Luận văn thạc sĩ quản trị kinh doanh quốc tế MBA (103)

GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT BUSINESS STRATEGY CMCSOFTWARE Ltd Co 2011-2015 Student's name: Nguyen Van Xuan Duong Minh Chau Vu Duc Cuong Dinh Phuc Anh Ha Noi, April 2011 TABLE OF CONTENTS LIST OF FIGURES LIST OF TABLES CHAPTER I: INTRODUCTION 10 1.1 REASONS FOR CHOOSING TOPIC 10 1.2 OBJECTIVES OF THE RESEARCH 10 1.3 OBJECTS AND SCOPE OF RESEARCH 10 1.4 METHOD OF RESEARCH 11 1.5 CONTENTS OF THE CAPSTONE PROJECT REPORT .11 CHAPTER II: THEORETICAL BASIS 12 2.1 DEFINITION, ROLE AND MODEL OF BUSINESS STRATEGY 12 2.1.1 What is the business strategy? 12 2.1.2 Feasibility of the business strategy 12 2.1.3 Why does CMCsoft need to build the business strategy? 12 2.1.4 Models of the business strategy 13 2.2 POSITION OF THE ENTERPRISE IN THIS SECTOR .13 2.2.1 Definition of position 13 2.2.2 The necessity of building strategies for CMCSoftware Ltd Co .14 2.3 CONSTRUCTION PROCESS AND OPTIONS TRADING STRATEGY 15 2.4 MENTIONED ISSUES IN BUILDING BUSINESS STRATEGY 15 2.4.1 Determine enterprise targets 15 2.4.2 Analyze environment 16 2.4.3 Analyze external environment 16 2.4.4 Analyze internal environment 16 2.4.5 Steps to build strategy 16 2.4.6 Select strategies 17 2.5 MAJOR TOOLS TO BUILD AND SELECT STRATEGY .17 2.5.1 External Factor Evaluation Matrix (EFE) 17 2.5.2 Example of External Factor Evaluation Matrix 17 2.5.3 Examples of Competitive Image Matrix 18 2.5.4 Competitive Image Matrix 18 2.5.5 Internal Factor Evaluation Matrix 19 2.5.6 SWOT Matrix 19 2.6 CONCLUSION OF CHAPTER I 20 CHAPTER III: ANALYZE RESULTS OF RECENT PRODUCTION BUSINESS OPERATION OF CMCSOFT IN RECENT YEARS 22 Page 3.1 INTRODUCTION OF THE COMPANY 22 3.1.1 Vision 22 3.1.2 Mission 23 3.1.3 Capacity of the company 23 3.1.4 Summary of software products, services (cmcsoft.vn) 25 3.1.4.1 Handling software for markets of Government, enterprises and organizations 25 3.1.4.2 Handling software for markets of Insuarance, Finance, Banking 25 3.1.4.3 Handling software for Information and Library 25 3.1.4.4 Handling software for Education and Training 25 3.1.4.5 Services of consultancy and providing software solutions 25 3.1.4.6 Development, provides software solutions according to the demand 25 3.1.5 CMC Business Results from software (VND) 26 3.1.6 General introduction on software market 26 3.2 ANALYZE EXTERNAL FACTORS 27 3.2.1 Predictions for economic factors affecting software using 27 3.2.2 Government-based projects will fuel IT spending in the public sector 28 3.2.3 Data center services will further expand with more significant growth 28 3.2.4 Rural/remote geography will gain bigger IT attention 28 3.2.5 Social media will play a bigger role in local business marketing efforts 29 3.2.6 Cloud computing services will become true 29 3.2.7 Potential for security-as-a-service 29 3.2.8 Business Process Outsourcing (BPO) services will gain traction in enterprises .29 3.2.9 Digital content will see increased commercialism 30 3.2.10 3G deployments will raise mobile operators value-added services .30 3.2.11 Predictions for social factors affecting software using 30 3.2.12 Predictions for spending policies in software in Vietnam 30 3.2.13 Forecast table for spending on software of the same kind 2011-2015 32 3.2.14 BCG matrix on market shares 33 3.2.15 Forecast chart for software spending in Vietnam (VND) .33 3.2.16 Analysis table on CMC market shares of similar products in 2010 (VND) .34 3.2.17 Analysis chart on CMC market shares in 2010 (VND) 35 3.2.18 Analysis of industrial competition, direct and hidden competitors in Vietnam 35 3.2.19 Competitive matrix table 37 3.2.20 Matrix table of External Factor Evaluation 37 3.3 ANALYZE INTERNAL FACTORS 38 3.3.1 Table analysis of business results (VND) 38 3.3.2 Chart analysis of business results 39 3.3.3 Table analysis of revenue structure 40 Page 3.3.4 Chart of Revenue Structure 41 3.3.5 Table analysis