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CAPSTONE PROJECT REPORT IMPROVING HUDS’S DEVELOPMENT STRATEGY OF HOUSING SERVICE SYSTEM IN NEW RESIDENCE URBAN AREA IN PERIOD OF 2010 – 2020 Ngo Doan Nguyen Duc Le Nguyen Thi Minh Phuong Phung Van Yen Tran Thanh Son Class: GaMBA01.X02 HANOI, 2010 GRIGSS UNIVERSITY GLOBAL ADVANCE MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT IMPROVING HUDS’S DEVELOPMENT STRATEGY OF HOUSING SERVICE SYSTEM IN NEW RESIDENCE URBAN AREA IN PERIOD OF 2010 – 2020 Group No: Ngo Doan Nguyen Duc Le Nguyen Thi Minh Phuong Phung Van Yen Tran Thanh Son HANOI, 2010 ACKNOWLEDGEMENTS We are most appreciative of the kindness and assistance extended to us by the teacher staff, our classmates and my friends who created opportunities for us to the capstone project report We are especially grateful to our professor, Mrs Ngo Kim Thanh – Professor from National Economic University for her guidance throughout the report We are indebted to the leaders for HUDS who allowed us to access HUDS confidential data and willingly completed the interview during the report It is our pleasure to acknowledge our debt to our colleagues for their assistance of data collection and analysis Finally, we are respectful to acknowledge the contribution of our family members, especially our wives and our parents who provided invaluable assistance during the process of this program and this report and was a source of our moral encouragement throughout TABLE OF CONTENT ACKNOWLEDGEMENTS TABLE OF CONTENT LIST OF ABBREVIATIONS LIST OF TABLES LIST OF FIGURES THE CONTEXT THE OBJECTIVE THE METHODOLOGY THE STRUCTURE CHAPTER 1: THEORY REVIEW 1.1SWOT, PEST, IFE, EFE and QSPM 1.2Value chain and core competency CHARPTER 2: HUDS REVIEW 2.1Overview 2.2Macro and micro analysis 2.3HUDS’s key successful factors 2.4HUDS – Stable competitiveness 2.5HUDs’ strategy list 2.6Strategy selection via QSPM Matrix CHAPTER 3: RECOMMENDATIONS AND SUGGESTIONS 3.1Summary on SWOT and QSPM 3.2Perfecting HUDS’ s development Strategy 3.3Recommendation 3.4Strategic timeline Capstone Project Report_Group 9_GaMBA01.X02 3.5Strategy implementation assessment CONCLUSION REFERENCE ANNEX ANNEX ANNEX Page of 115 Capstone Project Report_Group 9_GaMBA01.X02 LIST OF ABBREVIATIONS AS ASEAN BOM BU EBIT EFE GSO HR HRM HUD HUDS IFE ISO PEST PMU QSPM SWOT TS Attractiveness Score Association of Southeast Asia Nations Board Of Management Business Unit Earnings Before Interest & Tax External Factor Evaluation matrix Government Statistical Office Human Resource Human Resource Management Housing and Urban Development Holdings Housing and Urban Development Service Limited Company Internal Factors Evaluation matrix International Organization for Standardization Political, Economic, Social, Technological Project Management Unit Quantitative Strategic Planning Matrix Strengths, Weaknesses, Opportunities, and Threats Total Attractiveness Score Page of 115 Capstone Project Report_Group 9_GaMBA01.X02 LIST OF TABLES Table 1-1: SWOT Details Table 1-2: SWOT Matrix Table 1-3: PEST Details Table 1-4: IFE: Matrix Table 1-5: EFE Matrix Table 1-6: Environmental Factors Table 1-7: SWOT Combination Table 1-8: The combined strategic formation Table 2-9: HUDS Labor Structure Table 2-10: HUDS Financial Reports Table 2-11: HUDS Business Reports from 2007 to 2009 Table 2-12: GPD Indicators by exchange rate Table 2-13: GPD Indicator by purchase power Table 2-14: Number of households serviced by HUDS Table 2-15: HUDS Competitor list Table 2-16: HUDS Value Chain Table 2-17: HUDS Service list Page of 115 Capstone Project Report_Group 9_GaMBA01.X02 Table 2-18: HUDS’s SWOT Matrix Table 2-19: List of HUDS's strategies Table 2-20: Internal Factor Evaluation Matrix (IFE) Table 2-21: HUDS External factor evaluation (EFE) Table 2-22: QSPM Matrix for SO Table 2-23: QSPM Matrix for ST Table 2-24: QSPM for WT Table 3-25: Strategic timeline Table 3-26: Strategy implementation assessment Page of 115 Capstone Project Report_Group 9_GaMBA01.X02 LIST OF FIGURES Figure 1-1: Michael Porter's Five Forces Mode Figure 1-2: SWOT Structure Figure 1-3: PEST Figure 1-4: Value Chain Figure 2-5: HUDS headquarter Figure 