strategy for development of viglacera vocationnal college period 2011 2015 pdf

Capstone project GaMBA01.N06 report GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM GaMBA01.N06 CLASS CAPSTONE PROJECT REPORT STRATEGY FOR DEVELOPMENT OF VIGLACERA VOCATIONAL COLLEGE, PERIOD 2011 - 2015 Members of 6th Group : Le Minh Tuan Hoang Thi Thuy (Leader) Nguyen Thanh Thang Pham Hoa Binh HaNoi, September 2011 6th Group Capstone project GaMBA01.N06 report LIST OF TABLES Page Table 1.1: External factor evaluation matrix Table 1.2: Internal factor evaluation matrix Table 1.3: SWOT Matrix 10 Table 2.1: Table of training result in the last years 16 Table 2.2: Human resources in each Board -Deparment - Faculty 18 Table 2.3: The structure of teachers in major professional 19 Table 2.4: The structure of teaching staff by level 19 Table 2.5: Vocational training of Viglacera vocational College 20 Table 2.6: Statistic of training scale 20 Table 2.7: Quantity and sort list of book in library 23 Table 2.8: Vocational training facility of Viglacera vocational College 25 Table 2.9: Internal factor evaluation matrix (IFE) 27 Table 2.10: Major and special major of some universities, colleges 30 Table 2.11: Cost for study of training types (Unit: 1.000VND) 31 Table 2.12: External factor evaluation matrix ( EFE) 32 Table 2.13: Summary strength, weakness, opportunity and threat of The College 33 Table 3.1: Developing training scale of The College 2011 - 2015 35 Table 3.2: Developing teacher of The College 2011 - 2015 36 Table 3.3: Strengths - Weaknesses - Opportunities and Threats of Viglacera 37 vocational College Table 3.4: SWOT Matrix 39 Table 3.5: Formulating plans for development strategy for The College 41 Table 3.6: Matrix QSPM for SO 42 Table 3.7: Matrix QSPM for ST 44 Table 3.8: Matrix QSPM for WT 46 Table 3.9: General summary of specific measures to develop Viglacera 49 vocational College 6th Group Capstone project GaMBA01.N06 report LIST OF FIGURES Page Figure 1.1: Perspective plan of 1st base of Viglacera vocational College - Yen Phong, Bac Ninh Urban Figure 1.1: Five task realationship of strategic management Figure 1.2: Comprehensive strategic management process of Fred R.David Figure 2.1: Logo of Viglacera vocational College 14 Figure 2.2: Structure of Viglacera vocational College 15 Figure 2.3: Internal analysis environment model of Viglacera vocational College 17 Figure 2.4: Human resource structure of Viglacera vocational College 18 Figure 2.5: Training scale of Viglacera vocational College 21 Figure 2.6: Teacher is guiding students to learn model production line 22 building materials at Viglacera vocational college Figure 2.7: Images of students are practicing on the production line 22 construction materials (ceramic raw) in Company Figure 2.8: Internal factor evaluation model of Viglacera vocational 26 College Figure 3.1: Images of students receiving diplomas at Viglacera vocational College 6th Group 63 Capstone project GaMBA01.N06 report TABLE OF CONTENTS LIST OF TABLES LIST OF FIGURES INTRODUCTION CHAPTER I THEORETICAL BASIS FOR BUILDING STRATEGY DEVELOPMENT OF VIGLACERA VOCATIONAL COLLEGE Overview of strategic management and business strategy 1.1 Related concepts 1.1.1 Strategy 1.1.2 Strategic management (SM) 1.2 Meaning of stratery management 1.3 Vision, mission and core values 1.3.1 Vision 1.3.2 Mission 1.4 Strategic Management Process .7 1.5 Tools formulate strategy 1.5.1 Evaluation inside - outside elements matrix .8 1.5.1.1 External factor evaluation matrix (EFE matrix) 1.5.1.2 Internal factor evaluation matrix (IFE matrix) .9 1.5.2 Competitive profile matrix .10 1.5.3 SWOT Matrix 10 1.5.4 QSPM Matrix .11 Summary Chapter 11 CHAPTER II ANALYSIS OF CURRENT OPERATION OF VIGLACERA VOCATIONAL COLLEGE 12 An overview of the the Viglacera Vocational College (The College) 12 1.1 Formation and development process of The College 12 1.1.1 Name, logo 12 1.1.2 Address, phone, fax, website 12 6th Group GaMBA01.N06 Capstone project report 1.1.3 The process of formation and development Viglacera Vocational College (VVC) 12 1.1.4 Functions and main tasks 12 1.1.5 Organizational Structure 