of compensation elements in recent years 41 3.3.6 Chart analysis of worker’s compensation in recent years 42 3.3.7 Analysis of yields following each year 42 3.3.8 Chart analysis of yields in recent years 43 3.3.9 Analyze price of products following years 43 3.3.10 Chart analysis of the price in recent years .43 3.3.11 Analysis of revenue, expenditure in 2010 (VND) 44 3.3.12 Factors of process, control, quality 46 3.3.13 Analysis of motivation management, change .46 3.3.14 Table of Internal Factor Evaluation Matrix (IFE) of the company 46 3.4 THE COMPETITIVE PRESSURES FROM CUSTOMERS 47 3.4.1 Can simulate specifically software before customers decide to buy? 47 3.4.2 Are modules, functions suitable? 48 3.4.3 Besides suitable using demands, How about issues of security and safety? 48 3.4.4 Tools and utilities of software? 48 3.4.5 Services are faster than ones which I’m using or not? 48 3.4.6 Services are cheaper than ones which I’m using or not? .48 3.5 SWOT Matrix 49 3.6 QSPM Matrix 50 3.6.1 QSPM Matrix (Group S +O) 50 3.6.2 QSPM Matrix (Group S+T) 51 3.6.3 QSPM Matrix (Group W+O) 52 3.6.4 QSPM Matrix (Group W+T) 53 3.7 CONCLUSION OF CHAPTER III 54 CHAPTER IV: SET UP STRATEGIES IN 2011-2015 .55 4.1 OBJECTIVES IN 2011-2015 55 4.1.1 Planning Profit target for year (billion vnd) .55 4.1.2 Products revenue structure (short-term revenue plan) 55 4.1.3 Market positioning target 55 4.1.4 Meeting customer’s satisfication target 56 4.1.5 Remuneration, treatment target 56 4.2 STRATEGIES PLAN 56 4.2.1 Seling plan 56 4.2.1.1 Marketing, PR 56 4.2.1.2 Sales chanel 56 4.2.2 Program of news Products and news services 56 4.2.2.1 Improve labor productivity 56 Page 4.2.3 enterprise restructring 56 4.2.4 Finance for annual activities 57 4.3 MEASURES 57 4.3.1 Increase revenue 57 4.3.2 Measures to control plans and prevention of threats 57 4.4 CONCLUSION 58 4.4.1 Strategy 58 4.4.2 Strategy 58 4.4.3 Strategy 58 REFERENCES 59 Page LIST OF FIGURES FIGURE 2.1: MODEL OF COMPREHENSIVE STRATEGIC MANAGEMENT 15 FIGURE 3.1: CMC BUSINESS RESULTS FROM SOFTWARE (VND) 26 FIGURE 3.2: BCG MATRIX ON MARKET SHARES 33 FIGURE 3.3: FORECAST CHART FOR SOFTWARE SPENDING IN VIETNAM (VND) 34 FIGURE 3.4: ANALYSIS CHART ON CMC MARKET SHARES IN 2010 (VND) 35 FIGURE 3.5: CHART ANALYSIS OF BUSINESS RESULTS .39 FIGURE 3.6: CHART OF REVENUE STRUCTURE .41 FIGURE 3.7: CHART ANALYSIS OF WORKER’S COMPENSATION IN RECENT YEARS 42 FIGURE 3.8: CHART ANALYSIS OF YIELDS IN RECENT YEARS .43 FIGURE 3.9: CHART ANALYSIS OF PRICE IN RECENT YEARS 44 LIST OF TABLES TABLE 2.1: EXAMPLE OF EXTERNAL FACTOR EVALUATION MATRIX .18 TABLE 2.2: EXAMPLES OF COMPETITIVE IMAGE MATRIX 18 TABLE 2.3: INTERNAL FACTOR EVALUATION MATRIX 19 TABLE 3.1: FORECAST TABLE FOR SPENDING ON SOFTWARE OF THE SAME KIND 2011-2015 33 TABLE 3.2: ANALYSIS TABLE ON CMC MARKET SHARES OF SIMILAR PRODUCTS IN 2010 (VND) 34 TABLE 3.3: COMPETITIVE MATRIX TABLE .37 TABLE 3.4: MATRIX TABLE OF EXTERNAL FACTOR EVALUATION 38 TABLE 3.5: TABLE ANALYSIS OF BUSINESS RESULTS (VND) 38 TABLE 3.6: TABLE ANALYSIS OF REVENUE STRUCTURE 40 TABLE 3.7: TABLE ANALYSIS OF COMPENSATION ELEMENTS ON RECENT YEARS 41 TABLE 3.8: ANALYSIS OF YIELDS FOLLOWING EACH YEAR .42 TABLE 3.9: ANALYZE PRICE OF PRODUCTS FOLLOWING YEARS .43 TABLE 3.10: ANALYSIS OF REVENUE, EXPENDITURE IN 2010 (VND) 45 TABLE 3.11: TABLE OF INTERNAL FACTOR EVALUATION MATRIX (IFE) OF THE COMPANY 47 TABLE 3.12: SWOT MATRIX 50 Page TABLE 3.13: QSPM MATRIX (GROUP S+O) 51 TABLE 3.14: QSPM MATRIX (GROUP S+T) 52 TABLE 3.15: QSPM MATRIX (GROUP W+O) 53 TABLE 3.16: QSPM MATRIX (GROUP W+T) 53 TABLE 4.1: PLANNING PROFIT TARGET FOR YEAR (BILLION VND) 55 TABLE 4.2: PRODUCTS REVENUE STRUCTURE (SHORT-TERM REVENUE PLAN).55 TABLE 4.3: FINACE FOR ANNUAL ACTIVITIES .57 LIST OF ABBREVIATIONS IT Information Technology IDC Named the corporation Research of information technology companies and markets CMC Named the corporation Information Technology in vietnam