FORMULATING DEVELOPMENT STRATEGY for FSC company

MBA THESIS TITLE FORMULATING DEVELOPMENT STRATEGY FOR FSC INFORMATICS ELECTRONICS JOINT STOCK COMPANY (FSC) TABLE OF CONTENTS TABLE OF CONTENTS LIST OF ABBREVIATIONS LIST OF TABLES LIST OF FIGURES A INTRODUCTION B DEVELOPMENT .12 CHAPTER : THEORETICAL BACKGROUND 12 CHAPTER CHAPTER II: AN ANALYSIS ON THE CURRENT SITUATION OF FSC 33 CHAPTER INTELLECTUAL PROPERTY VIOLATIONS ON THE RISE .45 CHAPTER THE ICT INDUSTRY 49 CHAPTER : FORMULATION OF DEVELOPMENT STRATEGY FOR FSC FOR PERIOD 2011-2015 86 C CONCLUSION 101 REFERENCES 103 Group 13 - GaMBA01.M06 LIST OF ABBREVIATIONS CRM Customer Relationship Management EFE External Factor Evaluation FDI Foreign Direct Investment FSC FSC informatics electronics joint stock company GDP Gross Domestic Products GREAT Gains, Risks, Expenses, Achievability, Time HTZ High Tech Zone ICT Information and Communication Technology IE Internal-External Matrix IFE Internal Factor Evaluation IT Information Technology ROA Return on Assets ROE Return on Equity SCM Supply Control and Management SWOT Strengths, Weaknesses, Opportunities and Threats WTO World Trade Organization Group 13 - GaMBA01.M06 LIST OF TABLES TABLE 1.1 SWOT MATRIX 15 TABLE 1.2 THE GENERAL ENVIRONMENT: SEGMENTS AND ELEMENTS 17 TABLE 1.3 TANGIBLE RESOURCES .22 TABLE 1.4 INTANGIBLE RESOURCE .23 TABLE 1.5 VALUE CHAIN ANALYSIS .24 TABLE 1.6 GREAT MODEL 31 TABLE 2.7 FSC’S FINANCIAL REPORTS OVER YEARS .36 TABLE 2.8 FSC’S KEY FINANCIAL INDICATORS .37 TABLE 2.9 FORECAST FOR VIETNAM 39 TABLE 2.10 THE APPLICATION OF IT AND E-COMMERCE IN FIRMS 43 TABLE 2.11 FSC’S HARDWARES PROVISION AS AGAINST THAT OF ITS COMPETITORS 56 TABLE 2.12 FSC’S HARDWARES PROVISION AS AGAINST THAT OF ITS COMPETITORS 58 TABLE 2.13 EXTERNAL FACTOR EVALUATION FOR FSC 63 TABLE 2.14 FINANCIAL RESOURCES 64 TABLE 2.15 GENERAL BALANCE SHEET 67 TABLE 2.16 INTERNAL FACTOR EVALUATION (IFE) MATRIX .83 TABLE 2.17 FSC’S INTERNAL-EXTERNAL MATRIX 85 TABLE 3.18 QUANTITATIVE MATRIX WITH GREAT CRITERIA 90 Group 13 - GaMBA01.M06 TABLE 3.19 TOTAL INVESTMENT OF FSC 98 TABLE 3.20 EXPECTED FINANCIAL RESOURCES .99 Group 13 - GaMBA01.M06 LIST OF FIGURES FIGURE 1.1 THE STRATEGIC MANAGEMENT PROCESS 13 FIGURE 1.2 LAYERS OF THE BUSINESS ENVIRONMENT 16 FIGURE 1.3 FORCE MODEL OF M.E PORTER 19 FIGURE 1.4 COMPETITOR ANALYSIS COMPONENTS 21 FIGURE 1.5 PORTER'S GENERIC STRATEGIES 26 FIGURE 1.6 TYPES OF BUSINESS-LEVEL STRATEGIES 30 FIGURE 2.7.GROWTH CHART OF TURNOVER (MIL VND) .36 FIGURE 2.8 VIETNAM GDP CHANGES OVER FROM 1980 TO 2009 .38 FIGURE 2.9 STRUCTURE OF IT INVESTMENT AND E-COMMERCE OF ENTERPRISES IN 2008 AND 2009 .42 FIGURE 2.10 FSC’S CUSTOMERS’GROUPS 52 FIGURE 2.11 COMPOSITION OF FSC’S CUSTOMERS 53 FIGURE 2.12 NETWORK OF PROVIDERS 54 FIGURE 2.13 FSC’S HRMS PRODUCT AS AGAINST THAT OF ITS COMPETITORS 56 FIGURE 2.14 FSC’S HARDWARES PROVISION AS AGAINST THAT OF ITS COMPETITORS 57 FIGURE 2.15 FSC’S E-GOV SOLUTION SOFTWARE PROVISION AS AGAINST THAT OF ITS COMPETITORS 58 FIGURE 2.16 FSC INFORMATICS ELECTRONICS J.S.C SHAREHOLODERS PLENUM 66 FIGURE 2.17 FSC STAFF’S QUALIFICATIONS 68 Group 13 - GaMBA01.M06 FIGURE 2.18 FSC STAFF’S RANGE OF AGE 69 FIGURE 2.19 FSC’S VALUE CHAIN ANALYSIS .70 FIGURE 2.20 A COMPARISON OF INFRASTRUCTURE BETWEEN FSC AND ITS COMPETITORS 71 FIGURE 2.21 GROWTH OF HUMAN RESOURCE CHART 73 FIGURE 2.22 A COMPARISON OF HUMAN RESROUCES BETWEEN FSC AND ITS COMPETITORS 73 FIGURE 2.23 A COMPARISON OF TECHNOLOGY DEVELOPMENT BETWEEN FSC AND ITS COMPETITORS .74 FIGURE 2.24 A COMPARISON OF TECHNOLOGY DEVELOPMENT BETWEEN FSC AND ITS COMPETITORS .75 FIGURE 2.25 A COMPARISON OF INBOUND LOGISTICS BETWEEN FSC AND ITS COMPETITORS 76 FIGURE 2.26 A COMPARISON OF OPERATIONS BETWEEN FSC AND ITS COMPETITORS 77 FIGURE 2.27 A COMPARISON OF OUTBOUND LOGISTICS BETWEEN FSC AND ITS COMPETITORS .78 FIGURE 2.28 A COMPARISON OF MARKETING AND SALES BETWEEN FSC AND ITS COMPETITORS .79 FIGURE 2.29 A COMPARISON OF SERVICES BETWEEN FSC AND ITS COMPETITORS 81 FIGURE 2.30 SWOT ANALYSIS RESULTS 84 FIGURE 3.31 FSC NEW ORGANIZATIONAL STRUCTURE FOR THE STRATEGY 94 FIGURE 3.32 ROADMAP FOR THE IMPLEMENTATION OF THE STRATEGY 99 FIGURE 3.33 GANTT CHART FOR THE