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GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM Capstone project REPORT BUILDING MULTI-SECTORAL BUSINESS STRATEGY FOR HA TINH TRADING AND MINERAL CORPORATION WITHIN THE PERIOD OF 2010 - 2020 Group: 11 Group members: NguyÔn Anh TuÊn NguyÔn Đăng Quang Trần Hoài Nam Phạm Văn Tình VINH, 2010 University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - ii - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 ACKNOWLEDGEMENT To complete this assignment, our group wishes to show our gratitude to teachers who have transferred knowledge to us during the process of learning and instructing to graduation assignment; in addition we also wish to show great attitude to the program of Global advanced master of business administration organized by Griggs University of the US and ETC of Ha Noi National University which has created good condition in term of material and spirit for us during recent time Then, we also wish to show our great gratitude to Leading board, cadres of Ha Tinh Trading and Mineral Corporation and member units of Corporation that have created the best condition and suggestions for our group during the process of topic implementation Due to limited time and qualification, it can be sure that the topic “build up multisectoral business strategy for Ha Tinh Trading and Mineral Corporation during 2010 – 2020” cannot avoid mistakes; then we are looking forward to receiving the helps and suggestions of teachers and leading board, cadres of Ha Tinh Trading and Mineral Corporation and program of Global advanced master of business administration organized by Griggs University of the US and ETC of Ha Noi National University, then we can improve and complete this topic better Best regards! Group 11 – Class: GeMBA01.V02 Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - iii - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 TABLE OF CONTENT ACKNOWLEDGEMENT…………………………………………… …….3 TABLE OF CONTENT …………………………………………… …… LIST OF ABBREVIATIONS……………………………………… … vii LIST OF TABLES ……………………………………………………… ix PREFACE: ……………………………………………………………… …1 The need of topic study Study purposes Study object and scope Study methos Structure of assignment: Chater 1: THEORY BASIS FOR STRATEGIC CONSTRUCTION.……4 1.1 Basic definition of business strategy 1.2 Strategic system of enterprise 1.2.1 Strategy in company level 1.2.1.1 Growth strategy: 1.2.1.2 Stable strategy 1.2.1.3 Withdrawal strategy 1.2.2 Competitive strategy: 1.2.3 Functional strategy: 1.3 Method for business strategy construction in enterprise 1.3.1 Macro environment 1.3.2 Sector environment 1.3.3 Analysis of internal environment of enterprise 1.3.4 Analysis of trading sectors of enterprise (portfolio) Chapter 2: COMMON INTRODUCTION AND ANALYSIS OF BUSINESS ENVIRONEMNT OF HA TINH MITRACO …………….13 2.1 Common introduction: 13 Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - iv - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 2.1.1 Enterprise’s name: 13 2.1.2 Address: 13 2.1.3 Tel:………………… 13 2.1.4 Website: 13 2.1.5 Trading sectors: 13 2.1.6 Organizational diagram: 14 2.2 Analysis of external business environment of Mitraco 15 2.2.1 Analysis of macro environment: 15 2.2.1.1 Economic environment: 15 2.2.1.2 Legal and political environment: 15 2.2.1.3 Technological environment: 15 2.2.1.4 Cultural and social environment : 16 2.2.1.5 Natural environemnt: 16 2.2.2 Analysis of sector environment: 16 2.2.2.1 Pressure from customers: 16 2.2.2.2 Pressure from providers: 17 2.2.2.3 Current competitive opponents : 17 2.2.2.4 Potential competitive opponents : 20 2.2.2.5 Replaced products: 20 2.3 Analysis of internal environment of Mitraco 22 2.3.1 Analysis of resources 22 2.3.1.1 Human resources 22 2.3.1.2 Finance : 24 2.3.1.3 Technical infrastructure: 31 2.3.1.4 Technology, machine and equipments: 31 2.3.2 Supplemented analysis: 31 2.3.2.1 Management and administration in Mitraco: 31 2.3.2.2 Company structure 32 2.3.2.3 Brand name of Mitraco 33 Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - v- University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 2.4 Analysis of trading sector in Mitraco (portfolios) 34 2.4.1 Reality 34 2.4.1.1 Mineral sector 34 2.4.1.2 Construction materials 35 2.4.1.3 Seaport services 36 2.4.1.4 Raising and raising food processing sector 36 2.4.1.5 Commercial and service sector 37 2.4.2 Common assessment of business sectors of Mitraco 37 2.4.2.1 Core business sector of Mitraco: 37 2.4.2.2 New investment sectors of Mitraco 39 2.5 SWOT matrix construction 41 2.6 Construct matrix for internal – external factors evaluation (IE) of business sectors in Mitraco 47 2.6.1 External factors evaluation (EFE) 48 2.6.2 Internal factors evaluation (IFE) 50 2.6.3 Matrix for internal-external factors evaluation (IF) 53 2.7 Construct BCG matrix (Boston Consulting Group) 54 2.7.1 Market and market share growth rate in some business units of Mitraco 55 2.7.2 BCG matrix 56 Chapter 3: CONSTRUCTION BUSINESS STRATEGY FOR HA TINH MITRACO WITH THE PERIOD OF 2010 – 2020 …………………… 57 3.1 Strategy choice 58 3.2 Vision, mission and targets of Mitraco 59 3.2.1 Vision of Mitraco by 2020: 60 3.2.2 Mission of Mitraco: 60 3.2.3 Strategic targets of Mitraco 60 3.3 Solutions to implement strategy within 2010 - 2020 .61 3.3.1 Organizational reconstruction of company 61 Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - vi - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 3.3.1.1 Implementation method: 61 3.3.1.2 Targets: 61 3.3.1.3 Implementation orientation: 61 3.3.2 Sector and portfolio reconstruction 64 3.3.2.1 Implementation time: 64 3.3.2.2 Targets: 65 3.3.2.3 Implementation orientation: 65 3.3.3 Development of high quality human resource 72 3.3.3.1 Implementation time: 72 3.3.3.2 targets: 72 3.3.3.3 Implementation orientation: 73 3.3.4 Build up effective management information system 74 3.3.4.1 Implementation time: 74 3.3.4.2 Targets: 74 3.3.4.3 Implementation orientation: 74 3.3.5 Develop brand name and corporate culture 75 3.3.5.1 Implementation time: 75 3.3.5.2 Targets: 75 3.3.5.3 Implementation orientation: 75 3.3.6 Build up standard operational process: 76 3.3.6.1 Implementation time: 76 3.3.6.2 Contents: 76 3.4 Limitations of process and study orientation in the future 779 3.4.1 Limitations of process 78 3.4.2 Study orientation in the future 78 CONCLUSION.…………………………………………………… …… 80 REFERENCES…………………………………………………………… 82 Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - vii - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 LIST OF ABBREVIATIONS Abbreviations BCG Significance BCG matrix ( Boston Consulting Group) CDDC Popular shareholders CPDC Popular stock DH Long term DT Revenue DTDH Long term investment DTNH Short term investment EBIT Pre-tax interest and lending interest EFE External factors evaluation IFE Internal factors evaluation IE Matrix for internal – external factors evaluation MGR Mitraco NH NNH Market growth rate Ha Tinh mineral and trading corporation Short term Short term debt NVNH Short term capital NVTX Constant capital RMS Relative market share SBU Business unit SWOT Strengths (S), weaknesses (W), opportunities (O), threatens (T) SWOT matrix is the most typical model in building business strategy of the enterprise TK Inventory TNDN Corporate income TNHH Limited liability TS TSCD Asset Fixed asset Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - viii - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 TSLD Mobile asset VCSH Owner capital LIST OF TABLES Table Table : 2.01 Table: 2.02 CONTENTS Table of opportunities (O) and threatens (T) Table to compare some index of labor productivity of Mitraco in 2008 Page 20 23 Table: 2.03 Table of trading results in years 24 Table: 2.04 Balance sheet on 31/12 of every year 25 Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - ix - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 Table: 2.05 Table of financial norm analysis 27 Table: 2.06 Table of strengths (S), weaknesses (W) 40 Table: 2.07 SWOT matrix 42 Table: 2.08 Table of symbols of analyzed sectors 48 Table: 2.09 Table: 2.10 Table: 2.11 Table: 2.12 Table: 2.13 Table: 2.14 Table: 2.15 Table: 2.16 Table: 2.17 Table : 2.18 Table: 2.19 Table: 3.01 Table ; 3.02 Table to evaluate external factors (EFE) of mineral sector (A) Table to evaluate external factors (EFE) of construction material sector (C) Table to evaluate external factors (EFE) of seaport service sector (E) Table to evaluate external factors (EFE) of raising and processing raising food sector (F) Table to evaluate external factors (EFE) of commercial service (G) Table to evaluate internal factors (IFE) of mineral sector (A) Table to evaluate internal factors (IFE) of construction material sector (C) Table to evaluate internal factors (IFE) of seaport service sector (E) Table to evaluate internal factors (IFE) of raising and processing raising food sector (F) Table to evaluate internal factors (IFE) of commercial service sector (G) Table of market growth rate and relative market share of some business units of Mitraco Table of revenue density of mineral sector and other sectors Expected time, cost and order of strategic solutions within 2010 – 2020 Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - x- 49 49 50 50 51 52 52 53 53 54 56 59 77 University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02  Cam Xuyen Titan processing enterprise  Ky Anh mineral enterprise  Dong Nai – Ha Tinh brick, tile and construction material JSC  Ha tinh construction material JSC  Thach Khe material and iron JSC  Ha Tinh port JSC Within above companies, some companies/units must urgently reconstruct into subsidiaries (Ltd company or joint stock company) as presented in 3.3.1 After - years, list of such units of strategic business must be adjusted to be suitable to process to trasnfer new core capacity Assessment of above sectors has shown that mineral exploiting has high potential and Mitraco has advantage of experiences, sale network, brand name and political support In term of demand, strong growth of Asian economy such as China, India, Viet Nam, …has made demand of mineral for industrialization higher; therefore, mineral exploiting will be always the sector with high potential to develop strongly which plays essential role in national modernization; in term of long term strategic vision, mineral sector has the highest potential of Mitraco The biggest threaten is technology for deep processing and capacity for mine approach; However, this sector has high cost for sector entering which requires subsidiaries to raise competitiveness by raising technology, exploiting skills and expanding partner relations; This will require subsidiaries to