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The business strategy of An Cu Group

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TABLE OF CONTENT
TABLE OF CONTENT................................................................................................1
INTRODUCTION........................................................................................................3
RESEARCH OF CONTENT........................................................................................4
1. Introduction on the An Cu Group..............................................................................4
1.1 The process of formation and development.............................................................4
1.2 The principal business activities An Cu Group.......................................................5
2. Analysis of PEST model...........................................................................................5
2.1 Environmental regulations and laws (P)..................................................................5
2.2 Economic environment (E).....................................................................................5
2.3 Social environment - population (S)........................................................................6
2.4 Environmental technologies (T)..............................................................................6
3. Analysis of environmental construction industry......................................................6
3.1 Analysis of the internal environment.......................................................................6
3.2 Competition of competitors in the industry.............................................................7
3.3 Competitive pressure of potential competitors........................................................7
3.4 The pressure of suppliers.........................................................................................8
3.5 The pressure of customers.......................................................................................8
4. Develop business strategies for An Cu Group with strategic map.............................8
4.1 Regarding the ability to learn and develop:.............................................................8
4.2 In terms of internal..................................................................................................9
4.3 In terms of customers............................................................................................11
4.4 On the financial side..............................................................................................11
CONCLUSION...........................................................................................................13

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INTRODUCTION

In the context of the economy are more volatile and unpredictable as the
current business strategy of a business if it is built, good performance will be the key
determinant of survival, development or breakthrough of business. To get the true
picture of the business strategy managers use tools to evaluate strategic business unit,
thereby offering the solutions implemented or adjusted, improved accordingly more
efficient and effective.
This topic used models and other tools in Strategic Management Course to
evaluate business strategy of An Cu Construction Investment Consulting Group Joint
Stock Company - An Cu Group. Through the results obtained will have the proposed
revised strategy of An Cu Construction Investment Consulting Group Joint Stock
Company in 2020 aims to define and limit the surface is poor, improve and promote
the strengths of this unit, put An Cu Group to become a strong economic group sustainable development.

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RESEARCH OF CONTENT

1. Introduction on the An Cu Group
1.1 The process of formation and development
- In 2002 Established An Cu Consultancy Services Construction and Trading
Company Limited - Ho Chi Minh City.
- In 2003 Established An Cu Construction Machinery Industry Company
Limited - in Vinh Phuc.
- In 2004 founded An Cu Factory Production Engineering - Ho Chi Minh City.
- In 2005 Transformation An Cu Construction - Trading - Service – Consulting

Company Limited into An Cu Construction Investment Consulting Joint Stock
Company and established mechanical factory in Binh Duong.
- In 2007 Establishment of Dai An Construction Joint Venture in Hanoi.
- In 2008 Established An Cu - Long An Steel Buildings Company Limited in
Duc Hoa - Long An.
- In 2009 the merger of the member units of the An Cu Group Construction.
After nearly 10 years of development and growth. Until now An Cu Group has
become a leading corporation in the field of construction in Vietnam.
An Cu Group Construction Investment – Consulting Joint Stock Company is
one of the leading enterprises in the field of design, manufacture and supply steel
buildings (Preengineered buildings - PEB) in Vietnam. An Cu Group is also active in
the field of civil construction and industry.
With the method of delivery "service package" from consulting, design and
installation for the production and construction of buildings and other items (office,
canteen, general,etc,...), An Cu has done a lot of different types of works, such as
plants, factories, offices, warehouses, apartments,etc,... from simple to complex.
An Cu name has been associated with a lot of big projects both in size and
value. The recognition of the quality and aesthetics of the investors always help An Cu
first invited tender for works and major corporations such as EH, Bounbon,etc,...
Focus on quality to satisfy customized, so An Cu was applied quality management
system under ISO 9001: 2000 since 2007.
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1.2 The principal business activities An Cu Group
Investment and property

Investment in building

business

industrial park
infrastructure

Manufacture of

An Cu Group

Design consultant

structural steel
and building
materials
Construction and
installation
2. Analysis of PEST model
Before going to define the competitive position of An Cu Group in the
construction sector, the force, the competitors of the An Cu Group I analyze An Cu
Group in the macro environment to see the characteristics changing macro
environment can directly impact An Cu Group itself as well as any of its rivals since it
determines the action respond to changes in the industry.
2.1 Environmental regulations and laws (P)
Politics Vietnam always kept stable, creating confidence among domestic and
foreign enterprises to invest, production and business activities. Vietnam strongly
integrated into the world economy, creating equal opportunities for foreign businesses
investing in Vietnam, creating strong pressure for domestic enterprises. Laws of
Vietnam currently lacking and incomplete, inadequate, administrative reform low
scores affect the practice of business.
2.2 Economic environment (E)
Vietnam's economy continued high growth in the years from 6% -8%/year.

