G1_00176 DEVELOPING BUSINESS STRATEGY FOR MEKOPHAR CHEMICAL PHARMACEUTICAL JSC IN THE PERIOD OF 2010-2015 PHÁT TRIỂN CHIẾN LƯỢC KINH DOANH CHO CÔNG TY CỔ PHẦN HÓA DƯỢC PHẨM MEKOPHAR GIAI ĐOẠN 2010-2015
Long-term Goals to 2015: (Table 3.1) ceccsccsssssscssssssessessssess ssssecsssseusssessessseseeeeees ccc
Table 3.1: Strategic Mission, Goals and Objectives
Health care is the foundation of Vietnam’s leading pharmaceutical group, built to improve patient outcomes while driving sustainable growth The company targets 15% annual revenue growth and 20% annual profit growth as it expands its development program It aims to become one of the top ten revenue-generating pharmaceutical companies in Vietnam by broadening its customer base and strengthening its market position through a diverse antibiotic portfolio and ongoing new-product development, with a strategic emphasis on beta-lactam antibiotics The organization focuses on delivering value to customers through reliable supply, competitive pricing, and high-quality standards for both domestic and international markets Additionally, it partners with an international umbilical cord blood bank to ensure access to quality materials, supporting local and international medical companies and preserving productivity.
- Enriching the + Make “Com” becoming the best one staff's lives among similar products
3.1.2 Foundation for goal and objective definition:
According to the company introduction, Mekophar's pharmaceutical products achieved an average annual revenue growth rate of 9% from 2007 to 2009 An external environment analysis of the pharmaceutical industry shows that demand for medicines is increasing It is predicted that the pharmaceutical market will continue to grow as drug consumption rises.
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The Capstone Project Report highlights ample growth opportunities for Vietnam’s pharmaceutical industry, justifying a revised revenue growth target of 12–15% per year and a profit growth target of 20%, which aligns with overall industry profitability It also notes that the government allows price adjustments for most products after approval by the Department of Pharmaceutical Administration, with the exception of items on the essential medicines list, signaling a shift away from the stricter price controls that existed from 2007 to 2009.
3.1.3 Specific objectives for each year in the Period of 20011 -2015 (Table 3.2)
Table 3.2: Mekophar’s Yearly Specific Objectives for the period of 2011- 2015
The pharmaceutical industry is projected to grow at 15–20% per year, creating favorable conditions for the company to expand its manufacturing and business activities As the company implements its investment and development plans—raising chartered capital, increasing production capacity at existing plants, building new GMP-WHO compliant factories, expanding supply chains, and investing in office buildings and hospital facilities—these initiatives are expected to significantly boost sales and profits.
The company's development direction is fully aligned with the broader development trajectory of the industry and national policy, focusing on progressively improving the quality of prevention and treatment for people It places special priority on ensuring an adequate supply of medicines for disease prevention, disaster response, and flood relief Additionally, the export of pharmaceutical products remains a key area of focus.
Capstone Project Report recent years has also prospered; the total value of exports has been growing rapidly from
From 2006 to 2008, Vietnam’s pharmaceutical exports concentrated on Africa, Russia, and several Southeast Asian markets According to the World Health Organization, the global pharmaceutical sector grew in 2007, underscoring rising demand for medicines and creating opportunities for Vietnam’s pharmaceutical industry in international markets.
Projections for 2010 show growth to 10%–13% Today, the pharmaceutical industry plays an increasingly vital role, and many countries are prioritizing the development of a strong, sustainable pharmaceutical sector as a national policy, especially given the world’s exposure to highly infectious diseases, incurable illnesses, and more frequent and severe natural disasters.
