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Tiêu đề International Business Strategy Doji Group – Future Development Directions
Tác giả Thai Le Thanh Vy, Tran Ngoc Anh Tho, Pham Nguyen Khanh Chi, Nguyen Phan Gia Tue, Nguyen Phuong Nam, Thai Diep Thao Nhi
Người hướng dẫn Ms. Nguyen Thi Hong Hanh
Trường học Ton Duc Thang University
Chuyên ngành Business Administration
Thể loại Lecture
Năm xuất bản 2022
Thành phố Ho Chi Minh City
Định dạng
Số trang 69
Dung lượng 1,34 MB

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TON DUC THANG UNIVERSITY FACULTY OF BUSINESS ADMINISTRATION INTERNATIONAL BUSINESS STRATEGY DOJI GROUP – FUTURE DEVELOPMENT DIRECTIONS Lecture: Ms Nguyen Thi Hong Hanh Group member: Thai Le Thanh Vy Tran Ngoc Anh Tho Pham Nguyen Khanh Chi Nguyen Phan Gia Tue Nguyen Phuong Nam Thai Diep Thao Nhi 719H0603 719H0797 719H1068 719H0574 719H0789 719H0468 Ho Chi Minh City, 15th Nov, 2022 0 TABLE OF CONTENTS INTRODUCTION……………………………………………………………………1 CHAPTER COMPANY ANALYSIS 1.1 Business model analysis canvas of DOJI 1.1.1 Customer segments .2 1.1.2 Value Porposition 1.1.3 Channel 1.1.4 Customer relationship 1.1.5 Revenue stream 1.1.6 Key resources 1.1.7 Key activities 1.1.8 Key partners 1.1.9 Cost tructure 10 1.2 External analysis 12 1.2.1 PESTEL anlysis 12 1.2.1.1 Political 12 1.2.1.2 Economic .12 1.2.1.3 Social .13 1.2.1.4 Technological 13 1.2.1.5 Environmental .15 1.2.1.6 Legal 15 1.2.2 Five forces framework 16 1.2.2.1 Threat of new entrants 16 1.2.2.2 The power of suppliers 17 1.2.2.3 The power of buyers 18 1.2.2.4 Threat of substitute products 18 1.2.2.5 Rivalry among existing competitors 19 1.3 Internal analysis through VIRO 20 1.4 Financial situation .21 CHAPTER FUTURE GROWTH 24 2.1 Timeline of project: 25 2.2 Implementation 26 2.3 Financial Plan: 28 0 CHAPTER CONCLUSION .30 REFERENCES…………………………………………………………………… 31 0 INTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.B 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INTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTER NATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONS LIST OF FIGURE Figure 1.1 Logo of DOJI .2 Figure 1.2 Webside of DOJI Jewelry Figure 1.3 DOJI Jewelry Factory Figure 1.4 DOJI Tower Figure 1.5 TP Bank - Member of DOJI group .8 Figure 1.6 Logo of DOJILand - Member of DOJI Group Figure 1.7 The business results of DOJI 22 Figure 2.1 The ground is considered 27 LIST OF TABLE Table 1.1 Business Model Canvas of DOJI .11 Table 1.2 VRIO Frame of DOJI 21 Table 1.3 DOJI's business results for the last years 22 Table 2.1 Grantt of new project 25 Table 2.2 Financial plan 29 0 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USINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONS INTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTER NATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONS INTRODUCTION The DOJI Group is one of the famous enterprises in the field of gold, silver, jewelry, and gems in Vietnam Accordingly, DOJI has made a strong mark in the Vietnamese business community with its impressive revenue growth and growing brand value DOJI also dominates the domestic market with the gold bar trading system, distributing Diamonds and high-end Jewelry After the covid 19 pandemic, Vietnam's current gold and jewelry market have more or less influenced However, DOJI still retains its position as a "big man" in the field of jewelry and gems and competes with two other big competitors, PNJ and SJC Because jewelry is a specific industry, besides developing in foreign markets, the DOJI also pays special attention to developing strategies in the Vietnam market In this report, we perform a performance analysis of DOJI's activities through the canvas business model, VRIO framework, and the company's financial position We feel it is necessary to focus on further development in the Vietnamese market Analyzing the Vietnamese market by methods such as (PESTEL, Five Forces, ) shows the purchasing power, the development of the jewelry and gem industry after covid, and the strong development of competitors such as PNJ, SJC, Therefore, to make a big change and gain more market share of DOJI, we propose a development strategy to compete with PNJ in the next years Accordingly, we the planning with each phase Therefore, our report will include the following: • Chapter 1: Analysis of the company • Chapter 2: Analysis of the macro environment and future development directions • Chapter 3: Conclusion 0 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INTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTER NATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONS CHAPTER COMPANY ANALYSIS Figure 1.1 Logo of DOJI DOJI GOLD & GEMS GROUP COMPANY, formerly TTD Trading and Technology Development Company, was established in 1994 by Mr Do Minh Phu TTD became the first company to bring to the international market the Vietnamese star Ruby stone product Since then, the company has been named the world's star Ruby king, bringing Vietnam to be depicted as a bright spot on the international Gemstone map 1.1 Business model analysis canvas of DOJI 1.1.1 Customer segments DOJI targets the majority of female customers, with diverse ages but focusing more on adult age Customers that DOJI targets are people with high income and understanding of the value of the jewelry industry 1.1.2 Value Porposition DOJI always committed to bring customers top quality products for personal values and the essence of life The motto of VALUES OF PRODUCTS - CORE SERVICES (BLUE CHIPS) is considered as a red thread throughout the Group's production and business activities DOJI products always come with criteria that competitors can hardly follow: beauty, long lasting, unique, elegance, creativity, high quality, innovation, physical evidences, satisfaction  Beauty: DOJI Group's constant efforts to create jewelry products are not out of the question of beauty and beauty  Long lasting: 0 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INTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTER NATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONS 2.1 Timeline of project: No 6 Project Time Prepare market expansion project Binh Duong market survey Market research of Binh Duong Choose the form of market entry, plan and target Preparing to enter Binh Duong market Selecting, renting shop, office space Store at Nguyen An Ninh street, Di An city, Binh Duong province Do administrative procedures in Binh Duong Designing store Constructing and decorating store Prepare human resources for store opening day Prepare marketing campaign for store opening day (KOLs, influential artists,…) Starting Finishing months day 1/1/23 day 2/28/23 month 3/1/23 3/31/23 months 4/1/23 5/31/23 month 6/1/23 6/30/23 month month months 7/1/23 8/1/23 9/1/23 7/31/23 8/31/23 12/31/23 months 11/1/23 12/31/23 months 11/1/23 12/31/23 Table 2.4 Grantt of new project 25 0 Q1 2023 (Year 0) Q2 Q3 Q4 INTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.B USINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONS INTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTER NATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONS 2.2 Implementation The future strategy for DOJI is to expand into other potential markets It is expected that in the immediate future, a store will be opened in Di An city, Binh Duong and January 1, 2024 will be the opening date of the showroom To prepare for this day, here is a Gantt chart to clarify each step to take when opening a DOJI store: Step 1: Prepare market expansion project Because of choosing a strategy to expand stores, its reputation to markets, cities and provinces has potential in terms of customer segments as well as geographical location, the first thing to is to prepare specific strategies and plans for this project The plan needs to specify what needs to be done, how long it will take to the work, when it is expected to start selling, etc After researching and considering the locations and number of branches nationwide, Binh Duong will be the first province where DOJI can open a showroom within the next years Step 2: Binh Duong market survey Binh Duong currently has big cities and is currently one of the extremely potential markets in the country because it has the highest development rate in the country In addition, according to the survey, there are currently only “the gioi kim cuong” branches in commercial centers in Binh Duong scattered in towns and cities in the province So maybe in the future, DOJI should consider opening a large showroom in one of the major cities in this market to promote the brand as well as increase sales The customer segment in big cities in Binh Duong such as Di An, Thu Dau Mot, Binh Duong new city has