ASSIGNMENT 2 FRONT SHEET

Qualification BTEC Level 5HND Diploma in Business

Unit number and title Unit 9: Entrepreneurial Venture (5047)

Submission date 23/08/2023 Date Received 1st submission

Re-submission Date Date Received 2nd submission

Student Name Hoang Manh Quan Student ID GBH210041

Class GBH1106 Assessor name Nguyen Thu Huyen

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Contents
1. Introduction........................................................................................................................................................... 4
2. Business size and impacts on the economy .......................................................................................................... 4
2.1. Micro.................................................................................................................................................................. 4
2.1.1. Definition: ................................................................................................................................................... 4
2.1.1. The impact of micro enterprises on the local economy .............................................................................. 5
2.1.1.1. VAPs company ........................................................................................................................................ 5
2.1.1.2. The impact of VAPs company on the local economy .............................................................................. 6
2.1.1.3. Recommendation ..................................................................................................................................... 6
2.2. SMEs.................................................................................................................................................................. 7
2.2.1. Definition .................................................................................................................................................... 7
2.2.2. The impact of SME enterprises on the local economy ............................................................................... 8
2.2.2.1. Minh Tien Coffee..................................................................................................................................... 8
2.2.2.2. The impact of Minh Tien Coffee company on the local economy .......................................................... 9
2.3. Large ................................................................................................................................................................ 11
2.3.1. Definition .................................................................................................................................................. 11
2.3.2. The impact of large enterprises on the local economy.............................................................................. 12
2.3.2.1. Vinamilk ................................................................................................................................................ 12
2.3.2.2. The impact of Vinamilk company on the local economy ...................................................................... 13
3. Comparison of different business sizes regarding their impacts on the economy .............................................. 15
3.1. Compare 2 SMEs ............................................................................................................................................. 15
3.1.1. AHA Coffee .............................................................................................................................................. 15
3.1.2. Compare Minh Tien Coffee and AHA Coffee .......................................................................................... 16
3.2. Compare SME enterprise and large enterprise. ............................................................................................... 18
3.2.1. Compare Minh Tien Coffee and Vinamilk ............................................................................................... 18
4. Enhancing intrapreneurship in both public and corporate organisations ............................................................ 18
4.1. Definition ......................................................................................................................................................... 18
4.2. The importance of intrapreneurship and the differences as well as similarities between public and corporate
intrapreneurship ...................................................................................................................................................... 19
4.2.1. The importance of intrapreneurship .......................................................................................................... 21
4.2.2. Similarities between public and corporate intrapreneurship ..................................................................... 22
4.2.3. Differences between public and corporate intrapreneurship ..................................................................... 24
 4.3. The benefits of intrapreneurship and how it can contribute to a competitive advantage for business ............. 25
4.4. The issues facing intrapreneurs in the public sector and corporate organizations and the need for developing
intrapreneurship in those organizations. ................................................................................................................. 27
5. Conclusion .......................................................................................................................................................... 29
6. References........................................................................................................................................................... 29

1. Introduction

The Vietnam Chamber of Commerce and Industry (VCCI) stands as a unifying force, spanning the entirety
of the nation and representing businesses, employers, and business associations within Vietnam. Its central
mission revolves around nurturing, safeguarding, and bolstering businesses while fostering economic, trade,
and scientific-technological collaborations both domestically and internationally. This commitment is
firmly grounded in the principles of equality and mutual benefit. Within the framework of an internship at
VCCI, the author undertakes a comprehensive study, wielding acquired data and real-world instances to
assess the distinct impacts of various business enterprise scales on Vietnam's economic landscape.
Moreover, the research report delves into the pivotal role of internal entrepreneurship within both public
and corporate sectors. Guided by the insights unearthed, the author proffers actionable recommendations
tailored to enterprise ventures, embodying a strategic synergy of insights and application.

2. Business size and impacts on the economy

2.1. Micro
2.1.1. Definition:
According to Article 5 of Decree 80/2021/ND-CP (Dat, 2023), a micro-enterprise in Vietnam is a business
that meets the following criteria:

Average number of employees participating in social insurance: Not more than 10 people per year.

Total revenue of the year: Not more than VND 10 billion or total resources on balance sheet is not more
than VND 3 billion.

This definition applies to micro-enterprises in the field of commerce and services. For micro-enterprises in
the fields of agriculture, forestry, fisheries and industry and construction, the average number of employees
participating in social insurance is not more than 10 people per year, and the total revenue of the year is not
more than VND 3 billion or total resources on balance sheet is not more than VND 3 billion.

Micro-enterprises play an important role in the Vietnamese economy. They account for a large share of
employment and contribute to economic growth. The government of Vietnam has implemented a number
of policies to support micro-enterprises, such as providing access to finance, training and business
development services.

Here are some examples of micro-enterprises in Vietnam: a small grocery store, a street food vendor, a hair
salon, a tailor shop, a construction company, a farming cooperative.

2.1.1. The impact of micro enterprises on the local economy

2.1.1.1. VAPs company
VAPs, a social enterprise that helps people with autism, was founded in 2019 by Mr. Nguyen Duc Trung.
The company is committed to providing a supportive environment where autistic people can thrive. VAPs
employs autistic people as staff and mentors, and offers a variety of services, including a restaurant, a library,
and a supermarket. The company's goal is to help people with autism integrate into society and achieve their
full potential. Towards helping children or people with autism be more socially engaged, the store has
developed a core value and mission that focuses on communicating with people with autism (those with
autism). staff also have autistic people to guide newcomers) to help them get jobs and support themselves -
that's the core of the journey from inception to day now. The main focus of VAPs is a restaurant with the
ability to serve Vegetarian Pizza from autistic people, in addition there will be a library as well as a small
supermarket for people to have a variety of experiences (Dinh, 2023). Currently, VAPs company has a total
of 8 people, of which 6 people will be in business such as at VAPs restaurant called Hanh Phuc that will be
handled by 2 people and the same goes for supermarkets and libraries. The other 2 will manage. Anh Trung
started his entrepreneurial journey with an initial capital of more than 200 million VND for this model. By
2023, the store's revenue has reached an impressive number of VND 400 million. Commitment for people
with autism to be able to communicate and act like normal people shows their dedication to meeting the
needs and expectations of customers, especially those with compassion. By prioritizing people with autism,
and also having training courses for autistic children aged 10 and under or helping older autistic students to
communicate in the working environment, the company tries to affirm We are a trusted company for people
with autism to trust and set economic goals in general. Through its constant efforts, VAPs company aims to
contribute to the well-being of autistic families and communities in particular by providing diverse products
such as restaurants, libraries or supermarkets. Along with that, it helps people with autism to interact more
with society.

