Hoạch định chiến lược thương hiệu của các doanh nghiệp logistics việt nam tt tiếng anh

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INTRODUCTION
1. Rationale
The impacts from external factors: the changing of business environment,
wide and strong integration among nations, new Free Trade Agreements causing
pressures that require logistics enterprises to come up with solutions helping to
enhance effectively and sustainably the competitive capability with unique cachet
of each enterprise. Moreover, logistics enterprises normally provide similar
services, so building and possessing a strong brand is one effective solution to
create a unique and different point in competitive strategy of the company.
Therefore, planning brand strategy step by step and professionally implement base
on science basis and the facts is very necessary and important to logistics
enterprises. To be aware of the necessary, emergency and practical meaning of
Brand Strategic Planning of Vietnamese logistics enterprises, however there are
few studies working deeply on this issue to help these enterprises finding the useful
solution for building strong brand promoting the competitive position and capability.
Therefore, author decided to select the subject of "Brand Strategic Planning
of Vietnamese Logistics Enterprises" with the desire to study and analyze deeply
about branding, specifically focusing on Brand Strategic Planning of Vietnamese
Logistics Enterprises nowadays. This research will analyze clearly the current
statement to understand and capture the achievements and existed problems to
propose theoretical comments, as well as highly practical recommendations and
orientation solutions to support logistics companies in Vietnam to execute
efficiently the brand strategic planning.
2. Related research review
2.1. Oversea research situation
• About brands of logistics enterprises
Studies of logistics services brand and logistics enterprises by foreign
authors in fact are limited. Some studies mentioned about brand and supply chain
which were found, had not mainly focused on “logistics brand or logistics

enterprises’ brand”.
• About brand strategies of logistics enterprises
Study about Brand strategy of logistics enterprises is also the subject that not
many scientists studying deeply. Some other studies were found mentioning about
brand and strategy which mainly focused on analyzing the role and relation between
brand and competitive strategy in logistics field, or logistics development strategy
or thorough analyzing important issues that impact on business strategy of logistics
companies. These studies had not focused on “Brand strategy of logistics enterprises”


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• About Brand Strategic Planning (BSP) of logistics enterprises
Studies mentioned about Strategic Planning of enterprises play an important
role and the relation between BSP and logistics activities as well as the role of
logistics service in developing brand of some enterprises in industrial equipment
field and they had not focused on BSP of logistics enterprises.
2.2. Domestic research situation
Domestic works about logistics or brand were large-scales researches with
high scientific theoretical and practical significance. However, through author’s
research, there are not many studies deeply working on brand, brand strategy and
BSP of services field on business to business market and especially Vietnam
logistics enterprises.
2.3. Comments and inter space for study
Firstly, none of previous studies on BSP has been specifically studied about
BSP of logistics enterprises by using a full process with contents: the environment ,
market and current BSP status analysis of logistics enterprises; determining the
objective and planning the structure of brand strategy; developing resources and
leading the implementation of enterprise’s brand strategy to commercialize
services, build image and position of logistics enterprises.

Secondly, most of current brand researches in Vietnam reserved priority for
studies on brand, brand strategy, brand building process...that mainly applying to
industries with huge consumers. The studies about brand, building strong brand,
brand protection…mainly focus on Vietnamese enterprises in general and there
have not been any studies deeply working on brand of logistics enterprises in Vietnam.
Thirdly, the current researches about BSP have studying scope not relating
much to and base on practical basis of logistics enterprises in Vietnam therefore, the
assessments, comments and recommendations are not really suitable for the current
conditions of these enterprises and could not be used as reference document for the
effective BSP and building strong brand.
Fourthly, the development of logistics industry in general is progressing day
by day. In addition, the Vietnamese Communist Party and government have also
frequently issued new policies with regulations to manage and support the
enterprises development. As a result, previous studies may not guarantee the up-todate status and the management policy direction of state.
3. Subjects, objectives and research mission
- The research subjects of the thesis are the theory and practice activities in
BSP of Vietnamese small, medium logistics companies and above which have
capital from 500 million dong to 100 billion dong and 50 to 2000 employees.


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- Objectives and research mission: The research aims to systemize, establish
the scientific theoretical basis related to BSP, clarify the situation of building the brand
strategy and the current situation of BSP activities in small, medium and above
medium sized logistics enterprises in Vietnam; then solutions are proposed to complete
the process and content of BSP of these logistics enterprises.
Specific tasks consist of:
+ Systematizing basic theories of brand strategy and BSP, then establish a
theoretical framework applying for the analysis of Vietnamese small, medium

logistics enterprises and above;
+ Building the phasing model and content of each phase of BSP for
Vietnamese small, medium logistics companies and above;
+ Studying and analyzing the experience in BSP of domestic and
international logistics enterprises to learn lessons in BSP for Vietnamese logistics
companies;
+ Analyzing and assessing the current situation of BSP of logistics
enterprises, identify successes and strengths, weaknesses, drawbacks and rooted
causes of the situation;
+ Proposing solutions to complete the BSP of logistics enterprises in
Vietnam to adapt with the environment of international integration, the trend of
service development and logistics market as well as the current situation of
resources of logistics enterprises in Viet Nam.
4. Research scope of the thesis
- Spacing: To study BSP of small, medium logistics enterprises and above
which have capital from 500 million dong to 100 billion dong and 50 to 2000
employees in Hanoi, Hai Phong, Da Nang, Ho Chi Minh City, Quang Ninh, Ba Ria
- Vung Tau.
- Timing: Data, statistic figures used in the statistical analysis of the thesis
are mainly in the period from 2008 to 2017; opinions, proposals, orientations,
recommendations would be applied up to 2020 and vision to 2030.
- Content: this thesis studies the process and content of BSP in small,
medium logistics companies and above in Vietnam; with the key studying content
of the phases and phasing content of BSP and factors affecting these activities in
above mentioned logistics businesses to maximize the brand value of logistics
companies in Vietnam in particular and the supply chain of which they are member
in general, when global economy integration become a common economic market
among worldwide nations nowadays.
5. Research methods of the thesis