IMPLEMENTATION OF THE STRATEGY 100 Group 13 - GaMBA01.M06 LIST OF MATRIX MATRIX 1: COMBINATION OF EXPLOITING STRENGTHS AND TAKING ADVANTAGE OF OPPORTUNITIES PLAN - S/O 87 MATRIX 2: COMBINATION OF EXPLOITING STRENGTHS AND OVERCOMING THREATS PLAN - S/T .88 MATRIX 3: A COMBINATION TO MINIMIZE WEAKNESSES AND OVERCOME THREATS – W/T 88 MATRIX 4: A COMBINATION TO MINIMIZE WEAKNESSES AND TAKE ADVANTAGE OF OPPORTUNITIES – W/O .89 Group 13 - GaMBA01.M06 A INTRODUCTION Rationale Despite the three remarkable crises, namely the 1994 Mexico’s currency crisis, the 1997-1998 Asian crisis and the not-yet-over 2008 financial global crisis, Vietnam still remains one of the fastest-growing economies in the world, averaging around 8% annual gross domestic product (GDP) growth from 1990 to 1997 and 6.5% from 1998-2003 From 2004 to 2007, GDP grew over 8% annually Foreign trade and foreign direct investment have improved significantly From 1990 to 2005, agricultural production nearly doubled, transforming Vietnam from a net food importer to the world's second-largest exporter of rice The average Vietnamese savings rate is about 30% Inflation in 2007 was 7.3% but was in the double digits and approaching 30% year-on-year by August 20081 Generally in 2009, GDP increased by 5.1% against that of 2008.2 However, according to the Ministry of Planning and Investment’s reports 3, the economy is showing signs of slower growth while its quality is relatively lower due to the low efficiency and productivity resulting in high production cost At present, investment is contributing to 60% of the annual GDP growth and the rest come from labor values However, due to low productivity and obsolete technology, the high-tech products account for only a limited amount in total export volume This fact, in turns, results in an imbalance in the macro economy To find the way out, the Vietnamese government has decided to strongly conduct a structural shift in the economy In this shift, the private sector is encouraged to become drivers of the economy Especially, the technology sector is to be spearheaded and seen as agents leading the whole economy movement toward a more advanced high tech economy http://www.gso.gov.vn/default_en.aspx?tabid=622 http://www.gso.gov.vn/default_en.aspx?tabid=501&thangtk=09/2009 http://www.laodong.com.vn/Home/Tai-co-cau-nen-kinh-te-10-nam-toi-la-giai-doan-tangtoc/20101/171949.laodong Group 13 - GaMBA01.M06 Having navigated this trend, FSC predicts great opportunities will be opened for private enterprises in general and in the IT field in particular It also sees the needs for revising its current strategy and forming a new strategy to actively grasp the potential new developments in the industry Objectives The project is aims at following objectives: • Form theoretical background for the analysis of the external and internal environment Major theories on SWOT and industry competitive forces, strategies and strategic management will be studied as the group try to form a strategy for FSC in the 2011-2015 period - Analyzing FSC’s strengths, weaknesses, opportunities, threats while taking into consideration FSC’s market status against its competitors - Formulating the development strategy for FSC in the 2011-2015 period on the basis of the SWOT analysis - Proposing an implementation plan for the new strategy with specific roadmap and plan for the co-ordination of different resources Methodology The research methods mobilized in the process of analyzing and formulating the strategy would be as follows: • Quantitative • Qualitative • Desk research • Field visits Structure of the research Group 13 - GaMBA01.M06 10 Having compared different strategy, the one with highest point is the combination of Strengths and Opportunities (S-O3) This strategy will surely help FSC to exploit its strengths of being flexible, efficient and having good network of relationship and at the same time minimizing its weaknesses of inadequate infrastructure and facility Specifically, the strategy would also enable FSC to compete directly with foreign competitors for several reasons First, the foreign competitors often not possess the knowledge of local