Luận văn thạc sĩ quản trị kinh doanh quốc tế MBA (130)

Class: GeMBA01.V01 Group: Group exercise - Strategic management Foreword General Introduction In the highly competitive business world, the question is: why did some companies succeed whereas the others failed? Why were some domestic businesses weaker than foreign invested companies ? What is the cause? What is the business strategy of each company? What are core values, what are the objectives of a company for sustainable development and everlasting The researching goal of FIRE DRAGON group is: to build a business strategy for ThienLoc animal feed Processing Company in the period 2010-2015 by relying on modern business theory, using SWOT analyzing technique, five competitive forces of Porter, Mc Kiney matrix…which have been learned in the programme and realistic data due to annual reports and statistics provided by the company Method of conducting primary data and information provided by companies CBTAGS Thien Loc and Minerals Corporation and trade in Ha Tinh Method interviewed directors, the Department concerned and self-grading group vote Structure of the major exercise is: - The opening: General Introduction - Charter One: Basis of methodology - Charter Two: Analyzing the actual situation of ThienLoc animal feed Processing Company - Charter Three: Proposing strategy, recommendations and conclusions We sincerely thanks Griggs university of United States Hanoi National University, postgraduate education faculty, ETC center of Hanoi National University Vinh University and library center of Vinh university , all member of class v01, who has created good conditions for us to study and research program We also express our gratitude to ThienLoc animal feed Processing Company and Hatinh mineral and trade Corporation for supporting and helping the Fire Dragon group have great exercise of strategy management with topic “building the business Class: GeMBA01.V01 Group: Group exercise - Strategic management strategy for ThienLoc animal feed Processing Company in the period 2010-2015” to-present-today The proposed business strategy : Move to a new height Class: GeMBA01.V01 Group: Group exercise - Strategic management Charter One Basis of methodology On the competitive aspect, we will use the capacity of making a difference to describe the special ability, creating a certain advantage The ability to create differences includes special abilities, skills, technologies and resources for an organization in order to make the difference with competitors and create competitive advantage ideally , capabilities and skills of an organization to make so much difference that other competitors can not copy Capabilities and skills of evaluation in business includes activities such as: product design, manufacturing innovation with low-cost, technology rights, outstanding quality, delivery efficiency Thus, to survive every enterprise must have a few areas of activity or skill lead to competitive advantage I THE THEORY OF BUSINESS STRATEGY Strength Chances To maintain To discover Strategy Internal External To Prevent ToEncounter threats Weak points Figure 1.1 Business strategy Class: GeMBA01.V01 Group: Group exercise - Strategic management Definition: Strategy is a series of complex actions to mobilize resources that an organization can have to achieve a certain goal In 1962, the Chandler defined strategy as "the determination of the longterm objectives and purposes of a business on the application of a series of actions as well as the allocation of resources needed to implement the goal Chandler, A (1962) Strategy and structure Cambridge, Massachusetts, MIT Press "Strategy is the long term direction and scope of an organization to gain competitive advantage for the organization through the format of its resources in the changing environment, to meet market demand and meet expectations of stakeholders Johnson, GI, Choles, K (1999) Exploring Corporate Strategy, 5th Ed Prentice Hall Europe In defining strategies to Mintzberg's P-word Essential aspects of strategic management as follows: Plan (plan): series of actions to be intended consistently Pattern (pattern): consistency of behavior over time, may be intended or not intended Position (Position): Match between the organization and its environment Concept (Perspective): How to deep recognition of the world Tricks (Ploy): How to fool the opponent 1.1 Business Strategy: 1.1.1 Business Strategy is the art Class: GeMBA01.V01 Group: Group exercise - Strategic management - Alain Threlart said that "Strategy is the art that businesses use to compete against and win victory M Porter said that "Strategy is the art of building competitive advantage for a firm defense Thus, these authors considered that the business strategy is the art to compete on the market and develop business 1.1.2 In the opinion of management category, business strategy is a form of the plan - G Arlleret said that "Strategy is the determination of roads and other means to reach the goals identified through the policy - D Bizrell and his group of authors said that "strategy is like a general plan leading or direct enterprise to the desired target It is the basis for the policies and the working methods - Glueck said that "Strategy is a kind of uniform, comprehensive