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- The research approaching method of the thesis is a systematic approached logic and specifically historical methods.
- The methods of collecting and processing primary and secondary data are
used, and through interviews with 15 experts on the status and assessing criteria of
BSP in logistics companies in Vietnam. Simultaneously, a survey was taken
through the questionnaire to 233 logistic companies’ managers about the operation
of BSP at their enterprises.
- The statistical analysis methods are used for the research purpose of the
thesis in which are consist of analytical method for average point, the integrated
analysis method with comparison; modeling and mapping methods.
6. New contributions of the thesis
* Theoretical:
- To systematize the basic theories of branding strategy and BSP of logistics
companies in Vietnam
- Especially the thesis successfully built the theoretical model of phases of
BSP and explaining basic practical and valuable reference contents of BSP of
logistics enterprises. This model was built on theoretical and solid scientific basis
helping Vietnamese logistics enterprises to implement BSP in a standardized way.
- Building evaluation criteria and scale of BSP of Vietnamese logistics
enterprises helping to reflect the common status and supporting enterprises assess
themselves the effectiveness of this activity in their companies, pointing out what
have been well done and what are existential weaknesses and find out solution to
solve and improve them.
* Practical:
- The research has generalized the market and branding development of
logistics enterprises in Vietnam in recent years up to present.
- This thesis especially implemented an actual survey in Vietnamese logistics
companies to make a general report of BSP activities status in these enterprises.

Analyzing typical characteristics, clarifying strengths, weaknesses and causes in
BSP of these enterprises base on the assessment report of this actual survey.
- Through researching some typical enterprises in combination with expert
interviewing and the questionnaire survey, the thesis has clarified the actual
situation of the detailed content of BSP activities of logistics enterprises in
Vietnam;
- Updated the latest policies from Vietnam Government, clarified
orientations, some forecasts and point of views on completing BSP of logistics
enterprises in Vietnam up to 2020, 2025 and vision to 2030.


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- Based on study’s results, the author has proposed rational solutions which
utilize the new advantages in Vietnamese state policy and technological scientific
development to help the Vietnamese logistics enterprises getting better performance of
BSP. The thesis also suggested the practical recommendations to the State management
agencies in supporting and managing these enterprises in terms of completion and
complement the related policies and supporting the brand development planning for
logistics industry and Vietnamese logistics companies.
7. Structure of the thesis
Including 3 main chapters beside the introduction and the conclusion:
• Chapter 1: Basic theories about brand strategic planning of logistics enterprises.
• Chapter 2: Current situation of brand strategic planning of logistics companies of
Vietnam.
• Chapter 3: Viewpoints and solutions to complete the brand strategic planning of
logistics enterprises of Vietnam.
CHAPTER I: BASIC THEORIES ABOUT BRAND STRATEGIC
PLANNING OF LOGISTICS ENTERPRISES
1.1. Overview of brand and brand strategy of enterprises

1.1.1. Overview of brand of enterprises
* The concept of corporate brand
Some key points for the proper identification of the corporate brand include: (1)
To exist only in the perception; (2) To contain values or commitments that customers,
partners, shareholders trust in and sometimes it can touch the emotions of the
customers, partners, shareholders which makes them feel the credibility of enterprises
and meaningful of good things in life; (3) changing characteristics through time.
* Brand elements: tangible and intangible elements.
* Elements that constitute the corporate brand value: Brand identity, Brand
Performance, Brand Imagery, Feelings&judgments of customers, Brand Resonance.
* The corporate brand equity asset
There are three different points of view on brand value: (1) customer
perception, (2) financial perspective, (3) or combination of the two. It is possible to
define brand asset as the added value of the products by brand name. Creating
brand values shall contribute to establish strong brand of enterprises and strong
brand in contrary shall strongly impact to increase the inside value of brand asset.
1.1.2. Overview of corporate brand strategy management
1.1.2.1. Strategic structure of the business
Corporate strategy level (Corporate Strategy), Business unit strategy level
(Business Strategy), Functional strategy level. According to the above strategic


