TABLE OF CONTENT ACKNOWLEDGEMENT - i ABSTRACT - ii TÓM TẮT - v LIST OF TABLES xi LIST OF ABBREVIATIONS xii INTRODUCTION - Statement of the study 1 Objectives and Aims 2 Research questions Scope of Work - Data Sources and Processing - Method Significance and implications - Limitations - Expected Results Disseminations - 10 Follow-up - 11 Short Introduction CHAPTER 1: THEORETICAL FOUNDATION - 1.1 Vision’s definitions - 1.2 Structure of Vision - 1.2.1 Core ideology: - 1.2.2 Future perspective: 12 1.2.3 Vision: 12 viii 1.3 Desirable characteristics for a Vision 1.3.1 Simple and compendious: -1.3.2 Inner worth: 1.3.3 Challenging and realistic: 1.3.4 Appealing and encouraging: -1.3.5 Concentrate: -1.3.6 Time factor: 1.3.7 Vivid picture: - 13 13 14 14 15 15 15 15 1.4 Distinguish an Vision 1.4.1 Vision and mission: 1.4.2 Vision and core value: 1.4.3 Vision and slogan: 1.4.4 Vision and strategic: 1.4.5 Vision and project objective: - 16 16 17 18 18 19 1.5 Procedures for Developing a Vision - 19 1.6 Transforming a vision - 20 1.7 Lesson of the Ho Chi Minh’s Vision -1.7.1 Ho Chi Minh’s Vision a The first case -b The second case -1.7.2 Structure of Ho Chi Minh’s Vision a Core ideology b Great aspiration 1.7.3 Characteristics of Ho Chi Minh’s Vision 1.7.4 Communicating the Vision - 21 21 22 24 25 26 27 28 30 Chapter 2: Research on Vietnamese corporations 35 2.1 Unawareness of the importance of Vision of an organization: 36 2.1.1 The enterprises not think that Vision is extremely important 37 2.1.2 The enterprises not want to have Vision 38 ix 2.2 The enterprises not clearly understand Vision 39 2.2.1 Misunderstanding about the vision 39 a Wrong in Vision structure: 40 b Lack of necessary characteristics of Vision -2.2.2 The enterprises mistake on Vision: -a Vision and Mission -b Vision and core value: c Vision and Slogan: d Vision and Strategic objectives: -e Vision and Project objectives: 41 48 48 50 51 51 52 2.3 The enterprises cannot effectively communicate their Vision - 52 2.3.1 Bad Vision statement 53 2.3.2 No communicate the Vision 54 2.3.3 No invest to brainpower and efforts to develop and communicate a Vision - 56 2.4 Discussions - 60 Chapter 3: Conclusions and recommendations 63 3.1 Conclusions 63 3.2 Recommendations -3.2.1 Develop a successful vision -3.2.2 Communicate widely the vision 3.2.3 Commitment to follow the vision - 64 64 65 70 READING REFERENCES 71 APPENDIX 73 APPENDIX 79 x LIST OF TABLES Table 1.1 Case of Core ideology 11 Table 2.1 Case of Saigon Commercial Bank 40 Table 2.2 Case of Kinhdo Group 42 Table 2.3 Case of Techcombank and EMIS 43 Table 2.4 Case of Habubank 45 Table 2.5 Case of Angiang Coffee and Toan luc Trading JSC 46 Table 2.6 Case of FPT and Vietsteel 47 Table 2.7 Case of VIB Bank 48 Table 2.8 Case of CMC Corporation 49 Table 2.9 Case of DOJI gold& GEMS group 50 Table 2.10 Case of SHB Bank and Phu Thai Group JSC 51 Table 2.11 Case of Southern Bank and Hoang Anh Gia Lai Group 52 Table 2.12 Case of Vinamilk 54 Table 2.13 Case of Vietsteel 55 Table 3.1 57 List of Interviewees xi LIST OF ABBREVIATIONS CEO Chief Executive Officer VNR500 Vietnam Report 500 BHAG Big Hairy Audacious Goal ASEAN Association of Southeast Asian Nations CSR Corporate Social Responsibility VIB Vietnam International Bank GS E&C GS Engineering & Construction Corporation FPT FPT Joint Stock Group VINAMILK Vietnam Milk Joint Stock Company DOJI Doji Gold & Gems Joint Stock Group Vietnam Technological and Commercial Joint- stock TECKCOMBANK Bank VIETSTEEL ThepViet Co., LTD SCB Saigon Commercial Bank VIB BANK Vietnam International Commercial Joint Stock Bank CMC CMC Corporation EMIS Material Petroleum Joint Stock Company HABUBANK Hanoi Building Joint Stock Bank SHB BANK Saigon-Hanoi Commercial Joint Stock Bank xii INTRODUCTION Statement of the study The Vision of enterprises has become more and more important with the enterprise especially in the deep and wide integrating process of Vietnam economy now Whether, the enterprise will develop in the