Vietnamese budget flyer VietJet Air bucks the global aviation trend by posting a small profit for 2020

NGUYEN THI PHUONG THAO   Linh Luong Thai Bloomberg Getty Images
Nguyen Thi Phuong Thao, founder of VietJet

As COVID-19 continues to bring havoc to airline markets across the world, a decade-old budget airline in Vietnam is one of the few carriers to have come out of 2020 in relatively good shape VietJet Air, headed by Vietnam’s first female self-made billionaire Nguyen Thi Phuong Thao, not only managed to get through the year still in profit, it also did so without laying off any staff. In its financial statements, the airline said it earned US$790 million in consolidated revenue in 2020, with an after-tax profit of roughly US$3 million.

VietJet’s experience is in stark contrast to the aviation sector in general, where airlines have been devastated by global travel restrictions. According to the International Civil Aviation Organization (ICAO) passenger traffic numbers fell by around 60% last year, with just 1.8 billion people taking flights compared to 4,5 billion in 2019.

The financial hit to airlines has been huge, with an estimated loss of around US$370 billion. Before the year had even ended as many as 12 airlines had ceased operations, with many more filing for bankruptcy or making significant cuts in expenditure.

Few airlines have managed to avoid the crash. In mid-March, for instance, Hong Kong carrier Cathay Pacific unveiled its worst-ever financial results, with losses of around US$2.8 billion. The airline had earlier been forced to lay off some 8,500 staff, roughly 25% of its total workforce. Similarly, Vietnam’s national carrier Vietnam Airlines made losses of over US$480 million in 2020, and has said it doesn’t expect to be generating profit until 2023 at the earliest.

The success of VietJet Air is undoubtedly grounded in the achievements of Vietnam itself in 2020. Vietnam was Asia’s top-performing economy last year, growing at a rate of 2.9% compared to 2018. Vietnam has also excelled in terms of handling the COVID-19 pandemic. With just over 2,500 infections and only 35 total deaths, Vietnam was able to resume economic activities earlier than most of its Asian counterparts

“Strong national economic performance generally, underpins a solid airline operating environment,” agrees Matthew Findlay of Ailevon Pacific Aviation Consulting (APAC). “The fortunes of many well-run airlines follow or better GDP growth rates – VietJet has benefited in this case from an economy still in positive territory.”

But while a booming economy has given VietJet a leg up, it is only one part of the story. After all, VietJet’s domestic rival Vietnam Airlines has failed to achieve similar results. More important has been how VietJet has innovated its way through the crisis.

A pivot into cargo services

Like all airlines the early part of 2020 was one of uncertainty for VietJet, but unlike many of its competitors the turnaround came sooner than expected. By June it had restarted all domestic flights, and even added eight new routes to its network. Overall, the airline flew more than 15 million passengers in 2020 and domestic air travel fell by just 14% in 2020 compared to the previous year.

Without question, continued domestic demand gave VietJet a strong foundation for recovery, but what really carried the airline through 2020 was its ability to pivot into new business areas, in particular its move into cargo services.

By the end of 2020, the airline said it had delivered more than 60,000 tons of cargo internationally, reporting a 75% year-on-year increase in cargo revenue. This is particularly impressive given that prior to COVID-19, VietJet had no full-cargo aircraft in operation. Instead, passenger craft were reconfigured to enable them to carry goods on the main deck.

The airline also established partnerships with other carriers, which enabled it to extend its cargo network into Europe and the US. In November last year, VietJet announced an air cargo link-up with logistics giant UPS to operate weekly flights from Vietnam to the US, which also signaled the first time a VietJet craft had landed in the US.

This shift into cargo is much more than a temporary fix to pandemic conditions, and VietJet has already said that it plans to build on the mounting demand for cargo transportation. Toward the end of 2020, the airline launched an affiliate company – VietJet Cargo – which reinforced its future commitment to cargo transport. Vietjet Cargo standing vice-president Tran Quang Hoa told Insider that the carrier would continue to diversify its range of cargo services.

“These services will be developed based on our existing products in 2020 which have optimized our fleet and operation and raked in quite a considerable amount of revenue for VietJet in the past year,” he said. “I believe that freight transportation will continue to be our focus sector which brings in breakthroughs and extra revenue for VietJet in 2021.

A new future for aviation

Indeed, the lessons of 2020 look set to play a key role in defining VietJet’s future course. The airline’s success with cargo operations have also accelerated a shift into non-passenger services. Earlier this year, for instance, the company said it had invested into local online delivery platform Swift247 and will in the near future target the express delivery market.

VietJet is also expected to ramp up promotion of its ancillary services, such as souvenirs and in-flight food. In 2020, ancillary revenue accounted for close to 50% of total revenue

VietJet would not be the first airline in the region to open these new revenue streams. In 2020, Malaysia-based budget carrier AirAsia expanded its cargo and logistics division into cross border e-commerce transportation and last-mile delivery. Also last year, AirAsia launched its own digital travel and lifestyle platform and super app, offering non-flight related services such as e-commerce and food delivery.

