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GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT STRATEGIC BUSINESS PLANNING FOR NINH BINH POWER COMPANY IN PERIOD 2011-2015 Group – GaMBA X0409 Names of Students: 1- Bui Quy Hung 2- Ta Huu Son 3- Vu Tien Duc 4- Hoang Dinh Thuat Ninh Binh, June 2011 Group – GaMBA01.X0409 CERTIFICATION We certify to the best of our knowledge that this assignment is the original work of Group of Intake GaMBA X0409 All the data and results of studies in this assignment are true and have never been used for any other studies of similar content We also certify that all the support to provide the data for this assignment has been endorsed by Ninh Binh One-member Ltd Power Company., and all the quoted information in the report is true and quoted from reliable sources Assignment Co-writers Group – GaMBA01.X0409 ACKNOWLEDGEMENTS First, we would like to express our gratitude to the Center of Training Technology and Employment System – Ha Noi National University and the US Griggs University have jointly delivered the course for the training of Masters of International Business Administration in Viet Nam In this training program, we have the opportunity to access to the advanced knowledge on Business Administration drawn from the studies of the world-renowned economists With the advanced and efficient learning approaches utilized in the course, we have been provided with a comfortable learning environment that enables us to grasp the best knowledge Next, we own our embedded thanks to the management of Ninh Binh One-member Ltd Power Company, who has supported us in our access to the information and data of the Company’s business operations in the past period to finalize this assignment Lastly, our assignment would not be possible without the timely and enthusiastic guidance from the lecturers of the course, of the Center of Training Technology and Employment System, as well as the support of the staff at Ninh Binh Power Company We thank you all for your kind support! Assignment Co-writers Group – GaMBA01.X0409 TABLE OF CONTENTS Group – GaMBA01.X0409 ABBREVIATIONS EVN NBPC KWh KV KVA Viet Nam Electricity Group Ninh Binh One-member Ltd Power Company Kilowatt per hour Kilo voltage Kilo voltage ampere Group – GaMBA01.X0409 LISLT OF TABLES AND FIGURES Table 1.1: Internal Factors Evaluation Matrix Table 1.2: External Factors Evaluation Matrix Table 1.3: SWOT Matrix Table 1.4: QSPM Matrix Figure 1.1: BCG Matrix Figure 1.2: Positions of the components in the BCG matrix Figure 2.1: Organizational and Management Structure of NBPC Table 2.1: Business Performance of NBPC’s Products and Services in 2008 – 2010 Figure 2.2: Breakdown of Telecommunications Service Market Shares in Ninh Binh province in 2010 Figure 2.3: Breakdown Market Share of Electricity Pile Supply in Ninh Binh province in 2010 Table 2.2: Sales of Pre-stressed spin-cast concrete electricity poles in Ninh Binh in 2008-2010 Table 2.3: EFE Matrix for NBPC Figure 2.4: The Flowchart of Production Process of Spin-cast concrete Poles Table 2.4: NBPC’s General Business Results in 2008-2010 Table 2.5: Revenues by Business Segments Table 2.6: After-tax Profits by Business Segments Table 2.7: NBPC’s Targets for Liquidity in 2008-2010 Table 2.8: NBPC’s Targets for Assets Management Capacity in 2008-2010 Table 2.9: NBPC’s Targets for Profitability in 2008-2010 Table 2.10: NBPC’s Targets for Loan Management Capacity in 2008-2010 Table 2.11: NBPC’s Personnel Structure by Professional Qualifications Table 2.12: NBPC’s Personnel Structure by Age and Gender Table 2.13: IFE Matrix for NBPC Table 2.14: SWOT Matrix for NBPC Group – GaMBA01.X0409 Table 2.15 – QSPM Matrix for NBPC’s Production of Electricity Poles and Prestressed Spin-cast Concrete Figure 2.5: BCG Matrix for NBPC’s Products Table 3.1: Contents of the Monitoring and Assessment of Strategy Implementation Group – GaMBA01.X0409 EXECUTIVE SUMMARY Background Electricity is an essential factor that influences the growth of an economy Electricity shortage or high power supply prices will cause big problems to the economy The operations of the electricity industry are composed of three interrelated segments: - Electricity sources – power generation plants; - Power transimission – institutions in charge of managing the transmitting systems; - Power supply – electricity suppliers to customers; Rapid economic growth and increased living quality requires corresponding growth of the country’s electricity industry to ensure sufficient power supply to meet the increasing socio-economic and domestic uses Over the past years, the imbalance between power supply and demands is a real problem The current electricity prices not reflect the real costs, and the technology and technical infrastructure of the industry remains a constraint To solve these problems and create foundation for sustainable growth of the electricity industry of Viet Nam, the Government has taken various measures, one of which is to restructure the industry With the foreseen continuous national economic growth, it is required that the local electricity industry respond by continuing its rapid growth The State has started to transform the local electricity industry by diversifying the power companies (Electricity and Petroleum Corporation, Electricity Corporation of the Coal Business Group, and a series of power generation plants beyond the EVN’s ownership,) with the ultimate goal towards a more competitive local electricity market Ninh Binh Power Company is one of the provincial power companies in Viet Nam with medium size and efficient business operations Group – GaMBA01.X0409 Rationale