Luận văn thạc sĩ quản trị kinh doanh quốc tế MBA (206)

GaMBA.X0110 CAPSTONE CAPSTONE PROJECT REPORT Buiding up Development Strategy of I.D.E.A Investment Consultancy and Architecture Development JSC Dao Manh Ha Pham Thi Thu Phuong Tran Thi Thai Nguyen Toan Thang DECLARATION Group GaMBA.X0110 CAPSTONE We hereby commit that the content of this Capstone Project Report is the outcome of our own research without any copy of any others’ work Data used in the report are accurate as compared to the original data We take all responsibility for the accuracy of the data and intellectual right of the content of the report Group – Class: GaMBA.X0110 Group GaMBA.X0110 CAPSTONE ACKNOWLEDGEMENTS Our group would like to express our sincere thanks to the teachers who have guided and assisted us during our implementation of theoretical research, analysis and formulation of business strategies for the Architecture Consulting and Design Joint Stock Company (IDEA+A) Based on our analysis results, we have been motivated to propose business strategy selection for I.D.E.A to 2020 The proposed solutions have pointed out directions for changes and completion in order to successfully implement the selected business strategy for the company Due to limited time and experience, mistakes and limitations are unavoidable We hope to receive valuable remarks and comments of the teachers to improve our capstone project report With our sincere thanks Group GaMBA.X0110 CAPSTONE TABLE OF CONTENTS DECLARATION ACKNOWLEDGEMENTS TABLE OF CONTENT 3-6 LIST OF ABBREVIATIONS LIST OF TABLES LIST OF FIGURES INTRODUCTION 10-11 CHAPTER 1: THEORETICAL BACKGROUND FOR BUSINESS STRATEGY FORMULATION 12 1.1 Definition and classification of Business strategy 12 1.1.1 Definition of Business strategy 12 1.1.2 Roles of Business Strategy .13 1.1.3 Classification of Business Strategy 13 1.2 Process of strategy formulation and selection 14 1.2.1 The Input Stage 15 1.2.1.1 External Factor Evaluation Matrix (EFE Matrix) 15 1.2.1.2 The Internal Factor Evaluation Matrix (IFE Matrix) 16 1.2.1.3 The Competitive Profile Matrix (CPM) 17 1.2.2 The Matching Stage 17 1.2.2.1 The Strengths – Weaknesses – Opportunities – Threats Matrix .17 1.2.2.2 The Boston Consulting Group Matrix (BCG Matrix) .18 1.2.2.3 The Internal – External Matrix (IE Matrix) 19 1.2.2.4 The Strategic Position and Action Evaluation (SPACE) Matrix 20 Group GaMBA.X0110 CAPSTONE 1.2.3 The Decision Stage - The Quantitative Strategic Planning Matrix (QSPM Matrix) 21 CHAPTER 2: BUILDING UP BUSINESS STRATEGY FOR IDEA+A BY 2020 22 2.1 Overview of the consulting market in Vietnam.21 22 2.1.1 Common feature of the design consulting industry and design consulting market 22 2.1.2 Asia and Asean design consulting market 23 2.1.3 Design consulting market in Vietnam .24 2.1.3.1 The reality of design consulting industry in Vietnam .24 2.1.3.2 The overall strategy for the development of the industry until 2015 and vision to 2020 25 2.2 Overview of IDEA+A 26 2.2.1 History and structure .26 2.2.1.1 History .26 2.2.1.2 Structure 26 2.2.2 The company’s business performance during 2008 - 2010 .28 2.2.3 Vision and mission 29 2.2.3.1 Vision .29 2.2.3.2 Mission 29 2.3 Building business strategy for IDEA+A to 2015 with a vision to 2020 30 2.3.1 Analysis of factors affecting IDEA+A’s business strategy data- the data entry stage 30 2.3.1.1 External Factor Evaluation Matrix: analyzing the impact of environmental factors .30 Group GaMBA.X0110 CAPSTONE  GENERAL ENVIRONMENT 30  INDUSTRIAL COMPETITION 40  EFE MATRIX OF IDEA+A .47 2.3.1.2 Internal Factor Evaluation Matrix 48  FINANCE 48  HUMAN RESOURCE 51  RESEARCHING AND DEVELOPING ACTIVITIES .53  BRAND NAME 54  MARKETING 55  IFE MATRIX OF IDEA+A 58 2.3.2 Building synthesis matrix to formulate feasible strategies - Matching Stage .59 2.3.2.1 Synthesis Matrix of SWOT (Strength, Weakness, Opportunities, Threats) 59 2.3.2.2 Synthesis Matrix of BCG (Boston Consulting Group) 61 2.3.2.3 Synthesis Matrix of SPACE (evaluate strategic positions and actions) .63 2.3.2.4.The internal - External IE Matrix 65 2.3.3 Strategy Analysis and Formulation 73 2.3.3.1 Quantitative strategic planning matrix (QSPM) .73 2.3.3.2 Business Strategy Analysis .77 CHAPTER 3: SOLUTIONS TO IMPLEMNET THE BUSINESS STRATEGY OF IDEA+A UNTIL 2020 81 3.1 Solutions to implement business strategy of IDEA+A