Luận văn thạc sĩ Quản trị kinh doanh: Strategy for developing family doctor services for the Quang Ninh provincial center for disease control period 2024 – 2026

NGUYEN HÙNG CƯỜNGSTRATEGY FOR DEVELOPING FAMILY DOCTOR SERVICES FOR THE QUANG NINH PROVINCIAL CENTER FOR DISEASE CONTROL PERIOD 2024 — 2026 CHIEN LƯỢC PHÁT TRIEN DỊCH VU BAC SĨ GIA ĐÌNH

NGUYEN HÙNG CƯỜNG

STRATEGY FOR DEVELOPING FAMILY DOCTOR SERVICES

FOR THE QUANG NINH PROVINCIAL CENTER FOR DISEASE

CONTROL PERIOD 2024 — 2026

CHIEN LƯỢC PHÁT TRIEN DỊCH VU BAC SĨ GIA ĐÌNH CHO TRUNG TAM KIEM SOÁT BỆNH TAT QUANG NINH

TRONG GIAI DOAN NAM 2024 - 2026

LUẬN VAN THAC SĨ QUAN TRI KINH DOANH

Hà Nội - 2024

ĐẠI HỌC QUOC GIA HÀ NOI TRƯỜNG QUẢN TRỊ VÀ KINH DOANH

TRONG GIAI DOAN NAM 2024 - 2026

Chuyén nganh: Quan tri kinh doanh

Mã số: 8340101.01

LUẬN VĂN THAC SĨ QUAN TRI KINH DOANH

Hà Nội - 2024

I hereby declare that this thesis is my own research work The results stated

in the Thesis have not been published in any other work The data, examples and

quotations in the Thesis ensure accuracy, reliability and honesty I have completed

all subjects and paid all financial obligations according to the regulations of the

Faculty of Business Administration - Hanoi National University

So I write this Commitment to ask the Faculty of Business Administration toconsider it so I can defend my Thesis

I sincerely thank!

Thesis Author

Nguyễn Hùng Cường

To be able to complete my graduation thesis like today, I would first like tothank the leadership of the Faculty of Business Administration - Hanoi NationalUniversity and all the teachers in the house The school organized and trained thiscourse to give me the opportunity to gain broader and deeper knowledge ofeconomic management so that I can absorb useful knowledge for work and life

I also send my deep gratitude to Lecturer Associate Professor Dr HoangDinh Phi has guided and advised me wholeheartedly so that I can complete my

thesis

I would also like to express my gratitude to the leaders of the Center forDisease Control and related departments for helping me provide reference materialsand actual data to complete my thesis

Finally, I would like to wish the teachers, teachers and School Board of

Rectors good health, happiness and success

Thank you very much!

Thesis author

Nguyễn Hùng Cường

1

TABLE OF CONTENT

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LIST OF ABBREVIA TIONS - LH HH HH TH ng TH HH ng vi LIST OF TABLES - -G- Ăn HH TH nh TH TH HH re vii IISM9)9./.) 2051 vii

PREAMBLE s21 1

1 Urgency A00) in e 1

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1.1 Theoretical basis of business strategy cv ng rey 6

1.1.1 General concept of DUSINeSS SÍF(1Í€ĐY Si, 6 1.1.2 Levels of Business ŠÍT(ÍCV Án HH HH ng 7

1.1.3 The Importance of Business Strategy cv key 9

1.1.4 Characteristics Of SÍY(Í€Y HT HH kg ky 12 1.2 Business strategy development DTOC€SS - 5 25521 skssereeeres 14

1.2.1 Define the DHTJDOS© «sọ TH HH ng 14

1.2.2 Assess Market QQDDOTÍHHIÍÍV vn HH ng Hy 14

1.2.4 Create Value for SUppliers Gv kh kg, 15 1.2.5 Create Value for EITHDÏOY€€S cv HH, 16 1.2.6 Map Strategy to Actionable Tasks and KPÌS S-cĂSss + ssvx 17

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1.3.1 Strategic planning IIO(Ï€ÏS cv vn cư 171.3.2 Strategic planning MOdEIS cv kiệt 211.3.3 Choose a suitable PUSIH€SS SÍTÍ€@ SE rrey 251.3.4 Strate gy €X€CHÍÏOHH sọ H nnHg 261.4 Overview and properties of the Family Doctor model (household healthMANAQEMEML) 0 eeecceescesccesceceeceseeceseceseeececesecsseeceseceseecesecesceceseceseeeeneceeeseeeenaees 29

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CHAPTER 2 OVERVIEW OF QUANG NINH PROVINCE DISEASE

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2.1 Overview of Quang Ninh Center for Disease Control -«++-s+ 31

2.1.1 History of the formation of the Quang Ninh Center for Disease ControlHistory DC QiNE cieeeccceccccesecesecessecesecescecesecssecescecececeseeesceceaecececeaeeeseeceaeceaeeseaeseaeenaes 312.1.2 FUNCTIONS, tASKS, DOWV€TS- Ă SH kg vn kh 322.1.3 Organizational structure of the Center for Disease Comfrol 352.1.4 Characteristics of the situation in Quang Ninh prOViNC€ - 382.1.5 Industry environment QHQÏSSÏS àằ SG nh nến 42

CHAPTER 3 SOME SOLUTIONS TO IMPLEMENT BUSINESS STRATEGY

BUILDING AT CDC QUANG NINH UNTIL 2026 - 55+ +<<<+++++ 46

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3.2 SUPPOTTt Strate nh 603.3 Propose solutions to implement the strategy 00.0 ce eeeeeesseeeeeeseceeeeneeeeeeneeees 60

3.3.1 Solutions related to MUMAN F€SOUTC€S S55 sesseesers 603.3.2 Solutions related to PrOAUct scccscccesccessesesecesseessecenseeeaeceseeenseceaeeeeaeeeeeeses 633.3.3 Solutions related to teChHỌOY cv kiệt 65

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3.4.1 Recommendations to the State - «+ kEkkkkknnghnnrrh 69

