Luận văn thạc sĩ quản trị kinh doanh quốc tế MBA (145)

CAPSTONE PROJECT BUILDING BUSINESS STRATEGY FOR THE CENTRAL INVESTMENT AND INFRASTRUCTURE DEVELOPMENT JOINT STOCK COMPANY Group: 02 Nguyen Thi Anh: Group leader Phan Van Anh: Member Nguyen Xuan Hanh: Member Phung Thanh Vinh: Member Vinh City - Nghe An, 2011 Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 CONFIRMATION OF SELECTED UNIT FOR DOING RESEARCH Central Investment and Infrastructure Development Joint Stock Company Central Investment and Infrastructure Development Joint Stock Company is the unit having enough all corporate capacity, independent economic accounting, stamp, deposit account and loan in State Bank in accordance with Business Law Being a young company with stable and sustainable development, our products are high discipline, leading quality and over progress civil – transportation and irrigation construction projects containing high discipline, leading quality and over progress With good leadership staff and skilful employees, the company is on vanguard to renovate management with investment to in advanced, modern and specialized equipments As a result, the company satisfies all requirements of customers, investors in project quality, safety as well as progress The company has enough capacity and prestige in market and has been highly appreciated and recognized by investors Furthermore, the company is in development roadmap to be appropriated as reliable address of investors and customers During the process of development, builind and , planning strategy basing on fully and exactly analysis and assessment toselect and implement strategy for period 2011 – 2015 We also coordinate with author group No 02 – Gamba01-V03 of Global Advanced Master of Business Administration Program – Griggs University We confirm that all data from our company is true and guaranteed and we would like to propose Committee and University considering and creating favorable conditions for their completion of this capstone project CHAIRMAN OF BOARD CUM DIRECTOR MBA Nguyen Hai Lam Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 2 1.1 1.1.1 1.1.2 1.1.3 1.1.4 1.2 1.2.1 1.2.2 1.2.3 1.2.3.1 1.2.4 1.2.4.1 1.2.4.2 1.2.5 1.3 1.3.1 1.3.2 1.3.3 TABLE OF CONTENTS INTRODUCTION The reason for selecting topic Research objectives and applicability Research scope Research method Structure of the capstone project CHAPTER I THEORETICAL BASIS OF BUILDING BUSINESS STRATEGY Definition and the role of strategy and business strategy Viewpoints about strategy; Features of strategy; Kinds of business strategy The role of strategy Process of building business strategy Process of building strategy Defining mission and goals of organization Analyzing external environment factors Influences of external environment factors on business strategy; Analyzing internal environment factors Analyzing value chain; Analyzing financial condition Selecting business strategy Tools used to analyze business strategy Tools used to analyze strategy Selecting analysis tools Solutions to implement strategy Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 Page 10-14 14-26 26-27 CHAPTER II ANALYZING AND BUILDING BUSINESS STRATEGY OF HA TINH CENTRAL INVESTMENT AND INFRASTRUCTURE 2.1 2.1.1 2.2 2.2.1 2.2.1.1 2.2.1.2 2.2.1.3 2.2.1.4 2.2.2 2.2.2.1 2.2.2.2 2.2.2.3 2.2.3 2.2.3.1 2.2.3.2 2.2.3.3 2.2.3.4 2.2.3.5 2.3 2.3.1 2.3.2 2.3.3 2.3.4 2.3.5 DEVELOPMENT JOINT STOCK COMPANY UNTIL 2015 Overview about the company Process of formation and development Analyzing external environment factors: Macro-environment: Economic factor; Technological factor; Socio-cultural factor; Political and legal factor Analyzing sector environment: Overview about construction industry in 2010; Some issues about implementing irrigation construction in Vietnam; Opportunities and threats of construction environment sector Analyzing five forces model: Competitive pressure from suppliers Competitive pressure from buyers Competitive pressure from potential competitors Competitive pressure from internal sector Competitive pressure from substitute products Analyzing internal environment factors Analyzing basic resources of the company; Analyzing the main financial criteria; Analyzing service product groups of the company; Analyzing resource and management capacity of the company: Technological system 2.4 Assessing opportunities, threats, strengths and weaknesses of Central Investment and Infrastructure Development Joint Stock Company: Selecting the main business strategies of Central Investment and Infrastructure Development Joint Stock Company through SWOT matrix CHAPTER III SELECTING STRATEGY AND SOLUTIONS TO IMPLEMENT Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 28-32 33-43 43-54 45-57 STRATEGY OF CENTRAL INVESTMENT AND INFRASTRUCTURE DEVELOPMENT JOINT STOCK 3.1 3.2 3.3 3.3.1 3.3.2 3.3.3 3.3.4 3.3.5 3.3.6 COMPANY Strategy development orientation of the company in the future Selecting strategy Business strategy solutions for the company Solutions on finance Solutions on management Solutions on human resource Solutions on competitiveness Solutions on technology Solutions on Marketing Recommendation Conclusion References Appendix AUTHOR GROUP Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 58-59 59 59-69 LIST OF CHART AND TABLE Chart 1.1: Business strategy procedure Chart 1.2: M.Porter’s five forces model Chart 2.1: Organization structure of the company Chart 2.2: Organization structure of the company Table 1.1: Opportunities and threats Table 1.2: Strengths and weaknesses of the company Table 1.3: SWOT matrix Table 2.1: Expenditure of the company Table 2.2: Implemented construction