Luận văn thạc sĩ quản trị kinh doanh quốc tế MBA (263)

GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT BUILDING BUSINESS STRATEGY FOR HANOI CONSTRUCTION CORPORATION FROM 2011 TO 2015 Class: GaMBA01.X0610 Group Number: Student’s name: DAO XUAN VU NGUYEN THI THUY ANH DAO XUAN HONG NGUYEN QUYNH CHI HANOI: 2011 Capstone Project Report Gamba01.X0610 - Group No ACKNOWLEDGEMENT In the first words, we would like to send our thankfulness to our teachers and professors at the Centre for Educational Technology and Career Development – Higher Education – Vietnam National University and Griggs University for creating the most favorable situation for all trainees during the whole course, especially, when we carrying out this capstone project report Our group also would like to thank the Board of Directors of HANCORP and related sections for guiding us enthusiastically and providing us with necessary data to complete this report Despite our best effort in collecting data, the report still has some unavoidable shortcomings We sincerely hope to receive comments from our professor and peers to make it better COMMITMENT Our group commit that this is our special work Data and figures in this report are accurate, our analysis and conclusions have not been announced in any other scientific research Hanoi, Nov 22nd 2011 Group Leader Capstone Project Report Gamba01.X0610 - Group No TABLE OF CONTENTS ACKNOWLEDGEMENT INTRODUCTION Reason for selecting the topic and the meaning of research topic Objectives and Scope of the research 2.1 Objectives of the research 2.2 Scope of the research Research methodology 3.1 method of data collection: 3.2 Method of data analysis Structure of topic .9 CHAPTER 1: GENERAL RATIONALE FOR BUILDING BUSINESSS TRATEGIES 10 1.1 Overview of Business Strategy 1.1.1 The concept of strategy 10 1.1.2 Characteristics of the business strategy .11 1.1.3 Role of economic strategies in the modern market economy 12 1.2 The process of strategies developing 13 1.2.1 Define the missions and goals of the organization 13 1.2.2 Analyzing the environmental impacts on business .14 1.2.2.1 External environment of Business 15 1.2.2.2 Internal business environment 20 1.2.2.3 Assessing the environmental impact basing on EFE analysis roll comparing EFE and CPM comparing competition one 23 1.2.3 Strategic Options 26 1.2.3.1 Strategy Classification 26 1.2.3.2 The strategy chosen tool .28 Capstone Project Report Gamba01.X0610 - Group No CHAPTER 2: SITUATIONAL BUSINESS PLANNING STRATEGIC ANALYSIS IN HANOI CONSTRUCTION CORPORATION IN RECENT YEARS 31 2.1 Overview of company 31 2.1.1 Company History and Development 31 2.2 A few comments on the production of the company's business 35 2.2.1 The achievements .35 2.2.1.1 Status of operation and production and business period from 2006 to 2010: 35 2.2.1.2 The main targets achieved in 2010: 36 2.2.2 The limitations and the causes 38 2.3 Analysis of development strategy state of the HaNoi Construction Corporation 39 2.3.1 The fundamental basis for business strategy .39 2.3.2.1 Identifying the need for formulating strategies 39 2.3.2.2 The basis for formulating strategies 39 2.3.2 Analysis of the external business environment 40 2.3.2.1 Macro Environment .40 2.3.2.2 Industry Environment 45 2.3.2.3 Opportunities and Challenges .52 2.3.2.4 The model evaluated the impact of external factors EFE and CPM 57 2.3.3 Analysis of the internal business environment 61 2.3.3.1 Analysis of company resources 61 2.3.3.5 Assessment of internal factors (IFE Matrix) 66 2.3.4 SWOT Analysis 67 CHAPTER 3: STRATEGIC SOLUTIONS AND RECOMMENDATIONS FOR THE PERIOD 2011 to 2015 70 3.1 Identifications of industry development trends in 2011-2015 70 Capstone Project Report Gamba01.X0610 - Group No 3.1.1 Development Orientation of Sector 70 3.1.2 Company Development Targets 71 3.2 Proposed strategies for the HaNoi Construction Corporation general construction company in Hanoi in 2011-2015 .73 CONCLUSION 86 REFERENCE 87 INTRODUCTION Reason for selecting the topic and the meaning of research topic Today, in the context of fierce competition in all areas of business, in the financial and monetary markets, and in the financial market meltdowns, a business must continue to survive and thrive in the marketplace The most important things are to monitor the company and to guide it to the most suitable path in order to avoid the Capstone Project Report Gamba01.X0610 - Group No frequent change of business environment To achieve this, enterprises must identify and plan an intelligent business strategy for the business Business strategy is the foundation, guideline of the company’s daily activities Nowadays, enterprises in the construction field are facing many problems from unfavorable factors such as high inflation, rising interest rate, high corporate tax Thus, businesses need an appropriate strategic planning, which is most suitable with its condition and capacity This is the innovation of the research project “Business construction strategies in HANOI construction corporation phase 2011- 2015”, this research is aimed to determine the accurate way for construction companies in this current situation Objectives and Scope of the research 2.1 Objectives of the research This topic is constructed