Building business strategy at company level for Ha Noi-Dien Bien natural resource and minerals company limited, period 2010 - 2015

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_ GRIGG CG Global Advanced

UNIVERSITY

CAPSTONE PROJECT REPORT

BUILDING BUSINESS STRATEGY AT

COMPANY LEVEL FOR

HANOI-DIEN BIEN NATURAL RESOURCE AND MINERALS COMPANY LIMITED,

PERIOD 2010 — 2015

GROUP 6: Do Thi Thuy

Nguyen Gia Long Phan Thi Loan

Doan Hung Truong

Class: GaMBA 01.M05

HA NOI 2010

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Griccd UNIVERSITY GaMBA01.M05

INDEX

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2.4.3 Analysis Oƒ SHDDÏI€F DF€SSHF Ăn Hành Hành 21

2.4.4 Analysis oƒneW pFOđiUCI DF€SSF S121 E* 2h nh He 21

Chapter II: Analysis of the current status of the enterprIse . : - DS L Company pr poll Oicsssscicccscacasssnmscsescsernesmernsemennsieonvscennnesasnscereenaseenmenncavenenns 23 II Function, obligation and strategic target .cssccsssscssscesssessteeessceseeseesnsens 23 PIN ¡ui10i 000109 T777 23 2.2 Strat€gIc Ta Ác HH TH TH TH TH TH TH TH HT TH 00 g1 Hit 23 III Analysis of internal eViFOIN€HI( c5 <5 55Ă <2 S95SE5555855885888588996 24 3.1 Analysis according to resources {cane on ABR A A RN RK OTRAS ERRNO 24 3.1.1 Organization sirwotare of Ne COMPGIP cess ves neces exxecanmanecenes Sr E4 snssgnyersee 24 K12 24/.1 , n ốố.ố ằ Ắ 26

3.2 Technical and technological material base of the company . - 29

3.3 Analyze company’s Tinaneial COMATON sass isi cas sssarcannn sow snaanns axreercmrncsmenonacnnnnunearern 30 3.4 Analysis of the manufacturing capacity ofthe enterprIse - 33

3.5 Analyze the Marketing aCtIVIẨI€S - «5 Ă S1 SH HT HH ng giờ 34

IV Analysis of compDefÏfÏV€T€SS G9 1 588836883884486950894084008896 35 V, Analysis of environmenf maCFTOSCODIC _ .-cc<<55<<<5<<<<<<<ses<sssssesssse #7 5.1 Analysis of Legal and Political [ÃGOfS: sssussnsezearensinasrdrnnotiantiVossaptesrsgersetavrel 38 5.2 Analysis of the economic ENVIFONMENL cesses eeseeseeeeeeeeeeseseeeseteeeeseeeaes 39 5.2.1 (02/000 1 , a ố e ao Sil c 7m me con omaesinncns vor neaoumnesins samen sie vas tennant nik Cs Wi a a 39

slic — TPES 7 Vi RAR URC as Ua URBAN OH We Naw RTNRRSUREOSESER 40

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6.2.2 Estimation oƒ markef deqHd 11k nhàng 46

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Griccd UNIVERSITY

6.3 Analysis of the environimenf S€CfOT - «+ + + E92 2E vn ni 48

6.3.1 Analysis Oƒ pOfeHfidÌ ODOH€HÍS .- St nh hy rệt 48

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6 3.2.IBackan Mineral Joint Stock Corporation (BAMCORP) 49

2:2 0.2 004,086 ố ố.ố e 49 6.3.2.3Thanh Hoa SD Xuan Minh Joint Stock COMDQHJ 5 55+ 55s <+s*5+ 50 6.3.2.4Bac Kan — Nikko Mineral Joint V€HUF€_ «5c SS + s*ccssS2 50 6.3.3 Analysis Of CUSTOMIEY PFESSUPE «2 cmnrooenen coennen covntninnsnnenbh kine ntbSihsii sai 443 Soa WANES 53 l Quế 3Í [TSÏS tỊĨ GWTIEIBF DWGNENHE w và nuases sa ED từ D683 Ue ORR eNO Me On NRE 53

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Chapter III: Designing strategies and solutions for the implementation of the SUPALE DIES eenemensinemernn itd imerwen nthe enti 6 c6 38080 8 15-45 a Abi 58 208L 10G:8)80.18015420 51/0 HE520S5N 57 I Formmlsiint siFSÍGĐÏGSooeoeseaenesennkbnnodieinnsndoaaksesssssslsf5x0545550105580990010905 57 II Consideration of strategic target for the period from 2010 to 2014 60 TI Major factors in the selected strategy .cscssccssssesssesssssseeeereesssceseeeeesees 60

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3.3 Strategy to develop Its human r€SOUFC€ 5+5 Series 61

3.4 Marketing Straf€ØY HH TH TH HT TH TH TH 0 kg 61

IV.Investment plan and inplemenfafion DFOC€SS .- - -<5=<<5s=<<sssssssssse 61 4.1 Actions to be taken for solution implemenfatiOï - 5< <sc<+sceseeezzee 62 4.2 Person In chare of solution ImplemenfatIOH .- - 55+ + +<£+<£s+ezseerseresee 62 4.3 Time for solution implementation : 5 years in total (From 2010 —2015) 63 Ý CONCÏHSÍOHeieieee=eeseeeeseeeseresnsrsesessessnsnnsssssnnsssnesssssssdemssesoszfsesszdaliisssBSá685485464 67

n1 1 68 Iuäi 1001111757 69 List af reteremcs materia) s : 2 g0 há 120555240003 42h HNG1 TH 2000813808.S4955 E05 80871/00200918 70

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INTRODUCTION

Topic: “Building business strategy at company level for HA NOI - DIEN BIEN

MINERAL AND RESOURCES COMPANY LIMITED in the period 2010 — 2015”

1 Necessity of the subject:

In the history of the world has observed many people integrate the business world with a small capital, but they were quickly then successful and gained victories and victories thanks to the right business strategy The business strategy is compared with steering wheel of the ship that helps to come over the ocean to the destination, particularly at the beginning time of its operation It is also considered a gust of wind that flies the kite higher and higher Actually, experiences of successes and failures in business have showed some billionaires are descended from bare hands

with tiny capital thanks to optimum business strategy, vice versa some of

millionaires have to pass their fortune to their competitors in a short time due to blunder in business method Closing down of loss-making companies and development of profitable enterprises really significultly depends on business strategy of such companies, particularly in the market economy

