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Beau Agency Vietnam - Creative Portfolio 2019

beau agency
September 22, 2019

Beau Agency Vietnam - Creative Portfolio 2019

Founded in 2012, Beau has appeared on the market under the name Beau Creative - specializing in providing innovative services such as website design, brand identity and marketing, advertising. After 06 years in the international market, we have more than 6000 satisfied customers. In March 2017, Beau officially changed our focused priority to Vietnam market.
We have experience in implementing projects for many large domestic and foreign corporations, enterprises in many fields such as finance, banking, F&B, education, communication. Our significant projects can be listed as Viettel, Maritime Bank, Techcombank, Vietinbank, KitchenArt, Golden Gate Group, PascoeVale Girl College (Victoria - Australia), L’Espace, FPT ....

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September 22, 2019
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  1. 1. About us 2. Portfolio Chiến lược số Thiết kế

    thương hiệu Ấn phẩm xuất bản 09 03 50 65 72 3. Contact
  2. BEAU AGENCY PORTFOLIO 4 Young - Enthusiasm - Creative. Desire

    to create the perfect, subtle and breakthrough products. That’s us, Beau Agency. 01 BEAU AGENCY PORTFOLIO 4 Founded in 2012, Beau has appeared on the market under the name Beau Creative - specializing in providing innovative services such as website design, brand identity and marketing, advertising. After 06 years in the international market, we have more than 6000 satisfied customers. In March 2017, Beau officially changed our focused priority to Vietnam market. We have experience in implementing projects for many large domestic and foreign corporations, enterprises in many fields such as finance, banking, F&B, education, communication. Our significant projects can be listed as Viettel, Maritime Bank, Techcombank, Vietinbank, KitchenArt, Golden Gate Group, PascoeVale Girl College (Victoria - Australia), L’Espace, FPT ....
  3. BEAU AGENCY PORTFOLIO 5 Core Value. We believe in the

    extraordinary power of design. Leveraging the potential of technology, Beau cre- ates a pinoneering and innovative ways of thinking, observing and executing things out of the common framework. We understand the parallel between inspiration and thinking in terms of creation. Creativity, to us, is the beginning and destination of thinking, a process of construction and development through many stages. That understanding, together with work experience, is the key to making Beau create a scientific, struc- tured, and clear working process. We deliver meaning and value to each project. Focusing on our customers, we expects the achieve- ment not only reflects in the outcome product, but also benefits the consumer, for us and for the com- munity in the long run. 01 Design thinking Creative philosophy Value-driven approach
  4. BEAU AGENCY PORTFOLIO 6 Our Services. Editorial Design Digital Strategies

    Branding 3 1 2 We offer digital solutions with professional design, modern technology, optimized user experience and user-friendliness on every device. In a chaotic market where products and services lack their identity, we will bring a difference to your busines. Your brand will always appear first in the minds of customers. We offer editorial design service for enterprises’ busi- ness and promotion, such as company profiles, annual reports, sales-kit. 01
  5. BEAU AGENCY PORTFOLIO 7 01 Our partners. During our 06

    years of operation, Beau Agency has gained trust from many businesses from various fields, such as Viettel, Maritime Bank, Techcombank, MBBank, PVCombank, VNPay, etc. This is a motivation as well as a challenge for us to constantly create and accomplish ourselves every day. years of operation satisfied customers 06 6000
  6. BEAU AGENCY PORTFOLIO 9 Digital Strategies Website Design · Digital

    Conversion Model Consultancy · User Experience Consultancy · Ecommerce System Con- struction · Webapp Development · Landing page & Micro- site Design · Starlake Apartment Website -22 · B&A Website -30 · PVComBank Website -14 · Picenza Corporate Website -18 · Maritime Bank Internet Banking -12 · Bao Viet Life Website -10 · Mundo Travel Website -38 · My Viettel 3.0 Application -34 · La Luna Resort Website -20 · Luxury Travel Website -26 · HaiAu Aviation Website -42 · Covaco Application -32 · Viettel Post Web App -16 · MyCar Application -40 · Mude Sport Website -36 · VNPayment - eCommerce Payment Solution -44 · MTBIT- Cryptocurrencies Trading Web App -24 · SOS Environment Website -46 · Emeraude Cruise Website -48 · BTEC FPT Website -28 2.1 9
  7. BEAU AGENCY PORTFOLIO 10 Bao Viet Life Website . As

    the first company to issue life insurance contracts in Vietnam market since 1996, Bao Viet Life is now one of the few Vietnamese life insurance enterprises that has a long history of operation and increasingly affirmed its leading market position. Currently, Bao Viet Life is providing customers with 50 types of products to meet the needs of financial protection and investment of Vietnamese people. Client Date Published BAO VIET LIFE JUNE 2019 Service WEBSITE | UI UX
  8. Bao Viet Life Website. Client Date Published Website BAO VIET

