Luận văn thạc sĩ quản trị kinh doanh quốc tế MBA (117)

GRIGGS UNIVERSITY, THE USA GLOBAL ADVANCE MASTER OF BUSINESS ADMINISTRATION CAPSTONE PROJECT GENERAL BUSINESS STRATEGY FOR UHY AUDIT & ADVISORY SERVICES LIMITED FROM 2012 TO 2016 GROUP 10 PHAM GIA DAT NGO CHI TINH LUONG QUANG PHONG NGUYEN THI TUYET MAI CLASS: GAMBA01.N06 HANOI, SEPTEMBER 2011 GaMBA01.N06 - Capstone - Group 10 Foreword GaMBA01.N06 - Capstone - Group 10 Foreword FOREWORD Our group has four members from different organization: Ngo Chi Tinh (group leader) - HD Bank Pham Gia Dat - UHY Audit & Advisory Services Limited (UHY Vietnam) Luong Quang Phong - Vietcombank Leasing Nguyen Thi Tuyet Mai - The Vietnam Development Bank Although we have different knowledge base, real experience and working environment, we all have very valuable contribution to the topic section for the capstone We all agreed on the selected topic after conferences The topic was selected due to all members' demand for studying rationale and implementation for the company's business strategy We chose UHY Audit & Advisory Services Limited whose status, potential development, business environment, scale, organization system and standard operation management is highly appriciated in the market Approved by UHY Audit & Advisory Services Limited, we choose the topic “General business strategyBusiness strategy of UHY Audit & Advisory Services Limited in 2012 - 2016” By the way, we would like to present our gratitude to Capstone assessment committee, leadership in UHY, lecturers and GaMBA program with their great support in our capstone Due to time and word limitation, we not analyze solutions for functional strategybusiness strategy development deeply and present functional activities specifically However, we believe that out research result is truely practical to UHY Audit & Advisory Services Limited's business strategy in the period 2012 to 2016 Best Regards, Group 10, GaMBA01.N06, Griggs University VNU-Hanoi (Ngo Chi Tinh, Pham Gia Dat, Luong Quang Phong, Nguyen Thi Tuyet Mai) GaMBA01.N06 - Capstone - Group 10 Foreword Hanoi, September 2011 TABLE OF CONTENT Content Page FOREWORD TABLE OF CONTENT LIST OF ABBREVIATIONS .5 LIST OF TABLES LIST OF GRAPHICS PROLOGUE Problem Statement The necessity and significance of the research Methodologies applied for the study and analysis PART RATIONALE Chapter I The theory of business strategy and strategic management .3 I.1 The theory of business strategic management I.1.1 Business strategy .3 I.1.1.1 The concept of business strategy .3 I.1.1.2 The role of business strategy I.1.1.3 Business strategy classification: I.1.2 Strategic management I.1.2.1 Definition of strategic management I.1.2.2 Content and significance of strategic management I.2 Theory of business strategy implementation I.2.1 Theory of business strategy through models I.2.1.1 Theory of external environment through PEST analysis I.2.1.2 Sector environment analysis through five-force model of Michael Porter I.2.1.3 External factor evaluation (EFE) I.2.1.4 Internal factor evaluation (IFE) 10 I.2.1.5 Competition matrix 11 I.2.1.6 Internal and external factor evalution (IE) 11 I.2.1.7 SWOT analysis summary .12 GaMBA01.N06 - Capstone - Group 10 Foreword I.2.2 Strategy selection 13 I.2.2.1 GREAT matrix .13 I.2.2.2 QSPM matrix 14 Business strategy 15 I.2.3 Typical management in service companies 15 Chapter II Research methodology 17 PART ASSESSMENT AND COMPLETION OF BUSINESS STRATEGY OF UHY VIETNAM 18 Chapter I Overview off UHY's business strategy 18 I.1 Over of the company .18 I.1.1 About UHY International 18 I.1.2 About UHY Vietnam .19 I.2 Overall analysis of UHY Vietnam 20 I.2.1 Audit & Advisory service business environment 20 I.2.2 Management mechanism and operation management model 22 I.2.3 Relations with career organizations and communities 23 I.2.4 UHY's current status in the Vietnam audit market 23 I.3 The general strategy of UHY Vietnam 25 I.3.1 Vision and mission 25 I.3.2 Motto: 26 I.3.3 Strategic goals and general plans 26 I.3.4 Business advantages and core competencies 27 Chapter II Business strategy implementation analysis and evaluation of UHY Vietnam in the period I (from 2006 to 2011) 27 II.1 Evaluating result of strategic target .27 II.1.1 Evaluation of general target