Especially the construction sector has a high growth rate, the Ministry of Construction
said, in 2015, the growth rate of production and business of enterprises of the sector
achieved an average increase of 20.7%/year. Foreign investment into Vietnam is
growing. Government has put our country programs by 2020 become industrialized
countries, creating a large market for An Cu Group conditional development.
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2.3 Social environment - population (S)
Vietnam, the country has 85 million people of working age in fact (from 15 to
64 years), are in the "demographic bonus": the average two workers raising a
dependent person. In a speech in Hanoi's World Population Day 2010, Ms. Urmila
Singh, Deputy Chief Rep esentative of the United Nations Population Fund (UNFPA)
evaluation: "With the changing structure of the population, Vietnam is entering a
period of 'demographic bonus". During this period, every age people, dependents
(under 15 or over 60 years old), there are two or more people of working age (between
15-60 years). This special period only happened once in the history of the
development of any nation. Vietnam is clearly an opportunity "gold" when using a
child workforce in general and abundant labor for the construction industry in
particular during the period of economic growth from 2010 to 2020. Moreover these
are potential customers for residential products and other products of the construction
industry.
2.4 Environmental technologies (T)
The application of new construction technologies, technology transfer trends in
the construction sector is increasing. Construction machinery increasingly modern,
help improve execution, increase productivity, reduce product costs, create
competition in construction.
The trend of international economic integration opens up many opportunities
for Vietnamese enterprises to have access to modern science and technology, expand
markets, but also create significant challenges, tough competition . Impact of financial

crisis and global economic downturn affecting the economy in general and Vietnam in
which enterprises in Vietnam as An Cu Group.
3. Analysis of environmental construction industry
3.1 Analysis of the internal environment
Vietnam construction industry is a key sector of the economy with annual
growth rates ranging from 16% to 22%/year contributed to the growth of the economy
is from 7% to 8%/year, attract manpower sector, solving social welfare, create
infrastructure for the development of important sectors of the national economy.
Construction demand in Vietnam is still very large, especially infrastructure
construction and housing. The construction sector in the integration of external
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competition in the industry will now have to compete with foreign enterprises have
the potential and very good experience.
We used five forces competitive impact of M. Porter to analyze the competitive
forces in the industry. As we know in this business is the construction sector, including
businesses and make the products (goods and services) that can substitute for one
another in order to satisfy the same needs of consumers that use. The mission of the
strategic analysis of the competitive effects of a competitive environment to identify
opportunities and risks that companies face in theory, selecting five forces competitive
impact of Mr.Porter make strategic planners recognize that problem. We apply this
model to analyze in detail the competitiveness that Retreat Group encountered in the
industry. Therefore, it is important to use this model to have accurate judgments about
each component of a specific model.
3.2 Competition of competitors in the industry
They are now capable and similar lines of business, financial capacity and
equipment with high competitiveness compared with An Cu Group. These players are
the traditional businesses in the construction industry, with extensive experience in
construction, construction and installation (can for example here as Song Da

