Development strategy of saigon college of accounting, finance and informatics for the period 2011 - 2020

2011 GLOBAL ADVANCED MBA PROGRAM (GaMBA01.C0409) Group No.: CAPSTONE PROJECT REPORT DEVELOPMENT STRATEGY OF SAIGON COLLEGE OF ACCOUNTING, FINANCE AND INFORMATICS FOR THE PERIOD 2011 - 2020 TUAN TRAN VAN THAM VO THI TUOI LIEN DANG THI QUYNH HANH NGUYEN THI HONG NHAT THAI HOANG TANG CLASS: GaMBA01.C0409 Ho Chi Minh City, 2011 GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT DEVELOPMENT STRATEGY OF SAIGON COLLEGE OF ACCOUNTING, FINANCE AND INFORMATICS FOR THE PERIOD 2011-2020 Group Number: Student's name: TUAN TRAN VAN THAM VO THI TUOI LIEN DANG THI QUYNH HANH NGUYEN THI HONG NHAT THAI HOANG TANG CLASS: GAMBA01.C0409 HO CHI MINH CITY 2011 TABLE OF CONTENTS Cover………………………………………………………………… i Acknowledgements….………………………………………………………….……i Table of contents…………………………………………………………… ……iii FIGURES AND TABLES Figure 1.1.4: Strategy formation analysis frame ………………………………………5 Figure 1.1.4.2: EFE matrix …………………….………………………………………6 Figure 1.1.4.3: Competitive image matrix……… …………………………………….8 Figure 1.1.4.4: IFE matrix ……………………………………………………………9 Figure 1.1.4.5: Chart of SWOT matrix ……………………………… ……… …….10 Figure 1.1.4.6: Quantitative Strategic Planning Matrix (QSPM) 11 Table 2.1.1.2 The scale of organization structure………………….………………….17 Table 2.1.1.3: Allocation status of school facilities……………… ………………… 19 Table 2.1.1.4: Industry structure and training fields…………….…………………… 20 Table 2.4.1.5: Policy of tuition fees for special subjects………… ………………….39 Table 3.1.3.1 External factor evaluation matrix (EFE MATRIX)…………………….48 Table 3.1.3.2 Internal factor evaluation matrix (IFE MATRIX)…… ………………49 Table 3.1.3.3 Competitive image matrix…………………………… ……………….55 Table 3.1.3.4 Matrix strengths, weaknesses, opportunities, risks (SWOT Matrix)………………………………………………………………………………….57 Table 3.1.3.5(A) QSPM Matrix – Group of strategies S – O………….………………62 Table 3.1.3.5(B) QSPM Matrix– Group of strategies W – O………….………………63 Table 3.1.3.5(C) QSPM Matrix – Group of strategies S – T…….……… ………….64 Table 3.1.3.5(D) QSPM Martrix – Group of stratergies W – T….……………………66 Table 3.2.1.1: Orientation of development scope of training forms from 2011 to 2020………………………………………………………………………….…………68 Table 3.2.2.3: Orientation of development of teaching staff from 2011 to 2020…………… 73 Table 3.3.1 Estimate renovate budget,facilities repair and equipment complement…………………………………………………………………………….80 iii Table 3.3.2 Allocation quantity - staff level - Teacher (person)…………… ……… 81 Table 3.4.1a : Analyze the financial situation of the Saigon College of Accounting Finance - Informatics through balance sheet in 2009, 2010……………………… …86 Table 3.4.1b Results of business activities in 2009, 2010…………………….……….87 Table3.4.1c: The basic financial indicators…………………………… …………… 88 Table3.4.2: The total estimated cost of investment………………… ……………… 90 Table 3.4.3.2-a: Turnover of the project over the years……………………………… 91 Table 3.4.3.2-b: Depreciation of property details………………… …………………93 Table 3.4.3.2-c: Theoretical break-even point……………………… ……………….94 Table 3.4.3.2-d: Business result…………………………………… …………………95 Table 3.4.3.2-e: Table of debt payment schedule…………………… ……………….95 Table 3.4.3.2-f : Debt payment source analysis……………………………………… 96 Table 3.4.3.2-g: Flow of currency analysis………………………… ……………… 97 Table 3.4.3.3 One-way sensitivity and two-ways sensitivity of project ………………98 INTRODUCTION Chapter Theoretical Basic……………………………………………………… .3 1.1 Overview on the business strategy ……………………………………….… Concept of the strategy …………………………………………………… Roles of the strategic administration ………………… ……………………3 Types of strategy …………………………………………………………….4 Process of setting up the business strategy ………………………………… Training demands and actual situations in Viet Nam ……………………… 13 1.3 The necessity in planning development strategy of Saigon College of Accounting Finance informatics……………………………………………………13 Chapter Analysis of impact factors affecting development Strategy of Saigon College of Accounting Finance Informatics(Period of 2010 – 2020)….