GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM BUILDING THE DEVELOPMENT STRATEGIES OF TRI AN HYDROPOWER COMPANY STAGE FROM 2010 TO 2015 Group 8: Vo Tang Ly Vo Tan Nhan Phan Van Khuyen Tran Duc Minh HO CHI MINH CITY, JAN 2010 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 PREFACE First, our group would like to thank Pr JONH VONG who has taught us the knowledge of management strategy and the valuable experiences in management in general and strategic management in particular and Dr Hoang Lam Tinh who has guided us implementing the subject We sincerely thank the lecturers of the professional group - Griggs University in Vietnam who have contributed to complete the subject We sincerely thank the lecturers who have been communicating the useful knowledge throughout the course to use in this thesis We respectfully thanks the leaders, the colleagues in the Tri An hydropower company (TAHPC), the experts in the electricity sector and the members of the GEMBA01.E04 class have enthusiastically cooperated during the survey assessment of the internal force of the TAHPC We sincerely thanks the supervisors who have supported our class in the process of subject implementation as well as during the course We sincerely thank Electric Power College Ho Chi Minh City that has given us the best facilities and equipment during the course This is an exercise showing full knowledge that we have been digested in the learning process This is a scientific research of our group During the process of writing this scientific research, we also used the references that have been presented in the reference part Sincerely, GROUP ii/116 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 TABLE OF CONTENTS CONTENTS PAGE Extra cover page i Preface ii Table of contents iii List of symbols and abbreviations ix List of tables ix List of pictures x OVERVIEW OF THE THEME Chapter 1: BASIS OF METHODOLOGY OF MANAGEMENT STRATEGY 1.1 STRATEGIC MANAGEMENT 1.1.1 The concept of strategy 1.1.2 Tasks of strategic management 1.1.3 General strategy 1.1.4 Company Strategy and Competitive Strategy 1.2 COMPETITIVE ADVANTAGE 1.2.1 The nature of competitive advantage 9 1.2.2 The Origin of sustainable competitive advantage 11 1.2.3 Value chain of company 14 1.3 STRATEGY OF LEADING COST 15 1.3.1 Implication of strategy 15 1.3.2 The Strategic Options 16 1.3.3 The advantages of strategic of leading cost 16 1.4 EXTERNAL ENVIRONMENT ANALYSIS 17 1.5 THE BASIC MATRIX OF STRATEGY FORMATION 19 1.5.1 Matrix assessment of external factors iii/116 19 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 1.5.2 Matrix assessment of internal factors 20 1.5.3 Internal-External factor matrix ( IE) 21 1.5.4 SWOT Matrix 22 1.6 ORGANIZATION TO IMPLEMENT THE STRAGY 1.6.1 Total quality management TQM 23 23 1.6.1.1 Concept 23 1.6.1.2 The basic content of total quality management TQM 24 1.6.2 Design of organizational structure 25 1.6.2.1 Overview 25 1.6.2.2 Horizontal Assignment 25 1.6.2.3 Disadvantages of funtional structure 26 1.6.3 Controlling 26 1.6.3.1 What is the strategic control? 26 1.6.3.2 The importance of strategic control 26 1.6.3.3 The control system 27 1.6.3.4 The steps of strategic control 27 1.6.4 Organizational culture 28 1.6.4.1 What is the organizational culture? 28 1.6.4.2 Culture and strategic leadership 28 1.6.4.3 The adaptable and stagnant culture 28 1.6.5 System of remuneration and rewards 28 1.6.6 Human resource management 29 1.6.6.1 Function 29 1.6.6.2 Working Analysis 29 1.6.6.3 Training and development 30 1.6.6.4 Personnel rating 30 Conclusion of chapter 30 Chapter 2: THE CURRENT OPERATION OF THE COMPANY iv/116 31 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 2.1 PROCESS OF FORMATION AND DEVELOPMENT OF THE COMPANY 31 2.1.1 Establishment history 31 2.1.2 The organizational structure 32 2.1.2.1 Characteristics of the organizational structure of the company 32 2.1.2.2 The Organizational chart of the company 2.1.3 Functions and scale of operation 2.2 OPERATION ANALYSIS 33 34 34 2.2.1 Operation management analysis of the company 34 2.2.2 The value chain analysis of TAHPC 35 2.2.2.1 Main activities for increasing the value chain 35 2.2.2.1.1 Equipment operating 35 2.2.2.1.2 The maintenance and repairing 36 2.2.2.1.3 The input operation 36 2.2.2.1.4 The output operation 36 2.2.2.1.5 Marketing and Services 37 2.2.2.2 The supported activities 37 2.2.2.2.1 Structure of infrastructure 37 2.2.2.2.2 Human Resource