2-6: HUDS’s Org Chart Figure 2-7: HUDS Education Proportion Figure 2-8: HUDS IE Matrix Page of 115 Capstone Project Report_Group 9_GaMBA01.X02 THE CONTEXT The 21st Century is the critical period of development of global economic and urbanization After the World War II, the entire world, especially Asia entered a period of peaceful development in the second half of the 20th century while Asian countries speeded up the process of industrialization and urbanization In Japan, Korea, China, East Asia and in some Southeast Asia countries, economic growth along with high rate of urbanization has been rapidly developed Vietnam is no exception to the general urbanization development in Asia After Vietnam entered a period of innovation, its economic has been rapidly developed The speedy urbanization has led the newly born provincial cities in Vietnam, starting with Quy Nhon in 1986, Vung Tau in 1991 As of March, 2010, Vietnam has 48 provincial cities Along with an increase of provincial cities in quantity, some cities in other provinces quickly developed into the largest economic center and was upgraded to central cities like Da Nang (1997 ), and Can Tho (2004) As of July 2, 2010, Vietnam has five central cities as Hanoi, Hai Phong, Ho Chi Minh City, Da Nang, Can Tho cities and 51 provincial cities In parallel with the development of new types of city, housing problem in urban areas is also a very hot issue due to houses in urban areas were largely built long time ago, in the low storey architecture, no value-added services, inability to expand and are in a serious deteriorated condition, threatening the safety of the residents living in and neighborhood To the housing situation, many new urban areas were approved by Vietnam government and they were designed with the new architectural, incorporating many features and services to facilitate the residents living in it - it never had in the old house before The Page 10 of 115 Capstone Project Report_Group 9_GaMBA01.X02 Equip the HR with the necessary equipment Train the professional staffs 2014 2010 Vice Marketing penetration Strategy 2010 Director on Financial and Sales Speed up the market survey generically Build up the committed and professional team Enhance advertisement, promotion for HUDS Build up the appropriate marketing programs Other Vice Directors 2010 2013 2013 2010 (Source: Summary by Group 9) Page 101 of 115 CONCLUSION There is a Vietnam saying: “providing services as being wife of hundred household” HUDS is serving household in such a way which is careful, dedicated and professional HUDS provides housing services to thousands of household, maintains the modern life, but more importance, HUDS is creating the new trend in new urban areas – after-project trend for public and social benefits This is the headache of HUD BOM in general and of HUDS BOM in particular Developing while Vietnam is still modernizing and industrialize its social economy, HUDS meet many difficulties including the difficulty on mechanism and operation policy from government, even from HUDS itself Therefore we are trying to find out HUDS competence as well as the environment HUDS is operating to select the best solution for HUDS in period from 2010 to 2020 The strategies we set up the focus mainly on product diversification and differentiation strategies to different HUDS with other competitors This also enable HUDS to penetrate in the new segment of housing market in HN The opportunities to HUDS in the next period is very huge as Vietnam is just starting its urbanization The needs to live in new urban areas is also an opportunity and motivation for HUDS to implement the slogan: “ Service for development” We sincerely thank you HUDS BOM in particular and HUD Corporate in general who supported us to access the information resource to finish this report Capstone Project Report_Group 9_GaMBA01.X02 REFERENCE Ashok Dutt, Allen G.Noble, G.Venugopal and S.Subbiah (2003), Challenges to Asian Urbanization in the 21st century, Kluwer Academic Publisher, p.v Carl W.Stern and Micheal S Deimler (2006), Perspective on Strategy from BCG Group, John Wiley & Sons, Inc., Hoboken, New Jersey HUDS’s Financial