BUSINESS STRATEGY OF CASTROL BP PETCO UNTIL 2015

TRUONG DAI HOC MO TP.HCM HO CHI MINH CITY OPEN UNIVERSITY UNIVERSITEÙ LIBRE DE BRUXELLES SOLVAY BRUSSELS SCHOOL MBAVB4 _ CHU THI MINH HUE BUSINESS STRATEGY OF CASTROL BP PETCO CO., LTD UNTIL 2015 MASTER PROJECT MASTER IN BUSINESS ADMINISTRATION (PART-TIME) Supervisor: Dr Nguyen Minh Kieu Ho Chi Minh City (2011) i ACKNOWLEGEMENT It is said that “when drinking water, remember its source” I owe so many people for their kind support to my thesis and for all knowledges, experiences that I have gained from the MBA course In the first place, I would like to record my gratitude to Prof Dr Nguyen Minh Kieu for his supervision, advices and guidance from the very early stage of this thesis He has given me an unflinching encouragement and support in various ways I am indebted to him more than he knows The thesis would not be written without knowledge that I have gained from the MBA course especially from strategy subject I would like to take this opportunity to say thank you to Prof Georges Wanet who taught me valuable knowledge of strategy subject and thank you to all other professors from MBA course I also would like to say thank you to Prof Tuan, Mr Serge, Ms Tran, Ms Ha and Ms Hien for their enthusiasm in giving us the best guidelines, support and arrangement from the course beginning till the accomplishment time I gratefully acknowledge Mr Ta Dinh Quang – Technical Manager of CBP, my mentor, my colleague for his enthusiasm in providing me useful knowledge about lubricant technology, sharing me his valuable experiences and giving me good consultations for my thesis Thank you all my other good colleagues at CBP and friends who spent time being interviewed by me and providing me all necessary information serving my thesis Last but not least, I would like to express my great gratefulness to my family and my beloved relatives for their great encouragement and endless love so that I can well complete the MBA course today ii DECLARATION This is to confirm that this thesis for MBA program is my original work All data and information come from my survey and study I am confident to submit this thesis to the professors of the MBA program The work was done under the guidance of Prof Dr Nguyen Minh Kieu, under the framework of the Master Program in Business Management – The Joined Master Program between Ho Chi Minh City Open University (Vietnam) and Solvay Brussels School (Belgium) The work was completed in Nov 2011, in Ho Chi Minh City, Viet Nam (Student’s name and signature) Chu Thi Minh Hue Tutor’s confirmation: In my capacity as supervisor of the candidate’s thesis, I certify that the above statements are true to the best of my knowledge and this thesis is well completed and satisfied with the requirements of MBA thesis (Tutor’s name and signature) Prof Dr Nguyen Minh Kieu iii TABLE OF CONTENTS Acknowledgement i Declaration ii Table of contents iii List of tables vii List of figures viii List of abbreviations x Abstract xi Chapter 1: INTRODUCTION TO THE STUDY 1.1 Rationale of the study 1.2 Problem statement 1.3 Research objectives and questions 1.3.1 Research objectives 1.3.2 Research questions 1.4 Scope and Limitations 1.5 Research method 1.6 Structure of the study 1.7 Framework of the research study Chapter 2: LITERATURE REVIEW 2.1 Strategy definition and its components 2.1.1 Strategy definition 2.1.2 Strategy components 2.2 The strategy hierarchy 10 2.2.1 Corporate strategy 10 2.2.2 Business strategy 10 2.2.3 Functional strategy 11 2.3 Strategy planning process 11 2.3.1 Mission and vision 12 2.3.2 Environmental analysis 13 iv 2.3.3 Strategy formulation 13 2.3.4 Strategy implementation 14 2.3.5 Strategy evaluation and control 14 2.4 PEST framework 15 2.5 Porter’s five forces model 17 2.5.1 Rivalry among competing firms 18 2.5.2 Threat Of Substitutes 20 2.5.3 Buyer Power 21 2.5.4 Supplier Power 22 2.5.5 Barriers to Entry / Threat of Entry 22 2.6 SWOT framework 25 2.6.1 SWOT Analysis Framework 25 2.6.1.1 Strengths 25 2.6.1.2 Weaknesses 26 2.6.1.3 Opportunities 26 2.6.1.4 Threats 27 2.6.2 The SWOT Matrix 27 2.6.3 SWOT / TOWS Matrix 27 Chapter 3: ANALYSIS OF EXTERNAL ENVIROMENT 29 3.1 Introduction on lubricant industry in Vietnam 29 3.1.1 Lubricant market overview 29 3.1.2 Supply and demand