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levels, brand strategy of the enterprise is a functional strategy which helps to
establish the development orientation for the "Brand" of the company.
1.1.2.2. Concept and structure of corporate brand strategy
Corporate brand strategy is to determine the orientation and to be the
guideline for any plan of action helping enterprises attaining the certain brand
achievements, brand strategy is long-term, related to all corporate’s activities and

oriented toward stable development. Three main important factors in corporate
brand strategy are: “Brand vison, brand culture, and brand image”.
1.1.2.3. Stages of brand strategy management of the business
- Phase 1: Brand strategic planning (BSP).
- Phase 2: Implement brand strategy.
- Phase 3: Brand strategic controlling and evaluation.
1.1.3. Characteristics of logistics services & classification of logistics enterprises
1.1.3.1. Concept and characteristics of logistics services
The economic and social committee of Asia and Pacific defined “Logistics
or supply chain management is the movement to synchronize in puts and out puts in
production and commodities delivery and services to customer”
1.1.3.2. Concept and classification of logistics enterprises
Logistics enterprises are companies providing one or a group or a series of
different logistics services in the whole supply chain of logistics services.
Classification of logistics enterprises: By property ownership level; By type
of service; By the level of implementing logistics services
1.2. Process and basic content of BSP of logistics enterprises
1.2.1. Phasing Model of BSP of logistics enterprises
1.2.1.1. Definition and roles of BSP of logistics enterprises
* Definition: "Strategic planning is a process of setting business missions;
conducting research to identify opportunities and challenges, external and internal
strengths and weaknesses of the companies; setting long-term goals and selecting
alternative strategies where specific issues are solved in a reasonable manner."
* Roles of BSP of logistics enterprises
Firstly, it helps logistics enterprises executives outline the major features of
building brand strategy for their companies.
Secondly, it is a process of identifying major orientations that allow
enterprises to change and effectively improve their branding activities and
consolidate their competitive position.
Thirdly, create a broad and completion vision to managers, identify new

opportunities, anticipate and come up with solution on-time to avoid risks in the


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operation progress, work out action activities to effectively deal with any problems
during the organization's operations.
Fourthly, it will help to create a better coordination of branding activities in
logistics enterprises.
Fifthly, it motivates the active participation of business members.
1.2.2.2. Phasing Model of BSP of Logistics enterprises
Strategic planning
for brand type,
identification, and
positioning
Strategic planning
for brand equity
asset
Analyzing
marketing and
brand strategy
situation of
enterprises

Determine the
development
orientation and
the objectives of
brand strategy of
logistics

enterprises

Strategic planning
for Brand Images
Planning tactics and
programs to
implement brand
strategy

Planning
strategies for
resources
development and
leading the
implementation of
the brand strategy
of logistics
enterprises

Strategic planning
for brand expansion,
renewal and
franchising

Figure 1.4. Phasing model of the BSP of Logistics Enterprise
Source: Summarized by the author
1.2.2. Fundamental content of BSP of logistics enterprises
1.2.2.1. Analysis of marketing and branding situation of logistics enterprises
In order to well implement this stage, enterprises must carry out some of
specific work groups as follows: (i) macroeconomic analysis; (ii) the

microenvironment analysis of the sector, and (iii) the microenvironment analysis of
the logistics firms.
1.2.2.2. Determining the development orientation and objectives of brand strategy
of logistics enterprise
The enterprise performs two main tasks, including determining the branding
development orientation and the logistics firm's brand strategy objectives.
1.2.2.3. Structure planning of Brand strategy of logistics enterprises
* Strategic planning of brand type, brand identification, and brand positioning of
logistics companies


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➢ Brand type: the firm must identify and select the most suitable type of
brand to develop.
➢ Brand identity: The final goal for any enterprise is to build a brand
identity that is consistent with the development orientation and outlined branding
objectives, which are impressive to customers and addressing its unique identity.
➢ Brand positioning: The main goal needs to be attained is to establish the
"image and message" that best describes the business, then selects the tactics to
convey the image and the message to the targeted customers.
* Strategic planning for brand equity assets of logistics enterprises
It includes customer sharing value and social sharing value strategic planning
in corporate brand equity.
* Strategic planning for brand image of logistics enterprises
Must to ensure the consistency, reality, distinctiveness & uniqueness.
* Program and tactics planning to implement the brand strategy.
* Planning strategies to expand, renew and franchise the brand of logistics
companies
1.2.2.4. Strategic planning for developing resources and leading the

implementation of the brand strategy of logistics enterprises.
* Strategic planning for developing resources to implement the brand strategy of
logistics enterprises: Three resources include finance, HR & scientific technology.
* Leading the implementation of brand strategy of logistics companies
To help navigate, control, manage and adjust during the implementation of
brand strategy to achieve the best performance.
1.2.4. Criteria for assessing the current situation of BSP of logistics enterprises in
Vietnam
(I) Criteria for evaluating the situation analysis for marketing and brand strategy;
(II)Evaluating criteria of the orientation & goals determination of brand strategy;
(III) Evaluating criteria of the strategic plans for brand type, identity &positioning;
(IV) Evaluating criteria of the strategic plans for brand equity assets;
(V) Criteria for evaluating the strategic plans for brand image;
(VI) Evaluating criteria of the tactics & programs planning to implement the BS;
(VII) Evaluating criteria of the strategic plans for brand expansion, renewal and
franchising;
(VIII) Evaluating criteria of development resources planning and leading the
implementation of brand strategy of logistics enterprises.
1.3. Factors impact on BSP of logistics enterprises


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1.3.1. External effecting factors
These factors include macroeconomic and sector’s factors which impact on
BSP of enterprises.
1.3.2. Internal effecting factors
They are human and financial resources factors.
1.4. Lessons learned in brand strategic planning of some foreign logistics
enterprises