2.1.1.2. The impact of VAPs company on the local economy

The establishment of VAPs has brought about significant impacts on the local economy through its
diversified business operations. One notable effect is the creation of job opportunities, where the store
employs a team of nine individuals, including 5 to 6 individuals on the autism spectrum. This not only
contributes to income generation but also enhances the living standards of both the employees and their
families. The earned income circulates within the community, stimulating economic activity as employees
avail various goods and services.

Additionally, VAPs plays a pivotal role in strengthening the local supply chain and restaurant sector. By
fostering relationships with local suppliers, the store not only sources its products sustainably but also
supports a network of businesses. This approach not only bolsters local manufacturers but also contributes
to a thriving economy. Importantly, the employment of autistic individuals showcases a progressive
approach to addressing labor and supply challenges in Vietnam (nhipsonghanoi, 2023). The store's proactive
engagement with this unique workforce and local sourcing sets a precedent.

Furthermore, VAPs fosters the growth of local businesses by attracting customers from neighboring areas.
The store's emphasis on employing individuals with autism offers customers a novel and human-centric
experience. This significance is particularly evident during challenging times like the Covid-19 pandemic,
where the store's adherence to safety measures, such as hand disinfection, supports public health efforts
while maintaining economic engagement.

The activities of VAPs also lead to tax contributions benefiting local governments. Through its legitimate
operations, the store pays approximately 10% of sales in taxes. These revenues serve as crucial resources
for infrastructure development, public services, and community programs. This synergy fosters an
environment conducive to sustained growth, enhancing the overall quality of life for local residents. In
essence, VAPs stands as a driving force behind economic diversification and local prosperity.

2.1.1.3. Recommendation
The integration of technology into sales operations holds immense significance for small enterprises like
Huong Store, comprising only 8 team members. The adoption of technology confers numerous advantages,
particularly in elevating the customer experience. By harnessing technology, VAPs can offer clientele a
seamless, expedient, and dependable shopping journey. Through digital platforms, patrons can effortlessly
explore and compare products, place orders, and access in-depth product insights. This smooth encounter
not only cultivates customer contentment but also augments the likelihood of recurrent future purchases
(Briedis et al., 2020).

For instance, in light of the burgeoning trend of mobile commerce, VAPs should contemplate the
implementation of alternative payment modes such as QR code scanning or virtual debit cards to cater to
customers who prefer cashless transactions. This judicious utilization of technology can notably elevate the
holistic shopping experience and amplify customer gratification. Moreover, technology serves as an enabler
for widening market reach for small enterprises. By leveraging online sales conduits like websites, mobile
applications, and social media, VAPs can extend their customer outreach beyond local confines.

Harnessing social media platforms such as Facebook, VAPs can showcase their merchandise and engage
potential patrons, not just within the immediate vicinity, but also in diverse geographical domains. This
expanded market access ushers in fresh prospects for VAPs to broaden their customer sphere and propel
sales (Barone, 2023).

2.2. SMEs
2.2.1. Definition
The definition of an SME company in Vietnam is based on the number of employees and the total revenue
of the company (Vietnam Briefing, 2021):

Small enterprise: An enterprise with an average of 11 to 50 employees participating in social insurance and
a total revenue of VND 50 billion (US$2.2 million) or less in a year.

Medium enterprise: An enterprise with an average of 51 to 200 employees participating in social insurance
and a total revenue of VND 200 billion (US$8.7 million) or less in a year.

These definitions apply to all sectors of the economy, except for agriculture, forestry, and fisheries, where
the average number of employees is 10 or fewer and the total revenue is VND 3 billion (US$130,000) or
less in a year.

The government of Vietnam provides a number of incentives for SMEs, such as tax breaks, access to
finance, and training programs. SMEs play an important role in the Vietnamese economy, accounting for
over 97% of businesses and employing over 50% of the workforce (Thanh, 2023).
Here are some examples of SME companies in Vietnam: a small manufacturing company, a medium-sized
restaurant chain, a software development company, a logistics company, a tourism agency.

2.2.2. The impact of SME enterprises on the local economy

2.2.2.1. Minh Tien Coffee

Minh Tien Coffee’s logo (FPT Software, 2023)

Minh Tien Coffee was established in 2000 with the mission of providing the highest quality coffee and
professional services to bring outstanding experiences to customers. Initially focusing on supplying coffee
within Vietnam with high quality coffee, the company has expanded into providing high value coffees to
foreign businesses. Minh Tien Coffee also uses a circular economy model for coffees to ensure a closed
process to make coffee more delicious as well as to protect the environment (Minh Tien Coffee, 2020).
Over the past 23 years, Minh Tien Coffee has been recognized not only in Vietnamese businesses but also
in foreign businesses. This is evidenced by its impressive financial performance when Minh Tien Coffee
achieved a revenue of VND 2500 billion from 2000 to 2017 and dozens of major foreign partners such as:
Atalantic (USA), Marubeni (Japan), Bernhard Rothfos GMBH (Germany), ... trusted (Biz Market, 2023).

About the number of employees currently at the company is 84 employees along with 6 official stores of
Minh Tien Coffee (Minh Tien Coffee, 2020). That helps Minh Tien Coffee to reach out with big coffee
companies like Nestle Vietnam Co., Ltd., Trung Nguyen Coffee Group, ... in the future.