projects Table 2.3: Implemented transportation projects Table 2.4: Implemented irrigation projects Table 2.5: SWOT matrix applied for the company Table 3.1: Strategy selection for the company ABBREVIATION HAD: Central Investment and Infrastructure Development Joint Stock Company SWOT: Strengths, weaknesses, opportunities and threats HASTC: Hanoi Securities Trading Center US: The United States of America USD: US dollar GDP: Gross Domestic Products BOM: Board of Managers Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 INTRODUCTION The reason for selecting topic The second half of 2009 and 2010 is the period of economic crisis for Vietnam as well as all around the world In that general context, national and foreign Investment and construction sector fell in the stagnation since investment capital was controlled, material price was declined significantly As a result, there were many projects delayed and not reached progress in contract Closing the project year of 2009 – Trading and production value of the company was 123.437 billion VND increasing 14% in comparison with corresponding period of preceding year Many big projects have been conducting and being in completion phase since the decrease of material price, interest rate began getting public investment effect and ODA disbursement was promoted Nevertheless, during the operation process, enterprises in construction industry especially basic construction ones face up with many difficulties resulted from the world financial crisis Furthermore, the difficulty in mobilizing capital leads to shortage of budget and delay of many projects Besides, the operation of administration and management in some companies are quite limited which does not meet management requirements for a large scale Many key sectors of construction industry have been not paid much attention and lack of professional in attracting investment capital and developing As a result, it has remarkable influences to earnings of the company and many other economic objectives Ha Tinh Central Construction and Infrastructure Development Joint Stock Company is the one focusing on construction investment in infrastructure and transportations projects to develop the economy in urban and rural areas nationwide Especially, in Ha Tinh province, the company has the leading market share in comparison with other in the same sector with 15 years of foundation and development Nevertheless, apart from successful investment projects with positive earnings, the company still has many shortcomings after the global economic crisis Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 Furthermore, the company has not made use of their available strengths to out pass ones in the same system Trading results are not proportional with their potential After integrating in WTO, construction companies have accessed many advanced methods and technologies with entire opportunities for more development On the contrary, they also have to compete with foreign construction ones At this time, barriers and advantages of national companies are threatened Prior to that context, it is necessary and imperative for construction companies to build and select a strategy, a stable solution to develop business condition An effective business strategy not only provides the company with stability, sustainable development and earnings but also is a good solution contributing for the development of sector and the country From above reasons, the group selected topic in line with the theme “building business strategy for Ha Tinh Central Investment and Infrastructure Development Joint Stock Company until 2015” The group also carried out the project as well as possibility with mission of developing the company in particular and construction industry in general Research objectives and applicability The project has important meaning in reality It supplies the comprehensive overview about operations for the development of company in crisis and violent competitive environment among members in construction industry Additionally, the topic will provide general picture about reality of the company recent years, analyze strategies relating to their activities, propose some solutions on organization management, business strategy and promote other strategies to enhance strengths The research can be used as reference for projects and researches of construction industry Additionally, the research has theoretical value and delivers new vision about strategy and business management methods of the company Research scope: Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 With researched and analyzed data about operations of Ha Tinh Central Investment and Infrastructure Development Joint Stock Company, the group proposes business strategy for the company until 2015 Research method: We generally used qualitative research methods basing on surveying, collecting information to synthesize and analyze with logical methodology - Survey the reality to have assessment, correlation and comparison; - Consult viewpoints of experts in managing construction groups and companies as well as investment and development companies; - Sum up primary and secondary data collected from different sources in interviews with experts and discussions Structure of the capstone project: This capstone project includes three chapters: - Chapter I: Theoretical foundation for building business strategy - Chapter II: Analyzing reality of the company - Chapter III: Solutions – recommendation and conclusion Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 CHAPTER I THEORETICAL FOUNDATION OF BUILDING BUSINESS STRATEGY 1.1 Definition and the