ethnic man or upon attending the meetings or meeting partners, he may be
a levelheaded and clever politician.
Former President Ho Chi Minh is famous in the world for not only a hero of national liberation and
an excellent leader but also a great man of culture of the world. He used all forms to communicate his
Vision such as prose, short stories, and poems. It is not only by unique language but also by different
languages such as demotic script, Chinese script, Vietnamese script and foreign languages. President
Ho Chi Minh used different means to describe his vision such as decisions, ordinances, articles,
answers to the press and direct meeting, etc. As commented by ex-Prime Minister Pham Van Dong,
“The soul of President Ho Chi Minh is always poetic” or Prof. Tuong Lai said, “It is rare to have
such a revolutionary leader with meditations and great inspirations. President Ho Chi Minh,
therefore, is a revolutionary soldier with poetic emotions of a poet, revolutionary poet Ho Chi
Minh.”
c. Commune the Vision to listeners in a confident, optimistic and passionate manner
With the same idea and objective, he could communicate to the listeners by different ways. It was
repetitive but the listeners had no boring, dry, and formalistic feeling; on the contrary, this mad the
listeners feel more elated and excited and have more motive forces. Besides, he was excellent at
11


communicating his idea at anytime and anywhere and with each different object, he expressed the
same content and idea differently. According to comments of Prof. Tuong Lai, “What that is called
argument, science, scholarship, and profoundness is included in former President Ho Chi Minh. That
is harmony and combination of folk brainpower. That is intelligence, tact and simplicity of Vietnam’s
cultural quintessence expressing in daily actions of peasant on their rice-fields or in the middle of
forests, “remote villages” [Nguyen Trai]”
When studying his life, his determination and optimism for the career of national liberation and

country construction. Right after leaving Nha Rong Port with two bare hands, he answered a friend of
his to earning money to go abroad: “Here, here is money” he both said both put up his hands. This
proved his confidence and determination. He still kept confidence upon secret operations in the forest
or the mountainous cave. Alternatively, in the short story named “The 10-year sleep” written in 1949
by Ho Chi Minh President, i.e. in the first years of hard and tense resistance war against French
colonialists in the “hold-out” phase, at that time, he still imagined Vietnam’s independence and
development such as: “All streets and villages are clean and beautiful. There are schools, libraries,
theatres, medicine rooms and sports ground everywhere …”
All indicate that President Ho Chi Minh always had great confidence and high determination; thus, in
all circumstances he still communicated his ideas and thoughts to all people with all passion and
confidence. In all situations, he still wrote poems and stories …

CHAPTER 2: RESEACH ON VIETNAMESE CORPORATIONS
The author’s concern is why Vietnamese enterprises have not achieved great success in Vietnam’s
market. Why Vietnamese companies cannot occupy the domestic market evidentially almost of
products in Vietnam imported or made by foreign enterprises or imported to Vietnam? Why there are
not companies, corporations, or organization meeting regional standards? Isn’t is that Vietnamese
people in general and the companies’ leaders in particular have no enough necessary inspiration and
ambition?
To learn about the Vision of Vietnamese enterprise in the clearest and most realistic manner, the
author consolidated, reckoned up, and studied real situation of Vietnamese corporations in stating,
developing, and communicating their Vision based on collected data of 100 Vietnamese largest
private enterprises among Top 500 Vietnamese largest enterprises in 2010. This study focuses on
learning about how the largest private companies in Vietnam state, have awareness of, and
communicate their Vision? Besides, the author deeply studied some big companies (within the list of
500 Vietnamese largest enterprises in 2010) and interviewed some senior leaders and employees of
such companies to more profound and comprehensive outlook.
2.1
Unawareness of the importance of Vision of an organization:
An enterprise without Vision is like as a person walking in the forest without a compass and going

out to sea without a nautical chart. According to the author’s investigating 100 leading enterprises in
Vietnam and Top private enterprises voted by VNR500 in 2010, in which 68% largest Vietnamese
companies had no Vision statement for two reasons that the Vision is an entirely new definition with
such organizations or they did not want to state the Vision.
The material weakness of Vietnamese enterprises is they often look at short-term and usually lead the
business by solving matters, annually plans or several year plans. This is true, but not enough, as
enterprises need to have more long-term vision, need to have greater desire enough to extend
themselves to the world range and develop sustainably. The fact that enterprises have not had a
vision with enough strength stems from many reasons, but the major reason is the viewpoint of being
afraid of changes, subjective, voluntaries and always thinks that, “our enterprise is developing very
well without the so-called Vision.” However, according to the statistics of the author, hardly any
enterprises of Vietnam maintain development for a long time from 10 to 20 years; these enterprises
12