3.4.2 Recommendations for CDC Quang Ninh 5c S5 ssksssve+ 7CONCLUDE 21111575 73

LIST OF REFERENCES 11177 74

LIST OF ABBREVIA TIONS

CDC Centers for Disease Control and Prevention

Center Centers for Disease Control and Prevention of Quang Ninh

EFE External Factor Evaluation Matrix

IFE Internal Factor Evaluation Matrix

SWOT Strengths — Weaknesses — Opportunities — Threats

vi

LIST OF TABLES

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I 050L i0 J0 20Table 2.1 Advantages and disadvantages of DfOdUCI - 6 6+ csxcseeseee 43Table 2.2 Evaluate External factors c6 1119 9119 11v ng nh ng gưy 45

I 1) SN SÀ,/9006 ii 1n - 48Table 3.2 QSPM Matrix - S-O Strategy Group Ăn Series 55Table 3.3 OKRs ÍfaIneWOTÍKK s1 TT TH TH HH nh ng 58

LIST OF CHARTS

Figure 2.1 Quang Ninh Provincial Center for Disease Control structure 36

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1 Urgency of the topic

The Provincial Center for Disease Control (hereinafter referred to as the

Center) is a public health unit under the Department of Health of Quang Ninhprovince The Center has the function of advising and organizing the implementation

of professional, technical and operational activities (referred to as professionalactivities) on prevention and control of epidemics and infectious diseases; non-communicable diseases; Prevent and combat the impact of risk factors affecting health;

public health management; examination, detection, preventive treatment and provision

of other medical services appropriate to the field of expertise in the province according

to regulations in Circular No 26/2017/TT - BYT dated June 26, 2017 of the MinistryHealth, current regulations of the Ministry of Health, Department of Health, relevantagencies and People's Committee of Quang Ninh province

The Center is under the direct direction and management of organization,human resources, operations, finance and facilities of the Department of Health;Subject to the direction, examination, inspection, and professional guidance ofrelevant Departments, Departments, Institutes, and medical units under the Ministry

of Health, and related agencies, State management of the People's Committee of

Quang Ninh province according to the provisions of law

In addition, the Center also implements partial autonomy according toDecree 43/2006/ND-CP stipulating the right to autonomy and self-responsibility forperforming the organizational, payroll and financial tasks of the unit public sectorwith an autonomy rate of 15% This creates pressure as well as motivation to

develop the Center's service segment Implementing autonomy brings initiative in

arranging personnel, job positions in the unit, arranging work scientifically, andeffectively using human resources (The Center has been implementing reduce

payroll and officials to implement the labor contract regime, which is very effective,increasing the responsibility of workers) In addition, the Center also hasappropriate internal spending regulations, more economical and effective use of

financial resources to account for revenue and expenditure differences, pay

additional income, and set aside funds for investment facilities, purchasingequipment to expand and develop the unit

To meet its autonomous funding source, in addition to its professional duties,

the Center has implemented other service activities to increase revenue such as:

medical examination and treatment services; biochemical and microbiologicaltesting services; environmental monitoring services; working environmentmonitoring service; and here comes the family doctor service Family doctor (GP)

or family medicine (Family Medicine) is a comprehensive health care service for

individuals and families Instead of having to get a number and line up all day to get

examined at medical facilities, you can completely contact your family doctor to beexamined and diagnosed right at home Developing family medical services notonly helps expand the service range but also plays an important role instrengthening medical monitoring at the grassroots level - this is also an important

task of the Quang Ninh Center for Disease Control

In the market economy era, competition between service providers isincreasingly strong, this is a big challenge, especially for state units To developservices and increase revenue, the Center needs to have an appropriate servicedevelopment strategy in the context of limited resources and limitations due to state

regulations The business strategy for a new business segment is extremely

important for the survival and development of that business segment, ensuringbusiness plans stay on track A good business strategy helps the Center go ahead,dominate the market, expand target market share, and improve service efficiency.create a solid and safe foothold, proactively adapt to changes in the business

environment

Quang Ninh Center for Disease Control is one of the leading units inPreventive Medicine nationwide However, the Center still does not have a clearbusiness strategy, especially with a new business segment like Family Doctor.Therefore, the topic "Strategy for developing family doctor services for the Quang

Ninh Center for Disease Control in the period 2024-2026" is necessary The author

wishes to help the Quang Ninh Center for Disease Control establish appropriate

strategies, pointing out opportunities that need to be seized and strengths that need

to be promoted; At the same time, identify potential challenges and weaknesses ofthe business that need to be overcome The research topic also points out theCenter's existing resources and exploits those resources in the most effective way inthe period 2024 - 2026

2 Research situation related to the thesis topic

Project "Building and developing a family doctor clinic model for the period

2013 - 2020" of the Ministry of Health: The project has preliminary assessments of

the role of family doctors in the present and future, urgency, perspective and

implementation principles of this model

Research “Strengths and limitations of a family physician” nam 2018 cuanhóm tac gia Derek Hellenberg, Farion R Williams, Mohan Kubendra, and Resmi

S Kaimal This article gives an overview of the strengths and limitations of the FP

globally and more specifically within India, South Africa, and the United States of

America - areas that have had a long history of developing family doctors

Research “Effects of the scope of practice on family physicians: a systematicreview” năm 2021 của nhóm tác gia Hervé Tchala Vignon Zomahoun, IsabelleSamson, Jasmine Sawadogo, José Massougbodji, Amédé Gogovor, Ella Diendéré,

Frédéric Turgeon & France Légaré This article suggest that the scope of practice

may be favorably associated with some family physician outcomes but with a verylow level of evidence available Based on these findings, healthcare systemmanagers could monitor the scope of practice among family physicians andencourage future research in this fiel

Research “Role of family physicians in providing primary healthcare duringCOVID-19 pandemic” của nhóm tác gia Garg, Suneela; Engtipi, Kajok; Kumar,

