Phân tích chiến lược kinh doanh của hệ thống siêu thị coopmart e

Phân tích Chiến lược kinh doanh Hệ thống siêu thị CoopMart Business strategies of CoopMart supermarket system TABLE OF CONTENT TABLE OF CONTENT INTRODUCTION RESEARCH OF CONTENT Introduction to the CoopMart supermarket system 1.1 Establishment History of CoopMart supermarket system 1.2 Products CoopMart Supermarkets 1.3 The significance of the new brand identity Co.opmart .5 The business strategies of CoopMart supermarket system .6 2.1 Strategy of the system 2.2 The strategy through the Matrix 2.2.1 Propose strategies through matrix analysis SWOT 2.2.2 Strategic Options Matrix through QSPM .8 2.3 Enforcement Strategies 12 CONCLUSION 15 15 INTRODUCTION When it comes to strategy, people tend to relate to the mission and vision of the business Actually not so The mission and vision of the business, although always be included as part of the strategy, but it does not give a clear mandate for the operation of the business The strategy is the creation of a unique position and value through the deployment of a system of different activities with what competitors perform So how a strategy will help businesses create such a position in the market? A business strategy must have four elements: strategic objectives, scope strategic, competitive advantage and strategic activities and core competencies Four elements require a consistent and fit together Strategies should start by identifying the expected result that the business strategy is established to implement them The strategic objectives will serve as guidelines for the operation of enterprises in a number of years Need to distinguish between strategic objectives and the mission and vision of the business In fact, many businesses tend to confuse objectives with the mission of the enterprise Its mission now indicate the purpose or reason for existence of the enterprise so often brings high generality Conversely, strategic objectives to ensure specific, quantified and clearly time-limited The selection of what goals have a huge influence on the business A choice now is profitable strategic objectives will focus on serving the customer group or segment of high profitable products of high added value or performance costs exceed costs excels In contrast, the selection of target growth may lead businesses to diversify their product lines to attract customers in many different market segments RESEARCH OF CONTENT Introduction to the CoopMart supermarket system 1.1 Establishment History of CoopMart supermarket system Starting from 1989, after the Sixth Party Congress, the country's economy shifted from the subsidy mechanism to market economy under socialist orientation, economic models Cooperative true old style difficulties and crises that fall into the mass must be dissolved In such contexts, on May 12, 1989 - People's Committee of Ho Chi Minh City have advocated converting the Management Board of Cooperative Sale City became the Union Cooperative Purchase deals minh City - Saigon Co-op with two direct business functions and organizational advocacy cooperative movement Saigon Co-op is an organization of economic cooperative established the principle of collective ownership, production and business activities of autonomy and self-responsibility Since 1992 - 1997, with the development of the national economy, the foreign investment capital in Vietnam to make the enterprise must dynamism and creativity to seize business opportunities, learn management experience from foreign partners Saigon Co-op began by joint ventures with foreign companies to raise additional resources for its development As one of the few units permit direct export of Cities, Import-export activities flourished bring high efficiency and contribute to establishing credibility, Saigon Co-op's position on the market domestic and foreign schools The most significant event was the launching of the first stores of supermarket Co.opmart is Cong Quynh Co.opmart on February 9, 1996, with the help of the movement of international cooperative from Japan, Singapore and Sweden From then, the new retail business, civilized suit the development trend of Ho Chi Minh City marks a new way of Saigon Co.op The Co.opmart supermarket system are the main activities of the United Cooperative Trade Ho Chi Minh City (Saigon Co-op), the unit has received many high awards at home and abroad To serve the shopping needs in the North, on June 29, 2012, Hai Phong Co.opmart officially put into operation at Le Hong Phong Street, Lac Vien Ward, Ngo Quyen District, Hai Phong city This is the 58th supermarket supermarket Co.opmart system with capital construction investment and merchandise of up to 100 billion and an area of nearly 10,000 m2 business As one of three Co.opmart opened immediately after the new brand identity Co.opmart be announced on June 27, 2012, Hai Phong Co.opmart brings customers new shopping experiences 