THE FINANCIAL

THE UNIVERSITY OF FINANCE AND MARKETING

FACULTY OF MARKETING

ASSIGNMENT
SUBJECT: CORPORATE COMMUNICATION

TOPIC
ANALYZING INTERNAL COMMUNICATION
ACTIVITIVES AT VINAMILK

Students perform
1. Nguyễn Thị Lan Hương 2221001591
2. Đoàn Quốc Huy 2221001596
3. Nguyễn Tuyết Nhi 2221001722
4. Nguyễn Mạnh Tài 2221001790
5. Bùi Mỹ Thuận 2221001828

Ho Chi Minh City, 2024

 LIST OF ABBREVIATIONS

IoIC Institute of Internal Communication

PR Public Relations
CEO
KPMG LLP

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 LIST OF FIGURES
Figure 1. Organizational Structure of Vinamilk........................................................................6
Figure 2. Vinamilk's regular meetings.......................................................................................9
Figure 3. Vinamilk's team building activities............................................................................9
Figure 4. Employees participating in team building................................................................10
Figure 5. Vinamilk's communication channels........................................................................10
Figure 6. “Ai cũng là hoa tiêu” of Vinamilk............................................................................11
Figure 7. Vinamilk internal news channel...............................................................................12
Figure 8. Operation of the Internal Website.............................................................................12

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 LIST OF TABLES
Table 1. SWOT analysis of Internal Communication of Vinamilk.........................................13

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 TABLE OF CONTENTS
LIST OF ABBREVIATIONS.....................................................................................................i
LIST OF FIGURES...................................................................................................................ii
LIST OF TABLES....................................................................................................................iii
I. Introduction.............................................................................................................................1
II. Theoretical background on internal communication strategy (literature review).................1
2.1. Internal Communication definition.................................................................................1
2.2. Organizing the Internal Communication Effort..............................................................2
2.3. Goals for effective Internal Communications.................................................................2
2.4. Implementing an Effective Internal Communication Program.......................................3
2.4.1. Communicate Up and Down.....................................................................................3
2.4.2. Face-to-Face Meetings..............................................................................................3
2.4.3. Communicate Online................................................................................................4
2.4.4. Create Employee Oriented Publications...................................................................4
2.4.5. Communicate Visually.............................................................................................4
2.4.6. Focus in Internal Branding.......................................................................................4
2.4.7. Consider the Company Grapevine............................................................................4
2.5. Management’s Role in Internal Communication............................................................5
III. Brief introduction on the business organization (vision, mission...)....................................5
3.1. Overview of Vinamilk.....................................................................................................5
3.2. Organizational Structure of Vinamilk............................................................................5
3.3. Mission, vision, core values of the enterprise of Vinamilk.............................................6
IV. Internal communication analysis of the business organization............................................7
4.1. Introduction to Vinamilk's Internal Communication.......................................................7
4.1.1. Overview of Vinamilk's Internal Communication....................................................7
4.1.2. Achievements of Vinamilk Through Internal Communication................................7
4.2. Strategic Objectives of Internal Communication at Vinamilk........................................7
4.3. Effective Internal Communication Program of Vinamilk...............................................8
4.3.1. Communicate Up and Down.....................................................................................8
4.3.2. Face to Face meetings...............................................................................................9
4.3.3. Communicate Online..............................................................................................10

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 4.3.4. Create Employee Oriented Publications.................................................................11
4.3.5. Communicate Visually...........................................................................................12
4.3.6. Focus in Internal Branding.....................................................................................12
4.4. SWOT analysis..............................................................................................................13
V. Proposed an effective internal communication program for the business..........................14
5.1. Objectives......................................................................................................................14
5.2. Range and duration of the program...............................................................................14
5.3. Content of the program..................................................................................................14
VI. Conclusion.........................................................................................................................17
REFERENCES.........................................................................................................................19

