The document discusses opportunities and challenges for Vietnam's manufacturing labor market in the era of Industry 4.0. It finds that professional skills are the top priority for both candidates and employers. Candidates prefer stable jobs and commit long-term to their employers. However, many leave previous jobs due to low salaries and lack of promotion opportunities. Training programs focus mainly on hard skills but traditional methods dominate. Retaining employees requires competitive salaries and bonuses. Manufacturers face shortages in both quantity and quality of candidates.
This document provides the results of the 2015 Randstad Award survey regarding employer branding and perceptions of attractiveness of different companies and sectors as potential employers. Some key findings:
- The life sciences sector was found to appeal most to respondents based on criteria like career progression opportunities, interesting job content, and potential for international experience.
- Within the life sciences sector, salary/benefits, job security, and career development remained the most important factors for respondents when considering an employer.
- The survey gathered responses from over 225,000 employees and job seekers across 23 countries to understand perceptions of large employers and identify the most attractive sectors.
The document is a membership application for Boeing employees to join the Society of Manufacturing Engineers (SME). It requests contact information, annual dues payment options for one, two or three year memberships, and allows the applicant to make a donation to the SME Education Foundation. The applicant can also choose to join a reciprocal membership with the Association for Manufacturing Excellence for discounted dual membership. Technical communities and areas of interest are listed for the applicant to select from to better customize their membership experience.
Industry Based Vocational Higher Education Management Model (IVHEMM) On Engin...AM Publications
Industrial participation in an educational development remains low. This case caused by the absence of clear and detailed provisions of the Government about industrial involvement in the development of vocational higher education. There are several factors that influence the success of a cooperation program in vocational higher education with industry, such as : discrepancy of competency which is produced by higher education with the needs of industry, the lack of industry concern on education, the implementation of quality culture, the application of ICT technology, poor attitude of entrepreneurs, and the work of higher education which do not have commercial value. The research objective is to develop a vocational higher education management model on engineering industry. Preliminary studies conducted at several vocational universities namely Semarang State Polytechnic, ATMI Polytechnic, Bandung Manufacture Polytechnic, Ceper Manufacture Polytechnic and Academy of PIKA. The method of this research apply R & D (Research and Development) with the phases of conducting some preliminary research, developing and testing the product of vocational higher education management model research on engineering industry. Results of the research formulate vocational higher education management model on engineering and guidebooks. The novelty of this study is the importance of improving management performance in vocational higher education. The factors that influence the performance improvement of vocational education management are (1) the level of better industrial relations; (2) the application of quality culture in vocational higher education, (3) strategic technological adaptation to the environment, and (4) the improvement of the quality of education through the implementation of Total Quality Management Education.
A Barometer of HR Trends and Prospects 2013 by CIPDElizabeth Lupfer
The CIPD conducts annual surveys of HR professionals in the UK to track trends in areas such as resourcing and talent planning, reward management, learning and development, and absence management. The 2012 surveys found that while recruitment difficulties remained high, organizations were increasingly focused on retaining existing talent. Training budgets had declined for many organizations since the previous year. Overall the surveys provided a benchmark for practitioners to gauge challenges in attracting and developing talent amid ongoing economic uncertainty.
SCHOLARSHIP OF THE MARKETING DISCIPLINE AND PROFESSION IN KENYAOsman Chesula
Abstract- The purpose of this paper was to critically examine the scholarship of the marketing discipline and profession in Kenya. The paper empirically analyses secondary literature and scholarly articles related to scholarship in the marketing field. From the results, it is clear that several challenges are facing marketing scholarship in the country. Specifically, the declining number of marketing scholars and lecturers mainly attributed to leaning institutions concentrating on research and neglecting the teaching aspect. The results provided are not exhaustive and therefore there is need for further research preferably primary descriptive study on the subject in order to shed more light.
Index Terms- Scholarship, Practice, Teaching, Research
The document discusses the FIT ICT Associate Professional program, which aims to provide employers with a pipeline of skilled and motivated IT talent. The 2-year dual education program involves 6 months of college-based training followed by 18 months of on-the-job and college-based learning. Employers incur no costs for the first 6 months, and pay weekly rates of €260-€290 in year 1 and €340-€385 in year 2. The program seeks to address the significant skills shortage in Ireland's growing tech sector by training enthusiastic candidates with in-demand IT skills.
ManpowerGroup Solutions : L’avènement du candidat (très) bien informéManpowerGroup
Candidates now have significantly more information about companies and job opportunities early in the recruitment process than ever before. A global survey of 14,000 candidates found that candidates now have double the information about company brand and over 10% more information about compensation and benefits before applying for jobs compared to previous years. Candidates are most interested in compensation, type of work, benefits, and schedule flexibility when considering career opportunities. To attract candidates, employers need to provide robust information on their websites and consider personalizing messaging by occupation to engage candidates early in the process. The rise of the informed candidate shifts power to candidates in the recruitment process.
This document provides the results of the 2015 Randstad Award survey regarding employer branding and perceptions of attractiveness of different companies and sectors as potential employers. Some key findings:
- The life sciences sector was found to appeal most to respondents based on criteria like career progression opportunities, interesting job content, and potential for international experience.
- Within the life sciences sector, salary/benefits, job security, and career development remained the most important factors for respondents when considering an employer.
- The survey gathered responses from over 225,000 employees and job seekers across 23 countries to understand perceptions of large employers and identify the most attractive sectors.
The document is a membership application for Boeing employees to join the Society of Manufacturing Engineers (SME). It requests contact information, annual dues payment options for one, two or three year memberships, and allows the applicant to make a donation to the SME Education Foundation. The applicant can also choose to join a reciprocal membership with the Association for Manufacturing Excellence for discounted dual membership. Technical communities and areas of interest are listed for the applicant to select from to better customize their membership experience.
