Market development strategy for sufat vietnam corporation vision 2013 – 2018

Paris Graduate School of Management Thai Nguyen University Paris Graduate School of Management Thai Nguyen University INTERNATIONAL EXECUTIVE MASTER OF BUSINESS ADMINISTRATION PROGRAM THESIS TITLE: MARKET DEVELOPMENT STRATEGY FOR SUFAT VIETNAM CORPORATION VISION 2013 - 2018 Student’s name: PHAM CUONG Intake I 2012 Pham Cuong i CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University ACKNOWLEDGEMENTS In the thesis process with topic “ Market development strategy for Sufat Vietnam corporation period year 2013 – 2018 “ Beside the efforts of yourself, I must say that I am quite happy with his reading and writing after more than 02 months It is the result of over 02 years of study with 12 subjects of the PGSM program, with the enthusiastic teaching efforts of professors, PhD, lecturers who have given very realistic and useful knowledge to the students during their executive management I would like to thank the teachers, especially PGSM board of management in Vietnam who have made a lot of efforts not only to transfer knowledge to students, but also have been successful as the organizers of the program Yours faithfully, Pham Cuong i CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University TABLE OF CONTENTS ACKNOWLEDGEMENTS ………………………………………………………i TABLE OF CONTENTS .ii LIST OF FIRUGES vi LIST OF CHARTS, GRAPHS viii LIST OF TABLE ix INTRODUCTION I.THE NECESSITY OF RESEARCH TOPICS II RESEARCH METHODS .3 III Sphere and the researching objects IV STRUCTURE OF THE THESIS CHAPTER I: THEORETICAL BASIS OF MARKETING AND MARKET DEVELOPMENT STRATEGY 1.1 BASIC CONCEPTS OF MARKETING 1.1.1 Marketing 1.1.2 Some basics in marketing 1.2 MARKET ORIENTATION OF A COMPANY 1.2.1 Production perspective of view .5 1.2.2 Product perspective 1.2.3 Selling perspective 1.2.4 Marketing perspective asserts 1.3 VALUE AND SATISFACTION CUSTOMER IN MARKETING .7 1.3.1 The determinants of value for customers 1.3.2 Monitoring and quantify methods and customer satisfaction 1.4 SUPPLY AND SATISFACTION CUSTOMER 1.4.1 General value chain .8 1.4.2 Supplying value system 1.4.3 The observed results of satisfaction customer 1.4.4 Supplying value system of Levi Strauss 10 1.4.5 Keeping customers The cost of losing customers 10 1.5 THE OVERALL QUALITY OF THE MARKETING (TQM) 10 1.5.1 Monitoring the implementation of the overall marketing strategy quality (synchronous) 10 1.5.2 Win at all costs on the market 11 1.6 STRATEGIC PLANNING AND MARKET DEVELOPMENT STRATEGY OF THE COMPANY 11 1.6.1 Define the mission and program of the company 11 1.6.2 The main types of growth opportunities 12 Pham Cuong ii CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University 1.7 ANALYSING EXTERIOR ENVIRONMENT (ONLY THE PPORTUNITIES AND CHALLENGES 13 1.7.1 Opportunities 13 1.7.2 Threats 14 1.7.3 Build target 15 1.7.4 Construction of strategy 15 1.7.5 Construction of programs 15 1.7.6 Organizations perform 16 1.7.7 Feedback to check 17 1.8 THE MARKET ANALYSIS OF CONSUMER AND BEHAVIOR OF BUYER 17 1.8.1 Models of behavior customer 17 1.8.2 Analyze the determinants of shopping behavior 17 1.9 PROCESS THROUGH THE DECISION TO BUY 19 1.9.1 Role in shopping 20 1.9.2 The type of shopping behavior 20 1.10 The stages of the buying process are through the buying decisions .20 1.11 MEASUREMENT AND MARKET OF DEMAND FORECAST .23 1.1.1 The concepts in the measurement market 23 1.1.2 SEGMENTATION MARKET AND SELECTION OF TARGET MARKET: 24 1.1.3 CREATING DISCRIMINATION CHARACTERISTICS AND OSITIONING FOR PRODUCT MARKETING .28 1.1.4 DEVELOPMENT, TESTING AND LAUNCH OF NEW PRODUCTS AND SERVICES 30 1.1.5 THE DESIGNING PRICE STRATEGY .33 1.1.6 SELECTION AND MANAGEMENT OF MARKETING CHANNELS 37 CHARTER II: ANALYSIS OF FACTORS AFFECTING THE MARKET DEVELOPMENT STRATEGY OF SUFAT VIETNAM COMPANY 39 2.1.OVERVIEW OF Sufat VIETNAM COMPANY 39 2.1.1 The process of formation and development 39 2.2 ANALYSIS OF EXTERNAL ENVIRONMENTAL FACTORS INFLUENCING THE BUSINESS OF THE COMPANY 41 2.2.1 General Environment (PEST model) .41 2.2.2 Environmental analysis of Vietnam's motorcycle industry 43 2.2.3 General evaluation on the Vietnamese motorcycle market 47 2.3 Analysis of generalSufatmarket forces .47 2.3.1 Potential competitors 48 Pham Cuong iii CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University 2.3.2 Indirect competitors .48 2.3.3 Alternative competitors 48 2.4 ANALYSIS AND COMPARISON OF COMPETITORS 49 2.4.1 Appreciating Sufat’s