LUẬN văn THẠC sĩ xây DỰNG CHIẾN lược KINH DOANH tại CÔNG TY cổ PHẦN QUỐC tế AIC

LUẬN VĂN THẠC SĨ XÂY DỰNG CHIẾN LƯỢC KINH DOANH TẠI CÔNG TY CỔ PHẦN QUỐC TẾ AIC BUILDING BUSINESS STRATEGY FOR ADVANCE INTERNATIONAL JOINT STOCK COMPANY (AIC) CONFIRMATION OF ADVANCE INTERNATIONAL JOINT STOCK COMPANY (AIC) We, Advance International Joint Stock Company confirm that we the research group including the members mentioned below to be allowed to get access to the internal documents, data as well as contact with the operation fact to study about the strategic orientations of AIC, serving the research purpose of the group to complete the MBA course: Nguyen Hung Cuong Nguyen Khanh Van Bui Huy Hoang Ho Duc Viet Vu Quang Hoang Anh Hanoi, November 29, 2011 HEAD OF PROJECT MANAGEMENT -i- TABLE OF CONTENTS Acknowledgements .i Table of contents ii List of figure and diagram .iii INTRODUCTION iv Reasons for choosing the research topic The goals and scope of the study Study methods Realistic and scientific meanings of the research topic CHAPTER I: THEORETICAL FOUNDATION ABOUT SETTING UP BUSINESS STRATEGY 1.1 Concept and classification of business strategy 1.1.1 Concept of business strategy 1.1.2 Classification of business strategies 1.1.2.1 Basing on strategic levels 1.1.2.2 Basing on the scope of the strategies 1.1.2.3 According to strategic approach 1.1.3 Business unit strategies 1.1.3.1 M.Porter’s competitive strategy .3 1.1.3.2 Competitive strategies for business units according to their market share 1.1.3.3 Competitive strategies for business units challenging the market 1.1.3.4 Strategies for business units preceding the market 1.2 The steps involved in building business strategies .5 1.2.1 Determine the duties or missions of the enterprise .5 1.2.2 Determine business targets 1.2.3 External and internal environment analysis 1.2.3.1 External environment analysis 1.2.3.2 Internal environment analysis 1.2.4 Set up business strategies .8 1.2.5 Solutions to implement business strategies 1.2.6 Implement business strategies .9 1.3 Analysis tools to set up business strategy 1.3.1 Porter’s forces 1.3.2 External factor evaluation matrix (EFE) 11 1.3.3 Internal factor evaluation (IFE) 12 1.3.4 SWOT matrix .13 1.3.4.1 Internal factors 14 1.3.4.2 External factors .15 1.3.4.3 Strategies from SWOT matrix .15 1.3.5 Competitive profile matrix 15 1.3.6 QSPM Matrix .16 CHAPTER II: BUSINESS ENVIRONMENT ANALYSIS OF AIC COMPANY 18 2.1 Overview of AIC 18 2.1.1 Establishment and development process of AIC JSC 18 2.1.2 The company’s medical wastewater treatment system 20 2.1.3 AIC’s vision, mission and core value 22 2.1.3.1 Vision .22 2.1.3.2 Mission 22 2.1.3.3 Core value 23 2.2 Business environment analysis 23 2.2.1 Macro-environment analysis .23 2.2.2 Business environment analysis 26 2.2.3 External factor evaluation matrix (EFE) 30 2.3 Internal environment analysis of AIC Company .32 2.3.1 Internal environment analysis .32 2.3.2 Internal factor evaluation matrix (IFE) .39 2.4 Competitive profile matrix of AIC 40 2.5 Suggested strategic alternatives 41 2.5.1 SWOT matrix .41 2.5.2 QSPM matrix 45 CHAPTER III: SELECTING STRATEGIC ALTERNATIVES AND SOLUTIONS 52 3.1 Objectives of AIC JSC up to 2016 .52 3.1.1 Bases for developing objectives 52 3.1.2 Objectives of AIC JSC up to 2016 .53 3.2 Strategy selection of AIC 54 3.2.1 Comment .54 3.2.2 Selection 54 3.3 Solutions on strategy implementation .55 3.3.1 Solutions on finance .55 3.3.2 Solutions on human resource 56 3.3.3 Solutions on marketing 57 3.3.4 Solution on overall management system .60 3.4 Roadmap for strategy implementation 61 3.5 Recommendations 63 3.5.1 Recommendations to the Government .63 3.5.2 Recommendations to the Ministry of Health .64 CONCLUSION 65 References 66 Appendix 67 LIST OF FIGURE AND DIAGRAM Order Figure 1.1 Figure 1.2 Names PEST model M.Porter’s forces Page 10 LIST OF TABLES Order Table 1.1 Table 1.2 Table 1.3 Table 2.1 Names External factor evaluation matrix EFE Internal factor evaluation matrix IFE SWOT matrix Comparison of the technology of medical wastewater Page 12 13 13 28 Table 2.2 Table 2.3 treatment system of AIC with other competitors’ External factor evaluation matrix of AIC Statistics of the products’ quality of medical wastewater 30 33 Table 2.4 Table 2.5 Table 2.6 business units Internal