Table 3.3: The SWOT Matrix of Mekophar’s products
Ol Assisting deducing — the the government, dependence on imported materials
O2 Increasing need for medicine O3 advanced technologies
Tl Mentality of Preferring imported medicine
T2 Currency fluctuations that difficulties ¡in importing raw materials
TS Low investment in R& D may cause Severe competition with Plenty of counterfeit
S5 Good contro] of raw materials
SI, $2, S3 + 02: Uphold administrative ability, marketing and distribution based on good production to make use of the need for increasing domestic share
> Integrating domestic market S4 + O1: Uphold financial status to actively buy and store imported materials > Back ward combination S54, S5, S6 + O3: Using strengths S-T Combination
SI, S2 + Tl, T3, T4: Promote marketing > reduce the mentality of Preferring imported medicine, counterfeit medicines and developing distribution channels in domestic areas > reduce the competitive pressure from foreign companies
> Integrating domestic market c2 Global Advanced iste 0) Busi ess Page | 42
QUOC Capstone Project Report in finance, material control, and R&D to create new products for customers > Product development
S4, S5, S6 + T5: With good R&D and financial status, the company can increase different products and its competitiveness position > Product Development
WI + O1, O3: Make use of foreign supports and technologies for self- producing materials
> Backward integration W2 + O2, O3: Increasing needs and chances to approach foreign technologies for self-producing materials and therefore building wide and deep distribution channels > Backward integration
WI + T2: Invest in producing and planting raw materials in order to meet the manufacturing needs
Preserving raw materials in case of price fluctuation
Affirming domestic product quality and building their good images through distribution channels
* Comments: The Table 3.3 of SWOT matrix shows that the current pharmaceutical industry and Mekophar’s pharmaceutical production unit may consider the following srategies: focus development zvelopment) and backward integrated strategy
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3.3.2 Strategic Position and Action Evaluation Matrix (SPACE): (Table 3.4)
Table 3.4: The SPACE Matrix of Mekophar Chemical Pharmaceuticals JSC
FINANCIAL (FS) Score |COMPETITIVE (CA) Score
5 [nvestment carnings a Distribution channels advantages |-2 a Leverage 3 Product quality -2
= S Liquidity 5 Manufacturing capacity -2 é = [Business risk 4 Good R&D ability -3
=o = Good Marketing =f Ế Control ability over providers and
ENVIRONMENTAL (ES) |Score [INDUSTRY (IS) Score
Ps Increasing needs for -3 Development ability in the future
= 4 sẻ z_ |Barrier in penetrating the |
Fe = industry s 2 Competitive pressure -4 Capital scale 3 a & Zz |Pricc elasticity of demand -2 Secret in pharmaceuticals 3 ằ Currency fluctuations -5 Capacity used 4
TOTAL SCORE|1.25 [TOTAL AVERAGE SCORE 1,34
The completed SPACE Matrix (Diagram 3 1)
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SPACE Matrix analysis shows McKophar's pharmaceutical unit resides in the aggressive quadrant, indicating a strong ability to deploy internal strengths to seize opportunities and mitigate external threats, while addressing internal weaknesses to support sustainable development Accordingly, strategic efforts in this field should prioritize aggressive growth initiatives that leverage strengths, capitalize on opportunities, defend against threats, and close gaps in capabilities to ensure long-term success.
Mekophar can pursue growth through focus development strategies such as market penetration, market development, and product development, as well as integrated strategies including forward vertical integration, backward vertical integration, and horizontal integration The company can also pursue diversification, including horizontal diversification and unrelated strategies (concentric diversification).
General comments: Using the SPACE Matrix and the SWOT Matrix—the two business-unit level strategy formulation tools—applied to the company’s pharmaceutical unit yields the same results, indicating strong consistency between methods This convergence supports the proposed strategies as appropriate and reasonable, reinforcing confidence in selecting an optimal strategy for the pharmaceutical unit.
3.3.3 The Internal — External Factors Matrix (IE):
Using the External Factors Evaluation Matrix (EFE) score of 2.84 and the Internal Factors Evaluation Matrix (IFE) score of 3.14, we construct the Internal and External Evaluation (IE) matrix to determine Mekophar’s position in the current business environment, as shown in Table 3.5 The EFE and IFE scores integrate external opportunities and threats with internal strengths and weaknesses, offering a consolidated view of Mekophar’s strategic posture The resulting IE matrix places Mekophar within a specific quadrant that indicates the most appropriate strategic direction given its capabilities and market conditions Table 3.5 summarizes these findings and translates the EFE and IFE results into practical strategic options for Mekophar today.
