Internship Report Of Tuan Minh Travel And Trading Investment Jsc

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Internship Report Of Tuan Minh Travel And Trading Investment Jsc
CHAPTER 1: INTRODUCTION OF TUAN MINH TRAVEL AND TRADING
INVESTMENT JSC
1.1 Background information of the company
TUAN MINH TRAVEL AND TRADING INVESTMENT JSC
Short name: Tuan Minh Travel
General Director: Nguyen Anh Tuan
Headquarters: X3 Hamlet Hong Ngu, Thuy Phuong Commune, Tu Liem, Hanoi
Transaction Office: No. 8/11/74 Le Quang Dao Street, Me Tri, Tu Liem, Hanoi
Phone: (+84) 4 6680 9555/04 6680 6555
Fax: (+84) 4 7301 7888 Direct support: 0914 246 986
Email: info@tuanminhtravel.com; www.tuanminhtravel.com
Tuan Minh Investment Trading and Tourism Joint Stock Company was
established with the desire to introduce, promote, bring the knowledge and experience
of the team of tourism workers to domestic and foreign tourists, help foreign tourists
explore, experience more, more interesting, deeper and more meaningful when first
coming to Vietnam and Vietnamese tourists traveling to explore all parts of the
country, with majestic scenery should poetry, rich in cultural identity and pristine
natural attraction, charming paint.
The company is committed to continuously improving and perfecting service
quality to meet the most rigorous requirements of the quality of customer service and
the market.
VISION AND MISSION
Tuan Minh Travel strives to always be one of the leading travel companies of
Hanoi and Vietnam in terms of scale, quality and reputation. With abundant resources:
strong finance, experience and reputation in the field of tourism services, strong

relationships with major partners around the world, dynamic and professional staff. ,
Tuan Minh Travel always strives to bring customers the most valuable travel products.
BUSINESS PHILOSOPHY
Tuan Minh Travel always attaches great importance to the sense of
responsibility of the business to the community and the environment, to develop
products and business activities based on the criteria of harmonizing business interests
with the friendly and social community and the natural environment.
CORE VALUES
Always comply with published standards and quality commitments with
customers. Considering the quality of service and customer convenience are the top
criteria in the orientation and business activities of Tuan Minh travel. Be pioneer in
evoking the inspiration, potential expectations of customers to bring guests unique and
new travel products that guests can only find at Tuan Minh Travel.
COMPANY MISSION: "Always Looking For Gold Service"
1.2 Function and operational orientation
1.2.1.Functional functions
Tourism and service products that the company provides are:
- Domestic and international travel packages.
- Specialized tourism conferences, seminars, market surveys
- Organize a pilgrimage tour abroad.
- Air ticket booking service at home and abroad.
- Services of guides and interpreters.
- Tourist car rental from 04 to 45 seats.
Tour package:
The package tour program is very diverse and rich. The company currently
divides these programs according to the purpose of the trip, including:

+ Cultural tourism: Attracting tourists who like to learn and study human
values, customs, cultural and artistic values ... cultural values of ethnic groups in our
country Very diverse and attractive, these cultural tours have a lot of unique features
when designing.
+ Nature tourism: Attracting tourists, who like to come back to nature, love the
beautiful scenery, like to explore the wild world.
+ Ethnographic tourism: Attracting tourists, who desire to find their roots,
return to their homeland to seek or restore their father's cultural values.
+ Social tourism: Attracting tourists who like to experience the daily life of
other residents and natives; those who want to learn about being sociable in the
destination.
+ Religious tourism: In order to satisfy the religious needs of tourists, especially
religious believers. This type of year is still very attractive to tourists, especially on
lunar New Year or major national festivals.
+ Recreational tourism: serving tourists who need entertainment, relaxation ...
to recover physically and mentally. Often customers will choose in places with
beautiful scenery, or places with attractive entertainment services such as beaches,
amusement parks...
+ Teambuilding: this is the type of tourism that companies are currently very
interested in, attracting guests who want to increase internal solidarity and understand
each other through meaningful team games. This is one of the company's strengths as
the teamwork design team is very agile and creative.
In general, the tourism products of the company offer a variety of products to
meet the different needs of travelers. The service quality of the programs is mostly
appreciated, especially the package of teambuilding tourism or nature tourism and
religious tourism programs.
However, because the company's tourism products have many similarities with
other companies, sometimes it is the comparison of customers, the service quality is
therefore underestimated.

1.2.2. Development orientation of the company
With the achievements in recent years and the trust of customers, Tuan Minh
travel will constantly try and make efforts to bring the company into the top 20 leading
travel companies to satisfy visitors and provide the best service for travelers both at
home and abroad.
Moreover, with the current continuous development cycle, Tuan Minh travel
will continue to consolidate the development of the number of retail customers and
group travelers with attractive travel programs with a combination of many
entertainment activities as well as special sightseeing programs. At the same time,
Tuan Minh travel will further promote inbound and outbound tours to better promote
the image of the beautiful Vietnam in general and the image of Tuan Minh Travel on
the international market in particular.
And growing stronger in the field of events and teambuilding activities is one of
the important orientations of the company to develop in the future.
1.3 Organizational structure
1.3.1. Organizational chart
Figure 1.1. Organizational chart
Source: Operating department
DIRECTOR
OPERATING
DEPARTMENT
TOUR GUIDE
UNIT
INBOUND AND
DOMESTIC UNIT
OUTBOUND
UNIT
ACCOUNTING
DEPARTMENT
IT
DEOARTMENT
SALES
DEPARTMENT
OUTBOUND
UNIT
DOMESTIC UNIT INBOUND UNIT

