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Luận văn tiếng Anh: Buiding the business strategy of Hoàng Anh Gia lai joint - stock company
Nhà xuất bản: Trung tâm Công nghệ Đào tạo và Hệ thống việc làm
Ngày: 2009
Chủ đề: Chiến lược kinh doanh
Công ty Cổ phần
Hoàng Anh Gia Lai
Miêu tả: Electronic Resources
Luận văn ThS. Quản trị kinh doanh -- Trung tâm Công nghệ Đào tạo và Hệ thống việc làm. Đại học Quốc gia Hà Nội, 2013
CONTENTS IN FULL
CONTENTS IN FULL .............................................................................................................................2
LIST OF DATA TABLES........................................................................................................................4
GENERAL INTRODUCTION................................................................................................................5
1. General situation of the project .....................................................................................................5
2. The necessity and significance of the research:............................................................................5
3. Researching Aims: ..........................................................................................................................7
4. Implementing Methods: .................................................................................................................8
5. Structure of the project:.................................................................................................................9
Chapter I: PHYLOSOPHY BASE ........................................................................................................10
1.1 AN OVERVIEW OF THE BUSINESS STRATEGY ................................................................10
1.1.1 Conceptions of business strategy:............................................................................................10
1.1.2 Classification of business strategy..........................................................................................10
1.1.2.1 Pursuance to strategic scope ....................................................................................................10
1.1.2.2 Pursuance to nature of trategy..................................................................................................11
1.1.2.3 Pursuance to level of strategy ..................................................................................................11
1.1.3 Strategies of business units......................................................................................................11
1.2 PROCESS OF STRATEGY PLANNING ..................................................................................12
1.2.1 Defination of a goal .................................................................................................................13
1.2.2 Analysis of external environment and internal situation..........................................................13
1.2.2.1 Macro-environment .................................................................................................................14
1.2.2.2 Micro-environment .................................................................................................................14
1.2.2.3 Matrix of external factor assessment .......................................................................................16
1.2.3 Internal Environment ...............................................................................................................17
1.2.3.1 Input supply activities..............................................................................................................19
1.2.3.2 Producing Operation................................................................................................................19
1.2.3.3 Output activities.......................................................................................................................19
1.2.3.4 Marketing and sale...................................................................................................................19
1.2.3.5 Post buying service ..................................................................................................................19
1.2.3.6 Enterprise‟s infrastructure........................................................................................................20
1.2.3.7 Human resource management..................................................................................................20
1.2.3.8 Research and Development (R&D) .........................................................................................20
1.2.3.9 Finance.....................................................................................................................................21
+ Indexes of payment ability: ................................................................................................................21
+ Assessment of operating effectiveness of assets ................................................................................21
+ Coefficient of Financial Lever ...........................................................................................................22
+ Return Ratio : .....................................................................................................................................24
+ Growth Rates......................................................................................................................................24
+ Market value Coefficients ..................................................................................................................25
1.2.3.10 Framework of The enterprise‟s value chain 2..........................................................................29
1.2.3.11 Matrix of internal factor assession...........................................................................................29
1.2.4 Matrix of competitive image....................................................................................................30
1.2.5 Matrix SWOT ..........................................................................................................................31
Chapter 2: ANALYSIS OF ACTUAL SITUATION OF CORPORATION’S COMPETITIVE
CAPACITY...................................................................................................................................33
2.1 AN OVERVIEW OF HOANG ANH GIA LAI CORPORATION ..........................................33
2.1.1 General information.................................................................................................................33
2.1.2 Operating fields of the company including:.............................................................................34
2.1.3 Summary of establishment and development process .............................................................34
2.1.4 Organizational structure of the company.................................................................................35