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 I. Introduction
“…In the information age, the assets of an organization include the knowledge and
relationships of its people. The organization's business activities start with information or
input materials, leveraging the creativity and intelligence of its team to process that
information or materials to produce products and generate value. Internal communication is
the core process within the enterprise that enables the creation of this value chain." (Quirke,
2000).
For many years, managers have focused on "customer care." More recently, they have
begun to give similar attention to their employees, recognizing that employees are more
critical to the success of a business than most other stakeholder groups (Argenti, 2013). When
analyzing the function of internal communication in the 21st century, it becomes clear that it
serves as a cornerstone for organizational success. A 2023 report from the Institute of Internal
Communication (IoIC) revealed that companies with effective internal communication are
3.5 times more likely to outperform their industry peers.
Vinamilk, as one of Vietnam's leading companies in the production and distribution of
dairy products, is an ideal subject for exploring and researching internal communication
practices. As a large corporation with an extensive distribution network across the country
and a substantial workforce, Vinamilk faces significant challenges in ensuring clear and
consistent information delivery. Additionally, the company is renowned for its strong,
dynamic, and modern corporate culture, providing a solid foundation for studying and
evaluating the effectiveness of its communication strategies.
Finally, researching internal communication at Vinamilk offers high practical value in
clarifying the relationship between communication and business performance. Previous
studies have shown that internal communication not only enhances employee satisfaction and
engagement but also directly impacts an organization’s overall financial performance. For all
these reasons, our group has selected the topic: "Analyzing Internal Communication
Activities at Vinamilk" as our thesis subject, aiming to propose an internal communication
program tailored to Vinamilk’s needs.
II. Theoretical background on internal communication strategy (literature review).
2.1. Internal Communication definition.
The term "internal communication," widely used today, is often favored by corporate
communication theorists. According to Author Dinh Thi Thuy Hang, in her book “ PR Lý
luận và Ứng dụng” (“PR Theory and Application”), states that internal communication
reflects a management function aimed at fostering positive relationships between an
organization and its internal audience, ultimately contributing to the organization’s success.
In the 21st century, internal communication is no longer limited to memos,
publications, and broadcasts; it also involves building a corporate culture grounded in values,
with the potential to drive organizational change.

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 The varying definitions of internal communication stem from different approaches.
Overall, internal communication encompasses interactive communication activities between
individuals within the same organization, aiming to achieve and fulfill a common goal.

2.2. Organizing the Internal Communication Effort.

The best way to evaluate the effectiveness of a company's internal communication
efforts is to assess employees' attitudes toward the organization. This evaluation can be
conducted through an internal communication audit (Argenti, 2013), which is a systematic
process for evaluating how communication is managed within an organization. It is a critical
first step in understanding the current state of communication within the company.
The process involves thoroughly examining how information is disseminated and
received within the organization, with the goal of identifying strengths, weaknesses, and
areas for improvement. Based on the audit results, communication professionals can develop
tailored programs that align with the organization's specific needs.
2.3. Goals for effective Internal Communications.
According to Dolphin, R.R. (2005), the objective of internal communication is "to
build and nurture colleague relationships, establish trust, provide timely and reliable
information, and thereby contribute to motivation, particularly during periods of change and
high pressure."
According to Argenti (2013), to develop an effective internal communication strategy,
a company must establish shared objectives for its activities that align with the organization.
Improving Morale and Fostering Goodwill: By ensuring clear and open lines of
communication, employees feel valued and connected, which leads to better relationships and
higher engagement levels.
Informing Employees About Internal Changes: Keeping inform employees, ensures
that employees are aware of what’s happening within the company. This helps prevent
confusion and ensures transparency, making employees feel more connected to the
company’s growth and direction.
Explaining Compensation and Benefit Plans: Employees who fully understand the
benefits they’re entitled to are more likely to feel secure and supported. This transparency not
only boosts satisfaction but also reduces misunderstandings regarding company policies.
Increasing Employee Understanding of the Company and Its Culture: By
continuously sharing information about these aspects, employees will feel more aligned with
the company’s mission and vision.
Changing Employee Behavior: By communicating goals, feedback, and expectations
clearly, employees are encouraged to become more productive, quality-oriented, and
entrepreneurial in their mindset.
Encouraging Employee Participation in Community Activities: When employees
engage in community-based programs, they not only develop new skills but also strengthen |

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their connection to the company. This sense of teamwork extends beyond the workplace and
reinforces a supportive, collaborative environment.
Reinforcing Employees’ Beliefs that They Are Important Assets: This reinforcement
motivates employees and enhances their loyalty. It can only happen when management
genuinely believes this and the communication efforts are handled by professionals who
know how to deliver these messages effectively.
2.4. Implementing an Effective Internal Communication Program.
After the objectives of the internal communication program have been established and
decisions regarding its organization have been made, the program is ready for
implementation. Implementing an effective internal communication program emphasizes the
use of multi-channel strategies to meet the needs of the organization. Below are some key
steps in deploying an effective internal communication program.
2.4.1. Communicate Up and Down
Internal Communication operates in many ways within an organisation. In relation to
Larsson (1997) describes four similar flows commonly used in organisations: Vertical
Communication (Upward Communication and Downward Communication), Horizontal
Communication and Diagonal Communication.
Social exchange theory, developed by sociologist George Homans in the 1950s and
expanded upon by Peter Blau in 1984, suggests that employees engage in internal
communication efforts within an organization when they perceive benefits such as
recognition or career advancement opportunities. One of the key principles of "Communicate
Up and Down" is fostering an atmosphere of trust and mutual respect. Conversations with
management encourage a sense that employees are valuable assets to the organization.
2.4.2. Face-to-Face Meetings
In the digital era, face-to-face meetings still play a crucial role in internal
communication. While technology enables quick information exchange through emails,
messages, and video calls, many organizations still recognize the value of in-person
meetings. A study by Jones and Smith (2017) examined the impact of internal
communication channels on employee engagement in a retail organization. They found that
face-to-face meetings and personalized messages were the most effective in enhancing
engagement.
Direct meetings between leaders and employees are pivotal in an organization's
internal communication. Senior managers should allocate time for regular meetings (at least
quarterly) with large groups of employees. These meetings not only serve to share
performance results and updates on key projects but also provide opportunities for employees
to ask questions and interact directly with leadership. Additionally, meeting with smaller
employee groups is considered essential, as these sessions allow them to contribute ideas and
provide feedback. Therefore, face-to-face meetings are not only opportunities to exchange
information but also a critical foundation for building relationships and strengthening
engagement between employees and leaders.

