Tài liệu Xây dựng chiến lược kinh doanh công ty cổ phần tư vấn đầu tư xây dựng hưng khánh giai đoạn 2010 2015

LUẬN VĂN THẠC SĨ Xây dựng chiến lược kinh doanh công ty cổ phần tư vấn đầu tư xây dựng Hưng Khánh giai đoạn 2010-2015 DISSERTATION TITLE BUSINESS STRATEGY CONSULTING COMPANY STOCK INVESTMENT IN THE CONSTRUCTION OF HUNG KHANH PERIOD 2010-2015 1 TABLE OF CONTENTS Acknowledgements Table of conntents List of Abbreviations List of tables List of figures, graphs INTRODUCTION 1. The necessity of a Business Strategy..............................................................................6 2. Object and scope of study .............................................................................................7 3. Research Methodology ..................................................................................................7 4. Structure of the thesis.....................................................................................................8 CHAPTER 1: GENERAL THEORY BUSINESS STRATEGY 1.1. Concept and the role of specific business strategies put in three business..................9 1.1.1. Concept of business strategy....................................................................................9 1.1.2. Characteristics of business strategy........................................................................10 1.1.3. The role of business strategy..................................................................................11 1.2. Process of strategic management of business............................................................12 1.2.1. Situation Analysis..................................................................................................12 1.2.2. Building strategy....................................................................................................12 1.2.3. Implementation of the strategy...............................................................................13 1.2.4. Assessment strategies.............................................................................................13 1.2.5. Require the construction business strategy.............................................................13 1.3. Identify tasks and system strategic objectives...........................................................14 1.3.1. Strategic tasks.........................................................................................................14 1.3.2. System strategic objectives.....................................................................................15 1.3.3. Principles when determining the target..................................................................15 1.4. Analyze the business environment of enterprises .....................................................15 1.4.1. Macro environmental analysis................................................................................16 1.4.2. Environmental analysis sector (industrial work environment)................................19 1.4.3. Environmental analysis of enterprises....................................................................21 2 1.4.4. Environmental analysis of international businesses................................................24 1.4.5. Matrix of opportunities and risks............................................................................25 1.5. Distinguish types of business strategy.......................................................................27 1.5.1. The overall business strategy..................................................................................27 1.5.2. The business strategy division ...............................................................................32 1.6. Methods of analysis, selection strategies...................................................................35 1.6.1. Market share growth matrix BCG..........................................................................36 1.6.2. Matrix McKinsey-GE (General Electric)................................................................38 1.6.3. SWOT analysis and combined strategies................................................................40 CHAPTER 2: ANALYSIS OF STRATEGIC FACTORS COMPANY INVESTMENT CONSULTING CONSTRUCTION HUNG KHANH 2.1. Analyzing and evaluating the production and trading of shares of the Company Consultant Investment Construction Hung Khanh...........................................................42 2.1.1. Process of formation and development company; Business activities, objectives and scope of activities.....................................................................................42 2.1.2. Business activities, objectives and scope of activities............................................42 2.1.3. Organizational structure.........................................................................................43 2.1.4. Products the company is manufacturing and trading .............................................47 2.1.5. Evaluate performance of production and business of the Company.......................47 2.2. Analyze the business environment of the company ..................................................51 2.2.1. Macro environment ..............................................................................................51 2.2.2. Industrial work environment ................................................................................. 