13 1.2 Summary situation and result of operations of the Viglacera Vocational College within 03 years (2008-2010) 14 Analysising situation activities of Viglacera Vocational College by SWOT method .15 2.1 Analysis of factors internal environment of the School 15 2.1.1 Human Resources 16 2.1.2 Management training 18 2.1.2.1 Industry Training 18 2.1.2.2 Training scale 18 `2.1.2.3 Training Program 19 2.1.3 Scientific researching activiteies, innovating programs and textbook 20 2.1.4 Information and library systems .21 2.1.5 Finance - Accounting 21 2.1.6 The facilities, equipment and training 22 2.1.6.1 The facilities 22 2.1.6.2 Training Equipment 22 2.1.7 Marketing 24 2.1.8 Organisation culture 24 2.1.9 Internal factor evaluation matrix of The College .24 2.2 Analysis of external environment factors 26 2.2.1 The opinions and forecasts of the development strategy of Vietnam vocational trainning in 2020 Error! Bookmark not defined 2.2.1.1 The key opinion of development of vocational training Error! Bookmark not defined 2.2.1.2 Forecasting innovation of vocational training of Vietnam to 2020 Error! Bookmark not defined 2.2.2 Analysis of macro environment 26 2.2.2.1 The economic factor 27 6th Group GaMBA01.N06 Capstone project report 2.2.2.2 The political - law factor 28 2.2.2.3 The social-cultural factors – population 28 2.2.2.4 The technical elements - technology 28 2.2.3 Analysis the micro environment .29 2.2.3.1 Customers .29 2.2.3.2 Vocational training colleges in Ha Noi city and Northern 29 2.2.3.3 Supplier 30 2.2.3.4 Indirect competitors (international school in Vietnam, study abroad) 30 2.2.3.5 Substitution service 31 2.2.3.6 Vocational training analysis and demand in Bac Ninh province 2.2.3.7 Vocational training situation in Hanoi 2.2.4 External factor evaluation matrix (EFE) 34 The necessity of buiding development strategy of Viglacera vocational college 35 CHAPTER III IDENTIFACATION OF STRATEGIES, SOLUTIONS FOR IMPLEMENTATION, RECOMMENDATION AND CONCLUSIONS TO BUILD AND DEVELOP VIGLACERA VOCATIONAL COLLEGE 37 Determining strategic solutions 37 1.1 Vision, mission and core values 37 1.1.1 Vision 37 1.1.2 Mission 37 1.1.3 Core values 38 1.2 Forecast training scale, development of teachers and objective 38 1.2.1 Forecast training scale 38 1.2.2 Development of teachers 39 1.2.3 General development objective 39 1.3 SWOT matric and QSPM matrix .40 1.3.1 Strength - Weakness - Opportunity - Threat of The College 40 1.3.2 SWOT matrix (Strengths - Weaknesses - Opportunities - Threats) 42 1.3.3 Strategic choice through strategic planning matrix to quantify (Quantitative Strategic Planning Matrix - QSPM) 42 Solution implementation strategy chosen 48 2.1 The point of building solutions 48 6th Group GaMBA01.N06 Capstone project report 2.2 The general solution 48 2.3 General summary of specific measures to develop Viglacera vocational College 49 Recommendations to parties participate in development strategy .60 3.1 Board of management 60 3.2 The under sectors 60 3.3 Viglacera Corporation 61 3.4 Businesses in Viglacera Corporation 61 3.5 Pupils and students; former students 61 CONCLUSION 62 REFERENCES 64 APPENDICES 01: .67 APPENDICES 02: .69 6th Group Capstone project GaMBA01.N06 report INTRODUCTION Necessity and importance of the topic After period studying seriously at Global advance Master of Business Administration training program (GaMBA program) provided by Center for Educational Technology and Career Development - Vietnam National University in cooperation with Griggs University- USA held in Vietnam Now, it is time to big assignment for graduation, we are 6th group - GaMBA01.N06 class, members include: No Name M/F Le Minh Tuan M Position Corporation Economic Project Management Board at Son Department La Hydropower Plant - Vietnam Manager Electricity Hoang Thi Thuy F Vice Rector Viglacera Vocational College Nguyen Thanh Thang M Officer Military Commercial Joint Stock Bank Pham Hoa Binh M Vice Director An Phu Investment and Development Joint Stock Company Building topic together: “Strategy for development of Viglacera vocational College, period 2011 - 2015” In education, strategy