until 2020 81 3.1.1 Solutions for collective strategy and condominium market development 81 3.1.2 Some solutions for strategy of price competition to enter the market 82 3.1.3 Solutions for functional strategy .83 Group GaMBA.X0110 CAPSTONE 3.1.3.1 Solutions for marketing management 83 3.1.3.2 Solutions for Research and Development 85 3.1.3.3 Solutions for human resource management 86 3.1.4 Solutions for finance and accounting 87 3.2 Some recommendations for the government 88 CONCLUSION 88 REFERENCES 91 Group GaMBA.X0110 CAPSTONE LIST OF ABBREVIATIONS ASEAN The Association of Southeast Asian Nations BCG Boston Consulting Group CDC Vietnam Contructions Develoment Company EFE External Factor Evaluation FDI Foreign Direct Investment GDP Gross Domestic Product HTT HoThieuTri Architecture IE Internal – External Matrix IFE Internal Factor Evaluation QSPM Quantitative Strategic Planning Matrix R&D Research & Development ROA Return On Assets ROE Return On Equity SBU Strategic Business Unit SD Selci Delta Architecture SWOT Strengths-Weaknesses-Opportunities-Threats VNCC Vietnam Civil Consultant Co.,jsc WTO World Trade Organization IDEA+A IDEA+A.,jsc ECO Ecological system LIST OF TABLES Table 2.1 Finance data of IDEA+A from 2008-2010 Table 2.2 Comparision Analysis of VN typical design cosulting company Table 2.3 CPM matrix fof IDEA+A and its competitor Group GaMBA.X0110 CAPSTONE Table 2.4 EFE matrix for IDEA+A Table 2.5 Comparision of finacial indicator between IDEA+A & Salci Delta Table 2.6 Finacial indicator between IDEA+A with bussines 2010 Table 2.7 Statistic of IDEA+A manpower Table 2.8 IFE matrix for IDEA+A Table 2.9 SWOT matrix for IDEA+A Table 2.10 Industrial environment with each divisions Table 2.11 Data for SPACE matrix of IDEA+A Table 2.12 IFE score for each category Table 2.13 EFE score for each category Table 2.14 QSPM for IDEA+A Table 2.15 IDEA+A budget to implement strategy LIST OF FIGURES Figure 1.1 The strategy formulation analytical framework Figure 1.2 BCG matrix frame work Figure 1.3 The IE matrix frame work Figure 2.1 Investment in service area of Vietnam from 2007-2010 Figure 2.2 Organizational structure chart of IDEA+A Group GaMBA.X0110 CAPSTONE Figure 2.3 Operational structure chart of IDEA+A Figure 2.4 Physolophy of IDEA+A Figure 2.5 GDP growth rate of VN Figure 2.6 FDI in Vietnam from 2007-2010 Figure 2.7 Monthly inflation rate of Vietnam 2010 Figure 2.8 Inflation rate of Vietnam from 2007-2010 Figure 2.9 Vietnam population density compare to China & UN's standard Figure 2.10 Vietnam population density 2010 Figure 2.11 Age structure of Vietnam population Figure 2.12 IDEA+A brand name through investor participating Figure 2.13 BCG matrix of IDEA+A Figure 2.14 SPACE matrix of IDEA+A Figure 2.15 IFE matrix for IDEA+A 10 Group GaMBA.X0110 CAPSTONE consistent with Vietnamese And so far, IDEA+A is one of the few consulting companies to be successful in this design form For this reason, Real estate projects designed by IDEA+A are the best-selling in comparison with other projects under the common assumptions of the business department of real estate companies Secondly, with enthusiastic and experienced staff, the company has not only gained such achievements but also come to the application of common technologies for energy saving friendly to environment buildings In the future, IDEA+A will form a product which has power consumption of an apartment 30% less than that of current one by using renewable energy lighting technology and research on “green” covering system Thirdly, demands for tall buildings are always high the past short time With the requirement of more land for green space in urban infrastructure, high-rise is always a right tendency for the maximum land exploitation while still solving the needs of society The growth rate of this market share always exceeds two numbers during the past years and this result will certainly be retained in the next 10 years By investing in high-rise buildings- which usually attract large investment - it can be seen clearly the incomes * Currently, Vietnamese real estate market is facing a number of difficulties This fact, however, does not affect the company’s strategy in designing high sky buildings due to some following reasons: As forecasted in the Overall Planning of Vietnam’s urban system development to 2025 and Vision to 2050 