LUẬN văn MBA CHIẾN lược PHÁT TRIỂN KINH DOANH CÔNG TY sơn ICI VIỆT NAM

LUẬN VĂN THẠC SĨ CHIẾN LƯỢC PHÁT TRIỂN KINH DOANH CÔNG TY SƠN ICI VIỆT NAM CONTENTS CONTENTS LIST OF TABLES LIST OF FIGURES FOREWORD Chapter SOME THEORIES OF BUILDING THE BUSINESS STRATEGY IN DECORATIVE PAINTS COMPANY .7 1.1 Concepts, classifications and the roles of business strategy in the company 1.1.1 The concept of business strategy in the Enterprise .7 1.1.2 Classifying business strategy in the Enterprise 1.1.3 The role of business strategy 1.2 Content business strategy in the decorative paints company .10 1.2.1 Strategic content for businesses in the decorative paints company 10 1.2.2 The contents of strategies for functional level in the decorative paints industry .14 1.3 Grounds and procedures for building business strategy in the decorative paints company 16 1.3.1 Grounds to build business strategy in the decorative paints company 16 1.3.2 Analytical methods of environmental to build strategies of decorative paints company 17 1.3.3 The Business strategicplanning process 24 SUMMARY OF CHAPTER 27 CHATER STATUS OF ACTIVITIES IN ICI PAINTS Co., LTD VIET NAM 28 2.1 Overview of ICI Paints Co., Ltd Vietnam 28 2.1.1 Information of the company .28 2.2 Analysis, and assessment of the external environment of the company .30 2.2.1 Analysis of external environment of the company 30 2.2.2 External assessment 43 2.3 Analysis, and assessment of the internal environment of the company .44 2.3.1 Internal analysis 44 2.3.2 Internal assessment .54 SUMARY OF CHAPTER 54 CHAPTER BUSINESS DEVELOPMENT STRATEGY FOR ICI PAINT VIETNAM LTD., CO IN THE PERIOD 20101015 55 3.1 Summary of bases for business development strategy proposal 55 3.1.1 Vision, Mission and Strategic Intent of ICI Paint Vietnam 55 3.1.2 Applying analysis models to propose business strategies for Company 57 3.2 Company business strategy proposal 64 3.2.1 Enterprise business strategy proposal 64 3.2.2 Strategy proposal at functional levels of the Company .68 3.3 Recommendation to the State and authorities 80 3.3.1 The State 80 3.3.2 Authorities 81 SUMARY OF CHAPTER 82 GENERAL CONCLUSION 83 LIST OF REFERENCE DOCUMENTS .84 LIST OF TABLES Table 2.1 Country Facts in 2009 30 Table 2.2 Economic Indicators .31 Table 2.3 Effect on decorative paint market development 33 Table 2.4 Urban Migration 35 Table 2.5 Drivers of Market Size 36 Table 2.6 Volume and Value Share of Vietnam Paints Market in 2009 44 Table 2.7 Financial Profit Summary 45 Table 2.8 Real labor wages in the company ICI 46 Table 2.9 Channel of Vietnam Paint market in 2009 53 Table 3.1 ICI’s TOWS Matrix .57 Table 3.2 ICI’s financial targets 75 LIST OF FIGURES Figure 1.1 SWOT / TOWS Matrix 19 Figure 1.2 BCG Matrix 19 Figure 1.3 Porter's Five Forces Model 22 Figure 1.4 The Business strategicplanning process .24 Figure 2.1 Diagram of ICI Paint Vietnam Co., Ltd Organization System 29 Figure 2.2: ICI company Historical Growth 45 Figure 3.1 BCG with external paint products of ICI 59 Figure 3.2 BCG with internal paint products of ICI 61 Figure 3.3 BCG of ICI with other products and services in the paint industry 62 Figure 3.4 Porter's Five Forces Model analysis of ICI .64 FOREWORD Neccesary of the research project In the present context, when Vietnam is the member of many international organizations and with the trend of integration of regional economies and in the world, the business environment of enterprises will be expanded with new factors, many opportunities that’s why challenges are more competitive fiercely.To accommodate the business environment is changing, a successful business company need to have capabilities to cope with many changing situations, to forecast the trend of changes, to exploit the advantages, to know and promote the strengths and minimise the weaknesses of the company as well as to appraise the competitors To this, enterprises must be clearly outlined and built the own business strategy Business strategy is very important for the existence and development of enterprises The modern business management is focusing especially on the management of the business stratergy ICI Paint Co., Ltd Vietnam has been established in 1995, is a member of the Imperial Chemical Industry of England In Vietnam, the decorative paints of ICI company is a market leader in the North and the second market share in South and Central It is so critical to build the SMART business stratergy for the company to maintain and to strengthen and to enhance its position in the context of so fierce competitive environment It will make the business successful As a National sales director of ICI Paint Co., Ltd in Vietnam, I understand an enormous