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 2.4.3. Communicate Online
Online communication has become a crucial aspect of internal communication
strategies. The advent of digital technologies, particularly the internet, has introduced email
into the business environment (Argenti, 2013). These new technologies enable companies to
quickly and broadly reach employees with news, events, and important management
initiatives while also serving as interactive platforms where employees can share their
opinions.
However, online communication should not completely replace face-to-face
interactions. Over-reliance on digital platforms may not be prudent unless all employees are
comfortable and proficient in using these tools. Online communication should be employed
as a supplementary method rather than a substitute for in-person communication, as face-to-
face interactions foster trust and stronger relationships within the organization.
2.4.4. Create Employee Oriented Publications
Printed publications such as newsletters or employee magazines play an important
role in internal communication strategies, especially for employees who do not have access to
email. According to Social Identity Theory, developed by Henri Tajfel and John Turner in the
1970s, individuals derive a significant portion of their self-concept from their membership in
social groups. This influences their behavior and attitudes toward both in-group and out-
group dynamics. In a corporate context, employee publications can foster a sense of
belonging and highlight employees' importance to the organization, thereby enhancing their
engagement and commitment.
2.4.5. Communicate Visually
Visual communication involves conveying information and ideas through visual
means such as images, videos, charts, and other multimedia elements. It makes information
more understandable and engaging, especially when compared to traditional forms of
communication like text or speech (Argenti, 2013).
2.4.6. Focus in Internal Branding
Focusing on internal branding means creating and maintaining a strong brand image
in the minds of employees, similar to how a company builds its brand with customers. This
not only boosts morale and motivation but also helps employees feel like they are part of a
strong and thriving organization (Argenti, 2013).
Forms of internal branding include aligning internal and external marketing,
implementing employee benefit programs, and conducting internal surveys to assess and
enhance alignment with the company’s vision. These initiatives not only improve employee
morale but also lead to better business outcomes for the company.
2.4.7. Consider the Company Grapevine
Theaker (2001) suggested that while some communication channels function
effectively, others may face obstacles. When formal communication fails to deliver
effectively, the grapevine emerges to fill the information gaps.

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 The grapevine is an informal form of internal communication, encompassing private
conversations between two or more employees about organizational issues. It can rapidly
disseminate information, rumors, and feedback within the organization, sometimes even
ahead of official communication. While the grapevine always exists in organizations, its
effects can be managed if formal communication flows operate effectively (Theaker, 2001).

2.5. Management’s Role in Internal Communication

Managers and leaders play a crucial role in the success (and scale) of internal
communications within an organization. They must ensure that all vital information, goals,
and expectations are communicated effectively to employees. Additionally, they need to
actively listen and collect feedback from their teams and address any concerns. (Phil
Manzano, 2024).
III. Brief introduction on the business organization (vision, mission...)
3.1. Overview of Vinamilk
Vinamilk, officially known as the Vietnam Dairy Products Joint Stock Company, was
established in 1976 and has grown to become Vietnam’s leading dairy brand with a global
presence. Operating in the production and business of dairy products such as powdered milk,
fresh milk, condensed milk, yogurt, cheese, ice cream, nutritional beverages, and functional
foods, Vinamilk currently owns a network of 13 modern factories, 13 internationally certified
dairy farms with over 160,000 cows, and exports its products to more than 60 countries.
With annual revenue in the billions of USD and a workforce of thousands of
employees, Vinamilk is committed to becoming Vietnam’s top symbol of trust in nutrition
and health. The company’s vision is to deliver world-class, high-quality nutritional products
to enhance community health, built on core values such as integrity, respect, innovation,
quality, and responsibility. Vinamilk is not only the leader in the dairy industry but also a
source of national pride for Vietnam, pioneering sustainable development and making
significant contributions to society.
3.2. Organizational Structure of Vinamilk