Industry Based Vocational Higher Education Management Model (IVHEMM) On Engin...AM Publications
Industrial participation in an educational development remains low. This case caused by the absence of clear and detailed provisions of the Government about industrial involvement in the development of vocational higher education. There are several factors that influence the success of a cooperation program in vocational higher education with industry, such as : discrepancy of competency which is produced by higher education with the needs of industry, the lack of industry concern on education, the implementation of quality culture, the application of ICT technology, poor attitude of entrepreneurs, and the work of higher education which do not have commercial value. The research objective is to develop a vocational higher education management model on engineering industry. Preliminary studies conducted at several vocational universities namely Semarang State Polytechnic, ATMI Polytechnic, Bandung Manufacture Polytechnic, Ceper Manufacture Polytechnic and Academy of PIKA. The method of this research apply R & D (Research and Development) with the phases of conducting some preliminary research, developing and testing the product of vocational higher education management model research on engineering industry. Results of the research formulate vocational higher education management model on engineering and guidebooks. The novelty of this study is the importance of improving management performance in vocational higher education. The factors that influence the performance improvement of vocational education management are (1) the level of better industrial relations; (2) the application of quality culture in vocational higher education, (3) strategic technological adaptation to the environment, and (4) the improvement of the quality of education through the implementation of Total Quality Management Education.
A Barometer of HR Trends and Prospects 2013 by CIPDElizabeth Lupfer
The CIPD conducts annual surveys of HR professionals in the UK to track trends in areas such as resourcing and talent planning, reward management, learning and development, and absence management. The 2012 surveys found that while recruitment difficulties remained high, organizations were increasingly focused on retaining existing talent. Training budgets had declined for many organizations since the previous year. Overall the surveys provided a benchmark for practitioners to gauge challenges in attracting and developing talent amid ongoing economic uncertainty.
SCHOLARSHIP OF THE MARKETING DISCIPLINE AND PROFESSION IN KENYAOsman Chesula
Abstract- The purpose of this paper was to critically examine the scholarship of the marketing discipline and profession in Kenya. The paper empirically analyses secondary literature and scholarly articles related to scholarship in the marketing field. From the results, it is clear that several challenges are facing marketing scholarship in the country. Specifically, the declining number of marketing scholars and lecturers mainly attributed to leaning institutions concentrating on research and neglecting the teaching aspect. The results provided are not exhaustive and therefore there is need for further research preferably primary descriptive study on the subject in order to shed more light.
Index Terms- Scholarship, Practice, Teaching, Research
The document discusses the FIT ICT Associate Professional program, which aims to provide employers with a pipeline of skilled and motivated IT talent. The 2-year dual education program involves 6 months of college-based training followed by 18 months of on-the-job and college-based learning. Employers incur no costs for the first 6 months, and pay weekly rates of €260-€290 in year 1 and €340-€385 in year 2. The program seeks to address the significant skills shortage in Ireland's growing tech sector by training enthusiastic candidates with in-demand IT skills.
ManpowerGroup Solutions : L’avènement du candidat (très) bien informéManpowerGroup
Candidates now have significantly more information about companies and job opportunities early in the recruitment process than ever before. A global survey of 14,000 candidates found that candidates now have double the information about company brand and over 10% more information about compensation and benefits before applying for jobs compared to previous years. Candidates are most interested in compensation, type of work, benefits, and schedule flexibility when considering career opportunities. To attract candidates, employers need to provide robust information on their websites and consider personalizing messaging by occupation to engage candidates early in the process. The rise of the informed candidate shifts power to candidates in the recruitment process.
This document provides a final report for the Lahore School of Economics (LSE) that includes strategic recommendations. It summarizes the results of an internal and external audit of LSE. Based on the analyses, three alternative strategies are proposed: product development, market penetration, and related diversification. The report recommends focusing on market penetration through increased advertising to attract more talented students and create a larger market for LSE. It concludes that market penetration and product development are the right strategies to make LSE a giant in the market.
This document discusses strategies for attracting and retaining top talent in emerging markets like Brazil, Russia, India and China (BRIC countries). It summarizes the results of a survey of over 1,100 professionals in high-demand roles in the BRIC countries. The survey aimed to understand what attracts and engages talent in these markets.
The document identifies five key strategies for attracting and retaining talent in the BRIC countries: 1) Accommodating different career goals across countries and professions, 2) Building a differentiated employer brand, 3) Developing leadership styles to enhance engagement, 4) Crafting work environments to match country preferences, and 5) Tailoring compensation and benefits to cultural differences. It provides an
Strategies used in international joint venture in theReena Gaikwad
The document discusses strategies used by three international joint venture companies in Thailand's manufacturing sector. It profiles each company and analyzes their management strategies, markets, products, and responses to Thailand's business environment and economic crises. The companies employed strategies like expanding markets, cost-cutting during crises, utilizing host country incentives, and maintaining quality products and local partnerships. Their success was attributed to factors like being early entrants, learning cultural differences, and leveraging foreign partners' global networks. Challenges included high employee turnover and cultural misunderstandings between foreign and local managers.
Leadership competencies and competitive advantageAlexander Decker
This document summarizes a study that examined the impact of leadership competencies on competitive advantage in the Jordanian telecommunications industry. The study surveyed 120 managers and supervisors across 2 telecom companies. It found that leadership competencies like strategy development, communication skills, innovation/creativity, developing leaders, and hiring talent had a significant positive impact on competitive advantage. The study also found Jordanian telecom leadership to be well-aligned with these international standards for competencies.
The survey summarizes the career goals and demographics of over 4,900 MBA applicants. Key findings include:
- Consulting and finance are the most popular target industries, chosen by 45.5% and 32.4% of applicants respectively. Technology is also a major draw, selected by 26.9%.
- The majority of applicants (71.9%) see themselves running their own business or in an executive role like CEO within 10 years.
- Despite a slight decline, the average age of applicants remains 28 years old, continuing the long-term trend of older candidates pursuing MBAs.
- Technology has surpassed finance as the most common pre-MBA industry, with 12.6
Industrial Attachment challenges: Lessons drawn from Gweru Polytechnic Colleg...inventionjournals
This document discusses challenges faced by students during industrial attachment programs in Zimbabwe. It finds that the main challenges are:
1) Shortage of attachment places, as there are not enough opportunities for the large number of students. This can result in students being placed in companies not relevant to their field of study.
2) Financial problems for students, as many do not have adequate resources to support themselves during the unpaid attachment period. This can lead to absenteeism and negatively impact motivation.
