SOME APPLICATIONS OF THE INTERNET FOR LANGUAGE LEARNING

MINISTRY OF EDUCATION AND TRAINING
HA NOI UNIVERSITY OF BUSINESS AND TECHNOLOGY
DEPARTMENT OF ENGLISH MAJOR
*****

GRADUATION ASSIGNMENT
TOPIC: “ SOME APPLICATIONS OF THE INTERNET FOR
LANGUAGE LEARNING”

STUDENT: NGUYEN THI TRANG
GROUP: TA 17.06
CODE: 12107745
UNIT: 2012 - 2016
SUPERVISOR: VI THI HONG NGAN, M.A

HANOI, 2016

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MINISTRY OF EDUCATION AND TRAINING
HA NOI UNIVERSITY OF BUSINESS AND TECHNOLOGY
DEPARTMENT OF ENGLISH MAJOR
*****

GRADUATION ASSIGNMENT
TOPIC: ‘ BUILDIN G BUSINESS STRATEGY FOR
DOMESTIC MARKET OF MINH ANH GARMENT COMPANY
IN PERIOD OF 2016-2020”

STUDENT: PHAM THI HOA
GROUP: TA 17.04
CODE: 12104475
UNIT: 2012 - 2016
SUPERVISOR: NGUYEN THI PHUONG, M.A

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HANOI, 2016
TABLE OF COTENTS

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LIST OF FIGURES, TABLES
Figure 1.1: Strategy Management Process...........................................................6
Figure 1.2: Porter’s Five Force Model..................................................................7
Figure 1.3: Structure of Minh Anh Garment Company Limited........................12
Table 1.1: PEST analysis......................................................................................7
Table1.2: Situation of the company’s capital.....................................................15

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ACKNOWLEDGEMENTS
After a period of research with the hard work, I have completed the subject. I

guarantee the result presented in this paper is true and has not been published in any
other work. The data published in my paper is taken from the research, and
statements from the article of organizations and individuals consulted and used as
prescribed.
In the process of implementing my graduation paper, I have received lots of
help, encouragement and experiences from teachers. Especially, my graduation
subject now is completed successfully thanks to all teachers’ support in Hanoi
University of Business and Technology.
First of all, I would like to express my gratitude to my supervisor, Ms.
Nguyen Thi Phuong, who has generously given me invaluable assistance and
guidance. Without her help, my research would have never been successfully
completed.
Besides , my sincere thank is also extended to all staff of Minh Anh Garment
Limited Company who assisted me, providing data and useful information enabling
me to complete this subject.
Last but not least, I am grateful to my family and friends who have given me
much encouragement during the time I carry out this paper.
Hanoi,2016

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INTRODUCTION

1. Rationale & Objectives of the study
Garment industry has long been strength of export of Vietnam, with
abundant labor resources and lower labor costs than other countries in the
region.Vietnamese textile industry was approved development strategy up to 2016
and orientations to 2020 by the Government. Vietnam aims to develop textile and
garment industry to become one of the key industries, meet the increasing domestic

demand, create more jobs for the society, improve competitiveness and strong
regional and global economic integration. Therefore, the development of garment
industry in the future will be given priority.
However, due to the impact of the world economic crisis, the European
countries fall into the state of sluggish economic growth, unemployment rate in the
United States was reduced but still high, the world’s leading economies cannot
escape this trend, strengthening the development of domestic economy is becoming
popular in the world. Therefore, export market of Vietnam’s garment industry will
gradually be reduced. Companies in the industry will be more competitive to get
orders. Minh Anh Garment Co., Ltd is no exception in the garment industry.
However, the company’s outsourcing customers mainly come from countries like
the Czech Republic, Germany, with the economic and political situation of Eastern
Europe, it will not be a source of sustainable, long - term orders for the
development of the company. Therefore, Minh Anh Garment Co., Ltd needs to
figure out a new business strategy for its development. This is the reason why I
decided to carry out the research entitled: “Building business strategy for
domestic market of Minh Anh Garment Limited Company in period of 2016 2020”.
Objectives of the study
The study is intended to:
- Analyze the business strategy for domestic market of Minh Anh Garment
Co., Ltd.
- Propose solutions and recommendations for the development of Minh Anh
Garment Co., Ltd.
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2. Aims of the study
In this context, every business needs to develop a strategy for their business
on the domestic market to help maximize the competitive advantage compared to
their competitors won market and high profits. Therefore the main purpose of the

project is to build a viable competitive strategy and in line with Minh Anh Garment
Co., Ltd.