role of the building business strategy for company After discussion with members in the group 01.M05 and we all are agreed re to select the theme: "To Build the business strategy for Co ICI Paint Vietnam 2010-2015” Purpose of Research: The purpose of the topic is to develop the smart business strategy for ICI Paint Co., Ltd Vietnam in the period 2010-2015 and have the right solutions to implement effectively this strategy Objective and scope of research: Objective of research are the problem of business strategy and build business strategies of company with the managerial points of view Scope of research is the business strategy in the field of decorative paints business Limited research is ICI Paints Co Vietnam Mainly data have been focused on three in 2007, 2008 and 2009 Methodological research: With the logical and systematic approach, the topics are being used a combination of research methods such as secondary research materials, survey, analysis, comparison, methods specialists, methods model Structure exercises great: Besides the introduction, list of references, the content of the topic are three chapters: Chapter Some theories of the building the business strategy in the decorative paints company Chapter Current status business of ICI Paints Co., Ltd Vietnam Chapter Solutions to build the business strategies for ICI Paint Co., Ltd Vietnam for the period 2010-2015 Chapter SOME THEORIES OF BUILDING THE BUSINESS STRATEGY IN DECORATIVE PAINTS COMPANY 1.1 Concepts, classifications and the roles of business strategy in the company 1.1.1 The concept of business strategy in the Enterprise The vocabulary "strategy" is derived since a long time ago, before this term was first used in the military Today, this term is used to spread and is introduced into most areas of economic, political, social , especially in the range of macro and micro economic Since the appearance to date, both in theory and practice, exist in many concepts of strategy There are some key concepts which have been mentioned often in the books and researchers that: According to Michael Porter: "Strategy is the art of building the competitive advantages for a firm defense “ According to Alfred Chandler: " Business strategy is to define the fundamental goals and longterm goals for enterprises, to choose the policies and action plans to allocate the resources to achieve the fundamental that goals.” According to William J Glueck: " Business strategy is the plans with uniformity, comprehensiveness and coordination designed to ensure that the fundamental goals of the business will be achieved.” Thus, the term “strategy”of Enterprises is implied and reflected the goals of the strategy, the time to it, the process of decisionmaking for strategies, factors of competitive environment, advantages and weaknesses of Enterprises in general and for each activity in particular Striking features of the strategy is its orientation and define solutions, major policy for key objectives Along with the plans, the orientation is decisive All the goals are qualified comprehensive and linked together into a system of indicators reflecting a production and business activities of enterprises Therefore, building business strategy is the art of designing and organizing the means to achieve longterm goals of the enterprise in close relationship with the business environment 1.1.2 Clasifying business strategy in the Enterprise According to different approaches, business strategies are classified into several types, typically as follows: 1.1.2.1 Based on level business strategy Business strategy for enterprises level : General strategy, identify longterm goals and methods to achieve goals in each period Strategies help to answer the question for enterprises in which industry should be participated , the position of enterprise in the business environment, and the roles of each business sector in the enterprise Business strategy level: the strategy to indentify how enterprises should compete in each business sector to participate Generally, enterprises are operating in various business sectors are classified into the strategic business unit (SBU: strategic business unit), or called as the member units, relatively independent of each other Each SBU are assumed that one or several business sectors which are independentce of its own strategy but in unity with the overall strategy and interests of the whole enterprise Strategies for functional level : strategy must indentify what level supports for strategies of enterprises level , is the details of strategy at its level and related to the functional operational management They are the strategies in the functions such as R & D, manufacturing, marketing, human resources, finance and must comply and are consistent of strategies of enterprises level If a company is operating in a field of business then strategies of enterprise level are coinciding with business strategy It is conventional that in this business there are two levels of business stratergies are enterprises level and functional one 1.1.2.2 Based on the scope of the strategy General business strategy: are refering to the most important questions, the most extensive and longterm meaningful, deciding the vital questions to the enterprises, the longterm guideline and longterm goals Business strategy of each area: this strategic type is to solve the problems of production to implement the general strategies such as product, marketing financial stratergies and technology 1.1.2.3 Based on market direction Business strategy is divided into four groups: Group I: Strategies are focused to solve a critical questions, not spread of resources that focus on actions to be of decisive significance for production and business of the enterprise Group II: Business strategy is based on comparative analysis and relative advantages of enterprises to be compared with other enterprises which are being produced same products then to find out the own strengths to run the business Group III: Creative strategies of attacking and discovering new products and services Group IV: Strategies are cultivated the possible capabilities of the surrounding to find out key elements 1.1.2.4 Base on the process strategy Orientation strategy is including the orientation of major functions, tasks and strategic objectives are base on the basis of judgments of environment and analysis of internal enterprises Orientation strategy is the fundamental projects of enterprise Action strategic is including the plan for action in different situations and adjustment in the process of implementing strategy With the framework of this major exercise, we are following the first approach to business strategy is "Based on the business strategy level.” 1.1.3 The role of business strategy To help the enterprise to clearly see the direction in the future then the management administrators to review and make decision which directions should to drive enterprises and when can achieve the goals 10 50% of input materials, including raw materials including coloring agent, additives, can and other kinds of wrapping Adjustment of production batch: According to the data of quality control department, 25% of production batches need to be adjusted at least one time before packing The two main reasons are nonstandard viscosity and foam and the inconsistency in the management of materials in accordance with COA standards and material quality Discussion with supplier with stricter requirements for raw materials sources according to the technical specification and stable and consistent quality are recommended Improving the effectivenss of operation and packing: Currently, the effectiveness of packing assembly is 60% compared with the target of 75% This data show the down time for maintaining machines in the packing process is remarkable It is requested to research errors in the operation of the assembly line to improve the effectiveness of operation and packing process 3.2.2.2 Marketing strategy In the next five years, the marketing strategy of ICI needs to pay emphasis on the following stratergies Strategies 2009 Brand Premium 2010-2015 Mega brand Segment High quality perception Aspirational/emotional connection Perfect professional result,Help me find my style, Deliver my Color Simple solution Color collateral vision, Keep up my standard Color consultant Preview Visualization Magazine/Web site/IDs Fashion/Trend/Womanization Seminar/Training Culture and religion 2000 Colours( CP4) Communication Mass (MNI) 3000 Colours( CP5 ) Mass and Segment focus Traditional media New channel: online/digital POSM/shop OOH/Direct marketing 71 Strategies 2009 Activation 2010-2015 Activation Products: ICI needs simplification of products portfoilio and clear 02 brans Dulux and & Maixilite as the below detailed : Category 2004 – 2008 2009 Interior, Exterior, Sealer/Interior, Primer, Putty 2010 – 2015 Exterior, Interior, Exterior, Sealer/ Primer, Putty Sealer/ Primer, Brand Dulux, Glidden, Maxilite,Dulux, Putty Glidden,Dulux, Maxilite Portfolio Farco Maxilite Dulux ,Glidden Duraguard,Dulux; GliddenDulux, Maxilite Exterior Maxilite Interior Dulux 5in1/ Dulux SuperDulux Cover, Duraguard/ Maxilite DuluxEasyclean,Super Dulux,Maxilite, Farco, Putty 5in1, Dulux Putty DuluxDulux 5in1/ Cover,DuluxEasyclean, DuluxEasyclean, Dulux Maxilite, Light&Space, Dulux Putty, Maxilite