    LIFE JUNE 2019 msb.com.vn Service WEBSITE | UI UX
  9. BEAU AGENCY PORTFOLIO 12 eBanking Maritime Bank . The project

    started in the summer of 2015, as a collaboration between Beau Agency and project development team from MSB and M1Tech. The project goal was to launch an user-friendly Internet Banking System and Mobile App. To achive this goal, we carefully took research and analysis customers’ demand as well as banking products that MSB were offering. We also took reference to local and regional banks that shared the same consumers’ behavior. Based on this review, in February 2016, we had come up with a more simple structure, optimized the function progress and utilities such as calendar settings, invoice & bill management, history review & transaction queries. Client Date Published MARITIME BANK JUNE 2016 Service Website EBANKING | UI UX msb.com.vn
  10. BEAU AGENCY PORTFOLIO 14 PVCombank Card Center . PVcombank is

    taking a breakthrough to offer customers a more convenient transaction flow. Beau Agency team was entrusted to consult and deploy their official website. After a period of in-depth market research, we provided PVcomBank with the best options: a website with a clear sitemap and information system, as long as many modern features that enhance customers’ interactivity and experience. This website were proudly awarded by Asian Banking and Finance as “Website of the Year - Vietnam 2016”. Client Date Published PVCOMBANK JUNE 2015 Service WEBSITE | UI UX
  11. BEAU AGENCY PORTFOLIO 16 Viettel Post Web App . Viettel

    Post is one of the leading postal company in Vietnam, with a new goal is to bring the most convenient and the best experience to customers, by improving their website application. We, Beau Agency, are honnored to be trusted by Viettel Post to redesign the webapp. Beau has helped recreate the webapp a completely new and user-friendly appearance. Information and display was restructered, better support user flow. Features were thoroughly improved, from layout to navigation. These changes has trully helped improve the webapp performance. Client Date Published VIETTEL POST DEC 2018 Service WEB APP | UI UX
  12. BEAU AGENCY PORTFOLIO 18 Picenza Corporation Website . Picenza brand

    appeared for the first time in Vietnam market in the years of 1999-2000 after nearly 15 years of operation, Picenza Vietnam Group has achieved very proud achievements in expanding production scale. export as well as in the field of commercial business with the agent system spread across 64 provinces and cities of Vietnam. Client Date Published PICENZA May 2019 Service Website WEBSITE | UI UX picenza.com.vn
  13. BEAU AGENCY PORTFOLIO 20 Laluna Resort Website . With Beau

    Agency supporting, the Swisstouches La Luna Website has become the online representative of La Luna hotels & resorts, which impresses customers from the style to the professional operation. The design follow the minialism but refined details that express the luxuriance of the hotel. Besides creating excellent customers experience of the appearence, we combine a CMS - Customers Management Service application which support a big deal to La Luna in terms of their customers relations. Client Date Published LALUNA RESORT SEP 2018 Service WEBSITE | UI UX
  14. BEAU AGENCY PORTFOLIO 22 Starlake Apartment Website . Sparkling like

    the stars reflecting on the lake, Starlake Website is the dedication of our team, Beau Agency, for more than a month of hard work. Aiming to an aesthetic appearance and excellent user experience of a real estate website, we not only strive to sharpen each design element but also insert the most optimal technology highlights into it. Client Date Published STARLAKE MAY 2018 Service Website WEBSITE | UI UX apartment.starlake-hanoi.com
  15. BEAU AGENCY PORTFOLIO 24 MTBIT Web App . MTBIT is

    a global service provider of blockchain technology, offers blockchain systems such as digital asset trading solutions, wallet SaaS service solutions, and customized public blockchain service for enterprises. Based on the incessant iteration by massive and booming business, MTBIT has the ability to provide secure, stable, reliable, and worldwide one- stop service from fundamental framework to elaborate operation. Client Date Published MTBIT Feb 2019 Service Website WEB APP | UI UX mtbit.com
  16. BEAU AGENCY PORTFOLIO 26 Luxury Travel Website . Luxury Travel

    Ltd. was founded in 2004 by Mr. Pham Ha, passionate traveler and entrepreneur. With more than 15 years of experience in the travel industry, he is a keynote speaker and luxury travel expert in Vietnam and around the globe. When Pham Ha saw the need for a tour company offering services that would specialize in high-end travelers, he didn’t hesitate for long. That’s how the idea of creating a travel company with an emphasis on ultra-luxurious experiences, privately guides and bespoke holidays came to life. As a lover of Arts, Writing, History and Culture, Pham Ha created personalized tours with an immersive approach to traveling. Luxury Travel specializes in custom-made holidays. We provide high-end services for leisure travel, business travel and MICE serving a wide range of luxury travelers from 1 to 1000 people. Client Date Published LUXURY TRAVEL JUNE 2019 Service WEBSITE | UI UX
  17. BEAU AGENCY PORTFOLIO 28 BTEC FPT Website . BTEC FPT