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 Source: Official Website of Vinamilk.
Figure 1. Organizational Structure of Vinamilk

3.3. Mission, vision, core values of the enterprise of Vinamilk

Vision: "To become Vietnam's leading symbol of trust in nutritional and health
products that serve human life."
Mission: "Vinamilk is committed to providing the community with leading premium
nutrition and quality through its respect, love, and deep responsibility for human life and
society."
Business Philosophy: Vinamilk aspires to become the most beloved product in every
region and territory. Therefore, we firmly believe that quality and innovation are Vinamilk’s
steadfast companions. Vinamilk places customers at the center and is committed to meeting
all their needs.
Core values: Vinamilk builds its core values on integrity, committing to honesty and
transparency in all activities; respect, fostering collaboration and mutual respect among
employees, partners, and the community; fairness, ensuring transparent and equitable
treatment of all stakeholders; ethics, acting in accordance with established ethical standards;
and compliance, strictly adhering to legal regulations, policies, and internal rules. These
values form the foundation for Vinamilk's sustainable development, reputation, and success
both domestically and internationally.

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IV. Internal communication analysis of the business organization
4.1. Introduction to Vinamilk's Internal Communication
4.1.1. Overview of Vinamilk's Internal Communication
By 2021, Vinamilk's workforce exceeded 10,000 employees across 35 units
nationwide. With the achievement of holding the top position in the ranking of Vietnam's best
workplaces for three consecutive years from 2017 to 2020 (Anphabe, 2020), it is evident that
Vinamilk has built trust and credibility as a business. In a modern workplace environment,
internal communication is considered a mandatory process to ensure not only employees'
rights but also to help the company understand challenges and difficulties employees face,
enabling timely improvements and resolutions.
As a leading dairy corporation in Vietnam, Vinamilk prioritizes human resource
management alongside its product-oriented goals as a key strategic focus. Like many other
enterprises, to foster unity and strengthen employee loyalty, Vinamilk has developed internal
communication activities that are not only tailored to the unique characteristics of the
company's operations but also address the aspirations of its employees.

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 4.1.2. Achievements of Vinamilk Through Internal Communication
Vinamilk has achieved numerous remarkable accomplishments through the effective
implementation of internal communication activities. The company has maintained its
leading position in the rankings of Vietnam's best workplaces for three consecutive years,
reflecting employee satisfaction and loyalty. Diverse internal communication channels, such
as YouTube, internal websites, and human resource management software, have fostered
connection, strengthened teamwork, and built a positive work environment.
Additionally, internal communication programs have raised employees' awareness of
sustainable development, encouraging their participation in community activities like the
Vietnam Rising Milk Fund and tree planting initiatives aimed at achieving Net Zero goals. At
the same time, Vinamilk has created an open communication environment that promotes
employee initiatives and innovation, helping to improve work processes and enhance product
quality. These successes demonstrate the critical role of internal communication in building
corporate culture, creating a positive work environment, driving organizational change, and
improving Vinamilk's overall business performance.
4.2. Strategic Objectives of Internal Communication at Vinamilk.
Effective internal communication at Vinamilk must reinforce employees' sincere that
they are invaluable assets to the company. This can only be achieved when Vinamilk's
leadership truly values the contributions of its workforce and implements well-structured,
professional, and two-way communication activities that align with the company’s
development. Based on this foundation, the company has designed an internal
communication strategy to fully meet the following objectives:
- Strengthening Connection: Vinamilk focuses on building a robust communication
system to connect all employees within the corporation. This enables everyone to
easily access information and better understand the company’s goals and strategies.
- Fostering Corporate Culture: Internal communication is utilized to reinforce the
corporate culture, reflecting Vinamilk’s core values and mission. Activities such as
conferences, internal events, and collaborative efforts also contribute to team spirit
and strengthen bonds between departments.
- Enhancing Employee Engagement: Through initiatives like the "Employee
Feedback" program, Vinamilk encourages employees to share their opinions and
participate in decision-making processes. This not only creates a democratic work
environment but also helps the company address the needs and desires of its
workforce.
- Improving Work Performance: By providing relevant and accurate information,
Vinamilk helps employees stay informed about the company’s operations, thereby
improving work efficiency and collaboration across departments.
4.3. Effective Internal Communication Program of Vinamilk.

