Luận văn thạc sĩ quản trị kinh doanh quốc tế MBA (139)

CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT Analysis of strategic definition and enterprise’s administration in Viet–Lao company and recommend solutions to raise quality of business strategy definition Class : GaMBA01.V02 Group :8 Members : Mr Lê Phúc Ân Mr Nguyễn Anh Thắng Mr Phạm Văn Thạch Mr Võ Hồng Sơn Vinh, 10/2010 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 TABLE OF CONTENT List of abbreviations Page List of tables Preface Chapter I: theory basis of business strategy and business strategy defining of enterprise I / Definition, role and level of business strategy Definition of business strategy and strategic administration The role of business strategy for enterprise’s development Strategy levels II / Construct business strategy of enterprise Requirements and basis in constructing business strategy Viewpoints of business strategy construction The process to construct business strategy Introduction of strategic analysis models 11 Chapter II: Assess reality of defining strategy and enterprise 15 administration in Viet–Lao Ltd Company I General view of Viet–Lao Ltd Company 15 Formation and development of Viet–Lao Ltd Company 15 Basic factors impact on strategic construction in Viet–Lao Ltd Company 16 II Analysis of strategic task and enterprise’s administration in Viet– 21 Lao Ltd Company Analysis of business environment 21 Target definition 33 Solutions to implement targets 35 III Reality of strategic administration machine 36 IV Reality of experts of strategic construction 37 V Achieved results and limitations in defining strategy and enterprise’s 37 administration in Viet–Lao Ltd Company Achieved results 37 Limitations 38 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 Reason of limitations 39 Chapter III: some recommendations to raise quality of business 41 strategy in Viet–Lao Ltd Company I Orientation for business strategy construction in Viet–Lao Ltd 41 Company II Some recommendations to raise quality of business defining in Viet– 43 Lao Ltd Company Improve the process to build up business strategy 43 Improve strategic management machine 58 Raise quality of cadres of planning 58 III Limitations of the process and future study 59 Conclusion 61 List of references 62 Some images of Viet–Lao Ltd company 63 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 LIST OF ABBREVIATIONS No ABBREVIATIONS SIGNIFICANCES AFTA Asian Free Trade Association B2B Business to businesses B2C Business to customers CO Company ETC Centre for educational technology and career system LTD Limited liability USD United state of America dollar WTO World Trade Organization VILACO Viet-Lao limited company 10 VND Viet Nam dong LIST OF TABLES No TABLE No Table 2.1 NAME OF TABLE Organizational diagram of Viet–Lao Page Ltd 18 Current human resource of Viet–Lao Ltd 19 Company Table 2.2 Company Table 2.3 Machine for exploiting, processing raw plaster 19 Table 2.4 Financial data of Viet–Lao Ltd Company 20 Table 2.5 Opportunities and threatens of the company 27 within 2010 – 2015 Table 2.6 Financial norms of Viet–Lao Ltd Company 29 Table 2.7 Competitive profile matrix 32 Table 2.8 Strengths and weaknesses of Viet–Lao Ltd 33 Company Table 2.9 Economic norms within 2007 – 6/2010 of Viet- 38 lao Ltd company 10 Table 3.1 Process to construct business strategy 43 11 Table 3.2 Synthesis of external factors evaluation (EFE) 45 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 12 Table 3.3 Internal factor evaluation (IFE) 46 13 Table 3.4 BCG matrix of Viet–Lao Ltd Company 47 14 Table 3.5 MC Kinsey matrix of Viet–Lao Ltd Company 49 15 Table 3.6 Attraction of business sector 50 16 Table 3.7 Competitiveness of the company 50 17 Table 3.8 SWOT matrix of Viet–Lao Ltd Company 51 18 Table 3.9 Marking strategic alternative 54 19 Table 3.10 Some annual targets of Viet–Lao Ltd Company 57 within 2010 – 2015 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 PREFACE Reason for topic choice Since 1986, the Party and the State have got big policy to transfer subsidized -economy into market economy according to socialism orientation, reduce protectionism policy and give many preferential treatments for individuals and organizations doing business and developing self-control economy Apart from innovation of domestic economic policy together with worldwide fast development of informatics technology and globalization…,Vietnamese economy has many positive changes However, Vietnamese economy in general and Vietnamese enterprises in particular just make use of advantage from factors which are favorable business ground, material and cheap labor price; apply incomprehensively administration and management science in business administration Vietnamese economy has deeply integrated into global economy via unilateral, multilateral treaties, commercial organizations such as AFTA, WTO, therefore, Vietnamese enterprises