    International College was established on the basis of a link between FPT Education and Pearson Educational Foundation - UK, which is recognized as the official BTEC HND training school at Vietnam, which aims to: (1) Deploy the international standard college career program, and also a low-cost program to leading universities in the UK, USA, Australia, Singapore, Japan ... as well as universities at Vietnam. (2) Training high quality human resources specialized in Information Technology, Business Administration, Graphic Design and other sectors for the global integration phase. Client Date Published BTEC FPT MAY 2018 Service Website WEBSITE | UI UX btec.edu.vn
  18. BTEC FPT Website. Client Date Published Website BTEC FPT MAY

    2019 btec.edu.vn Service WEBSITE | UI UX
  19. BEAU AGENCY PORTFOLIO 30 B&A Website . Since 2015 B&A

    has been trusted by both SMEs and big corporations in Vietnam as well as in the region thanks to the creativity, the quality and the effectiveness that we always bring to clients. That, in turn, is the result of the ampersand (&) connecting diverse ideas and people. Client Date Published B&A AGENCY MAR 2018 Service Website WEBSITE | UI UX bna.com.vn
  20. BEAU AGENCY PORTFOLIO 32 Covaco Application. As a Marketing Agency

    with high seniority and own a community of nearly 5000 KOLs at all scale, ITBiz, with consultation from the creative team of Beau Agency, has developed Covaco - the application for connecting and managing KOLs. This flatform helps increasing your business performance at a minimal cost, as well as improving KOLs experience and attract more to join the marketing market. The outstanding features including user categorize, searching engine, reward system and more to be developing. Date Published Client OCT 2018 IT BIZ Service MOBILE APP
  21. BEAU AGENCY PORTFOLIO 34 My Viettel 3.0 Application . With

    over 5 million users, My Viettel has proven its utility. However, to enhance the application’s user-friendliness and benefits, in each version, My Viettel design team always try to update the new features. In this 3.0 version, Beau Agency teamed up with Viettel product development team to accomplish the interface as well as functions and offer customers better experiences. Client Date Published VIETTEL AUG 2017 Service MOBILE APP
  22. BEAU AGENCY PORTFOLIO 36 Mude Sport Website . The web

    design and development project for Mude Sport was successfully deployed with the cooperation of Beau Agency team and WeCreate. Understanding the brand guideline and the core values that Mude wants to send, we have launched a website that accurately communicates the spirit of customer-oriented and at the same time maintain the style, professional and bespoke. The website appears in black and white color for optimal display of the unique details of the product. In addition to the user-oriented values, the site also brings great media effectiveness to Mude. Client Date Published MUDE SPORT OCT 2018 Service WEBSITE | UI UX
  23. BEAU AGENCY PORTFOLIO 38 Mundo Asia Travel Website . Mundo

    Asia Travel is one of the pioneers in exploring the tourism industry within Asia with more than 20 years of experience. In February 2018, we received a request from Mundo to create a website where customers could directly select and book tours to their favorite places. Our solution was a website with simple, modern visuals, emphasis on the destinations and travel experience, and could be responsive on a variety of devices such as PC, laptop, mobile, ... Client Date Published MUNDO MAY 2018 Service WEBSITE
  24. BEAU AGENCY PORTFOLIO 40 MyCar Application . MyCar is an

    useful application that helps you control everything on your car. Our idea is to offer a solution to some basic needs of cars’ owners: parking, car status updates, trip history, directions , maintenance schedules. They can also update information such as gasoline bills, fine notes, etc. The interface of MyCar is believed to be modern and clean with a simple user flow. Client Service FOR TELECOM MOBILE APP | UI UX Date Published JUNE 2017
  25. BEAU AGENCY PORTFOLIO 42 Hai Au Aviation Website . Hai

    Au Aviation Website design brings the message of freedom and elegant experience from Beau Agency team to the mind of the user, like a airplane hovering over Ha Long Bay. Paying attention to meticulous details in our design, together with our customers, we have delivered our passionate in order to impress users with the most advantage experience when using this website. Client Date Published Website HAI AU FEB 2018 seaplanes.vn Service WEBSITE
  26. BEAU AGENCY PORTFOLIO 44 VNPayment - eCommerce Payment Solution .

    VnPayment is a payment solution for e-commerce websites, which provides a fast, modern and secure payment method for e-commerce activities. The home page is designed with a landing page layout with a wide range of content. User flow is ensured to optimize customers’ experience. Website is responsive on all devices like PC, tablet and mobile. Besides, the visual effects on the page offer interest feelings for customers. Client Date Published VNPAY FEB 2015 Service PAYMENT SOLUTION
  27. BEAU AGENCY PORTFOLIO 46 SOS Environment Website . SOS Environment

    is one of the leading Vietnamese companies operating in the field of environmental problems, providing equipment and training for complex pollution treatment. This new website of SOS Environment is a distinct concept that breaking the standard of industrial website design. More than a website, it is the heart of our team Beau Agency. Client Date Published SOS ENVIRONMENT JAN 2018 Service WEBSITE | UI UX
  28. BEAU AGENCY PORTFOLIO 48 Emeraude Cruise Website . Emeraude decided

    to put their trust in Beau Agency so that we could offer them the best website solution. This is also our first website project for a travel company. At the urgency of our customer, we had tried our best and satisfied all the requirements from Emeraude. Client Date Published EMERAUDE CRUISE MAY 2015 Service WEBSITE | UI UX
  29. BEAU AGENCY PORTFOLIO 50 Branding Market Research · Strategy Consultancy