59 2.2.3. Internal environment .............................................................................................67 2.3 . Integrated analysis environment and form matrix ...................................................84 2.3.1. Market share growth matrix BCG..........................................................................84 2.3.2. SWOT matrix ........................................................................................................87 2.3.3. Matrix MC Kinsey.................................................................................................89 CHAPTER 3: SOME OF STRATEGIC PLANS AND SOLUTIONS FOR BUSINESS ACTIVITIES PRODUCTION COMPANY'S STOCK INVESTMENT CONSULTING BUILDING HUNG KHANH (PERIOD 2010-2015) 3.1. FACILITIES CONSTRUCTION STRATEGY........................................................92 3 3.1.1. Long-term goals of the company............................................................................ 92 3.1.2. The immediate objective of the company...............................................................94 3.2. THE STRATEGIC BUSINESS GENERAL ............................................................95 3.2.1. Growth strategy focused......................................................................................... 97 3.2.2. Strategy to build high-quality products.................................................................. 99 3.3. THE DEPARTMENT OF ENERGY STRATEGY................................................. 105 3.3.1. Improve the quality of human resources............................................................... 105 3.3.2. Promote marketing activities................................................................................113 3.3.3. Improving sales performance............................................................................... 121 3.3.4. Strengthening research and development ............................................................122 3.3.5. Investment in technology renovation....................................................................123 3.3.6. Enhance the ability to mobilize capital in production and business .....................124 CONCLUSION..............................................................................................................125 REFERENCES............................................................................................................... 127 4 LIST OF ABBREVIATIONS Abbreviation SE Co Ltd Soc Sto Busi GAS Corp Comme Pec VN ImEx Const GAOS Write full Staff employees Company Limited Socialism Stock Business General Assembly of Shareholders Corporation Commercial People's Committee Vietnam Import Export Construction General Assembly of Shareholders 5 LIST OF TABLES 1. Table 1.1: The variables measuring competitive strength 2. Table 1.2: Variables measuring the attractiveness of the market 3. Table 2.1: The works of some of the 2008 4. Table 2.2: Results of business of the Company period 2004-2008 5. Table 2.3: Total of business environment 6. Table 2.4: Total of opportunities and challenges 7. Table 2.5: the situation of labor structure of the company 8. Table 2.6: Effective use of capital of the Company 9. Table 2.7: The key financial indicators 10. Table 2.8: Structure of machinery and equipment of the Company 11. Table 2.9: Total of strengths, weaknesses of the company 12. Table 2:10: The rate of growth and market share relative products business of the Company 13. Table 2:11: The power business of the Company 14. Table 2:12: attraction of industry 15. Table 3.1: Standard staff and senior management of the Company 2015 16. Table 3.2: Objective quality labor structure of the company Cogng 2015 17. Table 3.3: Project open more business agent supplies in some areas. LIST OF FIGURES, GRAPHS 1. Map 1.1: Simulation of the business environment of the business 2. Map 1.2: Model of five forces of M. Porter 3. Map 1.3: Matrix opportunity 4. Map 1.4: Matrix risk 5. Map 1.5: Matrix market share growth BCG 6. Map 1.6: Matrix strategic Mc. Kinsey 7. Map 1.7: SWOT Matrix 8. Map 1.8: Establishments selected business strategy 9. Map 2.1: Structure of Production Joint Stock Company Consultant Investment Construction Hung Khanh 10. Map 2.2: Matrix BCG growth share of the company 11. Map 2.3: Matrix Mc. Kinsey apply to companies 6 INTRODUCTION 1. The necessity of a Business Strategy In terms of our economy transition to a market economy, businesses have a polarized, competition occurs increasingly bitter and more fiercely. To survive and thrive, businesses need to determine for themselves the right strategy, because if there is no strategy or strategic mistakes are sure to get the failure. Operation of enterprises in market economy is to invest and use the resources to win war with the rival demands of the market. The purpose of the business activities in the market economy is to achieve high efficiency as possible a long way. Performance of the enterprise is the result of correlation, comparison between the benefits derived from activities of the enterprise with the resources mobilized, used for the benefit. For business, develop strategies appropriate means is especially important, the strategic direction and adjust the strategy is timely basis to bring huge benefits for enterprises. In the context of globalization market, ever-changing technology, competition increasingly fierce, more than ever the strategy increasingly become a crucial factor. With the scarcity of resources is increasing, the needs and tastes of the consumer society makes changing business environment of enterprises increasingly complex and contains many risks. To survive and thrive, businesses need to build yourself a strategy. Strategy is a special plan , all organizations will need to plan activities. For businesses, planning is the first functional system of management functions to achieve the goals set out by the organization. Strategic planning must consider many factors outside objectivity and subjectivity within the enterprise, analyzing system information can be used for planning activities of the enterprises in the short term and long-term focus all efforts and resources on the target so that the most effective, cope with real situations to, adapt to change. 