role of strategy and business strategy 1.1.1 Viewpoints about strategy From the past up to now, there have been many definitions about strategy according to different viewpoints We would like to introduce and analyze some traditional and modern notions to have relatively entire and extensive view about strategy conception According to traditional notions, strategy is understood as: “Strategy is the research to find out suitable competitive position in an industry, a main operation scale happening competitive activities” – Micheal Porter From this definition, strategy emphasizes the competitive aspect According to Alfred Chandler “Strategy is the definition of long term basic targets for the enterprises, action programs together with allocation of essential resources to implement those targets” Jame Quinn, Dar Mouth University defines “Strategy is a model or plan of an organization to coordinate key targets, policies and operation orders within unification” Definition of Willam F.Gluck said that: “Business strategy is a united, comprehensive and cooperative one designed to ensure the enforcement of basic targets in enterprise” Nevertheless, this viewpoint has been not entire In fact, officially planned projects not take effect Therefore, enterprises need to have providing projects to respond in business process In general, traditional viewpoints reveal their weaknesses The essence of strategy is a science and an art to gain achievements Nowadays, introduced viewpoints about strategy gradually replace traditional ones These viewpoints not emphasize on the accounting and planning, they Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 10 the Company int the period of 2011 - 2015 In order to achieve the following objectives: - Remain the leading position in construction market share in Central - Expand market to raise nationwide market - Complete management staff, technicians with skillfulness to meet business targets - Keep available product trademark This is a complicated strategy It requires the effort to pursue strategy Therefore, the company has to focus on implementing methods to develop products, create new competitive advantages as well as occupy market Additionally, methods promoting research and forecast operation are also enforced to set up criteria for risk management system in investment operation Finally, in order to implement strategy synchronously and effectively, the important factor needed well doing as organization for implementing strategy in which paying attention to procedure, principle as well as resource 3.2 SELECTING STRATEGY STRATEGY SELECTION No Projects SO ST WO Earnings 80 100 80 Cost 80 100 100 Progress (implementing time) 70 100 80 Risks 70 60 70 Feasibility 80 90 70 Total 380 450 400 Table 3.1: Strategy selection for the company Comparison criteria WT 60 80 70 60 60 330 From data analyzed in strategy selection, the most optimal selection is ST – Differentiation strategy (450 points) and the second is WO – Cost leadership strategy (400 points) Analysis of choosing strategy: Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 61 • ST- Differentiation strategy: - Central investment and infrastructure development company is a unit which has financial capacity (having investment capital, legal capital is relatively large, financial situation remains stable, positive financial indicators, have equipped with modern machines, a contingent of skilled workers The company has experienced capacity is evident through the products (works had been constructed) and formation process of the company From these strengths, during implementation, the company is actively accelerating construction schedule (high tempo of 100), speed progress leading to low cost (high cost of 100), low cost leading to higher profits (profits reached 100) fast construction schedule leading to high feasibility (achieving feasibility of 90) But here is high level of risk due to the strength of financial capability, the company may have opportunity to get bigger projects beyond the financial capabilities of the company which leading to increase loan then increasing (debt factor / total assets) the high level of risk (low risk reached 60) With its strength, during the operation the company will create differentiation that is to launch low cost products with high quality • WO - Leading cost strategy: - Stable political situation, the government has many policies to build infrastructure through such decrees (Decree 99, 85 and decree 12 ) The economic crisis is on a stable trend of gradually opening up more opportunities for technical cooperation and investment With such situation that the small construction units also have opportunity to perform construction works to fit their capabilities It is at this moment, Central investment and infrastructure development Company has the opportunity to transfer its equipment which has not matched its size any more, the company will increase liquidity from financial liquidation process then the company can reduce amount of loan leading to reduce interest loan, along with incentives for investment in sectors like decree No.99 in which said that the payment in advance of the constructing contract may build up Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 62 to 100%, There are opportunities for investment and other policies to support for basic investment These are opportunities to create favorable conditions for company to reduce costs (the cost reached 100 points) -> Net profit increased but not as high as ST strategy because at this time, the company will have opportunity to get many projects at once then the construction schedule