implementation 28 II.1.2 Evaluation of specific target implementation 28 II.2 Cause analysis .31 II.2.1 Marketing strategy analysis - Marketing performance assessment 31 II.2.2 Evaluation of organizational development, system improvement 33 II.2.3 Evaluation of scale target implementation .34 II.2.4 Evaluation of human resource management strategy .34 II.2.5 Evaluation of financial target and cause analysis 35 GaMBA01.N06 - Capstone - Group 10 Foreword PART UHY'S BUSINESS STRATEGY IMPLEMENTATION IN THE PERIOD II (FROM 2012 TO 2016) 38 Chapter I UHY's business environment analysis in the period II 38 I.1 Analysis of Opportunities and threats from business environment of UHY 38 I.1.1 Macro-environment factor analysis (PEST model) 39 I.1.1.1 Political and legal factors .39 I.1.1.2 Economic factor .40 I.1.1.3 Social factor 41 I.1.1.4 Technology factor 41 I.1.2 Analysis of movement in audit sector (five forces model - M Porter) 41 I.1.2.1 Forces involved in the auditing industry 42 I.1.2.2 Analysis of external factors evaluation (EFE) .44 I.1.2.3 Analysis of competition matrix 45 I.2 Analysis of UHY's strengths and weaknesses in the period II (2012-2016) 46 I.2.1 Internal resource analysis 46 I.2.1.1 Financial resource 46 I.2.1.2 Human resource .47 I.2.1.3 Professional technique and experience 47 I.2.1.4 Relationship building and developing capacity .47 I.2.1.5 Analysis of internal factor evaluation (IFE) of UHY Vietnam .48 I.2.2 Synthetic analysis if internal-external factors (IE) 48 I.2.3 Business operation analysis (SWOT model) 49 I.2.3.1 Marketing and communication 49 I.2.3.2 Organization and operation management 49 I.2.3.3 Human resource management 50 I.2.3.4 Technology, technique and information 50 I.3 Overview and analysis of UHY's strategic status in the period II 50 Chapter II Strategy developing for the period II .51 II.1 Strategic goal specification for the period 2012-2016 51 II.1.1 UHY Vietnam's market targets till 2016 51 II.1.2 UHY Vietnam's target of business scale till 2016 52 II.1.3 Performance and business efficiency targets 52 GaMBA01.N06 - Capstone - Group 10 Foreword II.1.4 UHY Vietnam's business status until 2016 52 II.2 Developing strategies and implementation 52 II.2.1 Strategy proposal 52 II.2.2 Strategy selection 54 II.2.2.1 Analysis of GREAT model 54 II.2.2.2 Analysis of QSPM model .55 Chapter III UHY's strategy implementation in the period II 57 III.1 Solutions and specific activities to implement the strategy 57 III.1.1 Solutions on the market and services .57 III.1.2 Solutions for operation management .58 III.1.3 Solutions for human resource 59 III.1.4 Solutions for information technology 60 III.1.5 Solutions for general operation management 60 III.2 Schedule division for strategy implementation 62 III.2.1 Developing annual targets .62 III.2.2 Specific operation for each year 63 Chapter IV Conditions to implement strategies 64 IV.1 Resource management 64 IV.2 Implementation 65 IV.2.1 Basic activities .65 IV.2.2 Supportive activities 65 IV.2.2.1 Strategy of combination of all levels and departments: 65 IV.2.2.2 Administration and progress supervision .66 IV.2.2.3 Strategic performance check and evaluation 66 CONCLUSION 67 REFERECES: 68 SOURCE CITATION .70 APPENDIX 71 GaMBA01.N06 - Capstone - Group 10 Foreword LIST OF ABBREVIATIONS GRIGGS or Griggs University Griggs University, the USA VNU-Hanoi Vietnam National University Hanoi UHY, UHY Vietnam, the rand, or the company UHY Audit and Advisory Services Limited UHY International Urback Hacker Young International Limited SSI State Securities Commission VACPA Vietnam association of certified public accountants Big4 biggest audit firms in the world (Deloitte Touche Tohmatsu, .PriceWaterhouseCoopers, Ernst and Young, KPMG) Top20 Top 20 leading audit firms in Vietnam (excluding Big4) SWOT .Competing capacity analysis (Strengths, Weaknesses, Opportunities, Threats) PEST Macro business environment analysis model (Politics, Economy, Social, Technology) IFE…… Internal Factor Evaluation Matrix EFE……………………………………………… External Factor Evaluation Matrix IE………………………………………………………… Internal – External Matrix GREAT… GREAT Matrix (Gain, Risk, Expence, Achivebility & Time) QSPM…………………… …………… … Quantitative Strategic Planning Matrix M Porter…………………… …Prof Michael Eugene Porter …………………………….