XÂY DỰNG CHIẾN lược PHÁT TRIỂN TRUNG tâm DỊCH vụ KHOA học và y tế dự PHÒNG e

LUẬN VĂN THẠC SĨ XÂY DỰNG CHIẾN LƯỢC PHÁT TRIỂN TRUNG TÂM DỊCH VỤ KHOA HỌC VÀ Y TẾ DỰ PHÒNG BUILDING DEVELOPMENT STRATEGIES FOR CENTER OF SCIENTIFIC AND TECHNOLOGICAL SERVICER FOR MEDICAL PREVENTION i TABLE OF CONTENTS TABLE OF CONTENTS i LIST OF ABBREVICATION i LIST OF TABLES ii LIST OF FIGURES , DIAGRAMS, CHARTS iii INTRODUCTION 1 REASONS FOR CHOOSING THE TOPIC OBJECTIVES OF RESEARCH SUBJECTS AND SCOPE OF THE RESEARCH METHODOLOGY SCIENTIFIC AND PRACTICAL SIGNIFICANCE OF THE RESEARCH TOPIC STRUCTURE OF THE TOPIC CHAPTER I .6 THEORETICAL BASIS ABOUT THE STRATEGY AND ROLE OF BUILDING DEVELOPMENT STRATEGIES FOR CENTER OF SCIENTIFIC AND TECHNOLOGICAL SERVICER FOR MEDICAL PREVENTION 1.1 CONCEPT OF STRATEGY AND STRATEGIC MANAGEMENT 1.1.1 Concept of strategy 1.2 OBJECTIVES AND ROLE OF STRATEGY 1.3 PROCESS OF BUILDING STRATEGY 10 1.3.1 Determination of operational mission and goals of the organization .11 1.3.1.1 Determination of the mission 11 1.3.2 Implementation of environmental research 12 1.3.3 Strategy formation 20 1.3.4 Selection of strategy 21 1.4 TOOLS FOR BUILDING AND SELECTING STRATEGIES 22 1.4.1.1.4.1 Information providing tools to develop strategies .22 1.4.2.1.4.2 Tools to build feasible and selectable strategies 25 1.4.3 Tool for strategy selection: Quantitative Strategic Planning Matrix l– QSPM 30 1.5 ROLE OF BUILDING DEVELOPMENT STRATEGIES FOR THE CENTER OF SCIENTIFIC AND TECHNOLOGICAL SERVICER FOR MEDICAL PREVENTION 32 CHAPTER II 34 ANALYSIS OF ENVIRONMENTS AFFECTING CENTER OF SCIENTIFIC ii AND TECHNOLOGICAL SERVICER FOR MEDICAL PREVENTION 34 2.1 OVERVIEW OF THE CENTER OF SCIENTIFIC AND TECHNOLOGICAL SERVICER FOR MEDICAL PREVENTION 35 34 2.1.1 The process of foundation and development 34 2.1.2 Functions and tasks .35 2.1.3 Management apparatus and personnel .35 2.1.4 Results of operations .37 2.2 ANALYSIS OF EXTERNAL ENVIRONMENT AFFECTING THE ESTABLISHMENT OF DEVELOPMENT STRATEGIES FOR THE CENTER OF SCIENTIFIC AND TECHNOLOGICAL SERVICER FOR MEDICAL PREVENTION 39 39 2.2.1 Analysis of Macro-environment 39 2.2.2 Analysis of Micro-environment 44 2.3 INTERNAL ENVIRONMENTAL ANALYSIS OF AFFECTING BUILDING STRATEGY DEVELOPMENT CENTER SERVICES SCIENCE AND ENGINEERING Preventive Medicine 51 2.3.1 Marketing 51 Product policy 51 2.3.2 Production technology .54 2.3.3 Human Resources .56 2.3.4 Finance and Accounting 56 2.3.5 Management .58 2.3 Strengths, weaknesses and evaluate external matrix factors .58 CHAPTER III 60 BUILDING DEVELOPMENT STRATEGIES FOR THE CENTER OF SCIENTIFIC AND TECHNOLOGICAL SERVICER FOR MEDICAL PREVENTION FOR THE PERIOD 2013-2018 60 3.1 ORIENTATION OF THE GOVERNMENT ON PREVENTIVE MEDICINE .60 3.1.1 Orientation of the industry 60 3.1.2 Orientation of the Center .62 3.2 DETERMINATION OF MISSION AND OBJECTIVES OF THE SERVICE CENTER 62 3.1.2 Mission 62 3.1.3 Objectives .63 3.2 BUILDING DEVELOPMENT STRATEGIES FOR THE CENTER OF SCIENTIFIC AND TECHNOLOGICAL SERVICER FOR MEDICAL PREVENTION 63 3.2.1 SWOT Analysis 64 iii 3.2.2 Develop strategic plans 65 3.2.2.1 Strategic plan from the strategic matrix 65 3.2.2.1 Alternative strategies from the SWOT matrix .66 3.2.3 Strategic Options (QSPM Matrix) .66 3.3 OPTIONS AND RECOMMENDATIONS FOR IMPLEMENTATION OF STRATEGY OF SERVICECENTER DEVELOPMENT TAM TO 2018 .69 3.3.1 Solution for strategy implementation 69 3.3.2.Recommendations 80 3.3.2.1 For the State .80 3.3.2.2 For the Ministry of Health .80 3.3.2.3 For the National Institute of Hygiene and Epidemiology 80 CONCLUSION .81 LIST OF REFERENCES .83 APPENDIX 85 APPENDIX 01 87 IMPORTANCE OF EXTERNAL FACTORS 87 APPENDIX 02 88 SCORE OF EXTERNAL FACTORS .88 APPENDIX 03 89 IMPORTANCE OF INTERNAL FACTORS 89 APPENDIX 04 91 SCORE OF INTERNAL FACTORS 91 APPENDIX 05 92 MATRIX QSPM 92 iv LIST OF ABBREVICATION CL Strategy DN Enterprise HDKD Business operation IFF Internal Factor Evaluation Matrix EFE External Factor Evaluation Matrix QSPM Quantitative Strategic Planning Matrix SWOT