CMCsoft Named the corporation Information Technology in vietnam Lac Viet Named the corporation Information Technology in vietnam FPT Named the corporation Information Technology in vietnam NAT Network Address Translation IP Internet protocol suite Java is a programming language, object-oriented programming JSP JavaServer Pages is a programming language Servlet is a small Java program that runs within a Web server Struts Apache is an open-source web application framework for developing JSF Faces technology simplifies building user interfaces for JavaServer applications JavaServer Developers of various skill levels can quickly build web C #, C+, C++ Is programming language, object-oriented programming VB.NET is an object-oriented computer programming language that can be viewed as an evolution of the classic Visual Basic ASP.NET is a web application platform (web application framework) were developed and provided by Microsoft Association of Software Professionals Page Oracle Oracle is the name of a software firm, a database administrator popular in the world, SQL Server Microsoft SQL Server is a relational model database server produced by Microsoft DB2 is a family of relational database management system MySQL is the database administrator's most popular open source world and the developers are very popular in the process of application development UML Unified Modeling Language is a standardized general-purpose modeling language in the field of object-oriented software engineering OOAD Object-oriented analysis and design is a software engineering approach that models a system as a group of interacting objects J2EE Java Platform, Enterprise Edition Java Platform, version - for the business is the technology of Sun Microsystems EJB Enterprise JavaBeans (EJB) is the server-side component architecture Java SNMP Simple Network Management Protocol TCP / IP Internet protocol suite IP suite TCP/IP protocol suite NAT Network Address Translation IP Sec Internet Protocol Security VPN is secure method of encircling the official line that the book DSL CMMi Capability Maturity Model Integration (CMMI) is a process improvement approach whose goal is to help organizations improve their performance WebSphere is the leading software for on demand business, delivering business integration, application & transaction infrastructure File net Manager manages images, graphics, video, web content, email, compliance documents, and more IU named management software solutions and training for universities, colleges, secondary vocational schools by the software company producing CMCsoft Vietnam iLib named management software solutions for library and information sector by the software company producing CMCsoft Vietnam EDocman Named of software solutions for e-government by companies Page producing CMCsoft Vietnam PBO Business process outsourcing (BPO) is a subset of outsourcing that involves the contracting of the operations and responsibilities of specific business CDM Software developed by orders Page CHAPTER I: INTRODUCTION 1.1 REASONS FOR CHOOSING TOPIC Information Technology (IT) is the motivation to promote economic growth and stimulate innovation for the global economy in general and national economy of each country in particular As calculated by IDC, the turnover of IT products and services market in the world in 2010 reached US$ 3,000 billion; expected to reach US$ 8,400 billion in 2015 It is forecasted in 2011-2015 that the growth of IT in Vietnam will increase from 4.94 to 31.6% per year on average According to data of the U.S Department of Commerce, the proportion of computer software industry has contributed one third of the economic growth of this superpower As a member of CMC Technology Group (cmc.com.vn), CMCsoft has face with fierce competition from many sides during its operation To maintain market shares and achieve the goal to be always a leading service provider, that so CMCsoft