factor evaluation matrix of AIC Revenue from business activities of AIC Product quality of come medical wastewater treatment 35 36 37 Table 2.7 Table 2.8 Table 2.9 Table 2.10 Table 2.11 Table 2.12 Table 2.13 Table 3.1 units Internal Factor Evaluation Matrix (IFE) Matrix of AIC Competitive profile matrix of AIC SWOT matrix of AIC QSPM Matrix O-S strategies QSPM Matrix T-S strategies QSPM Matrix O – W strategies QSPM Matrix T – W strategies Phases to implement the strategies 39 40 42 45 47 48 50 62 INTRODUCTION Reasons for choosing the research topic: Economic globalization is the inevitable trend of the world today; it dominates all economies in the world Vietnam’s membership of WTO has given many opportunities and challenges to Vietnam enterprises Therefore, to stay firmly and develop well in this cutthroat competitive environment, Vietnam enterprises have to figure out right directions and business development strategy In coming years, Vietnam economy starts to develop steadily and the people’s incomes increase higher The process of industrial activities has exhausted the natural resources, polluted the environment; consequently, the community’s living standards are degraded Nowadays, medical wastewater treatment from hospitals is a matter of great concerns, which is thought to develop together with the economic development Besides, this matter is a burning issue and receives a lot of concerns from State, Ministries and Branches In the current situation, not only inhabitants, the Government but also hospitals themselves require a good medical wastewater treatment before recharging into general treatment systems in order to have no impacts on surrounding environment Currently, there are many organizations being in need of being supplied with medical wastewater treatment system; and also there are many divisions at home and abroad expecting to meet these demands Advanced international joint stock company needs to have strategic orientation in attempt to stand firmly in supplying market of existing medical wastewater treatment technologies and products and have further development in the future In order to make contribution to the development of Advanced International joint stock Company, we choose the topic: “Building business strategy of advanced international joint stock Company (AIC) in the 2012-2016 period.” Target and scope of the research  Target: The target of this topic is have comprehensive evaluation on business operation actuality of the Company and find out advantages and weaknesses, opportunities and threats in order to map out business strategy for the Company in the 2012-2016 period In terms of the research group, this is a chance to apply learned theories on strategic management in a specific situation in order to experience by themselves and improve their knowledge, benefit the current jobs of the author group  Research scope: advanced international joint stock Company is known as a company operating in various fields such as labor export, real estate investment, fund management and selling commercial products However, the research topic only focuses on the aspect of supplying technological products on medical wastewater treatment Topic scope is building the theoretical basis on establishing the most basically business strategy for a company Regarding advanced international joint stock Company (AIC), the topic puts the emphasis on analyzing some basic factors affecting the establishment of business strategy in order to build appropriate business strategy for the Company in the 2012-2016 periods about providing medical wastewater treatment technical products The topic’s content includes: Chapter 1: Theoretical basis on building business strategy: This chapter describes the concept on business strategy and the process of planning a business strategy Chapter 2: Analysis on business environment of the Company: this part introduces the birth and development of company and major businesses Moreover, it introduces visions, missions and core values of the Company; analyzes external and internal environment in order to find out opportunities, strengths and weaknesses to build strategic plans Chapter 3: Selecting strategic projects and implementing solutions: this part describes target of the Company until 2016, the Company’s