will be difficult to be accelerated like ST strategy so (Profit gets 80 points), (80 score points for progress) It is opportunity for investment and other policies to support investment in basic construction, the company has the opportunity to immediately reduce loan debt ratio or debt factor/ total assets decreased -> lower level of risk than other plans (70 points for high risks), low risk level -> high feasibility (achieving the highest feasibility of 70) With the above factors, the Company has reduced price of the project to increase profits and compete with its rivals This is the cost leadership strategy 3.3 SOLUTIONS TO IMPLEMENT BUSINESS STRATEGY OF CENTRAL INVESTMENT AND INFRASTRUCTURE DEVELOPMENT JOINT STOCK COMPANY 3.3.1 Solutions on finance In the condition of narrow capital, the company should make use of support of Government, state budget and credit organizations to ensure and increase capital for production and business operations Additionally, the company must consider and research carefully projects of expansion investment for sectors, especially seeking for capital mobilization source with preferential interest to invest and develop market as well as develop the roadmap of being listed in securities The more important, the company needs to promote progress of unfinished projects to accept, account and recover debt in projects If applicable, the company will have a large amount of capital to reduce pressure from capital mobilizing with interest Furthermore, the company is required to have specific and flexible policies Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 63 applied for each customer group and project group to ensure the time of debt recovery and prestige to customers as well as investors 3.3.2 Solutions on management Organization structure of Central Investment and Infrastructure Development Company is quite manufacturing – lean with effective operations Nevertheless, to have high earnings from production and business operations, the company should pay more attention and improve management operation to ensure reaching national and international standards Besides, the company must well implement the operation of business management according to ISO9001:2008, regarding as: ISO 9001: is a collection of the best management experience enforced in many countries all over the world from quality policy, design, product development and distribution, after-sale service, consideration and internal training assessment Applying ISO means to apply the advanced, objective and effective management procedure Implementation steps: Step 1: Training awareness according to new standard ISO 9001: 2008 Step 2: Ratifying system according to requirements of ISO 9001:2008 Step 3: Implementing essential adjustments Step 4: Applying quality management system according to QMS ISO 9001:2008 Step 5: Assessing internal factor Step 6: Registering certificate Step 7: Remaining quality system In general, the most important condition to remain quality management system ISO 9001:2008 does not depend on scale, form and technology It depends on determination of leader and thorough understand of employees in quality management Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 64 Gain benefits from applying ISO 9001:2008 - Increase qualified products, reduce failed and unqualified ones - Increase output since the company control time in production process - Earnings are higher because of effective production and cost reduction - Manufacturing and close management system with quick effective operation - Control input material quality since the company can control suppliers - Always improve to have supplied product met requirements of customers - Increase prestige in market and market share in sector - Individuals will understand more about their role in company, responsibilities and obligation for taking initiatives in working - Employees are trained better and more professionally 3.3.3 Solutions on human resource: - Training policy: In order to enhance product quality, labor productivity and develop available market as well as potential one, human is considered as leading matter of concern Central Investment and Infrastructure Development Company has introduced suitable policies supporting, training labor force by means of self-learning, and short term training course in specialized operations especially working skill The company also promotes working skill by funding, creating favorable conditions in time for learners Apply to competitive criteria to encourage employees Annually, the company has to organize qualification test for employees to train employees with skillfulness, professional and become good experts Furthermore, with the solutions of developing the research, the company has to establish research and experiment departments to diversify products Extraordinary advancement is implemented to reduce time, cost and increase productivity Besides, the operation has to have concentration to bring efficiency as encouraging initiatives even cooperating with foreigners Policies attracting employees and stabilizing skilful ones Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 65 To attract and stabilize employees, the company must have preferential policies for employees With respect to technical and skilful labor, the company should have attractive salary and bonus policies together with policies in recruitment The salary for labor, flexible salary payment and other advantages of the company had better be announced obviously for employees Last but not least, the company needs to apply flexibly and effectively supporting policies of locals in attracting