only maintain its existence, annual revenue, however it could not developing to last as well as could
be hard when facing changes or adverse circumstance.
Stemming from the viewpoint of being afraid of changes, or looking forward to short-term instead of
looking forward to farther, more lofty targets, thus many enterprises own very good human resources
and have full competitive competence, however, it is impossible to exploit it, for example:
intellectual resources, the unity and determination of the human resources, other competitive
advantages.
2.1.1 The enterprises do not think that Vision is extremely important
These enterprises do not completely know definition of the Vision of a company or an organization or
they do not think that their inspirations are a Vision. This is easy to understand because the Vision of
an enterprise is a new definition in Vietnam for about 10 years. In addition, this definition is only
taught in the business administration graduate classes or short-term business administration training
courses. In reality, the enterprises’ not stating the Vision or communicating it to employees in their
organizations is completely not that they lack inspiration or have no the Vision. The reason is that the
leaders of such organizations do not know definition of the Vision. In reality, these enterprises ranked

among Top 100 Vietnamese largest private enterprises. This proves that they have great inspirations
and certain values to succeed. Yet, many enterprises have not escaped from Vietnam to become the
largest companies in the world. Whether, these companies have enough competitiveness and gain a
victory in Vietnam, the region and the world or not? Whether these companies are good substantially
and have firm foundation to develop or they are large companies in revenue?
Thus, this thesis will provide and clarify definition of the Vision. Actually, there are many books, materials,
and curricula about the Vision. However, they only introduce what the Vision is. After reading and
studying, they only know the definition of the Vision but cannot acquire a real and valuable Vision.
2.1.2 The enterprises do not want to have Vision
This is because the leaders of such organizations know the definition of the Vision but they are
unaware of the importance of the Vision in building and developing the enterprises. Even, some
leaders think that if their Vision is publicly stated, the competitive enterprises will know their future
orientation and then focus on learning about or pushing up competition. Such enterprises’ leaders
inadequately understand the Vision. They confuse the Vision with the Vision for a specific strategy
or a specific objective; the Vision for a specific strategy or Objective may be obtained for 3 or 5
years, focusing on some specific activities. However, the Vision is not. As mentioned above, the
Vision is a future picture indicating great inspirations to be attained by the enterprises in near future
(for 20 or 30 years) or in further future. However, the enterprises as well as their employees must
make every effort to realize such future picture.
Therefore, the Vision is unable to imitate and keep secret. The Vision has real value when it starts from
great inspiration of the leader and bases on core values of such organization. The valuable Vision will be
communicated to all people in an organization and all individuals in such organization must understand
and have the greatest inspirations and desire to realize such future picture.
2.2
The enterprises do not clearly understand Vision
According to the statistic figures in 100 leading private enterprises in Vietnam in 2010, 68% of the
enterprises almost do not state the Vision and 32% of the enterprises have the Vision statement but
80% among such enterprises confuse the Vision with the Objective of the company. Besides, such
Vision statements do not indicate their inherent values. Hence, it fails to obtain real purpose of
developing a Vision of an organization. The author also interviewed some middle and high-ranking

enterprises who have the Vision statements and found that “the Vision” is formalistic; it represents
that enterprise catches up with the era and it is the fashion for such organization. It has no its inherent
value. The below are some specific examples to understand clearly, what “the Vision” is:
2.2.1 Misunderstanding about the vision
a. Wrong in Vision structure:
As mentioned in the previous chapter, Vision should include two important parts, which are Core
value and BHAG. The author thinks, most vision mentioned above only achieve half in total in the
structure of Vision that is to look forward to a bright future of the enterprise, such as “To be the best
13


Bank and a leading business” “a leading quality”; “a leading company”; etc. Considering bout the
above declarations, there is totally lack of a very important idea that is, “Core value,” thus these
Visions becomes lack of basic to reach it. Core value will answer the question, what does enterprise
base on to realize their future aspirations.
Table 2.1: Case of Saigon Commercial Bank
Company Name
Vision
Increasing value for shareholders
Developing various types of products and services of a modern
SAIGON
bank
COMMERCIAL
Maintaining the satisfaction, loyalty and association of customers
BANK
to SCB
Ensuring the growth and sound financial capacity
Continually enhancing working motive and creativeness of its staff
Among most of 100 biggest private enterprises in Viet Nam according to the table of ranking of VNR
in 2010, the visions all lack of an important part of Vision, which is the Core Value of the enterprise.