selection of business strategies in the 2010-2016 periods At the same time, it raises solutions to implement that strategy and some proposals to the Company and the Government Research method This project focuses on researching, analyzing all information, secondary data of most fundamental contents through mass media and directly from internal divisions of advanced international joint stock Company Research and establishment of matrixes on selecting strategies is carried out by specialized method referring to reference experts’ opinions specializing in products and business environment situation of medical wastewater treatment in Vietnam in order to set criteria and evaluation for those criteria This method is easy to implement but the disadvantage is that the accuracy of this method is lower than that of real survey because its results come from subjective opinions of experts However, this method’s effectiveness is good enough for building a feasible business strategy Scientific and practical meaning of research topic  Scientific meaning: In market economy, business strategies play a decisive role in the success of company It is not only important to one specific company but also all companies In order to survive and develop in the market economy, it is a priority to have effective business strategy  There are different approaches to build a business strategy for a company The important meaning of this topic is collecting theories from various sources so as to map out the process of building business strategy basically and it must be easy to understand and implement  Practical meaning: Business strategic establishment process is applied to build business strategy in the field of providing products of health waste water treatment for advanced international joint stock Company (AIC)- a medium and smallsized company, mainly operating in terms of commerce, providing technological products on environmental treatment, in the 2012-2016 periods Therefore, research and proposal of this business strategy for AIC Company is able to be applied for same size companies in commercial field market Therefore, in order to survive and develop in the field of providing technology products of wastewater treatment, AIC must define product strategy being consistent with company and market - Ensure the quality of the wastewater treatment system having the medical expertise of the quality management agencies under the Department of Environment; focus researching on the hospital’s needs for water treatment capacity and verification certificate needed for Company to meet - The product strategy is also concerned about the demand forecast, the use of hospitals in the previous year and demand forecasts for this year so that Company can design appropriate business strategy  Service Strategy: In order to obtain long-term support, beside provision of medical wastewater treatment systems for clinics, the company must provide services attached for these clinics, i.e services related to system such as enthusiastic guidance for them to use the system skillful, good warranty service and maintenance, if there is any problem with the system in operation, engineers will right away to come and In the fierce competition today, if company provides better service than competitors, it seems almost successful, especially in high-end market Service strategies with more diversity and utility in the purchase of wastewater treatment products of the company will make customers pay more attention and support to the company To implement service strategies effectively, companies need to consider the following issues: + Sales team: - Gain the knowledge to sales staff such as basic knowledge of medical wastewater treatment system, communication skills, selling skills to give customers confidence and safety, when they have enough reliability on products, Company need to provide and communicate to employees about the criteria to satisfy the customer demand - 57 - - Meet fully request of the hospital - The enthusiasm and flexibility in handling problems when incidents occur - The engineers are not only instructors for using systems for hospitals but also listeners of opinions from hospitals on the effective use of wastewater treatment system so that we can feedback to manufacturers more to