Origin of success or failure is dependent on one of the important factors, which is what business strategy the company has

Being aware of the importance in building the company Business Strategy , with the knowledge gained from MBA course provided by ETC (Hanoi National University) in association with Griggs University and study period in HA NOI - DIEN BIEN MINERAL AND RESOURCES COMPANY LIMITED, our group would like to choose the topic: “Building business strategy at company level for HA NOI -

DIEN BIEN MINERAL AND RESOURCES COMPANY LIMITED in the period 2010 — 2015”

Purpose: With this topic, we wish to help the company have right track in the coming period

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2 Scope of research

The concentration of resources to the question on the development strategies of

HA NOI - DIEN BIEN MINERAL AND RESOURCES COMPANY LIMITED

Analysis, to study the operation of the business of the company on the following aspects: the function, tasks and inside and Outside and environment branch Since the strategy of business for a period of 2010-2015 and the solutions and specific measures for the implementation of the strategies

3 Methods of research

Capstone project report use of scientific methods: comparison and to sum up, the method mark; the use of statistical data for the demonstration

4 Thesis structure

Apart from the introduction and conlusion, large exercise of 3 of chapter: Chapter I: Theory basis on business strategy

Chapter II: Analysis of the current status of the enterprise

Chapter III: Designing strategies and solutions for the implementation of the

strategies

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Gaicod UNIVERSITY GaMBA01.M05

CHAPTER I

GENERAL THEORY BASIS ON BUSINESS STRATEGY

I OVERVIEW OF STRATEGIC MANAGEMENT :

Motivated by increasing internationalization trend and scarcity of resouces, rain- storm development of technology, change of market demand, business environment is becoming more and more complicated and fluctuant Such business environment requires the enterprise to have a good business strategy, so that it can catch the opportunity, avoid risks, and ensure a stable and sustainable development

1.1 Business strategy:

1.1.1 Origin of strategy and concept of business strategy

“Strategy” is a term originated from Greek language, ““Strategos” which is used in military, the modern military theorist Clawzevit reckoned: Military strategy is the commanding art at the optimum advantage A publication of Larous dictionary considers: strategy is an art to commend all means to gain the victory

Scholar Dao Duy Anh, in Vietnamese dictionary wrote: strategy is drawn plan to achieve the victory on one or many battlefields Therefore, in army aspect, strategy term in general is considered a commanding art aiming at victory achievement in a

war,

In 1962, Chandler defined strategy as “determination of long-term basic target and goal of the enterprise and application of actions series as well as allocation of necessary sources to implement such targets” (Chandler, A (1962) Strategy and Structure Cambridge Massachusetts MIT Press)

Until 1980, Quinn introduced a more general definition “Strategy is a pattern or plan which integrates essential goals, policies and action series into a firmly consolidated general” (Quinn, J.B.1980 Strategies for Change: Logical

Incrementalisn Homewood, Illinois, Irwin)

Then, Johnson and Scholes redefined strategy in an environment with a lot of quick changes: “Strategy is orientation and scope of an organization in long term to gain its competition power through formulation of its sources in changing environment

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Giĩo)

in Order to meet market demand and satisfy shareholders” (Johnson, G.,Scholes, K

(1999), Exploring Corporate Strategy, Sth Ed Prentice Hall Europe)

A part from the above traditional approach, many business organizations approach the strategy in a new way: business strategy is plan to control and use human, properties and finance resources aiming to enhance and ensure the indispensable rights Kenneth Andrews was the first to offer these outstanding ideas in the classical book "The Concept of Corporate Strategy!" He introduced that the strategy is what an organization must rely on the strengths and weaknesses of theirs in the context of both opportunities and threats

Brace Henderson, strategist at the same time was the founder of Boston Consulting Group connected the concept of strategy with competitive advantage Competitive advantage is setting a company in a better position than its competitor’s to create the economic value for customers "Strategy is a careful search for an action plan to develop and combine competitive advantage of the organization The difference between you and your competitor is the basis for your advantage He believed the two competitors can not coexist if their business methods are identical Difference creation can enable the existence Michael Porter also agreed with Henderson’s judgment: "Competitive Strategy relates to differences That is a careful selection of

a series of different activities to create an unique set of values”

By what means of approach, nature of strategy is drafting the future image of the enterprise in their activities field and operation capacity According to this understanding, business strategy term is used in 3 most popular meanings:

- Determination of long term goal of the enterprise - Provision of the general action program

- Selection of action options, allocation of sources to implement such goal

“Source: Chapter 1 — General view on Strategic Management — National

Economic University”

1.1.2 Basic characters of strategy

- Strategy specifies clearly fundamental objectives, business directions to be obtained in

each period and is fully consistent thoroughly in the areas of operations management of the

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business Orientation character of the strategy is to ensure business continuous and firmly development in the usually fluctuated trading environment

- Business strategy only drafts operation course of the enterprise in long term, and operation framework of the enterprise in future That is orienting only but in practice, business activities require combination of strategic target and economic target, taking into consideration of reasonability and adjusting to suit the environment and condition of business to ensure the business efficiency and remedy errors caused by orienting character of the strategy

- Business strategy is built on basis of the enterprise competitive advantage to ensure maximum mobilization and good combination with operation and use of sources (manpower, asset power of both visible and invisible), core capacity of the enterprise in present and in future aiming to promote Strengths, capture the chances

to obtain upper hand in competition

- Business strategy is reflected in a continuous process from building up, implementation organization, evaluation, inspection and adjustment of the strategy - Business strategy always carry attacking idea to gain victory in competition Business strategy is formed and realized based on identification and utilization of business opportunities, competitive Strengths of the enterprise to achieve high business efficiency

- Every important strategic decision in the process of building-up, implementation and adjustment of strategy is often focused to high rank managers group To ensure the correctiveness of long term decisions, information secret in competition is important

1.1.3 Roles of strategy in business

With the above characters, it is said that in market mechanism, building and

realization of business strategy has an important meaning for the enterprise

existence and development

- The business strategy help the enterprise recognize its target of orientation in future as guideline for all activities of the enterprise

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- Business Strategy plays oriental role of the enterprise operation in long term, it is the firm basis for deployment of activities Lack of strategy or unclear strategy without firm ground will make the enterprise lose the direction, problems arisen are foreseen in short term not in long term or viewed partially not in whole operation of the enterprise