……………………… … Harvard Business University GaMBA01.N06 - Capstone - Group 10 Foreword LIST OF TABLES Table 1-1 Competitive strategy summary Table 1- …………………………………………………………… GREAT Matrix Table 1- 3……………………………………………………………… QSPM Matrix Table 2-1 … Status ranking and analysis of UHY in the Vietnam audit market in 2010 Table 2-2 UHY's revenue structure on services (2009-2010) Table 2-3 UHY's revenue structure on groups of client (2009-2010) Table 3-1……………………………… ……………… UHY’s competition matrix Table 3-2………………………….………… UHY’s External factor evaluation (EFE) Table 3-3…………………………………………… UHY’s Internal factor evaluation Table 3-4……………………………………………………… UHY’s Internal factor Table 3-5……………………………………………… UHY’s GREAT factor matrix Table 3-6 ……………………………………………………… UHY’s QSPM matrix Table 3-17: UHY’s annual business goals (2012-2016) GaMBA01.N06 - Capstone - Group 10 Foreword LIST OF GRAPHICS Graphic 1-1: Business strategy implementation Graphic 1-2: PEST model Graphic 1-3: Five competitive forces model of M.Porter Graphic 1-4 : ……….……… ……………………… Internal – External Matrix (IE) Graphic 1-45: SWOT matrix Graphic 1-5: Function-based business administration model Graphic 1-6: Functions in service business Graphic 2-1: .UHY International’s in the world Graphic 2-2: Business environment of audit sector Graphic 2-3: Model of management basing on functions of UHY Vietnam (20062011) Graphic 2-4: Criterion-based ranking chart of audit firms in Vietnam Graphic 2-5: … .Criterion-based ranking chart of UHY Vietnam in the audit sector Graphic 2-6: UHY Vietnam's annual growth (2006-2011) Graphic 2-7: Diagram of UHY business growth (2007-2011) Graphic 2-8: Revenue rate structure on each service in 2010 Graphic 2-9: .Revenure rate over clients in 2010 Graphic 3-1: The business environment of UHY Vietnam (2012-2016) Graphic 3-2: SWOT analysis of competitive capacity of UHY (2012-2016) Graphic 3-3: .UHY's service structure movement (2012-2016) Graphic 3-4: UHY's corporate administration model (2012-2016) Graphic 3-5: UHY's functional activities implementation (2012-2016) Capstone - Group No.10 - GaMba01.N06 Part 3: UHY’s General businesss stratagy implementation in the period II (2012-2016)  Assigning old staff to serve with old clients to avoid repeated work;  Improving HR plans, maximizing performance, reducing time for transport;  Combining implementing, examining and making reports right in performance to avoid sudden problems III.1.3 Solutions for human resource In the period II, UHY concentrates on improving quality and human resource structure In HR quality evaluation, not only capacity is investigated but also what a staff has done and what he can There are ways to allocate staff for new services: selecting staff within the company; employing professional and experienced ones HR improvement is done together with preparation for service launching and service structure change Training and developing long-term human resource is a part of business strategy implementation and also remuneration to staff In the next period, UHY should continue to complete performance evaluation method and remuneration to make a financial lever for innovative strategies To have subjective evaluation, some standards to quantify working performance should be developed Besides, remuneration need improving by increasing bonus to be suitable to seasonal cash flow This promotes financial efficiency through business scale enlarged and staff's performance improved To evaluate a staff's development ability, he/she should be put in a long-term contract with the company Those staff with development ability should focus on researching and launching new services which are strategic to UHY Some short-term staff only employed in the peak seasons can be a solution for the company Those short-term staff's performance is controlled through technique process control and risk control The staff may be university students or staff from human resource providers Capstone - Group No.10 - GaMba01.N06 III.1.4 Part 3: UHY’s General businesss stratagy implementation in the period II (2012-2016) Solutions for information technology To support operation management efficiency, UHY should apply technology into management and operation Auditing software are