SETUP STRATEGIC DEVELOPMENT FOR PETROVIETNAM URBAN DEVELOPMENT JOINT STOCK COMPANY
CAPSTONE PROJECT REPORT
PERIOD 2011- 2015 AND VISION TO 2025
LIST OF TABLES
Table 2.2: Total revenue of PVC-Mekong 2009-2010 26
Table 2.3: GDP Index of Can Tho city 28
Table 2.7: Balance sheet of PVC-Mekong (2009 and 2010) 40
Table 2.8: result of PVC-Mekong (2009 and 2010) 40
Table 2.9: Index analysis of PVC-Mekong (2009 and 2010) 41
Table 2.14: Quantitative Strategic Planning Matrix (QSPM) 50
TABLE OF CONTENT
INTRODUCTION 7
1. The need for thesis research 7
2. Research objective 8
3. Objects and scope of the study 8
4. Methodology 9
5. Structure of the study 9
CHAPTER 1. SETUP STRATEGIC DEVELOPMENT FOR PETROVIETNAM 10
1.1.1. The concept of strategy 10
1.1.2. The concept of strategy management 10
1.1.3. The role of Strategy management 11
1.2. Classification of business strategies 12
1.2.1. Corporation-level strategy 12
1.2.2. Strategic Business Unit (SBU) 12
1.2.3. Function-level strategy 13
1.3. Strategic management process 13
1.3.1. External evironment analysis 13
1.3.2. Macro environment 13
1.3.3. Analysis of industry environment (micro-environment) 15
1.4. Internal environment analysis 16
1.4.1. Human resources 17
1.4.2. Finance 17
1.4.3. Management Activities 17
1.5. Strategy tools 17
1.5.1. External Factor Evaluation (EFE) 18
1.5.2. Internal Factor Evaluation (IFE) 18
1.5.3. Competitive profile matrix (CPM) 18
1.5.4. SWOT matrix 19
1.5.5. Internal/External matrix (IE) 19
1.5.6. Quantitative Strategic Planning Matrix (QSPM) 20
CHAPTER 2 21
2.1. General information of PVC-Mekong 21
2.1.1. Company introduction 21
2.1.2. The PVC-Mekong organization structure 23
2.1.4. Business results of PVC-Mekong in three years (2008-2010) 25
2.2. Analysis of environmental factors affecting to the operations of the Company 27
2.2.1. Macro Environment: 27
2.2.2. Micro Environment 36
2.3. Analysis of internal environment 39
2.3.1. Financial capability 39
2.3.2. Human Resource Management 41
2.3.3. Marketing 41
2.3.4. Product Quality 42
2.3.6. External environmental evaluation matrix (EFE) 42
2.3.7. Internal environmental evaluation matrix (IFE) 45
2.3.8. Competitive Profile matrix of PVC-Mekong 47
2.3.9. SWOT Matrix 48
2.3.10. QSPM Matrix 49
CHAPTER 3 53
3.1. Set up business strategy for PVC-Mekong 54
3.1.1. Development and investment strategy 55
3.1.2. Marketing and brand development strategy 56
3.1.3. Enterprise restructuring strategy 56
3.2. Implementing solutions 58
3.2.1. Developing investment solutions 58
3.2.2. Marketing and brand development solutions 58
3.2.3. Business restructuring solutions 60
INTRODUCTION – SETUP STRATEGIC DEVELOPMENT FOR PETROVIETNAM
1. The need for thesis research
In the competitive situation taking place in all areas of business, if a company would like to survive and develope in the marketplace. Suddenly the business environment to ensure sustainable development for business. Besides, Vietnam joined the World Trade Organization (WTO) and the trend of globalization today. Businesses are facing great opportunities to build and develop a new level, while also facing the challenges and potential risks. Construction is a specific business, requiring special conditions such as strong financial resources, ability to raise capital. Construction activities also have a potential risk, but comes with big risks is very attractive profit. The economy structure of Mekong Delta region in general and Can Tho city. In particular, the projected growth rate of the construction industry in 2011 will be getting 16.4% (period 1997- 2001 is 14.79%). Reference from the practical situation, to set up the business strategy for every construction business is very essential.
2. Research objective
To assess the status of business operating of company, thereby determining the results achieved as well as shortcomings in production and business activities of company (from 2008 to 2010) which combined with the direction and objectives of the business strategy to develop production and business activities of company in the period 2011-2015 with a vision to 2025.
3. Objects and scope of the study
Object of the study is PetroVietnam Urban Development Joint Stock Company (PVC-Mekong) that is a company has multi business lines in which the main field of activity is the civil and industrial construction. Operating areas of the company is mainly in Can Tho city and the neighboring provinces in the Mekong Delta region.
The range of research topics mainly focus on analyzing and evaluating business environment of the PVC-Mekong in the period since its establishment in 2008 up to now from which to. On defined goals based on the previous period, current capacity and direction in the coming years, then offers solutions and suggestions on development investment, human resources, financial and production.
4. Methodology
– Statement production and business activities, the annual financial reports from 2008 to 2010.
– The thesis also uses meta-analysis method, comparative method, methods experts to analyze the production and business operations of the company.
5. Structure of the study Introduction
Chapter 1: Literature review
Chapter 2: Analyzing the business environment of PVC-Mekong Chapter 3: Set up strategic business for PVC-Mekong Conclusions and recommendations.
CHAPTER 1 LITERATURE REVIEW – SETUP STRATEGIC DEVELOPMENT FOR PETROVIETNAM
1.1. The concept of strategy and strategy management
1.1.1. The concept of strategy
The term strategy derives from the military field with the sense to point out the large and long-term plans based on what is sure that the enemy can do, what the enemy can not do. Since then the term business strategy was born, according to the traditional strategy is to identify the fundamental long-term goals of an organization from which to make concrete action plans with the use resources appropriately to achieve the goals set forth. According to Michael E. Porter: “Strategy is the art of building a solid competitive advantage to the defense.”
1.1.2. The concept of strategy management
According to Alfred Chander:”Strategic management is the process of determining the basic long-term goals of the organization, selection or way of action and distribution of resources necessary to implement that goal.”
According to Fred R. David: “Strategic management can be defined as an art and science establishment, implementation and evaluation of decisions related functionality allows an organization to achieve goals out “.
According to John Pearce II and Richard B. Robinson:”Strategic management is a set of decisions and actions to establish and implement plans to achieve business goals.”
TRUNG TÂM LUẬN VĂN MBA-VIP VIẾT THUÊ LUẬN VĂN THẠC SĨ & TIẾN SĨ CHẤT LƯỢNG CAO.
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