3. Scope of the study
Minh Anh Garment Co., Ltd has run business for overseas outsourcing,
products for the domestic market. However, within the scope of this report, I focus
on the analysis of the domestic market and business strategy for the domestic
market of Minh Anh Garment Co., Ltd.

4. Method of study
- Using analysis tools as the External Factor Evaluation (EFE) matrix, the
Internal Factor Evaluation (IFE) matrix, PEST analysis, Five Forces of Michael
Porter, SWOT to select business strategy.
- Source: Secondary materials as articles, report, books, and Internet
resources.

5. Research question
The study will explore the following issues:
- What is the business strategy for domestic market of Minh Anh Garment
Co., Ltd?
- What are the suggested solutions and recommendations for the
development of Minh Anh Garment Co., Ltd?

6. Structure of the study
Beside the introduction and conclusion part, the main content of this paper
will be presented via three chapters:
Chapter 1: Theoretical background
Chapter 2: Analysis on business situation and business strategy for domestic
market of Minh Anh Garment Co., Ltd

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Chapter 3: Strategy selection and solutions for domestic market of Minh Anh
Garment Co., Ltd during the period of 2016 - 2020
CHAPTER 1 - THEORETICAL BACKGROUND

1.1. The concept of business strategy
Strategy is a popular term used in both daily life and business. In
management, it is defined as actions taken by general managers to create the major
intended and emergent initiatives. This includes utilizing resources, enhancing the
performance of companies in their external environment. In the other words it can
be said as: “Strategy is a series of actions taken by an organization or individual in
order to achieve organizational goal”.(From Grigg University).
Business strategy commonly relates to a business’s objectives, which is
central in implementing a strategy. However, business strategy tends to focus on
assessing its competitors and setting goals to meet all existing and potential
competitors in the market. It relates to decisive choices such as product selection,
customer satisfaction, taking advantages over rivals and exploiting new
opportunities, etc.... According to Fred R. David (2011, Strategic management): “
Strategic management relates to decision making of product selection, meeting
customer

demand,

taking

advantages

over

rivals

and

exploiting

new

opportunities...”. He also added: “Strategic management is a tool to achieve long
term goals”.
Strategic management is the “art and science of formulating, implementing,
and evaluating cross - functional decisions that enable an organization to achieve its
objectives” (Fred R. David - 2011, Strategic management - Concepts and cases,
13th edition, Pearson).

1.2. Levels of strategy
In a large company, the business activities are unlikely run by one single
individual. A division of responsibility in strategic decision is therefore quitelogical.
Management writers have splitted strategic decisions into three levels:
CORPRATE STRATEGY

BUSINESS STRATEGY

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FUNCTIONAL
STRATEGY

1.3. Role of business
According to Arnold Anderson, the business strategy has several roles such
as:
- Customer retention: One of the quickest ways to lose customers is not to
have an effective business strategy in place for customer service. Develop a
program for following up on customers, and for staying in touch with customers to
make sure your products are suitable. Have sales people contact customers at least
once a month to discuss the customer’s business, and try to find new ways to help
the customer with your product.
- Resources: a good business strategy can assure that company resources are
used efficiently. Create business strategies that utilize all of your company resources
to help give your company a competitive advantage over the competition, develop
new products that maintain or increase your market share in the industry and give
you proprietary control over advancing technology in your industry.
- Company expansion: a good business strategy is the ability to explore
business opportunities outside of your standard business practice to help inspire
company expansion. By promoting vigorous marketing and engineering research
with business strategies focused on new company frontiers, you can help open up
new ideas for your company that could be loosely related to your current business.