- Business Strategy will provide assistance to the enterprise in seizing and making use of trading opportunities, simultaneously proceeding countermeasures against threats in business market

- Business strategy contributes to enhance efficiency of sources usage, intensify company position to make sure of uninterrupted and unshakeable development - Business strategy creates strong base for the enterprise to make decision suit the market changes It gives firm basis for activities of research and development, investment to personnel training and improvement, market widening and product development In fact, almost mistakes in investment, technology, and marketing are in consequence of building wrong strategy or wrong target

1.2 Strategic Management

1.2.1 Definition of strategic management Some definitions of strategic management:

- Strategic management is a group of decisions and actions to decide the long term success of the Company

- Strategic management is a group of decisions and measures to make plans and implement strategies to realize targets of the Company

- Strategic management is to study existing and future conditions and to make plans for targets of the Company; to organize and check the implementation of decisions to realize targets in both existing and future conditions

1.2.2 Meanings of strategic management - Help to realize, give priorities and obtain opportunities

- Point out real opinions and views on difficulties of management works

- Put forward an outline for the synchronous development of activities and control

- Minimize risks

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- Help to have major decisions serving the preparation of targets

- Help to have better arrangement of time and resources for specific opportunities - Reduce time and resources necessary to correct mistakes and wrong decisions - Create a framework for relationships among individuals within the Company - Help to combine individual actions into a common effort

- Create a basis to specify responsibilities of each individual

- Bring about an encouragement for good and progressive opinions

- Create means of cooperation, attachment, passion in jointly solving problems and obtaining opportunities

- Encourage active manners to changes

- Bring about an official discipline in the Company 1.2.3 Strategic management model

Strategic management process is often studied and used through models

The strategic management model created by F David is popularly accepted This model does not ensure the success but provides a clear and basic approach in preparation, implementation and evaluation of strategies The Relationship among steps of the strategic management process is presented in Figure 1.1

T T r y Á |

Evaluate external Setuplong ||| Setup

factors, point out term targets | | normal

opportunities and Ị targets |

challenges \ |

|

| |

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existing tasks of | Distribute || | ak

tasks, ` the ¬ resources >| evaluate

and impleme-

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Vv | Vv I

Evaluate internal factors, The choice of

point out strengths and strategy for Policy unit

weaknesse according toto || |

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Formulating Implement Assess

| strategies strategies strategies

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UNIVERSITY

Model 1.1: Strategic management model of F David

“Source: Chapter 1—General of Strategic Management—National Economics University” The Outline of tasks, targets and strategies of a Company is the firstly logic and necessary step in the strategic management because the existing position and status of the Company could prevent the Company from applying some strategies and even prevent the Company from series of works Each Company has its own tasks, targets and strategies though these tasks, targets and strategies are prepared, and published unintentionally The answer for the future position of the Company will be mainly decided by its current position

Il THEORY BASIS:

2.1 Analysis of the environment within the enterprise

Purpose to identify strong and weak points which allow the enterprise to determine: What we can do?

Based on the determination of company sources and core capacity, from that appropriate measures for the company strategy will be given in compliance with external conditions

* Company core capacity:

- Special production skills with high quality - Provision of after-sales service

- Low production cost

- Advantagous location of retailing system - New technology for product development - High professional sale representatives, etc

* Internal sources of the enterprise

Those are input factors of production and trading process including visible and invisible sources

* Model of value chain analysis (by M.Porter, 1985 )

In this value chain, Porter’s model divided into two main aspects of business: supplementary and key activities Basically, there are generally nine types of

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activities which creat value in the whole chain Group of key activities consists line of five types of activities: input the materials to trade; operation, production-trading; transportation outwards; marketing and sale; providing relating services Supplementary group contains activities which make value including: infrastructure, human resources administration, technology and procurement Supplementary ones occur inside each key activity

2.1.1 Analysis manpower

In the way of the creation of the competitiveness of companies, the advantage through human rights is a fundamental factor Human being is reckoned as essential source and possess decisiveness thoughout ages Resources from the human factor is Sustainable and difficult to change in any organization

Capacity through manpower in company is understood as capacity of the company employees team This capacity is shown in aspects of figure 1.3 Human resource contributes to success of the company in respects of high quality, excellent services, innovation ability; skills in specific works; and capacity of employee team This is the core factor to bring about the sucess for the organization However, not every organization can achieve sucess in all aspects on manpower and normally they choose focuses suitable to the company vision and strategy

Paying attention to labor is the best way to stick them to the company Researches will demonstrate thoughts, attitude and indicators of changes in their works, from

those, countermeasures of the company will be drawn out Consistent, effective and

courageous management will bring sucessfull efficience better than expected The company has to confirm number of employee and their relative capacities can match with position and function of the current work or not?

Therefore, in long term, the company, organiztion has to control the employment, selection, training-upgrading, and complimentary Tasks and targets of the organization will be carried out in parallel with an efficient HR strategy

2.1.2 Analysis of the technical infrastructure and technology companies 2.1.2.1 Technology renovation:

Program

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For production process, arrangement of machinary must be evaluated carefully It will affects on suitability in transportation, storage, smoothness of the system, the synchorous machinery Therefore, personnel who carry out the production administration must answer: How appropriate the machine and equipment arrangement in the company is now?

Motivation of technology innovation differs from motivation of innovation and improvment of products of which market widening is the main target, while technology innovation is with purpose of cost reduction or product quality rising Technology innovation does not always require research of basic technical science, but it demands competences to exploit new science achievements

2.1.2.2 Analysis of the infrastructure of an organization

This activity is controlled by the whole team, organization or strategic plan, including MIS, equipments and machines for implementation and monitoring them It like an accounting department The enterprise has to maintain following elements: - Organization structure, prestige and enterprise image

- Enterprise scores to achieve goals - Communication system setting

- General organization monitoring system - Atmostphere of organizational order

- Capacity, level of attention and qualification of the highest management board - Strategic planning system

2.1.3 Analysis of the capacity of the company

Financial analysis enables enterprise in determination of its strengths and weakness It also identifies causes and gives solutions for that issue The enterprise can only exist and bring in more wealth to its owner if its finance is well managed

Therefore, in any scale, big or small, the enterprise should focus on financial

management In order to implement the enterprise business assignments, financial management activity does not taken independantly but related to other functions such as production, marketing, administration, human resource During analysis of enterprise finance, it is required to conduct following steps: Selecting criteria to be