and strategic management helps schools, especially vocational school to meet the needs of human resources for society and improve their ability, to train in the most limited conditions as well as life conditions for staffs and teachers We hope to contribute a part to build operation strategy of The College effectively; to improve competive capacity, exist and non-stop development 6th Group GaMBA01.N06 Capstone project report Figure 1.1: Perspective plan of 1st base of Viglacera vocational College - Yen Phong, Bac Ninh Urban Viglacera Vocational College formerly is the School for Training workers and Cadres of Building materials which was established according to the Decision No 483/QD-BXD on 08/7/1998 by the Minister of Construction; 12/2006, renamed Vocational School of Viglacera’s building materials; 9/2007, changed its name to Viglacera vocational School and renamed again and upgraded to Viglacera Vocational College on 5/2010 (Decision No 627/QD-LDTBXH on 18/05/2010 of the Ministry of Labour - War Invalids and Social Affairs) Viglacera Vocational College is business unit which has revenue, under Viglacera Corporation, is the first Vocational College of nation in training vocation about manufacturing materials for construction The main task of The College is training vocation according to 03 levels: college, secondary, primary vocation and improving level vocational skills for employees, responding human resource for construction industry, Viglacera Corporation and society However, the development of domestic economy - society toward integrating and the State guideline about socializing education and training industry which formed fiercely competitive training market There were many new training schools which were borned including many modern, advance training programs that responded needs of society and students, pupils Especially, there were more foreign training schools 6th Group Capstone project GaMBA01.N06 report Therefore, The College needs building development strategy effectively to improve competitive capcacity, exist and development We hope to contribute partly into building operation strategy for The College in next time with topic: “Strategy for development of Viglacera vocational College, period 2011 - 2015” Aims of study - Systematizing basic theories of planning strategy - Analysing operation environment of Viglacera Vocational College - Development direction of Viglacera Vocational College period 2011 - 2015 Methods of study - Base on theories about business administration, we use method of summary, statistic and analyse - In researching process, collected data from Viglacera Vocational College, documents, official information of the State, researching documents about vocational system and strategy of foreign and domestic authors or our collected ones Structure of topic Our topic includes main parts as following: - INTRODUCTION: OVERVIEW -CHAPTER 1: THEORETICAL BASIS FOR BUILDING STRATEGY DEVELOPMENT OF VIGLACERA VOCATIONAL COLLEGE -CHAPTER 2: ANALYSIS OF CURRENT OPERATION OF VIGLACERA VOCATIONAL COLLEGE -CHAPTER 3: IDENTIFICATION OF STRATEGIES, SOLUTIONS FOR IMPLEMENTATION, RECOMMENDATION AND CONCLUSIONS THE STRATEGIES TO BUILD AND DEVELOP VIGLACERA VOCATIONAL COLLEGE 6th Group GaMBA01.N06 BIG ASSIGNMENT APPENDICES 01: REGULATIONS ABOUT OUTPUT STANDARDS FOR STUDENTS GRADUATE FROM MAJOR OF MANUFACTURING MATERIALS FOR CONSTRUCTION VOCATIONAL COLLEGE LEVEL Knowledge  Knowing about basic principles of Marxism - Leninism, the revolution way of Vietnam Communist Parties, Ho Chi Minh idealisation; having basic knowledge about social science and natural science to acquire education training knowledge  Mastering knowledge about major manufacture materials for construction in manufacturing technology sector, machine - manufacturing facility for vocations as: Manufacture ceramics, ware for construction; manufacture products of glass  Having knowledge about safety and sanitary industry, mastering knowledge safety in manufacturing materials for construction  Having ability to study upper level  Having English certificate, Informatic certificate: B grade