To ensure sustainable business development of the Compnay and meet the demands of the business owners, employees and the local economic growth, building effective business strategies is critical to Ninh Binh Power Company Objectives To set out business strategies of Ninh Binh Power Company with suitable products for iproved efficiency over those power supply companies that have not undergone restructure Such improvement will help the company better meet the demands of its customers, employers, shareholders and local economic growth More importantly, it will contribute to increased share prices of the firm The business strategies to be built for Ninh Binh Power Company can be used for other provincial power supply companies of similar conditions to improve the business efficiency of these firms 4.1 Scope of Study Location The study is conducted in Ninh Binh province and other related markets where Ninh Binh Power Company supplies it power products Its key products and services are electricity, electrical engineering, spin-cast concrete poles, telecommunications services and trading 4.2 Timing The assignment will look into the business performance of Ninh Binh Power in period 2008-2010 to provide comments on their achievements and constraints Based on their success and constraints, and the identified opportunities, threats, strengths and weaknesses, the study group will provide some forecast of the Company’s future business situation to propose business strategies for the Company in period 2011-2015 to enhance its efficiency and effectiveness beyond the industry’s average level Group – GaMBA01.X0409 Methodology The group uses mixed methodology for this assignment that includes descriptive analysis, data collection, synthesis and forecast to analyze the business performance of Ninh Binh Power Company Structure of the Assignment Apart from the annexes, tables and figures, and attached images, the assignment is composed of the following components: - Executive Summary - Chapter 1: Theories of business strategic planning - Chapter 2: Analysis of the business performance of Ninh Binh Power Company in period 2008-2010 - Chapter 3: Business strategy orientations and proposals for the development of Ninh Binh Power Company in period 2011-2015 - Conclusions - Bibliography Group – GaMBA01.X0409 develop this segment, we propose that the company adopt the strategy of ‘focus and distinction’ In other words, the company should focus on the advantages of its distinct features in Ninh Binh: - Firstly, make a distinction through its wide, convenient distribution system NBPC has an advantage over its rivals in that it has sub-units, which are responsible for the trading of electricity and telecommunication These subunits are supported by large pools of staff and cashiers, so they are a powerful force to market the company’s telecommunication products, especially 3G products, to electricity users - Secondly, make use of advantages of the existing telecommunication infrastructure The company now can develop its optical cable network by making use of existing electric posts without having to make new investments, whereas its rivals have to adopt either approach as follows to develop their optical cable network: i) To negotiate a contract with EVN to rent electric posts to lay their cable (passive status); ii) To build new posts for their optical cable (costly) This creates a competitive advantage in terms of cost for the company over its rivals and serves as an important basis for the development of the company’s telecommunication market share - Thirdly, the company has good relationships with its customers and its trademark has been confirmed through such honored titles and medals as Labour Hero in the Renovation Period and Second Grade Independence Medal, etc, and recognized according to the ISO 9001:2000 standard In addition, the company has a qualified and dynamic board of management Spin-cast Concrete Electric Poles  On the basis of the above-mentioned advantages and status of the company, we propose that, for this segment, the company should adopt the strategy of ‘focus – distinction’ In other words, the company should exploit the market in Ninh Binh 66 Group – GaMBA01.X0409 province and neighbouring provinces and raise its prestige through standardized products (according to the industry’s, Vietnam’s and IEC standards) and special customer custody services Other Products For other products such as hotel service, the company should adopt the strategy of ‘focus-distinction’ to create its competitive advantages by attracting the middle class to its hotel, providing excellent services and performing effective business management Measures to Implement the Strategies To be successful with the chosen strategy, Ninh Binh Power Company should take measures to bring into play its strengths, make use of opportunities and limit its weaknesses in the coming time, as clarified above 3.1 Financial Measures It is undeniably that to be successful, every company must have strong financial capability to expand its production and make use of opportunities, including those having enormous impacts on that company However, as analyzed above, compared with its rivals, NBPC’s financial capability is rather limited and remains one of its biggest weaknesses Thus, it is very difficult to overcome this obstacle in the context of the current economic crisis, when high interest rates hinder capital mobilization for production expansion In the near future, the company should restructure its debts and minimize its expenditures to enhance its financial capacity  The company should make full use of preferential loans for electricity projects, including those from the government and international organizations  The company should use its own capital and commercial loans for other feasible and effective projects (estates, hotel services and tourism, etc.)  