Choix du sujet de la recherche
In a highly competitive market economy, fierce competition among businesses is inevitable, driven by their internal capabilities To secure a strong competitive position, companies must continuously analyze their external environment, internal dynamics, and the factors that significantly influence their competitiveness Additionally, it is the responsibility of managers to leverage their company's strengths while mitigating its weaknesses.
Currently, FPT Telecommunications is facing intense competition from numerous large rivals, which has led the company to confront various challenges However, with the expertise of its Board of Directors and the enthusiasm of its employees, FPT has gradually adapted to the market During my internship at FPT Telecommunications, I observed that the company is not fully utilizing competitive tools effectively As both national and international companies continue to enter the telecommunications market, FPT has yet to secure a strong market position, and competitive pressure is mounting Therefore, enhancing the company's competitiveness is crucial for its survival and growth in order to avoid being overwhelmed by domestic and foreign competitors.
"Amélioration de la compétitivité de la société anonyme FPT Télécommunications” pour proposer des solutions pour améliorer la compétitivité de l'entreprise.
Situation générale de la recherche en rapport avec le sujet
Improving business competitiveness is a crucial topic for many companies, as it significantly impacts their commercial activities Recently, numerous articles have been published discussing strategies for enhancing competitiveness within organizations and businesses.
Nguyen Phuc Nguyen (2016): “Amélioration de la compétitivité dans les organisations et les entreprises: Recherche dans le domaine du tourisme” Le journal
This article focuses on the key factors influencing competitiveness, highlighting that absorptive capacity, adaptability, creativity, connectivity, cognitive ability, and market orientation are essential components of tourism competence It suggests implications for building and enhancing the competitiveness of businesses.
Bao Dai Tuan (2010) : “ Améliorer la compétitivité de l'industrie des produits de la mer vietnamien“ Mémoire, Université Nationale d'Économie.
This study comprehensively examines the competitive landscape of the Vietnamese seafood industry, analyzing and assessing its competitive advantages It identifies key factors that significantly influence the industry's competitiveness, aiming to enhance and solidify its market position Consequently, the research outlines strategic directions and solutions for the sustainable development of Vietnam's fishing industry.
In 2014, Khong Van Thang conducted an analysis of competitive indices from 2013, aiming to propose solutions for enhancing the overall competitiveness index This study focused on the case of Bac Ninh province and was published in the journal "Science et Technologie."
The article employs descriptive statistical methods to analyze and compare the current competitiveness index and its components in Bac Ninh province with top-ranking provinces and those in the Red River Delta It also explores the relationship between the Consumer Price Index (CPI) and foreign direct investment attraction in Bac Ninh Based on these findings, the article offers suggestions and solutions for timely and effective improvements to enhance the province's Provincial Competitiveness Index (PCI) from 2015 to 2020, with a vision extending to 2030.
Nguyen Thanh Long (2017): “Étude sur les facteurs affectant la compétitivité des entreprises touristiques de Ben Tre” Le journal de l'Université ouverte de Ho ChiMinh-Ville.
This study identifies the factors influencing the competitiveness of tourism businesses in Ben Tre, linked to the region's unique socio-economic and natural conditions It tested a model and scale for these competitiveness factors, yielding satisfactory and reliable results The study also proposes specific solutions to enhance the competitiveness and sustainable development of tourism enterprises in Ben Tre for the future.
Nguyen Hoa Duyen (2012): "Amélioration de la compétitivité des services Internet du groupe des postes et télécommunications du Vietnam" Thèse, Université Nationale d'Économie.
This thesis demonstrates that competition among Internet service providers is unavoidable, with Vietnam Posts and Telecommunications Group (VNPT) being the leading provider and holding the largest market share However, VNPT faces intense competitive pressure from other companies, particularly FPT and Viettel To retain existing customers, attract new ones, increase market share, and ensure sustainable development, VNPT must enhance the competitiveness of its Internet services.
Nguyen Manh Hung (2014): “Améliorer la compétitivité de l'industrie des télécommunications du Vietnam” Recherche scientifique, Université Nationale d'Économie.
The Vietnamese telecommunications market has reached a saturation point in mobile subscribers, posing significant challenges to the industry's competitiveness Developing a knowledge system to assist managers in identifying solutions to enhance the competitiveness of Vietnam's telecommunications sector is crucial This endeavor aims to position the telecommunications industry as a leading force in the national economy, presenting a challenge for all stakeholders involved.
