Studies on the Application of Balanced Scorecard in Strategic Management at Foreign Enterprises

Performance measurement is often carried out concurrently by management levels and depends on the company's strategy [55].

Obviously, this is a small-scale study, mainly a survey, and the results are only at the statistical and descriptive level, without going into depth into the nature of the study. The author has affirmed that in the hotel business field, most of the BSC model has been applied intentionally or accidentally. However, the important question that this study has not answered is how to effectively apply the BSC model in the hotel field? What are the typical factors that affect the application process?

In 2008, Ruzita Jusoh conducted a study on the application of the BSC model and its effectiveness in measuring the performance of manufacturing enterprises in Malaysia. The study results showed that less than 30% of the surveyed companies used part or all of the BSC model. Many Malaysian manufacturing companies still focus mainly on financial measures rather than non-financial measures. However, the use of non-financial measures is gaining popularity, especially measures in the customer perspective. The use of measures in the BSC model in the internal process, training and development perspectives showed significant effectiveness. Most of the surveyed enterprises affirmed that financial measures are not enough to measure the performance of the enterprise and when enterprises combine measures from all four perspectives of the BSC, their performance is better than when they rely on measures from only one perspective [60].

Compared to the research of author Nigel Evan (2005) of Teeside University, UK, four years ago, the research results of author Ruzita Jusoh have not had any new breakthroughs. The difference is the type of business and geographical location. Businesses operating in the hotel industry in the UK or in the manufacturing industry in Malaysia have all recognized the effectiveness of applying the BSC model. However, the research to help managers answer the question of how to improve the effectiveness of its application has not been resolved.