3) Issues of sexual harassment of female students by supervisors, according to some student responses. While most respondents saw this as a minor issue, some female students felt it negatively affected their experience.
The document recommends increasing
The document provides a strategic plan for the Institute of Consulting (IC) to grow as an organization. It includes a PESTLE analysis, SWOT/TOWS analysis, and implementation plan with short and long-term actions. The plan aims to enhance IC's reputation, extend membership duration, address membership profile issues, and achieve service excellence. Key elements include refreshing the website, reviewing pricing and acquiring new resources, implementing an efficient organization structure, and developing industry specializations.
The document is a membership application for the Society of Manufacturing Engineers (SME). It requests contact information from applicants, including name, address, email, and demographic details. It outlines the annual dues for one, two, or three-year memberships. It encourages applicants to join technical communities and indicates areas of interest to better tailor their membership. It provides payment options and instructions for submitting the application.
A CASE STUDY ON CONSTRAINTS AFFECTING THE PRODUCTIVITY OF READYMADE GARMENT (...ijmvsc
The success of Readymade garment (RMG) exports from Bangladesh over the past few decades has
reached to an unprecedented height and sometimes it goes beyond optimistic expectations compared to any
other sectors in the country. Being one of the lucrative multibillion dollar industries, it has provided more
than 4.0 million employment opportunities and ensured women empowerment. It has brought the fortune to
rural women communities and they have become independent by themselves. The garment industry in
Bangladesh faces a number of challenges including fallacious working condition, dearth of safety, political
turbulence and, low remuneration. To sustain in the competitive global market, management has to identify
the prime key opportunities and identify any threats. This study was conducted to analyze the prospects and
constraints of Bangladesh RMG industry using well known multi-criteria decision making (MCDM) method
namely analytic hierarchy process (AHP). To judge the model, data was collected through the focus group
discussion and key informant interviews with the managers of three different garment industries situated in
Gazipur, Bangladesh. The findings of the study showed that “unsound working condition” among several
challenges affects workers working capability and productivity severely. The study recommends that
through proper identification and taking corrective measures against the challenges by the management of
RMG sector, Bangladesh has the opportunity to be the market leader in this sector.
The document provides frequently asked questions (FAQs) about BIMTECH, a management institute located in Greater Noida, India. It discusses the following key points in 3 sentences:
BIMTECH offers 4 two-year full-time post-graduate diploma programs (PGDM) in various fields that are approved by AICTE and accredited by NBA. Eligibility includes a bachelor's degree and fees vary based on admission category. The admission process considers factors like entrance exam scores, academics, work experience, and interview performance to prepare the merit list.
This is a presentation intended to stimulate discussions around the future of management education / education at business schools. It outlines a number of macro trends such as tuition and student debt, millennials, competitive factors, etc.
Identifying key success factors of business education system implications for...Alexander Decker
This document discusses key factors for the success of business education systems based on perspectives from academics and practitioners. It identifies several factors considered important for business school success, including rankings, student intake, curriculum, and the relevance of research. The document provides details on each of these factors, such as how business schools focus heavily on rankings which pressures them to act more like businesses and follow commercial strategies. It also notes criticism that business education curriculums do not adequately prepare students for the real world with important soft skills. The relevance of business school research is also called into question, as some argue it lacks practical application.
The business training in the automotive industry in greecethe example of opelmissnurin
This document summarizes a study on employee training at GM Hellas, the Greek subsidiary of Opel automaker. The study investigated employee views of the training received during Greece's economic recession between 2008-2012. A survey of 114 GM Hellas employees found that the training provided was viewed very positively. Employees felt the training addressed important aspects of adult education and helped achieve business goals like improving skills and knowledge. The study provides insights into how in-company training can aid competitiveness, especially during difficult economic times.
The document discusses the automotive industry and auto component industry in India. It states that the automotive industry is growing rapidly in India, providing 1.5 million jobs and contributing significantly to GDP. The auto component industry aims to improve quality, technology, and skills to meet global standards under the Automotive Component Manufacturers Association of India. For the industry to be competitive globally, strong cooperation is needed between automakers, component manufacturers, and the government. The auto component industry saw negative growth in 2013-14 due to high costs and other economic factors. Major automotive clusters have emerged in Delhi, Chennai-Bangalore, and Mumbai-Pune where many manufacturers are located.
Global Talent Shortage Survey Results - Manpower, March 2011Bullhorn Reach
The survey found that 31% of employers worldwide have difficulty filling jobs due to a lack of qualified talent, up slightly from last year. The talent shortage is most acute in Japan (76%), Brazil (64%), and Argentina (53%). The top jobs that are hardest to fill globally are skilled trades, sales representatives, technicians, and engineers. While more job seekers are unemployed, employers say the problem is a mismatch between the available skills and skills they need. Employers are seeking increasingly specialized combinations of skills that are difficult to find in one person.
Army IBA has designed the MBA program to meet the requirement of a modern business professional. Our courses deliver the latest education and experiences which benefits the students in their service career. Army IBA organizes its programs in a tranquil, pollution free and in a secured campus at Savar cantonment.
http://www.wsj.com/articles/vietnam-airlines-raises-nearly-52-million-in-ipo-1415955368
HANOI—Vietnam Airlines Friday raised nearly 1.1 trillion dong ($52 million) in its initial public offering, though it failed to attract enough foreign investment, according to a person familiar with the deal.
The company sold all of the 49 million shares offered, representing a 3.48% stake, at an average price of 22,307 dong a share, the bourse said in a filing.
Among buyers were two corporate investors, the company said without elaborating.
A senior official with the bourse said the corporate investors are two local banks, Vietnam Technological & Commercial Joint Stock Bank and The Joint Stock Commercial Bank for Foreign Trade of Vietnam, or Vietcombank.
“These two investors bought most of the shares offered, helping contribute to the success of the IPO,” the official, who didn’t want to be identified, said.
Vietnam Airlines President and Chief Executive Pham Ngoc Minh in August said the company is speaking to several potential strategic investors to sell a separate 20% stake. The company is expected to hold its first shareholders meeting in March next year, Pham Viet Thanh, the airline’s chairman, said.