corporate culture of Vietnam Second, they not have any good relationship with the Vietnamese government as FSC does Third, Vietnamese government agencies as well as state owned enterprises and state corporations have their own accounting and human resource management practices that may be unfamiliar with the foreign companies Finally, if foreign competitors can fulfill all of the above mentioned points, their price would be too high for any companies or agencies in Vietnam to afford Therefore, FSC in short-term, FSC does not see them as a key threat Therefore, FSC is recommended to practice the SO3 strategy Specifically, the Strategy is about: - Upgrading existing products and services to lower cost and while enhance the product and services’ quality with special focus on small and mediumsized enterprises - Exploiting outsourcing relationship with foreign partners, especially Japanese partners - Gradually moving toward greener IT trends Clearly, the above characteristics have brought FSC to choose Integrated Cost Leadership and Differentiation strategy with following objectives: • Continuously innovate technology and develop quality human resource development aiming toward raising the product’s competitiveness by lowering the product’s price while at the same time improve the product and service quality • Be ready to become an outsourcing company, especially for Japanese partners Group 13 - GaMBA01.M06 91 • Develop an environmental friendly and socially responsible brand in an attempt to better maintain the customers’ trust and relationship In order to implement this strategy, the two following FSC’s core competencies will be exploited to the full First, costs saving solutions are recommended via the following methods: • Restructuring the organization to enhance the efficiency • Automating possible procedures to reduce overhead cost Second, product and service quality improvements are done by: • Upgrading human resources quality • Focusing on Technological development 3.3 Solutions for the implementation of the strategies 3.3.1 Market Strategy  Market Segmentation In order to become a leading player in the market in the next five year, FSC needs to segment the big market into smaller pieces that can best exploit its strengths and overcome its weaknesses Having combined market opportunities with its strengths, FSC aims to target following segmentation in its strategy of the next five years - State agencies segment As analyzed in the second chapter in the part of customer bargaining power, FSC has good relationship with state agencies Moreover, the with the stronger reform required by the government, all of the state owned enterprises and government agencies are bound to apply IT in management in order to improve their efficiency This indicates even more business opportunities that FSC can take full Group 13 - GaMBA01.M06 92 advantage of - Small and medium-sized private business segment As analyzed in the second chapter in the part of technological trends, small and medium-sized private business segment are investing more and more in IT Being also a small business itself, FSC can make use of its own experiences in managing companies via automated systems to sell to other business of same size - Outsourcing for Japanese companies As shown in the global environment analysis, more Japanese enterprises are seeing IT opportunities in Vietnam in term of cost advantage With young, openminded leadership and dynamic structure, FSC sees also a lot of market opportunities in this segment  Strategic products and services Having quite limited infrastructure and weaker outbound logistics in comparison with other competitors, it is advisable that FSC to select Softwares (HRMS and E-gov) and IT Solutions as its key products and services rather than hardware markets With good marketing and sale as well as good services, FSC will certainly have better opportunity that focusing on the hardware market that has shown sign of saturation Furthermore, it will have to compete directly with such giants as FPT and CMC who are market leaders in this field 3.3.2 Cost Management Strategy  Improving the current organizational