StrengthsWeaknessesOpportunitiesThreats QL Management v LIST OF TABLES Table 1.1: IFE matrix model .24 Table 1.2: EFE matrix model [11] 26 Table 1.3: IE matrix [11] 30 Table 1.4: QSPM matrix model [11] 31 Table 2.1: Business performance results for the period of 2010-2012 39 Table 2.2: Per capita income for the period of 2007-2012 42 Table 2.3: Comparison of competition among companies 47 Table 2.4: Matrix of assessing the factors outside the company 52 Table 2.5: Some financial indicators of the Center 58 Table 2.6: Turnover, rate of profit of center 58 Table 2.7: Matrix of internal factors of the Company 59 Table 3.1: SWOT matrix .65 Table 3.2: QSPM matrix 67 vi LIST OF FIGURES , DIAGRAMS, CHARTS Figure 1.1: Factors under the business environment of enterprises [2] .14 Figure 1.2 Model of competition pressure of Michael Porter [9] 16 Figure 1.3: SWOT matrix [11] 29 Figure 2.1: Synthetic vaccines for diseases: Measles, Mumps, Rubella [5] 53 Figure 2.2: Chickenpox vaccine [5] .54 Figure 3.1: IE Matrix 66 Diagram 1.1: Strategic management process [6] 12 Diagram 1.2: Main strategy matrix [10] 30 Diagram 2.1: Organizational structure of the Center of Scientific and Technological servicer for medical prevention [4] .37 Diagram 3.1: Organizational structure proposed-diagram structure of Center of Scientific and Technological servicer for medical prevention 70 Chart 2.1: Revenue and profit growth of the Center for the period of 20102012 .39 Chart 2.2 GDP growth of Vietnam for the period of 2000-2012 41 Chart 2.3 Economic growth for the period of 1986-2010 42 Chart 2.4 Human Development Index of Vietnam 44 vii INTRODUCTION REASONS FOR CHOOSING THE TOPIC Today, under the context of intense competition in all areas of business, if an enterprise wants to survive and develop on the market, the most important thing is to orient that enterprise to a right and suitable road in accordance with the frequent and sudden changes of the environment in order to achieve the high adaptation and ensure the sustainability for such enterprises To achieve this, nothing rather than identify and build a right development strategy The health sector is having a lot of conversions to meet the demand of protection ,care and improving the public's health in the socialist-oriented economy From medical management mechanism which bears the stamp of the subsidy is now being transferred to the autonomy provision of public services, have sufficient autonomy and self-responsibility to perform tasks, organizational structure , payroll and finance Promoting socializational advocates i order to mobilize all resources to invest in health care, facilitate medical industry to develop faster and with higher quality in preventive medicine Preventive medicine is the field that plays a major role in the disease prevention Protecting the public's health is the link between medicine and public medicine Science and medicine technology are now developing fast especially in the technology of genetic and molecular biology the breeding technology and raising tissue for medicine production, vaccine production and medical bio-logicals In 2007, the event that Vietnam formally joined the World Trade Organization (WTO) marked a major turning score for the economy of Vietnam The opportunities offered by economic integration have been welcoming businesses who are dynamic, know how to seek and take advantage of investment opportunities However, besides opportunities, it always exists potential threats and dangers than can come at any time and make businesses fall in difficult situation in case of without good preparation and solutions to cope with In addition, the continuous progress of science and technology has helped shorten the development cycle of products and services; market globalization has helped increase significantly existing and potential competitors in the industry That means that the business world is giving customers more choices but also increasing competition pressure and promptness in responding to new demand In this