1.4.1. Experiences in successful service brand strategic planning of FedEx
Fedex performed well the goals planning, determined brand development
orientation of enterprises, well planed the brand positioning & value strategy, and
well performed the strategic planning of resources development and leading the
implementation of brand strategy.
1.4.2. Experiences in brand strategic planning of DHL
The key to DHL's success is the ability to accurately provide the services
satisfying customer's expectations, this is the shared value of DHL to customers that
took many years to build, maintain and continuously improve.
1.4.3. Experiences in strategic planning for brand development orientation and
objective of DB SCHENKER
In terms of BSP, DB Schenker firstly affirmed their vision and objective
missions in the corporate brand in long term.
1.4.4. Experiences in strategic planning for social sharing value in brand equity
of Nippon Express
An outstanding lesson in brand building of Nippon Express was not about
the services quality, it was about the social value in the corporate brand asset that
the company planned
1.4.5. Lessons learned about the BSP for logistics enterprises in Vietnam.
1.4.5.1. About the approaching point of view and perception of BSP
- The correctly approaching point of view and perception about a strong BSP need a
good human resource.
- Correct perception about service quality factor which has a great impact on the
corporate brand value, that is the customer sharing value specifically.
- Correct perception about the social value in strategic planning of brand assets.
1.4.5.2. Lessons learned to improve the efficiency of BSP
- Carrying out in many phases that linked to the long-term business strategy.
- Enterprise should assess the importance rate overview of each stage and
determine which stage should be paid attention to depending on the business goals
setting in the business development process of the enterprise.

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- To build strong brands, it’s necessary to treasure the brand equity asset,
which includes customer sharing values and social values.
- It is necessary for enterprises to aware of the importance and the global
trend of the social value of the brand.
- To well plan the planning phases for developing resources and leading the
implementation of the brand strategy, enterprises need to build a separate human
resource which is responsible for brand.
- For strategic planning of brand positioning and brand image of logistics
enterprises, it is important to focus on the relevance rather than the difference.
CHAPTER II: CURRENT SITUATION OF BRAND STRATEGIC
PLANNING OF LOGISTICS ENTERPRISES IN VIETNAM
2.1. Overview of Vietnamese logistics enterprises
2.1.1. Overview of Vietnamese logistics enterprises development
Currently there are "more than 3000 logistics enterprises, of which 20% are
state-owned companies, 70% are limited companies and private enterprises are
10%" through nationwide. Vietnamese logistics enterprises mainly locate in three
big cities including Hanoi, Hai Phong and Ho Chi Minh.
2.1.2. Overview of the branding formation and development of logistics
enterprises in Vietnam
Vietnamese logistics enterprises are said not to pay enough attention on
corporate brand building. If brand development is only considered in the aspect of
website construction, most of Vietnamese companies' websites merely introduce
themselves or list down the provided services.
2.2. Current situation of the BSP at some logistics companies in Vietnam
The five businesses that are currently well-known and well perform in Viet
Nam are selected as typical research on BSP of Vietnamese logistics enterprises:

2.2.1. Vietnam Vinalines logistics joint stock company
The brand name is quite well-known in the market. The company is very
interested, and has built its own brand development strategy
2.2.2. Transimex-Saigon company (TMS)
As a company in the top 20 leading companies operating in logistics field in
Vietnam, TMS always takes care of its brand and the BSP, the company has built a
specialized team being responsible for brand.
2.2.3. Gemadept Logistics limited Company
The company has not had any branding departments. Therefore, BSP of the
company has many limitations.
2.2.4. Yusen / NYK Logistics Vietnam company


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NYK Logistics Vietnam has built good image and brand in Vietnam,
however, that brand image is largely lean on the influence of the parent company,
while NYK Vietnam logistics has not had a good process for BSP.
2.2.5. AA & Logistics Company
The company planned quite clearly the brand strategy and expressed
specifically in all aspects.
2.2.6. Conclusions drawn from case studies
- Vietnamese logistics companies have paid attention to and invested in the
implementation of the strategic planning and brand building strategies for enterprises.
- Vietnamese logistics companies are very interested in strategic planning for
developing resources to improve service quality provided to customers.
- The companies, which are implementing the BSP, have not yet followed a
comprehensive and scientific process. In fact, they have just followed the order and
experience of managers due to the lack of specialized departments.
- In fact, there are many existing limitations in the process of the BSP of enterprises,

but they are said to build some good contents for each small part of brand strategic
structural planning.
2.3. Current situation of brand strategic planning of Vietnamese logistics
companies through the result of questionnaire surveys
2.3.1. Current statement of branding strategy and marketing situation analysis of
logistics enterprise
Figure 2.1.
Current statement of
marketing and branding
strategy situation analysis
of logistics enterprise
Source: Survey results
The common score for this activity is 3.3/5. Survey results showed that the
analysis of marketing situation & brand strategy of Vietnamese logistics enterprises
has not yet met the requirements in the period of a fluctuating market nowadays
2.3.2. Current situation of determining of development orientation and strategic
branding objective of logistics enterprises in Vietnam
The average point is only 2.9/5. Currently, Vietnamese logistics enterprises
have defined the objectives of brand strategy but has not yet assessed the
appropriateness of these objectives.