structure toward cost management activities It is critical to match organizational structure to the firm’s strategy FSC have identified its weaknesses of the current organizational structure as one way information flow in most of the linkage Group 13 - GaMBA01.M06 93 The information flow is single directional from the top management down to the lower level without any feedbacks moving from the lower level This fact may prevent the flow of ideas that can better help the company to achieve its targets of lowering the cost and differentiating its products and services Following FSC’s new strategy the weakness will be addressed A new organizational structure is put forward to better serve the integrated cost leadership/differentiation strategy as follows: Figure 3.31 FSC new organizational structure for the strategy (Source: The research group’s proposal to FSC’s Board of Management) In this improved organizational structure, information flows are multi-directional This will allow the company to get new ideas quicker and save cost of miscommunication among different levels Group 13 - GaMBA01.M06 94  Cost management activities First, the input cost will be managed properly with such methods as bidding, competitive offering etc in order to select the companies with the best possible price and quality Secondly, the inventory will also be tracked carefully in an attempt to ensure the sufficient materials and efficiency The delayed time should also be reduced to save the money for the company Thirdly, more processes will be automated while technology will be made full use of to save overhead costs 3.3.3 Human resource development (HRM) Strategy FSC understands to the full that the HRM Strategy needs to be aligned with the overall organizational goals FSC is to integrate HRM into the agency planning process, emphasizing HR activities that support mission goals, and building strong HR/management relationships FSC’s HMR strategy will be realized via two stages Efficient programs: The first stage should be developed efficient programs on the basis of the rationalized processes such as time and motions processes to enhance the productivity and lower production cost Effective programs: The second stage involves effective programs to provide information to laborers, consult them etc to engage their attention and ideas in the decision process Once the laborers feel that their voice is listened, they will actively contribute to the development of the organization Having successfully developed and implemented the above two types of programs, FSC’s human staff can be capable of innovating products and improving FSC’s services Group 13 - GaMBA01.M06 95 Technological Development: FSC is to create a good environment for the development of technology by: o Investing strongly in R&D to encourage new ideas and innovation to better the current products and services o Taking advantage of the lead users to for perpetual beta testing and other product development o Engaging more of its own workers in the search for innovation For example, the duties of procurement, sales or finance groups can be expanded to include learning about trends they encounter that ordinarily might be considered not of primary interest to the company o Setting up so-called communities of practice, which are typically internal Web sites where employees are encouraged to share knowledge and skills important to the company Services Improvement: Despite having good core competencies in its services, FSC still needs to continuously improving its service quality and make it irreplaceable in the eyes of its customer by: o Regularly auditing FSC’s service quality This audit will enable the organization to identify immediate areas that could benefit from improvement as well as identify areas and individuals at the organization that are currently offering excellent service quality o Periodically poling customers to gauge their satisfaction This can be in the form of a survey or other inquiry that focuses on both the internal and external customers This focus will afford FSC with the opportunity to ensure that quality service is being provided to all customers