2.2.2.2. The impact of Minh Tien Coffee company on the local economy
Minh Tien Coffee has had a significant impact on the Vietnamese economy, contributing to the country's
economic development in many ways.

One of the most important contributions of Minh Tien Coffee is to focus on exporting coffee products to
the global market. By promoting and exporting locally produced coffee, Minh Tien Coffee has helped
increase export revenue from the agricultural sector. This has generated foreign currency income and
stimulated economic activities, benefiting both businesses and individuals (Minh Tien Coffee, 2020).
Another important contribution of Minh Tien coffee is to create jobs. Minh Tien Coffee employs is 84
employees in Vietnam and these jobs provide much-needed income for their families (Minh Tien Coffee,
2020).
 Minh Tien Coffee’s staff (Minh Tien Coffee, 2020)

A specific example of Minh Tien Coffee's efforts is pioneering the application of the circular economy
model. This initiative involves organizing a closed process that makes coffee production more organized
and environmentally friendly. Notably, this project has entered the Word Expo 2020 Dubai and at the 76th
anniversary of Vietnam's National Day in Austria. By leveraging such platforms, the project aims to attract
greater international attention to Vietnamese coffee farmers, thereby facilitating increased recognition of
more global buyers. more demand (Thinh, 2022).

Moreover, the achievements of Minh Tien Coffee in the international market have contributed to improving
Vietnam's trade balance. By participating in the export of coffee products, the organization generates
substantial revenue from overseas markets, thereby reinforcing the country's export earnings. In turn, this
has a positive impact on the overall trade balance, thereby strengthening the Vietnamese economy and
reducing its dependence on imports.

Specific examples of Minh Tien Coffee's achievements can be mentioned in prominent events such as Minh
Tien Coffee's coffee being certified as high quality and receiving international 4C and UTZ certifications -
global certification. It is necessary to ensure that enterprises produce responsibly, sustainably and in an
environmentally friendly manner (Thinh, 2022).
In addition, Minh Tien Coffee's efforts have created job opportunities, both directly for the company's team
of more than 100 employees and indirectly by contributing to job creation and income growth in the country.
As the company expands its operations, a skilled workforce is required to perform various tasks including
coffee production, processing and marketing. As a result, employment opportunities increase throughout
the value chain, which in turn benefits both rural and urban communities.

Finally, the success story of Minh Tien Coffee is an inspiration and a model for other Vietnamese businesses,
especially those operating in the agricultural and export sectors. The company's relentless focus on quality,
innovation and market expansion demonstrates the potential of Vietnamese enterprises to compete in the
international arena and achieve prosperity. Such achievements have the potential to inspire other businesses
to adopt similar strategies, thereby promoting overall economic growth and development (Minh Tien
Coffee, 2020).

It is worth noting that the journey of Minh Tien Coffee has only just begun, still a relatively new company
in the field of coffee production compared to its competitors in the same industry. Mr. Nguyen Minh Tien,
founder of Minh Tien Coffee also admitted, in the process of establishing and operating Minh Tien Coffee,
there were many cases where he doubted its existence. In the early stages of starting a business, the Minh
Tien Coffee team faced great challenges due to lack of experience, limited resources and various obstacles.
Notably, the big challenge faced by the Minh Tien Coffee team is related to customers' skepticism about the
quality of Vietnamese coffee.

Despite those challenges, Minh Tien Coffee overcame them and became one of the leading coffee
companies in Vietnam. The company's success is a testament to the hard work and dedication of its
employees, as well as the support of the Vietnamese government and people.

2.3. Large
2.3.1. Definition
According to Article 6, Decree No. 39/2018/ND-CP (Duong, 2023), a large company in Vietnam is a
business that meets the following criteria:

Average number of employees participating in social insurance: 250 or more people per year.

Total revenue of the year: VND 1,000 billion (US$43 million) or more.
This definition applies to large companies in the field of commerce and services. For large companies in the
fields of agriculture, forestry, fisheries and industry and construction, the average number of employees
participating in social insurance is 200 or more people per year, and the total revenue of the year is VND
500 billion (US$21.5 million) or more.

Large companies play an important role in the Vietnamese economy. They account for a large share of GDP
and employment, and they are major exporters. The government of Vietnam has implemented a number of
policies to support large companies, such as providing access to finance, tax breaks, and land.

Here are some examples of large companies in Vietnam: Vingroup, Masan Group, Vietnam Dairy Products
Corporation (Vinamilk), PetroVietnam, Vietnam Electricity (EVN).

2.3.2. The impact of large enterprises on the local economy

2.3.2.1. Vinamilk
Established in 1976, Vinamilk emerged from the foundations left by the preceding regime, combining
Thong Nhat Dairy Factory (formerly Foremost Factory), Truong Tho Dairy Factory (formerly Cosuvina
Factory), and the Dielac Milk Powder Factory (formerly Nestle's milk powder factory from Switzerland).
Since its inception, Vinamilk has evolved into a prominent force in Vietnam's dairy sector, excelling in the
distribution and export of dairy products, with a distinct focus on locally sourced offerings. Over time,
Vinamilk has embraced a dynamic business transformation strategy, aiming to innovate, expand, and
diversify its product portfolio to cater to evolving consumer preferences and needs. This commitment to
innovation has bolstered interest in Vinamilk's products (Vinamilk, 2023). Notably, the company takes pride
in its expansive eco-friendly farm, a source of high-quality raw milk that forms the foundation for its
refreshing Vinamilk Green Farm fresh milk line (Vinamilk, 2023). The company's revenue underscores its
product-centric approach; according to Media External Relations (2023), the primary revenue stream stems
from product sales, reaching an impressive 56,583 billion VND.