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 In the digital era, technologies and working methods are constantly evolving. Internal
communication helps employees understand these changes, creating consensus and providing
positive support for the digital transformation process. With over 47 years of history,
Vinamilk has transformed its internal communication approach from traditional methods to a
combination of modern practices incorporating 4.0 technologies. This transformation, for a
large enterprise like Vinamilk, requires time and the collective effort of all employees.
4.3.1. Communicate Up and Down
Two-way communication is a key factor that has contributed to Vinamilk's success
today, emphasizing listening to and adopting employee feedback for change.
During monthly regular meetings, Vinamilk’s leadership creates opportunities to
listen to feedback from their teams. This feedback is collected from departments and
intermediary management levels, including reports on issues arising within the company.
Based on the information and responses received, the leadership conducts analysis and
evaluation to identify appropriate solutions aimed at improving situations, enhancing
operational efficiency, and fostering a better work environment. This is a clear demonstration
of Vinamilk’s focus on two-way communication and its encouragement of contributions from
employees at all levels.
Additionally, Vinamilk organizes programs like the "Ten-minute Meeting" held daily
at workplaces, allowing workers to voice their opinions and questions while receiving direct
feedback from managers.

Figure 2. Vinamilk's regular meetings

4.3.2. Face to Face meetings

Vinamilk organizes team building activities to strengthen internal connections
among employees.
More than 1,000 employees with over 10 years of service at Vinamilk participated in
team-building trips to Bali (Indonesia), Singapore, and Phu Quoc in 2023.

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 Figure 3. Vinamilk's team building activities

The "D-Day - Selling with Sales Staff" event attracted the participation of 2,000
employees from offices, farms, and factories, helping everyone better understand each other's
work and take pride in Vinamilk's business operations.
Over 1,000 Vinamilk employees participated in sports festivals organized by
Vinamilk in Ho Chi Minh City and Hanoi in 2023. These sports events served as a form of
cross-communication among employees within Vinamilk, fostering stronger connections
among them.

Figure 4. Employees participating in team building

Team-building activities help foster understanding between management and

employees. These activities provide opportunities to improve communication across different
levels within the organization, enabling easier and more effective information exchange.
They are primarily conducted in person, where team members interact directly with one
another. This not only strengthens relationships among employees but also enhances the
connection between supervisors and subordinates, fostering greater collaboration among team
members and within the company.

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 4.3.3. Communicate Online
To enable remote shareholders to participate, the company organized its annual
general meeting of shareholders in an online format in compliance with current legal
regulations.

Figure 5. Vinamilk's communication channels

Vinamilk maintains connection with its members through the two-way

communication channel "Life at Vinamilk" via Email, Teams, Zalo, and Facebook. Thanks to
this internal communication platform, all Vinamilk employees across offices, factories,
farms, and stores can easily stay updated on the company’s activities, while freely sharing
their workplace experiences and proposing new ideas. In 2023, through this internal
communication channel, Vinamilk recorded numerous practical employee initiatives for
business, production, and operational activities.
Current Internal Communication Channels Used by Vinamilk
Using E-Office for Subsidiaries: the implementation of a synchronized E-Office
system across subsidiaries helps Vinamilk enhance transparency and ensure the rapid and
accurate sharing of information among departments. This approach improves connectivity
and collaboration between subsidiaries. The system optimizes workflows, minimizes errors,
and allows leadership to monitor and manage operations more effectively through automated
reports and precise data analysis.
ERP System (Enterprise Resource Planning: the ERP system enables Vinamilk to
integrate and manage financial, production, sales, warehousing, and human resources
information in a unified manner, thereby reducing errors, enhancing transparency, and saving
time in handling internal processes. With ERP, Vinamilk can effectively monitor and
coordinate departmental activities, improve decision-making capabilities based on accurate
and timely data, and boost productivity and work efficiency across the entire organization.
Furthermore, the ERP system supports sustainable development by optimizing costs and
mitigating risks in resource management.
Both systems demonstrate Vinamilk's commitment to adopting advanced technologies
to strengthen internal communication, improve operational efficiency, and ensure sustainable
growth in the long term.

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 4.3.4. Create Employee Oriented Publications
Vinamilk released a special corporate anthem titled “Ai cũng là hoa tiêu” (“Everyone
is a navigator”) honoring the contributions of frontline employees to the company. The song
helps employees recognize that their efforts are valued and that they are actively contributing
to the company's journey toward international expansion.

Figure 6. “Ai cũng là hoa tiêu” of Vinamilk

Internal Newsletter Publication: the company develops and distributes internal

newsletters via the internet to its employees. From the initial implementation, Vinamilk's
internal newsletter was issued in PDF format and sent to all employees through email.
Additionally, Vinamilk launched the YouTube channel "Vinamilk Internal News Channel" in
2017.