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• Qos Assurance Methods for Multimedia Communications zt2i3t4l5ee zt2a3gs zt2a3ge zc2o3n4t5e6n7ts low. The EF PHB requires a sufficiently large number of output ports to provide low delay, low loss, and low jitter. EF PHBs can be implemented if the output port's bandwidth is sufficiently large, combined with small buffer sizes and other network resources dedicated to EF packets, to allow the router's service rate for EF packets on an output port to exceed the arrival rate λ of packets at that port. This means that packets with PHB EF are considered with a pre-allocated amount of output bandwidth and a priority that ensures minimum loss, minimum delay and minimum jitter before being put into operation. PHB EF is suitable for channel simulation, leased line simulation, and real-time services such as voice, video without compromising on high loss, delay and jitter values. Figure 2.10 Example of EF installation Figure 2.10 shows an example of an EF PHB implementation. This is a simple priority queue scheduling technique. At the edges of the DS domain, EF packet traffic is prioritized according to the values ​​agreed upon by the SLA. The EF queue in the figure needs to output packets at a rate higher than the packet arrival rate λ. To provide an EF PHB over an end-to-end DS domain, bandwidth at the output ports of the core routers needs to be allocated in advance to ensure the requirement μ > λ. This can be done by a pre-configured provisioning process. In the figure, EF packets are placed in the priority queue (the upper queue). With such a length, the queue can operate with μ > λ. Since EF was primarily used for real-time services such as voice and video, and since real-time services use UDP instead of TCP, RED is generally not suitable for EF queues because applications using UDP will not respond to random packet drop and RED will strip unnecessary packets. 2.2.4.2 Assured Forwarding (AF) PHB PHB AF is defined by RFC 2597. The purpose of PHB AF is to deliver packets reliably and therefore delay and jitter are considered less important than packet loss. PHB AF is suitable for non-real-time services such as applications using TCP. PHB AF first defines four classes: AF1, AF2, AF3, AF4. For each of these AF classes, packets are then classified into three subclasses with three distinct priority levels. Table 2.8 shows the four AF classes and 12 AF subclasses and the DSCP values ​​for the 12 AF subclasses defined by RFC 2597. RFC 2597 also allows for more than three separate priority levels to be added for internal use. However, these separate priority levels will only have internal significance. PHB Class PHB Subclass Package type DSCP AF4 AF41 Short 100010 AF42 Medium 100100 AF43 High 100110 AF3 AF31 Short 011010 AF32 Medium 011100 AF33 High 011110 AF2 AF21 Short 010010 AF22 Medium 010100 AF23 High 010110 AF1 AF11 Short 001010 AF12 Medium 001100 AF13 High 001110 Table 2.8 AF DSCPs The AF PHB ensures that packets are forwarded with a high probability of delivery to the destination within the bounds of the rate agreed upon in an SLA. If AF traffic at an ingress port exceeds the pre-priority rate, which is considered non-compliant or “out of profile”, the excess packets will not be delivered to the destination with the same probability as the packets belonging to the defined traffic or “in profile” packets. When there is network congestion, the out of profile packets are dropped before the in profile packets are dropped. When service levels are defined using AF classes, different quantity and quality between AF classes can be realized by allocating different amounts of bandwidth and buffer space to the four AF classes. Unlike EF, most AF traffic is non-real-time traffic using TCP, and the RED queue management strategy is an AQM (Adaptive Queue Management) strategy suitable for use in AF PHBs. The four AF PHB layers can be implemented as four separate queues. The output port bandwidth is divided into four AF queues. For each AF queue, packets are marked with three “colors” corresponding to three separate priority levels. In addition to the 32 DSCP 1 groups defined in Table 2.8, 21 DSCPs have been standardized as follows: one for PHB EF, 12 for PHB AF, and 8 for CSCP. There are 11 DSCP 1 groups still available for other standards. 2.2.5.Example of Differentiated Services We will look at an example of the Differentiated Service model and mechanism of operation. The architecture of Differentiated Service consists of two basic sets of functions: Edge functions: include packet classification and traffic conditioning. At the inbound edge of the network, incoming packets are marked. In particular, the DS field in the packet header is set to a certain value. For example, in Figure 2.12, packets sent from H1 to H3 are marked at R1, while packets from H2 to H4 are marked at R2. The labels on the received packets identify the service class to which they belong. Different traffic classes receive different services in the core network. The RFC definition uses the term behavior aggregate rather than the term traffic class. After being marked, a packet can be forwarded immediately into the network, delayed for a period of time before being forwarded, or dropped. We will see that there are many factors that affect how a packet is marked, and whether it is forwarded immediately, delayed, or dropped. Figure 2.12 DiffServ Example Core functionality: When a DS-marked packet arrives at a Diffservcapable router, the packet is forwarded to the next router based on Per-hop behavior is associated with packet classes. Per-hop behavior affects router buffers and the bandwidth shared between competing classes. An important principle of the Differentiated Service architecture is that a router's per-hop behavior is based only on the packet's marking or the class to which it belongs. Therefore, if packets sent from H1 to H3 as shown in the figure receive the same marking as packets from H2 to H4, then the network routers treat the packets exactly the same, regardless of whether the packet originated from H1 or H2. For example, R3 does not distinguish between packets from h1 and H2 when forwarding packets to R4. Therefore, the Differentiated Service architecture avoids the need to maintain router state about separate source-destination pairs, which is important for network scalability. Chapter Conclusion Chapter 2 has presented and clarified two main models of deploying and installing quality of service in IP networks. While the traditional best-effort model has many disadvantages, later models such as IntServ and DiffServ have partly solved the problems that best-effort could not solve. IntServ follows the direction of ensuring quality of service for each separate flow, it is built similar to the circuit switching model with the use of the RSVP resource reservation protocol. IntSer is suitable for services that require fixed bandwidth that is not shared such as VoIP services, multicast TV services. However, IntSer has disadvantages such as using a lot of network resources, low scalability and lack of flexibility. DiffServ was born with the idea of ​​solving the disadvantages of the IntServ model. DiffServ follows the direction of ensuring quality based on the principle of hop-by-hop behavior based on the priority of marked packets. The policy for different types of traffic is decided by the administrator and can be changed according to reality, so it is very flexible. DiffServ makes better use of network resources, avoiding idle bandwidth and processing capacity on routers. In addition, the DifServ model can be deployed on many independent domains, so the ability to expand the network becomes easy. Chapter 3: METHODS TO ENSURE QoS FOR MULTIMEDIA COMMUNICATIONS In packet-switched networks, different packet flows often have to share the transmission medium all the way to the destination station. To ensure the fair and efficient allocation of bandwidth to flows, appropriate serving mechanisms are required at network nodes, especially at gateways or routers, where many different data flows often pass through. The scheduler is responsible for serving packets of the selected flow and deciding which packet will be served next. Here, a flow is understood as a set of packets belonging to the same priority class, or originating from the same source, or having the same source and destination addresses, etc. In normal state when there is no congestion, packets will be sent as soon as they are delivered. In case of congestion, if QoS assurance methods are not applied, prolonged congestion can cause packet drops, affecting service quality. In some cases, congestion is prolonged and widespread in the network, which can easily lead to the network being "frozen", or many packets being dropped, seriously affecting service quality. Therefore, in this chapter, in sections 3.2 and 3.3, we introduce some typical network traffic load monitoring techniques to predict and prevent congestion before it occurs through the measure of dropping (removing) packets early when there are signs of impending congestion. 