English certificate, A grade informatic certificate or equivalent Skill  Having skill of operation, installation, maintenance, repair machine - facility chain manufacture materials for construction  Offering safely solutions, ensuring safety for people and facilities when things about manufacture materials for construction  Skill of awareness, analysis, research and deal with problem base on equipped knowledge  Having training ability, guide technical staff in manufacture materials for construction sector  Having ability self-study to improve skill level to suit to work request Attitude, behavior  Seriously observe the State law and regulation of the college, company 6th Group 67 GaMBA01.N06 BIG ASSIGNMENT  Having sense of disciplines and industrial working style, high responsibility spirit  Always seriously in doing regulations about safety in manufacture materials for construction  Loving job, individual ethic and career ethic  Dynamic, self-confident, progressive in working  Cooperation, friendly, unpretentious in relationships Working ability after graduate  After graduate, students can work as: Manufacture team leader, technical officer, technician, manager in manufacture materials for construction factories inside or outside Viglacera Corporation  Students are up to university level material construction major of University of Civil and Engineering, Hanoi University of Architecture or study upper to university level in Silicat major of Hanoi University of Technology 6th Group 68 GaMBA01.N06 BIG ASSIGNMENT APPENDICES 02: REGULATIONS ABOUT OUTPUT STANDARDS FOR STUDENTS GRADUATE FROM MAJOR OF MANUFACTURING MATERIALS FOR CONSTRUCTION VOCATIONAL SECONDARY LEVEL Knowledge  Having knowledge about political theories subjects; having basic knowledge about social science and human science to acquire education training knowledge  Mastering knowledge about major manufacture materials for construction in manufacturing technology sector, machine - manufacturing facility for vocations as: Manufacture ceramic bricks, manufacture granit bricks, manufacture wares for construction, manufacture sanitary wares, manufacture refactory materials, manufacture ceramic raw  Having ability to study upper level  Having knowledge about safety and sanitary industry, mastering knowledge safety in manufacturing materials for construction  Having English certificate, Informatic certificate: A grade English certificate, A grade informatic certificate or equivalent Skill  Having skill of operation, installation, maintenance, repair machine - facility chain manufacture materials for construction in not to complicated level Understanding clearly own action while working  Ability handle basic situations on machine - facility chain in simple level  Ability working as independently or as a team Having ability self-study to improve skill level to suit to work request Attitude, behavior  Seriously observe the State law and regulation of the college, company  Having sense of discipline and industrial working style, high responsibility spirit in working 6th Group 69 GaMBA01.N06 BIG ASSIGNMENT  Always serious in doing regulations about safety in manufacture materials for construction  Loving job, individual ethic and career ethic  Dynamic, self-confident, progressive in working  Cooperation, friendly, unpretentious in relationships Working ability after graduate  After graduate, students can work as: Manufacture team leader, technical officer, technician, manager in manufacture materials for construction factories inside or outside Viglacera Corporation  Students are up to university level material construction major of University of Civil and Engineering, Hanoi University of Architecture or study upper to university level in Silicat major of Hanoi University of Technology APPENDICES 03: (Data source from accounting department of Viglacera vocational college) Sample: B 01a-enterprise (issued according to decision number 15/2006/QD-BTC) VIGLACERA CORPORATION VIGRACERA VOCATIONAL COLLEGE Balance sheet 2009 UNIT: VND Assets Short term assets: (100 = code Note Closing balance Beginning balance A 110+120+130+140+150) 