setting business strategy of an phuoc garment company in local market pdf

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SETTING BUSINESS STRATEGY OF AN
PHUOC GARMENT COMPANY
IN LOCAL MARKET

Group No.: 8





Nguyen Duy Phuong
Pham Quang Tien
Lam Quang Tuan
Trinh Anh Duc

Ho Chi Minh City


TABLE OF CONTENT
Acknowledgement

1

Abstract

2

Introduction

14

 Statement of the Problem
 Objectives of the Study
 Research Methodology
 Research Scope and Limitations
 The Conceptual Framework of Study
 Structure of Research Study
Chapter 1: The literature of business strategy and
strategic management

18

1.1. An overview on strategic management literature

18

1.1.1 Concepts of strategy

18

1.1.2 Strategy at Different Levels of a Business

19

1.1.3 Strategic management

20

1.1.3.1 Strategic Analysis

22

1.1.3.1.1 PEST analysis

22

1.1.3.1.2 Porter's Five Forces

24

1.1.3.1.3 The EFE (External Factor Evaluation) Matrix

25

1.1.3.1.4 The IFE (Internal factor evaluation) Matrix

27

1.1.3.1.5 The SWOT
(Strengths, Weaknesses, Opportunities and Threats) Matrix

28

1.1.3.1.6 Strategic Position & Action Evaluation (SPACE) Matrix

30


BUILD UP BUSINESS STRATEGY OF AN PHUOC COMPANY IN LOCAL MARKET

1.1.3.1.7 CPM (Competitive Profile Matrix)

32

1.1.3.2 Strategic Choice

33

1.1.3.2.1 Quantitative Strategic Planning Matrix (QSPM)

33

1.1.3.3 The literature on strategy implementation

34

1.1.3.3.1 Operational management

35

1.1.3.3.2 Marketing management

35

1.1.3.3.3 Human resource management (HRM)

38

1.1.3.3.4 Financial management

40

1.1.3.3.5 Research and development (R&D)

40

1.1.4 Models of strategic planning and strategy implementation

42

1.2. Types of strategy

42

1.2.1 Intensive strategies

42

1.2.1.1 Market Penetration

43

1.2.1.2 Market Development

43

1.2.1.3 Product Development

44

1.2.2 Diversification strategies

45

1.2.2.1 Concentric Diversification

45

1.2.2.2 Conglomerate Diversification

45

1.2.2.3 Horizontal Diversification

46

Chapter 2: Analysis and assessment on
current operations situation of An Phuoc company

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47

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2.1. About company

47

2.1.1 Establishment and development

47

2.1.2 Operations, Domestic and Foreign market, Production capacity

48

2.1.2.1 Company operations

48

2.1.2.2 Domestic market

49

2.2.1.3 Foreign market

49

2.1.2.4 Capacity of production

49

2.1.3 Trading, Retailing and Awards

51

2.1.4 Company obligations

53

2.1.5 Company goals

53

2.1.6 Organization Structure

53

2.1.6.1 Board of directors

53

2.1.6.2 Functional departments

54

2.1.6.2.1 Personnel and administration department

55

2.1.6.2.2 Sales department

55

2.1.6.2.3 Import export department

55

2.1.6.2.4 The Planning department

55

2.1.6.2.5 Accounting and financial department

55

2.1.6.2.6 Quality control department

56

2.1.6.2.7 Product and R&D Department

56

2.1.7. Manufacturing Process and Technology

57

2.1.8. The current production information of An Phuoc company

59

2.1.8.1 Technology

59

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2.1.8.2 Segmentation and target market

60

2.1.8.2.1 To Men

60

2.1.8.2.2 To Women

61

2.1.8.3 Product

62

2.1.8.4 Price

69

2.1.8.5 Promotion

70

2.1.8.6 Distribution

71

2.1.8.7 Marketing and sales

73

2.1.8.8 Materials Management

74

2.1.8.9 Research & Development (R&D)

74

2.1.8.10 Human Resource Management

76

2.2 The necessary of building
the business strategy in local market of An Phuoc.

77

2.2.1 The competition situation of garment in local market

77

2.2.2 The necessary of building
the business strategy in local market of An Phuoc company.

78

Chapter 3: Building – proposing solutions for deployment
business strategy of An Phuoc company in local market

