FOREIGN TRADE UNIVERSITY

FACULTY OF INTERNATIONAL ECONOMICS

----------

HUMAN RESOURCES MANAGEMENT REPORT

Class:

GROUP 6

Name Students’ ID Contribution

Doãn Hằng Ngọc 1716250036 25%
Phạm Nhật Huy 25%
Trịnh Chi Mai 25%
Hoàng Minh Tâm 25%

Lecturer:

Hanoi, 19th April 2018

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TABLE OF CONTENT
I. INTRODUCTION ....................................................................................................................... 4

II. HR STRATEGY ........................................................................................................................ 5

1. VinGroup................................................................................................................................. 5

2. Aeon Mall ................................................................................................................................ 5

3. Walmart ................................................................................................................................... 6

II. RECRUITMENT AND SELECTION, TRAINING AND DEVELOPMENT ......................... 8

1. Recruitment and Selection ...................................................................................................... 8

a. Definition of Recruitment and Selection ............................................................................. 8

b. Recruitment and Selection of VinGroup in VietNam ......................................................... 8

c. Recruitment and Selection of Aeon in Japan ....................................................................... 9

d. Recruitment and Selection of Walmart in US ................................................................... 10

2. Training and Development .................................................................................................... 10

a. Definition of Training and Development........................................................................... 10

b. Training and Development of VinGroup .............................................................................. 11

c. Training and Development of Aeon ...................................................................................... 12

d. Training and Developing of WalMart ................................................................................... 13

III. PAY AND BENEFITS ........................................................................................................... 14

1. Compensation policies ....................................................................................................... 14

2. Insurance & welfare policies ............................................................................................. 16

3. Key emerging challenges at this time to compete effectively in a global marketplace? ... 18

a. Keep up with the ever-changing demands of the customers. ......................................... 18

b. Maintaining and engaging employees. ........................................................................... 18

c. Competition between offline and online retailers .......................................................... 18

d. Finding a solution for optimizing system and procedure. .............................................. 19

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IV. COMPETITIVES AND ADVANTAGES. ............................................................................ 19

1. VinGroup .................................................................................................................................. 19

a. Vietnam at a Favorable Macroeconomic Inflection Point ............................................. 19

b. Growing Recurring Revenue from Multiple Market-Leading Consumer Businesses ... 19

c. Largest Landbank Provides Pillar for Long Term Platform Growth ............................. 19

d. Experienced & Proven Management Team with Strong Track Record ......................... 20

2. Aeon Mall .............................................................................................................................. 20

3. Walmart ................................................................................................................................. 20

a. Strength in Both In-Store and Online Grocery Sales ......................................................... 20

b. Broad Financial Services Offerings ................................................................................... 20

c. A Large Base of Customers That Buy Pet Products .......................................................... 21

V. STRATEGIC FIT WITH MARKET ....................................................................................... 21

CONCLUTION............................................................................................................................. 23

REFERENCES ............................................................................................................................. 24

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I. INTRODUCTION
Human resources are the most valuable and unique assets of an organization. The
successful management of an organization's human resources is an exciting, dynamic and
challenging task, especially at a time when the world has become a global village and economies
are in a state of flux. The scarcity of talented resources and the growing expectations of the modern
- day worker have further increased the complexity of the human resource function. Even though
specific human resource functions/activities are the responsibility of the human resource
department, the actual management of human resources is the responsibility of all the managers in
an organization.
As a result, it is necessary for all managers to understand and give due importance to the
different human resource policies and activities. Human Resource Management outlines the
importance of HRM and its different functions in one or many organizations. It examines the
various HR processes that are concerned with attracting, managing, motivating and developing
employees for the benefit of the organization.
Therefore, our team decided to compare the top retailing companies in 3 countries:
VinGroup (Vietnam), Aeon Mall (Japan) and Walmart (US) in terms of HR Strategy, Recruitment
& AMP, Selection, Training and Development, Pay and Benefits.
These three companies can show us the difference among the HRM style all over the world
because all 3 companies are large-scale and operated in the retailing field which is one the most
important economic field and associates with everyone's daily lives.
In addition, it is undeniable that in 3 countries, Vietnam is still a country whose HR has
not been completed reasonably. Based on this study, we can tell the strengths and weaknesses of
HRM in Vietnam as well as the other countries. From that, we are able to learn how to manage
and administer in the best way. At the same time, in the research process, the knowledge of HRM
in reality and theories in the course will be better understood by our team.