with the purpose of researching for a business strategy for HANOI Construction Corporation In addition, the implementation of business strategy research will help companies to improve their weaknesses of the current business, helping to increase profits and expanding the potential markets With that idea, the selection of the theme “Business construction strategies in HANOI construction corporation phase 2011- 2015" is in order to achieve the following objectives: - Analyzing the impact of environmental factors to the business activities of HANCORP - Identifying strengths, weaknesses, opportunities, and threats from the environment - Developing an appropriate strategy for the business activities of HANCORP during the period 2011 – 2015 On a limited basis, to overcome weaknesses and to develop the existing strengths in order to improve the efficiency that the company has achieved Capstone Project Report Gamba01.X0610 - Group No 2.2 Scope of the research The internal and external factors affecting business strategy HANCORP Study period: the period of 2008 – 2010 Research area: HANOI Construction Corporation Research methodology 3.1 Method of data collection: Elementary data collection: Using these methods - Observing directly activities that occur daily in the company, mainly working process, contacting with partners of the employee in the company - Interviewing leaders and employees in the company (Sales department, Accounting department and Administration department) to understand the customers, suppliers, other partners involved in economic activities company's business and personnel policies that the company is currently implementing Also, to interview immediately the company's workers to understand their attitude of the company today - Interviewing competitors: The sample size (because the subject was limited and analysis identified only two typical competitors of HANCORP); the sampling method is convenient method - a simple sampling method based on ease of access to interview subjects) In particular, the subjects were interviewed mostly department managers and employees of the company management - Interviewing customers: With an average sample size (still selected by convenient method), the number of samples is distributed to customers who purchased the company's products Collect secondary data: by showing from the following sources - The report documents of HANCORP and its competitors of the company The departments provide including: Planning, Sales, Marketing manager and Accounting office of the company Capstone Project Report Gamba01.X0610 - Group No 7 - Report of business activity in 2008 to 20,010, a detailed report on factors related to the financial ratios, such as asset structure, capital structure (Accounting) - Documents on the company's partners, including suppliers, customers, lenders (Business Department) - Refer to the documentation books, textbooks as well as previous studies on the Internet 3.2 Method of data analysis Comparison and synthesis method: comparison of achieved targets of company with achieved targets of competitors in the same condition as follow: space, time, economic contents, measurement unit, calculation method, and scale and business conditions Inductive method: assessment of small problems, then go to more general conclusions of the issues to be analyzed SWOT analysis method: the method of key business strategies in order to conclude the strengths and weaknesses within the business as well as the opportunities, risks attached to the external environment but have strong influences to the business In addition, analytical methods are also used in other matrixes such as the main strategy matrix These methods will be presented in the theoretical part of the development strategy for the enterprise Structure of topic The research includes chapters: - Chapter 1: General rationale for building business strategy - Chapter 2: Situational business planning strategic analysis in Hanoi construction corporation in recent years - Chapter 3: Strategic solutions and recommendations for the period 2009 to 2015 Capstone Project Report Gamba01.X0610 - Group No CHAPTER 1: GENERAL RATIONALE FOR BUILDING BUSINESSS TRATEGIES 1.1 Overview of Business Strategy 1.1.1 The concept of strategy Currently, there are many different definitions of strategy, the underlying reasons for the differences are due to different concept system of organization in general and the different approaches to the organization's strategy in particular According to Johnson and Scholes, strategies are defined as followings: "Strategy is the determination of the orientation and operation scope of an organization in the long run, in which organizations must gain advantage through the combined resources in a challenging environment, in order to satisfy needs of the market the best and meet the expectations of the agents involved in the organization." In other words, a business strategy is formed to answer the following questions  In the long term, where will business activities take place? (Orientation)  In which product market will businesses activities compete? And what is the market scope (Market, Activities Scope) Capstone Project Report Gamba01.X0610 - Group No  How can business activities be conducted better than competitors in the market? (Advantage)  What resources (skills, assets, finance, personnel, technology, brand, etc.