79

3.1 Macro Environment Analysis

79

3.1.1 Markets of Vietnam's garment and textile products

79

3.1.1.1 The export market

79

3.1.1.1.1 Market share of Vietnam in the world garment and textile industry

79

3.1.1.1.2 Vietnam Textile & garment export turnover

80

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3.1.1.1.3 The property structure of Vietnamese export companies

81

3.1.1.2 Domestic market

82

3.1.1.2.1 The consumption value of local garment market.

82

3.1.1.2.2 The sources of supply to local garment market

83

3.1.2 Analysis of macro - economic factors affecting
the production and trading of garment - PEST matrix

85

3.1.2.1 Economic factors

85

3.1.2.1.1 Gross Domestic Product (GDP)

85

3.1.2.1.2 Inflation rate

86

3.1.2.2 The socio-cultural and demographic factors

88

3.1.2.3 Technology factors

89

3.1.2.4 The political and laws factors

91

3.1.2.5 The environmental factor

91

3.1.3 Five forces of Michael Porter - Analyzing the competitive
pressures to garment industry and An Phuoc company

92

3.1.3.1 Pressure from customers

92

3.1.1.2 Pressure from distributors

94

3.1.1.3 Pressure from substitute product

95

3.1.1.4 Pressure from Suppliers

95

3.1.1.5 Pressure from local and foreign Competitors

96

3.1.4 EFE Matrix

100

3.2 Micro- Environment Analysis

104

3.2.1 Current micro – environment analysis in An Phuoc company

104

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3.2.2 IFE Matrix

104

3.3 SWOT Matrix in An Phuoc company case

106

3.4 SPACE Matrix in An Phuoc case

108

3.5 CPM (Competitive Profile Matrix)

109

3.6 QSPM Matrix – Strategies are selected based on
priorities and timing requirements

109

3.7 Fundamental solutions and proposals to
business strategy implementation of An Phuoc company

111

3.7.1 Capital

111

3.7.2 Human resource

112

3.7.3 Marketing solutions

113

3.7.3.1 Products

113

3.7.3.2 Price

115

3.7.3.3 Distribution channels

115

3.7.3.4 Promotion- Marketing organization

116

3.7.4 Information Technology

117

CONCLUSION

118

REFERENCES

122

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LIST OF FIGURES

Figure 1.1: Levels of strategy
Figure 1.2: A thorough strategic management process
Figure 1.3: A graphical representation of Porters Five Forces
Figure 1.4: SWOT matrix
Figure 1.5: Space matrix model
Figure 1.6: CPM model
Figure 1.7: The Selling and Marketing Concepts
Figure 1.8: The Marketing Management Process
Figure 1.9: Model of strategic planning and strategy implementation
Figure 2.1: Head office of An Phuoc Garment - Embroidery - Shoes Co., Ltd
Figure 2.2: Network of factories of An Phuoc garment company
Figure 2.3: Pictures of factories & production procedure of An Phuoc
Figure 2.4: Pictures of award and cup of An Phuoc company
Figure 2.5: Organization structure of An Phuoc garment company
Figure 2.6: Manufacturing Process of An Phuoc Company
Figure 2.7: Some product lines of Men‟s collection of An Phuoc
Figure 2.8: Some product lines of Women‟s collection of An Phuoc
Figure 2.9: The Trade Mark of An Phuoc Products

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Figure 2.10: Price list of An Phuoc‟s product line in 2010
Figure 2.11: The Distribution of shops of An Phuoc
Figure 3.1: SPACE Matrix of An Phuoc

Figure 3.2: Suggested Structure of the Marketing Department

LIST OF CHARTS
Chart 2.1: Proportion of consumption in local market
Chart 2.2: Revenue structure of An Phuoc
Chart 2.3: Revenue structure of An Phuoc in 2010
Chart 2.4: Proportion of production capacity of An Phuoc in 2010
Chart 2.5: Proportion of turnover of An Phuoc in 2010
Chart 2.6: Proportion of consumption between An Phuoc and Pierre Cardin brand name
Chart 2.7: Proportion of consumption in market among product lines of An Phuoc
Chart 3.1: Market share of Vietnam garment industry in the world in year 2010
Chart 3.2: Vietnam Textile & garment export turnover (USD ml)
(period of 2007-10 first months of 2011)
Chart 3.3: The property structure of Vietnamese export companies in 2010.
Chart 3.4: The consumption value of local garment market from 2004 to 2100
and estimate to 2015.
Chart 3.5: The sources of supply to local garment market.
Chart 3.6: GDP Vietnam in the period time of 1998-2011
Chart 3.7: Vietnam GDP Growth Rate chart from 1996 to 2011
Chart 3.8: Inflation rate of Vietnam in the period time of 1999-2011.
Chart 3.9: Vietnam GDP per capita in the period time of 1998-2011.
Chart 3.10: Structure of market segment in local market.