Corporation, HUD, LICOGI).
Last time featuring Vietnam's economy, businesses are focused on improving
competitiveness by: scaling operations, increasing investment in machinery and
modern construction, enhance training, improve the efficiency of business
management for the purpose of: reduce product costs, to ensure the progress and
quality of construction products while enhancing the marketing, advertising and brand
promotion of your business and also very proactive initiatives, product innovation
should new construction must say Vietnam market increasingly strong competition.
This is the most powerful force in five competitive forces.
3.3 Competitive pressure of potential competitors
The construction sector and real estate sector are singing, the branches have
very high margins (Score giants face Vietnam's Hoang Anh Gia Lai, north of Saigon,
Nam Cuong Group,etc,... were from the construction and real estate business) so many
companies operating in other sectors want to jump into the field providing
construction and property business,etc,... Yet investing in this field should have large
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amounts of capital, have strong economic potential, wide ties. so many businesses nor
want is to enter the industry.
3.4 The pressure of suppliers
In the construction industry and property business, the land reserve of the
business is extremely important in determining the success or failure of the project, a
new mechanism to compensate current clearance enterprises have to deal with people,
therefore, very high compensation costs and warehouse agreements so great influence
on the progress of the project and the cost of the project cost is very high there are
many suppliers of materials, machinery, manpower to make a construction product.
3.5 The pressure of customers
Competition among suppliers is increasingly fierce because some suppliers
increasingly have the potential to finance, large-scale advertising and marketing good,

big promotion, customer care good, satisfying all conditions of the customer.
Customers have many choices by building rich products, quality, price, service and
other conditions better.
4. Develop business strategies for An Cu Group with strategic map
After analyzing the conditions of the business environment, competitive
position, strengths - weaknesses An Cu Group and selecting appropriate targets from
which to build strategies to achieve its objectives. Here is our choice of building
solutions business strategy under four perspectives:
4.1 Regarding the ability to learn and develop:
Ability to learn and develop is the first element, a prerequisite in the
development, planning and execution of business strategy. Ability to learn - this
development is an intangible asset and are classified into 3 categories as follows:
* Capital Organization: Building corporate culture, brand An Cu Group, the
capacity and the vision of the leadership team, promoting teamwork ability of
officials, interoperability and links between divisions, departments and subsidiaries
together and with the Corporation.
* Information sources: Information systems, networks and infrastructure
required to support the strategy, focusing on the field of information technology
construction industry as software design, internal management, storage, internet
network, a LAN system,etc,…
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* Human Capital: People are invaluable assets, the strength of An Cu Group,
include: skills, qualifications, skills, practical knowledge and abilities required updates
to support strategy.
All elements in human capital, information, organizations are building a
concrete and clear way to realize its business strategy: Skills and qualifications of staff
and staff; Ability to work in teams, links and interaction between the company's Board
Room, between subsidiaries with the parent company, between the Subsidiary

together; Business training; Company culture (building regulations, manners,
work,etc,...); Leadership (enhanced leadership skills of key staff, the Board of
Directors of the Company); Infrastructure, information management (build LAN
systems, Internet, data base management, software technology for the construction
industry, accounting, estimating, design must be standardized Chemical and updates);
Executive and management personnel,etc,...
4.2 In terms of internal
The internal processes can be classified into 4 groups as follows:
- The operational management processes
- The customer management processes
- The process of innovation
- The process of adjustment and social
* The operational management processes: The active management process is
the basic process that takes place every day and by which companies produce products
and services available and gives the customer. The management process of
manufacturing activities include the following processes:
- Inputs from suppliers
- Transformation of inputs into finished products
- Delivery of finished products to customers
- Forecasting and Risk Management
The operating procedures of the service companies create and deliver the
services customers use. Business process as clear, scientific, concise, the production
activities of the company as occurs rhythmically, smooth, efficient and cost-saving
production.

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* The customer management processes: Process customer management science,
efficient help for finding and expansion, serving customers as quickly as possible and

the best customer satisfaction. Can identify four sets of customer management process
follows:
- Select customers are directed to
- There are customer oriented
- Customer Retention
- Develop business with customers
- Expansion, customer-oriented in the future.
The customer has been associated with making good products, perfect service,
reasonable prices, competitive and satisfy the needs of each customer. Development of
a customer business with the company include managing relationships effectively, the
cross-selling multitude of goods and services, and become known as a supplier and
consultant be trusted. For example, An Cu Group offers products in the infrastructure
side, it can also provide advice and "crossover" products such as steel buildings,
construction materials, clean water,etc,... An Cu Group that have products or the
distributor.
* The innovation process: The process of developing innovative products,
processes and services, often helping companies to penetrate the market and new
customer segment. The management of innovation includes four sets of the following
procedures:
- Recognize opportunities for new products and services
- Management investment portfolio for research and development
- Design and develop new products and services
- Bring new products and services to market.
* The process and social adjustment: When operating in each country, the local,
the need to understand and comply with the provisions of international, national, local
there - on the environment, health and safety of employees. The process of social
adjustment in accordance with the following contents:
- The environment
- The safety and health
- The practice of hiring permanent job

