LUẬN văn THẠC sĩ đề XUẤT CHIẾN lược KINH DOANH CÔNG TY cổ PHẦN VIỆT AN ANVIFISH

LUẬN VĂN MBA ĐỀ XUẤT CHIẾN LƯỢC KINH DOANH CÔNG TY CỔ PHẦN VIỆT AN - ANVIFISH PROPOSAL ON BUSINESS STRATEGIC FOR VIET AN JOINT STOCK CO.,LTD (ANVIFISH) TP.HO CHI MINH - 2011 ACKNOWLEDGMENT First of all, our Group would like to convey the best regards to the ETC in cooperating with GRIGGS University to hold this MBA Training Program We also would like to express our sincerely thanks to all the Professors who transfer their own knowledge by their enthusiasm and talent through the compact lectures, that help such trainees as us to understand more deeply the macro and micro economic aspects that we can apply in our works with the aim of obtain business better result We would like to thank the Capstone Report Assessment Council who instruct and help our Group to complete the Capstone Report on establishing and proposing a development strategy for one company that our Group selected in line with the requirement of the thesis as well Finally, all our effort would have been in vain if the Class Administrators hadn’t been spending their very long working days to accompany GaMBA X0210 class to look after all matter relating to us and class in whole the studying process Thank you all Our Group really appreciates the GRIGGS University, the ET Center, and all List of Abbreviations ANVIFISH VIET AN JOINT – STOCK COMPANY AOAC ASSOCIATION OF OFFICIAL ANALYTICAL CHEMISTS BCG BOSTON CONSULTING GROUP CPI CONSUMER PRICE INDEX EFE EXTERNAL FACTOR EVATUATIONS FDI FOREIGN DIRECT INVESTMENT G.A.P GOOD AGRICULTURAL PRACTICE GDP GROSS DOMESTIC PRODUCT HACCP HAZARD ANALYSIS AND CRITICAL CONTROL POINTS IFE INTERNAL FACTOR EVALUATION ISO INTERNATIONAL ORGANIZATION FOR STANTARDIZATION SWOT STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS SPACE STRATEGIC MANAGEMENT METHOD QSPM QUANTITATIVE STRATEGIC PLANNING MATRIX R&D RESEARCH & DEVELOPMENT VASEP VIETNAM ASSOCIATION OF SEAFOOD EXPORTERS AND PRODUCERS List of Figures Figure 1.1: The value chain………………………………………………………… 19 Figure 1.3: SPACE matrix…………………………………………………………….22 Figure 2.1:ANVIFISH Organization………………………………………………….32 Figure 2.2: Processing Procedure …………………………………………………….34 Figure 2.3: Graph of net revenue, total assets over the period……………………… 37 Figure 2.4 CPI movements over the same period last year, in 2008 and 2011………40 Figure 2.5 - Items with the largest turnover ………………………………………….41 Figure 2.6: Movements interbank rate from the time the exchange rate adjustment…42 Figure 2.7 Product life cycle…………………………………………………………46 Figure 2.8 M Porter Five Forces analysis……………………………………………47 Figure 2.9: Market pangasius in 2010 of Anvifish……………………………………49 List of Tables Table 1.1 SWOT Matrix…………………………………………………………… 21 Table 2.1: Holder information ……………………………………………………… 32 Table 2.2 Production and sales by type of Anvifish products over the years……… 33 Table 2.3 Sum up the basic financial indicators of Anvifish…………………………36 Table 2.4: Results of production and business activities over the years…………… 37 Table: 2.5 Market Pangasius Export data …………………………………………….50 Table 2.6: Matrix CPM……………………………………………………………….52 Table 2.7 Top 20 enterprises Pangasius months in 2011………………………… 53 Table 2.8: EFE Matrix………………………………………………………… ……54 Table 2.9 Synthesis of listed companies pangasius industry in 2010……………… 57 Table 2.10 Human resource structure…………………………………………………59 Table 2.11 IFE Matrix……………………………………………………………… 63 Table 2.12 SWOT Matrix…………………………………………………………… 64 Table 3.1: SWOT Matrix…………………………………………………………… 68 Table 3.2: SPACE Matrix……………………………………………………………72 Table 3.3 QSPM Matrix………………………………………………………………74 Table 3.4 Business Plan in Period 2011 – 2014………………………………………78 Table 3.5 Predict some business target period 2011-2014…………………………81 Contents ACKNOWLEDGMENT .1 List of Abbreviations List of Tables .4 PREAMBLE Purpose of preparing the capstone report about ANVIFISH Objects and scope of research The purpose of the research: Method of study Capstone structure .7 CHAPTER I – BASIC THEORY OF STRATEGY MANAGEMENT I Definition of strategy and strategic management .8 1.1 Definition of strategic management 1.2 Strategic management role 1.3 Characteristics of strategic management .9 II PROCESS ANALYSIS - BUILDING STRATEGY 10 2.1 Process analysis a business strategy 10 2.2 Process formulating strategies 11 CHAPPTER II 24 BUSINESS INFORMATION OF VIETAN