must not only compete with each other within domestic and foreign markets but also bear violent competition from worldwide enterprises with long term experiences of finance, personnel administration as well as defining long term development strategy To exist and develop in such environment, enterprises must apply administration and management sciences into business production which is also an urgent requirement of Vietnamese enterprises Via learning and studying global executive master of business administration program organized by Griggs University of the US and ETC of Ha Noi National University; via collecting information and data of business activities of Viet–Lao Co Ltd., combining with knowledge of administration and management science that the program has provided, our group has realized that activities of the company recently have been rather good, however defining right long and medium term orientation with prediction of business environment… is the necessary thing to CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 in current time With achieved knowledge via the program, via realistic analysis of business production of Viet–Lao Co Ltd., our Group has studied and chosen the topic “analysis of strategic definition and enterprise’s administration in Viet–Lao company and recommend solutions to raise quality of business strategy definition” to prepare capstone project report of Group Study purposes Applying common theory basis on defining strategy and business strategy we can analyze and assess reality of strategic definition and enterprise’s administration in Viet–Lao Co Ltd., within the period of 2007 until 6/2010 Based on common theory of strategic definition, enterprise’s administration and appliance of such theories into Viet–Lao Co Ltd., Group will go to study and suggest scientific solutions to apply into the company in defining business strategy within the period of 2010 – 2015; at the same time, we can also draw experienced lessons for ourselves Study method 3.1 Data collection Collect primary data: directly work in the company; interview leader, main cadres; implement market survey such as investigation slip, realistic visiting of customers, and competitive opponents of the company Collect secondary data: from reports, materials of the company, professional agencies; statistical directory, information on papers, TV, internet, books and related materials… 3.2 Comparison and synthesis Compare a norm with the basis (planning norm, previous year, sector, ) for business data, common parameters of the market, average norms, other compared norms; comparison condition is that data must be suitable to space, time, economic content, measurable units, estimation method, scale and business condition 3.3 Statistical method by tables We can use synthesis data via statistical tables to find out trend or common feature CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 of directly analyzed factors 3.4 Appliance of models: PESTLE, SWOT, BCG, Five forces Porter, IFE, Study scope Analyze the task of strategic definition and enterprise administration in Viet–Lao company last time and give some recommendations to raise quality of business strategy definition within 2010 – 2015 Capstone Project report of Group has three chapters: Chapter I: Theory basis of business strategy and business strategy defining of enterprise Chapter II: Assess reality of business strategy defining in Viet–Lao Co., Ltd., Chapter III: Some recommendations to raise quality of business strategy defining in Viet–Lao Co Ltd., CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 Chapter I: Theory basis of business strategy and business strategy defining of enterprise I Business strategy and strategic levels Definitions There are many different definitions of business strategy and strategic administration, but the current popular definition is that: “business strategy is the total long term targets, big policies and solutions of business and production, finance and human factor to make enterprise’s business develop to a higher quality status” "Business strategy is a kind of commitment and action that a company uses to get a competitive advantage by exploiting essential capacity within a defined market " "Strategic administration is the process to study present and future environments as well as define organizational targets, find out, implement and check the implementation of decisions to reach such targets in present and future environment; strategic administration is supposed to be an art as well as a science" The role of business strategy for enterprise’s development Firstly, the main function of business strategy is to create a consistent orientation for long and short term plans in the enterprise; in other words, business strategy can help enterprise to realize clearly purposes and orientations for all business activities Secondly, together with the fast