8-elements-ECOM

1.
Value proposition
 Convenience to purchase
 Beautiful, good quality
 Trendy, modern fashion
 Symbolic of Vietnamese culture and cuisine
- Personalization/Customization:
 Receive designs according to customer requirements
 Personalize the website according to the available data of the customer
- Reduction of product search, and price discovery costs:

 Good price in the market
 Easy to search for information
- Facilitation of transactions by managing product delivery:

 Convenient payment system
 There is a 2-hour high-speed train
 Available online & offline
2. Revenue model
Income of VietVandal:
 Selling Tee Shirt products
 Gift packaging
 Self-delivery for express orders in 2 hours in the inner city
 Personal handwriting card
 Design on demand
 Print shirts with pre-made templates
3. Market Opportunities
Geographic: Major cities such as Ho Chi Minh City, Hanoi, Da Nang, Hue,... and
localities with tourism and culinary culture development.
Demographic:
 Age: 18-35 years old
 Gender: male and female
 Income: Medium and above
Psychographic:
 Values: Customers who love Vietnamese national culture (Vietnamese, overseas
Vietnamese, tourists, expatriate workers,...)
 Attitudes: Love, intends to actively promote and preserve the culture and
characteristics of Vietnam.
 Concern: Interested in supporting quality Vietnamese products, culture, and new
fashion.
 Lifestyle: Active, adventurous, and has a lifestyle that combines tradition and
modernity.
Behavioral:
 Intent: Customers want to look for products that clearly express Vietnamese
cultural identity, help them affirm their personality and national pride without
being suitable.
 Usage: Customers use it in daily life, going to work, going out, participating in
cultural events, traditional festivals, or traveling.
 Occasion: Holidays 30/4, 2/9, Tet, birthdays, travel,...
 Benefits: Expressing personality, making travel gifts, connecting the community
of Vietnamese culture lovers, contributing to cultural preservation, interesting
shopping experiences.
4. Competitive environment
 Direct competitors:
- Other online t-shirt shops also have Vietnamese cultural styles such as Saigonese Tee,
Vietnam, CVX, or Collective Saigon. These brands also focus on conveying Vietnamese
culture through T-shirt designs.
 Indirect competitors:
- Streetwear brands with international styles, such as Hanoi Riot, BoBui, or Saigon
Swagger. Although they do not specialize in Vietnamese culture, they also attract young
customers who are passionate about personal and unique fashion styles.
 Factors affecting the competitive environment:

 Number and scale of competitors: Vietnam's fashion market is increasingly vibrant
with new brands, small and medium-sized or large-scale, both domestic and foreign.
Some brands already have high brand recognition and are highly competitive in
terms of price, distribution channels, and marketing strategies.
 Market share rate: Although VietVandal is a new brand, with its uniqueness and
cultural value, it has the potential to attract a certain number of customers.
 Competitors' profits: Competitors ' profits affect their ability to invest in product
value (fabric quality, design uniqueness), marketing, and competitive strategies.
 Pricing strategy: Most Vietnamese t-shirt brands have an average price of 200,000
VND to 400,000 VND per product, suitable for the young and middle-income
customer segment. In addition, they also use pricing strategies such as discounts,
promotions, or high valuations to create a competitive advantage.
5. Competitive advantage
 Unique with cultural combination: Creative between fashion and cultural elements
typical of Vietnam. T-shirts are not only fashion products but also works of art
imbued with national identity. Each design will have its own story to help customers
connect with Vietnamese culture.
 Materials and production process: Environmentally friendly materials such as
organic cotton, and fabrics produced according to sustainable processes. In addition,
there are products with strong handcrafted features by embroidering on shirts by
local artisans.
 Good quality but still ensuring affordable prices, cheaper than competitors in the
same industry, same segment.
 Create seasonal, thematic, local collections: Combine promotion at tours, tourist
destinations.
6. Market strategy
 Media conveys the story of the brand and products through images and videos on
online platforms such as websites, social media (Facebook, Instagram, TikTok), and
e-commerce platforms (Shopee, Lazada).
 Direct advertising at fairs and events related to culture, cuisine, and fashion.
Connecting businesses in the tourism industry to collaborate and distribute products
to souvenir sales points at tourist destinations.
7. Organizational development
Functional Structure is necessary because this structure divides the company into
departments based on specific functions (e.g., marketing, finance, human resources). There
are some benefits of the Functional Structure: Specialization leads to increased efficiency
and clear roles and responsibilities enhance accountability. After the company becomes
more developed and stronger, we will transition from Generalists to Specialists.
8. Management team
Company Leaders need many factors that are suitable for the business, to run the business in
the most suitable direction and help the business develop further. How skilled managers are
can be a source of competitive advantage or disadvantage. The challenge is to find people
who have both the experience and the ability to apply that experience to new situations.
There are the requirements our company needs for a company's leader:
Fashion Industry Knowledge:
 Experience: Leaders should have a deep understanding of the fashion industry.
 Importance: This helps in making informed decisions, understanding market trends,
and navigating challenges.
Functional Expertise:
 Experience: Background in key functional areas such as finance, marketing,
operations, or human resources.
 Importance: Specialized knowledge allows leaders to make sound decisions and
guide their departments effectively.
Strategic Thinking:
 Experience: Involvement in strategic planning processes or project management.
 Importance: Leaders must be able to envision the long-term direction of the company
and align resources accordingly.
Financial Acumen:
 Experience: Familiarity with budgeting, financial forecasting, and performance
metrics.
 Importance: Leaders need to understand the financial implications of decisions to
drive profitability and sustainability.
Innovation and Adaptability:

 Experience: Background in developing new products, services, or processes.
 Importance: Leaders should be open to innovation and capable of adapting strategies
to changing market conditions.
Networking and Relationship Building:

 Experience: Strong professional network and experience in building relationships
with clients, partners, and stakeholders.
 Importance: Relationships can lead to new opportunities, partnerships, and insights
that benefit the organization.
-> Conclusion
In summary, effective leaders typically possess a blend of industry knowledge, leadership
experience, functional expertise, and strong interpersonal skills. Continuous learning and
adaptability are also crucial as they drive the company through challenges and opportunities
in an ever-changing business landscape.

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- Reduction of product search, and price discovery costs:

- Facilitation of transactions by managing product delivery:

 Factors affecting the competitive environment:

Innovation and Adaptability:

Networking and Relationship Building:

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