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II. HR STRATEGY

1. VinGroup

 VinGroup focuses on fostering and demanding high skills of their employees

At Vingroup, aside from the specific requirements of each position, all employees share the
same basic requirements: Relevant expertise, commitment to professional development, a strong
sense of responsibility and high discipline. Managers must also be committed to the six core values:
“Credibility – Integrity – Creativity – Speed – Quality - Humanity”, be willing to learn, have
a strong pro-active and creative spirit, and possess solid teamwork, management and leadership
skills. Employees at Vingroup are always determined, proactive and creative, under the guidance
of sharp executives capable of methodical but flexible management. Such quality in human
resources earns Vingroup respect and a strong reputation in the market.

 VinGroup has good policies to attract talents, systematic working policy and effective
working style along with attractive reward policies.

Their objective is to attract and welcome any candidate interested in a dynamic work
environment that emphasises speed, creativity and efficiency- a place where each individual can
maximise development of their capabilities and professional expertise. Vingroup is committed to
creating a modern and professional work environment for employees to maximise their career
development and opportunities in a place where their dedication is appreciated and honoured - a
harmonious alignment of employer interests and the rights and benefits of employees.

 However, Vin has a general limitation of Vietnamese companies is nepotism:

Hereditary is a typical problem in Vietnam in particular and Asian countries in general.

Basically, power will be transferred from father to the son but nothing can guarantee that the son
has the capacity to maintain power => Effect badly

2. Aeon Mall

 Aeon optimizes productivity:

For those who have access to Japanese working style, they will know how impressive when
Japanese work - Quick and decisive operations; Work continuously with high intensity; Complete

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tasks perfectly…In particular, a Japanese person’s work = 11 Vietnamese people’s work => An
amazing step forward and extremely high profit. However, work pressure can be so great that
employees decide to suicide.
 Aeon has good policies and extremely focuses on training and skill development for
employees:
Salary: Aeon decided to raise salaries and reward based on the professional assessment of work
performance of PMAS (Performance Management Appraisal System) helping to consider the
dedication and capacity of each employee in a scientific and fair way.
Training: Encouraging self-improvement is considered as a basic management and development
strategy for Japanese companies. Based on their individual areas of expertise and desire to develop,
Aeon is willing to send them to the Aeon headquarters throughout the region or covering all
expenses.
 Promoting team spirit: The working cycle of Japanese employees often begins with
chanting slogans or singing the company's traditional songs. Aeon has turned the popular
melody into the "signal" of all employees: Music at 8.30am is the opening of a new working
day, music at 12pm is the signal to recharge , music at 1:00 is the motivation for a
productive afternoon, music at 3pm is a wake-up call to help stay awake during the most
"sleep" time, while music at 5:30 pm is family union.
Aeon has created a unique touch, helped its staff to gradually develop habits, find familiarity
and close connection when working here.

3. Walmart

Walmart’s human resource management is a critical success factor for the business. The
company’s retail service offers goods in a way that is convenient and efficient for shoppers. In this
service context, Walmart’s human resources directly determine business output. The company’s
human resource management aims to maximize employee performance to correspondingly
maximize capacity for sales. Human resource planning and job analysis and design are some of
the major components of Walmart’s human resource management strategy. Through human
resource planning, the firm develops an adequate workforce. Employees are the common
organizational bridge that ties all of Wal-Mart’s strategies and tactics together to insure the
achievement of the company’s aggressive goals. The only way the company’s executives can

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accomplish their overriding strategies (price, operations, culture, key item/products, talent, and
service) is by aligning their business strategies with their HR practices.
Strategy 1: How does HR help protect Wal-Mart’s price advantage?

Wal-Mart’s pricing strategy is simply put: ‘to provide value for its customer’s hardly
earned money’. The HR strategy is to focus Wal-Mart’s employees to do everything they possibly
can to hold down costs... Whenever Wal-Mart is successful in lowering its expenses, it passes
those savings along to its customers in the form of lower prices putting even more pressure on its
competitors.

Strategy 2: How does HR focus people to insure operational success?

HR’s role is to focus Wal-Mart’s leaders and employees on continuous learning,

continuous improvement, superior execution, employee empowerment, and employee ownership
all designed to create synergistic teamwork. HR insures employees are held operationally
accountable for keeping a balanced focus on customer service, expense control (theft prevention)
and keeping products in stock.

Strategy 3: How does HR foster a culture committed to business success?