change and development of business environment, opportunities and threatens will appear within the market; then business strategy can help enterprise to grasp and make use of business opportunities, find out adjusted solutions to overcome threatens Thirdly, business strategy can raise effect of using resources of enterprise, increase competitive position, and ensure constant and sustainable development of the enterprise in long term CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 Fourthly, construction of business strategy must create firm basis for enterprise to find out suitable policy and decision with market’s changes Strategy levels In each market with each kind of product, customers have relative independence; each enterprise often has different strategies for different operational levels; as usual there are three strategy levels: 3.1 Strategy in enterprise level This strategy will define operational sector of enterprise, position of enterprise in business environment and the role of each business sector in enterprise 3.2 Strategy in unit level It will define position of business sector in the enterprise, position of sector in environment and define how to compete effectively in each sector 3.3 Strategy in functional level It is the strategy to support implementation of strategy in unit level and in enterprise level, including the following strategies: research and development, production, marketing, personnel, finance Each enterprise should have three distinctive strategy levels; however implementation of strategy must be comprehensive in three levels; at the same time, due to strategic orientation then strategy in higher level will play more important role II Construct business strategy of enterprise Requirements and basis to construct business strategy 1.1 Requirements When constructing (defining) business strategy, we must care for the following requirements: - Increase advantage of enterprise and occupy competitive advantage within the market CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 distinctive factors) Transportation services of the company are located in this group ( profit fro each tractor is good but less attractive); (2) Strategic alternatives: transportation business sector has distinctive features, high profit but high risk; current human resource is thin then to develop company connected with core capacity (mineral exploiting and processing) company should develop to a defined limit and scale + “Dog”: this group of product has low market development capacity and low profit Company has no products and services located in this group; (3) Strategic alternatives: if company has products in this group then company should give up or select suitable production scale; advantage of the company is that within 2010 – 2015 there will be no products in this group; strategic alternative is that company should be bold to construct competitive strategy to increase market share of current commodities + “Question mark”: this group of products has high market development capacity with low profit; currently plaster powder is in this group; (4) Strategic alternatives: this is an important group for long term development of enterprise; two products of company in this group can have high market demand, high market growth rate, then company should focus on production to ensure high quality products, suitable price, detailed market task with long term strategy Company should continue studying more products in this group however it should invest according to the orientation that can bring advantage to company connected to core capacity of company such as searching new minerals including mangan, iron,… or planting industrial trees on the land after returning exploiting ground,… (5) Strategic alternatives: product life will be from “Question marks” to “stars” to “Cash cow” and finally “dogs” Although sector analysis can prove that within 2010 – 2015 demand of raw plaster will increase but in long term this product will be come to “milk cow”, then company must analyze and predict concrete sector to 48 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 have plan for reaction ad promote to transfer at least one product from “question marks” to “stars” 1.4.2 MC KENSEY matrix Table 3.5: MC Kinsey matrix of Viet Nam – Laos Ltd Company Strong Attrac tion of busine ss sector Mean Blue Blue Weak Yellow High Red Mediu m Blue Yellow Red Yellow Red Low Competitiveness of the company Target of MC KENSEY matrix is to define products and services of company or the place where the company located in the market; if it is in blue area then company has a good market position; in yellow area then it has medium position; then in red area company is in low market position To define where the company is located according to MC Kensey matrix, we must consider two factors which are attraction of business sector and competitiveness of the company Table 