The author has selected quite a sufficient vision declaration in the structure of Vision, in the case of
Saigon Commercial Bank, Vision declaration has offered a value of the enterprise they are the
dynamism and creativity of the labor force. However, their use of Core Value does not bring about
any practical thing for the member of this enterprise, only one member of the enterprise benefits from
Core Value that are the Shareholders. Moreover, Core Value of the enterprise does not also bring
enterprise to a loftier target, a more desirable target. Thus, BHAG of this enterprise is normal and
lacks necessary knowledge.
Generally considered, a major weakness of Vietnamese enterprises when offering a Vision
declaration is incorrectly in structure, and thus will not have a perfect vision, and not good Vision
cannot bring about anything great and does not exploit all the inherent value of Vision.
b. Lack of necessary characteristics of Vision
The Vision declarations of most of Vietnamese enterprises in general and the Visions mentioned in
this topic lack of important qualities of Vision, specifically:
 Simple and straightforward:
A vision should be simple and idealistic, a picture of a desirable future, not a complex plan with
quantitative objectives and detailed action steps. These Vision declarations have the simplicity and
easy to recognize, however it is not a picture describing the great desire of that enterprise. The author
recognizes, among the Vision of Vietnamese enterprises almost no enterprises having Vision has this
important characteristic. Some Visions are simple but too monotonous, lack of color, unattractive and
so simple that they mistake it for some slogan of the company; some Visions are lengthy, presenting
too many unnecessary issues thus Vision becomes complicated and lack of conciseness.
The author thinks that this weakness of Vietnamese businessmen stems from the fact that they do not
understand what should Vision be to be good and they would also not having to invest to develop it,
maintain it and pledge with it. The case study of analyzing of Vision declaration of Kinh Do
Company and Habubank is belows:
Table 2.2: Case of Kinh Do Group
Company
Vision
Name
Vision: Living Fine Kinh Do enriches people's lives by providing products and

services, which immediately realize the needs, and desires for Living Fine.
Applying our dynamism, creativity, foresight and other core values, we
KINH DO
create products and services which deliver consumers what they want and
GROUP
make us all proud.
People trust Kinh Do companies, products, and services so much they rely
on them for Fine Living every day.
Kinh Do generates bonus personal, economic and
14


For the case of Kinh Do Group, this enterprise has partly contains the structures and characteristics
necessary of Vision considering in reasoning basis aspect. However, Vision declaration is too long,
offering too many issues not sufficiently concentrating on the most important points. Besides, Vision
of Kinh Do Group offers also issues relating to customers, to society, this is a misunderstanding as
Vision is introversive, it is only for members of Organization: Shareholders and the whole working
force of that organization.
 The challenging character of Vision:
Vision does not express value, the desire, and the ideology of the members of the society. These
visions do not point out how to achieve that desirability, how to navigate for the whole members of
the organization, and how to guide them to go in the right correction to achieve their desire.
Table 2.3: Case of Techcombank and EMIS
Company Name
Vision
TECHCOMBANK
To be the best bank and a leading business in Vietnam
MATERIALS –
To be a leading company in quality of services in petroleum trading in
PETROLEUM JSC

Vietnam (main line of petroleum)
– EMIS
Analyzing some Visions above, the author realizes that, they are challenges to the enterprise,
however it does not left any remarks to the members of this organization. Seeing on the viewpoint of
the laborer in the enterprise, they will see that there is not much difference between a normal
company and a leading company in the country or the industry. The laborers will not be able to
recognize that they gain some practical things from the fact that their company becomes the leading
company and they are nearly absent in bringing the company to become the leading company,
although their effort they contribute is very great. The author themselves are working for a leading
company of an industry in Vietnam, The author recognizes that the laborers still feel satisfied when
their company is in the highest position in the industry, as their biggest expectation is income, is the
working environment, is respected, etc, then it is not mentioned. Thus Vision will not be able to
reach an important function of theirs is to encourage and boost every individual to strive their best.
 Attractiveness:
A very important characteristic of Vision is it should be lively, attractive and should encourage
everybody to take part in as well as strive for achieving it by his or her best. A successful Vision
should attract the participants, bringing about great hope and always desire to reach of every member
in the enterprise. The Vision of Vietnamese enterprise totally does not have this important
characteristic; the Visions are totally monotonous, colorless, and mundane. When asked the staff and
even the leaders of some Enterprises with the above said Vision declaration, most of them did not
know what their enterprise’s Vision is or when talking about it does not have any enthusiasm.
Table 2.4: Case of Habubank
Company Name
Vision
Habubank’s vision is positioned in the slogan of the Bank “VALUES
FORM TRUST.” Habubank constantly adopts this slogan as it shows all
basic targets set by the Bank. Habubank aims to generate unique and
useful values to customers in order to gain trust and loyalty from them.
HABUBANK
Habubank has been operating and obtaining success based on the