2.2 ANALYSIS OF CURRENT SITUATION AND OPERATING RESULTS ...........................35
2.2.1 Products, goods and services provided: ...................................................................................35
2.2.2 Operation: ................................................................................................................................40
2.2.3 Financial situation and operating activity results in 2006, 2007, 2008 and the first 9 months of
2009 of the company................................................................................................................42
2.2.4 Core capacity of HAGL:..........................................................................................................63
2.3 BUSINESS ENVIRONMENT ANALYSIS:...............................................................................64
2.3.1 Macro-environment: ................................................................................................................64
2.3.2 Micro-environment:.................................................................................................................67
2.3.2.1 Power of suppliers: ..................................................................................................................68
2.3.2.2 Customer Power: .....................................................................................................................69
2.3.2.3 Hidden competitors:.................................................................................................................70
2.3.2.4 Replicable products: ................................................................................................................70
2.3.2.5 Current Competitors: ...............................................................................................................70
2.3.2.6 Matrix EFE: .............................................................................................................................71
2.3.3 Internal environment:...............................................................................................................73
2.3.3.1 Activities supplying inputs: .....................................................................................................73
2.3.3.2 Producing operation:................................................................................................................73
2.3.3.3 Output activities:......................................................................................................................75
2.3.3.4 Marketing and sales: ................................................................................................................76
2.3.3.5 Post-selling service: .................................................................................................................78
2.3.3.6 Infrastructure of the company:.................................................................................................78
2.3.3.7 Human resource management:.................................................................................................80
2.3.3.8 Research and Development (R&D): ........................................................................................83
2.3.3.9 Finance:....................................................................................................................................83
2.3.3.10 Matrix IFE: ..............................................................................................................................86
2.3.4 Matrix of competitive image....................................................................................................88
2.3.5 Matrix SWOT ..........................................................................................................................89
2.4 LIMITATIONS - CAUSES..........................................................................................................91
Chapter III: SOLUTIONS AND SUGGESTIONS..............................................................................94
3.1 SUMMARY ON ACTUAL SITUATION OF THE COMPANY .............................................94
3.1.1 Point of view of company‟s development................................................................................94
3.1.2 Business philosophy ................................................................................................................94
3.1.3 Vision of HAGL ......................................................................................................................94
3.1.4 Mission of HAGL ....................................................................................................................94
3.1.5 Some dominant operating results and threats ..........................................................................95
3.2 SOLUTIONS AND RECOMMENDATIONS............................................................................96
3.2.1 General solutions: ....................................................................................................................96
3.2.2 Real Estate business...............................................................................................................100
3.2.3 Wooden products and Granite Investment and Trading Business .........................................102
3.2.4 Hydroelectric Investment & Operation Section.....................................................................104
3.2.5 Field of rubber investment.....................................................................................................104
3.2.6 Field of hotel, resort investment ............................................................................................105
3.2.7 Field of football .....................................................................................................................107
3.2.8 Some functional solutions:.....................................................................................................107
Combined Marketing Strategy...............................................................................................107
Financial Management:..........................................................................................................109
Human resource management:...............................................................................................110
CONCLUSION .....................................................................................................................................115
REFERENCES......................................................................................................................................118
APPENDIX............................................................................................................................................120
Appendix 1: Organizational Structure of HAGL Joint-stock Company..............................................120
Appendix 2: Organizational structure of managing machine of the company ....................................121
