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.



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

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 7 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

4


Contents
ACKNOWLEDGMENT...............................................................................................1
List of Abbreviations.....................................................................................................2
List of Tables.................................................................................................................4
PREAMBLE.................................................................................................................. 5
1. Purpose of preparing the capstone report about ANVIFISH................................5
2. Objects and scope of research..............................................................................6
3. The purpose of the research:................................................................................6

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

5


1.6

Share holder information.............................................................................28


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

6


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.

7


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.


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 ...
5. 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

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CHAPTER I – BASIC THEORY OF STRATEGY MANAGEMENT

I.

Definition of strategy and strategic management

I.1 Definition of strategic management

In terms of history, strategy first used in military field then was introduced in other
areas of social and economic life. Currently the strategy is deployed and widely
applied in

management.

The strategy was


company is involved; assesses its competitors and sets goals and strategies to meet all
existing and potential competitors; and then re- assesses each strategy regularly to
determine how it has been implemented and whether it has succeeded or needs
replacement by a new strategy to meet changed circumstances, new technology, new
competitors, a new economic environment., or a new social, financial, or political
environment.” (Lamb, 1984)
I.2

Strategic management role

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Strategic Management helps identify business objectives, its direction as a basis,
and

the

guideline

for all production

and

business activities of

enterprises.

Business strategy helps to understand and take advantage of business opportunities,
and proactive take

Previously, the strategy system in the enterprise was divided in 3 levels: Corporate
Strategy, SBU (Strategic Business Unit), and Functional strategy.
I.3.1 Corporate Strategy: refers to the overarching strategy of the diversified
firm. Such a corporate strategy answers the questions of "which businesses
should we be in?" and "how does being in these businesses create synergy
and/or add to the competitive advantage of the corporation as a whole?" to
define a company’s domain of activity through selection of business areas in
which the company will compete

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Among above mentioned strategic levels, corporate strategy has always
been paid attention to and played the most important part in orienting,
strategies of the next levels. The corporate strategy can be classified into
three types: Growth strategy, Hold & Maintain strategy, Harvest or Divest
strategy.
I.3.2

Business-level strategy pertains to domain direction and navigation, or how
businesses should compete in the areas they have selected. Sometimes
business- level strategies are also referred to as competitive strategies

I.3.3 Functional-level strategies include marketing strategy, new product
development strategies, human resource strategies, financial strategies, legal
strategies, supply-chain strategies, and information technology management
strategies. The emphasis is on short and medium term plans and is limited to
the domain of each department’s functional responsibility. Each functional
department attempts to do its part in meeting overall corporate objectives,
and hence to some extent their strategies are derived from broader corporate

organization exists and what it will do

- The major objectives determined what the business hopes to meet the medium and
long term scope.

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2.1.2 External Environment
Objective analysis

of the

external

environment is aware

of the opportunities and risks from the environment outside the organization. There
are two types of external environment is an important relationship crossing together:
- Macro environment: This includes consideration of factors such as macro-economic,
social,

government, legal, international and technology

can impact organizations

- Sector Environmental: A review of competition in the industry structure, including
the competitive position of the central organizations and its main competitors, as well
as the stage of development
2.1.3


vision

and

mission

development of business tasks, identify opportunities and
the organizations from outside, indicating the

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strengths,

the

risks to
weaknesses

inside,


setting stretch goals term, generate alternative strategies and select specific strategies
for change.
• Strategy Implementation: require companies to set annual targets, set out policies to
encourage staff and allocation of resources to the strategy
• Strategy Evaluation: monitoring the results of operations set up and implements the
strategy. This step involves measuring the performance of identified individuals and
organizations, and takes actions necessary adjustments.
Three stages may reflect the cycle of Planning - Implementation - Evaluation (Plan Do - Check) in modern management, is widely applied in business management today.

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External Factor Evaluation (EFE) matrix method is a strategic-management tool
often used for assessment of current business conditions. The EFE matrix is a good
tool to visualize and prioritize the opportunities and threats that a business is facing.
Developing an EFE matrix is an intuitive process which works conceptually
very much the same way like creating the IFE matrix. The EFE matrix process uses the
same five steps as the IFE matrix:
List factors: The first step is to gather a list of external factors. Divide factors
into two groups: opportunities and threats.
Assign weights: Assign a weight to each factor.
Rate factors: Assign a rating to each factor.
Multiply weights by ratings: Multiply each factor weight with its rating. This
will calculate the weighted score for each factor.
Total all weighted scores: Add all weighted scores for each factor. This will
calculate the total weighted score for the company.
External factors can be grouped into the following groups: Social, cultural,
demographic, and environmental variables, Economic variables, Political, government,
business trends, and legal variables
Below we can find examples of some factors that capture aspects external to the
business. These factors may not all apply to the business, but we can use this listing as
a starting point:
Social, cultural, demographic, and environmental factors: Aging population,
Percentage or one race to other races, Per-capita income, Number and type of special
interest groups, widening gap between rich & poor, Number of marriages and/or
divorces…

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business.