balance 31 3.1.3 Recent trend 31 3.1.4 Transport segment 34 3.1.5 Competitive environment 36 3.2 Environment analysis (Macro analysis) 36 3.2.1 Political (including legal) factors 37 3.2.1.1 Political stability 37 3.2.1.2 Tax policies 37 3.2.1.3 Environmental regulation 38 3.2.2 Economic factors 39 v 3.2.2.1 Economic growth 39 3.2.2.2 Inflation 40 3.2.2.3 Exchange rate 41 3.2.3 Social factors 43 3.2.3.1 Demography 43 3.2.3.2 Health consciousness 43 3.2.4 Technology 43 3.2.5 Global trend 43 3.3 Industry competitiveness and competitor’s analysis 44 3.3.1 Barrier to entry 44 3.3.2 Power of buyer 45 3.3.3 Threat of substitutes 45 3.3.4 Power of suppliers 46 3.3.5 Rivalry & competitor analysis 47 3.4 Summary of context / external analysis 55 Chapter 4: ANALYSIS OF CBP INTERNAL ENVIRONMENT 58 4.1 Company’s profile 58 4.1.1 Introduction of BP Global Group 58 4.1.2 Introduction of Castrol BP Petco Co., Ltd 59 4.2 Organization structures 61 4.2.1 Organization chart 61 4.2.2 Organization management and HR policies 62 4.3 Business operation 65 4.3.1 Market segmentation and customers 65 4.3.2 Products 67 4.3.3 Distribution channels 68 4.3.4 Business performance analysis 68 4.3.4.1 Annual sales records 68 4.3.4.2 Castrol BP Petco capability and core competencies 71 4.4 Castrol BP Petco strengths and weakness 75 4.5 SWOT analysis 77 vi Chapter 5: PROPOSED BUSINESS STRATEGY OF CBP UNTIL 2015 80 5.1 Castrol BP Petco’s vision and mission 80 5.2 Objectives of CBP strategy until 2015 80 5.3 Strategy in actions 81 5.3.1 Business strategy alternatives initiatives base on SWOT analysis 81 5.3.1.1 S-O strategy 81 5.3.1.2 S-T strategy 82 5.3.1.3 W-O strategy 82 5.3.1.4 W-T strategy 83 5.3.2 Business strategy choice 83 5.4 Strategy implementation 85 5.5 Sales forecast by market space until 2015 88 CONCLUSIONS AND RECOMMENDATION 90 References I List of support and interview persons .III Some interview questions V LIST OF TABLES Table name Page Table 2.1 PEST analysis factors 16 Table 2.2 Buyer Power 21 Table 2.3 Supplier Power .22 Table 2.4 Entry and Exit Barriers 24 Table 2.5 SWOT Analysis Framework 25 Table 2.6 SWOT / TOWS Matrix 27 Table 3.1 Selected major lubricant blending plants in Viet Nam 30 Table 3.2 Evolution of lubricant demand .33 Table 3.3 Demand for transport Oil – Vietnam 34 vii Table 3.4 Demand for Non- transport Lubricants – Vietnam 35 Table 3.5 Estimated lubricant Sales and Market Shares – Vietnam 48 Table 3.6 Profiles of all lubricant operators in Viet Nam 51 Table 4.1 Some main Castrol, BP products 67 Table 5.1 SWOT analysis .77 viii LIST OF FIGURES Figure name Page Figure 1.1 Framework of the research study .5 Figure 2.1 Critical dimensions of strategy Figure 2.2 The strategic planning process .12 Figure 2.3 Porter’s Five Forces Model 17 Figure 3.1 Lubricant demand by category .32 Figure 3.2 Evolution of lubricant demand 32 Figure 3.3 Motor Oil Intensity Factor 34 Figure 3.4 Industrial Oil Intensity Factor 34 Figure 3.5 Transport segment Demand .35 Figure 3.6 Demand Growth – Transportation Oil vs Motor Fuels 35 Figure 3.7 Demand for Non- transport Lubricants Vietnam 36 Figure 3.8 Real GDP Growth & per Capital 40 Figure 3.9 Unemployment & inflation 40 Figure 3.10 Exchange rate UD Dollars (D/$) 41 Figure 3.11 Main lubricant CBP suppliers 46 Figure 3.12 Lubricant Market Shares in Vietnam (2009) 47 Figure 3.13 Transport and Non-Transport segment market shares 49 Figure 4.1 BP global picture 58 Figure 4.2 Nha Be Plant picture 60 Figure 4.3 Organization chart of Castrol BP Petco 61 Figure 4.4 CBP Code of conduct 62 Figure 4.5 CBP leadership 63 Figure 4.6 CBP Employee’s benefits 64 Figure 4.7 MCO, PCO, CT Market segmentation and customers 65 Figure 4.8 HD Market segmentation and customers 66 ix Figure 4.9 OEM Market segmentation and customers 66 Figure 4.10 CBP products 67 Figure 4.11 CBP Sales volume by brand 2006 – 1011 69 Figure 4.12 CBP Sales volume by market space 2006 – 1011 70 Figure 4.13 CBP Sales volume by channel 2006 – 1011 70 Figure 4.14 CBP Sales volume, Gross Turnover, Gross Margin 2006 - 201171 Figure 4.15 CBP Key success factors of CBP 74 Figure 5.1 CBP forecast of sales volume by market space until 2015 89 - 79 - Following this, there should be an annual growth of 15% in volume and margin and a lot of things for CBP to