The disappointing result comes as investors have been unenthusiastic about Vietnam’s privatization campaign, partly because of a lack of transparency in many state-run companies and the inordinate amount of time it takes for a company’s shares to start trading after going public.
But recently, the government has moved to speed up its reforms of state-owned enterprises, public investment and a banking system burdened by high levels of nonperforming loans in an effort to revive economic growth.
“Privatizing a state-owned company like Vietnam Airlines shows the government’s right direction in restructuring state-owned enterprises to enhance their transparency and efficiency,” Deputy Minister of Transport Nguyen Hong Truong said after the Friday IPO.
Write to Vu Trong Khanh at Trong-Khanh.Vu@dowjones.com and Nguyen Amh Thuat anhthu.nguyen@wsj.com
This document summarizes the findings of a recruitment practices and trends research study carried out in Romania. It finds that the top recruitment channels used are companies' own recruitment teams, social/professional networks, and referrals. Identifying quality candidates, unreasonable salary expectations, talent competition, and reaching a large candidate pool are the biggest challenges. Companies hire an average of 50 specialists annually and specialist/manager positions have the longest closing times and largest delays. IT software experts are the most difficult to recruit. Companies spend most time identifying suitable candidates and measure closing time and quality of hire. Team/culture fit and results orientation are highly valued. Satisfaction with recruitment results is mixed, with room for improving referral programs and candidate attraction.
This document summarizes the results of a recruitment practices and trends survey conducted in Romania in 2016. Key findings include:
- Most companies measure closing time for vacancies and quality of hires as recruitment KPIs.
- Identifying suitable candidates is the most time-consuming recruitment factor.
- IT software experts, IT hardware professionals, and engineers are the most difficult positions to fill.
- Specialist and manager positions experience the largest delays in recruitment.
- Companies value candidates' team fit, results orientation, and flexibility over previous experience.
This document provides a final report for the Lahore School of Economics (LSE) that includes strategic recommendations. It summarizes the results of an internal and external audit of LSE. Based on the analyses, three alternative strategies are proposed: product development, market penetration, and related diversification. The report recommends focusing on market penetration through increased advertising to attract more talented students and create a larger market for LSE. It concludes that market penetration and product development are the right strategies to make LSE a giant in the market.
This document discusses strategies for attracting and retaining top talent in emerging markets like Brazil, Russia, India and China (BRIC countries). It summarizes the results of a survey of over 1,100 professionals in high-demand roles in the BRIC countries. The survey aimed to understand what attracts and engages talent in these markets.
The document identifies five key strategies for attracting and retaining talent in the BRIC countries: 1) Accommodating different career goals across countries and professions, 2) Building a differentiated employer brand, 3) Developing leadership styles to enhance engagement, 4) Crafting work environments to match country preferences, and 5) Tailoring compensation and benefits to cultural differences. It provides an
Strategies used in international joint venture in theReena Gaikwad
The document discusses strategies used by three international joint venture companies in Thailand's manufacturing sector. It profiles each company and analyzes their management strategies, markets, products, and responses to Thailand's business environment and economic crises. The companies employed strategies like expanding markets, cost-cutting during crises, utilizing host country incentives, and maintaining quality products and local partnerships. Their success was attributed to factors like being early entrants, learning cultural differences, and leveraging foreign partners' global networks. Challenges included high employee turnover and cultural misunderstandings between foreign and local managers.
Leadership competencies and competitive advantageAlexander Decker
This document summarizes a study that examined the impact of leadership competencies on competitive advantage in the Jordanian telecommunications industry. The study surveyed 120 managers and supervisors across 2 telecom companies. It found that leadership competencies like strategy development, communication skills, innovation/creativity, developing leaders, and hiring talent had a significant positive impact on competitive advantage. The study also found Jordanian telecom leadership to be well-aligned with these international standards for competencies.
The survey summarizes the career goals and demographics of over 4,900 MBA applicants. Key findings include:
- Consulting and finance are the most popular target industries, chosen by 45.5% and 32.4% of applicants respectively. Technology is also a major draw, selected by 26.9%.
- The majority of applicants (71.9%) see themselves running their own business or in an executive role like CEO within 10 years.
- Despite a slight decline, the average age of applicants remains 28 years old, continuing the long-term trend of older candidates pursuing MBAs.
- Technology has surpassed finance as the most common pre-MBA industry, with 12.6
Industrial Attachment challenges: Lessons drawn from Gweru Polytechnic Colleg...inventionjournals
This document discusses challenges faced by students during industrial attachment programs in Zimbabwe. It finds that the main challenges are:
1) Shortage of attachment places, as there are not enough opportunities for the large number of students. This can result in students being placed in companies not relevant to their field of study.
2) Financial problems for students, as many do not have adequate resources to support themselves during the unpaid attachment period. This can lead to absenteeism and negatively impact motivation.
3) Issues of sexual harassment of female students by supervisors, according to some student responses. While most respondents saw this as a minor issue, some female students felt it negatively affected their experience.
The document recommends increasing
The document provides a strategic plan for the Institute of Consulting (IC) to grow as an organization. It includes a PESTLE analysis, SWOT/TOWS analysis, and implementation plan with short and long-term actions. The plan aims to enhance IC's reputation, extend membership duration, address membership profile issues, and achieve service excellence. Key elements include refreshing the website, reviewing pricing and acquiring new resources, implementing an efficient organization structure, and developing industry specializations.
The document is a membership application for the Society of Manufacturing Engineers (SME). It requests contact information from applicants, including name, address, email, and demographic details. It outlines the annual dues for one, two, or three-year memberships. It encourages applicants to join technical communities and indicates areas of interest to better tailor their membership. It provides payment options and instructions for submitting the application.