In regard to civil work: Because this segment depends mainly on working capital, the company should make use of such sources as (1) customers’ advance payments, (2) intended payments for the company material suppliers, and (3) 67 Group – GaMBA01.X0409 short-term loans Cost Reduction:  This is an important measure to enhance the company’s competitive capability In the period 2011-2015, the company should reduce: - operation costs by reducing electric transmission loss and controlling the electrical charge graph, which affect the prices the company is charged - financial costs by using customers’ advance payments, postponing payments for material suppliers, and obtaining low-interest loans - managerial costs by restructuring its bulky and ineffective management The company should set specific objectives, such as annual declines in transmission loss by 0.3-0.5 %, in managerial costs by 8-10%, in inventory to less than 10 billion VND, and in customer bad debts to fewer than 5%, etc 3.2 HR Measures  For the strategy to be success, restructuring the company’s management is essential We propose that the company should: - reorganize its functional departments into a modern business pattern by merging its current disport, technical and safety departments and establishing departments of planning, marketing and personnel in order to reduce managerial costs - encourage the active role of sub-units by continuing giving these units more authority in their business activities - enhance its value-generating fuctions for the improvement of quality and service, thus competitive advantages over its rivals - have full control of its traditional business segment (electricity trading) through function restructuring to ensure low cost and of other segments by restructuring its units to effectively manage its value-generating activities, although the costs may be higher than those for electricity trading Training and Capacity Building Policies:  To boost the company’s development and fully tap the capability of its staff, the 68 Group – GaMBA01.X0409 company should realize policies on training and capacity building for its staff We propose that the company should - provide the managerial pool, specialists and other staff with necessary knowledge for better business management - provide experts and middle and high-rank staff with knowledge of business, financial and human resource administration - Provide training to and standardize its managerial staff For example, highrank managers must have post-graduate qualifications and be knowledgeable about enterprise financial administration, and middle-rank staff must have a basic understanding of business administration - set aside 3-5% of the total payroll fund for training and capacity building Compensation Policies: For the company to persuade talents to stay with the company and to create working motivation among its staff, we propose that the company should adopt compensation and bonus policies as follows: - Based on job descriptions and working standards, the company should establish a salary system, which is similar to that adopted by other companies under the industry to ensure equality - to establish a transparent system to assess the work performance of each staff and unit of the company (The assessment method of 3600 is suggested) - To establish a precise salary and bonus mechanism based on the work performance of each staff and unit of the company Company Culture Policies: For the company to enhance its image, we propose that the company should: - use the EVN Culture Book as a basis for the deployment of the company’s behavior, contributing to the common culture of EVN - build the company’s culture based on the essential values, moral norms and its commitment on working behaviour 3.3 Activity Administration and Technology 69 Group – GaMBA01.X0409 Activity administration deserves investment because it enables the company to cut down costs, thus increasing its competitiveness Therefore, the company should - continue to apply the system of quality management ISO 9001-2000, strive for the application of ISO-14000, set up specific quality standards for each type of specific products, and improve the quality of electricity service (by reducing breakdowns, duration of power cut, loss, voltage, etc.) and of telecommunication services, and civil works (wave coverage, call quality, duration of response, postage, work quality, etc.) - apply JIT to sell excess inventory and costs by negotiating with providers to ensure supply in order to sell excess inventory, reducing capital pressure - apply appropriate Outsourcing to such activities which not require a high level of profession and which are available on the market as commuting vehicles for workers, goods transportation, general labor, office security, etc The company should set up a comprehensive system of procedures, internal rules and regulations of the company to make all the company’s activities transparent, explicit and efficient This system must be feasible and legal and fully complied by every person in the company The technology of its current production line is NBPC’s advantage in the market of electricity pole manufacturing Together with the increasing development of science and technology, the application of advanced technology in production and business to improve production capacity, product quality, etc., can bring about a lot of valuable