16


IFE matrix also provides a basis for identifying and evaluating relationships
among those areas. The Internal Factor Evaluation matrix or short IFE matrix is used
in strategy formulation.
The IFE Matrix together with the EFE matrix is a strategy-formulation tool that
can be utilized to evaluate how a company is performing in regards to identified
internal strengths and weaknesses of a company.
The IFE matrix can be created using the following Key internal factors,
Weights, Rating, Multiply
When a key internal factor is both strength and a weakness, then include the
factor twice in the IFE Matrix. The same factor is treated as two independent factors in
this case. Assign weight and also rating to both factors.
To explain the benefits, we have to start with talking about one disadvantage. IFE
matrix or method is very much subjective; after all other methods such as the TOWS
or SWOT matrix are subjective as well. IFE is trying to ease some of the subjectivity
by introducing numbers into the concept.
Intuitive judgments are required in populating the IFE matrix with factors. But,
having to assign weights and ratings to individual factors brings a bit of empirical
nature into the model.
2.2.1.4

Value Chain Model

The purpose value chain model is to analyze the internal operations of a
corporation in order to increase its efficiency, effectiveness, and competitiveness. It
does this by identifying the value that each part of the business adds to the final output

combining the critical internal and external factors. These strategies will be chosen
to be the preferred alternative and feasible.
The techniques used in this phase include Strengthen-Weakness-OpportunityThreat SWOT analysis, strategic position and action Evaluation Matrix (SPACE), the
Boston consulting group Matrix (BCG)

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2.2.2.1 SWOT Analysis Matrix

SWOT analysis, method, or model is a way to analyze competitive position of
your company. SWOT analysis uses so-called SWOT matrix to assess both internal
and external aspects of doing your business. The SWOT framework is a tool for
auditing an organization and its environment.
SWOT is the first stage of planning and helps decision makers to focus on key
issues. SWOT method is a key tool for company top officials to formulate strategic
plans. Each letter in the word SWOT represents one strong word: S = strengths,
W = weaknesses, O = opportunities, T = threats.
SWOT model analyzes factors that are internal to your business and also factors
that affect your company from outside. Strengths and weaknesses in the SWOT matrix
are internal factors. Opportunities and threats are external factors.
SWOT can be used in conjunction with other tools for strategic planning, such as
the Porter's Five-Force analysis
The concept of determining strengths, weaknesses, threats, and opportunities is
the fundamental idea behind the SWOT model. To present the model in a more
understandable way, scholars came up with so-called SWOT matrix. SWOT matrix is
only a graphical representation of the SWOT framework.

(Source: Maxipedia.com)


The Strategic Position & Action Evaluation matrix or short a SPACE matrix is a
strategic management tool that focuses on strategy formulation especially as related
to the competitive position of an organization.
The SPACE matrix can be used as a basis for other analyses, such as the SWOT
analysis, BCG matrix model, industry analysis, or assessing strategic alternatives
(IE matrix).
To explain how the SPACE matrix works, it is best to reverse-engineer it. First,
let's take a look at what the outcome of a SPACE matrix analysis can be, take a
look at the picture below. The SPACE matrix is broken down to four quadrants
where each quadrant suggests a different type or a nature of a strategy: Aggressive,
Conservative, Defensive, And Competitive
This is what a completed SPACE matrix looks like:
Figure 1.3: SPACE matrix

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This particular SPACE matrix tells us that our company should pursue an
aggressive strategy. Our company 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.
The SPACE Matrix analysis functions upon two internal and two external
strategic dimensions in order to determine the organization's strategic posture in the
industry. The SPACE matrix is based on four areas of analysis.
Internal strategic dimensions: Financial strength (FS) and Competitive
advantage (CA)
External strategic dimensions: Environmental stability (ES) and Industry
strength (IS)
. These factors analyze a business internal strategic position. The financial

level

of common

use

infrastructure,

such

as leverage offices,

human

resource, transportation, warehousing, distribution system...
Above are some of the theoretical concepts and analytical tools of strategic
management group that will use when analyzing the situation and provide solutions
in the next chapter.
QSPM Matrix
Quantitative Strategic Planning Matrix (QSPM) is a high-level strategic
management approach for evaluating possible strategies. Quantitative Strategic
Planning Matrix or a QSPM provides an analytical method for comparing feasible
alternative actions. The QSPM method falls within so-called stage 3 of the strategy
formulation analytical framework.
When company executives think about what to do, and which way to go, they
usually have a prioritized list of strategies. If they like one strategy over another one,

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