    · Concept Estab- lishment · Brand name Advisory · Brand Identity Develop- ment 2.2 · The Ann Hotel -64 · Apricot Hotel -63 · Wonder - Family Creative Space -59 · Doan -57 · Haan Corporation -55 · The Han Hotel -53 · BTEC FPT 2019 Campaign -51 · MIC 10 years -61 50
  30. BEAU AGENCY PORTFOLIO 51 BTEC FPT 2019 Campaign . BTEC

    FPT International College was established on the basis of a link between FPT Education and Pearson Educational Foundation - UK, which is recognized as the official BTEC HND training school at Vietnam, which aims to: (1) Deploy the international standard college career program, and also a low-cost program to leading universities in the UK, USA, Australia, Singapore, Japan ... as well as universities at Vietnam. (2) Training high quality human resources specialized in Information Technology, Business Administration, Graphic Design and other sectors for the global integration phase. Client Date Published BTEC FPT MAY 2018 Service KEY VISUAL
  31. BEAU AGENCY PORTFOLIO 53 The Han Hotel . The Han

    Hotel was born, as a small corner to cherrish our Hanoi memories. Somewhere in the space of the hotel, you will find a small balcony with little bougainvillea flowers, some pictures of Hanoi old streets, or simply just a few small bricks that recall to the old house back to the 80s subsidy period. That is the first impression of the brand The Han Hotel. Client Date Published THE HAN HOTEL APR 2017 Service BRANDING
  32. BEAU AGENCY PORTFOLIO 55 Haan Corp . After the meeting

    with Haan Corp’s CEO back to 2017, we were not only shared the story of their business establishment, but also understood the feelings of how he aimed towards innovation and creativity. After years of hard work, bringing a strong orientation to practical value for society, Ha An’s logo and brand identity from the early days were not strong enough to tell the long story or the spirit of Ha An people. From this sharing, we, Ha An and Beau Agency, had come to the decision to conduct a new brand identity concept and the website design. Client Date Published HAAN CORP APR 2017 Service BRANDING
  33. Doan . The brand story of DOAN has been visualized

    by the Beau Agency team and conveyed to each design. We help the brand to create a focal point, marking deeply in the customer’s impression, from the clean, soft details in the design of the brand logo, to the pastel neutral color that brings pure feelings in accordance with the message: Effortless Beauty. Client Date Published DOAN OCT 2018 Service BRANDING
  34. BEAU AGENCY PORTFOLIO 59 Wonder is a creative art space

    for families, especially for kids, where together they can explore the world of academic art as well as connect and relax. Our mission is to research and conduct the right solution of visual identity for the brand. Since the concept of creative art space for kids and families is rather new in Vietnam, the project is considered to be challenging. We ended up developing a brand that offers an elegant but also naive feeling through the use of color and illustrated elements. Client Date Published WONDER MAY 2018 Service BRANDING Wonder - family art space .
  35. BEAU AGENCY PORTFOLIO 61 MIC - 10 year anniversary .

    Within a decade of establishment and development, from an insurance company that only provides products to the military, the MIC Military Insurance now covers almost all insurance sectors. Together with the ongoing efforts of Beau Agency team, the identity and media publications of the “MIC - 10 Years of Trust Building” event have been completed. A solid, confident but equally attractive feeling is what we deliver in this design. As a storyteller, the story of 10 years of building, developing, and building trust from our clients is hidden in each of our media publications. Client Date Published MIC INSURANCE JUNE 2017 Service BRANDING | MARKETING
  36. BEAU AGENCY PORTFOLIO 63 Apricot Hotel . Located on Hang

    Trong Street, with a view of the ancient Ho Guom Lake, the Apricot Hotel is the ideal place for travelers to discover the essence of Vietnamese culture and art. Apricot is known as the first and only 5-star hotel in Vietnam, created by a combination of fine art and local classical French architecture. Client Date Published APRICOT HOTEL OCT 2014 Service BRANDING
  37. BEAU AGENCY PORTFOLIO 64 The Ann Hotel . With a

    prime location in the center of Hanoi, The Hanoi Hotel Hanoi is proud of their elegant architecture and professional staffs. The Ann Hanoi is an harmony between classic and modern in the heart of the capital, with charming space but no less modern and dynamic. Client Date Published THE ANN HOTEL 2014 Service BRANDING
  38. BEAU AGENCY PORTFOLIO 65 Editorial Design Company Profile · Portfolio