100 I Money and Cash equivalent 110 Cash 111 Cash equivalent 112 2,482,541,539 1,879,756,141 208,412,991 93,472,573 V.01 208,412,991 93,472,573 V.02 420,000,000 I I The financial investment a short-ter 120 6th Group 70 GaMBA01.N06 Short-term investment BIG ASSIGNMENT 121 420,000,000 0 2,158,516,100 1,325,160,700 1,638,727,200 1,325,160,700 519,399,600 0 0 389,300 8,702,864 10,831,468 8,702,864 10,831,468 0 106,909,584 30,291,400 0 13,000,584 93,909,000 30,291,400 5,216,078,056 5,276,566,019 0 0 Short-term investment(s) price2 cutting standby 129 I I I The short-term receivable 130 Customer receivable 131 Prepaid for sale 132 Internal receivables of the short3 term 133 Receivable by the plan of the buildingcontract 134 The other receivables 135 V.03 Standby for short-term receivables difficult demands 139 I V Inventory 140 Inventory 141 Discounts for inventory 149 V Other short term assets 150 Prepaid short term costs 151 Deducted VAT 152 V.04 Receivable taxes and other accounts of the state 154 Other short term assets 158 V.05 Long-term assets (200 = B 210+220+240+250+260) 200 I The long-term receivables 210 Long-term receivables from customers 211 6th Group 71 GaMBA01.N06 Business capital in internal units 212 The internal long-term receivables 213 Other long-term receivables 218 BIG ASSIGNMENT 0 V.06 0 V.07 0 0 5,133,778,056 5,194,266,019 4,866,915,238 4,919,929,138 10,611,315,506 10,033,839,906 5,744,400,268 5,113,910,768 0 0 0 0 0 0 V.11 266,862,818 274,336,881 V.12 0 0 0 82,300,000 82,300,000 0 0 82,300,000 82,300,000 0 Standby receivables from difficult demands 219 I I Fixed assets 220 Tangible capital assets 221 - Original cost of fixed assets 222 Accrued depreciation 223 Leased fixed assets 224 Original cost of fixed assets 225 Accrued depreciation 226 Intangible fixed assets 227 Original cost 228 Accured depreciation 229 Construction in progress 230 V.08 V.09 V.10 I I I Real estate Investment 240 Original cost of real estate investment 241 Accrued depreciation 242 I V Other long-term investment 250 Investment in equity of subsidiaries 251 Investment in joint-venture 252 Other long term investments 258 11 V.13 Provision for long term investment devaluation 259 6th Group 72 GaMBA01.N06 V Other long-term assets 260 Long-term prepaid expenses 261 Deffered income tax assets 262 Other long-term assets 268 TOTAL ASSETS (270 = 100+200) BIG ASSIGNMENT 0 V.14 0 V.21 0 7,698,619,595 7,156,322,160 2,902,248,156 1,960,083,139 2,902,248,156 1,960,083,139 0 1,295,814,337 1,113,213,653 62,750,000 3,986,629 58,374,259 302,405,191 59,364,797 1,202,066,336 700,175,136 35,225,663 28,955,294 0 0 0 0 0 V.20 0 V.21 0 0 0 270 Equity A LIABILITIES (300 = 310 + 330) 300 I Short-term liabilities 310 Short-term loan and liabilities 311 Payable to sellers 312 Deferred revenue 313 Taxes and payable to state budget 314 Payable to employees 315 Accruals 316 Intercompany payable 317 V.15 V.16 V.17 Construction contract progress payment 318 Other short-term payable 319 V.18 Provisions for short-term payables 320 I I Long-term liabilities 330 Trade creditors 331 Long-term internal payable 332 Other long-term payable 333 Long-term borrowings and liabilities 334 Deferred income tax 335 V.19 Provisions fund for severance allowances 336 Provisions for long-term payables 337 13 6th Group 73 GaMBA01.N06 B RESOURCES (400 = 410+430) 400 I Resources 410 Invested capital 411 Share premium 412 Other capital 413 Stock funds 414 Differences upon asset revaluation 415 Foreign exchange differences 416 Investment & development funds 417 Financial reserve funds 418 Other funds 419 BIG ASSIGNMENT 4,796,371,439 5,196,239,021 636,508,566 949,469,920 0 0 0 0 0 21 636,508,566 949,469,920 21 0 21 0 4,159,862,873 4,246,769,101 72,943,184 143,320,906 507,548,649 471,063,255 3,579,371,040 3,632,384,940 7,698,619,595 7,156,322,160 V.22 Undistributed earnings 420 1 Construction investment fund 421 I I Other budget and resources 430 Bonus & welfare funds 431 Budget resources 432 V.23 Budget resources used to acquire fixed assets 433 Total capital (440 = 300+400) 440 OTHER INDICATORS Note Indicators + Operating lease