needs to have a business strategy suitable to the new period Thus, I chose “Business strategies of CMCsoft from 2011 to 2015” as a topic for my capstone project report 1.2 OBJECTIVES OF THE RESEARCH Build business strategies, action plans to help the company develop sustainably, provide a good material and spiritual life for its officers, employees; and bring benefits for the community and society 1.3 OBJECTS AND SCOPE OF RESEARCH Research needs, trends of domestic software market; Analyze capacity of production and business, position of CMCsoft and competitors in the industry; Propose action plans to achieve business goals in the period 2011-2015; Page 10 10 11 12 13 14 15 16 17 18 19 20 21 Increasing rate of employee through years Factors of products, services Product diversification Stable yields Stable price in the past years Factors of capitals Good effectiveness of using capital Factors of management Managing production according to functional online model Director masters enterprise situation Forecasting method for building real annual plan Software distribution business Factors of marketing The company has traditional trademark in many years The company has built trademark for the domestic markets Marketing strategy to expand the market is not good Factors of culture Leadership style is democratic centralism Employees are motivated Closely link of organization model to promote productivity and quality Under the management of the Group Total 0.04 0.16 0.05 0.05 0.06 3 0.15 0.15 0.12 0.06 0.12 0.06 0.18 0.04 0.12 0.06 0.24 0.06 0.18 0.03 0.09 0.03 0.09 0.06 0.18 0.05 0.20 0.04 0.16 0.03 1.0 0.09 2.93 Table 3.11: Table of internal factor evaluation matrix (IFE) of the company Conclusions: (2.93 marks) For an overview suggest, the company is managing the problems of internal enterprises, especially the motivation of employees and close cooperation of management; trademark control software quality 3.4 THE COMPETITIVE PRESSURES FROM CUSTOMERS 3.4.1 Can simulate specifically software before customers decide to buy? Pressure: Customers want to see, feel specifically functions of software when buying Page 47 Challenge: Softwares following software requirements are often not available Measure: Build knowledge database about software and specialized knowledge 3.4.2 Are modules, functions suitable? Pressure: Customers will find what they want to buy rather than what CMC has Challenge: Convince that the functions are suitable with customer requirements Measure: Persuasion by references, experience 3.4.3 Besides suitable using demands, How about issues of security and safety? Pressure: Value brings for customers when using the software, in addition to the software solves professional requirements Client will ask if software is simple, convinient,and how is safe and security Strategy: Improve continuously, synchronize solution 3.4.4 Tools and utilities of software? Pressure: What is software utility more dominated than other products? 3.4.5 Services are faster than ones which I’m using or not? Pressure: How long is implementation progress from order to the client can use real application? 3.4.6 Services are cheaper than ones which I’m using or not? Pressure on price: Price is the top concerned issue of consumers when deciding to buy the software Page 48 3.5 SWOT Matrix O: Opportunities T: Threats Spending on packaged Large scale means software is increasing; Spending on industrial-level mass; determined to have IT budgets; and industry more are in this brought much strength SO Strategies ST Strategies Creating influence on Build packages of policies; spending products services out projects that are Corporate with foreign complex/ difficult in companies to increase production process competitiveness; Enhance is More foreign companies has Capable of carrying company diversification; entering software The product with customers’ needs; and technology; price (high price); companies