Hoa sen group’s competitivestrategy for the period 2011 - 2015

CAPSTONE PROJECT REPORT


HOA SEN GROUP’S
COMPETITIVE STRATEGY FOR
THE PERIOD 2011-2015



 THOAI QUANG TRAN
 HUY NGOC NGUYEN
 NHAN LE THI AI
 DUNG TRI PHAM
 NGHIA TRONG NGO
 HA MANH NGUYEN


CLASS: GaMBA01.C01
Ho Chi Minh City, 2010

2010

GLOBAL ADVANCED MBA PROGRAM (Class): GaMBA01.C01

Group No.5








GRIGGS UNIVERSITY

GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM




CAPSTONE PROJECT REPORT


HOA SEN GROUP’S COMPETITIVE STRATEGY
FOR THE PERIOD 2011 - 2015

Group No.: 5
Student’s name:
THOAI QUANG TRAN
HUY NGOC NGUYEN
NHAN LE THI AI
DUNG TRI PHAM
NGHIA TRONG NGO
HA MANH NGUYEN











HO CHI MINH CITY, 2010
Master of Business Administration Capstone Project
GaMBA01.C01 - Group5
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ACKNOWLEDGEMENTS
After a long time to study in the Master of Business
Administration, learn and research the Hoa Sen Group to write this
topic, our group has received guidance, help and suggestions from
teachers of Griggs University and the Educational Technology and
Career Development Center - Hanoi National University.
First, our team would like to thank Griggs University’s

teachers and other universities in Ho Chi Minh City, especially with
teachers who have taught us throughout the studying period. We
would like to send our gratitude to Professor - Soren Kirchner who
help us to make our research more appropriate.
By the way, our team would like to thank the program’s
leaders have created favorable conditions for us to better learning and
completion of this course.
I would like to thank to Mr. Vu Phuoc Le , General Director,
Mr. Chu Ngoc Tran , Vice General Director, Mr. Hung Manh Pham ,
Planning Director for their help, support and co-operation to make
this research in Hoa Sen Group.
Sincere thanks!
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Master of Business Administration Capstone Project
GaMBA01.C01 - Group5
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REASSURE WORD
Our group commitment that the entire contents of this topic is
because we ourselves have researched, surveyed, collected information
to perform this Capstone Project.

Students who made this Capstone Project.
1. Thoai Quang Tran
2. Huy Ngoc Nguyen
3. Nhan Le Thi Ai
4. Dung Tri Pham
5. Nghia Trong Ngo
6. Ha Manh Nguyen

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COMPETITIVE STRATEGY:
A CAPSTONE PROJECT OF HOA SEN GROUP,
IN BINH DUONG PROVINCE, VIETNAM
by
Thoai Quang Tran
Huy Ngoc Nguyen
Nhan Le Thi Ai
Dung Tri Pham
Nghia Trong Ngo
Ha Manh Nguyen

A capstone project submitted in partial fulfillment of the requirements for the
degree of Master of Business Administration.

Examination Committee Doctor. Bay Van Nguyen (Chairman)
Professor. Soren Kirchner
MBA. Ha Thai Vu

Griggs University
USA
Nov 2010





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GaMBA01.C01 - Group5
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ABSTRACT
Hoa Sen Group, Established on Aug. 08
th
2001 with the present turnover of $
47 billions. Hoa Sen Group basically developed on the mother – subsidiary
companies, orienting to the target to become the strong & stable economic group on
the fields of iron – steel, building materials, real-estate, financial investment, marine
port & logistics.
Together economic development, the Vietnamese steel industry has
developed and the Vietnamese steel market becomes fiercely competitive. The
reality has proved that without a right development strategy, a company is most
likely to head into unavoidable traps, resulting in stagnant business or even
bankruptcy. The company is facing the question of how to protect its leading
position in the market, to withstand in the market and cope with constant changes in
the business environment as well as to increase market share.
This research deals with the formulation of competetive strategies for Hoa
Sen Group in Viet Nam. Thus, it is necessary to analyze external factors, operating
factors including political factors, economic factors, social factors, technological
factors, competitors, suppliers, customers, Intra-industry competition to identify

opportunities and threats in business environment in which the Group operates.
moreover, the analysis and assessment of hoa sen group’s internal factors such as
brand name, distribution channel, technology, production process, price policy,
marketing activities., human resource, financial resource, production costs…need to
discuss to find out its strengths and weaknesses. Following the analysis the
opportunities and threats, as well as strengths and weakness, the competetive
strategies and solutions also are formulated to achieve Hoa Sen Group’s objectives.



