Oriental development strategy of nam duoc joint stock company to 20181

Paris Graduate School of Management Thai Nguyen University PRESENTATION Nguyen Van Loi VN1001239 Class: IeMBA.B03 October, 2013  Introduction  Chapter 1: Theoretical basis for building business strategies of a company  Chapter 2: Analysis of environment and business situation of Nam Duoc  Chapter 3: Conclusions and solutions  References  Appendix Purposes and reasons for the thesis topic Thesis Goals Research Scope Research Methodology Thesis significance Thesis Structure  Strategy and strategic level  Business strategy and its orientations  Role of business strategy for a company  Analysis and development process of a comprehensive strategy  External environment analysis  Internal environment analyzes  Threats - opportunities - weaknesses - strengths (TOWS)  Strategic position and action evaluation Matrix (SPACE)  Quantitative strategic planning matrix (QSPM)  Overview of establishment and development history  Structure of Nam Duoc J.S.C  Functionally, the basic task of the management department  Status of activities Nam Duoc joint stock company period 2010 – 2012 and first six months of 2013 Opportunities Threats Economic  Spending on medicine  Depression & high inflation Political  Government's  Lacks transparency in policy commitment to support Social &  Trend policiesof natural products management  Negative image of herbal medicine cultural Technology Environment  Technology of extraction  Some kinds of disease  Herbal material is decreasing related Legal  Drug regulatory policies are being tightened  Enforcement of intellectual property protection is poor  In next years, the pharmaceutical industry is growing by 17% on average  The growth rate of the herbal products market is expected to increasing by about 25%  Advantage/power of the customer: Medium  Advantage/the power of suppliers: High  Threat of substitutes: Medium  The threat of new competitors: Quite high  Pressure from competitor: High Competitive situation in the industry is dispersedy Nam Duoc does not have any really strong capacity and this is really trouble to think means that Nam Duoc didn’t build the significant competitiveness The impact of extenal factors Importance level Classification Total points Tổng cộng 100 2.57 The analytical results of the matrix of external factors evaluation showed important point of Nam Duoc is 2.57 This means that the ability of NamDuoc response to external factors is medium Strengths • Marketing  Strong brands Weaknesses  Lack of ETC and comestic distribution channels • Operation  Stabilizing the product quality • Finance  Kind of medicine form isn’t diversified  Good at executive management • R&D  Good relationship with  The isolated and purified capacity was weak medicine’s institutions • Information technology  The applications of IT in the  ERP was weak promotion is good • Human resource  Internal communication was quite diverse  Organizational structure, functions wasn’t clear Nam Duoc The critical No success factors Definition Weight (KSFs) Quantitative assessment (1-4) The average Total 100 2.8 we have important score is 2.8 It show that internal factors of Nam Duoc is average It is ready to be able to take advantage of opportunities and addressing the challenges of the market to accelerate development in the future S O W Strategy - "Strategy for sustainable  … development, stability based on  … available capacity”  … …  … … … T Strategy – “Acceleration strategy  … based on external resources”  … …  … …  … … Variables Score Average score • Financial Strength (FS) 4.3 • Competitive Advantage (CA) -2.3 • Environment stability (ES) -2 • Industry Strength (IS) 4.5 From the results of the matrix shown in table, we have following conclusions: 1) FS + ES = 4.3 - = 2.3 2) IS + CA = 4.5 – 2.3 = 2.2 Strategy capable of replacing Classification 1)The external factors 2) The internal factors Total Strategy Strategy AS TAS AS TAS 12 16 185 207 Note Results from the analysis showed that matrix QSPM, strategy “Quick boost rely on outside resources” is the optimal strategy can be implemented in practice to achieve the goals and mission of Nam Duoc A spare strategy is strategy “Strategy for sustainable development, stability based on the available capacity” 1 Main targets of Nam Duoc to 2018 Proposed product strategy Proposed solution deployment strategy The recommendations for implementation and strategic management With a clear mission and development orientation based on solid internal resources, we can fully trust in the success and sustainability of Nam Duoc Nam Duoc is set to become one of the leading companies who manufacture and distribute herbal medicine and functional products in Vietnam in 2018, contributing to bring Vietnam medical brand into international community