from now Let start with building strategy as in the following parts 5.3 STRATEGY IN ACTIONS: 5.3.1 Business strategy alternatives initiatives base on SWOT analysis: Base on the result of SWOT analysis and according to the TOWS matrix developed by Professor Heinz Weihrich from SWOT, systematic strategies have been formed by illustrating how strengths are utilized to take advantages of opportunities or counter threats Also weaknesses are examined for the purpose of overcoming deficiencies in order to exploit opportunities This process of strategy formulation yields strategies, tactics and actions for an effective and efficient coupling with organizational objectives and mission The key beneficial outcome of the TOWS model occurs with the generation of alternatives that lead to choices for recommendations Below is the TOWS matrix applied to CBP bringing numerous alternatives for discussions and choices 5.3.1.1 S-O strategy: This S-O strategy is to take advantage of opportunities that are a good fit to the company’s strengths: Recognition of the potential development of vehicle fleet in Vietnam in these recent years and in order to take advantage of this opportunity, the strategy for CBP should be built focusing on the development of transportation segments such as lubricants for motorcycles, consumer trucks and cars For motorcycle market space, focus on lubricant for scooters such as Castrol Power Scooter and BP Vistra 300 scooter since Scooter segment is dominantly growing and expand its market to provinces, launch new premium products with of higher quality levels and recycle some old, long life products in order to renew the brand’s images For Consumer truck, focus on fleet or transportation organizations and to find partners of taxi fleet, car manufacturing companies or garages - 80 - 5.3.1.2 S-T strategy: This business strategy is initiated to identify the ways that the firm can use its strengths to reduce its vulnerability to external threats In the context of fierce competition and being aware of the best strength in technology, it is necessary for CBP to invest on and be innovative in technology because technology is always the main and the key differentiation that can help Castrol BP product to differ from other competitors As leading brands in the world, currently Castrol BP applies many unique and advanced technologies in formulating and producing goods CBP should continue to strengthen the technology and be innovative in bringing new premium products serving customer’s demand 5.3.1.3 W-O strategy: This business strategy is built to overcome weakness in order to pursue opportunities To develop Technical Team to be stronger because currently there are only two persons in charge of this area and therefore sometimes, Technical Team could not meet customer’s demand in time The company needs to recruit at least two more technical staffs and experts to focus on technical services in order to compete with other strong competitors Moreover, the company should focus on “customer centric”, improve customer services to satisfy customers To ask for global and regional financial support on marketing budget especially for BP brand because currently Castrol brand has more support from the region as the result Castrol’s sales has positive result that is much better than BP brand Strengthen marketing activities to bring the brand images to customers 5.3.1.4 W-T strategy: This strategy is to establish a defensive plan to minimize the company’s weaknesses and counter threats……………………………… To seek for an alternative base oil and raw material sources with cheaper price to have more option in term of pricing - 81 - 5.3.2 Business strategy choice By analyzing thoroughly all the aspects of internal and external environments, it is recommended that the most suitable strategy for Castrol BP Petco is the broad differentiation strategy to compete with other strong competitors and to gain market shares in the market We know that differentiation strategy refers to strategy to deliver uniqueness and superior value to buyers in term of product quality, special feature, or after sales services Differentiation focus also at the broad market and involves the creation of a product or service that is perceived through the industry as unique Unique product