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Source: survey results
Figure 2.5. Current situation of determining of development orientation and
strategic branding objective of logistics enterprises
2.3.4. Current situation of brand strategic structure planning of logistics
companies in Vietnam
* Current situation of strategic planning for brand type, identification and

position of logistics enterprises

Source: survey results
Figure 2.9. Current situation of strategic planning for brand type, identification
and position of logistics enterprises
The average score of this activity is only 2.99/5 points. And according to
survey results, less than 30% of Vietnam logistics enterprises believe that they had
implemented well and very well this stage according to 5 evaluation criteria used.
* Current situation of strategic planning of brand equity asset of logistics enterprise
Planning of customer sharing value is 3.4 / 5 points, the result is considered
better than the performance evaluation indicators of previous steps.

Source: survey results
Figure 2.10. Current situation of strategic planning for value shared to customers
in the value of brand equity


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The average score of strategic planning of social value of brand reaches 2.9/5
points only. Logistics enterprises are aware of the combination of social
responsibility in building brand through strategic planning of social value of brand,
however the investment and implementation of this activity is not satisfactory.

Source: survey results
Figure 2.11. Current situation of strategic planning for the social value in the
value of brand assets of logistics enterprises
* Current situation of brand image strategic planning of logistics companies

Source: survey results

Figure 2.12. Situation of brand image strategic planning of logistics enterprises
This average score assessing the performance of this activity is only 2.87 / 5
points. In general, enterprises have not yet created the differences in brand
comparing to competitors’ brand, and strategies to create differences as well as
build customer’s loyalty to their logistics services are not highly feasible.
* Current strategic planning for tactics and programs to implement the
brand strategy of logistics enterprises.
In tactics and programs planning to implement brand strategy, enterprises
have built their own marketing and communication programs with specific tactics
however they have still failed to meet the requirements.


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Source: survey results
Figure 2.13. Current situation of strategic planning for tactics and programs to
implement the brand strategy of logistics enterprise
* Current situation of strategic planning for expanding, renewing and
franchising brands of logistics business.
Average score of overall evaluation of this activity at the current Vietnamese
logistics companies is 3.03/5, which is above average level.

Source: survey results
Figure 2.14. Current situation of strategic planning for expanding, renewing and
franchising brands of logistics business
2.3.5. Current situation of resources planning and leading the implementation of
brand strategy of logistics enterprises in Vietnam
* Current situation of resources planning of brand strategy of logistics
enterprises in Vietnam

Source: survey results
Figure 2.15. Current situation of resources strategic planning for brand strategy
of logistics Enterprises


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Strategic planning activities for resources of brand strategy of surveyed
enterprises only achieved an average score of 2.8/5. The research result of each
evaluating criteria is all at average level.
* Current situation of strategic planning for leading the implementation of
brand strategy of logistics enterprises in Vietnam
The average score of this activity was 3.06/5. In term of evaluating criteria of
performance of planning for leading the implementation of brand strategy that logistics
enterprises have been done for the future, the main activities had been performed well.

Source: survey results
Figure 2.18. Current situation of planning for leading the implementation of
brand strategy of logistics enterprises
The author calculates the final general score on the current situation of the
BSP: General score (Current situation of BSP) = ∑8i=1 H𝑖 𝑥 𝑇𝐶𝑖
So, the overall score of the current situation of BSP = 2.98/5 points. The
level of 2.98/5 points proves that BSP activity of logistics companies in Vietnam is
performed above middle level and not effective enough. To sum up, almost
researched enterprises of 233 ones assessed the performance of their BSP from 2.5
to 3.5 point (192/233 enterprises equal to 82.4%)
2.5. General assessment
2.5.1. Successful result and reasons
The most important successful result is that many companies have paid
attention to invest in and to arrange human resources for the construction and

promotion of the brand.
Enterprises have been creatively utilized one of steps of BSP in practical
activities to build the brand for their businesses.
Enterprises well performed in strategic planning for brand asset values,
including customer sharing values and social values.
The reasons for initial success in BSP of logistics enterprises are said to be
the business itself, which has been aware of the role and importance of the brand


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and the BSP. Secondly, human resource development activities have been invested
in and focused on by logistics enterprises.
2.5.2. Limitations and causes
The first one is the limitation of applying new analysis tools & models as
well as combining these tools for the highest efficiency.
Secondly, enterprises are still not good at determining the direction of
development with specific stages and targets.
Thirdly, in terms of strategic planning for brand type, identification and
positioning, there are still limitations of establishing a comprehensive, clear and
consistent set of brands identification. Brand positioning has been unclearly chosen
and planned without the consideration about the suitability of brand position with
each stage of outlined branding development.
Fourthly, the strategic planning for social values of brand assets in many
companies has not kept up with the new business trend, which is associated with
environmental protection and a better life for future generations.
Fifthly, Vietnamese logistics companies have not yet well plan for brand
image strategy to differentiate from their competitors.
Sixthly, there are limitations of planning interactive and personalized marketing
and communication campaigns to improve the implementation of brand strategy.