…) needed to create competitive advantage? (Resources)  What are external environment elements that affect the business’s competitiveness? (Environment) According to Michael Porter (1996), "Strategy is the creation of a balance in the activities of a company The success of the strategy is based on the implementation many activities and combine them with the core strategy is to "choose which has not been done." Following this approach, strategy is to make a difference in the competition, find and implement which has not been implemented The essence of strategy is to build competitive advantage Strategies exist only in the unique activities The strategy is to build a unique position and get the value to impact a different group activity 1.1.2 Characteristics of the business strategy Along with the economic mobilization, a strategy perspective is always modified and changed in order to ensure its conformity with the business environment However, at any angle, in any stage, the strategy still has its most common features; it reflects the nature of the business strategy of the businesses Within those ones, the most basic features are:  Business strategy must clearly determine the basic objectives that must be achieved in each period and it must be consistent in all aspects and all levels of enterprises’ production  Business strategy must ensure the maximum mobilization and promotion of optimal exploitation and utilization of resources in the business (labor, capital, Capstone Project Report Gamba01.X0610 - Group No 10 tightening policies for real estate markets or control of global economic crisis risks In essence, this is the strategy of choice for Hanoi Construction Company Competitive strategies and strategic solutions to Hanoi Construction Corporation As in the analysis of competitors, the Corporation is able to compete with the Song Da Construction Corporation in the field of construction and VINACONEX in the field of real estate There are also a variety of other emerging companies such as Bitexco, NamCuong, HoaBinh or real estate investment abroad funds such as Capital Land, Indochinal Land In other words the nature of competitive strategy is to associate enterprises with their business-operating environment In this case, it is the industry that the enterprises have to compete, analyze the resources, capabilities and core competencies After processing relevant information, the Corporation can determine its competitive advantages and its most suitable strategy So in the field of construction and real estate, what are the competitive strategies of the Hanoi Construction Corporation? Basing on the view of the group, the proposed competitive strategies for Hanoi Construction Corporation are arranged in order of priority as followings: Centralization Strategy Product differentiation Strategy Strategy to build competitive barriers in scale and technology More specifically, strategies and are used for focusing on competing with direct competitors Strategy is used for obstructing the new competitors’ market joining Emphasizing these strategies will help specifying each strategy proposed in the overall competitive strategy of the Corporation Focusing and centralizing Strategies Focusing on two areas that corporations have the advantage and the most competitive advantage: the construction and real estate and through the implementation of: Capstone Project Report Gamba01.X0610 - Group No 73 - Increasing the proportion of real estate activities and construction in sales and profits of corporations Declining proportion of the other business areas through the exits of the corporation in companies and projects in the other business areas For non-business competitive advantage, nor a high specificity of the corporation For example in the production of building materials; according to group’s opinion, the Corporation may restrict, reduce, withdraw capital investment in production of conventional materials such as cement production, or other simple interior materials This is also the minimizing the participation and use of capital investment in non -specialized areas and high risk - Searching and implementing real estate projects and large scale infrastructure development in order to ensure long term stability, enhancing reputation and brand of the corporation through investment in urban projects, residential housing, residential, commercial infrastructure, amusement parks, tourist areas, managing and providing real estate services With the existing advantages of the brand HANCORP Corporation should focus on key real estate projects to bring prestige to the company - Participating in large-scale construction projects that focus on major categories such as civil, industrial, infrastructure, port and installation of concrete structures, steel structures Differentiation strategy, products particularizing Unlike the general construction companies and other real estate companies, HANCORP should focus on product differentiation strategies to bring competitive advantage Specifically: - For the construction sector: Corporations should focus on