LUẬN văn xây DỰNG CHIẾN lược PHÁT TRIỂN TRUNG tâm QUỸ tín DỤNG NHÂN dân

Vietnam market, but large enterprisesVietnamese Namdo Now most businesses are small and medium scale byrestrictions on capital and financial resources just to develop small and medium-sc

LUẬN VĂN THẠC SĨ

XÂY DỰNG CHIẾN LƯỢC PHÁT TRIỂN TRUNG TÂM

QUỸ TÍN DỤNG NHÂN DÂN

BUILDING STRATEGIC DEVELOPMENT FOR CENTRAL PEOPLE'S CREDIT FUND PERIOD

2010-2020

After more than 20 years of renovation from 1996 to present the greatachievements gained from the renovation of the country, Vietnam has gained manyachievements in economic development, especially poverty reduction and stay inpolitical stability, people's life improved clearly the Vietnam Textile noduoc can beevaluated as national economic growth to the fastest in the world, Vietnam has tried

to The first to improve the quality of life for people, pursue the objective of building

a country of rich countries with strong social democratic and civilized,economically strong, solid defense, stability of the and for the development ofprosperous nations peoples Compared with other countries in the region and theworld, Vietnam is considered as attractive destination for foreign investors, asVietnam has abundant human resources, hardworking people of Vietnam creativity,grace th love and good will to labor and capital to Vietnam could have consumedlarge school with a population of over 83 million people, with a mostly youngpopulation, large potential purchasing power, the ability to consume goods issignificant, adding that policies to encourage investment market opening of thestate, especially nhapva trend since 2007 when Vietnam has officially become amember of the WTO more open to Vietnam opportunities to attract big investors,reputation in the world to Vietnam

Today, many multinational corporations have also in Vietnam, and thenumber will be increasing since 2007 when Vietnam officially becomes WTOmember

Along with attracting investment from abroad, Vietnam has manyopportunities for access to new technologies of the world and conditional learning

experience of other countries in the world on sectors that Vietnam are also areassuch as Manufacturing industries, operate using the product line of modernenterprises in factories , a short cut to the conditions and inherited the essence ofthe world to strive to gradually Home is the advanced technology of the world, tothe production technology in modern world of the PRODUCTION to create higherlabor and production skills to create commercial products with good qualitycompetitive high on the domestic market, the region and the world will help createmore material wealth for the society contribute to the development of the country.foreign to shorten the process of modernization, the modern lines will these qualityproducts to meet the increasing needs of the target dungSong combined withmodernization of the production process which is also an advantage when Vietnamintegrates deeper into the world economy Vietnam market, but large enterprisesVietnamese Namdo Now most businesses are small and medium scale byrestrictions on capital and financial resources just to develop small and medium-scale, low capital, so large investment projects please make difficult without foreigninvestment, thus attracting capital from outside will help Vietnam enterprises havethe opportunity to expand the production scale business improvementmodernization of the stages in the work of management, promoting the application

of new technologies in the management field, especially information technology,bringing line SX modern and advanced technology to Manufacturing process inorder to save manpower, reduce costs, high energy production workers, goodquality goods cheaper and competitive market will help create more high-wealth ofmaterial for social improve people's lives and increase quality of life

Not only reduce the foreign debts, but also have the opportunity to implementlarge projects In particular, the appearance of large banks open investmentopportunities for older people, for businesses to individuals and to society

WTO accession as well as joining organizations, big economic forum in theworld as Asean, Apect an opportunity for investors to Vietnam to expand marketand consumption goods., opportunity to the world that came to Vietnam with high

quality products, designed, meet customer caucau been the destination of the bignames in the business world for business gioi.mo Vietnam Enterprises in Vietnamwill play a large playground with him where equality is absolute respect:Competitive equality, equity and investment opportunities for all businesses is thesame

For the financial sector Bank of Vietnam, the arteries of the economy, thetransition to meet requirements of integration is becoming a problem requiresurgent Weaknesses opportunities and challenges of doing thongtai main banksystem in Vietnam hangan namNam always potential risks and cause an unsafetheanh entitled to threaten the stability of the economy if there is no developmentstrategy and appropriate solutions

In the Daily Government approving the development strategy in banking in

2010, the State Bank of Vietnam said that need a long-term strategy for the bankingindustry an effective performance by standing in front threshold gateway forinternational economic integration, Vietnam has banks revealed not limited, weakand is facing many difficulties and challenges As we all know the banking systems

to keep a very important role in the direct administration of the state, promoteeconomic growth So to stand firm and developed in the context of internationaleconomic integration, the banking system should focus on planning a strategysuitable to the context of the overall integration and rubber as well as the region's onthe objective is to good Banking system stability and adapt to the change of theprocess of Vietnam integration into the world economy

According to the State Bank, commercial banks and other credit institutionshave weak financial capability, high level of risk and low competitiveness Forexample, quality "assets" in the low rate of overdue debt is too high (5.8% of totaloutstanding loans in 2003) Own capital as a child, did not meet the standard safetyfactor of minimum capital (<8%), profitability and efficiency with low assets (netprofit after tax on the assets of 0 , 65%)

Level, management capability and business risk management by commercialbanks is low; banking services too poor and not high quality, yet meet the diverseneeds of the economy as well as the needs of integration

Compared with banks in the region and the world, the credit institutionVietnam has low competitiveness, worse still many financial, business efficiency,the safety operations, technology and management and administration