Seventhly, from the viewpoints of many logistics companies in Vietnam,
brand expansion, renewal and franchise are not suitable with the current brand
situation, therefore they do not care much about or even think of it.
Eighthly, in terms of the general process of implementing the BSP, the
logistics companies in Vietnam have not fully and properly implemented, even in
typical enterprises.
Finally, the limitation of planning for leading the implementation of brand
strategy showed in the shortage of good personnel and the lack of specialized
departments for branding.
There are several reasons for this.
The external reasons including: (1) the lack of up-to-date proper information
on branding for logistics enterprises. (2) the lack of good human resource for
logistics industry this is the comment situation of the whole logistics industry, it is
difficult to find any specialized training course on service brand for logistics
enterprises. (3)state management office and Government have not yet inseminated a
specific legal framework to support businesses in ensuring legitimate rights and
protection for their brand.
Internal reasons are: Firstly, the limitation in analyzing the marketing


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situation and brand strategy because enterprises have been leaning on experiences,
being afraid to change as it shall take time to study the new tools before using.
Secondly, the limitation in determining the objectives of brand strategy due to the
perception of Vietnamese logistics enterprises rooting from short-term target under
pressure of sales revenue and lacking a long-term vision. Thirdly, the limitations of
strategic planning for brand type, identification, and position as well as brand image
and campaigns for the implementation of brand strategy are caused by the lack of
financial resources. Fourthly, the reasons for the shortage of qualified personnel for

leading the implementation of brand strategy are partly from business itself which
has not yet properly invested in training and developing this kind of human
resources. Finally, the last reason is the difficulty in training and improving the
quality of human resources in logistics enterprises.
CHAPTER III: VIEWPOINTS AND SOLUTIONS TO COMPLETE THE
BRAND STRATEGIC PLANNING OF LOGISTICS ENTERPRISES IN
VIETNAM
3.1. Forecasts and viewpoints to complete BSP of Vietnamese logistics
companies in the period up to 2020 and 2025 and vision to 2030.
3.1.1. Forecasts and directions for logistics development
3.1.1.1. Changes in the business environment and some forecasts for logistics
services market
* Business environment changes:
- The international economic and trade environment:
Viet Nam pursues liberalization of logistics services in the WTO and ASEAN
Integration (Association of Southeast Asian Nations), as committed to the four-step
logistics road map to the year 2014. Secondly, the open policies of Vietnam have
created increasingly attraction to foreign investors with the expectation that Vietnam
will be the most beneficiary country of the Trans-Pacific Partnership.
- The domestic policy and law circumstance
The General Department of Vietnam Customs is implementing the scheme of
electronic tax payment through the banks in coordination with collecting and
clearing 24/7, signing a cooperation agreement with 36 commercial banks,
collecting import and export taxes through the electronic payment gateway. In
terms of inland domestic depots, there is Decision No 2072 of the Deputy Prime
Minister Trinh Dinh Dung dated December 22, 2017 promulgating the approval of
the master plan for the development of the inland domestic depot system in
Vietnam up to 2020, with the orientation to 2030.
- Domestic economic and trade environment:

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+ Policy mechanism for commercial development and logistics services:
Decree No.115/2007/ND-CP on conditions for maritime business; Decree
No.87/2009/ND-CP on multi-modal transportation; port system planning towards
2020, orientation to 2030 according to Decision No.2190/QD-TTg dated December
24, 2009; Decision No.175/QD-TTg dated in 2011 approving the overall
development strategy for service sector in Vietnam up to 2020 promulgating the
first logistics service strategy in Vietnam.
+ The directions and objectives of transport development planning according
to logistics related sub-sectors to 2020 with a vision to 2030. According to Decision
No.355/QD-TTg dated 25 February 2013 of the Prime Minister approving the
adjustments of the transport development strategy to 2020 with a vision to 2030:
- Road industry: By 2020, the volume of goods transported will have been 760
million tons with 35 billion tons of goods rotated.
- Railway industry: By 2030, the ratio of passenger & cargos will have been 20%.
- Shipping industry: Developing support services for shipping and logistics.
- Aviation Industry: Vietnam aims to become the third largest aviation market in
the ASEAN.
- Multi-modal transportation and logistics services: Promoting the development
of international multimodal transport services and multimodal connection of inland
transport.
* Some results of the service market forecasts from the World Bank and
Vietnamese logistics industry:
- Regarding the structure of the transport market, the volume of goods in
Vietnam by modes of transportation to 2030 is predicted to reach 640 million tons
by roads, 47 million tons by railways, 395 million tons by inland waterways, 38
million tons by coastal ships, 0.3 million tons by the aviation with the total of 1,119
million tons by all modes. The annual growth rate will be around 4.8%.

- The situation of supply and demand in southern ports by 2020: The supply
capacity of all southern ports will have reached about 16 million TEUs.
- In the North, it is predicted to face the imbalance between supply and
demand of container handling capacity at ports (including oversupply and supply
shortages). Capacity in the northern ports except for Lach Huyen will have been
about 6 million TEUs by 2020.
- It is forecasted that the number of imported and exported containers on
nationwide will have reached over 15 million TEUs by 2020.
Forecast of demands for logistics services - According to Decision
No.318QD/TTg dated in 2014 on development strategies of transport services to 2020


