Phân tích chiến lược kinh doanh của hệ thống siêu thị coopmart e

The business strategies of CoopMart supermarket system...6 2.1 Strategy of the system...6 2.2 The strategy through the Matrix...6 2.2.1 Propose strategies through matrix analysis SWOT...

Phân tích Chiến lược kinh doanh của Hệ thống siêu thị CoopMart

Business strategies of CoopMart supermarket system

TABLE OF CONTENT

TABLE OF CONTENT 2

INTRODUCTION 3

RESEARCH OF CONTENT 4

1 Introduction to the CoopMart supermarket system 4

1.1 Establishment History of CoopMart supermarket system 4

1.2 Products CoopMart Supermarkets 5

1.3 The significance of the new brand identity Co.opmart 5

2 The business strategies of CoopMart supermarket system 6

2.1 Strategy of the system 6

2.2 The strategy through the Matrix 6

2.2.1 Propose strategies through matrix analysis SWOT 6

2.2.2 Strategic Options Matrix through QSPM 9

2.3 Enforcement Strategies 12

CONCLUSION 15

When it comes to strategy, people tend to relate to the mission and vision of the business Actually not so The mission and vision of the business, although always be included as part of the strategy, but it does not give a clear mandate for the operation

of the business

The strategy is the creation of a unique position and value through the deployment of a system of different activities with what competitors perform So how

a strategy will help businesses create such a position in the market?

A business strategy must have four elements: strategic objectives, scope strategic, competitive advantage and strategic activities and core competencies Four elements require a consistent and fit together Strategies should start by identifying the expected result that the business strategy is established to implement them The strategic objectives will serve as guidelines for the operation of enterprises in a number of years

Need to distinguish between strategic objectives and the mission and vision of the business In fact, many businesses tend to confuse objectives with the mission of the enterprise Its mission now indicate the purpose or reason for existence of the enterprise so often brings high generality Conversely, strategic objectives to ensure specific, quantified and clearly time-limited

The selection of what goals have a huge influence on the business A choice now is profitable strategic objectives will focus on serving the customer group or segment of high profitable products of high added value or performance costs exceed costs excels In contrast, the selection of target growth may lead businesses to diversify their product lines to attract customers in many different market segments

RESEARCH OF CONTENT

1 Introduction to the CoopMart supermarket system

1.1 Establishment History of CoopMart supermarket system

Starting from 1989, after the Sixth Party Congress, the country's economy shifted from the subsidy mechanism to market economy under socialist orientation, economic models Cooperative true old style difficulties and crises that fall into the mass must be dissolved In such contexts, on May 12, 1989 - People's Committee of

Ho Chi Minh City have advocated converting the Management Board of Cooperative Sale City became the Union Cooperative Purchase deals minh City - Saigon Co-op with two direct business functions and organizational advocacy cooperative movement Saigon Co-op is an organization of economic cooperative established the principle of collective ownership, production and business activities of autonomy and self-responsibility

Since 1992 - 1997, with the development of the national economy, the foreign investment capital in Vietnam to make the enterprise must dynamism and creativity to seize business opportunities, learn management experience from foreign partners Saigon Co-op began by joint ventures with foreign companies to raise additional resources for its development As one of the few units permit direct export of Cities, Import-export activities flourished bring high efficiency and contribute to establishing credibility, Saigon Co-op's position on the market domestic and foreign schools

The most significant event was the launching of the first stores of supermarket Co.opmart is Cong Quynh Co.opmart on February 9, 1996, with the help of the movement of international cooperative from Japan, Singapore and Sweden From then, the new retail business, civilized suit the development trend of Ho Chi Minh City marks a new way of Saigon Co.op The Co.opmart supermarket system are the main activities of the United Cooperative Trade Ho Chi Minh City (Saigon Co-op), the unit has received many high awards at home and abroad

To serve the shopping needs in the North, on June 29, 2012, Hai Phong Co.opmart officially put into operation at 1 Le Hong Phong Street, Lac Vien Ward, Ngo Quyen District, Hai Phong city This is the 58th supermarket supermarket

Co.opmart system with capital construction investment and merchandise of up to 100 billion and an area of nearly 10,000 m2 business As one of three Co.opmart opened immediately after the new brand identity Co.opmart be announced on June 27, 2012, Hai Phong Co.opmart brings customers new shopping experiences

1.2 Products CoopMart Supermarkets

- Co-op Mart Business over 20,000 essential items in life, while 70% - 80% of Vietnam high quality goods