right direction, right itinerary as planned and whether the enterprises have a huge enough aspiration, which will direct all members, endeavored to develop company Almost big company in the world has set up a goal, ambition of international stature and then they initially are the big company of country to become the leading international enterprises Their visions will have to be big enough and transformed to all member, employees, and owners of company, as result they will contribute to the strength of their company In Vietnam, Vision is the new definition with enterprises There are many companies as well as President, CEO, businessperson or manager did not understand clearly the importance of Vision Some of them neither confuse the nature of Vision nor not bring into play the strength of Vision that are the tool to orient the company, encourage, and raise the human recourse potential of company to lead into the new altitude Within 100 Vietnamese largest private enterprises, which have been published by VNR500 year 2010, 68% of them have not stated the Vision, and the last 32% of them have stated the Vision however almost of them were not right Vision or did not transform their Vision Moreover, the real situation, the author has not found any Vietnamese company who can explore the significant roles of Vision into development of company 1 Objectives and Aims In order to get a full knowledge of the Vision and Vision of Ho Chi Minh President, and how to suggest Vietnamese Leaders, the study will aim to achieve the following objectives: Clear the Vision and Mission of organization? Form and content; required characteristics; differentiate Vision with other statements Find out the lessons about leadership styles of Ho Chi Minh President in term of setting up vision and how to transform the vision Research the biggest companies and cooperation in Vietnam Give suggestions for Vietnamese Leaders to create an appealing vision to apply into their organization Give the approach or suggestion to transform the vision to each member of organization Research questions To fulfill the objectives of the study, the following research questions need to be answered:  What is Vision and Mission of organization?  What is characteristic of Vision?  How to develop a vision? How is the valuable vision?  What are the differences between Mission and Vision?  How to transfer a vision of corporation to all people within the corporation?  In Vietnam, how Vietnamese Leaders develop and implement their vision?  What are suggestions for Vietnamese Leaders? Scope of Work  The thesis focuses on studying the biggest Vietnamese enterprises The conclusions; evaluations; recommendations; or proposal aim to apply on the biggest corporations of Vietnam and the world  This study will focus on analyzing Vision and vision transformation of Ho Chi Minh President  To generalize the fact of Vietnamese companies, study considers the Vietnamese biggest private companies Data Sources and Processing  Book: Leadership in organizations; fifth edition; The author: Gary Yukl  Built to last ; The author: Jim Collins  Vietnam report 500 (VNR500)  Documents and profile of 100 Vietnamese largest private enterprises  “The CEO golden rules” author Mary key + Dennis Stearns  Author: Susan Ward issued on website: About.com (a part of NY times company) Method This study is an empirical research, which applied two methods:  Review of related literature/documentation  Interview relevant people Review of Related Literature/Documentation: This will examine the multidisciplinary theories of and empirical studies on corporate social responsibility in the literature Besides, it will help to compare between theory and practical activities Interview: Questions will be developed and structured interviews are conducted Significance and implications This study will contribute to the body of knowledge and understanding on Vision, Mission, and effective Leadership It will also help Vietnamese enterprises enrich