Management 37 2.2.2.2.3 Financial activity 39 2.2.2.2.4 Technology Development 41 2.3 MACRO ENVIRONMENTAL ANALYSIS 41 2.3.1 Economic Environment 41 2.3.2 Science and technology factors 43 2.3.3 Social Factors 43 2.3.4 Natural Factors 43 2.3.5 Political and legal factors 43 v/116 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 2.4 ENVIRONMENTAL ANALYSIS OF PRESSURES IN COMPETITION 44 2.4.1 Enterprises in the industry 44 2.4.2 Substitute products 48 2.4.3 The pressure from customers 49 2.4.4 The pressure from suppliers 49 2.4.5 The pressure from potential competitors 49 2.5 ASSESSMENT SURVEY OF THE COMPANY‟S FORCE INTERNAL 50 2.5.1 Survey Objective 50 2.5.2 Survey Design 50 2.5.3 Qualitative research 50 2.5.4 Quantitative research 54 2.5.4.1 Information demands 53 2.5.4.2 Questionnaire and scale use 53 2.5.4.3 Model description 53 2.5.4.4 Method of data analysis 54 2.5.5 Research results 55 2.5.5.1 Survey sample characteristics 55 2.5.5.2 Testing Cronbach's ANPHA liability 56 2.5.5.3 Analysis of descriptive statistics variables 57 2.5.5.4 Factor analysis 60 2.6 MATRIX EVALUATION OF INTERNAL FACTORS 62 2.6.1 Strengths 62 2.6.2 Weaknesses 63 2.7 MATRIX EVALUATION OF EXTERNAL FACTORS 64 2.7.1 Opportunities 65 2.7.2 Theat 67 2.8 IE MATRIX 68 vi/116 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 2.9 SWOT MATRIX 69 2.10 CONCLUSION 70 Chapter 3: BUILDING THE DEVELOPMENT STRATEGIES OF TRI AN HYDROPOWER COMPANY STAGE FROM 2010 TO 2015 72 3.1 THE DEVELOPMENT STRATEGIES OF THE COMPANY STAGE FROM 2010 TO 2015 72 3.1.1 Vision 72 3.1.2 Mission 72 3.1.2.1 Core Values 72 3.1.2.2 Company mission 73 3.1.3 Strategic objective 73 3.1.3.1 Long-term objective 73 3.1.3.2 Short-term objective 74 3.1.3.3 Economic objective 74 3.1.3.4 Social objective 74 3.1.3.5 Political objective 74 3.1.3.6 Basis for company strategies development 75 3.2 COMPANY‟S STRATEGIES DEVELOPMENT 3.2.1 Period 2010-2013 75 77 3.2.1.1 Objective 77 3.2.1.2 Strategies use to achieve the goals 77 3.2.2 Period 2013-2015 80 3.2.2.1 Objective 80 3.2.2.2 Strategies to achieve the goal 80 3.3 SOLUTION FOR STRATEGY IMPLEMENTATION 3.3.1 HR solutions 82 82 3.3.1.1 Recruiting and training human resources 82 3.3.1.2 Policy for motivating employees 82 vii/116 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 3.3.2 Organizational solution 83 3.3.3 Solution of information system 84 3.3.4 Solution to work toward competition strategy leading cost 84 3.3.5 Financial Solution 85 3.3.6 Solution of marketing 87 3.3.6.1 Solution on price 87 3.3.6.2 Product and service solution 89 3.3.6.3 Distribution solution 90 3.3.6.4 Promotion solution 90 3.4 CONTROL STRATEGY 91 PROPOSAL, CONCLUSION 92 References 96 Appendix 1: Table of evaluation survey 98 Appendix 2: List of customers using large power in Dong Nai province 100 Appendix 3: List of customers using large power in Binh Duong province 103 Appendix 4: Implementing schedule of building center for consulting, maintenance and repairing services viii/116 105 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 LIST OF CHARACTERS AND ABBREVIATIONS Symbols, Full Text abbreviations TQM Total quality management EVN The electricity of Vietnam corporation TAHPC Tri An Hydropower Company BSC Balanced Scorecard LIST OF TABLES No Name Page Table 1.1 Tangible resources 12 Table 1.2 Intangible resources 13 Table 1.3 Criteria for determining core capability 13 Table 1.4 Result of combination of sustainable criteria 14 Table 1.5 Matrix pattern of external factors 20 Table 1.6 Matrix pattern of internal factors 21 Table 1.7 The total significance mark in the IE matrix 21 Table 1.8 SWOT Matrix 22 Table 1.9 14 articles of Deming (TQM) 24 Table 2.1 Current human recources of the company 38 Table 2.2 Cost and output statistic (by year) 39 Table 2.3 Production cost of electricity (by year) of TAHPC 40 Table 2.4 Capacity of electric power plants in Vietnam (years 2008 and 44 2015) Table 2.5 Information of units making an offer in the competitive 46 electric market Table 2.6 Number of surveysample 54 ix/116 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 Table 2.7 Characteristic of sample surveys 55 Table 2.8 Results of Cronbach‟s Anpha reliability test 56 Table 2.9 Response capacity of the company through the experts‟ 57 evaluation Table 2.10 Table of factor analysis 60 Table 2.11 Matrix of internal factor evaluation ( IFE ) 62 Table 2.12 Matrix of external factor evaluation ( EFE ) 64 Table 2.13 