7 Corporation Consultant Investment Construction Hung Khanh (The company) is a unit in the construction industry; the first year of operation, the company has undergone several tests, there are successes and failures also; to present the company has achieved certain achievements. Reality has proven, if not determine a correct development strategy, enterprises can themselves are working on the pitfalls can not be drawn, leading to business sa situation worse and even bankruptcy. So to continue to stand firm in the market and adapt to the changes constantly happening in the business environment requires companies to build yourself an appropriate strategy. Derived from the importance of building strategic business with the needs of JSC Consulting Constructing Hung Khanh in strategic planning; Group 7 we learn and choose topics "Building strategic Corporation Advisory Constructing Hung Khanh period 2010-2015" who wish to choose a company with the right directions in the next stage in the future. 2. Object and scope of research Manipulate the theory and methodology of the business strategy , essay shows the argument to develop strategies for the Corporation Consultant Investment Construction Hung Khanh period 2010-2015. Subjects of Research: Topics to deep analysis, evaluation and give strategic direction to build the company based on the general theoretical construct of the business strategy Scope of research: - The problem of strategic reasoning of the business - The base formed a strategic business - Develop strategies for companies in the short term and long-term and solutions, specific measures to implement strategy 3. Method Research The group made research topics based on the knowledge learned, based on primary data collected in the company for analysis, evaluate the entire process of 8 production and business activities of the Company Stock Investment Consultancy Construction Hung Khanh. Also use methods such as : statistics, synthesis, analysis, comparison, forecasting for analysis and make assessment strategies of the company; but mostly analytical methods based on primary data collected in the company. 4. Structure of thesis Besides the introduction, conclusion and list of references of the thesis contents of 3 chapter: Chapter I: General Theory of business strategy. Chapter II: Analysis of strategic factors Corporation Consultant Investment Construction Hung Khánh Chapter III: Some oriented strategies and solutions for production and business activities of the Company Stock Investment Consultancy Construction Hung Khanh (Period 2010-2015). 9 CHAPTER 1 GENERAL THEORY OF BUSINESS STRATEGY 1.1. Concepts, characteristics and role of business strategy in the enterprise 1.1.1. Concept of business strategy Business strategy is more interested economists and researchers have come up with many different definitions of the term "business strategy", such as: - The decisions, actions or plans associated with each other, is designed to draw out and implement the objectives of the organization. - As a result of the process of building strategies. - The art of building competitive advantage. - A set of decisions and actions toward the goal to the capabilities and resources of the organization to meet the opportunities and challenges from the outside - By Alfred Chandker "strategy encompasses the objectives assigned to the basic long-term industry, and how the selection process of action and allocate resources necessary to carry out that goal" - Source Wiliam.J.Gluech: "Strategy is a plan to bring uniformity, comprehensiveness and coordination designed to ensure the fundamental goals of the business is done." Also business strategy or competitive strategy also defined the following six elements: - Market products: business opportunities depends on its products, markets it serves, the competition that it can confront or evade, and its level of integration. - The level of investment: the ability to choose the following options: either invest or expand investment market entry product, or invest to maintain the current position or reduce the investment to withdraw or liquidation to close a business. - Strategy functions: how competition might accrue to one or more of the following functions: product strategy, strategic position, pricing strategy, distribution strategy, 10 manufacturing strategy, strategic public information technology, strategic segmentation, global strategy. - Property strategy and capability strategic capacity strategy is remarkable aspects of the business. Strategic assets, the strength of the business resources in comparison with other competitors. When the strategy should pay attention to costs as well as can create / maintain assets and capabilities as the basis for long-term competitive advantages of enterprises. - The allocation of resources: financial resources and non-financial resources such as factories, equipment, people all have to be allocated. Decided to allocate a key element for the strategy. - Effects between the United business: only those companies achieve the same effect United have remarkable advantages in comparison with those companies to ignore or exploit the effects of this same half. Overall, the strategy is a set of actions and decisions related closely to help organizations achieve the objectives set out, and it should be built so take advantage of the strengths of the including the resources and capacity of the organization as well as to consider opportunities and challenges of the environment. Business strategy is seen as a principle, the guiding principles in business. So businesses want to succeed in business, a prerequisite to have business strategies or organization make good strategies. 