Appendix 3: List of great shareholders possessing over 5% of share capital......................................121
Appendix 4: List of founded shareholders until August 31st, 2008 ...................................................122
Appendix 5: List of child companies of HAGL .................................................................................122
Appendix 6: List of Jointed companies of HAGL...............................................................................123
Appendix 7: Real Estate Projects in construction and going to start in 2010.....................................124
Appendix 8: Revenue and Profit Plan for Wooden and Granite production for 2009 -2013 .............125
Appendix 9: Construction Glide Path For Hydroelectric Projects .....................................................127
Appendix 10: Rubber Plantation Plan By Unit and Site......................................................................128
Appendix 11: Revenue And Profit plan For Four Rubber Projects Year 2013 -2043........................129
Appendix 12: Revenue And Profit Plan In Hotel & Resort (2009-2013)...........................................129
LIST OF DATA TABLES
Table 1: Sample Matrix of external factors...................................................................................... 17
Table 2: Sample Matrix of internal factors ...................................................................................... 30
Table 3: Sample Matrix of competitive image................................................................................. 31
Table 4: Sample Matrix SWOT ....................................................................................................... 31
Table 5: Regulatory Capital Increase Process of HAGL ................................................................. 42
Table 6: Annual Balance Sheet from 2006 to December 30th, 2009............................................... 44
Table 7: Company‟s bbusiness and production activity result from 2006 to 30/9/2009................. 47
Table 8: Income statement according to trend ................................................................................. 48
Table 9: Income Statement comparing to Scale from 2006 to 30/9/2009........................................ 48
Table 10: Cashflow statement from 2006 to 30/9/2009 ................................................................... 50
Table 11: Short-term payment ability of the company..................................................................... 52
Table 12: Effectiveness of using assets of company........................................................................ 52
Table 13: Criteria related to financial lever of the company............................................................ 55
Table 14: Criteria related to company‟s profitability....................................................................... 56
Table 15: Criteria related to growth rate of the company ................................................................ 57
Table 16: Criteria related to market price coefficient of the company............................................. 59
Table 17: Revenue, costs and gross profit of all business fields...................................................... 60
Table18: Comparison as scale, revenue, cost of goods sold and gross profit .................................. 61
Table 19: Matrix assessing external factors EFE of HAGL............................................................. 72
Table 20: Revenue and profit of HAGL from 2006 to 9/2009......................................................... 76
Table 21: Business Results of HAGL from 2006 to December 2009 .............................................. 84
Table 22: Matrix assessing internal factors IFE of HAGL............................................................... 87
Table 23: Matrix of competitive image............................................................................................ 88
Table 24: Matrix SWOT .................................................................................................................. 89
Table 25: Matrix of reactive strategies............................................................................................. 96
GENERAL INTRODUCTION
1. General situation of the project
Competition in business is an attribute of market economy, an objective
indispensability and a vital requirement of any corporation. The aim of making
profits has pushed up a corporation to compete through methods of enhancing
capacity, quality and effect of business activities. In the competitive environment,
the strength of a corporation is measured by not only its internal energy but also the
correlation of many factors and competative advantages in the market.
The competitive advantages of a corporation always change together with the
development and improvement of science, technology and consuming needs.
Competitive capacity of a corporation is displayed by operating management
ability, technological potential, human resource quality, financial capacity and
marketing strategy. In order to effectively operate and stablely develop, the
corporation has to build up a long term, suitable production and business strategy,
and consider the brand name as the most valuable asset of the corporation.
Our country is still poor and in the innovating process. Hence, it is extremely
essential and necessary to find out a right and suitable way to push up economic
growth. Becauce the developing potential of a nation comes from corporation‟s
strengths, Vietnamese enterprises should actively discover and exploit all
comparative advantages, and enhance competition for firmly positioning in market
and affirming its position in the international integration process.
2. The necessity and significance of the research:
Competition is, for any corporation, not only a motive to find out all optimum
solutions which include creating products suitable for consumer‟s needs with costs
socially accepted but also a race in which the rank of the corporation is expressed.
Moreover, competition is considered as a challenge which puts great pressures on a
corporation. If the corporation does not have enough power to overcome, it has to
burden consequences such as market loss, stagnated goods, loss, capital loss and
even bankruptcy. In a condition of “flat world” together with fast development of
informative technology and global commercialization nowadays, competitive
advantages in market play a decisive role in assuring the existence and development
of a corporation. The practical requirement for a corporation is finding out the way
to increase labour capacity and labour‟s income, and at the same time, decrease
costs and reduce product‟s price in order to make profit increased. Especially, the
corporation should build a strategy of attracting and using talent labours, form up
the hard working, faithful, dynamic and high capacity managing force to maintain
and strengthen its competitive advantages.