    · Annual Report · Sales kit · Catalogue · Publishcation Design 2.3 · HNX Annual Report -66 · Vietnam Cultural Industry -68 · Kitchen Art Magazine -70 65
  39. BEAU AGENCY PORTFOLIO 66 HNX 2017 Annual Report . At

    the end of 2017, we were trusted by HNX - Hanoi Stock Exchange, to design their 2017 Annual Report. The main key visual used in the Annual Report is inspired by the sparkline chart, which shows the fluctuations as well as the rise in the Stock exchange market over the last year. Client Date Published HNX AUG 2018 Service EDITORIAL DESIGN
  40. BEAU AGENCY PORTFOLIO 68 National Strategy for the Development of

    Cutural Industries in Vietnam . The National Strategy for the Development of the Cultural Industry of Vietnam is a publication of VICAS - Vietnam Institute of Culture and Arts Studies. The publication has a vision to support the development of businesses and cultural institutions, in order to promote the cultural industry in Vietnam in general. The publication includes a number of studies and expert papers, with supports from UNESCO and British Council. Client Date Published VICAS 2014 Service EDITORIAL DESIGN
  41. √ In a world of globalization and increasing interdependence, a

    confident and connected cultural industries sector can operate as a strategic asset for international development policy and strengthen national distinctiveness. The cultural industries can also play a vital role in giving a more contem- porary, progressive identity for a nation. √ With a focus on cultural excel- lence and entrepreneurialism, the cultural industries is a proficient tool for the growth, innovation and competitiveness of the economy, enabling culture to become an important element of trade and international competitiveness, helping Vietnam to build a strong creative economy made up of high value and value-adding jobs. √ The cultural industries can strengthen social cohesion through the increased participation of diverse communities in cultural activities and via more professional and entrepreneurial cultural infrastructure and organisations. √ The cultural industries can provide excellent opportunities to nurture talent and support sustaina- ble employment. This includes generating high value employment √ The Vietnamese cultural sector is not fit for purpose and is in need of major reform: it is too subsidy-de- pendent and lacks a sustainable blend of investment sources; it suffers from issues of low pay and low morale; management and entrepreneurial skills are weak; digital technology has not been widely adopted; and it does not have the capacity or means to build strong and deep relationships with audiences / markets who increas- ingly demand excellence and distinctiveness. In addition, cultural Why vietnam needs a cultural industries strategy Our Definition Of The Cultural Industries 1.1 Although multi-faceted reform has been conducted in Vietnam for nearly twenty years, at the present time, the development of culture has not yet kept speed with economic development. In particu- lar, the cultural industries have not yet been considered a priority sector and thus the demands of building a genuinely developed society are still to be met. Cultural products and services of Vietnam in general are still poor, and have not fulfilled the diverse and changing demands of the domestic market, created distinctive competitive advantages, or reached out and connected with international markets. In the meantime, foreign cultural goods have had a very strong influence on Vietnamese markets, especially media products. Cultural Industries: Driving A New Phase Of National Development 1.2 POSITIVE DRIVERS (OPPORTUNI- TIES TO PURSUE): NEGATIVE DRIVERS (CHALLENGES WE NEED TO OVERCOME) (e.g. in digital media activities), which can contribute significantly to national GDP, and help to transform the fortunes of specific places – e.g. via creative clusters in our cities and through stronger cultural organisa- tions in our rural areas. √ The cultural industries can be a provider of value-adding ‘spillover effects’ – e.g. a strong and dynamic cultural industries sector is a key attractor to contemporary patterns of cultural tourism; a strong design sector can lift the innovation capacity of the manufacturing and services sector; and growth in digital content businesses opens up new international markets for other sectors. governance is too complex, with unnecessary duplication and a lack of coordination in all areas of Government. √ Too many talented people are not reaching their potential – with the education sector not providing the range of creative skills and perspec- tives critical for success in the cultural industries. The cultural workforce is also not accessing the necessary skills and professional development for ongoing adapta- tion to new business and organisa- tional models for the cultural industries. √ Issues of copyright infringement, bureaucracy and censorship combine to reduce confidence and stifle entrepreneurialism in culture, which in turn reduces the capacity of the sector to deliver value to the economy and society. √ Vietnam is significantly behind other comparable countries in the governance and support environ- ment for the cultural industries: if we are to move into a new phase of economic competitiveness and socialization, we need to move quickly toward a coherent and committed approach to the cultural industries. One positive interpretation of this situation is that the cultural market in Vietnam is still in its infancy. Cultural resources and the talent in Vietnam have not yet been effectively mobilised to bring about direct and added values. So there is much to play for. This Strategy for the Development of Cultural Industries in Vietnam to 2020, Vision to 2030, is a crucial governmental management tool, and strategic action with the aims of reviving Vietnamese culture in a new historical period of modernisation, market