1.3.2. Functions and duties departments
Division general manager
o Be the head of the company, ensuring the proper implementation of
functions and duties of the company.
o Take full responsibility of the unit before the Vietnam National
Administration of Tourism and the state authorities as well as deciding all
business and development activities of the company.
o Be the one who makes decisions on important issues or is the final decision
maker on the company's overall development strategy in the short and long
term.
Operating department
o Organize the provision of services to customers based on the specific
requirements of the sales department: Hotels - Restaurants - Transportation and other
auxiliary services according to each specific request.
o Establish a database and regularly update information on prices, service
quality of tourism service delivery systems on the whole route, tourist destinations in
the country, from which to buildafter-sales policies for each type of customer
accordingly so that they become loyal customers of the company
Accounting department
o Being an important part of coordinating with other parts of the company.
o Being a financial and business advisory department of the Board of Directors.
o Responsible for drafting the contract, liquidating the contract, accounting for
revenue and expenditure of the business.
IT department
o As a part of advising and assisting the company in branding, promoting
marketing activities for people to know more.
o Building and maintaining the operation of the company's website with highly
professional information.
o Regularly posting and writing travel information to help the company grow
stronger and create more trust with visitors.
Sales Department

o Doing business on the basis of providing tourism services and products to
tourists entering Vietnam.
o Building a data system, regularly updating information on routes,
destinations, and tourist attractions that are being noticed all over the country.
o Building inbound and outbound markets, at the same time researching and
building specific products with the trademark Tuan Minh travel that are highly
competitive, professionally qualified to meet customer needs in the period new.
o Grasp the customer psychology and offer what is most needed for visitors to
make their tour more meaningful and pleasing to visitors.
Tour Guide unit
o Occupying a very important position, being the representative of the company
in organizing travel programs and guiding tourists.
o Introducing guests information about where they are going to arrive and
reminding guests of the taboos when coming to that land so that guests will not make
any mistakes.
o Representing the company to make contracts with tourists and suppliers, and
conducting marketing and marketing activities on its products to customers.
1.4 Business processes of the company
Figure 1.2 Business processes of the company
First, the company's sales department will search for customers, advise and
send a quote to customers, customers who receive a quote will then respond to the
Operating
department
Tour Guide unit
Sales
department
Customer Sales
department
Customer

company as a confirmation of booking the tour or not. If customers say the price is
high, the sales department will review and balance the costs incurred and submit to the
leadership for a discount.
If the customer accepts the service provided by the company, the customer will
confirm with the sales department, the sales department will guide customers the
necessary procedures and documents and process for customers to pay. The sales
department will then send customer information to the executive department
Executives will check and arrange schedules for customers, carry out the
necessary procedures for the guidance department.
After that, the tour guide unit will collect customer information and arrange
employee schedules and contact customers when coming to customer schedules.

CHAPTER 2: ANALYSIS OF BUSINESS ACTIVITIES IN
TUAN MINH TRAVEL
2.1. Marketing and sales
2.1.1. Product
Tuan Minh travel has built up a fairly complete product policy with destinations
expanded across the country with quite diverse tour programs.
Table 2.1 Types of products of Tuan Minh travel
No. Types of tour Description
1 Leisure tourism + Destination is usually the sea area such as Binh Thuan,
Ninh Thuan, Khanh Hoa, Quang Ninh ...
+ The destinations in the tour program are expanded to the
southwestern provinces and cities: Can Tho, Vinh Long, and
My Tho. Tour duration tends to be longer
2 MICE The tour includes conference tourism andsocial activities
such as charity, afforestation, cultural exchanges with local
people...
3 Cultural and
historical tourism
the tour is combined with learning about historical culture of
regions in the country and some activities of regional
surveys, cultural studies, cultural exchanges
4 Sport tourism The tourism program combining sightseeing, and sports
activities usually takesplace in Madagui, Da Lat, Phan Thiet,
Nha Trang with activities such as: waterfall crossing by
canyoning boat, paragliding, model climbing, diving,
football, tennis, school games, etc.
5 Discovery and
adventure tourism
+ Tour program includes mainly exploring activities such as
climbing, trekking, exploring caves. In 2014, the program
took place in southern provinces such as Kien Giang, Dong

Nai, Binh Thuan, Khanh Hoa and Central Highlands.
+ Northern destinations includes: trekking in Cat Ba Garden
(Hai Phong), Fanxipang in (Lai Chau), mountain climbing in
Tam Dao (Vinh Phuc, Thai Nguyen, Tuyen Quang)
(Source: Sales department)
Tuan Minh travel has built a fairly complete product policy with destinations
expanded across the country with quite diverse and full tour programs like other travel
companies. Besides, the activities in the tour are updated regularly, creating a novelty
for visitors.
The company's products are quite similar to the tour of other companies, which
makes it very difficult for the first company to set prices because it has to lower the
price of products to make them easier to sell. The second commodity is to compete
fiercely with other companies because the products are quite similar.
2.1.2. Price
In our country, domestic tourism time is divided into 2 types: low season and
peak tourist. The low season lasts from September to May, the high season lasts from
May to the end of August (And public holidays in the year). Depending on the time of
travel in the year, the tour price increases Great reduction. Below is a table comparing
prices of some popular tours of Tuan Minh travel at 2 peak and low time of Tuan Minh
travel in 2018 (Tour price for groups of over 30 guests)
Table 2.2 Comparison of tour prices between peak and off peak
Time/Tour Off peak Peak Extreme %
Vung Tau 787 1050 262.5 33
Phan Thiet 1026 1350 324 32
Da Lat 1494 2075 581 39
Nha Trang 1461 1975 513.5 35
Everage 420.25