competitors 49 2.4.2 Recognize competitors’s strategies 49 2.4.3 To classify the competitors 50 2.5 SUFAT DOMESTIC ENTERPRISE ANALYSIS .55 2.5.1 Analysis ofSufatcorporation’s ability and resources 55 2.5.2 Review 57 2.6 Organizational and capacity production 60 2.7 Reviewing of research & development R & D (Research & Development) .60 2.8 The company's market 61 2.8.1 Implementing Marketing in general 61 2.8.2 Implementation of Marketing synchronization quality (TQM) 62 2.8.3 Chain value of the company's activities 62 2.9 Strategic Planning 62 2.9.1 Strategy for growth by diversifying products .62 2.9.2 Market segments 62 2.9.3 Business and investors outside of the company 63 2.9.4 The company's distribution system 64 2.9.5 The Reviewing Quality Management TQM 65 2.10 Determining and reviewing of valuable resources and core capabilities.68 2.11 To sum up SWOT analysis 70 CHAPTER III: PROPOSED STRATEGY FOR THE ENTERPRISE 71 3.1 VISION AND MISSION: 71 3.1.1 Vision and mission 71 3.1.2 Mission 71 3.1.3 Core value 71 3.1.4 Quality Policy 71 3.1.5 The target of quality 71 3.1.6 Business philosophy 72 3.1.7 Business ethics 72 3.2 PROPOSED STRATEGIES FOR SUFAT VIETNAM 72 3.2.1 The Market Strategy 72 3.2.2 Marketing distinguish or not distinguish .76 3.3 Make a distinctive feature and product positioning for marketing 76 3.3.1 Make a difference for the products 76 3.3.2 Make the differences in services 77 3.3.3 Make a difference in personnel 78 Pham Cuong iv CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University 3.3.4 Difference in figures 78 3.3.5 Management the types of labels and packages .78 3.3.6 Must be brought value to satisfy the demands of customers 81 3.3.7 Supply and customer satisfaction 83 3.4 Pricing strategy 84 3.4.1 To set the price 84 3.4.2 Selection of target valuation 84 3.4.3 The selection channels for Sufat 86 3.5 The other key activities .87 3.5.1 Development of engineering technology and information technology 87 3.5.2 Providers chain 88 3.6 To perform marketing of quality (TQM) 90 3.7 Competitive strategy 91 3.7.1 Detection strategies of competitors 91 3.7.2 Methods to improve competitive results 92 3.7.3 The detection of direct competitors 93 3.7.4 Designing the competitive intelligence information system 95 3.7.5 Balance of opinion-oriented based on customers and competitors 96 3.8 The solution for implementation 96 3.8.1 Organizational Structure .96 3.8.2 Information channels to ensure that marketing is the most integral department 97 3.9 Global development strategy .98 3.9.1 Strategies for Sufat 98 3.9.2 Strategies for Sufat in oversea markets 99 3.10 The targets for Sufat in the period 2013 – 2018 .99 CONCLUSION 101 REFERENCES APPENDICES Pham Cuong v CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University LIST OF FIGURES Figure 1.1 .7 Figure 1.2 .9 Figure 1.3 .14 Figure 1.4 .14 Figure 1.5 .16 Figure 1.6 .17 Figure 1.7 .18 Figure 1.8 .20 Figure 1.9 .21 Figure1.10 22 Figure 1.11 25 Figure 1.13 27 Figure 1.14 28 Figure 1.15 31 Figure 1.16 32 Figure 1.17 32 Figure 1.18 33 Figure 1.18 36 Figure 1.19 37 Figure 2.1 .63 Figure 2.2 .64 Figure 2.3 .70 Figure 3.1 .73 Figure 3.2 .76 Figure 3.3 .79 Figure 3.4 .82 Figure 3.5 .83 Pham Cuong vi CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University Figure 3.6 .84 Figure 3.7 .85 Figure 3.8 .86 Figure 3.9 .87 Figure 3.10 89 Figure 3.11 89 Figure 3.12 90 Figure 3.13 94 Figure 3.14 95 Figure 3.15 97 Pham Cuong vii CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University LIST OF CHARTS, GRAPHS Graph 1.1 .24 Graph 1.2 .35 Chart 2.1 40 Chart 2.2 44 Chart 2.3 46 Chart 2.4 53 Chart 2.5 53 Chart 2.6 54 Chart 2.7 64 Pham Cuong viii CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University LIST OF TABLES The table 2.1 .39 The table 2.2 .42 The table 2.3 .44 The table 2.4 .45 The table 2.5 .39 The table 2.6 .52 The table 2.7 .54 The table 2.8 .58 The table 2.9 .63 The table 2.9 .65 The table 2.10 .67 The table 2.11 .68 The table 3.1 .73 The table 3.2 .75 The table 3.3 80 The table 3.4 .92 The table 3.5 .93 Pham Cuong ix CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University APPENDICES Appendices 3.1 Survey of customers’information Myanamr, Date…… I Personal information: A Name…………………………………………………………………….……… B Age:………………………………………………………………………………… C Occupation:…………………………………………………………………….D Gender:…………………………………………………………………………… Questions: 1- Which motorbikes will you select? 2- Are the prices reasonable? 