TRUST accumulated over the years. It is the trust from the State,
shareholders, customers, employees, and partners. That trust has been
formed by values created by the Bank no matter whether they are core or
added, economic or non-economic, tangible or intangible values.
The case of Habubank is a typical example for a Vision lack of liveliness and color, the listener has a
feeling that it is presented in a general meeting, a seminar, or any event of their company. According
to the statistics of the author when having a chance to work with Habubank, most of the staff of
Habubank when asked can only remember the Slogan: “Value accumulates belief”. Vision
15


declaration of Habubank is concentrating in analyzing the Slogan, not offering a picture about the
future of Habubank.
 Orientation and focus:
Vision should concentrate necessarily to bring out decision and action. However, it is large enough to
permit originality in every strategy of the enterprise. Most Vision of Vietnamese enterprises often
offer wishes vaguely, specific but do not point out the manner to achieve it, for example: “to be a
leading company”; “Leading company in quality”, etc, However nearly no one in the enterprise
knows how to achieve it even the person who created it.
Table 2.5: Case of Angiang coffee and Toan Luc Trading JSC
Company Name
Vision
ANGIANG
To become a leading company in coffee manufacture and export in
COFFEE
Vietnam
TOAN LUC
To become a leading provider in dedicated printing paper in Vietnam
TRADING JSC
and the world

Analyzing Vision of these two enterprises, the author said it only offer the targets of the enterprise.
However, it totally has no orient ability, the members of this enterprise also do not know how to
achieve that target, the author also affirms that the people creating this Vision declaration does not
know what to do, where they should start and base on what to achieve their target.
 Time factor, vivid picture, and inner value:
Almost of vision of Vietnamese companies stipulated in this Thesis is lacking of these
characteristics, the author focus on analyzing two cases in which included some of these
characteristics. It is case of FPT and Vietsteel, as follow:
Table 2.6: Case of FPT and Vietsteel
Company Name
Vision
Our aims are to bring high quality steel products through innovative
technologies but more importantly protecting the environment. We pride
on excellent customer services to ensure to meet the demands of our
VIETSTEEL
clientele whilst achieving customer satisfaction. Finally, to create a better
future is the goal of every Vietsteel’s member.
We are a dynamic and welcome challenges company. Together with
us, let bring the ideas into actions for a better future
FPT strives to be a company guided by technology innovations,
committing to the highest level of customer and shareholder satisfaction,
FPT
contributing at best to the society, and having the most favorable working
environment for all employees that enables them to explore their
maximum potential in professional career as well as spiritual life.
Two these companies aspire the good future for all organization members. The purpose of them is
“spiritual life” or “better future” however, none of them could estimate when they can achieve the
goals. On the other hand, these visions “draw” somewhat the vivid picture about their future under
the strength of organization as well as commitment of the leader to follow his aspirations.
2.2.2 The enterprises mistake on Vision:

a. Vision and Mission
Some enterprise cannot distinguish between Vision and Mission, resulting in mistake between two
definitions. To avoid this mistake, some enterprises combine Vision with Mission as a statement.
This leads loss of real value of both Vision and Mission. Some enterprises state that Vision is like as
a business plan, a strategy or specific business activities of the enterprise as stated by Doji Gold &
Gems Group below:
Table 2.7: Case of VIB Bank
Company Name
Vision
+ For customers: Excel in providing innovative, customer-centric
VIB Bank
solutions to satisfy the needs of the customers
16


