Speaking at the seminar “Brand Value: From Corporate Strength to National Power,” organized by the Newspaper of Industry and Trade on April 17, Phan Van Tam, Member of the Board of Directors and Deputy General Director of the Binh Dien Fertilizer Joint Stock Company, emphasized that in the context of deepening integration and growing global uncertainty, a brand is not just a mark of recognition but a “passport” for long-term competitiveness, enabling businesses to expand into international markets.

For the Binh Dien Fertilizer Joint Stock Company, the more than 50-year journey of building the “Dau Trau” brand reflects a story of internal strength, adaptability, and social responsibility, core factors that have enabled the company to stand firm and expand, particularly after being recognized as a Vietnam National Brand.

Standardizing internal strength to enter the national brand arena

When asked about the internal restructuring and upgrades required to achieve National Brand status, Phan Van Tam stated that for Binh Dien, a brand is not built overnight but is the result of over half a century of development. The most critical factor has been early and consistent strategic direction from company leadership, particularly since the post - Renewal period of the 1990s, when the “Dau Trau” brand was established and began targeting international markets.

Throughout its development, the company has experienced both strong growth and significant challenges. These experiences have reinforced a core realization: a sustainable brand must be rooted in strong internal capacity.

Without a solid internal foundation, it is difficult for any business to build a successful brand, whether domestically or internationally. Internal strength encompasses not only financial resources but also human capital, strategic vision, and adaptability.

In an era of global integration, external shocks such as supply chain disruptions or geopolitical instability can directly impact businesses. Therefore, Binh Dien has prioritized building a robust internal system capable of adapting flexibly to market changes.

The company has made substantial investments in governance and technology, including the application of artificial intelligence in certain operational processes. At the same time, it has focused on developing a highly capable workforce, formulating long-term strategies, and maintaining adaptability to climate change an especially critical factor in the agriculture and fertilizer sector.

Thanks to these efforts, Binh Dien has maintained stability even as the fertilizer industry faces significant volatility from oil price fluctuations and global chemical markets. Moreover, the company has actively participated in market stabilization, contributing to price control and ensuring domestic food security.

From this practical experience, Binh Dien has identified three pillars of its brand: product quality, innovation, and social responsibility. These pillars form the foundation for meeting the standards of the Vietnam National Brand program.

From ecognition to tangible value

Regarding the benefits of being recognized as a National Brand, Phan Van Tam described it as a significant milestone that goes beyond symbolic recognition to affirm the company’s market position.

Following the recognition, Binh Dien undertook a comprehensive standardization of its brand identity system from documents and imagery to communication across all platforms enhancing consistency and professionalism in the eyes of partners and customers.

In export activities, the National Brand designation has become a “passport of credibility.” International partners increasingly perceive the company’s products not merely as those of a Vietnamese enterprise, but as representatives of Vietnam itself. This creates a substantial competitive advantage.

In practice, the company has recorded stable revenue growth following the recognition. However, the most significant value lies in strengthened market trust. When engaging with farmers, simply explaining that the product belongs to a government-recognized National Brand program significantly increases confidence.

Farmers understand that products carrying a national designation imply higher standards of quality and accountability. This has helped Binh Dien gain a competitive edge in a market filled with similar offerings.

Nonetheless, a key challenge remains: public awareness of the National Brand program is still uneven. As a result, the company has proactively engaged in communication through media, television, and field activities to clarify the program’s significance.

Based on this experience, Binh Dien has proposed stronger nationwide communication efforts to help the public better understand the program’s value and to enhance the positioning of Vietnamese goods in the market.

From title to long-term strategy

Sharing its strategic approach to sustainable brand development, Phan Van Tam noted that a brand extends beyond products and begins with corporate culture. For Binh Dien, the guiding philosophy is not merely to sell fertilizers but to provide comprehensive farming solutions.

This mindset has created a distinctive approach to the market. When products reach farmers, any issues that arise must be addressed by technical and market teams within 24 hours. This commitment reflects responsibility not only to customers but also to agricultural seasons.

The company has also built a strong internal culture system. From leadership to staff, all employees are aligned with the brand’s core values. Binh Dien has developed a brand handbook, implemented internal marketing training, and ensured that every part of the organization understands its role in safeguarding brand credibility.

Quality remains a non-negotiable foundation, complemented by the integration of people, processes, and accountability.

In line with emerging trends, Binh Dien is accelerating digital transformation and green transition. From factories to farmlands, the company is moving toward a sustainable development model aligned with national priorities on innovation and green growth.

Since 2025, the company has implemented a “green branding” strategy, linking production activities with environmental protection and sustainable agriculture. This is not only a trend but an essential requirement for long-term brand development.

Expectations for a national strategy

Looking ahead, Phan Van Tam noted that not only Binh Dien but also the broader community of National Brand enterprises expects a more coherent, accessible, and well-defined support ecosystem.

One current challenge is confusion between the National Brand program and other awards or similar titles in the market, which may dilute consumer perception. Therefore, stronger communication mechanisms and stricter management are needed to safeguard the program’s legitimacy.

Relevant authorities, particularly those overseeing the program should clarify that the National Brand is a long-term government initiative, evaluated periodically rather than a one-time award. This would enhance its standards and international credibility.

Additionally, businesses hope for a centralized information system on National Brand enterprises to facilitate connections and promotion with international partners.

Strengthening digital communication platforms, building an official information portal, and expanding trade promotion activities would further enhance the program’s value.

From a corporate perspective, Binh Dien also calls for stronger collaboration among National Brand enterprises sharing experiences, market approaches, and jointly promoting Vietnamese products globally.

When the National Brand evolves from a title into a comprehensive development strategy, it will generate a powerful synergy, elevating the position of Vietnamese enterprises in global value chains.

Phan Van Tam emphasized that beyond individual efforts, National Brand enterprises must collaborate, share expertise, and refine their approaches to international markets. Such collective strength will help elevate Vietnamese products and brands on the global stage.