quite high average income, especially in residential areas as well as isolated housing areas Therefore, this may be a market to help DOJI develop more in the future, covering the whole country After downsizing in Binh Duong, DOJI needs to have an additional survey of smaller markets like cities DOJI should make a specific plan about when and where to open a showroom, whether there will be more potential new sources of customers, what is the purpose of market expansion, etc This can be extended for months Step 3: Preparing to enter Binh Duong market After surveying the entire market, Di An could be one of the most potential cities that DOJI might consider opening a store As this city is experiencing a very fast growth rate, the per capita income is also quite high for people living in residential 26 0 INTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.B 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INTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTER NATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONS and central areas Therefore, DOJI can rent a space with facades with an area of about 360m2 located on Nguyen An Ninh Street, Di An City because here are many high-income people, surrounded by high-class residential areas level and villa area From there, if possible, DOJI can increase revenue quickly Because customers have high income, they often want to own valuable products as well as great brand value Figure 2.8 The ground is considered After choosing the premises to rent, the next thing to is to complete the main legal procedures to start the store business This may take month to complete Next is to go into the design, construction and decoration of the store, which lasts about months In addition, to prepare for the opening day, DOJI needs to carefully recruit employees in all departments Finally, DOJI needs time to contact artists, KOLs, and marketing months before the opening date Step 4: Grand opening 27 0 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USINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONS 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NATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONS Opening events as well as opening promotions will last for month to attract customers, attract new customers, as well as position the brand in new markets Step 5: Starting a business The new store will start operating from the opening day, and will last into the future 2.3 Financial Plan: After analyzing the market and drawing a Grantt diagram for the project, our team created a detailed cost table for this project, including initial implementation costs and operating costs for the first month Categories Unit price Amount Total ground Rent space (month) Rent deposit (monthly) Electricity and water costs 180.000.000 180.000.000 100.000.000 Cost 1.360.000.000 180.000.000 1.080.000.000 100.000.000 (monthly) Employee salary 5.000.000 8.000.000 5.000.000 6.500.000 5.500.000 Store design and build Grand Openning Cost (outsourcing costs) Master of Ceremonies Dancers and Singers Teabreak, Grand opening wine Cameraman Full event service (8 hours) Gifts for KOLs and celebrities in event Marketing Cost Email-marketing Telephone Social Media Paid advertising SEO Marketing campaign (outsourcing agency) Customer research and survey Total Table 2.5 Financial plan Sale staff Store manager Receptionist Inspector Security guard 28 0 16 2 2 130.000.000 80.000.000 16.000.000 10.000.000 13.000.000 11.000.000 2.000.000.000 610.000.000 50.000.000 200.000.000 30.000.000 30.000.000 50.000.000 250.000.000 500.000.000 30.000.000 15.000.000 35.000.000 30.000.000 20.000.000 250.000.000 120.000.000 4.600.000.000 INTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.B 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USINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONS INTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTER NATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONS CHAPTER CONCLUSION One of the major gem groups in the Vietnamese market is DOJI DOJI has left a distinctive impression on the hearts of Vietnamese enterprises thanks to its substantial financial resources, solid people, and astute development strategy Along with growing its business in the gold, silver, jewelry, and gemstone sectors, DOJI also diversifies into other industries like banking, real