At the heart of Vinamilk's operations lie core values of integrity, respect, fairness, ethics, and compliance.
This ethos has fostered strong collaborations with leading global importers, facilitating the export of
Vinamilk products to more than 40 countries and territories such as Cambodia, Thailand, Korea, Japan,
Taiwan, Turkey, Russia, Canada, the USA, and Australia (Als, 2021). The array of exported goods includes
baby milk powder, nutritional supplements, condensed milk, liquid milk, soft drinks, soy milk, and yogurt.
Vinamilk's rich history and unwavering dedication to dairy excellence have solidified its position as a
pivotal player within Vietnam's dairy landscape and one of the world's top 40 dairy producers (Tuoi Tre
Online, 2022). By consistently delivering high-quality dairy products, the company not only contributes to
the industry's growth but also expands its global footprint, establishing itself as a reliable and esteemed
partner in international dairy trade.

As of 2019, Vinamilk boasted a workforce of over 10,000 dedicated employees. Additionally, the 2022
annual report disclosed a total capital of nearly 60 trillion VND, with a gross profit estimated at 5,845 billion
VND (Media External Relations, 2023), offering insight into the company's financial and operational
standing during the reporting period.

Vinamilk’s logo (Vinamilk, 2023)

2.3.2.2. The impact of Vinamilk company on the local economy

At the forefront of Vietnam's dairy landscape, Vinamilk proudly claims its position as the preeminent
industry leader, commanding an impressive market share that surpasses above 55% (Anh, 2022). Its
indelible imprint extends far beyond the realm of milk and dairy products, permeating the fabric of the local
economy in multifaceted and meaningful ways.

A cornerstone of Vinamilk's influence lies in its role as a formidable contributor to the nation's fiscal health.
Through substantial tax payments, the company injects billions of Vietnamese dong into the government's
coffers each year. For instance, in 2020 alone, Vinamilk's tax contributions amounted to a staggering VND
11,235 billion, a remarkable feat that corresponds to approximately 1% of Vietnam's GDP (Vinamilk, 2020).
This infusion of funds resonates in funding critical public services such as education, healthcare, and
infrastructure, fostering the very foundation upon which the nation's progress is built.

Yet, Vinamilk's impact transcends financial contributions, with a profound impact on employment. As a
direct employer of more than 20,000 dedicated individuals, the company serves as a cornerstone of
livelihoods, nourishing families and sustaining communities across the country (Vinamilk, 2022).
Moreover, its expansive network of suppliers and distributors creates a ripple effect, generating additional
indirect employment opportunities that amplify its socioeconomic contribution. It has 3 main branches in
Hanoi, Da Nang and Can Tho, in addition to the main office in Ho Chi Minh. Along with that, Vinamilk
exports key products such as powdered milk, condensed milk, liquid milk, nutritional powder, soy milk, and
soft drinks to more than 40 countries around the world including Southeast Asia and the Middle East, Africa,
and other countries (Hai, 2023).

Investment stands as a hallmark of Vinamilk's commitment to growth and innovation. Evidenced by its
substantial infusion of VND 4,600 billion into new facilities and advanced equipment in 2022 in Hung Yen,
the company's dedication to technological advancement and expansion resonates in the creation of jobs,
stimulation of local industries, and the fortification of economic growth (Vinamilk, 2022).

Beyond borders, Vinamilk's global engagement unfurls as a dynamic testament to Vietnam's emergence as
a modern, progressive economy. The company's products journey across more than 60 countries, not only
elevating its own reputation but also serving as a tangible emblem of the nation's prowess in global
commerce. The most obvious proof is that Vinamilk has achieved 36th place in the 50 largest dairy
companies in the world and is the only representative of Southeast Asia to participate in this list (Vinamilk,
2023).

Embodying corporate social responsibility, Vinamilk's ethos transcends profit, nurturing the very
communities that fuel its success. Through endeavors such as the "Stand Tall Vietnam Milk Fund," the
company channels its resources into initiatives that uplift underserved sectors of society. With over 40
million glasses of milk with a total value of about 190 billion VND donated to children in need from 2007
to 2022, Vinamilk showcases a profound commitment to the betterment of lives beyond its business sphere
(Tuoi Tre Online, 2022).
A symphony of these interconnected contributions culminate in Vinamilk's role as a catalyst for holistic
local economic development. Looking ahead, the company's strategic vision remains unwavering. Plans to
channel resources into research and development, foster new facilities, explore untapped export markets,
and broaden community development initiatives are testament to its commitment to nurturing and fortifying
the local economy for the greater good. Through its multifaceted endeavors, Vinamilk's legacy as a
transformative force in Vietnam's economic landscape continues to flourish and inspire.

3. Comparison of different business sizes regarding their impacts on the economy

3.1. Compare 2 SMEs

3.1.1. AHA Coffee
AHA Coffee was not born at a specific time. Established in 1997, but the first AHA Coffee store was opened
in Hanoi, Vietnam in 2018. By 2022, according to CEO of AHA Coffee - Nguyen Manh Ha, there are 76
main stores. Although the number of stores is 47 stores in 2022, it is estimated that there are less than 200
employees for this coffee restaurant chain (Zalopay, 2022).

AHA Coffee is a Vietnamese coffee company specializing in roasted and ground coffee beans. They also
sell a variety of coffee drinks, such as espresso, cappuccino and latte. AHA Coffee is committed to using
high-quality coffee beans and providing customers with a unique and authentic Vietnamese coffee
experience (AHA Coffee, 2023).

With the company's vision of "quality first", AHA Coffee always tries to change as well as motivate
employees to create delicious coffee beans as well as give customers the best experience (AHA Coffee,
2023). With 5 core values: product quality first, continuously improving service quality, working with
passion, focusing on human resource training, doing real - Bringing real value, AHA wants to thrive in the
future and has achieved a certain amount of success by opening more than 60 stores in Hanoi (AHA Coffee,
2023).
 AHA Coffee’s logo (AHA Coffee, 2022)

3.1.2. Compare Minh Tien Coffee and AHA Coffee

Regarding corporate tax, both large and small businesses in Vietnam are subject to the same tax rate, which
is 20% of the company's revenue. The similarity about these two SMEs is that they both trade coffee and
have coffee products roasted by their own factories. Along with that in terms of the number of stores, both
of them have more than 5 stores.

