sự cần thiết của chiến lược – ví dụ minh họa e

Strategy is essential, but many businesses still do not build strategies, according to you
why? How is business if it does not have a strategy. Taking example and explain.
PREAMBLE
Business strategy is of paramount importance to the survival and development of
enterprises. Business strategy set big goals, which need to mobilize appropriate
resources including short and long term to achieve the target. Strategic management
process helps organizations find purpose and direction. It causes managers to consider
and determine the organization to follow which direction and when to reach certain
position. Perceiving the desired results and goals in the future to help managers and
employees understand what needs to be done to achieve success. This will encourage
both objects on achieving short-term achievements, in order to better improve longterm interests of the organization.
Environmental conditions that organizations face are changing always. The rapid
changes often create surprise opportunities and risks. Use management strategy helping
managers aimed at opportunities and risks in the future. Although the planning process
does not preclude the administration expected or predicted environmental conditions in
the future. Meanwhile, the strategic management process forces administrators to
analyze and predict the environmental conditions in the near future as well as in the
distant future. Thus evident that future environment that managers are better able to
grasp the opportunity, take advantage of the opportunities and reduce risks related to
environmental conditions.
Thanks to the strategic management process, enterprises will be associated with the
proposed decision with the relevant environmental conditions. Due to the volatility and
complexity of the environment is increasing more and more companies try to gain the
initiative or passive attacks. The decision is an effort to predict environmental
conditions and then to affect or alter the prediction that achieve business objectives.


Decision of passive attack is forecast environmental conditions in the future and adopt
measures to optimize the action of the business position in that environment by
avoiding the problems were foreseen and prepared more to be done by stealth
opportunities.

DIFINITIONS OF BUSINESS STRATEGY
Business Strategy is the direction of an organization, it specifies the types of products
and services that make business, scope of the organization, resources, production,
profitability and business prospectscareer.
Strategy is:
-

Where is the business trying to get to in the long-term (direction)

-

Which markets should a business compete in and what kinds of activities are
involved in such markets (market, 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 (resource)?

-

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 (shareholders)?

Strategy at different levels of a Business
In any organization, strategies exist at several levels - ranging from the overall business
(or group of businesses) through to individuals working in it. 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 influenced by investors in the
business and acts to guide strategic decision-making 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. Operational strategies - related to each department in the enterprise
will be held as to how to implement the strategic direction at the corporate level and
each department in the enterprise. Therefore, the operational strategy focuses on issues
of resources, processes and people, etc.
How to control strategy? - Strategic Management.
In the broadest sense, strategic management is the process of implementing "strategic
decisions" - that is the decision to answer the questions above. In fact, the complete
process of strategic management consists of three parts are described in the following
chart:
Strategic Analysis
Strategic Analysis is 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: PEST

Analysis - a technique for understanding the "environment" in which a business
operates. Scenario Planning - a technique that builds various plausible views of
possible futures for a business. Five Forces Analysis - a technique for identifying the
forces which affect the level of competition in an industry. Market Segmentation - a
technique which seeks to identify similarities and differences between groups of
customers or users. Directional Policy Matrix - a technique which summarizes the
competitive strength of a business operations in specific markets. Competitor Analysis
- a wide range of techniques and analysis that seeks to summarize a businesses' overall


competitive position. Critical Success Factor Analysis - a technique to identify those
areas in which a business must outperform the competition in order to succeed. SWOT
Analysis - a useful summary technique for summarizing the key issues arising from an
assessment of a businesses "internal" position and "external" environmental influences.
Strategic Options
This process involves understanding the nature of the expectations of the capital
contribution (the "basic principles") to identify strategic options, then evaluating and
selecting strategic options.
Strategic Implementation
This is often the hardest part. Once a strategy has been analyzed and selected, the task
then is to translate it into action in the organization.

WHY NEED TO ESTABLISH BUSINESS STRATEGY?
Business strategy is necessary and determines the success of business. Oriented
business strategy to create, motivate and reasonable allocation of resources to achieve
the goal set by the corporate management. Business strategy is understood as a unified
comprehensive integrated plan of the enterprise. It gives the trends in the long run,
confirming the major objectives of the business, outlining the key resources of the
business and suggest ways to deal with the changing business uncertainties often
encountered in the competitive environment. A business strategy ensures focus across

the entire organization. Employees want to know they are working towards larger goals
and how their actions contribute to these goals, customers want to know what you
stand for and where you are taking your business to determine if you are a strong and
dependable long-term partner, partners want to know where they fit in to your
ecosystem, and the overall organization needs to be working together towards common
goals to optimize the business.


Building up a Business Strategy will bring following benefits
-

Provides the opportunity to look to the future of the business as opposed to the
current day-to-day running of the business or a historical performance review of
the business. In general, we do not spend enough time thinking about the future
of the business as we are mired down in the day-to-day activities. This process
will ensure you take the time to do that.

-

Aligns the organization around the activities that are important to the business.

-

Communicates to all stakeholders where the business is going, what the focus is
and where resources will be allocated.

-

Provides a framework for securing funding and approval for initiatives that
support the business strategy.

-

Provides a framework for detailed business planning across all business units
and departments in the organization.

-

Facilitates the required changes in the organization.

-

The rapidly changing business environment and creating opportunities as well
as risks and future business strategy will help businesses take advantage of good
opportunities and reduce risks related to the business environment truog.
Business strategy helps businesses better prepared to cope with and master the
movements of the market.

