Chiến lược kinh doanh công ty cổ phần viettel cơ hội và thách thức

LUẬN VĂN THẠC SĨ Chiến lược kinh doanh công ty cổ phaafnViettel hội thách thức THESIS MBA BUSINESS STRATEGY IN THE PERIOD OF 2010 - 2015 OF VIETTEL JSC - DEMANDS AND CHALLENGES CONTENTS OPENING CHAPTER I: FUNDAMENTAL BASIS ON STRATEGY AND STRATEGIC MANAGEMENT 1.1 STRATEGY AND STRATEGIC MANAGEMENT 1.1.1 DEFINITION OF STRATEGY 1.1.2 STRATEGICMANAGEMENT .10 1.1.2.1 DEFINITION 10 1.1.2.2 TASKS OF STRATEGIC MANAGEMENT 11 1.1.2.3 BENEFITS OF STRATEGIC MANAGEMENT 11 1.1.3 STRATEGIC MANAGEMENT MODEL 12 1.1.3.1 STRATEGIC MANAGEMENT PROCESS 12 1.1.3.2 STRATEGIC SYSTEM IN COMPANY .14 1.1.3.2.1 MIXED STRATEGIES 14 1.1.3.2.2 SPECIALLY INTENSIVE STRATEGIES 15 1.1.3.2.3 BUSINESS EXPANSION STRATEGIES 16 1.1.3.2.4 OTHER STRATEGIES .16 1.2 CONTENTS OF BUILDING BUSINESS STRATEGY 17 1.2.1 DEFINING THE BUSINESS TARGET 17 1.2.2 EXTERNAL ENVIRONMENT ANALYSIS 17 1.2.2.1 ECONOMIC FACTOR 18 1.2.2.2 CULTURAL AND SOCIAL FACTOR 18 1.2.2.3 POLITIC AND LEGISLATION FACTOR 18 1.2.2.4 TECHNOLOGICAL FACTOR 18 1.2.2.5 COMPETITIVE FACTOR 19 1.2.3 INTERNAL ENVIRONMENT ANALYSIS 19 1.2.3.1 MANAGEMENT 19 1.2.3.2 MARKETING 20 1.2.3.3 FINANCE AND ACCOUNTING 20 1.2.3.4 INFORMATION SYSTEM 20 1.2.3.5 INTERNAL SUPERVISION 20 1.2.4 PROCESS ON ANALYSIS AND STRATEGIC SELECTION 21 1.2.4.1 INPUT STAGE .21 1.2.4.2 COMBINATION STAGE 23 1.2.4.3 DECISION STAGE 24 1.2.5 NOTES TO THE STRATEGY DEVELOPMENT PROCESS 24 1.2.5.1 CULTURE SIDE 24 1.2.5.2 POLITICAL SIDE 25 CHAPTER 2: OPERATION ANALYSIS OF MILITARY TELECOM CORPORATION (VIETTEL) POST JSC .26 2.1 INTRODUCTION TO VIETTEL POST JSC .26 2.1.1 GENERAL INTRODUCTION 26 2.1.2 FEATURES OF POST SERVICE SECTOR .29 2.1.2.1 THE POPULARITY .29 2.1.2.2 THE ASSEMBLY 29 2.1.23 THE DISPARITY 29 2.1.2.4 THE STABILITY OF THE GROWTH SPEED .27 2.1.2.5 THE MARKET BEING A HARD SATURATION .30 2.1.3 SOME POINTS ON ACTIVITIES OF VIETTEL POST FROM 2006 TO 2008 .30 2.1.3.1 BUSINESS STATEMENT .30 2.1.3.2 SERVICE SUPPLY NETWORK 32 2.1.3.3 DELIVERY SERVICE MARKET SHARE 33 2.1.4 ASSESSMENT ON PRESENT STRATEGY 33 2.1.4.1 MISSION AND VISION 33 2.1.4.2 ANALYSIS ON COMPETITION PRESSURE .34 2.1.4.2.1 COMPETITION LEVEL I ITS INTERNAL SECTOR 34 2.1.4.2.2 RISKS OF REPLACEMENT PRODUCTS 35 2.1.4.2.3 POWER OF CUSTOMERS 36 2.1.4.2.4 POWER OF SUPPLIERS 36 2.1.4.2.5 ENTRY AND EXIT BARRIERS 37 2.1.4.3 CURRENT STRATEGY OF VIETTEL POST 38 2.1.4.3.1 GROWTH OBJECTIVES 38 2.1.4.3.2 STRATEGY FOCUS 39 2.1.4.3.3 SOLUTIONS 39 2.1.4.4 ASSESSMENT OF CURRENT VIETTEL POST’ STRATEGY IN USE .40 2.1.4.4.1 STRENGTHS .40 2.1.4.4.2 WEAKNESSES 41 2.2 BUSINESS ENVIRONMENT ANALYSIS 42 2.2.1 EXTERNAL ENVIRONMENT 42 2.2.1.1 ECONOMIC FACTOR 42 2.2.1.2 SOCIAL – CULTURAL FACTOR 42 2.2.1.3 POLITICAL – LEGAL FACTOR 43 2.2.1.4 TECHNOLOGICAL FACTOR 43 2.2.1.5 COMPETITIVE FACTOR .44 2.2.2 INTERNAL ENVIRONMENT ANALYSIS .44 2.2.2.1 MANAGEMENT 44 2.2.2.2 MARKETING 45 2.2.2.3 FINANCE AND ACCOUNTING 46 2.2.2.4 INFORMATICS SYSTEM .47 2.2.2.5 INTERNAL CONTROL 47 CHAPTER 3: VIETTEL POST JSC BUSINESS STRATEGY DEVELOPMENT PERIOD 2010-2015 48 3.1 PURPOSE OF THE BUSINESS STRATEGY DEVELOPMENT 48 3.1.1 STRATEGIC VISION .48 3.1.2 COMPETITORS IDENTIFICATION .48 3.1.3 MARKET TREND .49 3.1.4 ORIENTATIONS FOR VIETTEL POST DEVELOPMENT PERIOD 2006-2008 50 3.2 INPUTS FOR DEVELOPMENT OF THE BUSINESS STRATEGY 50 3.3 BUSINESS STRATEGY DEVELOPMENT .51 3.3.1 BUSINESS TARGETS IDENTIFICATION .51 3.3.1.1 GENERAL TARGETS 51 3.3.1.2 TARGET OF THE SERVICE PRODUCT .51 3.3.1.3 TARGETS ON DISTRIBUTION CHANNEL .51 3.3.1.4 TARGETS ON REVENUE AND MARKET SHARE 51 3.3.1.5 TARGETS ON PROFIT 52 3.3.2 STRATEGY IDENTIFICATION 52 3.3.2.1 SWOT ANALYSIS ON VIETTEL POST 52 3.3.2.1.1 THE STRENGTHS 52 3.3.2.1.2 THE WEAKNESSES 52 3.3.2.1.3 THE OPPORTUNITIES 53 3.3.2.1.4 THE THREATS 53 3.3.2.2 STRATEGY ANALYSIS .54 3.3.2.2.1 STRATEGY – LOW COST STRATEGY 54 3.3.2.2.2 STRATEGY – DISTINCTION / DIFFERENTIATION STRATEGY .55 3.3.2.2.3 STRATEGY – HORIZONTAL STRATEGY 55 3.3.2.2.4 STRATEGY – RESTRUCTURE STRATEGY 