Drinks of AHA Coffee (AHA Coffee, 2023)

 Minh Tien Coffee’s product (Thinh, 2022)

The first difference between these two SMEs is that the number of stores is over 5, but AHA Coffee has
more than 60 stores and Minh Tien Coffee has only 6 stores. This difference is also evident because although
they work together in coffee, AHA Coffee specializes in selling coffee or other beverages, which is more
service-oriented or in other words about the service business, and for the service business. with Minh Tien
Coffee, it is a beverage business when it only specializes in trading ground coffee as well as instant coffee
- which is not AHA Coffee's strong point. In addition, because of the different business types, Minh Tien
Coffee's beverage export will be more profitable when they focus on coffee beans for export, so there will
be more foreign import sources than AHA Coffee. As AHA is a service business, it will be difficult for them
to invest and develop to reach abroad because they still depend on many different factors such as genre or
service will have to change.

To talk about market coverage, in Vietnam, AHA Coffee has a larger advantage as evidenced by the
evidence that although it is a newly established company, so far there have been 60 stores with a staff of
nearly 200 people, and the coverage of foreign markets, Minh Tien is better when it is certified by two 4C
and UTZ certifications (certified foreign high-quality coffee).
3.2. Compare SME enterprise and large enterprise.
3.2.1. Compare Minh Tien Coffee and Vinamilk
Regarding corporate tax, both large and small businesses in Vietnam are subject to the same tax rate, which
is 20% of the company's revenue. However, for Vinamilk, it is a large enterprise, so the additional tax will
make Vinamilk's tax payment higher than that of Minh Tien Coffee.

To talk about the similarity between these two businesses is that they can both export and cooperate with
foreign countries, however, Vinamilk has cooperated with more than 40 countries around the world along
with that Vinamilk's reputation is not only in the top. in the domestic market but also in the international
market when ranked 36th out of 50 dairy companies worldwide. Although they are two companies
producing products, they have two different products: Vinamilk produces milk and Minh Tien Coffee
produces coffee. It is difficult to assess, but for a company that has existed for a long time like Vinamilk,
their position and development is superior to that of a young company, Minh Tien Coffee. Along with that,
the difference in number of employees when Minh Tien has just over 100 employees, and for Vinamilk, it
is much more than 20 times, that is more than 20,000 employees. That difference also shows that the two
sides' ability to develop businesses is clearly high and low.

4. Enhancing intrapreneurship in both public and corporate organisations

4.1. Definition
Intrapreneurship denotes the application of entrepreneurial activities and behaviors within a well-established
organization or company. It encompasses individuals or teams operating within the organizational confines
who adopt the mantle of entrepreneurs. This entails identifying opportunities, cultivating inventive ideas,
and executing fresh projects or initiatives within the organizational milieu. Intrapreneurs mirror traits
reminiscent of entrepreneurs, embodying qualities that encompass proactivity, creativity, a willingness to
embrace calculated risks, and an unyielding impetus toward innovation and expansion (Kenton, 2010).

According to Investopedia Logo Investopedia, the private sector in Vietnam is the part of the economy that
is not owned or controlled by the government. It includes businesses of all sizes, from small family-owned
shops to large multinational corporations. The private sector is responsible for generating economic growth,
creating jobs, and providing goods and services to consumers (Phi, 2022).
The public sector in Vietnam is the part of the economy that is owned or controlled by the government. It
includes government agencies, state-owned enterprises, and public schools and hospitals. The public sector
is responsible for providing essential services to the population, such as education, healthcare, and
infrastructure (Truong, 2023).

The private sector is the main driver of economic growth in Vietnam. In 2021, the private sector accounts
for 42.1% of GDP and 83.3% of employment (Tuyet, 2022). The government is committed to further
developing the private sector and creating an environment that is conducive to investment and
entrepreneurship.

The public sector plays an important role in the Vietnamese economy, but it is not as dominant as in some
other countries. The government is reducing its role in the economy and transfer more responsibilities to the
private sector.

The private and public sectors in Vietnam are complementary to each other. The private sector is responsible
for generating economic growth and creating jobs, while the public sector provides essential services to the
population. The government is committed to creating a strong and vibrant private sector that can help
Vietnam achieve its economic goals.

4.2. The importance of intrapreneurship and the differences as well as similarities between public and
corporate intrapreneurship
To study intrapreneurship in the private and public sector, the following report will focus on studying 2
examples as follows:

Public Sector: Vietnam Electricity Corporation

EVNHANOI, or the Hanoi Electricity Corporation, is a Vietnamese state-owned company responsible for
the distribution and transmission of electricity in Hanoi. It was established in 1955 and has since grown to
become one of the largest electricity companies in Vietnam. EVNHANOI currently serves over 2.5 million
customers in Hanoi and its surrounding areas (EVN, 2023).

EVNHANOI's mission is to provide reliable and quality electricity to its customers at a competitive price.
The company is committed to improving the efficiency of its operations and to reducing its environmental
impact. EVNHANOI is also actively involved in social programs that benefit the people of Hanoi (EVN,
2023).
In recent years, EVNHANOI has invested heavily in new technologies to improve the reliability and
efficiency of its power grid. The company has also implemented a number of measures to reduce its
environmental impact, such as the use of renewable energy sources and the development of energy-efficient
technologies (EVN, 2023).

EVNHANOI is a major player in the Vietnamese economy and plays an important role in the development
of Hanoi. The company is committed to providing its customers with reliable and quality electricity and to
being a responsible corporate citizen (EVN, 2023).

Private Sector: Google

Google, a multinational technology powerhouse, stands at the forefront of Internet-related services and
products, holding a place among the prominent Big Five entities within the American information
technology sector, alongside Amazon, Apple, Meta, and Microsoft. Established in 1998 by Larry Page and
Sergey Brin, two enterprising Ph.D. scholars at Stanford University, Google has evolved into an epitome of
digital prowess (Ayi, 2022).

According to Admin (2022), guided by the mission to "organize the world's information and make it
universally accessible and useful," Google boasts an expansive portfolio of offerings. Among these are:

Google Search: A globally recognized search engine, widely utilized for exploring online content.