The Wal-Mart culture, carefully maintained by HR, is a diverse collection of

entrepreneurial-minded people who by design all have a stake in the success of the company.
Acting like business owners they look for opportunities to solve problems that help eliminate
business risk.

Strategy 4: How does HR connect Wal-Mart’s people to products?

At Wal-Mart, Sam Walton expected everyone to think and act like retail merchants.
Everyone in the headquarters, no matter what job they held or what department they worked in,
was expected to focus on how to help the stores improve service to customers.

Strategy 5: How does HR’s talent strategy drive results at Wal-Mart?

Simply having the right talent in place to match the growth of the company may be the
biggest risk Wal-Mart faces. Wal-Mart hires aggressively from more than 100 colleges and targets
the colleges with Retail Institutes. Their self-professed talent goal at Wal-Mart is to hire the best,
provide the best training and to be the place to work.

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Strategy 6: How does HR align every functional area with service?

Sam Walton always said the biggest risk to his business was that his customers would stop
shopping at his stores. Minimizing risk by aligning business strategies with HR practices: The
successful management of business risks at Wal-Mart is reliant upon the success of people. Wal-
Mart’s leaders credit their employees around the world who make the difference every day by
achieving sales goals, serving customers, controlling expenses, and by doing so they help to
eliminate business risks.

II. RECRUITMENT AND SELECTION, TRAINING AND DEVELOPMENT

1. Recruitment and Selection

a. Definition of Recruitment and Selection

Recruitment and selection are the process of attracting individuals on a timely basis, in
sufficient numbers and with appropriate qualifications. Recruitment is the process of identifying
and attracting potential candidates from within and outside an organization to begin evaluating
them for future employment. Selection begins when the right candidates are identified. Selection
is the process through which organizations make decisions about who will or will not be allowed
to join the organization. Recruitment and selection are a major HRM function as it encompasses
all organizational practices and decisions.
Recruitment and Selection are vital to a company’s growth. With selecting and recruiting,
the right workers with the right talent for the job will be placed in the right position. Without
recruiting and selecting, there is no way a company can earn the trust and loyalty of the consumers.
b. Recruitment and Selection of VinGroup in VietNam
Under the slogan “VinGroup - Where the Best Gather and Grow”, VinGroup has
developed a refined, forward thinking, highly capable team with tremendous ability in numerous
fields. VinGroup aims to attract competent, qualified candidates who can help the company meet
its business expansion demands and who are interested in a dynamic work environment focused
on speed, creativity and efficiency.

VinGroup’s recruitment done directly through website: tuyendung.vingroup.net/tuyendung

and information of VinGroup’s recruitment is on topcv.vn. Vingroup also organizes Recruitment

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program named "Talent Interns" for third-year and fourth-year students to have an internship in
VinGroup in Marketing, Market Research, Design, Human Resource Management… Unlike other
large businesses, the entrance exam of Vingroup for annual trainees only includes 2 recruitment
rounds: application and interview. However, the difficulty and level of competition of the program
are not inferior to any reputable company.

Each position has its own specific requirements, however, the basic requirements for every
position are: having basic qualifications, being career oriented and highly disciplined. For key
positions, the requirements are fairly stringent with compulsory criteria such as work experience,
logical thinking, sensitive judgment, being agile and flexible, being decisive as well as excellent
analytical and problem – solving skills and competency in foreign language and computer skills.

c. Recruitment and Selection of Aeon in Japan

Aeon clearly focuses to the Asian market, which is expected to grow significantly in
the near future. Aeon currently has approximately 1,800 overseas outlets, including general
merchandise stores (GMS), supermarkets and convenience stores. In addition, group
companies including financial service operators, specialty store companies, service operators
and others are accelerating overseas expansion. To adapt recruitment activities to this policy
of focus on the Asian market, Aeon works to create more chances for new recruits to shine not
only in GMS, supermarkets, and convenience stores but in a variety of areas such as
store/merchandise development, financial services, and amusements. Aeon plans to hire more
than 2,000 people both in Japan and abroad, including mid-career hires in Japan.

Aeon has been promoting the concept of “GLOCAL,” which means implementing a
GLObal strategy while maintaining a loCAL-community-based management approach. In
shifting our focus to the Asian market, we will continue the community-based approach
employed in Japan, while maximizing the advantages of the global strategy. Aeon plans to hire
those who have studied abroad or have a strong interest in the culture and customs of other
countries, those with an excellent command of one or more foreign languages, and those with
an ambition to improve their language ability and work overseas in the future.