enables firms to charge higher price for its product The specialty can come from brand image, technology, features or dealer network Differentiation is viable for above-average profit The research of Caves and Ghemawat shows that differentiations generate high profit than low cost strategy because it creates higher entry barrier There are many reasons of choosing differentiation strategy as below: - The consumer’s needs and uses are diverse Consumers nowadays pay more attention on quality and even show their emotion, their love to the product A company just can be successful if their products can meet various demands from customers and can make them satisfied with their chosen products - Castrol BP are famous brands with it’s diversify and with thousands customers on the nationwide CBP capabilities are very strong in term of finance, technology and human resource that can help the company to carry out this differentiation strategy - There are many ways for CBP to make differentiation from the others such as product quality and services that the customers perceive these differences as having value - Among competitors, some chooses cost leadership strategy; some choose focus strategy, only few rival firms are following a similar differentiation approach - 82 - - The technological change is fast paced and competition revolves around rapidly evolving product features - A successful differentiation strategy can allow CBP to charge a higher price for its product for its product and to gain customer loyalty because consumer may become strong attached to the differentiation features - CBP is ambitious to gain market shares and to protect the leading position in the market and CBP should take the opportunities to achieve the target How CBP make differentiation from our competitors? Below are some contents that CBP can differ from competitors: - Invest on and always be innovative in technology because technology is always the main and the key differentiation that can help Castrol BP product to differ from other competitors Be an innovation Leader, who use advanced technology, better insights, innovation to tap latent demand / create a category - Launch new premium products from three backbone market spaces such as MCO, PCO and CT with new advanced features using new advanced technology of the two world famous brands of Castrol & BP - Build a strong brand distinctiveness for two differentiated master brands Castrol & BP - Invest and establish a professional service system for MCO, PCO and CT in order to introduce products and bring the realistic services to customers - Apply WCSC (international management) in Distributor management - Combined with some focused strategies such as: o Develop technical teams from two to head accounts (1 in charge of North, in charge of Central and for the South o Increase market shares of PCO and OEM as they are potential market space o Focus on two big markets: Ho Chi Minh City and Ha Noi - 83 - o Strengthen marketing activities with more advertisements and attractive promotions to attract new customers o Territory and price management 5.4 STRATEGY IMPLEMENTATION: This section will suggest some solutions to implement the differentiation strategy that is appropriate with CBP business The sustainability of differentiation depends on two things, its continued-perceived value to customers and the lack of imitation by competitors This requires CBP to maintain sustainable competitive advantages as well as setting up barriers of imitation and search for durable sources of uniqueness - Invest on and be innovative in technology because technology is always the main and the key differentiation that can help Castrol BP product to differ from other competitors As leading brands in the world, currently Castrol BP applies many unique and advanced technologies in formulating and producing goods For Motorcycle, Castrol BP is the innovator in bringing the technology of Trizone and Scootek to customers This an advanced premium quality 4stroke engine oil which offers low friction and provides additional protection against high temperature operation by resisting oxidation Combined with its fast flowing Power Release formula, Power1 Scooter helps reduce internal power losses in the engine and enables the scooter to deliver