……………… …… 16 2.1 Introduction of Sai Gon College of Accounting Finance informatics ……… 16 iv 2.2 Analysis of macro environment affecting development process of Saigon College of Accounting - Finance - Informatics – Opportunity and challenge indentity ………………………………………… ……………………………… 22 2.2.1 Context of Economic – politics …………………….………………….……22 2.2.2 Social factors ……………………………………… ……………………….29 2.2.3 Science elements - technology …………………………………………… 32 2.2.4 Environmental factors ……………………………………………………….32 2.2.5 Analysis of strong and weak points, opportunities and challenges to occupational education …………………………………………………………….33 2.3 Analysis of micro environment that affects to the development of Saigon College of Accounting Finance Informatics - Identify opportunities and challenges ……………… 33 2.3.1 Sector management of the Ministry of Education and Training ….……… 37 2.3.2 Competitive schools in the same sectors ….….……………………….…… 37 2.3.3 The development of local economy ………….……………… …………… 38 2.4 Analyzing the internal environment that affects to the development of the School, identify strengths and weaknesses through matrixie …… …………… 38 2.4.1 Analyzing the internal environment….………………… …………………38 2.4.2 Evaluating the strengths - weaknesses ………………………….………… 40 Chapter 3: Strategies build up and solutions for the deverlopment of Saigon College of Accounting Finance Informatics (Period of 2010 – 2020) 3.1 Build up strategy 44 3.1.1 The basis of strategic orientation 44 3.1.2 General strategic direction 45 3.1.3 Set up strategy for choosing 47 3.2 Specific solutions for execution of strategies 68 3.2.1 Regarding the strategy of market development 68 3.2.2 Regarding the strategy of human resources development… 69 v 3.2.3 Business strategy 79 3.3 Action programs for execution of strategies 79 3.3.1 Program 1: Investment in upgrading, rehabilitation and expansion of the school .79 3.3.2 Program 2: To consolidate the development team of managers, teachers .80 3.3.3 Program 3: Open new Branches training 82 3.3.4 Program 4: Student 83 3.3.5 Program 5: School trademark promotion .83 3.3.6 Program 6: Joint training - to promote research and application of science technology in training and community serve… 84 3.4 Financial plan for the development strategy… 86 3.4.1 The financial situation of Saigon College of Accounting FinanceInformatics .86 3.4.2 Estimate Budget for developing strategy in the period 2011- 2020 89 3.4.3 Economic efficiency of projects… .90 3.5 Evaluates the socio-economic result and effect of strategic development program 99 3.6 Implements the schedule 100 3.6.1 Implementing route .100 3.6.2 Assign tasks…………… …… …… 101 REFERENCES 103 APPENDICES APPENDICE Form opinions of teacher evaluation……………………………104 APPENDICE Form opinions of student assessment……………………… …107 APPENDICE Form opinion of specialist………………………….…….…… 110 APPENDICE Form opinion of internal Specialists… ………………… ……113 vi APPENDICE The sum expert opinion about the importance of macro factors affecting the development of school….………………………………… ………117 APPENDICE The sum expert opinion about the importance of micro factors affecting the development of school……………………….…………… ………119 APPENDICE The sum expert opinion about the possible reaction of the school in the competitive factor…………………………………………………………… 121 vii MGMT 689 – Strategy Management INTRODUCTION With the great development of the Science and technology, especially the IT and communication, the human beings is approaching to knowledge based economy in the orientation of rapid globalization all over the world Socio- economic development strategy 2001 – 2010 referred in the Party Congress IX (4/2001 ) which posed the general target “ To lead out country get rid of less developed situation, successfully improving the material and spirit life of the people, to create the fundamental by 2020, our country basically become an modernization based industrialization country” For this purpose, education development is considered as the fundament and motive of the industrialization, modernization, as a condition for bringing the human resource into full play To implement the said requirements, the No 