55 3.3.2.3 STRATEGY SELECTION .56 3.3.2.4 PURPOSE OF THE STRATEGY 57 3.3.3 PROCESS TO IMPLEMENT STRATEGY 58 3.3.3.1 PERIOD (2010-2012) 58 3.3.3.2 PERIOD (2013-2015) 59 3.3.4 INSPECT STRATEGY IMPLEMENTATION 60 3.3.5 STRATEGY ADJUSTMENT 60 3.4 IMPLEMENTATION SOLUTIONS 60 3.4.1 MARKETING POLICIES 60 3.4.1.1 PRODUCT POLICY .60 3.4.1.2 PRICE POLICY 60 3.4.1.3 DISTRIBUTION POLICY .60 3.4.1.4 PROMOTION POLICY 61 3.4.2 REVENUE SOLUTIONS 61 3.4.3 ORGANIZATION AND HUMAN RESOURCE SOLUTIONS 62 3.4.4 INFORMATION OF TECHNOLOGY APPLICATION SOLUTIONS62 3.4.5 GROUP OF COUNTERMEASURE ON COOPERATION .63 3.5 RECOMMENDATIONS 63 3.5.1 VIETTEL CORPORATION 63 3.5.2 MINISTRY OF INFORMATION AND COMMUNICATIONS 63 3.5.3 STATE .63 CONCLUSION 64 BIBLIOGRAPHY .65 OPENING THE URGENCY OF THE PROJECT THE PROJECT "BUSINESS STRATEGY IN THE PERIOD OF 2010 2015 OF VIETTEL JSC - DEMANDS AND CHALLENGES” WAS INSPIRED DUE TO THE FOLLOWING REQUIREMENTS: FIRSTLY: "EVERY DAY I CAN HARDLY ACHIEVE ANYTHING HOWEVER, THERE IS ONE JOB THAT I CAN NEVER COMPLETE, WHICH IS TO BUILD PLANS FOR THE FUTURE." THAT SAYING OF AN AMERICAN LARGEST CORPORATION‘S PRESIDENT – MR GENERAL MOTORS - HAS FIRSTLY CLARIFIED THE REASON FOR OUR STRONG PASSION FOR THIS THESIS THAT BUSINESS STRATEGY CONSTRUCTION IS EVER A CONSTANT RENEWAL DEMAND FOR EACH ENTERPRISE EACH ENTERPRISE, IF EVER CONSIDERED A PERSON HIKING IN THE WOODS WITHOUT A CLEAR MANDATE, WOULD ONLY TO FIND A WAY TO GO THE MORE HE IS GOING, THE MORE HE IS GETTING LOST STRATEGY MANAGEMENT HELPS ORGANIZATIONS, ENTERPRISES CLEARLY DEFINED GOALS, DIRECTIONS, MAP OUT THE WAY AND REASONABLE ALLOCATION OF RESOURCES OPTIMALLY TO ENSURE THAT THEY WOULD TRAVEL TO THE TARGET IN A SPECIFIED TIME VIETTEL POST JSC IS NOT OUT OF THOSE NEEDS SECONDLY: VIETTEL POST JOINT-STOCK COMPANY WAS ACTUALLY A LIMITED COMPANY WHICH IS A MEMBER OF THE STATE POSTAL VIETTEL (VIETTEL POST), BELONGING TO THE CORPORATION VIETTEL - DEPARTMENT OF DEFENSE (VIETTEL), HAS BEEN EQUITIZED IN JULY 2009 DURING THIS TRANSITION, BUILDING BUSINESS STRATEGY AFTER EQUITIZATION IS AN URGENT REQUIREMENT FOR VIETTEL POST JSC, DECIDING THE SURVIVAL OF THE TRANSFERRED BUSINESS OPERATING UNDER THE NEW MECHANISM TO MEET THE DEMANDS OF SHAREHOLDERS THIRDLY: THE CONSTRUCTION AND STRATEGIC MANAGEMENT OF VIETTEL POST JSC WERE TO MEET THE DEMANDS OF VIETTEL DEVELOPMENT IN THE COURSE OF ITS DEVELOPMENT, VIETTEL POST JSC STILL WAS REQUIRED TO FOLLOW THE STRATEGIC DEVELOPMENT OF VIETTEL "BECOMING THE LEADING POSTAL AND TELECOMMUNICATIONS ENTERPRISE IN VIETNAM AS WELL AS IN THE WORLDWIDE MARKET THE CONSTRUCTION OF BUSINESS STRATEGY TO HELP VIETTEL POST JSC REALIZE THE VISION AND MISSION OF ITSELF LYING IN VIETTEL DEVELOPMENT DIRECTION BECAME URGENT THAN EVER THE OBJECTIVES OF THE PROJECT FACING THE URGENT DEMANDS MENTIONED ABOVE, OUR IMPLEMENTATION OF THE PROJECT AIMS TO THE FOLLOWING PURPOSES: FIRSTLY: TO CLARIFY THE MATTERS RELATING TO STRATEGY AND STRATEGIC MANAGEMENT IN PRODUCTION AND BUSINESS ACTIVITIES IN ADDITION, TOGETHER WITH SYSTEMATIZING KNOWLEDGE OF STRATEGIC MANAGEMENT, OUR THESIS IS ALSO DOING RESEARCH ON THE INFLUENCE OF POLITICAL AND CULTURAL FACTORS UPON THE CONSTRUCTION AND IMPLEMENTATION OF BUSINESS STRATEGY SECONDLY: BASING ON THE SCIENCE OF STRATEGIC MANAGEMENT WHICH HAS BEEN STUDIED, THE THESIS IS FOCUSING ON THE COMPLETE ANALYSIS OF A COMPREHENSIVE BUSINESS ASPECT OF VIETTEL POST JSC FROM 2006 TO 2008 TO DETERMINE BUSINESS OBJECTIVES AND DEVELOPMENT STRATEGIES APPROPRIATE FOR THESE ENTERPRISES AFTER EQUITIZATION RESEARCH METHODOLOGY TO IMPLEMENT THE OBJECTIVES OF THE THESIS SET OUT: IN TERMS OF METHODOLOGY, WE, AUTHORS, MAINLY BASED ON THE THEORY OF STRATEGIC MANAGEMENT AND STRATEGIC MANAGEMENT EXPERIENCE IN VIETTEL CORPORATION (VIETTEL) AND VIETTEL JOINT STOCK COMPANY IN TIMEBEING ON THAT BASIS, COMBINING WITH SPECIFIC BUSINESS ENVIRONMENT, THE WRITERS HAVE BUILT BUSINESS STRATEGY IN THE PERIOD OF 2010 – 2015 FOR VIETTEL POSTAL CORPORATION AS WELL AS SET OUT A SYSTEM OF SOLUTIONS TO