approved by the Prime Minister in the Decision No 445/QĐ-TTg dated April 07, 2009, the urbanization rate of the whole country will be approximately 38% by 2015 and 45% by 2020, 50% by 2025 Accordingly, the urbanization rate as well as the mechanical shifting of population from rural to urban areas will accelerate faster than in the period of 2001 – 2010 (with estimated average growth rate of 1,5%/year) By the year of 2015, the total area of housing surface is estimated around 1,970 million m2, of which 905 million m2 is in urban area and 1,065 million m2 is 80 Group GaMBA.X0110 CAPSTONE in rural area If the land using ratio in urban area is 50%, the demand for housing land is approximately 180.000 – 190.000 (the planned target for land use is 179.000 ha) By the year of 2020, the total area of housing surface of the whole country may increase to 2,400 million m2, of which 1.260 million m2 is in urban area and 1,140 million m2 is in rural area If the land using ration in urban area reaches 55%, the demand for housing land will be approximately 220.000 – 230.000 (the planned target for land use is 202.000 ha) The latest report on land use planning also points out that in the next 10 years, the demand for houses will accelerate more due to GDP growth and higher desire of population for houses Accoriding to latest statistics, the total area of housing surface of the whole country is 1,415 million m2, the average housing area per capita is 16.7m2, with 19,2m2/capita in urban area In the next 10 years, GDP per capita is forecasted to increase by 2.2 times, reching 3,000 – 3,200 USD, then households would have higher needs for life quality improvement Forecasts show that the average housing area will be approximately 22m2/person in 2015 in the whole country and 26m2/person in urban area, correspondingly 25m2/person and 29m2/person in 2020 Therefore, the company’s strategy on designing multi-storey buildings to 2015 and vision to 2020 is aligned with state orientation and society needs + Reasons behind the selection of product differentiation strategy for new urban planning product Firstly, with the high demand of housing and the encouragement investment in urban areas, modern functional building is a major trend in urban planning of Vietnam To this product, IDEA+A should reduce the price to compete against rivals IDEA+A's strength in this segment is the creative implementation included the sustainable urban elements with the motto Wind - Water and Green-Trees which have created the voices in this market However, because of not timely adjust the perspective of cost; the company has lost some opportunities IDEA+A needs to 81 Group GaMBA.X0110 CAPSTONE quickly adjust the issues related to publishing, travel and information exchange to reduce the production costs and thereby making the contract requirements more flexible Secondly, this market segment offers the most accurate information in the implementation of the projects Hence, this is the extremely important step in implementing design projects accurately and effectively Planning parameters are the standard orientation for building design and they can not be changed IDEA+A with good capacity to organize design projects can effectively arrange the building space in the whole urban and bring about the highest efficiency for the living and working space CHAPTER 3: SOLUTIONS TO IMPLEMENT IDEA+A'S BUSINESS STRATEGY UNTIL 2020 3.1 Solutions to implement business strategy of IDEA+A +A until 2020 3.1.1 Solutions to deploy centralized strategy focusing on the market segment of designing high-sky buildings in Hanoi and Hochiminh city Increasing production scale To increase production scale, IDEA+A company needs to improve personnel organization in project groups as well as define plans rotating to the core ones which are leading IDEA+Al and working groups such as completion, ladder technology, WC, vertical turning around to reduce time finishing a project as well as improve staff's performance The company specializes deeply but it does not maintain forever IDEA+A should encourage teamwork culture in order to promote workflow and communication among staff It is not a good IDEA+A for IDEA+A to concentrate too much on the market in Hanoi and the North Thus, in near future, IDEA+A needs to consider a representative office in Ho Chi Minh City, where