3.1. DropTail method DropTail is a simple, traditional queue management method based on FIFO mechanism. All incoming packets are placed in the queue, when the queue is full, the later packets are dropped. Due to its simplicity and ease of implementation, DropTail has been used for many years on Internet router systems. However, this algorithm has the following disadvantages: − Cannot avoid the phenomenon of “Lock out”: Occurs when 1 or several traffic streams monopolize the queue, making packets of other connections unable to pass through the router. This phenomenon greatly affects reliable transmission protocols such as TCP. According to the anti-congestion algorithm, when locked out, the TCP connection stream will reduce the window size and reduce the packet transmission speed exponentially. − Can cause Global Synchronization: This is the result of a severe “Lock out” phenomenon. Some neighboring routers have their queues monopolized by a number of connections, causing a series of other TCP connections to be unable to pass through and simultaneously reducing the transmission speed. After those monopolized connections are temporarily suspended, Once the queue is cleared, it takes a considerable amount of time for TCP connections to return to their original speed. − Full Queue phenomenon: Data transmitted on the Internet often has an explosion, packets arriving at the router are often in clusters rather than in turn. Therefore, the operating mechanism of DropTail makes the queue easily full for a long period of time, leading to the average delay time of large packets. To avoid this phenomenon, with DropTail, the only way is to increase the router's buffer, this method is very expensive and ineffective. − No QoS guarantee: With the DropTail mechanism, there is no way to prioritize important packets to be transmitted through the router earlier when all are in the queue. Meanwhile, with multimedia communication, ensuring connection and stable speed is extremely important and the DropTail algorithm cannot satisfy. The problem of choosing the buffer size of the routers in the network is to “absorb” short bursts of traffic without causing too much queuing delay. This is necessary in bursty data transmission. The queue size determines the size of the packet bursts (traffic spikes) that we want to be able to transmit without being dropped at the routers. In IP-based application networks, packet dropping is an important mechanism for indirectly reporting congestion to end stations. A solution that prevents router queues from filling up while reducing the packet drop rate is called dynamic queue management. 3.2. Random elimination method – RED 3.2.1 Overview RED (Random Early Detection of congestion; Random Early Drop) is one of the first AQM algorithms proposed in 1993 by Sally Floyd and Van Jacobson, two scientists at the Lawrence Berkeley Laboratory of the University of California, USA. Due to its outstanding advantages compared to previous queue management algorithms, RED has been widely installed and deployed on the Internet. The most fundamental point of their work is that the most effective place to detect congestion and react to it is at the gateway or router. Source entities (senders) can also do this by estimating end-to-end delay, throughput variability, or the rate of packet retransmissions due to drop. However, the sender and receiver view of a particular connection cannot tell which gateways on the network are congested, and cannot distinguish between propagation delay and queuing delay. Only the gateway has a true view of the state of the queue, the link share of the connections passing through it at any given time, and the quality of service requirements of the traffic flows. The RED gateway monitors the average queue length, which detects early signs of impending congestion (average queue length exceeding a predetermined threshold) and reacts appropriately in one of two ways: − Drop incoming packets with a certain probability, to indirectly inform the source of congestion, the source needs to reduce the transmission rate to keep the queue from filling up, maintaining the ability to absorb incoming traffic spikes. − Mark “congestion” with a certain probability in the ECN field in the header of TCP packets to notify the source (the receiving entity will copy this bit into the acknowledgement packet). Figure 3. 1 RED algorithm The main goal of RED is to avoid congestion by keeping the average queue size within a sufficiently small and stable region, which also means keeping the queuing delay sufficiently small and stable. Achieving this goal also helps: avoid global synchronization, not resist bursty traffic flows (i.e. flows with low average throughput but high volatility), and maintain an upper bound on the average queue size even in the absence of cooperation from transport layer protocols. To achieve the above goals, RED gateways must do the following: − The first is to detect congestion early and react appropriately to keep the average queue size small enough to keep the network operating in the low latency, high throughput region, while still allowing the queue size to fluctuate within a certain range to absorb short-term fluctuations. As discussed above, the gateway is the most appropriate place to detect congestion and is also the most appropriate place to decide which specific connection to report congestion to. − The second thing is to notify the source of congestion. This is done by marking and notifying the source to reduce traffic. Normally the RED gateway will randomly drop packets. However, if congestion If congestion is detected before the queue is full, it should be combined with packet marking to signal congestion. The RED gateway has two options: drop or mark; where marking is done by marking the ECN field of the packet with a certain probability, to signal the source to reduce the traffic entering the network. − An important goal that RED gateways need to achieve is to avoid global synchronization and not to resist traffic flows that have a sudden characteristic. Global synchronization occurs when all connections simultaneously reduce their transmission window size, leading to a severe drop in throughput at the same time. On the other hand, Drop Tail or Random Drop strategies are very sensitive to sudden flows; that is, the gateway queue will often overflow when packets from these flows arrive. To avoid these two phenomena, gateways can use special algorithms to detect congestion and decide which connections will be notified of congestion at the gateway. The RED gateway randomly selects incoming packets to mark; with this method, the probability of marking a packet from a particular connection is proportional to the connection's shared bandwidth at the gateway. − Another goal is to control the average queue size even without cooperation from the source entities. This can be done by dropping packets when the average size exceeds an upper threshold (instead of marking it). This approach is necessary in cases where most connections have transmission times that are less than the round-trip time, or where the source entities are not able to reduce traffic in response to marking or dropping packets (such as UDP flows). 3.2.2 Algorithm This section describes the algorithm for RED gateways. RED gateways calculate the average queue size using a low-pass filter. This average queue size is compared with two thresholds: minth and maxth. When the average queue size is less than the lower threshold, no incoming packets are marked or dropped; when the average queue size is greater than the upper threshold, all incoming packets are dropped. When the average queue size is between minth and maxth, each incoming packet is marked or dropped with a probability pa, where pa is a function of the average queue size avg; the probability of marking or dropping a packet for a particular connection is proportional to the bandwidth share of that connection at the gateway. The general algorithm for a RED gateway is described as follows: [5] For each packet arrival Caculate the average queue size avg If minth ≤ avg < maxth div.maincontent .s1 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 15pt; } div.maincontent .s2 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 15pt; } div.maincontent .p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent .s3 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s4 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s5 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s6 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s7 { color: black; font-family:Wingdings; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s8 { color: black; font-family:Arial, sans-serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 15pt; } div.maincontent .s9 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s10 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: 6pt; } div.maincontent .s11 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 13pt; } div.maincontent .s12 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10pt; } div.maincontent .s13 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-d
• Situation of Information Technology Application in Enterprises
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Another research direction was conducted by the authors Beverley R. Lord; Yvonne P. shanahan and Michelle J. Gage (2005) [14] with the aim of pointing out the inappropriate points. Critics of BSC say that the aspects are not flexible, the cause-effect relationship may not work, BSC may not be a strategic management model because it is too rigid and static, too many measures may affect management decisions. BSC may not be a reliable management solution. The group of authors has found out whether the above opinions are correct or not from the perspective of BSC model users?.