Figure 7. Vinamilk internal news channel

Operation of the Internal Website: the internal website incorporates 50 useful

features designed to support employees in their work, leisure, and networking activities.
Additionally, the website is designed to include advertising banners and promotional videos
to enhance communication effectiveness. Content, articles, and images are regularly updated
on the website to keep it relevant and engaging.

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 Figure 8. Operation of the Internal Website

4.3.5. Communicate Visually

Vinamilk also has a dedicated website exclusively for employees within the
organization. This website provides not only information about the company but also
leadership insights and a wide range of company activities. Vinamilk employees can access a
separate platform to stay updated on company news.
A notable feature of this website is the "Vinamilk Home" section, where employees
can view unique and important information related to human resources at Vinamilk. This
includes: weekly newsletters about Vinamilk's activities, especially at the end of the year,
recreational activities for employees within the company, results of competitive campaigns,
articles aimed at entertainment and engagement.
This platform serves as a comprehensive and dynamic resource for employees to
connect, stay informed, and participate in company culture.
4.3.6. Focus in Internal Branding
In 2023, to create a well-rounded and capable workforce, Vinamilk organized 584
training courses covering topics such as quality management, policies, skills, and mindset,
attracting the participation of 28,000 employees. Additionally, the company consistently
sponsors employees to participate in training programs and workshops conducted by
renowned organizations such as Polytechnic University, KPMG, TikTok, Tetra Pak, and top
global marketing and communication firms.
Amidst the economic challenges of 2023, Vinamilk has ensured that salaries and
benefits align closely with employees' needs, allowing every member to focus
wholeheartedly on their career development. By collaborating with Mercer, Vietnam's
leading compensation consulting firm, Vinamilk has improved its company-wide salary and
bonus structure. The company ensures that employee income fairly reflects their work
performance and actual capabilities, with bonuses distributed evenly during special occasions
and holidays throughout the year.
With the participation of nearly 3,000 employees, Vinamilk became one of the few
companies in Vietnam to receive the Great Place to Work certification this year, with 83% of
participants giving outstanding evaluations. Notably, 93% of employees expressed complete
trust in the company’s mission to serve the community through meaningful actions.

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 4.4. SWOT analysis
Table 1. SWOT analysis of Internal Communication of Vinamilk

STRENGTHS WEAKNESSES
S1: Leading Position in the Best W1: High Investment Costs for
Workplace Rankings: Achieving this Communication Activities: Maintaining
accolade for three consecutive years reflects
and organizing programs such as team-
employee satisfaction and loyalty to the building, sports events, and large-scale
company. events requires significant financial
S2: Diverse Communication Channels: resources.
Utilizing a variety of effective internal W2: Uneven Information Access: Some
communication platforms such as YouTube, employees at remote locations or
websites, Email, Zalo, and Teams helps subsidiaries may face difficulties in
connect all employees within the company. accessing timely information from online
S3: Transparent and Open Policies: channels.
Transparent information on benefits and W3: Uneven Employee Participation:
reward plans builds trust among employees. Although channels exist for employees to
S4: Strong Corporate Culture: Activities contribute ideas, not all employees have the
like teambuilding and sports events help opportunity or motivation to actively
employees build relationships, understand participate.
each other better, and strengthen their W4: Limited Information Access for
engagement. Employees at Factories and Farms:
Employees working in these locations may
have fewer opportunities to participate in
internal activities or may lack timely
updates.

OPPORTUNITIES THREATS
O1: Potential for Advancing T1: Competition in Recruitment: Despite
Communication Technology: Developing effective internal communication, there is
additional online platforms and mobile still a risk of employees leaving the
applications will help Vinamilk improve company if expectations regarding salary,
employee connectivity within the company, bonuses, benefits, or career advancement
especially for those working in remote areas. opportunities are not continually met.
O2: Enhancing Employee Participation in T2: Fluctuations in the Labor Market:
Decision-Making Processes: Programs The labor market can change rapidly,
such as "Employee Feedback" can further making it challenging to retain a long-term
strengthen Vinamilk's ability to improve workforce if the working environment is not
workflows and products. continuously improved.
O3: Sustainable Development Programs: T3: Shifting Employee Expectations and
Activities related to sustainability and Demands: The rapid growth of other

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 community engagement, such as the Rising companies may alter employee expectations,
Milk Fund and Net Zero tree planting, can particularly among younger generations,
enhance employee participation and regarding workplace environment and
engagement. compensation policies.