and integrated plan designed to ensure that the objectives of the business will be done." 1.1.3 In the opinion of the combination of unity: - "Business Strategy is the art of coordinating activities and control them in order to reach long-term goals of the enterprise - Chandler considered “strategy implies the stability of the basic long-term goals of the business, and selection of the way or process of action and distribution of essential resources and organizing to implement the goals - In business "business strategy is an art to design and organize the means to reach the long-term goals of the business and have relationship with the transformation of the business environment and competition Class: GeMBA01.V01 Group: Group exercise - Strategic management 1.2 Competitive strategies according to M.Porter opinion Michael E Porter-professor of Harvard University presented basic competitive strategies in his work “competitive strategies” 1.2.1.Leading low-cost strategy This strategy creates competitive advantage in two ways: - Underestimate competitors in the industry aimed at attracting target customers who are sensitive to price to increase total revenue This strategy is consistent with large-scale business units which can reduce costs in the process of operation - Refrain entirely cut off, content with the current market share and use the lower cost to have higher net profit per sold unit of product 1.2.2 Different strategy Business unit will focus on creating diferent kinds of products and marketing programs from those of its competitors to reach the leading sector Since then fixing prices higher than other conventional products, increasing sales by attracting customers who like brand with highlight features such as a unique taste, the ability of available reservation for distribution to customers in anywhere, scientific applications in the design and operation of implementation, optimal service, high quality, reputation and distinctive 1.2.3 Strategy focuses on main point: According to this strategy, the business unit focuses its attention on the narrow segment of the entire market The segment can be defined by geographic area, products and customers The attractive segments to be chosen is where no competitors or rivals meet the needs and expectation of customers Class: GeMBA01.V01 Group: Group exercise - Strategic management 1.3 Competitive strategies are applied for business units according to market share position in the market In the same company but each business unit has a different market share in the market 1.3.1 Leading business unit in the market: – Strategy to expand total demands: Searching for a new region for sales, finding new customers, developping new uses and encouraging greater use of the product – Strategy for defense: Helping leading business unit in the market hold its position in current market Leading units in the market are always threatened by other competitors, especially those units that keep challenging positions for the market Therefore, business unit have to continuously defend against attacks by competitors - Strategy to expand market share: By buying back or snatching business units of small competitors, attack to occupy market share of major competitors 1.3.2 Provocative business units to the market : Attacks on leading business units and other competitors to increase market share or business can be parallel to the competition and not touch to behind competition To make attack strategy, the business unit must perform the following steps: - Clearly define the competitors to attack and goal of attack strategy - Select appropriate strategy to attack: attack forward, attack the flank, siege attack 1.3.3 Business unit follows the market: Class: GeMBA01.V01 Group: Group exercise - Strategic management These are the business units that not want to cope with the leading competition or challenge of the market because of insufficient resources, fear of loss, loss of many costs so they try to evade by following leading rivals in the market through simulation strategies: – Complete simulation of products, distribution method, advertising and marketing activities, supplying products to sensitive target market with low price - Simulating some main contents in the mixed marketing of leading rivals led and keeping some differences in packaging, pricing, advertising, sales network - Improved simulation is to adapt to the market by basing on marketing mix of market leading opponent to improve and make specific characteristics for its marketing mix to adapt to the needs and wishes of the goal market 1.3.4 Binisess unit hides in the market The business units which hide in the markets always find one or several safe and profitable segmentso hide To succeed on narrow market segments, they often implement typical specialization strategies: - Specialize in the final user: Depending on the industry, lurking business units choose a kind of customers who have damand of its product anf services to serve - Expertise in stages in the process of production and distribution of products.: The business unit can choose the details, components of a finished product, one addition product to the main product - Specialize in customer: Select customers according to demographic criteria to serve