Dulux Putty, Price: As ICI’s Dulux products are highgrade, the price of Dulux products are high enough to match with its highgrade products ICI never decreases its selling price now and onwards to determine our brand name Given the inflation and market fluctuation, ICI will make periodic and appropriate priceincrease policy, so that customers feel secure about ICI’s products Place: As a leading paint company, ICI has widespread and complete distribution network with 2500 direct and indeirect retailers in Vietnam ICI is ranked the first in terms of distribution channel and number of stores However, ICI should improve its retail agents In fact, almost all of its retail agents sell both various types of paint 72 products and building materials Therefore, it is not professional and fake and imitative products can be integrated in the real and genuine ones, which causes worries to customers ICI should expand its total colour soltution shops for both products and colour consultant and step by step replace or build the modern distribution channel in Vietnam in next years busines goals It is necessary to increase the quantity and quality of tinting machines Currently, ICI has 400 color mixture machines ICI should have 1500 tinting machines by 2015 provided to districts and cities Promotion: Promotion activity is not enhanced as to Vision “The decorative paint leader in Vietnam, forever” ICI should increase expenditure for the activity from 6% of its revenue to 10 % of its revenue between 2010 and 2015 Advertising activities should be remarked with the environmentfriendly feature (green paints ) and focus on building Dulux is becoming mega brand in global & Vietnam Advertisement design should be professional in image quality and message Public relationship activity should be strengthened, especially further interested in activities for communities and cultural and sports events, painting schools, “ I love my city “ campaign… 3.2.2.4 Research and development strategy Based on research results from such models as V SWOT, BCG, Porter, research and development strategy should be focused as follows: Product research and development: According to BCGbased research result, some products of the company should be reduced while some should be promoted as follows: Criteria Product/ Outstanding Reason for reduction market Glidden, feature or promotion Exterior and inetrior Advanced products to to be Super paint top coats in be launching these old reduced or Cover mid tiers Products taken out Outputs products are not favored due to obsolete feature and few colours choice and selling revenue 73 Criteria Product/ Outstanding market feature Reason for reduction or promotion reduced dramatically Outputs Therefore, the company will be lost if continuing production premium Customers want to Light& Supper Space Dulux paint interior enjoy bright and fresh 400.000L Class A top 2015: coat with atmosphere with family 2010: Lumitec technology, after full day of working 900.000L double Develop new light hard reflection,VOC and House area in Vietnam green standard is small, it is not enough light product Class A income want to from be satisfied by current differentiation in quality ones and advanced technology They want to “ well – being” are happiness, weath and high spirits and good New products in new field Enamel feeling Metal and woods Increasing demand for Class A covering paint with enamel paints 2011: 600.000L with shining, durable and sespecially highgrade 2015: 2.0 Dulux superior Million Class B VOC with Maxilite features, paints and standard green few competitors to be liters invested for premium enamel products, just 74 Criteria Product/ Outstanding Reason for reduction market feature or promotion focus on enamel in mid Outputs tier Total estimated market size in 2009 of enamel in Vietnames is about is $ 15 million US (5 million liters) and increasing up to USD $ 30 million US ( 10 million liters) by 2015 Renewing business procedures: The urgent issue that ICI encounters is improving its quality management process The company should outline a more accomplished quality management process from manufacturing procedure to finished product procedure to meet quality requirements Concurrently, it should cooperate with competent agencies and customers to examine agents to find out fake and imitative products as follows: No Objects/examina Quality management process Performer Examine type, quality, volume as Quality tion procedures Input materials Material required management Examine materials in terms of type and Production preprocessing volume control Examine stirring temperature Finished Examine smoothness of power Examine