The reality that small, scattered productive economy, long-lasting budget subsidized
regime and weak, inadequate micro and macro management has raised many
problems needed to be solved by Vietnamese enterprises. However, as a country of
young market economy development, Vietnamese enterprises obtain opportunities
of learning from successful or lost experiences of other country‟s enterprises in
order to limit mistakes and losses as the guideline “know yourselves to know
others”.
The country prospering cause has required Vietnamese enterprises to establish
development strategy based on potentialities and advantages comparing to the world
market scale and suitable for their specific characteristics. Most of our enterprises
are small, use backward technology and the managing capacity is still inferior
comparing to the top enterprises in the world. Moreover, they have not completely
exploited their potentialities and invested in searching information of market and
competitors yet to figure out correct investment decision from which they can win
in competition.
Thus, there is no way to develop an enterprise except building the business strategy
it. Considering the correlation in market, an enterprise which has stronger growth
will occupy the owned market share or the future one of other enterprise. The ones
which know how to renovate and effectively manage can set up their position in
market; the others which slowly renovate will gradually leave market. This process
makes the economy continuously move to the more effective target.
Structuring enterprises in the economy is carried out through building business
strategy which, however, basically depends on the strategy of each enterprise.
Learning from experiences of successful enterprises in the world, no enterprise has
enough power to cover all of advantages of an industry except joint-venturing,
cooperating and reasonably using human potentiality to create cooperative energy
and competitive power.
Hoang Anh Gia Lai Corporation (abbreviated HAGL) was securitized since 2006
from a private enterprise. With strategic vision and relevant evolution, it has
actively joint-ventured, cooperated to many domestic and foreign enterprises. As a
result, it has concentrated a powerful capacity and expanded the productive scale to
become a great capitalized corporation with multi-industry business which enables
to rank itself and affirm its brand name in market. It is remarkable that Hoang Anh
Gia Lai Corporation has marked daring steps in jointing social activities and careers
to advertise its image, stimulate creation, hence, it has received all organizational
and legal support in different business environments.
Researching and building business strategy of Hoang Anh Gia Lai Corporation has
practical significance for the corporation, and at the same time, it creates
opportunities to reinforce and complete the enterprise management theory relevant
to realistic characteristics and conditions in the process of integration and
development process in Vietnam.
3. Researching Aims:
The project is deep reseach, analysis and assessment about actual situation of
competitive capacity in business strategy of Hoang Anh Gia Lai through its
operating managing tools, marketing strategy, human resource management and
financial management. From that, it can figure out the weak points and suggest the
most fearsible solutions which are able to joint all resources to create the synthetic
- Advertising Cost: Estimated annual cost for advertising from USD1.5 -2 million.
From 2014, the Company will have big income from transferring soccer players of
the Hoang Anh Institute Asernal JMC.
Financial Management:
The company needs to takes notice of overcomes following shortcomings:
- Inventory turnover of the company in lower than average level of an industry,
which leads to days inventories of the company higher than average level of an
industry. This situation causes a stagnancy of working capital which puts more
pressure on capital supporting. The most servere cause is that cost of constructing
flats for sale occupies over 90% of inventory value, moreover, some projects of real
estate have not been implemented while some land fund has been bought by the
company . Thus, solution for this case in order to shorten days inventories is
gathering all resources to speed up mplementing works to put it business soon..
- Receivables turnover of the company is much lower than average level of an
industry, which leads to days receivables of the company much higher than days
receivables of the company. Thus, solution for this case in order to shorten days
receivables in order to limit being obtained capital is that the company has to review
an adjust the sale policy and collect debts, which are relevent or each group of
customers and each type of service product.
- Because ratio of liabilities on assets of the company is lower than average level of
an industry, moreover, business activities of the company is increasingly effective,
revenue and net profit rise, hence, ratio of liabilities on assets rises which means
that the company can increases debts to enhance the positive side of financial lever.