maximum power without compromising protection For passenger car, CBP apply the Fluid Strength technology This technology can help to maximize short and long term engine performance, sustain improved performance for longer even when under pressure and deliver excellent protection when reducing metal to metal contact between the critical engine surfaces For consumer truck, CBP apply the technology of CleanGuard, HeatProof that can protect the engine much better, prevent the engine from sludge and wear to a gasoline engine when run on a fuel which is prone to causing sludge… The customers can enjoy the benefits from using Castrol, BP lubricant that can help to maximize engine’s performance and its durability Technology is also the best strength of CBP that need to be focused and invested on to make differentiation from - 84 - competitors and meet customer’s demand CBP, therefore should always be an innovation Leader, who use advanced technology, better insights, innovation to tap latent demand / create new product category to keep number one position in the market - Launch new premium products with higher quality level and better design especially from three backbone market spaces such as motorcycle, passenger car and consumer truck CBP needs to check, evaluate the product life of all products to recognize which one need to be upgraded at higher quality level, which ones need to be recycled The Power and Vistra series need to be renewed in the year 2013 while Castrol Activ and Supper Long Life need to be immediately re-launched in 2012 Besides, some PCO product need to be upgraded at higher level such as GTX, Magnatec, Edge Improving the quality of product is very important but the package design and quality is important too Currently, every month the customer service team receives a lot of complaints from customers on the issue of package quality that causes the leaking of the products Following this, CBP need to choose the best package supplier who can guarantee the package design and quality - Build a strong brand distinctiveness for two differentiated master brands Castrol & BP (except PCO space- Castrol), capitalising on and protect the power of the Castrol brand and strengthening BP brand: o Castrol – As a specialist, innovative, technical, dynamic, those in the know recommend Following this CBP continue to be sponsor of sport events such as football and others in order to polish the Castrol image o BP – As a friend, caring, quality, reliable, trust, experts recommend In order to this, CBP needs to organize annual events, for instance, the “Golden Wrench”, a skill contest for mechanics or other events to bring BP image to customers - Invest and establish professional service systems for MCO, PCO and CT in order to introduce products and bring the realistic services to customers: - 85 - o For MCO/PCO, design a service program named “Partners for Life” as a distinct and market leading offers for any stage/point of the Workshop Lifecycle – MCO/PCO With this program, selected workshops, bike points can have nice decoration and facility investment and with promotion offer to customers who came to any shop belongs to this service system With this program, CBP plays as a partner who can best help customers evolve and grow These activities help to build brand advocates and improve account management skills in PCO and attract new customers o For CT market space, design a radio program of “Intimate Friend” for all truck drivers, who are often on the long road so that they can hear about the news, listen to music or other entertainments program combining with Castrol BP advertisements broadcasted on this radio channel - Develop technical team from two to four head accounts Currently, technical team is very thin of only two persons and therefore usually can not meet rising demands from customers There is a need to recruit more staffs for technical team: in charge of North, in charge of Central and for the South in order to provide prompt technical services to customers as well as to give more technical training for sales people of CBP and of Distributors’ - Apply WCSC, an effective international management program in order to strengthen distributor management capabilities and continue to build WCSC capabilities at distributor level