The study was conducted in two stages. The first was a small-scale study. The questionnaire was sent to the chief accountants of 43 New Zealand companies listed in the NZ Stock Exchange top 50 index and received responses from 21 companies. The second was a larger-scale study. The questionnaire was sent to 200 companies, of which 85 companies responded.

The research results show that Kaplan's BSC model has 4 aspects: finance, customers, internal processes, training and development. However, in reality, not all companies rigidly apply all 4 aspects. Some companies use 5 aspects, some apply up to 8 aspects. Some new aspects are pointed out such as: Opportunity to expand the scope of operations, administrative management aspect, market branding aspect, etc. Or some companies have a different approach. Their four aspects are finance, production, human resources and logistics. The companies studied believe that it is necessary to replace or add new aspects that are suitable for the company's business characteristics and to cover the scope of the measures. For example, the aspect "training and development " can be changed to the aspect " people " to address the issue of employees more clearly. Regarding the viewpoint of causal relationship in the system of mentioned aspects, the application of BSC in strategic control or as a means of information transmission, most of the surveyed enterprises acknowledged its effectiveness [14].

Although the study was conducted on a relatively small sample size (12 of the responding companies were using the BSC model) relative to the purpose and scope of the study,

too large (electricity industry, hotels, manufacturing, real estate, agriculture, mining, transportation) that it aims at but this is a new approach. And importantly, this study has also pointed out some reasons why businesses do not use BSC such as: small companies have simple evaluation and measurement systems, do not need to use complex models like BSC, lack of support from senior management, other management models may be more suitable, lack of resources for implementation. This will be an important basis for future studies to point out the factors affecting the decision as well as the effective application of the BSC model.