Power consumption structure and GDP structure 65 Table 2.14 SWOT Matrix 69 Table 3.1 Matrix of response strategy 76 Table 3.2 Personnel planning of the company to year 2015 83 Table 3.3 Company „s Planning budget to 2015 87 LIST OF FIGURES No Name Page Figure 1.0 Overview of TAHPC Figure 1.1 Model of competitive forces Figure 1.2 Model of total strategic management Figure 1.3 Foundation of the customer value 10 Figure 1.4 Basic features of competitive advantage 11 Figure 1.5 Steps of designing control system 27 Figure 1.6 Functions of human resource management 29 Figure 2.1 Water intake of TAHPC 31 Figure 2.2 Organizational chart of the company 33 Figure 2.3 The Value chain of TAHPC 35 Figure 2.4 Process of survey and research 52 Figure 2.5 Frame plan for responding descriptive statistics 59 Figure 3.1 Plans for strategy implementation 76 Figure 3.2 The combined strategy period 2010-2013 79 x/116 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015  Establish department under marketing department directly responsible for brand This section will plan, direct, conduct a survey and implement the brand program professionally and consistently throughout  Participate in discussions on the brands to absorb knowledge and experience in the formulating and developing the brand Customer care: Make good after sales service: Regularly check, monitor equipment after maintenance, make customer support available upon request CONTROL OF STRATEGIES Commonly control items in the strategies Administrators, as well as other members of the company, monitor the implementation of approved strategies above to evaluate whether they are made effectively and efficiently or not, thereby take actions to improve if it is not effective Control also means encouraging the staff in communicating value targets; create opportunities for group and individual‟s contributions to implementing strategies; maintain enthusiasm, create connecting between employees and the company  Financial control: target at controlling stock price, coefficient of return on equity (ROE)  Outputs control: the departments‟ goals, functional objectives, individuals‟ targets  Behavioral control: the goal is the control of budgets, standards, processes, procedures and regulations  Control organizational culture: the goal is to control the cultural values, the standardized behavior, socialization 91/116 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 PROPOSALS AND CONCLUSIONS Suggestions To the Company: In order to implement the strategies of the company well, we have the following recommendations:  Plan to build a support team and popularize the strategies and process of implementing these strategies  Implement throughout from leader to workers The whole organizational structure will operate around the process of implementing the strategies, and the strategies must be communicated from the top to bottom: it will be initiated by leaders of the company In the context of economy market with stiff competition the company needs to focus on the following issues:  Mobilize all resources to implement the strategies  Consider the formulation of the strategies as important basis to decide the success or failure of the company in the future Ensure a truly effective strategy, it must be evaluated regularly during the implementation and timely adjusted to ensure consistent practice  Accelerate investments in technology renovation, develop and traini of human resources to ensure the strategic objectives of energy security, reliability and quality  Based on available reputation, continue to promote and accelerate the brand through brand strategy aimed at positioning the company's brand in the minds of customers, especially potential customers: companies and organizations that use the power in the rectangle of Ho Chi Minh City - Dong Nai - Binh Duong - Ba Ria Vung Tau and further, to ensure completing strategic goals to develop new services based on available resources: consulting, 92/116 installation and maintenance GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 To propose to EVN Continue to support the company in investing in technological innovation, especially in capital at the current phase in order to create prerequisites for the company to ensure strategic objectives of energy security, reliability and quality in the future Increase autonomy for companies in decisions on production and financial decisions To state management:  