3- Which colors you choose? Pham Cuong 103 Class: ieMBA.B01 Paris Graduate School of Management Models Prices (VND) No., In the Northern West and Northern east Prices 10 11 12 XV-125 Round lamp cup C50 Round llamp cup C100 Square lamp cup C100 Fivemost C100 Thousand C110 Win C 110 Win C 125 Siriur C50 Siriur C100 Dream C50 Dream C100 Thai Nguyen University Hanoi, Saigon Percentag e 30% Central and central highland Easten and western south Prices 14500000 3% 14500000 11500000 1% 2% 8% 11900000 6% 6% 6% 6% 12% 5% 10% 5% 5% 3% 25% 28% 1% 3% 2% 11% 100% 5% 11% 1% 3% 15% 5% 2% 15% 100% 5% 6% 10% 14% 1% 13% 2% 15% 100% 5% 6% 2% 1% 15% 5% 19% 15% 100% 11900000 12100000 12900000 10900000 11900000 11100000 11500000 10900000 11200000 Student: Pham Cuong 10900000 9200000 10000000 9100000 12300000 11000000 11200000 Prices 13000000 11500000 10000000 9100000 10100000 10100000 Percentage 10% Prices Percentag e 5% Percentage 11000000 10900000 10800000 11000000 Class: ieMBA.B01 16% Paris Graduate School of Management Thai Nguyen University Appendices 3.2 Survey of customers’ satisfacion: Quaterly send servey form to the dealers so that they can give feedbacks on the products Dear valued customers, First of all, Sufat Vietnam would like to express our sincere thanks to you for your effective cooperation for the past time No., Questions Product quality General motorycles Engines Motorycle parts Assemble standards Solidity Reliability of the products Motorcycle colors Types of meeting demands 10 Easy to control 11 Easy to replace 12 Service quality On time delivery 15 Spare parts with bikes 14 15 Abililities to demands Safe shipment 16 standard package 17 Mar Service of contact personel Forms of service 18 Terribly unhappu meet Student: Pham Cuong Unhappy Happy Very happy special Class: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University Other idea contributions: …………………………………………………………………………………………… ……………………………………………………………………………………… We make commitments to serve the customers better and better to make you more satisfied We wish for long time cooperation Best regards, Marketing manager Appendices 3.3 No., Good things Not good things Actively make phone call Only call to response Give proposals Frank talking Use phone Showing attitude of high appreciation Actively give proposals to serve Use the word ‘we’’ to solve problems Give reasons only Careful talking Use mail Have disagreement Wait until getting request of service Use language in laws ‘due to us’’ Actively raise issues Use special language/shorthand Only response to issues Long languages 10 11 12 13 14 Show personalities Talk about future Always smile, helpful Accept responsiblity Have plan for future Hide personalities Talk about goods things in the past Smile and helpful at specific times Push resposiblities Just remember the past Student: Pham Cuong Class: ieMBA.B01 Paris Graduate School of Management No., 10 11 Appendices 3.4 Marketing forces’s Optional skills & abilities proportion Identify customers’ demands Transfer customers’ expectation to the product designers SCores Thai Nguyen University Total scores General comment Undertand but unspecific evaluation Many barriers cannot be overcome, policies of information system are not clear Wrong implementation Ensure of on time orders delivery Check if customers are instructed or assisted Keep relationships after sales Collect, transfer the customers’s ideas of product and service improvement Spend time on internal marketing, should complain as customers Active, positive in satisfying customers Not permanently, unclearly Quite good implementation Good transmission but not on time and unclear Quite good implementation but marketing forces not work as a linking force Just be passive, complain, making accuses as customers Lack of active attitudes and determination Participate in dealing complains from the customers about product quality and service Enthusiastic with work Good Obey regulations and rules of the organization Weak Total score Student: Pham Cuong Class: ieMBA.B01 Paris Graduate School of Management Appendices 3.5 No Cultural Chart of comparision , factors ẠN G 01 Levels XẾP H and justificati on Q UỐC Thai Nguyen University ẤP VỀ C GIA BẬC VÀ BÌNH C C ẤP B Ậ ĐẲN G 19 B Ì N H 12 ĐĂM G 20 10 15 20 25 ĐIỂM Vietnam Trungquoc Cambodia 1.Cambodians have many respects to levels which is the result of monarchic system Powerful people are all treated with respects People wait for leaders to get leadership So staff will make mistakes below: 3.1 Staff needs permanent leadership