report in 2007, 2008, 2009 and HUDS’s Vision to 2010 Martin, James (1995) The Great Transition: Using the Seven Disciplines of Enterprise Engineering New York: AMACOM ISBN 978-0814403150 , particularly the Con Edison example Mitchell, J., Coles, C., and Keane, J (2009) Upgrading along value chains: Strategies for poverty reduction in Latin America London, UK, COPLA Global Overseas Development Institute Ngo Kim Thanh, Le Van Tam (2009), Giao trinh quan tri chien luoc, National Economy University Publisher, ISBN 195837 Ngo Kim Thanh, Le Van Tam (2000), Giao trinh quan tri chien luoc, Statistic Publisher Porter, M E (1996) What is strategy?, Harvard Business Review, NovemberDecember, 61-78 Porter, Michael E (1985), Competitive Advantage, the Free Press, 65-85 10 http://www.moc.gov.vn accessed on 25 September 2010 11 12 13 14 15 http://www.hud.com.vn accessed on 25 September 2010 http://vi.wikipedia.org/wiki/vietnam accessed on 09 October 2010 http://12manage.com accessed on 25 September 2010 http://www.mba-tutorials.com accessed on 25 September 2010 http://commons.wikimedia.org accessed on 25 September 2010 Page 103 of 115 Capstone Project Report_Group 9_GaMBA01.X02 ANNEX Model new urban area THE MINISTRY OF SOCIALIST REPUBLIC OF VIET NAM CONSTRUCTION Independence - Freedom - Happiness No 15/2008/TT-BXD -Hanoi, June 17, 2008 CIRCULAR GUIDING THE APPRAISAL AND RECOGNITION OF MODEL NEW URBAN AREAS Pursuant to the Governments Decree No 17/2008/ND-CP of February 4, 2008, defining the functions, tasks, powers and organizational structure of the Ministry of Construction; Pursuant to the Governments Decree No 08/2005/ND-CP of January 24, 2005, on construction planning; Pursuant to the Governments Decree No 02/2006/ND-CP of January 5, 2006, promulgating the Regulation on new urban areas; Pursuant to the Governments Decree No 29/2007/ND-CP of February 27, 2007, on urban architecture management; At the country’s current demand for development of new urban areas and in order to build and develop the model of quality new urban centers nationwide, the Ministry of Construction guides the appraisal and recognition of model new urban centers as follows: I GENERAL PROVISIONS This Circular guides the conditions and criteria for, order of and procedures for preparing and appraising dossiers of request for recognition of model new urban centers nationwide A model new urban center is the one recognized by competent agencies as meeting the criteria specified in Section III and other relevant provisions of this Circular Subjects of application include Peoples Committees of all levels, domestic and foreign organizations and individuals engaged in the investment in, construction and management of, new urban centers For investment projects on construction of new urban centers to be executed after this Circular takes effects, their investors shall, upon formulating investment Page 104 of 115 Capstone Project Report_Group 9_GaMBA01.X02 projects, consider the conditions and register in writing their investment in and construction of model new urban centers with provincial-level Peoples Committees and send one written registration to the Ministry of Construction for monitoring II CONDITIONS FOR RECOGNITION A new urban center must cover an area of 50 or larger, such area for a to beupgraded existing urban center may be smaller, but not less than 20 The population of an urban center must be at least 5,000, or its number of apartments must be around 1,000 for households of different types with small, medium or large floor areas, applicable to low and high condominiums, villas and houses on lots under detailed planning The location of a new urban center must be in line with the construction planning III CRITERIA FOR APPRAISAL OF MODEL NEW URBAN CENTERS The formation of an urban center complies with law a/ Guidelines, policies and documents providing legal grounds for the formation of the new urban center are available b/ The formation and construction of the new urban center comply with the construction law c/ The new urban centers construction conforms with the detailed construction planning already approved by competent authorities An urban