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d. Recruitment and Selection of Walmart in US
Walmart is the world’s largest employer with more than 2.2 million associates
internationally. Job candidate famously long lines and travel long distances for an opportunity to
work at the company’s new stores.
The process of recruitment and selecting of Walmart:
- Application: The Walmart recruitment is done through online website:
http://walmartstores.comstatements. Register for an application account, complete the Wal-Mart
Job Application.
- The assessment test: a personnel associate will sort through applications and reach out
directly to those that match the shift and position they are attempting to fill, to determine who the
best fit will be. The employees have to pass Walmart Pre-Employment Assessment Test which has
65 questions in four sections.
- Wal-Mart 1st Interview: a group interview of three. Questions concerning previous
jobs and the scenarios referring to the assessment test.
- Final Interview: In depth questions previously asked in the 1st interview. If passed,
are instructions for a drug test and a drug test and a background check.
- Orientation/Training (paperwork, videos, and the basics, computer modules called e-
training.)
Walmart recruits from within a full 75% of store managers joined the company as hourly
associates before advancing to salaried management positions. Walmart allows employees to have
self-determination at work. Walmart also creates conditions for disabled workers to have career
development opportunities at the company. For example, Walmart China currently employs 1,080
disabled workers. Japanese Walmart also has 418 employees of this type.
In conclusion, Walmart has developed a method and strategy to recruit the right employees
to keep the consumer satisfy and company prosperous. Walmart have effectively use recruiting
and selecting to their benefit.

2. Training and Development

a. Definition of Training and Development

Training and Development is a subsystem of an organization which emphasize on the
improvement of the performance of individuals and groups. Training and Development implies a

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program in which specific knowledge, skills and abilities are imparted to the employees, with the
aim of raising their performance level, in their existing roles, as well as providing them learning
opportunities, to further their growth.

Training is an educational process which involves the sharpening of skills, concepts,

changing of attitude and gaining more knowledge to enhance the performance of the employees.
Good & efficient training of employees helps in their skills & knowledge development, which
eventually helps a company improve.

Organizational Development is a process that “strives to build the capacity to achieve and
sustain a new desired state that benefits the organization or community and the world around them.”
(From the Organizational Development Network website).

b. Training and Development of VinGroup

VinGroup pays attention to human resource development through professional training,

both in-house and outsourced, for its staff. Training provided includes communication skills, work
safety and sanitation, fire prevention and control, English in communication, customer service,
secretarial works… There are also regular training courses on management and organization skills
for managers from supervisory level upwards, as well as team-building activities to enhance
cooperative skills and effective team working.

2 types of training in VinGroup:

- Internal training: VinGroup raises “Training Programs”. CEO Pham Nhat Vuong
has built “VinGroup learning” as the entire staff of VinGroup learning and development together.
Not only the employees but also the senior leaders must attend it. Internal training is done
according to the following levels: the CEO of the company will train the senior leadership, the
senior leadership training takes time to subordinate the provision 52 hours/year, the average is
about 1 hour/week

- External training: Investment of VinGroup also hires external training for

employees to acquire new knowledge of the market. For example, company training, consulting
and development of BEST, Vinalink MEDIA, ect.

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 VinGroup established a roadmap and training target that clearly identified specific training
programs for specific staff members. The mandatory training program for new employees (up to
3 months for Administrative - Construction, up to 6 months for Service - Operation). VinGroup
has a central focus on developing its human resources through free training cost to enhance
knowledge and professional skills. It makes every employee to be a deserved representative for
VinGroup and contribute to the quality of the overall Vietnamese labour force.

Development strategy

VinGroup provides a professional and friendly working environment which is a common

house for its all staff to work, develop their capacities and build their careers. In the development
orientation for its human resources, VinGroup has focused on developing the policies to attract
talents, systematic working policy and effective working style along with attractive reward policies.

 Talent attracting policy

 Working hours
 Remuneration, bonus and welfare policy
 Bonus policy
 Commendation forms
 Insurance and welfare policy

c. Training and Development of Aeon

Aeon emphasizes staff development in multiple aspects and has a comprehensive training
system, including new join orientation, on-the-job training and Executive Management Trainee
Program, Qualifications of skill development. Providing staff skill development and keeping a
high standard of professional services qualities. Through different training programs, Aeon aimed
at enhancing employees’ practical experience and sustain professional skills development.