their knowledge on Vision for better application in cooperation with business activities Limitations While the study examines the biggest companies, represented by 100 leading corporations, there are limitations on data sources for analyzing and giving out discussions and conclusions Besides, the inconsistent reporting system of different corporations on Vision is also another limitation for the study Expected Results The study will give a better understanding on the Vision definition and Vision transformation as well as the modern Vision’s transformation activities in the World and in Vietnam Vietnamese corporations’ Vision awareness, implementation, and achievements are also figured out through successful case studies Moreover, some suggestions for promoting Vision in Vietnamese enterprises are recommended at the end of the study Disseminations The result of study will be useful for many target groups Many Vietnamese enterprises might be interested in the recommendations and the conclusions of the study, from which they can get useful information on how to react in Vision-related issues and how to benefit from them 10 Follow-up Further study will be taken on improvement of Vision understanding and implementation among Vietnamese enterprises based on the experience and achievements of large corporations Other way of study will be analyzing the impact of understanding level to Vision implementation in Vietnamese enterprises in some provinces particularly and all over Vietnam generally 11 Short Introduction The research is divided into three parts, which are including: Chapter 1: Theoretical Foundation: will give a relevant theoretical background to the study and case study of Ho Chi Minh Chapter 2: Research on Vietnamese corporations: In this chapter, Vision understanding and implementation in Vietnam will be reviewed One hundred biggest private corporations representing for Vietnamese enterprises will be analyzed on their awareness, real activities In connection with the Vision of Ho Chi Minh in term of creation and transformation of visions, it will be the best lesson for Vietnamese company Chapter 3: Conclusions and recommendations: Conclusions and recommendations will be noticed for better implementation of Vision in Vietnamese enterprises The first step is to ask people to identify specific performance objectives that are challenging and relevant to the mission of the organization Then ask people to discuss the relative importance of the various objectives and the reasons why an objective is important Look for shared values and ideals that can become the basic for a vision with wide appeal  Look for relevant elements Look for values and ideals that will continue to be relevant for the organization in the fore-seeable future Sometimes traditional values that were subverted or ignored can serve as the basic for a new vision  Combine the core values with company goals A successful vision must be credible as well as appealing People will be skeptical about a vision that promises too much and seems impossible to attain Leaders face a difficult task in creating a vision that is both challenging and believable Lofty visions often require innovative strategies, and untested strategies are risky and difficult to assess In the absence of a tested strategy, there must be a basic for people to believe the vision is attainable One basic is the belief of people in their ability to find answers A vision that entails new and difficult types of activities is more credible if the core competencies of the organization are relevant for these activities 3.2.2 Communicate widely the vision The entrepreneurs should present their Vision statements in the clearer and most coherent and appealing to communicate widely to all managers, employees, and shareholders The entrepreneurs have to invest properly on development of a Vision and loyalty tries to reach it by all his mind and heart From the knowledge of Vision entrepreneur have to realize his aspiration