center must have complete technical infrastructure and adequate social infrastructure a/ To have built technical infrastructure on over 70% of the urban centers total area according to planning; or 100% for residential quarters To have built complete infrastructure according to the construction planning, which are ready for connection with construction works To ensure access to public infrastructure and service facilities for the disabled To ensure fire-fighting systems (for the entire urban center and each work b/ To meet construction planning norms on land for traffic, parking space per person and width of sidewalks The distance between mass transit points and residences or working places does not exceed 500 m c/ The water supply norm reaches 150 liters/ person/day or higher The water quality meets Vietnam standards The water pressure at the most disadvantaged points in pipeline systems must reach at least 10 m of water column (pressure equivalent to atm) To ensure 24/24 hours supply Page 105 of 115 Capstone Project Report_Group 9_GaMBA01.X02 d/ To ensure the capacity of surface water drainage To have systems of collection and treatment of daily-life, hospital and industrial wastewater e/ The public greenery coverage is m2/person or higher To ensure the suitability of functional trees and street trees, and good views f/ To collect 100% of solid wastes which are sorted at source To collect and treat hazardous garbage Means of transport meet environmental standards, to ensure the cleanliness and good appearance of streets g/ To ensure constant electricity supply with stable voltage h/ To ensure standard, beautiful, safe and economical lighting at 100% of residential and public places i/ Outdoor advertisements comply with regulations on positions, sizes, colors and contents j/ Communication (cable television, telephone and internet) is fully available and meets modern urban life’s demand k/ Social infrastructure: Administrative, trade and service works, schools of all levels, hospitals, cultural centers and sports works conform with the detailed planning already approved by competent authorities and meet norms and criteria on quantity and size An urban center must have architectural works suitable to planning and urban views a/ Architectural works in the new urban center are built in conformity with the approved detailed planning or the approval of competent authorities with respect to their foundation elevation, height, density and space b/ Works are built uniformly, harmoniously and orderly c/ The works appearance is good and harmonious with adjacent surroundings and complies with the urban design or the Regulation on management of urban architecture in the area Architectural works are suitable to climate conditions and make good use of natural conditions of each area or region d/ At least 70% of the planned architectural works have been built e/ Architectural works are built in compliance with current construction standards and regulations f/ To adopt solutions to save natural resources and energy; to make use of natural energy and protect the environment Construction management and work maintenance Page 106 of 115 Capstone Project Report_Group 9_GaMBA01.X02 a/ To manage construction activities according to current regulations on investment, work quality, labor safety and environmental sanitation To possess certificates of quality conformity for works as required by law, to conduct pre-acceptance test of work quality prior to handover to users b/ To monitor periodical and regular maintenance of the common technical infrastructure of the entire urban center and other works according to regulations Healthy and friendly cultural urban environment a/ To adopt a people-managed regime; b/ To ensure a social evil-free environment; c/ To ensure a civilized and orderly urban lifestyle; d/ To ensure friendly community relations Management and use of new urban centers for public and social interests a/ To have a new urban center management body (management board) to manage the new urban center according to its functions b/ To have enough professionally qualified guards; to adopt general security measures and ensure