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LIST OF TABLES

Table 2.1: Sales Revenues of Garment Sector of An Phuoc
Table 3.1: Strengths and weaknesses of key competitors in local market.

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Appendix
Appraisal forms
 Appraisal form of importance rating
 Appraisal form of response rating
 Appraisal form of attractiveness score to market penetrating strategy
 Appraisal form of attractiveness score to market development strategy
 Appraisal form of attractiveness score to product development strategy
 Appraisal form of attractiveness score related to low- cost strategy
 Appraisal form of importance rating to competitive factors in CPM matrix

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LIST OF ABBREVIATIONS
EFE : Extornal Factors Evaluation matrix
GDP : Gross Domestic Product
IFE : Internal Factors Evaluation matrix
SWOT : Strengths – Weaknesses – Opportunities – Threatens
S/O : Strategy to use Opportunities by using strengths
S/T : Strategy to use strengths to overcome Threats
USD : United States Dollar
VND : Viet nam currency
W/O : Strategy to use opportunity to fix Weaknesses
W/T : Minimize weaknesses to avoid Threats
WTO : World Trade Organization

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ACKNOWLEDGEMENT

We would like to express our most sincere gratitude to all Professors of
Griggs University (U.S.A) and Ha Noi National University (Vietnam) for genuine
and valuable guidance for our study. We also would like to express our thanks to the
Committee Members who help us to make our research more appropriate.

Sincere thanks are extended to:
Mrs Nguyen Thi Dien, Director of An Phuoc Garment Embroidery
and Shoes Company Ltd,
Mrs Phung Thi Hong Huong - No.2 factory Manager
Mrs Nguyen Thi Tuyet Van - No.4 factory Manager
Mr Tashima

- Tan Binh factory Manager

Mr Tran Duc Thinh

- No.6 factory Manager

And Managers, Staffs of other departments for their help in understanding
An Phuoc‟s operation and future directions.
We would like to thank all faculty members, staff and friends at Griggs
University (U.S.A) and Ha Noi National University (Vietnam) for their help during
the time of study in Hochiminh city.
Last but not least, we greatly express our endless love to our parents and
family members for their love and warm encouragement, without which we could
have never completed this study.

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ABSTRACT
The Vietnam‟s garment industry generates one of the highest export
turnover thanks to the low labor cost and optimization of technology in-use.
Recently, the export turnover has been stagnant due to the affects of the world and
regional financial crisis and the growing competition of other low-cost countries
in the region.
This research study is undertaken to assess An Phuoc garment embroidery
and shoes company‟s operations under the condition that many garment
enterprises have now started to pay attention to the domestic market as an
alternative to enhance its survival chance and development. On the basis of
analyzing the external and internal factors including competition, production, and
consumption, this study tries first to identify the opportunities and threats,
strengths and weaknesses of the company, and finally gives some suggestions
related to business strategy of the company. A conclusion that can be drawn from
the study is that the company needs to develop a comprehensive strategy to
compete and develop in the domestic market.

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INTRODUCTION
Statement of the Problem
Garment industry has always played an important role in supplying the
clothes demand for mankind. This industry has high speed change in technology
and is labor intensive. In particular, it brings the high proportion in export turnover

for the countries having cheap labor cost.
Vietnam now has over 2,400 garment companies. With the cheap labor cost,
the Vietnamese garment manufacturers also have the advantage in export trading
and obtained many subcontracts from foreign countries. As a result, most of
garment manufacturers are the subcontractors for foreign customers, leaving the
local market unattended. As a matter of fact, the Vietnamese garment industry only
meets a small proportion of the domestic‟s demands, the remainder is supplied with
imported garment from foreign countries such as China, Thailand and Korea.
However, this situation is changing.
Most recently, due to the fierce competition from other countries in the
region such as China, Bangladesh, the low labor cost is no longer Vietnam‟s
competitive strength and the financial crisis of United of America, European
countries which resulted in a sharp drop in the Vietnam‟s export rate in the 2010s.
In addition, the import tariff had been removed from 2003 and 2006 among ASEAN
country member‟s markets and the joining to WTO in 2006 had created even fiercer
competition in foreign and domestic markets. These trends have forced Vietnamese
garment companies to pay more attention to the domestic market for survival and
development.
In recent years, the living standard is more and more improved, so the
demand of garment also increases. The ready-made garments with diversified style
and fashionable models have met the current demands of customers. As a result, the
local garment market has got the remarkable points of development.