JOINT-STOCK COMPANY (ANVIFISH) 24 I General information of ANVIFISH 24 1.1 About ANVIFISH .24 1.2 The current strategy: 26 1.3 Current strategic objectives .27 1.4 Development progress: .27 1.5 ANVIFISH Organization chart: 28 1.6 Share holder information 28 1.7 Main product of ANVIFISH .29 1.8 PROCESSING PROCEDURE CHART 31 1.9 Overview of the financial situation of companies .32 II Analysis of factors affecting the business of Anvifish .35 2.1 External Environment .35 2.2 Internal environment factors .52 CHAPTER 63 PROPOSE STRATEGY AND SOLUTIONS 63 I Develop Anvifish business strategy of 2011-2014 period 63 1.1 SWOT Matrix Analysis 64 1.2 SPACE Matrix Analysis .68 1.3 QSPM Matrix 69 II Propose strategies: 71 2.1 Corporate Strategy 71 2.2 Strategic Business Unit .72 2.3 Functional Strategy 72 III Recommendations .77 CONCLUSION 80 REFERENCES 81 PREAMBLE Purpose of preparing the capstone report about ANVIFISH As summarized by the Ministry of Agriculture and Rural Development, exports Fisheries / 2011 of Vietnam is estimated at USD 520 million USD bring the value of 8-month- exports reached 3.7 billion USD, increase 24.4% over the same period last year Export exported to the major growth market in both volume and value United States increased 48.8%, China (60.5%), Canada (66.2%) in value Up to August, fishing production is estimated at 254 thousand tons, bringing the output of fishing in months reached 1,730 thousand tons, increasing by approximately 1% over the same period last year 2010, in which the exploitation of the sea to reach 1,619 thousand tons Estimated aquaculture production reached 282 thousand tons in August, bringing the aquaculture production reached months of 1845 thousand tons, up 5.3% over same period in 2010, in which pangasius production is estimated at 704.7 thousand tons The provinces have big volume Thap 208.8 thousand tons, An Giang export 157.2 of pangasius including Dong thousand tons, Can Tho 99.1 thousand tons, Ben Tre 85 thousand tons, Vinh Long 78.7 thousand tons The figures show that the role and the great potential of export of aquatic products for economic development in the Mekong Delta However, the problems is economic crisis and the rigorous standards of the import policy in many countries around the world, Vietnam enterprises are still facing many difficulties to ensure effective economic projects and their own exports to developing strategies to ensure sustainable development for this area Currently, Viet An Joint Stock Company is known as one of the business operation of Vietnam's most successful in cultivating and exporting pangasius abroad, especially in the U.S market In 2008, Anvifish has successfully in anti-dumping lawsuit in the U.S., recognized not sell goods dumping pangasius on US market and the tax rate is 0% , bring Anvifish advantages larger than the enterprise sector, while other enterprises in Vietnam are subject to tax is 63.88% The success of Anvifish is an evidence that, with a correct direction of business strategy, in time and a long-term vision, Vietnam enterprises completely confident enough to stand ahead of the competition of economic market , global scale Furthermore, Vietnam enterprises also rise up to confirm their position and build the brand, their images on the international market Recognizing the importance of business strategy for enterprise in the period of integration with the Viet An joint stock global economy, company we period selected 2011 -2014” the to topic: "Strategy of analyze and apply theoretical knowledge to practical business, thereby, contributes some ideas to promote the development of the export sector Objects and scope of research Operations and strategic development of ANVIFISH Scope of the Study: The study focused on operations and strategic development of Viet An Joint Stock Company period from 2011 to 2014 The purpose of the research: Summary all subject of Strategic Management Analyze and evaluate opportunities, threats, strengths and weaknesses of Anvifish for strategy recommendations of Anvifish Company Building strategy for ANVIFISH period 2011 – 2014 Method of study We use applied research methods Based on the business situation and apply the theoretical model has been learning to make effective solution to solve practical problems and support for management decision collected based on making Information the recordkeeping system of