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orientation to 2030:
- On the needs of importers and exporters, it is forecasted that the total
volume of containerized cargos by 2020 will have been 21,951,434 TEUs and
47,516,884 TEUs by 2030.
- Demands of manufacturers, according to the service industry development
strategy up to 2020, the logistic outsourcing rate is expected to reach 40%.
* Predictions conclusions:
- On demands for logistics services:
+ Market capacity will rise due to increased demands from manufacturers
+ The increase in the market volume of goods transported by objects will
increase due to the needs of importers and exporters.
- Regarding the supply of logistics services:
+ There will be an increase in the number of enterprises and logistics centers
+ There will be an increase in the proportion of logistics enterprises
categorized 2PL, 3PL, 4PL, and 5PL.
+ In addition to the current logistics centers in the South, in the future,

logistics centers will develop further in the North and the Middle of Vietnam.
+ The growth rate of the logistics industry will be quite high at 20% per year
and maintained in the next 5 to 10 years.
3.1.1.2. Development orientation of Vietnam logistics industry to 2020, 2025
and vision to 2030
* General Orientation to develop logistics services to 2020 and 2025
In the draft Decision No.200/QD-TTg in 2016 of the Government approving the
Action Plan for enhancing competitiveness and development of logistics services,
several objectives for developing logistics services have been identified as follows:
- By 2020, the contribution to GDP will be 5%, service growth will be 15 to
20%, outsourcing logistics will reach 40%, logistics cost will decrease to 18% of
GDP and the rank by the LPI will reach the 55th position in the world;
- Manufacturers and trade enterprises will be able to well manage the supply
chain, save raw materials and production costs, shorten goods circulation;
- To focus on attracting investment in developing logistics infrastructure,
building regional and international logistics centers, and improving the connection
between Vietnam and other countries.
- To make Vietnam become a logistics hub of the region;
- To complete the State management mechanism, including policies supporting
the development of logistics services, the laws of logistics industry, management
mechanism to be commensurate with the development of Vietnam's logistics services.


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* Specific orientations to improve competitiveness and development of
logistics services in Vietnam by 2025
Orientation 1: To complete the State management mechanism, including
policies to support the development of logistics services, the law regulating sectors
and management mechanism to be commensurate with the development level of

Vietnam's logistics services in the process of international integration.
Orientation 2: To enhance business capacity and service quality,
encouraging and guiding enterprises in some industries to apply the advanced
supply chain management model;
Orientation 3: To develop the market of logistics services, promoting trade
promotion for logistics services; attracting goods from Laos, Cambodia, Thailand
and South China via Vietnam to other countries and vice versa; …
Orientation 4: To develop logistics centers in Vietnam in the period up to
2020, vision to 2030.
3.1.2. Viewpoints of completing the BSP of logistics companies in Vietnam
* First viewpoint: Logistics enterprises need to aware of and affirm the position
and role of the BSP of logistics enterprises is very importation to their business
operation development. They need to memorize and affirm that this is the activity
playing an important and decisive role in the successful of strong and sustainable
brand building of enterprises.
* Second view point: Vietnamese logistics enterprises need appropriate processes
and scientific methods when planning the brand strategy. The establishment of
process and the selection of scientific methods shall be varied among enterprises
depending on different situation.
* Third viewpoint: Vietnamese logistics enterprises must perform the BSP base on
the relevance and consistence with their business and marketing strategy. This help
the BSP of logistics company shall be synchronized, proper and meet all
requirements of general business operation and help them to save cost.
* Forth view point: The BSP of Vietnamese logistics enterprise need to improve the
current limitations. In the process of implementation all contents of BSP, they need
to focus on selecting the orientation, targets, building programs, preparing resources
or selecting managing and controlling solutions properly and help them to improve
the weaknesses that causing difficulties for their companies.
Fifth viewpoint: Vietnamese logistics enterprises must perform the BSP on practical
basis and shall be able to adapt with future perspective. The managers who perform

BSP of their logistics company must analyze carefully to assure that what they have
planned base on the practical changing, current situation and the changing of the future.


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This is the important criteria determining the success of BSP that they perform.
3.2. Completing solution for brand strategic planning of logistics enterprises in
Vietnam
3.2.1. Raise awareness of logistics branding and BSP of logistics enterprises
To raise awareness of branding, enterprises need to organize training and
improving knowledge of branding, brand strategy, brands of logistics enterprises,
services brands, branding in the business to business market, etc., for specialized
staff to build a process of strategic planning to develop brand names in accordance
with specific conditions of each companies.
3.2.2. Training, updating and applying market analyzing and researching tools
for better analysis of marketing and branding strategy situation; identifying,
developing the orientation and strategic branding goals of logistics enterprises
Actively keeping up to date, applying and combining market research tools
will help businesses develop creativity, complete the content of business
environment analysis as well as defining long-term strategic branding goals for
enterprises with higher level of suitability and trust.
3.2.3. Solutions for completing the brand strategic structure planning of logistics
enterprises
3.2.3.1. To improve the content of strategic planning for brand identity and position
based on the uniqueness of the local brand
To overcome the lack of uniqueness and difficulty in recognizing of some
logistics brands written in the survey results, for better strategic planning for brand
identity and position, logistics companies need to describe and create a list of
desired identities which raised from the development orientation and the identified

brand strategy objectives.
3.2.3.2. To improve the plan for value shared to customers by constantly improving
the quality of logistics products and services, diversifying the types of logistics
services provided to gradually orientate to the comprehensive development of the
model of logistics services.
Solutions to help well plan value shared to customer is that enterprises need
to develop a clear plan with stages, each of which states clearly how the quality of
service will be improved and which of new types of services will be provided to
customers to reach the goal that the company will be able to provide all-in-one
services to customers after a certain period of time.
3.2.3.3. To complete the planning content for social values through the development
of policies of corporation social responsibilities.
To improve the planning content for social value, effective solutions for


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Vietnamese logistics companies are to actively develop corporation social
responsibility (CSR-Corporation Social Responsibility) policies. Having clear
policies on business ethics and CSR that businesses want to contribute will help them
to define the direction and plans for appropriate social values in the value of
corporation assets.
3.2.3.4. To complete the planning content for brand image strategic planning which
states that each employee is a brand ambassador.
To well plan the distinctive brand image, it is necessary to have contributions
from employees and make sure that everyone understands it. Underestimating the
internal brand image should be avoided.
3.2.3.5. To complete planning for marketing programs and branding
communication via using tactics of marketing channels, media platform and
interactive two-way technology.