+ For employees: Cultivate a high performance culture,
entrepreneurship and openness in working environment
+ For shareholders: Provide sustainable and attractive to shareholders.
+ For community: Support community development...
VIB states this is the Vision and Mission of the enterprise, in this case we see that, in the four
missions of VIB, only two missions bearing the characteristic of one Vision, that is introversive,
serving the personal target in that enterprise: For Employees and Shareholders. However, according
to the author it is not actually the missions of this organization; it is nearly a pledge of the leader of
the enterprise.
Table 2.8: Case of CMC Corporation
Company Name
Vision
CMC Corporation constantly strives to develop the 3 key strategic
fundamentals namely IT, Telecommunication and e-Business by
embracing continuous creativity and innovation in research and

CMC
application of hi-tech solutions, thus leading Vietnam rapidly towards
CORPORATION
the digital future.
CMC is firmly confident to bring satisfaction to our customers, profits
to our shareholders and enriched material and spiritual life to all of our
employees.
The case of CMC is similar to that of VIB, in the declaration they only express part of their Vision:
“CMC is firmly confident to bring …, profits to our shareholders and enriched material and spiritual
life to all of our employees.” This example shows that the difference between Vision and Mission is
not clear. In a part of this declaration we also see somewhere expresses how to achieve Vision, it
helps people visualize the way to reach the desire is, “profits to our shareholders and enriched
material and spiritual life to all of our employees” but that road is not quite clear and mostly describe
the strong fields of CMC.
Table 2.9: Case of DOJI gold & GEMS group
Company Name
Vision
To incessantly expand scope and efficiency of production and business
DOJI GOLD &
and sustainably develop to become a leading Group in Vietnam and the
GEMS GROUP
region in exploiting, manufacturing and trading gold bar, gemstone and
jewelry as well as fields of investment, trading and services
Vision of DOJI is quite clear about the desire of the enterprise as well as how to reach that desire.
However, the author affirms that Vision bear politics quality rather than offering a desire to the
internal company, from which boosts and encourage the laborer to try to reach their high target of the
enterprise.
b. Vision and core value:
A value statement is a list of the key values or ideological themes considered important for an
organization. The values usually pertain to treatment of customers, treatment of organization

members, core competencies, and standards of excellence. A value statement provides a good
beginning for developing a more complete vision. However, just listing values does not clearly
explain their relative priority, how they are interrelated, or how they will be expressed and achieved.
An effective vision statement provides a glimpse of a possible future in which all the key values are
realized at the same time. When the author analyze the case of Kinh Do Group mentioned, this
enterprise do not want to lack of mission and core values on its statement.
c. Vision and Slogan:
Slogans are used to summarize and communicate values in simple terms. However, a slogan is
limited in how many values can be expressed. Slogan can be useful as part of a larger vision, but
overemphasis on a simplistic slogan can trivialize the vision and diminish important values not
include in the slogan. Case of Habubank, they think that vision has been stated in its Slogan.
17


d. Vision and Strategic objectives:
Strategic objectives are tangible outcomes or results to be achieved, sometimes by a specific
deadline. If performance objectives are included in a vision, they should be regarded as milestones
along the way toward achieving ideological objectives. Author found that SHB Bank had been
mistaken Visions of organization with the Vision on its business strategies, beside that they show the
Visions for 5 years from present to 2015.
Table 2.10: Case of SHB Bank and Phu Thai Group JSC
Company Name
Vision
With available foundation and strengths, SHB determines strategy to
SHB Bank
strive for becoming a leading multi-purpose retail bank in Vietnam and
a strong financial group by 2015
PHU THAI GROUP
To become the Leading Distribution Group in Vietnam
JSC

e. Vision and Project objectives:
Project objective is defined in terms of the successful completion of a complex activity. These
objectives can emphasize economic outcomes, ideological outcomes, or both. A limitation of most
project objectives is their relatively short time perspective. When the project is completed, the vision
is end. Project objectives can be included in the long-term vision for an organization or a
supplementary vision can be built around an especially important project.
Table 2.11: Case of Southern Bank and Hoang Anh Gia Lai Group
Company Name
Vision
To become a multi-purpose financial group and one of Vietnam’s
leading retail banks recognized in the financial markets in the region
SOUTHERN BANK through efforts to improve quality of customer services, set up
solutions and new business orientation and optimally use resources of
Southern Bank (manpower, infrastructure and real estate)
To become the leading diversified multi-sector group in Vietnam with
HOANG ANH GIA
sustainable development operations in rubber, hydropower, mining,
LAI GROUP
and real estates.
2.3
The enterprises cannot effectively communicate their Vision
Another thing is that each enterprise is ready to answer that “our company has a far Vision”, but in
fact, when learning about this, no one knows their company’s Vision except for the leaders because
they are not shared, communicated and widely disseminated it in the company as well as partners and
stakeholders.
Occurrences arise in the company because there is no orientation to develop together. At that time,
the entrepreneurs are extremely hard to worry about personnel. Do not think that employees work
because of their monthly salary. They also need to be respected, recognized, encouraged, and known
how this enterprise will be in near future. The leader sharing the development Vision is a great
encouragement they need.