safety for people in case of fires or explosions; to have firstaid equipment in case of incidents c/ To specify service charge rates for each group of users, to adopt different charge rates for the use of different conveniences; to set charge rates for basic public services, such as garbage collection, security and vehicle keeping IV ORDER OF PREPARING AND APPRAISING DOSSIERS OF REQUEST FOR RECOGNITION OF MODEL NEW URBAN CENTERS The investor of a new urban center shall prepare a dossier of satisfaction of model new urban center criteria The dossier comprises: a/ A written self-evaluation on the new urban centers satisfaction of model new urban center criteria; b/ The approved detailed planning of a 1/500 scale; c/ The approved investment project on new urban center construction; d/ Related documents; e/ Some visual illustrations of the satisfaction of criteria To conduct a social survey: a/ The investor shall coordinate with the district- and commune-level Peoples Committees managing the locality of the new urban center in setting up a social survey team, comprising representatives of the investor and the district- and commune-level Peoples Committees Page 107 of 115 Capstone Project Report_Group 9_GaMBA01.X02 b/ The survey team shall dispatch questionnaires (made according to the form attached to this Circular, not printed herein) to households and owners of works in the new urban center The number of dispatched questionnaires must not be less than 70% of the total number of households living and working in the urban center c/ The survey team shall sort out and synthesize responses and report them to the investor and the district- and commune-level Peoples Committees managing the locality of the new urban center, specifying the rates of residents satisfaction with the new urban center The investor shall file these completed questionnaires To appraise the new urban center according to criteria on model new urban centers: a/ The investor shall coordinate with the district- and commune-level Peoples Committees managing the locality of the new urban center in setting up an Appraisal Council comprising representatives of the investor and the district- and commune-level Peoples Committees managing the locality of the new urban center and invited representatives of the Planning and Architecture Service (for Hanoi and Ho Chi Minh City), the Construction Service, the Architects Association and the Urban Development Planning Association b/ The Council shall meet to evaluate and rate the new urban center according to the following point scale: To evaluate based on the investors dossier (specified in Section IV.1) the satisfaction of each criterion specified Section III of this Circular at the maximum score of 15 points To evaluate based on the social survey on residents satisfaction with the new urban center, if 100% of the respondents are satisfied with the urban center, the maximum score is 10 points Lower scores will be given on the basis of 10% equal to point Before holding the evaluation meeting, the Council may organize a field trip to examine the new urban center according to criteria specified in Section III of this Circular c/ Sum-up of evaluation results The Council shall evaluate the satisfaction of each criterion; the score for each criterion is the average of the scores given by Council members A model new urban center must receive a total score of 80 points or higher for criteria and the level of satisfaction of tenants through the social survey, of which: + The total score for criteria must not be under 73 points with no criterion receiving under points Page 108 of 115 Capstone Project Report_Group 9_GaMBA01.X02 + The minimum score for the level of satisfaction of tenants must not be under The Council shall make a minutes summing up its evaluation results for report to the investor and the district- and commune-level Peoples Committees managing the locality of the new urban center Request for recognition: Based on the Councils evaluation results, the investor shall compile a dossier and submit it to the Ministry of Construction for study and recognition of the model new urban center a/ A dossier