Corporation meet competitive Slow The Government is Software market changes; Less software is deployed S: Strengths slow response to and in each market segment; Manage motivation, conflict business capacity; and changes; After-sales care stable, having its Make own brand; speed up market shares maintaining market and shares by after-sales The stable market is strategies diversification to product Strategy of services; Strategy of lowering production cost Page 49 W: Weaknesses WO Strategies High price due to Product high operating package is Set sold mass; costs; Maximize profits by projects; Products have little distribution for purchasing power; New products and are developing The price is suitable innovations; Purchase, not channels merge in line with the segments; subsidiaries much wide channels; complex and long-term changes; up distribution Breakthrough by big/ Slow response to markets WT Strategies Restructure Strategy of breakthrough organization in Strategy of optimal revenue, profit by purchasing, merging; zing resources and Strategy of lowering price profits to increase competitiveness and market shares Table 3.12: SWOT matrix 3.6 QSPM Matrix 3.6.1 QSPM Matrix (Group S +O) Important factors Classific ation Replaceable strategies Strategy of Strategy of maintaining breakthrough in market shares by afterrevenue, profit by sales services; purchasing, merging AS TAS AS TAS Internal factors Software meet customers’ needs Capable of carrying out projects that are complex/ difficult in production 3 6 process and technology The company is stable, having its own brand Page 50 Large scale means slow response to market changes Less competitive price (high price) Slow product diversification External factors Spending on packaged software is increasing Spending on industrial-level software is deployed mass The Government is determined to have IT budgets Cooperation with foreign companies has brought much strength More and more companies are entering in this industry 3 3 3 9 3 6 3 9 6 3 6 83 68 Strategic breakthroughs in revenue, profit by purchasing merger Table 3.13: QSPM matrix (group S+O) 3.6.2 QSPM Matrix (Group S+T) Important factors Internal factors Software meet customers’ needs Capable of carrying out projects that are complex/ difficult in production process and technology The company is stable, having its own brand Large scale means slow response to market changes Less competitive price (high price) Slow product Classification Replaceable strategies Strategy of maintaining Strategy of lowering market shares by afterproduction cost sales services AS TAS AS TAS 6 6 6 6 3 9 Page 51 diversification External factors More and more companies are entering in this industry Spending on packaged software is increasing Spending on industriallevel software is deployed 3 9 3 9 2 4 mass The Government is determined to have IT budgets Cooperation with foreign companies has brought much strength 78 69 Table 3.14: QSPM matrix (group S+T) 3.6.3 QSPM Matrix (Group W+O) Replaceable strategies Strategy of lowering price to Strategy of optimal zing increase market resources and profits shares AS TAS AS TAS Important factors Classification Internal environment High price due to high operating costs Slow response to changes Products have little innovations New products and markets are not 3 2 6 3 9 6 2 4 2 4 6 2 6 much Cooperation with foreign companies has brought much strength Large scale means slow response to market changes Slow product diversification External environment Spending on packaged software is increasing Spending on industrial-level software Page 52 is deployed mass The Government is determined to have IT budgets More and more companies are entering in this industry 2 4 3 9 61 72 Table 3.15: QSPM matrix (group W+O) 3.6.4 QSPM Matrix (Group W+T) Important factors Internal environment High price due to high operating costs Slow response to changes Products have little