Luận văn thạc sĩ chiến lược kinh doanh của công ty PVFC giai đoạn 2015 2020

LUÂN VĂN THẠC SĨ Chiến lược kinh doanh công ty PVFC giai đoạn 2015-2020 THESIS BUSINESS STRATEGY OF PVFC IN THE PERIOD FROM 2015 TO 2020 Strategic Management ACKNOWLEDGEMENTS Strategic Management INDEX Page List of tables List of figures Appendices List of abbreviations .6 Introduction Chapter I ARGUMENTATIVE BASIS FOR BUSINESS STRATEGY OF PVFC 1.1 Some basic issues relating of business strategy 1.1.1 The concept of business strategy 1.1.2 Basic characteristics of the business strategy 10 1.1.3 The role of business strategy 10 1.1.4 Strategic planning process 11 1.2 Steps in establishing business strategy 12 1.2.1 Vision and mission 12 1.2.2 Strategic objectives 12 1.2.3 Analysis of external enviroment 13 1.2.3.1 Macro enviroment 13 1.2.3.2 Industry analysis and competitiveness 17 1.2.4 Internal elements 20 1.2.4.1 Strengths and weaknesses 20 1.2.4.2 Sustainable competitive advantage 21 1.3 Using strategic analysis tools 22 1.3.1 Space matrix .22 1.3.2 Swot matrix 23 1.4 Strategy options .25 Strategic Management 1.4.1 Best-cost provider strategy 25 1.4.2 Differentiation strategy 26 1.4.3 Focused strategy 26 1.4.4 Strategies combination 27 Chapter II ESTABLISHING AND DECIDING BUSINESS STRATEGY OF PVFC IN THE PERIOD FROM 2015 TO 2020 29 2.1 Brief introduction about PVFC 29 2.1.1 Foundation and development 29 2.1.2 Functions and duties of PVFC 30 2.1.3 Business performance in 2007 - 2009 .32 2.2 PVFC’s business strategy 36 2.2.1 Development strategy of PVFC until 2015 and its orientation to 2025 36 2.2.2 PVFC’s strategic analysis 39 2.2.2.1 Swot analysis 40 2.2.2.2 Space analysis 47 2.3 Deciding business strategy 48 2.3.1 General strategy 48 2.3.2 Deciding business strategy 49 Chapter RECOMMENDATIONS AND SOLUTIONS TO BUSINESS STRATEGY IMPLEMENTATION AT PVFC 50 3.1 Solution to organizational management 50 3.1.1 Solution for the organizational model .50 3.1.2 Suggestions for the Human Resources Division 50 3.1.2.1 Training 50 3.1.2.2 Recruitment 52 3.1.2.3 Policy for employees 52 3.2 Solution for information technology 53 3.3 Controlling solution .53 Strategic Management 3.4 Business solution 54 3.5 Solution for services 55 3.6 Some petitions .55 3.6.1 Choose recruiment methods 56 3.6.2 Policies to attract talents 57 3.6.3 Hire consultants 57 3.6.4 Training and retraining 57 3.6.5 HR development 58 3.6.6 Public, democratic selecting titles .59 3.6.7 Promotion, demotion, rotation 60 3.6.8 Apply fair methods of work assessment, appropriate distribution 60 3.6.9 Ideal and popular business culture 62 Conclusion .65 References 67 Appendices 69 Strategic Management LIST OF TABLES Page Table 1.1: SWOT matrix table 24 Table 1.2: Type of competitive advantage being pursued 25 Table 2.1: Achievement of the production and business targets of PVFC in 2007 32 Table 2.2: Achievement of the production and business targets of PVFC in 2008 32 Table 2.3: Achievement of the production and business targets of PVFC in 2009.33 Table 2.4: Qualification Report of HR to 31/12/2009 of PVFC 34 Table 2.5: Qualification Report of HR to 31/12/2009 of PVFC 34 Table 2.6: Ranking the opportunities 40 Table 2.7: The impact evaluations of threats towards PVFC 41 Table 2.8: Determining the steady competitive advantage 45 Table 2.9: Strengths and weaknesses .45 Table 2.10: Score for the factors 47 Table 2.11: The matrix for choosing strategy 49 LIST OF FIGURES Page LIST OF ABBREVIATIONS MBA: Master of Business Management PVFC: PetroVietnam Finance Corporation HR: Human Resource HRM: Human Resource Management FDI: Foreign Direct Investment ID: Identify Strategic Management PR: Public Relation WTO: World Trade Organization Strategic Management Introduction In the competitive business world, some companies are successful while others fail? Each enterprise has unique reasons for survival and growth This generally depends on the strategy of each enterprise, while other factors, such as location and viable markets are also important, strategy and planning remain paramount Strategy consists of ideas and plans enabling a business to compete successfully The Master of Business Administration (MBA) training course equips students with the basic knowledge to have a strategic business vision for the company All we learned stresses the relativity and interdependance of factors, which, in turn, provided us with an important overview of all aspects However, because of the limitation of time and human resources, the research is limited to The Petrovietnam Finance Company’s (PVFC) business strategy from 2010 to 2015 Reasons for choosing this topic: Businesses have access to resources such as materials, equipment, cash, and people in varying degrees The success of a company depends not only on good management but also on appropriate business strategies – how the resources are used Therefore, strategic management plays an essential role in maintaining a competitive advantage and achieving success Viet Nam has recently moved away from the ‘centralized planning’ model