Vice President of VISAHO: Differences in Real Estate Management of Japanese Enterprises

Mr. Pham Tat Thanh - Deputy General Director of VISAHO Joint Stock Company

In 2015, VISAHO Joint Stock Company was established with 4 shareholders, including Sankei Building Corporation Japan and VIGLACERA Corporation. In the first two years, VISAHO focused on operating projects belonging to shareholders, the purpose was to build and perfect the human resources system, step by step applying the Japanese real estate management process in a practical way in Vietnam. We gradually modify these processes to better suit the culture, customs, habits, and laws of Vietnam.

With the careful and thoughtful personality of Japanese investors, VISAHO does not choose to develop fast and "hot" but chooses to develop slowly but surely. That's why we don't aim to manage too many real estate projects in the first place.

The implementation steps of VISAHO are carried out methodically, from research to consulting, then to operation management. We also actively choose partners with quality as the top priority. If the partner does not have the same goal, VISAHO will not cooperate or actively stop cooperating to ensure the quality of Japanese standard services is brought to customers in the most complete way. The human resources apparatus is perfected and supplemented every year. Particularly, the contractor's personnel have all undergone the process of selection and training from VISAHO's experts. In 2020, VISAHO expands the market in Ho Chi Minh City. Annual revenue grew by an average of 183%, this is the result of the company's efforts.

In the beginning, the department heads were all Japanese experts, transferring knowledge and technology. Currently, Vietnamese personnel have firmly assumed key positions in the company. In the field of operation, VISAHO has established the Shikumi mechanism - a mechanism that shows a smooth combination between Japanese and Vietnamese services.

In addition to exchanging experiences from the parent company, VISAHO has regular meetings to draw lessons from projects that have been and are being managed to make appropriate changes. We develop our own set of property management standards, which are added and revised every year. VISAHO continuously improves KAIZEN, directs the leadership to guide the departments to actively work and work closely together. Members of the Board of Directors also directly manage the project to understand closely, understand the work properly, and provide timely support when needed. VISAHO maintains the company-wide Good Morning "Chourei" activity for many years in order to mobilize collective strength.

The Board of Directors directly guides the departments to work proactively and closely coordinate with each other in their work.

Real estate management is one of the new industries, so human resources are not abundant, we have to train personnel to meet the needs of the project. The current legal system in this area is still incomplete. So we always try to solve the problem in a timely manner within the legal framework.

VISAHO aims at Japanese quality service standards with a preventive approach, by eliminating the cost of prevention in advance to avoid possible risks later. Different from the previous way in many apartment buildings is to handle "things already done".

Let me take an example, projects under the management of the parent company in Japan have maintenance costs calculated up to 30 years. At the specified date and time, the device will be replaced, not fixed or replaced. If applying the original experience from Japan, the cost is very high. So we select and adjust to suit the Vietnamese market.

Perhaps for other businesses the most important thing is profit maximization. But for Japanese-invested enterprises like VISAHO, profit is not the top goal. We aim at human values ​​and harmonize the interests of all parties.

VISAHO has been building a dedicated staff, which is the premise for the goal of making a difference in the service industry in Vietnam, towards the vision of becoming the No. High quality and professional service capacity".