1.3. Studies on the application of balanced scorecard in strategic management at foreign enterprises

One of the three basic functions of BSC is its application in strategic management. Since the formation of the idea of ​​the BSC model, there have been many important research projects that help to make the application of BSC in strategic management more and more effective.

These studies are mostly based on the view that: Strategy implementation is very important. However, in reality, leaders pay too much attention to building strategies and pay little attention to implementation, leading to strategies that are not implemented and are ineffective. Weaknesses in implementation management lead to more than half of the strategies of organizations never being implemented [33]. To solve this problem, researchers started by finding out what factors have an impact on the application of BSC in strategic management in enterprises? To what extent can BSC solve problems in the strategic management process? How can BSC support the integration of organizational and control mechanisms? Finding out how the management system works in an organization is also an important aspect of the study and this will be linked to important factors that are believed to be related to successful strategic management. Furthermore, the question is whether using BSC alone can achieve the level of coordination and integration needed for effective management.

Whether the strategy is successful or needs the support of some other tools will also be mentioned in the study.

Al Ghamdi (1998) [9] further developed the work of Alexander (1985) [10] in the UK and found that 92% of companies implemented strategies longer than originally planned. He also found that problems related to coordination activities occurred in 75% of companies and problems related to competitive activities occurred in 82% of companies. Key tasks were not clearly explained and information systems were inadequate in 71% of companies. Many other studies have also confirmed notable barriers to successful strategy implementation. According to Beer and Eisenstat (2000) [13], 6 factors lead to strategy implementation failure:

- Top down management

- Unclear strategic intent and inconsistent priorities

- Ineffective management team

- Lack of vertical communication

- Poor coordination between functional departments

- Inappropriate leadership skills development

How does BSC support strategic management ? According to Alexander (1985) [10], there are ten problems that often occur in the process of strategy implementation, including: not predicting the time needed for implementation, not anticipating potential problems, and the impact of external factors beyond control.

Based on his experience with 93 companies, he observed that top management was overly optimistic during the planning stage and the first problem that occurred most frequently in Alexander's study was planning problems. He also found that the effectiveness of coordination and competing activities hindered the strategy implementation process. Furthermore, key tasks were not clearly defined. Regarding the human problem, the capacity of the participating employees was weak, training and guidance for subordinates were inadequate [10]. The information system used to monitor strategy implementation was inadequate. Another problem

Another is that the management style is not consistent with the strategy. The goal setting and control process is also considered problematic, especially for goals that require coordination among multiple levels in the organization [33].

Strategic control systems ensure that the enormous efforts put into preparing long and detailed strategic plans are translated into action. Strategic control systems provide short-term targets for long-term goals. Therefore, successful strategy implementation depends significantly on effective strategy, effective management and effective control. Strategic control requires a balance between long-term goals and short-term activities. Furthermore, they need to study various types of feedback to adjust strategies if necessary.

It can be seen that it is necessary to establish a strategic management and control mechanism, combining control of financial and non-financial indicators. Moreover, this system must be flexible enough to address issues from a dynamic and competitive environment. Without such a system, strategic planning is unlikely to become a reality. The BSC model is believed to help organizations manage strategy effectively [33].

Linking the Balanced Scorecard to Strategy Implementation: Lynch and Cross (1995) [20] identify three criteria that must be met by implementing a management system if they are to effectively integrate an organization's strategy with its day-to-day operations. These criteria include: (1) the system must have a clear link between operational and strategic objectives, (2) it must integrate information related to financial and non-financial performance, and (3) the system must focus on business activities to meet customer requirements. The BSC is said to fully meet these three criteria by providing a strategic control system that truly puts strategy and vision at the center [23]. Successful strategy implementation requires a mechanism to regulate operations and behavior, including in particular effective communication systems as well as appropriate strategic management and control systems.