1.4. Strategy Management Process
Strategy planning is the process of setting overall organizational objectives
and drafting strategic plans. It is a process of long-term planning. Setting ultimate
objectives for the firm is a necessary prelude to developing strategies for achieving
those objectives. Strategic planning, also called long-term planning, covers periods
from 1 to 20 years. Strategic planning is somewhat difficult because of uncertainty
about future conditions. Thus, long-term plans are more general and exclude
operational detail ( for example, functional aspects such as departmental budget
preparation, variance analysis, outsourcing decisions, material procurement budget
preparation, variance analysis, outsourcing decisions, material procurement, etc.)

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and short-term activity. Therefore, top-level management participation is a crucial
element of strategic planning. Strategic planning follows a formal six-step process:
Figure 1.1: Strategy management Process
Formulate the mission
Internal environment analysis
External environment
Setting up long-term objectives
Strategy analysis and selection
Implementing chosen strategy
Strategy evaluation

(Source: Fred R. David, Strategy management - Concepts and cases, 13th editions,
Pearson)

1.5. The firm’s external environment analysis
Opportunities and threats (the external environment) are identified by
considering macro-environment factors (economic, demographic, political, legal,

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social, cultural, and technical) and micro-environment factors (suppliers, customers,
distributors, competitors, and other competitive factors in the industry).
1.5.1. Macro-environment (PEST analysis)
There are many factors in the macro- environment that will affect the
decisions of the managers of any organization. Tax changes, new laws, trade

barriers, demographic change and government policy changes are well examples of
macro change. To help analyze these factors managers can categorize these using
the PESTEL model:

Table 1.1: PEST analysis
PEST ANALYSIS
POLITICAL
- Government Legislation - Employment
Law, Health & Safety, Environmental,
Industry Specific, etc
- Political Pressure Groups.
SOCIAL
- Consumer Tastes/Preferences
- Pressure Groups

ECONOMICAL
- State of National Economy
- State of Industry Sector - Decline/
Growth
- State of International markets
TECHNOLOGICAL
- Pace of technological change?
- New product development

(Source: www.ecommerce-now.com)
1.5.2. Industry analysis (Porter’s Five Force model)
Michael Porter (in January, 2008) provided a framework that models an
industry as being influenced by five forces. The strategic business manager seeking
to develop an edge over rival firms can use this model to better understand the
industry context in which the firm operates.

Porter reasoned that the stronger each factor becomes, the harder it is for
firms to negotiate a price increase to gain higher profit. The influence of 5 factors
varies over time together with the variation in industrial environment.
A constantly competitive environment has a strong and direct effect to a
firm’s production. In the process of analyzing the environment, it is important to
take note of the inter-relationship among the 5 factors:
Potential Entrants
Suppliers

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Buyers
Industry Competitors
Substitutes

Figure 1.2: Porter’s Five Force Model

(Source: M.E Porter Competitive strategy, New York, Free Press 1980)
According to Harvard Business Review’s summary of Michael E. Porter’s
Fivecompetitive factor model (issued in January, 2008), the factors are described as
followings:
(1) Threats of new entrants: identify the difficulties encountering by the new
entrants when entering the industries and the possible threats by these new entrants
to other firms in the industry.
(2) Threats of product substitutes: this implies the possibility in losing
customers to the similar products or services. If together with a lower price, the
cancel and transfer cost is relatively small, it will become a dangerous threat to the
firm.
(3) Power of consumers: this is the power in price bargaining and putting

pressure in lowering price of the consumers to a firm. If the consumers’ influence is
strong enough to fluctuated revenue and profit, they will hold a critical position in a
strategic implementation.
(4) Power of suppliers: Similarly to the power of consumers, if supplier is
influential enough to a firm to fluctuate their revenue and profit, they will also be a
crucial factor.