improve our products + Delivery and installation team: - Ensure safety during transportation and installation of proper systems as customer's requirements - Activities of delivery and installation of the system need to be taken timely as the agreement with customers Price strategy: - Apply flexibly price policy to specific circumstances, each type of customer, state hospitals and other private hospitals - Apply pricing strategies appropriately, and coordinate with the transfer of medical wastewater treatment system in right process, those implementations will create competitive advantages in the market price and meeting the needs of customers - Price policy is based on payments from the hospitals: immediate payment, late payment, etc depending on the method of payment and payment term that the company will have pricing accordingly with 3.3.4 Solutions on overall management system Motivation is an important factor in production, business management, which directly affect the attitude of the employees in work Motivation is composed of three main elements: income distribution, the reward and discipline and good working environment building Current policies on reward and discipline of the company still have some limitations such as income the employee at the average level of the joint stock companies, unequal income distribution, and unworthy reward regime for individuals, groups to complete tasks, therefore they did not promote the full capacity of workers To match the business strategy in the new period, the company needs to - 58 - further improve the overall management in the following stages:  Improving the income distribution for workers: a leading concern of employees is a matter of income, so to encourage employees in work, the company should have the reasonable income distribution, including two aspects:: + Income of workers should be increased: the rising rate of income can offset inflation rate of goods in the market In addition, to improving the lives of employees, the growth rate of income must be higher than the inflation rate in the market + Distribution of income in the company must be fair and clear: avoiding the envy causing lost of solidarity and reducing the efficiency of business operations of the company This is the most important problem in the distribution of income for workers to create the strength of the company  Building reasonable reward and discipline regime: Includes the worthy reward for individuals, groups achieving good business results and benefiting to the Company, etc also disciplines to prevent actions harming to the company  Developing good working environment: The efficiency as well as the closeness of the employees with the company also strongly depends on the work environment, so it is necessary to have good working environment, including: + The relationship between leadership and employees, between colleagues, and between units with different departments, etc must be harmonious, friendly and facilitate for working together + The work facilities such as rooms, labor protection, computers, and telephones, etc make favorable conditions for the operation of each individual in the company + Work space: should be clean, convenient for movements, etc to create comfort for workers in Company 3.4 Roadmap for strategy implementation: Organizing the strategic implementation is the stage that makes strategic intention - 59 - become realistic This is a difficult stage and requires the close handling and guidance to ensure the success of strategy Based on the strategy that has been proposed above, group has made strategic implementation route in the field of providing technologic products of medical wastewater treatment Table 3.1 Strategic implementation stages No Projected Stages expenses Implementation time First stage: surveying and listing the number of central and provincial hospital that have not had medical wastewater treatment VND 200 system Finding the hospitals million The first six months of having plan to build medical (payment for 10 2012 wastewater treatment systems? employees) Marketing to hospitals having demand for building medical wastewater treatment systems VND 1500 Second stage: Participating in bids to carry out about 100 - 150 projects for million (payment to 20 employees and expense for