approach mine by coming to international market which is Laos firstly; This area has close relation with subsidiaries with supporting from two governments; the first priority is to approach mineral resources in Laos Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - 68 - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 At the same time, Mitraco should focus on investing in sector with high interaction with mineral sector such as construction material, metallurgy, ground leveling … Seaport is the special trading advantage of subsidiaries which has strategic competitive advantage by itself Then company should invest for medium and long term; such sector does not require high mobile capital; it must have strategy for joint venture with Laos; accumulated capital can create leverage for breakthroughs in mineral exploiting In medium and long term, trading Vung Ang seaport will be a great profit for subsidiaries Then strategic mission in short and medium term of Mitraco is to raise capacity of management, technique, technology of mineral exploiting c, In long term: Continue developing mineral exploiting at the same time define strategic business sector and transfer to some sector with potential development to become core sector in long term Implementation time: 2010 – 2015 In medium term, mineral will be core sector of Mitraco This will be the main sector to bring revenue for corporation; then together with transferring to a new core business sector, Mitraco can continue exploiting minerals in other provinces or abroad but still keep self-control in activities It is clear that development of such sector is limited; transferring to other sectors is compulsory; capital, profit from mineral sector must be wisely invested for Mitraco to be ready for a new development phase – in which income from mineral will reduce and Ha Tinh provincial economy will reach a new development phase with new opportunities To implement this orientation, the important things is that Mitraco can define which sector is the core sector in the future and plan to use resources (capital, Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - 69 - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 techniques, human…) in the coming time to transfer to a new core capacity Above parts have mentioned some business sector that Mitraco should focus on investment and one of such sectors will become core sector of company in long term A big question is raise which is the core sector of Mitraco in long term? clearly such core sector must be based on some defined criterias: ♦ Criteria for choice:  Competitive advantage (relative and absolute) of Mitraco: in term of technology, equipments, management capacity, close to local market, knowledge of local market, close relation with local authority  Not go further than current core capacity  Long term and sustainable development potential suitable to economic development in Tinh, nearby provinces and the whole nation  Financial capacity and invested capital  Attachment with other business sector that Mitraco has joined ♦ Chosen sector: Some sectors can be in the same field of mineral exploiting and processing which can become core sector of corporation in long term including:  Produce construction materials and additional spices of metallurgy: Apart from brick, tile, stone, plaster, especially focus on products with higher added value which can bring higher profit Potential and demand of construction materials within Ha Tinh province and nearby market are very high; with right steps to ensure investment effect, advantage of capital, technology, close to local market, the target to become a unit of construction materials within years is feasible Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - 70 - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 Ving Ang economic zone will be a biggest steel centre of the nation then demand of additional spices for metallurgy will be very high; Mitraco needs a route to invest in this sector  Seaport services This is the sector that Mitrraco has experiences; continue expanding investment in Vung Ang seaport; apart from organizing commodity, focus on trading other seaport services such as: delivery, store, ship, logistics… Potentials of commodity via VungAng seaport will be high when big projects in Vung Ang economic zone have come to operation; Thach Khe iron mine will gon on exploitation and product quantity of Laos and Thailand via Vung Ang seaport will be high; This will be an advantage for Mitraco in long term development However, development capacity of Vung Ang economic zone is in long term; then in spite of high potential, capacity to become a main business unit to ensure income for corporation of Ha Tinh seaport requires long time  Trading in ports is a very difficult field, it depends very much on the development of regional economy Therefore Mitraco need to meet highly port exploiting sevices to increase competitiveness, may have to provide some services not larger, without interest, to satisfy the needs of customers, but will focus on core services such as cargo handling, cargo inspection, logistics, warehouse rental, shipping agents Mitraco has got the policy and this is also the policy of the People's Committee of Ha Tinh province, namely apart from its main task, Mitraco also provide a link for other firms to