liberalization and internation- al integration. The development of cultural industries is a part of the process of Vietnamese development overall: to keep pace and in some instances set the pace for culture-led economic and social development. Each nation defines the cultural industries slightly differently. This is because it is important to focus on activities which have a particular relevance to the local context. It is also because the relationship between the traditionally subsidised cultural sector and the more commercially driven creative industries, varies. In Vietnam, where there is a strong historical commit- ment to state subsidy for culture, plus a diverse arts sector across the country, we have made the decision to focus on a definition of the cultural industries which includes the full range of artistic creation activities; and we have linked these to activities of production, distribution/- dissemination, and consumption/ex- perience. We call these ‘value chain activities’ for the cultural industries. Overall, we have identified 13 sub-sectors which are of central importance for the cultural industries –in Vietnam: (1) Advertisement, (2) Architecture, (3) Crafts, (4) Design (Fashion Design, Product Design, Communication Design, interior and landscape design) (5) Film and Video, (6) Publishing, (7) Software and Interactive Entertainment Games, (8) Electronic Publishing, (9) Music, (10) Performing Arts, (11) Visual Arts, (12) Television and Audio Broadcasting, (13) Cultural Tourism (inclusive of relevant institutions such as muse- ums). Some of the above sub-sectors sit under the jurisdiction of the Ministry of Culture, Sport and Tourism (MoCST), while others are the concern of different Ministries, for example, the sub-sectors of Software and Interactive Entertainment Games, Electronic Publishing and Television and Audio Broadcasting are under the jurisdiction of the Ministry of Information and Commu- nications; the sub-sector of Architec- ture is under the authority of the Ministry of Construction. In addition, all of these sub-sectors are of relevance to the Ministry of Educa- tion and Training and Ministry of Industry and Trade: they depend on a high quality education for their talent and they all contribute to the economic development and wellbe- ing of the country. It is important therefore for this Strategy to mark a new phase of productive partnership between the ministries of Govern- ment: so that the cultural industries are supported in a joined-up and holistic way. This is the approach of other successful cultura industries strategies – e.g. the approach in Singapore is for a pan-departmental approach where culture is positioned as a central platform for economic growth, social development, innovation and tourism. NATIONAL STRATEGY FOR THE DEVELOPMENT OF CULTURAL INDUSTRIES IN VIETNAM TO 2020, VISION 2030 Page 07 NATIONAL STRATEGY FOR THE DEVELOPMENT OF CULTURAL INDUSTRIES IN VIETNAM TO 2020, VISION 2030 Page 06 National Strategy for the Development of Cutural Industries in Vietnam. Client Date Published VICAS 2014 Service EDITORIAL DESIGN Top Five Threats to the Vietnamese Cultural Industries Lack of action and inertia from Government and partners. Current approaches to governance, invest- ment, management and regulation are seriously hampering cultural industries development and it is more difficult for cultural talent to prosper in Vietnam than many SE Asian countries. For the cultural industries to grow and play a value-adding role for Vietnam, real commitment and vision is required from Government and partners. Certainly other countries in the region (e.g. Malaysia, Thailand and Indonesia) are undertaking reform and investing expertise and resourc- es to gain competitive edge in the cultural industries. Ongoing lack of creative education and serious skills gaps across the cultural industries.Vietnam has a strong and diverse talent base, but the conditions for talent develop- ment are missing. Without targeted support in training, professional development and entrepreneurial- ism, the sector will not flourish to is potential. In addition, there are some specific skills gaps which threaten long term growth and competitive- ness – e.g. converging skills in computer programming / coding and digital arts – which is essential for a flourishing digital media, gaming and animation sector. Lack of networking and collabora- tion; plus low levels of progression in the cultural industries labour market. The cultural industries sector needs strong networks – to encourage trade, build value chain relationships and accelerate innovation. There is also a real need in Vietnam to establish effective institutional partnerships – e.g. universities working together and with industry to ensure the creative education and skills offer is coherent and that standards are high. In addition, the cultural industries labour market is currently too rigid, with many cultural organisations led by managers who are in post for many years. Shorter term contracts and performance-re- lated incentives would help to introduce some dynamism to the cultural industries labour market, as would greater trust in young talent from employers. Weak local markets for Vietnamese cultural goods and services. The above issues have a negative impact on the quality and relevance of Vietnamese cultural goods and services. In addition, copyright infringement plus relatively underde- veloped markets for certain cultural industries sub-sectors (such as for high quality design, designer fashion, and cutting edge film and theatre), render the Vietnamese cultural industries market comparatively weak ad under-developed. Economic stagnation.Vietnam has seen enormous changes over recent years, with year on year improve- ments to standards of living, health and wellbeing. However, economic growth has slowed and other countries in the region are showing higher performance than