Table 3.5: Matrix of Internal and External Evaluation (IE) ử Total Weighted Score of the IFE Matrix
= Strong Average Weak Đ 3.00 to 4.00 2.00 to 2.99 1.00 to 1,99 o £
8 Low o VII VIII IX fe 1,00 to 1,99
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Mekophar is located in the IV position, which is managed effectively by the
‘Development and Construction” strategies With its current capability, Mekophar should apply the focus strategy:
Forward, backward and horizontal integration stra tegies can be applied in this neriod due to Mekophar’s strong financial capability and brand
3.3.4 Preliminary selection of the strategic plans:
Strategies formulated from SWOT, SPACE and IE matrices are comprehensively presented as follows: (Table 3.6)
Table 3.6: Proposed strategies in each matrix
3.3.5 The Quantitative Strategic Planning Matrix (QSPM):
Table 3.7: The Quantitative Strategic Planning Matrix
Important Factors _ {development Integration d score t penetration
AS | TAS | AS | TAS | AS | TAS | AS | TAS Internal factors
Safe and me ane qualnty quality 3 3 | 122 13112 13119213112 products
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LA bility to research and
/ Customers’ mentality of preferring imported 3 3 9 3 9 “ 6 3 9 products
| Increased pressure from foreign 3 3 9 3 9 4 12 2 6 competitors
| Increased needs for medicine in the 4 4 16 4 16 3 12 3 12 domestic market
Joining WTO open chances to approach 3 3 9 3 9 4 12 3 9 new technologies
Lack of qualified 2 3 6 2 4 ' 2 2 4 human resources
High barrier to 5 3 4 3 4 2 4 3 6 penetrate the market
Big amount of 3 , 3 I 3 3 3 ¡ counterfeit products
Table 3.7 shows that the most attractive strategies are domestic market penetration and market development, with TAS values of 148 and 140, respectively, followed by product development with a TAS of 138; the least attractive strategy is horizontal integration, with a score of 124.
Qui 3 TS _Capstone Project Report
After comparing the company's vision, mission, core competencies, and professional skills with the development objectives of the pharmaceutical industry, we identify strategic alignment and prioritize actions accordingly The selected strategies are then presented in the following priority order to guide implementation and track impact.
1, Domestic market penetration and development strategy
Besides the above selected priority strategies, 3 other supportive strategies are recommended as follows:
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No Implementing Strategy Priority Order Note
Domestic market penetration and | development strategy
5 | Cost strategy the four above strategies
'hHNNH [SSGISE SGf2Eÿ the four above strategies
3.4.1.1 Domestic Penetration and Development Strategy of Mekophar:
Prioritizing domestic market penetration and development is prudent for several reasons: Vietnamese pharmaceutical companies currently meet only about 50% of domestic demand, indicating strong growth potential in the local market; moreover, government policy aims to enable the domestic industry to reach a 70% growth rate.
MEKOPHAR commands a strong reputation and brand presence in Vietnam's domestic market According to the Department of Pharmaceutical Administration of Vietnam, MEKOPHAR is recognized as a leading enterprise in the Vietnamese pharmaceutical industry and ranks among the top 10 companies by pharmaceutical revenues, a status that provides a major advantage in market development.
~~ Ensuring the company’s product quality, from 1999 to 2007, MEKOPHA R was continuously awarded the title VIETNAMEST HIGH QUALITY GOODS, which is chosen by consumers through surveys made by Saigon Marketing Magazine
* In addition, MEKOPHAR was also awarded the certificate of Vietnamese Strong Brands in 2008 by Saigon Economic Times; and the certificate of Vietnamese Brands
————— Page | 50 t Global Adi Advanced Master of Business Administrator Group 4- COL10
Quoc) Cô Capstone Project Report
Golden Cup in 2006 by Commercial Magazine and The Intellectual Property Association of Vietnam
Specific objectives for each year in the Period of 20011 -2015 (Table 3.2)
Table 3.2: Mekophar’s Yearly Specific Objectives for the period of 2011- 2015
A high growth rate of 15–20% per year in the pharmaceutical industry would create favorable conditions for the company to expand its manufacturing footprint and overall business activities When the company completes its investment and development plans—raising chartered capital, increasing production capacity at existing plants, building new GMP-WHO–compliant factories, expanding supply chains, and investing in office buildings and hospital facilities—these initiatives are expected to drive significant increases in sales and profits.
Our development trajectory is fully aligned with the overall direction of the industry and state policy, prioritizing continuous improvements in the quality of prevention and treatment for the public; it places special emphasis on ensuring an adequate supply of medicines for disease prevention, disaster response, and flood relief, while also supporting the export of pharmaceutical products.