Raman; Garg, Arvind This article discusses how family physicians can help toaugment the healthcare system at the time of pandemic by providing easilyaccessible, holistic healthcare and by use of telemedicine It also talks about the

need to mainstream family medicine into the undergraduate and postgraduate

medical curriculum and establish a robust network of family physicians trained in

outbreak response and disease preparedness

Research “Impact of integrated healthcare: Taiwan's Family Doctor Plan”cua tac gia Li-Lin Liang This article provide information about integration of

health services has been pursued worldwide This study evaluates Taiwan's Family

Doctor Plan, targets high-cost and chronic patients, incorporating key elements ofintegrated care, viz., case management, multidisciplinary teams and care pathways.This study estimates the effects of shifting from usual to integrated care and locatescontextual factors that may distort programme implementation

The thesis focuses on the factors that impact and form a business strategy

and the tools and data to be used for designing/building for the Quang Ninh Centerfor Disease Control (CDC Quang Ninh)

5 Scope of research

Within the scope of the study, the author focuses on studying the application

of a number of tools and analytical models to propose business strategies for the

Center in the period 2024 - 2026

combine with SWOT matrix to analyze the business environment, find strengths and

weaknesses; external threats and opportunities; From there, devise a business strategy

7 Thesis Structure

In addition to the introduction, conclusion, list of references, the thesis is

structured into 3 chapters:

Chapter 1: Theoretical basis on business strategy and management of

Strategy

Chapter 2: Designing the Strategy for Developing Family Doctor servicesfor the Quang Ninh Center for Disease Control (CDC Quang Ninh) 2024 — 2026

Chapter 3: Proposal of some solutions to implement the Strategy for

Developing Family Doctor services for the Quang Ninh Center for Disease Control(CDC Quang Ninh) 2024 — 2026

CHAPTER 1: BASIC THEORY OF BUSINESS STRATEGY

AND STRATEGIC MANAGEMENT

1.1 Theoretical basis of business strategy

1.1.1 General concept of business strategy

For many years, business leaders and theorists have examined the concept ofstrategy However, a clear and definitive understanding of what strategy trulyentails remains elusive This ambiguity arises largely because individuals interpretstrategy in various ways

According to Johnson and Scholes (2005), "strategy determines the directionand scope of an organization over the long term, and they say that it shoulddetermine how resources should be configured to meet the needs of markets andstakeholders." (Johnson, 2005)

According to Craig S Fleisher’s research, business strategy means differentthings to different people A business strategy is commonly viewed, among other

things, as a planning document that is generated by the business on a regular basis;

a process used to generatea plan; an amorphous concept that describes how the

organization will compete andrelate itself among diferent stakeholders; or a

purposive, specified set of actions thatneed to be taken in order to accomplish

higher order organizational aims (S.Fleisher, 2018)

In the book Marketing Essentials, Aashish Pahwa gave a relatively conciseconcept: A business strategy is the combination of all the decisions taken andactions performed by the business to accomplish business goals and to secure acompetitive position in the market (Pahwa, 2023)

By integrating insights from various studies, the author defines business

strategy as a strategic action plan aimed at achieving specific objectives Thisprocess includes evaluating the strengths and weaknesses of both the company andits competitors, along with identifying the opportunities and threats in the market

The primary aim of a business strategy is to establish a clear roadmap for success by

determining the most effective actions needed to reach desired outcomes Research

shows that companies with well-defined strategies tend to outperform those that

lack clarity in their strategic direction

1.1.2 Levels of Business Strategy

As previously noted, the concept of strategy has been explored extensivelyover the years, and strategists typically identify three distinct levels of strategy:corporate-level strategy, business-level strategy, and functional-level strategy

However, in recent studies, a new concept is being introduced Now thestrategy will include 4 levels In addition to the previous three basic levels, a newbasic level appears, which is the key to successful strategy implementation:

operational level strategy

Corporate level strategyCorporate strategy represents the highest level of strategy within anorganization It outlines the overall direction of the organization and provides high-level concepts for achieving that vision These plans are usually formulated by the

leadership team, including the CEO and senior management, who possess acomprehensive understanding of the company and the strategic expertise necessary

to guide the organization effectively

This level of strategy tends to be broader and more conceptual than strategies

at other tiers It focuses on long-term objectives, typically covering a timeframe of

three to five years A corporate strategic plan generally encompasses core business

metrics, key focus areas, corporate goals, strategic objectives, and essential KPIs

Business level strategyCorporate strategy is the second level in the strategic hierarchy Within thisframework, business strategy serves as the method by which the objectives of

specific business units within the organization will be accomplished Each business

unit’s strategic initiatives and goals are directed toward achieving a competitiveadvantage in the particular market where that unit operates

Organizations adopt different types of corporate strategies based on thecompetitive advantage they aim to achieve Important decisions arise in this context,

including whether to pursue a differentiation strategy or a cost leadership approach

Each business area must make strategic choices and determine the best approach to

progress toward their goals

It is important to note that implementing this level of strategy is beneficialonly for organizations that have multiple business units An organization withseveral business units may offer various products and services or operate multipleproduct and service lines across different industries

The author focuses on business-level strategy in researching and applying it

to develop the Family Physician service segment for the Quang Ninh Center forDisease Control

Functional level strategyThis level of strategy outlines the approach for various functional areas ordepartments At CDC Quang Ninh, these functions may include marketing, finance,clinical operations, results feedback, human resources, and others

The primary aim of functional strategy is to connect the activities and efforts

of each department to the broader goals and objectives established at higherstrategic levels, such as business strategy and corporate strategy

Functional strategies tend to have a relatively narrow focus, designed toaddress the specific challenges and opportunities within each functional area

Departments like marketing, finance, and IT have their own goals andresponsibilities to meet Establishing a clear functional strategy that aligns with the

overall corporate strategy increases the likelihood of success

These strategies encompass resource allocation, measurable goals, and acommitment to continuous improvement, all tailored to the context of each function

Operational level strategy

Operational level strategy, which occupies the lowest tier in the strategy

hierarchy, concentrates on the day-to-day actions and tactics necessary to run thebusiness, manage processes, and implement changes effectively This aspect ofstrategy is essential for translating plans into concrete actions and results

In simple terms, operational strategy guides the daily work of employees andhelps keep the organization aligned with its objectives

This strategy primarily focuses on short-term goals and the actual execution

of plans, outlining the specific actions, processes, and activities required to achievethe organization’s aims