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evaluated; identifying those criteria; comparing with the past’s criteria and common criteria in the business field as well as competitor’s criteria

2.1.4 Analysis of the capacity of the company

During business development, enterprises spend great efforts to achieve market advantage such as expansion of production scale, gained experience in order to reduce product price and increase competition of the product in the market; final goal is to increase turnover and profit for the enterprise Or enterprises carry out improvement of their machinary, motivate development research aiming to promote products having different functions to sastify customers’ demand Though the enterprise has to invest big amount for this method but owning to the difference of product, consumers are willing to pay high price for it Thus, the enterprise are still able to maintain its position in the market

Production function in business operation is a process of making inputs into goods and service For almost businesses, major production cost to creat goods and service makes up large ratio in company costs The enterprise should determine: What to be produced? How is quantity? Where to be comsumed? And when to be produced? So, the enterprise should establish production plan, material reservation and supply plan and product reservation and provision plan

Therefore, production function is often considered as a competition weapon in the

company strategy

2.1.5 Analyze the Marketing activities

As definition of American Marketing Association: Marketing is performing business activities in order to transfer goods and services from manufacturers to consumers or users”

Marketing plays an important role in decision and coordination of integration of enterprise’s business activities and market; ensures business activities of enterprise following the market, which consider the market and consumer’s demand the basis for business decision-making To analyse marketing performance in business, we need to forcus on matters of analysing customer, purchasing and selling acitivities, product and service strategies, price making, distribution, marketing study,

Program

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orportunities and social obligation From such analysis, we must consider if muirketing staff, who mainly perform marketing tasks, make a future market prospects with newly arising consuming trends and which trend will dominate the murket Marketing attitude nowadays will strongly decide the company’s position in the future Consequently, the system’s addtitute in term of responsibility toward the ccnsumer will proberly play a key role in making decision

2.2 Analysis of competitiveness

Companies pursue strategic businesses to achieve more competitive Strengths than their competitors’ and consequently gain an income higher than the average level Tiese strategic businesses are: Leading in cost saving, product differentiation and

ccncentration

Leading in cost Product Concentration

saving differentiation

P-oduct Low (mainly by | High (mainly by | From low to high

dfferentiation | price) the uniqueness) (price or uniqueness)

Market Low (mass market) High (many | Low (one or some

segment market segments) | market segments)

S)ecific ability | Production and | R&D, Marketing | Any specific ability

material management | and Sale

Model 1.2: Three competitive strategy of basic M.Porter

“Source: Chapter 6 — General of Strategic Management—National Economics University” = Assess the competitive capacity of the whole enterprise

Bisiness must find out its strong point that it’s performance is better than other competitors Such strong points that the competitors cannot copy or adopt simply Cverall frame of building business competitive Strengths is as below:

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Good quality y Competitive advantages: High Consumer’s — -L t —

productive ow ens good feedback

- Difference t Innovation

Model 1.3: Core competitive capacity

“Source: International Business Management — Commercial University”

From comments and analysis of business’s internal and external factors, we build

matrix SWOT (identify weak point, strong point, opportunity, challenging) to determine the suitable strategy to be executed

2.3 Analysis of Environment macroscopic

It is an environment containing huge factors that affect to long term strategical

decision of business For example: economical, political, cultural, law factors, etc

2.3.1 Analysis of Legal and Political factors

Elements of political influence and great to the operations of enterprises They can create opportunities and obstacles even real risk to the enterprise for a change of political For example:

- Political stability

- Role of Government and its attitude to international trading and business - Law system

- Lawcourt system

In the business operation of the enterprises shall have to take action from all sides that the relevant policies of the state such as: antitrust law, tax laws, the option to adjust or priority, labour legislation and policies to manage the state can affect activities and the profitability of industry or business

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The interests of enterprises and consumers of an enterprise must comply with the policies of the decree of the state and have advanced according to the operation of the enterprises themselves

2.3.2 Analysis of the economic environment

Economic factors can change value and turnover of the enterprise, such as: balance

of trade, foreign investment, market orientation, monetary system, distribution of

income and purchasing capacity, inflation, economic development, infrastructure and natural resources Specifically:

- Economic environment shows nature and direction of an economy in which the enterprise operates its activities Such definition of economic environment in present condition should be relatively understood, since intergration of countries in over the world as a result of a global economy, thus the business itself needs to

inspect, observe, calculate cost estimation and assess economic healthy of the overseas economy

- National balance of trade shows advantage fields of a country

- Inflation can reduce stability of an economy and cause slow economic growth,

higher interest and unstable exchange rate variation If the inflation increases,

making a business plan becomes high risk A key feature of inflation is that it makes future forecast very difficult

- Investiment in morderation of companies in case of increasing inflation will

slowdown economic activities, then at last put them to come into deadlock

Consequently, high inflation is certaintly a threat to company

- Economic growth leads to an outbreak of expenses of consumer, thus it can make a more comfortable trend of competitive pressure in the same field This brings opportunities to companies to expand their business and obtain higher profits In

contrast, economic decline will lead to decreasing consumption, as a result,

competitive pressure is increased Also an declined economy normally causes price wars in saturated fields

- Monatory system is indicated through national applicable currency and the exchang rate, which defines value of currency of different countries Exchange rate

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variation directly impacts to competitiveness of companies in global market For example, when value of domestic currency is lower than other foreign currencies, domestic products will be relatively cheaper than foreign products Low or down value of domestic currency will reduce threats from foreign competive companies, in the meanwhile, it creates opportunities for increasing export turnover

2.3.3 Analysis factor in social and cultural

Culture is a complicated concept Culture is considered as an objective existance in human society Each of person, manager or organization belongs to a curtain

culture Moral, belief, system of values of each individual is built and grown under

each culture Similarly, business strategy is also affected by culture, it controls consumer’s behaviour and customer’s buying attitute

Society is a colorful picture created by individual with different life styles It is this to control strongly the formation of demand of type, quality, quantity, shape, sample etc of products or services characterising that life style Thus managers, unless adjusting their activities to catch up with life style of both current and future society, they hardly to make a good business The factors are as follows:

- Social organizations - Values and criteria - Language and religion

- Population with growth rate and aging structure

Normally, in each business, manager has to analyse population structure by gender, age to phase and determine the target market That means, by such analysis, they can identify the actual demand of their products, then make decision of production and consumption plan of their business

- Urbanization speed

- Fact and business behaviour

Population movement from one area to another area is also a factor affecting to making strategic plan and human resources management, marketing stretagy and other supporting business plan acting in the existing business environment

