Setup strategic development for petro VietNam urban development joint stock company period 2011- 2015 and vision to 2025

2011 GLOBAL ADVANCED MBA PROGRAM (GaMBA01.C0210) Group No.: CAPSTONE PROJECT REPORT SETUP STRATEGIC DEVELOPMENT FOR PETROVIETNAM URBAN DEVELOPMENT JOINT STOCK COMPANY PERIOD 2011- 2015 AND VISION TO 2025 Group No.: Student’s name: Nguyễn Thị Ngọc Chân Nguyễn Quang Tuyển Nguyễn Quốc Hưng Vũ Đức Quang Đỗ Thanh Minh CLASS: GaMBA01.C0210 Ho Chi Minh City, 2011 GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM -o0o - CAPSTONE PROJECT REPORT SETUP STRATEGIC DEVELOPMENT FOR PETROVIETNAM URBAN DEVELOPMENT JOINT STOCK COMPANY PERIOD 2011- 2015 AND VISION TO 2025 Group Student’s name: Nguyễn Thị Ngọc Chân Nguyễn Quang Tuyển Nguyễn Quốc Hưng Vũ Đức Quang Đỗ Thanh Minh - 2011- LIST OF FIGURES AND DIAGRAMS - Figure 1: Set up business strategy framework - Figure 1.1: Comprehensive strategic management by Fred R David 11 - Figure 1.2: Five forces model by Michael Porter 15 - Figure 2.1: Organization chart of PVC - Mekong 24 - Figure 2.2: GDP index of Mekong Delta region 28 - Figure 2.3: GDP index of Can Tho city 29 - Figure 2.4: Economic structure of Can Tho 29 - Figure 2.5: Population and labor chart of Can Tho 31 - Figure 2.6: PetroVietnam’s portfolio in Mekong delta region 35 - Figure 3.1: Re-Organization chart of PVC-Mekong 63 -2- LIST OF TABLES Table 2.1: Business result of PVC-Mekong in 2008-2010 period 25 Table 2.2: Total revenue of PVC-Mekong 2009-2010 26 Table 2.3: GDP Index of Can Tho city 28 Table 2.4: Population and labor data of Can tho in 2008-2010 period 30 Table 2-5: GDP growth by sector in 2004-2009 period 33 Table 2.6: PVN portfolio in Mekong delta region 34 Table 2.7: Balance sheet of PVC-Mekong (2009 and 2010) 40 Table 2.8: Business result of PVC-Mekong (2009 and 2010) 40 Table 2.9: Business Index analysis of PVC-Mekong (2009 and 2010) 41 Table 2.10: PVC-Mekong External Factors Evaluation (EFE) 43 Table 2.11: PVC-Mekong Internal Factors Evaluation (IFE) 45 Table 2.12: Competitive Profile Matrix of PVC-Mekong 47 Table 2.13: SWOT Matrix of PVC-Mekong 48 Table 2.14: Quantitative Strategic Planning Matrix (QSPM) 50 -3- TABLE OF CONTENT INTRODUCTION .7 The need for thesis research Research objective .8 Objects and scope of the study Methodology Structure of the study CHAPTER 10 1.1 The concept of strategy and strategy management 10 1.1.1 The concept of strategy 10 1.1.2 The concept of strategy management 10 1.1.3 The role of Strategy management 11 1.2 Classification of business strategies 12 1.2.1 Corporation-level strategy .12 1.2.2 Strategic Business Unit (SBU) 12 1.2.3 Function-level strategy 13 1.3 Strategic management process .13 1.3.1 External evironment analysis 13 1.3.2 Macro environment 13 1.3.3 Analysis of industry environment (micro-environment) 15 1.4 Internal environment analysis 16 1.4.1 Human resources .17 1.4.2 Finance 17 1.4.3 Management Activities 17 1.5 Strategy tools 17 1.5.1 External Factor Evaluation (EFE) 18 1.5.2 Internal Factor Evaluation (IFE) 18 1.5.3 Competitive profile matrix (CPM) 18 1.5.4 SWOT matrix 19 -4- 1.5.5 Internal/External matrix (IE) 19 1.5.6 Quantitative Strategic Planning Matrix (QSPM) 20 CHAPTER 21 2.1 General information of PVC-Mekong 21 2.1.1 Company introduction .21 2.1.2 The PVC-Mekong organization structure 23 2.1.3 Operation Markets and the key partners of the Company 24 2.1.4 Business results of PVC-Mekong in three years (2008-2010) .25 2.2 Analysis of environmental factors affecting to the operations of the Company .27 2.2.1 Macro Environment: 27 2.2.2 Micro Environment 36 2.3 Analysis of internal environment 39 2.3.1 Financial capability 39 2.3.2 Human Resource Management 41 2.3.3 Marketing 41 2.3.4 Product Quality .42 2.3.5 Leadership and management of the executive 42 2.3.6 External environmental evaluation matrix (EFE) 42 2.3.7 Internal environmental evaluation matrix (IFE) .45 2.3.8 Competitive Profile matrix of PVC-Mekong 47 2.3.9 SWOT Matrix 48 2.3.10 QSPM Matrix .49 2.4 Determine the need to develop strategies for PVC-Mekong .50 CHAPTER 53 3.1 Set up business strategy for PVC-Mekong 54 3.1.1 Development and investment strategy .55 3.1.2 Marketing and brand development strategy 56 3.1.3 Enterprise restructuring strategy 56 3.2 Implementing solutions 58 -5- 3.2.1 Developing investment solutions .58 3.2.2 Marketing and brand development solutions 58 3.2.3 Business restructuring solutions 60 -6- INTRODUCTION The need for thesis research In the competitive situation taking place in all areas of business, if a company would like to survive and develope in the marketplace, the most important and necessary is to identify and orient business objectives, consistent with the frequent changes and suddenly the business environment to ensure sustainable development for business Besides, Vietnam joined the World Trade Organization (WTO) and the trend of globalization today, businesses are facing great opportunities to build and develop a new level, while also facing the