Oriental development strategy of nam duoc joint stock company to 2018 lời lv

 Introduction Chapter 1: Theoretical basis for building business strategies of a company  Chapter 2: Analysis of environment and business situation of Nam Duoc..  Strategy and stra

 Introduction

 Chapter 1: Theoretical basis for building business

strategies of a company

 Chapter 2: Analysis of environment and business

situation of Nam Duoc.

 Chapter 3: Conclusions and solutions

1. Purposes and reasons for the thesis topic

 Strategy and strategic level

 Business strategy and its orientations

 Role of business strategy for a company

 Analysis and development process of a

comprehensive strategy

 External environment analysis

 Internal environment analyzes

 Threats - opportunities - weaknesses - strengths

 Overview of establishment and development history

 Structure of Nam Duoc J.S.C

 Functionally, the basic task of the management department

 Status of activities Nam Duoc joint stock company period

2010 – 2012 and first six months of 2013.

  Opportunities Threats

Economic  Spending on medicine  Depression & high inflation

Political  Government's

commitment to support policies

 Lacks transparency in policy management

Social &

cultural

 Trend of natural products  Negative image of herbal medicine

Technology  Technology of extraction

Environment  Some kinds of disease

related

 Herbal material is decreasing

Legal  Drug regulatory policies

are being tightened

 Enforcement of intellectual property protection is poor

 In 5 next years, the pharmaceutical industry is

growing by 17% on average

 The growth rate of the herbal products market is

expected to increasing by about 25%  

 Advantage/power of the customer: Medium

Competitive situation in the industry is dispersedy

Nam Duoc does not have any really strong capacity and this is really trouble to think means that Nam Duoc didn’t build the

significant competitiveness.

  The impact of extenal factors

Importance level Classification Total points

 Organizational structure, functions wasn’t clear.

The critical success factors

(KSFs)

Definition Weight

Nam Duoc Quantitative

assessment (1-4)

The average

1

2

  Total   100  2.8

we have important score is 2.8

It show that internal factors of Nam Duoc is average It is ready to be

able to take advantage of opportunities and addressing the

challenges of the market to accelerate development in the future.

  S W

O Strategy 1 - "Strategy for sustainable

development, stability based on

T Strategy 2 – “Acceleration strategy

based on external resources”

Variables Score Average

score

• Financial Strength (FS)   4.3

• Competitive Advantage (CA)   -2.3

• Environment stability (ES)   -2

• Industry Strength (IS)   4.5

From the results of the matrix shown in table, we have

following conclusions:

1) FS + ES = 4.3 - 2 = 2.3 2) IS + CA = 4.5 – 2.3 = 2.2

Results from the analysis showed that matrix QSPM, strategy 2 “Quick

boost rely on outside resources” is the optimal strategy can be

implemented in practice to achieve the goals and mission of Nam

Duoc A spare strategy is strategy “Strategy for sustainable

development, stability based on the available capacity”.

1. Main targets of Nam Duoc to 2018

2. Proposed product strategy

3. Proposed solution deployment strategy

4. The recommendations for implementation and strategic

management.

With a clear mission and development orientation based on solid internal resources, we can fully trust

in the success and sustainability of Nam Duoc

Nam Duoc is set to become one of the leading companies who manufacture and distribute herbal medicine and functional products in Vietnam in

2018, contributing to bring Vietnam medical brand

into international community.