Pham Thi Thanh Ha et Pham Ha Phuong (2014): “Solutions pour améliorer la compétitivité des exportations de riz vietnamien” Journal scientifique de l'Université d'An Giang.
This article highlights Vietnam's competitiveness in the global market while revealing weaknesses in its export collection system, which is inadequate to meet export demands To enhance the competitiveness of Vietnam's rice export industry, the article proposes specific solutions for improvement.
Nguyen Phu Son (2021): “Améliorer la compétitivité des destinations touristiques à Bac Lieu” Thèse, Université de Can Tho
The study identified significant coefficients regarding the factors influencing competitiveness It revealed that marketing, tourist attractions, and management directly affect competitiveness Specifically, destination marketing has the strongest impact, followed by management, which has a moderate effect, while tourist attraction factors have a lesser influence on competitiveness.
Numerous research articles focus on enhancing the competitiveness of various companies, covering a wide range of topics While there is significant literature on the competitiveness of different businesses, specific studies on FPT Technology Corporation are available, distinct from those concerning FPT Telecommunications Additionally, various subjects address different telecommunications companies; however, there is a noticeable gap in research specifically overlapping with the topic of "Improving the Competitiveness of the Corporation."
Objectifs et missions de la recherche
Missions
- Systématiser les bases théoriques sur la compétitivité des entreprises Ainsi former une base pour analyser la situation actuelle de la compétitivité de la société anonyme FPT Télécommunications
This article analyzes and evaluates the competitiveness of FPT Telecommunications by examining its constituent factors, evaluation criteria, influencing elements, and competitive tools, as well as its relationship with competitors It also assesses the company's competitiveness, highlighting both its achievements and remaining limitations.
- Proposer des orientations et des mesures pour améliorer la compétitivité de la société anonyme FPT Télécommunications.
Objet et cadre de la recherche
Objet de recherche
Principaux facteurs constitutifs de la compétitivité, moyens concurrentiels,critères d'évaluation de la compétitivité et facteurs affectant la compétitivité de la société anonyme FPT Télécommunications.
Portée de la recherche
This article examines the competitive status of FPT Telecom over the years 2018, 2019, and 2020 Based on this analysis, it aims to propose strategies to enhance the company's competitiveness through to 2025.
- Portée spatiale: J’ai recherché à la société anonyme FPT Telecom, campus de CT2 The Pride, KĐT An Hung, To Huu, Ha Đong, Hanoi
- Portée du contenu: La mémoire fournit quelques définitions sur la compétitivité, de la situation concurrentielle actuelle de l'entreprise et trouver des solutions pour améliorer la compétitivité de l'entreprise.
Méthodologie de la recherche
Structure du mémoire
CHAPITRE 1: THÉORIE FONDAMENTALE DU SUJET DE RECHERCHE CHAPITRE 2: ANALYSE ET ÉVALUATION DE L’ÉTAT DE LA
THÉORIE FONDAMENTALE DE LA COMPÉTITIVITÉ DE L’ENTREPRISE
Théorie concernant la recherche: Définitions
Le terme “concurrence” est dérivé du mot latin (Competere), qui signifie
“concurrence, compétition entre des objets de même qualité afin d'atteindre certains avantages, intérêts et objectifs” [1].
Competition is an inevitable and necessary objective in the economy, essential for its functioning and development In the context of "Competition Law and Consumer Protection Law," competition involves rivalry among capitalists striving for favorable conditions in the production and consumption of goods for profit As M Michael Porter elaborates, competition occurs at all levels—businesses, industries, and countries—encompassing all sectors from manufacturing to services, where the goal is to surpass others for competitive advantage.
According to the OECD's Industrial Competition Forum, competition is a key concept for businesses, countries, and regions in generating higher jobs and income under competitive conditions in the international arena This definition emphasizes that competition occurs not only among companies but also at regional, national, and international levels.
According to the Encyclopedia of Vietnam, competition in business refers to the competitive activities among producers, merchants, and entrepreneurs within a market economy This process is governed by a system of supply and demand, aiming to secure the most favorable conditions for production, consumption, and market dynamics.
Avec ce point de vue, la concurrence est influencée par la relation offre-demande et peut avoir lieu entre de nombreuses parties différentes afin d'obtenir un maximum d'avantages.
An overview of competition theory reveals that competition is a broad and historical concept characterized by several key features: (1) it involves a relationship of shared objectives among participants; (2) all competitors must adhere to common obligations; (3) the methods and tools used in competition vary widely; and (4) competition persists indefinitely.