projects that constitute the value of high technology such as tall buildings, using sliding core technology or structural pre-stressed concrete, formwork applications, themselves full face, or the curved surface sliding formwork in the construction of underground concrete Corporations should not be too far focus on normal Capstone Project Report Gamba01.X0610 - Group No 74 projects, but special projects that are highly profitable and it could bring high brand value for the corporation - For real estate sector: this is a very broad field from housing for low-income people to the apartment or urban areas for people with high incomes However, for the Corporation, the group suggests Company focus on housing segment for the middle class earners with high income (this is the big class that develops rapidly and is the most profitable in the process of economic development) For this product segment they are the villa apartments, resorts and commercial center Corporation should focus on projects that have relatively favorable position, scale, synchronous infrastructure and key in the big city All the company's products from apartments, villas must have high quality, premium design, and characteristics for those with financial conditions - In addition, in real estate sector, as analyzing in the identified markets, it also should focus on investment areas and tourism real estate managements; this is a relatively new field in Vietnam and it has a highly typical characteristic that until now the main competitors of the Corporation, which are the Vietnamese companies are not actually involved in this market and the main competitors are foreign investors Characteristics of this type of real estate are the classy, professional management with highly cosmopolitan characteristic, the very close association with foreign models, for example if the company desire to build tourist hotels with Hilton brand, it should be required from design landscape as well as interior design that must comply with standard style of worldwide Hilton - Application of synchronous technological strategy and project scale of the Corporation, this point will create increasingly steady brand value, creating a competitive advantage as well as a barrier with competitors joining the market Customers will fully trust of signing the purchase contract with HANCORP, simply, they believe that they will be delivered houses on time with quality Capstone Project Report Gamba01.X0610 - Group No 75 fitting their requirements Government credibility, ability and potential of HANCORP will be a tool, method to make a perfectly competitive strategy 3.3 The strategies and supportive programs A perfect competitive strategy does not itself bring efficiency or profit for the company but that it is synchronized with the Corporation to implement coordinated strategies and supportive programs including: Financial Strategy: represented by the separate financial management systems and accounting systems; analysis, planning and financial forecasting, balancing and ensuring the capital arrangement in order to using effectively financial leverage, building the middle and long term financial policies, building control systems and financial risk management Human Resource Strategy: This is an important issue that Hancorp must have clear and consistent policies and in their overall strategy because ultimately, people issue is the core one, the issue that decides the succeed failure in organizing and carrying out the overall strategy of the corporation This must be the first a management construction apparatus with modern and reasonable management model and having policies to use right person, right place with the distribution of profits that have a productivity promotion character and increasing in labor quality The risk prevention programs: Strategy is shown in the medium and long term and we proposed strategy until 2015 So in any case we must have a strategy or contingency plan for the endogenous factors and exogenous ones outside forecasts For example, the financial crisis leads to global recession in 2008-2009 The recession is rated as the greatest depression from the year 30 of the last century Therefore, a backup script also must be prepared to minimize the risk The Corporation successfully applied that in 2009 by measures such as raising the efficiency of capital using, extension of many projects investment, accepting of the slower but steady growth and restructuring of the investment project Strategy selection through QSPM model Capstone Project Report Gamba01.X0610 - Group No 76 Table 3.1: QSPM – SO model Replaceable strategies Important factors Classificat ion Product quality improvement Strategies Market expansion strategies Density Point Density Point Internal factors 1.Being a reputable and high quality business in the industry 0.2 0.8 0.15 0.4 Financial capacity 0.15 0.45 0.15 0.45 Product diversity with competitive Prices 0.12 0.36 0.18 0.54 Product quality is increasingly improved 0.13 0.52 0.15 0.6 5.Being active in the raw materials exploitation 0.1 0.3 0.12 0.36 1.Increasing construction Demand 0.15 0.6 0.08 0.32 A transparent business environment 0.1 0.3 0.09 0.27 Science and technology development 0.05 0.2 0.08 0.32 External