to 65 become the performance, therefore his aspiration have to present on the enterprises strategies, on the yearly plan, etc  Articulate a clear and appealing vision It must be communicated repeatedly at every opportunity and in a variety of different ways Meeting with people directly to explain the vision and answer questions about it is probably more effective that other forms of communication The Leader also should use letters or email messages to followers, new letter articles, televised news conferences, videotaped speeches, it is helpful to provide opportunities for followers to ask questions afterward (e.g., use email, hotline, open meeting, or visits to department meeting) The vision should be communicated more clearly and persuasively with colorful, emotional language that includes vivid imagery, metaphors, anecdotes, stories, symbols, and slogans Metaphors and analogies are especially effective when they excite the imagination and engage the listener in trying to make sense out of them Anecdotes and stories are more effective if they invoke symbols with deep cultural roots, such as legendary heroes, sacred figures, and historical ordeals and triumphs A dramatic, expressive style of speaking augments the use of colorful language in making an emotional appeal Use of rhyme, rhythm, and repetition of key words or phrases can make a vision more colorful and compelling  Explain clearly about the Vision It is important to make a clear link between the vision and a credible strategy for attaining it This link is easier to establish if the strategy has a few clear themes that are relevant to shared values of organization members It is seldom necessary to present an elaborate plan with detailed action steps The leader should not present to know all the answers about how to achieve the 66 vision, but instead should inform followers that they will have a titan role in discovering what specific actions are necessary The strategy for attaining the vision is most likely to be persuasive when it is unconventional yet straightforward If it is either simplistic or conventional, the strategy will not elicit confidence in the leader, especially when there is a crisis Consider the example of a company that was losing market share in the face of intense competition  Communicate confidently and optimistically the Vision It is important to remain optimistic about the likely success of the group in attaining its vision, especially in the face of temporary roadblocks and setbacks A manager’s confidence optimism can be highly contagious It is best to emphasize what has been accomplished so far rather than how much more is yet to be done It is best to emphasize the positive aspects of the vision rather than the obstacles and dangers that lie ahead Confidence is in both words and actions Beside that, the enterprise should train the middle-level manager to communicate the Vision of company to communicate with all staff Because of lacking interaction between top leader and staff of company, this case the middle-lever manager is important role to communicate the Vision It mean that the middle-level manager can act confidently and optimistically like tope leader in term of transformation of vision  Express confidence in followers The motivating effect of a vision also depends on the extent to which subordinates are confident about their ability to achieve it Research on the “Pygmalion effect” found that people perform better when a leader has high expectations for them and shows confidence in them There is more need to 67 foster confidence and optimism when the task is very difficult or dangerous or when team members lack confidence in themselves If appropriate, the leader should remind followers how they overcame obstacles to achieve an earlier triumph If they have never been successful, the leader may be able to make an analogy between the present situation and success by a similar team or organizational unit Review the specific strengths, assets, and