Peak tour prices during the holidays, holidays this is the time when the demand
for tourism increases, leading to the increase in the price of services, the highest peak
season is in the summer, on holidays 30/4 - 1/5, Independence Day 2/9. Hung Vuong's
death anniversary on March 10, New Year's Day and Lunar New Year,…Based on the
table above, we can see the tour price varies greatly between the peak and low time of
the year, depending on each tour. But the price fluctuates separately, the average in the
tour price change is 35%.
This change is due to the cost of accommodation and transportation services,
the two main factors that make up the tour price increase rapidly during peak periods.
The low time usually falls on non-holiday days, to stimulate customers and ensure
good price competition with competitors because the off-season price offered by the
company is about 35% lower than the high season. point
Price policy for retail customers and guests
For individual customers, usually the company will send guests to other travel
partners, so the tour price depends very much on the partner, the company only acts as
an intermediary to receive commission. . With the same tour, the tour price for
individual customers is usually higher than the tour price for groups of tourists (10-
20%) depending on the time and partners of the company.
Compared to the current conditions, the company has built a relatively good
price that is highly competitive with other competitors, with the same tour and tour
activities, the tour price of the company is usually lower than other brands. This gives
the company an advantage in competing with other travel agencies.
The low tour price makes the profit of the company also decline, but this is
force majeure because the company has determined the price and tour quality as a
basis to compete in the tourism market.
The price of travel products is very diverse and easy to change, while ensuring
profit. The price of a travel product depends on factors such as the number of service
components of the product, the quality standards of each service. A change in one of
these factors will increase or decrease the price of the product. Before consuming the
product, it is difficult for customers to evaluate these factors but only feel whether this

value is worth or not after consumption. Tuan Minh travel company is like other travel
companies that have applied the price-and-supply strategy according to the law of
supply and demand, and the company's current price is not low compared to the
common ground. However, that is not a disadvantage of the company, so for travel
products, low prices are not the main factor in deciding to buy products, low prices
often tend to make customers underestimate. more product
2.3.3.Distribution
Distribution activities of the company are divided into 2 parts that are self-
employed and associated with other travel companies.
Currently, the company has 2 main distribution channels:
Diagram 2.1. Distribution channel of the company
Kênh trực tiếp (tự kinh doanh)
Direct channel (self-employed)
Direct channel is a company that searches for its customers through its sales
staff, information on the website and customers come to the company's address to
book a tour.In 2018, the Telesale team still brought 50% of the number of customers
for the company, under the current conditions of the company, sales via phone is still
the most feasible way. Besides that, the company also conducts some other
Tu Hai
Direct channel, (60%)
self-employed
Indirect channel(40%
Affiliate with other
travel companies
Customers

promotional activities. On September 4, 2018, at the opening ceremony of the school
year 2018/2019 at Tuan Minh travel secondary school, 30 gifts were given (pairs and
notebooks) to disadvantaged students. On this occasion, the company also signed a
memorandum of cooperation with the school in supporting the school to organize
extracurricular activities and will also reduce tours for teachers and students of the
school. On the occasion of Vietnamese Teachers' Day, November 20, 2018, the
company presented to Thanh My Loi School a set of separate speakers for
extracurricular activities, and signed a memorandum of cooperation to help the school
in the group. organize extracurricular activities as well as discount tours for the school.
Direct distribution channel helps the company proactively get its own customer
source, however, the cost to maintain this channel is quite high compared to the
company's indirect channel because the maintenance cost for this channel is quite high.
Such as Sale staff, IT staff,...
Indirect channel
The indirect channel is associated with other travel companies such as
Vietnamese culture, Hoan My Tourism ... in this case the company only acts as an
agent for the above partners. For individual customers who are families, or guests who
want to travel separately, the company conducts tour for this object. With this channel,
the number of customers is not the highest proportion, but it brings a stable customer
company from associated companies, but the commission cost is quite high (15%) for
the Associated Company.
The biggest difficulty when using this distribution channel is the long and
sometimes inaccurate information transmission lines as well as information related to
the company's travel program to customers sometimes delayed, lacking in precision.
Changing the content of the travel program to suit the needs of guests takes time and
money from both sides. That is not to mention the price of a travel program will be
higher than the direct selling price for guests because it has to go through many
intermediaries. But thanks to this distribution channel, the company exploits a large
number of tourists due to the fairly wide distribution of retail travel agents and tour
operators that send guests from many countries around the world.

Significant progress in the distribution period of 2017-2019 is the establishment
of an online tour registration system, which paves the way for future distribution of
tours when the reputation and The Company’s customers were launched.
2.1.4. Promotion
Promotional activities:
Promotion is a series of incentives in a short time, to encourage consumers to
visit. In 2017-2019 Tuan Minh travel is the most exciting travel business in the city
ưith many different forms of promotions for visitors.
The promotion programs of the company in 2017 are mainly based on the
discount of the tour program, gift giving or gift special programs in the tour. On the
occasion of the early spring of 2017 Tuan Minh travel launched the Spring Love
program, when the customers book a tour (from 30 people or more) to the
southwestern provinces in the period from January 15 to January 25 / 2017 will receive
a 15% discount on the total tour amount. Also during this period, the same quantity
(over 30 guests) if customers register for Phan Thiet tour will be given a cable car
ticket at Ta Cu tourist area
On the occasion of Valentine's Day (February 14) when booking a tour to Phan
Thiet on this day, customers who register for a tour in pairs will receive a mineral
spring bath at Tien Dat Resort.
In response to the tourism stimulus program in the low months (3,4,5)
customers who register for the conference tour (with the number of guests from 120
people) will be free of charge for Tuan Minh travel organizations Conference activities
in the tour program (including conference halls and attached services) On the occasion
of the summer of 2017, the company launched the Exciting Summer program
accordingly when buying tours from May 18 to May 15 / 9/2018 customers will
receive an immediate 10% discount on any tour
From October 2018, the company officially launched the Point-based Travel
program for every 500,000 customers who will earn 5 points and use these points
when buying other tours of the company.