- In order to strengthen financial field and to have a stable capital source
supporting for later projects, besides cooperation to financial counterparties who
have been doing a great business in domestic and foreign countries (these
counterparties presently occupies about 24% of total regulatory capital of
VND1,798 billion of the company), HAGL should continously find other financial
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Nhà xuất bản: Trung tâm Công nghệ Đào tạo và Hệ thống việc làm
Ngày: 2009
Chủ đề: Chiến lược kinh doanh
Công ty Cổ phần
Hoàng Anh Gia Lai
Miêu tả: Electronic Resources
Luận văn ThS. Quản trị kinh doanh -- Trung tâm Công nghệ Đào tạo và Hệ thống việc làm. Đại học Quốc gia Hà Nội, 2013
CONTENTS IN FULL
CONTENTS IN FULL .............................................................................................................................2
LIST OF DATA TABLES........................................................................................................................4
GENERAL INTRODUCTION................................................................................................................5
1. General situation of the project .....................................................................................................5
2. The necessity and significance of the research:............................................................................5
3. Researching Aims: ..........................................................................................................................7
4. Implementing Methods: .................................................................................................................8
5. Structure of the project:.................................................................................................................9
Chapter I: PHYLOSOPHY BASE ........................................................................................................10
1.1 AN OVERVIEW OF THE BUSINESS STRATEGY ................................................................10
1.1.1 Conceptions of business strategy:............................................................................................10
1.1.2 Classification of business strategy..........................................................................................10
1.1.2.1 Pursuance to strategic scope ....................................................................................................10
1.1.2.2 Pursuance to nature of trategy..................................................................................................11
1.1.2.3 Pursuance to level of strategy ..................................................................................................11
1.1.3 Strategies of business units......................................................................................................11
1.2 PROCESS OF STRATEGY PLANNING ..................................................................................12
1.2.1 Defination of a goal .................................................................................................................13
1.2.2 Analysis of external environment and internal situation..........................................................13
1.2.2.1 Macro-environment .................................................................................................................14
1.2.2.2 Micro-environment .................................................................................................................14
1.2.2.3 Matrix of external factor assessment .......................................................................................16
1.2.3 Internal Environment ...............................................................................................................17
1.2.3.1 Input supply activities..............................................................................................................19
1.2.3.2 Producing Operation................................................................................................................19
1.2.3.3 Output activities.......................................................................................................................19
1.2.3.4 Marketing and sale...................................................................................................................19
1.2.3.5 Post buying service ..................................................................................................................19
1.2.3.6 Enterprise‟s infrastructure........................................................................................................20
1.2.3.7 Human resource management..................................................................................................20
1.2.3.8 Research and Development (R&D) .........................................................................................20
1.2.3.9 Finance.....................................................................................................................................21
+ Indexes of payment ability: ................................................................................................................21
+ Assessment of operating effectiveness of assets ................................................................................21
+ Coefficient of Financial Lever ...........................................................................................................22
+ Return Ratio : .....................................................................................................................................24
+ Growth Rates......................................................................................................................................24
+ Market value Coefficients ..................................................................................................................25
1.2.3.10 Framework of The enterprise‟s value chain 2..........................................................................29
1.2.3.11 Matrix of internal factor assession...........................................................................................29
1.2.4 Matrix of competitive image....................................................................................................30
1.2.5 Matrix SWOT ..........................................................................................................................31
Chapter 2: ANALYSIS OF ACTUAL SITUATION OF CORPORATION’S COMPETITIVE
CAPACITY...................................................................................................................................33
2.1 AN OVERVIEW OF HOANG ANH GIA LAI CORPORATION ..........................................33
2.1.1 General information.................................................................................................................33
2.1.2 Operating fields of the company including:.............................................................................34