condominium market is second 82 Group GaMBA.X0110 CAPSTONE biggest in Vietnam after Hanoi, to expand market share for IDEA+A and adopt new management style to encourage staff to learn other company culture  Diversifying product by module With experience withdrawn throughout many condominium, office or commercial mall project implementations, the company should apply design via basic module for each request For instance, for small-scale project, module 60m2 with 02 bedrooms, 90m2 with 03 bedrooms is applied; for big scale project that module will be systemized with higher space standard However, module standard specific size for an apartment such as kitchen, balcony, WC should be issued basing on design standard to reduce time for concept The diversification increases the likelihood of links to create blocks and parks in the shortest time Many solutions can be combined for a project and increase trust from investors in plans and solutions * Product Differentiation Modern design style and traditional culture applied in design should be maintained because these are IDEA+A's strengths in condominium design consulting market In studying and developing process, the company should study information from constructing equipment suppliers in order to apply new reliable technology to reduce as much cost as possible for the project IDEA+A needs to continue studying recycle energy to develop sustainably and environment-friendly; and attract more local and foreign researchers in sustainable building design and renewable energy use At the present, although renewable energy use in Vietnam is definitely uneconomic due to much technology, material and solution imported from other countries, IDEA+A and researchers will find solutions 3.1.2 Solutions to accelerate penetration into the market segment of planning products Developing current products well 83 Group GaMBA.X0110 CAPSTONE Nowadays, with current planning products succeeding in effective green space and internal paths, IDEA+A's receiving many good feedbacks and the planning projects are applied effectively Therefore, IDEA+A should develop all kinds of this project to maintain competitive strength over rivals Specifically, Eco_design combining Sun - Wind - Water and Tree should be focused on to make the project green and economic; internal path system should be not only logical but also green on the pavement turning cell division to zone partition mainly with trees social spaces are combined in the projects to enhance living quality The projects are completed with higher level than requirements to reach the design standards of railings, colors, and plants  Cooperating well with supplier M & E The company needs to improve information exchange between planning team and suppliers Currently, this process is usually done after IDEA+As about space are agreed and this prevents operation in the future Feedbacks should be sent to the company before implementing landscape architecture Thus, time for adjusting planning project will be reduced and productivity enhanced  Expanding relationships with new investors With current relationships, the products are still remaining However, in Hanoi, there remains some red tape in approval of planning projects; thus, planning products should be expanded to neighboring provinces to develop new thinking and relationships  Invest on printing Project documents need printing in large format in order not to print special documents in large volume Now IDEA+A has service company done it so some cost is arisen Therefore, the current printing and photocopying model with the machine RICOH - Japan should be turned to OCE - Netherlands With this new 84 Group GaMBA.X0110 CAPSTONE machine, 30% of electricity cost is reduced; this is also a significant strategy in decreasing price and fastening document publishing 3.1.3 Solutions for functional strategy 3.1.3.1 Solutions for marketing management  Price + For price strategy (Cost leading), there is an obvious fierce price competition among architecture firms in planning market Many have reduced 30% even 40% each unit cost lower than that stated by the government Therefore, IDEA+A needs to combine some measures such as a bid for planning products and investigate to retain customers and increase market share + For focused and development strategy In the future, the use of ecological research