and data ANVIFISH data from multiple sources such as financial statements of companies over the years, the report analyzes the company's stock, the statistics of VASEP, the statistics of the securities companies, consult the experts and documents on the WEB Capstone structure The Capstone report is consisted of three main chapters as follows: Chapter 1: Theoretical basis on Formulating a Business Strategy Chapter 2: ANVIFISH and External-Internal Factors influencing to the Company’s Business Operation Chapter 3: Defining the Business Strategy for ANVIFISH for 2011-2014 Clearly, this SPACE matrix tells us that ANVIFISH should pursue an aggressive strategy AVF has a strong competitive position it the market with rapid growth It needs to use its internal strengths to develop a market penetration and market development strategy This can include product development, integration with other companies, acquisition of competitors, and so on In detail: - Take advantage of the opportunities outside as low tax at US market, customer stability - Pass the weaknesses inside: high financial leverage, human resources is not stable - Avoiding threats from outside: the competitors, the barriers to entry in the market I.4 QSPM Matrix We will evaluate two strategies for companies at corporate level to develop AVF in the future, that is: - Vertical Integration: developing and strengthening the capacity of the value chain of AVF - Horizontal Integration, taking advantage of the equipment and technology as well as the management apparatus to develop more new products QSPM analysis matrix we have: Table 3.3 QSPM Matrix Vertical Key Factors Opportunities Vietnam pangasius prices increasing Weight 0.15 72 Horizontal Integration AS TAS 0.6 Integration AS TAS 0.45 Vietnam pangasius image is enhanced in the eyes of consumers in the world The world 0.12 0.48 0.36 markets are recovering 0.05 0.1 0.1 Close attention of the departments, associations 0.1 0.15 0.2 0.6 2 0.2 0.3 especially the Europe and Russia New Technology will take effect with the machinery 0.1 0.2 0.2 that Anvifish equipment invested Unfair competition, lack of coordination between 0.1 0.2 0.3 processing enterprises, exports and net trade Planning of fish area change 0.1 0.08 0.2 0.24 0.2 Many companies involved should be more competition 0.05 0.1 0 0.1 0 0.14 0.56 0.42 0.12 0.48 0.36 0.07 0.14 0.07 products quality Brand and reputation increasing 0.05 0.05 3 0.15 0.15 0.1 0.15 Anti-dumping tax rates in U.S market are almost by 0.12 0.48 0.24 0.1 0.1 0.4 0.2 0.2 0.2 0.12 0.24 0.24 0.13 0.26 5.98 0.26 4.45 economy and the key 5.The tax on the U.S market almost by Threats Protectionist Barriers of the foreign import market Strong Build in a traditional potential customer network in Europe, America and Australia stability Predictability of resource compared to competitors The facilities and equipment is and modern Quality management systems SGS comprehensive ensure standards of international organization officially certified Global G.A.P standard for the 02 farm areas Weakness 1.The labor resources is unstable Using financial leverage is higher than other companies in the industry Net Cash Flow from business operations improved compared to industry average 73 is not Clearly, we select Vertical Integration, developing and strengthening the capacity of the value chain of AVF II Propose strategies: II.1 Corporate Strategy According to these analysis, we believe that Anvifish should chose Corporate Strategy is Vertical Integration strategy, invest more of source materials, processes, quality control system, the activity improves technology to improve quality - Material: Continue to expand the company's farming areas and out-sourcing farming areas with Global GAP standards for proactive stabilize and high quality raw materials for the processing - Quality control activities: Continue to improve quality management systems in entire production and business activities towards the closed production cycle from raw materials, processing, storage and export of fish and types - Market Development Activities: To maintain the image of the product, the company and continue to promote the image, find new customers to expand the market Focus on US market as well as new market Asia or Australia - Activities to improve the technology: Invest heavily in innovative technologies to improve productivity and product