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(5) Intensity of rivalry among the competitors: Questions to ask: Is there an
intense rivalry among the competitors? Is there an outstanding competitor or are
they equally competitive to the firm?
1.5.3. The External Factor Evaluation (EFE) matrix
The EFE matrix allows strategists to summarize and evaluate economic,
social, cultural, demographic, environment, political, governmental, legal,
technological, and competitive information.
Regardless of the number of key opportunities and threats included in EFE
matrix, the highest possible total weighed score for an organization is 4.0, and the
lowest possible weighed score is 1.0.
A total weighed score of 4.0 indicates that an organization is responding in
an outstanding way to existing opportunities and threats in its industry. The firm’s
strategied effectively take advantage of existing opportunities and minimize the
potential adverse effects of external threats.
A total weighed score of 1.0 indicates that the firm’s strategies are not
capitalizing on opportunities or avoiding external threats.

1.6.The firm’s Internal environment analysis
1.6.1.Company resource
Analyzing internal environment defines strength and weakness of an

organization by interpreting information of recent achievements and unresolved
difficulties. Comparing to the analysis of external environment, it is easier to
acquire and there are more information relating to internal environment such as:
statement of liabilities, revenues, costs, system organization and management
model....
As a matter of fact, it is impossible to acquire a comprehensive and complete
evaluation of a business. Therefore, only a few major factors, which have the most
critical influence to the production of a firm, will be assessed. In order to achieve
this, the first thing is to outline these major factors which will be the representatives
of the internal environment.
- Financial capacity: Financial resource (cash, liabilities, bonds...) is the
main source of a business. Evaluating finance of a firm relies on economical
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standards such as: profit earned per dollar spent, liquidity of bonds, ability to pay
liabilities comparing to competitors and within the industry... By analysis these
information, it will be possible to define the strength and weakness of a business in
investment, finance and market share.
- Human resource capacity: Human resource is utmost important for
company’s success. Only effective people can contribute efficiency to the company.
Humane resource factor includes: Management board, profession and skills,
experience as a leader; suitable Organization’s structure and management; skills,
personality of employees, effective, and flexible policy for employees.
- Technology capacity and Production capacity: This section will examine a
firm’s facility in the research and development of product and technology. The
examination will look at the conditions to search for innovation, the distribution of
human, financial and technology resources and achieved results...
- Marketing capacity: it is necessary to analysis customer structure of the
business, the consumer segments with quality controls and price flexibility, product

variation, corresponding marketing method and any other supportive tools. Hence,
this report will compare the segments and provide instructions for implementing a
marketing strategy. It is also important to be attentive at the potential consumptions,
revenue, profit to revenue ratio, the variation of product quality, the popularity of
products and services, market share of the firm and effectiveness of previous
marketing campaign. Afterward, this report will examine the stability of the firm’s
supply to the market. In combination with the life cycle of a product, it is necessary
to manage researches and development of new products (new opportunities).
1.6.2.The Internal Factor Evaluation (IFE) matrix
The IFE matrix is a strategic management tool for auditing or evaluating
major strengths and weaknesses in functional areasof a business. IFE matrix also
provides a basis for identifying and evaluating relationship among those areas.
The IFE matrix together with EFE matrix is a strategy-formulation tool that
can be utilized to evaluate how a company is performing in regards to identified
internal strengths and weaknesses of a company.

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1.6.3. Setting up long-term objectives
Basing on the situation analysis, what should our new business be, in terms
of what products it will sell, where it will sell them, and how its products or services
will differ from its competitors? Long-term objectives represent the results expected
from pursuing certain strategies. The time frame for objectives and strategies should
be consistent usually from two to five years.
1.6.4.Strategy implementation
Overlooking

often

is

the

key

component

necessary

to

support

implementation: people, resources, and culture. All components must be in place in
order to move from creating the plan to activating the plan.
People: The first stage of implementing your plan is to make sure to have the
right people on board. The right people include those who have required
competencies and skills that are needed to support the plan. In the months following
the planning process, expand employee skills through training, recruitment, or new
hires to include new competencies required by the strategic plan.
Resources: You need to have sufficient funds and enough time to support
implementation. Often, true costs are underestimated or not identified. True costs
can include a realistic time commitment from staff to achieve a goal, a clear
identification of expenses associated with a tactic, or unexpected cost overruns by a
vendor. Additionally, employees must have enough time to implement what may be
additional activities that they aren’t currently performing.
Culture: Create an environment that connects employees to the
organization’s mission and that makes them feel comfortable. To reinforce the
importance of focusing on strategy and vision, reward success. Develop some

creative positive and negative consequences for achieving or not achieving the
strategy. The rewards may be big or small, as long as they lift the strategy above.