Section 5, Article 12 of Bidding Law: "The act prohibits the bidding including the requirements of specified brand, origin of goods in the tender documents to purchase goods, construction and installation package EPC” affecting the upgrading, improving some specific companies, including units of electricity production and transmission Devices require a high quality brand and have been proven through actual operations on the market to ensure reliability and quality This law accidentally considers the equipment from developing countries also qualified as high-tech equipment from developed countries "Lessons of foreign equipment in some projects are hydropower plants Tuyen Quang, Se San 3A, Cao Ngan thermal power as there are so many issues to handle after warranty period, a CEO of a mechanical company (do not want to disclose the identity), said: "Who can confirm that, after years of warranty, the plants still maintain normal capacity, specifications, life and environmental non-pollution? This is the cause of "gaps" of the Bidding Law "- he said." The government should adjust in the specific circumstances of the particular industries involved  The government should consider appropriate routes for electricity prices to ensure the route for restructuring the electricity industry towards the competitive electric market to comply power law 93/116 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 CONCLUSION The electric sector is one of the state-owned industries in the past and at present operating in the state enterprise model and regulated by State enterprise law This model is inadequate and strangling competition, heavy proprietary The policy of the State to marketwise the electricity industry is based on power law (2005) and business law (2005) TAHPC that is a state-owned enterprise directly under the ENV will follow that route The implementation of this roadmap to restructure the electricity industry to market-orientation is a proper policy and now the government is determined to carry out However, for implementing successfully this guideline, the roadmap of the electricity price shown in the VI diagram approved by the government must be done But at present time, electricity prices not follow the route, investors both foreign and domestic don‟t want to capitalize more in recent years and expected future supply does not meet demand, which means the market-orientation of electricity industry will be slow, can even say that there is no real market TAHPC as well as many other enterprises in Vietnam, after 22 years in operation has not built development strategies Time of competition and integration are beginning and international competitions are likely to be more fierce So, the company needs to build a macro-production development strategy, increases business value chain Division of labor is in accordance with added value chains Development of the company based on cost directed strategy The company is facing the opportunity to be equitization in 2013 Meanwhile, a problem will arise for a multi-target hydroelectric power plant such as the salt push will affect the time of selling electricity and bid price, so will affect the profitability of the company, however the company will negotiate with Government and Local Authority to find a satisfactory solution, ensuring benefits for the two sides After equitization, the company will have a strong initiative in many important issues such as finance, human resources, investment, competition expanded market share, so make sure activities and influence of the company will develop strongly rapidly Along with the advantage that hydroelectric power does not cause environmental pollution, the 94/116 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 company will make good use of this to compete with other companies in the power generation market in the near future Advantages of abundant resources, highly specialized skills of the labor and the advantage of geographical location near large industrial zones of Dong Nai, Binh Duong (size> 2000MVA) will be used to develop successfully consulting services for repairing industrial electrical equipment and hightech control, monitoring, measuring equipment TAHPC shall try to ensure profitability above the industry average for shareholders after equitization With this strategy, the company shall develop stably and sustainably in the integration economic environment Within the framework of