materials before storing and Production product putting into production (in terms of type control mixture and volume) Examine viscosity 75 No Objects/examina Quality management process Performer tion procedures Color mixture Examine color creation substances (type Production an volume) control Examine colors to be produced Prepackaged Examine viscosity Quality products Examine acid and alkali index management Examine lightness Examine paint cover (effervescent or Barrel smooth) Examine volume of packaged barrel packaging Market control Examine type, quality and price of Quality products products and services Production management 1.2.2.5 Financial strategy ICI needs to develop strategies appropriate finance General as follows: Financial targets: Table 3.2 ICI’s financial targets Unit : Euro Mn 2008 2009 2010 2015 Revenue Cost of Sales Gross Profit 40.6 18.7 21.9 44.5 18.6 25.9 52.7 22.1 30.6 110 45.1 64.9 Advertising expenditure Promotion expenditure Manpower Cost Overhead Cost 9.68 2.64 1.44 1.36 10.2 2.77 1.68 1.52 11.20 2.90 1.80 1.60 23.4 6.0 3.0 3.9 Profit Before Tax 6.78 9.73 13.1 28.6 54% 58% 10% 18% 58% 18% 18% 59% 109% 112% Ratio Gross Margin Sales growth Profit growth 76 Unit : Euro Mn Profit before Tax / Sales 2008 17% 2009 22% 2010 25% 2015 26% Source: ICI Paints Asia Key Challenges – Finance: Banking System: Availability of quality banking in provinces; Market crunch and devaluation exposure Internal Control to keep pace with growth: Anticipation and definition of processes Market Connect: Feel for ground issues – credit & pricing Key Initiatives – Finance: Business Partnering: Leading OWC improvement; Market Survey and Credit Policy and management; Information system support Internal Control to keep pace with growth: Ensure robust system controls on plant operations; Processes and procedures; FCA and NFLOR Tax Regime: Maximize tax benefits Integration and Transition: System setup for integrated operation Team building: Functional preparedness to meet growth Business Partnering: Partner banking with HSBC; Constant dialogue with bank / internal customers to mitigate FX exposure; Revised Credit Policy; Information system support Internal Control to keep pace with growth: Sustain GIA Ratings; Creation of Internal Controls position Tax Regime: Capitalize on two plant operation; Seek avenues of improving tax benefits New Plant Transition: Operating framework Team building: Training and coaching 1.2.2.6 Human resource strategy ICI will need to built strategic human resources consistent with the vision, mission and strategic goals of it As follows: HR to focus on following areas: • Training & Development 77 • Recruitment & Retention • Compensation & Benefits • Admin & HR Services Build “level leadership” capabilities: Fast Track of Development AMP & MEP Foreign Assignment Build “Training Develop & Development Programs” for new employees: Identifying Strengths & Opportunities ment Center New Core Values New Success Factors Situational Leadership Change Management Initiative & Follow Through Regular Track of Development: Statistics Analysis Personal & Project Planning Recruitment & Selection Team Dynamics Management Leadership Development Improve Job Standards T&D Program (6 mths1year) Identify Strengths & Areas for Development Level: Effective Meetings Finance for NonFinancial Managers Creative Problem Solving Skills Presentation Skills P&DD Recruitment & Selection Planning & Execution NonManagement Level: English Communications Teamwork & Motivation Interpersonal Skills Time Management Skills To encourage and stimulate the laborers in working as well as to attract skilled people, ICI should improve the preferential treatment policies in following aspects: 78 Salary increase level: Due to the fact that Vietnamese people’s salary level is o nly at an medium level in foreignowned enterprises, ICI should raise salary at a higher speed to encourage labourers to make more and more effort Detailed: Increase level each time No Work completion level OS (Over Target) AT (Above Target) OT (Ordinary Target) BT (Below Target) (compared with current time) 2009 2010-2015 12% 15% 8% 10% 6% 8% 0% 0% Regarding body healthcare and medical healthcare, the Company should buy these two services for two family members of supervisors; the Company should buy for the all the family members of those who are heads of departments or above Business supporting means and equipment: Currently, Directors or above are provided with personal car for traveling and after years, the Company officially hand over the car ownership to them This policy should be applied to heads of departments, heads of branches Laptops currently are equipped