as defined in Marxist economic theory, to a capitalist market economy State enterprises have been restructured as ‘joint stock companies’ Business leaders have had to change methods of management and administration to meet new conditions, such as competitiveness, and the challenges of globalization Marxism has led to dependence on the State for strategy, and consequently, has resulted in stagnation and lack of dynamism In particular, this study offers solutions for human resources management as part of the business strategy The purpose of subject research of the group: Based on the knowledge gained and the business strategy of PVFC, our group would like to recommend, evaluate and make suggestions for PVFC to implement its business strategy successfully Object of research: Strategic Management The analysis of the internal and external environment as well as the business situation helped PVFC establish its business strategy in the period of 2010 – 2015 Scope of research: Establishing business strategy of PVFC in the period od 2010 -2015 Research methodology:  Researching and studying the related materials in Vietnam and internationally  Consultation with experts in relevant fields  Investigating situation and materials of PVFC  Consulting relevant experts Structure Chapter I: Argumentative basis for business strategy of PVFC Chapter II: Establishing and deciding business strategy of PVFC in the period from 2010 to 2015 Chapter III: Recommendations and solutions to business strategy implementation at PVFC Strategic Management Chapter I ARGUMENTATIVE BASIS FOR BUSINESS STRATEGY OF PVFC 1.1 Some basic issues relating to business strategy 1.1.1 The concept of business strategy Threlar said "business strategy is an art that businesses use against the competition to win" Parter said: "Strategy is the art of building competitive advantage for a firm defense" These authors consider business strategy as the art of competing in the market to develop business Arlleret said "Strategy is the determination of roads and other means to reach the goals identified through the policy" Bizrell said "strategy as a general plan or direction of the enterprise lead to the desired target It is the basis for the policies and the operation mechanism " Gluecl said: "Strategy is unification, comprehensive synthetic plan to be designed to ensure that the objectives of the business will be carried out" Accordingly, the combined point of view is: "Business Strategy is the art of coordinating activities and controlling them in order to reach the long-term goals of the enterprise” Chandler considers strategy as encompassing the assigned long-term goals of the business base, and the selection process or how to act and allocate the necessary resources and organize the implementation of the objectives "Business strategy is an art to design, organize the means to reach the long-term goals of the company and it’s relevance with the transformation of the business environment and competition” 1.1.2 Basic characteristics of the business strategy Business strategy clearly defines the objectives and basic directions of business enterprises in each stage 10 Strategic Management APPENDICES List of experts supporting Group to complete the Report: Associate Professor - Ph.D.Ngo Kim Thanh – Head teacher of Business Management –Business Administration – National Economic University Associate Professor – Ph.D Vu Hoang Ngan – Vice Dean of Economic and HR development faculty - National Economic University Mr Tong Quoc Truong – General Director, PetroVietnam Finance Corporation Mr Do Huy Trieu – Director of HR department - PetroVietnam Finance Corporation Ms Vu Thi Ngoc Dung – Director of Planning Department - PetroVietnam Finance Corporation Ms Nguyen Tuyet Mai – Director of Training Center Corporation 70 PetroVietnam Finance Strategic Management ORGANIZATION MODEL MAP PVFC 71 Strategic Management FORM 1: Job description (for gerneral department of branch manager) 72 Strategic Management 73 Strategic Management 74 Strategic Management FORM 2: Job description (for credit expert title) 75 Strategic Management 76 Strategic Management FORM 3: Work assignment form 77 Strategic Management 78 Strategic Management FORM 4: Work progress assessment form 79 Strategic Management 80 Strategic Management FORM 5: Personnel assessment for management titles 81 Strategic Management 82 Strategic Management FORM 6: Personnel assessment for professional and staff titles 83 Strategic Management 84 ... BUSINESS STRATEGY OF PVFC IN THE PERIOD FROM 2015 TO 2020 29 2.1 Brief introduction about PVFC 29 2.1.1 Foundation and development 29 2.1.2 Functions and duties of PVFC 30... of the situation of PVFC (Data updated to 31/12/2009) Table 2.4: Qualification Report of HR to 31/12/2009 at PVFC Source: HMR Department of PVFC No Criteria Sex Types Quantity 457 Rate 40.40 %... business situation helped PVFC establish its business strategy in the period of 2010 – 2015 Scope of research: Establishing business strategy of PVFC in the period od 2010 -2015 Research methodology: