Communication Campaign for AMELA's Culture – 1st period
| dc.contributor.advisor | Nguyễn, Thị Huệ | |
| dc.contributor.author | Nguyễn, Thị Hương Giang | |
| dc.contributor.author | Cao, Thị Ngọc Hương | |
| dc.contributor.author | Lê, Ngọc Trinh | |
| dc.contributor.author | Đỗ, Bá Huy | |
| dc.date.accessioned | 2023-05-21T08:25:40Z | |
| dc.date.available | 2023-05-21T08:25:40Z | |
| dc.date.issued | 2023 | |
| dc.identifier.uri | http://ds.libol.fpt.edu.vn/handle/123456789/3685 | |
| dc.description.abstract | In the world in general and in Vietnam in particular, the trend of developing internal cultural communication is growing. Seeing the benefits of internal cultural communication is promoting a positive, structured work environment that helps companies achieve success, and also creates resilient teams. Therefore, Vietnamese businesses that want to have a firm foothold without being mixed up are paying more and more attention to creating a unique cultural identity. With a very high job-hopping rate in the IT industry, internal cultural communication is essential to attract talent and retain them. AMELA is an enterprise providing services, software solutions and technology information, established in 2019. Because of a newly developed company, that's why AMELA's culture is still quite fuzzy, not unique. Over 4 years of development, AMELA's corporate culture has not been developed. As a Technology company, AMELA JSC has many competitors in the same field, especially in the current context, when technology is developing stronger than ever. AMELA has to face huge competition. Therefore, this is the golden time for the company to build an internal cultural communication campaign and create a foothold in the IT market. Based on the above conditions, we have come up with a communication plan to raise awareness and build a handbook of AMELA culture. In this project, the idea is to raise awareness and build a new culture together. With the message “AMers - Chung tay hiện thực hóa ước mơ” will be spread to two main audiences: the Board of Managers and employees. This campaign includes 3 phases, from November 15th, 2022 to April 19th, 2023, including following activities: Communication for culture training sessions and do surveys on the maturity level of corporate culture; completing the content and design of the handbook, initially integrating new cultural content into the company's internal events; and preparation for the launch of AMELA's culture handbook. from November 15th, 2022 to April 19th, 2023. In this campaign we have achieved all the objectives. In particular, in phase 2 of the campaign, the amount of interaction on the social networking platform Facebook and the internal news channel Microsoft Teams exceeded the target in many categories. All of the KPI that we set for the Board of Managers and employees in the campaign are over 80%. In the early stages, raising employees' awareness of the internal culture has achieved quite positive results. The participation rate of internal culture classes is over 80%, and many more positive reactions from AMELA’s people. | en_US |
| dc.language.iso | en | en_US |
| dc.publisher | FPTU Hà Nội | en_US |
| dc.subject | Multimedia Communications | en_US |
| dc.subject | AMELA | en_US |
| dc.subject | Communication campaign | en_US |
| dc.subject | Culture | en_US |
| dc.title | Communication Campaign for AMELA's Culture – 1st period | en_US |
| dc.title.alternative | Chiến dịch truyền thông cho văn hóa AMELA – Giai đoạn 1 | en_US |
| dc.type | Thesis | en_US |
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