Vietnam. Add to this the burgeoning middle class in other Asian countries, which is propelling new markets for the cultural industries, and it is clear that Vietnam needs to act to stay competitive overall and if the cultural industries are to play a role in this competitiveness. Key Objectives Themes for this Cultural Industries Strategy & NATIONAL STRATEGY FOR THE DEVELOPMENT OF CULTURAL INDUSTRIES IN VIETNAM TO 2020, VISION 2030 Page 17 NATIONAL STRATEGY FOR THE DEVELOPMENT OF CULTURAL INDUSTRIES IN VIETNAM TO 2020, VISION 2030 Page 16 - Vietnam Socio-Economic Development Strategy for the 2011-2020 period was adopted at the 11th National Congress of the Communist Party of Vietnam. - Central Resolution No.5, legislation VIII of the Central Executive Committee of the Communist Party of Vietnam on the building and development of a Vietnam- ese advanced culture imbued with the national identity. Resolution of the 5th Meeting of the Central Committee of Vietnamese Communist Party (legislature 8) on the continuously implementing the Central Resolution No5. - Resolution No 23-NQ/TW of the Ministry of Politics continuing to build and develop culture and arts in the new era. - Decision No582/QĐ-TTg dated on May 06th 2009 of the Prime Minister approving the Cultural Development Strategy until 2020. - Law on Cultural Heritage dated on June 29th 2001 and Law amending and supplementing a number of articles of the law on Cultural Heritage dated on June 18th 2009. - Law on Cinematography (promulgated in 2006, amended and supplemented in 2009) - Vietnam Law on Publication (promulgated in 2004, amended and supplemented in 2008) - Vietnam Press Law (promulgated in 1989, amended and supplemented in 1999) - Vietnam Law on Tourism (promulgated in 2005) - Law on Intellectual Property Rights (promulgated in 2005) - Vietnam Advertisement Law (promulgated in 2012) - Decree No32 (November 07th 2012) on Management of cultural products exported and imported for non-com- mercial purposes (replacement of the Decree No88/2002) This Strategy is driven by a single vision: for Vietnam to be a Major Centre and Market Leader for the Cultural Industries of South East Asia by 2020 and a Globally Recognised Creative Economy by 2030. To deliver on this Vision, the Strategy Section 2 provides a SWOT analysis of the current situation of the cultural industries in Vietnam. This provides an overview of our strengths/ assets, points to our major weaknesses, identifies a set of major opportunities, and reminds us of the threats to success. This SWOT informs Section 3 of the Strategy, where we identify a set of 3 clear objectives for sector development to ensure we reach the fulfilment of our Vision by 2030. These are: - Creative Talent: for Vietnam to make the most of its greatest asset – a youthful, diverse and talented population – so that the cultural industries is a major source of jobs, inspiration and confidence; and to inspire a new generation of cultural producers and consumers. - Creative Excellence: for Vietnam to nurture a new generation of cultural organisations and businesses which are world class in their quality, audience-facing and relevant to contemporary society, digitally literate, design conscious, open and entrepreneurial. - Creative Cities and Regions: for Vietnam to position culture and creativity to the heart of its major cities, so they become burgeoning hubs for the Asian creative economy; and for smaller cities and rural areas to benefit from strong sector networks and specialist hubs of cultural industries activity (e.g. in crafts, festivals and cultural tourism). SECTION 3 of the Strategy continues with an introduction to the 5 Strategic Themes for successful cultural industries development. These are, in effect, the building blocks for effective investment, reform and a set of required interventions which will collectively enable us to fulfil our Vision. The 5 Strategic Themes are: - Theme 1: Creative Education and Skills. This Theme is designed to build a professional, entrepreneurial, Structure of this Strategy for the Development of Cultural Industries in Vietnam to 2020, Vision to 2030. 1.3 The Legal Foundation for this Cultural Industries Strategy highly skilled and collaborative workforce for the cultural industries of Vietnam. This is to maximise the potential of the huge and growing talent base of the country, introducing opportunities for more people to enter careers in the cultural industries, supporting people to develop cultural practices which can help to lift them out of poverty, and improving the overall creative skills base – which will benefit not only the cultural industries sector but the economy as a whole. - Theme 2: Governance, Investment and Regulation. This Theme is to improve systems of governance and build a cultural industries sector which is open to innovation, able to trade and create jobs and wider economic value, and is more connected to the needs and aspirations of the population. It is necessary because the current approach to funding and manage- ment acts as a major barrier to sector development, with cultural organisations stricken by bureaucracy, poor funding models, inflexibility and low levels of aspiration. In turn this is having a detrimental effect on the opportunities for diverse cultural talent to flourish. In addition, a set of regulatory and investment aspects need urgent attention to enable the cultural industries to grow to its potential. - Theme 3: Audiences and Market Development. This Theme focuses on building strong and active markets for Vietnam’s cultural products and services; and on diversifying, growing and more effectively engaging audiences for cultural organisations and productions. This is critical if the overall cultural economy is to grow: Vietnam has only just begun to build markets for its cultural industries, with so much potential to grow a dynamic sector over the coming years. - Theme 4: Clustering