Competition is an economic relationship where participants share the same interests and strive to outdo each other for profit The ultimate goal of competing economic actors is to maximize their earnings.
Competitiveness has emerged as a significant concept in economic development in recent years, prompting various perspectives and interpretations from different angles.
Certains concepts disent que la compétitivité est la capacité de rivaliser sur le marché
According to the Encyclopedia of Vietnam, the competitiveness of a product, business unit, or country is evident through market competition, as it reflects the ability to regain market share A competitive product is one that attracts more buyers than similar offerings available in the market This competitiveness is influenced by various factors, including high utility value and product quality.
According to the Economic Terminology Dictionary, competitiveness refers to the ability to capture a significant market share ahead of competitors, as well as the capability to reclaim some or all of a competitor's market share.
These concepts clearly indicate that competitiveness is measured by the market share held in comparison to competitors To succeed in the competitive landscape, businesses, industries, regions, and countries must understand the market dynamics, continually enhance product quality, and innovate product design to meet the growing daily needs of customers.
Certaines définitions suggèrent que la compétitivité génère des revenus et des profits.
In their study on competitiveness, Feurer R and Chabarbaghi K define competitiveness as an organization's ability to act and react in the market, which requires financial stability to achieve goals and invest in technology and personnel They argue that competition is shaped by customers assessing product offerings and shareholders evaluating potential profits against competitors To enhance competitiveness, organizations and their rivals continuously strive to improve their capacity to deliver goods, thereby increasing their customer and shareholder base.
Selon Larry Dwyer et Chulwon Kim : “La compétitivité est la capacité d'une organisation à mener ses activités, à assurer un retour sur ses investissements et à garantir des emplois futurs” [9].
According to the Organisation for Economic Co-operation and Development (OECD), competitiveness is defined as the ability to generate relatively high income through the efficient use of production factors This enables businesses, industries, localities, countries, and regions to achieve sustainable growth in a competitive international environment The OECD emphasizes that competitiveness should be evidenced by employment and income levels, particularly when these metrics consistently exceed those of competitors.
Competitiveness aims to generate substantial material wealth for society while simultaneously creating numerous job opportunities for workers This dual focus promotes economic development and fosters prosperity within the local community.
Il existe de nombreuses définitions selon lesquelles la compétitivité est basée sur des facteurs qui créent un avantage concurrentiel.
M Croes R soutient que “la compétitivité s'exprime à partir des conditions des ressources et de la technologie disponibles (avantage comparatif) pour développer les ressources et s'adapter aux préférences des utilisateurs (avantage concurrentiel)” [10].
Organizations can gain a competitive advantage over their rivals by leveraging abundant resources, whether they are readily available or developed internally By effectively utilizing and harnessing these resources, an organization can outperform its competitors and establish a strong market position.
1.1.3 Rôle d'Amélioration de la compétitivité
In today's competitive market, businesses must acknowledge and adhere to competition laws The rapid advancements in science and technology, coupled with evolving consumer demands, compel companies to enhance their competitiveness to thrive.
Contenu théorique du sujet de recherche
1.2.1 Éléments de compétitivité de l'entreprise
Capital is a crucial resource that businesses must acquire to establish and operate effectively A competitive company possesses abundant capital, continuously mobilizes funds under favorable conditions, and maintains reasonable capital allocation Additionally, businesses need a strategic plan to utilize capital efficiently for profit growth Finally, it is essential to accurately account for costs to assess effectiveness precisely.
In addition to utilizing their own capital, businesses can tap into various sources of funding to meet their capital needs for production and commercial activities The ability to raise capital is influenced by the company's relationship with lenders and the growth of the financial market A robustly developed financial market enhances the options available for companies to secure necessary funds.
14 nombreux canaux pour lever des capitaux, créant ainsi de nombreuses opportunités d'investissement pour les entreprises.
Facilities encompass all the equipment, machines, workshops, and warehouses of a company, playing a crucial role in labor productivity and competitiveness When businesses have high-quality facilities, they can produce superior products while simultaneously reducing production costs, thereby creating a competitive advantage To assess the effectiveness of these facilities, one can consider factors such as modernity (indicated by the year of manufacture and design technology), efficiency (the operational capability of machines and equipment), synchronicity (alignment between technology, equipment, production methods, and product quality requirements), and innovation (the ability to adapt to the specific trades and production tasks outlined in each business plan).