a very helpful and effective tool with its automatic in profession implementation, auditing procedures, document management and especially quality and risk control UHY should have it own software or purchase software copyright from UHY International and make it suitable to operation in Vietnam Besides, UHY should also invest for data management software to be able to save data in 10 years as regulated Currently, the company has trouble with data because it is too large III.1.5 Solutions for general operation management Since its establishment, UHY Vietnam's business administration was divided due to each function directed by CEO The company followed the centralized-management model Other BODs concentrated on governing professional departments Having recognized those problems, UHY started to innovate management and organizational mechanism It continues management due to functions but separates quality control, HR management, research and development This helps UHY pay more attention to basic functions which need improving to prepare for the next period 2012-2016 To expand some complex and large-scale services, UHY should enhance its relationships with big audit firms (big4) to improve its services, increase revenue and clients but ensure financial efficiency To ensure both short-term and long-term goals effective to the company, UHY should consider appropriate cooperation with audit firms (in short term), to solve contracts or problems For partners in other areas such as law companies, trade and investment promotion companies, banks, stock companies cooperative strategy is applies to strengthen competitive advantages Capstone - Group No.10 - GaMba01.N06 Part 3: UHY’s General businesss stratagy implementation in the period II (2012-2016) To promote operation efficiency, professional departments are turned to cost center Cost center provides useful information for analysis of finance, structure and operation efficiency as well as functions, evaluation and propose premise policies for the next period To implement the business strategy in the period in accordance with the general business strategyBusiness strategy, we suggest UHY innovate its management mechanism and corporate model due to main sectors and management model due to profit center Operational functions are assigned to responsible departments In case of important functions that need senior control are assign to a partner CEO just focus on important actions relating to strategies to develop the company and control quality Board of Board of Management Management General Director General Director Training, R & D and Quality Training, R &Panel D and Quality Control Control Panel Assistants and secretaries Assistants and secretaries Deputy Directors Deputy AuditDirectors Audit Deputy Directors Deputy Directors Consulting Consulting Deputy Director Deputy Tax Director Tax Deputy Director Deputy Director Human Resources Human Resources Table 3-4: UHY's corporate administration model (2012-2016) Audit Directors Audit Directors Consulting Directors Consulting Directors Corporate tax Corporate tax Advisory Advisory Audit Division Audit Division Corporate Finance Corporate Finance Income tax Income tax consulting consulting Administration and Administration and Personnel Personnel General tax advice General tax advice PR and Marketing PR and Marketing Tax Advisory Tax Advisory HCMC HCMC Accounting Accounting Audit Division Audit Division Audit Division Audit Division Audit Division Audit Division HCMC HCMC Evaluation, Evaluation, Equalization, ReEqualization, Restructuring and IPO structuring and IPO Finance Consulting Finance Consulting HCMC HCMC IT IT Capstone - Group No.10 - GaMba01.N06 Part 3: UHY’s General businesss stratagy implementation in the period II (2012-2016) III.2 Schedule division for strategy implementation III.2.1 Developing annual targets Basing on the strategic goals set for the period 2012 to 2016, PEST analysis, five forces analysis and SWOTall above matrix, we need to divide the period into small phases to implement specific targets and activities for each phase Capstone - Group No.10 - GaMba01.N06 Part 3: UHY’s General businesss stratagy implementation in the period II (2012-2016) Table 3-17: UHY's annual business targets (2012-2016) Specific