ĐỊNH HƯỚNG CHIẾN lược PHÁT TRIỂN của CÔNG TY cổ PHẦN NAM dược đến năm 2020 e

INTERNATIONAL EXECUTIVE MASTER OF BUSINESS ADMINISTRATION PROGRAM THESIS ORIENTAL DEVELOPMENT STRATEGY OF NAM DUOC JOINT STOCK COMPANY TO 2018 CONTENT INTRODUCTION CHAPTER 1: THEORETICAL BASIS FOR DEVELOPING COMPANY’S BUSINESS STRATEGIES 1.1.Role of a strategy and a business strategy 1.1.1.Strategy and strategic levels 1.1.2.Business strategy and its orientations 1.1.3.Role of business strategy for a company 1.2.Model for developing a company’s business strategy 1.2.1.Analysis and development process of a comprehensive strategy 1.2.2.External environment analysis 1.2.3.Internal Factors evaluation 1.3.Business strategy selection model 1.3.1.Analysis model of Threats - Opportunities - Weaknesses - Strengths Matrix (TOWS) 1.3.2.Strategic Position and Action Evaluation Matrix (SPACE) 1.3.3.Quantitative Strategic Planning Matrix (QSPM) CHAPTER 2: ANALYSIS OF ENVIRONMENT AND BUSINESS SITUATION OF NAM DUOC JOINT STOCK COMPANY24 2.1.Introduction of Nam Duoc joint stock company 2.1.1.Overview of establishment and development history24 2.1.2.Structure of Nam Duoc joint stock company27 2.1.3.Functionally, the basic task of the management department27 2.1.4.Status of activities Nam Duoc joint stock company period 2010 - 201229 2.2.Analysis of the macro environment and industry environment of the company to identify threatss and opportunities32 2.2.1.Analysis of the macro environment (PESTEL)32 2.2.2.Analysis of the industry environment39 2.2.3.Industry Analysis - external factor evaluating matrix50 2.3.Analysis to identify the strengths and weaknesses of Nam Duoc51 2.3.1.Marketing Capability51 2.3.2.Operation Capacity54 2.3.3.Financial capacity55 2.3.4.Research and development capacity58 2.3.5.The capacity of information systems60 2.3.6.The capacity of human resources60 2.3.7.Analysis of company operations: Matrix of Internal factors evaluating61 2.4.Summary of analysis of opportunities, threatss, strengths, weaknesses63 CHAPTER III CONCLUSIONS AND SOLUTIONS66 3.1.1.Model analysis of threats, opportunities, weaknesses, strengths (TOWS) 66 3.1.2.SPACE model of strategic options for the operations of Nam Duoc68 3.2.Apply Quantitative Strategic Planning Matrix (QSPM) for strategy selection70 3.3.Proposed corporate strategy73 3.3.1.The objective of the main targets73 3.3.2.Strategy for Market and Product 3.3.3.Propose solutions for implementation 3.3.4.Recommendations for implementation and strategic management CONCLUSION REFERENCES Appendix 1: Model competitive force of Michael E Porter Appendix 2: Example of strategic position and action evaluation matrix (SPACE) Appendix 3: Structure of Nam Duoc J.S.C Appendix 4: GDP growth in 2010-2012 & forecast 2013-2015 Appendix 5: Comparison of Vietnamese economic growth with the past and in comparison with other countries in the area Appendix 6: Information of population concerning to health sector in Vietnam Appendix 7: Value and growth of the pharmaceutical industry market segments in Vietnam Appendix 8: Summary of implementation and investment in market research of Nam Duoc in 2010-2012 Appendix 9: Images of the factory and line production of Nam Duoc Joint Stock Company Appendix 10: Personnel structure and staffing levels of Nam Duoc at 31th Junne, 2013 Appendix 11: Movements in key personnel in the first months of 2013 Appendix 12: The question of Drug store and agent research in July, 2013 Appendix 13: The survey questionnaire, assessing the current state of strategy, management system for the chiefs of functional departments LIST OF ABBREVIATIONS -List of Vietnamese Abbreviations ECO: ECO Pharmaceutical Joint Stock Company FTA: Market-Oriented research company GS.: Professor GVHD: Course Instructor Sao Thai Duong: Sao Thai Duong Pharmaceutical Joint Stock Company OPC: OPC Pharmaceutical Joint Stock Company TS.: Dr Nam Duoc: Nam Duoc Joint Stock Company Traphaco: Traphaco Joint Stock Company List of English Abbreviations BMI: Business Monitor International EFE: External Factor Evaluation Matrix ETC: Ethical GDP: Gross Domestic Products GLP: Good Laboratory Practice GMP: Good Manufacturing Practice GNP: Gross National Product GSP: Good Storage Practice HACCP: Hazard Analysis and Critical Control Points 10 IFE: Internal Factor Evaluation Matrix 11 IMS: Intergraded Management System 12 ISO 9000:2008: International Organization