SUCCESSFULLY IMPLEMENT THE STRATEGY WITH LOGICAL SOLUTION AS SUCH, AUTHORS MAINLY USE STATISTICAL AND ANALYSIS METHODS, WHICH IS TO EVALUATE THE OPERATION OF VIETTEL POST JSC IN THE PERIOD OF 2006-2008 AND TO ANALYZE THE STRENGTHS, THE WEAKNESSES, THE OPPORTUNITIES AND THE CHALLENGES OF THIS ENTERPRISE, FROM WHICH LATER ON TO SET OUT APPROPRIATE STRATEGY FOR THE PERIOD OF 2010-2015 THE STRUCTURE OF THE PROJECT CONSISTENT WITH THE MEANING, PURPOSE AND RESEARCH MENTIONED ABOVE, THE PROJECT IS STRUCTURED INTO 03 CHAPTERS WITH THE MAIN CONTENTS AS FOLLOWS: CHAPTER 1: THE SCIENTIFIC BASIS OF STRATEGIES AND STRATEGIC MANAGEMENT IN BUSINESS ACTIVITIES OF ENTERPRISES CHAPTER 2: STATUS OF THE STRATEGIC MANAGEMENT OF VIETTEL POST JSC IN THE PHASE OF 2006-2008 THE EXISTENCES AND REQUIREMENTS FOR A RENOVATION CHAPTER 3: SOME SOLUTIONS IMPROVING MANAGEMENT STRATEGIES AND BUILDING BUSINESS STRATEGIES IN THE PHASE OF 2010-2015 OF VIETTEL POST JSC SYMBOLS AND ABBREVIATION LIST EFE : EXTERNAL FACTOR EVALUATION GDP : GROSS DOMESTIC PRODUCT HACCP : HAZARD ANALYSIS AND CRITICAL CONTROL POINT SYSTEM IFE : INTERNAL FACTOR EVALUATION R&D : RESEARCH AND DEVELOPMENT SWOT : STRENGTHS, WEAKS, OPPORTUNITIES, THREATS VOIP : VOICE OVER INTERNET PROTOCOL WTO : WORLD TRADE ORGANIZATION VIETTEL POST : VIETTEL POST JSC CHAPTER FUNDAMENTAL BASIS ON STRATEGY AND STRATEGIC MANAGEMENT 1.1 STRATEGY AND STRATEGIC MANAGEMENT 1.1.1 DEFINITION ON STRATEGY THE MOST COMMON THING FOR ANY BUSINESS TO DO WHEN STARTING UP THEIR BUSINESS IS SETTING GOALS TO ACHIEVE IN THE LONG TERM HOWEVER, IN ORDER TO ACHIEVE THAT GOAL, MANAGERS NEED TO SET UP VARIETY OF MEASURES AND ACTIONS, IN OTHER WORD, MANAGERS MUST BUILD A SPECIFIC BUSINESS STRATEGY CURRENTLY, THERE ARE MANY DEFINITIONS ON STRATEGY, AND BASED ON DIFFERENT PERSON’S POINT OF VIEW, THERE ARE SOMEWHAT DIFFERENT IN DEFINITIONS ACCORDING TO CHANDLER, ONE OF THOSE WHO INITIATED THE FIRST STRATEGIC MANAGEMENT THEORY, STRATEGY IS "TO IDENTIFY GOALS, LONG-TERM BASIC PURPOSE OF THE BUSINESS AND APPLYING A SEQUENCE OF ACTIONS AS WELL AS THE DISTRIBUTION OF RESOURCES NECESSARY TO IMPLEMENT THIS GOAL”1 IN 1980, QUINN GLASS HAS INTRODUCED A MORE GENERAL CONCEPT: "STRATEGY IS A PATTERN OR PLAN INTEGRATES MAJOR Chandler, A (1962) Strategy and Structure Cambrige, Massacchusettes MIT Press 10 ACHIEVE IT THE BIGGEST RISK WHEN APPLYING THIS STRATEGY IS THAT NOT ONLY VIETTEL POST CAN APPROACH LOW COST POWER RESOURCES BUT OTHER OPPONENTS CAN ENTIRELY COPY THIS STRATEGY HOWEVER, THE MOST IMPORTANT THING IS THAT WITH THE POTENTIALS, CAPABILITY AS WELL AS THE SUPPORT OF ITS UPPER COMPANY - VIETTEL AND ESPECIALLY WITH “THE TRADITION OF MILITARY WAY”23 THAT THE POSSIBILITY IN REMAINING LOWER COSTS THAN ITS COMPETITORS, VIETTEL POST HAS MORE CHANCE FOR SUCCESS IN ITS RACING 3.3.2.2.2 STRATEGY – DISTINCTION/ DIFFERENTIATION STRATEGY IT IS POSSIBLE THAT AT PRESENT, ONLY VIETTEL POST IN ALL VIETNAM POSTAL BUSINESSES HAVE MORE FAVORABLE CONDITIONS IN APPLYING THIS STRATEGY BECAUSE ITS UPPER COMPANY (VIETTEL) IS LEADING A PRIORITY POSITION IN INVESTMENT TO ABROAD IN THE FIELD OF TELECOMS, THE TRADEMARK OF VIETTEL HAS BEEN KNOWN BY FOREIGN MARKETS IN ORDER TO APPLY THIS STRATEGY, VIETTEL POST NEEDS TO: - SET UP RESEARCH AND DEVELOPMENT PROCEDURE (R&D), RENEW GOOD PRODUCTS; - POSSIBILITY IN SUPPLYING HIGH QUALITY PRODUCTS/SERVICE; - EFFECTIVE PROMOTION AND SELLING ACTIVITIES; OTHERWISE, THIS STRATEGY DEMANDS THE REGIMES OF VIETTEL POST TO BE ACTIVE AND DYNAMIC IN DEVELOPING NEW PRODUCTS, RAPID APPLICATION IN THE EXISTING MARKETS OF VIETTEL 3.3.2.2.3 STRATEGY – HORIZONTAL STRATEGY 23 Culture Viettel 73 THIS IS THE STRATEGY TO MAKE MOST USE OF THE OPPORTUNITIES TO SOLVE THE WEAKNESSES OF VIETTEL POST ESPECIALLY AT THE TIME OF SEVERE COMPETITIVE MARKET AND HAPPENING ECONOMICAL CRISIS HOWEVER, THE STRATEGY REQUIRES THAT THE BUSINESS MUST TAKE THE CHANCES OF BUYING/SELLING, AMALGAMATION AND MANAGEMENT PLANS, TO ACHIEVE THE SUCCESS, OTHERWISE, IT WILL BE FACED BANKRUPTCY