targets Market targets Sales and market share - Revevue (million dong) - Market share of the whole sector Group service structure - Proportion of assurance services - Proportion of advisory services - Proportion of other services Efficiency of the targets - Profit (million dong) - Revenue/capital - Revenue/staff (million/person) III.2.2 2012 2013 2014 2015 2016 31.000 42.000 55.000 68.000 82.000 1,00% 1,15% 1,28% 1,40% 1,50% 88,6% 4,3% 7,1% 79,0% 11,4% 9,6% 73,0% 15,0% 12,0% 69,0% 18,0% 13,0% 65,0% 19,0% 16,0% 2.480 6,20 229,6 3.360 8,40 295,8 4.950 11,00 343,8 6.120 13,60 377,8 8.200 13,67 410,0 Specific functional operation for each year Functional Business strategy implementing process is planned basing on the evaluation of the current human resource, management and operation capacity to ensure the system running and improving the business efficiency It is based on estimates and assumptions, analysis if business environment, UHY's status and current resources in the company The process can be flexibly changed the order, starting time, implementation and finishing time to achieve the targets in the period II, maintain operation capacity and improve business efficiency Capstone - Group No.10 - GaMba01.N06 Part 3: UHY’s General businesss stratagy implementation in the period II (2012-2016) Graphic 3-5: UHY's functional activities implementation (2012-2016) Research and development Audit rationale Core services New services Frequent technique update Information technology Auditing softwares Data management softwares HR management Recruitment and evaluation processes Regular training Long-term training Remuneration Company structure Model completion Cooperation Joint venture Strategic partners Chapter IV 2012 2013 2014 2015 2016 X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X Conditions to implement strategies IV.1 Resource management Principle for effective resource management is centralized-management and planned management Centralized management is to plan and dispatch resources in departments/units However, to apply cost center or profit center models without bad effects to centralized management efficiency, UHY needs to develop revenue and cost allocation in case staff from different department implement the same service, as well as internal cost framework to calculate revenue of each departments Capstone - Group No.10 - GaMba01.N06 Part 3: UHY’s General businesss stratagy implementation in the period II (2012-2016) IV.2 Implementation IV.2.1 Basic activities Basic activities for strategy implementation are functional activities mentioned above and implementation order, time and activity combination All basic activities are aimed at supporting specific targets, and contributing to complete strategic tasks All basic activities are aimed at supporting specific targets, and contributing to complete strategic tasks IV.2.2 Supportive activities IV.2.2.1 Strategy of cCombination of all levels and departments: Some commons shared by UHY Vietnam and UHY International is the scale expansion and status promotion strategies Although UHY is independent from UHY International with quality control, UHY International just suggests driving strategic targets to UHY without interfering its functional business strategies However, UHY Vietnam should enlist support from UHY International for its strategy and internationalization plan Specifically:  Marketing support all over the world and regions;  Cooperating with partners to implement services which are complex and largescaled;  Technique support such as operation process and quality control process;  Experience shared by experts of service filed, especially in new, core service research and development process;  Shared knowledge of business environment, law, culture and society to expand business relationships for trade and investment promotion;  Staff training towards internationalization trend including on-the-job training or good training courses; Beside supportive activities for member companies, UHY's departments and branches also need support to achieve the general business targets Capstone - Group No.10 - GaMba01.N06 Part 3: UHY’s General businesss stratagy implementation in the period II (2012-2016) IV.2.2.2 Administration and progress supervision