1.2 Products CoopMart Supermarkets - Co-op Mart Business over 20,000 essential items in life, while 70% - 80% of Vietnam high quality goods - With own label system as fashion Co.opMart strongest SGC and dry food items, frozen and processed brands Co.opMart always satisfying And with the food categories, cosmetics, housewares, apparel with brand names and familiar like Vissan, Vinamilk, SG Fishco Indonesia, Nhabeco, Colgate, Pigeon,etc, Meet diverse shopping needs of consumers The strength of private label products are competitively priced and of good quality Private label products bearing system cheaper Co.opMart same products from 3% -20%, are always promotions, are produced from the plant technical standards - prescribed quality management of state agencies, the supermarket is responsible for the consumer peace of mind to consumers on the quality of goods they have chosen 1.3 The significance of the new brand identity Co.opmart Co.opmart supermarket system has officially announced the change of brand identity New images of Co.opmart was followed from the familiar red and blue color changed to pink petal symbolizes devotion, deep blue color of confidence and dynamic new green color, connected with heart image from letters stylized Co-op, Cooperative movement's symbol of dedication to serving the noble nature of cooperative spirit Over the course of two years of preparation with the assistance of strategic consultants leading brand company Landor, new images of Co.opmart was followed from the familiar red and blue colors are converted to colors pink petal symbolizes devotion, deep blue color of strong faith and a fresh green color dynamic Image stylized heart from word op cooperative movement will be the symbol of dedication to serving humanity with nature and beauty in the spirit of the cooperative Never selfsatisfied with himself, always yearning towards new heights, but still maintains its core values are friendly and reliable The business strategies of CoopMart supermarket system 2.1 Strategy of the system - Continue to develop and expand the model is CoopMart strategic direction of Saigon CoopMart In addition to the existing retail, Union trade cooperatives Ho Chi Minh City (Saigon Co-op) are set to make another three new models: combined market supermarket, Co-opmart apartment, replicated stores Co-opmart are (34 stores) to several hundred points by the method of the franchise (Franchise) for individual business households - Preparation of companies to share work, increase efficiency Before growing demand quantity, size, item, customer,etc, for the system Co-opmart, have much work to Vietnam plus current conditions, logistics system remains weak and inadequate, to board of directors has decided to establish a joint stock company for the exploitation of resources, the strengths and share work to perform faster 2.2 The strategy through the Matrix 2.2.1 Propose strategies through matrix analysis SWOT Before this chain Co-opmart often too focused on opening more supermarkets should only focus on market expansion strategy, this will lead to uneven development and not sustainable Now through research and specific details, will try to give a group of strategies that if implemented simultaneously ensuring high efficiency Combining environmental factors outside - inside, especially following the targets set, we use the SWOT matrix to give some feasible strategy for Saigon Co-op general and strings Co-opmart particular between now until 2015 a) S-O: - Market penetration: Using effective financial strength and human resources, warehousing systems (necessary for the retail sector) to take advantage of the huge market and high profitability - Market Development: Expanding the system by developing more supermarkets, trade centers and the Food Co-op in the Town/City, County/District, Co-opmart not present by applying policies to encourage the development of government (including financial backing from the government), and the research and development capabilities and opportunities intrinsic market rates low b) S - T - Competitive pricing: Upon the occurrence of inflation, rising prices and the risk of entry of potential competitors (particularly Walmart group with the slogan "every day low prices"), consumers increasingly tend to price sensitive, so the chain Co-opmart to rely on a large scale to achieve cost advantages of low input to pricing below the price of the competitor and attract large numbers of customers to increase total profits - Integration of the rear: This is the general trend of the current supermarket Supermarkets have their own brands, increasingly diverse goods to gradually become more proactive in the delivery of goods to customers while reducing the target pressure of the supplier Co-opmart system with its own production companies, such as Nam Duong, Long Xuong, Tabico,etc, they have more advantage, so need to take advantage of this in