Operational level strategy involves roles such as the Project ManagementOffice (PMO), team leaders, individual contributors, and team members, and is vitalfor the successful implementation of broader strategies

It is arguably the most critical strategic level, as the absence of an effectiveoperational strategy can lead to a loss of momentum, causing the organization tobecome stagnant while competitors advance

1.1.3 The Importance of Business Strategy

In the past, advice given to corporate leaders through textbooks, consultants,and support agencies tended to emphasize the need for careful business planning(Richbell S, 2006) However, few leaders formally plan their business unlessrequired to do so to raise finance, and several studies have cast doubt on the value

of planning and improvement performance (Bridge, 1998) as well as the ability of

managers to develop detailed plans (Alpkan, 2007) However, other studies havelinked planning to growth, especially after the start-up phase, with fast-growingcompanies often having clear business strategies ( (Smallbone, 2000); (Mazzarol,

2009)), or marketing plan (Foreman-Peck, 2006)

At this point, questions arise about whether such planning really helps

businesses expand their business? Or whether it's just a trait they tend to adopt whenthey become large companies is unclear

In an interesting study in the context of conventional wisdom, according towhich a significant proportion of owners claim to have plans More than 67.8% of

leaders said they have a business strategy, although many (31.4%) said this is an

informal plan, of which 36.4% answered that they have a plan official documents(Blackburn, 2013)

With modern research and theory, the role of business strategy is essentialand cannot be replaced Business strategy serves as the foundation for a company's

success It assists leaders in setting organizational goals and provides the company

with a competitive advantage It influences various business factors, including:

- Price: Determining how to price goods and services based on customer

satisfaction and raw material costs

- Suppliers: Deciding whether to use sustainable raw materials and selectingappropriate suppliers

- Recruitment: Developing strategies to attract and retain talent

Resource allocation: Establishing effective methods for allocating

resources.

Without a clear business strategy, a company cannot create value and is

unlikely to achieve success

The most direct benefits that a solid business strategy can provide include:

Create value

To develop a successful business strategy, it is essential to have a clear

understanding of value creation In his online course on Business Strategy, Harvard

Business School Professor Felix Oberholzer-Gee explains that, fundamentally,values represent differentiation For instance, the difference between a customer's

willingness to pay for a product or service and the actual price of that product

reflects the value that the business has created for the customer This differentiation

can be illustrated using a tool known as the value bar

The value bar consists of four components, each representing the value that astrategy can deliver to various stakeholders:

- Willingness to Pay (WTP): The maximum amount a customer is willing topay for a company's goods or services

- Price: The actual price of the goods or services

- Cost: The cost of the raw materials required to produce the goods orservices

- Willingness to Sell (WTS): The lowest amount a supplier is willing to accept

for raw materials or the minimum amount an employee is willing to earn for their work

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The difference between each component signifies the value created for each

stakeholder A business strategy aims to widen these gaps, thereby increasing thevalue generated by the company’s efforts

Increase customer satisfactionThe difference between a customer’s willingness to pay (WTP) and the price

is referred to as customer satisfaction An effective business strategy generatesvalue for customers by either increasing their WTP or lowering the price of thecompany’s goods or services The greater the difference between these two factors,the more value is created for customers

A company can focus on enhancing WTP through its marketing strategy

Conducting effective market research can assist a company in establishing a pricingstrategy by identifying the WTP of its target customers and discovering methods toincrease it For instance, a business can differentiate itself and foster customerloyalty by integrating sustainability into its business strategy By aligning its valueswith those of its target audience, organizations can effectively boost consumer

WTP.

Increase company profit marginThe value created for a business is the difference between the price of anitem and the cost of producing it This difference is known as the company's profit

margin and reflects the financial success of its strategy One metric used to quantify

this profit margin is return on invested capital (ROIC)

ROIC indicates to investors how effectively a company is converting itsinvestments into profit By increasing WTP, a company can take on the risk ofraising prices, which can lead to a higher profit margin Additionally, business

leaders can enhance this metric by reducing costs For instance, advancements in

medical procedures can not only increase WTP but also lower labor costs byoptimizing the use of human resources By concentrating on three fundamentalgoals, a company can simultaneously boost customer satisfaction and profitability

Increase supplier surplus and employee satisfaction

II

By reducing supplier willingness to sell (WTS) or increasing costs, acompany can create value for suppliers, known as supplier surplus Since rising

costs are not sustainable, an effective business strategy will aim to create value forsuppliers by lowering WTS Each company approaches this differently Forinstance, CDC Quang Ninh may prioritize partnerships with pharmaceuticalsuppliers to introduce its products in exchange for discounts Suppliers might also

be inclined to lower prices in return for long-term contracts

In addition to addressing supplier WTS, companies have a responsibility to

create value for another critical stakeholder: their employees The difference

between an employee’s salary and the minimum wage they are willing to accept isreferred to as employee satisfaction There are several ways companies can increasethis difference, including:

- Raising wages: Although many companies are hesitant to increase wages,

some have successfully done so For example, Dan Price, CEO of Gravity

Payments, raised his company’s minimum wage to $80,000 per year, resulting in

significant growth and advancement

- Increasing benefits: Companies can also lower WTS by making workingconditions more appealing to potential employees Some organizations offer remote

or hybrid work opportunities to provide employees with greater flexibility

Additionally, some companies have started implementing four-day work weeks,which often leads to increased productivity

There are numerous strategies to enhance supplier surplus and employee

satisfaction without negatively impacting the company’s bottom line

1.1.4 Characteristics of Strategy

- Strategy is a systematic phenomenon:

Strategy consists of a series of non-conflicting action plans that share acommon theme It is not merely about having a good idea; it is about executing thatidea Strategy represents a unified, comprehensive, and integrated plan of action

- By its nature, it is multidisciplinary:

Strategy encompasses marketing, finance, human resources, and operations

to formulate and implement the strategy It adopts a holistic perspective, as a new

12

strategy impacts all functional areas, including marketing, finance, humanresources, and operations.