Factors Total 3.53 Capstone Project Report Gamba01.X0610 - Group No 77 3.26 Table 3.2: QSPM-ST Strategy Replaceable strategies Internal factors Classifi cation New suppliers searching Strategy Strategy for cost savings, lower production costs Density Point Density Point Being a reputable and high quality business in the industry 0.15 0.6 0.1 0.4 Financial capacity 0.15 0.45 0.15 0.45 Product Diversity with competitive prices 0.1 0.3 0.12 0.36 Product quality is Increasingly improved 0.1 0.4 0.15 0.6 Being active in raw materials exploitation 0.09 0.27 0.08 0.24 Increasing raw materials imports from abroad 0.1 0.2 0.07 0.14 2.Impact of international commitments 0.09 0.27 0.09 0.27 Impact of crisis 0.1 0.4 0.08 0.32 The level of competition is getting more and 0.12 0.48 0.09 0.36 External factors Capstone Project Report Gamba01.X0610 - Group No 78 more fierce Total 3,37 3.14 Table 3.3: QSPM-WO Strategy Replaceable strategies Important factors Classification Staff – training strategy Operation Reform Strategy Density Point Density Point Limited staff level 0.25 0.25 Limited financial capacity 0.2 0.6 0.23 0.6 Ineffective management 0.2 0.6 0.2 0.6 1.Increasing construction product demand 0.15 0.6 0.15 0.6 2.Transparent business environment 0.1 0.3 0.1 0.3 Science and technology development 0.1 0.4 0.1 0.4 External Factors Total 3.5 Capstone Project Report Gamba01.X0610 - Group No 79 3.5 Table 3.4: QSPM – WT Strategy Replaceable strategies Important Factors Classification Finance management strategy R&D development strategy Density Point Density Point Internal factor Limited staff level 0.13 0.52 0.2 0.8 Limited financial capacity 0.2 0.6 0.15 0.45 Ineffective management 0.15 0.45 0.15 0.45 Increasing raw materials import from abroad 0.15 0.3 0.1 0.2 Impact of international commitments 0.1 0.2 0.15 0.3 Impact of crisis 0.15 0.6 0.15 0.6 Competition level is increasingly fierce 0.12 0.48 0.1 0.4 External Factors Total 3.15 Through QSPM, we can see attraction from the strategies’ point in total and it can lead to a strategic decision in accordance with the Company as followings: - Strategy group S / O: Product quality improvement strategy gets the total score attraction is: 3.53; market expansion strategy gets the total point of attractions is - 3.26 Strategy Group S / T: New supplier searching strategy gets the total score attractions is 3.37 and Strategy of cost savings and lower cost products gets the total score attraction is 3.14 point Capstone Project Report Gamba01.X0610 - Group No 80 3.2 - Strategy Group W / O: Human Resource strategy and marketing strategy have a - total score attraction of 3.5 compelling Strategy Group W / T: The financial management strategy has the total score attraction is 3.15; R & D development strategy has a total score attractions is From these results we selected the following strategy for the company: - Marketing strategy - HR Strategy - Suppliers searching strategy - R & D development strategy The solution proposed to implement the strategy a / Economic and financial solutions Orientation: The growth of the main targets: Striving to reach average growth rate of 15% Financial Solutions: - The Corporation will focus on and maximize the financial resources to carry out housing development program under the guidelines of the Party and the government "involving in regulating the housing market in Vietnam, replicating the new and modern urban area model at the local level in the country." - Establishing an equity management mechanism of parent company and Corporation - and creating financial links for member units, using the financial mechanism as a control instrument of the Corporation Further strengthening the management of equity, to ensure safety, efficiency and growth of capital by the State - On the basis of production and business plans, the Corporation's investment in the period 2010 to 2015, capital demand is set up and balanced from available fund, additional capital from annual financial production and business efficiency , revenue from business sales channels and projects, from loan raising and bond issuing in order to make arrangements and ensuring adequate investment in the strategic objectives of the Corporation, priority for housing development programs Capstone Project Report Gamba01.X0610 - Group No 81 - Planning of increasing equity, reaching 20,150 billion VND in 2015 The in stock capital is 4,772 billion; additional profits in years is 6,392 billion, from efficiency projects that have been implemented b / Solutions to human resources, management, direction and administration building - Selecting and using of experts, recruiting the staff that are experienced and firmly qualified ; coordinating with the universities and training centers, recruiting good students since they are still learning in the last year - Training and developing skilled workers, specialized workers in the business of each enterprise - Continuing strengthening the Corporation organization basing on the enhancing the effective management of state capital - Taking priority for using state-fund for housing development goals in 5-year plan with tasks and specific goals in each year, specific tasks for each member of the Corporation for consistent implementation