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CHAPTER 2 - ANALYSIS ON BUSINESS SITUATION FOR DOMESTIC
MARKET OF MINH ANH GARMENT LIMITED COMPANY

2.1. Introduction of Minh Anh Garment Limited Company
2.1.1. General introduction of the company
Name: Minh Anh Garment Limited Company
Director: Mr Vu Van Toan
Address: Pho Noi B Industrial Zone - Nghia Hiep - Yen My - Hung Yen
Tel: 0321.972.569

Fax: 0321.972.510

Number of business registration: 0502000077
Establishment: 24/04/2002
Tax code: 0900195432
Charter Capital: 30.000.000.000 VND.
2.1.2. Business lines
- Purchasing equipment, supplies and materials for the garment industry.
- Domestic garment production.
- Garment outsourcing for export.
2.1.3. Organization structure

The function departments set up in accordance with the operating
conditions of the Company.
Deputy Business Director
Deputy Production Director
Finance - Account
Administration Personal
Technical Department
Cutting Group
Apparel Team
KCS
Electrical engineering
Assembly
Import - Export
Director
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Figure 1.3: Structure of Minh Anh Garment Limited Company

(Source: Administrative personnel - Minh Anh Garment Company)

- The Director is the highest leader of the company. He decides all matters of
the company, is responsible before the law in all aspects of production and business,
and represents the interests of employees.
- Vice Managing Director is responsible for sectors under the control of
Director.
+ Deputy production director is responsible for production planning and
monitors the production process of the company.
+ Deputy business director is responsible for the importing and exporting
raw materials.

- Finance and Account Department is in charge of all financial matters of the
company and responsible for planning, recording, and promptly reporting activities
of the company.
- Administration - Personnel has the function of advising the Director on the
field of personnel, labor training, payroll, managing administrative policies and
issuing measures to help director control, inspect and urge the units in the company
to perform all policies by the directors.

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- Technical Department is responsible for acquiring technical documentation
and samples, construction processes, specifications and characteristics of the
product, making the model be applied in producing the right items that the client
requests.
- Import-Export actively seeking customers, source of goods and directly
signs contracts, the orders for partners, completes the paperwork for the orders.
- The production team organization and manages production under the
leadership of the team leaders.
+ Cutting Groups is responsible for cutting semi-finished products according
to design specifications given to that room.
+ Apparel Team brings the group of semi-transmission cut of garments for
the production of the finished products.
+ The KCS is responsible for checking the quality design of goods,
eliminating every non-standard technical parameter, wrong, faulty goods, then
delivering the completed.
+ Electrical engineering is responsible for monitoring, repairing and
maintenance of machinery.
+ Assembly Team makes note of the work of the production process, then
folds, packs, crates products then moves into the warehouse for customers to test

and deliver to the carrier, brings goods for export.
2.1.4. Primary products
Minh Anh is operating in 2 fields:
In foreign market, Minh Anh outsources products such as: Jeans, jacket,
waist coats for foreign countries such as: Germany, The Czech Rupublic, Japan.
With more than 10 years of experience in garment sector, Minh Anh has obtained
the belief of its partner, the Company always receives orders from 10 familiar
companies outsourcing.
In domestic market, with branch name VSTYLE, the company specializes in
manufacturing uniforms for primary, secondary, high schools and uniforms for
Companies in Hung Yen and neighbouring provinces and cities such as HaNoi, Hai
Phong, Nam Dinh and Ha Nam.... Besides, the company also produces fashion
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clothing for men and women for the major markets in neighboring provinces of
Hung Yen.
Therefore, the main products which bring almost revenue is student uniforms
for primary, secondary and high school, and uniforms for companies, offices in
Hung Yen and neighbouring cities and provinces.
Its target customers are students in primary, secondary, high schools and
companies, offices.
Because current revenue of domestic products is accounting for 80% of total
revenue, the domestic market is still potential in the context of the world economy
crisis, the declining of garment outsourcing orders. Besides, I have built the strategy
for garment outsourcing, but in this report, I chose the domestic market as a subject
to build its business strategy. Hereby, all information below belongs to domestic
market.