interest and help cut down on spending What NBPC needs to is to: - set up a technology strategy based on the development strategy for production and business expansion and keep on improving product quality for a better reputation in the market - conduct research for the application of advanced technology to assist in such production and business activities as steel cutting, bending, concreting, and product quality checking in moulds, etc., in order to find out the most 70 Group – GaMBA01.X0409 feasible technology solutions, which can be applied in NBPC suitable to its strategies, and ensuring the effectiveness of the spent capital as well - take into accounts in its strategy for production development the development of technology, the selection of more advanced production lines for better product quality, at the same time still ensuring profit 3.4 Marketing Development of an Information Dissemination, Promotion and PR System o - For electrical products and electrical engineering, the company should Consolidate and develop durable relations with agencies, sectors and departments in Ninh Binh province and with existing customers to take advantage of their support through such activities as customers’ annual meetings held by its sub-units with full participation of customer groups and visits to VIP customers on such occasions as ceremonies, Tet, their foundation day, etc, - play an active role in finding customers in economic and industrial zones, and customers who have just registered for their establishment to negotiate for formal contracts for power purchase and electrical engineering - regarding electrical products, organize events and develop plans in advance to deal with situations of power supply shortage so that customers, the local authorities, and society sympathize with the company’s situations because if shortage in power supply negatively affects production and their everyday life activities, they may pose great pressure on the company  For telecommunication services, the company should - focus on the promotion of its product and services, especially the service of 3G telephones, to each customer through its pools of cashiers and agencies by delivering leaflets, panels, brochures to individual customers, highlighting the uniqueness and distinction of the company’s products and services - focus on advertising on television, in public places and tourism destinations to catch customer’s attention and impression 71 Group – GaMBA01.X0409 Periodically use ‘Mobile Vehicles’ to advertise its products with unique - demonstration to catch customers’ special attention take the advantage of the available relations with customers using - electricity and ask leaders of its units to introduce 3G products and private channels, etc, to important customers from key economic, industrial, and commercial zones as well as tourism and services centers, etc, to attract customers to the company’s products  For spin - cast concrete electricity poles Although the company’s products have gained a prestige on the market, with good sales, the marketing of NBPC is not really effective, compared to that of other producers like Ninh Binh Steel and Concrete company or Thanh Đat – Thanh Hoa Based on the analysis of internal and external factors, in addition to ensuring supply for its traditional market in Ninh Binh, NBPC should take appropriate measures to further improve its marketing for market expansion Based on the Marketing Mix Model, to implement its development strategy for production expansion, the company should: - raise the prestige of its products among customers because product quality plays a decisive role in the existence of the product on the market This can be achieved through strict quality control before a product is launched - take into consideration price factors Although price is not generally considered as a favorite strategy for competition and low cost strategy seems to be appropriate only with businesses having powerful financial capability, NBPC can make profit through good management of input costs so that these products of the company can be competitive in terms of price - set up an effective distribution system The development of product distribution network is also very important in implementing development strategy for production expansion Through the expansion of its distribution channels, NBPC will come “close” to its customers, making 72 Group – GaMBA01.X0409 its services more convenient to its customers, saving them time and travel costs when buying the company’s products, thus increasing its popularity At present, NBPC’s distribution channels are not good enough In addition to its traditional channels as transaction offices and telephones, the company should establish other distribution channels; for example, selling products through the Internet, making use of electricity agencies of other power companies, etc, - develop and implement promotion plans Besides its present promotion programs for concrete electricity poles, NBPC should further promote their product advertising on the Websites of the industry and through conferences and workshops hold by EVN, the North General Power Corporation or other Power Companies in the neighbouring province The company should also regularly renew product promotion method to bring this product directly to every local civil work projects so that image of concrete electricity poles is closer to the users - focus on its staff’s and customer’s satisfaction because they themselves are a decisive factor to the success of strategies For example, staff will be more enthusiastic about their work in a favourable working environment