3.6: Attraction of business sector 49 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 Norm Field Market scale Market growth rate Profit margin Mean competitiven intensity (high Transp Raw Plaster Plaster plaster plank powder High High High High High Mean High High Mean Mean service High High Mean Mean Low Low Mean Low Low Mean Low Low attraction) Entering barriers (high attraction) Mean Mean Production advantage High Mean Total High Mean (Source: synthesized by the group) ortation Table 3.7: Competitiveness of the company Field Norm Relative market share Price competitiveness Customers knowledge Location Product quality Total Raw Plaster Plaster plaster plank powder Mean Low Low High High High High Mean High Low Mean High High Mean Low High Mean Mean (Source: synthesized by the group) Transportati on service Mean Mean Mean High Low Mean Via analysis and assessment of sector’s attraction of each product and service, raw plaster is in blue area the remaining products are in yellow area; besides raw plaster occupies more than 90% revenue then brings most of profit then we can define that company is in blue area which means company has highly attractive business sector with high competitiveness Define strategy via MC KENSEY matrix: (1) Raw plaster: has high competitiveness and attraction of market; strategic orientation is “to invest to grow” then company must invest in production technology, marketing task…to optimize revenue and profit from this product; 50 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 (2) Plaster plank and plaster powder: although competitiveness and market attraction of these two products are on mean level, most of them are due to internal factors of company then strategic orientation here is “to invest to reach target”; (3) Transportation service: with regard to this product, company should have strategic orientation “to invest with selection and limit” to ensure safety 1.4.3 SWOT matrix Implementation steps of SWOT matrix: Step 1: analysis of business environment - After analyzing external environment of the company (macro environment, sector environment), define opportunities (O) and threatens (T) of the company; - After analyzing internal environment of the company, define strengths (S) and weaknesses (W) of the company; Step 2: set up SWOT matrix - Combine S/O: promote internal strengths to make use of external opportunities; - Combine S/T: promote internal strengths to avoid external threatens; - Combine W/O: make use of external opportunities to limit internal weaknesses; - Combine W/T: define internal weaknesses to avoid external threatens Table 3.8: SWOT matrix of Viet–Lao Ltd Company SWOT MATRIX Opportunities (O) Threatens (T) Economy and politics of There many be change of Laos and Viet Nam are on mineral export policy of stable and development; Legal high Laos Government; Quality of direct workers system and is low while requirements technical infrastructure of of salary and reward are Viet Nam and Laos are higher; improved; Price increase of input Exploiting and production materials (petroleum, oil, 51 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 technology has developed coal, explosives,…); highly; technology is ready Competition within the to transfer with suitable market is higher then there price; will be direct competitive Laos has many minerals opponents with high economic value; Demand of participating into the market existing products of the company in Laos and Viet Nam has been increased highly Combined strategy of Strengths (S) Own plaster mine with big Combined strategy of S/O S/T reserves; (1) Promote strengths of (4) Promote strengths of Strong financial power; plaster mine ownership and financial power to construct Good supporting on strong financial power to transportation alternative of personnel, marketing, capital,… invest from corporation; Competitiveness market and technology in standardize commodity to prevent the of exploiting, risk of the negative change big investment in plaster deep of export policy of Laos processing; Government (2) Promote competitiveness (5) Make use of the support and active supporting from from corporation to hire corporation to increase sale experts quantity products; of for short term existing working to train direct workers, construct (3) Promote financial power management and and competitiveness within production process the market to exploit and (6) Make use of plaster process some new minerals mine in Laos ownership and competitiveness to prevent 52 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 or associate with competitive opponents with financial, technological power for plaster Weaknesses (W) Combined strategy of The task of commodity W/O deep processing Combined strategy of W/T delivery is via roadway, with (7) Make use of market (9) Define limitations of high cost; demand of existing products transportation to have Quantity