hospitals The last six months of 2012 making bid Third stage: Drawing out experience, completing dossiers dossiers) VND 200 The first six months of million 2013 and services for the process of (payment for 15 supplying wastewater treatment employees) - 60 - systems Fourth stage: Supplying medical wastewater treatment systems for VND 3500 The last six months of million 2013 about 200 – 300 projects Fifth stage: Dominating the highgrade market for supplying VND 6000 medical wastewater treatment million/year system Accounting for about 70% 2014 - 2015 Year of the high-grade market VND 350 million Sixth stage: Summarizing and evaluating strategies implemented (payment for 15 2016 employees and review meeting) 3.5 Recommendations In order to implement strategies effectively, group will raise some following proposals: 3.5.1 Recommendations to Government: + There should be proper oriented policies to encourage people to participate in business activities in the field of providing medical wastewater treatment products in health way under the control of State + Directing Ministry of Finance and General Bureau of Customs to build a clear, transparent mechanism to avoid facilitating tax loophole for bad units; the need to have guidance and consulting agency on producer as well as problems + State must strictly punish organizations, individuals providing wastewater treatment system that not meet the environmental standard + There should be more open policy to attract private organizations to join in building hospitals; giving compulsory regulations to install medical wastewater treatment system in new hospitals; giving an amount of budget for health service to - 61 - invest for building wastewater treatment system of hospitals that haven’t had this systems 3.5.2 Recommendations to Ministry of Health + Strengthening the work of steering, guiding, frequently monitoring and checking implementation of law on medical waste management, environmental protection in hospitals, health facilities + Taking care of training, fostering staffs in charge of medical waste management, environmental protection in hospitals, health facilities; directing hospitals invested with medical wastewater treatment systems to run in right technical process; strengthening systems maintenance + Reviewing distribution and expense for medical wastewater treatment of hospitals to balance in real situation of each hospital beside the annual regulated expense + Coordination with Ministry of Natural Resources and Environment to make plan, distribution, use of money for environment issue; investigating, checking, managing medical waste, environment protection in hospitals, health facilities + Implementing seriously regulations provided in Article 39 of Environmental Protection 2005 regarding the heads of hospitals; timely feedback, recommend difficulties and problems of medical waste treatment, environmental protection to authorized agencies + Having coordination between Ministry of Natural Resources and Environment and health sector in giving guidance to make plan, use of fund for environment cause; strengthen investigation, check of managing medical waste and protecting environment in hospitals and health facilities - 62 - CONCLUSION In current market economy with increasing fierce competition, creating business strategy for AIC in main business areas of the Company is very necessary In the context of integrating into the world’s playground, all businesses operating in the field of providing medical wastewater treatment systems will have opportunities as well as challenges Opportunities is that health facilities have access to modern and advanced technology on environmental treatment in general and medical wastewater treatment in particular in order to improve life’s quality and living environment of inhabitants surrounding hospitals The potential market to provide wastewater treatment system health of Vietnam grows, more and more processing technology, increasingly vibrant business operations but inside, there is also potential instability as well as the fluctuations In recent years, AIC have tried a lots in the field of providing wastewater treatment system for growing development of supply market of these products and partially solved stable employment for employees in the company