challenges and potential risks To survive and develop, businesses need to build their own orientations, appropriate business strategy based on research, analysis of the external business environment, its internal environment to be able to leverage opportunities and minimize the risk from the business environment, as well as promoting the strengths and minimize the weaknesses of the business Construction is a specific business, requiring special conditions such as strong financial resources, ability to raise capital, good relationships with agencies and specialized management function, the direction as well as long-term vision of leaders Construction activities also have a potential risk, but comes with big risks is very attractive profit has attracted so many companies participate The economy structure of Mekong Delta region in general and Can Tho city in particular is changing towards increasing industrial and construction In particular, the projected growth rate of the construction industry in 2011 will be getting 16.4% (period 19972001 is 14.79%) In addition, forecasts of population growth of the Mekong Delta during this period has increased about 22.1 million people with GDP expected to 7,755,000 VND /person/year Since it can be seen the demand for housing, office buildings, shopping centers, hotels, industrial parks, infrastructure for subsistence needs and work of man will certainly increase in general and the Mekong Delta -7- region I general and Can Tho in particular, this is also the opportunity and challenge of each enterprises in construction industry, including PVC-Mekong company Reference from the practical situation, to set up the business strategy for every construction business is very essential, it helps the business has right way to develop, clear business objectives, to direct every agencies and individuals to general objectives of the business, avoiding sectional status, disperse the resources that could be weakening the business Today's business environment is rapidly changing, globally competitive businesses always require active and creative to adapt to such changes That's the reason why group No selected the subject “Set up the developing strategies for PVC-Mekong Company in 2011-2015 and orientation to 2025” Research objective To systemize basis theoretical of the strategic for premise and analysis all of factors affecting the company's operations, and set up strategy To assess the status of business operating of company, thereby determining the results achieved as well as shortcomings in production and business activities of company (from 2008 to 2010) which combined with the direction and objectives of the business strategy to develop production and business activities of company in the period 2011-2015 with a vision to 2025 Objects and scope of the study Object of the study is PetroVietnam Urban Development Joint Stock Company (PVC-Mekong) that is a company has multi business lines in which the main field of activity is the civil and industrial construction Operating areas of the company is mainly in Can Tho city and the neighboring provinces in the Mekong Delta region The range of research topics mainly focus on analyzing and evaluating business environment of the PVC-Mekong in the period since its establishment in 2008 up to -8- now from which to build development strategies of the PVC-Mekong in 2011-2015 period and vision to 2025 Environmental analysis Set up Objectives Propose solutions Figure 1: Set up business strategy framework On analysis the PVC-Mekong business environment we focused on analyzing the factors: economic, industry and internal environmential of the company On defined goals based on the previous period, current capacity and direction in the coming years, then offers solutions and suggestions on development investment, human resources, financial and production Methodology - Desk research method: the information is collected from books, lectures, specialized reports, newspapers, magazines, statistics, information from the website - Sources of internal information is the balance sheet, statement production and business activities, the annual financial reports from 2008 to 2010 - The thesis also uses meta-analysis method, comparative method, methods experts to analyze the production and business operations of the company Structure of the study Introduction Chapter 1: Literature review Chapter 2: Analyzing the business environment of PVC-Mekong Chapter 3: Set up strategic business for PVC-Mekong Conclusions and recommendations -9- CHAPTER BUILDING BUSINESS STRATEGIES FOR PVC-MEKONG IN 20112015 PERIOD AND ORIANTATION TO THE YEAR 2025 A small business grow into a big business is never easy, so the challenge for leaders is to develop the strategy of how to create sustainable ladder, help businesses take steps carefully and growth Regarding capital structure, human resource apparatus PVC-Mekong is not a small business, but formerly a design consultant units provincial scale, be received the support to