qualified labor 3.3.4 Solutions on competitiveness In order to have competitive advantages in market, enterprises usually select solutions as cutting down cost, reducing price or product differentiation, and construction implementation differentiation Over the past years, with technological advancement and advantages, Central Investment and Infrastructure Development Joint Stock Company can well implement the cost reduction Furthermore, they should consider to have the lowest price as much as possible to bid transportation projects especially irrigation construction project To reach this target, the company should catch up opportunities in the time of stable material to import machines and material for implementing new projects If the company does not analyze and forecast the fluctuation of material market, they will have to face up with threats of high cost Additionally, the company needs to have product differentiation strategies through communication and conference to enhance penetration barriers in implementing irrigation construction projects Besides, the company must select different methods and projects to know action of rivals from analyzing market, analyzing information channel from their recruitment advertisement Nevertheless, the company should combine information flow to consider the possible solutions 3.3.5 Solutions on technology To gain business target, remain traditional market and develop to national and international market, the company needs to invest all predominantly advanced Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 66 system, line and equipments such as advanced commercial concrete mixing plant with high capacity and possibly implement in all fields Of course, they have to learn, research and make right decisions promoting efficiency - Apply new technology in storing material, building warehouse to ensure quality according to the rules of state and sector without speculation - In such a competitive environment at present, information security becomes one of important factors As a result, the company should pay more attention to ensure their business strategy especially information about survey, setting up contract for important project considered as survival factor of enterprise in bidding Therefore, the company had better focus on investing machines, managing, using qualified labor to operate Furthermore, labor is also required to have qualification in information technology to meet business requirements as well as internal security 3.3.6 Solutions on Marketing Market research enhancement is essential condition and matter of concern of every enterprise In which construction ones need to have accurate information about demand, tendency and viewpoints of investor as well as forecast on plan of industry As a result, they will have suitable solutions and business policies In order to make these solutions into effect, the company is requires to establish department and groups surveying and forecasting information, looking for and confirming on public means especially on newspaper, bidding newspaper of Ministry of Planning and Investment From that, the company can have initiatives for improving product quality to compete, diversify products in market with suitable policies and price Moreover, the company has to communicate products and their predominant strengths to market 3.4 THE ROADMAP FOR IMPLEMENTING BUSINESS STRATEGY OF CENTRAL INVESTMENT AND INFRASTRUCTURE DEVELOPMENT COMPANY Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 67 The solution implementation should be allocated suitably in time Activities for implementing solutions will be built in detail from 2011 to 2015 as following: * Solutions on finance: - Borrowing from commercial banks in the first quarter of 2012 and 2013; - Re-considering debt and classifying subject in 2011, - Promoting the debt recovery and settlement in all plans from 2011 to 2015 * Solutions on management: - Improving efficiency of management standard is the interested mission focusing on all implementation process from 2011 to 2015 - Applying ISO 9001:2008 and allocating for all years from 2011 to 2015 * Solutions on human resource: - Setting up and issuing the supporting policies for implementation right in the first and second quarter in 2011; - Organizing short term training courses for officers and technicians in the annual first quarter from 2011 to 2015 for skills of control, marketing, human resource management, target management, specialized machine preservation and operation - Policies attracting employees: organized in the second and third quarter in 2011 * Solutions on technology: - Implementing the investment preparation in the first and second quarter in 2011 - Implementing the investment in the second and third quarter in 2011 - Completing and taking in to effect in the last of third quarter in 2011 * Solutions on competitive strategy: - Establishing market information group in the first quarter in 2011 - Researching advantageous product group in period of 2011 -2015 with assessment for strengths, weaknesses, opportunities and threats to select decision - Prioritizing strong sector group in the last of quarters for following plan year Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 68 - Setting up program to communicate trademark and product quality in beginning quarters - Organizing conference, setting up majors to improve production technology in the last of quarters in 2011-2015 Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 69 RECOMMENDATION: With proposed solutions, leaders in Central Investment and Infrastructure Development Company consider and apply to enhance