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With a population of nearly 90 million, Vietnam is a great internal market for
garment products. Moreover, Vietnam now has entered the “Golden Population
Structure” period, an opportunity that happens only once in the history of
demography of each nation and will make a contribution to the country‟s social and
economic

development.

( />
structure-period-c1069n20110617114303468.htm).
Local market is really the big and attractive market with the high-speed
development. Thus, the foreign companies try to penetrate Vietnam market with the
famous brand name such as Armani, Lacoste, D&G, Espirit, Polo, Nike, Adidas,
Arrow, Alain Delon, Valentino and so on. The quantity of garment enterprises
penetrating the local market is increasing fast. The numbers of local garment
companies have been building their own brand name such as May 10, Viet Tien,
Nha Be, Saigon 2, Viet Thang and so on. The distribution network has been
widened through the network of showrooms, fashion shops, agents.
An Phuoc garment embroidery and shoes company (An Phuoc) is a
private company, established in 1997, to produce garment product such as jackets,
pants, children clothes, underwear and sport shoes. In this respect, An Phuoc is one
successful garment companies in Vietnam, especially in Ho Chi Minh City
(HCMC). As its main activities, An Phuoc undertakes garment subcontracts for
foreign partners and produces garment products for export and domestic
consumption. Its products are exported to many countries in North America, Europe
and Asia. However, like many other garment companies, drastic changes in the
external business environment compel An Phuoc to look inward and try to expand
its market share in the local market for further survival and development. Thus,
there is a necessary need for studying its market in terms of business strategy, which

could help company exploit its competitive advantages to cope with the other bigger
competitors and be the successful leader in the local garment market.

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Objectives of the Study
 To assess the opportunities and threats regarding the possibility of expanding
market for the An Phuoc company.
 To assess the strengths, weaknesses, competitive competence, current sales and
marketing activities, the target market and customer of An Phuoc.
 Based on the practical figures and data analysis, a proper business strategy is set
for An Phuoc in local market.
Research Methodology
Secondary data
 Reports and articles about the garment industry published in the local
newspapers, journals, magazines.
 Reports of General Statistical Office, Vietnam National Textile & Garment
Corporation (VINATEX) and others.
 Reports from An Phuoc.
Primary data
 In-depth interviews and discussions with the sales manager, factory manager and
other functional managers of An Phuoc.
Research Scope and Limitations
 An Phuoc has operations involving different sectors in domestic as well as

overseas markets. However, the research focused only on garment activity
domestically.
 The garment market encompasses an array of garment products from imported,
home-sewer-made and local companies sources, however, the research
concentrated typically on the local company-made garment.
 An Phuoc has wide range of garment products, but only some kinds of them
(shirts, trousers, kaki pants, vest) are chosen as representative for this research.
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The Conceptual Framework of Study
COMPANY MISSION and GOALS

EXTERNAL ANALYSIS
Opportunities, threats

INTERNAL ANALYSIS
Strengths, weaknesses

Problems Identification
MATRIX ANALYSIS
 Findings
 Analysis

RECOMMENDATIONS TO IMPROVE

BUSINESS STRATETY TO IMPLEMENTATION.

Structure of Research Study
CHAPTER 1:

THE LITERATURE OF BUSINESS STRATEGY AND STRATEGIC
MANAGEMENT

CHAPTER 2: ANALYSIS AND ASSESSMENT ON CURRENT OPERATIONS
SITUATION OF AN PHUOC COMPANY.
CHAPTER 3: BUILDING –

PROPOSING SOLUTIONS

FOR

DEPLOYMENT

BUSINESS STRATEGY OF AN PHUOC COMPANY IN LOCAL
MARKET.