development from PVN in capital have created favorable conditions for companies to grow in size and expanding areas of activity but these developments are at high risk for the organization and orientation business development, specifically: - With the dynamic and efforts in recent years PVC-Mekong are highly valued in the selection of the work involved to implement the ancillary construction items for some thermal power plants which invested by PetroVietnam (PVN) and some high-rises building as EPC contractor; while the strength field of the PVC-Mekong is construction design consultancy, human resource of PVC-Mekong does not have much experience in construction work, especially large-scale projects, highly complex To solve this problem, PVCMekong leaders trying to find partners with experience to combine the implementation of large-scale works This solution helps PVC-Mekong handle urgent immediate but long-term solution is likely to cause great hazards on business operations of the business, such as profit sharing, difficult to control quality of the partnership, inconsistent in implementation, the human turnover (move to partner’s team) and especially the risk of sharing the company's market share, especially the Companies are member of PVN; - The design consultancy which is the strength of the company before, now only in charge of providing support for the construction and installation in -53- the preparation of construction design documents for a number of small the company was appointed by the general contractor, completed construction drawings and settlement construction the design work is not focused as before, but just focus on the work support to complete the construction tasks to ensure progress with the PVC and PVN Creativity and competitiveness of the design consultancy product compared with rivals operating in the same field more gradually eroded, market design consultants of the Company is focused in industry - The field of the remaining activities of the company is manufacturing and trading of construction materials, real estate and finance investment is not developing in recent years Specifically, the manufacturing sector of construction materials mainly supplied to the needs of the project which PVC-Mekong play as main contractor, the construction material products of PVC-Mekong produced is just as-placed concrete, if compared with the company as Phan Vu, Le Phan, Vinaconex it difficult to compete when carrying out operations in outside markets In recent years PVC-Mekong is just assigned the task of managing employee housing Ca Mau GasElectricty-Fertilizer, and Bac Lieu Commercial complex Center after completion of construction Specifically, in 2010, 2011 real estate market and financial have faced many difficulties, funds for these activities fully tightened, adding that the direction of the Group requested the unit focused the development of key sectors of the member units, not state funds to expand distribution into areas where there is no strong unit made two field operations of the company have problems difficult and hard to develop 3.1 Set up business strategy for PVC-Mekong By analyzing and evaluating the current status of PVC-Mekong business environment, we have identified the opportunities, risks, strengths and weaknesses of the company Combined with the development orientations and objectives of the -54- PVC-Mekong in the future from which to build the basic strategy was developed for PVC-Mekong from 2011 - 2015 and orientation to 2025 following 3.1.1 Development and investment strategy With the capacity has been confirmed through each project, PVC-Mekong boldly transform from Contractors to Investors of projects in construction and installation works, urban development projects, oil and gas project PVC-Mekong also has qualified and experienced experts with strong financial capability and lastest equipment, could be active in the role as project owner The developing investment strategy of PVC-Mekong investment in next time following two main directions, namely: - Investment and development in depth: base on the major operation fields as the construction and installation, consulting design, manufacture and sales of building materials PVC-Mekong will continue to focus investment to maintain growth and stability and improve product quality; qualifications of the management team, construction workers to continue develop the company foothold - Horizonal investment and devvelopment: in next time PVC-Mekong should focus to diversified business field, with the purpose maximum response to market demand In focusing on industries related to the areas where the company is strong, can support and set up closed business processes with the goal to enhance competitive advantage in the market Specifically, PVCMekong will focus on developing the property projects, with strength in the field of design consultancy, construction and construction materials that the company will take the competitive advantages of cost, schedule and offer