1.1.2 Characteristics of business strategy Although there are many concepts and approaches of different categories of strategies song features basic business strategy is the concept of relatively uniform. The basic characteristics which are: + Strategy + business is computer oriented in a long time, it made the target, the direction of business for each industry specific product the same time clearly defining the basic tasks, solutions and each steps to achieve objectives. + Strategy + business flexibility, flexible, because business strategy is built on the basis of the market predicts that the future market is always fluctuating. For 11 appropriate strategy, right, helps businesses achieve objectives, the strategy must be versatile, flexible front fluctuation of the market. + Strategy + business is built by long time (5 years or 10 years) so take calculated business strategy and roadmap as a long-term strategies will often be concretized by the short-term strategy than , which also called the plan. + Strategy + business is a continuous process from stage to stage of construction implementation, inspection and supervision. + Strategy + business is always with the thought process to win victory in the competition. Business strategy formulation and implementation is based on the findings and take advantage of business opportunities, the comparative advantage of the business to achieve higher business performance. + All important strategic decisions in the process of building and organizing the implementation, evaluation and control strategies are focused on senior management team to ensure the standards of long-term decisions, the confidential information in competition. Thus from the concept and characteristics, we can understand a simple and specific: "Business strategy is the process of determining the overall target enterprise development and use of synthetic technical factors, economic organizations and business to win the competition and achieve objectives " . 1.1.3 The role of business strategy Market economy is always fluctuations , to survival and development require companies to adapt to such fluctuations. Modern business management that can not survive is with the market change if businesses do not have a business strategy and develop existing properties and can attack. Only on that basis, enterprises discovered the need to take advantage of opportunities or threats may occur for a book to suit you. Lack of a proper business strategy may lack the initiative and attack, lack of take care of construction and development strategy, the enterprise can not operate production business and the economic efficiency even in many cases led to the bankruptcy. 12 Business strategy to help businesses identify future directions to reach by his own efforts; help enterprises determine the fundamental goals should be achieved in each period and should be thoroughly consistent in all levels, all areas in business activities, in order to exploit and optimize use of resources, promote the advantages and seize opportunities to gain advantage in competition. Besides , the process of developing business strategies on the basis of a continuous monitoring events occurring both inside and outside the enterprise understand the trends of the market transformation; along with developing implementation of business strategies will help companies adapt to the market, and even change the operating environment to dominate the competitive positions, achieve higher profit, increased labor productivity, improved of the environment, improve the image of the enterprise market. 1.2. Process of strategic management business In the process of strategic management, the management made a series of activities as follows: 1.2.1 Situation Analysis Before deciding on the direction or appropriate response strategies need to analyze the current situation. Analyze the situation requires consideration of organizational context, the environmental perspective outside and inside the organization: - The body of internal factors within the enterprise: strong or weak. - The environmental factors outside the business: opportunity or risk to the enterprise. - Willingness of leadership: corporate value, reputation and competitive advantage 1.2.2 Building strategies Building strategies include the design and selection of appropriate strategy for the organization. To accomplish this should be considered from many different organizations and levels set out the types of strategies: 13 - Strategy Company: interested in the large and long-term issues such as how activities, participate in any business, doing in the business. Any changes in the structure of the business of the organization can change the strategic companies. - Strategy functions: the decisions and actions target the short-term construction of parts of different functions within an organization such as parts production (manufacturing), marketing, research and development, human resources, financial accounting, information technology. - Competitive Strategy: the strategy of competitive research competitive advantage that organizations are or want, and look to the organization that conducted compete in any business or industry certain. 1.2.3 Implementation Strategy Formation or construction strategy is not enough for employees of organizations that need to implement the strategy. Implementation of the strategy is the process to the different strategies of the organization to implement. Measures to make the different levels of strategy are bonding with the construction strategies. 