While the effect of monetary policy of the banks still limited The tools ofmonetary policy based on promoting the market has not been effective; ability toregulate and control the money market, especially the flow of money in theeconomy, interest rates and rates Price still face many difficulties; The structure ofthe central bank also cumbersome and inefficient; Capacity, the level of the staffstill face many difficulties than required innovation and development banks Integration is placed into the pressure required financial and banking sectorsVietnam must accelerate reforms to reach the standards, practices internationalmonetary operations, banking and finance Capacity building requirements of thecurrency and the ability to monitor banks is becoming urgent to create a favorablebusiness environment for enterprises

As a credit institution in Vietnam's banking systems, the Central People'sCredit Fund of Viet nam (CCF) is also inseparable from the overall flow of thebanking sector in the integration trend Reconciled with the requirements andchallenges of international economic integration and WTO accession, the CCF hasbuilt his strategy for action in the period 2010-2020 In general, the overall strategy

of the central credit fund (CCF) not separated from the development strategy ofVietnam's banking sector, which focuses on developing people's credit funds intoindependent credit cooperation, operating under the principle of self - voluntary,autonomous and self-responsible business currency

On the basis of the reality situation of research activities and strategic actions

of the Central People’s credit Fund period 2010 - 2020, combined with the

knowledge learned in the program master of business administration from theUniversity of International Griggs - United stated of America desire to build astrategy to develop a comprehensive long daiva, variable CCF sent special forcesinto a system for SBV reliance for the modernization and industrialization of thecountry, The University members we decided theme: "Building Strategicdevelopment CCF period 2010 – 2020”

Topics will focus on highlighting advantages of the PCF systems and CCF ofVietnam.Vietnam such as a micro-finance institutions thrive and contribute topoverty reduction policies, creating in Vietnam

We also focus on analyzing the current state assessment of the situation CCFactivities in the fields of finance, market share, products and services .,management of human resources, information technology systems Besides, we alsoanalyze the strategic CCF out, and make suggestions to improve strategy

Based on the analysis above, we will build the action plan to implementspecific strategies to reach high efficiency

Research methodology we used in the analysis of his material is Besides, wealso use some research PCF systems of Vietnam Development Bank's South Asia

by Prof Hans Dieter Seibel made

Structure: includes three chapters

1 Chapter I: Establishment argument 1.1 Concepts related to issues that need research, strategic management process

1.1.1 What is strategy?

1.1.2 What is strategic management?

1.1.3 Tasks of Strategic Management

1.1.4 Benefits of Strategic Management

1.1.5.The basic strategic planning

1.2 Analysis strategy:

1.2.1 Model of five competitive forces

1.2.2 Value chain model (Value chain)

Chapter II: Analyzing the reality of strategic management of Central people’s

credit fund of Viet nam (CCF)

2.1 Overview CCF

2.1.1 Legal status and characteristics of CCF in the PCF systems Vietnam

2.1.2 Summary CCF:

2.2 Analysis of the business activities of the CCF:

2.2.1 Our business credit funds central period 1995 -2008:

2.2.2 Activities of management of the CCF:

2.3 Analysis of strategic issues and governance of the angle CCF the theory presented above

2.3.1 Vision of the CCF

2.3.2 Analysis strategy

2.3.3 Summarize and evaluate:

Chapter III: Solution recommendations and conclusions

3.1 Orientation of CCF in the near future ( SWOT Analysis - give direction on the basis of market direction and in general)

3.2 Establish strategies and select optimal strategies listed strategies and applied the GREAT

3.3 Action Plan of the Central Credit Fund

3.4 Propose recommendations based on analysis

Present limitations of the process and research in the future (principles defined goals SMART).

Chapter I: Establishment reasoning:

The contents of this chapter will present theoretical basis of businessstrategy, which presents a perspective of the economics of strategy, businessstrategy, the criteria used to evaluate and distribution analysis of strategic businessbuilding model theory and research hypotheses

1.1 Concepts related to issues that need research, strategic management process.

1.1.1 What is strategy?

To analyze the strategies we need to define what strategy is Strategicconcept from ancient Greece, the term which derives from the profound military,derived from 'Stategos' means the role of the generals in the army doi.Co muchbetter definition of war Others, the differences between the definitions often do

opinions of each author In 1962, Chandler one of the initiated and developed thetheory of strategic management definition: strategy is the identification of targetsand categories of long-term dichco business, and the application of a series ofadministrative as well as the allocation of resources needed to implement thesegoals

In 1980, Quinn was the definition: strategy is the pattern or plan to integratethe fundamental goals, policies and actions of the chain organized into a tightlycohesive whole

Recently, Johnson and Schole definition: strategy is the direction and scope

of an organization in the long term, in order to gain advantage for the organizationthrough the configuration of its resources in the context of the changingenvironment, to meet the needs of the market and meet the expectations of theparties concerned

We see that the definitions divided into severalcomments.That,demonstratingthat a precise definition of the strategy will be very complicated Therefore, thedefinition must be diverse to help better understand the strategy Mintzberg hasdefined summary of the defined area with 5 P:

Plan (Plan): A series of actions intended consciously

Mold (pattern): The steadfast behavior over time, intended or not intendedLayout (Position): The match between the organization and its environmentProspects (Perspective): An inveterate ways to realize the world