payment terms, quality products as well as the unique products of their property -55- 3.1.2 Marketing and brand development strategy PVC-Mekong established and operation in nearly three years, this is short time to form and build the brand in customer, so the task to establist and develop company brand value is very important for the business development in the future Recognizing the need to develop the company brand on the market from the beginning, the company leaders have developed strategy to promote its brand by establishing the website, organizing the promotional program and sponsoring social activities gradually attracted the attention of people and partners However, the last operation was not enough and PVC-Mekong should make attention on the development of its brand in the direction as following: - Establishing PVC-Mekong position on construction market by ensuring high quality products which performed by the company Ensure the schedule in construction and handover of products to customers and partners in time - Regularly interface improvements and update information on company's website This work will be undertaken by the marketing department, information and articles to update the information of projects and events implemented by the company, reflecting the growing development - To develop relationships with media agencies to recommend company brand to public and timely respond customer feedback 3.1.3 Enterprise restructuring strategy The PVC-Mekong organizational model in recent years has their positive development, but also reveal weaknesses not consistent with the trend of development of the economy, especially the development of PVC, namely: - Change capital structure: to increase chapter capital from VND 50 billion to VND 500 billion; - Organization structure rapid development: human resources increased from 70 employees in the early stages, to over 500; -56- - Expanding business market: in initial period PVC - Mekong mainly operates in Ca Mau and a part in Soc Trang, and now PVC-Mekong has moved head office to Can Tho and expanded business activities to almost provinces in Mekong delta region - Industrial diversification: PVC-Mekong initially only work on two main areas are design consultants and construction and installation, has now expanded into the field of manufacturing and trading of building materials and orientation to develop and investment real estate project Therefore, in development strategies PVC-Mekong want to be stronger develop in the future so it is necessary to implement business restructuring, boldly changing the old structure which limits the business growth Business restructurring processes is examined and re-evaluate the current structure and propose solutions for the structural model to create a new "state" is better for businesses to implement the goals set in changing conditions and circumstances The overall goal of restructuring is to achieve a "better condition" for business to operate efficiently on the base for the mission, vision, strategic direction of the business The key steps of business restructuring: - Structural operations adjustment: restructuring the strategic objectives, business lines, operation areas, etc - To adjust the organizational structure: functional re-assignment, duties and powers of the department, the management level, the title - To adjust institutional structure: adjusting policies through review and change the rationalization of the work processes to the rules and regulations; - To restructure the resources: adjust investment structure to create the resources and the reallocation of resources -57- 3.2 Implementing solutions 3.2.1 Developing investment solutions Based on existing strengths, PVC-Mekong need to: - To maintain and promote the brand value of Mekong PVC in building and design consultancy In particular, gradually increase the scale and complexity in the construction of buildings such as from construction of the housing, low-rise buildings construction to higher technical requirements building, and greater value of investment - To gradually increase the scope of work performed by PVC-Mekong, gradually reduce the volume of the works implemented by sub-contractors to reduce costs, increase competitiveness for the company - Keep the market in the oil and gas industry, thereby expanding their operations to external markets with the aim of maximizing profits and diversify products - Consider choosing a strategic partner, to research the market to have a reasonable business strategy as a basis for making investment real estate projects with high efficiency in the potential field, but also high risk business like real estate 3.2.2 Marketing and brand development solutions - Need a Marketing department and sales department in charge of the organizational structure to implement and coordinate the activities of marketing and sales - Need a good distribution network to ensure the availability of goods on the market The goal of advertising is to market to know, accept, remember