assets Closing balance Beginning balance 24 + Materials, goods kept under trust for processing + Goods received on consignment 6th Group 74 GaMBA01.N06 BIG ASSIGNMENT for sale, deposit + Bad debt written off + Foreign currencies + Enterprise, project expenditure estimate Date 31 month 12 year 2009 Chief officer Prepared by Lai Thi Nga VIGLACERA CORPORATION VIGRACERA VOCATIONAL COLLEGE INCOME STATEMENT The year 2009 Unite: VND TT Indicator Code Note This year Previous year Turover from sales of good and services 01 VI.25 7,583,420,399 6,626,702,642 Turnover deductible items 02 14,923,300 19,662,085 Net turover from sales of goods and services (10 = 01 - 02) 10 7,568,497,099 6,607,040,557 Prime cost of goods 11 VI.27 7,379,217,823 6,173,402,917 Gross turover: (20 = 10-11) 20 189,279,276 433,637,640 Turnover of finance activity 21 VI.26 25,046,535 14,547,916 Financial expenditures 22 VI.28 5,343,100 Including interest cost 23 0 Selling expense 24 0 Enterprise Admistration cost 25 0 10 Net turnover from business activity: 30 214,325,811 442,842,456 6th Group 75 GaMBA01.N06 BIG ASSIGNMENT (30=20+21-22-24-25) 11 Other incomes 31 0 12 Other expenditures 32 0 13 Other profits: (40 = 31 - 32) 40 0 14 Total profit beforer tax: (50= 30+40) 50 214,325,811 442,842,456 Expenditure on current business income 15 tax (25%) 51 VI.30 53,581,453 110,710,614 52 VI.30 0 Expenditure on deffered business 16 income tax Profit after business income tax: (60 = 17 50-51-52) 60 160,744,358 332,131,842 18 Earning per a share 70 0 Date 31 month 12 year 2009 Chief Prepared by Lai Thi Nga Accountant Chief officer Truong Thi Kim Anh VIGLACERA CORPORATION VIGRACERA VOCATIONAL COLLEGE Sample: B 01a-enterprise (issued according to decision number 15/2006/QD-BTC) Balance sheet 2010 UNIT: VND Assets Code Note Closing balance 6th Group Beginning balance 76 GaMBA01.N06 Short term assets: (100 = A 110+120+130+140+150) I Money and Cash equivalent Cash 100 110 111 BIG ASSIGNMENT 2,140,737,862 156,479,832 156,479,832 2,482,541,539 208,412,991 208,412,991 0 0 129 130 131 132 1,840,591,020 1,714,015,300 113,588,000 2,158,516,100 1,638,727,200 519,399,600 133 0 134 0 12,987,720 389,300 19,775,690 19,775,690 123,891,320 8,702,864 8,702,864 106,909,584 20,663,920 103,227,400 13,000,584 93,909,000 200 6,020,218,524 5,216,078,056 The long-term receivables Long-term receivables from customers 210 0 211 0 Business capital in internal units The internal long-term receivables 212 0 213 V.06 0 Other long-term receivables Standby receivables from difficult demands 218 V.07 0 0 Cash equivalent The financial investment a II short-ter Short-term investment Short-term investment(s) price2 cutting standby III The short-term receivable Customer receivable Prepaid for sale Internal receivables of the short3 term Receivable by the plan of the buildingcontract 112 The other receivables Standby for short-term receivables difficult demands IV Inventory Inventory Discounts for inventory V Other short term assets Prepaid short term costs Deducted VAT Receivable taxes and other accounts of the state Other short term assets Long-term assets (200 = B 210+220+240+250+260) 135 I 120 121 139 140 141 149 150 151 152 154 158 V.01 V.02 V.03 V.04 V.05 219 6th Group 77 GaMBA01.N06 II Fixed assets Tangible capital assets - Original cost of fixed assets Accrued depreciation Leased fixed assets 220 221 222 223 224 BIG ASSIGNMENT V.08 V.09 5,908,931,524 4,930,113,588 12,023,411,693 7,093,298,105 5,133,778,056 4,866,915,238 10,611,315,506 5,744,400,268 Original cost of fixed assets 225 0 Accrued depreciation 226 0 Intangible fixed assets Original cost Accured depriciation Construction in progress III Real estate Investment Original cost of real estate investment 227 228 229 230 240 42,466,700 50,960,000 8,493,300 936,351,236 0 0 266,862,818 241 0 Accrued depreciation IV Other long-term investment Investment in equity of subsidiaries Investment in joint-venture Other long term investments Provision for long term investment devaluation V Other long-term assets Long-term prepaid expenses Deffered income tax assets Other long-term assets TOTAL ASSETS (270 = 100+200) Equity A LIABILITIES (300 = 310 + 330) 242 250 11 82,300,000 82,300,000 V.13 0 82,300,000 0 82,300,000 V.14 V.21 28,987,000 28,987,000 0 0 8,160,956,386 7,698,619,595 300 3,914,993,376 2,902,248,156 310 311 312 313 314 315 316 317 3,914,993,376 1,728,418,441 197,940,000 35,951,400 308,374,891 2,902,248,156 1,295,814,337 62,750,000 3,986,629 302,405,191 1,327,158,644 1,202,066,336 I Short-term liabilities Short-term loan and liabilities Payable to sellers Deferred revenue Taxes and payable to state budget Payable to employees Accruals Intercompany payable Construction contract progress payment 251 252 258 259 260 261 262 268 270 V.10 V.11 V.12 V.15 V.16 V.17 318 6th Group 78 GaMBA01.N06 Other short-term payable Provisions for short-term 10 payables 319 II BIG ASSIGNMENT V.18 317,150,000 35,225,663 320 0 Long-term liabilities Trade creditors Long-term internal payable Other long-term payable Long-term borrowings and liabilities 330 331 332 333 0 0 0 0 334 V.20 0 Deferred income tax Provisions fund for severance allowances 335 V.21 0 0 4,245,963,010 248,928,850 0 4,796,371,439 636,508,566 0 0 V.19 336 Provisions for long-term payables B RESOURCES (400 = 410+430) I Resources Invested capital Share premium Other capital Stock funds Differences upon asset revaluation 337 400 410 411 412 413 414 415 0 10 11 II 416 417 418 419 420 421 430 431 432 153,096,527 0 95,832,323 636,508,566 0 3,997,034,160 46,369,621 265,628,449 4,159,862,873 72,943,184 507,548,649 3,685,036,090 8,160,956,386 3,579,371,040 7,698,619,595 Foreign exchange differences Investment & development funds Financial reserve funds Other funds Undistributed earnings Construction investment fund Other budget and resources Bonus & welfare funds Budget resources Budget resources used to acquire fixed assets Total capital (440 = 300+400) 13 V.22 21 21 21 V.23 433 440 OTHER INDICATORS Indicators + Operating lease assets Note Closing balance Beginning balance 24 6th Group 79 GaMBA01.N06 + Materials, goods kept under trust for processing + Goods received on consignment for sale, deposit + Bad debt written off + Foreign currencies + Enterprise, projec expenditure estimate BIG ASSIGNMENT Date 31 month 12 year 2010 Prepared by Chief officer Lai Thi Nga VIGLACERA CORPORATION VIGRACERA VOCATIONAL COLLEGE INCOME STATEMENT The year 2010 Unite: VND T T Indicator Code Note This year Previous year Turover from sales of good and services Turnover deductible items 01 02 VI.25 8,160,774,668 27,441,500 7,583,420,399 14,923,300 Net turover from sales of goods and services (10 = 01 - 02) Prime cost of goods Gross turover: (20 = 10-11) Turnover of finance activity Financial expenditures Including interest cost 10 11 20 21 22 23 8,133,333,168 8,022,812,584 110,520,584 4,530,853 0 7,568,497,099 7,379,217,823 189,279,276 25,046,535 0 VI.27 VI.26 VI.28 6th Group 80 GaMBA01.N06 BIG ASSIGNMENT Selling expense Enterprise Admistration cost Net turnover from business activity: 10 (30=20+21-22-24-25) 24 25 0 0 30 115,051,437 214,325,811 11 12 13 14 Other incomes Other expenditures Other profits: (40 = 31 - 32) Total profit beforer tax: (50 = 30 + 40) Expenditure on current business 15 income tax (25%) Expenditure on deffered business 16 income tax Profit after business income tax: (60 = 17 50-51-52) 31 32 40 50 0 115,051,437 0 214,325,811 18 Earning per a share 70 Prepared by Lai Thi Nga 51 VI.30 28,762,859 53,581,453 52 VI.30 0 86,288,578 160,744,358 60 0 Date 31 month 12 year 2010 Chief Accountant Chief officer Truong Thi Kim Anh 6th Group 81 [...]