of cadres is thin and to train marketing personnel association with partners, weak; and construct marketing invest in trucks to transport There is not marketing strategy for the company to commodity, reduce risks of strategy and marketing cadre meet long term plan for the price company; (8) increase materials make use of of input especially high petroleum and oil… economic development to (10) Define limitations of recruit personnel, make marketing task to limit training plans for company’s threatens of competition of personnel (Source: analyzed by group) new opponents 1.5 Analysis and choice of strategy Based on analyzed strategic alternatives, company will analyze and choose strategy; analysis must be done on objective and subjective factors; objective analysis is to synthesize analyzed factors (macro and micro analysis, analysis of internal environment of the company, connected with alternatives, strategic orientation via using models, matrix,…); subjective analysis is to analyze will, commitments of leader, stability of high ranking personnel,…; To choose strategy, we must use alternative to mark; alternative with high mark will be chose, as follows: 53 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 Table 3.9: Marking strategic alternative No Norm of evaluation and comparison PA Strategic alternative PA PA PA n Profit Implementation cost Risk Feasibility Implementation time … Total 15 14 (Then alternative “n” will be chosen firstly) 15 4 16 “Strategic decision is the intelligent product of the leader” So Group does not desire to build a business strategy (or make a strategic decission) for Viet-Lao company But via studying realistic situation in the unit, analyzing and finding out strategies, we would like to give some suggestion of general strategies for Viet–Lao company within 2010 – 2015 and orientation by 2020 (please note that it is the general strategy only): 1.5.1 General strategy: focused growth strategy, including three strategies: - Market penetration strategy Products of company are mainly consumed in Viet Nam which means target market of the company is export market; raw plaster of company is consumed via two forms “B2B” and “B2C” – then company will sell to consumers and via commercial partners; in fact this alternative has promoted strengths which helps company to consume commodity in a short time with low market penetration cost Market penetration strategy is to maintain implemented strategy however we must analyze strengths, weaknesses of each commercial partner and analyze to give suitable rate between two sale forms to optimize profit and ensure market share growth With regard to plaster plank, plaster powder…which are new products with low quantity, then market penetration strategy for such products is to sell products via some commercial partners to reduce pressure for market cadres for market 54 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 approach However, we must choose commercial partners with strong experiences, financial power and market monitoring to have timely adjustment - Market development strategy The centre is to develop domestic market of Laos and Viet Nam, then study and orient to develop markets to other nations such as Singapore, Japan, Korea, … for two products of raw plaster (grinded to bead size of 5mm) and high quality plaster plank - Product development strategy Company should invest in product development according to the following orientation: firstly, products are vertically associated including plaster deep processing such as plaster plank, plaster partition, plaster powder with high technical content;… secondly products are connected with core capacity (mineral exploiting and processing), which means surveying minerals within Laos area to exploit and process such as mangan, copper, quartz… and thirdly horizontally associated products such as transportation, commercial partner to consume products (cement, sanitary porcelain,…) or planting industrial trees on the land of exploiting ground…However, horizontally associated products must be maintained in medium scale which is easy for business withdrawal 1.5.2 Competitive strategy Within three basic competitive strategies which are coordinated by cost; differential products and concentrated products that enterprises use to increase competitiveness of enterprise, we can realize that with current distinction of business sector, company should implement strategy of cost-based influence which means it must implement some activities to save cost, as follows: - Standardize production based on simplification of process; - Close monitoring of production cost and total cost; - Control cost of activities provided by outsiders; - Technological investment must be comprehensive and effective; 55 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 - Standardize commodity distribution channels 1.5.3 Functional strategy To implement general