1.2.4 Review strategies Final phase of strategic management is the evaluation strategy. All strategies are subject to change future because of factors inside and outside changes regularly. Three major activities of this phase are: (1) Review the factors is the basis of current strategies. (2) Measurement of achievement. (3) Perform the operation control. Stage assessment strategy is needed because the current success does not guarantee success in the future. Success always creates new problems more, organizations have thought meet to pay for the decline. 1.2.5 Requirements when developing business strategies In the construction business strategy should note the following: - Business strategy must be linked to the market: Businesses build business strategies on the basis of investigation and research of market demand and make the most of opportunities, the advantages and resources to produce products with quantity, quality number, types and duration appropriate. 14 Can be considered "strategy must reflect the market to do business" is our motto, is the principle of strategic management of the business. + The construction business strategy to increase the strength of the business, gain competitive advantage in the market. + Strategy must show flexibility and thus develop strategies mentioned only general issues, not specific. - When building business strategy must consider the safety of business, limiting risk to a minimum. - The business strategy should identify key objectives, the business strategy and the basic conditions for achieving that goal. - Business strategy must reflect a combination of harmony between the two strategic business strategy includes general issues covering general, an organized and most decisive and strategic business division includes nature of the problem parts as product strategy, pricing strategy, marketing strategy, promote strategic ... - Strategic business is not a general presentation, which must reflect the goals specific, feasible for the purpose of achieving maximum efficiency in production and business. A very important problem if only to build business strategy is not enough because even though the strategy is to first build a perfect if not implemented well, do not turn it into programs and policies consistent business with each stage of development will become useless, absolutely no value to increase business efficiency and still suffer the cost of business for this work. 1.3. Identify tasks and system strategic goals 1.3.1 Strategic tasks This is a statement with fixed long-term nature and purpose of the enterprise, it distinguishes companies with other businesses. The statement may be the principle business objectives, business philosophy since then identify business products and services, market demand. Content of the strategic tasks that only general issues, thereby determining the scope of business activities in the field of product and market. As set out 15 strategic tasks necessary to pay attention to these factors: a history of formation and desire of the board, the environmental conditions of business, resources available and the ability of the business school facilities. Strategic tasks to help leaders identify targets more easily, more specifically, it determines priorities of the business to assess the potential of each business unit and outlines future directions of the business . 1.3.2 System strategic goals Strategic objective: is to target only specific businesses want to achieve, be derived directly from the function of the specific tasks and more clearly, the weight into the numbers: growth, income level profit, sales, market share. There are two types of goals: short-term and long term. + Long-term goal: the overall desired results last thing businesses want to achieve in a longer period than one year, with specific content: the benefit received, productivity, competitive position, has development work, community relations, location technology, social responsibility. + Short-term goal: the results of specific companies expected to achieve in a cycle, the volume into a number. 1.3.3 Principles for determining the target - Be clear in each stage of development of the enterprise; - There are computer links, reciprocally, this goal does not interfere with other objectives; - Must identify priority objectives, which represent the hierarchical objectives and tasks set out for businesses in each period. 1.4 Analyze the business environment of enterprises The purpose of environmental analysis is to identify business opportunities and risks for enterprises, including the macro environment and micro (also known as the environmental sector). That review process of various environmental factors and determine the influence of chance or risk to the enterprise. Judgments environment (diagnostic) based on the analysis and review of environment from which to take or owned the risks affecting the business. 16 Macro environment: 1.Economic factors 2. Political factors and laws. 3. Social factors 4. Natural elements 5. Technological factors - Environment macro consists of the external factors that affect business. - Environmental work career including factors outside of enterpriseoriented competition in that industry. - Environment consists of internal resources of the enterprise internal Industrial work environment 1. The competitors 2. Customer 3. Suppliers 4. Potential competitors 5. Substitute goods Internal business environment 1. Manpower 2. Research and development 3. Production 4. Financial accounting 5. Marketing Map 1.1: Simulated business environment 6.Routineof enterprises (Source: Le Van Tam - 2000, the Catholicorganizational strategic management, Statistics Publishing House) 1.4.1 Analysis of macro environment 1.4.1.1 Economic Environment Status of the economy and future trends affecting the success and strategy of the enterprise, the main factor is the growth rate of the economy, interest rates, inflation, unemployment, exchange rate exchange rates. Variation of these factors will affect business. - Economic growth: Economic development with high-speed reflects the growth of the market, so will contribute to reduce competitive pressure. Purchasing power of the overall market higher facilitate business development of enterprises. - Interest rate: interest rate is one element of monetary policy. High or low interest rates have a direct impact to business and market needs. High deposit interest rates 17 will encourage residential and business depositors led to the liquidity of the market is shrinking purchasing power is declining risk for enterprises. - Foreign exchange rates: Foreign exchange rates have a large impact on the business enterprises in activities related to import and export. - The rate of inflation increased to control the price, amount of labor does not own is, threats and increase business. 