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2.1.5. Business results of Minh Anh Garment Co., Ltd
The capital of the company in recent years has significantly increased.
Table 1.2: Situation of the company's capital
(Unit: VND)
Year
Total capital
Fixed capital
Working capital
Source equity
Liabilities

2014
37,908,801,953
30,154,248,091
7,754,553,862
33,561,150,386
4,347,651,567

2015
38,951,876,865
30,462,707,453
8,489,169,412
34,188,061,728
4,763,815,137

(Source: Finance-accounting department - Minh Anh Garment Co., Ltd.)
The table shows that fixed capital increased from VND 30,154,248,091 in
2014 to VND 30,462,707,453 in 2015. Working capital increased from VND

7,754,553,862 in 2014 to VND 8,489,169,412 in 2015, an increase of VND
734,615,550. This proves that the company focused on expanding production, and
investing on buying machinery and equipment to improve production efficiency.
Liabilities rose less evident that the company is on the sales increased. Equity
increased to VND 626,911,342, indicating that the financial source of the company
is favorable.

2.2. External environment analysis
2.2.1. Political and legal environment
On July 30, 2012, the Government issued Decree No, 60/2012/ ND-CP
detailing the implementation of the Resolution No, 29/2012/QH13 of the National
Assembly enacted a number of tax policies to remove difficulty for organizations
and individuals. This Decree specifies the small and medium-sized enterprises in
the field of production, and processing: Agriculture, forestry, fisheries, textiles,
footwear, electronic components, and business using many construction workers.
Social and economic infrastructure will receive a 30% reduction of corporate
income tax in 2012.
Directive: 24/CT-TTG, the Prime Minister, dated 17/09/2012, on
strengthening the implementation of the campaign: “Vietnamese give priority to use
Vietnamese goods”. Accordingly, the Directive states: After 3 years of

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implementation, this campaign created strong initial movement in all classes of
people across the country and large trend selected goods in Vietnam.The results of
the campaign is not only contributing to the production and enhancing the prestige
of Vietnamese businesses but also has positive significance in the implementation of
measures to maintain stable production, ensure life of the people and maintain
economic development, social stability of the country, in condition of the negative

impact of the world economic crisis.
Deposit rates and lending: Strictly regulated and directed by the State bankon
interest rates, apply reasonable interest rates on the basis of interest rates and the
level of risk of the loan, details cost, minimizing management cost, advertising,
promotional and operating costs to have to cut interest rates in order to share
problems with borrowers.
2.2.2.Economic environment
Some impacts of global economy
According to the economists, the U.S, Eurozone EU and China which are the
dominant economic resources of the world, are the driving force to bring the world
economy out of recession. In a wider look, the world economy is in the period of
instability, from political instability in the Middle East, to the natural disaster in
Japan or the debt situation in the European countries and raising the ceiling debt in
the United States, high unemployment... Therefore, the reduction of unnecessary
costs is becoming the trend of countries, companies and people.
European debt crisis for more than two years are beginning to impact on the
key pillars of the countries using euro notes. While the French press said the
economy of the Germany began to decline, the UK and Germany press said that the
French economy is a ticking time bomb of Europe!
2.2.3. Socio-cultural environment
Population: Vietnam is the world’s 13th largest country in terms of
population. Currently Vietnam is in the period of the golden population structures,
this will be an opportunity for abundant labor resources and potential customers for
large companies, especially the fashion and garment industry.