comprises: The submission note; The dossier specified in Section IV.1; A general report on the social survey results prescribed in Section IV.2.c The minutes of the Councils evaluation and rating specified in Section IV.3.c - Written comments and proposal on the recognition of the model new urban center of the district- and commune-level Peoples Committees managing the locality of the new urban center b/ Content of the submission note: Summary of the implementation and evaluation of the new urban centers quality according to criteria prescribed in this Circular; Summary of the survey of the new urban center residents (survey results, comments); Comments of the district- and commune-level Peoples Committees managing the locality of the new urban center; - Conclusions and proposals V APPRAISAL AND RECOGNITION BY THE MINISTRY OF CONSTRUCTION To ask for the provincial-level Peoples Committees opinion on the request for recognition of the new urban center located in the province After 20 working days, if the provincial-level Peoples Committee has no written reply, it is considered as having accepted the recognition To conduct field survey and examination at the new urban center requested to be recognized as a model new urban center The survey and examination results serve as the grounds for the recognition To appraise the dossier of request for recognition of a model new urban center submitted by the investor to the Ministry of Construction Page 109 of 115 Capstone Project Report_Group 9_GaMBA01.X02 On the basis of dossier appraisal, survey and examinations results, the Ministry of Construction shall consider and issue a decision on recognition of the model new urban center VI IMPLEMENTATION EFFECT This Circular replaces Circular No 10/2008/TT-BXD of April 22, 2008, guiding the appraisal and recognition of mode new urban centers, and takes effect 15 days after its publication in CONG BAO A decision on recognition of a model urban center is valid for years; a model urban center may be reconsidered and re-assessed one year prior to the expiry of the validity of its title In the course of implementation, arising problems should be reported to the Ministry of Construction for study and settlement FOR THE MINISTER OF CONSTRUCTION VICE MINISTER Nguyen Van Lien Page 110 of 115 Capstone Project Report_Group 9_GaMBA01.X02 ANNEX IMPORTANCE ASSESSMENT FORM Respondent data Full name Sex Age Occupation Company address Male Female Title: Date of response Signature Questionnaire: Importance: Please identify the importance of each factor by place a score in the importance box that best describes what you feel or Please be as frank as possible, your responses will not be read by anyone else For each factor tick only one response Guideline: The most important factor is scored 1.0 The more important factor is scored 0.75 The average importance factor is scored 0.5 The less importance factor is scored 0.25 The least importance factor is scored Class Please clarify the class of each factor by place the number in the class box that best describes what you feel or Please be as frank as possible, your responses will not be read by anyone else For each factor place only one number Guideline The 1st class is scored The 2nd class is scored The 3rd class is scored The 4th class is scored No Internal major factor Page 111 of 115 Importance Class Capstone Project Report_Group 9_GaMBA01.X02 Professional committed staff, with good learning attitude and experienced Incomplete organization chart Wide intercity network Stable income to employees Improving infrastructure Improving service quality inefficient marketing activities No “Got talent” Campaign Incomplete information system and feedback system from customers 10 Low asset effectiveness 11 Weak R& D activities TOTAL No External major factor Vietnam economy development increases the demand of housing and housing service Government policies give priority to develop the modern urban areas with good services Demand of housing service increasing in quantity and quality Trend of living in standard urban areas with added housing service Customers claims on service quality More and more domestic and