Stating the Vision, but no communicating it in an organization or communicating it ineffectively as
expected is for many reasons. In this thesis, the reasons may be as follows:
2.3.1 Bad Vision statement
From the above analyses, most of the Visions of the enterprises are valueless as it is worthy. A
Vision is only for decoration in such enterprise, indicating that it aspires to reach to the peak and its
leaders are visionary, learned, and up-to-date. Such Vision statements show an individual stating it
does not understand how to attain it. Such Visions communicated to employees of the company are
unable to create urgency and encouragement, and of course, it cannot be communicated in the whole
organization. In addition, if efforts to communication it is made, no one will follow.
Let analyze the case of Vinamilk, its vision absolutely do not comply with the theoretical foundation
as well as is not worthy in term of enterprise member. The author thinks that it only stands for the
18


value of customer, because when stating it the employees, manager, or shareholder did not find that
where they will be.
Table 2.12: Case of Vinamilk
Company Name
Vision
Vinamilk will be the fastest and sustainable growing healthy dairy and
VINAMILK
food company by building a long-term competitive advantaged product
portfolio across the scale
The failure to transmit Vision, part of the reason is the fact that Vision declaration is too bad, a
Vision does not have strength and attraction necessary, and then it is very difficult to urge individuals
to joint. The above analysis shows in most Visions of Vietnamese enterprises do not have strength,
without the attraction and fail to describe the lively picture about future of the enterprise or in other
words, it is not enough desirability, and for the monotonous Visions then most strive to transmit to
individuals is not meaningful. On the other hand, the leader of the enterprise cannot express or see
his desirability, her target then it is certain that no one in the enterprise can see it, or does not dare to

declare about it. Vision should stem from the spirit and the heart of the leader and considering about
the nature it is the product of the desirability and ambition of the leader of the enterprise.
2.3.2 No communicate the Vision
The enterprises do not know how to communicate a good Vision or communicate it ineffectively. In
some organizations, the leaders have a good Vision but they do not know how to communicate it to
all employees of such organization. They do not understand that their Vision must urge, lure, and
encourage all staffs, and employees of an organization, even individuals join their organization. Their
Vision brings limitless aspiration to all people to attain the Vision. All efforts or actions of the people
are to aim at a “ten times” future as stated by former President Ho Chi Minh.
To do this, the Vision must always repeat in all various forms and all situations. In addition, the
Vision must be communicated lively such as articles and wishes on special occasion … The Vision
must be stated many times everywhere such as regular meetings and meetings deploying business
activities, meetings of staffs and employees on occasion of Tet holidays, the company’s birthday and
the company’s social activities …
During the process of researching about Vision of enterprises, the author recognizes that for most
enterprises, the notion of Vision enterprise is the personal task of leader of the enterprise. Beside there
are some cases of offering Vision is of some individual of the enterprise created it and the leaders of the
enterprise approves it, then the Vision to put for display. Thus, Vision and transmitting Vision in
Vietnamese enterprise have not been invested properly and that is the reason Vision cannot develop all
their capital value.
Table 2.13: Case of Vietsteel
Company Name
Vision
Our aims are to bring high quality steel products through innovative
technologies but more importantly protecting the environment. We pride
on excellent customer services to ensure to meet the demands of our
VIETSTEEL
clientele whilst achieving customer satisfaction. Finally, to create a better
future is the goal of every Vietsteel’s member.
We are a dynamic and welcome challenges company. Together with

us, let bring the ideas into actions for a better future
In case of Vietsteel, it is quite good vision, however the communication of this vision is not good
enough. The author have a chance to meet some sale manager and salesman of Pomina Steel – a
subsidiary of Vietsteel, however the definition of them about vision of company is ambiguous and
they also do not explain the main thing showing in “Message from Thep Viet.” The statement of
Vietsteel is very clear that, “create a better future is the goal of every Vietsteel’s member” or
“Together with us, let bring the ideas into actions for a better future.”
The author also interviews the Director and staff of VIB – Thach That Branch about its Bank Vision,
his answers is that: “Normally the Bank did not mention to the Vision of Bank during meeting with
Leader of the Bank” or “There is no training, induction for middle-level manager about Vision during
19


