PROJECT REPORT DEVELOPMENT STRATEGIES PETROVIETNAM INSURANCE FINANCE INVESTMENT JOINT STOCK COMPANY PERIOD 2011-2015 Member group: 1. Le Tien Hung 2. Le Thanh Hai 3. Trinh Thi Men 4.
Nguyen Duc Tuong Hanoi, December 2010 Table of Contents FOREWORD.1 CHAPTER 1: BASIC ARGUMENT OF BUILDING COMPANY’S STRATEGY. Definitions and Characteristics of the strategy. Definitions of strategy. Characteristics of strategy.
The role of strategic. Classification by management level. Based on function2s, strategies are divided into the following groups. Combination strategy group.
Intensive strategy group. Activities expansion strategy group. Other strategic groups. The role of company’s strategy.
Analysis on external business environment of the enterprise. Environment of the sector. Forecast market growth in the strategic phase. Identify opportunities and challenges of the environment.
Analysis on Internal Enterprise (Analysis on Internal Environment). Analysis on value chain of the organization. Analysis on finance. Assessment on the company.
Strategy planning of the company. Strategic business activities. Strategic business line. Strategic business unit.The interaction of strategic business line and unit.
Specifying strategic business activities. Specifying strategic objectives by method of business combination. Boston Consullting Group Method (BCG). Strengths and weaknesses of BCG method.
The industry attractiveness – competitive strength portfolio. Assessing SBU based on industry attractiveness. Competitive strength of SBU. 25 4 Standard strategies and proposals for the whole portfolio.
Company strategy selection. Options for future portfolio. Options for future portfolio. Assessing company strategy options.29 CHAPTER 2: BUILDING PVIF STRATEGIES PERIOD 2011 – 2015.
INTRODUCTION ON PVIF. Key business activities.Real estate investment. Vision/mission and core values. Board of Director.
Business Operation situation from 2008 up to now. DEVELOPING COMPANY STRATEGIES. Analysis and assessment of external environment. Industry environment analysis.
Growth rate in finance and real estate sector. Competitors of the industry. Evaluating the attractiveness of the market by the model of Five Competitive Forces. Opportunities and Threats in the sector.
External factor evaluation matrix (EFE Matrix). Summary of opportunities and threats affecting PVIF’s business activities. Analyzing and evaluating the internal environment. Analyzing PVIF’s value series.
Main business activities. Analyzing the business situation (From 2008 to 30/10/2010). Classifying and evaluating the strategic business areas of the company. Using Mckinsey method to identify and select strategic business areas.
The attractiveness of PVIF’s business areas.2 Evaluating competitive advantages of business areas. The classification of PVIF’s business areas.4 Choice of strategic business areas. The selection of strategic business areas and implementing methods. The selection of PVIF’s strategic business areas.
Methods of implementation.67 CHAPTER 3: SELECTION OF STRATEGIES FOR PVIF AND SOLUTIONS FOR IMPLEMENTATION. Selecting strategic business lines and mixes of PVIF. Solutions for implementation. Solution for organizational structure.
Solution for Marketting. Solution for brand building and brand development. Solution for human resources. Solution for finance.75 FOREWORD With the continuous growth of Vietnam's economy from 7.2% during the past decade, Vietnam has emerged as a phenomenon of Asia’s economic development, Vietnam’s integration into the world trade organization seems to justify Vietnam’s economy complete integration into the world’s economy.
The rapid growth of the economy led to the strong boom of financial markets, securities and real estate during the period from 2006 to 2007. The rapid growth is many times higher than the overall growth of the economy and the attractive profit rate are attraction and motivations to appeal investors such as institutions and individuals involved in financial markets, securities and real estate under capital contribution form to set up companies. According to the Ministry of Planning and Investment, only within 3 years from 2006 to 2007 the number of newly established companies participating in financial and real estate markets increased rapidly and with the equal number of companies in the same field established 10 years earlier. The world’s crisis and economic slowdown in 2008 has made great impact on enterprises and new established enterprises have been affected much more than others because these enterprises have not built up their own strategic operation systems but have to face with the market’s dramatic decline such as securities, real estate.
In fact, only a small percentage of companies established in this period have gained success due to the support of the dominant shareholders which are corporations, big general corporations, the rest are in loss situation, especially there are companies with greater losses than the capital rate. Petroleum Vietnam Insurance Financial Investment Joint Stock Company (PVIF) is one of the few companies in the fields of financial investment has still been developing even in the difficult period of the market, but the development is not fast and strong because the company has not set up their own strategic business activities. Hence, the expectation to get the company’s sustainable development surpassing the competitors requires a strategic guideline for the company’s business operations. 1 With the knowledge gained from the program and the experience of our team members, we have conducted a research of the company’s activities of and cooperate with the company’s management board to make PVIF’s development strategy to 2015.
Objectives: The subject has the following specific objectives: - Analysis of environmental impact to the company’s main investment business operations. - Deep awareness of the opportunities and challenges, the strengths and weaknesses of the company, the propose necessary business strategies to effectively use available resources, make full use of the advantages and use strategic solutions for directing PVIF’s business activities. Methodology: The study of this subject using the common methods as follows: Step 1: Collecting data through: - PVIF’s documentation - Referring related documents - Real operation of PVIF, directly interview Board of Administration and PVIF’s managers. Step 2: Analysis of data by several methods, including: - Methods of comparison and synthesis: a comparison among the period in the year and then come to the conclusion.