context, success no longer depends on the position of the enterprise at a certain time, it is the ability to interact with competitors in long term Therefore, every enterprise needs to plan and implement appropriate and effective strategies to be able to survive and develop in sustainable manner One selected strategy, if fully promoting power of the enterprise to successfully take advantage of opportunities coming from external environment or avoiding, limiting risks and weaknesses, will now surely have enough capacity to compete and stand firmly on the market Therefore, to be successful and profitable in business, enterprises must good strategies with optimal solutions Center of Scientific and Technological servicer for medical prevention was founded in early 2007, despite at the beginning of operation, in recent years, the Center has achieved outstanding results reviewed by the National Institute of Hygiene and Epidemiology [21] in the field of direct consultancy about testing vaccination: at the Center at No 131 Lo Duc Street, via 1088 switchboard; vaccination of vaccines and antiserum for the community, performance of vaccination services contracts for agencies and schools; implementation of basic and specialized tests; sale of insecticide products Besides insecticide products, addition of a number of detergent, disinfectant products ; implementation of insecticide chemicals spraying services for offices and households However, in recent years, and in the future, the changes and instability of the economy in general and difficulties on the market of the Center create lots of complicated and unpredictable challenges Meanwhile, the Center of Scientific and Technological servicer for medical prevention has not developed a complete strategy yet To implement strategic objectives, it's necessary to determine specific development strategies to accomplish that objectives as well as to determine the priorities of activities, capacity and mobilizing resources; target customers; products and services objectives will provide to customer; from this background to create competitive position in the industry and long-term performance goals As leader of the Center, I decided to choose the topic of "BUILDING DEVELOPMENT STRATEGIES FOR CENTER OF SCIENTIFIC AND TECHNOLOGICAL SERVICER FOR MEDICAL PREVENTION FOR THE PERIOD OF 2013-2018" as my Master thesis OBJECTIVES OF RESEARCH - Contribute to codify the theoretical background about the strategy and role of building development strategies for the Center of Scientific and Technological servicer for medical prevention - Analysis and assessment of environmental factors affecting the establishment of development strategies for the Center of Scientific and Technological servicer for medical prevention - Building development strategies for the Center of Scientific and Technological servicer for medical prevention for the period of 2013-2018 SUBJECTS AND SCOPE OF THE RESEARCH Subjects of the research: The Thesis researches and builds development strategies for the Center Scope of the research: - In terms of space: The Thesis researches and builds development strategies for the Center of Scientific and Technological servicer for medical prevention The Thesis approaches from leaders of the Center - In terms of time: The thesis researches the business environment situation and business performance results of Center of Scientific and Technological servicer for medical prevention for the period of 2010 - 2012 and proposes solutions on building development strategies of the Center of Scientific and Technological servicer for medical prevention for the period of 2013-2015 METHODOLOGY The thesis mainly uses common methodology in economics such as statistical, analytical, comparison and synthesis methods Nowadays, people have become centers of economic - social processes This is one of the inputs is indispensable and crucial of all production processes business Thus the planning and allocation of human resources for strategic distribution center is one of