Capstone Project Report recent years has also prospered; the total value of exports has been growing rapidly from
Between 2006 and 2008, Vietnam's pharmaceutical exports were primarily directed to Africa, Russia, and select Southeast Asian markets The World Health Organization noted that the global pharmaceutical sector experienced growth in 2007 Taken together, these trends reflect Vietnam's expanding participation in international pharmaceutical trade and its growing export footprint in key regional and global markets.
Forecasts for 2010 project the pharmaceutical industry to grow by 10%–13% Currently, the pharmaceutical sector is increasingly central to national policy, with many countries prioritizing the development of a strong and sustainable pharmaceutical industry This emphasis comes as the world faces highly infectious diseases, incurable illnesses, and more frequent and severe natural disasters.
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Strategic Position and Action Evaluation Matrix (SPACE): (Table 3.4)
Table 3.4: The SPACE Matrix of Mekophar Chemical Pharmaceuticals JSC
FINANCIAL (FS) Score |COMPETITIVE (CA) Score
5 [nvestment carnings a Distribution channels advantages |-2 a Leverage 3 Product quality -2
= S Liquidity 5 Manufacturing capacity -2 é = [Business risk 4 Good R&D ability -3
=o = Good Marketing =f Ế Control ability over providers and
ENVIRONMENTAL (ES) |Score [INDUSTRY (IS) Score
Ps Increasing needs for -3 Development ability in the future
= 4 sẻ z_ |Barrier in penetrating the |
Fe = industry s 2 Competitive pressure -4 Capital scale 3 a & Zz |Pricc elasticity of demand -2 Secret in pharmaceuticals 3 ằ Currency fluctuations -5 Capacity used 4
TOTAL SCORE|1.25 [TOTAL AVERAGE SCORE 1,34
The completed SPACE Matrix (Diagram 3 1)
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Cait Chae mae : Capstone Project Report
SPACE Matrix analysis places McKophar's Pharmaceutical unit in the aggressive quadrant, signaling a strong position to leverage internal strengths to capitalize on external opportunities and counter threats, while addressing internal weaknesses to pursue sustainable growth Therefore, for this field, strategies should focus on maximizing strengths, exploiting opportunities, and mitigating weaknesses to drive long-term performance.
Mekophar can pursue growth through focus development strategies such as market penetration, market development, and product development; integrated strategies including forward vertical integration, backward vertical integration, and horizontal integration; and diversification approaches, including horizontal diversification and concentric diversification.
Applying the SPACE Matrix and SWOT Matrix, the two business-unit level strategy formulation tools, to the pharmaceutical unit of the company yields identical results This convergence indicates that both approaches point to the same strategic implications, validating the proposed strategies as appropriate and viable for guiding the optimal strategy selection for the pharmaceutical unit.
The Internal — External Factors Matrix /,JNNM
Using Mekophar's External Factor Evaluation (EFE) score of 2.84 and Internal Factor Evaluation (IFE) score of 3.14, the Internal-External (IE) matrix is formed to identify Mekophar's position in the current business environment, as summarized in Table 3.5 This IE matrix placement combines internal strengths and weaknesses with external opportunities and threats to inform strategic direction.
Table 3.5: Matrix of Internal and External Evaluation (IE) ử Total Weighted Score of the IFE Matrix
= Strong Average Weak Đ 3.00 to 4.00 2.00 to 2.99 1.00 to 1,99 o £
8 Low o VII VIII IX fe 1,00 to 1,99
(C1 Global Advanced Master of Business Group 4- C0110
Mekophar is located in the IV position, which is managed effectively by the
‘Development and Construction” strategies With its current capability, Mekophar should apply the focus strategy:
Forward, backward and horizontal integration stra tegies can be applied in this neriod due to Mekophar’s strong financial capability and brand
3.3.4 Preliminary selection of the strategic plans:
Strategies formulated from SWOT, SPACE and IE matrices are comprehensively presented as follows: (Table 3.6)
Table 3.6: Proposed strategies in each matrix
3.3.5 The Quantitative Strategic Planning Matrix (QSPM):
Table 3.7: The Quantitative Strategic Planning Matrix
Important Factors _ {development Integration d score t penetration
AS | TAS | AS | TAS | AS | TAS | AS | TAS Internal factors
Safe and me ane qualnty quality 3 3 | 122 13112 13119213112 products
{ Gigha! Advanced Master of Business Admunstration Group 4- C0110
LA bility to research and
/ Customers’ mentality of preferring imported 3 3 9 3 9 “ 6 3 9 products
| Increased pressure from foreign 3 3 9 3 9 4 12 2 6 competitors
| Increased needs for medicine in the 4 4 16 4 16 3 12 3 12 domestic market
Joining WTO open chances to approach 3 3 9 3 9 4 12 3 9 new technologies
Lack of qualified 2 3 6 2 4 ' 2 2 4 human resources
High barrier to 5 3 4 3 4 2 4 3 6 penetrate the market
Big amount of 3 , 3 I 3 3 3 ¡ counterfeit products
Table 3.7 shows that the most attractive strategies are domestic market penetration and market development, with TAS scores of 148 and 140 respectively, followed by product development with a TAS of 138; the least attractive strategy is horizontal integration, with a score of 124.
