Tiêu đề DBIZ 1_Group E_Customer Profiling Report (1).pdf ✅

1 FOREIGN TRADE UNIVERSITY VJCC INSTITUTE - - - - - -***- - - - - - DIGITAL BUSINESS PROJECT I (DBIZ I) CUSTOMER PROFILING REPORT GROUP E 2312560030 – Nguyễn Hải Minh – Project Manager 2313560028 – Thái Hoàng Mai – Communication 2312560033 – Bùi Bích Ngọc – Cost 2312560035 – Nguyễn Mai Phương – Quality 2312560025 – Hồ Hà Linh – Resources 2211560023 – Nguyễn Linh Chi – Risks Customer Project Manager Hanoi Museum Nguyễn Hải Minh Hanoi, May 22, 2025 Commented [1]: Dear Team E, Thank you for your report. Please find below the general feedback and read through the report for detailed comments. Overall, the report demonstrates a good efforts of analysing the organisation and its issues. The report’s strength lies in its succinctness, which would be suitable for time-poor readers. However, this is also one of its major weaknesses. Throughout the report, several information were provided yet analysis were done superficially or lacked details. The report largely focused on presenting facts, then providing one to two sentences to briefly analyse without critical discussion. This report should have demonstrated your analytical and critical thinking as well as research skills, which have not been adequately indicated. Furthermore, the team should have applied theories and frameworks more extensively, especially those provided in this course. Importantly, your report does not have any in-text citations. It is extremely difficult to identify which parts were drawn from other sources, and which parts were your own interpretation and analysis. Without in-text citations, you are in serious risk of plagiarism. To improve in the next report, the team must ensure that each section of the report strongly supports each other and flows smoothly from one to another. The report should constantly signpost to the audience its main objectives and development by, for example, using paragraphs to summarise long sections to help the audience grasp the takeaways as the report moves forward. The group has to also further incorporate evidence into arguments, moving beyond merely presenting facts towards critically analysing them. Research should expand beyond non-academic sources to include academic sources (e.g., research articles) from high-quality journals to comprehensively substantiate your arguments. Each paragraph should be self-contained, opening with a topic sentence and concluding with a summarising sentence. Referencing has to strictly comply with APA7th, both in text and in the reference list. Once again, thank you for your report and please feel free to reach out if you have any questions.
1 TABLES OF CONTENTS A. 1 B. 3 1. Organization overview 3 1.1. Legal & identity 3 1.2. Industry/Field of operation 3 1.3. Functions, tasks and powers 3 1.4. Organization areas 4 1.5. Website, social-media channels 4 1.6. Key milestones & Development history 4 1.7. Organizational structure (and human resources) 5 1.8. Charter capital and owners’ equity 5 1.9. Key financial indicators for 2020 – 2024 6 2. Organization analysis 6 2.1. Macro- and micro-external environment 6 2.1.1. Macro environment analysis (PESTLE Framework).....................................6 2.1.2. Micro environment analysis (Porter’s Five Forces) .......................................8 2.2. Internal environment 10 2.3. SWOT analysis 12 2.4. Key competitors and their positioning 13 2.5. Organization mission, vision, core values, goal and objectives 14 2.6. Development orientation 15 2.7. Business strategy 16 2.8. Business model canvas 16 2.9. Key success factors 18 2.10. Top risks 18 3. Pain points and needs to be addressed by our group 18 C. 21
1 A. Executive Summary This report presents a comprehensive customer profiling analysis of the Hanoi Museum, a key public institution under the Hanoi Department of Culture and Sports. Opened in 2010 to mark the millennial celebration of Thang Long - Hanoi, the Museum has since evolved into both a cultural archive and a creative hub, reflecting Vietnam’s rich heritage while embracing the demands of a digital future. The analysis begins with an in-depth organizational overview, outlining the museum’s legal foundation, governance structure, and strategic direction. As a government- funded, non-business entity, the Hanoi Museum operates with a dual mandate: to preserve the historical legacy of the capital and to foster public education through exhibitions, research, and creative activities. The museum currently houses a vast collection of over 70,000 artifacts and is recognized not only for its cultural value but also for its distinctive inverted pyramid architecture, inspired by the traditional Vietnamese conical hat. Despite its strong foundations and cultural significance, the museum operates within a complex environment marked by evolving visitor expectations, limited financial flexibility, and the growing need for digital transformation. The macro-environmental analysis, guided by the PESTLE framework, highlights supportive national policies for digital education and smart tourism, offering fertile ground for innovation. However, challenges such as budget constraints, regulatory complexity, and infrastructure gaps also pose real constraints to growth. At the micro level, the Hanoi Museum faces moderate competition from private creative spaces and digital content platforms, which offer increasingly interactive alternatives to traditional museums. While the Museum benefits from its public backing and heritage status, it must compete for attention in a fast-changing cultural landscape, especially among younger, digitally native audiences who seek personalized, immersive, and shareable experiences. Internally, the museum exhibits clear strengths, including a dedicated professional team, well-defined departmental structure, and alignment with Hanoi’s cultural development goals. However, gaps in digital capacity, communication expertise, and interdepartmental coordination limit its ability to fully engage the public or scale its impact. These insights are further synthesized in a SWOT analysis, which underscores the institution’s unique position at the intersection of history, education, and innovation, while also pointing to untapped potential in areas such as service diversification, digital
2 outreach, and creative collaboration. In response to these challenges and opportunities, the report introduces a visitor- centered digital engagement strategy developed by our project team. This solution is designed around the key functional, emotional, and social “jobs-to-be-done” identified through the museum’s current limitations. Features include an interactive 2D map to improve navigation, audio storytelling to enhance the interpretive experience, an AI- powered multilingual chatbot for real-time assistance, and a gamified checkpoint system that rewards full engagement with a personalized digital artwork. These tools not only support visitor autonomy and learning but also strengthen the museum’s image as a modern, inclusive, and forward-thinking institution. Ultimately, this report offers a roadmap for the Hanoi Museum to transition from a traditional exhibit-based model to a more interactive, technology-enhanced experience. Through thoughtful integration of digital tools, storytelling, and stakeholder collaboration, the museum has the opportunity to deepen public engagement, attract new audiences, and reinforce its role as a cultural anchor in a rapidly evolving city. More than a custodian of the past, the Hanoi Museum is poised to become a dynamic space where history meets creativity and where every visit becomes a memorable journey into Hanoi’s living heritage. Commented [2]: Please refrain from using first person pronouns in academic writing, except in those specifically requiring you to do so (e.g., reflection)