the two month research, applying the knowledge gained during the course, we present the most basic contents of development strategies of TAHPC to 2015 With limited business administration knowledge of both theoretical and practical, the authors would like to receive the comments from teachers, friends and colleagues Sincerely 95/116 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 REFERENCES Vietmamese: Charles D Schewe and Alexander Hiam (2008), MBA at hand - Theme marketing, young publishing house, Ho Chi Minh City Documentary report summarizing 20 years of establishment and development of TAHPC in 2007 3TAHPC (2002-2008), Financial Statements Pr Dr Nguyen Thi Lien Diep (2008), strategy and business policy, Statistics Publishing House, Hanoi Dr Duong Ngoc Dung (2008), theoretically Competitive Strategy by Michael E Porter, General Publishing House, Ho Chi Minh City Fred R David (2006), treatise on strategic management, Statistical Publishing House, Hanoi Garry D Smith, Danny R Arnold, R Boby Bizzell (2007), Strategy & business policy, Labor – Society publish house, Hanoi Assoc Pr Dr Le The Gioi, Dr Nguyen Thanh Liem, Ms Tran Huu Hai (2009), Strategic Management, Statistics Publishing House, Hanoi Pr Dr Ho Duc Hung (2004), Management Marketing, Institute of Development Economics Studies - University of Economics Ho Chi Minh City, Ho Chi Minh City 10 Prime Minister (2007), Decision approved the national electricity development plan phase from 2006 to 2015 considered to 2025, the Government Office, Hanoi 11 Prime Minister (2009), Decision adjusted and supplemented the industrial zones in Dong Nai to industrial zones development plan in Vietnam, the Government Office, Hanoi 12 Hoang Trong , Chu Nguyen Mong Ngoc (2005), analysis of research data with SPSS, Statistics Publishing House, Hanoi 13 Decision No: 1715/QD-TTg the Prime Minister: proposals for state managedenterprises regardless of the forms of ownership and adjustment about management and operations, improving efficient state enterprises, making the commitment to join the World Trade Organization, Promulgated on October 26, 2009 96/116 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 14 Decision No: 1715/QD-TTg the Prime Minister approved the plan of the national electricity development phase from 2006 to 2015 considered to 2025, issued on July 18, 2007 15 Enterprise Law 60/2005/QH11 of the National Parliament issued on November 29, 2005 16 Decree 111/2007/ND-CP of the Government on organization and management of state corporations and conversion of state companies, the parent company-stateowned companies into the form of parent - subsidiary operation under the Enterprise Law promulgated, on June 26, 2007 17 Resolution No.: 42/2009/QH12 of the National Parliament improved effectiveness and efficiency in implementing of policies, legislation on management, using capital, assets in state corporations, issued on November 27, 2009 18 Law on Environmental Protection, issued on November 29, 1005 19 Circular 05/2008/TT-BTNMT Guide strategic environmental assessment, environmental impact assessment and a commitment to environmental protection 20 Electric Power Law Websites: http://bwportal.com.vn/ http://www.saga.vn/ http://www.gso.gov.vn/ http://www.evn.com.vn/ http://www vneconomy.com.vn / http://thongtinphapluatdansu.wordpress.com/2009/07/25/3406/ http://vietnamnet.vn/nhandinh/2006/11/630513/ http://www.thesaigontimes.vn/Home/thoisu/sukien/17352/ 97/116 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 Appendix TABLE OF ASSESSMENT SURVEY Submitted by Check Code Tran Duc Minh Dear everybody GEMBA01.E04 class, We are doing a survey on internal forces of the Tri An hydropower company Today we send to you the survey to ask for opinion The purpose of this survey is to evaluate the weakness and strength of the company to build company's key strategies phase 2010-2015 Please show your name QUESTIONS OF QUALITY SURVEY Yes No How you assess the quality of electricity supplied by the company? Good Bad What you think about management capacity of the company? Good Bad What you know Tri An hydropower company? QUESTIONS OF QUALITATIVE SURVEY Scale for measuring the levels of response to meet customers‟ requirements for operation of the Tri An hydropower company Please check the appropriate box as the following criteria: Scale Poor Quite good Above poor Average 98/116 Very Good GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 