Tricks(Ploy): A way to rise above a specific competitor

Other aspects of the strategy is still depending capdo, Defining the exactstrategic level about chattuy depending on perspective Minimum three-levelstrategy:

+ / Strategy for the company: to discuss general purpose and scope of theorganization

+ / Strategy level business unit: mainly interested in how competition in aspecific market

+ / Strategy functions: shifting strategies and company-level strategicbusiness units to other parts of the organization on the aspects of resources,processes, people and their skills

1.1.2 What is strategic management?

People often see the strategy as a product of a rational planning process wasled by senior management, but not all In many cases, the constitutional valuestrategy can arise from within the organization without a plan first

Strategic management is a set of management decisions and actionsdetermine the long-term performance of a company Management strategies includeongoing action: Review the environment (both inside and outside) to build strategicimplementation strategies and evaluate control strategies Thus, research emphasis

on strategies to monitor and evaluate the opportunities and threats outside thecontext of the strengths and weaknesses inside

Strategic management is derived business policies, management strategiesmatching the topic with the long-term planning strategies However, contrary to thestrategic management of business policy-oriented general management, primarily inthe direction of interest in integration activities between the functions of theorganization Meanwhile, strategic management is not only interested in theintegration of functions within the same business policies but also emphasizes more

on the environment and strategy Therefore, we use the term strategic management

of business policy changes

There is also another point that: Strategic management is a process that sort

of strategic flexibility, operation status and business results, which include humanresources, leadership, technology and methods of treatment management Combination effect of these factors will assist the strategic direction and provideperfect service This is a continuous operation to establish and maintain the strategic

direction and business operations of an organization; decision-making process todeal with everyday situations and changing challenges in the environment business.

As part of the idea of strategic business development, you (and your partner) haveoutlined a specific orientation, but the impact to the policy (such as enterprisesCategories target activity) or in terms of business impact (such as increased demandfor higher service) will make the direction of the business activities with the otherchanges This also implies the accountability when you decide such action should

be adjusted to the right direction given or take a new direction Similarly, it is alsorelated to the operation if the business relationship with partners to change

Figure 1-1: Model of strategic management

1.1.3 Task of strategic management

Strategic management consists of five tasks are related closely: Creating astrategic scenario describes the future image of the business, clearly want tonavigate to where businesses, become a business like? This provides the main long-term orientation, specify the image that businesses want to become, media businesssense to act with purpose

Setting goals - metabolism strategic perspective into the specific results ofthe business to be achieved

Develop strategies to achieve the desired objectives

Implementation and operating strategies have been selected an effective andefficient

Assessing the implementation and conduct adjustment prospect, long-termdirection, objectives, strategies or performance-based experience, the conditionschange, ideas and new opportunities

1.1.4 Benefits of strategic management

The researchers found that applying strategic management organization willachieve better performance than the non-implementation of this process If achievedconformity between the organization's environmental strategy, structure andprocesses it will create positive effects on the performance of the organization.Benefits of strategic management has been tested in many different fields, withmany companies with different sizes, which can short the three most basic points,namely:

- Make clearer vision of business strategy

- Focus more on what exactly is the significance of the strategy

- Improve awareness of the rapid changes of the environment generally However, to achieve effective management strategies always need a formalprocess, and it can start with the question:

- Organization is where?

- If nothing changes will go to where the good after a year, 2 years, 3 years, 5years or 10 years?

- The answer you can accept or not?

-If the answer is not acceptable? Need to perform actions specific

management? Risks and considerations that need attention?

1.1.5 Strategic planning process basically

Typically, strategy is understood as the result of a process plan is reasonablearrangements carefully if you do not want to say is dominated by seniormanagement in the enterprise

However, the review process of planning as the starting point is useful forour journey into the world strategy In this section we see the process as a strategicplanning model of the mold

Figure: 1-2: The process of strategic management official:

Strategic planning process can be divided into five steps, including:

1 Selected mission and main objectives of the business

Mission and objectives

Design control Organizational

structure

Change strategies Change strategies

2 Environmental analysis to identify external opportunities and threats;

3 Environmental analysis in order to identify the strengths and weaknesses

of the organization

4 Selection strategies based on the search for resources, capabilities and corecapabilities and develop it to neutralize the risk, take advantage ofopportunities from the external environment;

5 Implementation strategy Task analysis environment inside and outside theenterprise and then select the strategy is often considered building strategy.Implementation strategies will include designing organizational structure andcontrol systems appropriate to put into practice strategies

Each section described in Figure 1-2 forming a step in the order in thestrategic planning process Each cycle of strategic planning begins with a missionstatement and key objectives of the business The next report is the mission analysisinside, outside and strategic choice The process ends with the design oforganizational structure and control systems necessary to implement selectedstrategies

Some organizations review process this year, although this has notnecessarily brought organization to select a new strategy for a year In many casesthe results simply confirm again a strategy and structure is completely right Thestrategic plan is created by this process usually covers the period 5 years, and isupdated annually

In many organizations the results of the process of annual strategic planning

is used as input for the planning of next years budget Thus, strategic oriented allocation of resources in the organization

planning-1.1.5.1 Mission and main objectives

The first step of the process of strategic management is to define the missionand main objectives of the organization Mission and main objectives of theorganization to provide a context for building strategies

Mission presented the reason the organization exists and it will do The mainobjectives determine what the organization hopes to meet within the medium andlong term Most organizations pursue profit, goals achieved remarkable capacityoccupied top positions The second goal is to target the organization deemsnecessary if they want to achieve superior ability