- With own label system as fashion Co.opMart strongest SGC and dry food items, frozen and processed brands Co.opMart always satisfying And with the food categories, cosmetics, housewares, apparel with brand names and familiar like Vissan, Vinamilk, SG Fishco Indonesia, Nhabeco, Colgate, Pigeon,etc, Meet diverse shopping needs of consumers The strength of private label products are competitively priced and of good quality Private label products bearing system cheaper Co.opMart same products from 3% -20%, are always promotions, are produced from the plant technical standards - prescribed quality management of state agencies, the supermarket is responsible for the consumer peace of mind to consumers on the quality of goods they have chosen

1.3 The significance of the new brand identity Co.opmart

Co.opmart supermarket system has officially announced the change of brand identity New images of Co.opmart was followed from the familiar red and blue color changed to pink petal symbolizes devotion, deep blue color of confidence and dynamic new green color, connected with heart image from letters stylized Co-op, Cooperative movement's symbol of dedication to serving the noble nature of cooperative spirit

Over the course of two years of preparation with the assistance of strategic consultants leading brand company Landor, new images of Co.opmart was followed from the familiar red and blue colors are converted to colors pink petal symbolizes devotion, deep blue color of strong faith and a fresh green color dynamic Image stylized heart from word op cooperative movement will be the symbol of dedication to serving humanity with nature and beauty in the spirit of the cooperative Never self-satisfied with himself, always yearning towards new heights, but still maintains its core values are friendly and reliable

2 The business strategies of CoopMart supermarket system

2.1 Strategy of the system

- Continue to develop and expand the model is CoopMart strategic direction of Saigon CoopMart In addition to the existing retail, Union trade cooperatives Ho Chi Minh City (Saigon Co-op) are set to make another three new models: combined market supermarket, Co-opmart apartment, replicated stores Co-opmart are (34 stores)

to several hundred points by the method of the franchise (Franchise) for individual business households

- Preparation of companies to share work, increase efficiency Before growing demand quantity, size, item, customer,etc, for the system Co-opmart, have much work to do Vietnam plus current conditions, logistics system remains weak and inadequate, to board of directors has decided to establish a joint stock company for the exploitation of resources, the strengths and share work to perform faster

2.2 The strategy through the Matrix

2.2.1 Propose strategies through matrix analysis SWOT

Before this chain Co-opmart often too focused on opening more supermarkets should only focus on market expansion strategy, this will lead to uneven development and not sustainable Now through research and specific details, will try to give a group

of strategies that if implemented simultaneously ensuring high efficiency

Combining environmental factors outside - inside, especially following the targets set, we use the SWOT matrix to give some feasible strategy for Saigon Co-op general and strings Co-opmart particular between now until 2015

a) S-O:

- Market penetration: Using effective financial strength and human resources, warehousing systems (necessary for the retail sector) to take advantage of the huge market and high profitability

- Market Development: Expanding the system by developing more supermarkets, trade centers and the Food Co-op in the Town/City, County/District, Co-opmart not present by applying policies to encourage the development of government (including financial backing from the government), and the research and development capabilities and opportunities intrinsic market rates low

b) S - T

- Competitive pricing: Upon the occurrence of inflation, rising prices and the risk of entry of potential competitors (particularly Walmart group with the slogan

"every day low prices"), consumers increasingly tend to price sensitive, so the chain Co-opmart to rely on a large scale to achieve cost advantages of low input to pricing below the price of the competitor and attract large numbers of customers to increase total profits

- Integration of the rear: This is the general trend of the current supermarket Supermarkets have their own brands, increasingly diverse goods to gradually become more proactive in the delivery of goods to customers while reducing the target pressure of the supplier

Co-opmart system with its own production companies, such as Nam Duong, Long Xuong, Tabico,etc, they have more advantage, so need to take advantage of this in conjunction with the financial advantages, market share, operational research,etc, to integrate successfully (Especially pay attention to agricultural products because Metro currently leading farm commodities with testing and entrepot

in Dalat)

c) W - O

- Integration Ahead: Strengthening information systems, develop effective marketing strategies in order to apply the market is closely watching retail market is the most attractive emerging (Eg, current Co-op play is only for member home brochure is not dynamic BigC flyers not only spacious but also send promotional email client needs) Focusing on governance and training - retraining of human resources

d) W - T

- Restructuring: Restructuring the organization, independent of staffing to be active in business

- Retain talent: While under the State should pay and bonuses must follow the general regime, however necessary improvements dynamic incomes for skilled labor

to maintain good staff; while watching the in-depth training for core staff is a privilege

Table 1 Matrix of SWOT

(O) Opportunities

1 The political stability and economic growth.

2 Policies to encourage the development of the Government.

3 Vietnam is one of seven retail markets most appealing.

4.Increasing population, especially the young population - high income.