Enhancement of personnel development programs: Aeon offers a variety of training

courses to suit employees’ degrees of growth and their roles... Exchange of personnel between
Japan and other countries: In the interests of cultivating human resources responsible for the future
of our growing overseas business. In instances where an individual is sent from Japan to China or

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ASEAN, the employee will be expected to spend a year participating in a training program where
he or she will experience first-hand, local cultures and historical context. Focused primarily on
younger employees, the aim is to promote enhancement of skill sets and development of leadership.

AEON Personal Development and Training Programmes

d. Training and Developing of WalMart

Labor productivity is one of the key determinants for the company's cost effectiveness and
structure. To increase labor productivity, Walmart focuses on training employees so that they can
do all the assigned tasks to reduce costs. Besides, Walmart also encourages employees to come up
with ideas related to sales or cost savings, this will quickly be released. Walmart paid money to
train employees. Walmart's relationships and employees are based on respect and trust. The group
also provides training and time to develop itself.
TRAINING
Wal-Mart’s success is based on a strong belief : “Let each one of our colleagues to achieve
the value of the individual, and our colleagues are not only seen as a tool to work with both hands,
but more should be regarded as a rich intellectual the source of the creation of our colleagues is
indeed remarkable.” Wal-Mart’s effective training put a lot of money to ensure the
implementation of the companies located in countries all over the world including the training with

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the head office in September per year. The staff training includes induction, technical training, job
training, overseas training, and leadership training which attend by all of managers. Furthermore,
there is a Walton College near to the Wal-Mart’s headquarters in the US, and it provides training
courses to people who have potential for development of management and are good at working.
Walmart’s training programs are designed to ensure effectiveness in handling daily job
tasks, and capacity to adjust to emergent conditions in the retail industry.

DEVELOPMENT
To optimize employee retention, Walmart’s human resource management strategy includes
a continually evolving compensation program, together with employee-relations management and
career development. Walmart uses direct and indirect methods in evaluating individual-
organization match. The human resource management goal is to ensure that every employee fits
his job and the organization.

In the direct method, Walmart collects information from employees regarding their
perceptions about the company. This method is typically applied per Walmart store. The company
relies mainly on the direct method for individual-organization matching.

On the other hand, the indirect method involving organizational variables as indicators of
person-organization fit is less significant in Walmart’s efforts to match employees to their jobs
and the organization.

III. PAY AND BENEFITS

1. Compensation policies

Vingroup: The working time of the Company is 8 hours per day, 5.5 days per week for
administration & office block, and 6 days per week for service block with a one-hour lunch break
everyday (Sick leave, maternity leave... under the State’s statutory regulations). In the case of tight
deadlines, the Company may require employees to work overtime and offers satisfactory
compensation in addition to ensuring their rights under statutory regulations.

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 In recent years, Vingroup has experienced a jump in the number of employees. Specifically,
as of June 30, 2015, the number of Vingroup employees is 25995 people. With an average salary
of 10 million VND / person / month, the total salary of the group is about 260 billion VND (2015).
It is noteworthy that this salary is double the average income of the Vietnamese people. This shows
that the salary regime of the corporation is quite attractive.

HR growth and salary in Vingroup:

2010 2011 2012 2013 2014 2015

Number of employees 936 2150 5562 8731 17312 25995

Average income (million VND/employee/month) 8.5 9.1 7.8 9.1 10.0 10.0

Aeon: With more than 520,000 employees in many Asian countries, the Aeon Group in
general, or Aeon Retail Co., Ltd in particular, has a large staff system and many ranks, so the
company's payroll policy Also set to suit each subject, each region. AEON offers a pretty good
deal when it comes to what they get for taking a job from them. The pay is quite good compared
to many other eikaiwa schools, and better than most of the ALT companies. The bonus is also
consistent with their performance in work life.
However, as a company that started in Japan, aeon also showed the Japanese people's hard
working culture. It was a long working day (8:00 am to 6:30 pm), the busy schedule, even overtime
was obvious in most employees. It also shows that managers always want employees to work at
full capacity to make the most of human resources as possible.

Walmart: as the biggest retail company in the world, Walmart’s human resource
management always approaches for compensation and career development are centered on
minimizing costs. They are known for “low prices and low wages”. These low wages are
frequently criticized for inadequacy in supporting employees’ needs. At present, the company’s
minimum hourly wage is $7.25, which is significantly below the US average of $9.93. Also,
Walmart plans to increase managers’ minimum hourly pay to $10.90 in 2015. The company’s

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human resource management expects that these changes will improve the workforce, especially
with regard to employee retention.
Still, the average worker earns less than $20,000 a year and thousands of them rely on state-
sponsored health-care programs. And the gap between 2 classes: managers and upper are against
employees, is becoming larger.