the inevitable and the right to strike There is a staff, good staff, dynamic, resourceful, the center can overcome competitors, but also strong growth in the market In fact, we see, is not a medical business beyond this case Competitors in the quality of services and the rapid capture of information This in turn is determined by the staff, and staff of the center, so planning, recruitment and human resource allocation strategy of the center becomes important The human resource planning requires predictable changes in the human factor in the system in many ways There are three important factors when conducting workforce planning centers that need attention: Identify manpower needs, recruiting and training and development Identification of human needs: This is an important work of the Center to conduct human resource planning The Centre should identify in detail the need for the introduction of human development strategy of its distribution network to ultimate success This includes determining the specific number of officers, employees, job type and skill level required At the center should have a detailed plan about the way required by manpower can be reached Recruitment, selection: After determining detailed, specific human needs, the Centre should implement the selection process to get the necessary human resources The selection, recruitment and human resources must be tied to the strategic direction and goals of the center to reach To this well, the center should develop a system of selection criteria for each position, each job: As the standard of qualifications, professional training, working experience in a similar position, foreign language skills, computer skills, as well as dynamic, enthusiastic in your approach 78 Training and development: Due to the huge role and the staffs to training and develop human resources and should be respected This activity should be conducted on a regular basis The content of education and training should focus not only on improving the qualifications and skills of the staff and employees, but also the communication objectives, strategic directions of the Centre These activities not only to the staff, new employees, but also for existing staffs The development of human resources to ensure the implementation of the strategy, but the problem should not be underestimated quality Besides, the center also should have policies and plans for the training of the workforce every year, as well as creating favorable conditions for their own training, improve professional skills Specifically the Centre should implement the following measures: - Regularly invite teachers for staff training, nominate staff to training at short and long term courses (all doctors working in center is good for the vaccination, to be aware that patients as well as in-depth examination and detection of common diseases for children, reproduction, nutrition) - Invite reputable experts in each specialized field of counseling, exchange experiences on issues of health of personnel, logistics personnel are concerned - Develop standard operating procedures in accordance with the State and the specialized agency Regular training and maintain professional activities weekly / monthly / quarterly basis to exchange working experience - Invites companies, vaccine providers regularly exchange information during product use Not only for Center of Scientific and Technological servicer for medical prevention that every business or organization has always focused on the exploitation and management of human resources so that the most effective, and this is considered an active significant shareholder in the organization Therefore, in preparation to deploy a strategy, the center to build their own distribution options besides manpower recruiting plan The plan for the allocation of resources should be based on certain grounds, obviously That's manpower needs identified as above, 79 the ability to meet the labor market, strategic goals and objectives of the Center, and plans to