5 Market interest rates low.

(T) Threats

1 Inflation and price growth.

2 Disease of cattle, poultry and fresh food problem.

3 The phenomenon of speculation (rice, gold, foreign currency,etc, ).

4 The risk of entry of potential rivals.

5 Price sensitive customers.

(S) Strengths

1 The staff of experienced and

enthusiastic.

2 Market share increased.

3.Financial operations

-accounting of Co-opmart

strong.

4.Equipment - many warehouse

systems, decent quality.

5.Research and Development

Activities pretty.

Strategy SO

S1, S3, S4 + O3, O4

 Market Entry Strategy S2, S5 + O2, O3, O4, O5

 Market development strategy.

Strategy ST

S2, S3 + T1, T4, T5

 Competitive strategy

on price S2, S3, S4, S5 + T2, T3, T4, T5

 Integration strategy backwards.

(W) Điểm yếu

1 Structure of Co-opmart

overlapping.

2 Mode salary, reward is not

high.

3 The training of human

resources to deploy.

4 Activity of Co-opmart

marketing is limited.

5 Information systems slow.

Strategy WO

W3, W4, W5 + O3, O4

 Integration strategy forward.

Strategy WT

W1, W5 + T4

 Reengineering strategy W2, W3 + T1, T4

 Strategy retain talent.

2.2.2 Strategic Options Matrix through QSPM

Through analysis of SWOT matrix we see only one group WO strategy should not be established for this group QSPM matrix, the remaining three groups SO, ST and WT matrix must make strategic choices to QSPM

Table 2: QSPM Matrix - Group SO

Important factors Classify

The strategy can be replaced Market

penetration

Market Development

AS TAS AS TAS

* The internal factors:

- The staff of experienced, enthusiastic

- Market shares ascending

- Financial operations - reliable accounting

- Equipment - many warehouse systems, quality quite

- Research and development activity rather

- Structure and overlapping

- Mode salary - low reward

- The training of human resources to deploy more

- Marketing activities are limited

- Information system was slow

* The external factors:

- The political stability and economic growth

- Policies to encourage the development of Government

- Vietnam is one of seven retail markets most attractive

- Increasing population, especially the young population

- higher income

- Market interest rates low

- Inflation and price growth

- Disease of cattle, poultry and fresh food problem

- The phenomenon of speculation (rice, gold, foreign

currencies ,etc, )

- The risk of entry of potential rivals

- Customers are price sensitive

3 3 4 3 3 2 2 3 2 1

3 3 4 3 3 3 4 3 1 2

4 2 3 4 2 3 4 4 2 2

2 3 4 4 1 2 2 1 3 3

12 6 12 12 6 6 8 12 4 2

6 9 16 12 3 6 8 3 3 6

3 3 4 3 3 4 3 4 3 3

3 4 4 4 2 3 2 1 4 3

9 9 16 9 9 8 6 12 6 3

9 12 16 12 6 9 8 3 4 6

Note: AS: No attractions TAS: Total attractions

In this phase we selected "market development strategy" for Co-opmart for TAS

= 172 is the largest

Table 3: QSPM Matrix - Group ST

Important factors Classify The strategy can be replaced

Price competition

Backward integration

AS TAS AS TAS

* The internal factors:

- The staff of experienced, enthusiastic

- Market shares ascending

- Financial operations - reliable accounting

- Equipment - many warehouse systems, quality quite

- Research and development activity rather

- Structure and overlapping

- Mode salary - low reward

- The training of human resources to deploy more

- Marketing activities are limited

- Information system was slow

* The external factors:

- The political stability and economic growth

- Policies to encourage the development of Government

- VN is one of seven retail markets most attractive

Increasing population, especially the young population

-higher income

- Market interest rates low

- Inflation and price growth

- Disease of cattle, poultry and fresh food problem

- The phenomenon of speculation (rice, gold, foreign

currencies,etc, )

- The risk of entry of potential rivals

- Customers are price sensitive

3 3 4 3 3 2 2 3 2 1

3 3 4 3 3 3 4 3 1 2

3 4 4 4 2 3 3 3 2 3

3 4 4 4 3 3 1 2 4 4

9 12 16 12 6 6 6 9 4 3

9 12 16 12 9 9 4 6 4 8

4 3 4 3 3 3 4 4 2 2

2 4 3 3 3 2 2 2 2 3

12 9 16 9 9 6 8 12 4 2

6 12 12 9 9 6 8 6 2 6

Note: AS: No attractions TAS: Total attractions

I selected "price competitiveness strategy" for the strategy group for TAS = 172

ST is the largest.

Table 4: QSPM Matrix - Group WT

Important factors Classify

The strategy can be replaced Price

competition

Backward integration

AS TAS AS TAS

* The internal factors:

- The staff of experienced, enthusiastic 3 3 9 4 12