and sustainable energy should be clarified to reduce construction price but design value separated from construction value for IDEA+A to maintain its overall value of consulting contracts When a standard data system is set for IDEA+A through cost saved effectively for investors, the operational cost can be separate for a contract  System + For price strategy (cost leading): Information system of new urban projects in other provinces should be developed through information channel in those provinces and IDEA+A's relationships In next two years, IDEA+A will try to develop projects in Binh Duong and Ho Chi Minh City which are very dynamic planning market + For focused and development strategy: IDEA+A needs to consider to organize conferences with customers in near future Through those conferences, IDEA+A can not only advertise its superior products but also promote information exchange between IDEA+A and close customers Moreover, building systems with 85 Group GaMBA.X0110 CAPSTONE subcontractor M&E and structure should be programmed specifically to improve quality and process  Promoting - Continue to promote is brand via media and journals to reinforce customers' trust on IDEA+A - Create impressive design on means of advertisement - Select effective advertising channels and websites of real estate and construction companies appropriate forms of advertising and methods will create positive effects on customers 3.1.3.2 Solutions for Research and Development  Regularly study the needs of the market Data from market researches, real estate fluctuation investigations and experts' forecasts is a significant base to develop products of IDEA+A In the short term IDEA+A should adopt style "fake it till make it" of American architects in 1980s to learn new designing trends and styles and study new technology for its own designs to meet set standards which foreign firms did meet Gradually, the company can design building not only adjust to local climate and culture but also economic to investors For condominium building, IDEA+A should go on studying energy reduce and being more environment-friendly For planning products, printing and publishing document as well as initial data investigation processes need thoroughly studying to improve this kind of product's effectiveness  Govern information source more seriously Governing information source should be paid attention to in study and development IDEA+A needs an information management division to ensure 86 Group GaMBA.X0110 CAPSTONE business private and to be flexible in accessing career information system in the world Information management and market developing divisions should be combined into one to have common voice and transfer information quickly to senior leaders Information management is significant to update graphics software which helps designing more effective and cost is lower  Defining key market in each period Along with regular evaluation studies, study scale and developing the area should be expanded to attract market share in the South East Asia when it has opportunities Companies WOHA and AEDAS are valuable lessons for IDEA+A if it wants to expand in the regional area 3.1.3.3 Solutions for human resource management  HR organization: Project groups are specialized with personnel who can work well in groups without affecting the overall process Leaders of those groups are trained to motivate their members Also the groups must promote solidarity through meetings and propose to leaders to reduce managing load for senior leaders  Training program: IDEA+A's staff is now trained through real trips to other countries However, to implement new strategy in the future, the company should focus on develop some foreign staff Also it encourages groups to train themselves by attending big international competitions to withdraw valuable experience and study information from other countries 87 Group GaMBA.X0110 CAPSTONE In IDEA+A, not only architects and engineers are trained but leaders of groups should attend short training courses of management and teamwork skills; gradually they will be operation managers of the company Beside training courses held by the company, staff themselves should hold extra courses to help staff closer and closer  Staff evaluation: IDEA+A should evaluate staff more often, - Collect feedbacks from regular questionnaires