FROM THE DEBTS OF PURCHASING AND AMALGAMATION GENERALLY, IN THE PERIOD 2010 TO 2015, VIETTEL POST IS IMPOSSIBLE TO BE DEALED OR AMALGAMATED 3.3.2.2.4 STRATEGY – RESTRUCTURE STRATEGY THIS STRATEGY IS A CONNECTION BETWEEN WEAK POINTS AND CHALLENGES IN ECONOMICAL CRISIS PERIOD; IT IS OFTEN APPLIED AT THE TIME OF WEAK MANAGEMENT AND LOW CAPABLE HUMAN POWER HOWEVER, WITH THE REALITY OF VIETTEL POST, IT IS BETTER NOT TO APPLY THIS STRATEGY UNTIL THE LAST CHANCE AND IT SEEMS NOT TO BE HAPPENED AT LEAST IN THE PERIOD 2010 TO 2015 Costs Wide-scale Specialties Leading on costs objective market Distinctions Integration of Competitive scale costs/distinctions FIGURE 3.11 ANALYSIS MODEL ON THE COMPETITIVE Narrow objectiveLeading on costs in a Create a distinction ADVANTAGE market specific market in a specific market 3.3.2.3 STRATEGY SELECTION THE INTEGRATION BETWEEN LOW COST AND PRODUCT DIFFERENTIATION IS AS FOLLOWS: 74 - PRICE: ALWAYS LOWER THAN DIRECT COMPETITOR TO BE VN POST FROM 3-5% BY APPLYING WIDELY THE INFORMATICS TECHNOLOGY MANAGEMENT & OPERATION, MINIMIZE COSTS FOR THE ORGANIZATION MACHINERY AS WELL AS LINK TO THE PASSENGER TRANSPORTATION & EXPRESS COURIER COMBINED MODELS TO REDUCE MANAGEMENT & OPERATION COSTS AND PRODUCT PRICE; - QUALITY: BUILDING A MANAGEMENT SYSTEM BY POST, EXPAND & ENHANCE THE CAPACITY OF THE POST OFFICES, AND CLOSELY COMBINE WITH THE VIETTEL COMMERCIAL COLLABORATORS TO EXPAND THE NETWORK & SERVICE CAPACITY - GREAT MODEL- BASED ANALYSIS SHOWS THAT: CRITERIA RAT BENEFIT RISK COST FEASIBILIT PROPOSAL PROPOSAL PROPOSAL E MAR PRODUC MAR PRODUC MAR PRODUC 0,25 0,20 0,20 0,20 K 6 T 2,25 1,20 1,20 1,80 K 7 T 1,75 1,40 1,40 1,20 K T 1,50 1,60 1,40 1,00 Y TIME 0,15 1,20 0,90 0,75 TOTAL 1,00 7,65 6,65 6,25 TABLE 3.2 STRATEGIC ANALYSIS BASED ON GREAT MODEL THE GREAT MODEL BASED ANALYSIS SHOWS THAT THE MAIN STRATEGY OF VIETTEL POST IS STILL “LOW COST” (MARKET EXPANSION & DOMINATION) IN THE COMING TIME, AND THE PRODUCT DISTINGUISHING STRATEGIES INCLUDES THE INTERNATIONAL EXPANSION, THE COMBINATION & SUPPLEMENTATION (CONSOLIDATION) FOR THE EXISTING STRATEGIES HOWEVER, IF THE OPPORTUNITY COMES, ESPECIALLY THE PERIOD OF POST 2012, THE HARSH MARKET COMPETITION, THE AQUIZITATION & MERGING OR JOINTVENTURE IS COMPLETELY AVOIDABLE (POSSIBLE) 75 THE VIETTEL POST STRATEGY HAS THE FOLLOWING FEATURES/CHARACTERISTICS: - CREATE A MARKET WITHOUT COMPETITION; - DON’T DEFEAT THE COMPETITORS, BUT MAKE COMPETITION BECOME INVALID & UNNECESSARY; - DON’T PAY ATTENTION TO EXPLOIT THE PRESENT DEMANDS, BUT CREATE & GAIN THE NEW DEMANDS; - DON’T PUT ALL THE BUSINESS ACTIVITIES IN SEARCHING OF PRODUCT DISTINGUISHING, OR LOW COST, BUT APPLY BOTH STRATEGIES TOGETHER THEREFORE, PR KIM & MAUBORGNE 24 SAID THAT THIS STRATEGY IS CALLED AS “THE BLUE OCEAN” – A MARKET DEVELOPMENT & EXPANSION WITHOUT COMPETITION OR UNNECESSARY COMPETITION 3.3.2.4 PURPOSE OF THE STRATEGY: THE SELECTED STRATEGY HAS MET TWO FUNDAMENTAL MATTERS, TAKE ADVANTAGE OF STRONG POINTS AND OPPORTUNITIES TO DEVELOP AND OVERCOME THE SHORTCOMINGS TO IMPLEMENT THE DEFINED OBJECTIVES IN ORDER TO MAKE THIS STRATEGY FEASIBLE, VIETTEL POST NEED TO PAY ITS ATTENTION TO THE MATTERS AS FOLLOWS: - EXPAND & DOMINATE THE MARKET TO INCREASE THE REVENUE, MARKET SHARE EXPANSION CAN BE IMPLEMENTED BY TAKING ADVANTAGE OF THE COLLABORATORS AT THE COMMERCIAL LEVEL, INFORMATICS TECHNOLOGY SYSTEM, STRENGTH OF VIETTEL BRAND NAME TO ENHANCE/IMPROVE ITS COMPETITIVENESS; - LABORS MUST BE WELL TRAINED TO IMPROVE SPECIALIST SKILL AND PROFESSIONAL COMPETENCE TO MEET THE COMPANY’S REQUIREMENTS IN THE NEW STAGE; 24 Research and Development Final Report of Dr Kim and Mauborgne at INSEAD Institute (France); 76 - FURTHER INVESTMENT IN DEVELOPING NEW SERVICES SUCH AS LOGISTIC, E-COMMERCE; - ATTRACT THE LABORS FROM OTHER ENTERPRISERS IN THE REDUNDANT LABOR FORCE CRISIS SITUATION; - EXPAND OVERSEA INVESTMENT; - CONTINUE APPLYING INNOVATIONS & IMPROVEMENTS ON SERVICE SUPPLY TO MINIMIZE COSTS AND ENHANCE THE BUSINESS EFFECTIVENESS; - ADMIT