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TABLE OF CONTENTS
PPage
e
INTRODUCTION
1
1. Objectives and the scope of the essay
2
1.1. Objectives
2
1.2. The scope of research
3
2. Theoretical framework and method of research
3
3. The structure of the essay
3

PART I: THEORETICAL FRAMEWORK OF COMPETETIVE
STRATEGY
4
I. STRATEGY CONCEPT AND STRATEGIC MANAGEMENT
4
1. Strategy concept
4
2. Strategic management
4
II. THE BUSINESS VISION
4
1. Identify current tasks, objectives and strategies of the organization
5
2. Business mission
6
3. Research on business environment
6
III. STRATEGY FORMULATION AND SELECTION
6
1. Long-term goals establishment
6
2. Strategy formulation and selection
6
2.1. Stage 1: Data input
6
2.2. Phase 2: General Strategic Planning
17
2.3. Phase 3: Formulation of the specific strategy
20

2.4 Stage 4: Determination
24
IV. STRATEGY IMPLEMENTATION
25
V. EVALUATION & CONTROL
25


PART II: ANALYSIS OF HOA SEN GROUP
26
I. COMPANY GENERAL INFORMATION
26
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1. The formation and development of Hoa Sen Group (HSG)
26
2. Business activities of the Company
28
3. Strategic Objectives
29
4. Hoa Sen Group Organizational Structure (HGS’s Business Lines)
30
5. List of members of the Company
30
6. Human Resources of Hoa Sen Group
31
6.1. Considering the role of labor
33
6.2. Considering the qualifications of personnel

33
6.3. Considering the age structure of Labor
33
7. The main product of Hoa Sen Group
33
8. The production lines of Hoa Sen Group
35
9. Investement
35
10. Consumer market
37
11. Trademark, patent registration, copyright
37
II. INTERNAL ENVIRONMENT ANALYSIS – STRENGTHS AND
WEAKNESSES
38
1. Hoa Sen Group Introduction
38
1.1. HSG management model
38
1.2. HSG Business result
38
1.3. Consumption over the years
40
1.4. Revenue of products over the years
40
1.5. HSG Business’s Report in 2 years’s Evaluation
41
1.6. Key financial ratios of Hoa Sen Group
42

2. Analysis and assessment HSG’s resources
45
2.1. Hoa Sen Group’s Strengths
45
2.2. Hoa Sen Group’s Risks
54
3. IFE matrix of Hoa Sen Group
55
4. Present value chain of Hoa Sen Group
56
III. EXTERNAL ENVIRONMENT ANALYSIS - OPPORTUNITIES AND
THREATS
57
1. The importance of steel industry
57
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2. World Economy Environment
58
2.1. World economic growth rate
58
2.2. Developed countries’ steel markets
58
2.3. Global movement of investment cashflow
59
3. The characteristics of Vietnam’s steel industry
60
3.1. The condition of steel industry
60

3.2. Domestic steel market status
63
3.3. Production capacity and equipment
65
3.4. Materials
65
4. Vietnam steel industry environment
66
4.1. Political factors
66
4.2. Economic Factors
67
4.3. Social and Demographic factors
70
4.4. Technological factors
71
5. Analysis of external factors
71
6. EFE matrix of Hoa Sen Group
73
IV. OPERATIONAL ENVIRONMENT ANALYSIS
75
1. Porter’s Five forces model
75
1.1. Potential competitors
75
1.2. Suppliers
77
1.3. Customers
79

1.4. Intra-industry competition
82
1.5. Substitute products
87
2. Market share of Hoa Sen Group
88
3. Competitive profile matrix of Hoa Sen Group
89
4. SWOT analysis of Hoa Sen Group
90


PART III: HOA SEN GROUP’S COMPETITIVE STRATEGY FOR THE
PERIOD 2011-2015
92
I. ORIENT TO DEVELOPMENT IN STEEL FIELD
92
1. The orientation towards development of the steel industry
92
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2. The overall objective
94
II. STRATEGIC SOLUTIONS OF HOA SEN GROUP FOR THE
PERIOD 2011 - 2015
95
A. STRATEGY FORMULATION
95
1. SWOT matrix of Hoa Sen Group