and observation, instructions in details on their roles Always check if they understand Staff has few questions 3.2 In a ranking society, meetings are called to discuss about available decisions or made by leaders This is opposite to Sufat where there is a culture that decision are made after gathering people’s ideas 3.3 They not have individual opinions Giving remarks of their subordinates in front of superiors are not easy and unsuitable Criticism and self criticism are avoided 3.4 Attitude of ranking and justification culture has a deep effect on business Justification is a standard of Sufat, the staff need training so thay they can get on well with company culture Group centraliz ation XẾP HẠNG QUỐC GIA NHÓM CÁ NHÂN 02 VỀ TRỌNG TÂM 23 13 25 10 15 20 25 30 ĐIỂM Vietnam Trungquoc Cambodia The chart shows that focus on groups between Vietnamese and Camobodian are quite similar This is an advantage Student: Pham Cuong Class: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University We need to build representative office with Vietnamese and Cambodian groups of business Maintain a united environment which is benefiting all members Loyalty is the most important Individuals are cared by families and organization It is believed that organizations are always bigger than all individuals forming that organization 3.When recruiting, it is important to focus on the candidates who not talk much about individual achievements They will talk about what they will but need to talk about how to work in groups and the achievements of their groups A leader who have global views will soon realize the above tendencies to identify if their staff are ready their business 5.They focus on organization policies, the aligment and demands of groups Seniority & loyalty are important so within the organization usually have the rank, derived from the creative talents of both groups rather than individuals 6.Need to build working groups including Vietnamese & Cambodian people, to learn another culture Relations hip XẾ P HẠ NG QUỐ C GIA VỀ QUAN GIAO D ỊCH 03 HỆ 20 21 17 10 15 20 25 Đ I ỂM Vietnam Trungquoc Cambodia Looking at the table we can see the 03 ethnic relations are respected Chinese considered the most important, this is the partner to sign a contract agent, so Sufat need attention Establish a relationship through the introduction of the Chinese partner in Vietnam Iua companies are selling aluminum material, It is difficult to conduct business without a solid network of contacts or not someone in the network stands out to introduce 2.The Chinese in Cambodia requires high reliability, if you not understand the depth, shall accompany the relationship before embarking The relationships keep central role & lead the way for collaboration between manufacturers Sufat & the agents The relationship will develop slowly, firmly, when transmitted from generation to Student: Pham Cuong Class: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University generation People put a lot of time, thought and effort to build up the relationships, friendship which is strong criteria in business relations Trust and long-term relationships often are considered as important as contracts & pricing Maintaining a network of depth, width with trusted contacts will be more important than the time & price Need to build trust with the Chinese network in Cambodia trust means - Ingenious: Need to prove with them on the values of brand Sufat product quality & price, service mode, to meet their expectations - Honesty, consistency, words go hand in hand with a job, frankly, to comply with commitments - Goodness: Interested in protecting the interests of agents, not hinder, their success is pleased to Sufat It is necessary to understand the relationship of the Chinese in Cambodia - The cement is more than just a close relationship and trust alone - Speaking of the complex network of associations that make up the core of life in Cambodia Chinese network It is one of the biggest power in the culture - Guanxi built with time become deeply profound meaning of responsibility, sense of commitment & responsibility - The reciprocity of Guanxi Chines people not want to go into relationships with people who they not know, afraid of hard to pull out, or discredit upon contact with people who not deserve exposure to the company It should be introduced by someone, to ensure to return thanks to that person So need to learn techniques of Chinese culture, can cooperate successfully Contact informati on