resources that they can draw on to carry out the strategy List the advantages they have relative to opponents or competitors Tell them that they are as good as or better than an earlier team, that was successful in performing the same type of activity  Use dramatic, symbolic actions to emphasize vision A vision is reinforced by leadership behavior that is consistent with it Concern for a value or objective is demonstrated by the way a manager spends time, by resource allocation decisions made when there are trade-offs between objectives, by the questions the manager asks, and by what actions the manager rewards Dramatic, highly visible actions are an effective way to emphasize key values Symbolic action to achieve an important objective of defend an important value are likely to be more influential when the manager risks substantial personal loss, makes as self-sacrifice, or does things that are unconventional The effect of symbolic actions is increased when they become the subject of stories and myths that circulate among members of the organization and are retold tome and again over the years to new employees  Communicate by example According to an old saying, actions speak louder than words One way a leader can influence subordinate commitment is by setting an example of 68 exemplary behavior in day-to-day interactions with subordinates Leading by example is sometimes called “role modeling.” It is especially important for actions that are unpleasant, dangerous, unconventional, or controversial A manager who asks subordinates to observe a particular standard should also observe that same standard A manager who asks subordinates to make special sacrifices should set an example by doing the same Some of the most inspirational military leaders have been ones who led their men into battle and shared the dangers and hardships rather than staying behind in relative safety and comfort The executives in a large company that was experiencing financial difficulties provide a negative example After asking employees to defer their expected pay increased, the executives awarded themselves fat bonuses This action created resentment among employees and undermined their loyalty to the organization and commitment to its mission A more effective approach would have been to set an example by cutting bonuses for top management before asking for sacrifices from other employees The values espoused by a leader should be demonstrated in his or her daily behavior, and it must be done consistently, not just when convenient Toplevel leaders are always in the spotlight, and their actions are carefully examined by followers in a search for hidden meanings that may not be intended by the leader Ambiguous remarks may be misinterpreted and innocent actions may be misrepresented To avoid sending the wrong message, it is important to consider in advance how one’s comments and actions are likely to be interpreted  Encourage people It means asking people to determine for themselves the best way is to implement strategies or attain objectives, rather than telling them in detail what to It means encouraging subordinates to suggest solutions to problem 69 if they come to you for help, and it means supporting subordinates who assume responsibility for resolving problems on their own, even though they not it the same way you would Empowering also means reducing bureaucratic constraints on how the work is done so that people have more discretion Finally, empowering means providing adequate resources for subordinates to carry out a task for which they are being held accountable 3.2.3 Commitment to follow the vision The entrepreneurs should regularly mention their Vision to encourage them Besides that, he has to undertake his responsibilities to execute what he targeted Set up strategies to achieve the vision, people can learn more about what is feasible and what is not Although some continuity in the vision is desirable, the leader should keep looking for ways to make the