95
1.1. SO Strategies
96
1.2. ST Strategies
96
1.3. WO Strategies
97
1.4. WT strategies
97
2. The sensitivity of pricing of Hoa Sen Group
98
3. SPACE matrix of Hoa Sen Group
99
4. Grand strategy matrix of Hoa Sen Group
101
5. IE matrix of Hoa Sen Group
102
6. Preliminary selection of Hoa Sen’s the strategic plan
103
B. STRATEGY SELECTION
103
1. Concentrated Growth Strategies of Hoa Sen Group
104
2. Integrated growth strategies of Hoa Sen Group
105
3. Low cost strategies of Hoa Sen Group
106
C. STRATEGY IMPLEMENTATION
108
1. Hoa Sen Group’s Strategy implementing in 2011

108
1.1. Market penetration
108
1.2. Develop the market strategy
112
1.3. Backward integration strategy
113
1.4. Low cost (1)
114
1.5. Low cost (2)
115
2. The plan of the next years
115
III. EXAMINATION AND EVALUATION
117
CONCLUSION
122
REFERENCES
124


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APPENDIX
Page
Appendix 01: Hoa Sen Group’s organization structure.
30
Appendix 02: Hoa Sen Group’s management chart.
38

Appendix 03: HSG’s galvanizing steel production technology.
47
Appendix 04: Hoa Sen Group’s present value chain.
57
Appendix 05: Hoa Sen Group’s future value chain.
121




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ABBREVIATIONS LIST

Aluzinc Plus : Pre-Painted Aluzinc steel sheet
Aluzinc : Zinc-aluminium alloy coated steel sheet
AS : Attractiveness Scores
ASEAN : Association of Southeast Asian Nations
AVSC : AuViet Seccurities Corporation
BVQI : Bureau Veritas Quality International
CA : Competitive advantage
CPI : Consumer price index
CPM : Competitive Profile Matrix
D/E : Dept/Equity
DWT : Dead weight tonnage
EBIT : Earning Before Interest and Tax
EFE : External factor evaluation
ERP : Enterprise Resource Planning
ES : Environmental stability

FDI : Foreign Direct Investment
FS : Financial strength
GDP : Gross domestic product
HGI : Hot Galvanized Iron (Hot Dip Galvanized Iron & Steel Strip)
HLA : The Stock Exchange Symbol of Huu Lien Asia Joint Stock
Company
HMC : The Stock Exchange Symbol of HoChiMinh City Metal
Corporation
HPG : The Stock Exchange Symbol of Hoa Phat Group Joint Stock
Company
HSG : The Stock Exchange Symbol of Hoa Sen Group
IFE : Internal factor evaluation
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IS : Industry strength
ISO : International Standards Organization.
IT : Information technology
JIS : Japanese Industrial Standard.
JSC : Joint Stock Company
KKC : The Stock Exchange Symbol of Produce and Trading Metal Join
Stock Company
KVA : Symbol for kiloampere.
No : Number
NOF : Non – Oxidizing Furnaces/ Non – Oxidizing heating Furnaces
NVC : The Stock Exchange Symbol of NamVang Corporation
ODA : Official development assistance
P.E.S.T : Political – Economic – Social – Technological factor
P/B : Price-to-Book ratio
P/E : Price to Earning ratio

PHT : The Stock Exchange Symbol of PhucTien Joint Stock Company
QSPM : Quantitative Strategic Planning Matrix
R&D : Reseach & development
ROA : Return On Assets
ROE : Return On Equity
SMC : The Stock Exchange Symbol of SMC Trading- Investment Joint
Stock Company
SO : Strengths – Opportunities
SPACE : Strategic Position & Action Evaluation
SSM : The Stock Exchange Symbol of Steel Structure Manufacture Joint
Stock Company
SSSC : Southern Steel Sheet Limited Company
ST : Strengths – Threats
SWOT : Strengths - Weaknesses - Opportunities - Threats
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TAS : Total Attractiveness Scores
TISCO : Thai Nguyen Iron and Steel joint stock Corporation
TKU : The Stock Exchange Symbol of Tung Kuang Industrial Joint
Stock Company
USA : United State American
USD : United State Dollar
VAT : Value Added Tax
VGS : The Stock Exchange Symbol of Vietnam Germany Steel Pipe
Joint Stock Company
VIS : The Stock Exchange Symbol of Vietnam - Itaty Steel Joint Stock
Company
VND : Viet Nam Dong
VRC : VietNam Rubber Corporation

VSC : Vietnam Steel Corporation
WO : Weaknesses – Opportunities
WT : Weaknesses – Threats
WTO : World Trade Organization
Zinc Plus : Pre-Painted Galvanized steel sheet.