equally o Implementing service quality training FSC top level of management down the chain of command will support this fully Group 13 - GaMBA01.M06 96 Employees need to know that the organization, as a whole, has a standard that needs to be met when it comes to the service quality that is provided o Continue to find ways to improve service quality There will always be opportunities for improvement Whether it is giving the customer more than they initially expected, going above and beyond to ensure that the customer is satisfied, or offering a better service, improving service quality is always a benefit to the organization This strategy aims at enhancing FSC’s social image and helps lower production costs as well as creating differentiation 3.3.4 Branding Strategy As the integrated cost leadership/differentiation strategy has been chosen, branding is now crucial for FSC to further brand its products and services Therefore, it is first advisable for FSC to develop a brand strategy which shows a consistent image via the company’s websites, sales literature and tools, messaging, corporate identity, naming and most importantly a customer relationship management program for the period 2011-2015 Additionally, the company will also develop a brand loyalty by using the data from the customer relationship management (CRM) program The CRM will help FSC to better trace its customer's need and offer exactly what they want When the customers’ need is fulfilled, they will perceive FSC brand in a positive manner Furthermore, the customer service will also be improved to deepen the brand loyalty The services that FSC can provide to its customer include technical support for the distributors, capacity building, especially, and marketing capacity for the wholesalers so as to better reach the end-users Group 13 - GaMBA01.M06 97 Last but not least, to sustain brand loyalty, FSC will maintain offering good quality products and services at reasonable price Continuous feedbacks from customer will also be included as part of the nonstop brand improvement Brand loyalty is expected not only earns FSC immediate profit but maximize its revenue in the long run 3.3.5 Financial Resource Preparation The total investment to implement the strategy is expected to include the total investment for market strategy, interest rate, cost management strategy, human resource strategy and brand strategy In all, the total investments can be broken down into following items: Ref Amount Item No Total investment Interest Rate (USD) 1,138,914 217,649 Market Strategy 150,332 Cost Management Strategy 234,990 Human Resource Development Strategy 278,945 Branding Strategy 256,998 Note Table 3.19 Total investment of FSC (Source: The research group’s calculation) Financial resources for the strategy will be divided as follows: 50% of the total investment will be covered by FSC and the other 50% will be loans from outside as detailed in the below table: Group 13 - GaMBA01.M06 98 Ref No Source of Funding Ratio Period Interest Rate FSC fund 50% Vietnam Development Bank 35% years 9% (in domestic currency) Other commercial banks 15% years 10.5% Table 3.20 Expected financial resources (Source: The research group’s calculation) 3.4 Roadmap and Gantt chart for the implementation of the strategy The roadmap for the implementation of the strategy is divided into phases when certain objectives will be generally achieved Specifically, the year 2010 will be spent on formulating strategy and prepare resources The 2011-2015 will be the phase of implementing the strategy while the year 2015 will be spent on evaluating the strategy and preparing a new one The following chart will detail different phases as well as their objectives: Figure 3.32 Roadmap for the implementation of the strategy (Source: The research group’s proposal to FSC’s Board of Management) Group 13 - GaMBA01.M06 99 Given time and resource constraints, FSC is advised not to implement all the substrategies at the same time A schedule has been set up to recommend FSC on how it should proceed in implementing the strategy as follows: Market Strategy (150,332$) Cost Management Strategy (234,990$) Human Resource