Many businesses still do not develop strategies for them as because of different
reasons as followings:
- Thinking of leadership tenure, and short-term goals like creating new things, breaking
the old mark;


- There is no complete information on policies, laws and regulations and policies of the
State of Vietnam constantly change and adjust, inconsistent, non-transparent
information;
- The rapid change difficult market analysis and assessment, not to collect and analyze
information objectively and accurately.
- Leader is so absorbed with daily work

- Do not understand what the strategy is
- No capacity to build a strategy
- There are not resources to implement the strategy
- Business getting success and subjective to think that no strategy can succeed.
- Not having the foresight to do business but just do small
- Small scale, there is no clear direction
- Want to do business flexibly
- Many competitors do not do so no need to do

Companies avoid strategic choices for many reasons. Conventional wisdom within an
industry is often strong, homogenizing competition. Some managers mistake ‘customer
focus’ to mean they must serve all customer needs or respond to every request from
distribution channels. Others cite the desire to preserve flexibility.
Many reasons will explain that:
First of all, threats emaning from outside a company because of the rapid growth of
technology or/and the behaviour of competitors. Companies do not have time to think
of a long-term strategy. It can become too much for managers; as good results are longterm and not short short term. Google did not become what it is today in 4 years. It


took them 10 years and counting! Most managers nowadays do not run a company for
more than 4 years. They know they could get the sacking first year in office.
Second of all, threat to strategy often comes from within. A strategy is undermined by a
misguided view of competition, by organisational failures, and the desire to grow.
Some Managers want to do as well as their competitors. They would resist any change
or oppose any long-term strategy that their company needs. They are driven by short
term results that could boost the company image for now in search for angel investors
and banks.
Other managers, will think about growing as twice and as fast as their competitors, not
knowing that their competitors have been in the market long before them. Expansion,
it's the motto of managers of today.

The pursuit of operational effectiveness is another pitfall. Managers are under
increasing pressure to deliver tangible, measurable performance improvements. Caught
up in the race for operational effectiveness, many managers simply do not understand
the need to have a strategy.
Without strategy business can not go to expected objectives!
Having no business strategy will make business easily distracted, disoriented. Business
leaders will conduct business in term thinking, ease-mindedness to break out the old to
make a personal imprint.
Let’s say you discovered a new process that could revolutionize your business. Lets say
this process enables you to do more with less and allows you to engage all stakeholders
efficiently. Lets say this new process holds the promise for the future of your business.
That being said would you simply use the process or plan to use the process
effectively?
If you decided to simply use the process without planning for its use then the
probability of achieving the potential it offers is slim to none. It would be like driving


without a map, starting a trip with no destination in mind or defined routes to get where
you want to go. Even if you know where you want to go without a plan you may end
up going nowhere.
Going nowhere is the best way to describe the majority of organizations using social
media.

In Vietnam there are literally hundreds of thousands of businesses are operating and
each year thousands of new business was born but of this there is little common
business survival and sustainable development, left many of which have not can stay
on the market. The causes of this reality is also due to the managers do not focus on the
business to determine specific steps forward into the future.
Among the typical business of success thanks to good strategy can be seen as Trung
Nguyen Café, FPT corporation or corporation of Viettel telecommunications. These

companies were very successful in the domestic market and gradually expanding
foreign markets. These enterprises have been stepping firmly.
Besides the successful business thanks to good strategy many businesses actually were
at a standstill, especially during the last two years there are many businesses in the area
of real estate or securities busted, this is the result of the investment process is with out
a strategy. A recent example in the fisheries sector is Binh An Company, based in Can
Tho, very typical for the lack of strategy in business investment, the investment spread,
no principle has led to insolvent and bankrupt. Or maybe state corporations such as
Vietnam Shipbuilding Industry Corporation - Vinashin, the Vietnam Maritime
Corporation - Vinalines, the cause is generally no clear business strategy, consistent
development of multi-industry by seeing immediate boon (investment in the field of
real estate, finance, etc.). If this business is business strategy clearly and consistently,
they will not fall into the investment into risky areas such as real estate, finance,
banking, ... although can bring high profits at the time of investment, but will not be


sustainable and will make these businesses reduce resources for their main business
field strengths. And the fact that when businesses do not have business strategy or fail
to comply with the proposed strategy is likely to lead to collapse or failure when
unfavorable market fluctuations.


CONCLUSION
In fact many businesses, especially small and medium enterprises, very little attention
to strategic issues, not even identify themselves a strategy. The underlying cause is not
aware of the role of strategy. The problem is not only large business should have a
strategy but small businesses do not. We need to ascertain that any organization, any
business will need to have a strategy. The presence of an official strategy in the
enterprise is desirable or not but it depends on the fundamental role of cognitive
strategies as well as scientific knowledge of the strategy business management.

The strategy needed to focus the efforts of enterprises and strengthening the alignment
of activities. Without strategy, the business is a collection of individuals, each will
conduct and perform the tasks themselves by their own way. But the fundamental
problem of the organization is the handling of a collective work and how to link the
individual activities is strategic. Based on the direction set out, a reasonable policy for
a business is to identify what each member of the organization needs to do and how
they work in combination to achieve the highest efficiency.


References:
1.

The lectures Strategic Management – Pro. Dr. Vu Thanh Hung, National
Economics University

2.

www.SAGA.vn - AuWa | Theo Doanhnhan360.