in which they are highly appreciated, thus producing greater results Additionally, customers will be more interested in the company’s products when they are listened Thus, the company should direct its sub-units to deal with responses from customers  For telecommunication services and cable TV, the company should - set up wide agent networks, especially to industrial zones, tourist destinations, recreation centres and populous communities where there is a high concentration of people and incentivize these agents to operate actively through commission and competitive terms of liquidation This is one of the important factors bringing the company’s products to its consumers 73 Group – GaMBA01.X0409 - encourage the company’s staff to serve as telecommunication agents - apply satisfactory commission policies to collaborators who find customers for the company focus its investment into agents at high-class residential communities, - tourism zones, blocks of offices to attract potential customers to 3G services Expansion of Distribution Network  For commercial electricity, the company should - Cooperate with banks within Ninh Binh province such as Agribank, Vietinbank, AB-Bank…to collect electricity bills via the banks Customers can pay electricity bills at the banks’ transaction branches instead of going to offices of power companies at their convenience - continue to apply other forms of electricity bill collection: through ATM cards, at collection offices or by door-to-door collection - open transaction officess in areas with a high number of important customers such as industrial and processing zones, tourist destinations and high-class densely populated communities, etc, to timely meet customers’ needs, and provide customers with the most convenient services as well  For electrical engineering products, the company should - open offices in new industrial zones to market electrical engineering services to customers there (maybe through the industrial zones’ management boards with appropriate service and commission policies) - market electrical engineering products to existing electricity users through customer custody services - introduce electrical engineering products to new electricity users - develop a pool of collaborators to market the company’s products with satisfactory commission policies 3.5 Management Capacity 74 Group – GaMBA01.X0409 To further improve its management capacity, NBPC should - set up a strategic management board At present, NBPC has not paid enough attention to strategy development, and its medium and long-term plans are not specific and feasible enough It is necessary to establish a department solely specialized in information gathering and strategy development, implementation, supervision and assessment - in addition to the preparation for the competent successive leadership resource to manage the business well, invest more into tools for the management system, with systematic methodical training programs for its successive management staff 3.6 Organizational Culture It is obvious that the improvement of customer service quality is not just the responsibility of the sales departments but also depends on the determination and behavioral attitude of all the staff to customers Organizational culture is the key to this matter A culture is considered good when it both preserves the core values and promotes advances To build up such a culture, NBPC should - implement the cultural policies established by EVN and Viet Nam Power Corporation more efficiently - set up big and ambitious objectives, with strong commitment from the management board and all the staff This will encourage NBPC’s staff to strive harder and cooperate closely in their everyday activities for the common objectives - build up a highly ceremonial culture NBPC should have clear reward and punishment regimes, employing proper staff, and firing staff who not follow the general spirit of the company At the same time, in order for the company’s staff to be fully aware of the company’s spirits and quality policies, there should be slogan on the office walls Through meeting, seminars, union gathering and exchanges among departments, a friendly relationship between staff and the management board will be established Leaders of the company 75 Group – GaMBA01.X0409 should be chosen from the company’s staff because they have deep understanding and full awareness of the values that NBPC has been pursuing Moreover, these positions can serve as targets for existing staff to strive and work more efficiently Strategy Implementation, Monitoring and Assessment 4.1 Strategy Implementation:  For the strategies to be implemented, it is proposed that - the company’s leaders should make all the staff understand and strive for the company’s vision and objectives in the period of 2011-2015 - after the dissemination of the company’s business strategies for the period 2011-2015, all the units and departments under the company should develop their own action plan for each year in order to fulfill the common objectives of the company (quantitative) There should be a specific monthly and quarterly sub-plan and schedule for each department/ unit and a general strategy implementation progress with specific schedules for each month, quarter, and year to supervise the strategy implementation of the whole company - based on the action plans, there should be specific tasks for each individual and each group in each specific stage (specifically quantitative) - medium and high rank managers of the companies should be responsible for the management and direction of each related phase and solution group to control the