Qui 3 TS _Capstone Project Report
After comparing the company’s vision and mission with its core competencies and professional skills to the development objectives of the pharmaceutical industry, the selected strategies are presented in a clear priority order to ensure alignment with industry goals and to capitalize on the organization’s strengths.
1, Domestic market penetration and development strategy
Besides the above selected priority strategies, 3 other supportive strategies are recommended as follows:
! Cinta) Guvancedt Master af Business Administration Group 4- C0110 ơ C
No Implementing Strategy Priority Order Note
Domestic market penetration and | development strategy
5 | Cost strategy the four above strategies
'hHNNH [SSGISE SGf2Eÿ the four above strategies
3.4.1.1 Domestic Penetration and Development Strategy of Mekophar:
Prioritize penetrating and growing the Vietnamese domestic pharmaceutical market because local companies currently meet only about 50% of domestic demand, indicating strong growth potential for the market The government’s orientation is to support the domestic industry to reach a 70% growth target, creating favorable conditions for increased domestic output and market share This strategy positions companies to capitalize on unmet demand, strengthen national self-sufficiency, and drive sustainable revenue growth.
Within the domestic market, MEKOPHAR enjoys a strong reputation and a well-established brand The Vietnam Department of Pharmaceutical Administration recognizes MEKOPHAR as a leading enterprise in the Vietnamese pharmaceutical industry and ranks it among the top 10 companies by pharmaceutical revenue, a status that provides a significant advantage in market development.
~~ Ensuring the company’s product quality, from 1999 to 2007, MEKOPHA R was continuously awarded the title VIETNAMEST HIGH QUALITY GOODS, which is chosen by consumers through surveys made by Saigon Marketing Magazine
* In addition, MEKOPHAR was also awarded the certificate of Vietnamese Strong Brands in 2008 by Saigon Economic Times; and the certificate of Vietnamese Brands
————— Page | 50 t Global Adi Advanced Master of Business Administrator Group 4- COL10
Quoc) Cô Capstone Project Report
Golden Cup in 2006 by Commercial Magazine and The Intellectual Property Association of Vietnam
By expanding operational capacity and strengthening marketing activities and the distribution system around our robust manufacturing capability, we can capitalize on rising demand for medicines This integrated approach is designed to boost domestic market share by ensuring reliable supply, effective market outreach, and efficient product access within the home market.
Promoting the strengths of local marketing to shift consumer preference away from foreign medicines and eliminate counterfeit products, while highlighting the robustness of the domestic distribution system, will boost local sales and limit competitive pressure from foreign companies Strategy implementation methods include targeted marketing campaigns that build trust in domestically produced medicines, expanding and optimizing the local distribution network to improve availability, forging partnerships with pharmacies and healthcare providers, enforcing stringent anti-counterfeit measures, and using data-driven pricing and promotions to align supply with demand This integrated approach strengthens the domestic market position by leveraging local capabilities and reducing dependence on imports.