Human resources are crucial as they generate additional resources, a fact that has become increasingly recognized over time As society evolves, the significance of individuals in the economic framework is more apparent, with human capital being the most valuable asset of any organization The quality of human resources is reflected in the management skills of leaders, the competencies of employees, and the collective ideology and culture within the company A high level of human resources fosters the creation of innovative, high-tech products that command better prices and enhance profitability This, in turn, boosts the prestige and reputation of businesses, enabling them to expand their market presence and contribute to economic growth.
Price is a crucial factor that influences a company's market share and profitability, while also serving as the most adaptable tool in competitive strategies.
Product prices in the market are established through an agreement between the seller and the buyer, significantly influencing the customer's purchasing decision In a competitive economy, where "the customer is king," consumers have the freedom to select what they perceive as the best option When faced with similar quality products, they are likely to choose the one with the lower price, which can lead to increased sales volume for the business.
As the majority of the population experiences rising incomes and advancements in science and technology, low prices are not always an effective solution and can sometimes be associated with a decline in quality Therefore, whether to adopt low pricing, price parity with the market, or high pricing as a competitive strategy depends on the type of product, each stage of the product lifecycle, and the specific characteristics of different market regions.
1.2.2.2 Concurrence sur la qualité des produits
Product quality is established from the design phase through to production organization and continues post-sale, influenced by various factors such as production technology, raw materials, skill levels, and management effectiveness It can be defined as the degree to which economic and technical standards are met, as well as the ability to fulfill consumer needs Enhancing quality must address both of these aspects.
As consumer needs evolve alongside rising living standards, enhancing product quality has become a critical priority for businesses Failing to improve quality can lead to customer loss and hinder production and commercial activities Conversely, product enhancement enables companies to better align with the trends of economic globalization, allowing them to penetrate more distant markets The Vietnam-U.S trade agreement signed in July 2000 exemplifies this shift towards global market integration.
The implementation of the 16 regulations has opened significant opportunities for Vietnamese businesses looking to export to the United States However, to successfully enter this market, products must adhere to strict standards regarding technology, nutritional content, safety, hygiene, packaging, and preservation As the economy evolves, a new quality concept has emerged, where product quality is not only defined by durability and aesthetics but also by customer perceptions This shift highlights that product quality management is subjective, while customer evaluations are objective, with the latter increasingly influencing market dynamics In an increasingly competitive landscape, product quality has become a crucial determinant of business competitiveness.
-L'amélioration de la qualité des produits augmentera la consommation de produits, augmentera le volume des ventes et prolongera le cycle de vie des produits.
-Des produits de haute qualité augmenteront la réputation de l'entreprise, inciteront les clients à acheter et à élargir le marché
-La haute qualité des produits augmente la rentabilité et améliore la situation financière de l'entreprise
1.2.2.3 Concurrence sur le système de canaux de distribution
The distribution channel serves as a crucial link between producers and consumers, encompassing a diverse array of organizations and individuals with varying functions and relationships This network facilitates the physical movement of products, negotiation flows, property transfers, information exchange, promotional activities, and cash flow Each element within the channel differs in function, size, advantages, strengths, weaknesses, motivations, and action objectives, leading to competition and occasional conflicts among them.
La concurrence dans les canaux de distribution comprend :
- Concurrence entre canaux de distribution (peut être entre canaux de même type et entre canaux de types différents)
- Compétition entre niveaux (vertical) dans le même canal
- Compétition entre éléments de même niveau
1.2.2.4 Concurrence sur les autres facteurs
Today's society increasingly demands high-quality services that match the money spent, driven by a gradual rise in average income This shift compels businesses to actively seek ways to meet customer needs while providing reasonable and timely services to foster loyalty Such strategies can boost sales, convert potential customers into actual ones, build trust, and differentiate from competitors, ultimately enhancing business competitiveness Additionally, promotional tools like communication, advertising, and promotions play a crucial role in capturing customer attention Establishing a strong brand reputation is particularly challenging for new companies, yet it serves as a powerful competitive tool, giving them an edge over newcomers and aiding in market reintegration These strategies significantly enhance a company's reputation and effectiveness in the competitive landscape.
1.2.3 Critères d'évaluation de la compétitivité d'entreprises
1.2.3.1 Dépenses et ratio des cỏts
Expenses encompass all the money a business must spend to support its production and operations, including costs for raw materials, direct labor, production, purchasing, management, distribution, and sales By optimizing these costs, companies can achieve lower production expenses, allowing them to offer their products at prices that are more competitive than those of their rivals.