to heads of departments of above The Company should also equip supervisors with laptops as they usually work at site and need support from laptop Drive a high performance culture, in partnership with line managers • Employ performance appraisal process (P&DD) to foster line managers frequently review past objectives and create new ones as well as provide personal development opportunities and introduce career planning to ensure a degree of “stretch” in the aims that people agree • Provide training & development in management skills for line managers to control P&DD more effectively Recruiting the right people in a timely manner is a critical element of success for companies "Attract, develop, retain good performers" is at the heart of our company's needs and our manager's job • Have effective applicant tracking and candidate management systems 79 • Train managers to hire effectively employee 3.2.3 Proposals on control and improvement of the Company’s strategy Once implemented, the results of the strategy need to be measured and evaluated, with changes made as required to keep the plan on track Control systems should be developed and implemented to facilitate this monitoring Standards of performance are set, the actual performance measured, and appropriate action taken to ensure success No Measure Compar Continueon variabl Indentif implement e with implementi e y ation checkin ng checking The strategic management process is dynamic and continuous Aregconize change in one results g standar component can necessitate a change in thestandar entire strategy As such, theresults process must ds ds be repeated frequently in order to adapt the strategy to environmental changes Throughout the process the firm may need to cycle back to a previous stage and Variabl e make adjustments In order to control and improve strategies can be implemented according to the above process Adjusting 3.3 Recommendation to the State and according authorities to To facilitate the construction of businessstandard startegy of Viet Nam ICI Paint Company Ltd in particular and Viet Nam enterprises sin general, authorities and the State should implement some mearsures as following: 3.3.1 The State Improvem entdomestic and international economic information system Construct and complete so enterprises can be provided with necessary information supporting research, evaluation of business environment Organizing centres for researching and training on necessary information serving business strategy of enterprises, improving knowledge of enterprises on business strategy Maintain, stabilize macroeconomic policies, avoiding great impacts on business environment, creating favourable conditions to enterprises o have solid base for business strategy setup 80 Complete legal system, especially law on economic, creating synchronized environment as one of the base for enterprises to set up their business strategy 3.3.2.Authorities Ministry of Construction needs give colour standards in construction, following “international colour code” as at the moment, each brand follows a code which is not synchronized to each other Therefore, this may badly impact those who follow international standards and cause difficulties to architects as well as apprasing agencies In the future, the Ministry of Construction should consider issuing “Colour in construction handbook” to settle mentioned above matters Ministry of Science and technology, Ministry of Construction and related ministries and departments should research and give detailed criteria on “clean paint” – Currently consumers are unaware of how to identify clean and safe paint Hence, it is necessary to have regulations on ecological standards and paint brands must meet these standards before being allowed to carry out work in ecological areas or in long term in the whole market In the meantime, authorities should popularize the list of standards – meeting paint brands for the benefit of consumers and fairness in competition; clean paint brands shold be also awarded and recommended in the future At present, there is no effective sanctions against fake goods in circulation and construction Therefore, that fake goods are mixed with real goods, and the work which is commited in contract to use good paint is carried out with low quality paint is happening critically Ministries and departments should propose strong measures to the Government to prevent mentioned above issues to protect consumers and paint industry To the benefit of both parties, people’s commitees in provinces and cities in which there are paint factories should create favourable conditions in terms of both policy and human resource to help factories