customers with high, medium or low incomes or such clients as children, teenagers, youth Class: GeMBA01.V01 Group: Group exercise - Strategic management - Expertise in sale zones: Select a geographic area to serve such as domestic, local markets, regional markets - Specialize in features of products: high, luxurious or average quality - Specialize in items of each field: one or several items in major industries - Specialize in business services options that competitors not offer 1.4 Process to formulate strategies Building business strategy is the first period in process of strategic management 1.4.1 Assessment of outside environment Environment of an organization includes the factors, forces, the institutions outside the business that administrators not control them but they affect the operation and performance of the business Environment of the organization can be divided into two levels: the macro environment, microenvironment Macro environment affects all businesses, but it is not necessary in a certain way, including: (1) Economic environment; (2) Environment of Law, government and politics; (3) Cultural-social environment (4) Natural environment; (5) Technological environment Micro-environment is defined for a specific industry Enterprises in the industry are affected by the micro environment of the industry, including: Class: GeMBA01.V01 Group: Group exercise - Strategic management (1) competitors; (2) customers; (3) suppliers; (4) potential rival; (5) Spare products Analysis of outside factors is qualitative, intuitive and hard to imagine In strategic management, the researchers offer two tools for enterprise to grade and measure the effects of the environment to the operation of the business This is matrix which assess outside factors (EFE) and competitive image matrix 1.4.2 Assessing the internal situation of the business Internal situation of the enterprise is usually evaluated by functional areas such as Finance; Human Resource, operation management; Organization structure; Marketing, Research / Development; Technology Information Analysis inside enterprises will allow to recognize strengths (S) and weaknesses (W) of the enterprise Since then, the business strategy has been selected to maximize the strengths and overcome the weaknesses of the business It is also similar in technical analysis of the external factors, in order to measure the analysis of the internal situation of the business, they usually use " matrix of internal evaluation” (IFE) 1.5 Tools to build business strategy According to Fred R David, there are three stages to form business strategy and each stage uses different tools Phase 1: Phase of collecting and systematizing information 10 Class: GeMBA01.V01 Group: Group exercise - Strategic management - The marketing staffs regularly visit the distributors, retailers to check the price and gained profit + To define the price for each localities, basing on: - Living condition and GDP per capita - Animal feed and breeding price level on the market - Distance and transportation means from the Company to distributors, retailers and big farms - Comsuption ability - Market’s demand - Customer and market’s style - Gained market share Distribution strategy The role of distribution network in business: - To decide the coverage of the market - Flexibility in distribution - Cost reduce - Delivery time reduce - Important, neccessary information channel + To build up an effective distribution network on Ha Tinh market combining of direct and indirect channels To provide customers with well-organised method, animal breeding companies and some small susidiaries of these two companies (internal customers), reltailers, social organisations to cover the whole province To expanse the distribution network in Ha Tinh, Nghe An, Quang Binh provinces and prepare a plan for expansion to other provinces - To support the distributors with transportation cost to transport the products to target areas to widen the coverage - To treat strictly the distributors, agents who fail to obey the committment - The market staff regularly check and confirm the set up business strategies To build up a convinient order system: 70 Class: GeMBA01.V01 Group: Group exercise - Strategic management - To set up an order system on Internet so the distributors can have more choices for ordering the products - A software can control the debts, orders - Each distributor is provided with an ID and password for access to this software - To guild the distributors to carry out this way of ordering Promotion policy -To build a monthly, quarterly, annual promotion policy basing on the sale turnover each month of a year -To have a reward policy - To support the distributors with the interest rate by allowing the distribultors to pay slowly within month if meeting the requirements: - The output is sold at commitment - Bank’s gurantee of slow paymen for finanacial security – Gift for customers campaigns at big events: Advertisingpolicy, services and product promotion: - To advertise in many forms: big pano, television, magazine, brochure, poster To choose the locations, occations for effective advertising - To provide the retailers with shop signs every year/ 1times - To present the customers at special ocations with T-shirt, raincoat, electric