Google Maps: A web-based mapping service facilitating users in locating businesses, obtaining directions,
and accessing pertinent information.

Google Drive: A cloud-based storage service enabling users to securely store and share files.

Google Docs: An online word processing application that empowers users to collaboratively craft and edit
documents.

Google Sheets: A virtual spreadsheet application facilitating collaborative creation and editing of
spreadsheets.

Google Slides: A web-based presentation tool that empowers users to produce and refine presentations
collaboratively.
Google's magnitude extends beyond its technological prowess, profoundly influencing the global landscape.
Its dynamic innovation and relentless pursuit of novel products and services have indelibly altered how
people navigate both personal and professional spheres. With a legacy of innovation that shows no signs of
abating, Google is poised to continue playing a pivotal role in shaping the digital future.

4.2.1. The importance of intrapreneurship

The significance of intrapreneurship is multifaceted and far-reaching:

Firstly, it propels organizations to innovate and maintain a competitive edge. Intrapreneurs often emerge as
torchbearers of fresh ideas and problem-solving strategies. By endorsing intrapreneurship, organizations
cultivate a culture steeped in innovation and creativity, serving as a catalyst for staying ahead of rivals
(Sábio, 2023).

Secondly, intrapreneurship bolsters efficiency and productivity. Driven by an ardor to revolutionize

established practices, intrapreneurs actively seek novel methods to streamline operations. Organizations that
champion intrapreneurship tap into this wellspring of creativity, leading to enhanced efficiency and
productivity (Ella, 2023).

Moreover, intrapreneurship holds the power to attract and retain top-tier talent. Companies that foster
intrapreneurship resonate as magnets for employees who yearn for an environment that stimulates their
creative prowess and provides an avenue to make meaningful contributions (Grimshaw, 2021).

Furthermore, intrapreneurship constructs a robust cultural foundation. It molds a culture underpinned by

innovation, creativity, and collaborative synergy. The resultant outcome is a workforce that is not only more
engaged and productive but also committed to collective growth (Business Innovation, 2023).

In summation, intrapreneurship emerges as a pivotal tool for organizations seeking to gain a competitive
edge, elevate efficiency and productivity, magnetize and retain exceptional talent, and forge a more potent
cultural identity.

Exemplars of successful intrapreneurship abound:

3M, a multinational conglomerate, has a storied history of nurturing intrapreneurship. The creation of the
iconic Post-it Note serves as an embodiment of this ethos, conceived by a 3M employee in the pursuit of a
novel adhesive solution (Vocoli, 2013).
Google, renowned for its culture of innovation, adopts measures to champion intrapreneurship. Its "20%
time" policy empowers employees to allocate a fifth of their work hours to passion-driven projects, a
strategy that has bred numerous groundbreaking initiatives (Maniyamkott, 2018).

IDEO, a pioneering design firm, weaves intrapreneurship into its DNA. The "IDEO U" program is a
testament, training employees in the art of entrepreneurial thinking (Tsakarestou, Mays, n.d).

These examples illustrate successful intrapreneurship in action. For those keen to delve further into the
realm of intrapreneurship, a wealth of online and library resources awaits exploration.

4.2.2. Similarities between public and corporate intrapreneurship

The parallels between public and corporate intrapreneurship are both intriguing and illuminating, revealing
a tapestry of shared characteristics that underscore their kinship. Firstly, at the heart of both endeavors lies
the joint objective of conceiving fresh ideas and fashioning innovative products, all while operating within
the established framework of existing organizations. This common ground emphasizes their role as catalysts
for transformative change from within (Singh, 2023).

Central to the success of both public and corporate intrapreneurship is the imperative cultivation of a culture
that thrives on innovation and embraces risk-taking. These are the fertile grounds from which novel concepts
are nurtured and bold ideas take flight, infusing the organizations with a dynamic spirit of forward-thinking
ingenuity (Singh, 2023).

Moreover, the necessity for robust backing and ample resources from their parent organizations serves as a
unifying theme. For intrapreneurship to flourish, both public and corporate entities must lend unwavering
support, fostering an ecosystem in which nascent concepts can be cultivated into tangible realities. This
symbiotic relationship exemplifies the fusion of organizational resources and creative drive, a marriage that
stands as the cornerstone of their mutual accomplishments (Singh, 2023).

As these two streams converge, they give rise to outcomes that reverberate beyond their initial inception.
Novel products, services, and innovative business models emerge as the fruit of their collaborative labor,
infusing organizations with fresh avenues for growth and enrichment, thereby enhancing their competitive
positioning (Singh, 2023).

Further entwining their trajectories, the dual forces of public and corporate intrapreneurship share the
potential to incite efficiency enhancements and talent cultivation. In both spheres, intrapreneurial
undercurrents ripple to foster environments that champion efficiency, attract and retain top-tier talent drawn
to opportunities for creative expression, and culminate in a shared aspiration for cultural enrichment and
collective success (Singh, 2023).

In summation, the parallels threading through public and corporate intrapreneurship mirror the common
principles that underscore their significance. Their united pursuit of innovation, their reliance on a culture
that thrives on audacity and creativity, their symbiotic relationship with organizational resources, and their
transformative outcomes all converge to paint a portrait of shared ideals. These parallels are a testament to
the power of intrapreneurial thinking, a force that transcends organizational boundaries, infusing diverse
contexts with renewed vitality and potential for advancement.

Parallel threads of intrapreneurial spirit can be observed in both EVNHANOI and Google, as evidenced by
their shared emphasis on fostering innovation within their respective organizational frameworks.

Firstly, a common theme emerges in their encouragement of employees to take risks and explore uncharted
territories. EVNHANOI orchestrates its "Innovation Contest," a platform inviting employees to submit their
inventive concepts for novel products or services. This mirrors Google's approach, which includes initiatives
like the "20% time" policy, granting employees the freedom to dedicate a portion of their work hours to
projects of personal passion and innovation.