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CHAPTER 1: THE LITERATURE OF BUSINESS

STRATEGY AND

STRATEGIC MANAGEMENT
1.1 An overview on strategic management literature
1.1.1 Concepts of strategy
Johnson and Scholes (Exploring Corporate Strategy) define strategy as follows:
"Strategy is the direction and scope of an organisation over the long-term:
which achieves advantage for the organisation through its configuration of
resources within a challenging environment, to meet the needs of markets and to
fulfil stakeholder expectations".
In other words, strategy is about:
 Where is the business trying to get to in the long-term (direction)
 Which markets should a business compete in and what kind of activities are
involved in such markets? (markets, scope)
 How can the business perform better than the competition in those markets?
(advantage)?
 What resources (skills, assets, finance, relationships, technical competence,
facilities) are required in order to be able to compete? (resources)?
 What external, environmental factors affect the businesses' ability to
compete? (environment)?
 What are the values and expectations of those who have power in and around
the business? (stakeholders)
Nowadays, concepts of strategy is increasingly complicated and multifaceted, which, together with the impact of drastic changes in the macro
environment, is forcing companies to establish different strategies to respond to
them very quickly (Lin et al., 2007). Setting up strategy is an important thing in any
organization. It is the understanding an industry structure and dynamics,
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determining the organization's relative position in that industry, and taking
action to either change the industry's structure or to the organization's position to

improve organization results‟ (Oliver, 2001, 7 cited in Johnson, 2006). And John
(2006) further defines that it is about choices, which we are, what we want to be,
and how we accomplish that. Put simply, strategies are means to ends (Thompson et
al., 2005). According to Johnson (2006), „It is not enough to have a strategy of
being as good as the competition; one must have a strategy to be innovative,
different, better, and with a sustainable competitive advantage‟. Mintzberg (1987
cited in Johnson, 2006) believes that „If the strategy is solid, a company can make
some tactical errors and still come out on top‟.
1.1.2 Strategy at Different Levels of a Business
Strategies exist at several levels in any organization - ranging from the
overall business (or group of businesses) through to individuals working in it.
Corporate
Group

Corporat
e level

Business
Unit level

Functional
level

Business Unit

Business Unit

Business Unit

Operational
management

Human
Resource
Management

Research and
Development

Marketing

Research

Budgeting

Procedures and
processes

Experiments

Advertising

Design

Financial
management

Recruitment

Cash flows

Allocating
resources

Training and
Development

Investment
mobilization

Delivery

Production

Performance
management

Sponsorship and
investment

Registration

Distribution
channels

Quality control

Compensation
and Benefits

Cost

Technology

Distribution
network

Service centre

Corporate
policies

Financial
statements

Products

Communication

Customer
service

Corporate
Culture

Share values

Figure 1.1: Levels of strategy
(Source: Hannagan, 2005)

Corporate Strategy - is concerned with the overall purpose and scope of the
business to meet stakeholder expectations. This is a crucial level since it is heavily
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influenced by investors in the business and acts to guide strategic decisionmaking throughout the business. Corporate strategy is often stated explicitly in a
"mission statement".
Business Unit Strategy - is concerned more with how a business competes
successfully in a particular market. It concerns strategic decisions about choice of
products, meeting needs of customers, gaining advantage over competitors,
exploiting or creating new opportunities etc.
Functional strategy - is concerned with how each part of the business is
organized to deliver the corporate and business-unit level strategic direction.
Operational strategy therefore focuses on issues of resources, processes, people.
1.1.3 Strategic management
„The study of strategic management is one of the most important issues in all
business areas, since every decision made by an organization's managers has

strategic implications, and people at every organizational level have a role to play in
developing, implementing and changing the organization's strategies‟ (Chen, 2005).
Hannagan (2005, 131) defines that „strategic management consists of decisions and
actions used to formulate and implement strategies that will provide a competitively
superior fit between the organization and its environment to enable it to achieve
organizational objectives‟.
Strategic management thus includes three following key content:
 Establishing strategic goals, defining corporate missions and visions
 Strategic planning on how to achieve corporate objectives
 Implementing intended plans: an organization needs to allocate
resources, utilize means and equipments, and determine tactics to
achieve established goals and plans