1.4.1.2 Environmental technologies Technological factors influential to the business strategy of enterprises and industries. Moment is the time when industrial development should the judgments tend to industrial problems is very important for the development of enterprises. Changes in technology affecting to the life cycle of products and services. The dimension / events in the technology may be opportunities for those companies able to mobilize investment capital, but would be a threat to the bonding companies were on the old technology. In the development of society, is must surely move to new technologies. But not so suddenly that businesses are using old technology losses, because: one is the old technology still buyers in the long run, partly because the business continued to improve technologies that; two are difficult to predict the advent of new technology, because the new research is very expensive and incomplete; it more often starts from the secondary market; and again the new technology has tended to create new markets and not encroach current market. Therefore, enterprises need to get the right technology, to create opportunities for enterprises in developing products and services. 1.4.1.3.Cultural and Social Environment For strategic management, cultural factors, social sensitivity, or change one. Lifestyle of the inhabitants themselves rapidly changing trends introduced the new lifestyle, leading to consumer attitudes change. Of higher level, thus increasing demand of consumers for high quality, rich category of products will be higher. This is a challenge for manufacturers 18 Every business enterprise is operating in the cultural environment - social constraints. Business and cultural environment - social relationships are close and impact each other back. Provide social resources that businesses need and consumption of products and services that businesses produce. Cultural and social environment can affect strategic decisions such as selecting areas and items, select the brand, color, style, change the channels. Concepts of value and value of life consumption: the concept of the value of life will arise on the concept of value and influence consumer decisions and purchasing goods declined or reduced procurement other goods appear as chance or threat for business. 1.4.1.4. Natural Environment Natural environment factors include geography, climate, ecological environment. To threaten from climate change as influential for business. Therefore anticipate the factors of climate change weather makes business more active in making decisions about their products. Natural environment is deteriorating a challenge for most business enterprises in different fields; the supply of raw materials, energy depletion, increasing pollution levels, adverse weather complex, flood drought cause losses. Things that make business expenses increased due to extra cost, more devices equipped with waste treatment, taxpayers than as required by environmental protection 1.4.1.5 Environmental government, law, politics Legal factors, political influence development strategies of enterprises in different directions. They can be opportunities for this business is the risk to other enterprises. Policies to encourage more open economic sectors involved in producing a business risk to the state-owned enterprises, but an opportunity for manufacturers business private market participants Can be seen the influence of government policies for the production and business how. For example, tax policies: higher taxes will benefit any business, low 19 taxes will encourage business. In terms of Vietnam's businesses in addition to interest tax rate also concerned about the stability of the tax rate. Tax rate is not stable it difficult for the expected long-term business strategy of the business. Political stability, complete legal system is always a big interest of manufacturers business. 1.4.2. Environmental analysis sector (industrial work environment) Potential new competitors The competitors in the industry Supplier Customer products and services substitution Map 1.2 : Five forces model of M. Porter (Source: Le Van Tam - 2000, the Catholic strategic management, Statistics Publishing House) 1.4.2.1 Analysis of existing competitors The first force in the model of M. Porter is a scale competition among enterprises have the opportunity to increase price and earn more profit. Competition between enterprises in the industry often focus on the following main contents: - Nature of competition: among the substitutes for each other to satisfy a desire the same, ie competition of priorities when purchasing the product uses a different set of relationships for revenue Added; compete in the same category of products; competition between brands. - Pressure in a competitive industry: competitive structure which is the number and size of companies competing in the same business. If the business is small, no business dominates the structure of competition will be distributed. If market 20