- Increasing market shares by attracting customers of competitors,
- Focusing on bidding on the major hospitals in order to obtain direct customers from doctors, nurses, and pharmacists
- Implementing communication programs to promote the spirit of "Vietnamese people use Vietnamese medicines" to customers
~ Developing product cost structure consistent with two main targets:
+ Consumer market in rural areas, in particular, the Mekong Delta and Central area; + Consumer market in major hospitals
“* Strategy Implementation Activ ities: © Sules & marketing department:
+ Conduct surveys to understand existing customers and potential customers to take appropriate marketing plans
+ Conduct comprchensive researches on competitors on the following aspects: distribution channels, pricing, especially the ability to research and launch new products toy competitors
‘+ Promote biddings on large hospitals like Cho Ray, Thong Nhat, University of Medicine, hospitals in provinces by establishing a team in charge of procurement Increase 19 product showrooms in Ho Chi Minh City (increase the total to 24 showrooms)
~> Open level-1 distribution agencies in the regions managed by branches oo Page | 5]
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* Restructure the sales force with professional standards
Organize special seminars on Vietnamese medicinal products and participate in sommercial fairs of the pharmaceutical industry of Vietnam
= Organize workshops to introduce new products
* Take advantages of the financial potential to create the extension of debt maturity on
To fuel market growth across customer segments, the company bases its strategy on rigorous market research and customer credit scoring The Production Department plans for human resources and facilities capacity to scale output quickly whenever demand warrants The R&D Department conducts targeted research to launch product lines tailored to the two strategic markets The Financial Department ensures sufficient capital to implement selected strategies and coordinates with Marketing and Sales, Production, and R&D to develop integrated financial and pricing plans.
To implement its orientation, the company leverages its financial capacity, control over raw materials, and R&D capabilities to create new products that meet diverse customer needs With strong R&D skills and ample resources, it increases investment to develop innovative offerings that strengthen its competitive position The strategy also focuses on enhancing Mekophar’s existing products with competitive advantages and uses clear strategy implementation methods to translate plans into measurable results.
- Develop the following product features by improvements: diversity, safety, quality improvements, product style and design development
- Develop product portfolios by upward product portfolio stretching by adding products with higher quality features
- Focus on proprietary and advantageous products such as:
+ Produce beta-lactam antibiotic raw materials to supply domestic and foreign pharmaceutical companies
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We actively promote and sustain our granulated medicine product line, a favorite among customers and highly valued by experts for its proven treatment effectiveness and reduced risk of side effects By focusing on consistent quality, reliable performance, and patient safety, we reinforce trust in the brand and drive sustained demand in the market.
+ Develop the umbilical stem cells bank services, a very potential area in the future which is first researched by Mekophar ô* Strategy Implementation Activities:
Develop integrated marketing and sales plans to increase the sales of proprietary and advantageous products, with two concrete targets: raise the share of granulated medicines from 10% to 20%, and elevate the share of beta-lactam antibiotic materials from 5.19% to 10%.
Regularly collect and analyze customer data to gain insights into attitudes toward the company's existing and potential products, as well as competitors' offerings Leverage market research to monitor shifts in preferences and inform strategic decisions When product changes are needed, the Marketing department should coordinate with the R&D department to drive the development of new products, ensuring decisions are data-driven and aligned with market needs through cross-functional collaboration.
+ Production department: Evaluate the production capacity and estimate production costs
+ Financial department: Analyze the needs for investment capital to prepare the investment capital needed for product plans
+ Human resources department: Develop policies to attract highly and appropriately qualified personnel to support product research & development strategy
- Combine the increasing consumption demands with greater access to foreign technology to actively invest in building and producing materials in order to develop wide and deep distribution channels
- Take advantages of the support from the State and the access to foreign technology to actively invest in building and producing materials
- Have a plan for storage of imported raw materials in the situation of price fluctuation
“* Strategy Implementation Methods: a Page | 53 t ND CẤU Maste of Business Ad ninistratiar Group 4- C0110
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To implement the chosen strategies, the company can either develop an in-house raw pharmaceutical materials capability or collaborate with external partners to secure supply By controlling the raw materials through internal development or strategic partnerships, the organization can maintain a stable production pipeline and minimize supply risks.
The company aims to build, consolidate, and expand its distribution channels through strategic implementation activities that prioritize broad expansion of the store and showroom network Specifically, in Ho Chi Minh City, every district should have at least one store, and every province should have at least one store to ensure effective distribution, promote products, and strengthen the brand image.
Co-operate closely with major distributors by selling stocks to them in order to share and engage the interests between Mekophar and distributors
Bid for medicine supply for hospitals in Ho Chi Minh City, and other provincial hospitals
Financial department: develop general financial plans to estimate the capital nccded for the strategies, ensuring effective strategy implementation; calculate the costs to maintain the distribution images
Human resources department: develop plans for recruitment of tec hnical professionals to support the strategy implementation
3.4.4 Co-operating with international partners :