strategy and competitive strategy, company must build up system of functional strategies; some functional strategies are constructed by company as follows: - Production strategy; - Marketing strategy; - Investment strategy; - Human resource development strategy 1.6 Strategy implementation - Check strategic targets and basis to construct targets; - Construct annual targets: Table 3.10: Some annual targets of Viet–Lao Ltd Company within 2010 – 2015 NORM UNIT Raw plaster Thousand Plaster powder tons Thousand 12 30 30 50 50 50 Plaster planks tons Thousand 100 500 1000 1000 1000 1000 Revenue m2 Billion 100 120 140 160 180 200 Post-tax profit dong Billion 12 20 26 32 38 44 Budget payment dong Billion 3,5 4,2 4,4 4,8 5,1 6,2 Mean income dong Billion 5,0 6,0 6,0 7,0 7,0 7,0 dong People 115 130 150 150 150 (Source: Resolution of grassroots cell of Viet–Lao Co., Ltd.) 160 Labors 2011 350 PLAN 2012 2013 400 400 2010 300 2014 400 2015 400 56 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 - Construct policy system and supporting plan; - Suggest plan, budget and suitable procedures; - Arrange resource (personnel, finance and technical infrastructure); - Select, improve organizational structure; - Form steering committee and management mechanism; - Commitment to implement strategy; - Implement strategy; - Check, monitor, adjust and coordinate in implementation process 1.7 Check and assess implementation - Define content of checking and evaluation; - Suggest standards for checking and evaluation; - Quantify results of strategy implementation; - Define reasons of mistakes; - Find out adjustment Strategic management machine Investor (Ha Tinh minerals and trading corporation) must build up documents to define responsibility and right for company concretely (responsibility and right of Director, deputy director, chief accountant, reward and punishment…), then set up a division to monitor, assess and support unit in strategic task with high specialization,…; Company must establish management machine which analyzes, assesses strategic implementation and periodic report for director to steer strategic implementation; Strategic management machine includes four main parts which are cadres of organizational office (personnel task), cadres of financial accounting office (financial tasks and capital balance), cadres of technical office (technology) and cadres of business office (market, investment consultancy,…); Task assignment for each division and office into the company must be clearer; divisions and offices must make weekly, monthly, quarterly and annual plan based 57 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 on implementation of plan, management machine will analyze, assess plan implementation, define reasons for reaching or not reaching plan of each division submitting to Director board to process; company must construct an effective information system which is constantly updated to help leaders of company to have timely and exact information to raise management effect Raise quality of planning experts Planning is done by business office and implemented under the steering of Director Board Quantity of cadres in business office is members who are young, enthusiastic in working however quantity of cadres is so thin, lack of experiences to undertake a big workload Besides, awareness of business strategy is rather cursory; long term plan is just formal then giving unrealistic norms or not equivalent to the company Then raising quality of planning cadres must be done rightly; in short term company must consider capacity of cadres in business office (based on self-assessment of cadres, leaders of office and director board) to arrange personnel in business office in the best way In planning, business office should focus on business environment and give market plan, bear responsibility with given plan; with regard to other plans (finance, production,…) office will be in charge of synthesizing and analyzing suitability of plan from related divisions (is capital suitable to production? can production meet demand of market? …) then reporting to leader; Company must disseminate thoroughly to divisions on planning which is not only the task of business office but also main task of organizational office, financial accounting office and production and technical office Based on assigned tasks, divisions must make plan report submitting to leaders of company and business office for synthesis; then such divisions must raise quality of planning by suitable training policy Training and re-training to raise management qualification on planning for all cadres must be cared for; based on features of company, training task must be 58 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 implemented in schools, centre…however we must ensure enough labor force to implement the tasks Recruitment and supplementing more personnel with high specialization must be