Secondly, both entities demonstrate a commitment to empowering intrapreneurs through resource allocation
and support. EVNHANOI boasts a dedicated team of experts who guide employees in refining their ideas
and navigating the pathway to market. Similarly, Google extends a suite of resources, encompassing
financial backing, mentorship, and training, to empower their intrapreneurs with the tools needed for
success.

Lastly, the celebration of intrapreneurial successes is a shared hallmark. EVNHANOI recognizes and
rewards employees who successfully usher their ideas to fruition, fostering a culture of acknowledgment.
In parallel, Google champions the achievements of its intrapreneurs by offering public commendation and
facilitating their advancement within the company, underscoring the significance of their contributions.

In sum, EVNHANOI and Google are united by a common ethos that champions intrapreneurial ingenuity,
inspiring their employees to push boundaries, providing the necessary resources for their growth, and duly
celebrating their accomplishments. This congruence exemplifies the transformative potential of
intrapreneurship in organizations spanning different industries and geographies.

4.2.3. Differences between public and corporate intrapreneurship

Figure 1: Differences between public and corporate intrapreneurship created by the author

Another pronounced contrast emerges in the realm of funding mechanisms. Public intrapreneurial endeavors
frequently draw sustenance from government budgets or grants, while their corporate counterparts
frequently harness internal resources, venture capital, or the support of angel investors (Klaschka, 2018).

The regulatory landscape adds another layer of differentiation. Public intrapreneurship navigates the
labyrinth of public policies and regulations, whereas corporate intrapreneurship functions within the
established frameworks of private sector dynamics (Klaschka, 2018).

Bureaucracy assumes differing proportions in these two spheres. Public intrapreneurs often grapple with a
more intricate web of bureaucracy and red tape compared to their corporate counterparts (Klaschka, 2018).

A heightened sense of accountability imbues public intrapreneurship, as their initiatives may wield a more
pronounced impact on the public interest, necessitating a heightened sensitivity to the societal consequences
of their undertakings (Klaschka, 2018).

The tolerance for risk diverges as well. Public intrapreneurs often necessitate a greater willingness to
embrace risk, as their initiatives may veer beyond the realm of their organization's core pursuits, aligning
instead with broader public mandates (Klaschka, 2018).

In culmination, the nuances distinguishing public and corporate intrapreneurship are pivotal in shaping their
distinct courses. Whether in their focus, funding mechanisms, regulatory environment, bureaucratic
encounters, accountability considerations, or risk thresholds, these variances serve as defining markers of
the diverse and impactful realms of intrapreneurial endeavors.
Noteworthy distinctions in intrapreneurial approaches emerge between EVNHANOI and Google, stemming
from the intrinsic disparities in their identities.

Primarily, their divergent organizational categorizations set the stage for contrasting intrapreneurial
dynamics. EVNHANOI operates within the public sector, adhering to a distinct set of regulations and
priorities in comparison to Google, a private sector entity. This distinction translates into disparate core
objectives; for instance, EVNHANOI's focus might be inclined towards ensuring reliable and affordable
electricity provision, whereas Google's primary thrust could be the innovation of revenue-generating
products and services.

Additionally, the disparity in their sizes further deepens the divergence. EVNHANOI's smaller scale can
potentially result in limited resources earmarked for intrapreneurship initiatives. However, this compactness
may also engender a heightened agility, affording the company the ability to navigate change and adaptation
with swiftness—an advantage that intrapreneurs can harness. Conversely, Google's expansive scale might
offer greater resource availability but could concurrently entail a more intricate decision-making landscape.

In essence, the varying nature of their respective industries, sizes, and organizational structures contributes
to the nuanced differences in their intrapreneurial strategies. The juxtaposition of EVNHANOI's public
sector status and nimble stature with Google's private sector dominance and scale underscores the
multiplicity of factors shaping their approaches to fostering innovation from within.

4.3. The benefits of intrapreneurship and how it can contribute to a competitive advantage for business
According to Taparia (2019), intrapreneurship stands as a wellspring of multifaceted advantages, each
contributing to a transformative impact on organizations:
Foremost, it assumes the role of a dynamic propulsion system, propelling organizations into the realm of
innovation and furnishing them with a distinctive competitive edge. By acting as the catalyst for a steady
stream of novel ideas and inventive solutions, intrapreneurs infuse the organizational culture with a palpable
spirit of innovation and unbridled creativity. This ethos empowers entities to transcend their rivals, armed
with the capacity to envision and execute transformative strategies.

Beyond innovation, intrapreneurship acts as a stimulant, igniting the fires of enhanced efficiency and
productivity. Driven by a zealous pursuit of superior methodologies, intrapreneurs harness their innate
creativity to reshape operational paradigms. This metamorphosis extends into productivity gains that ripple
across the organizational landscape, a testament to the power of intrapreneurial spirit in reshaping the way
work is approached and executed.

A magnetic pull that resonates strongly, intrapreneurship emerges as a beacon for attracting and retaining
top-tier talent. Organizations that espouse intrapreneurship allure employees seeking an environment that
nurtures their creative expression and offers them the canvas to manifest a meaningful impact. This
alignment creates an irresistible allure, enhancing the organization's ability to attract and retain the best and
the brightest.

Furthermore, the transformative impact extends to the very cultural fabric of the organization.
Intrapreneurship injects vibrancy, punctuating the ecosystem with innovation, creativity, and collaborative
synergy. The culmination of these attributes results in a workforce that is not only more ardently engaged
but also inherently more productive, as they are fueled by a shared drive to advance and innovate.

In summation, the tapestry of benefits woven by intrapreneurship is far-reaching, encompassing innovation,

productivity enhancement, talent magnetism, and the nurturing of a more potent cultural identity. As
organizations navigate the evolving landscape of modern business, embracing intrapreneurship emerges as
a strategic imperative, capable of reshaping the very essence of their operations and trajectory.

In the unique contexts of EVNHANOI and Google, intrapreneurship emerges as a potent catalyst for
securing distinct competitive advantages.