THE COMPETITORS AS THE PARTNERS TO COLLABORATE FOR MUTUAL DEVELOPMENT; 3.3.3 PROCESS TO IMPLEMENT STRATEGY: 3.3.3.1 PERIOD (2010 – 2012) THIS IS THE PREPARATION PERIOD FOR VIETNAM POST & TELECOM ENTERPRISES BEFORE THE MARKET IS COMPLETELY OPENED IN 2013 IN THIS STAGE, VIETTEL SHOULD PUT ITS FOCUS ON THE FOLLOWING CONTENTS; - EXPANDING THE LOCAL SERVICES PROVIDING NETWORK, REACH WIDELY 100% TO ALL THE DISTRICTS ALL OVER THE COUNTRY; TIME QUARTER DISTRICT COMMUNE LEVEL 100% HAMLET 50% 50% II/2010 QUARTER 80% 70% IV/2010 QUARTERI, II/ 100% 80% 2011 QUARTER 100% II,IV/2011 TABLE 3.3 PLAN TO EXPAND THE LOCAL NETWORK OF VIETTEL TO THE YEAR 2012 - STRENGTHEN THE PROPAGANDA OF VIETTEL BRANDNAME – THE LEADING POST SERVICE PROVIDER IN VIETNAM WITH A MESSAGE 77 “VIETTEL POST – GO FURTHER FAR & WIDELY TO CONNECT PEOPLE” - COMPLETE INVESTMENT IN COMBODIA TO MAKE PROFIT FROM 2011, START INVESTMENT IN LAOS, STUDY TO EXPAND MARKET TO MYANMAR, CUBA….; TIME QUARTER CAMBODIA 50% DISTRICT II/2010 LAO OTHER CONDUCT THE COUNTRIES STUDY THE SURVEY TO MARKET IN MAKE MYANMAR, CUBA… INVESTMENT QUARTER 100% PLAN ESTABLISH A IV/2010 DISTRICT REPRESENTATIVE PROJECT 30%COMMUNE BRANCH PROVINCES APPLY THE QUARTER MAKE INVESTMENT I, II/ 2011 INVESTMENT QUARTER PERMIT OPEN A 50%COMMUNE 80% DISTRICT III, IV/2011 REPRESENTATIVE OFFICE TABLE 3.4.VIETTEL POST PLAN FOR EXPANDING THE INTERNATIONAL NETWORK TO 2012 - CONSOLIDATE THE ORGANIZATION AND PERSONNEL IN THE MODEL OF JOINT-VENTURE COMPANIES WITH PROFESSIONAL WORKING ENVIRONMENT & FINANCIAL TRANSPARENCY TO IMPROVE THE BRANDNAME AS WELL AS LIQUIDITY TO ATTRACT INVESTMENTS FROM LOCAL SHAREHOLDERS AND COOPERATION OPPORTUNITIES WITH FOREIGN ENTERPRISES IN THE NEXT STAGE; - DEVELOPMENT OF TRADITIONAL POSTAL PRODUCTS AND RESEARCH PROJECT PLANNING AND IMPLEMENTING NEW 78 SERVICES SUCH AS E-COMMERCE, LOGISTIC, TRANSPORT & PUBLIC PASSENGER TRANSPORT IN ORDER TO OPTIMIZE COSTS AND REDUCE PRODUCT PRICE; - MARKETSHARE OF THE EXPRESS COURIER SERVICE SHALL ACCOUNT FOR 25-30% TO THE END OF 2011 3.3.3.2 PERIOD (2013 – 2015) AT THIS STAGE, THE 100% FOREIGN ENTERPRISES ARE ALLOWED TO OPERATE IN THE POSTAL SECTOR THE MARKET IS LIKELY TO COMPETE FIERCELY VIETTEL POST SHALL DEPLOY A NUMBER OF ACTIVITIES AS FOLLOWS: - MAKE THE UTMOST USE OF EFFECTIVE STRENGTH OF THE NETWORK, IMPROVE & SUPPLEMENT GUIDELINES OF INFORMATICS TECHNOLOGY EXPLOITATION & APPLICATION TO MANAGEMENT & OPERATION IN ADDITION TO SELF-SERVICE NETWORK AND AVAILABLE TO RECEIVE COOPERATION OPPORTUNITIES FROM FOREIGN ENTERPRISES DUE TO DIFFICULTIES IN THE NETWORK DEVELOPMENT; - IMPROVE NETWORK DEVELOPMENT IN LAOS AND COMBODIA AND MYANMAR TO MAKE VIETTEL POST BECOME THE LARGEST POSTAL NETWORKS IN THE REGION AND CONTINUE TO STUDY THE MARKET THAT VIETTEL POST HAS PROVIDED TELECOM SERVICES SUCH AS CUBA, BANGLADESH AND AFRICAN COUNTRIES - CREATE & IMPROVE THE IMAGE OF VIETTEL POST – THE LEADING POSTAL BRANDNAME IN VIETNAM AND IN THE REGION - DEVELOPING THE VALUE-ADDED SERVICES AND NEW SERVICE, STRIVE TO BECOME A LEADING ENTERPRISE IN ECOMMERCE AND LOGISTICS IN VIETNAM - GAIN 30-40 % OF MARKETSHARE IN VIETNAM; 30% OF MARKETSHARE IN COMBODIA AND 20% IN LAOS 3.3.4 INSPECT STRATEGY IMPLEMENTATION 79 - ESTABLISH A MANAGEMENT BOARD TO IMPLEMENT THE STRATEGY UNDER THE DIRECTION OF DIRECTORS BOARD - SEARCH, HIRE PARTNERS THAT ARE INDEPENDENT ORGANIZATIONS TO REGULARLY REVIEW THE SERVICE QUALITY - REGULARLY CONSTRUCT, DEVELOP AND ACCESS THE CORE VALUES OF VIETTEL CULTURE TO RUN THE COMPANY 3.3.5 STRATEGY ADJUSTMENT REGULARLY SEARCH & APPLY INNOVATION, CREATIVITY IS THE VITALITY OF THE BUSINESS THEREFORE, VIETTEL POST REGULARLY REVIEWS THE STATUS OF THE BUSINESS ENVIRONMENT TO ADJUST STRATEGIES ACCORDINGLY IN NECESSARY CASE, VIETTEL POST SHALL CARRY OUT TO MAKING OTHER STRATEGIC IN ACCORDANCE WITH REALITY ITS MOTTO IS “THE ONLY THING UNCHANGED IS THE CHANGE” 3.4 IMPLEMENTATION SOLUTIONS 3.4.1 MARKETING POLICIES 3.4.1.1 PRODUCT POLICY - INCREASE THE UTILITY SERVICES TO CLIENTS THROUGH