innovations New products and markets are not much External environment Large scale means slow response to market changes Less competitive price (high price) Slow product diversification More and more companies are entering in this industry Replaceable strategies Strategy of lowering price to Strategy of Classif increase restructuring ication competitiveness company and market shares AS TAS AS TAS 3 2 2 6 3 9 2 6 3 6 9 38 52 Table 3.16: QSPM matrix (group W+T) Group S+O: Strategy of breakthrough in revenue, profit by purchasing, merging got total 83 points; Strategy of maintaining market shares by after-sales services got 68 points Group S+T: Strategy of lowering production cost got 78 points; Strategy of maintaining market shares by after-sales services got 69 points Group W+O: Strategy of lowering price to increase market shares got 61 points; Strategy of optimal resources and profits got 72 points Group W+T: Strategy of lowering price to increase competitiveness and market shares got 38 points; Strategy of restructuring company got 52 points; Page 53 From the above results, we will choose the following strategies to develop the company: - Strategy to “stabilize” by maintaining market shares, increasing profits by transforming project products into packaged products; - Strategy to “speed up” breakthrough in revenue, profits by purchasing, merging, BPO services; - Strategy to strengthen the enterprise’s position by restructuring organization 3.7 CONCLUSION OF CHAPTER III The investment in new products, new markets to get new opportunities is necessary and constant during performance of the company The optimization of profits, revenues in traditional products create sustainability and stability of the company The transformation of project products into packaged products to lower production costs creates competitiveness for the enterprise and breakthrough in profits; Set up simple, active system to increase revenue, take advantage of market opportunities to create stable revenue and cash inflows Restructure of the company’s management structure to create unity in the company and group in order to create position of the enterprise in the industry and in the market Page 54 CHAPTER IV: SET UP STRATEGIES IN 2011-2015 4.1 OBJECTIVES IN 2011-2015 4.1.1 Planning Profit target for year (billion vnd) Criteria 2008 2009 2010 Profit 54 99 174 Criteria 2011 2012 Profit 279 362 2013 2014 470 2015 800 VND 612 Table 4.1: Planning profit target for year (billion vnd) The company aims to increase 30% profits in each following year 4.1.2 Products revenue structure (short-term revenue plan) Planning Objectives in 2011, 2012 Revenue structure iLib, eDocman, VND 325,027,500,000 VND 402,415,000,000 VND 227,519,250,000 VND 48,754,125,000 VND 241,449,000,000 VND 80,483,000,000 IU, eDocman one software Portal, CDM software BPO Business process outsourcing VND 32,502,750,000 VND 40,241,500,000 New products (e-Gov) VND 16,251,375,000 VND 40,241,500,000 Table 4.2: Products revenue structure (short-term revenue plan) Packaged products can ben sold mass with lower price Production of new products and services: Find out new products with faster services System structure Planning Objectives in 2012 4.1.3 Market positioning target Maintain top software companies in Vietnam Maintain the market of education, enterprise and government (core products are sold in this market) Gather resources to dominate the market of finance-banking and insurance Page 55 4.1.4 Meeting customer’s satisfication target Set up a department in charge of after-sale services, receiving objectives and customer care KPI Quickly response to customer requests 4.1.5 Remuneration, treatment target Set up well-trained core system of the company Labors’ remuneration is guaranteed by the contribution of each individual, is motivation for individuals to strive during work 4.2 STRATEGIES PLAN 4.2.1 Seling plan 4.2.1.1 Marketing, PR Improve