implement its strategy Plan for allocation of human resources to focus on answering every type of question: What is part allocated? What location is allocated? When? With how many? And the quality of plan? Plan for allocation of human resources also need to be determined for each period, each year 3.3.2.Recommendations 3.3.2.1 For the State - The state should be timely and synchronized to create a business environment for companies and businesses in general business activities in the health sector in particular - Further improve the legal system, regulations of Drug Administration, Health, submit to the National Assembly to approve and issue into practical application, helping pharmaceutical, medical companies to remove nuisance - Handling severe cases smuggled, counterfeit medicines, counterfeit drugs brand models - Perfect the mechanism of inspection, testing and post-testing to enhance the business operations, to promote the self-test facility 3.3.2.2 For the Ministry of Health Continuing to strengthen the communication activities of the intensive immunization safety in the mass media 3.3.2.3 For the National Institute of Hygiene and Epidemiology Addition and support for the center to equip storage cabinets vaccines, tracking thermometer vaccine cold boxes, cold posters to meet customer needs 80 CONCLUSION To meet the increasing demand for health-care products and services, as well as businesses in the health sector, the Center of Scientific and Technological servicer for medical prevention should have long-term development strategies that take clement weather, favorable terrain, united people into account and the combination of external strengths and internal forces Topic of the Thesis: "Building development strategies for the Center of Scientific and Technological servicer for medical prevention for the period of 2013-2018" to contribute to this overall strategy Chapter I of the Thesis has codified basic concepts of theoretical background of establishing development strategies Building development strategies includes: Determination of mission and objectives; implementation of environmental researches; establishment of strategies and finally, selection of strategies based on set forth principles Tools to build and select strategies include: Matrix IFE, EFE, IE, SWOT, QSPM Chapter II has analyzed intensively business activities of the Center Analysis of external environment affecting the establishment of development strategies, opportunities attained by the Center includes stability of politics, medical management mechanism, high income per capita, advanced medical technology , the challenges consist of: high inflation rates, high health risks Analysis of internal environment affecting the establishment of development strategies includes: marketing, production technology, human resources, finance and accounting From that, evaluate the strengths, weaknesses, opportunities and challenges based on the orientation of preventive medical strategies, development orientation of the Center, mission and goals of the Center, along with the results of environment analysis in Chapter 2, the author has used tools to form development strategies of the Center The final selected strategy based on QSPM matrix is Product Development Strategy, focusing on main products including: Vaccination services development strategy; Testing services development strategy; Vaccine distribution 81 services development strategy Measures taken to implement the strategies consist of: Solution on the reformation of organizational structure; Solution on Marketing; Solution on Finance and Accounting; Solution on the production process; Solution on personnel Besides that, the Thesis has proposed recommendations to the State, the Ministry of Health and the National Institute of Hygiene and Epidemiology Due to the content of the research topics is quite wide, so the thesis also has limitations I look forward to the valuable contributions of scientists, teachers and all readers interested in this topic for