conjunction with the financial advantages, market share, operational research,etc, to integrate successfully (Especially pay attention to agricultural products because Metro currently leading farm commodities with testing and entrepot in Dalat) c) W - O - Integration Ahead: Strengthening information systems, develop effective marketing strategies in order to apply the market is closely watching retail market is the most attractive emerging (Eg, current Co-op play is only for member home brochure is not dynamic BigC flyers not only spacious but also send promotional email client needs) Focusing on governance and training - retraining of human resources d) W - T - Restructuring: Restructuring the organization, independent of staffing to be active in business - Retain talent: While under the State should pay and bonuses must follow the general regime, however necessary improvements dynamic incomes for skilled labor to maintain good staff; while watching the in-depth training for core staff is a privilege Table Matrix of SWOT (O) Opportunities (T) Threats The political stability and Inflation and price growth economic growth Policies to Disease of cattle, poultry encourage the and fresh food problem development of the Government The phenomenon of Vietnam is one of seven retail speculation (rice, gold, foreign markets most appealing currency,etc, ) 4.Increasing population, especially The risk the young population enthusiastic  Market share increased 3.Financial accounting operations of Co-opmart  Strategy ST S1, S3, S4 + O3, O4 S2, S3 + T1, T4, T5 Market Entry Strategy  Competitive strategy S2, S5 + O2, O3, O4, O5 - of Price sensitive customers Market interest rates low Strategy SO The staff of experienced and entry - high potential rivals income (S) Strengths of Market development strategy strong on price S2, S3, S4, S5 + T2, T3, T4, T5  Integration 4.Equipment - many warehouse strategy backwards systems, decent quality 5.Research and Development Activities pretty (W) Điểm yếu Structure of Co-opmart Strategy WO Strategy WT W3, W4, W5 + O3, O4 W1, W5 + T4 overlapping  Reengineering strategy Mode salary, reward is not  Integration strategy forward high W2, W3 + T1, T4  Strategy retain talent The training of human resources to deploy Activity of Co-opmart marketing is limited Information systems slow 2.2.2 Strategic Options Matrix through QSPM Through analysis of SWOT matrix we see only one group WO strategy should not be established for this group QSPM matrix, the remaining three groups SO, ST and WT matrix must make strategic choices to QSPM Table 2: QSPM Matrix - Group SO Important factors Classify The strategy can be replaced Market Market penetration AS TAS Development AS TAS * The internal factors: - The staff of experienced, enthusiastic 12 - Market shares ascending - Financial operations - reliable accounting 12 16 - Equipment - many warehouse systems, quality quite 12 - Research and development activity rather - Structure and overlapping - Mode salary - low reward - The training of human resources to deploy more 12 12 - Marketing activities are limited 2 - Information system was slow 2 3 - The political stability and economic growth - Policies to encourage the development of Government 3 12 - Vietnam is one of seven retail markets most attractive 4 16 16 - Increasing population, especially the young population 12 12 - higher income 3 - Market interest rates low - Inflation and price growth 8 - Disease of cattle, poultry and fresh food problem 3 - The phenomenon of speculation (rice, gold, foreign 3 4 currencies ,etc, ) 6 * The external factors: - The risk of entry of potential rivals - Customers are price sensitive Total 152 172 Note: AS: No attractions TAS: Total attractions In this phase we selected "market development strategy" for Co-opmart for TAS = 172 is the largest Table 3: QSPM Matrix - Group ST Important factors Classify The strategy can be replaced Price Backward competition AS TAS integration AS TAS * The internal factors: - The staff of experienced, enthusiastic 3 12 - Market shares ascending 12 - Financial operations - reliable accounting 4 16 16 - Equipment - many warehouse systems, quality quite 12 - Research and development activity rather - Structure and overlapping 6 - Mode salary - low reward - The training of human resources to deploy more 3 12 - Marketing activities are limited 2 4 - Information system was slow 3 2 - The political stability and economic growth 3 - Policies to encourage the development of Government 12 12 - VN is one of seven retail markets most attractive 4 16 12 - Increasing population, especially the young population - 12 higher income 3 9 - Market interest rates low 3 - Inflation and price growth 4 - Disease of cattle, poultry and fresh food problem 6 - The phenomenon of speculation (rice, gold, foreign 4 2 currencies,etc, ) * The external factors: - The risk of entry of potential rivals - Customers are price