of Standard 13 KPI: Key Performance Indicator 14 MBA: Master of business administration 15 OTC: Over-The-Counter 16 R&D: Research and Development 17 SA 8000: Social Accountability 18 TRIPS: Agreement on Trade-Related Aspects of Intellectual Property Rights 19 WHO: World health organization LIST OF TABLES Table 1.1 Definitions of particular strategies Table 1.2 Framework for strategy analysis Table 1.3 Competitive Image Matrix Table 1.4 Example of EFE Matrix Table 1.5 Example of Internal Factors Evaluation Matrix Table 1.6 Tows Matrix Table 1.7 QSPM Matrix Table 2.1 Subsidiaries, associated companies of Nam Duoc Table 2.2 Balance Sheet of Nam Duoc in 2010-2012 Table 2.3 Business Results of Nam Duoc 2010-2012 Table 2.4 Business Results of Nam Duoc first months of 2013 compared to the same period of 2012 Table 2.5 The size and growth of Nam Duoc market 2009-2017 Table 2.6 Matrix of image competition of Nam Duoc compared to direct competitors48 Table 2.7 Matrix of external factors evaluating(EFE) Table 2.8 Revenue and market share of the main herbal brands in the market of sinusitis Table 2.9 Number of personnel in distribution system of Nam Duoc from 2010 – June 2013 Table 2:10 Profitability indicators of Nam Duoc in 2010-2012 Table 2.11 Indicator assessment asset management capability in 2010-2012 Table 2.12 Indicators of the solvency in 2010-2012 Table 2.13 Investments and research & development results Table 2:14 Matrix of Internal factors evaluating (IFE) Table 3.1 Tows Matrix Table 3.2 Model selection strategies SPACE in Nam Duoc Table 3.3 QSPM for Nam Duoc’s strategy selection Table 3.4 Oriented targets of Nam Duoc by 2018 Table 3.5 Proposed strategic product groups LIST OF FIGURES Figure 2.1 Structure of Vietnam's population Figure 2.2 ROE of the pharmaceutical industry in Vietnam Figure 2.3 The sequence of the pharmaceutical companies are high appreciated for the customer care service INTRODUCTION Purposes and reasons for the thesis topic Medicinal product is a special commodity with many specific characteristics Thanks to current trend of integration, pharmaceutical industry in Vietnam in general and herbal medicine in particular is developing quickly It is estimated that the rate of the pharmaceutical industry’s development in Vietnam to grow from 15% to 20% annually, in which herbal medicine and functional foods grew by 25% That is the reason why in the past years, the number of firms participating in this market is growing rapidly Besides, the trend of imported herbal products also increased significantly From June 2012 to the present, due to signs of difficulties in economy and adjustments in the government policies, the growth rate of this sector seems to slow down and compete fiercely Nam Duoc has been established for 10 years Since its establishment, the company has developed in-depth orientation of herbal products and natural medicines Following plant construction phase (2004 - 2006), the company sometimes struggled due to spreading investment and capital crisis (2006-2009) But from 2009 to now, the company has grown at a very rapid pace Nam Duoc is considered one of the most promising companies in the pharmaceutical industry, attracting great interest from investors However, from June 2012 to June 2013 there are signs of slowdown and potential risks in Nam Duoc’s growth rate The company began experiencing some confusion in strategy, a number of products started showing signs of revenue decline and key personnel began leaving Many projects were considered but not defined as strategic priorities, causing the Board to be confused in project selections As an MBA student and working in a management position, I chose my thesis with following research topic: “Oriental Development Strategy of Nam Duoc joint stock company to 2018.” Research Goals: a Systemize theories related to the research topic b Analyze, evaluate and realize issues related to the research topic c Propose strategies and solutions for strategy implementation of Nam Duoc joint stock company from now to 2018 Research Scope: Strategic management is the process of identifying strategic objectives of the organization, developing policies and plans to achieve the set objectives and allocate the organization’s resources for implementation This is a very broad field in a company’s operation and needs to be studied on large scale and for a long time Due to