- Professional Capacity

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Social labor specialization and cooperation is an indispensable in development process of each country, region and all over the world Obviously we can see that, the significant economic development, labor specalization and cooperation is extreamly high and vice verce This also means that professional specialization and cooperation is stronger and stronger in a developed society Besides, people having different consumption demands of food, accommodation, travelling and entertainment because of their different professions In order ton meet demand of all kinds of profession in the society, managers must consider all impacts of such factors on their business plan and strategy

Population and population growth in each market and each nation, as always, is factor that causes dramatical affection to all business administration of each

company

2.3.4 Analysis Factor in technological

Of course, technology alternation will affect to life circle of a product or service A theorical cycle consists of starting, growth, mature and vanish There is the fact that after the vanish stage, some products will have a new growth Moreover, technology alternation also affects to production method, materials as well as labor”s behaviours Thefefore, this is factor with significant and direct affection to business strategy of many companies and many sectors The 21 century is a century of science and information technology, therefore, analysis and prediction of technology alternation is very important and urgent ever, as following indications: - Scientific and technology criteria

- Technological effort

- Protection of invention cerficaiton - Technology transferring

- Automation

- Decision for development, and the conditions for the application of new technologies, modern

2.4 Analysis of the environment sector

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It is an enviroment in which the business is performing their business activities, including a set of elements directly affecting to business, and also affected by the business For example: supplier, competitor, customer, etc

There is a analysis model may the force be M.Porter construction helped the seasons the strategy in the analysis of this The model presented a model of 1.4

Threat of new Entrants

+t

Bargaining Competitive Bargaining

Power of rivalry within an Power of

Customers industry Suppliers

LT Threat of Substitute Products

Model 1.4: Five-forces model

“Source: Chapter 3 — General of Strategic Management—National Economics University” 24.1 Analysis of competitor

Competitors are companies that their business providing similar products, that’s means they satisfy the same demand of customers in the market

Competitor consists of actual competitor and potential competitor

Ifthe sector competition is weak, company will have oppotunity to pump up price ard get more profits However, if the competition is high, highly price competition wil lead to a price war The competition will restrict profitability due to reduce of rarginal profit per turnover Thus, competition strength among companies of the sane business type will generate a big threat to the profitability In summary, rate of competition among companies of the same business type will depend on three main fectors: sector competitive structure, demand condition and high take-out barrier 24.2 Analysis of customer pressure

Program

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Griccd) UNIVERSITY

Second one of the five forces of Porter is buyer’s negotiation capacity Buyer of a company can be last user or they can be distribution agency who deliver the product, so-called wholesale agency and retail saleman To achieve target turnover,

business must deliever its products to the consumer, therefore, customer plays a key

role in success and reputation of a company Nowadays, a business must supply products that meet customer’s demand instead of selling their available products 2.4.3 Analysis of supplier pressure

Supplier can be considered a threat to a company when they press price increasing or to reduce company’s profitability In contrast, it it is a weak supplier, it will create a chance for the company to press price decreasing and require high quality products The same with buyer, supplier’s requirement to the company will depend on their relative power on the company According to Porter, supplier’s power is highest as: their product is limited, alternativable and important to the company 2.4.4 Analysis of new product pressure

Replaced products are products serving for customer’s demand, similarly to the on- going analyis business type Existance of replaced products reveals a competitive threat, it restricts high pricing, therefore there is limit for company’s profitability However, if the company has limited replaced products (in case weak competitive products) and other normal factors, that company will have chance of increasing price and getting higher profit As a result, company’s strategy will be designed to gain competitive advantage from this fact)

External Factor Assessment Sample EFAS

Step 1: Define and set a list of 10-20 factors (opportunities and threats) which play a key role in success of the company

Step 2: Giving assessment of importance of each factor by rating from 1.0 to 0.0 on the basis of each factor’s impacts (rate, time) on the current business strategy of the compnay Suitable rating can be defined by making comparison of sucessful

competitve companies and unsuccessful ones Total of this figures equivant tol Step 3: Giving assessment of each factor by rating from 4(outstanding) to | (bad) on the basis of the company’s current strategy orientation reacts to this factors So, this

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rating is for individual company, while rating at step 2 is by sector Step 4: Multiply importace rate of each factor with its score to determine importance score of each factor

Step 5: Plus importance score of all external factors to determine total of importance score of the company Total of importance score from 4.0 is good, 1.0 is bad and 2.5 is average value

Program

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CHAPTER II:

ANALYSIS OF THE CURRENT STATUS OF THE ENTERPRISE

I COMPANY PROFILE

In Febuary 2008, Hanoi-Dien Bine Minerals and Resources Co Ltd Minerals and

Resources Company Ltd was established based on the Business License No 62040000025 dated 6/3/2008

Trade name: HA NOI - DIEN BIEN MINERAL AND RESOURCES

COMPANY LIMITED

Shorten form : TAINGUYEN COPR

Email: tainguyendienbien@gmail.com

Address: No 101, group 10, Nam Thanh Ward, Dien Bien City

Telephone: 0230.3867171 Fax: 0230.3867171

Business activity:

+ Minerals exploration, process and trading + Real Estate Agency

+ Real Estate Trading

Il FUNCTION, OBLIGATION AND STRATEGIC TARGET 2.1 Function of the company:

The company has function of Lead — nickel silver investigation and exploration in

area of Xa Nhe Commune, Mun Chung commune, Tuan Giao District, Dien Bien

Province

2.2 Strategic Target:

Invest to diversify product, increasing quality of product in order to build up sustainable development for the company and meet customer’s demand better and better

Concentrating on setting out Marketing strategy to be strongly competitive when the market expands for rising up quality of exported goods

Strengthening management organization model to enhance management efficiency for development of the Company in the coming time

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Building a professional enterprise, cooperation to develop and take Strengths of local and foreign partners, obtain opportunities to expand its market to the regional countries

In the next year, the Company will expand its share in the domestic market, especially in Cities with industrial zones Further more, the Company will pay much

attention to foreign clients from China, South Korea, Taiwan, Japan, India, etc Il ANALYSIS OF INTERNAL EVIRONMENT

Internal environmental will be analyzed based on organization structure and together with supporting centers to implement parts of works as the below chart:

ORGANIZATION INFRASATRUCTURE

HUMAN RESOURCES MANAGEMENT TECHNOLOGY DEVELOPMENT

PURCHASING MANAGEMENT

Explorati | Production Output

Input on of Processing «ots Marketing | Custom

Logis raw Logistics} and Sales | er care

Hes materials

Model 2.1 Implementation process and Chain of value 3.1 Analysis according to resources:

3.1.1 Organization structure of the Company

Since the Company was just established in February 2008, its organization structure is step by step adjusted The company’s organization structure is shown in model 2.1 Current organization structure of the company is a combination of Functional Online Organization and Associated Matrix Organization In which, the Functional Online Organization is used for high level (management) and the Associated Matrix Organization is used for low level (execution) With this organization mode, the company obtains centrally control and ensures rapid decision making for execution and limit shortcoming of unique functional online organization model

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Regarding to the organization structure, Mr Nguyen Van Cuong is General Director of the company He graduated from Geology and Mining University, Hanoi Law University and he is also a Master of Business Administration He has seniority in field of minerals exploration Formerly, Mr Cuong was Director of Rock Exploration Enterprise, Song Da Corporation Therefore he has a lot of experience

as well as relationship in this field Besides, the company’s Mine Director,

Workshop Manager is formerly Chief of Technical Dept working under his management in the former company

Thus, qualification and capacity of Company’s Board of Directors is relatively high GENERAL DIRECTOR MINE FACTORY

MINE EXECUTIVE WORKSHOP

DIRECTOR DIRECTOR DIRECTOR

DEPUTY

DIRECTOR Financial BUSINESS Office of PERSONN

and DEPARTMENT Planning EL DEPT

accounting and

department Investment

TECHNICAL

BEET TECHNICAL

DEPT

MECHA EXPLORA EXPLORA EXPLORA SECURI

NICAL TION TION TION TY

TEAM TEAM 1 TEAM 2 TEAM 3 TEAM

MACHINARY ELECTRICAL SUPPORTING SECURITY

OPERATION TEAM TEAM TEAM

TEAM

Model 2.2: Organization Chart

Source: Administration department

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Strong Point:

With this half-matrix organization structure, the company can change its structure very flexible, this structure is in deed suitable to a company trading in minarals exploration and processing like TAINGUYEN COPR

Additionally, the company maintains a structural frame consisting of functional departments to perform different tasks of the company’s chain of values

= Weak Point:

Weak point of this kind of structure is that it still apply fishborn-shaped structure for the management For example, one director in charge of certain departments, in the meanwhile, he may not be master of activities of these sector or he is not good at his

given field to be managed

Fishbone structure itself reveals several inherent weak points and one of those is the bureaucracy Each department has its own functions and duties but it is at the same time less flexible Some tasks have not been assigned to any department but contrarily some other tasks seem to be in charge of several departments in an overlapped manner Misappointing medium level managers may stagnate the operation of a certain department and consequently stagnate operation of the whole

company

3.1.2 Human resource management

As the company has just been formed since February 2008, the human resource management policy is in the progress of developing

e Labor structure of the company is shown as below:

Table 2.1: Classified by labour structure

2008 2009 Content

Total | Female % Total | Female %

Total of labour 45 5 100% 77 5 100%

Among them:

Direct labour 7 2 15,56% 19 2 24,68%

Indirect labour 38 3 84.44% 58 3 75,32%

Source: Administration department

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According to the above table, we can recognize that the female labour rate is relatively lower than man labour rate and the direct labour rate is relatively high for a mineral exploiting and processing company

Number of indirect employees, such as the high because companies exploit the

exposed methods, mainly in mining machinery, bulldozers, trucks In addition,

companies need to develop apparatus operating parts business to ensure business operations of the Company and sustainable development

In some ways, it can be considered as an advantage of the company Table 2.2: Labour structure classified by qualification

2008 2009 Content Total % Total %

University and above 5 4,44 5 6,49

Higher school 3 6,67 7 9,09

Intermediate school 2 4,44 7 9,09

Technical worker 38 84,45 58 75,33

Total 45 100 77 100

Source: Administration department Although the rate of staff with university degree or above has increased a bit from 2008 to 2009 but it remains relatively low The rate of staff with higher school degree or below is high and among them, about 90% are trained in professional schools or by on job training (OJT) Staffs with university degree or above are mainly play the role of managers and high level leaders of the company and work in operational office

Table 2.3: Labour structure classified by age

2008 2009 Content Quantity % Quantity % From 18 to 30 40 88,89 65 84,42 From 31 to 40 4 8,89 8 10,39 From 41 to 50 3 3,9

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Above 50 | yl l 1,29 Total 45 100 tả 100

Source: Administration department The average age of the whole company is 26.5 means the labour force of the company is relatively young and as a result, they may easily adapt themselves to new condition and new working environment

e Remuneration policy

Attractive salary, encouraging and rewarding policy may be one of the good ways to attract qualified personnel

Two ways of remuneration calculating:

For direct production worker: paid by piece wage system

For indirect production labour: Paid by working time and volume of completed work which divided into 2 parts: one part is the salary scale stipulated by gouvermental decree and the other is based on separated rate depend on job title

Table 2.4: Payroll and average income

Items Unit 2008 2009 Payroll VND 910.000.000 1.509.000.000 Average income VND 2.022.222 2.220.779

Source: Administration department Beside salary, lagniappe is also available for extra shift or overtime working, for over completion, for initiative or technical improvement We can recognize that such income level is relatively high and stable in the region

Therefore, staffs of the company are somehow considered as qualified and competent people with research ability

« Strong Point:

Managers of the company are enthusiastic and dynamic Labour force of the company is mostly young and suitable for an exploiting and processing company especially people from 18 to 30 years old

Company has built a good recruitment policy and related documents such as Works

Regulations, Collective Labour Agreement, Corporate Bylaws, structure, functions

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and duties of each department, job description and evaluation sheet of each position, which brings people a good image of transparency as soon as they are recruited

" Weak Point:

High rate »f young labour force causes lack of good expert and branch leading specialist

As for the Juman Resource Management, Company has not built a long term, mid- term and stort term policy on human resource development, therefore Company is somehow rassive in personnel assignment especially for high level managers The selection fo next generation managers in the next some years is not clear Training for next geieration managers has not been conducted and external human resource managemert system is very weak

3.2 Technical and technological material base of the company

Being a business unit with above mentioned functions and duties, the technical and

technological material base of the company includes:

- Office system and other office equipements and facilities which support administrat:onal and managerial work;