But in the process of business activities in the field of medical wastewater treatment, it is inevitable difficulties that affect business operations of the company In order to overcome the difficulties in attempt to the sustainable and long-term development of the Company, in our research, we has put forward some solutions suggested for development orientation of AIC in the field of providing medical wastewater treatment system in the period from 2012 to 2016 We hope that the successful implementation of proposed solutions will have a positive impact to the implementation of successful business strategy of the company in the field of providing medical wastewater treatment systems in future - 63 - REFERENCES Vietnamese: Ngô Kim Thanh (2011), Giáo trình quản trị chiến lược, Nhà xuất Đại học kinh tế quốc dân, Hà nội Fredr David (2006), Quản trị chiến lược, Nhà xuất thống kê, Hà nội English: Fredr David (2009), Strategic Management, Pearson Porter M On Competition Harvard Business Review Boston 1998 Porter Michael (1990); The Competitive Advantage of Nations London Robert E Ankli, Michael Porter’s competitive advantage and business history, University of Guelph, 1992 Porter M, The competitive advantage of Nations, Harvard Business Magazine, March 1990 Website: www.moh.gov.vn/ /Du+thao+bao+cao.doc? http://www.thiennhien.net/2011/11/17/xu-ly-chat-thai-y-te-giai-doan-2011-2015 - 64 - Appendix BALANCE SHEET On December 31, 2010 UNIT: VND ASSETS A CURRENT ASSETS Cod Descript e 100 December 31, 2010 ion 335,834,203,321 December 31, 2009 246,480,558,63 (100=110+120+130+140+150) I Cash 110 Cash 111 32,061,650,175 32,061,650,175 66,189,294,372 66,189,294,372 II Short-term investments 120 63,490,000,000 Short-term investment 121 63,490,000,000 III Short-term accounts receivables 130 27,205,532,812 Accounts receivable - trade 131 3,500,561,278 105,487,581,39 23,704,971,534 Other receivables 135 IV Inventory 140 199,010,804,037 105,487,581,39 Inventory 141 199,010,804,037 V Other current assets 150 14,066,216,297 66,438,697,462 Short-term prepaid expenses 151 4,647,903,087 66,438,697,462 VAT deduction 152 3,503,343,483 Taxes and payable to state 154 758,854,734 budget 4.Other current assets 8,364,985,411 4,384,116,601 158 5,156,114,993 - 65 - 855,669,391 B LONG-TERM ASSETS 200 139,150,349,827 (200= 220+250) 3,095,199,419 I Fixed assets 220 Tangible fixed assets 221 - Historical cost 222 15,254,253,261 - Accumulated depreciation 223 (8,349,458,345) 3,884,120,928 Intangible fixed assets 227 197,083,328 2,828,053,432 - Historical cost 228 425,000,000 8,736,962,728 - Accumulated depreciation 229 (227,916,672) (5,908,909,296)\ 2,418,691,277 245,416,664 Capital construction in 230 9,520,569,521 107,113,948,135 6,904,794,916 progress 425,000,000 (179,583,336) II Long-term investments Other 250 79,229,248,883 258 79,229,248,883 810,650,832 long-term investment 63,300,000,000 III Other long-term assets 260 Long-term prepaid 261 expenses 50,400,531,423 10 268 40,521,657,648 63,300,000,000 9,878,873,775 Other long-term assets 39,929,827,207 34,333,901,136 TOTAL ASSETS 270 474,984,553,148 (270=100+200) RESOURCES 5,595,926,071 353,594,506,77 Cod December 31, 2010 December 31, LIABILITIES (300=310+330) e 342,009,156,005 2009 Current liabilities 300 323,786,901,135 225,449,125,267 - 66 - Short-term borrowings 310 128,026,026,374 205,226,870,397 Payable to seller 311 2,141,696,306 65,745,175,500 Deferred revenue 312 155,031,196,922 10,989,481,451 Taxes and payable to state budget 313 1,620,078,992 100,897,418,973 Payable to employees 314 Other short-term payables 643,045,130 11 Long-term liabilities 315 Other long-term payables 319 839,122,215 36,128,780,326 18,710,587 26,933,038,756 EQUITY(400=410+430) 18,222,254,870 Working capital 330 18,222,254,870 20,222,254,870 Paid-in capital 333 132,975,397,143 20,222,254,870 Foreign exchange differences 400 Financial reserve funds 128,145,381,507 12 Other funds 410 Undistributed earnings 411 Budget sources and other funds 132,741,496,922 125,000,000,000 127,694,765,786 12 (5,703,406,096) 125,000,000,000 416 12 255,891,518 Bonus & welfare funds 418 12 74,935,168 113,284,018 Budget resources 419 13,114,076,332 74,935,168 Budget resources used to acquire 420 - 2,506,546,600 fixed assets 233,900,221 TOTAL RESOURCES 430 ( 