fans - To sponsor some events, programme organised in the province: humanity programme, sport show - To train the sale staff and ditributors for more professionality in sale and marketting - To investigate some farms - To celebrate a meeting with ditribultors, retailers who are selling Thien Loc products and those who are not selling Thien Loc product in the area every year with an aim to introduce about Thien Loc product, business policy, sale method 71 Class: GeMBA01.V01 Group: Group exercise - Strategic management - To organise custormer seminar: to devide the customers into group: main distributors, retailers, transporters, farm owners The seminar is aiming at maintaining the close relationship with the customers so that the customers can have better understaniding about the Company and its products, to collect more information and expection of the customers Main contents of the meeting: - Introduction about the Company, its products, comsumption modal, distrbution channels - Introduction on sale staff, distribution network - Customers deliver speech on their design, expectation toward Thien Loc Company To apply the marketing programme It should be mobilised the resources of human, time and finance to carry out this programme 3.5.2 Solution of human resource: - Thien Loc Company is newly established and developed Its human resource are mainly from its subsidiaries Therfore it’s very essential for the Company to build up a company business culture - To build up organisation culture: is the typical of theories, shared confidence to affect the staff’s thinking and acting on problems and opportunities - To quickly train Thien Loc company’s staff with ISO for quality and personel control - To reform the remuniration policy: One of the factors motivating the labourers is remuniration policy which is adjusted suitable with the common labour market Many ways of remuniration can be considered For example: monthly salary, product-based salary, score-based salary Remuniration is one of the factors to keep capable staff to work for the Company - It’s important to train the internal resource along with attract more capacble candidates from outside to meet the human resource’s requirements 72 Class: GeMBA01.V01 Group: Group exercise - Strategic management Comments: Thien Loc Company is newly one At present there are many works need to be done, especially when the Company is preparing for equitiazation, the science of human reource management play a very imortant role in setting up the Company’s business strategy The Company define human resource training and developing is a profitale investment and effective way for development of the Company In order to operate in compliance with the market’s economy rules, it’s vital to firgure some above findings and application of human resource management However, it takes time and careful steps to choose the right way to apply in human reource management in the Company basing on the real situation and its capacity 3.5.3 Solution of finance Thien Loc Company should speed up the equitization process to intergrate into WTO so that its fiancial statement can meet the international accounting requirements 3.5.4 Solution of investment The Company has been in the initial production so investment on technology is not a matter of concern but the process of providing service * It’s necessary to analyze the current process so that an initiative can be proposed for a better service process: To separate the sale group apart from the accounting room, sale room(in terms of location) and managed by accouting room % annual USD usage (turnover) Support more from machines, equipments Applying A,B,C analysis to catergorized agents and order into A,B,C group for better service (priority is put in order of A, B, C) Customer A CustomerB First priority Second priority CustomerC Third priority 73 % product output Class: GeMBA01.V01 Group: Group exercise - Strategic management Illustation 3.7 * Waste alliviation according to Ohno + Surplus production: - Distance from gateguard office to sale, accounting rooms: about 70m - From electronic weight station, weight room (accounting room) about 60m + Waiting: - Long time of waiting for weighing the vehicles + Procedure: - Time-consuming and lots of papers The above factors (surplus production, waiting, procedure) should be reformed * To re-positioning the machines and equipments: a At the gateguard room, there are living room, electronic board filed the code of agents who come to buy - To install a display clock when truck is on the weigh scale b Goods loading and checking is located next to the electronic weigh scale (illustration 3.7) so that divers and byers on trucks can complete the procedure (invoce) (like ticket bying passing bridge on National Road 1A) To organize in a way that the byers and driver on trucks can see the displayed clock c In weighing room, there are electronic boards (like the boards in banks) + On the first board, the code of agents registered for goods is displayed + On the second board the code of agents who already got products on that day (the second board’s content is the same with the board’s at the gategurad room) In the weighing room, an equipment which automatically records all vehicles’ turn of passing the