company’s strategy implementation - the company should set up a strategy management unit at company level (the unit may belong to the Planning Department of the company) which will be responsible for advising, directing implementation, supervising, synthesizing reports, making analysis and assessment, and proposing solutions to ensure the proper implementation of the strategies and achievement of the objectives 4.2 Assessment on Strategy Implementation It is proposed that 76 Group – GaMBA01.X0409 - on the basis of the action plans and implementation progress, each individual, group, unit, functional department, and the whole company should make monthly, quarterly, semi-annual and annual assessment of their fulfillment of the objectives (quantitative) - heads of units are responsible for the supervision, synthesis, analysis, and assessment of strategy implementation according to each block of functions of the whole company, then reporting to the company’s management board as assigned - each member of the management board, with his own responsibilities, assesses the implementation of the company’s units The company’s strategy management unit gathers reports to submit to the General Director and Board of Directors in quarterly meetings Table 3.1: Contents of the Monitoring and Assessment of Strategy Implementation - Revenue - Unit objectives Behavior control - Budget - Income on ROI - Functional objectives - Standardization - Norms capital investment - Individual objectives - Rules and - Socialization Financial control Output control Organizationa l culture - Values procedures 4.3 Comparison between Implementation Results and Objectives, and Strategy Adjustment  Based on the assessment of strategy implementation, the company should compare the attained objectives with the ones having specified, find the causes of differences in what has been set and what has been achieved (if any), identify advantages and disavantages in the plan implementation, propose solutions and consider the adjustment of strategies in accordance with the current resourses and conditions Adjustment may lead to changes in strategy type or structure, but it deserves if the 77 Group – GaMBA01.X0409 company wants to improve its competitive edge in order to achieve its strategic objectives 78 Group – GaMBA01.X0409 CONCLUSIONS Through our approach to the theories of the modules on Strategic management, financial management, marketing and human resources managenent, and our own working experience, the Group has selected the research title “Strategic business planning for Ninh Binh Power Company in period 20112015 ” With the achieved insights from the studied theories and reference to the related materials on strategic management by local and international renowned authors, the Group has been able to consolidate some theoretical background on strategic business planning Such background includes the different concepts of strategies, strategic management, strategic planning process, tools used for the analysis and planning of those strategies that fit the features of Ninh Binh Power Company Our own working experience combined with the learnt theories, and the SWOT and BCG matrix analysis for business activities have helped us to propse the business strategies for the Company from the Company level to the subbusiness units in period 2011-2015, and a set of actions to implement these strategies The assignment is the results of the serious and careful efforts of the whole group but will not avoid having some constraints in aspects such as research methodology, analysis and data collection We, therefore, welcome any comments and suggestions from the lecturers of Griggs University and our colleagues for further improvement of the paper and effective application of the research results in the business operations of Ninh Binh Power Company Thank you for your attention! Ninh Binh, June 2011 Assignment Co-writers 79 Group – GaMBA01.X0409 BIBLIOGRAPHY Publications 1996, Vu Dinh Bach and Ngo Dinh Giao, “Policy and economic management reforms”, Ha Noi National Political Publishing House; 1997, Garr D.Smith, Danny R Arnold and Bobby G Bizzell, Business Strategies and Tactics, Ha Noi Statistical Publishing House; 2002, Associate Professor - PhD Nguyen Thanh Do and MS Nguyen Ngoc Huyen, “Business Strategies and Growth”, Ha Noi Labour and Social Publishing House; 2008, 2009 and 2010, Ninh Binh One-member Ltd Power Company., “Business performance reports”; 2009, Le The Gioi, et al., “Strategic Management”, Ha Noi Statistical Publishing House; Griggs University and the Center of Training Technology and Employment System – Ha Noi National University, Lecture “Strategic Management” of the GaMBA course; National Assembly of the Socialist Republic of Viet Nam, the Law on Electricity; Michael El Porter, Textbook “Competitive Strategies”, Technical and Scientific Publishing House; Ninh Binh One-member Ltd Power Company., Company operational regulations; Websites http//www.sana.vn; http//www.Tailieu.vn; http://caohockinhte.vn; http://www.marketingchienluoc.com; 80 ...Group – GaMBA01.X0409 CERTIFICATION We certify to the best of our knowledge that this assignment is the original work of Group of Intake GaMBA X0409 All the data and results... Company We thank you all for your kind support! Assignment Co-writers Group – GaMBA01.X0409 TABLE OF CONTENTS Group – GaMBA01.X0409 ABBREVIATIONS EVN NBPC KWh KV KVA Viet Nam Electricity Group Ninh... information in the report is true and quoted from reliable sources Assignment Co-writers Group – GaMBA01.X0409 ACKNOWLEDGEMENTS First, we would like to express our gratitude to the Center of Training