V. Proposed an effective internal communication program for the business.

Launch the “Tôi là Vinamilk” (“I am Vinamilk”) program
5.1. Objectives
The objectives of the internal branding campaign "Tôi là Vinamilk" (“I am
Vinamilk”) are set to meet Vinamilk's sustainable development needs by fostering employee
pride, strengthening employee engagement, and aligning internal messaging with the external
brand image. The campaign focuses on three key objectives: enhancing employee
engagement with the Vinamilk brand, boosting employee morale and driving contributions,
and aligning internal and external messaging.
5.2. Range and duration of the program
a. Scope of implementation: All employees across all departments within the
Vinamilk system.
b. Implementation timeline: The program will be rolled out over a 3-month period,
with clear phases to ensure maximum efficiency.
5.3. Content of the program
Phase 1: Inspiring the first spark (First month)
The primary focus of this phase is to foster a deep connection between employees and
the brand by clearly communicating the company's values, mission, and vision.
A highlight of this phase is the production and release of a short video titled "Hành
trình Vinamilk" ("Vinamilk's Journey") which takes viewers on a journey through time. The
video places particular emphasis on the company's mission of "Kiến tạo giá trị cho sức khỏe
Việt Nam và vươn tầm thế giới" ("Creating value for the health of Vietnam and expanding
globally") providing employees with a deeper understanding of the company's long-term
vision through authentic images and heartwarming stories. This video has ignited a sense of
pride in the brand among employees and inspired them to contribute to Vinamilk's continued
success.
To ensure that the video reaches all employees, Vinamilk has distributed it through
various channels, including direct emails and internal applications, allowing employees to
watch it at their convenience. Additionally, the video is shown at the beginning of the
workday or during breaks in offices and factories to ensure maximum reach. With this
flexible and comprehensive approach, this initiative is expected to have a significant impact,
helping each employee gain a clearer understanding of Vinamilk's journey and values.
In conjunction with the video release, Vinamilk is organizing “Câu chuyện thương
hiệu” ("Brand Story") workshops to create an interactive space for leaders and employees.

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These sessions provide an opportunity for senior leaders to share firsthand the core values,
vision, and mission of Vinamilk, helping employees gain a better understanding of the
company's strategic direction. The workshops encourage not only listening but also questions,
discussions, and sharing of ideas. To further foster connection, the company invites long-
serving or high-performing employees to share memorable experiences and success stories
from their time at Vinamilk. This not only helps new employees understand the company
culture better but also motivates them to stay with the company long-term.
The expected outcome of this phase is for each employee to have a clearer
understanding of their role in Vinamilk's growth strategy. They will not only recognize the
value of the brand but also feel like an integral part of creating that value. Additionally, the
workshops are expected to strengthen connections between different departments within the
company, fostering a collaborative and united work environment focused on common goals.
Overall, the sparking inspiration phase lays a solid foundation for the entire "Tôi là
Vinamilk" (“I am Vinamilk”) campaign. By focusing on creatively communicating
inspiration and brand values, Vinamilk is not only helping employees understand but also
fostering pride, driving effective performance, and building a cohesive workforce from
within. This will be a crucial foundation for the successful implementation of subsequent
phases.
Phase 2: Engagement Through Action (Second Month)
In the "Tôi là Vinamilk" (“I am Vinamilk”) campaign, the engagement phase
through actions played a central role in promoting employee participation through practical
activities. This was a crucial step after the inspiration phase, helping employees not only
understand the brand’s values more deeply but also directly participate and experience their
roles in contributing to the company’s growth. With a creative approach, the activities in this
phase not only motivate but also encourage teamwork, creativity, and a stronger bond among
members within the organization.
A highlight of this phase was the event “Festival: I am Vinamilk” organized to
create a bonding platform for all employees. This event served as both a chance for relaxation
after stressful work hours and an opportunity to express themselves and foster team spirit. It
featured diverse activities, from team competitions to creative games. Notably, the contest for
crafting slogans or short videos about Vinamilk’s brand values stood out, encouraging
employees to unleash their creativity in showcasing the company’s mission and vision.
Additionally, the game show “Hiểu đúng, làm đúng” ("Understand Right, Do Right") was
held to test employees’ knowledge of Vinamilk’s history, values, and development direction.
These activities not only provided entertainment but also reinforced employees’
A special space during the festival was the "Vinamilk's Creative Corner" where
employees could write messages, share ideas, or express their thoughts about the brand. This
corner was not only a place for employees to voice their personal reflections but also served
as a repository for the valuable emotions and ideas each individual dedicated to Vinamilk.
These contributions not only fostered a deeper connection with the brand but also helped
build a united and understanding community within the organization. To enhance the appeal,