THE MODERN TECHNOLOGY APPLICATION TO PROVIDE AVAILABLE SERVICES; - POSITION THE MOST MODERN PRODUCTS & SERVICES IN THE INTERNATIONAL & DOMESTIC DELIVERY SERVICES; - LAUNCH NEW PRODUCTS & SERVICES TO EXPLOIT SUCH AS ZONE, BOX… - PROVIDE THE DELIVERY ON CASH SERVICE, AND ELECTRONIC PAYMENT; - PROVIDE OTHER PRODUCTS SUCH AS ONLINE SALE, LOGISTICS 3.4.1.2 PRICE POLICY - KEEP LOWER PRICE FROM 3-5%; - IMPLEMENT A FLEXIBLE FREIGHT POLICY, INCLUDING DIFFERENT FREIGHT PACKAGES SUCH AS DOOR DELIVERY, WAREHOUSE TO WAREHOUSE, TIME-BASED FREIGHT, VOLUME80 BASED FREIGHT PACKAGE, VOYAGE-BASED FREIGHT PACKAGE… ON THE BASIS OF COMPETITIVE FREIGHT 3.4.1.3 DISTRIBUTION POLICY - BUILDING DIRECT DISTRIBUTION CHANNEL ENSURING TO MEET ABOUT 80% OF DEMAND - DIVERSIFY THE DISTRIBUTION CHANNELS THROUGH AGENTS, SALE POINTS, DIRECT COLLABORATORS; - PROVIDE SERVICES THROUGH WEBSITE; - MAKING AN APPRECIATE MARKET SEGMENTATION TO BUILD A FLEXIBLE BUSINESS PLAN FOR EACH MARKET SEGMENT; 3.4.1.4 PROMOTION POLICY - BUILDING VIETTEL POST BECOMES THE FIRST LEADING POSTAL BRANDNAME IN VIET NAM; - USING TRADITIONAL ADVERTISEMENTS SUCH AS: T.V, RADIO, NEWSPAPER; - DIRECTING COMMUNICATION THROUGH TRADE SHOWS, ATTENDING ITS’ ASSOCIATIONS (POSTER, BROCHURES ETC ); 3.4.2 REVENUE SOLUTIONS - USING PROBABILITY STATISTIC DATA IN ORDER TO PREDICT DEVELOPMENT STRENGTH OF EACH SERVICE’S TURNOVER (REFER TO TABLE 3.5); - BASE ON TARGET TURNOVER, WE NEED TO AWARE THAT IN ORDER TO REACH THE TARGET MENTIONED 100 MILLION USD INTO THE YEAR 2015, THE COMPANY MUST CONCENTRATE TO DEVELOP NEWS SERVICES SUCH AS: LOGISTICS E-COMMERCE AND ESPECIALLY IN INTERNATIONAL TRANSPORTATION; - ON THE OTHER HAND, AIMING TO INCREASE THE REVENUE FROM NETWORK EXPANSION - APPLY THE SALE-BASED POLICY; DEVELOP REVENUE FROM NEW CLIENTS; 81 - DEVELOP THE VALUE-ADDED SERVICES ON THE POSTAL NETWORK SUCH AS STATIONERY, PUBLICATION, TELECOMMUNICATION SERVICE; NO YEAR REVENUE ESTIMATED REVENUE I CURRENT REVENUE 2005 92,548,868,837 2006 100,673,898,084 2007 189,884,173,105 2008 247,217,010,664 2009 377,000,000,000 II PERIOD 2010 - 2012 2010 579,363,050,263 2011 823,730,587,691 2012 1,039,667,127,909 III PERIOD 2012 - 2015 2013 1,345,538,699,126 2014 1,586,642,532,372 2015 1,829,637,159,150 TABLE 3.5 ESTIMATE REVENUE OF VIETTEL IN THE PERIOD OF 2010-2015 3.4.3 ORGANIZATION & HUMAN RESOURCE SOLUTIONS: - GIVE STANDARDS TO THE LABORS WITH THE MOTTO “FOR THE POST ENTERPRISER, MANPOWER (LABORS) ARE THE MOST IMPORTANT ASSETS” - COMPLETE THE PROCEDURE ON RECRUITMENT, TRAINING AND SELECTING WITH THE MOTTO “FRESH WATER MUST FLOW” - BUILD, CONSOLIDATE AND IMPROVE POLICES TO ATTRACT THE HIGHLY-QUALIFIED LABORS IN THE EXPRESS COURIER 82 - BUILD & DEVELOP THE BUSINESS CULTURE 3.4.4 INFORMATION OF TECHNOLOGY APPLICATION SOLUTIONS: OBJECTIVE: VIETTEL WILL BECOME AN ENTERPRISER WITH THE MOST MODERN EXPRESS SERVICE MANAGEMENT TECHNOLOGY IN VIETNAM - BUILD THE SOFTWARES FOR PRODUCT-POSITIONING, TRANSCEIVING, MEANS OF TRANSPORT THROUGH CONNECTED HANDSETS GPRS; - PROVIDE PRODUCTS AND SERVICES THROUGH HANDSETS SUCH AS MONEY TRANSFER, ISSUE SCRATCHING CARDS… - BUILDING A CONVEYOR SYSTEM, PACKING, AUTOMATIC SELECTION TO INCREASE THE LABOR PRODUCTIVITY - MONITOR OPERATING SCHEDULE, SERVICE QUALITY MANAGEMENT 3.4.5 GROUP OF COUNTERMEASURE ON COOPERATION - SEEK FOR GOOD INTERNATIONAL POSTAL COMPANIES TO BE COLLECTION AGENCIES OR TO SELL PRODUCTS DIRECTLY IN VIETNAM’S MARKETS; - COOPERATE IN PROVIDING OVERSEA DELIVERY SERVICE FROM VIETNAM TO FOREIGN COUNTRIES (BUILD UP NEW TRADEMARK OR COOPERATE TRADEMARK); - SEEK FOR FOREIGNER PARTNERS TO COOPERATE IN CONNECTION OF DELIVERY SERVICES ONGOING IN INCOMING TO VIETNAM (COOPERATE IN COLLECTION THROUGH HUB); - SEEK FOR PARTNERS TO PROVIDE DELIVERY SERVICE, MAILINGS, DISTRIBUTION OF COMMODITIES FROM OVERSEAS TO VIETNAM; 3.5 RECOMMENDATIONS: 3.5.1 VIETTEL CORPORATION (VIETTEL) 83 - TAKE INTEREST IN, PROVIDE GUIDANCE AND SUPPORT TO VIETTEL POST IN THE DEVELOPMENT OF POSTAL SERVICES, HELPING VIETTEL TO ACCOMPLISH