sensitive Total 172 163 Note: AS: No attractions TAS: Total attractions I selected "price competitiveness strategy" for the strategy group for TAS = 172 ST is the largest Table 4: QSPM Matrix - Group WT Important factors Classify The strategy can be replaced Price Backward competition AS TAS integration AS TAS * The internal factors: - The staff of experienced, enthusiastic 3 12 10 - Market shares ascending 12 - Financial operations - reliable accounting 4 12 16 - Equipment - many warehouse systems, quality quite - Research and development activity rather - Structure and overlapping - Mode salary - low reward - The training of human resources to deploy more 3 12 12 - Marketing activities are limited 2 4 - Information system was slow 3 2 - The political stability and economic growth 3 - Policies to encourage the development of Government 12 - VN is one of seven retail markets most attractive 4 12 12 - Increasing population, especially the young population - 9 higher income 3 3 - Market interest rates low 3 6 - Inflation and price growth 4 - Disease of cattle, poultry and fresh food problem 3 - The phenomenon of speculation (rice, gold, foreign 2 currencies,etc, ) 4 * The external factors: - The risk of entry of potential rivals - Customers are price sensitive Total 137 162 Note: AS: No attractions TAS: Total attractions In the WT group strategies we choose "strategic retain talent" because there is the biggest TAS = 162 11 Table 5: The strategy is selected and the corresponding solution Group strategy Selected Strategy Group combined solutions SO Market Development Solution 3, 4, ST Price competition Solution 3, WO Integration forward Solution 2, 3, WT Retain talent Solutions 1, 2.3 Enforcement Strategies Perfecting the organizational structure, management and business administration a) On the organization: Implement organizational restructuring, greater independence in staffing, especially high-level personnel (to avoid introducing internal commend often occur in the state enterprises) Currently as a general rule, the Regional Director must concurrently CEO Supermarket biggest one in the region, this leads to overload of work at the same time there is a conflict of interest because although common, but each supermarket chain is earned on sales achieved; they will be busy in the sales growth of stores they operate and can be neglected work of the whole region; lead to the organizational structure and overlapping Therefore, avoid concurrent positions in leading cadres; clearly define the rights and responsibilities - the obligations and rights of each individual to create equal working environment, science and efficiency Restructuring the organization is not the job once and have the results immediately but must be regularly monitored to correct them promptly, in accordance with the actual circumstances arise, such achievements will be very large and sustainable b) Regarding the management and operation of the business: - Improving management mechanism: + For Saigon Co-op, the predecessor of Saigon Co-op is a cooperative should inescapable collective management mechanism, but sometimes this mechanism 12 causing overlaps or inconsistencies in the management and cause delays in the operation of the business, so depending on the particular circumstances that have a flexible management, which depends heavily on the level of leading cadres at all levels, so you need to pay attention to the selection and layout managers + For Supermarket chain Co-opmart, implementing radical decentralization of units under the current offer high efficiency but not synchronized because the level and circumstances of each unit under heterogeneous For small supermarket, far back should help even the intervention of the Corporation to obtain superior results, so there is a chance to rise simultaneously with the large unit - Improving business operators: Continue applying quality management system ISO 9001- 2000 and advanced HACCP standards as well as a dedicated accounting software, direct network connection between parts cashier at the supermarket with the accounting department of Saigon Co-op; while always approaching the business operating methods advanced largest retail conglomerates successful applications such as demand planning and inventory management in a scientific way, charting work, layout reasonable business grounds, cut costs and increase revenue,etc, Stepping up marketing activities Measures to strengthen marketing activities revolve around 4P: Product (Product), price (Price), place (Place) and sales promotion (Promotion) - Product: The strength of supermarkets than other retail channels are commodity rich, diverse, so the concern expanding category of goods must also make certain difference (ex: before Big C is now strong points of presence cosmetics imported goods, Co-opmart strong domestic goods, Metro specializes in providing restaurant-kitchen Western, Maximark