- By its influence, it is multidimensional:

Strategy involves not only vision and goals but also the means to achieve

them This implies that the organization must possess the right resources and

capabilities to execute the strategy, along with a strong performance culture thatincludes clear accountability and performance-related incentives

- By its structure, it is hierarchical:

The hierarchy of strategy begins with corporate strategy, followed by

business unit strategy, and finally functional strategy Corporate strategy isdetermined by top management, business unit strategy is set by the heads ofindividual strategic business units, and functional strategy is established by thedecisions of functional heads

- By relationship, it is dynamic:

Strategy focuses on creating a fit between the environment and the

organization’s actions Given that the environment can change rapidly, strategymust also be flexible to adapt to these changes For example, while Microsoft’s

success in personal computer software may appear straightforward, its strategy

requires ongoing decision-making in a dynamic environment to maintain itsleadership position

- The purpose of strategy is to create competence, synergy, and valuecreation:

Competence refers to what a firm does better than its competitors; synergyrefers to the collaboration between different parts of the organization and theiractivities; and value creation aims to achieve the organization’s vision and mission

An organization can only reach its goals (vision) by creating value for the company

and its stakeholders (mission) Value creation includes adding economic value(profit for the company), customer value (value perceived by customers compared

to competitors), and human value (value derived from helping employees becomethe most effective resource) to meet the needs of all stakeholders

- Strategy requires searching for new sources of advantage:

13

To attain a sustainable competitive advantage over the long term, companies

must invent new rules and games to differentiate themselves and create wealth.Simply imitating the leader undermines the value of all companies Therefore,strategic differentiation is essential to stand out

- Strategy is almost always the result of a collective decision-making

process:

The corporate vision, mission, objectives, and strategies are determined by

top management Business unit strategies are established by the heads of businessunits, while functional plans are developed by functional heads However, topmanagement approval is necessary, as it resolves conflicts between competingobjectives, current and future functions, and resource allocation

1.2 Business strategy development process

1.2.1 Define the purpose

When considering business strategy, defining an organization’s purpose canserve as a valuable starting point This is crucial for creating value for bothcustomers and employees, particularly if the organization’s purpose is linked to

initiatives such as protecting the environment or addressing specific social issues

A recent survey conducted by clean energy company Swytch revealed thatnearly 75% of millennials would be willing to accept a pay cut to work for anenvironmentally responsible company Additionally, nearly 40% of respondentschose one job over another based on an organization’s sustainability practices

Furthermore, research published in the Harvard Business Review indicates thatconsumers’ motivation to purchase from sustainable brands is on the rise Sales ofproducts labeled as sustainable are growing five times faster than those not labeled assuch

By beginning with a clear purpose, organizations can create greater value in

the long run

1.2.2 Assess Market Opportunity

Next, it is essential to understand the competitive landscape of the market

Identify which companies hold market share and what differentiates your

14

competitors’ products Are there any unmet needs within the market that theorganization can capitalize on?

Conducting this research prior to strategic planning is crucial for determininghow the organization can provide unique value to customers and identifyopportunities for further value creation

1.2.3 Create Value for Customers

With a clear understanding of your market and your company's purpose, youneed to identify how your organization offers unique or greater value and strategize

on how to enhance it

On the value spectrum, the value captured by customers is referred to as

"customer satisfaction." This can be increased by enhancing their willingness to pay

or by lowering the product's price If lowering the price is not feasible, considerhow you can enhance the product's value to increase customers' willingness to pay

Some ways to create value for customers include:

- Reducing the product's price

- Improving the physical quality and longevity of the product

- Offering fast, high-quality customer service and a seamless shopping

experience

- Leveraging network effects, when possible, to build a community of users

- Incorporating an environmental or social purpose into your processes,

packaging, and branding

1.2.4 Create Value for Suppliers

In addition to creating value for customers, it is essential to provide value tosuppliers Suppliers can include any company that provides raw materials, labor,

and transportation to assist an organization in producing goods or delivering

services

Supplier surplus, often referred to as supplier happiness, occurs when rawmaterial costs rise or when suppliers’ willingness to sell diminishes The relationshipbetween a company and its suppliers can be contentious, as both parties aim to increase

their profit margins However, there are strategies to create value for both sides

15

Some ways to create value for suppliers include:

- Agreeing to pay more for higher-quality components: While this increasessupplier surplus, it can also enhance customer satisfaction by boosting their

willingness to pay or increase company profits by allowing for price increases

- Collaborating with suppliers to improve efficiency: This approach canenhance supplier surplus by reducing suppliers’ overall labor costs and increasingtheir willingness to sell

1.2.5 Create Value for Employees

Creating value for employees is a crucial component of an effective businessstrategy and can be measured in terms of value Consider employees as “suppliers”

of labor, with the supplier's profit representing employee satisfaction

Employee satisfaction can be enhanced by increasing wages or by reducingthe minimum wage they are willing to accept through other forms of value.Satisfied employees are more likely to deliver better customer experiences, which inturn leads to increased customer satisfaction

Providing value to employees ensures they are motivated to perform at their

best, develop their skills, and remain with the company for the long term

Some examples of ways to create value for your employees include:

- Offering competitive salaries and bonuses

- Providing benefits such as generous paid vacation and sick days, substantial

parental leave, and health care budgets

- Allowing flexibility in terms of location, whether the team is fully remote

or hybrid

- Supporting career development

- Creating a work environment that embraces diversity of experiences,

identities, and ideas

- Fostering a supportive organizational culture

For instance, when you increase salaries for all employees while also

implementing operational changes to streamline processes, employee productivity

can rise to a level that offsets the higher salary costs

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As employee satisfaction improves, they are likely to offer better phone

experiences for customers, which increases customer willingness to pay and directlyimpacts customer satisfaction

1.2.6 Map Strategy to Actionable Tasks and KPIs

As you create value for each of the three groups—employees, suppliers, andcustomers—don’t overlook the fourth party that also needs value: the companyitself By generating value for your employees, suppliers, and customers, you aresimultaneously creating value for the organization

To ensure you are on track to meet your goals, identify your key

performance indicators (KPIs), determine the metrics that drive success, and outline

how you will report results over time Then, break each of the aforementioned valuecreation goals into actionable items For example, what specific steps can be taken

to increase employee pay? Who will be responsible for each task?