ITS MISSION; - INSTRUCT ITS OVERSEAS SUBSIDIARIES TO COOPERATE AND SUPPORT VIETTEL POST IN ITS PROVISION OF SERVICES OVERSEAS 3.5.2 MINISTRY OF INFORMATION AND COMMUNICATIONS - CONDUCT REGULAR INSPECTION OF SERVICE PROVISIONS OF POSTAL ENTERPRISE ACROSS THE COUNTRY TO IMPROVE THEIR SERVICE QUALITY AND PUBLICIZE SERVICE QUALITY OF EVERY ENTERPRISE ANNUALLY; - IMPLEMENT SANCTION POLICIES FOR ENTERPRISE THAT VIOLATE POSTAL LAWS CONCLUSION ON THE BASIS OF APPLICATION OF STRATEGIC THEORY AND ADMINISTRATION TO VIETTEL POST, THE APPRECIATION OF THE BUSINESS ACTIVITIES FROM 2006 TO 2008 AS WELL AS THE ANALYSIS OF THE BUSINESS ENVIRONMENT FOR THE PERIOD FROM 2010 TO 2012, THE GROUP OF AUTHORS HAS DEFINED THE STRATEGY “THE BLUE OCEAN” AS THE STRATEGY OF DEVELOPMENT FOR THE PERIOD FROM 2010 TO 2015 IN ADDITION, THE GROUP OF AUTHORS ALSO HAS BROUGHT OUT SOLUTIONS SO AS TO EXECUTE THE STRATEGY EFFECTIVELY AS WELL AS ALWAYS PERFECT AND READJUST THE STRATEGY APPROPRIATELY FOR EACH PERIOD THE CHOSEN STRATEGY WILL CONTRIBUTE AND HELP VIETTEL AND VIETTEL POST FULFILL THE MISSION AND VISION DURING THE PROCESS OF BUILDING AND DEVELOPMENT 84 TRULY, THE STRATEGY HAS MADE THE MOST OF AND BROUGHT TO FULL PLAY OF THE STRONG POINTS AND GRASPED AT THE EXCITING OPPORTUNITY, AND AT THE SAME TIME POINTED OUT THREATS AND CHALLENGES TO VIETTEL POST IN ITS PRODUCTION AND BUSINESS ACTIVITIES AS WELL AS SOLUTION SO AS TO TURN THREATS INTO FAVORABLE, AIMED AT OVER COMING THE OBVIOUS CHALLENGES THE STRATEGY ALSO HAS DETERMINED THE PERIODS OF EXECUTING THE STRATEGY AND APPROPRIATE EXECUTION OF EACH AND EVERY PERIOD, AND GOALS BROUGHT OUT HAVE CLOSELY CONNECTED TO THE SPECIFIC TIME OF EXECUTION TO SUCCESSFULLY CARRY IT OUT, THE STRATEGY HAS BROUGHT OUT A NO-SMALL-ISSUE, THAT IS, PROPOSALS NOT ONLY TO THE MACRO POLICY BUT ALSO TO THE BUSINESSES THEMSELVES SO AS TO TURN THAT STRATEGY INTO PRACTICE AN IMPORTANT CASE IN POINT, IN WHICH AS THE FRAMEWORK OF THE PROJECT AS WELL AS RESEARCH TIME DID NOT PERMIT THE GROUP OF AUTHORS TO TOUCH UPON IN TIME, THAT IS, HOW TO SUCCESSFULLY CARRY OUT THE STRATEGY, THE BUSINESS HAS GOT TO FOCUS ITS EFFORTS TO CONSTRUCT PROJECTS: AS OVERSEAS INVESTMENTS PROJECTS OF DEVELOPING NEW SERVICES (ELECTRONIC COMMERCE, LOGISTIC AND SO ON) AIMING TO CONCRETIZE THE PICKED STRATEGY BIBLIOGRAPHY ENGLISH 85 - CHANDLER, A (1962) STRATEGY AND STRUCTURE CAMBRIGE, MASSACCHUSETTES MIT PRESS - E.J ZAJAC, M.S KRAATZ, R.F BRESSER “MODELING OF DYNAMICS OF STRATEGIC FIT: A NORMATIVE APPROACH TO STRATEGIC CHANGE, “STRATEGIC MANAGEMENT JOURNAL (42000), PP 429 – 453 - JOHNSON, G., SCHOLES, K (1999) EXPLORING CORPORATE STRATEGY, 5TH ED.PRENTICE HALL EUROPE - MCGRAW, (2007) STRATEGY SYDNEY, HILL COMPANY - QUINN, J., B (1980) STRATEGY AND CHANGE: LOGICAL INSCREMENTALISM HOMEWOOD, ILLINOIS, IRWIN - R.E HOSKISSON, M.A HILL, W.P.WAN, AND D.YIU, (1982), “THEORY AN RESEARCH IN STRATEGIC MANAGEMENT: SWING OF THE PENDULUM”, JOURNAL OF BUSINESS VOL25, NO.3, PP 417 – 456 - T.J ANDERSEN (2000), “STRATEGIC PLANNING, AUTONOMOUS ACTIONS AN CORPORATE PERFORMANCE”, LONG RANGE PLANNING (4-2000), PP 184 – 200 - WILSON, (1994) “STRATEGIC PLANNING ISN’T DEAD – IT CHANGED”, LONG RANGE PLANNING (8 – 1994), P.20.B VIETNAMESE - REPORT OF VNPOST FIRST MONTHS OF 2009; - FINAL REPORT OF VIETTEL POST 2006; - FINAL REPORT OF VIETTEL POST 2007; - FINAL REPORT OF VIETTEL POST 2008; - FINAL REPORT OF VNPOST 2008; - FINAL REPORT OF MIC 2006; - FINAL REPORT OF MIC 2007; - FINAL REPORT OF MIC 2008; - CULTURE OF VIETTEL - MINUTE OF MEETING “PUBLIC SERVICE FUTURE AND THE POSTAL INFRASTRUCTURE” BY VIETNAM UNION POST OFFICE ON 12/062007 IN HANOI 86 - ARTICLE12 DECREE 128/2007/NĐ-CP DATED 02/08/2007 OF GOVERNMENT ON DELIVERY SERVICE - DEVELOPMENT VIEWPOINT OF THE MILITARY COMMUNICATION CORPORATION (VIETTEL) - STUDIES ON STRATEGY OF DR KIM AND DR.MAUBORGNE AT INSEAD INSTITUTE –FRANCE (VIETNAMESE VERSION); 87 [...]