his working time in VIB Bank.” The author also asks the staff of the Bank, almost of them said that
they did not know or did not remember the exact their Bank Vision. It is evidence to state that may
be the Vision creator did not remember what his/her vision should be transformed widely within their
enterprise to encourage managers and staff to contribute to development of the Bank.
2.3.3 No invest to brainpower and efforts to develop and communicate a Vision
When perform this Thesis, the author interview staff and middle level manager of some companies
listed on top 100 of VNR500-2010, almost answer is “do not remember company vision,” sometime
is “remember the slogan of company only.” When the author asks the manager the question is “where
is your vision described outside the website,” the answer is not surprise “I do not know” or “no
elsewhere.”
Each enterprise should once strictly answer to a question: “How will our enterprise be?” When one
first hears that it is simple, in fact, it is not simple to answer. If an answer is available in the
enterprise’s mind, it is too good. However, more wonderfully, such answer is written and shared with
the company’s employees to coordinate with the leader to establish a business “path.” The above
answer will be the Vision of the enterprise.
Table 3.1: List of interviewees
Ranking

on
No. of
Item
Interviewees
Name of company
VNR500interviewees
2010
1
2
Staff
4
FPT CORPORATION
Middle-lever
ASIA COMMERCIAL JOINT
2
3
2
manager & staff
STOCK BANK
SAIGON THUONG TIN
Middle-lever
3
8
3
COMMERCIAL JOINT STOCK
manager & staff
BANK
VIETNAM TECHNOLOGICAL
4
9

Staff
1
AND COMMERCIAL JOINT
STOCK BANK
Middle-lever
5
10
5
HOA PHAT GROUPS
manager & staff
6
11
Sale manager
2
THEP VIET COMPANY LIMITED
INTIMEX IMPORT - EXPORT
7
13
Staff
2
JOINT STOCK COMPANY
8
15
Staff
1
POMINA STEEL CORPORATION
Middle-lever
MARITIME COMMERCIAL JOINT
9
23

2
manager & staff
STOCK BANK
VIETNAM INTERNATIONAL
Middle-lever
10
26
2
COMMERCIAL JOINT STOCK
manager & staff
BANK
Middle-lever
ANKHANH STEEL COMPANY
11
40
2
manager & staff
LIMITED
Middle-lever
NAM VANG JOINT STOCK
12
50
2
manager & staff
COMPANY
HANOI BUILDING
13
52
Staff
2

COMMERCIAL JOINT STOCK
BANK
Middle-lever
MAILINH GROUP
14
57
2
manager & staff
CORPORATION
Middle-lever
VIETNAM PROSPERITY JOINT
15
59
2
manager & staff
STOCK COMMERCIAL BANK
20


16

64

Middle-level and
staff

2

17

66

Staff

2

18

72

19

73

20

79

Middle-lever
manager & staff
Middle-lever
manager & staff
Staff

21

81

Staff

3

22

88

Salesman

1

23

89

Middle-lever
manager & staff

3

24

91

Staff

2

3
3
3

TOYOTA EAST SAIGON JOINT
STOCK COMPANY
NHABE GARMENT
CORPORATION - JSC
MOBILE WORLD JOINT STOCK
COMPANY
COTEC CONSTRUCTION JOINT
STOCK COMPANY
KINH DO CORPORATION
VINCOM JOINT STOCK
COMPANY
TMT MOTOR JOINT STOCK
CORPORATION
HA NOI TELECOM
CORPORATION
TRUNG NGUYEN
CORPORATION
AN BINH COMMERCIAL JOINT
STOCK BANK

Middle-lever
3
manager & staff
Total
58
In scope of the Thesis, the author had interviewed 25 biggest private enterprises in Vietnam with 58
interviewees included middle-level manager and staff, the result is almost of them said, “They do not
remember what stated on their company’s Vision.” The result also shows that the employees are
more interest in their company vision in compare with middle-level managers. Normally, the staffs

almost have known their company Vision on public website or other public profile of company
instead of they heard from his directed managers. It means that may be the leader of company did
not often mention their point and their vision, and the most important thing is the Leader of company
did not invest on communication of his/her vision widely in company and invest to build the vision to
become the symbol of company.
2.4
Discussions
In this research of the author, there are many Mangers, Leaders and Enterprises hardly prepare the
statement of Visions for its enterprise, however, the result is chaotic mass of Core values, Goals,
Objectives, Philosophies, Believes, Aspirations, Strategies, Principles, Descriptions, etc. All of them
are becoming intricateness, and rarely these statements strictly relate to the major principle of the
leading companies on this research, it is “maintain the core” – “promote the advance.” This
correspondingly is “motivation” of a leading company, and Vision and future perspectives is the
creation of background to realize the above-mentioned motivation. Clearly understanding this, author
hope that the enterprises will absolutely apply the definitions stipulated on this Thesis to adjust
Vision/Mission of its organizations to such an extent that Vision would be leading properties to build
up a great company.
25