vision more appealing and credible The development of a vision is an interactive, circular process, not a simple, linear progression from vision to strategy to action 70 READING REFERENCES Online resource  Papers available at www.doanhnhan.net; www.diendanlanhdao.com; www.doanhnhansaigon.vn; www.doanhnhan360.com; www.dddn.com.vn; www.doanhnhanvietnam.com Documents VNR 500 ranking document Profile of the top 100 biggest private companies in Vietnam 2010 Gary Yukl, “Leadership in organizations” Fifth edition, Jim Collins and Jerry I.Porras, “Built to last.” William J.Duiker, “Ho Chi Minh a life.” John C Maxwell, “The 21 Irrefutable Laws of Leadership.” Mary Key and Dennis Strearns, “The CEO golden rules.” John C Maxwell ,“ Leadership gold.” John C Maxwell ,“ The 360° Leader.” 10 Susan Ward - Newsletter, www.about.com (a part of NY times) 11.State Policy Publishing House, “Ho Chi Minh complete works.” 12 Steven L McShane and Mary Ann Von Glinow, “Organizational behavior.” 13 Prentice Hall, “Leadership in organization” 2006 14 Dr Richard Lynn, Professor Emeritus of Psychology at the University of Ulster, Northern Ireland and Dr Tatu Vanhanen, Professor Emeritus of Political Science at the University of Tampere, Tampere, Finland, “IQ and Global Inequality” – 2006 15 Author Phan Ngoc Lien, State Political Publish Housing – Hanoi, “Ho Chi Minh with process of country history,” 2008 16 Some article of scholar such as: 71 - Professor Duong Trung Quoc – Historian - Professor Tuong Lai; - Bachelor Nguyen Duc Thang – Scientific Institute of Military Human Sociality (Ministry of Military); - Mr Nguyen Tran Bat – Chairman/CEO of Invest Consult Group; - Associate Professor, Dr Pham Xuan Xanh – Chief of Contemporary and Modern of Vietnam History Major, University of Science, Society and Human, Hanoi National University 17 Mr.Vu Ky, State Political Publish Housing – Hanoi, “Uncle Ho’s Secretary tell story,” 2005 18 Daniel Goleman, “Which character creates a Leader.” Harvard Business, Review-11, 12 1998 19 Ken Blanchard and Jesse Stoner (2004), “Lacking of Vision – An organization will not become the lead organization.” Leader to Leader, No 31, Winter 20 “Thinking of future,” VAPEC (2002) 21 Peter B Vail, (1993) “Lead by vision.” on Allan R Cohen, The Portable MBA in Management: Insights from Experts at the Best Business Schools – Skills and Strategies for Leading any Organization to Success John Wiley & Son Inc 22 John Kotter, (1996) Leading Change Harvard Business School Press 23 Victor V Room & Arthur G Jago, (1988) The New Leadership Prentice Hall 24 Daniel Goleman, (2000) “Artistic Leading to achieve result,” Harvard Business Review March-April 25 John P Kotter, “Leading change,” Harvard Business Review, January 2007 72 APPENDIX List of company on the Thesis Ranking on Name of company VNR500-2010 SAIGON GOLD AND SILVER ACB-SJC JOINT STOCK COMPANY FPT CORPORATION ASIA COMMERCIAL JOINT STOCK BANK VIETNAM DAIRY PRODUCTS JOINT STOCK COMPANY DOJI GOLD AND GEMS GROUP THAI HUNG TRADING JOINT - STOCK COMPANY PHU NHUAN JEWELRY JOINT STOCK COMPANY SAIGON THUONG TIN COMMERCIAL JOINT STOCK BANK VIETNAM TECHNOLOGICAL AND COMMERCIAL JOINT STOCK BANK 10 HOA PHAT GROUPS 11 THEP VIET COMPANY LIMITED 12 SACOMBANK JEWELRY LIMITED COMPNAY 13 INTIMEX IMPORT - EXPORT JOINT STOCK COMPANY 14 TRUONG HAI AUTO CORPORATION 15 POMINA STEEL CORPORATION 73 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 NATIONAL PHYTOPHARMA JOINT STOCK COMPANY No EAST ASIA COMMERCIAL JOINT STOCK BANK SMC TRADING INVESTMENT JOINT STOCK COMPANY COMMERCIAL SERVICE AND CONSTRUCTION CENTER VIETNAM EXPORT IMPORT COMMERCIAL JOINT-STOCK BANK SAI GON COMMERCIAL BANK HOANG ANH GIA LAI JOINT STOCK COMPANY MARITIME COMMERCIAL JOINT STOCK BANK FOODINCO INVESTMENT AND TRADING JOINT STOCK COMPANY HOA SEN GROUP VIETNAM INTERNATIONAL COMMERCIAL JOINT STOCK BANK MINH PHU SEAFOOD CORPORATION HANOI SJC JEWELLERY JOINT STOCK COMPANY VAN HAU TRADING SERVICE COMPANY LIMITED GENTRACO CORPORATION 74 31 NGUYEN