500/TTg dated 8th July 1997 was promulgated by the Prime Minister on establishing the Vietnam’s education – training development strategy of by 2020 showed that the socio-economic development strategy and the human resources and education development strategy is related dialectically Pushing up the target of industrialization, modernization largely depends on the success level of human resources, in which the strategy plays important role To meet this requirement, in a common direction of the Education – Training Sector, over the past year, Sai Gon College of Accounting, Finance and Informatics (SAFI) has non stop developed its scope and improved the quality of training the qualified labor sources positively supplying the technical labor source for the country In a dynamic and much variable economy as present, in order to set up, implement and access the decisions related to many functions allowing the College to meet the general requirements of the whole branches, simultaneously to meet the development planning target of the college, we establish a development target of Sai Gon College of Accounting, Finance and Informatics for period of 2010 – 2020 MGMT 689 – Strategy Management The building a strategy for education unit is not simple work, as the final result of the development is not merely to achieve the profit but also as a factor of contributing to the society Moreover, the final product of the training process is trained people who can meet the particular characters of the current time of science and technology revolutionary happening in global scale, at the same time required to strategy set up must be appropriate to general instruction of the development strategy of the whole branch of education – training With the limited vision, it is certainly that the strategy is required often amended and completed, it highly appreciate if the Teachers and all of you to contribute opinions MGMT 689 – Strategy Management CHAPTER I: THEORETICAL BASIC 1.1 Overview on the business strategy 1.1.1 Concept of the strategy: According to the conventional approach, business strategy is the long-term basic target of an enterprise defined and the action program implemented together with the necessary resources allocated in order to achieve the set target It may be understood that the business strategy is the model being used by the enterprises for future orientation in order to meet the set targets and maintain the development Strategy is defined as aggregate decisions and actions to achieve the goals and possible to connect the internal forces and external environment of an organization (According to Prof PhD Nguyen Loc – Vietnam Institute of Educational sciences) This means the strategy must be always assist the organization to achieve its set goals Each organization is required to set up fundament for future success, at the same time, make effort to excess its vitals in the international competitive arena In present business environment, the speed and level of the variations which affects on the organizations are rapidly increase, it is required that organization to be sensitive, and adaptable to such variation in order to exist and develop The strategic administration process for the purpose of the set goals allows organizations to be adaptable effectively to the long-term changes 1.1.2 Roles of the strategic administration: Strategy helps an Organization to understand better about the current changes as well as potential changes, as leverage can be used by such organization to create advantage for itself: ... GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT DEVELOPMENT STRATEGY OF SAIGON COLLEGE OF ACCOUNTING, FINANCE AND INFORMATICS FOR THE PERIOD 201 1- 2020 Group Number:... of the whole branches, simultaneously to meet the development planning target of the college, we establish a development target of Sai Gon College of Accounting, Finance and Informatics for period. .. Introduction of Sai Gon College of Accounting Finance informatics ……… 16 iv 2.2 Analysis of macro environment affecting development process of Saigon College of Accounting - Finance - Informatics