A CASE STUDY ON CONSTRAINTS AFFECTING THE PRODUCTIVITY OF READYMADE GARMENT (...ijmvsc
The success of Readymade garment (RMG) exports from Bangladesh over the past few decades has
reached to an unprecedented height and sometimes it goes beyond optimistic expectations compared to any
other sectors in the country. Being one of the lucrative multibillion dollar industries, it has provided more
than 4.0 million employment opportunities and ensured women empowerment. It has brought the fortune to
rural women communities and they have become independent by themselves. The garment industry in
Bangladesh faces a number of challenges including fallacious working condition, dearth of safety, political
turbulence and, low remuneration. To sustain in the competitive global market, management has to identify
the prime key opportunities and identify any threats. This study was conducted to analyze the prospects and
constraints of Bangladesh RMG industry using well known multi-criteria decision making (MCDM) method
namely analytic hierarchy process (AHP). To judge the model, data was collected through the focus group
discussion and key informant interviews with the managers of three different garment industries situated in
Gazipur, Bangladesh. The findings of the study showed that “unsound working condition” among several
challenges affects workers working capability and productivity severely. The study recommends that
through proper identification and taking corrective measures against the challenges by the management of
RMG sector, Bangladesh has the opportunity to be the market leader in this sector.
The document provides frequently asked questions (FAQs) about BIMTECH, a management institute located in Greater Noida, India. It discusses the following key points in 3 sentences:
BIMTECH offers 4 two-year full-time post-graduate diploma programs (PGDM) in various fields that are approved by AICTE and accredited by NBA. Eligibility includes a bachelor's degree and fees vary based on admission category. The admission process considers factors like entrance exam scores, academics, work experience, and interview performance to prepare the merit list.
This is a presentation intended to stimulate discussions around the future of management education / education at business schools. It outlines a number of macro trends such as tuition and student debt, millennials, competitive factors, etc.
Identifying key success factors of business education system implications for...Alexander Decker
This document discusses key factors for the success of business education systems based on perspectives from academics and practitioners. It identifies several factors considered important for business school success, including rankings, student intake, curriculum, and the relevance of research. The document provides details on each of these factors, such as how business schools focus heavily on rankings which pressures them to act more like businesses and follow commercial strategies. It also notes criticism that business education curriculums do not adequately prepare students for the real world with important soft skills. The relevance of business school research is also called into question, as some argue it lacks practical application.
The business training in the automotive industry in greecethe example of opelmissnurin
This document summarizes a study on employee training at GM Hellas, the Greek subsidiary of Opel automaker. The study investigated employee views of the training received during Greece's economic recession between 2008-2012. A survey of 114 GM Hellas employees found that the training provided was viewed very positively. Employees felt the training addressed important aspects of adult education and helped achieve business goals like improving skills and knowledge. The study provides insights into how in-company training can aid competitiveness, especially during difficult economic times.
The document discusses the automotive industry and auto component industry in India. It states that the automotive industry is growing rapidly in India, providing 1.5 million jobs and contributing significantly to GDP. The auto component industry aims to improve quality, technology, and skills to meet global standards under the Automotive Component Manufacturers Association of India. For the industry to be competitive globally, strong cooperation is needed between automakers, component manufacturers, and the government. The auto component industry saw negative growth in 2013-14 due to high costs and other economic factors. Major automotive clusters have emerged in Delhi, Chennai-Bangalore, and Mumbai-Pune where many manufacturers are located.
Global Talent Shortage Survey Results - Manpower, March 2011Bullhorn Reach
The survey found that 31% of employers worldwide have difficulty filling jobs due to a lack of qualified talent, up slightly from last year. The talent shortage is most acute in Japan (76%), Brazil (64%), and Argentina (53%). The top jobs that are hardest to fill globally are skilled trades, sales representatives, technicians, and engineers. While more job seekers are unemployed, employers say the problem is a mismatch between the available skills and skills they need. Employers are seeking increasingly specialized combinations of skills that are difficult to find in one person.
Army IBA has designed the MBA program to meet the requirement of a modern business professional. Our courses deliver the latest education and experiences which benefits the students in their service career. Army IBA organizes its programs in a tranquil, pollution free and in a secured campus at Savar cantonment.
http://www.wsj.com/articles/vietnam-airlines-raises-nearly-52-million-in-ipo-1415955368
HANOI—Vietnam Airlines Friday raised nearly 1.1 trillion dong ($52 million) in its initial public offering, though it failed to attract enough foreign investment, according to a person familiar with the deal.
The company sold all of the 49 million shares offered, representing a 3.48% stake, at an average price of 22,307 dong a share, the bourse said in a filing.
Among buyers were two corporate investors, the company said without elaborating.
A senior official with the bourse said the corporate investors are two local banks, Vietnam Technological & Commercial Joint Stock Bank and The Joint Stock Commercial Bank for Foreign Trade of Vietnam, or Vietcombank.
“These two investors bought most of the shares offered, helping contribute to the success of the IPO,” the official, who didn’t want to be identified, said.
Vietnam Airlines President and Chief Executive Pham Ngoc Minh in August said the company is speaking to several potential strategic investors to sell a separate 20% stake. The company is expected to hold its first shareholders meeting in March next year, Pham Viet Thanh, the airline’s chairman, said.
The disappointing result comes as investors have been unenthusiastic about Vietnam’s privatization campaign, partly because of a lack of transparency in many state-run companies and the inordinate amount of time it takes for a company’s shares to start trading after going public.
But recently, the government has moved to speed up its reforms of state-owned enterprises, public investment and a banking system burdened by high levels of nonperforming loans in an effort to revive economic growth.
“Privatizing a state-owned company like Vietnam Airlines shows the government’s right direction in restructuring state-owned enterprises to enhance their transparency and efficiency,” Deputy Minister of Transport Nguyen Hong Truong said after the Friday IPO.
Write to Vu Trong Khanh at Trong-Khanh.Vu@dowjones.com and Nguyen Amh Thuat anhthu.nguyen@wsj.com
This document summarizes the findings of a recruitment practices and trends research study carried out in Romania. It finds that the top recruitment channels used are companies' own recruitment teams, social/professional networks, and referrals. Identifying quality candidates, unreasonable salary expectations, talent competition, and reaching a large candidate pool are the biggest challenges. Companies hire an average of 50 specialists annually and specialist/manager positions have the longest closing times and largest delays. IT software experts are the most difficult to recruit. Companies spend most time identifying suitable candidates and measure closing time and quality of hire. Team/culture fit and results orientation are highly valued. Satisfaction with recruitment results is mixed, with room for improving referral programs and candidate attraction.