KIM TRADING JOINT STOCK COMPANY 32 CMC CORPORATION 33 HA ANH IMPORT - EXPORT JSC 34 3A PHARMACEUTICAL COMPANY LIMITED 35 36 37 HIEP THANH SEAFOODS PROCESSING JOINT STOCK COMPANY AN GIANG PLANT PROTECTION JOINTSTOCK COMPANY VINH PHUC MECHANICAL JOINT STOCK COMPANY 38 TAM DIEP STEEL CO., LTD 39 VINACAM JOINT STOCK COMPANY 40 ANKHANH STEEL COMPANY LIMITED 41 HUNG VUONG JOINT STOCK COMPANY 42 43 44 45 AGRICULTURAL PRODUCTS AND MATERIALS JOINT STOCK COMPANY DA NANG STEEL JSC THAI SON INDUSTRY TRADING COMPANY LIMITED MATERIALS - PETROLEUM JOINT STOCK COMPANY 46 VINH HOAN JOINT STOCK COMPANY 47 GIA BAO COMPANY LIMITED 48 TAN CUONG THANH COMPANY LIMITED 49 SOUTHERN BANK 75 50 51 52 53 54 NAM VANG JOINT STOCK COMPANY QUOC VIET SEAPRODUCTS PROCESSING TRADING AND IMPORT EXPORT CO.,LTD HANOI BUILDING COMMERCIAL JOINT STOCK BANK CONSTRUCTION AND MATERIALS TRADING JOINT STOCK COMPANY CANTHO TECHNO - AGRICULTURAL SUPPLYING JOINT-STOCK COMPANY 55 HUU LIEN ASIA CORPORATION 56 PHUTHAI GROUP JOINT STOCK COMPANY 57 MAILINH GROUP CORPORATION 58 PRIME GROUP JOINT STOCK COMPANY 59 60 61 62 63 64 VIETNAM PROSPERITY JOINT STOCK COMMERCIAL BANK VAN LOI STEEL JOINT STOCK COMPANY TIENLEN STEEL CORPORATION JOINT STOCK COMPANY AN GIANG COFFEE JSC MINH THONG COMPUTER JOINT STOCK COMPANY TOYOTA EAST SAIGON JOINT STOCK COMPANY 65 AN GIANG IMPORT – EXPORT COMPANY 66 NHABE GARMENT CORPORATION - JSC 76 67 68 69 70 71 72 73 74 75 76 THAI HOA MANUFACTURE AND TRADING COMPANY SP INVESTMENT SERVICE TRADING CO., LTD MECHANIZATION ELECTRIFICATION CONSTRUCTION CORPORATION (AGRIMECO) TOAN LUC TRADING JOINT STOCK COMPANY VIETNAM NATIONAL SUNDRIES IMPORT AND EXPORT CORPORATION MOBILE WORLD JOINT STOCK COMPANY COTEC CONSTRUCTION JOINT STOCK COMPANY MILITERY PETROCHEMICAL JOINT STOCK COMPANY HUNG VUONG AQUACULTURE JOINT STOCK COMPANY SAIGON - HANOI COMMERCIAL JOINT STOCK BANK 77 TAN HIEP PHAT BEVERAGE GROUP 78 GEMADEPT CORPORATION 79 KINH DO CORPORATION 80 NORTH KINH DO FOOD JOINT STOCK COMPANY 81 VINCOM JOINT STOCK COMPANY 82 TRUONG THANH FURNITURE CORPORATION 77 83 QUANG NGAI SUGAR JOINT STOCK COMPANY 84 LAI THIEU FEED MILL CO., LTD 85 FIVE STARS INTERNATIONAL GROUP 86 SOUTHEAST ASIA COMMERCIAL JOINT STOCK BANK 87 NAM VIET CORPORATION 88 TMT MOTOR JOINT STOCK CORPORATION 89 HA NOI TELECOM CORPORATION 90 OCEAN COMMERCIAL JOINT STOCK BANK 91 TRUNG NGUYEN CORPORATION 92 CAO PHONG CO., LTD 93 AN BINH COMMERCIAL JOINT STOCK BANK 94 95 96 VINH LONG FOODSTUFF JOINT STOCK COMPANY DABACO VIETNAM CORPORATION DHG PHARMACEUTICAL JOINT STOCK COMPANY 97 THIEN LOC PHUC CO., LTD 98 VIEN THONG A COMPANY 99 TAN TAO INDUSTRIAL PARK CORPORATION 100 HOA BINH CONSTRUCTION AND TRADING REAL ESTATE JOINT STOCK COMPANY 78 APPENDIX QUESTION FOR INTERVIEW Part 1: About the Company Name of the Company? Who is the owner of the company? Who is the Chair man? CEO? CSR officer? What is the company’s strategy for the future? What are Company’s vision and mission? Part 2: Vision and mission What you understand about Vision and Mission of organization? Does your Company have Vision? Please briefly describe it Do you remember the main idea of your company Vision? What is your company aspiration as well as your aspiration in the about next 30-40 years? Where did your company point out the goals or aspirations? How you know about your company vision? What you think when your company not have any straightforward goals? 79 ... corporations of Vietnam and the world  This study will focus on analyzing Vision and vision transformation of Ho Chi Minh President  To generalize the fact of Vietnamese companies, study considers... theory on Vision, Ho Chi Minh? ??s Vision contains all these characteristics:  Ho Chi Minh? ??s Vision is always a vivid picture of the future of a country in general and an organization in particular... their awareness, real activities In connection with the Vision of Ho Chi Minh in term of creation and transformation of visions, it will be the best lesson for Vietnamese company Chapter 3: Conclusions