Development Strategy (278,945$) Branding Strategy (256,998$) 2011 2012 2013 201 2015 Figure 3.33 Gantt chart for the implementation of the strategy (Source: The research group’s proposal to FSC’s Board of Management) As shown in Figure 3.3, market strategy is suggested to be implemented at the first place together with cost management strategy These two strategies are expected to bring about customers and operational efficiency which, in turn, will contribute to the gradual enhancement of FSC’s brand Human resource Development strategy is suggested to be put into place in the three consecutive years as FSC decides to focus on customer service Branding strategy, on the other hand, need continuous efforts for the whole years Group 13 - GaMBA01.M06 100 C CONCLUSION Chapter 1, which lays the foundation for the whole study, includes definitions of strategy and strategic management process which specifies that the internal and external analysis should be seen as inputs for the development and implementation of the strategy Theories on such tools as SWOT analysis, Michael Porter’s five competitive forces, and IE matrix are also presented as the ground for chapter 2’s analysis Chapter of the study first investigates the external environment including the macroeconomic and the industry conditions which specify clearly the increasing future needs for the internet connections of the young population structure and also small and medium enterprises’ needs for IT products and services While Vietnam is opening wider its door to the outside world and becomes a member of the WTO, more foreign investment is flowing in the country and helps upgrading its IT infrastructure Together with that, lager number of Japanese companies are selecting Vietnam as a better destination as against China The threats are identified such as copyright infringement, lack of readily qualified IT workforce and severer competition Then, more analysis has been carried out to better identify the company’s strengths and weaknesses FSC’s strengths are embedded in its professional qualified, highly skilled workforce, technological development, services, flexible pricing strategy However, its weaknesses of the company have been found in Infrastructure, Inbound logistic, outbound logistics, and operations At the end of chapter 2, a matrix showing the results of SWOT analysis and a comprehensive matrix of Internal-External Evaluation Matrix have been presented Chapter matches the strengths with the opportunities to mitigate the weaknesses and faces the threats in combination with the quantitative IE matrix by the selection of the integrated cost leadership and differentiation strategy Specifically, within the next years (2011-2015), FSC will become one of the Group 13 - GaMBA01.M06 101 leading IT companies with faster, better but cheaper products and services The strategy to implement that is to integrate cost leadership/differentiation by innovating continuously technology and develop quality human resource development aiming toward raising the product’s competitiveness by lowering the product’s price targeting at special customer segmentation Furthermore, the company is to develop an environmental friendly and socially responsible brand in an attempt to better maintain the customers’ trust and relationship Together with the vision and the strategy, the solutions to implement the strategy has also been outlined with a restructure of the organization, human resource strategy and branding strategy to move forward a greener and more customer-oriented brand At the end of chapter 3, a road map and a schedule for the implementation of the strategy have been set out However hard the group has tried to fulfill the research, it cannot cover every aspect of the issues Suggestive topics for further study would be the Feasibility study of Implementing FSC’s five year strategy 2011-2015 Group 13 - GaMBA01.M06 102 REFERENCES Hill, C W L and G R Jones (2001), Strategic Management: An Integrated Approach, 5th edition, Houghton Mifflin, Boston, MA Hitt, Ireland, and Hoskisson, Strategic Management: Competitiveness and Globalization (concepts), Fifth Edition