2. Insurance & welfare policies

Vingroup: applying 2 main types of insurance are health insurance and social insurance
for employees. In addition, the group also pays 100% of hospital fees to workers who are
unfortunate in labor accidents.
Other policies:
 Allowance for meals between shifts, overtime meals and overtime allowances ...
 Extra milk sugar to prevent heat in the summer months.
 Shuttle bus Workers far from work, cars serving far business trips.
 Health insurance and social insurance after signing an official labor contract.
 Welfare regimes: Birthdays, funerals, weddings, sicknesses, train allowances on the way
to visit home ...
 Fully equipped with labor protection, in accordance with the law.
 Safety Policy - Health - Environment complete.

Aeon: Aeon Retail Co., Ltd., which accounts for about one quarter of all Group employees,
introduced a personnel system in 2017 based on the concepts of “fairness” and “challenge”. For
example, they developed programs as “3 career paths” “Employee working area” or Childcare and
Nursing Care Support Programs. Other welfare programs include the payment of gift money for
celebratory occasions or condolences (mutual assistance), subsidies for childcare and nursing care,
various forms of insurance (self-help support), and support for leisure activities and health
(motivational assistance). The Aeon Welfare Fund was established in 1977 to promote the welfare
of persons with disabilities and to support their independent participation in society. As of the end
of February 2017, 66,240 Aeon employees from 90 companies are participating in this program.

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 Aeon Care Insurance payment

Walmart: Walmart has a considerable list of benefits. The following is an overview of

these benefits:
 Company-matched 401(k) contributions, up to 6% of salary.
 Associate stock purchase plan with company match.
 Associate discounts (10%).
 Comprehensive health insurance plans: Health reimbursement plans provide $300 to
$1,000 and our health savings account plan gives up to a $700 match to help pay for eligible
network or non-network medical expenses.
 Additional options include company-paid life insurance, accidental death and
dismemberment insurance, critical illness insurance, short- and long-term disability
insurance and business travel accident insurance.
Walmart maintains employee motivation through these benefits. The health insurance
plans include, among others, a vision plan, dental plan, life insurance, accidental death &
dismemberment insurance, and accident insurance. These benefits address the human resource
management goal of employee retention.

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 3. Key emerging challenges at this time to compete effectively in a global
marketplace?

All of 3 companies we are considering are the largest retailer in their nation. These
companies are also among the most developed companies in the industry. So what are the
challenges they face at this time?
a. Keep up with the ever-changing demands of the customers.
Capturing customer needs is an important task for retailers. This is also a problem that
every business, from big to small, has. Sometimes the wishes of the customers are ahead of what
we can imagine. Therefore, companies must go ahead of the customer through improvements,
changes in new products according to the current trend.
Walmart's customer attraction strategy is to create partnerships with suppliers. The
suppliers will optimize the category and quantity offered to Walmart. Studies also show that efforts
to rationalize goods units can help increase sales by up to 40% while cutting costs by 10% to 35%.
b. Maintaining and engaging employees.
Retail is one of the industry with the highest employee turnover rates. This is retaining staff
is one of the toughest challenges in the industry. Meanwhile, replacing employees requires a lot of
energy and costs. This is even more complicated when the majority of employees working here
are part-time. These people often suffer from lower average wages, very few bonuses and no
benefits. All three companies have a problem, how to control and care for all employees. This
requires a comprehensive and complete management system to suit each class.
c. Competition between offline and online retailers
All three companies have a starting point as traditional retailers, meaning that buyers can
experience the goods firsthand before making a decision. Meanwhile, online retail is a new trend
in the market because of its convenience and fast.
The company easily overtook Walmart in terms of profit, and the only obstacle was to take
over the offline segment. The emergence of Amazon or other e-commerce firms also has some
influence on retail groups in other countries like Aeon or Vingroup, by changing consumers' minds.
However, these companies still have competitive advantages such as customer trust, desire to
experience the product themselves, provide many special items that online retailers encounter
obstacles (fresh goods) live, large size products, ...) and better serve middle and lower classes.