The promotion activities of the company in 2018 are still based on the discount
of tours, accumulating points for tours and accompanying gifts. As on the occasion of
the New Year of the Rabbit 2018 Tuan Minh travel launches the Departing Spring
Program for customers who register for the Tet holiday tour on the 2,3,4 days for all
types of tours. Accordingly, in addition to still earning points, customers participating
in game activities on the car will have the opportunity to receive prizes of lucky
money bags worth from 50 to 200,000 VND and lots of now. Other valuable things.
From May 15 to August 20, Tuan Minh travel launches the Summer Welcome chapter
according to which customers when booking tours: Western, Dalat, Central Highlands
and depart on the 2,3 or 4 days of the week ( Group registration with the number of
over 70 guests) will be 25% off the tour price listed. Same thing as above, but if
customers register the beach tour such as Nha Trang, Phan Thiet, Phu Quoc or Vung
Tau ... will be discounted 15% of the listed price. On the occasion of International
Children's Day 1/6/2018, the company offers a special program in which customers
who register tours in groups of 30 or more will be free of charge for all children under
12 years old to accompany their families. . On the occasion of Christmas 2018 and
New Year 2019 from 12/12 to 12/12/2018
Advertising
The telesale team still plays an important role in finding and promoting the
company's tour products, but in 2019 Tuan Minh travel has more channels to market
the company's products to customers.
On March 1, 2019, the company registered a pop-up to advertise in Vietmoi
newspaper for a period of 1 month, with this type of promotion, information about the
company is more widely and automatically known. On July 6, 2019, the media room
established Fan face, this is a separate page where people make friends, share photos,
video clips and comment their feelings about the activities at the company. Through
these activities, the company's image is easier to reach customers. On June 5, 2019, the
company collaborated with Giong Ong To high school to organize a bonfire called
Goodbye for 12th grade students before you take the graduation exam.

2.1.5. Assessment of marketing activities at Tuan Minh travel
Advantages
Tuan Minh travel has built a fairly complete product policy with destinations
expanded across the country with quite diverse and full tour programs like other travel
companies. Besides, the activities in the tour are updated regularly, creating a novelty
for visitors.
Tuan Minh travel company seeking partners for hotels at home and abroad, the
quality of the accommodation of the company looking for prestigious partners, good
service. 2 - 4 stars, depending on the tour price the customer buys
The types of passenger transportation are gradually varied, meeting the needs of
tourists. Compared to the current conditions, the company has built a relatively good
price that is highly competitive with other competitors. With the same tour and tour
activities, the tour price of the company is often lower than other brands. This gives
the company an advantage in competing with other travel agencies.
Limit
The company's products are quite similar to the tour of other companies, which
makes it very difficult for the first company to set prices because it has to lower the
prices of products to make them easier to sell. The second commodity is to compete
fiercely with other companies because the products are quite similar.
The company's tour staff (guides and support staff) is lacking, so when organizing
tours for large groups of companies, the company often has to recruit more staff from
other departments and hire additional external Guides, so it is difficult to ensure the
tour program is always perfect.
There has been no coordination among departments in launching promotional
activities, so there is still a situation of leading each other among departments.
The company has not had specific promotional activities aimed at a specific audience,
so the programs are only general and difficult to create strong attraction to customers.

Not Approved
2.2. HR management
2.2.1 Recruitment
2.2.1.1. Recruitment process
Step 1
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
Step 8
Step 9
Step 10
Step 11
Diagram 2.2. Recruitment process of Tuan Minh travel
(Source: HR department)
Not Approved
Decision to recruit and sign a contract
Approved
New employee integration training
Not
Approved
Dismiss
Evaluation after probation
Approved
Set a recruitment plan
Identify staffing needs
Approved
Approved
Preliminary interview
Professional interview
Recruitment anouncement
Receive and check records
Probation
Not Approved
Applicant
s

2.2.1.2. Recruitment results of the Company
Table 2.3 Recruitment results from 2017 – 2019
Unit: People
In general, in the last 3 years, the Company has made significant progress, more
and more perfect in terms of quantity and quality of recruiting, contributing to
increasing revenue, profits and income of employees and solve vacancies in the
Company both by internal and external recruitment.
2.2.2. Human resource training
Diagram 2.3. Company's training process
(Source: Human Resources department)
Position 2017 2018 2019
Internal
source
External
source
Internal
source
External
source
Internal
source
External
source
Managers 1 0 0 0 1 0
Employees 1 5 0 15 0 17
Demand of
employees
Company’s
orientation
Last year’s business
result
Identify training needs and develop human resources
Develop training plans and develop human resources
Implement training and development of human resources
Compare training results
Recording

Table 2.4: Results of staff training in 2019
Content of the training program Object Amount
(people)
Political training Managers 3
Management class Managers 2
Marketing training, market development,
other operations.
Employees
10
Computer training Employees 13
Foreign languages training Employees 8
Total 36
(Source: Human Resources department)
2.2.3. Salary and Remuneration policies
Method of payment: Cash 2 times a month
- Advance payment of salaries on the 15th
-17th
each month
- Pay salary on the 1st of the 5th month of a month.
All employees in the company are entitled to a mid-shift meal. In case of
overtime, every 3 hours of overtime is entitled to 1 mid-shift meal
Simple time wage: Calculated by salary, month or hour.
+ Monthly salary: Is the salary paid according to the working month of the
employee
+ Daily salary: Often used in the case of pay for employees in the meeting,
study, ...
Daily salary =
Monthly salary + A llowance(If applicable)
22 days