Ultimately though, what matters for an airline is getting passengers on seats, and once international routes open up, analysts expect VietJet to expand further its overseas operations, helped no doubt by its positive financial performance in 2020.

“Asian nations have dealt with COVID-19 better than other nations and regions, so an expected return to travel for VietJet will come, benefiting the airline and ensuring its success,” Findlay says. “Wealthy Asian markets will be tempting focus areas for expansion as they focus on core historical visitor markets, while the back-order of aircraft that offer the opportunity to fly further in more economical and lower cost aircraft provides scope for growth into new and existing markets.”

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The founder of Care.com uses empathy, not frustration, to combat biases at work

Sheila Marcelo
Sheila Marcelo.

  • Care.com founder Sheila Marcelo has faced plenty of biases in her rise to the top.
  • But she’s been able to overcome them with a distinctly authentic and empathetic approach.
  • Through perseverance, Marcelo led the company to a lucrative IPO.
  • This article is part of a series called “Leaders by Day,” which takes a look at how prominent business leaders are tackling various challenges in today’s economy.

When Sheila Liria Marcelo first pitched the caregiving marketplace Care.com in 2007, a male investor had assumed she was an analyst from the bank.

“No, I’m actually Sheila Marcelo,” she said, correcting him. “I’m the founder and CEO of Care.com.”

As a Filipino-American, Marcelo, 51, is used to dealing with the implicit biases that women of color in leadership roles encounter daily. She’s been overlooked, underestimated, and misunderstood by male investors who couldn’t relate to her product. But along the way, Marcelo has adopted empathy and authenticity as her weapons to combat prejudice. Marcelo has now become one of only 22 women to ever found and lead a company to an IPO.

“So much of it starts from within,” she said. “You have to be inspired yourself to really believe what’s in your heart so that you can shine that energy, and others can feel it.”

In 2006, Marcelo founded Care.com to address a problem she faced as a working mother: finding care for her two young children and ailing parents. The platform is the world’s largest online marketplace for finding child, pet, and senior care. The company’s network has extended to over 35 million members in over 20 countries.

Care.com was acquired by holding company IAC last year for $500 million. Since then, Marcelo has co-founded Landit, the career-centric online platform that connects women and diverse groups with such resources as career coaching and personal branding tools. Marcelo joined venture capital firm New Enterprise Associates in January, where she’s focused on helping other female founders get the funding they need.

Even as the number of female-owned businesses has risen in the US and around the world 28% of company founders are womenbiases within the VC industry can prevent access to funds.

“When I describe to people the challenges of a female founder, there’s a little bit of disbelief,” Marcelo told Insider. “They’re like, ‘oh, come on – it can’t be the case.’ It sometimes feels like you’re using it as an excuse when in reality, the biases are there.”

An empathy-based approach

One of the most challenging hurdles for a woman founder, Marcelo said, is getting male investors interested in what you have to offer. The gender gap in venture capital funding is a major hurdle for female founders.

Pitchbook reported in 2019 that 2.7% of venture capital went to companies founded only by women, while companies cofounded by both men and women garnered 14%. Additionally, only 13% of all venture capital decision-makers are women. Those numbers become even starker for women of color.

Marcelo noticed that when she pitched her company to male funders, they often failed to see the need for a caregiving platform, since in many traditions, caregiving is perceived as a woman’s responsibility.

“They don’t resonate or relate to the service,” Marcelo said. “But if you have a female analyst in the room or a female investor in the room, the dynamic will change.”

Marcelo tries not to respond to the biases of others with anger. Instead, she approaches each situation from a place of empathy.

“I would rather attack biases not with aggression, but with understanding,” Marcelo said. “I think it’s part of our humanity to better understand how people can embrace an educator, and really educate them about their biases so that they’re not behaving in the same way.”

When the investor incorrectly passed Marcelo off as a bank analyst in 2007, she decided not to belabor his biases. Instead, she focused on hard facts, her knowledge about the business, and the profits she had been able to yield. Under Marcelo’s guidance, Care.com didn’t just profit – it was acquired by IAC at a 34% premium for $500 million. She hopes the experience was a lesson for the investor as well.

“The next time it happens to another woman, he’s going to take a pause and say, ‘do I have biases?'”

Authentic boldness

The phrase “authentic boldness” might initially seem contradictory. Authenticity often demands vulnerability, and boldness often calls for an elevated, more confident version of oneself. But Marcelo believes the two traits are complementary.

“The more you’re open about yourself, the more confident you are,” Marcelo said. “You care less about what people think, and your goal in life is actually to serve others and not impress others. There’s a sense of coming out with who you are.”

When Marcelo participated in televised interviews, her voice coach told her that her posture and tone of voice were too low in energy. Marcelo found that it was because she was actively trying to mirror the energy of her interviewer.

She stopped trying to match her interviewer and instead projected her own personality onto the interview. And that, Marcelo said, allowed her to elevate the conversations.

That’s why Marcelo encourages others to bring their truest selves to the table. And in doing so, they’ll be able to be bold in their own authenticity.

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