... I THEORETICAL BASIS FOR BUILDING STRATEGY DEVELOPMENT OF VIGLACERA VOCATIONAL COLLEGE 1 Overview of strategic management and business strategy 1.1 Related concepts 1.1.1 Strategy "Strategy" is a term dervided from the Greek word "Strategos" used in military Military strategy is the art of commanding in the dominant position, said the modern theorists Clawzevit Strategy is the art of commanding the facilities... quality human resources for industry, for Viglacera Corporation as well as for The College and social development 2.2.2.2 The political - law factor Draft Economic Development Strategy 2011- 2020 of the State: rapid development of human resources, especially high quality, focusing on basic renovation, comprehensive national education is one of three strategic breakthrough According to forecast in 2020, Vietnam... operation of Viglacera Vocational College by SWOT method 2.1 Analysis of factors internal environment of the School Management Training program Marketing Internal Analysis Resources Finance Accounting Human Resources Information Systems Figure2.3: Chart analysis of the internal environment of Viglacera College The identification of the strengths and weaknesses of cases through the assessment of major... Department 03 5 Faculty of Information - Technology 03 6 Faculty of Mechanics 07 7 Faculty of Construction and Building Materials 07 8 Faculty of Business Administration 02 9 Center of Foreign Language and IT 04 TOTAL 59 (Data source: Organization - Public Administration of Viglacera College) The total number of officers, teachers, school staff now has 59 people (39 men and 21 women), of which: 12 people... VIGLACERA VOCATIONAL COLLEGE 1 An overview of the the Viglacera Vocational College (The College) 1.1 Formation and development process of The College 1.1.1 Name, logo - Vietnamese name: Viglacera College - International Trade name: Viglacera Vocational College - Abbreviation: Viglacera- VC (Figure 2.1: Logo) 1.1.2 Address, phone, fax, website - Head Office: 92 Vinh Phuc Str, Ba Dinh Dist, Hanoi - Training... objectives Evaluate internal factors to identify strengths and weeknesses Select strategy to persue Measure the perfomance Suggest policies implement strategy formate strategy assess strategy Model 1.2 : The process of comprehensive strategic management of Fred R.David 1.5 Tools formulate strategy Before building strategy for organizations, businesses need analyzing the macro environment (demographic,... 04.37610112; Fax: 04.37610728, Email: viglaceravc@yahoo.com - Website: vvc.edu.vn 1.1.3 The process of formation and development Viglacera Vocational College (VVC) Viglacera Vocational College is an administrative unit with revenues which subordinate to Vietnam glass and Ceramic Corporation (now is Viglacera Corporation) formerly is the School for Training workers and Cadres of Building materials, which was... Division of Training Viglacera College) Other types of training: - To train workers for rank increase of employees: Approximately 550 visitors/year; - Training, retraining, short-term training in topics: Approximately 500 visitors/year; - Link training university, inter -college to college: About 1,000 students/year 6th Group 18 Capstone project GaMBA01.N06 report Sacle of training of Viglacera vocational college. .. necessary for the course The structure of training programs comply to follow Decision No 01/2007/QDBLDTB&XH on 04/01/2007 and program framework of occupations of Ministry of War Invalid and Social issued, compiling information for the profession, specifically following: college level, 03-year training period; intermediate is 02 years and is the Primary 3 to 6 months Depending on the order of business, the College. .. Organisation of Party and Troupes THE VICE PRINCIPAL OF INTERNATIONAL &RELATION AND RESEARCH THE TRAINING VICE RECTOR Trainin g Depart ment Center forInt Coope ration & Resear ch Center of foreign langua ge Facult yof Basic science s Facu lty of Cons truct ion and Buil ding Mate rials Facult y of Busin ess Admi nistrat ion Faculty of Inform ation Techn ology Facult yof Electri cal Auto matio n Facult yof Mech ... and development We hope to contribute partly into building operation strategy for The College in next time with topic: Strategy for development of Viglacera vocational College, period 2011 - 2015 ... of study - Systematizing basic theories of planning strategy - Analysing operation environment of Viglacera Vocational College - Development direction of Viglacera Vocational College period 2011. .. CHAPTER II ANALYSIS OF CURRENT OPERATION OF VIGLACERA VOCATIONAL COLLEGE An overview of the the Viglacera Vocational College (The College) 1.1 Formation and development process of The College 1.1.1