quality and quality of human resources to develop performance management and reduce costs - Investments fixed assets: company policy to suspend the investment to expand fix assets activities and areas materials focus and innovative on resources to development technology, development of of farming quality control strategy of the company in depth II.2 Strategic Business Unit We suggest that, AVF should choose differentiation strategy especially in quality control by using modern lab with international standard ISO/EIC 17025 : 2005 (VILAS code 241), with possibility to check the microorganism, antibiotic norms 74 in food, Strictly control the levels of microorganisms and antibiotic residues in all stages from breeding-farming-exploiting-processing-finished products of Anvifish II.3 Functional Strategy II.3.1 Resource management Solutions Organization and management - To improve the organizational structure, management apparatus operating companies, decentralized management structure to ensure management activities not overlap and provide operation efficiency for company - Develop and improve processes to administer according to law, create operation efficiency, and clearly defined responsibilities and powers of each job title In addition , the decentralization to facilitate proactive of the department in the company to maximize its capacity, - Improving professional level right the functions and people right specific tasks for jobs Specifying each division, individual staff responsibilities to improve the autonomy and ability to work - Apply quality management system as a basis for operating and improving incentives for production and sales Labor resource management - Search for human resources at ethical behavior, professional the qualifications for company qualified, training and planning positions in the company - Recruit and organize additional training - Regular training plans, training and raising personnel and improve skills of workers review salaries for employees 75 qualifications for professional Organize annual examinations, - Building work motivation of employees are critical to retaining good employees, leaders need to coordinate with the union executive, life care facility for all staff Increase guiding and training for managers on safety, occupational health, with personal protective equipment for employees II.3.2 Financial Solutions BUSINESS PLAN IN PERIOD 2011 – 2014 Table 3.4 Business Plan in Period 2011 - 2014 (UNIT: million đồng) Target 2011 2012 2013 2014 Capital 225,000 270,000 270,000 300,000 Net sales Profit from business 1,794,785 2,153,741 2,584,489 2,894,628 operation 152,557 193,837 246,173 275,714 Profit before TAX 153 194 246,173 275,714 Profit after TAX 137 174 223,793 250,648 Dividend / charter capital 0.40 0.40 0.40 0.40 - Continue to apply the methods of financial management, and enhance the recovery of capital, reducing the amount of capital backlog, avoiding debt occupancy, bad debts, and speed up cycle of capital, save cost of capital - Regularly search, consider and select bank credit at preferential interest rates are good - Do not invest fixed assets, restructuring of loans in Vietnam dong into U.S dollar loans 76 We build predictive model revenues and profits on the basis of: • The growth rate of total sales and exports to each market in the three years preceding the ability to grow sales by volume and the average export price to each major market in the coming years • Trends in restructuring in the current market and the orientation of the Anvifish on market development in the future • The objective of the business plan Anvifish and processing capacity in raw materials, processing capacity and the output value will be achieved • Cost of goods sold and other costs determined by the average rate over the previous year's revenue II.3.3 Marketing solutions Target Market Focus on US market: as we mentioned above, US market is a very difficult market to penetrate with the policy of anti-dumping duty and other technical requirements In 2007 and 2008, the value of exports to the U.S company only about 3-4% In particular, from May / 2008, then in the U.S market, the company used anti-dumping duty is 0.52% This is considered an advantage and leverage to the company to penetrate this vast market Moreover, with the marketing, sales dynamic, innovative, value the company has exported to the U.S in 2009 