and love their brands Therefore, choosing appropriate communication strategy is crucial -58- Depending on the nature of the product, target market and financial capabilities, businesses can apply individually or in aggregate a number of methods to promote the following: - Media advertising: television, radio, newspapers, magazines, etc advantage of these facilities is strongly affect to customer However, it requires longterm investment, high cost, frequency - Direct advertising reponse: using mail, telephone, email, brochures, web and internet tools, etc This type is particularly effective in economic angle, information is transmitted directly to target customers - Place advertising: banners, posters, local, billboard, transport (bus, truck ), electronic light table, everyday items (umbrellas, chairs, hat, shirt, pants ) - Point of selling advertising: sellers in commercial centers and supermarkets, take advantage of the aisles, shelves, arranged television, home video or media in the store to impact directly to the buyer - Trade Promotion, including the explosive thrust (push-marketing) to encourage the enthusiastic intermediate distribution of consumer products companies Other forms of extraction khauban coordinate advertising agents, encouraging display, the sales award, the organization launched the product - Event marketing and sponsorship exploring the cultural events, art, music, sports, social, etc popularing brands as direct participants or sponsors for participants This form is particularly important and effective at significantly influenced by public contributions to the community and the emotions of viewers will facilitate the acceptance of the brand - Public relation: establish and exploit relationships with loal civil society, media, public administration, finance, etc to facilitate the popular brand - Personal selling: use sales-force offers better skilled, highly professional, master the psychological understanding of the nature of the product to direct -59- the introduction and convince customer for goods Pictures of brands and businesses dependent on this sales team Marketing department should coordinate with the development team to research projects tastes and needs of customers to make products suitable property Currently studying the real estate market is made by several foreign companies have long experience in this field such as CB Richard Ellis (CBRE), Chesterton Petty, CliftonConey, etc In recent years, the market research problem is not nearly as Vietnam is on the fast-growing demand for real estate increased rapidly but the supply can not meet So the real estate product made to where it sold out, customers have no other choice, though some still can not meet all their needs But in the future, then in 2010 when the property market was relatively stable, the market research, customer is very important There are studies about the needs of customers creates a huge advantage for parts as designed, managed to make products that fit the needs of customers Avoid the following when designing, building and then have to adjust, add, that this work takes a lot of time and cost On the other hand to meet customer needs will create product value, brand value PVC-Mekong helping companies increase their profits The customer care and after-sales service for customers using the product properties of PVC-Mekong need to be focused Making cards to monitor, gather sufficient information about customers, quarterly, monthly organizational satisfaction survey of customers for products and services provided by the company Timely resolution of complaints and inquiries from customers, satisfy customer needs Doing this work is to enhance the value of PVC-Mekong 3.2.3 Business restructuring solutions To complete the organizational structure of PVC-Mekong through apply quality management system ISO 9001 in the company Raising more effective management based on decentralization in management; create conditions for staffs to fully develop their abilities Because the characteristics of the construction industry is the -60- implementation of procedures and work in long time and through many different stages, so companies need to build the movement, creativity, innovation shortens implementation time jobs but still ensure procedures, quality To enhance the active area as well as the associated support work between departments, divisions Establishing Human resource devision belong to the administration department in charge of human resources management and carry out recruitment, development, training to meet the needs of the PVC-Mekong To establish marketing department is directly managed from the Director Board in charge Marketing functions and transfer the business function to Business and Investment Department This is a very practical solution and should proceed immediately Establish real estate companies to operate independently with PVC-Mekong In the immediate future of real estate management companies will manage the property by the