- Factory aad other basic facilities used for ore separating and processing like: ore separating rack, workshop, electric system, water supply system, stores, transportation system, shot-drilling system, shoveling system, pouring system, other modern facilities and staff dormitory

Information technology

Company has an internet infrastructure connected in office area, processing factory and even in minery area Besides, all key officers of the Company are provided with

cell phones, fax machines for their convenience in communication Furthermore, Company has website as well

« Strong Point:

- Machines and equipments are all new, modern which are completely imported the whole chain from China and meet all company future demands on exploitation

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- Company’s website provides customers a fast way to access and get more in‘ormation on Company itself Online recruitment is also one of the convenience and effective method Internal network helps sending emails, sharing data and resources among departments in a quick manner

= Weak Point:

Tke application of information technology remains in a very low level IT level of steff is not good enough so that teleconference has not been used so far

Siuated in a mountainous terrain with 1350m of sea level elevation, the trensportation of materials and equipments is quite difficult

Despite of the modernization in technology, a certain amount of chemical and oil slick escaped to the land and underground water layer which may directly impacts th: growth cycle of plants

3.3 Analyze company’s financial condition

From his early time, Company has been facing a lot of huge challenges from other campetitors in the market Together with the determination and diligence of managerial team and all workers, Company has gained his stability in operation just afer a short period of time

Table 2.5 Balance sheet and Income statement

Source: Financial and accounting department

Unit: Million VND 2008 30/09/2009 TOTAL ASSETS 18,405 45,685 A CURRENT ASSETS 12,191 9,943

I Cash and cash equivalents 2,388 3,183

1 Cash 902 300

2 Cash equivalents 1,485 2,883

II Short-term financial investment - -

III Short-term Account receivables 8,840 2,504

1 Accounts receivable-trade - 1,500 2 Prepayments to suppliers 1,500 369

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Prouram

5 Other accounts receivable 7,340 635

| IV Inventory 53 3,325

6 Inventory 53 3,325

| V Other current assets 911 931

4, Other current assets 905 843

B LONG TERM ASSETS 6,214 35,742

I Long term account receivables - -

II Fixed assets 6,214 35,742

1 Tangible fixed assets 946 3,968

- Historical cost 1,023 4,872

- Accumulated depreciation (77) (904)

4 Construction in progress 5,267 31,774

A LIABILITIES 795 3,635

I Current liabilities 795 3,635

1 Short tem borrowings and debts - -

3 Accounts payable-Trade - 1,000

| 4.Tax and accounts payable to State budget 6 87

s5, Payable to employees -

6 Accrued expenses 795 -

9 Other payables - 2,635

10 Provisions for short term payable - -

II Long term liabilities - -

B OWNERS’ EQUITY 17,610 42,050

[ Capital sources and funds 17,610 42,050

1 Owners’ investment capital 18,000 41,700

10 Undistributed earnings (390) 350

11 Construction investment capital source - -

[I] Other funds and budget source - -

Part II: INCOME STATEMENT 2008 30/09/2009

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Revenue from sales of goods and rendering of

905 4,365 services

Net revenue from sales of goods and rendering of

‘ 905 4,365

services

Cost of goods sold 842 3,492

Gross profit from sales of goods and rendering

; 63 873

services

Income from financial activities 8 18

General and administration expense 462 596

Net operating profit (390) 295

Other income - 55

Other expense - -

Other profits - 55

Total profit before tax (390) 350

Profit after tax (390) 350

Earning per share - -

Part IV: ANALYTICAL INDEXES 2008 30/09/2009

Return on Assets -2.12% 0.77% | Return on Equities -2.22% 0.83% Equity/Total assets 95.68% 92.04% Current liabilities - - Owners’ equity 17,610 42,050 Leverage Ration 0.00 0.00 Current ratio 15.33 2.74

;_ Quick asset ratio 14.12 1.56

Current capital turnover (cycle/year) 0.07 0.39

- Inceptive evaluation:

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Griccd UNIVERSITY Criteria 2008 30/09/2009 Total Assets/Capital 18,405 45,685

sources and funds

Turnover 905 4,365

According to the above table, Company’s financial scale has grown since its formation until 30" September 2009 As the Company has just been established and is in developing and accumulating stage, the above balance sheet and income statement are acceptable

- Analyze the liquidity:

Liquidity 2008 30/09/2009

Current ratio 15.33 2.74

Quick asset ratio 14.12 1.56

Company’s Liquidity in 30" September 2009 is lower than in 2008 because the Company has invested in fixed assets (production chain, trucks, ) and has built lead and zinc processing factory However, this ratio is still in safety margin (>1)

- Analyze the profitability:

2008 30/09/2009

Profit after tax (390) 350

As the Company has just been established in 2008 and is in investment stage so turnover and profit could not be high After exploiting and selling lead and zinc, turnover and profit will grow higher than present

- Analyze the earnings yield:

Profitability 2008 30/09/2009

Return on Assets (ROA) -2.1% 0.8%

Return on Equities (ROE) -2.2% 0.8%

Profit after tax / Net turnover -43.1% 8.0%

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Profit after tax / Net turnover in 30" September 2009 is higher than in 2008 means

cost management work is good, cost of goods sold is relatively low in compare with turnover means profit is high However, Return on Assets and Return on Equities are low which means the profitability of assets and capital is low As the Company has just been established and is in investment stage so these low ratios are acceptable

Strong Point:

From the Financial Statement and Income Statement we can see that the Company step by step runs effectively

Therefore, in a few coming years, Company needs to promote its business, finds good solutions to deal with changes and challenges in the market and with the result up to 30" September 2009, the Company can expect a better result in near future

= Weak Point:

Being a new company without the stability, it takes time to build the name, trade mark in the market and recover the investment capital Expense management and report making of Financial and Accounting department has not met the demands of the Company

3.4 Analysis of the manufacturing capacity of the enterprise

Fine lead-ore and fine zinc-ore are final output of selection process The output is then brought to metallurgical factory to make pig lead, pig zinc and many other products

Ore manually exploited will be enriched in processing factory and then be transported by truck to the Company stock yard Standard products will be consumed for domestic industrial demands as well as for exportation

« Strong Point:

Products of the Company are well known and highly appreciated in domestic market as well as in foreign market Company has achieved several principle contracts for the next 5 to 10 years

" Weak Point:

Being a new company, products of the Company are not enough to satisfy all

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demands of domestic and foreign customers 3.5 Analyze the Marketing activities