1.1.5.2 Analysis outside

Division's second strategic management process is environmental analysisactivities outside the organization The objective of the analysis is outside theawareness of opportunities and risks from the environment outside the organization.Three types of external environment through a relationship together, including: theenvironment sector environment in which organizations operate, the nationalenvironment and macro environment The environmental analysis should be anassessment industry structure competitive in the industry, including the competitiveposition of the centers and the main competitors, as well as stage of developmentthe industry Many markets now become the global market, the environmentalanalysis sector also means evaluating the impact of globalization of competition in arange of sectors

The environmental analysis to consider the national context of nationalorganizations that are working to create favorable conditions to gain a competitiveedge on global markets or not Otherwise, the organization may have to consider themove a significant part of its activities to countries with favorable context forachieving competitive advantage The macro-environment analysis includesconsideration of macroeconomic factors, society, government, legal, internationaland technology can impact to the organization

1.1.5.3 Analysis inside

Analysis within the department's third strategic management process, inorder to find out the strengths, weaknesses of the organization We will see howorganizations achieve competitive advantage, and the role of capacity difference(unique strength of the company), the resources and ability to establish and maintain

a sustainable advantage competitive organization Conclusion we can draw is tocreate and maintain competitive advantage requires organizations to achieve asuperior performance, quality, innovation and responsibility to customers Thestrength of the organization put it to the excellence in this field, in contrastweaknesses can lead to inferior performance

of the nature of competitive position on the basis of analysis to find the resources,capabilities and core competence as the basis for the development of strategicoptions

Selection strategy Organizations must evaluate a number of planscorrespond to the capacity can be achieved the main goal Proposal strategy iscreated which may include business unit level, functional level, company level orthe global strategy for survival in the best fit of the rapidly changing environmentglobal competition as a feature of most modern industries

Strategic business unit level, including topics that competitive organizationschoose to emphasize, how it is positioned to market themselves to achievecompetitive advantage and strategic positioning can vary in the context of each

different sector We will consider three types of benefits harm the level of strategicbusiness units, which are strategic ballistic cost; strategy make a difference andstrategies focused on market gap

We will continue to consider the relationship between strategic-levelbusiness unit structure with branches Then, the study will focus on differentstrategic choices impact the organization in conditions completely different sectors,such as benefits or disadvantages of setting up the advantage of leading forming anew branch or new phase of development

The role of lead director market, resulting in direct cost and differentproducts in maintaining a competitive advantage in different stages of the cycleindustry should also be considered and discussed

Strategic functions: Competitive advantage derives from the ability oforganizations to achieve superior performance, quality, innovation andresponsibility to customers With the strategic level functions, we consider the roleand comments how the strategy is directed to improve the performance of activitieswithin the organization, such as marketing, administration materials, developmentproduction and customer service

Global strategy: In the context of the market and global competition today,achieving a competitive edge and maximizes the capacity of an organizationincreasingly require such organizations to extend the operation of it outside thecountry in which it exists Appropriately is an organization have different globalstrategy that it can pursue While looking for ways to penetrate the globalorganization will review the benefits and costs of the expansion work on a globalscale, on the basis of four different strategies, including: multinational strategy(multidomestic), international strategy (international) global strategy (global) andtransnational strategies (Transnational) that the company may agree to compete onglobal markets Furthermore, it should pay attention to issues and cost benefits ofstrategic alliances between global competition, and the different ways in order to

penetrate into foreign markets, the role of the List of countries to influence globalstrategy choices of the organization

Strategy for the company: A strategy for the company to answer thequestion: what kinds of business can make maximum profitable long-term ability ofthe company? In many organizations, the competitive success often means verticalintegration - the process of integrating the activities or vice versa on the inputs ofthe production process or is swept with the distribution of use the output of the mainactivities Moreover, the company succeeded in establishing a sustainablecompetitive advantage may be incurred beyond the resources of their investmentneeds in the scope of his Company thus maximizes the ability to require long-termprofitable diversification into new business areas

1.1.5.5 Implementation Strategy

When organizations have chosen the strategy to achieve its purpose,strategies that need to be put into execution, in this book we share theimplementation strategies into four main sections:

+ / the First, design appropriate organizational structure;

+ / the Second, designing control systems;

+ / the Thirst, creating the appropriate strategies, organizational structure,and control systems;

+ / The fourst, manage conflicts, and political change

Architecture design strategic implementation requires a strategic role andassign responsibility for the activities of different strategies for management andcertain parts of the organization Organizational structure of the company pointedout the roles, responsibilities, reporting relationships If the current organizationalstructure does not fit strategically selected companies, to design a neworganizational structure

Designed control system: In addition to selecting structural organization

should establish a suitable control system In which it must decide on how to impactthe implementation and control activities of the department The choice of thecontrol system can control from the market, control the input - output, controladministrative control culture organizations

We also consider how an organization decided to issue bonus and rewardsystem for employees Creating the appropriate strategies, organizational structureand control: A company wants to succeed needs to create conformity orcompatibility between strategy, structure and control system of it Because of thestrategies and different environments require different set up an organization so theymust create structures and control systems, respectively