This document summarizes the results of a recruitment practices and trends survey conducted in Romania in 2016. Key findings include:
- Most companies measure closing time for vacancies and quality of hires as recruitment KPIs.
- Identifying suitable candidates is the most time-consuming recruitment factor.
- IT software experts, IT hardware professionals, and engineers are the most difficult positions to fill.
- Specialist and manager positions experience the largest delays in recruitment.
- Companies value candidates' team fit, results orientation, and flexibility over previous experience.
The document is a report on HR trends and salaries in Turkey in 2019 from Randstad. Some key findings include:
- Job boards were considered the most efficient source for finding talent, followed by employee referrals.
- The top reasons for employees leaving their jobs were receiving better offers elsewhere and opportunities for career improvement.
- Around half of companies expected no change in employee turnover from the previous year.
- The majority of companies expected to spend the same amount of time filling permanent positions as in 2018.
This document provides an overview of the Vietnam job market and salary trends for 2024. It notes that while 2023 presented economic challenges for Vietnam due to global instability and local difficulties, the economy is on a positive trajectory supported by government measures. The job market remains cautious, with 74% of businesses expecting limited to modest growth and some planning to cut workforces. Key skills in demand include change management, leadership, and digital/technological abilities. The salary guide provides compensation data for various industries in Vietnam.
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Recruitment & Retention in Industrial & Manufacturing of Vietnam
1. THE LABOR MARKET IN MANUFACTURING
OPPORTUNITIES & CHALLENGES
IN THE 4.0 ERA
Navigos Group Vietnam
October 2018
2. 02THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
EXECUTIVE SUMMARY
The global economy is experiencing unprecedented change as a result of the
fourth Industrial Revolution, especially in the last 5 years. As the recipient of
FDI from manufacturing giants such as Japan and Korea, Vietnam stands
great opportunities to catch onto leading trends of the era including digitalization
and automation. At the same time, 4.0 technologies present new obstacles for
businesses to improve our manpower.
Manufacturing in Vietnam has remained one of the leading industries with
highest potential for economic growth. However, unless actions are taken to
incorporate new technologies, Vietnam risks losing its attractive profile in the
eyes of foreign investors to other developing countries in the area. To facilitate
this technological transition, the efforts made by businesses to invest in
machinery and tools must be solidified by an improvement in the quality of
manpower.
With 16 years of experience in the field of human resources and recruiment
services, Navigos Group has considered manufacturing businesses our
top-priority partners. This report “The manufacturing labor market in the 4.0
era” is produced with the purpose of assisting manufacturers resolve their
transitory challenges in the time of enormous technological advancement.
We hope the insights provided in this report would help businesses craft
stronger strategies in terms of human resources, leading to a smooth and
sustainable technological transition. By analyzing the perspectives of both
employers and employees, we also seek to equip candidates in the industry
with up-to-date information on the needs and demands of businesses in the
4.0 era.
Gaku Echizenya
CEO of Navigos Group Vietnam
3. OVERALL INFORMATION
SURVEY PARTICIPANTS - CANDIDATES
03THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
Officer
Deputy manager / Manager
Team leader
Supervisor
Deputy director / Director
38%
22%
20%
11%
6%
TITLE
FIELDS THEY ARE WORKING IN
Engineering
Electronics / High technology
Garment / Textile / Footwear manufacturers
Building materials / Construction
F&B
Chemicals
Energy / Oil & Gas
Agriculture
Packaging / Printing / Labeling
FMCG
Technical sales
25%
17%
12%
6%
5%
5%
4%
3%
3%
3%
2%
100% foreign capital company
Joint-stock company
Private company
Limited liability company
State-owned company
Joint venture
40%
18%
17%
12%
7%
5%
COMPANY MODEL
4. 04THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
OVERALL INFORMATION
SURVEY PARTICIPANTS – EMPLOYERS
FIELDS THEY ARE WORKING IN
Engineering
Garment / Textile / Footwear manufacturers
Electronics / High technology
Building materials / Construction
Chemicals
Packaging / Printing / Labeling
Other
15%
15%
11%
7%
7%
7%
23%
<100
100-500
501-1000
1001-5000
>5000
43%
68%
29%
24%
8%
NUMBER OF EMPLOYEES
5. 04CHÂN DUNG NHÂN LỰC NGÀNH SẢN XUẤT: THÁCH THỨC VÀ CƠ HỘI TRONG NỀN CÔNG NGHIỆP 4.0
OPPORTUNITIES
AND CHALLENGES FOR
THE MANUFACTURING
INDUSTRY
PART 1
05THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
6. PROFESSIONAL SKILLS ARE THE TOP QUALIFICATIONS FOR
CANDIDATES
"Professional skills" were selected by 73% of all candidates
as the most important prerequisite for job seekers in
manufacturing, followed by problem-solving skills (42%),
high discipline (39%) and adaptability (15%).
As for employers, 30% of respondents chose "professional
skills" as their top priority. Most agreed a lack of
professional knowledge and relevant skillsets would
mean personnel would be incompetent in the workplace.
Employees themselves also recognized various
limitations such as “lack of proactivity” (72%), “lack of
self-learning ability” (45%), “lack of professional
knowledge” (36%) and “lack of discipline” (36%).
Manufacturing staff have a high tendency to commit to
their companies. 40% stated that they had worked at
their current company for more than 5 years, while 30%
had worked in their previous companies for 5 years or
more. Conclusively, a stable job is one of the most
crucial factors for most job seekers (41%) in
manufacturing. At the same time, 73% of businesses
said they have kept retrenchment rates at below 20%.
Employers and employees are also on the same page
on retention. Most appreciate jobs with stability (58%),
followed by a competitive salary (49%) and attractive
bonus (23%).