limited researching time, however, the thesis only focuses on analyzing and evaluating external factors and internal resources, from which I propose a comprehensive strategy for Nam Duoc joint stock company from present to 2018 Research Methodology: The author used research methods as analysis, synthesis, statistical comparisons to perform his task The author collected following external information:  General information on economy, politic, society, culture and law: annual reports made by World Bank, global economic organizations and Vietnam Government  Basic information of the industry, including: size, trend and cycles of development of the sector and sub-sectors, consumption information related to the industry, information found from reports made by World Health Organization (WHO) and Bussiness Monitor International (BMI)  The author studied information on competitive capacity including brand position, compared competitive factors by a direct survey of the distribution channel The author conducted a survey of 200 product distribution agencies, in which there were 50 samples in Hanoi, 50 samples in Ho Chi Minh City and 100 samples in other 10 major cities nation-wide  The author undertook an internal study by means of in-depth interviews and group discussions with all Chiefs and Deputies of functional departments of companies Thesis significance For the past 10 years, the development process of Vietnam pharmaceutics industry has been stable and promising and the competition has not yet been fierce From the beginning of 2012 the competition has become fiercer and more complex Local pharmaceutics companies are facing many challenges, especially from international competitors However, thanks to good development trends and potentiality of Vietnam herbal industry, there are great opportunities for companies like Nam Duoc With the above research objectives, the implementation of this project aimed at proposing directions and strategic solutions for years (20132018) for Nam Duoc Joint Stock Company Thesis Structure In addition to table of contents, thanks, list of tables, list of diagrams, references and appendices, the thesis structure includes: Introduction: Research purpose and methodology Chapter 1: Theoretical basis for building business strategies of a company Chapter 2: Analyze environment and business status of Nam Duoc Joint Stock Company Chapter 3: Conclusions and Solutions REFERENCES A References in Vietnamese Fred R.David (2000), Outline of Strategic Management, Statistics Publishing House, Ho Chi Minh City Prof Dao Duy Huan (2007), Strategic Management, Statistics Publishing House, Ho Chi Minh City Michael E Porter (1996), Competitive Strategy, Science and Technology Publishing House, Hanoi B Articles and magazines In Vietnamese Report of the World Bank - Meeting of group of donors for Vietnam (2011), "Vietnam Development Report 2012", the market economy - when Vietnam becomes a middle-income country average, p.12-18 Report of the World Bank - Meeting of group of donors for Vietnam (2013), Review the situation of Vietnam's economic development, p 2-17 In English Price Water House (2012), Pharma 2020: Marketing the future - Which path will you take? P.4-10 Price Water House (2012), Pharma 2020: The Vision - Which path will you take?, P.4-10, P 27 – 38 IMS health Vietnam (2012), Vietnam Pharma Market Outlook Bussiness Monitor International (2012), Vietnam pharmaceutical & healthcare report, ISSN 1748-2305 Published by:Business Monitor International 84 C Online References 10 OPC Pharmacy Joint Stock Company (2013), The consolidated financial statements in financial year ended 31th December, 2012 http://www.opcpharma.com/quan-he-co-dong/, Date 25th January, 2013 11 Traphaco J.S.C(2012), The consolidated financial statements which have been audited in financial year ended 31th December, 2012 http://www.traphaco.com.vn/quan-he-co-dong/bao-cao-tai-chinh-hop-nhatda-kiem-toan-nam-2012, Date 25th January, 2013 85 Appendix 1: Model competitive forces of Michael E Porter [3] Potential competitor Appears competition g cấp Supplier supply pressure bargaining pressure Customer Industrial Competitiveness Threat of substitute products Substitute products Appendix 2: Example of strategic position and action evaluation matrix (SPACE) 86 Appendix 3: Structure of Nam Duoc joint stock company SHAREHOLDER’S MEETING BOARD OF CONTROLLING