2.1.3 Summary of establishment and development process .............................................................34
2.1.4 Organizational structure of the company.................................................................................35
2.2 ANALYSIS OF CURRENT SITUATION AND OPERATING RESULTS ...........................35
2.2.1 Products, goods and services provided: ...................................................................................35
2.2.2 Operation: ................................................................................................................................40
2.2.3 Financial situation and operating activity results in 2006, 2007, 2008 and the first 9 months of
2009 of the company................................................................................................................42
2.2.4 Core capacity of HAGL:..........................................................................................................63
2.3 BUSINESS ENVIRONMENT ANALYSIS:...............................................................................64
2.3.1 Macro-environment: ................................................................................................................64
2.3.2 Micro-environment:.................................................................................................................67
2.3.2.1 Power of suppliers: ..................................................................................................................68
2.3.2.2 Customer Power: .....................................................................................................................69
2.3.2.3 Hidden competitors:.................................................................................................................70
2.3.2.4 Replicable products: ................................................................................................................70
2.3.2.5 Current Competitors: ...............................................................................................................70
2.3.2.6 Matrix EFE: .............................................................................................................................71
2.3.3 Internal environment:...............................................................................................................73
2.3.3.1 Activities supplying inputs: .....................................................................................................73
2.3.3.2 Producing operation:................................................................................................................73
2.3.3.3 Output activities:......................................................................................................................75
2.3.3.4 Marketing and sales: ................................................................................................................76
2.3.3.5 Post-selling service: .................................................................................................................78
2.3.3.6 Infrastructure of the company:.................................................................................................78
2.3.3.7 Human resource management:.................................................................................................80
2.3.3.8 Research and Development (R&D): ........................................................................................83
2.3.3.9 Finance:....................................................................................................................................83
2.3.3.10 Matrix IFE: ..............................................................................................................................86
2.3.4 Matrix of competitive image....................................................................................................88
2.3.5 Matrix SWOT ..........................................................................................................................89
2.4 LIMITATIONS - CAUSES..........................................................................................................91
Chapter III: SOLUTIONS AND SUGGESTIONS..............................................................................94
3.1 SUMMARY ON ACTUAL SITUATION OF THE COMPANY .............................................94
3.1.1 Point of view of company‟s development................................................................................94
3.1.2 Business philosophy ................................................................................................................94
3.1.3 Vision of HAGL ......................................................................................................................94
3.1.4 Mission of HAGL ....................................................................................................................94
3.1.5 Some dominant operating results and threats ..........................................................................95
3.2 SOLUTIONS AND RECOMMENDATIONS............................................................................96
3.2.1 General solutions: ....................................................................................................................96
3.2.2 Real Estate business...............................................................................................................100
3.2.3 Wooden products and Granite Investment and Trading Business .........................................102
3.2.4 Hydroelectric Investment & Operation Section.....................................................................104
3.2.5 Field of rubber investment.....................................................................................................104
3.2.6 Field of hotel, resort investment ............................................................................................105
3.2.7 Field of football .....................................................................................................................107
3.2.8 Some functional solutions:.....................................................................................................107
Combined Marketing Strategy...............................................................................................107
Financial Management:..........................................................................................................109
Human resource management:...............................................................................................110
CONCLUSION .....................................................................................................................................115
REFERENCES......................................................................................................................................118
APPENDIX............................................................................................................................................120
Appendix 1: Organizational Structure of HAGL Joint-stock Company..............................................120
Appendix 2: Organizational structure of managing machine of the company ....................................121
Appendix 3: List of great shareholders possessing over 5% of share capital......................................121
Appendix 4: List of founded shareholders until August 31st, 2008 ...................................................122
Appendix 5: List of child companies of HAGL .................................................................................122
Appendix 6: List of Jointed companies of HAGL...............................................................................123
Appendix 7: Real Estate Projects in construction and going to start in 2010.....................................124
Appendix 8: Revenue and Profit Plan for Wooden and Granite production for 2009 -2013 .............125
Appendix 9: Construction Glide Path For Hydroelectric Projects .....................................................127
Appendix 10: Rubber Plantation Plan By Unit and Site......................................................................128
Appendix 11: Revenue And Profit plan For Four Rubber Projects Year 2013 -2043........................129
Appendix 12: Revenue And Profit Plan In Hotel & Resort (2009-2013)...........................................129
LIST OF DATA TABLES
Table 1: Sample Matrix of external factors...................................................................................... 17
Table 2: Sample Matrix of internal factors ...................................................................................... 30
Table 3: Sample Matrix of competitive image................................................................................. 31
Table 4: Sample Matrix SWOT ....................................................................................................... 31
Table 5: Regulatory Capital Increase Process of HAGL ................................................................. 42
Table 6: Annual Balance Sheet from 2006 to December 30th, 2009............................................... 44
Table 7: Company‟s bbusiness and production activity result from 2006 to 30/9/2009................. 47
Table 8: Income statement according to trend ................................................................................. 48
Table 9: Income Statement comparing to Scale from 2006 to 30/9/2009........................................ 48
Table 10: Cashflow statement from 2006 to 30/9/2009 ................................................................... 50
Table 11: Short-term payment ability of the company..................................................................... 52
Table 12: Effectiveness of using assets of company........................................................................ 52
Table 13: Criteria related to financial lever of the company............................................................ 55
Table 14: Criteria related to company‟s profitability....................................................................... 56
Table 15: Criteria related to growth rate of the company ................................................................ 57
Table 16: Criteria related to market price coefficient of the company............................................. 59
Table 17: Revenue, costs and gross profit of all business fields...................................................... 60
Table18: Comparison as scale, revenue, cost of goods sold and gross profit .................................. 61
Table 19: Matrix assessing external factors EFE of HAGL............................................................. 72
Table 20: Revenue and profit of HAGL from 2006 to 9/2009......................................................... 76
Table 21: Business Results of HAGL from 2006 to December 2009 .............................................. 84
Table 22: Matrix assessing internal factors IFE of HAGL............................................................... 87
Table 23: Matrix of competitive image............................................................................................ 88
Table 24: Matrix SWOT .................................................................................................................. 89
Table 25: Matrix of reactive strategies............................................................................................. 96
GENERAL INTRODUCTION
1. General situation of the project
Competition in business is an attribute of market economy, an objective
indispensability and a vital requirement of any corporation. The aim of making
profits has pushed up a corporation to compete through methods of enhancing
capacity, quality and effect of business activities. In the competitive environment,
the strength of a corporation is measured by not only its internal energy but also the
correlation of many factors and competative advantages in the market.
The competitive advantages of a corporation always change together with the
development and improvement of science, technology and consuming needs.
Competitive capacity of a corporation is displayed by operating management
ability, technological potential, human resource quality, financial capacity and
marketing strategy. In order to effectively operate and stablely develop, the
corporation has to build up a long term, suitable production and business strategy,
and consider the brand name as the most valuable asset of the corporation.
Our country is still poor and in the innovating process. Hence, it is extremely
essential and necessary to find out a right and suitable way to push up economic
growth. Becauce the developing potential of a nation comes from corporation‟s
strengths, Vietnamese enterprises should actively discover and exploit all
comparative advantages, and enhance competition for firmly positioning in market
and affirming its position in the international integration process.
2. The necessity and significance of the research:
Competition is, for any corporation, not only a motive to find out all optimum
solutions which include creating products suitable for consumer‟s needs with costs
socially accepted but also a race in which the rank of the corporation is expressed.
Moreover, competition is considered as a challenge which puts great pressures on a
corporation. If the corporation does not have enough power to overcome, it has to
burden consequences such as market loss, stagnated goods, loss, capital loss and
even bankruptcy. In a condition of “flat world” together with fast development of
informative technology and global commercialization nowadays, competitive
advantages in market play a decisive role in assuring the existence and development
of a corporation. The practical requirement for a corporation is finding out the way
to increase labour capacity and labour‟s income, and at the same time, decrease
costs and reduce product‟s price in order to make profit increased. Especially, the
corporation should build a strategy of attracting and using talent labours, form up
the hard working, faithful, dynamic and high capacity managing force to maintain
and strengthen its competitive advantages.