in development in right direction Particularly, there should be strategy on at site human resource building to fulfill the demand as paint industry requires great skilled human resource with higher incomes than the 81 general level Should provinces and cities not build up human resource, it will a disadvantage to the localities and cause many difficulties to paint plants which have to use outside labour force SUMARY OF CHAPTER Chapter of theme collect basis to propose business stategy to ICI through strategic vision, target and summary on research results in chapter with suitable analysis model Basing on these, the theme give proposals on setting up business strategy at business level and functions to the company; together with programmes on implementing controling, and improving the strategy 82 GENERAL CONCLUSION In this current context, dramatic changes in business environment, competition market are more and more visible, an enterprise is demanded to have a proper business strategy for its longterm success and sustainable develpment In order to develop a business strategy for a decorative paint company, it is necessary to get to know about the strategy, its content, basis and developing procedure, obtain the general overview of the Vietnam ICI Paint, analyse the current status of company business environment, assess the strengthsweaknesses, opportunitiesthreads given Based on these studies, the group collect the basis for developing business strategy and represent the results via the Vision, Mission, Strategic Goals/Targets and apply such models as SWOT, BCG, “5 forces – Michael Porter” to analyse and propose straetegies for enterprises and functional divisions of the company Meanwhile, proposals for implementation, control and quality innovation are provided At the same time, the thesis provides proposals, petitions to the authority bodies so as to create a favorable environment for developing and implementing the planned strategies, for the stable development target of the paint industry generally and Vietnam ICI Paint Co., particularly Due to limited time and knowledge, our assigment still remains mistakes and defects We look forward to the comments from teachers and friends 83 LIST OF REFERENCE DOCUMENTS Ian Chaston (1999), Client Oriented Marketing, Vietnamese translation, Dong Nai Publisher Fred R David, translator group: Truong Cong Minh, Tran Tuan Thac, Tran Thi Tuong Nhu (2003), General Discussion on Strategy Management, Statistic Publisher, Ha Noi Viceprofessor Dr Nguyen Thi Lien Diep, Dr Pham Van Nam (2003), Strategy and Policy on Business, Statistic Publisher Rowan Gibson edit (2004), Thinking in future – Vietnamese translation, Youth Publisher Viceprof.Dr Le The Gioi – Dr Nguyen Thanh Liem, Ma Tran Huu Hai (2007), Strategy Management, Statistic Pubisher Dr Bui Le Ha, Dr Nguyen Dong Phong, Dr Ngo Thi Ngoc Huyen (2001), International Business Management, Statistic Publisher, HCMC Viceprof.Dr Le Thanh Ha, Hoang Lam Tinh, Ma Nguyen Huu Thuan (1998) Application system theory on business management, Youth Publisher HCMC Dr Doan Thi Thu Ha, Dr Nguyen Thi Ngoc Huyen (2002): Management Cirriculum, Finance Publisher Don Taylor Jeanne Smalling Archer, translator group: Nguyen Tien Dung, Nguyen Hong Ling, Hoang Phuong Thuy (2004), To compete with the giant, Statistic Publishers, Ha Noi 10 Philip Kotler (2003), A framework for Marketing Managementsecond edition, Prentice Hall 84 11 Philip Kotler (1997), Marketing Management, Statistic Publisher, Ha Noi 12 Thomas J Peter and Robert H Waterman, Jr – Tran Xuan Kiem composed (1998), Finding the perfect, Dong Nai Publisher 13 Michael E Porter (1998), Competition Strategy – Vietnamese translation, Statistic Publisher, Ha Noi 14 Garry D.Smith, Danny R Arnold, Boby R Bizzell, translator: Bui Van Dong (2003), Strategy and Policy on Business, Statistic Publisher, Ha Noi 15 Viceprof.Dr Ngo Kim Thanh (2009), Business Strategy Lectures, GRIGGS University 16 Ton That Nguyen Thiem (2003), Market, Strategy, Structure – HCMC Publisher 17 “Enterprise Law – 2005” – Statistic Publisher 85 ... strategy of ICI Paint Co., Ltd Vietnam and will be applied in subsequent chapters 28 CHATER STATUS OF ACTIVITIES IN ICI PAINTS CO., LTD VIET NAM 2.1 Overview of ICI Paints Co., Ltd Vietnam 2.1.1... advantage Examples of such strengths inchiến lượcude: patents; strong brand names; good reputation among customers; cost advantages from proprietary knowhow; exchiến lượcusive access to high grade natural... Figure 2.1 Diagram of ICI Paint Vietnam Co., Ltd Organization System 29 Figure 2.2: ICI company Historical Growth 45 Figure 3.1 BCG with external paint products of ICI 59 Figure 3.2