Having actionable tasks and clear measures of success will facilitate a

smooth transition from strategy formulation to strategy execution

1.3 Strategic planning models and frameworks

1.3.1 Strategic planning models

There are numerous strategic planning models and frameworks that can beapplied, and while it is often beneficial to combine several, a company cannot (andshould not) utilize them all

A strategic plan serves as an effective tool for achieving business goals.However, it may need to be updated to reflect new business priorities or changingmarket conditions If a company opts to use an existing model, leaders can benefitfrom a pre-built roadmap The selected model can enhance understanding of what

works best within the organization, reveal unknown strengths and weaknesses, or

assist the company in determining how it can outperform its competitors

Some of the fundamental business strategy tools that companies commonlyuse include:

Table 1.1 Some basic business strategy tools

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Number

Name of Strategy

type

Outstanding features Best for

Basic model The basic strategic planning model is

well-suited for defining a company's

vision, mission, business goals, and

values This model facilitates

discussions about specific steps to

take in order to achieve these goals,monitors the process to ensure that

track, andeveryone remains on

addresses problems as they arise

- Small businesses ororganizations

- Companies with little

or no strategic planningexperience

- Organizations with

limited resources

Issue-based

model

Also known as the goals-based planning

model, this approach is essentially an

extension of the basic strategic planningmodel It is more dynamic and is verypopular among companies seeking todevelop a more comprehensive plan

This model is also referred to as thestrategic alignment model (SAM) and is

one of the most widely used strategic

planning models It assists in aligningyour business and IT strategies withyour organization's strategic goals

- Organizations that need

to refine their strategies

- Businesses that want to

identify issues hinderingalignment with thermission

- Companies that wish toreassess objectives oraddress problem areasthat impede growth

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model

The scenario model is effective whencombined with other models, such asbasic or problem-based models Thismodel 1s particularly useful whenexternal factors need to be taken intoaccount, such as governmentregulations, technological changes, ordemographic shifts that could impact

your business

- Organizations seeking

to identify strategicissues and goalsinfluenced by externalfactors

This modelstrategic — planning

emphasizes the learning and

development process rather than the

attainment of a specific goal Since theorganic model prioritizes continuous

improvement, the process is never trulycomplete

- Large organizations that

can afford to take their

time

- Businesses that prefer amore natural, organic

approach to planningcentered around shared

values, communication,and collective reflection

- Companies with a clear

understanding of thervision

Real-time

model

his agile model can assist organizations

in responding to rapid changes in theirwork environment

- Companies that need to

respond quickly to achanging environment

- Businesses seeking new

tools to help them alignwith their organizational

strategy

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This ultimate strategic planning model

is ideal for inspiring and energizingsmall teams as they work towardsorganizational goals It also serves as anexcellent way to introduce or connectemployees to the company's business

following a merger or | - Companies looking for

quick solutions and

1 Conduct a SWOT analysis Assess yourorganization's strengths, weaknesses, opportunities, and

threats through a SWOT analysis to gain a cleareroverview of what the strategic plan should focus on

2 Identify and prioritize key issues and/or goals.Based on the SWOT analysis, determine and prioritizewhat the company's strategic plan should focus on at this

time

3 Develop key corporate strategies that addressthese issues and/or goals Aim to create an overallstrategy that targets the highest priority goal and/or issue

to keep the process as straightforward as possible

4 Update or create mission and vision statements

Ensure that your business statements align with the new

or updated strategy If your company lacks these, this is

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also an opportunity to define your organization's values.

5 Create an action plan These plans will help addressyour organization's goals, resource needs, roles, andresponsibilities

6 Develop annual operating plan documents Thismodel is most effective if the business repeats thestrategic plan implementation process annually, so usethe annual operating plan to document goals, progress,

and opportunities for the next cycle

7 Allocate resources for the first-year work plan.Whether your company requires funding or dedicatedteam members to execute its first strategic plan, now isthe time to allocate all necessary resources

8 Monitor and adjust strategic plans Documentlessons learned in the operational plan so that leaderscan review and enhance it for the next strategic planningphase

1.3.2 Strategic planning models

To formulate a business strategy, companies need to thoroughly evaluate theeffects of both internal and external factors This involves identifying their

strengths, weaknesses, opportunities, and challenges, which aids in developing

targeted and effective strategic plans tailored to their specific conditions Byleveraging their strengths and addressing weaknesses, businesses can establishoptimal strategies

Now, let’s explore some of the most frequently utilized strategicframeworks

- SWOT Analysis Framework:

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One of the most widely used frameworks for strategic planning is the SWOT

analysis This method serves as an excellent initial step for pinpointing areas ofopportunity and risk, helping to craft a strategic plan that fosters growth while

preparing for potential threats SWOT stands for strengths, weaknesses,opportunities, and threats

- OKRs Framework:

A crucial aspect of strategic planning involves setting company goals, andthis is where OKRs come into play OKRs, which stand for objectives and keyresults, form a goal-setting framework that enables organizations to define and

achieve their objectives This approach helps leaders align their teams' efforts with

the overall goals of the organization When team members recognize how theirindividual contributions impact the organization's success, they are generally moremotivated and yield better results

- Balanced Scorecard (BSC) Framework:

The Balanced Scorecard is a well-regarded strategic framework forbusinesses seeking a more comprehensive approach beyond mere financialperformance Created by David Norton and Robert Kaplan in the 1990s, it is

utilized globally to:

+ Communicate objectives

+ Align daily activities with the company’s strategy

+ Prioritize products, services, and projects

+ Monitor progress towards strategic goals

The Balanced Scorecard encompasses four essential business perspectives:

+ Customer or prospect, focusing on value, satisfaction, and retention;

+ Financial, assessing resource utilization and financial performance;

+ Internal processes, evaluating quality and efficiency;

+ Organizational capabilities, considering culture, infrastructure, technology,

and human resources

This framework serves as an effective tool for outlining a company's

mission, vision, and values and for executing its strategic plan

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Porter’s Five Forces Framework:

For real-time strategic planning, Porter's Five Forces framework is a valuabletool Leaders can apply it to identify the competitive advantage of a product orservice prior to market entry Developed by Michael E Porter, this frameworkhighlights five critical forces to monitor:

+ Threat of new entrants: New market entrants increase pricing and cost

pressures.