Administration and progress supervision is assigned to managers of functional departments In UHY Vietnam, BOD headed by Director General are responsible for company-level strategy implementation Besides, the implementation supervision should be designed for each unit and department The supervision helps to detect and avoid obstacles, delays in each department IV.2.2.3 Strategic performance cCheck and evaluation Strategic performance usually lasts for long time At the expected finishing time, the company is reviewed to see whether it has achieved its set strategic goals and how well it finishes the goals This is called strategic performance check and evaluation What should be checked and evaluated:  Periodic review  Cause analysis  Solution adjustment proposal When the business environment changes leading to difficulties to implement the set strategies, the company can base on this check and evaluation to regulate or develop functional business strategies Capstone - Group No.10 - GaMba01.N06 Conclusion CONCLUSION In the market economy, all companies need a strategic advantage to survive and develop Especially in the audit sector, competition among top20 becomes fiercer and fiercer Beside direct competition, to achieve superior competitive competency, what should be done is internal innovation, product diversification, core product development, value added to products and cooperation After nearly years of implementation, UHY's business goal is a right choice In the next five years, the business strategy needs adjusting appropriately to new situation This is one of basic contents in strategy management and an essential part of the company in changing business environment This topic "General business strategyBusiness strategy for UHY Vietnam in the period 2012-2016" is chosen due to the actual demand of the company We had investigation into rationale of business strategy management and performance including: PEST model, five forces model, SWOT, operation management, marketing, human resource management, financial management, research and developmentIFE, EFE, IE, GREAT, QSPM Our capstone report presents all research result, analysis and specific strategies as well as specific activities to achieve the business strategy in the next five-year period This report is the result of scientific research basing on the real situation in UHY and knowledge learnt from GaMBA program - Griggs University and Vietnam National University All analysis is based on UHY's data source and other references that we could collect We believe in this capstone report, all researching requirements are completed; and the result is applicable to UHY so that it can achieve strategic status in 2016 Capstone - Group No.10 - GaMba01.N06 References REFERECES: I BOOKS Porter,M.E The contribution of Industrial Organization to Strategic Management New York: Wiley (1981) Porter,M.E Competitive Strategy (New York: Free, Press, 1980) Jim Colleen., (3 Feb 2010 ), Good to Great Charles W.L Hill, Gareth R Joines (2002), Strategic Management: An Integrated Approach, 5th, Ed Houghton Mifflin Lawrence R Jauch and William F Gluek (1989) Business Policy and Strategic Management David A Secenzo, Stephen P Robbin (2002), Human Resource Management, 7th John Wiley & Son, Inc Fred R David, Strategic Management (2011) Concepts and Cases, Thirteenth Edition Fred David (March, 2006), Concepts of Strategic Management, Thong ke Publisher, HCM city R Wayn Mondy, Human Resource Management, Twelfth Edition 10 Quinn, J., B (1980) Strategy of change: Logical Inscrementalism Homewood, Illinois, Irwin 11 Rap and Tom Collins, Maxi Marketing, New York: Mc Graw-Hill, 1987 12 Charles D Schewe – Alexander Watson Hiam The Portable MBA in Marketing 13 Le The Gioi, Associate Professor, PhD., (2007), managemant, Statistical Publishing house 14 Prof Dong Thi Thanh Phuong (June/2010), Service and operation management, Lao dong xa hoi Publisher, HCM city 15 The Portable MBA in Marketing (12/2010) the fourth edition, Tong hop Publisher, HCM city 16 Richard Hall,(1992), The strategic Analysis of Intangible Ressources, page 125-154, John wiley and Sons 17 R Lubit, (2001), “Tacut knowledge and knowledge management: The keys to sustainable competitive advantage ”, organizational Dynamics, 