more complete essays 82 LIST OF REFERENCES Chandler.A (1962) Strategy and Structure, Cambrige, Massacchusettes, MIT Press Garry D.Sith Danny R.ARnold - BobbyG.Bizzell (1997), strategy and business strategy, Hanoi statistics Publising house Ho Duc Hung (2000), Bussiness comprehensive Management, Ho Chi Minh City National University Publishing House http://yteduphong.com.vn/tieng-viet/gioi-thieu-c3415.htm http://yteduphong.com.vn/san-pham-moi-c3443.htm Fred R David (2006), Outline about Strategic Management, Vietnamese version, Statistical Publishing House, Hanoi Jonhn, G, Scholes, K., (1999), Exploring Corprorate Strat11egy, 5th Ed, Prentice Hall Europe Kenneth Andrews, (1965), The Concept of Corporate Strategy, Cambrige, Massacchusettes, MIT Press Michael Porter (2009), Competitive Advantage, Vietnamese version, Youth Publishing House, Ho Chi Minh City 10 Nguyen Thi Lien Diep, Pham Van Nam (2003), Business Strategy and Policy, Statistical Publishing House, Hanoi 11 Ngo Thi Thanh , Le Van Tam (2009) Strategic Management, Publishing House of National Economics University, Hanoi 12 Philip Kotler (2003), Marketing Management, Statistical Publishing House, Hanoi 13 Quinn, J., B, (1980), Strategies for Change: Logical Incrementalism, Homewood, Illinois, Irwin 14 The Prime Minister, (2006), Report on socio-economic of Vietnam in 2012, Hanoi 15 The Prime Minister, (2006), National strategy for health and medical provision of Vietnam, orientation to 2020, Hanoi 16 Center of Scientific and Technological servicer for medical prevention, (2010), Report on the results of business operation, Hanoi 17 Center of Scientific and Technological servicer for medical prevention, (2011), Report on the results of business operation, Hanoi 83 18 Center of Scientific and Technological servicer for medical prevention, (2012), Report on business performance, Hanoi 19 Center of Scientific and Technological servicer for medical prevention, (2012), Business plan, Hanoi 20 Vietnamese dictionary, (2003), Statistical Publishing House, Hanoi 21 National Institute of Hygiene and Epidemiology, (2012), Report on business performance, Hanoi APPENDIX Here is the statement regarding the matter: The impact to business results and competitiveness of Center of Scientific and Technological servicer for medical 84 prevention Please answer by marking a number to convention value, expressing your choice under the following standard Rate of importance: Choose 1: Not absolutely important Choose 2: Less important Choose 3: Average Important Choose 4: Quite important Choose 5: Very important Assessment of response (dynamics) of the Center: Choose 1: Weak reaction Choose 2: Average response Choose 2: Quite reaction Choose 4: Good response Assess the internal operations of the Center: Choose 1: Weak Choose 2: Average Choose 2: Quite Choose 4: Good OUTSIDE ENVIRONMENTAL FACTORS Stable political situation, medical management mechanism Increasing income per capita 85 1 Level of Reaction of the importance Center 2 3 4 5 1 2 3 4 Advanced medical technology Rapid population growth, high demand for vaccination No alternative product 1 2 3 4 5 1 2 3 4 Increasing inflation rate High medical risk Increasingly high medical quality requirements 1 2 3 4 5 1 2 3 4 High dependence on suppliers Appearance of many competitors 1 2 3 4 5 1 2 3 4 FACTORS OF INTERNAL Reviews Level of importance ENVIRONMENT Stable financial capacity Quality 3 Direct and regular support of health experts Qualified and enthusiastic leadership Increasingly diverse products and services Modern facilities and equipments Unqualified and uneven manpower Lack of facilities Weak marketing activities Activity key research and development System Information superiority is preeminent 1 2 3 4 5 1 2 3 4 4 Your sincerely! APPENDIX 01 IMPORTANCE OF EXTERNAL FACTORS c1 CG1 CG2 CG3 CG4 CG5 86 c2 1 c3 3 c4 3 c5 4 4 c6 4 4 c7 4 4 c8 2 2 c9 4 3 c10 1 2 4 4 CG6 CG7 CG8 CG9 CG10 CG11 CG12 CG13 CG14 CG15 CG16 CG17 CG18 CG19 CG20 CG21 CG22 CG23 CG24 CG25 CG26 CG27 CG28 CG29 CG30 CG31 