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LIST OF FIGURES
Page
Figure 1.2.1
Model of Strategic Management
5
Figure 1.3.1
Value Chain model of Michael Porter
7
Figure 1.3.2
Model of Pest analysis
10

Figure 1.3.3
Porter’s Five Forces
12
Figure 1.3.4
The principal needs analysis on competitors
15
Figure 1.3.5
SWOT Analysis
16
Figure 1.3.6
SWOT / TOWS Matrix
17
Figure 1.3.7
Price Sensitivity /Perceived Differences
18
Figure 1.3.8
Space matrix
21
Figure 1.3 9
IE Matrix
22
Figure 1.3.10
Grand strategy matrix
23



Figure 2.1.1
Image of a typical product of Hoa Sen Group
34

Figure 2.2.1
Hoa Sen Group’s galvanizing steel production
technology.
47
Figure 2.3.1
Present value chain of Hoa Sen Group
57
Figure 2.4.1
Barriers and profitability
75
Figure 2.4.2
Model defined business units
80

Figure 3.2.1
Price Sensitivity of Hoa Sen Group
98
Figure 3.2.2
SPACE’s matrix of Hoa Sen Group
100
Figure 3.2.3
Grand strategy matrix of Hoa Sen Group
101
Figure 3.2.4
IE Matrix of Hoa Sen Group
102
Figure 3.3.1
Future value chain of Hoa Sen Group
121

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LIST OF TABLES
Page
Table 1.3.1
Some factors of Buyer Power
13
Table 1.3.2
Some factors of supplier power
14
Table 1.3.3
Some factors of industry's entry and exit barriers
14
Table 1.3.4
Analysis of Enterprise Position
19

Table 2.1.1
List of members of the Company
30
Table 2.1.2
Labor structure at 31.12.2009
32
Table 2.1.3
Structure of human resources under the age of Labor
33
Table 2.1.4

Hoa Sen Group’s the list of projects
35
Table 2.2.1
Balance sheet
38
Table 2.2.2
Income report
39
Table 2.2.3
Consumption over the years
40
Table 2.2.4
Revenue of products over the years
40
Table 2.2.5
Hoa Sen Group’s key financial ratios
42
Table 2.2.6
The basic financial ratios of companies in the sector in
2009
43
Table 2.2.7
Comparison criteria for production cost of Vietnam steel
industry
53
Table 2.2.8
IFE matrix of Hoa Sen Group
55
Table 2.3.1
Imported steel in Vietnam in 2009

61
Table 2.3.2
Viet Nam GDP growth rate in recent years
68
Table 2.3.3
GDP rate in Viet Nam
68
Table 2.3.4
Foreign direct investment in Viet Nam
70
Table 2.3.5
The amounts of import and export in Viet Nam
70
Table 2.3.6
The impact of Hoa Sen’s external factors
72
Table 2.3.7
EFE matrix of Hoa Sen Group
73
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Table 2.4.1 :
Information on some prominent Steel investment
projects that have been approved
76
Table 2.4.2 :
Raw material supply of Hoa Sen Group
78
Table 2.4.3 :

Factors that show Hoa Sen Group’s scope of business
81
Table 2.4.4 :
Commodity market development plated corrugated
88
Table 2.4.5 :
Competitive profile matrix of Hoa Sen Group (CPM
Matrix)
89
Table 2.4.6 :
SWOT analysis
91

Table 3.1.1 :
Forecast the needs in use steel to 2025 year
92
Table 3.1.2 :
Development plan the manufacture ingot steel to 2010
94
Table 3.2.1 :
Analyse SWOT Matrix for Hoa Sen Group
95
Table 3.2.2 :
Factor of SPACE Matrix
99
Table 3.2.3 :
Strateies proposed at each matrix of Hoa Sen Group
103
Table 3.2.4
QSPM – Concentrated Growth Strategies of Hoa Sen