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rewards for winners in various activities included T-shirts, “Tôi là Vinamilk” (“I am
Vinamilk”) badges, and company products, further motivating employee participation.
Another notable activity was the “Sáng kiến vàng” ("Golden Initiative")
competition, designed to encourage employees to propose ideas for improving workflows or
enhancing production efficiency. This competition not only allowed employees to showcase
their creativity but also brought tangible benefits to the company. Employees could submit
their initiatives via internal email or directly to their respective departments. A review panel
would then select the most outstanding ideas for practical implementation. Employees whose
initiatives were adopted would receive valuable rewards such as cash prizes, certificates, and
recognition in the internal newsletter. This approach not only motivated active participation
but also acknowledged employees’ contributions to the company’s overall development.
In summary, the engagement phase through actions affirmed the central role of
employees in the “Tôi là Vinamilk” (“I am Vinamilk”) campaign. With the active
participation of the entire team, this phase not only fostered internal cohesion but also laid the
foundation for a corporate culture of creativity, positivity, and unity towards shared goals.
This was a crucial step in preparing for the next phase of consolidation and dissemination in
the campaign.
Phase 3: Consolidation and Dissemination (Third Month)
The final phase of the campaign contributed to recognizing employees’ contributions
and amplifying the brand message both internally and externally. This phase served as the
conclusion of the campaign while fostering long-term connections and sustainable bonds
between employees and the brand. Activities during this phase not only celebrated individual
contributions but also strengthened corporate culture, delivering a powerful message: every
employee is an indispensable part of Vinamilk’s growth journey.
One significant activity in this phase was the release of the internal newsletter,
“Vinamilk Insider” This newsletter not only provided updates but also served as a strong
internal communication tool, recognizing and celebrating outstanding individuals and teams
throughout the campaign. It highlighted exceptional initiatives and inspirational stories from
employees, fostering connections among departments within the company. Distributed via
internal email and uploaded to the company’s internal application, the newsletter ensured
accessibility for all employees, regardless of their work location. Additionally, posting the
newsletter on notice boards in factories and offices allowed production employees—who
typically have limited access to technology—to stay informed and feel appreciated by the
company. This initiative not only concluded the campaign impressively but also laid the
foundation for maintaining long-term engagement.
In addition to the internal newsletter, this phase also emphasized expanding the
brand’s external image through the social media campaign “Tôi tự hào là Vinamilk” (“I am
proud to be Vinamilk”). This campaign provided employees an opportunity to share their
personal experiences of working at Vinamilk, from stories of their first days at the company
to meaningful contributions in their roles. By encouraging employees to post photos, videos,
or written stories with the hashtag #ToiLaVinamilk on social media platforms, this initiative

17
not only promoted a positive brand image but also instilled pride in each employee. To make
it even more engaging, the best posts were featured on Vinamilk’s official fan page—a way
to recognize employees' contributions while sharing the brand's values with the broader
community. Rewards for outstanding posts, such as shopping vouchers and Vinamilk
products, not only motivated participation but also reflected the company’s care for each
individual.
The most notable activity in this phase was the “Internal Brand Ambassador
Recognition” program, held during the campaign’s closing ceremony. Ten exemplary
employees, selected based on their achievements and creativity throughout the campaign,
were honored and presented with prestigious certificates from the company. Additionally,
their names and stories were featured prominently in the internal newsletter and across the
company’s communication channels. This recognition not only encouraged employees’
efforts but also reinforced the message that every contribution, no matter how small, is valued
and appreciated.
As the “Tôi là Vinamilk” (“I am Vinamilk”) campaign concluded, the consolidation
and dissemination phase not only marked the end of an internal communication program but
also established a foundation for a sustainable, cohesive corporate culture. Through activities
of recognition and celebration, Vinamilk reaffirmed the central role of its employees in the
company’s growth journey.
VI. Conclusion
After 48 years of establishment and development, Vinamilk has built a solid
foundation to create an ideal working environment where employees feel respected,
connected, and have opportunities for personal growth. A diverse range of internal
communication activities, from two-way communication to leveraging modern technology,
has significantly contributed to this success. Vinamilk has successfully fostered a strong
corporate culture, where core values are shared and spread among all members, creating a
workplace where everyone, from senior management to department employees, feels
comfortable and connected. An effective internal communication system also plays a crucial
role in attracting and retaining talent, making Vinamilk a dream workplace for many.
However, to further improve its internal organizational structure and unify its departments,
the company needs to continue innovating to keep up with the constantly updated trends in
today's market. Evaluating and measuring the effectiveness of internal communication
activities will also help the company assess what they have done well and what needs
improvement in each specific phase. Ongoing investment and development in this system
will not only help Vinamilk maintain its leading position but also contribute to the company's
sustainable growth. Identifying gaps in Vinamilk's internal communication, the team has
proposed the "Tôi là Vinamilk" (“ I am Vinamilk”) program, designed for all employees of
the company. The program aims to connect employees through various methods, including
direct engagement, images, and videos. This initiative seeks to build a reputable brand image,
not only in the eyes of employees but also for Vinamilk's customers and partners.

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