CANDIDATES IN THE MANUFACTURING INDUSTRY LOOK FOR A STABLE
JOB AND PREPARE TO COMMIT TO THEIR EMPLOYERS
06THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
7. 40%
25%
23%
12%
Less than 1 year
> 5 years
1 – 3 years
3 – 5 years
WORKING YEARS AT CURRENT COMPANY
39%
29%
23%
19%
Less than 1 year
> 5 years
1 – 3 years
3 – 5 years
WORKING YEARS AT PREVIOUS COMPANY
EMPLOYERS RETENTION FACTORS
42%
31%
15%
3%
>50%
<10%
8%
31 – 50%
10 – 20%
21– 30%
COMPANY’S TURN-OVER RATE
Stable job
Competitive salary
Safe working environment
Attractive bonus
Competent direct manager
58%
49%
34%
23%
20%
07THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
8. CANDIDATES – TOP 5 REASONS FOR LEAVING THEIR PREVIOUS JOBS
OBSTACLES FOR THE MANUFACTURING SECTOR
When asked about the reasons for leaving their previous
companies, employees selected the top 3 being
unsatisfactory salary and benefits, little promotion
opportunities and slow pay rises. Moreover, location (15%)
as well as working environment (15%) were also taken
into consideration. For high-level candidates such as
deputy directors, directors and above, 16% of respondents
reported being "not in line with their managers".
On the challenges for the whole sector, a polluted working environment and remote workplaces were also notable
barriers.
49%
Uncompetitive
salary and
benefits
43%
Unclear
promotion
policy
30%
Low and slow
salary
increase
16%
Not in line
with direct
managers
15%
Working
location if far
from the center
38%
Uncompetitive
salary and
benefits
36%
Unclear
promotion
policy
36%
Workplace
pollution
(air, noise,…)
31%
Low and slow
salary
increase
26%
Working
location is far
from the city
center
15%
Workplace
pollution
(air, noise,…)
WORKPLACE POLLUTION IS IN TOP 5 REASONS FOR QUITTING
08THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
9. 51% of the candidates reported that hard skills were the
most common agenda for training. 64% of surveyed firms
shared the same opinion. At the same time, few
manufacturing staff have had training on soft skills (15%)
or foreign languages (6%). For employers, this ratio was
17% and 5% respectively.
Traditional training methods such as on-the-job training,
in-house training or in-service training for subordinates are
still common in the manufacturing sector. On the other
hand, online training is rare, answered 5% of job seekers
and 4% of surveyed enterprises. The survey also recognized
a substantial number of businesses (15%) that did not
provide any training on professional knowledge, soft skills
or foreign languages. 7% of respondents reported that their
employers had no form of training at all.
TRAINING IS STILL LARGELY CONVENTIONAL
Specialized skills
Soft skills
None
Languages
EMPLOYERS - TRAINING METHODS
ARE FOCUSED MOSTLY ON
CANDIDATES – TRAINING PROGRAMS
ARE FOCUSED MOSTLY ON
EMPLOYERS – TRAINING PROGRAMS
ARE FOCUSED MOSTLY ON
On-the-job training
Internal training courses
Top-down training (seniors train juniors)
External training courses
Send employees abroad for training
None
Online training courses
69%
44%
43%
18%
8%
7%
5%
On-the-job training
Top-down training (seniors train juniors)
Internal training courses
External training courses
Send employees abroad for training
Online training courses
None
83%
53%
50%
27%
6%
4%
2%
CANDIDATES - TRAINING METHODS
ARE FOCUSED MOSTLY ON
51%
15%
16%
6%
Specialized skills
Languages
Soft skills
None
64%
5%
17%
5%
09THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
10. Candidates selected a competitive salary (62%),
clear promotion policy (44%) and attractive bonus
(30%) as reasons for commitment to a company.
The most common form of reward is the 13th
salary
month, chosen by 62% of staff and 48% of
employers. In addition, incentive schemes based
on labor productivity, monthly, quarterly and
yearly bonuses are also popular.
62%
44%
30%
29%
23%
19%
16%
11%
10%
9%
4%
SALARIES, BONUSES AND REWARDS REMAIN CRUCIAL TO
RETAINING EMPLOYEES
REASONS FOR COMMITMENT TO A COMPANY
REWARD SYSTEMS OF CANDIDATES’ COMPANY
Competitive salary
Clear promotion policy
Attractive bonus
Capability of direct supervisor
Stable jobs
Effective training program
Safe working environment
Employee engagement program
Health check program for employees
Flexible working time
Health check program for employees’ relatives
45%
13th
-month
salary
27%
Reward
every month /
quarter / year
26%
Reward
based on
productivity
12%
Reward
based on
working years
7%
None
REWARD SYSTEMS OF EMPLOYERS
48%
Reward
based on
productivity
43%
13th
-month
salary
33%
Reward
every month/
quarter/ year
18%
Reward
based on
working years
1%
None
10THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
11. 11THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
MANPOWER SHORTAGES
AND RECRUITMENT ISSUES
PART 2
12. MANPOWER SHORTAGES ARE COMMONPLACE FOR
MANUFACTURING FIRMS
deficiency affected the current staff. 37% of
employees stated that their workload increased as a
result, while 7% even had difficulty making time for
personal activities.
This shortage is in both quantity and quality of
candidates, reported 35% of manufacturing enterprises.
35%
17%
14%
9%
8%
5%
4%
3%
3%
EMPLOYERS
REASONS FOR MANPOWER SHORTAGE
Candidates do not meet qualifications
Compensation & benefit-related factors
Too few candidates
Highly competitve market
High turnover rate
Bad working conditions in factories
Urban workers do not want to work in industrial zones
Slow promotion process or no promotion
Other
WEAK EMPLOYER BRAND AN OBSTACLE TO RECRUITMENT
A weak employer brand was identified as one of the top 5
recruitment challenges for manufacturing firms. 29% of
surveyed employers answered they had difficulty gaining the
attention of job seekers while 32% proposed "building a strong
employer brand” as a solution.
Both respondent groups agreed that “career trends of young
candidates” contributed to recruitment challenges in manufacturing.
There are various factors at play in the recruitment
landscape, especially when it comes to young
jobseekers. Influence from the Fourth Industrial
Revolution, digital transformation, increased
proactiveness and attractive job alternatives would
undoubtedly affect the career choices of young
professionals in the near future.
55% of respondents claimed that their employers suffered
from manpower shortages. From the perspective of said
organizations, the majority reported lacking different levels of
staff, mostly under 10%. Only 15% were confident they would
experience no inadequacy.