1.1.5.6 Cycle feedback

The feedback cycle in Figure 1-2 indicates that strategic planning is acontinuous process When implementing a strategy needs to continually monitorperformance to determine the extent of achieving the strategic goals Thisinformation will be transferred back to the company level through the feedbackprocess At the company level, it provides for the implementation cycle and developstrategies later For example when put into practice, a strategic objective may be toooptimistic at the time and then have to reset more cautious As a choice, feedbackcan detect that the strategic objectives have been achieved, but perhaps theimplementation still poor In that case, the cycle of strategic management can focusmore on implementation

When analyzing research and develop strategies for Central credit fund(CCF) We use models of strategic planning is fundamental backbone, the direction

of mainstream way to analyze the strategy is based on CCF following maincontents:

+ / Mission and Objectives: In clarifying the focus of the strategic vision hasCCF What, What is Mission CCF out vision and strategy has been so complete andreflect all those premium features Vietnam, characteristics, and Central credit fund

(CCF) and People credit fund systems (PCF) or not

+ / Analysis of external environment: in which only the advantages, theadvantages that CCF and PCF can use to achieve success Also pointed out thechallenges PCF system will encounter

+ / Analysis environment inside of CCF: In focusing research achievements

in business, importance and advantages of CCF with CCF and rural agriculture.Also showed superiority of the PCF Vietnam in manufacturing activities, businessand economic development in rural areas The disadvantages of CCF and PCF toovercome in the near future

+ / Selection strategies: is the addition of specific factors that the currentstrategy CCF missing, also expressed the determination to assert successfulimplementation strategy chosen

+ / Implementation Strategy: We will make suggestions about the direction,the solutions, as well as time and route to successful implementation of the strategyset out CCF

1.2 Analysis strategy:

In this section we present the theoretical model will be used to analyze allstrategic credit funds central period 2010 - 2020:

1.2.1 Model of competitive forces (Michael E Porter)

Model of perfect competition implies that the rate of return adjusted by risklevel is equivalent between the enterprise and business However, numerouseconomic studies have affirmed that different industries can sustain different profitlevels and the difference is partly explained by the different structure of theindustry

Michael Porter, the strategic planning and leading the competitive worldtoday, has provided a theoretical framework for analysis In particular, he modeledthe business and that business which also affected in force competition The search

strategies are more prominent competitors could use this model to better understandthe context of their business operates

Figure: 1-3: The model of five competitive strategy Michael E Porter

Five Forces model was first published in the journal Harvard BusinessReview in 1979 to explore the content elements to create profitable business Thismodel, often referred to as "Porter's Five Forces, is considered the tool useful andeffective to learn the source of profits More importantly, this model providesstrategic competition to maintain or increase business profits Businesses often usethis model to analyze if they should join a certain market or operating in a marketare not However, because the business environment today's computer "dynamic",

so this model is also applied to search for a specific sector areas should be improved

to produce more profit Other government agencies, such as the Commission

antitrust and merger in the UK, or Antitrust Division and the Ministry of Justice inthe U.S., also uses this model to analyze to see if there are companies that benefituse public or not

Michael Porter, the strength of competition in the market in an industryaffected any of the five competitive forces:

1 Power supplier shown in the following characteristics:

+ / The concentration of suppliers,

+ / Importance of the number of products for the providers,

+ / Difference of suppliers,

+ / Impact of the inputs for the cost difference or chemical products,

+ / Conversion cost of the enterprises in the industry

+ / The existence of alternative suppliers,

+ / Risk increased merger of suppliers,

+ / Supply costs compared with total income of the sector

2 Risk of replacement shows at:

+ / Switch costs in the use of products,

+ / Trends in alternative use of customers,

+ / Correlation between price and quality of the item replaced

3 Barriers to join the show:

+ / The absolute cost advantages,

+ / Understanding market cycle fluctuations,

+ / Access to the inputs,

+ / Government policy

+ / Positive economic scale,

4 Strength shown in the client:

+ / Position the bargain,

+ / Number of buyers,

+ / Information that the buyer obtain,

+ / Comparative characteristics of trademarks, + / Susceptibility to price,

+ / Difference chemical products,

+ / The concentration of customers in the industry, + / The availability of substitute goods,

+ / Engine customers

5 Competition shown here:

+ / Barriers if you want to "escape" from industry, + / Level of industry concentration,

+ / Fixed cost / value,

+ / Growth status of the industry,

+ / Bad excess capacity,

+ / Difference between the products,

+ / The conversion costs,

+ / Comparative characteristics of trademarks,

+ / Diversity of competitors,

+ / Status screen in the industry

Analysis of competitive forces

1 Competition (Degree of Rivalry)

In the traditional economic model, competition between rival companiespush profits gradually progress to the number 0, but the competition today, firms arenot subject to the ingenuity to accept a passive In fact, organizations are trying toget a competitive advantage over their competitors Competitive intensity changesvary according to each industry, and strategic analysts are interested in thedifferences

Economists assess the competitiveness indicators of the level of industryconcentration, and the rate of concentration (Concentration ration - CR) is one ofthe indicators have to mention first Indicators for the percentage market share held

by fourth largest in the industry holds There are also indicators of CR rate market

by 8, 25 and 50 leading organizations control Index showed higher levels ofconcentration of market share in most larger organizations, means that industry hashigh levels of concentration If only a few organizations hold the majority marketshare, the sector will be less competitive (closer to the exclusive right to sell) Therate of low concentrated industry that has many competitors, including competitors

do not have significant market share The market includes many "pieces" isassumed to be competitive However, the rate of concentration is not only unique,because the definition of industry trends with more information than the distribution

of market share

If the level of competition among organizations in a low branch, the branchwhich is considered to be "disciplined" Discipline can be the result of historical

competition in the industry, the role of the organization head, or compliance withthe ethical standards generally The question between the companies is generallyillegal Branches in the lower level of competition, the competitive dynamicscertainly a limited unofficially However, many companies do not accept rules thatcomply with the search competitive advantage can lose the market "disciplined"them