Hitt, Ireland, and Hoskisson, Strategic Management: Competitiveness and Globalization ( PowerPoint SLIDES), Fifth Edition Ishii Shogo (2007) Statement at Consultative Group Meeting for Vietnam on December 6-7, 2007 Retrieve from http://www.imf.org/external/np/dm/2007/121007.htm International Monetary Fund (1999) Vietnam – Selected Issues (IMF Staff Country Lap, Hoang Quoc (2009) Vietnamese ICT Strategy in the period of Ministry of Telecommunication and Information technology Presented in ICT 2009 Workshop, Sept 2009 Robert M.Grant, (2002) Contemporary Strategy Analysis, Fourth Edition Porter, M.E (1980) Competitive Strategy, Free Press, New York Online Resources Hiện trạng, thị trường định hướng phát triển; Công nghệ thông tin Việt Nam giai đoạn tới Monday, 14/12/2009 - 16:44 http://www.langson.gov.vn/content/hi%E1%BB%87n-tr%E1%BA%A1ng-th %E1%BB%8B-tr%C6%B0%E1%BB%9Dng-v%C3%A0-%C4%91%E1%BB %8Bnh-h%C6%B0%E1%BB%9Bng-ph%C3%A1t-tri%E1%BB%83n-c %C3%B4ng-ngh%E1%BB%87-th%C3%B4ng-tin-vi%E1%BB%87t-namgiai-%C4%91o%E1%BA%A1n-t%E1%BB%9Bi Phương hướng, mục tiêu, nhiệm vụ Khoa học Công nghệ chủ yếu giai đoạn năm 20011 - 2015 Group 13 - GaMBA01.M06 103 http://www.most.gov.vn/most/hdquanlyKHCN/mlfolder.2006-0630.5486494076/QD67-2006-TTg.rtf Về đẩy mạnh ứng dụng phát triển công nghệ thông tin phục vụ nghiệp công nghiệp hoá, đại hoá http://www.most.gov.vn/c_vbqp/cb_tracuu/tap4/TVTextrule.2004-0728.4926/view Tái cấu kinh tế: 10 năm tới giai đoạn tăng tốc Lao Động số 21 Ngày 26/01/2010 Cập nhật: 8:34 AM, 26/01/2010 http://www.laodong.com.vn/Home/Tai-co-cau-nen-kinh-te-10-nam-toi-la-giaidoan-tang-toc/20101/171949.laodong Strategy - From Wikipedia, the free encyclopedia http://en.wikipedia.org/wiki/Strategy Strategies in game theory http://en.wikipedia.org/wiki/Strategy SWOT Analysis- A Balanced Perspective: Strengths – Weaknesses – Opportunities – Threats http://www.1000ventures.com/business_guide/crosscuttings/swot_analysis.ht The External Environment www.busmgt.ulster.ac.uk/modules/bmg547m1/Strategy%202.ppt Assessing Core Intangible Resources European Management Journal Vol 22, No 1, pp 110–122, 2004 http://students.aftrs.edu.au/nhijazi/MBT/Ass1/Assessing%20Core %20Intangible%20resources.pdf 10 Oxford Economics: Vietnam (Sept 2009) http://nextvietnam.biz/news/2009/10/oxford-economics-vietnam-sept-2009/ 11 VIET NAM - A GUIDE FOR BUSINESS AND INVESTMENT May 2008 http://www.pwc.com/en_VN/vn/publications/assets/vietnam_guide.pdf 12 Nhân lực IT: Thầy thiếu, trò yếu! http://vneconomy.vn/61107P5C11/nhan-luc-it-thay-thieu-tro-yeu.htm 13 Global Green IT Market Analysis and Forecasts to 2015 http://www.prlog.org/10383059-global-green-it-market-analysis-and-forecaststo-2015.html Group 13 - GaMBA01.M06 104 14 Global IT Market Outlook: 2009 The Global Recessions Will Slow IT Purchases Growth To A Crawl Vietnam White book on Information and Communication Technology 2009 http://mic.gov.vn/uploads/20090826/CNTTVietnam2009E.pdf 15 The ICT industry http://www.ambhanoi.um.dk/en/menu/CommercialServices/MarketOpportuniti es/Sector+Analysis/TheICTIndustry/ 16 Intellectual property violations on the rise By Hien Nguyen - The Saigon Times Daily http://english.thesaigontimes.vn/Home/business/other/4233/ 17 Vietnam at a glance http://www.buyusa.gov/vietnam/en/vietnam_facts_data.html 18 Doing business in Vietnam http://www.buyusa.gov/vietnam/en/country_commercial_guide.html 19 Vietnam, first option for Japanese companies survey http://www.vnlawfind.com.vn/default.aspx?tabid=192&ID=2934&CateID=57 Group 13 - GaMBA01.M06 105 ... consideration FSC s market status against its competitors - Formulating the development strategy for FSC in the 2011-2015 period on the basis of the SWOT analysis - Proposing an implementation plan for. .. environment 2.3 FSC s internal analysis 2.4 SWOT and IE matrices summary: Strengths, Weaknesses, Opportunities and Threats CHAPTER III: FORMULATION OF DEVELOPMENT STRATEGY FOR FSC 2011-2015 3.1 FSC s visions/missions... visions/missions 2011-2015 3.2 Selecting development strategy for FSC 2011-2015 3.3 Solutions for the implementation of the strategies 3.4 Roadmap for the implementation of the strategy 3.5 Recommendations