and coordinated implementation - Implementing the regulations on coordination council action that was approved by the Group members Developing action plan, specifying the five areas: Investment, construction, production of building materials; materials and product consumption and design consultancy - Maximizing the power of the parent company - the Corporation and affiliates Detailed Roadmap proposals for implementing development strategies of Hanoi Construction Corporation Content Competitive Strategies 2012 Continuing centralization, divestments, investment reduction in the fields that has no competitive 2013 Finishing the investment reduction in the areas without competitive advantage Focusing on Capstone Project Report 2014 Focusing on major projects that can use applications of technology, creating the highly 2015 Focusing on major projects that can use applications of technology, creating the highly Gamba01.X0610 - Group No 82 advantage Enhancing the real estate sector Business Structure major projects , creating the highly distinctive real estate and construction products installation of high distinctiveness -Construction : - Construction : 45% 40% - Real Estate - Real Estate : : 50% 55% - Other Profits: - Other Profits : 5% 5% distinctive real estate and construction products which are highly distinctive Giving the new highquality service Construction : 35% -Real Estate: 60% - Other : 5% distinctive real estate and construction products Giving the new highquality service Construction : 30% -Real Estate: 60% Other Profits : 10% CONCLUSION The theory of strategy and strategic management is really a practical model in applying analysis and determination of business construction strategies in HANOI construction corporation phase 2011- 2015 Through the application of the canonical model of strategic management theories such as the PEST model, model year competitive forces, SWOT matrix, GREAT or the analysis of the business environment have shown the weaknesses, strengths and opportunities and challenges that HANCORP will encounter during the period of this strategy From the results of qualitative and quantitative analysis, the project showed the general strategy along with implementing roadmap specifics for each stage to help HANCORP determine directions to achieve the objectives of the period 2011-20165 Project also offers some forecasts about the market development in the following year as the basis for strategic planning of HANCORP in particular and companies in industry in general In order to implement the long term developing strategies, the Capstone Project Report Gamba01.X0610 - Group No 83 strategy that HANCORP is essential to apply to stay ahead of cost, strengths, ready to take advantages of market opportunities to expand market share and profit Topic gave an overview of the overall strategy of the HANCORP in the period 2011-2015 This general strategy focuses on activity of the entire company from human resource training, technology innovation to improvement of marketing activity quality To have the specific vision of strategic program of each department, individuals need to have the specific project to analyze the features as well as the steps of each department in company That is the new research topic that the project figured out Along with the micro-program activities for each section, the topic “Business construction strategies in HANOI construction corporation phase 2011- 2015” brings the accurate strategies, programs for HANCORP and is the reference for other companies inside the industry REFERENCE HANCORP: Report of 2008 – 2010 business years HANCORP: Business situation Le Van Tam, Ngo Kim Thanh, strategic management textbook, National economics university Publisher, Hanoi 2009 Nguyen Hoang Viet, strategy management textbook, The University of Commerce, 2008 Pham Vu Luan, commercial business management, Hanoi National University Publisher, 2001 Pham Cong Doan, commercial business economy, Hanoi National University Publisher, 1991 Nguyen Ngoc Hien, Business management, Labor Publisher, 2003 Pham Lan Anh, strategic management, Science and Technology publisher, 2003 Pham Thi Thu Huong, strategic management in the global economy, , Science and Technology publisher, 2002 Capstone Project Report Gamba01.X0610 - Group No 84 10 Rudolf Gruning (2003), strategic process planning, Science and Technology publisher, 2003 11 Fred R.David, Concept review of strategic management, Statistics Publisher, 1995 12 Garry D.Smith (1994), Strategy and business strategy, Statistics Publisher, 1994 13 Micheal E.Porter, Competitive strategy - Science and Technology publisher, 1996 Capstone Project Report Gamba01.X0610 - Group No 85 ... Southeast Asia (second only to Singapore) The imbalance between supply and demand for commercial office will create huge Capstone Project Report Gamba01.X0610 - Group No 51 ... Classification 26 1.2.3.2 The strategy chosen tool .28 Capstone Project Report Gamba01.X0610 - Group No CHAPTER 2: SITUATIONAL BUSINESS PLANNING STRATEGIC ANALYSIS IN HANOI CONSTRUCTION... Identifications of industry development trends in 2011-2015 70 Capstone Project Report Gamba01.X0610 - Group No 3.1.1 Development Orientation of Sector 70 3.1.2 Company Development