COMMITTEE BOARD OF MANAGEMENT BOARD OF DIRECTORS Marketing Departmen t Research & Developmen t Department Sales Departmen t NAM DUOC LIMITED COMPANY (MANUFACTURING FACTORY) Finance – Accounting Departmen t Personnel & Adminsitratio n Department SOUTH NAM DUOC LIMITED COMPANY Board of Directors Board of Directors Workshop Marketing Quality Assurance Finance Quality Control Sales Supply Personnel Administration Personnel Administration Finance - Accounting (Source: Human Resources Department, Nam Duoc provided in July 2013) 87 Appendix 4: GDP growth in 2010-2012 & forecast 2013-2015 (Source: Report of the World Bank - Meeting of group of donors for Vietnam in June, 2013) Appendix 5: Comparison of Vietnamese economic growth with the past and in comparison with other countries in the area Appendix 6: Information of population concerning to health sector in Vietnam 88 Appendix 7: Value and growth of the pharmaceutical industry market segments in Vietnam 89 Appendix 8: Summary of implementation and investment in market research of Nam Duoc in 2010-2012 Year The number of The number The number The number qualitative of quantitative of outsourced of self- research research research research 2010 0 2011 1 2012 2 June, 2013 3 (Source: Marketing Department, provided in July, 2013) Appendix 9: Images of the factory and line production of Nam Duoc (Source: Photo by Nam Duoc Co., Ltd provided in July, 2013) Appendix 10: Personnel structure and staffing levels of Nam Duoc at 31th Junne, 2013 Qualification Number 90 Rate% Total 420 100% Over university 02 0.47% University 86 20.5% College 34 8% Intermediate 179 42.6% Elementary + Other 117 27.8% (Source: Human Resources Department, Nam Duoc provided in July, 2013) Appendix 11: Movements in key personnel in the first months of 2013 Position Status Deputy Production Reason Resignation Director Transfers to other businesses Deputy Branch Manager Resignation Transfers to other businesses Marketing Director Resignation Transfers to other businesses business staffs Dismissed from company due to violation of labor discipline business staffs Resignation No information (Source: Human Resources Department, Nam Duoc Provided in July, 2013) Appendix 12: The question of Drugstore and agent research in July, 2013 Questionnaire Code ND-S2013 Code of respondents Interviewer Code Length Interview The number of questions Reference Code 91 Name of Drugstore: Tel Adress : _ Date: _/ /2013 Length Interview: _(minutes) from _to _ The interviewer: _ ID _ Supervisor: _ Hello I am _ (GIVE NAME CARD, STUDENT CARD) from the Hanoi University of Pharmacy Currently we are conducting a market research on herbal products We are looking forward to getting your help by answering the following questions Thank you THE SCREENING Q1a Provinces having recorded interviews Q1b Provinces having recorded interviews Q1a (R1) Q2 Place of interview: Q1b Province The South _ The North The Middle SHOWCARD Mã số Đường dẫn Market Research KT Newspaper / Radio / TV KT Public Relations / Advertising KT Self-pharmaceutical production KT Do not work in the fields above Would you please tell me that you or someone in your family worked in the fields below Q3 THE INTERVIEWER recorded gender of respondents 92 Code Male Female Path Q4 Could you please let me know your Year of birth? (R1) Q5 Q6 Year THE INTERVIEWER age group Code Path Under 18 years KT 18-27 years old 28-35 years old 36-45 years old Over 45 years old THE INTERVIEWER TAKE NAMECARD OF RESPONDENT OR Code Path DRUGSTORE (IF YOU CAN) Note the position Drugstore owners Manager / Deputy Director Manager / Head of Department Other (Detail): MAIN QUESTIONS Q7a SHOW CARD COMMENTARY ROTATION Now, I start reading some of the comments that the agent like you usually consider when choosing herbal brands For each statement, please tell me how important each factor is when you choose herbal brands Please use a scale: 1- Absolutely not important - Not so important - Normal 93 - Pretty important - Extremely important First level of importance with: (read attribute names) Q7b Firstly, which level you agree with (read the first statement) refers to brand [Read the company name] THE INTERVIEW TURNS HORIZONTAL QUESTION ALL BRAND FOR EACH COMMENT Q7b Nam Dược Q7c Thái Dương Q7d OPC Q7e Traphaco Q7f Eco Q7a Q7b Q7c Q7d Q7e Q7f Level of Nam Thái OPC Traphaco Eco importance Dược Dương (R1) Corporate brand reputation _ - _ _ _ _ (R2) Product quality _ _ _ _ _ _ (R3) Safety / little of effects _ _ _ _ _ _ (R4) Brand easier to find _ _ _ _ _ _ Reasonable prices/ competitive _ _ _ _ _ _ (R5) prices (R6) To ensure stable sources _ _ _ _ _ _ (R7) Good discounting _ _ _ _ _ _ (R8) The effectiveness in treatment _ _ _ _ _ _ (R9) Easy using _ _ _ _ _ _ 94 (R10) Q8 Q7a Q7b Q7c Q7d Q7e Q7f Level of Nam Thái OPC Traphaco Eco importance Dược Dương Good customer service (R1) Could you please tell me which point you satisfied with Nam Duoc? Probe: : Is there any other points (R2)) Could you please tell me which point you dissatisfied with Nam Duoc? Probe: Is there any other points? (R1) Satisfied points (R2) Dissatisfied points _ Q9 (R1) Could you please tell me which point you satisfied with Thai Duong? Probe: : Is there any other points (R2)) Could you please tell me which point you dissatisfied with Thai Duong? Probe: Is there any other points? (R1) Satisfied points (R2) Dissatisfied points 95 Q10 (R1) Could you please tell me which point you satisfied with OPC? Probe: : Is there any other points (R2)) Could you please tell me which point you dissatisfied with OPC? Probe: Is there any other points? (R1) Satisfied points (R2) Dissatisfied points Q11 (R1) Could you please tell me which point you satisfied with Traphaco? Probe: : Is there any other points (R2)) Could you please tell me which point you dissatisfied with Traphaco? Probe: Is there any other points? (R1) Satisfied points (R2) Dissatisfied points Q12 (R1) Could you please tell me which point you satisfied with ECO? Probe: : Is there any other points (R2)) Could you please tell me which point you dissatisfied with ECO? Probe: Is there any other points? (R1) Satisfied points (R2) Dissatisfied points 96 Q12 (R1) Could you please tell me which point you satisfied with ECO? Probe: : Is there any other points (R2)) Could you please tell me which point you dissatisfied with ECO? Probe: Is there any other points? Q13 SHOWPHOTO Could you please tell me Pharmacy companies that in your opinion they have the best customer service and reasons for this? [OA] Note: The Interviewer note to sort from the best (1) to less better Best Care Company Reason THANK YOU THE INTERVIEWER NEED TO ASK NAME CARD OF DRUGSTORE OR AGENCY Appendix 13: The survey questionnaire, assessing the current state of strategy, management system for the chiefs of functional departments Overview description of the context in parts: - Functions as described and the actual implementation? - Staff: quantity and distribution of the current position, the general quality? - Proposal / recommendations on the changes you need? How to perform the management and evaluation, capacity assessment that you are applying for the department? 97 - Keeping track the implementation of the performance? - How to adjust the work plan and evaluate the results of the work? Could you tell me your evaluation about the work of superior management (manager of company) such as the effective, monitoring, mentoring and evaluation staff (often or not, how to do, how affect to work result of employees)? How you evaluate your lower’s capacity? (After considering the results of a previous phase) - Ability to plan, coordinate and carry out the work? - Ability to solve problems of professional responsibility? - Ability to solve human problems while working in groups? Is there anything special about the environment, occupational hazards, and require special skills? Please describe the basic information about the company development strategy How this information is communicated to you in the role of head of department? Are there other problems of administration, human resource management would you like to discuss? What is your expectation with the strategy developed in 2013 - 2018? 98 ... Therefore, enterprises must study to watch for these rivals Once they enter the industry, market share or profits of enterprises might be declined, and their strategies might be influenced Enterprises... development trends and potentiality of Vietnam herbal industry, there are great opportunities for companies like Nam Duoc With the above research objectives, the implementation of this project... Meanwhile, the strategic management process forces managers to analyze and predict environmental conditions in near and far future This helps them to clearly see future environment and better seize