and interviews - Evaluate level of staff annually - Grade evaluations for low level managers - Add more evaluation standards in specific position  Recruitment Only good candidates with much experience are recruited through senior job channels Currently, IDEA+Aonly find information of senior designers on VNWORK.com and similar websites, thus, IDEA+A cannot access designers professionally qualified The recruitment process should be: Continue to look for candidates in job websites In the short term, let them work as collaborators with simple work and offer them some special policies Eventually, encourage good ones to work fulltime for the company Look for better candidates through professional channels Conduct standard recruitment with tests and appropriate time allowance for candidates to express themselves Perfect Blue Book (book introducing soft skills in business) of the company for new staff soon joins in the set mission 88 Group GaMBA.X0110 CAPSTONE Introduce the company's image and brand to architect community, through which IDEA+A can attract talents  Income Complete payroll assessment due to job code and expertise Create trade union funds to support staff when facing difficulties and encourage staff to use this fund for extra activities Offer opportunities for staff to invest in projects that they design with lower price 3.1.4 Solutions for finance and accounting Finance is an essential factor for any strategy The IDEA+A's budget spent on the strategy is clarified below No Description for each key plan Budget 1000 VNĐ Invest more in advanced graphics equipment 2,200,000 Develop database to meet the standard LEAD 5,200,000 Develop renewable energy in operation 5.500,000 Invest for marketing group 1,700,000 Develop culture of the company 2,500,000 Open agency in Ho Chi Minh City 13,000,000 Organize training courses for staff 650,000 Total 47,550,000 Table 2.16 Budget spent on IDEA+A strategy Statistics above is just a makeshift basing on HR data and product input This is very essential to IDEA+A to implement the set strategy and maintain its competing and developing power until 2020 It is definitely feasible basing on financial parameters IDEA+A achieved in years 3.2 Some recommendations for the government 89 Group GaMBA.X0110 CAPSTONE  Copyright protection Currently copyright law in Vietnam is basically completed but works of architects are copied cleverly To protect copyright in architect community, the authorities should enact more circulars and coordinate with Intellectual Property Department, Police and departments concerned Moreover, documents relating to business penalty should be issued to encourage consulting firms in Vietnam to improve their proficiency and building's quality  Reduce verifying and approval procedures to save time for projects Nowadays, process of approval for and completing a project in big urban zones take as long time as 2-3 years with dozens of units controlling and commenting Thus, to promote investing process, legal procedures should be reduced  Governing policies should be suitable to monitor operation of foreign consulting firms in Vietnam At the present, there are not only professional consulting firms in the market but also bad ones such as those from Korea, Singapore; they join into the market without capability but hire local firms with very low price This is a big deal in the market Thus, the authorities should enact regulations to control foreign consulting firms in Vietnam to promote healthy competition in the market  Change the way to train architects The training courses now focus too much on theories but practical skill We recommend the government promote practical courses in schools of designing Besides, other knowledge of general technology should be more focused on because there are many elements inseparable from each other Researches on taking full advantage of resources need developing This is a rather new job requiring database useful for future orientation Those researches are 90 Group GaMBA.X0110 CAPSTONE necessary for architects and engineers and this is a chance to develop architecture and construction in Vietnam  Improve operation in the consulting association Consulting association was established in Vietnam years ago but it has little power In the USA, steel, architect and concrete associations have very great power and big