PVC-Mekong as an investor With the advantage of human resources available as well as output, the establishment of corporate real estate management is essential for the development of PVC-Mekong, which helps companies reduce costs, increase profits, as well as opening up a new business areas that were previously managed the property with foreign companies dominate completely In the long run when the company was growing, it will expand operations to implement other projects Restructuring of functional departments: - To improve functions and delegate powers for the department and for each work position clearly, establish a quality management system standard (ISO) in the company - Always open professional training courses for staff to help their career development Forms of training through classroom, group discussion among employees and to exchange experiences with each other Career development -61- for officers and employees designated as the Company's strategy to help their career progression - Hiring consultants implement internal survey to understand employee satisfaction for the company Care for the welfare and interest in the lives of officers and employees - Signing of contract labor, social insurance, health insurance and accident insurance for all labor - Distribution of a number of shares with preferential prices than preferred shares to employees when the company stock is a way of retaining talent for the company - Develop a specific cultural environment of the company, to create unity in the company, whether the company is the 2nd house to everyone - To create engagement, loyalty of staff for the company, all officers and employees are aware of the mission and goals of the company in the future and work together to complete the task - To ensure comfortable working environment, justice and opportunity for all employees can be promoted This is not only the driving force to motivate people eager to work, but also increase revenue for everyone The recruitment of personnel into new positions will be publicized throughout the company and give priority to encourage people to audition for the position that if you find yourself qualified to complete the task -62- Board of Director Supervisory Board Director Vice Directors Admin Dept Financial Dept Planning Dept Invest&Business Dept Construction Firm Engineering consultant Firm Construction Team Technical Dept Housing Firm Preschool Projet management Board Figure 3.1: Re-Orgainzation chart of PVC-Mekong Human resource solutions: Any organization or a company, human resource is a key factor determining the existence of organizations or companies Currently, strategic human resource development of PVC-Mekong proved weak, the training is not consistent with work requirements to meet the competitive environment today, when companies implement human resources development strategies, to reach the outside market sector that the current human resources is unable to meet the requirement From the urgent need to implement the above strategy of human resources in the following steps: - Forecast demand for human resources for the annual development plan of the company including the number, qualifications, age appropriate for the job - Re-set the salary and bonus to match the titles and positions assumed (because of environmental characteristics of construction and installation work very hard) - Develop professional training plan for development, required and the reward for reaching high academic achievement for the Company's employees participate in a specialized English class and communication skill To assign -63- staff participating professional study tours, and management practices of the units in the field - Establishing the relationship with reputation universities such as: University of Architecture, Polytechnic University, University of Economics, vocational secondary schools, etc for training and update knowledge for employees is very important The orientation to development the remaining production and business fields of PVC-Mekong In addition to development goals become leading contractors for construction and installation of civil and industrial in Mekong Delta area and orient will expand business activities to become a real estate developer in the future PVC-Mekong no ambition to develop the remain business sectors towards the key units to be able to compete against the professional company to gain market share in each specific area; but wish to operate the remaining areas of the PVC-Mekong as construction consulting, investment consulting, manufacturing material business and financial services will be gradually improved and become the main link in a closed process development and optimization of quality and costs with the goal of creating competitive advantages for construction product and real estate products in the future, namely: - For consultancy field (including construction design consultants and construction consultants): in consulting field, the key factor for the development is human