CG32 CG33 CG34 CG35 CG36 CG37 CG38 CG39 CG40 CG41 CG42 CG43 CG44 CG45 CG46 CG47 CG48 87 1 1 1 1 1 1 1 1 1 1 1 4 4 2 3 3 2 3 3 2 3 3 2 3 3 3 3 3 3 4 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 2 4 4 4 4 4 4 4 2 4 4 4 4 4 2 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 3 2 2 2 2 3 2 2 2 2 2 2 2 2 4 4 4 4 4 4 4 4 4 4 3 4 4 4 1 1 1 1 1 1 1 1 1 1 1 1 4 3 4 1 1 1 1 4 1 4 1 4 CG49 CG50 91 0,065 2 120 0,086 163 0,117 4 174 0,125 170 0,122 187 0,134 115 0,082 4 181 0,130 71 0,051 4 125 0,089 APPENDIX 02 SCORE OF EXTERNAL FACTORS c1 CG1 CG2 CG3 CG4 CG5 CG6 CG7 CG8 CG9 CG10 CG11 CG12 CG13 CG14 CG15 CG16 CG17 CG18 CG19 CG20 CG21 CG22 CG23 CG24 CG25 CG26 CG27 CG28 CG29 CG30 CG31 CG32 CG33 CG34 CG35 CG36 CG37 CG38 CG39 88 c2 3 3 3 3 3 3 3 3 2 3 3 1 1 c4 4 4 2 2 2 2 4 4 4 4 4 4 c5 3 3 3 2 2 2 2 1 1 3 3 1 1 c6 4 2 2 4 4 4 3 3 2 2 4 4 c7 4 4 4 3 2 2 4 3 4 4 4 4 4 4 2 c8 4 4 4 2 2 4 4 4 4 2 2 4 c9 2 3 4 3 3 3 3 4 3 2 c10 3 3 2 2 2 2 3 2 2 2 3 c11 3 3 3 3 3 3 3 2 3 3 3 3 3 1 1 4 4 4 1 1 4 1 1 4 4 1 1 CG40 CG41 CG42 CG43 CG44 CG45 CG46 CG47 CG48 CG49 CG50 2 3 3 120 2,40 2 4 2 2 149 2,98 3 1 1 3 116 2,32 2 4 2 2 150 3,00 3 2 3 4 162 3,24 3 4 4 4 4 168 3,36 3 3 3 3 142 2,84 2 2 2 2 117 2,34 2 3 2 3 133 2,66 3 2 1 1 2 120 2,40 APPENDIX 03 IMPORTANCE OF INTERNAL FACTORS a1 CG1 CG2 CG3 CG4 CG5 CG6 CG7 CG8 CG9 CG10 CG11 CG12 CG13 CG14 CG15 CG16 CG17 CG18 CG19 CG20 CG21 CG22 CG23 CG24 CG25 89 a2 2 2 2 2 2 2 2 2 a3 2 1 1 4 4 4 4 4 a4 3 3 3 3 3 4 3 3 a2 4 4 4 4 4 4 4 4 4 2 a6 4 4 4 2 4 4 4 2 4 4 a7 4 4 4 4 4 4 4 4 4 a8 2 2 3 2 2 2 2 a9 4 3 4 4 4 4 4 4 4 a10 1 2 1 1 1 1 1 4 4 4 4 4 4 4 4 CG26 CG27 CG28 CG29 CG30 CG31 CG32 CG33 CG34 CG35 CG36 CG37 CG38 CG39 CG40 CG41 CG42 CG43 CG45 CG45 CG46 CG47 CG48 CG49 CG50 2 2 4 2 2 2 2 4 123 0,084 4 2 1 1 1 1 1 1 2 112 0,077 3 3 3 3 3 3 3 4 163 0,111 4 4 4 4 4 4 4 2 4 172 0,118 4 4 4 4 4 4 4 4 4 174 0,119 4 4 4 4 4 4 4 4 4 187 0,128 2 2 2 2 2 2 2 2 115 0,079 4 4 4 3 4 4 4 4 181 0,124 1 1 1 1 1 1 1 71 0,049 4 4 4 4 4 2 4 4 164 0,112 APPENDIX 04 SCORE OF INTERNAL FACTORS a1 CG1 CG2 CG3 CG4 CG5 CG6 CG7 CG8 CG9 CG10 CG11 90 a2 3 2 3 4 a3 4 2 3 a4 3 3 3 a2 4 2 a6 4 4 4 3 a7 4 4 4 2 a8 2 3 4 a9 3 3 2 a10 3 3 3 2 1 1 4 4 CG12 CG13 CG14 CG15 CG16 CG17 CG18 CG19 CG20 CG21 CG22 CG23 CG24 CG25 CG26 CG27 CG28 CG29 CG30 CG31 CG32 CG33 CG34 CG35 CG36 CG37 CG38 CG39 CG40 CG41 CG42 CG43 CG44 CG45 CG46 CG47 CG48 CG49 CG50 91 3 3 4 1 4 1 1 4 1 3 3 137 2,74 2 2 2 4 4 4 4 4 4 4 4 2 2 151 3,02 2 3 4 1 1 3 3 1 1 3 1 1 3 123 2,46 2 3 4 4 3 3 2 2 4 4 4 4 1 2 2 149 2,98 2 2 4 3 4 4 4 4 4 4 2 2 4 1 164 3,28 3 2 4 4 4 4 2 2 4 4 4 4 4 168 3,36 3 3 3 3 3 4 3 2 4 1 3 3 144 2,88 3 2 2 2 3 2 2 2 3 2 4 1 2 121 2,42 3 4 3 3 2 3 3 3 3 3 3 3 2 3 136 2,72 3 4 1 1 4 1 1 4 4 1 1 2 4 1 130 2,60 APPENDIX 05 MATRIX QSPM Assessmen t score CL1 AS TS CL2 AS TS CL3 AS TS CL4 AS TS CL5 AS TS 2,00 6,00 6 4 2,98 5,96 8,94 8,94 8,94 5,96 2,32 4,64 9,28 4,64 4,64 6,96 3,00 12,00 12 9 3,24 12,96 12,96 12,96 6,48 9,72 3,36 10,08 10,08 13,44 13,44 6,72 2,84 5,68 8,52 5,68 8,52 5,68 2,34 7,02 7,02 9,36 9,36 4,68 2,66 10,64 7,98 5,32 7,98 10,64 2,00 6,00 8 2,74 8,22 8,22 10,96 10,96 10,96 3,02 12,08 12,08 12,08 9,06 9,06 2,46 7,38 7,38 4,92 7,38 7,38 2,98 11,92 8,94 8,94 5,96 5,96 3,28 9,84 9,84 6,56 9,84 9,84 3,36 13,44 10,08 6,72 10,08 13,44 2,88 8,64 11,52 5,76 5,76 11,52 2,42 7,26 7,26 7,26 7,26 7,26 2,72 10,88 2,72 5,44 10,88 10,88 2,60 10,40 181,04 5,2 174,02 10,4 158,38 10,4 165,94 10,4 165,06 92 ... development It creates a close bond among employees and between managers and staff Thereby, strengthen and further enhance the enterprise's internal resources - Development strategy is an effective... innovate technology to increase competitiveness Pressure of technological development and expenditure for the development of technologies are different by industries For industries easily affected... objective basis for selecting specific strategies 22 Because resources are always limited, we can not implement all feasible selectable strategies, but only select the best strategy to implement