estate, etc However, DOJI continues to concentrate on the commercial sector Gold, silver, and jewelry continue to be important today The business is often up against rivals like PNJ and SCJ in Vietnam Despite having many rivals, DOJI continues to hold a "large" position in Vietnam But to keep its position and pursue further expansion, a plan for the Vietnamese market must be developed Moreover, with the macro characteristics of the Vietnamese market, there are not only many benefits but also many difficulties when developing and competing in the home market, especially for a specific industry such as jewelry Political and economic stability is considered a big advantage for the company Technology plays a role in the new transformation in the jewelry industry However, technology to produce and design gold and jewelry is still difficult in Vietnam because mainly Vietnamese companies import technologies from abroad The law in Vietnam also greatly supports the development of companies Besides, because the DOJI market is aimed at the domestic market, holding and understanding the culture also creates favorable conditions for making development strategies For the gold, silver, jewelry, and gem industries in Vietnam, when using the Five Forces model to analyze, the team found that there are two factors (the threat of new competitors and the power of suppliers) that remains under control and has little influence on the DOJI The remaining three factors are all factors that DOJI needs to focus on, such as always creating new products to limit substitute products and creating new products to attract customers because this industry depends a lot much on customers With a relatively familiar market, the factor that is of great concern for the company to develop further is the current competitors in the market After analyzing many companies such as PNJ, SJC, , our team found that PNJ is a suitable competitor to compete Accordingly, the proposed DOJI will have a strategy to compete with PNJ and the plan is expected to develop in about years In the plan on opening a large center in Binh Duong, based on the financial situation from 2019 to 2021, the profit in 2021 is about 560 billion With the cost level given for the above strategy, such a cost level is considered appropriate This is considered a new strategy 30 0 INTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.B USINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONS INTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTER NATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONSINTERNATIONAL.BUSINESS.STRATEGY.DOJI.GROUP.FUTURE.DEVELOPMENT.DIRECTIONS that can help DOJI expand its market share and affirm its position in Vietnam as well as a step to create momentum for development in the world market REFERENCES DOJI Group – Tập đoàn Vàng bạc Đá quý DOJI [online] Available at: < https://DOJI.vn/ > Tập Đồn DOJI Năm Liên Tiếp Giữ Ngơi Vương VNR500 [online] Available at: < https://trangsuc.DOJI.vn/tin-trang-suc/tap-doan-DOJI-3-nam-lien-tiepgiu-ngoi-vuong-vnr500 > [Accessed 09 Nov 2022] “Tài Sản Lớn Nhất Của DOI Là Con Người" [online] Available at: < https://trangsuc.DOJI.vn/tin-trang-suc/tai-san-lon-nhat-cua-DOJI-lacon-nguoi > [Accessed 09 Nov 2022] Tập Đoàn Vàng Bạc Đá Quý DOJI | Tin Chuyên Ngành [online] Available at: < http://DOJI.vn/tin-tuc/tin-chuyen-nganh/ > [Accessed 09 Nov 2022] PNJ 2020 [online] Available at: < https://www.poi.com.vn/luc-day-so-cua-pni.html > [Accessed 09 Nov 2022] “Tiết lộ tình hình tài 'đế chế' vàng bạc đá quý DOJI đại gia Đỗ Minh Phú” [online] Available at: < https://vietnamfinance.vn/tiet-lo-tinh-hinh-tai-chinh-de-chevang-bac-da-quy-DOJI-cua-dai-gia-do-minh-phu-20180504224268852.htm > [Accessed 03 Nov 2022] “5 yếu tố khẳng định văn hóa doanh nghiệp DOJI” [online] Available at: < https://vietnamnet.vn/5-yeu-to-khang-dinh-van-hoa-doanh-nghiep-cua-DOJI603982.html > [Accessed 03 Nov 2022] “Giải mã bước tiến khổng lồ DOJI” [online] Available at: < https://kinhtedothi.vn/giai-ma-buoc-tien-khong-lo-DOJI.html > [Accessed 03 Nov 2022] “Sau thâu tóm Thế Giới Kim Cương, DOJI công bố lợi nhuận 188 tỷ đồng năm 2020” [online] Available at: < https://cafebiz.vn/sau-khi-thau-tom-the-gioi-kimcuong-DOJI-cong-bo-loi-nhuan-188-ty-dong-nam-2020-20210406165417607.chn [Accessed 05 Nov 2022] 31 0 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