- Method of induction: the method coming from small problems to general conclusions. - Methods of analysis of business combinations for review purpose and evaluation of the company's potentiality, strengths and weaknesses in business areas, including methods of business structural analysis by Boston Business Group and methods of business structural analysis by McKinsey. Scope: This subject was studied on the current strategic business areas of PVIF. Specifically, it is studied on the basis of PVIF’s data, the real situation of the 2 company's operations in production and business activities since its foundation.
Therefore, the solutions in this subject are applied in the PVIF’s business development in the period 2011 - 2015. Structure of the Capstone Project Report Besides the introduction, conclusion and list of references, appendices, the main content of the Capstone Project Report is structured into three chapters: Chapter 1: Basic theory of making business strategy. Chapter 2: Current situation, analysis and selection of PVIF business strategy, period 2011 - 2015. Chapter 3: Implementing solutions.
3 CHAPTER 1 BASIC ARGUMENT OF BUILDING COMPANY’S STRATEGY I. Definitions and Characteristics of the strategy 1. Definitions of strategy Strategy is a comprehensive action program to achieve specific objectives. When speaking about the strategy of an organization, people often think of the organization determining which goals they aim to achieve, how to implement and which resources it must ensure? Until now there have been many definitions of strategy such as: - "Strategy is a collection of operation strings which are designed to create sustainable competitive advantage." (According to McKinsey 1978) - "Strategy is not only a plan, not just an idea, strategy is the philosophy of a company." (According to Cynthia A.
Montgomery) - "Strategy is the determination of an enterprise’s main long-term goals and objectives and the application of a sequence of actions as well as the allocation of necessary resources to implement this goal." (According to Chandler) - "Strategy is an organization’s direction and scope to gain long term competitive advantage for organizations through the format of its resources in a changing environment, to meet market demands and to satisfy meet the expectations of our related parties". (According to Johnson & Scholes) - "Strategy is a harmonious combination of activities and allocation of resources to achieve the organizations’ objectives. Strategy of an organization is an attempt to make full use of an organization’s capabilities and resources to respond best to opportunities and challenges of the outside environment." (According to Bateman & Zeithaml) 4 - "Strategy is a method that companies use to direct future to achieve and maintain success". Characteristics of strategy: There are many different expressions of the strategy; however, all strategic views have common features: - Strategy clearly defines the Company’s goals and activities directions for each specific period to ensure enterprise’s continuous and firm development in the competitive business environment.
- Strategy specifies the method of maximum use of enterprise’s resources, the optimal combination of resources to promote the advantages and overcome the enterprise’s weaknesses and limitations of the business to gain advantage in the market. Business strategy is used as a guideline for an enterprise in the long period (3, 5 or 10 years) 3. The role of strategic Planning role: business strategy helps enterprises to find their own purpose and direction. It points out that managers must know to consider and determine which direction the organization must follow and when to achieve the desired results.
Forecasting role: In a continuous fluctuate environment, opportunities as well as risks always appear. Strategic planning process helps administrators to analyze the environment and provide forecasts aiming at identification of the appropriate strategy. Thus, administrators can grasp better the opportunities, take advantage of opportunities and reduce environment - related risks. Controlling role: Business strategy helps administrators to use and allocate available resources optimally as well as effective combination of functions in the organization to achieve common set goals.
Classification by management level Based on the strategic management level, strategies are divided into three groups as follows: - Firm-level strategy: identify and define clearly the company’s purposes, objectives, identifying the business activities that the company pursues, create basic policies and plans to achieve the company's targets, allocating resources among business activities. Corporate strategy is applied to the entire enterprise. - Business-level strategy: has been planned to determine the selection of specific types of products or markets for their own business within the company. In business level strategy, they must determine how each enterprise must be fulfill to contribute to the company’s task, identified target.
- Functional strategy: focuses on supporting the company’s strategy and on professionals and business sectors. Based on functions, strategies are divided into the following groups 4. Combination strategy group: - Front combination: enterprises implement this to increase the control or ownership of the distributors or retailers. - Behind combination: enterprises increase ownership or control suppliers.
This will allow enterprises stay stable in supply, and controlling input and output expenses. - Horizontal combination: enterprises want to control the competitors. This strategy help to focus on resources, expand the operation scope and increase the competitiveness of enterprises. Intensive strategy group: - Market penetration strategy: to increase market share for enterprise’s existing products or services.
6 - Market development strategy: to put enterprise’s existing products or services in new geographic areas. - Product development strategy: to put into the current markets products or services equivalent to enterprise’s existing products or services which have been improved, amended. Activities expansion strategy group: - Diversify concerted activities: putting in the current market existing products or services related to the current products. - Diversify horizontal activities: putting in the current market existing products or services related to the current products.
- Diversify horizontal activities: putting in the current market the groups of existing customers with new products or service not related to the available products. - Diversify mixed activities: putting in the current market the products or services not related to the available products. Other strategic groups - Joint - venture strategy: when one or more enterprises cooperate together to pursue a certain goal. - Reduced operation strategy: when enterprises need to restructure, carry out the cancel of a number of products or activities in order to rescue again the position of the enterprise.
- Liquidation strategy: is the sale of enterprise’s assets. Enterprises accept failure, try to rescue to the best what they can.