When a rival act the way other firms must make retaliation, thecompetitiveness in the market will increase Intensity of competition is oftendescribed as brutal, strong, moderate, or weak, depending on the firms attempt togain competitive advantage how

To obtain a competitive advantage over competitors, a business can choose amove to compete as follows:

- Price change - increase or decrease the price to be the short term

- Increase the difference of products - improving features, innovativeproduction processes and product innovation

- Use the distribution channels creatively - using vertical integration or using

a new distribution channel is not in the industry

- Exploiting relationships with suppliers

Competitive intensity is affected by the characteristics of the followingsectors:

Number of large companies Number of large companies to increasecompetitiveness, since many firms than in the total number of clients and resourcesunchanged Competitiveness will be stronger than if the company has a marketshare equivalent, must lead to "fight" to gain dominant market position Slow market growth This feature makes the company to compete moreaggressively to keep up market share In a high growth market, the firm capable ofincreasing revenues by the market can only expand

High fixed costs High fixed costs often exist in a sector with economicalscale, which means reducing costs while increasing production scale When the totalcost of just more than negligible compared to the fixed costs, the firms must beclose to the total production capacity to achieve the lowest cost per unit produced.Thus, firms will have to sell a very large number of products on the market, andthus to gain market share war, leading to increased intensity of competition Level differences lower chemical products This feature is always led to high levelcompetition Conversely, if the products of different firms have differentcharacteristics of goods will be reduced remarkably competitive

Ability to change strategic Ability to change strategic occurs when acompany is losing its market position, or has the potential to win more profitable.This situation also increases the competitiveness in the industry

Barriers to "exit" high This feature makes the enterprise must bear a high cost, ifyou want to give up not producing more product So firms must compete Barriermakes a business must stay in the industry, even if business is not very favorable Acommon barrier is a feature characteristic of fixed assets

Through model analysis, we will clarify the advantages and strengths,Vietnam and differences between CCF and systematic joint-stock commercial bankshave made the success of particular systems and CCF said PCF general.Simultaneously, we also used this model to go deep analysis of competitors,customers, products and services the CCF and PCF From that point out thedifficulties and obstacles that CCF and PCF will encounter in the operation andimplementation strategies in future

1.2.2 Value chain model (Value chain)

Value chain is an innovative academic GS Michael Porter, marketingscholars waver He terms this the first time in 1985 in the book analysis ofcompetitive advantage, while surveys technical systems of production, trade andservices have reached enormous influence in the U.S and other countries other

developers This is about the beginning of the 5th stage of Rostow model ofeconomic growth, the highest stage

The value chain, the Porter model to fold into two main business segments:complementary activities and activities Basically, the whole nine types of activitiescreate value in the chain Group activities will include the sequence of fiveactivities: put materials on business operations, production-business shippingoutside; marketing and sales; provide related services Group containssupplementary activities create value include: infrastructure, human resourcemanagement, technology and procurement Complementary activities occur withineach type of activity

Review at another angle, the value chain is also looking through mainstreambusiness processes, including:

(a) The development of technology products;

(b) inventory management process and raw materials, inputs;

(C) process from predictions found to payment; and

(d) The process of providing services

Figure: 1-4: Value Chain Model

A: Achivebility - Ability test

T: Time - Time allowed to make the goals set out

We also use this model to establish the optimal strategy for CCF Through 5above factors we analyze and clarify the strategy has achieved CCF element, theelement needs to improve further and that will build the roadmap and how specificable to make strategic CCF

1.2.4 SMART model

S (Specific): Help sales force to understand exactly what to do

M (Measurable): Monitoring the performance evaluation of individual andteam sales)

A (Attainable): Increase the level of adaptation and promote

R (Relevant): Conversion goals into action

T (Timebound): Avoid drag, right on time regulations

We use SMART for further analysis more fully in the establishment andforce the optimal selection strategy for CCF Because, CCF have characteristics ofbusiness should also CCF strategic needs analysis and assessment more closely

1.2.5 PEST model in environmental studies macro

While the five models of M-Porter pressure going into the analysis factors inthe business environment is PEST Now researching the impact of environmentalfactors in the macro Factors which are:

1 Institutional factors - law Here are factors that influence all business onthe territory, institutional factors, the law can menace to the viability and growth of

any sector does When trading on a government units, businesses will be required tocomply with the legal institutional factors in the area

+ / The stabilizing: We will consider the stabilizing factors in conflictpolitical, diplomatic institutions of the law Institutions that have a high stabilizingcan create good conditions for business activities and institutions against instability,conflicts will occur adverse business activities on its territory

+ Tax Policy: Tax Policy for export, import, and consumption tax, incometax will affect revenue, profitability of the business

+ The relevant laws: the Law on Investment, business law, labor law,antitrust laws, anti-dumping

+ Policy: The policy of the state will affect business, it can generate profits

or business challenge As trade policy, industry development policy, economicdevelopment, taxes, policies to regulate competition and protect consumers