budget Those shake hand to conduct researches to develop theoretical basis for their members who will popularize to others This is a very quick and effective information system However, the firms in Vietnam not really respect the common voice and their operation budget is not big enough, therefore, the government should encourage them to develop further and further 91 Group GaMBA.X0110 CAPSTONE CONCLUSION In the international economic integration, there are many opportunities for companies but many challenges they are facing The firms should develop their core competencies and a strategy to survive The strategy is decisive to the success of the company It needs to recognize its strengths, weaknesses to take opportunities and overcome threats to achieve short term and long term goals In the capstone, we have attempted to apply knowledge learnt from the MBA course in strategy for IDEA+A Company We hope this research could help IDEA+A develop more and more and become one of 05 leading condominium designing companies in Vietnam in 2015, and we can enter the Asian market in 2020 We would like to thank our teachers with their valuable support as well as IDEA+A's leaders' help Because of time, knowledge and experience limitation, there are likely some shortcomings, we are very grateful to receive recommendations of teachers and friends With our since thanks Group – Class: GaMBA01.X0110 92 Group GaMBA.X0110 CAPSTONE REFERENCES I BOOKS B Wernerfelt (19,940, "a Base Rersource View of the Firm", Strategic Management Journal, (1994), (1997) Charles D Schewe - Alexander Watson Hiam The Portable MBA in Marketing D Abell F (1980), Defining the Business: The Starting Point of Strategic planing, Engglewood Clifs, NJ: Pretice Hall David A Secenzo, Stephen P Robbin (2002), Human Resource Management, 7th John Wiley & Son, Inc Fred R David (2006), "Strategic Management Concepts", version, Publishing House of Statistics Jack W Calhoun (2004) Fundamentals of Financial Management, Thomson 10th Jim Colleen , (3 Feb 2010), Good to Great Lawrence R Jauch and William F Gluek (1989), Business Policy and Strategic Management Le Gioi, Associate Professor, PhD , (2007), Strategy managemant, Statistical Publishing House Lubit, (2001), "Knowledge management and Tacut Knowledge: The Keys to Sustainable Competitive Advantage R ", Organizational Dynamics 10 Luong Xuan Quy, Prof Dr Mai Ngoc Cuong, Dr Le Quoc Hoi (2009) Vietnam Economic Overview and policy recommendations for 2010 Ngo Kim Thanh, Dr Le Van Tam, Text books of Strategic Management by National Economics University (2009), The National Economics University 93 Group GaMBA.X0110 CAPSTONE 11 Nguyen Vinh Thanh (2005), "Enhancing competitiveness", Hanoi Labor Social Publishing House 12 Nguyen Thanh Do (1996), "Strategy and enterprise development Plan, Education Publishing House 13 Pham Van Be - Kim Cuong Dang (1999), "Business activity analysis", Publishing House of Statistics 14 Porter, M E The contribution of Industrial Organization to Strategic Management New York: Wiley (1981) 15 Porter, M E Competitive Strategy (New York: Free, Press, 1980) 16 Quinn, J (1980) Strategy of Change: Logical Inscrementalism Homewood, Illinois, Irwin , B 17 Rap and Tom Collins, Maxi Marketing, New York: Mc Graw-Hill, 1987 II DOCUMENTS AND OTHER PUBLICATIONS: Annual Report of IDEA+A for the years of 2007-2008-2009-2010 Financial Statement of IDEA+A for the years of 2008-2009-2010 Reports of the General Statistics Office of Vietnam (2009, 2010) III WEBSITE: http://www ssi gov en / State Securities Commission http://dddn com en / Business Forum http://chungta com / We http://www marketingchienluoc com / Marketing Strategy http://forum vietnamlearning en / Learning and Training in Vietnam www ktpt edu en / website 94 Group ... accuracy of the data and intellectual right of the content of the report Group – Class: GaMBA.X0110 Group GaMBA.X0110 CAPSTONE ACKNOWLEDGEMENTS Our group would like to express our sincere thanks... very grateful to get your comments and feedbacks Thank you very much! Group – Class: GaMBA01.X0110 12 Group GaMBA.X0110 CAPSTONE CHAPTER 1: THEORETICAL BACKGROUND ON BUILDING BUSINESS STRATEGY 1.1... comments of the teachers to improve our capstone project report With our sincere thanks Group GaMBA.X0110 CAPSTONE TABLE OF CONTENTS DECLARATION ACKNOWLEDGEMENTS TABLE OF