104
Table 3.2.5
QSPM – Integrated growth strategies of Hoa Sen
105
Table 3.2.6
QSPM – Low cost strategies of Hoa Sen
106
Table 3.3.1
Indicators measure the strategic objectives and action
plans
119










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LIST OF CHARTS
Page
Chart 2.1.1
HGS organization chart

30
Chart 2.1.2
Hoa Sen Group’s employees through the years
32
Chart 2.1.3
Consumer market products of the Group
37
Chart 2.2.1
HSG management chart
38
Chart 2.2.2
Hoa sen group’s revenue through the years
41
Chart 2.2.3
Hoa sen group’s income through the years
42
Chart 2.2.4
Hoa Sen’s branches through the years
46
Chart 2.3.1
The situation of production and consumption of rolled
steel products 2005 - 2010
64
Chart 2.3.2
GDP growth in Vietnam - Industry - Construction
69
Chart 2.4.1 :
Map shows commodity market development plated
corrugated
89

Chart 3.1.1 :
Forecast about cold rolled sheet to year 2025
93
Chart 3.2.1
Expand distribution system up to year 2015 Strategy
112





Master of Business Administration Capstone Project
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INTRODUCTION
Vietnam‟s WTO accession has been a great landmark in the economy. A lot
of opportunities have been opened for several potential entrepreneurs who can
prove their wisdom in investment and research to take advantage of them. However,
there are always co-existing threats and risks to bring trouble to enterprises without
well considered counter-measures. With an increasingly fierce competition in the
market, every company should equip itself with effective competitive strategies to
assure a sustainable and strong development. A company with proper business
strategies deploying its own resources to make use of opportunities from outside
environment or avoid risks and overcome its weaknesses will totally be able to
compete and sustain in the market.
Competitive strategy is a special plan that every organization must set out.
For an enterprise, planning competitive strategy is the first function in the
management system to achieve its targets. This process must take into consideration
several objective factors of the business environment as well as subjective ones of
the organization, analyze information to provide a basis for business operations in

short term and long term, direct efforts and resources to main targets in the most
effective way, respond to certain situations and adapt to changes.
After 8 years of developing, from a company with a chartered capital of 30
billions dong, Hoa Sen Group (HSG) has become the leading manufacturer of
galvanized steel in Vietnam. In 2009, Hoa Sen Group continued to consolidate its
top position in the industry with a market share of 29%, a sharp increase in
comparison with a figure of 21% in 2008, which is by far above other businesses in
the industry.
With a nearly closed production process of plated steel, Hoa Sen Group can
proactively enhance its value added chain of all stages: material import, production,
distribution and retail of galvanized steel sheet, pre-painted galvanized steel sheet,
Master of Business Administration Capstone Project
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zinc- aluminium alloy coated steel sheet, pre-painted Aluzinc steel sheet, black steel
pipes, purlins… and dominate in low production costs.
Hoa Sen Group has been currently searching for a proper way in line with
the market economy. In the beginning years of the market economy, Hoa Sen Group
has gone through a few experiences, with both successes and failures to obtain the
achievements as today. It is also a typical example of the role of business strategy.
The reality has proved that without a right developing strategy, a company is most
likely to head into unavoidable traps, resulting in stagnant business or even
bankruptcy. Therefore, in order to withstand in the market and cope with constant
changes in the business environment, Hoa Sen Group is required to build a business
strategy applicable to different development periods. That is the reason why we
choose this topic “Hoa Sen Group‟s competitive strategy for the period 2011-
2015” as our final assignment of the module.
The member of group 5:
1. Thoai Quang Tran
2. Huy Ngoc Nguyen