Summary : A number of studies have been conducted to clarify the factors that influence successful strategy implementation. Among the key issues identified are the need to translate strategic intentions into specific objectives and action programs. Communication throughout the organization, thereby creating a clear understanding of the roles and responsibilities of all members involved in strategy implementation, including middle managers, whose role is of utmost importance. In addition, the establishment of a strategic control system and the way in which this system interacts with other management systems is critical to ensuring that an organization achieves its strategic objectives. This in turn requires clearly defining objectives and measures that have long-term value while still satisfying short-term needs. It has been suggested that the BSC can provide a mechanism for addressing such issues by clarifying the link between strategic and operational objectives, by defining clear performance objectives at all levels of the organization, and by involving people at all levels of the organization in the discussion and formulation of strategic priorities. Furthermore, the disagreement in previous studies regarding the relationship between the BSC and budgeting systems has pointed to a new line of research to explore whether these management tools hinder or complement each other. It is clear that the BSC has an important role to play. However, the BSC cannot magically enable strategic management; organizations still provide a roadmap from where they are to where they want to be in the future. The BSC can provide the means for organizations to get to that future.

1.4. Studies on balanced scorecard in Vietnam

BSC was introduced and mentioned a lot in Vietnam in the early 2000s through seminars on implementing business management models and some articles introducing it. After that, some foreign consulting companies started to offer to implement it in Vietnamese enterprises such as Deloit, Erns & Young. Some Vietnamese consulting companies have also discovered the potential and prospects of this model, so they quickly invested in implementing training and consulting activities (Company

MCG Company, Marketing and Management Institute - VMI...). Some Vietnamese companies have pioneered in applying this model such as: FPT Corporation, Phu Thai, GaMi, Kinh Do... However, through initial assessment, it shows that the results achieved are not high, not as expected initially.

In terms of research, according to the author's research, it is very limited. Most of the research results are not in-depth, have not found any truly new points, some only stop at the application level within the narrow scope of a business or the level of master's thesis, scientific articles. Among them, there are 5 notable studies that have been published as follows:

Master's thesis in economics by author Bui Hai Van (2009) : In November 2009, the master's thesis in economics by author Bui Thi Hai Van on " Factors affecting the intention to apply the BSC model to small and medium enterprises in Vietnam " was successfully defended at Ho Chi Minh City University of Technology. The author collected 163 responses from small and medium enterprises in Ho Chi Minh City. Using quantitative analysis, the author pointed out three factors (1) perceived organizational benefits, (2) perceived ease of use, and (3) general attitudes that positively affect the intention to use BSC . The author also excluded the factor of perceived personal benefits [5].

Although at the level of a master's thesis, author Van's research is highly appreciated for the method that the author has implemented as well as the results achieved. Based on a number of theories as a foundation and qualitative research results, the author has proposed a fairly solid research model. The quantitative research process to verify the research model with the support of SPSS software is a highlight of the research. However, this research also has many limitations in terms of sample size, which is limited to small and medium enterprises in Ho Chi Minh City, so it has low representativeness. The level of research is still limited within the scope of a master's thesis, so it also lacks depth. Therefore, the results of this research have opened up a number of new research directions for future authors.

Master's thesis in economics by author Nguyen Anh Thu (2010): Master's thesis: "Apply the BSC to manage strategy implementation in North Kinh do food joint stock company" was successfully defended by the author at the National Economics University in November 2010. In addition to secondary data, the author collected primary data through questionnaires for 41 managers from middle to senior levels and conducted in-depth interviews with 5 typical representative cases of the company to find answers about the ability to meet the necessary conditions to implement the BSC model in the company's strategic management. The synthesis and processing results showed that: the conditions of company size, strategy, resources, and leadership support were highly appreciated. The two limitations are the database and the support of the participants. From there, the author has made some recommendations to successfully implement BSC in strategic management at the company [62].

This is a master thesis that has been highly appreciated by the council for its practicality. The points discovered, although only within the scope of one company, are not representative, but have also pointed out the difficulties, obstacles, and limitations of enterprises in implementing the BSC model. It has also opened up for further research on the situation and the possibility of successfully implementing BSC in Vietnamese enterprises. A rather urgent issue today.

The article: Applying the balanced scorecard in Vietnamese service enterprises (2010) by author Dang Thi Huong published in the Hanoi National University of Science Journal, Economics and Business Administration 26 (2010) 94-104. In the article, the author pointed out 5 advantages for implementing BSC in Vietnamese service enterprises, which are: (1) Proactiveness in innovation, access to modern management tools; (2) Awareness of the role of strategy and strategy implementation; (3) Implementation of management by objectives (MBO); (4) Smart and hard-working workforce and (5) Development of science and information technology . In addition, the author also pointed out 5 difficulties (1) Lack of awareness and commitment from leaders;