2 Economic factors Enterprises should pay attention to economic factorsboth in the short term, and long-term government intervention to the economy.Often businesses will be based on economic factors to decide to invest in sectorsand regions

+ / Economic status: Any economy which also cycles in a certain phase ofthe cycle economy, businesses will have appropriate decisions for himself

+ / Factors affecting the economy: Interest rates, inflation,

+ / Economic policies of the government: the Law on basic salary, theeconomic development strategy of the government, the preferential policies for theindustry: Tax breaks, subsidies

+ / Economic prospects in the future: growth, increase GDP, Rate of GDP oninvestment In the early period of 90s last century, when the British economy is incrisis and businesses created a war on price, they cut costs from labor, increasingDouble advertising costs stimulate consumption But they were wrong for having

contracted the adverse impact on consumer psychology, while revenue was reduced,

no one will invest in secondary luxury goods such as security devices

3 Cultural elements of society Each country, the territories have differentcultural values and factors of social characteristics, and these factors arecharacteristics of consumers in that area Cultural values are the values to make asociety, can it builds for social existence and development Therefore, culturalfactors often protected very large scale and tight, especially the cultural andspiritual Obviously we can not humbeger in Islamic countries are Catholic.However we can not deny the cultural interference of other cultures in the country.Interference will change consumer psychology, lifestyle, and create developmentprospects for the industry Even in Vietnam, we can immediately recognize theinterference of other cultures especially recently is the culture of Korea A way thathalf the world turns to forced hair, shoes, Korea, South Korea lipsticks, motorbikesSouth Korea, Korean music all comes from the Korean film Besides cultural andsocial features also make the businesses interested in marketing research, socialfactors will divide the community into customer groups, each group has thecharacteristics, psychology, collecting Added different

+ / Average life expectancy, health, diets, eating

+ / Average income, income distribution

+ / Lifestyles, educated, opinions about the aesthetic, psychological life + / Living conditions In Germany in the present period there are manypeople with high incomes, good living conditions, ability level and position in thestability of society, but they like celibacy, does not want to be responsible family,the offspring born to the These factors caused the rise of German businessservices, clubs, the goods being single

4 Technological factors The world is in its revolutionary technology, aseries of new technology was invented and integrated into products and services If

30 years ago computer is a tool used to calculate the present day it has enough

functionality to replace a man working completely independently Previously weused the camera taken with the film is no longer any film production company forthe camera Especially in the field of information technology, moderncommunications technology has helped the distance of geography, mediadownloads

+ / Investment of the government and enterprises on R & D work: In thedecade of the last century 60-70 Japan has led the country in the world haveadmiration for the economic leap in the mainly human factors and new technology.Currently Japan is still a country to invest in research on the world's largest GDP.The combination of business and government to make research of newtechnologies, new materials will have positive effects on the economy

+ / Speed, cycle technology, the rate of technological backwardness, if themanufacturer before it takes a lot of time to speed processors double the current rate

is just 2-4 years Derived from the computer Pen II, III Pen, now 10 years less thanthe processor speed has increased with the chip set is now commonly used speedDual Core 2.8 GB / s A brand new computers only after half a year has becomeoutdated with the technology and software applications

+ / Impact of information technology, the internet business In addition to thebasic elements, when the market research, businesses must provide elements ofglobalization becomes a macro factors affecting the industry

5 Element integration No one denied globalization is the trend, and thistrend does not create opportunities for businesses, countries in the development ofproduction and business

+ / Globalization creates competitive pressure, competitors from all regions.Integration process will cause businesses to adjust in accordance with comparativeadvantage., Division of labor in the region and the world

+ / Important as integration, trade barriers will gradually be removed,businesses have the opportunity to trade with partners in a remote geographical

area, business customers at This is not only a domestic market where business isbusiness, but also customers from everywhere

Pest current model has been extended into the matrix PESLT (IncludingLegal factors - the law) and Steeple (Socical/ Demographic-Demographic,Techonogical, Economics, Envirnomental, Policy, Legal, Ethical-Ethics) and isincreasingly becoming a complete standard indispensable when studying theexternal environment of the enterprise

We choose to model PEST analysis of business CCF have characteristics ofoperation: as a commercial bank of the state, but not serious about the subject targethigh profit target support in rural areas helps people with conditions on the capital

to play contribute to economic development of rural agricultural economy prosper,contributing to poverty reduction to ensure security social gradually improvepeople's lives, contribute to improving the quality of life of people in rural villageand this is also a major owner of the party program and the State in the near futureis: "Descending rich poor gap between urban and rural areas Therefore, theoperation also has many specific characteristics that need to be analyzed thoroughlyand fully

1.2.6 SWOT analysis

SWOT analysis is one of the most useful skills Through this tool, leadersworking effectively, reduce stress, improve decisions, maximize personaleffectiveness and much more

SWOT Analysis (SWOT Analysis) is a powerful technical analysis inidentifying Strengths and Weaknesses from which to discover the opportunities andrisk

Used in the context of business, it helps business plan is a solid market SWOT analysis in business

What makes SWOT analysis has the power to become so simple that it canhelp enterprises to consider all the opportunities that businesses can take advantage

of And by understanding the weaknesses of the enterprise business, enterprises will

be able to manage and eliminate risks that businesses are not aware of before Moreover, by using comparative basis and SWOT analysis of the business andcompetition, companies can outline a strategy to help businesses make a difference

to the competitors, so that help enterprises compete effectively in the market How to SWOT

To conduct SWOT analysis of your records and answer the followingquestions:

Strengths:

• Does your company have what advantage?