marketing in market segments in accordance with the government’s direction of IT spending Marketing must be divided according to each product cycle; the spending of segment must ensure marketing efficiency 4.2.1.2 Sales chanel Restructure business program according to department in charge of products and market Sell directly, Mass and through dealer 4.2.2 Program of news Products and news services Diversify and improve quality of products and services Packe CDM products of the company in commercial products Set up new solutions such as digitalization, BPO services New products: E-Government 4.2.2.1 Improve labor productivity Set up labor productivity to each individual in production and business area Set up remuneration packages based on working results and periodical reports 4.2.3 enterprise restructring Human resources is a key factor that decides position and strength of the company Page 56 Skill self-improvement (with program, contents of training objectives for each department), it is obligatory of spend training funds Attract senior personnel in the industry to the company Restructure the company’s organization into SBU self-accounting; assign objectives and KPI to each SBU 4.2.4 Finance for annual activities Forecast Finance Status in 2010 vnd No A1 Items Quarter Total net revenue Total expenditure Profit after soft salary Quarter Quarter Quarter Results 59,528,846,154 77,387,500,000 77,387,500,000 96,734,375,000 311,038,221,154 20,040,844,338 20,040,844,338 20,040,844,338 20,040,844,338 80,163,377,350 39,488,001,816 57,346,655,662 57,346,655,662 76,693,530,662 230,874,843,804 Table 4.3: Finace for annual activities With business results in 2010, until 2011, the company can fully targeted profit goal increasing 130% 4.3 MEASURES 4.3.1 Increase revenue Optimize, control expenditure well Invest in new products, directly account in year expenditure.One feature of the software company is that the largest expenditure is labor, therefore the measure to avoid threats of profitability is able to reduce expenditure by controlling quality well, be down labors in the short-term 4.3.2 Measures to control plans and prevention of threats Strategic assessment once every months Adjust implemention measures Company strategy is concretized in strategies of SBU department Page 57 4.4 CONCLUSION 4.4.1 Strategy “stabilize” by maintaining market shares, increasing profits by transforming project products into packaged products; 4.4.2 Strategy “speed up” breakthrough in revenue, profits by purchasing, merging, BPO services, other investments 4.4.3 Strategy ”strengthen” the enterprise’s position by restructuring organization The investment in new products, new markets to get new opportunities is necessary and constant during performance of the company The optimization of profits, revenues in traditional products creates sustainability and stability of the company The transformation of project products into packaged products to lower production costs creates high competitiveness for the enterprise and breakthrough in profits; Set up simple, active system to increase revenue, take advantage of market opportunities to create stable revenue and cash inflows Restructure of the company’s management structure to create unity in the company and group in order to create position of the enterprise in the industry and in the market Page 58 REFERENCES Fred David (2006), Transation of definitions of strategic management; statistical publishing house; CMC Software Solution Co., Ltd (January 2011), summary report 2010 and orientations, tasks and solutions in 2011-2015 Website: http://www.cmcsoft.com 14 Website: http://www.vinasa.org.vn 15 Website: http://www.ibm.com | http://www.microsoft.com Page 59 ... strategy; Business-level strategy; Department-level strategy 2.2 POSITION OF ENTERPRISE IN THE ấp kinh doanh THIS SECTOR 2.2.1 Definition of position - Xác định nhiệm vụ mục tiêu - Phân tích lựa chọn