+ Industry rivalry: A higher number of competitors complicates valuecreation within the market

+ Bargaining power of suppliers: Suppliers gain leverage when alternatives

are scarce or switching costs are high

+ Buyer bargaining power: Buyers have greater influence if similar products

or services are readily available elsewhere

+ Threat of substitute products: Competing against established offerings

requires creating superior products or offering better pricing at equivalent quality

VRIO Framework:

The VRIO framework is another strategic planning instrument aimed atevaluating competitive advantage VRIO stands for value, rarity, inimitability, andorganization This resource-based theory, introduced by Jay Barney, allows leaders

to assess whether their resources can be transformed into a sustainable competitive

edge Resources can be tangible (e.g., cash, tools, inventory) or intangible (e.g.,copyrights, trademarks, culture) The effectiveness of these resources in the markethinges on four criteria:

+ Valuable: Does the resource enhance revenue or reduce costs, thereby

adding value?

+ Rare: Is the resource unique, or can competitors easily replicate it?

+ Inimitable: How unique and complex is the resource?

+ Organization: Are leaders capable of leveraging these resources effectively

to capitalize on their value, rarity, and inimitability?

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Resources must satisfy all these conditions to ensure a lasting competitiveadvantage.

Theory of Constraints (TOC) Framework:

The Theory of Constraints (TOC) is a problem-solving framework that aids

in identifying bottlenecks hindering an organization from achieving its OKRs orKPIs Whether the constraints are related to policies, markets, or resources, TOCenables leaders to address root issues, tackle challenges, and empower teams toinnovate and enhance their operations using available resources

PEST/PESTLE Analysis Framework:

PEST analysis shares similarities with SWOT analysis but focuses on

external factors It is a valuable addition to scenario-based strategic planning,allowing leaders to pinpoint external influences critical to business success PESTstands for political, economic, sociological, and technological factors Depending

on the business model, this framework can be expanded to include legal and

environmental factors (PESTLE), covering:

+ Political: Taxation, trade tariffs, conflicts;

+ Economic: Interest rates, inflation, economic growth, unemployment;

+ Social: Demographics, education, media, health;

+ Technological: Communication, IT, R&D, patents;

+ Legal: Regulatory bodies, environmental laws, consumer protection;

+ Environmental: Climate, geography, environmental compensation

Hoshin Kanri Framework:

Hoshin Kanri is an effective tool for communicating and executing strategicgoals This planning system engages the entire organization in the strategic planning

process The term, originating from Japan, translates to "compass management" and

is also referred to as policy management This top-down approach begins withleadership defining long-term goals, which are then communicated and aligned withevery team member's efforts Regular meetings should be held to monitor progressand adjust timelines, ensuring that all contributions align with the company’soverarching objectives

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1.3.3 Choose a suitable business strategy

Enterprises must select the most effective strategy, as it is impractical to

implement all strategies simultaneously or in an erratic sequence; doing so would

consume excessive time and resources Therefore, a careful choice is necessary toidentify the strategy deemed most advantageous for development, weighing thepotential benefits and drawbacks associated with it

In this thesis, the author will focus on one of the primary approaches tostrategy formulation: the Problem-based model To effectively build a strategyusing this model, the following implementation steps are crucial:

- Step 1: Conduct a SWOT AnalysisEvaluate your organization's strengths, weaknesses, opportunities, andthreats through a SWOT analysis to gain a comprehensive understanding of whatthe strategic plan should emphasize

- Step 2: Identify and Prioritize Key Issues and Goals

Utilizing insights from your SWOT analysis and the OKR framework,pinpoint and prioritize the focal points for your company's strategic plan at this

stage.

- Step 3: Develop Key Business StrategiesFormulate overarching strategies that address the identified high-priority

issues or goals, ensuring the process remains straightforward

- Step 4: Update or Create Mission and Vision StatementsEnsure that your mission and vision statements align with your new orrevised strategy If your company lacks these statements, this is an opportunemoment to define your organizational values

- Step 5: Create an Action PlanDevelop plans that outline how to achieve your organization's goals,detailing resource requirements, roles, and responsibilities

- Step 6: Develop Annual Operational Planning Documents

This model is most effective when the strategic planning process is repeated

annually Use the annual operational plan to document goals, track progress, and

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identify opportunities for the next planning cycle.

- Step 7: Allocate Resources for the First-Year Work PlanNow is the time to distribute all necessary resources, whether funding ordedicated team members, to execute the initial strategic plan

- Step 8: Monitor and Adjust Strategic PlansDocument lessons learned in the operational plan, allowing leaders to reviewand refine strategies for the subsequent planning period

1.3.4 Strategy execution

Strategy implementation is the process of transforming plans into actionable

steps to achieve desired outcomes It essentially embodies the art of execution The

success of any organization hinges on its ability to make informed decisions andcarry out essential processes effectively, efficiently, and consistently But how canleaders ensure that strategy implementation is successful? In his online course,Management Essentials, Harvard Business School Professor David Garvinemphasizes that successful strategy implementation involves “delivering on the plan

or promise.” This means achieving objectives on time, within budget, with highquality, and with minimal variability, even when faced with unforeseen

circumstances

While strategy formulation is a crucial initial step in driving organizationalchange, the implementation phase is vital for a company’s success Without a robustimplementation process, even the most well-conceived plans can fail to materialize

To successfully introduce and implement new strategies within anorganization, the following considerations are essential:

- Set clear goals and identify key variables

The first step in the process is straightforward: identify the goals that the new

strategy aims to achieve Without a clear understanding of the company’sobjectives, it becomes challenging to devise an effective plan for reaching them

A common pitfall when setting goals—whether for personal development,

career advancement, or business growth—is establishing unattainable targets Goalsmust be realistic and achievable Setting overly ambitious goals can lead to feelings

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of overwhelm, discouragement, and burnout among team members.