• The company can do better than others?

The company has added something special resources or the cheapest?

People see what the company has strengths in the market?

Consider this issue must consider a perspective from within, and from theperspective of customers and people in the market And let the fact that should notoverly creative or that we created it (information about the strengths andweaknesses)

When looking at the Strengths, please think of your competitors - for example, if allyour competitors are providing high quality products, the manufacturing processquality is not a strong point, it conditions is needed

Weaknesses:

Companies must improve something?

Company to avoid something?

What people seem to think so is Weak?

Repeat again, when considering the perspective of both inside and outside:Are other people seem to find the weak points that the company does not see? Is thecompany's competitors are doing better? Is this the best time to face the real?

Opportunities:

What are the best possible chance to bring?

Where is a good trend that companies are expected?

Opportunities are considered effective (useful) are often brought as follows:

* Changes in technology and markets in both broad and narrow scale

* There is a change in state policy areas in which you participate

* Changes in structure, social sectors, population about how to live

• Obstacles of the company do?

• Opponents of the company doing?

• Are the changes are for the profession, or products and services of thecompany?

• Changing technologies affect the position of the company or not?

• The company is a bad debt or have problems with working capital or not?

• Is there any weaknesses of the company's serious threat to the work of the corporation?

• Perform analysis means only that what needed to do and put the issue ondestination

Figure 1-5: SWOT analysis

Strengths and weaknesses are usually derived from the internal to yourorganization Opportunities and risks normally associated with external factors.Thus can be considered SWOT is an important tool by a broad range for a largeorganization

Organizations can apply for the SWOT competitors from which to findeffective methods of competition Know the enemy, that is hundred percent win thatbattle

SWOT analysis is simple but a very important mechanism to evaluate theStrengths, as well as analysis of key opportunities, risks that you face It is anassessment of the ability to comment and judgments themselves as well as factorsoutside of yourself

Successful campaign will help you have one of the skills to analyze andevaluate situations better

We have used models such as SWOT analysis is how the major exercisesnay With SWOT model, we used to analyze the environment inside: strengths,characteristics and advantages CCF of Vietnam and PCF systems, as well asweaknesses and difficulties of CCF In addition, the SWOT model also helps us toanalyze the external environment and the PCF system and CCF of the opportunitiesand challenges will be encountered in the course of business and development

We also use the SWOT model to go deep analysis for strategic CCF therebyindicating strengths, weaknesses, opportunities and challenges in implementing thestrategic CCF

1.3 Selection strategy:

The selection strategy is extremely important for a business organization.Because it directly affects the success or failure of the organization Power tochoose strategies for central credit fund, we propose the following:

1.3.1 The principle options: strategic issues that organizations are facing and the response to these issues will require skills in strategic management - the ability to recognize and solve successfully the strategic issues

of the organization

In the field of public service, these issues include:

• Resolving customer needs, not the interests of the organization

• Use money effectively and greater value

• Provide improved services and innovation to the public

• The process of developing policies implemented by multiple

• Increase dialogue with customers and partners

• Coordinate better from the central government to local

Although the process of implementation strategies can combine the workwas scheduled to fit the available administrative process to expand - such as spinsfinancial planning in the public sector - the strategic management remains acontinuous process

Managers of all levels in the organization may need to make decisions aboutissues in business at any time, and some decisions may be considered "strategic" -although it is not at that considered strategic Any strategy focused on business needflexible enough to meet the constantly changing needs

1.3.2 Strategic Planning:

A strategy for the organization - whether it is strategic for the entire business

or just parts of the system - must also include:

- A "Vision" strategy - a vision for long-term view held desire to setthemselves in relation to the business environment and how - for example, the roleand functions of the organization, products and services that organizations provide,the relationship between organizations with customers and competitors

- The work to make the change - areas where important changes to joinorganizations cope with the difficulties and opportunities it faces; this will be the

"themes" in the war strategy in which it made a number of topics such as structureand organization, functions and business activities, providing products and services,issues management and staff, technology or relationships outside; the themes madeduring long or medium term

- The policy guides the decision process and offer a general framework formanagement decisions - these policies will affect the behavior characteristics ledorganizations towards a future as desired

Roadmap to the future expectations should be clearly outlined in terms ofthemes of the strategy The point can be considered as "factors to the successstrategy" - this is what organizations need to follow if the future as desired

• Decisions will be related to a major change in the organization

• The decision affects all or a majority of organizations

• Decision required organizations to have committed in the long term

• Decision will impact outside organizations - for example the impact tocustomers or other agencies

• Decision to contain risks to business

• Decisions will be related to changes in business organizations such as theproducts and services that organizations provide

• Decisions relating to areas of important decisions and other emerginginteractive relationships complex cross woven together

• Will be very difficult or impossible islands are the results of a decision

If an organization must make a strategic decision not expect the decision will

be made and strategies will change at once One strategy is to guide action ratherthan a cramp, organizations should continue to receive the request changes in thestrategic business when necessary

1.3.4 Check assessment

Organizations should always evaluate strategic review as part of the tasksupervise the organization Organizations need to consider:

- Vision for the organization still valid? Vision of future business is expected

to also fit the pressure on the business or not, the way that business is developing