accounted for about 34% According to Vasep, from beginning of this year, Vietnam fishery companies have exported nearly 39 thousand tons of pangasius to US, nearly 135 million dollars, up 85.5% in volume and 105.5% in value compared with same period last year America continues to lead the single market imported fish Vietnam, accounting for over 16% of export turnover of Vietnam's pangasius 77 Volume and value of pangasius exports continued to increase every month over the same period last year Accordingly, the average price of pangasius exports to the United States reached their lowest levels in March to 3.19 dollars / kg and peak in May was 3.79 dollars / kg Over the same period last year, the average export fish to the U.S six months of this year rose 12% to 3.51 dollars / kg The supply of pangasius in the U.S domestic market decreased continuously over the previous year and fell continuously from the beginning of the year, by reducing the area of fish farming This is an opportunity for Vietnam Pangasius industry increases in volume and price of exports to this market Develop new market in Asia such as India or Australia: Vietnam has Mekong delta area with special nature conditions can develop fishing area easily, especially pangasius So it is very hard for competitions in Asia such as Bangladesh or Philippine can develop their farming areas more than Vietnam India and Australia are big markets and very near Vietnam Transportation cost can be reducing less than US and EU so the pangasius price in average will be reduces! Competition and the needs of the target market (Including domestic and foreign competitors) The demand in the U.S.: Currently pangasius farming area in U.S is constantly decrease causes pangasius prices rising, so import demand to cover the deficiency amount is also up According to Mr Duong Ngoc Minh, vice president Vasep admitted: "Currently, demand for imported pangasius of the EU countries is increasing; the importer is ready to import prices up 20% to get the product” (Source: http://agro.gov.vn/news) Vietnam is a leader in export pangasius to the U.S market From the beginning of the year, exports pangasius to advantages, continuous growth in both 78 the volume U.S Have many and export value U.S National Fisheries Association has ranked Vietnam Pangasius into the top 10 of most popular seafood in the U.S in 2010, in which pangasius stands at number nine, up one from 2009 (2009 is the first year pangasius entered the list of most popular seafood in the U.S and ranked 10th with an average consumption of 0.78kg / person, in 2010 increased to 0.89 kg / person) Remarkably, pangasius is has increased over the one previous of four types year (along of seafood consumption with tilapia, tuna, and cod), while six others have reduced consumption, so pangasius increasingly confirmed its position in America market (Source: http://Pangasius-vietnam.com) As mention above, the demand of pangasius in the U.S market is very big Thus Vietnam domestic enterprises and Foreigner Company are considered the U.S market as one major target market its competitive situation leads to relatively strong market share A domestic enterprise, Vinh Hoan Corporation is number one EU and the U.S consumer market accounted for 76% of the total pangasius export value of Vinh Hoan Pangasius of Vinh Hoan accounts for 40% of the total export turnover of Vietnam's pangasius to the U.S market and 8% pangasius export to Europe (Source: http://vietfish.org) Meanwhile, Anvifish accounts for about 23% of the total pangasius export turnover of Vietnam to the U.S Foreign competitors: Currently there are many countries export fish to the U.S market such as India, the Philippines but the review of the group, the Vietnam's pangasius advantage over other countries because: - The water environment, climate and weather in Vietnam are particularly suitable and convenient for pangasius - Large amount pangasius due factors, pangasius can feed all year round 79 to not be affected by seasonal - The labor and cost of farming in Vietnam cheaper Not just only in America but in Spain, Russia, Vietnam Pangasius were also Dumping Lawsuit, that means Vietnam pangasius cost is cheaper than other countries, it is due to soil conditions and working conditions make cheap products, but now almost U.S accept this to apply low anti-dumping tax for Vietnam pangasius products If they