and Networking. This Theme focuses on building strong and dynamic centres of excellence in key strategic areas of Vietnam; plus on generating a vibrant creative community of cultural businesses and organisations via networking activities. For Vietnam to establish a high performance cultural industries sector, it is important to develop critical mass – which requires high profile densely networked clusters of cultural industries activity in major cities; strong social and professional networks (digital and face to face) in both urban and rural areas; and dedicated infrastructure for sectors such as film, performing and visual arts, where education, skills, production and commercial activities converge. - Theme 5: International Positioning. This Theme focuses on positioning Vietnam as a ‘cultural industries nation’ to international markets. It is important for both diplomacy and commercial reasons to ensure Vietnam is understood as a country with a strong and distinc- tive history and dynamic contemporary cultural life. Currently, Vietnam is not well known for its contempo- rary cultural industries sector, which means it is not associated with high levels of development, civil society and innovation. An additional opportunity exists under this Theme to build strong international relations with leading ‘cultural industries nations’ – to explore trade and knowledge exchange opportunities. It is also important to have a strong international dimension to encourage strategic partnership and co-investment with international development and donor agencies. SECTION 4 OF THE STRATEGY PROVIDES AN ACTION PLAN for Government and Partners for the short /immediate term (2014-2015), medium term (2016-2017), and longer term (to 2018- 2020). These are practical and viable actions which will be coordi- nated and supported by three overarching mecha- nisms: - A new National Committee for the Cultural Industries of Vietnam – the lead responsible Commit- tee for the Delivery of the Strategy - A new International Advisory Group of Leading Bodies – to provide strategic and technical assistance - A new cultural industries agency – to build a delivery team for sector development activities. This Strategy is driven by a single vision: for Vietnam to be a Major Centre and Market Leader for the Cultural Industries of South East Asia by 2020 and a Globally Recognised Creative Economy by 2030. NATIONAL STRATEGY FOR THE DEVELOPMENT OF CULTURAL INDUSTRIES IN VIETNAM TO 2020, VISION 2030 Page 09 NATIONAL STRATEGY FOR THE DEVELOPMENT OF CULTURAL INDUSTRIES IN VIETNAM TO 2020, VISION 2030 Page 08 I am pleased to support the first Cultural Industries Strategy for Vietnam. This is an exciting moment for Vietnam as it continues to develop and diversify its economy. Central to a productive and competitive economy will be a confident, diverse and entrepreneurial cultural industries sector. This will help to give direct and indirect value to the economy - introducing new opportu- nities for job creation and accelerating processes of innovation; plus opening up new markets for creative content and services which will lift the competitiveness of the wider economy. But most importantly, it will ensure we make the most of our most important resource: the talent of an increasingly youthful, creative and globally connected population. Since 2007, when Vietnam signed the UN Convention on a Diversity of Human Expressions, we have been working to build a stronger cultural industries sector - with a key agenda to support talent to build sustainable careers. But we recognised that if we are to reach a breakthrough moment where the cultural industries can play a major role in delivering the nation's ambitions, then it was necessary to develop a national strategy. This will allow us to begin a process of required reform and to support cultural organisations and businesses to flourish at the heart of a the overall national strategy to 2020 and vision to 2030. At VICAS, we are proud to play a role as lead research and development agency for the national cultural industries strategy. By working with every relevant Government department, we are passionate and determined to lift the performance and value of the Vietnamese cultural indus- tries to one of market-leader for SE Asia." PROFESSOR DOCTOR NGUYEN CHI BEN DIRECTOR OF VIETNAM INSTITUTE OF CULTURE AND ARTS STUDIES (VICAS). Preface NATIONAL STRATEGY FOR THE DEVELOPMENT OF CULTURAL INDUSTRIES IN VIETNAM TO 2020, VISION 2030 Page 03 NATIONAL STRATEGY FOR THE DEVELOPMENT OF CULTURAL INDUSTRIES IN VIETNAM TO 2020, VISION 2030 Page 02 PREFACE 03 1.1 Our Definition of the Cultural Industries 1.2 Cultural Industries: Driving a New Phase of National Development 1.3 Structure of this Strategy for the Devel- opment of Cultural Industries in Vietnam to 2020, Vision to 2030 07 -- 08 13 14 15 16 27 02. THE CULTURAL INDUSTRIES OF VIETNAM: BRIEF OVERVIEW OF THE CURRENT SITUATION Top 5 Strengths of the Vietnamese Cultural Industries Sector Top Five Weaknesses of the Vietnamese Cultural Industries Sector Top Five Opportunities for the Vietnamese Cultural Industries Sector Top Five Threats to the Vietnamese Cultural Industries 12 INTRODUCTION Why Vietnam Needs a Cultural Indus- tries Strategy 04 03. KEY OBJECTIVES & THEMES FOR THIS CULTURAL INDUSTRIES STRATE- GY Theme 1: Creative Education and Skills Theme 2: Governance, Investment and Regulation Theme 3: Audiences and Market Development Theme 4: Clustering and Networking Theme 5: International Positioning 18 -- 20 21 22 23 06 04. CULTURAL INDUSTRIES ACTION PLAN 4.1 Three Priority Actions 26 CREDITS 34 VICAS’S PROJECT TEAM MEMBERS Team leader: Prof. Dr. Nguyen Chi Ben Project members: Dr. Bui Hoai Son Dr. Do Thi Thanh Thuy M.A. Nguyen Thi Thu Ha CONTENT NATIONAL STRATEGY FOR THE DEVELOPMENT OF CULTURAL INDUSTRIES IN VIETNAM TO 2020, VISION 2030 (DRAFT VERSION)
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