The cost report will indicate the expense associated with each dollar of revenue, reflecting the effectiveness of management, production, and business activities A lower cost ratio leads to higher profit margins and increased profits Consequently, every business aims to find ways to reduce its cost ratio.
Taux de profit= Revenu total × 100
Revenue is a crucial indicator for assessing a company's competitiveness Additionally, the income generated to cover expenses contributes to profits and accumulates extra revenue for expanding production and business activities A higher turnover leads to faster movement of goods and capital, thereby accelerating the company's reproduction process At the same time, revenue reflects the company's production capacity and commercial scale, which can either expand or contract.
ANALYSE ET ÉVALUATION DE L’ÉTAT DE LA COMPÉTITIVITÉ DE LA SOCIÉTÉ ANONYME FPT TÉLÉCOMMUNICATIONS
Présentation générale de la société anonyme FPT Télécommunications
Le prédécesseur de la société anonyme FPT Télécommunications (FPT
Telecom) est le Centre d’Internet FPT, créé le 31 janvier 1997 à Hanoi.
- 1998: L’entreprise deviennait le 2ème fournisseur d'accès Internet au
Vietnam avec 31 % de part de marché.
- 2001: L’entreprise a créé son premier journal électronique au Vietnam - Vnexpress.net le 26 février 2001.
- 2005: FPT Télécommunications est transformée en société anonyme FPT Télécommunications (FPT Telecom).
- 2008: L’entreprise deviennait officiellement membre de l'Alliance AEG, investie dans le tracé international des câbles sous-marins dans l'océan Pacifique.
- 2012: L’entreprise a complété l’infrastructure d’Internet de Nord à Sud d'une longueur totale de 4000 km traversant 30 provinces.
- 2014: L’entreprise a commencé à fournir des services de télévision IPTV avec la marque FPT Télévision.
- 2016: Elle a ouvert du plus grand centre de données télécom FPT agrandi dans le Sud Et elle est autorisée à tester le réseau 4G au Vietnam.
- 2018: L’entreprise a réalisé la fibre optique.
- 2019: L’entreprise a appliqué des ORK pour augmenter la productivité du travail et augmenter le nombre d'entreprises Lancement d'une série de produits et services exceptionnels : Caméra FPT, iHome, HBO GO, FOXY,
- 2020: L’entreprise a lancé une série de nouveaux produits et services tels que les portefeuilles électroniques Foxpay, F.Share, F.Work, F.Drive Décodeur FPT TV 4K FX6"
We provide a comprehensive telecommunications network infrastructure that supports broadband Internet services, value-added Internet services, mobile phone connectivity, and pay-TV Our offerings also include messaging services, data solutions, and entertainment information across mobile networks, as well as local fixed-line telecommunications and enhanced telecommunication services.
- Établissement d’une infrastructure de réseau et fourniture des services de télécommunications et Internet.
- Importation et exportation d'équipements de télécommunications et Internet
We offer a range of services for mass-market clients, including high-speed fixed broadband Internet access, pay-TV services, content applications, and IoT/Smart Home products For business and institutional clients, we provide national and international data transmission, leased Internet lines, national and international voice services, online data solutions, management services, and cloud computing services.
We offer comprehensive services for corporate and institutional clients, including national and international data transmission, dedicated internet lines, national and international voice services, online data solutions, management services, and cloud computing services.
Graphique 2 1: Structure organisationnelle de la société anonyme FPT
(Source: Département des Ressources Humaines)
2.1.4 Compte de résultat de l’entreprise (2018-2020)
Tableau 2 1: Compte de résultat de la société anonyme FPT Télécommunications sur la période 2018-2020
Chiffre d'affaires de la vente de la prestation de services
Chiffre d'affaires net de la vente et de la prestation de services
Cỏt des marchandises vendues et prestation de services
Marge brute des ventes et prestations de services
Bénéfice net des ventes et prestations de services
Bénéfice comptable total avant impôt
15 Charges résultant de la taxe sur le revenu
16 Passifs d’impôts sur les revenus différés
(Source: Rapport annuelle de la société anonyme FPT Télécomunication)
Tableau 2 2: Tableau de comparaison de compte de résultat de la société anonyme FPT Télécommunications sur la période 2018-2020
Chiffre d'affaires de la vente de la prestation de services
Chiffre d'affaires net de la vente et de la prestation de services
Cỏt des marchandises vendues et prestation de services
Marge brute des ventes et prestations de services
Bénéfice net des ventes et prestations de services
Bénéfice comptable total avant impôt
Charges résultant de la taxe sur le revenu
16 Passifs d’impôts sur les revenus différés
(Source: Résultat de statistique de l’auteur)
2.2 Analyse et évaluation de l’état réel de la compétitivité de la société anonyme FPT Télécommunications
Actuellement, au siège social de la société anonyme FPT Télécommunications,
The company employs 524 individuals The author distributed 200 survey questionnaires to employees but received only 112 valid responses, as 83 went unanswered and 5 were invalid Based on this data, the author analyzes and evaluates the actual competitiveness of FPT Telecommunications by examining the company's capability profile, financial status, and a summary of the survey results.