weigh scale at a recored time is installed (the time is displayed like the call register of a mobile phone 74 Class: GeMBA01.V01 Group: Group exercise - Strategic management Export and checking Gateguard, living room Weighing room Gate Trucks Product storage Illustration 3.8 * Basing on the theory of management and analysis at the above points, if applying this method it will definitely take a half day to transport the goods from the factory to agents in Ha Tinh province, reducing from days at present to a half day Process of receiving goods after reform: Step 1: Trucks stop outside the factory’s gate, customers come to the gateguard room, living room and see at the electronic board to know when is his/her turn The truck goes straight to the weighing scale, procedure (paper, invoice) can be done when siiting on the truck (time-saving) Step 2: When procedure is completed, the truck go straight to the storage for goods receiving Step 3: After goods put on trucks, weighing, checking and departing 75 Class: GeMBA01.V01 Group: Group exercise - Strategic management Comments: After reform, the process Percentage of productivity - consists of steps in replacement of 11 steps as before - Simple and time-saving procedure, increased productivity Shortcomings: - More investment 10 15 20 25 30 35 Percentage of investment - Install more e-weigh scales Slide Lecture Fig.3.9 - Re-locate weighing room(build more) - More technical requirement to personel At present, Thien Loc company has operated at only 30% of its design capacity so serving the customers is still not a high pressure When the factory operate at full capacity and products sold at big volumn, this will be a matter of concerned 3.5.5 Shortcomings of process and reserach in the future: The life is changing day by day, the market is fluctuating and full of risks In the long run, many factors can happen affecting the research in the future such as: terrorism, race discrimination, polictical institution changing, political unstability, global economic crisis, climate change, natural disasters, calamities, epidemics or subsitution of vegetable for animal meat 76 Class: GeMBA01.V01 Group: Group exercise - Strategic management CONCLUSION The animal feed sector of Vietnam is developing in both quality and quantity and also raised the competition between sector’s companies In the context of global integration, Vietnamese animal feed companies in general and Thien Loc company in particular is facing many opportunities and challenges as well In the period 2010-2015, the competition will be moved from domestic to international level The pressure of international integration has forced companies to speed up and Thien Loc is not an exception Given this context, it’s very vital for the Company to have timely adjustment, renovation to develop in a more competitive environment Therefore, an effective business strategy is of great importance to the Company Basing on analysis of Strengths, Weaknesses, Opportunities and Threats of Thien Loc company, business strategies has been proposed: market development, low-cost leadership, re-organization of structure and human resource development In order to realise these strategies, some solutions have been figured out: human resource solution, distribution network, marketing, company business culture, facility investment However, in the context of changeable environment, it’s essential to regularly check and evaluate the performance and timely adjust for more effective operation 77 Class: GeMBA01.V01 Group: Group exercise - Strategic management TABLE OF CONTENT No Opening Chapter 1 1.1 1.1.1 1.1.2 1.2 1.2.1 1.2.2 1.2.3 1.3 Content Introduction Theoritical basis Theories on Business strategies Business strategy Business strategy is an art In the concept of unified combination Competitive strategies of M M.Porter Strategy of cost leadership Product differentiation strategy Focus strategy Competitive strategies of market-positioning for 1.3.1 1.3.2 1.3.3 1.3.4 1.4 1.4.1 1.4.2 1.5 1.5.1 1.5.1.1 1.5.1.2 1.5.1.3 1.5.2 1.5.2.1 1.5.2.2 1.5.2.3 1.5.3 1.6 cooperations Market leader corporation Market challenging corporation Post – Market corporation Market hidden corporation Process of strategy defining External environment assesment Internal environment assesment Strategy defining tools Data collection and systemization EFE matrix Competitive matrix IFE matrix Combination stage SWOT matrix SPACE matrix Big strategy matrix Decisive stage Basic charateristic of Business strategy 78 Page 2 3 4 5 5 6 6 8 9 10 10 11 11 12 12 13 15 17 Class: GeMBA01.V01 Group: Group exercise - Strategic management 1.7 1.8 1.9 1.10 1.11 1.12 1.13 Chapter II Strategic vision Corporation’s resbonsibilities Target defining Human resource management Corporation financial management Production and operations management Marketing management Thien Loc animal feed processing company’s 17 18 18 20 20 20 21 22 2.1 2.1.1 2.1.2 2.1.3 2.1.4 2.1.5 2.2 2.2.1 2.2.1.1 2.2.1.2 2.2.1.3 2.2.1.4 2.2.1.5 2.3 2.3.1 2.3.1.1 2.3.1.2 2.3.1.3 2.3.1.4 2.3.1.5 2.3.1.6 2.3.1.7 2.3.2 2.3.2.1 2.3.2.2 2.3.2.3 2.3.3 2.3.4 2.3.5 2.4 2.5 2.6 current situation analysis Introduction on Thien Loc company Geographical location Brief history of development Organisation structure Thien Loc animal feed