- Hourly wage: Calculated on the basis of the daily wage divided by the number of
hours according to the regime of the day (8 hours)
- Bonus time salary: is a simple wage combined with a bonus system with a regime of
days, labor hours...
Table 2.5: Average Income of Employees over the years 2018-2019
Unit: VND / person
Year
Average Income
Direct Indirect
2018 6500000 8500000
2019 7800000 9000000
(Source: Accounting department)
Comment: It can be seen that salary is the most important and clear motivation
for the company. When getting a new job, perhaps one of the top concerns is salary, if
wages can ensure the lives of workers, it is considered that the company has succeeded
in recruiting again. .
Paying twice a month as the company also helps workers have money to
manage immediately with personal needs. Because the employees in the company are
mainly unskilled workers from other provinces, the issue of accommodation, meals,
and remittances to the family is a concern, understanding these issues of workers.
Compensation policy of the company is relatively flexible.
Because the qualifications of employees in the company are not high, direct
salary payment is also very convenient, workers will face many difficulties in using
the card, if the area does not have many cash dispensers, the monthly arrival will
come. The pay day will be very troublesome and time consuming for workers.
However, following the trend of future progress, the company also needs to train its
employees to use the card and fully understand the advantages of using the card.
Such overtime pay for employees in the company is also quite effective in
stimulating part-time workers. Because a majority of workers want to take advantage

of their spare time to earn more income and improve their lives, the general rule is not
to overwork too much but to ensure the health and safety of workers.
Bonus policies
a) Periodic rewards:
The amount of reward will depend on the performance of your business, and
the company's specific rules.
Bonus on major holidays:, New Year's Day 01/01 calendar year. Victory day
of April 30 calendar year. Death anniversary of the 10th King Lunar Calendar.
International Labor Day 01/05 calendar year. National Day September 2 calendar.
International Women's Day March 8. Vietnamese Women's Day 20/10.
International Children's Day 01/06
b) Year-end bonuses:
The year-end bonus will be based on the contribution efficiency, working
time and the sense of observance of discipline by the employees for the company.
Year-end bonuses will be based on the business status of the company to
award but not less than 1 month's salary (13th month salary).
In case the Company makes a loss, the Board of Directors will discuss and
discuss with the Executive Board of the Trade Union to get an appropriate reward.
In addition, the Company will award the following cases: Propose methods to
improve production to bring about good effects, save raw materials to increase labor
productivity; Flexibly solve incidents, prevent reduction. damages to the Company;
Proposing to improve the effective management method; Diligent, diligent and
hard-working ... The company will have a specific reward.
Welfare policies
a. Resort policy
Every year, the Company will organize vacation tours for all employees and
their relatives for the purpose of:

- Take care of the spiritual life of employees, regenerate labor and improve
labor productivity.
- Creating motivation to promote relationships of exchange, learning, sharing
experiences, a playground for people to be closer to each other, creating better
working efficiency.
- Show the attention of the Board of Directors to all employees in the
Company.
b. Health care policy
In addition to the two types of compulsory insurance (health insurance,
social insurance), the Company also pays 100% of hospital fees for workers who
unfortunately have a labor accident. Every year, the Company organizes a health
examination for 100% of production workers for the purpose of:
- Ensuring the health of employees is best taken care of.
- Make workers feel safe and cared for.
2.2.4 Assessment of human resource management
2.2.4.1. Advantages
The company's human resources are mainly in the working age, with abundant
human resources like this will be a great advantage for the company in the future,
young labor structure.
Management departments are all qualified staff so the quality of management is
relatively good
The recruitment system of the company is built in a methodical manner and
suitable to the size and type of business of the company
Wages and benefits (social insurance, health insurance, etc.) of employees are
properly and fully implemented by the company.
Quickly settle all regimes for employees such as sick leave, maternity, labor
accidents, etc.

Administration Department was built scientifically and effectively, contributing
significantly to the success of the department in particular and the company in general.
2.2.4.2. Defect
About recruitment:
Recruitment is built in a methodical and consistent with the management
requirements of the company, but still restrictive, coercive according to the
framework. Should build more human resource backup plan, sometimes it is urgent to
wait for procedures in the recruitment process, affecting the business process of the
company outside, the host recruited internally and knew acquainted
Training and development:
The training and development is still rampant, not focusing on the company's
goals and objectives. The work of ideological education has not been concerned and
applied thoroughly at the company.
The company has focused on training but training costs are still relatively high.
The company should balance training costs but still ensure high-quality labor, such as
encouraging employees to self-study and innovate in production labor, ...
Remuneration:
The salary raising regime has not yet met the real price increase and inflation.
There is no clear regulation on reward and punishment regime, only applicable at
general level. There are no bonuses for excellent individuals and collectives in the
company
The rewarding process still has disadvantages; the reward has not focused on
the psychology and needs of the rewarded people. Fairness is not guaranteed when
considering reward. The recognition of achievements as well as feedback is not really
fast and timely.
Assessment of employee performance is not really fair, leading to inadequate
rewards.

- Not really creating motivation by future prospects for workers to actively
study.
2.3. Financial management
2.3.1. Sales
Table 2.6: Overview of the Company's revenue for the period of 2017 - 2019
Unit: million dong
CAPITAL
2017 2018 2019 2018/2017 2019/2018
Amount Amount Amount
Change
in VND
Change
in %
Change
in VND
Change
in %
Sales and service 114,146 129,539 141,352 15,392 13.48 11,812 9.12
Financial activities 422 1,081 493, 659 155.90 -588 -54.39
Other revenue 1 811 67 809 48602.53 -743 -91.65
Total revenue 114,571 131,432 141,913 16,860 14.72 10,481 7.97
In general, the Company earned revenue in 3 years mainly from sales and
service provision. In 2017, revenue from sales and service provision was VND
114,146 million, in 2018 this target increased by 14.72% compared to 2017, the reason
is that the Company has found more customers and found more. new export markets,
and the Company always focuses on ensuring and improving the quality of products
further to create credibility and attract more new customers. However, 2019 revenue
increased by 7.97% compared to 2018.
Revenue from financial activities decreased in 2018 because in 2018, the profit
earned by the Company from investing in joint ventures was lower than the profit that
the Company received in 2017.
Other income of the Company in 2018 this target increased by 13.48%
compared to 2018 is because the Company leases cold storage to the Company
because the Company does not use the capacity of the warehouse and the Company