To prevent inadvertently lowering morale, it’s crucial to review the outcomesand performance of past change initiatives, both successes and failures This

analysis will help determine what is feasible within your available timeframe and

resources, allowing you to define what success looks like

Additionally, it’s important to consider potential obstacles that could impedeyour company’s ability to reach its goals and to develop contingency plans Thebetter prepared you are, the higher your chances of success

- Identify roles, responsibilities and relationships

Once leaders have identified the goals the company is striving to achieve and

the potential obstacles, they should create a roadmap for reaching those goals Thisincludes setting clear expectations across teams and communicating themeffectively to avoid confusion during the implementation process

At this stage, it is beneficial to document all available resources, includingemployees, teams, and departments involved in the initiative Clearly outline theresponsibilities of each resource and establish a communication process thateveryone is expected to follow

Successful implementation of strategic plans relies on strong relationships.Leaders must ensure that everyone understands not only how and how often they

will interact but also who the decision-makers are, who is responsible for specific

tasks, and what actions to take when unforeseen issues arise

- Delegate workOnce you understand what needs to be accomplished for success, the nextstep is to determine who will be responsible for each task and when those tasks

should be completed Refer to the original timeline and list of goals to assign

responsibilities to the appropriate team members

Leaders should communicate the overarching vision to each team, ensuringthat everyone understands the company’s goals and their specific roles within thatframework Additionally, set clear deadlines to prevent overwhelming individuals

To facilitate goal achievement and enable both small teams and the organization as

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a whole to fulfill their mission, it’s important to avoid micromanagement.

- Implement the Plan, Track Progress and Performance, and Provide

Ongoing Support

Effective planning is essential One of the most challenging skills a manager

must develop is the ability to guide and support employees effectively While aleader’s primary focus may often be on assigning tasks, it is crucial to remainaccessible for answering questions and addressing any challenges or barriersemployees may face

Regularly checking in on the progress of teams and departments and actively

listening to their feedback is vital

A practical strategy for tracking progress is to implement daily, weekly, andmonthly status reports and check-ins This approach allows for updates, adjustments

to due dates and milestones, and ensures that all teams remain aligned with theoverall objectives

- Take corrective action (Adjust or modify if necessary)Implementation is an iterative process, meaning that the work doesn’tconclude once leaders believe the company has achieved its goals Processes mayevolve along the way, and unforeseen challenges can arise At times, the originalgoals may need to be adjusted as the project’s nature changes.

It is crucial for leaders to remain attentive, flexible, and open to modifying plans

as they monitor the implementation process, rather than rigidly adhering to the initial

goals

Leaders should periodically ask themselves and their teams: Do we need tomake adjustments? If so, how? Do we need to restart? The answers to these

questions can be invaluable in ensuring successful implementation

- End the project and agree on outputsIt’s essential for everyone on the team to have a shared understanding ofwhat the final product should look like, based on the goals established at the outset.Once your strategy is successfully implemented, check in with each team memberand department to ensure they have the resources they need to complete their tasks

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and feel a sense of accomplishment in their work.

Conduct a retrospective or review of the implementation process to evaluateits effectiveness Consider asking the following questions:

+ Did the company achieve its goals?

+ If not, why? What steps need to be taken to reach those goals?

+ What obstacles or challenges were encountered during the project

implementation? How can the company prevent these challenges in the future?

+ What overall lessons can the company learn from this experience?

While failure is never the desired outcome, unsuccessful or flawed strategy

implementations can offer valuable learning opportunities for an organization,

provided there is time to analyze what went wrong and why

1.4 Overview and properties of the Family Doctor model (household healthmanagement)

Role of a Family Doctor

A family doctor is a specialist in family medicine, trained to deliver primarymedical examinations and treatments They are responsible for providing initial andongoing care for both sick and healthy individuals, adhering to specific principles

Family doctors operate at the primary medical level and, alongside other

members of the primary care team, work to enhance access, comprehensiveness,

and continuity of healthcare services They function collaboratively while alsotaking personal responsibility for offering medical examinations, treatments, anddisease prevention services to individuals, families, and communities Additionally,they coordinate primary healthcare services to promote the quality and efficiency ofcollective care

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Operating Principles of Family DoctorsThe principles guiding family doctors include:

- Continuous, comprehensive, and coordinated care

- Community and family-based approaches

- Preventive care

- Evidence-based practices

- AccessibilityKey Responsibilities of Family DoctorsProvide integrated, continuous, and comprehensive care for individuals,

families, and communities, fostering trusting and long-term relationships with

patients through quality care

Consult on and promote healthy lifestyles, working to eliminate disease riskbehaviors and enhance the capacity of individuals and groups to protect andimprove their health

Build trust within the community, address its health needs, and advise on anddesign community health initiatives

Operating ConditionsThe operational conditions for family doctor clinics are outlined in Decree109/2016/ND-CP, dated July 1, 2016, which regulates the issuance of practice

certificates for practitioners and the licensing of medical examination and treatment

facilities

1.4.2 Attributes of family doctor:

General Awareness: Family doctors are knowledgeable about emergingmedical issues within the communities they serve

Continuity of Care: They ensure seamless care throughout the entireprocess—from initial examination and treatment to referrals for specialized care andfollow-up after discharge

Comprehensive Care: Family doctors focus not just on individual diseasesbut also consider the overall health of the entire body

Coordination of Services: They coordinate necessary specialty services for

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patients to ensure holistic treatment.

Collaboration: Family doctors work alongside other members of the

primary care team to deliver integrated healthcare

Family Orientation: Their diagnosis and treatment approaches take intoaccount family dynamics and factors

Community Orientation: They also consider community factors in theirdiagnosis and therapeutic strategies

CHAPTER 2 OVERVIEW OF QUANG NINH PROVINCE DISEASE

CONTROL CENTER2.1 Overview of Quang Ninh Center for Disease Control

2.1.1 History of the formation of the Quang Ninh Center for Disease Control History begin:

Name: QUANG NINH PROVINCE DISEASE CONTROL CENTER

Head office: Hai Phuc Street, Hong Hai Ward, City Ha Long, Quang NinhProvince