- Vietnam logistics companies should halt the planning of mass marketing
programs and strengthen the connection of the company's brand on each point of
contact such as customers, investors, i.e. Enterprises should grasp the technological
progress to create the overall effective plan.
- To plan well marketing and communication programs with two-way
interaction, it is necessary for enterprises to grasp and use two-way interactive
marketing and communication channels.
3.2.3.6. To complete the content of strategic planning for expanding, renewing, and
franchising brand by writing brand stories.
A new solution to logistics companies in Vietnam is "to write the story of the
corporate brand". The story of the company's brand will not deviate from the
direction of development and long-term goals of the brand.
3.2.4. To complete the content of strategic planning for resource development and
leading the implementation of the strategy brand through continuous and longterm investment for the development of resources, especially human resources.
In many enterprises, the financial resources are not strong enough to
immediately deduct funds for this activity, therefore the policy of saving little parts
in the compensation system or deducting from the monthly revenue to invest in
developing human resources will create gradual effects for enterprises.
3.2.5. To set up a specialized team or staff for branding.
To ensure that future decisions related to branding are consistent with what
have been developed, the process and content of the renewed or adjusted BSP
should be inherited the good things and develop a suitable direction to the firm and


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its business environment. As a result, it is important to logistics enterprises to build
a specialized group or managers for branding.
3.2.6. To apply information technology in completing the process and content of
BSP of logistics enterprises

For the completion of the BSP process, software, applications for modeling
or summarizing logically in connection with existing branding activities will
provide managers with a more general and comprehensive view of the ongoing
work of the BSP.
3.3. Some macro recommendations to create conditions and environment to
implement BSP of logistics enterprises in Vietnam
3.3.1. To the Government and relevant ministries
- Vietnam has no policy or regulation or strategic vision that Government,
State and related ministries of Viet Nam planned for supporting or relating to
master strategic plan of national logistics brand development and the direction for
logistics enterprises developing their brands in the changing business circumstance.
- Vietnamese State and Government have not yet executed program or
launched any policy and strategy for logistics development with long-term strategic
vision which can be fundamental direction and bring the advantages for brand
building activities of the whole Vietnamese logistics industry.
- The existence problems that system of laws and regulations has not created
horizontal connections, which link all banking services, customs, warehouses, etc.
to better support enterprise to implement any stage of supply logistics service chain
and gradually supply the whole logistics services pack.
- The functional offices of Vietnam need to create better condition for
logistics enterprise in building and protecting their brand for more effective
operation to enhance the image and position of Vietnam logistics on global and
regional market.
- Vietnamese State need to have more policies supporting business capital
with several investment activities in infrastructure development, application
advanced technology for service quality improvement of enterprise.
- Issuing regulation or overall strategic plan supporting and training human
resources for logistics industry is the meaningful and practical action for enterprises.
- The State need to organize and implement national program to advertise for
Vietnam logistics industry.

3.3.2. To associations and organizations
It is important for the Vietnam Logistics Business Association (VLA) to
strengthen its global integration, which enables international friends to know more


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about logistics industry in Vietnam, thereby raising awareness of brands of logistics
enterprises in Vietnam in general and member companies. To further promote the
BSP of Logistics Enterprises in Vietnam, the VLA should fully utilize the
opportunities gained from the integration process to promote the Vietnamese brand
and learn experience for member enterprises.
With the function of social criticism and protection of members' rights, it is
necessary for the VLA to build close relationships with the State management
agencies such as the Ministry of Transport (the Transport Department, The
International Cooperation Department, the Vietnam Maritime Administration, the
Aviation Administration of Vietnam), the Ministry of Industry and Trade, the
Ministry of Planning and Investment, the Ministry of Finance (the General
Department of Customs and the General Department of Taxation).
It is also important for the VLA to be more active in managing and
protecting its members' rights, especially in training, connecting and
communicating, coordinating and guiding its members to access and penetrate
foreign markets.
SUMMARY
Vietnamese logistics companies have been aware of the importance and
significance of brand value and BSP in general strategic management. Many of
them have invested sufficiently in human resources and other resources to develop
BSP at the enterprises, contributing to build a strong logistics brand. In the
management of the brand strategy, many enterprises have used tools to assess the
environment, setting vision and mission of the brand strategy and carrying out

appropriately steps of BSP.
However, many companies are very limited in building their own brand
strategies. Planning for brand equity, image positioning, marketing programs, as
well as developing human resources and leading the brand strategies in many
companies are still being limited and unprofessionally implemented. There are
reasons for the weak situation of the BSP of logistics companies in Vietnam,
including both external and internal ones. These reasons resulted in the lack of a
suitable and effective brand strategy in logistics company, and they have not yet
built a strong brand to compete with other competitors which have strong capital
and international experience which have been joining in the logistics market in
Vietnam today. The thesis has proposed several directions and solutions to help the
BSP of logistics enterprises of Vietnam to be completed and effective for
developing the corporate brand and contributing to the common interests of
enterprises.