competitive position, expand market and develop revenue as well as earnings If applicable, this will have significant contribution to quality, progress management and efficiency of the company CONCLUSION: Over ten years of foundation and development, the construction operation in Central Investment and Infrastructure Development Company has had fix role in investment and infrastructure development in Central, promoting GDP and income for labor Furthermore, the company also focuses on implementing irrigation construction projects to control nature and bring many products for economics, socio-economic development especially in agricultural development From analyzing data about financial operations of the company recent years, we can see that the Company is more and more developing widely and deeply Additionally, they have been marked their trademark and position in general development trend of industry with stable finance, high market share and core capacity for extraordinary values Nevertheless, the great world financial crisis in 2008 still remains influences to general economy Especially, in the first half of 2011, the national economy has been affected by the world economy resulted from threats of nuclear war, severe change of global climate, natural disaster, epidemics and the latest one as super earthquake occurred in Japan Therefore, Government issued Decree No 11/ND-CP on preventing from inflation, stabilizing macro-economy, ensuring social security As a result, the macro-economy has many instable signs as significant agents to growth of national economy and the company is not exceptional With methods of analyzing strategic models from actual data collected in sector and the company, the research topic named “Building business strategy for Central Investment and Infrastructure Development Company in period of 2011 – Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 70 2015” has partially solved the imperativeness in current context The topic also orients to complete mission as a leading company in quality and market share in industry Additionally, the topic also visualizes new direction for business strategy analysis methods basing on crystallization of intelligence, technology and human after five years Because of limited time, the group cannot spend much time in surveying in detail for product group and reality of enterprises in the same industry Nevertheless, we have been supported from authorities, company and experts We also consulted curriculum, newspaper, books and websites to solve weaknesses and threats with usefulness for company Hopefully, we will receive contribution of the company and council for the feasibility and applicability of the topic Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 71 APPENDIX I Full name and function of members in group: Nguyen Thi Anh: Directly communicate with Central Investment and Infrastructure Development Joint Stock Company to unite the topic with requirements for proving related documents, coordinates the group, writes the outline for the main criteria as well as edits the topic Phan Anh: Contributes for detailed outline, writes the introduction and chapter I, consults and gives comment for Chapter II, III Nguyen Xuan Hanh: Writse chapter II and III, collects documents and gives comment for introduction and chapter I Nguyen Thanh Vinh: Designs Slide, contributes for selecting startegy, solutions implementing strategy Has responsibility for presenting topic with visual image Summarizes and completes the research II Organizations and individuals participate in the researching process Committee of Center for Educational Technology and Career Development – Hanoi National University - Enforce decisions on instructing capstone project for Global Advanced Master of Business Administration Program (GaMBA) VO3 course - Guide for capstone project Central Investment and Infrastructure Development Joint Stock Company: - Chairman of Board: Mr Nguyen Hai Lam – Master of Economics - Director: Mr Vo Van Cong – Master of Science - Manager of Financial Department: Mrs Nguyen Thi Nga – Bachelor of Economics Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 72 Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 73 REFERENCES I Books - Le The Gioi,Associate professor, PhD (2007) Strategic Management, Page 166, Statistical Publishing House - Rapand Tom Collins, Maxi Marketing, New York.MeGraw.Hill.1987 - Richard (1992) the Strategic Analysis of Intangible Resources, Page 135.144, Joh Wiley and Sons - Business Strategy and Policies Garry D.Swith Danny Arnol, Dbobby G.Bizzell – translated by Bui Van Dong and Hoang Anh – Statistics Publisher - 85 – 2008 - Doan Thi Hong Van, Kim Ngoc Dat – Strategic Management, Statistics Publisher, Hanoi 2010 - Nguyen Thi Le Hoa, ISO/IEC 27001 Information Technology, Thursday, 29/7/2007 II Other publications - Website: http//www.nangsuat.vn/article/read.asp.Thursday 29/7/2007 - Report of General Statistics office of Vietnam (2009) - http //: www.Strategy.busimess.com (February, 27th 2010) Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 74 ... project CHAIRMAN OF BOARD CUM DIRECTOR MBA Nguyen Hai Lam Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 2 1.1 1.1.1 1.1.2 1.1.3 1.1.4... toselect and implement strategy for period 2011 – 2015 We also coordinate with author group No 02 – Gamba01-V03 of Global Advanced Master of Business Administration Program – Griggs University We confirm... Business Strategy of Central Investment and Infrastructure Development Company Group: 02 Class GAMBA01.V03 Page 10-14 14-26 26-27 CHAPTER II ANALYZING AND BUILDING BUSINESS STRATEGY OF HA TINH