continue protection of domestic products, then the consumer in that country will be affected However, there are competitors in the world such as India, Philippines, Thailand, Bangladesh, those countries has its long-term investment strategy for the development pangasius for domestic consumption and export In 2010, India has produced 500,000 tones of pangasius, Vietnam reached nearly 645,000 tons Therefore, it should have a strategy to strengthen and build the Vietnam Pangasius on the international market! Product service - - Strengthen marketing, branding, product introduction, increase ensure quality, improve production production, efficiency, confirmed the brand through product quality and reputation of the product market - Using maximize resource are to maximize profits, and can improve the supporting products such as packaging design, quality fish meal to have better output products - Building Anvifish into a company with a closed value chain, including ponds Global GAP standards, the processing factories of international standard, cold storage system and the system of production lines residues bring high value products such as fat of fish, Distribution - Promotion for sales distribution channels and customers who have large affectivity on the market to ensure the consumption of production stable 80 - Develop a system of distribution companies in major markets II.3.4 Production Management solutions and techniques: - Proactively planning prepared preventive materials and implement maintenance time the production strictly line to produce stability and minimize production downtime - Implemented strict quality control process products - To produce reasonable to increase productivity, reduce the rate of defective products - Emphasis on research breeds adapted to the environment will be salinity intrusion in Mekong Delta and sea level rise in the future II.3.5 Planning of investment Factory manufacturing carton packaging - plastic bag Investment Objective: Produce packaging for seafood exporters in western area Location: Long Dien Commune, Cho Moi district, An Giang province • Total estimated investment: 42.635 billion • Capacity: Paper Carton packaging line classes, classes run by a water blanket, Fishmeal Factory 05 lines with 90 tones / day and 01 line 160 tones / day; • Land use: 18,500 m2 • Project Schedule: Construction began late 2010; quarter II/2011 equipment installation; end of 2011 is expected to operate Factory for food irradiation (Joint venture with An Phu Joint Stock Company, Binh Duong) 81 • Total investment: USD million (92.5 billion) • Investment location: Long Hau Industrial Zone, Long An province • Progress of project: built in 2010 is expected to finish 2012 (was 50-year land lease with Long Hau IZ) Seafood processing factory Viet An-Cho Moi • Total investment: 200 billion VND • Investment location: Long Dien Commune, Cho Moi district, An Giang province • Capacity: 150 tones / day • Land use: 14,000 m2 • Progress of the project began construction in late 2010; put into operation late 2011 II.3.6 Predict some business target period 2011-2014 Table 3.5 Predict some business target period 2011-2014 Target 2011 2012 2013 2014 100 100 100 100 Domestic 1 EU 39 38 34 30 US 43 42 45 47 Russian 2 Australia 13 15 18 Asia and others 3 Market (production-%) III Recommendations 82  Recommendation of Vietnam enterprises to improve efficiency of production and Pangasius processing by improving quality, not quantity  Support farming by Global GAP standards (standard clean agriculture global value) and request the exporters agreed floor price set when exporting to certain markets to protect the reputation of the product, to ensure profit  The value of Pangasius 20% compared with normal markets if Vietnam products will increase products and will implements Pangasius from 10 to penetrate more difficult farming with Global GAP Pangasius farming Global GAP is the ideal direction, to make a good image for Vietnam Pangasius  main groups of solutions for the Pangasius industry since 2011, including: + Increase the average export price of Vietnam pangasius; + Stable raw material production to ensure supply and demand; + Enhance the quality management standard products; + Accelerate promotion and trade promotion Vietnam pangasius  Which specially focus on setting the floor price for exports? - Increase the average export price (floor