EVNHANOI, as a public sector entity responsible for electricity distribution in Hanoi, grapples with
mounting electricity demand and the imperative to enhance operational efficiency. By cultivating
intrapreneurial endeavors, EVNHANOI can harness the ingenuity of its workforce to confront these
challenges head-on. Intrapreneurs within the company could devise innovative approaches, such as
harnessing renewable energy sources or optimizing the efficiency of the power grid. These intrapreneurial
solutions can not only enhance the sustainability of energy provision but also bolster the company's
competitive standing within the utility sector.

Conversely, Google, a private sector technology titan, continually pioneers new frontiers in innovation and
product development. It nurtures intrapreneurial fervor through initiatives like the "20% time" policy,
granting employees the latitude to dedicate a fraction of their work hours to projects aligned with their
passions (Pallister, 2023). This dynamic has catalyzed the birth of game-changing products and services,
exemplified by Gmail and Google Maps. By fostering intrapreneurship, Google attains a competitive edge
by consistently introducing groundbreaking offerings, thereby reinforcing its position as an industry leader.

In summation, the integration of intrapreneurial spirit—whether in a public utility enterprise like

EVNHANOI or a tech juggernaut like Google—confers a distinct competitive advantage by fueling
innovation, engendering solutions tailored to specific challenges, and enabling a responsive approach to
evolving industry dynamics. The proactive cultivation of intrapreneurship resonates as a formidable strategy
for securing enduring success in distinct organizational contexts.

4.4. The issues facing intrapreneurs in the public sector and corporate organizations and the need for
developing intrapreneurship in those organizations.
According to Business Innovation (2023), in both the public sector and corporate organizations,
intrapreneurs grapple with a range of challenges that can impede their innovative pursuits. These challenges
encompass:

Lack of Management Support: The realization of intrapreneurial initiatives hinges on management's

endorsement and encouragement. Without leadership backing, employees may not feel empowered to take
risks or explore new ideas.

Bureaucratic Hurdles: The bureaucratic intricacies within organizations can stifle intrapreneurial
endeavors, subjecting employees to layers of red tape and procedural complexities that hinder the progress
of their projects.

Resource Limitations: Successfully executing intrapreneurship requires significant resources in terms of

time, finances, and training. Organizations must be willing to invest to foster an environment conducive to
intrapreneurial growth.

Resistance to Change: Embracing innovative ideas may encounter resistance from employees who are
averse to change. Overcoming this resistance is pivotal to the successful implementation of intrapreneurial
initiatives.

Lack of Clear Vision: The absence of a well-defined intrapreneurship vision aligned with the organization's
overarching goals can lead to ambiguity, hindering the effective execution of initiatives.
Training and Development Gaps: For intrapreneurship to flourish, employees must be equipped with the
necessary skills and knowledge, spanning innovation, risk management, and project execution.

Amidst these challenges, intrapreneurship holds immense potential as a tool for driving innovation and
progress in both the public sector and corporate landscape. Its merits include fostering a culture of
innovation and creativity, driving efficiency enhancements, attracting and retaining top talent, and
cultivating a more engaged and productive workforce.

To harness these benefits, organizations should consider fostering a culture of innovation and risk-taking,
allocating the required resources, dismantling bureaucratic barriers, acknowledging and celebrating
successes, and offering mentorship and coaching to intrapreneurs. The creation of a network among
intrapreneurs further nurtures a collaborative environment for learning and mutual support. By surmounting
the obstacles and capitalizing on the opportunities intrapreneurship presents, organizations stand to unlock
its potential for lasting growth and advancement (Business Innovation, 2023).

In addition to the common challenges faced by intrapreneurs, EVNHANOI and Google encounter specific
obstacles rooted in their distinct organizational contexts. EVNHANOI operates within the public sector,
subject to unique regulations and priorities, while Google navigates the private sector landscape with greater
flexibility for innovation and risk-taking.

Despite these distinct challenges, intrapreneurship remains a potent asset for both EVNHANOI and Google.
Embracing intrapreneurial initiatives empowers these entities to harness the imaginative potential of their
employees, leading to the creation of novel products, services, and business paradigms, thereby fortifying
their competitive positions.

To illustrate, EVNHANOI could harness intrapreneurship to devise innovative methods for renewable
energy generation or the enhancement of its power distribution efficiency. On the other hand, Google's
intrapreneurs could pioneer fresh avenues like personalized search results or enhanced accessibility for
individuals with disabilities.

The necessity of cultivating intrapreneurship within EVNHANOI and Google is unequivocal. By

surmounting the respective challenges and incorporating intrapreneurship, these organizations stand to
unlock manifold advantages.
According to Putnam (2021), for optimal implementation of intrapreneuship, the following guidelines are
instrumental:

Foster an Innovative Culture: Establish an environment that encourages risk-taking and innovation,
fostering a culture where employees feel unencumbered to experiment and ideate without apprehension of
failure.

Resource Allocation: Allocate resources including time, finances, and training to empower intrapreneurs,
ensuring they have the essential tools to translate their visions into impactful outcomes.

Mitigate Barriers: Eliminate bureaucratic roadblocks and administrative hurdles that can impede the
progress of intrapreneurial initiatives.

Acknowledge Achievements: Acknowledge and celebrate the successes of intrapreneurs, motivating them
and others to continue pushing boundaries.

Guidance and Mentorship: Provide mentorship and coaching from seasoned experts, offering invaluable
guidance and support to emerging intrapreneurs.

Encourage Peer Learning: Foster a network where intrapreneurs can exchange insights, share experiences,
and offer mutual assistance, bolstering collective growth.

Through aligning these strategies with their organizational goals, EVNHANOI and Google can effectively
harness the power of intrapreneurship to foster innovation, drive success, and remain at the forefront of their
respective industries.

5. Conclusion

In summary, the central purpose of this research report was to conduct a concise investigation with two
distinct objectives. Firstly, the intention was to assess the influence exerted by micro-enterprises, SMEs,
and large enterprises on the economy. Subsequently, the study sought to examine the importance of
intrapreneurship within both public and private organizations. Furthermore, it was imperative for the author
to provide informed suggestions for particular business ventures based on pertinent data.

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