are very plentiful imported food, Hanoi supermarket with many specialty Hanoi,etc, ) Particularly fresh goods group, many tend Supermarket direct purchases from farmers to ensure the product is purchased roots from prices, production and quality management facilities Vietnam's agricultural products quality very pretty but not stable due to the mentality of the farmers are always concerned about the output, so if the Supermarket surely consume the product quality will be better care - Price: "The most important problem of the retail market in Vietnam, as well as the current global prices Who better selling price will prevail In this context, 13 heavy advertising program or organization with big prizes in promotions and not in price To this, the supermarkets moderate moderate rates reduce power use "soft" by large distributors to negotiate prices with suppliers - Location: To achieve the objective focus, chain Co-opmart need revision the supermarket was built long ago, does not meet any standard under the Decision 1371/QD-BTM see if upgrades are not, otherwise cleared to resources for new construction Furthermore winning than losing ground not only different in that Coopmart rents should also take advantage of the state-owned enterprises (take advantage of the relationship) for extra impact - Promotion: There should be proactive marketing strategy (currently most of the marketing strategy was initiated by the supplier) and less repetitive Marketing department should collect customer information to establish marketing strategies rather than relying on information from the Research & Development Department Collect market information, client independently and then compare each other will give more accurate results Improved website, regularly updated promotions Should extend the sender brochure (currently Co-opmart only send patrons or customers at STH, not widely send as Big C) Big C can also send detailed study information via mail promotional products to customers in need - Application of goods exhibited art of hypermarkets in the world: + The area immediately after entrance is often called "the god zones" should not generate revenue often used as a display area The daily dish should be used at the end of the mall to the visitors to go through the shelves, perhaps stimulate them to buy other items + Goods sold, higher sales usually coming somewhere between length shelf for guests seeking from the beginning to have to glance other items to increase shopping time One study showed that time linger customers increased by 1%, the supermarket sales rose 1.3% + The shelves at eye level on the right side is for the "Golden Land" because most shoppers are right handed and the majority of the human gaze is on the right side + The camera is not only used to track the theft, but also used to monitor, analyze buying habits of customers 14 CONCLUSION Construction development strategy plays an important role in the enterprise Reality proved otherwise identified a proper development strategy, entrepreneurs themselves likely plunge into pitfalls can not be drawn, leading to deteriorating business situation and even bankruptcy Businesses can set goals and decide to invest in a new field with the hope of development, but it does not measure all competitors, their potential,etc, Which is subject to the loss Cause of the company may decline more lots; may clear or hidden Maybe because the company does not have a rational organizational structure, personnel management less efficient management costs are too high, or it may be due to the product of the business is not innovation, market share is declining , not use the correct pricing strategy, marketing In fact, many enterprises, especially small and medium enterprises, are less concerned with strategic issues, not even identify themselves strategically The underlying cause is due to not fully aware of the strategic role The problem is not only big businesses need strategic new small businesses still not We need to ascertain that any organization or business that needs to have a strategy The presence of an official strategy in enterprises should no longer be desirable whether or not a strategy but it depends fundamentally on the perception of the role of strategy as well as scientific knowledge of the strategy enterprises managers 15 ... identifying the expected result that the business strategy is established to implement them The strategic objectives will serve as guidelines for the operation of enterprises in a number of years... indicate the purpose or reason for existence of the enterprise so often brings high generality Conversely, strategic objectives to ensure specific, quantified and clearly time-limited The selection... Construction development strategy plays an important role in the enterprise Reality proved otherwise identified a proper development strategy, entrepreneurs themselves likely plunge into pitfalls