invest in Ha Tinh and this will also create more opportunities for Mitraco to trade in ports field, because when more goods are produced in regions near to the port of Mitraco, the output of goods and materials go through the port will increase However Mitraco has to expect the increasing output of goods that will go through the port Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - 71 - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 to make investment plans in cargo handling equipments and other infrastructure  Investment in small industrial zones invest, construct and manage small industrial zones; develop and manage industrial property  Invest in urban centers New opportunity can appear; models to replace land for infrastructure, develop and manage industrial property have been implemented successfully which contributes to local economic development; with long term development, such models can be suitable I Ha Tinh; Mitraco will be the unit to suggest such model to the province, especially projects with high feasibility Transferring to new business sector requires ot have preparation, investment and implementation time; it can last from to years; an advantage of Mitraco is that in short term Mitraco can have cash source from other trading sectors, from capital withdrawal 3.3.3 Development of high quality human resource 3.3.3.1 Implementation time: 2010 – 2013 3.3.3.2 targets: To serve process of company reconstruction as well as ensure capacity for sector entering, raise labor productivity; then investment to raise qualification of cadres will be very important; strategy of human resource development must solve the following problems:  Rearrange labor structure of corporation; suitable arrangement labors in corporation and member units  Specialization, raise professional tasks in implementing tasks  Construct a regulation for salary and reward connected to working effect; implement connection trading effect with regulation for salary and Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - 72 - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 reward; create motivation for cadres in business activities; raise revenue and profit of company  Focus on training technical and managing cadres 3.3.3.3 Implementation orientation: Task of human resource recruitment and training should be done according to the approach “training and recruitment based on capacity frame” as follows:  Step 1: define functions and duty of all working titles, first of all in office of corproration and leaders of subsidiaries  Step 2: define capacity frame for each working title This step is aimed to indicate: to fulfill function and duty in concrete situation of Mitraco, which skills will cadres need? Requirement level of each skill?  Step 3: define concrete rulers for each capacity This step is aimed to design tools for measuring capacity level  Step 4: Assess current capacity of individuals; this step will assess current capacity of cadres; this can take information from many sources: - Information from self-assessment - Information from direct manager of employees - Information from colleagues or people with working relation with individual Synthesize information from many resources can create rather objective picture of capacity of each individual which will be the basis for plan and method to raise capacity for cadres ofMitraco  Step 5: Define capacity gap This step will compare “capacity requirement” with “capacity reality” then define capacity gap of each individual Basically, capacity gap is the demand of recruitment and Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - 73 - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 training; assess, compare and keep information of individual capacity in organization will form up “capacity profile” of each individual When understanding requirements and reality of capacity, then individuals will be more active in developing themselves to meet the requirements and demand of tasks  Step 6: build up plan for recruitment and training In term of principle, such program will be implemented by personnel management division of Mitraco Managers will play important roles in defining capacity as well as assessing capacity of titles and individuals; in term of technique, Mitraco should hire foreign consultants to help with implementing this program 3.3.4 Build up effective management information system 3.3.4.1 Implementation time: 2010 – 2011 3.3.4.2 Targets: Together with reconstruction and construction of company’s regulation, construction of an effective management information system can have decisive significance on defining strategy, management and administration of corporation; It will be difficult to ensure effect of strategic management if lack of information with full analysis; transparent information will raise responsibility and effect of management tasks which is also an important requirement to raise effect of management of company 3.3.4.3 Implementation orientation: Construction of information system will be implemented together with reconstruction process of company; this process requires to reconstruct financial system, accounting system, financial reports, report on business results of company to ensure capacity to provide accurate information for management process Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - 74 - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 Management information system must follow standards of report; information system must be constructed not only to provide mere information but management information, which is analyzed and compared…this can also require high qualification of cadres in corporation especially skills of collection, arrangement and analysis of information Accuracy, objectiveness of information must be ensured Management information system should be based on appliance of modern informatics technology 3.3.5 Develop brand name and corporate culture 3.3.5.1 Implementation time: 2011 – 2015 liên tục 3.3.5.2 Targets: Together with reconstruction of company, definition of core business sector in medium and long term, construction of Mitraco brand name is to reflect vision, business sectors, products, services of company With a good brand name, Mitraco can be more convenient in approaching new market as well as have a good image 3.3.5.3 Implementation orientation: After reconstruction, one of duty of office of corporation is to build up and transmit image, brand name and corporate culture of corporation; Then establishment of marketing – PR office is very necessary, especially after Mitraco privatizes and posts on securities market Being a company operating in mineral exploiting, formation of corporate culture, implementation of social duty will be the tasks of corporation; declarationa and implementation of social policies, environmental protection will build up a strong brand name of Mitraco which is close to customers and partners Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - 75 - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 Establishment of a private corporate culture will connect contribution of cadres of company; together with the changes of salary, reward; corporate culture will be good premise for raising productivity, creation of cadres in the company 3.3.6 Build up standard operational process: 3.3.6.1 Implementation time: in 2010 3.3.6.2 Contents: Improving internal document system of corporation is to raise self-control, self-responsibility and create motivation for improving business results in subsidiaries, including:  Adjusted charters of corporation (as defined by regulation, law on stateowned enterprise will be expired in July, 2010 and state-owned enterprises will reconstruct and register activities according to corporate law; this is a good opportunity for Mitraco to reconstruct corporation to apply clear administration principles and raise responsibility for representatives of owner capital… )  Build up norms to assess working results  Policy of salary, reward and discipline (based on norm to assess tasks );  Financial regulation and decentralization for spending;  Consider and approve invested projects;  Regulation of working and reporting  Regulation of assigning to directors of subsidiaries and report process, activities of administration council…  Internal checking and auditing Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - 76 - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 Table of expected time, cost and preferential order to implement strategic solutions within 2010 – 2020 Table: 3.02 No Solutions Build up Implementation time standard Expected cost (VND) 2010 200.000.000,00 2010 - 2011 500.000.000,00 2010 - 2013 2.000.000.000,00 2010 - 2011 1.500.000.000,00 operational process: Re-construct organizational structure of the corporation Develop high quality human resource Build up effective management information system Re-construct sector structure and portfolios a In short and medium term b Capital withdrawal in some subsidiaries c In long term 2010 - 2011, re-check 50.000.000.000,00 in 2014 or 2015 2010 - 2012 1.000.000.000,00 2011 - 2017 500.000.000.000,00 Expenditure is not high Develop brand name and corporate culture 2011 - 2013 and constantly but it must constant financial source to implement program (Preferential order of solutions will be arranged from to and from a to c) (Source: Analyze by Group) Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - 77 - have this University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 3.4 Limitations of process and study orientation in the future 3.4.1 Limitations of process a, Study time: study time is short while activities of Mitraco are large, with many units operating in many different sectors then study process is not really deep and comprehensive b, Study scope: within capston project report, our group just studies to build up general strategy (company’s strategy) then assessment of SBUs is not thorough c, Qualification and experiences to construct strategies: in spite of being transmitted knowledge in the process of learning and capston project report doing, due to the lack of experiences then the topic cannot avoid mistakes and bear subjectiveness d, Implementation capacity of the unit: this is the general strategy; there are many solutions to implement according to proposed route while human resource of Mitraco is not enough to implement such strategy comprehensively with right proposed targets; Mitraco must have good solutions to implement strategy and assess, adjust implementation process; hire consultancy organizations to construct competitive strategies for each SBU, human resource training and development, supplemented