The reality that small, scattered productive economy, long-lasting budget subsidized
regime and weak, inadequate micro and macro management has raised many
problems needed to be solved by Vietnamese enterprises. However, as a country of
young market economy development, Vietnamese enterprises obtain opportunities
of learning from successful or lost experiences of other country‟s enterprises in
order to limit mistakes and losses as the guideline “know yourselves to know
others”.
The country prospering cause has required Vietnamese enterprises to establish
development strategy based on potentialities and advantages comparing to the world
market scale and suitable for their specific characteristics. Most of our enterprises
are small, use backward technology and the managing capacity is still inferior
comparing to the top enterprises in the world. Moreover, they have not completely
exploited their potentialities and invested in searching information of market and
competitors yet to figure out correct investment decision from which they can win
in competition.
Thus, there is no way to develop an enterprise except building the business strategy
it. Considering the correlation in market, an enterprise which has stronger growth
will occupy the owned market share or the future one of other enterprise. The ones
which know how to renovate and effectively manage can set up their position in
market; the others which slowly renovate will gradually leave market. This process
makes the economy continuously move to the more effective target.
Structuring enterprises in the economy is carried out through building business
strategy which, however, basically depends on the strategy of each enterprise.
Learning from experiences of successful enterprises in the world, no enterprise has
enough power to cover all of advantages of an industry except joint-venturing,
cooperating and reasonably using human potentiality to create cooperative energy
and competitive power.
Hoang Anh Gia Lai Corporation (abbreviated HAGL) was securitized since 2006
from a private enterprise. With strategic vision and relevant evolution, it has
actively joint-ventured, cooperated to many domestic and foreign enterprises. As a
result, it has concentrated a powerful capacity and expanded the productive scale to
become a great capitalized corporation with multi-industry business which enables
to rank itself and affirm its brand name in market. It is remarkable that Hoang Anh
Gia Lai Corporation has marked daring steps in jointing social activities and careers
to advertise its image, stimulate creation, hence, it has received all organizational
and legal support in different business environments.
Researching and building business strategy of Hoang Anh Gia Lai Corporation has
practical significance for the corporation, and at the same time, it creates
opportunities to reinforce and complete the enterprise management theory relevant
to realistic characteristics and conditions in the process of integration and
development process in Vietnam.
3. Researching Aims:
The project is deep reseach, analysis and assessment about actual situation of
competitive capacity in business strategy of Hoang Anh Gia Lai through its
operating managing tools, marketing strategy, human resource management and
financial management. From that, it can figure out the weak points and suggest the
most fearsible solutions which are able to joint all resources to create the synthetic
- Advertising Cost: Estimated annual cost for advertising from USD1.5 -2 million.
From 2014, the Company will have big income from transferring soccer players of
the Hoang Anh Institute Asernal JMC.
Financial Management:
The company needs to takes notice of overcomes following shortcomings:
- Inventory turnover of the company in lower than average level of an industry,
which leads to days inventories of the company higher than average level of an
industry. This situation causes a stagnancy of working capital which puts more
pressure on capital supporting. The most servere cause is that cost of constructing
flats for sale occupies over 90% of inventory value, moreover, some projects of real
estate have not been implemented while some land fund has been bought by the
company . Thus, solution for this case in order to shorten days inventories is
gathering all resources to speed up mplementing works to put it business soon..
- Receivables turnover of the company is much lower than average level of an
industry, which leads to days receivables of the company much higher than days
receivables of the company. Thus, solution for this case in order to shorten days
receivables in order to limit being obtained capital is that the company has to review
an adjust the sale policy and collect debts, which are relevent or each group of
customers and each type of service product.
- Because ratio of liabilities on assets of the company is lower than average level of
an industry, moreover, business activities of the company is increasingly effective,
revenue and net profit rise, hence, ratio of liabilities on assets rises which means
that the company can increases debts to enhance the positive side of financial lever.
- In order to strengthen financial field and to have a stable capital source
supporting for later projects, besides cooperation to financial counterparties who
have been doing a great business in domestic and foreign countries (these
counterparties presently occupies about 24% of total regulatory capital of
VND1,798 billion of the company), HAGL should continously find other financial
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