... THE VIETTEL POST CENTRE THE VIETTEL POST CO’S CHAPTER CAPITAL WAS REGISTERED AT VND 40 BILLION, WITH ITS MAIN OPERATION IN EXPRESS, NEWSPAPERS DELIVERY AND TELECOMMUNICATION SERVICES VIETTEL POST ORGANIZATIONAL STRUCTURE: MANAGEMENT BOARD OFFICE LEVEN INFRASTRUCTURE AREA 1 AREA 2 HÀ NỘI ĐÀ NẴNG AREA 3 34 HCM AREA 4 CẦN THƠ DISTRICT LEVEL FIGURE 2.1 ORGANIZATIONAL STRUCTURE OF VIETTEL POST JSC THE VIETTEL. .. THE VIETTEL POST JSC ORGANIZING CHART HAS BEEN RESTRUCTURED IN LINE WITH THE EQUALIZATION PROCESS VIETTEL POST JOINT STOCK COMPANY INTERPROVINCAL COMPANY CITY COMPANY MEMBERS BRANCH AT 63 CITY/PROVINCE POST OFFICE AT DISTRICT LEVEL 35 ABROARD COMPANY FIGURE 2.2 STRUCTURE OF VIETTEL POST JSC CURRENTLY, VIETTEL POST JSC HAS BEEN PROVIDING THE FOLLOWING SERVICES IN THE NATIONWIDE AND CAMBODIA MARKET:... CONVENIENCE ON ANALYZING THIS RESEARCH, VIETTEL POST JSC’S SERVICES IS CATEGORIZED INTO 4 GROUPS AS EXPRESS SERVICE, NEWSPAPER DELIVERY SERVICE, FOREIGNBASED SERVICE AND OTHERS (STATIONARY SUPPLY, TELECOMMUNICATION DEALER….) THE VIETTEL POST JSC’S STAKEHOLDERS CONGRESS IS DETERMINED VIETTEL POST JSC’S TARGET AFTER 3 YEARS OF BEING EQUITISED (PERIOD 2010-2012) THAT VIETTEL POST JSC WILL BECOME A LEADING... BASES; -PERIOD 1998-2000, VIETTEL WAS CONCENTRATED ON EXTENDING THE POST SERVICES SUPPLY TO THE NATIONWIDE, CONCURRENTLY STARTED EXPRESS DELIVERY SERVICE BOTH AT HOME AND ABROAD; -2000, VIETTEL POST CENTRE WAS ESTABLISHED ON THE BASIS OF THE NEWSPAPER DELIVERY AGENCY; -12 JANUARY 2006, MINISTER OF DEFENCE ISSUED THE DECISION NO.10/2006/QD-BQP ON THE ESTABLISHMENT OF THE 33 VIETTEL POST CO., BELONGS... RESOURCE CHAPTER 2 OPERATION ANALYSIS OF MILITARY TELECOM CORPORATION (VIETTEL) POST JSC PERIOD 2006-2008 2.1 INTRODUCTION TO VIETTEL POST JSC 2.1.1 GENERAL INTRODUCTION PREVIOUSLY, IT WAS AN ENTREPRENEUR BELONGS TO THE MILITARY TELECOMMUNICATION GROUP CURRENTLY, IT HAS BEEN TRANSFERRED INTO A JOINT STOCK COMPANY SINCE JULY 2009, KNOWN AS VIETTEL POST JSC WITH THE DEVELOPMENT RECORDS AS FOLLOW: -1 JULY 1997,... FACTORS’INFLUENCE RATE 8 G: GAIN R: RISK E: EXPENSE A: ACHIEVABILITY T: TIME 1.2.5 NOTES TO THE STRATEGY DEVELOPMENT PROCESS 1.2.5.1 CULTURAL SIDE ENTREPRENEUR’S CULTURE IS COMBINED OF VALUE, BELIEF, CUSTOM, INTERACT ATTITUDE WHICH ARE RECOGNIZED AS ITS OWN STANDARDS THESE FEATURES ALWAYS ATTACH A HIGH 8 McGraw, (2007) Strategy Sydney, Hill Company 31 STABILITY AND HUMAN BEING IMPLICATION THEREFORE, CONFRONTING... THE STRATEGY APPLICATION IS WHEN THE ENTERPRISE IS ABLE TO RESEARCH AND PENETRATE THE MARKET, ESPECIALLY, OVERSEA ONES; THE PRODUCTION CAPACITY OF ENTERPRISE HAS NOT BEEN FULLY PUT INTO OPERATION AND THE DISTRIBUTION CHANNEL IN THE NEW MARKET IS RELIABLE, GOOD QUALITY, AT A DUE COST (3) PRODUCT DEVELOPMENT STRATEGY: THROUGH INVESTMENT FOR RESEARCH AND DEVELOPING ACTIVITIES, THE ENTERPRISE IS CAPABLE TO... FOLLOWING: (1) JOINT VENTURE: IS THE STRATEGY TO BUILD UP A NEW BUSINESS OR AN ASSOCIATION FROM 2 OR MORE ORIGIN ENTERPRISES TO INCREASE THE CAPITAL, INVESTMENT OPPORTUNITY, NEW MARKET PENETRATION, RISK DISSEMINATION… SOME POPULAR JOINT VENTURE TYPES ARE: RESEARCH AND DEVELOPMENT JOINT VENTURE, CROSSED PRODUCT DISTRIBUTION CONTRACT, CROSSED FRANCHISE CONTRACT THIS STRATEGY IS APPLIED IN HIGHLY RETURN PROJECTS... ENTERPRISE’S PROPERTY AT ITS REAL PRICE AIMING TO STOP THE PERSISTENTLY IRRESISTIBLE LOST THIS STRATEGY IS USED WHEN BOTH OPERATION REDUCTION AND OPERATION PARTIAL CUT DO NOT WORK; ENTERPRISE GOES BANKRUPT (5) GENERAL STRATEGY: IS THE METHOD TO COMBINE 2 OR MORE ABOVE MENTIONED STRATEGIES WITH THE LIMITED RESOURCES, PURSUING MANY STRATEGIES AT THE SAME TIME MAY BRING BACK DIFFICULTY FOR BUSINESS SINCE... BUSINESS TARGET MUST COVER FOLLOWING CONTENTS: DEVELOPMENT STRATEGY, BUSINESS PHILOSOPHY, TARGET CUSTOMERS AND MARKET, CORE PRODUCTS AND SERVICE, APPLICABLE TECHNOLOGY, PROFITABILITY, COMPETITIVENESS, SOCIAL RESPONSIBILITY, NECESSARY RESOURCES TO ACHIVE TARGET 1.2.2 EXTERNAL ENVIRONMENT ANALYSIS 21 IN ORDER TO KEEP THE BUSINESS STRATEGY HIGHLY FEASIBLE, AFTER EVALUATING THE BUSINESS TARGET, THE ENTERPRISE