has some assets that are liquidation. However, in 2019, other income decreased by
9.12% compared to 2018, the reason for this decline is because in 2019, customers
need to rent cold storage of the Company with a lower number of stored goods in
2018.
2.3.2. Cost
Table 2.7: Cost summary of the Company for the period of 2017 - 2019
Unit: million dong
CAPITAL
2017 2018 2019 2018/2017 2019/2018
Change
in VND
Change
in %
Change
in VND
Change
in %
Financial expenses 1,904 3,090 2,288 1,186 62.29 -802 -25.96
Selling expenses 4,004 4,655 2,032 651 16.27 -2,623 -56.35
Enterprise Cost
Management
6,079 5,758 5,569 -321 -5.29 -188 -3.28
Current corporate
income tax expense
101 0,945 83 -101 -99.07 82 8771.76
Deferred corporate
income tax expense
0 91 0 91 0.00 -91 -100.00
Other costs 0 0 0 0 0.00 0 0.00
Total cost 12,090 13,597 9,973 1,506 12.46 -3,623 -26.65
Selling expenses are the expenses with the highest value in the total cost of the
company. Expenses for production and business activities in 2018 increased by
16.27% compared to 2017. This is due to the expansion and reduction of production
activities of the Company due to objective reasons of the market. In 2018, the market
demand for the Company's products increases and in 2019 due to high interest rates
this year and market disadvantages, in 2019 the Company's production and business

costs are VND 5,569 million decreased by 56.35% compared to the cost of production
and business in 2018.
Administrative expenses tend to increase over 2018 but decrease in 2019,
because in 2018, many management staff has reached the deadline to raise salary and
some office equipment. Damaged, the Company must pay for new equipment to
replace the liquidated equipment.
The Company's financial expenses are mainly used to pay interests. The
Company's financial expenses increased sharply in 2018 and decreased in 2019. In
2018 this cost increased by 62.29% compared to 2017 and in 2019 this cost decreased
by 25.96% compared to the financial expense of 2018. The reason for the sharp
increase in financial expenses in 2019 is that in 2018 the Company increased
production but the Company's capital is not enough to provide for this activity.
2.3.3. Profit
In general, the Company mainly operates in interior construction activities with
distribution of sand, construction stone, distribution of bricks and some other related
materials in the industry. In particular, interior construction and distribution of ceramic
tiles and other materials are the most profitable activities for the Company. In 2018,
this activity brought a profit of VND 3 million, up 33.9% compared to 2017. By 2019,
although the profit in this year has decreased compared to the profit in 2018, the
decrease is not significant. Profit from distribution activities is increasingly occupying
a high proportion in the profit structure of the Company.

2.3.4. Cash flow
Table 2.8: Cash flow from production and business activities of the Company
Unit: million dong
Criteria
2017 2018 2019
1. Proceeds from sales, service provision and other
revenues
104,004 120,280 136,874
2. Payments to suppliers of goods and services -92,618 -98,879 -119,393
3. Payment to employees -18,205 -19,123 -18,538
4. Payment of loan interests -1,736 -2,646 -2,032
5. Money paid for corporate income tax 0 0 0
6. Other revenues from business activities 2,302 3,271 4,252
7. Other payments for business activities -4,042 -4,316 -3,520
Net cash flows from operating activities -10,296 -1,413 -2,358
The revenue from sales in 2018 increased by VND 16,276 million compared to
the revenue from sales in 2017 because the company increased production in 2018, so
the revenue of the Company also increased compared to 2017 but in 2019, the revenue
from selling goods compared to 2017 in 2018, the main reason is that the number of
products the Company sells in 2019 is lower than in 2018.
Payables to sellers tended to decrease over 2018 by VND 6,260 million
compared to 2017, in 2019 by VND 20,514 million compared to 2018 because the
Company has a good relationship with suppliers, so it has received many incentives.
Incentives from suppliers, and the method of payment to the seller, do not change,
reducing the amount paid to the seller.
Because the Company has chosen to improve the lives of its employees as an

important goal in its operations and in 2017-2019 the Company operated effectively,
the employee's salaries and corporate income tax payments ty is on the rise.
By analyzing the cash flow statement from business activities, we can see that
the management of cash flow of enterprises is not good. The company should increase
cash inflow especially sales proceeds and reduce cash outflows by reasonably saving
labor costs. Having such a net cash flow will be positive and increasing, the Company
will be more stable in using capital.
2.3.5. Financial ratios
Table 2.9: Debt ratio of the Company
Unit: million dong
Criteria
2017 2018 2019
Payable Liabilities 57,110 45,797 57,699
Total capital 63,600 52,587 65,549
Debt ratio (%) 89.80 87.09 88.02
The debt ratio of the Company tends to decrease in 2018 and increase in 2019.
In 2017, the debt ratio of the Company is 89.80%, meaning that out of VND 100
million, the total capital is VND 89.80 million. The total debt ratio and 2018 debt ratio
is 87.09% compared to 2017, it has decreased by 1.8%. The reason is that short-term
debt in 2018 increased faster than the growth rate of the total capital.
From the above analysis, the debt ratio of the Company is always high, showing
that the business has used debt leverage to increase profits. However, the use of debt
leverage on the one hand brings high profits for businesses but on the other hand it
also increases the risk in business operations of the business. Currently, the Company
is expanding its scale so it needs a lot of capital, so it is very necessary to adjust the
debt ratio appropriately to the Company's financial situation. The company cannot