XẾP HẠNG QUỐC GIA VỀ CÁC KiỂU ÁCH THÔNG TIN LIÊN L ẠC TR ỰC TiẾP 04 C 21 18 17 10 15 20 25 ĐI ỂM Vietnam Trungquoc Cambodia All 03 cultures respect communications indirectly especially Cambodians To convey information, to communicate with them not only fluent in the local language, to learn to understand how to express, they not speak directly as western culture, should be noted: Student: Pham Cuong Class: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University 1- Indirect contact persons see the importance of the way that the message is moved, the elegance of the language based on explicit verbal messages to convey meaning, eloquence - Body language is an important part of the message The context of the conversation - Avoid conflict by always evil face Avoiding conflict is the best way to send others honors & respects How to talk to be elevated into art Behave in the way to make Cambodians and Chinese not lose face or to help others not to lose face - They convey non-verbal information through body language, gestures, seating arrangements In many societies, the speaker's face and the way they look to others is more important than the words they uttered - Body language, gesture, smile, hands clasped in front of the feet close together, slightly bent forward is to show respect Employees Sufat need to practice this movement will win the hearts of partners - Contact with eyes, avoid direct contact with the Chinese, often both talk and observe expression of a naturally friendly partner, not glaring partners in the eye No look in style peek - Use silence and, yes, in order to avoid a conflict, if there is possiblity of spontaneous conflict The concepts of time X ẾP H ẠN G THẤP 05 Q U ỐC GIA: QUAN N i ỆM T H ỜI GIAN CAo 14 13 10 15 20 25 ĐI Ể M Vietnam Trungquoc Cambodia We see Cambodians have culture time which is relatively lower than Vietnamese & Chinese: - Cambodian people not believe they can control the time but believe that time is changing, not their taskmaster They pay attention to the relationship more than time and plans, so Cambodian staff need to be assigned taks with added time, cannot force them to schedule time Should organize their learning cultures of Sufat - Initially recruited we not expect the commitment to comply with the time and duration as in high culture time They can agree with the plan, but the Student: Pham Cuong Class: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University implementation is different 3- Be noted of will affect the company's financial structure which is designed to operate and report on the performance after each quarter If you not comply with the plan, it will profoundly affect the company's profit - It should be noted the Chinese and Cambodians affected by the cultural time line They would not have high plans, like doing many things at once, multicommodity business, so the financial capacity & dominated business capabilitye will affect sales revenue targets Sufat assigns - Their office also hosts friends, a lot of dialogue going on at the same time, spontaneous meetings, many topics were discussed at the same time Anyone is familiar with this culture proficiently monitors what is essential Doing may work at the same time was raised to the level of art - When selecting the partner agent should dig their works, not just more money, many stores as well The problem is that they will spend time and money for the business products Sufat? 06 M ỨC CH ẤP NH ẬN THAY ĐỔI XẾP Acceptab ility of changes H ẠNG QU ỐC GIA: TÍNH NH ẬN THAY ĐỔI CH ẤP 12 14 13 Vietnam 10 15 ĐI ỂM Trungquoc 20 25 Cambodia Look at the comparison table to see all 03 cultures at low level of acceptable change As stated above, the target to recruit is native people, culture low level of acceptable change as opposed to culture of company, Sufat always innovate to adapt to environments of the current fierce competition in all aspects, it is the identity of Sufat Structure of personnel changes 01 time a year The process of management, process of engineering and technology monthly, quarterly andand yearly are studied to edit The product, design, quality constantly change to meet the needs of customers The other issue regulations are edited each year How to make Cambodian staff adapt to the change and we accept the risk, and accept new ideas to change to not be opposite to the compay culture Recruiting staff expertise, switch to the institutional learning culture Sufat in months The working group worked vera mixed company