29(3) 18 Jack W Calhoun (2004) Fundamentals of financial management, 10th Strategy Thomson 19 B Wernerfelt (1994), “A Rersource Base View of the firm”, strategic management Journal, 5(1994),5(1997) Capstone - Group No.10 - GaMba01.N06 References 20 Assoc PhD Ngo Kim Thanh, Dr Le Van Tam, Text books of Strategic Management by National Economics University (2009), The National Economics University 21 Abell D F (1980), Defining the business: The Starting Point of Strategic Planing, Engglewood Clifs, NJ: Pretice Hall 22 Internet, Journal of Communist No 812 (6-2010) II OTHER REFERENCES: Annual Management Report 2006-2007-2008-2009-2010 of UHY Financial Statement 2007-2008-2009-2010 of UHY UHY’s planning report 2011 Funtional Management Organizational Chart of UHY Viet Nam 2009 Top ranking of local audit firms Report of the Working Division o Viet nam WTO admission Report of general statistics office of vietnam (2010) III WEBSITES: http://www.uhy.com/ .UHY International http://www.uhyvietnam.com.vn/ UHY Vietnam http://www.vacpa.org.vn/ Vietnam association of certified public accounting http://www.ssi.gov.vn/ State Securities Commission http://dddn.com.vn/ Business forum http://www.marketingchienluoc.com/ Strategic Marketing http://www.unicom.com.vn/ .Unicom JSC http://forum.vietnamlearning.vn/ .Education and training in Vietnam ktpt.edu.vn/website Economy and development magazine Capstone - Group No.10 - GaMba01.N06 References 10 http://kiemtoan.com.vn/ Professional accounting and auditing SOURCE CITATION (1) Kenneth Andrews, “The Concept of Corporate Strategy”, (2) Porter,M.E (New York: Free, Press, 1980), Competitive Strategy (3) Peter F.Drucker, (2010) Claremont Graduate University Capstone - Group No.10 - GaMba01.N06 Appendix Capstone - Group No.10 - GaMba01.N06 Appendix APPENDIX I – TASK DIVISION No Name Tasks  Ngo Chi Tinh      Pham Gia Dat        Luong Quang Phong     Nguyen Thi Tuyet Mai     Assigning and coordinating tasks Responsible for Part and Conclusion Checking performance of all members Completing the project Directly working with UHY Vietnam to unify the research content, topic and ask for related references Responsible for preliminary and detailed outline Responsible for the prologue Responsible for Part and Contributing ideas and adjustments Developing expected key targets in 20122016 Synthetizing and completing the capstone project Submitting soft copy of the capstone Contributing ideas on the outline Responsible for Part and conclusion Collecting illustrations Completing the project Designing presentation slides Collecting references Responsible for the prologue and Part Contributing ideas in the detailed outline and completing the project Submitting hard copy of the capstone Capstone - Group No.10 - GaMba01.N06 Appendix II – ORGANIZATIONS AND INDIVIDUALS CONTRIBUTED TO THE CAPSTONE REPORT No Organizations and Content individuals Griggs University's  Providing orientation Academic Committee  Commenting on the preliminary outline (America) and Griggs  Commenting on the detailed outline University's Assessment  Giving comments to edit, add and finish  the capstone Giving ideas on issues in the company Committee (Vietnam) UHY Audit & Advisory Services Limited Representatives: chosen for the topic  Providing information of the general Board of members, Director strategic goals and targets in each General, Vice-director period, business functions General  Providing necessary and related documents, data and supporting us during our study conduction  Giving comments and feedback on strategic contents, solutions for strategic implementation and plans developed in the future Dr Vu Thanh Hung – Strategy management lecturer  Orienting the research and contributing ideas to the study ...GaMBA01.N06 - Capstone - Group 10 Foreword GaMBA01.N06 - Capstone - Group 10 Foreword FOREWORD Our group has four members... period 2012 to 2016 Best Regards, Group 10, GaMBA01.N06, Griggs University VNU-Hanoi (Ngo Chi Tinh, Pham Gia Dat, Luong Quang Phong, Nguyen Thi Tuyet Mai) GaMBA01.N06 - Capstone - Group 10 Foreword... UHY's functional activities implementation (2012-2016) GaMBA01.N06 - Capstone - Group 10 Foreword 10 Capstone - Group No.10 - GaMba01.N06 Prologue PROLOGUE Problem Statement Since its establishment,