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 d. Finding a solution for optimizing system and procedure.
There are many technologies developed for various businesses that offer various prices and
benefits. These retailers have been looking for the best automated solutions to simplify their
business processes, yet their choices often fall on the wrong softwares, either they’re difficult to
use or don’t really have abilities to overcome retail challenges.
Vingroup has noticed a new consumer trend and launched Adayroi.com e-commerce site,
thereby perfecting the O2O supply chain for its products. And when online sales grow, the need
to cooperate with logistics partners should also be considered by companies. They can build their
own teams like Walmart, or at the same time use existing logistic units like Vingroup, as long as
they bring the most convenience to customers.

IV. COMPETITIVES AND ADVANTAGES.

1. VinGroup
a. Vietnam at a Favorable Macroeconomic Inflection Point
 Low penetration of modern retail presents an opportunity for outsized growth as
Vietnam’s mall space and modern retail turnover close the regional gap
 High Potential to Close Regional Gap in Mall GFA Compared to Regional Peers
 Vietnam is Starved for Modern Retail Format
 Modern Grocery Retail Set to Outpace Traditional Grocery Retail
 Convenience Store and Supermarkets Growth is Highest in SEA
b. Growing Recurring Revenue from Multiple Market-Leading Consumer Businesses
 Building the Leader in Each High Growth Consumer Sector: Vingroup has a
proven track record of developing consumer focused business segments and aims
to create market leaders in each high growth consumer segment it enters.
 Building the Dominant Player in Vietnam: The VinMart platform has established a
market leading position in 3 years since they were first established in 2014 and
2015, respectively. Both brands are first-movers in locations all across Vietnam.
c. Largest Landbank Provides Pillar for Long Term Platform Growth
 One of the Largest Landbanks in Prime Locations Across Vietnam
 Fully Integrated Platform Across the Value Chain with Ability to Proactively
Recycle Capita

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d. Experienced & Proven Management Team with Strong Track Record
 Experienced Management Team, Strong Corporate Governance and Sponsor
 Vietnam’s Flag Bearer in the International Capital Markets

2. Aeon Mall

Aeon Mall is managed by Aeon Co. (M) BHD. They are one of the main retailer in the
regional mall industry. The management understand the upcoming challenges that regional malls
face in the near future and have numerous ways to strengthen each hypermarket depending on their
specific qualities.
Aeon Mall has been the main shopping center in the retailing industry for thirty years.
Loyal or not, many people have been used to shopping here because of its variety of stores.
Aeon Mall is positioned along major commercial areas or highly density population and
is close to major growth corridor.

3. Walmart

a. Strength in Both In-Store and Online Grocery Sales

Walmart is the largest grocer by sales in the U.S. According to Packaged Facts, 59% of
grocery shoppers have purchased groceries from Walmart in the last 3 months. Walmart has
expanded its omni-channel experience with online ordering and in-store pickup. Packaged Facts
estimates that Walmart’s “click-and-collect” grocery sales will grow a whopping 154% on average
each year from 2017 through 2021. Consumers that shop for online groceries at Walmart are drawn
to low prices, one-stop convenience, brand selection, and curbside service.

b. Broad Financial Services Offerings

Walmart is not only a leader when it comes to grocery sales, it also offers the broadest
array of consumer financial services compared to other major retailers. Financial services and
related products generate about $1.6 billion in revenue, according to estimates by Packaged Facts.
This number does not even include revenue made by Walmart’s partners, such as Green Dot,
MoneyGram, Synchrony Financial, and Jackson Hewitt.

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 However, the biggest payoff for Walmart may be the role of financial services in boosting
store traffic. When shoppers visit in-store bank branches, for example, they are likely to pick up a
variety of other groceries and merchandise at the same time.

c. A Large Base of Customers That Buy Pet Products

Another area where Walmart shines is in selling pet products. More pet owners purchase
from Walmart than any other retailer, according to Packaged Facts. Of the 67 million pet-owning
households in the U.S, 43 million shop at Walmart. In addition, a significant portion of consumers
are also purchasing more pet products from Walmart than they did a few years ago.

V. STRATEGIC FIT WITH MARKET

Vietnam (Vingroup): As a leading private enterprise in Vietnam with well-recognized
brands in consumer retail, Vingroup has affirmed its position and reputation by consistently
following its development strategy, namely:

 Focus on high-quality, large-scale mixed use projects in major cities and further expand
into selected strategic cities.

 Grow recurring revenues across targeted consumer segments: Target the growing
disposable income of middle and upper-middle class consumers and meet the increasing
needs and more diverse demands of targeted customer segments

 Diversify and increase property income while efficiently managing capital.

 Further strengthen in-house sales, leasing, project management and property management
capabilities.