CBP should develop leverage key OEM relationships – BMW, Audi, Ford, VW, Toyota and build WCCM account management capabilities Besides, CBP needs to combine with focused strategy and pricing segments strategy such as focusing on core markets of Ho Chi Minh and Ha Noi and extend our leadership in growth markets & 2nd cities CBP also need to focus on Premium & Mass Prestige segments and keep fit & strong the Backbone of business MCO and CT For HD, CBP needs to maintain value leadership with customers Besides, the task of territory, cost and price management is very important also CBP should also enhance distribution channel on the nationwide - 86 - and focus more in marketing activities with more advertisements and attractive promotions to attract new customers All of these strategies are to protect volume share and aggressively pursue greater value share across all market spaces, by differentiating and strengthening our brands and enhancing long term customer loyalty through innovative offers, focused and disciplined execution, trade up and through a fit for purpose organization that enhances the offer at every step along the value chain 5.5 CBP SALES FORECAST BY MARKET SPACE UNTIL 2015: With the above mentioned strategies, CBP expect to have a volume growth by 15% each year in all market spaces Following this until 2015, CBP can reach total volume of 120 millions liters and can gain a market share at about 45% Assuming the growth rate of gross margin is equal as of volume, CBP can achieve more 100 millions US Dollar by the end of 2015 Figure 5.1 – CBP forecast of sales volume by market space until 2015 Forecast of sales volume by market space until 2015 140,000 120,000 Vol (KL) 100,000 80,000 HD 60,000 OEM CT 40,000 PCO 20,000 MCO 2006 2007 2008 2009 2010 2011LP 2012LP 2013LP 2014LP 2015LP Year It is really an optimistic and feasible picture for CBP in order to achieve the target In order to reach the target, CBP needs to utilize all the sources of finance, people, management capabilities of production, marketing, sales and distribution - 87 - channel with annual review and evaluation during action process to make things happen - 88 - CONCLUSIONS AND RECOMMENDATION The lubricant industry in Vietnam is growing fast especially when the country opened the door to welcome foreign business organizations who choose Vietnam as a potential land to develop their business The development of economy, politic and technology bringing both opportunities and threats to all lubricant business organizations and Castrol BP Petco is one of them, the best among the best in term of business dimension and capabilities Hence to keep number one positions in the market require an appropriate business strategy As the result of SWOT and other necessary analysis mentioned from Chapter to Chapter of this thesis, the issues of Castrol BP Petco have been solved and an appropriate business strategy have just been built for implementation from now to 2015 It is recommended that Castrol BP Petco should apply the differentiation strategy of launching new premium products with new benefits to customers, strengthening brand distinctiveness, building a professional service systems, being innovative and applying international management system in order to bring customers the new tastes, develop business and gain more market shares Castrol BP Petco is confident to implement this strategy thanks to strong capabilities of finance, human resource and business management with great support from the region The sustainability of differentiation depends on two things, its continued-perceived value to customers and the lack of imitation by competitors In long term view, things will change and competitors might imitate these strategies, therefore there should be an annual review and evaluation of strategy whether Castrol BP Petco should adjust or change the business orientation depends on actual business circumstances There is only one thing that should not be change in this strategy is that Castrol BP Petco should always be innovative and pioneer in business management in order to keep leading position in the market The study recommends differentiation strategy However, it is proposed that the company to continue finding new sources of uniqueness and create high barriers - 89 - of imitation in order to sustain competitive advantage Every day is a new school day, the study will never be the end and there should be a further study for Castrol BP Petco in a long business journey in order to reach the target I REFERENCES Books: David, Fred R (2006), Khái luận quản trị chiến lược, Nhà Xuất Bản Thống Kê David, Fred R (2009), Thirteenth Edition, Strategic Management – Concepts and Cases, Prentice Hall, New Jersey Porter, Michael E (1998), Competitive strategy: Techniques for analyzing industries and competitors with a new instructions, New York, The Free Press Porter, Michael E (2008), The Five Competitive Forces That Shape Strategy, Havar Business Review David Ward & Elena Rivani (2005), An Overview of Strategy Development Models and the Ward-Rivani Model, General Economics and Teaching 0506002, EconWPA Andrews, Kenneth (1980) The Concept of Corporate Strategy, 2nd Edition Dow-Jones Irwin Bryson, John M (1995) Strategic Planning for Public and Nonprofit Organizations Jossey-Bass Denise Youngblood Coleman Ph.D (2011), Vietnam - 2011 Country Review, Country Watch, Houston – Texas Building your company’s vision (2010), Havard Business School Publishing Corporation , The Free Press 10 Global Lubricants Service – Vietnam – GLS Country profile (2010), Strategic Advisors in Global Energy 11 Lubricants and Base Oils in East Asia – Prospects in recovering markets (2005), Nexant Chem Systems Inc 12 Brief Industry Report - Lubricant Industry (2009) II 13 Country forecast – Vietnam at glance 2008 – 2009 14 Environmental Assessment Report August (2010)- Project Number: 2619 15 Lubricant Industry to 2015 (2011), The Free Press of Technology 16 Lubricating Oils and Grease (2011): Market Research Report – Market Publishers, market report database 17 Monthly, yearly internal reports of Castrol BP Petco from 2006 to 2011 Sildes from the course: Georges Wanet, Strategy Anne Drumaux, Management & Organization Claire Gruslin, Market Research Marianne Claes, Applied Marketing Michel Verstraeten, Human Resource Management Websites: http://castrolbppetco.com http://www.bp.com http://www.windpowerengineering.com/tag/lubrication http://www.quickmba.com/strategy http://www.theodora.com/wfbcurrent/vietnam/vietnam_economy.html http://vi.wikipedia.org/wiki and Vietnam General Statistic, 2011 http://www.thetimes100.co.uk/theory/theory pest-analysis 166.php http://www.scribd.com/doc/56784713/An-Overview-of-Strategy-DevelopmentModels III LIST OF SUPPORT AND INTERVIEWED PERSONS No Name Position Company Mr Le Van Dung General Director Castrol BP Petco Mr Nguyen Ngoc Khoi Finance Manager Castrol BP Petco Ms Pham Thi Ngoc Han HR Manager Castrol BP Petco Mr Le Xuan Hoang B2B National Sales Manager Castrol BP Petco Mr Nguyen Huu Nhan Sales Operation Manager Castrol BP Petco Mr Ta Dinh Quang Technical Manager Castrol BP Petco Ms Tran Thi Lan Huong Admin Manager Castrol BP Petco Mr Nguyen Minh Tan Logistics Manager Castrol BP Petco Mr Nguyen The Giao B2C Sales Manager HCMC Castrol BP Petco 10 Mr Huynh Dai Phu B2C Sales ManagerCentral Castrol BP Petco 11 Ms Tran Ngoc Huyen Credit Controller – Finance Castrol BP Petco 12 Ms Dang Thi Kim Hoan Marketing Manager Castrol BP Petco 13 Duong Thuy Chi Admin Manager – Ha Noi Castrol BP Petco 14 Mr Nguyen Van Von Fomer Production Manager Castrol BP Petco 15 Mr Pham Quoc Thai Fomer HR staff Castrol BP Petco 16 Mr Quach Truong Giang Production Manager Hong Ha Co Ltd 17 Mr Pham Van Nam Hai Mekong Auto Company Sales Manager IV SOME OPEN INTERVIEW QUESTIONS 1/ What you think about the lubricant business trend in Vietnam in the near future? 2/ What are the opportunities / advantages for lubricant operators in Vietnam in this period? 3/ What are the threats / disadvantages? 4/ What aspects, you think that Castrol BP Petco is the best at? 5/ What are the problems that Castrol BP Petco is facing with? 6/ According to you how to solve those problems? 7/ In a short term view, what are the things that Castrol BP Petco should give priority to now to develop business? 8/ In a long term view, what Castrol BP Petco should pay attention to do? 9/ According to you, in this fierce competition, what Castrol BP Petco can make differentiation from other competitors in order to keep number one position in the market?