product comsumption Mission Statement Business enviroment of Thien Loc Company Macro-environment Economic environment Technology environment Socio-cultural environment Natural environment Legal political environment competitive forces of Porter Potential rivalry Customer loyalty to established brand Absolute cost advantages Economy of scale Switching cost Governmen’s regulations Retaliation Barrier to entry and competition Competition among sector’s companies Sector competition structure Demand conditions Barriers to leaving the sector Bargaining Power of buyers Bargaining Power of suppliers Substitues Opportunities and Threats analysis External Factor Evaluation (EFE) Competitive matrix 23 23 24 24 24 25 26 26 26 26 27 28 28 29 30 31 31 32 32 32 32 33 33 34 34 35 36 36 37 38 38 39 79 Class: GeMBA01.V01 Group: Group exercise - Strategic management 2.7 Internal Factor Evaluation of Thien Loc 41 2.7.1 2.7.2 company Human resource management Operation management 45 45 2.7.2.1 2.7.2.2 2.7.2.3 2.7.3 2.7.4 2.7.4.1 2.7.4.2 2.7.4.3 2.7.4.4 2.7.4.5 2.7.5 2.7.6 2.7.7 2.7.8 Chapter III Technology Technology process Operation process on selling products Financial management Marketing management Meet demand of company’s internal customers Form distribution channel Product policy Distribution policy Promotion policy R& D IT Strength, weakness evaluation Internal Factor Evaluation (IFE) Business strategy of Thien Loc Company in the 47 47 49 50 52 54 54 54 55 56 56 57 57 57 58 3.1 period 2010-2015 Business objectives of Thien Loc Company in 60 3.2 3.2.1 3.2.2 3.2.3 3.2.4 3.3 3.4 3.5 the period 2010 -2015 Feasible business strategy analysis SWOT matrix analysis SPACE matrix analysis Big strategy matrix analysis Defining replacable business strategy QSPM matrix Foundation for business strategy selection Solution to strategy implementation and 60 60 60 62 63 64 64 67 recomendation for shortcomings found at the 3.5.1 3.5.2 3.5.3 3.5.4 3.5.5 second chapter Solution of marketing Solution of human resource Solution of finance Solution of investment Shortcomings of process and reserach in the future Conclusion 80 67 67 71 72 72 75 76 Class: GeMBA01.V01 Group: Group exercise - Strategic management REFERENCES A VIETNAMESE DOCUMENTS Slide: Strategic Management – Griggs University GeMBAO1.VO1 : Strategic Management Statistics Publication House- 2009 Author: Ph.D, Associate Pro Lê Thế Giới - Ph.D Nguyễn Thanh Liêm, Master Trần Hữu Hải Slide: Marketing Management.University Griggs GeMBAO1.VO1 MBA MARKETING in hand Young Publication House - Anh Văn Author: Charles D Shewe; Alexander Watson Hiam Slide: Operation Management: University Griggs GeMBAO1.VO1 Slide: Human Resource Management: University Griggs GeMBAO1.VO1 Slide: Corporate Finance: University Griggs GeMBAO1.VO1 Foundation of corporate financial management Summary of lecture by Ph.D Nghiêm Sỹ Thương Hanoi Polytechnic University – Economics and Management Falcuty Slide: Communication and Negotiation Management: University Griggs GeMBAO1.VO1 10 Data provided by Thien Loc animal feed processing factory Mineral and Commerce General Company 11 Project: Advanced technology application in husbandry breeding, feed processing, environmental safeguard to produce high-quality lean pigs, suitalble to Ha Tinh’s environment conditions Investor: Ha Tinh Mineral and Commerce General Company 12 Agro- Forestry Promotion Department ( Ministry of Agriculture and Rural Development) Report on husbandry result and development orientation 20002005 - 2010, 2000 13 Author: Nguyễn Thị Hồng Nhân – Animal feed book 81 Class: GeMBA01.V01 Group: Group exercise - Strategic management 14 MBA for leaders, Steven Silbiger Ho Chi Minh City General Publication House B ENGLISH DOCUMENTS: Charles W Li Hill, Gareth R Jones (2002), Strategic management: An intergrated Aproach, 5th Ed Houghton Miflin Chris Argyris, Donal A Schon (1996) Organization learning II: Theory, Method, an practice, Addison - Wesley Publishing Company David A Secenzo, Stephen P Robbins (2002), Human Resource Management, 7th John Wiley & Son, Inc Michiel R Leeder, Harald E Feason (1997), Purchasing & Supply Management, 11th Ed Irwwin/Mc Graw - Hill Peter Wright, Mark J Kroll, John Parnell (1996), Strategic Management: Concepts and cares, 3rd Ed Prentice Hall Thomal L Wheelen, J David Hunger (2004), strategic Management and Business Policy, 9th Prentice Hall/ Schmenner R W, Service, Operations Management, prentice - Hall, 2001 Journal of operations Management Operations Management Websites: 10 http://www.negetiations.com/negotiation 11 http://www.oxfordjournals.org/ 12 http:// www Negotiations.com/case 13 http:// www.basicstostartwith.com/negotiation 82 ... Class: GeMBA01.V01 Group: Group exercise - Strategic management CHAPTER II: ANALYSING THE SITUATION OF THIEN LOC ANIMAL FEED PROCESSING COMPANY 2.1 INTRODUCTION Fig 2.1 24 Class: GeMBA01.V01... period 2010-2015” to-present-today The proposed business strategy : Move to a new height Class: GeMBA01.V01 Group: Group exercise - Strategic management Charter One Basis of methodology On the competitive... Internal External To Prevent ToEncounter threats Weak points Figure 1.1 Business strategy Class: GeMBA01.V01 Group: Group exercise - Strategic management Definition: Strategy is a series of complex