 Increase investment into the retail sector to ensure early detection of consumer trends and
achieve the leading position in consumer retail in Vietnam.

US (Walmart): Walmart introduced a plan that was hoped to ensure that the company
would remain the industry leader. Project Impact is based on three strategic initiatives that will
improve the benefits to the customer. The three initiatives are:

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 - Save Money, Live Better: This initiative has a number of components that Walmart is:
Price Leadership, Consumables, Private Label, Integrated Brand Communication,
Leverage Selling General and Administrative Expenses.

- Win, Play, Show: Walmart can encourage suppliers to reduce prices. It also produces an
opening for private label products and subsequently increased revenue.
- Fast, Friendly, Clean: Walmart wants to improve the customer’s in-store experience as
well as becoming more efficient in and out of each store through Merchandise Flow, Zero
Waste Facilities: and Supply Chain Transformation.

Aeon Mall: In addition to consistent new growth and a vigorous program of renovation at
existing malls in Japan, ÆON Mall is looking ahead to aggressive shopping mall development in
China and the ASEAN region as well. As the ÆON Group’s core company responsible for
shopping mall development, ÆON Mall is aiming for sustainable growth.

 Promoting the Stable Opening of New Malls in Japan: ÆON Mall is pushing ahead with
the opening of new shopping malls and the development of a new mall format. At the same
time, the Company seeks to strengthen initiatives that will accelerate the pace of openings
and the development of sites for new malls
 Reinforcing the Earnings Base by Renovating Existing Shopping Malls: ÆON Mall is
speeding up renovation initiatives in order to boost earnings and attain sustainable growth
by enhancing the ability of these facilities to attract customers. They will make constant
adjustments to maintain the attractiveness of our malls to customers.
 Expansion in the PM and Mall Media Businesses as New Earnings Drivers: ÆON Mall
intends to promote its property management business in order to secure new sources of
revenue and expand its business bases in Japan
 Ramping Up Mall Development in China and the ASEAN region as an Engine for
Growth: AEON Mall intend to further expand our shopping mall development business in
Asia and thereby enhance corporate value. They will also focus on developing new malls
in the ASEAN region.

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CONCLUTION
Based on the analysis of HRM of 3 companies: VinGroup, Aeon Mall and Walmart, we
can see that each company has a management strategy for their own as long as that strategy fits
the circumstances of each company. Although we cannot judge which strategy’s better, thanks to
the above analysis, we have found the answer to the question: "How to create good HRM?". To
conclude, “It would be inaccurate to suggest that one approach has taken over from the other,
just as it would be wrong to suggest that one is modern, and the other old fashioned, and that
one is right and the other wrong.” (Torrington, D. and Hall, L., 1995, p12). The prescription for
managing people may take various formulations such as the flexible organization, the empowered
organization, the learning organization, the open company as well as human resources
management, but most of the key features are commonly aimed at the development of a highly
committed and adaptable work force. Organizations should aim to build the ‘HRM organization’
by harnessing the co-operation and commitment of others through flexibility of function, time,
task and reward. However, the HRM paradigm has to be treated with utmost caution. The
assumption on which it depends mean that only a few companies will find it feasible, and even
they will require a supporting set of structure. To have a corporation-wide mutually reinforcing set
of HRM policies in an organization operating in a highly diverse product market; and to create an
organizational culture which pursues both individualistic and teamwork policies at the same time
is a very difficult task, if not impossible.
Today HRM is increasingly becoming a common term in the business world. Yet how
much substance lies behind this terminology is still a matter of debate. Opinions still vary on the
extent and pace of adoption of the ‘real’ HRM and the kindest conclusion that can be drawn is that
the HR function has some way to go before it really becomes a part of the management of the new
millennium.
However, the result of this research has some limitations due to lack of information. The
information of Aeon is very little, not enough to be compared with the other companies more
carefully. Therefore, in the future, maybe we will do another research on these 3 companies but
the way of collecting information will be expanded (eg: interview) to get accurate results.

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REFERENCES
Books & Newspapers:

 Human Resource Management 13 th. Ed. 2013.

By: Dr. Gary Dessler, Florida International University.
 Boxall, P. and Purcell, J., 2011. Strategy and human resource management. Palgrave
Macmillan.
 The Wall Street Journal (USA)

Online Sources:
 Website: http://vingroup.net/
 Website: https://www.walmart.com/
 Website: https://www.aeon.com.vn/
 Website: Human Resource Executive
 Website: HR Magazine
 Website: http://workforce.com
 Website: VCCI

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