440=300+400) 431 233,900,221 450,615,721 450,615,721 432 433 474,984,553,148 353,594,506,774 BALANCE SHEET On December 31, 2009 UNIT: VND - 67 - ASSETS A CURRENT ASSETS Code Descrip December 31, December 31, tion 100 2009 246,480,558,639 2008 156,963,539,403 110 66,189,294,372 7,615,661,306 66,189,294,372 7,615,661,306 (100 = 110 + 130 + 140 + 150) I Cash Cash 111 II Short-term accounts receivable 130 105,487,581,394 121,075,607,812 Accounts receivable - trade 131 - 6,194,709,337 Advances to suppliers 132 - 2,029,153,779 Short-term intercompany 133 959,547,816 3,399,470,807 104,528,033,578 109,452,273,889 - - 66,438,697,462 11,733,722,437 66,438,697,462 11,733,722,437 receivable 135 Other accounts receivable 139 Provision for bad debts 140 III Inventories 141 Inventories 149 Provision for decline in 150 8,364,985,411 16,538,547,848 151 4,384,116,601 4,538,174,688 152 885,669,391 4,117,754,352 Short-term prepaid expenses 154 - 49,761,018 VAT deduction 158 3,095,199,419 7,832,857,790 Taxes and payable to state 200 107,113,948,135 40,984,773,138 220 3,884,120,928 5,044,023,753 2,828,053,432 3,939,622,921 inventory IV Other current assets budget - Other current assets 221 B LONG-TERM ASSETS (200 222 8,736,962,728 8,430,978,456 = 220 + 260 ) 223 (5,908,909,296) (4,491,355,535) Fixed assets 227 245,416,664 293,750,000 I Tangible fixed assets 228 425,000,000 425,000,000 − Historical cost 229 (179,583,336) (131,250,000) − Accumulated depreciation 230 810,650,832 810,650,832 Intangible fixed assets 250 63,300,000,000 - - 68 - − Historical cost 258 63,300,000,000 - − Accumulated depreciation 260 39,929,827,207 35,940,749,385 Capital construction in progress 261 34,333,901,136 33,908,642,837 10 Long-term investments 262 - - Other long-term investments 268 5,595,926,071 2,032,06,548 270 300 353,594,506,774 225,449,125,267 197,948,312,541 71,790,103,548 310 205,226,870,397 41,066,851,932 Short-term borrowings 311 65,745,175,500 - Payable to seller 312 10,989,481,451 - Deferred revenue 313 100,897,418,973 - Taxes and payable to state budget 314 643,045,130 99,172,216 Payable to employees 315 18,7140,587 48,873,589 Other short-term payables 319 26,933,038,756 40,918,806,127 Long-term liabilities 330 20,222,254,870 30,723,251,616 Other long-term payables 333 20,222,254,870 30,723,251,616 400 128,145,381,507 126,158,208,993 127,694,765,786 125,703,793,272 II III Other long-term assets Long-term prepaid expenses Deferred income tax assets Other long-term assets TOTAL ASSETS (270=100+200) A LIABILITIES (300 = 310) I II Current liabilities B EQUITY(400 = 410) I II Working capital 410 11 12 13 Paid-in capital 411 125,000,000,000 125,000,000,000 Financial reserve funds 418 113,284,018 113,284,018 Other funds 419 74,935,168 26,153,410 Undistributed earnings 420 2,506,546,600 564,355,844 450,615,721 454,415,721 45,615,721 454,415,721 353,594,774 197,948,312,541 Budget sources and other 430 funds 431 Bonus & welfare funds TOTAL RESOURCES (440=300+400) - 69 - 13 - 70 - Appendix ORGANIZATIONAL STRUCTURE OF ADVANCE INTERNATIONAL JOINT STOCK COMPANY AIC Company Board of controllers BOM Board of directors (04) GD: 01 VGD: 02 Secretary: 01 Training school (47) Boards & Dept (113) Foreign representativ e office Domestic representativ e office Headmaster General Dept Rep Office in Malaysia Ha Nam Secretary HR Dept Rep Office in Taiwan Lam Dong English Dept Market Dept Rep Office in Japan Tuyen Quang + Phu Tho Chinese Dept International Relation Dept Operating Dept no.1 Rep Office in Middle East Kien Giang General Dept General – Administrativ e Dept Operating Dept no.2 Operating Dept no.3 Accounting Dept Financial investment Dept Legal Dept Information Dept Transportatio n team - 73 - ... information about Advanced International Joint Stock Company (AIC)  Company’s name in Vietnamese: CÔNG TY CỔ PHẦN TIẾN BỘ QUỐC TẾ  Abbreviated name: AIC. ,JSC  Head office: No 69 Tue Tinh Str., Nguyen... Flexible installation Negligible size, high-capacity, area-saving High durability and stability, increased reliability High performance thank to high-density media and large-contacting area Automation,... ANALYSIS OF AIC COMPANY 18 2.1 Overview of AIC 18 2.1.1 Establishment and development process of AIC JSC 18 2.1.2 The company’s medical wastewater treatment system 20 2.1.3 AIC s vision,