93

CHAPTER 3: CONCLUSIONS AND RECOMMENDATIONS
3.1
Conclusions
Recently, many enterprises as well as entrepreneurs used Vision but not entrepreneur or enterprise
understands a right definition or a thorough outlook on the Vision. Visions and missions have
become guiding stars for enterprises of the new era.
According to analyses of real situation of the Vision statement of the leading private enterprises in
Vietnam, they are the future mainstays of the country and factors of the economy, which are expected
to be the motive force of Vietnam’s economy to catch up with the region and the world. These

analyses indicate weaknesses of the enterprises and wrong points in building and stating the Vision
21


of the enterprises, thereby helping the entrepreneurs or the enterprises develop with orientation.
Besides, it also indicates how Directors, CEOs, and Chairmen of Vietnam’s enterprises communicate
their inspirations and development orientation to all managers, employees, and shareholders and
obtain as expected.
The author linked a story from an individual who built and developed the Vision successfully, former
President Ho Chi Minh, for Vietnamese entrepreneurs to easily imagine what the Vision is and how
to communicate the Vision. Success and influence of former President Ho Chi Minh are recognized
all over the world and he is the closest to all Vietnamese people. Thus, it is easier to link between the
Vision of the enterprise and Ho Chi Minh’s Vision.
3.2
Recommendations
3.2.1 Develop a successful vision
The enterprises should clearly understand that the Vision is a future aspiration of the enterprises
combined with their core values. The most importance of Vision is that Vision must contain
inspiration of the leader. The enterprises should clearly understand that the Vision is future aspiration
of the enterprises combined with their core values. The most importance of Vision is that Vision
must contain inspiration of the leader. To do this, the enterprise should follow the below-mentioned
procedures:
 Brainstorming
A single leader is unlikely to have the knowledge needed to develop a vision that will appeal to all
the stakeholders whose support is necessary to accomplish major organizational change. Even when
the initial ideas for a vision originate with the leader, it is desirable to involve key shareholders in
refining these ideas into a vision with widespread appeal. Key stakeholders may include owners,
executives, and other members of the organization, customers, investors, joint venture partners, and
labor unions.
Often the best place to begin is with senior executives, the group most likely to have the broad

perspective and knowledge necessary to understand the need for change. Insights about their ideals,
values, and attitudes about change can be explored in strategic planning sessions. Another approach
is to ask executives to develop a personal vision statement describing what they see as their ideal
future role in the organization. The personal vision statements can be examined to identify shared
values and appealing images of how the organization should be transformed.
 Gather and select the ideas
The first step is to ask people to identify specific performance objectives that are challenging and
relevant to the mission of the organization. Then ask people to discuss the relative importance of the
various objectives and the reasons why an objective is important. Look for shared values and ideals
that can become the basic for a vision with wide appeal.
 Look for relevant elements
Look for values and ideals that will continue to be relevant for the organization in the fore-seeable
future. Sometimes traditional values that were subverted or ignored can serve as the basic for a new
vision.
 Combine the core values with company goals
A successful vision must be credible as well as appealing. People will be skeptical about a vision that
promises too much and seems impossible to attain. Leaders face a difficult task in creating a vision
that is both challenging and believable. Lofty visions often require innovative strategies, and untested
strategies are risky and difficult to assess. In the absence of a tested strategy, there must be a basic for
people to believe the vision is attainable. One basic is the belief of people in their ability to find
answers. A vision that entails new and difficult types of activities is more credible if the core
competencies of the organization are relevant for these activities.
3.2.2 Communicate widely the vision
The entrepreneurs should present their Vision statements in the clearer and most coherent and
appealing to communicate widely to all managers, employees, and shareholders. The entrepreneurs
have to invest properly on development of a Vision and loyalty tries to reach it by all his mind and
22