Directly led by General Director, marketing activity is the 5"" phase in the value making chain of the Company Not only an introduction or advertisement of the Company to public, but marketing is also the name, trade mark, prestige of the Company to customers Company’s Managers therefore attach special importance in building Company’s specific culture Although the Company has not got yet a separated marketing department, the Management Board has made a policy of “To make prestige and to promote company’s trade mark by improving products’ quality” Main customers are now foreign importers so the current marketing

activities are now focusing on these customers, bring them good services and make

them to be advertisers of the Company

» Strong Point:

Our Company has much focused on quality of products and rendered services to our customers To satisfy the customers with high quality products is the best way to advertise our trade marks

Price is the second advantage of our Company We have created a good price policy for each type of product and with each specific degree of quality

Our Company is step by step making suitable production procedure, issuing many regulations on cooperation and to support the production Functions and duties of each department and of each person are defined more clearly

= Weak Point:

Due to our main customers are foreign importers so we are now focusing only on this customer’s channel We have only one office located in 101 group 10, Nam Thanh ward, Dien Bien city and we haven’t got any agency or branch in other cities or provinces

Being a newly established company, all the advertising activities have not been conducted Although we have website but information in the website is a bit poor and not updated frequently

IV ANALYSIS OF COMPETITIVENESS

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At this moment, mining industry is protected by gouvernment and beign a newly established company, we haven’t got much chance to evaluate our competing ability against other competitors in the industry

« Strong Point:

Being a newly established company, our company has imported the most modern techonological chain so we can achieve a beeter productivity in compare with other competitors in the industry Therefore, our competing ability on quality of product is relatively high

Besides, modern equipments will bring us low operational expense and it will make the differences in compare with other competitors in the same industry

«= Weak Point:

- As management board and technical board are not local people so making and maintaining relation with local authorities may somehow difficult Besides, it is quite time consuming and tired to travel back and forth all the time

- Located in Dien Bien province, far away from border gate with China and other factories and industrial zones, no fluvial or sea port, no railway and the only mean of transportation is truck, it makes expenses increased and reduces profit

Table 2.6 SUMMARY OF INTERNAL FACTORS ENVIRONMENT (IFE)

The The importance of | importance of

Factors to analyze factors for the factors for sacement

industry BUSINESS

1 Human resource 0,8

- Organization structure 0,1 3 0,3

- Quality of staff 0,1 2 0,2

- Quality of Management Board 0,1 3 0,3

2 Technological and material 06

facilities

| -F actory, machines and 0.1 3 0,3

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equipments - Information technology 0,1 3 0,3 3 Finance 0,65

- Investment capital structure 0.1 3 0,3

- Capital surplus in cash 0,05 2 0,1

- Management expenses and

0,05 2 0,1 reporting regime - Financial control 0,05 3 0,15 | 4 Marketing 0,7 [ - Goods quality 0 3 03 _- Price 0,1 3 0,3 "~ Distribution channel 0,05 2 0,1 1 2,75 Remark:

Degree of importance: Rankings:

Very important: 0,1 Important: Not important: 0 0,05 Very important: 3 Important: 2 Less important: 1 Not important: 0

Awareness after analyzing:

With the above evaluation scale, all factors of more than 0.3 point are considered as “Strengths” (strong points) and all of less than 0.15 point are weak points which also means Weaknesses of the Company Details are shown as below:

Strengths: Weaknesses: 1 Organization structure

l Capital surplus in cash

2 Quality of Management Board 2 Management expenses

3 Factory, machines and equipments and reporting regime is

4 Investment capital structure weak

5 Financial control

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6 Standard goods quality 3 Distribution channel

7 Reasonable price

V ANALYSIS OF ENVIRONMENT MACROSCOPIC

Any business are impacted by factors of macro environment Degrees of impact on each business are all different These factors may directly or indirectly, faibly or strongly impact on each industry, each business operation as well as on each business

Macro environment is the composition of external factors of the business which have effects on demands of the industry and directly impacts profit of business These factors include: growth speed of the economy, interest rate, inflation, forex, unemployment rate, financial and monetary policy

The model of five forces created by M-Porter deeply P biitical Factors

analyses factors in the internal business sector, whilst @ omic Factors mi

PEST studies impacts of factors in the macro environment

ociocultural Factors These four factors have direct impacts on economic

sectors These are external factors faced by the Company ae

and sector The sector is affected by these objective

factors Enterprises will make appropriate Model 2.3: PEST model

policies and conduct appropriate business activities on the basis of these effects 5.1 Analysis of Legal and Political factors

Law system in our country is in building process and the applicability is not high Besides, regulations and documents related to mining industry are changing so fast and it is really difficult for business to make a strategy and to do business Changes in law system will lead to changes in administration procedure and it directly affects the development of the economy Right now, the Government is trying to improve the law system and administration procedure to better serve the business to operate so we can say that risk on policy does not affect much to our Company

Opportunities

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The Gouvernment has approved a basic geologic survey plan on mineral resource until 2015, vision to 2020 According to this plan, mining industry will be given priority to develop and the Gouvernment pay a special interest in making plan for this industry

Challenges

One of the biggest challenges of mining industry is the compulsory renovation to cope with new legal regulations Although we have Law on Mining since 1996 but it was somehow academic of legislators and hardly to apply Besides, all regulations in Law on Mining and Law on Environment Protection have not been strictly implemented

5.2 Analysis of the economic environment

Economic conditions and future tendency affect the success and strategy of a business Main factors to be analyzed in this case are speed of growth, interest rate,

forex and inflation

5.2.1 Growth speed of the economy

In recent years, growth speed of

Vietnamese economy is relatively high and

stable: 7.34% in 2003, 7.79% in 2004, 8.44% in 2005, 8.17% in 2006 and 8.44% in 2007 However, due to a global crisis,

the growth speed in 2008 was only 6.5% Year of 2009 is considered to be a challenge year for global economy in

general and for Vietnamese economy in

particular Growth speed of Vietnamese economy may temporarily slow down and badly affect business operation of the whole

country in general and of our Company

in particular However, according to

specialists, difficulties will be soon solved

GDP growth from 2005 and 2008 (%)

2005 2006 2007 2008

Model 2.4: Model of growth of GDP “Source: Investment projects in respect

of exploitation and the construction of factories and processing — practice lead

zinc of TAINGUYEN COPR”

3 Global Advanced Master of Business Administration

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