price) is calculated based on cost factors, including raw material cost per unit production, ensure profits for farmers The floor price is publicized, but if companies continue to sell below cost would suggest that management agencies are Nafiqad suspended issuing export certification period 83 According to VASEP, the average export price during the quarter I/2011 was $ 2.54 / kg, up 20% over the 2010 average price ($ 2.14 / kg) Meanwhile, the increase in production costs as well as an increase in raw material prices this year will continue to be higher, so VASEP proposed unified export Pangasius floor price from now until the last in 2011 was 3.2 USD / kg - Material: now in conditions that the average prices of Pangasius are constantly reducing while the cost of farming conditions are increasing led farmers giving up the pond, causing lack of of raw materials, affecting the sustainability of the industry processing industry So for material development, within next three years, we need to strictly control and stability To proactive stabilize the production raw materials, enterprises should actively building materials consistent with the financial capacity and export through other forms of feed, farming processing, associated with the contract farmers - On solutions to strengthen quality control, export products need to be unified in the name and labeling; the enterprises should comply with the regulations on the use of chemicals in farming and manufacturing process - To enhance the promotion and trade promotion of Pangasius, VASEP proposal to the Ministry of Agriculture and Rural Development for the establishment of "development fund Vietnam contribution to the pangasius exporters" Fund is 10 USD / ton of with the proposed fish for export to gain promotion costs, product marketing and trade promotion Besides, the next time VASEP will continue to strengthen the enterprise sector organizations to international trade participate in exhibitions, fairs in major markets, seminars and specialized thereby gradually increasing promotional activities, contributing to brand building for Vietnam pangasius 84 CONCLUSION Above that some of the business strategy of the company Anvifish period 2011-2014 which the authors have analyzed based on the theory that strategic management research group Through the theoretical content presented in chapter 1, the authors have applied the matrix model as well as theoretical concepts to analyze the state of AVF in chapter The group points out elements of internal and external environment of the opportunities and enterprise as well as the challenges facing enterprises strengths, weaknesses, Since then, we have a solution as well as offer strategies to AVF can continue to sustainable development in the future Because analysis time is relatively limited, the authors also cannot be rigorously mentioned all issues related to implementation of detailed action steps to achieve goals, but the authors also had partially provide the solutions and strategies feasible We hope to receive the opinions of the program and teachers to complete the capstone better Thank you! 85 REFERENCES - - Text Book – Strategic Management – GaMBA of Griggs University - Presentation Slides - GaMBA of Griggs University - Tex Book – Human Resource Management - GaMBA of Griggs University - Tex Book – Operation Management - GaMBA of Griggs University - Tex Book – Marketing Management - GaMBA of Griggs University - Tex Book – Financial Management - GaMBA of Griggs University Lê Thế giới - Nguyễn Thanh Liêm - Trần Hữu Hải (2007), Strategy Management, Hà Nội - www.vasep.com.vn - www.vietnam-pangasius.com - www.anvifish.com.vn - www.fpts.com.vn - Finance report AVF 2006-2011 - http://www.qdfeed.com - http://www.data2dollars.com/ - http://www.thuongmai.vn/ 86 ... VIETAN JOINT-STOCK COMPANY (ANVIFISH) 25 I General information of ANVIFISH I.1 About ANVIFISH Company's name: VIET AN JOINT-STOCK COMPANY Transaction name: ANVIFISH JOINT-STOCK COMPANY (ANVIFISH. .. of Strategic Management Analyze and evaluate opportunities, threats, strengths and weaknesses of Anvifish for strategy recommendations of Anvifish Company Building strategy for ANVIFISH period... Road 91, Thanh An Village, Long Xuyen City, An Giang Province Chairman: Mr LUU BACH THAO – General Director Tel: (84 - 76) 932545; Fax: (84 - 76) 932554; Email: anvifish@ vnn.vn Branch of Anvifish