More than half of the respondents agreed that personnel
12THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
13. 49%
42%
24%
To overcome manpower shortages, manufacturing
businesses have engaged in various recruitment activities,
the most common being sourcing services (46%) in
collaboration with schools. Having partnerships with training
facilities to improve (22%) or customize (21%) the
curriculum to meet recruitment needs is also prevalent.
Vocational schools (49%) ranked highest on the list of
training facilities preferred by employers to support
recruitment, followed by universities (42%) and junior
colleges (24%).
VOCATIONAL SCHOOLS ARE PREFERABLE FOR TRAINING
COLLABORATION
Vocational schools
Universities
Junior colleges
High schools 8%
58%
42%
39%
29%
19%
EMPLOYERS
RECRUITMENT CHALLENGES
Highly competitive market
Career trends of young candidates
Remote, far from the city office
Weak employer brand
Change in employer benefit policies
13THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
14. 14THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
PART 3
MANUFACTURING
FIRMS ARE PREPARING
FOR NEW TECHNOLOGIES
15. According to our survey, 81% of candidates and 86% of employers stated that their companies had implemented up to
70% of automated manufacturing processes.
23%
23%
18%
14%
8%
MANUFACTURING IS SHIFTING TO AUTOMATION
AUTOMATION IS VIEWED IN A POSITIVE LIGHT
0 – below 10% of all manufacturing processes are automated
10 – below 30% of all manufacturing processes are automated
30 – below 50% of all manufacturing processes are automated
50 – below 70% of all manufacturing processes are automated
More than 70% of all manufacturing processes are automated
19%
22%
19%
12%
9%
Candidates Employers
It is noticeable that both manufacturing firms and their staff have made preparations to adapt to new technologies in
various ways.
65%
44%
41%
39%
21%
BUSINESSES AND JOB SEEKERS HAVE ACTIVELY PREPARED FOR
AUTOMATION
Invest in machines
Make changes in management and operations
Invest in data systems
Equip employees with new skills
Employ candidates with knowledge in automation
61%
37%
35%
34%
21%
Candidates Employers
59%
25%
Automation increases labor productivity, cuts cost
Automation is inevitable for manufacturing firms
48%
30%
Candidates Employers
On shifting to automation, both candidates and employers agreed that new technologies of the 4.0 era had made a positive
impact. The most common rationale were “automation increases labor productivity” and “automation is inevitable for
manufacturing firms”. Only 3% of participants from both groups claimed that “Automation will result in substantial job losses”.
15THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
16. The majority of both candidates (70%) and employers (70%) shared the opinion that automation
would strongly affect blue-collar workers. The least affected would be support departments (sales,
accounting,...).
47%
53%
33%
47%
5%
2%
Actively learn from colleagues
Actively take part in professional training
Actively take part in soft skills courses
Actively improve language abilities
Wait for training from employers
Take no action
From the candidates’ perspective, they also underwent training to heed changes.
BLUE-COLLAR WORKERS ARE MOST AFFECTED BY
AUTOMATION
70%
5%
4%
4%
Blue-collars
Engineers
Authorities
Support departments
70%
5%
4%
2%
Candidates Employers
16THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
17. 17THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
PART 4
RECOMMENDATIONS
FROM NAVIGOS GROUP
18. Combining the use of various recruitment channels
was surveyed as the most effective method by
our respondents. Some suggestions may include
internal referral programs for current employees,
targeting fresh graduates with on-the-job training,
using online channels such as job portals
(VietnamWorks) or social media to improve
recruitment output. When using these platforms,
employers should also consider purchasing
service packages most suitable for their
recruitment needs.
In the manufacturing industry, working hazards
are abundant. Keeping in mind specific setbacks
such as pollution, unsafe working environments,
unclear promotion paths and such is the key to a
customized employee benefits program that
would best support and attract people.
The manufacturing industry is getting more and
more technology-intensive. As we undergo the
Fourth Industrial Revolution, conventional education
models focusing on technical knowledge can no
longer guarantee robust manpower. Digital
knowledge and a firm grasp on the nature of
technology should take priority in education so
that qualified workers are confident about
proposing and applying the best technological
applications.
EMPLOYEE BENEFIT PROGRAMS
DESERVE MORE ATTENTION
TIMELY UPDATE AND TRAINING FOR PROACTIVITY
SHOULD BE PRIORITIZED
DIVERSIFYING RECRUITMENT METHODS
IS MOST EFFECTIVE
18THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
19. It is highly anticipated that in the near future, the
manufacturing sector will experience a secondary
labor surplus while still lacking skilled workers. So far,
most businesses have partnered with educational
facilities such as universities, junior colleges or
vocational schools to closely train and prepare
students for recruitment.
Blue-collar workers on the production lines have
a deep understanding of operating machinery.
This is a potential group to advance to more
senior positions in the near future when 4.0
technologies are more widely applied. They will
be able to improve automated processes,
operations, maintenance, quality monitoring and
quality control. This approach would also ease
the impact of job loss for workers.
A strong employer brand is crucial to establishing
a different position in the market. Partnering with
training institutions or taking advantage of social
networks are some suggestions for businesses to
strengthen their brands and target and tap into
potential manpower.
FIRMS SHOULD PARTNER CLOSELY
WITH EDUCATIONAL FACILITIES
TO TAP INTO POTENTIAL MANPOWER
THE BLUE-COLLAR WORKFORCE HOLDS HIGH POTENTIAL
BUILDING A STRONG EMPLOYER BRAND
IS KEY TO ATTRACTING JOBSEEKERS
19THE LABOR MARKET IN MANUFACTURING: OPPORTUNITIES & CHALLENGES IN THE 4.0 ERA
20. THE COPYRIGHT OF THIS REPORT
BELONGS TO NAVIGOS GROUP VIETNAM
For more infomation, please kindly contact
communication@navigosgroup.com
Address
Ho Chi Minh City
Floor 20, E.Town Central, 11 Doan Van Bo street, Ward 12, District 4
Tel: 84-28 5404 1373
Fax: 84-28 5404 1372
Hanoi
V-Building, 125-127 Ba Trieu street, Hai Ba Trung Ward
Tel: 84-24 3974 3033
Fax: 84-24 3974 3036
Website
www.navigosgroup.com