resources, PVC-Mekong with the advantages of themselves as the stability works, well environmental conditions, high salary and allowances will attract qualified and experience experts, skilled workers work for PVC-Mekong to carry out design consultancy and management costs for projects which PVC-Mekong play as EPC contracto and to act as investment advisor, project management for real estate projects that the company plans for future development -64- - For the field of manufacturing and trading of construction materials: this field currently is not a strength of PVC-Mekong, only manufacturing and trading of certain raw products to meet the construction needs of the foundation works, however with the financial strength PVC-Mekong has strongly invested in modern equipment for production, laboratory equipment for research and in the future can produce some new products and materials, the mass-produced fabricating components to meet the stages of construction from the construction of crude to the finishing processes, to help PVCMekong control the quality of product and material can reduce construction costs and increase business efficiency for the company - For the field of financial activities: in addition to process and complete the investment procedures as regulated, the prerequisite for the investment decisions of the project is to solve capital issues of projects to be uninterrupted, prolonged from lack of capital, reduce the efficiency and loss opportunities to exploit the project For PVC-Mekong financial sector is still a new field, but with earliest orientation to develop human resource in charge of financial investment consultancy to performance capital arrangement for projects which invested by the PVC-Mekong in the future is a very necessary strategy that PVC-Mekong have to drastic implementing in the near future to create a competitive advantages, gradually asserted company brand and quality for major products which provided by PVC-Mekong CONCLUSION Business strategy defines the development objectives in the long-term basis of a business, and choosing how to proceed as well as processes for making and allocation of limited resources of the business industry to implement these goals To develop business strategies for Corporation Petroleum Urban Development (PVC-Mekong), the thesis has performed the analysis and evaluation in a specific business environment, the situation of production and business activities of -65- companies in recent times With a goal to become Vietnam's leading enterprises, a pioneer in the field of construction, 2011-2015, and vision to 2025, was identified as an important phase transformation to sustainable development PVC-Mekong Through the SWOT analysis matrix, thesis developed a growth strategy and measures to implement the strategy Specifically:  Investment and development strategy;  Marketing strategy;  Business restructuring strategy; As the business environment changing construction industry and cyclical, all the strategies and measures to implement the strategy should be selected in accordance with the actual situation of the PVC-Mekong at that time Thesis on "Building strategic development of PVC-Mekong period 2011 - 2015 with a vision to 2025 is an objective reality and essential, contribution to the Board PVC-Mekong is a great way to see able, inclusive, with the right mindset in the development and selection of appropriate business strategies As well as offering solutions to implement strategies that enhance the competitiveness of PVC-Mekong, branding, the company developed a growing, is the first company to Vietnam leader in real estate business -66- REFERENCES Strategic management lecture of Griggs; Strategy and business strategy, Hochiminh publisher,1998; Strategic Management Concepts Cases, FRED R.DAVID, 1995; Competitive strategy, MICHAEL E.PORTER, 1996; Competitive advantage, MICHAEL E.PORTER 2008; Marketing strategy, ROBERT DURO BJORN SANDSTROM; STRATERGIC MANAGEMENT Peter WRIGHT, MARK J.KROLL, JOHN PARNELL 1998; The report of business result in 2010 and the orientation for business target in 2011 of PVC-Mekong; Business report of PVC-Mekong, 2008-2010; 10 Financial report of PVC-Mekong, 2008-2010; 11 PetroVietnam relative documents 12 PetroVietnam Contruction Corporation relative documents 13 Website of PetroVietnam, PVC, PVC-Mekong; 14 CanTho website; 15 National general statistic website -67- ... Investment Joint Stock Company (PETROLAND) 25 PetroVietnam Construction Land Joint Stock Company (PVC LAND) 26 Petroleum Internal and External Equipment Joint Stock Company (PVCMetal) 27 Petroleum... Construction Joint Stock Company (PVC-HN) Petroleum Machine Executing Joint Stock Company (PVC-ME) MienTrung Petroleum Construction Joint Stock Company (PVC-MT) PVFC Land Joint Stock Company (PVFC LAND)... ADMINISTRATION PROGRAM -o0o - CAPSTONE PROJECT REPORT SETUP STRATEGIC DEVELOPMENT FOR PETROVIETNAM URBAN DEVELOPMENT JOINT STOCK COMPANY PERIOD 2011- 2015 AND VISION TO 2025 Group Student’s name: Nguyễn