focused; recruitment and training must be careful and suitable; define working content before searching personnel,… III Limitations of process and future study Limitations of process - Theory basis: in spite of being instructed concretely, applying into reality is also limited; - Sector knowledge: knowledge on business sector is weak then many assessments are subjective and unrealistic; - Study time: study time is short (1 month) while activities of the company are large with many business sectors such as cement, ceramic, planks, partition… Future study - Study books and materials with high theory on construction and business strategy construction; - Study business strategy model of domestic and foreign enterprises; - Construct and adjust strategic alternatives in working reality 59 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 Conclusion Competitive environment for business enterprises is more and more violent due to high development of science and technology as well as global economic integration To make activities stable and effective in business environment, enterprise must promote all strengths and limit weaknesses then create private competitive advantage for enterprise To create private competitive advantage for enterprise then advantage via human factor will be the basic factor; human factor in a business enterprise includes labors and management Modern production science has proved that labor factor will contribute 10% in increasing productivity while management contributes 52% in increasing annual productivity To well implement management task, managers must construct and constantly improve business strategy in long and medium term for enterprise, then via business strategy, implementing scientific action plan, predict opportunities and threatens to have suitable solutions In brief, construction and implementation of business strategy are very important for enterprise which is the guideline leading all activities of enterprise to success Group would like to show our gratitude to the instruction and coaching of Professor as well as the suitable comments of learners! Our Group also wants to show our gratitude to leaders of Ha Tinh Minerals and Trading Corporation, Director Board of Viet–Lao Co Ltd., business office, financial accounting office, technical office,… for helping the Group to implement this report 60 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 List of references Vietnamese: Deputy Professor, Doctor Nguyễn Thị Liên Diệp, MA Phạm Văn Nam (2006), “Business strategy and policy”, social labor publishing house, HCM city; Deputy Professor, Doctor Lê Thế Giới, Doctor Nguyễn Thanh Liêm, MA Trần Hữu Hải (2009), “Strategic administration”, statistical publishing house; Deputy Professor, Doctor Nguyễn Thị Tuyết Mai (2010), Lecture “MARKETING administration” Global MBA program; Deputy Professor, Doctor Ngô Kim Thanh, Deputy Professor, Doctor Lê Văn Tâm (2009), “Strategic administration”, Publishing house of National Economic University; Viet–Lao Co Ltd., “report on business activities” from 2007 – 6/2010; Viet–Lao Co Ltd., “Resolution of grassroots cell of Viet–Lao 2010 - 2015”; Ha Tinh Mitraco, “Business strategy of corporation within 2010 – 2015”; Economic office, Ha Tinh Mitraco, “Report on plaster market” (2009); Viet Nam cement corporation (Vicem), “report on business activities” from 2007 – 6/2010; 10 Institute for materials – construction ministry, “report on producing CERAMIC, sanitary porcelain of Viet Nam ” (2009); 11 Some materials on market demand of planks of Lafage company, Vinh Tuong company, Viet Nam Saint Gobain company English: Alex Miller (1998), “STRATEGIC MANAGEMENT 3rd”, Ed Irwin/McgrawHill; Henry Mintzberg, James Brian Quinn, John Voyer (1995), “THE STRATEGY PROCESS”, Collegiate Ed/ Prentice Hall; David A Decenzo, stephen P Robbins (2002), “HUMAN RESOURCE MANAGEMENT”, 7th Ed John Wiley & Sons; 61 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 Thomas L.Wheelen, J.David Hnger (2004), “STRATEGIC MANAGEMENT AND BUSINESS POLICY” 9th”, Prentice Hall; Jeffrey A.Mello (2006), “STRAGEGIC HUMAN RESOURCE MANAGEMENT”, 2st”South West, Thomson Internet: www.ecvn.com; http://www.csuchico.edu/mgmt/strategy/ http://www.vinabook.com/quan-tri-chien-luoc4 http:// strategy-business.com/ www.vicem.vn; www.mitraco.com.vn; www.vilacovn.com Some images of Viet Nam – Laos ltd company 62 ...CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 TABLE OF CONTENT List of abbreviations Page List of tables Preface Chapter I: theory basis... Viet–Lao Ltd Company Achieved results 37 Limitations 38 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 Reason of limitations 39 Chapter III: some recommendations to raise quality of business... of references 62 Some images of Viet–Lao Ltd company 63 CAPSTONE PROJECT REPORT Group - Class GaMBA01.V02 LIST OF ABBREVIATIONS No ABBREVIATIONS SIGNIFICANCES AFTA Asian Free Trade Association