international competitors Risk of lagging behind in term of technology Cheap housing services are supported by customers and market Risk of shortage human resource due to brain drain 10 The boom of high standard urban area 11 Alternative service development TOTAL Page 112 of 115 Importance Class Capstone Project Report_Group 9_GaMBA01.X02 ANNEX HOUSING AND URBAN DEVELOPMENT HOLDINGS Housing and Urban Development Service Ltd, Co Exp N0 B 02 - DN (under the Decision number 15/2006/QĐ-BTC dated on 20/03/2006 by Minister of Finance) ANNUAL BUSINESS REPORT No Year 2008 Code Category 2007 2008 Revenue from Service Discount from Revenue Net Revenue on Services 10 133,909,112,015 175,196,482,689 Capital price 11 127,150,332,097 164,759,447,116 Before tax income on services provision (20 = 10-11) 20 6,758,779,918 10,437,035,573 Revenue on finance activities 21 713,582,392 332,589,906 Cost for finance 22 345,438,712 897,351,835 Including interest rate 23 345,438,712 593,977,916 Cost for sales and marketing 24 335,002,177 1,506,238,666 Cost for managing corporate 25 4,705,869,318 5,661,968,879 10 Net profit from Service 30 = 20+(21-22)-(24+25) 30 2,086,052,103 2,704,066,099 11 Other incomes 31 51,061,171 75,497,569 12 Other costs 32 26,780,803 17,765,363 13 Other profits (40 = 31-32) 40 24,280,368 57,732,206 14 Before tax Financial Profit (50 = 30+40) 50 2,110,332,471 2,761,798,305 15 Corporate income tax 51 590,893,092 773,303,525 16 Outstanding corporate income tax 52 (44,355,668) 341,535,431 17 Corporate income after tax (60 = 50-51-52) 60 1,563,795,047 1,646,959,349 Page 113 of 115 133,912,515,563 175,218,738,776 3,403,548 22,256,087 Capstone Project Report_Group 9_GaMBA01.X02 HOUSING AND URBAN DEVELOPMENT HOLDINGS Housing and Urban Development Service Ltd, Co Exp N0 B 02 - DN (under the Decision number 15/2006/QĐ-BTC dated on 20/03/2006 by Minister of Finance) ANNUAL BUSINESS REPORT No Year 2009 Code Category 2008 2009 Revenue from Service Discount from Revenue Net Revenue on Services 10 175,196,482,689 243,191,601,522 Capital price 11 164,759,447,116 226,004,040,433 Before tax income on services provision (20 = 10-11) 20 10,437,035,573 17,187,561,089 Revenue on finance activities 21 332,589,906 307,785,195 Cost for finance 22 897,351,835 439,266,052 Including interest rate 23 593,977,916 439,266,052 Cost for sales and marketing 24 1,506,238,666 2,676,487,015 Cost for managing corporate 25 5,661,968,879 6,940,176,201 10 Net profit from Service 30 = 20+(21-22)-(24+25) 30 2,704,066,099 7,439,417,016 11 Other incomes 31 75,497,569 67,152,575 12 Other costs 32 17,765,363 3,198,492,860 13 Other profits (40 = 31-32) 40 57,732,206 (3,131,340,285) 14 Before tax Financial Profit (50 = 30+40) 50 2,761,798,305 4,308,076,731 15 Corporate income tax 51 773,303,525 597,265,015 16 Outstanding corporate income tax 52 341,535,431 17 Corporate income after tax (60 = 50-51-52) 60 1,646,959,349 Page 114 of 115 175,218,738,776 243,193,030,652 22,256,087 1,429,130 3,710,811,716 ANNEX Number of household in 2008 according to GSO statistic in 2009 survey Sample surveyed areas Code V1 V2 V3 V4 V5 V6 Administrative unit Total country Northern Midland and Mountain Area Red River Delta North Central and Costal Area Highland South East Mekong River Delta Total 30,720 7,057 5,519 7,249 2,375 2,867 5,473 No of household surveyed Urban Rural Total Urban Rural 7,269 1,069 1,691 1,461 511 1,326 1,211 23,451 5,988 3,828 5,968 1,864 1,541 4,262 3,692,042 685,320 778,987 888,134 269,863 391,559 678,179 1,005,081 137,405 235,193 215,949 71,873 184,237 160,424 2,686,961 547,915 543,794 672,185 197,990 207,322 517,755 ... http://vi.wikipedia.org/wiki/kinhtevietnam Page 46 of 115 Capstone Project Report_Group 9_GaMBA01.X02 (*) – Vietnam government predication Source: http://vi.wikipedia.org/wiki/kinhtevietnam In 2007,... ANNEX ANNEX ANNEX Page of 115 Capstone Project Report_Group 9_GaMBA01.X02 LIST OF ABBREVIATIONS AS ASEAN BOM BU EBIT EFE GSO HR HRM HUD HUDS IFE ISO PEST PMU QSPM... Opportunities, and Threats Total Attractiveness Score Page of 115 Capstone Project Report_Group 9_GaMBA01.X02 LIST OF TABLES Table 1-1: SWOT Details Table 1-2: SWOT Matrix Table