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- Invest in community
Investment in environmental, health and safety as well as giving the company
an image, a reputation for performance and society, to support the company in
attracting and retaining staff with high quality, thereby helping the process of using
human resources more effectively. Moreover, reducing environmental incidents and
improve safety and health for workers to increase productivity and reduce operating
costs.
4.3 In terms of customers.
Selecting comprehensive customer solutions, providing products, service
quality, expanding cooperation with partners at home and abroad. Clearly identify the
specific customer segment that the company is heading for growth and profitability
levels. For example, An Cu Group provides ground infrastructure Phong Chau - Que
Vo industrial zone for businesses in the northern province,etc,... Design and
construction consultancy, providing products for enterprises selected package (Supply
ground infrastructure Design Consultancy, the Construction Manufacturing assemble
prefabricated steel buildings),etc,... Also, An Cu Group also has implemented policies
and condominium projects serving low-income clients, customers do not have housing
by investing in the construction of affordable housing projects, home society with an
average area of only 50 to 60m2/apartment. Thus, An Cu Group will have clients with
various needs with high availability.
4.4 On the financial side
* Improve productivity:
The productivity improvement can be done in two ways. First, reduce cost by
lowering direct costs and indirect (cost of labor, materials, energy, supplies,
rationalization of production processes, application of new science and technology) .
Second, by using assets in money and in kind (equipment, infrastructure,etc,...) a more
efficient way.

* Development Strategy:
The second phase of the financial strategy in order to increase revenue yields
profits, this aspect also performed by expanding income opportunities by expanding
markets, expanding partnership, product development new but related products
specialized deep Retreat Group has competitive advantages. Retreat Group currently
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expanding investments in the financial sector by establishing a financial company to
increase profitability and be more proactive to help arrange capital for business
service Real Estate and Construction inherently need a large amount of capital, a
stable and long term of the Company. However, fiscal targets cover of An Cu Group
was developed to maintain shareholder value, so the financial factors will be ensured
both in terms of long-term (development) and short term (yield ).

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CONCLUSION
Through research business development strategy of An Cu Group Joint Stock
Company is executing, which we can draw is: Strategic An Cu Group currently
unclear about potential targets and unsustainable factors. It is manifested in the
existing financial capacity, An Cu Group is pursuing multiple business areas is not the
strength of a business that is building trades. That makes distributed resources should
be focused on the Group An Cu sectors more profitable, creating greater competitive
advantage to overcome their opponents. Furthermore, by analyzing the current status
of An Cu Group strategy, we see corporate governance An Cu Group also revealed
many shortcomings especially the executive management of the subsidiaries, level
management staff of the department in the Corporation and its subsidiaries do not
meet the tasks posed. The training of skilled technical personnel is not commensurate

with the task of businesses. We do not deny: An Cu Group today is one of the big
companies in the construction sector in Vietnam, but to An Cu Group rose to become a
leading corporation in the country and the region in the field of real estate
development and construction in 2015 as proposed vision - the mission of this project
required the construction An Cu Group give yourself a strategy in which all resources
are developed, all potentials are evoked. Want thus An Cu Group to expeditiously
implement the following major plan: restructuring businesses, restructuring of
corporate finance, improve the efficiency of corporate governance.
An Cu Group and to develop a very specific process to implement effective
plans in place. Because of time constraints, content research problem to a rich,
complex, advanced information and strategies of the Company should not permit
common results are not as expected. If conditions and time permits I will study all the
details of the document in the primary, secondary, conducted additional interviews,
sampling, surveys, comments, further investigation of the matter concern in this
project and hope the result will be better.
One problem we share is: "We can open the building by hand but with the
supplies they will open more quickly, we can successfully run the company through
intuition and experience but professional use of technology will help us get there
faster more ". In fact, the goal of strategic management with an effective tool PEST
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model, model five competitive factors, Strategy maps and other supporting tools to
help us analyze and assess the status of a business strategy faster, more objective and
more it helps us orient, planning implementation of a business strategy of scientific
and more efficient. This has great practical significance for each of us - those who are
managing and operating businesses in the integration period.

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