reduce its debt because it will lack funding for current capital needs, so increasing
equity is essential for the Company.
Table 2.10: Current ratio of the Company
Unit: million dong
Criteria
2017 2018 2019
Removable assets 52,017 41,910 51,184
Short-term debt 63,600 52,587 65,549
Current payment index 0.82 0.80 0.78
In general, the Company's current payment index is 0.5 to 1.4 times lower than
the current ratio of other peers in the same industry and tends to increase over the
years. In 2017, the Company's current payment ratio was 0.82, meaning that one debt
guaranteed by the Company was 0.82 million dong of short-term assets, in 2018 this
index was 0.80, a decrease of 0.02 million dong compared to 2018. And in 2019, this
index is VND 0.78, down VND 0.02 million compared to 2018. The reason is that in
the three years of 2017-2019, the Company's working assets decreased and short-term
debts decreased in 2018, decreased. in 2019 and the volatility of short-term debt is
slower than the fluctuation of short-term assets. This shows that the Company has
changed in the use of short-term assets. The enterprise has no financial difficulties and
can pay short-term debts and other payables. This is a good sign because the solvency
of businesses is gradually getting better as evidenced that in 2018, current assets and
short-term investments both moved in the same direction of increase but the rate of
increase of current assets. and short-term investments outweigh the growth of short-
term

Table 2.11: Quick ratio of the Company
Unit: Million dong
Criteria
2017 2018 2019
Fast payment assets 39,199 40,127 53,478
Short-term debt 63,600 52,587 65,549
Quick payment index 0.62 0.76 0.82
The fluctuation of current assets after subtracting inventories and other short-
term assets and short-term liabilities from 2017 to 2019 is in the same direction and
has the same change. Therefore, the solvency ratios of the Company in the above years
did not fluctuate significantly. In 2017, the Company's quick solvency was 0.62 times,
meaning that in 2017, for every 1 short-term debt, there was 0.62 million dong of high
solvency guaranteed. In 2018 and 2019, the quick ratio of the Company was 0.82
times and 0.82 times. Therefore, the Company's quick ratio is at an average status,
showing that the Company's solvency in 2017-2019 is not good. Therefore, in the
coming years, enterprises need to raise this coefficient.
Table 2.12: Receivables turnover ratio of the Company
Unit: Million dong
Criteria
2017 2018 2019
Net sales 114,571 131,432 141,913
Receivables 11,139 19,154 22,765
Receivables turnover 10.29 6.86 6.23
Average collecting period 35.49 53.20 58.55

Receivables turnover tends to decrease over the years. The number of accounts
receivable turnover in 2017, 2018 and 2019 is 10.29; 6.86; 6.23 rounds. The reason for
the decrease in accounts receivable turnover is because the Company wants to find
more customers so the Company has policies for customers to extend the repayment
period. However, the repayment time provided to customers is still shorter than the
time that other businesses give their customers proof that the average number of days
to collect money from the Company is low compared to most businesses. branch. Due
to the characteristics of products of the construction industry and construction
materials that cannot last long leading to obsolete and dead samples, companies in the
industry must always have preferential policies with customers to increase the number
of goods sold. However, these policies of the Company also have a disadvantage that it
shows the ability to recover capital slowly, the capital of the enterprise is backlog and
is occupied by other units, making it difficult for payment of the company. Karma.
This is also because the Company's policy applies to customers by allowing customers
to extend the repayment period in order to find more customers in the near future
Table 2.13 Net profit coefficient of the Company
Unit: Million dong
Criteria
2017 2018 2019
Net profit 2,358 1.392 1,059
Revenue 114,571 131,432 141,913
Net profit coefficient 0.02 0.00 0.01
The net profit ratio of the Company is increasing with increasing levels. In
2017, the net profit margin of the Company was 0.02%, which means that for every
100 million VND of revenue, the Company earned 2 million VND of profit after tax,
in 2018 this index decreased by 0.02% compared to 2017, and In 2019, in VND 100
million in revenue, the Company earns 1 dong of profit after tax. Compared to the

industry's net profit coefficient, the Company's net profit coefficient is only at an
average level. From the above comments, it shows that the enterprise is not yet
competitive with competitors, the profit earned by the Company is very small
compared to the total revenue. With a small profit margin and the current unfavorable
situation, the Company will face many difficulties in production and business
activities. Therefore, in the coming years, the Company needs to take measures to be
proactive in the source of raw materials to reduce production costs, selling costs, and
use assets with high efficiency to increase profitability of the Company.
Table 2.14: Income coefficient on total assets (ROA) of the Company
Unit: Million dong
Criteria
2017 2018 2019
Net profit 2,358 1,392 1,059
total assets 63,600 52,587 65,549
ROA 0.04 0.03 0.02
From the table above, we can see that the profitability ratio of assets increases
in 2018 and decreases in 2019. In 2017, the profitability ratio of assets is 0.04% ie
with 100 million VND invested in the Company's assets. earned a profit of 4 million.
In 2018, this rate decreased by 0.01% compared to 2017 ROA of 0.03% because the
net profit in 2018 decreased faster than the growth rate of total assets, indicating that
the enterprise has made an effort to effectively exploit its assets. more because the
Company is proactive in the situation, improving sales, reducing costs and reducing
good costs. In 2019, the ROA of the Company decreased by 0.01% compared to the
ROA of 2018 of 0.02%. Because the rate of increase in profits decreases the total
assets increase again.