2.2.1 État réel des éléments de compétitivité de l'entreprise
Based on the survey results evaluating the significance of key factors contributing to competitiveness, I analyzed the responses from 112 employees of the company, and the findings are illustrated in the accompanying chart.
Graphique 2 2: Enquête sur l'importance des principaux facteurs constituant la compétitivité de la société anonyme FPT Télécommunications
(Source: Résultat de statistique de l’auteur)
The financial situation is a crucial factor in assessing a company's competitiveness The company's operations encompass a range of activities, varying in size and value, with execution times influenced by the complexity of the tasks Additionally, the business must ensure smooth operational functionality while simultaneously developing and implementing plans to expand its scale and infrastructure.
The 30 reasons outlined above highlight the necessity for a business to maintain a robust financial source to effectively meet its actual capital needs This financial stability is crucial for fulfilling the operational demands of the company, ultimately enhancing its competitiveness in the market.
The survey results reveal that 41.96% of employees consider financial resources to be very important, while 31.25% deem them important Notably, no respondents selected "not very important" or "not important" regarding the significance of financial resources.
Les ressources financières de l'entreprise peuvent être exprimer par les indicateurs suivants :
Tableau 2 3: Bilan de la société anonyme FPT Télécommunications pour la période 2018-2020
III Actif en cours à long terme
31 D’après le tableau 2.3: À propos des actifs
The financial size of the company has been experiencing significant growth, particularly in 2020, where it surged at a much higher rate than in 2019 This year saw an absolute increase of over 2,750,014,424,328 VND, reflecting a growth of 17.1% Furthermore, compared to 2018, the financial size rose by more than 4,357,128,413,462 VND, marking a remarkable increase of 27.09%.
From 2018 to 2020, the company's financial size grew significantly, with short-term financial investments increasing from 3,792,298,899,815 VND in 2018 to 6,608,557,368,342 VND in 2020, marking a 42.62% rise This indicates that in 2020, the company prioritized short-term investments, which will greatly impact its solvency.
In 2020, the company's inventory declined significantly compared to previous years, showing a decrease of 28,834,091,067 VND (4.59%) from 2019 and a substantial drop of 212,334,746,803 VND (33.81%) from 2018 This trend indicates the company's commitment to maintaining timely payments and managing its stock effectively.
The unfinished long-term assets have seen a significant increase, rising by 179,330,092,331 VND compared to 2019 (an increase of 58.99%) and by 258,495,311,225 VND (an increase of 84.07%) compared to 2018 This indicates that the company still has substantial production cost arrears and overdue business expenses Such delays can directly impact the company's image and credibility, ultimately affecting its competitiveness in the market.
Le passif en 2020 a augmenté de 2,694,458,882,384 VND (en hausse de 24,49
The company's liabilities increased significantly, reaching 3,400,099,750,407 VND, a rise of 30.9% compared to 2018 and a notable increase from 2019 This surge in liabilities is primarily attributed to debts incurred from partners To manage these obligations, the company is utilizing borrowed assets to enhance its working capital, thereby facilitating the expedited execution of its projects.
In 2020, equity experienced a modest increase of 55,555,541,944 VND, reflecting a growth of 1.09% compared to 2019, and a significant rise of 957,028,663,055 VND, or 18.84%, from 2018 This capital growth is primarily attributed to retained earnings.
Les revenus provenant de la vente de biens et de la prestation de services ont légèrement augmenté de 1,080,592,155,630 VND (en hausse de 9,35 %) par rapport à
2019 et ont augmenté de 2,697,370,124,847 VND (en hausse de 23,34 %) par rapport à
In 2018, the range of services offered by the company not only remained stable but also increased during the Covid pandemic, driven by the rising demand for home entertainment.