3. Nhan Le Thi Ai
4. Dung Tri Pham
5. Nghia Trong Ngo
6. Ha Manh Nguyen
1. Objectives and the scope of the essay
1.1. Objectives
The thesis “Hoa Sen Group’s competitive strategy for the period 2011-
2015” aims at these following targets:
- Indentify important opportunities and threats to the steel industry as well as
the Company‟s advantages and disadvantages.
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- Outline a competitive strategy for Hoa Sen Group in the period 2011-2015,
on which basis overcome its disadvantages and promote its advantages to
make full use of business opportunities to maintain the sustainable and stable
development.
1.2. The scope of research
Hoa Sen Group acts in some fields such as cement production and trading,
real estate, production of galvanized steel sheet, pre-painted galvanized steel sheet,
zinc-aluminium alloy coated steel sheet, pre-painted Aluzinc steel sheet, black steel
pipes, purlins, etc… However, Hoa Sen Group has determined galvanized steel as
its key product from the beginning. In order to develop Hoa Sen Group, a decent
concentration on galvanized steel plays an essential role. Moreover, every business
area of Hoa Sen Group has its own independent elements. Within the limited
timeframe, the research only focuses on the galvanized steel industry.
2. Theoretical framework and method of research
- Theoretical framework: dialectical reasoning.
- The method of research: using a combination of different methods like
quantitative and qualitative methods, analysis, statistics, modeling, forecast

and our knowledge to assess the whole business operations of Hoa Sen
Group and set out business strategies for the Company.
3. The structure of the essay
In addition to the introduction, conclusion and list of reference sources, the
main content consists of 3 parts:
Part 1: THEORETICAL FRAMEWORK OF COMPETETIVE STRATEGY
Part 2: ANALYSIS OF HOA SEN GROUP
Part 3: HOA SEN GROUP‟S COMPETITIVE STRATEGY FOR THE
PERIOD 2011-2015
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PART I: THEORETICAL FRAMEWORK OF COMPETETIVE STRATEGY
I. STRATEGY CONCEPT AND STRATEGIC MANAGEMENT
1. Strategy concept
Strategy is the process of identifying long-term goals of the enterprise, or
how to choose the direction and allocation of necessary resources to implement the
objectives.
2. Strategic management
Strategic management is the process: scan internal and external environment
of the organization at present and future:
- Establish goals and tasks should pursue.
- Plan for implementing and supervising the implementation of strategies to
help entrepreneurs to effective resources and their potential to achieve the
desired objectives.
II. THE BUSINESS VISION
The mission statement describes the company's business vision, including the
unchanging values and purpose of the firm and forward-looking visionary goals that
guide the pursuit of future opportunities.
Guided by the business vision, the firm's leaders can define measurable

financial and strategic objectives. Financial objectives involve measures such as
sales targets and earnings growth. Strategic objectives are related to the firm's
business position, and may include measures such as market share and reputation.




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Source: Fred R. David
Figure 1.2.1: Model of Strategic Management .
1. Identify current tasks, objectives and strategies of the organization

This is a reasonable starting point in strategic management because the
current situation of the company can help eliminate some of the strategies, or even
help select specific action. Every organization has the tasks, goals and strategies,
even when these factors are not set or no formal communication.
Review of
business
tasks
Distribut-
ion of
resources
Identify tasks,
objectives and
current strategy

Proposed
policies

Formul-
ate and
select
strategies
Measure-
ment and
perfor-
mance
evaluation
Establish
ing long-
term
goals

Set annual
goals.


Scan of the external
environment to
identify opportunities
and threats.
Scan of the internal
environment to
identify the
strengths and
weaknesses

Feedback
Feedback
Strategy
formation
Strategy
implement
Strategy
evaluation
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2. Business mission
Business mission creates the priority, strategies, plans and assignment. This
is a starting point for establish the management especially in management structure.
It allows the firm to have outline of direction and set up the targets.
3. Research on business environment

Researching the activities of firm concentrate on identify and assess the
tendency and events beyond of the sole firm. It is divided two types: macrosscopic
and demonstrator environment.
III. STRATEGY FORMULATION AND SELECTION.
According to Fred R. David, strategic management process includes three
stages: strategy formation, strategy implementation and strategy evaluation
1. Long-term goals establishment
The long term goal expressed the expected results of the pursuit of that
strategy. The strategy indicates the measures to achieve long-term goal. The time
frame for objectives and strategies must be consistent each other, usually from 2 to
5 years.
Each target is often accompanied by a period and associated with some
indicators such as growth of capital, revenue growth rate of consumption, the level
of profit, market share, extent and nature of the combination Longitudinal
2. Strategy formulation and selection.
The process of formation and selection strategy consists of four stages:
2.1. Stage 1: Data input
This phase summary of basic information has been entered necessary for the
formation of strategies. During this period, we will build the matrix: Internal Factor
Evaluation Matrix, External Factor Evaluation Matrix, the matrix evaluation
of external factors and Competitive Profile Matrix, The SWOT Matrix