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A major part in strategic thinking on developing business operations and
corporate performance is managers‟ ability to build a deliberate plan of actions
which aims at achieving established objectives. Nevertheless, the process of strategy
implementation is also influenced by other business environmental factors such as
increased service demands, advanced technology which shortens product life cycles
and lessens emergent impacts of the high competition. Furthermore, internal
corporate policies such as revising and establishing new business goals can initiate
changes in constructing directions and goals. At the same time, an organization
needs to pursue its short term business objectives while aligning its planning and

execution practices with the long-term strategy. Accordingly, strategic management
has implications regarding managers‟ being accountable for each decision made and
their considerations on making appropriate adjustments to pursue either the intended
strategy or a new direction ahead. Similarly, strategic management is also referred
to as methods of organizing and controlling functional operations as well as
allocating and coordinating corporate departments and resources. Correspondingly,
the relationship status between business functions, corporate departments and
organizational resources has significant impacts on the effectiveness of strategic
management process. . In practice, a thorough strategic management process has
three main components, shown in the figure below:

Figure 1.2: A thorough strategic management process
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1.1.3.1 Strategic Analysis
This is all about the analyzing the strength of businesses' position and
understanding the important external factors that may influence that position. The
process of Strategic Analysis can be assisted by a number of tools, including:
1.1.3.1.1 PEST analysis
PEST Analysis is a simple but important and widely-used tool that helps to
understand the big picture of the Political, Economic, Socio-Cultural and
Technological environment the organization operating in. PEST is used by
business leaders worldwide to build their vision of the future.
(Source: />Using the tool is a three stage process:



Firstly, brainstorm the relevant factors that apply to, using the prompts below.



Secondly, identify the information that applies to these factors.



Thirdly, draw conclusions from this information.

Political:


Government type and stability.



Freedom of press, rule of law and levels of bureaucracy and corruption.



Regulation and de-regulation trends.



Social and employment legislation.



Tax policy, and trade and tariff controls.



Environmental and consumer-protection legislation.



Likely changes in the political environment .

Economic:


Stage of business cycle.

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

Current and projected economic growth, inflation and interest rates.



Unemployment and labor supply.



Labor costs.



Levels of disposable income and income distribution.



Impact of globalization.



Likely impact of technological or other change on the economy.



Likely changes in the economic environment.

Socio-Cultural:


Population growth rate and age profile.



Population health, education and social mobility, and attitudes to these.



Population employment patterns, job market freedom and attitudes to work.



Press attitudes, public opinion, social attitudes and social taboos.



Lifestyle choices and attitudes to these.



Socio-cultural changes.

Technological Environment:


Impact of emerging technologies.



Impact of Internet, reduction in communications costs and increased remote
working.



Research & Development activity.



Impact of technology transfer.

1.1.3.1.2 Porter's Five Forces
One famous and useful method which used to analyze at an industry level is
Five Forces. The model of pure competition implies that risk-adjusted rates of
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return should be constant across firms and industries. Michael Porter
provided a framework that models an industry as being influenced by five forces
which include: bargaining power of customers, the bargaining power of suppliers,
the threat of new entrants, and the threat of substitute products -- combined with
other variables to influence a fifth force, the level of competition in an industry.
Each of these forces has several determinants.
1.1.3.1.3 The EFE (External Factor Evaluation) Matrix.
The EFE matrix is the strategic tool used to evaluate firm existing strategies,
EFE matrix can be defined as the strategic tool to evaluate external environment or
macro environment of the firm include economic, social, technological,
government, political, legal and competitive information. The EFE matrix is similar
to IFE matrix the only difference is that IFE matrix evaluate the internal factors of
the company and EFE matrix evaluate the external factors. The EFE matrix consists
of following attributes mentioned below.

External Factors: External factors are extracted after deep analysis of
external environment. Obviously there are some good and some bad for the
company in the external environment. That‟s the reason external factors are divided
into two categories opportunities and threats.
Opportunities: Opportunities are the chances exist in the external
environment, it depends firm whether the firm is willing to exploit the opportunities
or maybe they ignore the opportunities due to lack of resources.
Threats: Threats are always evil for the firm, minimum no of threats in the
external environment open many doors for the firm. Maximum number of threats
for the firm reduces their power in the industry.
Rating: Rating in EFE matrix represents the response of firm toward the
opportunities and threats. Highest the rating better the response of the firm to
exploit opportunities and defend the threats.
There are some important points related to rating in EFE matrix.
CAPSTONE PROJECT REPORT

GROUP 8
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