investment and new investment in expected sectors … 3.4.2 Study orientation in the future - Continue constructing competitive strategy for each unit and business sector of Mitraco - Construct functional strategies, especially human resource training and development, Marketing, investment strategies Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - 78 - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02  Requirements and measures of restructuring: The restructuring of the organizational structure, business and investment portfolio requires a great determination of the board of directors and the board of managers of Mitraco Because this process can affect significantly the interests of all people in the company, even the leadership team To successfully implement these steps should need the very large consensus from leaders and employees across Mitraco, therefore before each step of strategy, Mitraco should give everyone a clear explanation about the need to implement the strategic step The restructuring requires new management skills, therefore Mitraco need to apply management methods suitable for the new organizational structure, need to have training programs for management staffs (including senior and middle level) to fulfill well their new duties Mitraco has to build an effective learning invironment, communicate the internal knowledge and collect the external knowledge The new investment fields must be high feasible, Mitraco has to establish competitive strategies for member units, business sectors and functional strategies Restructuring steps need to hire consultants to perform  The initiative of building strategies: Business strategies of Mitraco were built by itself, not dependent much on the state management agency (the People's Committee of Ha Tinh province) People's Committee of Ha Tinh province just assign Mitraco to preserve and develop the capital, meet annual targets such as revenues, profits, growths Strategies built by Mitraco are suitable for its development process in particular and the province’s in general, therefore they should receive alot support from the provincial People’s committee However, Mitraco also has got the task of attracting more investment in Ha Tinh, therefore some portfolios are not in the investment strategy of Mitraco and if the provincial People's Committee ask Mitraco to participate in investing these porfolios, Mitraco will just take a low rate to make a bridge for other investors to invest in Ha Tinh and this will also create more opportunities for Mitraco to develop business sectors Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - 79 - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 under its strategies such as construction of industrial infrastructure, port exploitation, building materials and thus Mitraco receives more support from the province Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - 80 - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 CONCLUSION Business environment of enterprises is under violent competition due to high development of technology, science and global economic integration; To operate stably and develop sustainably in current environment, it requires enterprises to promote strengths and limit weaknesses, grasp opportunities, limit threatens and create private competitive advantage for enterprises; choose suitable business sectors with effective investment management To well implement management tasks, managers must build up and adjust and improve business strategy in medium and long term for enterprises, then via business strategy, implement scientific action plans, predict opportunities, threatens to give suitable solutions Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - 81 - University Griggs Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 REFERENCES 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 Liên Diệp, MA Phạm Văn Nam (2006), “Related strategies and policy”, Social labor publishing house , ho chi minh city; Deputy professor Ngô Kim Thanh, Deputy professor Lê Văn Tâm (2009), “Strategic administration”, publishing house of national economic university; Deputy professor Ngô Kim Thanh “Business strategy”, manual book of strategic administration of international MBA program Ha Tinh Mitraco: financial reports in 2007, 2008, 2009; organizational charter of company, regulations, process and related materials Manual book of Strategic administration of MBA program Manual book of marketing administration of MBA program Manual book of human resource administration of MBA program Manual book of corporate finance of MBA program 10 Website: - http://www.csuchico.edu/mgmt/strategy/ - http://www.hatinh.gov.vn - http://www.ecvn.com - http://www.gso.gov.vn - http://www.mitraco.com.vn - http://www.vinabook.com/quan-tri-chien-luoc- http://nghiencuumarketing.com Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - 82 - ... Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - ii... Global Advanced Master of Business Administration Capstone project report - Group: 11 - Class: GeMBA 01.V02 ACKNOWLEDGEMENT To complete this assignment, our group wishes to show our gratitude to... University, then we can improve and complete this topic better Best regards! Group 11 – Class: GeMBA01.V02 Build up multisectoral business strategy of Mitraco for the period of 2010 - 2020 - iii