who can understand the culture Student: Pham Cuong Class: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University Sufat, working with Cambodian staff, learning, respecting each other's culture but still have to accept the company culture , to harmonize 3.Need to pay additional remuneration, Should have alternative solution because they may quit due to work pressure The enthusias m of the work the balance between work and life X ẾP H ẠN G Q U ỐC GIA: TÍNH SAY/CÂN B ẰN G CÔNG V i ỆC S ỐN G TÍNH CÂN BẰNG 07 H ĂN G ĐỜI 13 22 17 Vietnam 10 15 ĐI ỂM Trungquoc 20 25 Cambodia Table 10.1 through culture: passion / work balance – life Looking at the table we see Cambodians are lowly eager to work This may also be explained Their country has rich land, water resources, climate, mainly delta of the vast fertile by Mekong River which are very large compared to population Their personality is like the people in southern delta, low population Almost no destroyed by nature, they always have a peaceful life, not intensely competitive like in Chinese society, not the worries of this unfinished meal the continue to be worried about dinner for tomorrow as Northern, Central Vietnam, land tight but high population The recruitment of Chinese workers is not possible, because of the nature of their zealous work and diligence have accumulated capital, offspring educated then successors parents, few cases go to work for the other companies So using Cambodian staff need to be noted: Do not expect public intervention in private life, not want to relocate because of work, the organization's requirements Do not expect them to overtime organization is difficult to intervene in private life, such as overtime, note the customary holidays Cambodian festival Do not expect the interviewees to say what was done, showing the personal achievements also considered bragging Do not expect them to define success only by the achievements or accomplishments at work they focus on the quality of life and job satisfaction Construction of the structure, properties beyond personal achievements, good working structure must include the integration of personal and family life in a positive work environment Focus on negotiations and the results are also victory The objective of the organization can not be clearly presented Your performance Student: Pham Cuong Class: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University evaluation in accordance with the company and you are a member of any organization As you plan ahead, and not as important as people, with umbrellas Student: Pham Cuong Class: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University Appendices 3.6 Specifications of used server: IBM SERVER x3650 M2 Model 7947-22A Form factor Rack 2U - HS SAS/SATA Slots x bays total 12 Processor (CPU) Xeon 4C E5504 80W 2.0GHz Processor internal clock speed 2.00GHz 4.80GT Front side bus 800MHz Number of processors std/max ½ L2 internal cache 4MB L3 Cache Chipset Intel 5000P Memory (RAM) std/max 2/16 RAM type 4x1GB PC3-10600 DDR3-1333 1Rx8 LP/128GB HDD 146GB 2.5in SFF HS 10K 6Gbps SAS/6TB RAID levels supported RAID 0,1,1E Optical drive 8X-24X CD-RW/DVD-ROM Graphic Memory 16MB Ethernet Dual Gigabit Ethernet/TOE/optional port Power supply 675W HS ẵ MicrosoftđWindows Serverđ2003,Red Hat EnterpriseLinuxđ,SUSE Linux Enterprise Operating systems supported Server,TurboLinux EnterpriseServer,Novell NetWare and VMware ESXi 3.5 embeddedhypervisor BM IMM with Virtual Media Key for optional remote presenceenablement, Predictive Failure Analysis®, Integrated Service Processor, Diagnostic LEDs, light Systems management path diagnostics panel, Automatic Server Restart, IBMSystems Director and IBMSystems Director Active Energy Manager, IBMServerGuide™ Student: Pham Cuong Class: ieMBA.B01 Paris Graduate School of Management Student: Pham Cuong Thai Nguyen University Class: ieMBA.B01 ... major influence on the development of the enterprise Therefore market research on the subject ? ?Market development strategy for Sufat Vietnam corporation vision 2013 – 2018? ?? is necessary The Researching... market New market 1.The strategy of penetration market The strategy development market New product The Strategy of development product The diversify strategy The strategy development market as... ACKNOWLEDGEMENTS In the thesis process with topic “ Market development strategy for Sufat Vietnam corporation period year 2013 – 2018 “ Beside the efforts of yourself, I must say that I am quite happy