2.3.6. Comments on financial management
2.3.6.1. Advantages and causes
Through a comprehensive analysis of the Company's production activities in the
period of 2017 - 2019, we find that the Company's financial performance through the
criteria is considered to be relatively good and has the following advantages:
- The scale of total assets and capital is increasingly expanded, increasingly
trusted by customers, products are increasingly rich and of high quality. Fixed assets
are interested in continuous investment.
- Having a management team having experience in the field of construction,
having many years of experience in the international market; the factory is equipped
with advanced machinery and equipment and synchronous with the factory structure;
Infrastructure, technology, good equipment, diversified products, competitive prices,
stable and abundant raw materials, stable export processing, high potential for growth
and taste. favorable business position.
2.3.6.2. Defect
On the other hand, after a period of operation, existing in parallel with the
above mentioned advantages, the financial situation of the Company also encountered
some difficulties that need to be addressed:
- The situation and solvency expressed by financial ratios are still low, which
shows that the situation of enterprises' short-term debt coverage is very limited,
especially the ability to pay in cash. .
- The Company's current inventory is increasing and accounting for a high
proportion, resulting in stagnant capital, causing shortage of capital for some
production activities.
- The main export market of the Company is the fastidious and volatile market,
the increasing quality regulations of imported products are factors that can narrow the
export market, affecting to revenue and profit of the Company.
Working capital is insufficient, not timely with the factory scale, especially in
the high season, it is necessary to have a huge capital source to reserve raw materials

for continuous production. Raw material prices tended to increase while export prices
did not increase but costs increased continuously.
- The debt leverage ratio is high, depending on the bank loan and the capital
appropriated by the suppliers a lot, this is a potential risk that the Company will need
to improve as quickly as possible, the issuance adding more shares to increase charter
capital is to healthy the financial situation, in the future, to minimize financial risks,
the Company will likely issue more shares to attract more. capital.

CHAPTER 3: CONCLUSION
3.1. General assessment of the company's business operations
Enterprises operating in a market economy always face challenges and
challenges when facing increasingly fierce competition. Since competition leads to the
elimination of business, those who are smart and dynamic will take advantage of
opportunities, prevent risks, this job is nothing other than humans can do. So the role
of employees in the business is extremely important, and the issue of "business
administration" becomes even more important, it will be the foundation for other
activities.
For all domestic businesses in general and Tuan Minh travel in particular,
business management is a very important, most decisive factor, from the development
or failure of an organization or business, creating a rise for businesses, stabilizing the
lives of workers, making a major contribution to the rise of the process of
industrialization and modernization of the country.
Through the research process, Tuan Minh travel has enabled me to grasp
practical knowledge to reinforce the knowledge that has been provided from the
school. On the basis of practical analysis, it shows the remaining problems in the
management of human resources, marketing and finance of the company. By
analyzing and evaluating through specific targets, I have come up with some solutions
that are suitable to the current situation for the company to refer to in order to
contribute to solving the issues that the company still has. limit. However, due to the
limited time and qualifications, the accumulated experience and knowledge is still very
limited, the necessary information and data are limited or not collected, therefore, the
data source only relatively accurate, not comprehensive enough.So, her graduation
report inevitably certain shortcomings, but gave me some experience in business
administration and found Its importance is in fact. I look forward to the comments and
advice of teachers and friends to make the article more complete

3.2. Thesis orientation
Currently, Vietnam Tourism is gradually developing and quickly integrating
into the national economy of the whole country, as well as gradually integrating into
the development of the whole World Tourism Industry. In which the Travel Business
plays a very important role in that process. Travel businesses as a bridge between
supply and demand in tourism, a special type of business that becomes a link between
supply and demand in tourism, and a special type of business that becomes a
Indispensable important factor in the modern tourism development. The company
deals mainly in organizing, building, selling and implementing package tourism
programs for tourists. In addition, Travel companies can conduct other general
business activities such as purchasing air tickets, car hire tickets, visas, etc.
The internship and research session at Tuan Minh travel helped me master the
theories I learned, face and contact the working rooms of the travel department
departments, especially the marketing department, from I had the idea to contribute a
little of my knowledge to the Company. During the course of study and internship, I
clearly realized the role of the marketing department in the Company's business
strategy, and from the evaluation viewed under the lens of a trainee, realized that the
marketing work of the company There are many weaknesses, marketing is a decisive
factor for the success or failure of the Company. I have decided to choose and write on
the following subject: "A number of solutions to perfect marketing activities of Tuan
Minh travel" do my graduation thesis.

REFERENCES
I. Foreign sources
1. Keller,Kotler,K.L, 2000,2005, marketing management. Pearson Prentice Hall,USA.
2. Zeithaml & Bitner,2000.Services Marketing.Integrating Customer Focus Across the
Firm. Irwin McGraw- Hill
3. Parasuraman và cộng sự,1985; J Joseph Cronin Jr, Steven A Taylor,1992 Measuring
service quatil: a reexamination and extension.American Marketing Association
4. Philip E. Boksberger and Lisa Melsen, 2009. Perceived value: acriticalm
examination of denfinitions, conceplts and measures for the sevice industry. Journal of
Services Marketing, 229_240.
II. Vietnamese sources
1. Nguyễn Trung Văn, 2008. Giáo trình marketing quốc tế.Hà Nội: nhà xuất bản lao
động xã hội.
2. Trần Minh Đạo, 2009. Giáo trình marketing căn bản, nhà xuất bản Kinh tế Quốc
dân
3. Ngô Thị Thuận, 2006.Nguyên lý thống kê kinh tế ( dùng cho kinh tế, kế toán kinh
doanh và quản trị doanh nghiệp ) nhà xuất bản nông nghiệp
4. Nguyễn Thị Thu Hồng, 2013. Bài giảng môn quản trị marketing trường đại học
công nghệ thực phẩm thành phố Hồ Chí Minh.
5. Các giáo trình chương trình đào tạo Viện Đại Học Mở.

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