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With golden population structure, the demand for apparel, fashion is great.
Moreover, the labor market will be the potential for the industry to serve the needs

of people as services, apparel.
Society: the popular items such as Chinese goods, with its quality, eyecatching design, various species and low price, previously occupied Vietnamese
consumer market. However, in recent years, many Chinese goods doesnot guarantee
quality test. Thewidespread trend to boycott Chinese goods also affected the
psychology of the Vietnamese consumer. Gradually, consumers are back to the
domestic products, the Made - in - Vietnam brands.
2.2.4. Scientific, technical and technology environment
Lean production in the garment industry: Lean, a solution to increase the
labor productivity, has been successfully applied in some businesses, to shorten
production time, delivery time, thereby saving costs, value added to the enterprise.

2.3. Industry analysis
2.3.1. Overview of domestic garment industry
Domestic consumers have many chose when clothing products are available.
Fashion market is always rich in style, design, materials, etc, for all ages, gender.
They are suitable for many people in different works, because companies not only
use domestic textile and apparel goods but also import goods from many countries
such as China, South Korea, Singapore, Thailand, and even Japan, the United State.
However, Vietnam products are still ranked behind China goods in customer’s
decision of purchasing.
Many Vietnamese fashion products with prettily goodmaterials are divided
into different market segments. The fashion for offices brand as NEM, Eva De
Eva,...get the trust as well as position in customer’s hearts by virtue of materials,
designs which focus to detail by every sewing lines, meticulously polished, simple
patterns but elegant, ingenious blend, not too picky and suitable with the seasonal
climate in Vietnam. In general, the products of these brands cost no less than VND
1 million/item, even VND 3-4 million/item. Most clients find the products at more
reasonable price. However, they are difficultly satisfied when choosing the available

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products that are manufactured in the country to get the right price. These products
do not have eye-catching designs or being unique though its material is fairly good.
There are not many textile brands at average price as PT 2000, Blue
Exchange.... Most of them for young people, very little for office fashion. Nha Be
Garment Company, Viet Tien Garment Company,Phuong Dong, May 10 offer
products from average to high-end to serve multiple market segments. For example,
high-end men’s shirt brand Manhattan, Viet Tien Garment Joint Stock Company is
priced from VND 750,000 per item - VND 1,250,000 per item, usually for business
users, office workers with high incomes, while, shirt namely Viet Tien Smart Casual
style with acceptable materials, varies from VND 220,000 per item - VND 370,000
per item, for the average income. Most of these companies focus on men’s fashion
and sports clothing.
The items “Made in Vietnam” is gradually obtaining a position when
consumers can be assured of its quality.
2.3.2.Analysis on competitive and bargain
2.3.2.1. Analysis on competitive pressure from existing competitors
Regarding uniform apparel market, most companies are producing uniforms
for work and school in orders, because the requirements of technology, the material
and style are not too demanding, it also takes advantage of sewing scale range.
Realizing that this is quite fertile market, companies are actively looking for the
demands of companies, schools to offer competitive price and good quality.
Currently, there are a number of businesses operating in field of garments
such as: Viet Anh Co., Ltd; Thang Long Garment Co., Ltd.; ....in Hung Yen. There
are many famous brands are now recognized nationwide.
Therefore, Minh Anh recognizes its main competition from the company in
Hung Yen, operating in the area of Northern Vietnam. Also, due to the particular
nature of the apparel business and the size of the individual company, the
company’s current competitors are identified as medium-scale companies with

employees under 800 people.

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2.3.2.2. Analysis on bargaining power of customers
- Customers in the domestic market of the company are the corporation and
individual customers. Minh Anh is receiving orders of uniforms from Vinh Tuong
Industrial Jsc, Hai Phong paint Co, Youngone Nam Dinh,...
- With school uniform products, its customers are Khoai Chau School, Phung
Hung, Dai Hung, Thuan Hung, Thanh Cong, Nhue Duong,...a total of 30 schools.
However, the intense competition on prices of domestic companies make
consumers have more choice, so Minh Anh needs to evolve further to meet the
tastes of the consumers.

2.4. Internal environment analysis
2.4.1. Production capacity
Investment of new, modern machinery and equipment, factory scale meet the
requirements of the business. Management staff, workers have solid qualifications,
meet all the requirements of production. The production process is demonstrated as
below:
Orders
Technical Department
Cutting workshop

Sewing workshop
Quality control Department
Packing
Warehouse

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