No Code d1 d2 d3 d4 d5 d6 d7 d8 10 d9 d10 11 12 d11 d12 13 14 15 d13 d14 d15 16 17 18 19 20 21 22 d16 d17 d18 d19 d20 d21 d22 Criteria Operation Operating correctly Operating safely Meet registered capacity Exploiting effectively the reservoir Repair and maintenance Ability to solve problems Quality of equipment after maintenance Maintenance Schedule Repair and maintenance on schedule Expertise Operator and maintenance staff Infrastructure Infrastructure Quality of machinery Aquatic construction Management, planning, financial Financial management HR management Planning Competitiveness Brand Quick response Production problem Time availability for the units Loss rate Power price Bidding in competitive market Use the pointer, pointing to this sign Levels 1 1 2 2 3 3 4 4 5 1 1 2 2 3 3 4 4 5 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 1 1 2 2 2 3 3 3 4 4 4 5 5 5 and then press Ctrl, drag the mouse to appropriate box 99/116 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 Appendix DONG NAI POWER COMPANY Technical department No : THE SOCIALIST REPUBLIC OF VIETNAM Independence - Freedom - Happiness /KT Bien Hoa, 09 May 2009 STATISTICS REPORT ON DISTRIBUTION TRANSFORMER STATION ≥ 1MVA INSTALLED IN 2008 To: Planning Statistics Deparment No NAME OF POWER STATION ADDRESS VOLTAG NUMBER MBA (KVA) Station E (KV) OF Capacity MACHINE (KVA) I Thong Nhat Electricity Thanh Vinh Song Cau Industrial Zone 22/0.4 Song May Industrial Zone 22/0.4 1600 1600 2000 2000 22/0.4 3000 3000 22/0.4 3000 3000 1000 1000 Tan Nhat Thai Song May Industrial Zone 22/0.4 22/0.4 Ho Nai Industrial Zone 1000 1000 Piing HEH Bau Xeo Industrial Zone 22/0.4 1000 1000 Shink Mark Vina Bau Xeo Industrial Zone 22/0.4 2500 2500 Metal CSGT VN Ho Nai Industrial Zone Tan Bien Ward 22/0.4 1600 1600 22/0.4 1500 1500 Ho Nai Industrial Zone Dong Hoa commune 22/0.4 2000 2000 22/0.4 1500 1500 Bau Xeo Industrial Zone Thien Tan commune 22/0.4 2500 2500 22/0.4 1000 1000 15 Suoi Sao 16 Kenda Rubber Ho Nai commnune 15/0.4 1600 1600 Ho Nai Industrial Zone 22/0.4 2x3000+2500 8500 17 Plastics 04 18 Steel An Khanh Ho Nai Industrial Zone Song Trau commune 22/0.4 1000 1000 22/0.4 1500 1500 Long Binh ward 15/0,4 1000 1000 Bien Hoa Industrial Zone 15/0,4 22/0,4 Loteco Industrial Zone 2000 2000 1250 1250 Polymeric Produc V&H Kenda Rubber Thien An Engineering Moland 10 General Hospital KVTN 11 Kenfon 12 NM Dong Hoa 13 Pousung Vina 14 Thien Tan Quarries Ho Nai Industrial Zone Ho Nai commnune Bien Hoa Electricity A company VTCN Defense Viet Thai Long Son 100/116 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 Big C PLUS companies VN TEAKWANG VINA Points Dong Nai Fujitsu YngHua 10 SEAH Steel 7 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 III.Power Long Thanh Rubber JSC Head Hanalu TPhoouc Company DOMESTIC kingpo China Container transfer NT Xao.Long Pohuat T2 Vina G7 T2 Samil Diing Jyuo Diing Jyuo Midas Vina Dong Son Engineering ICD An Phuoc Port PuSan ltd Ngo Han Corp Huu Trong Huynh Nguyen Perfect Vision ltd Duy Linh ltd Huu Co ltd Miju VN ltd TaiHanSaCom OlymPus Timeber Xinquanxing ltd Chuson Vina ltd Mainetti ltd IV.Power Xuan Loc Vu Tan Dung Company Bien Hoa Industrial Zone22/0,4 Bien Hoa Industrial Zone22/0,4 22/0,4 Loteco Industrial Zone Bien Hoa Industrial Zone22/0,4 Bien Hoa Industrial Zone22/0,4 Bien Hoa Industrial Zone22/0,4 22/0,4 Bien Hoa Industrial Zone 1 Tam Phuoc Industrial Zone22/0,4 Long Thanh Industrial Zone 22/0,4 Long Tan commune 22/0,4 KCN Tam Phước 22/0,4 Tan Phuoc Industrial Zone 22/0,4 Long Thanh Industrial Zone 22/0,4 Tam Phuoc Industrial Zone22/0,4 Tam Phuoc Industrial Zone22/0,4 Long Thanh Industrial Zone 22/0,4 22/0,4 Long Thanh Industrial Zone 2000 1500+630 2000+2000 +2000 2000 1500+2000 1500 1000+1000 +1500+200 2000 2130 6000 1 1 1 1 1 1500 1000 1000 2000 1000 1500 2000 2000 2000 1500 1500 1000 1000 2000 1000 1500 2000 2000 2000 1500 An Phuoc commune 22/0,4 Vinatex Industrial Zone 22/0,4 Phuoc Tan commune 22/0,4 Phuoc Tan commune 22/0,4 Phuoc Tan commune 22/0,4 Long Thanh Industrial Zone 22/0,4 Phuoc Tan commune 22/0,4 Tan Phuoc Industrial Zone 22/0,4 Vinatex Industrial Zone 22/0,4 Long Thanh Industrial Zone 22/0,4 Long Thanh Industrial Zone 22/0,4 Tam Phuoc Industrial Zone22/0,4 Long Thanh Industrial Zone 22/0,4 Long Thanh Industrial Zone 22/0,4 Long Thanh Industrial Zone 22/0,4 1 1 1 1 1 1 1 1000 1000 1000 1500 1000 2000 1600 1000 1500 1500 11500 1250 3000 1250 2000 1000 1000 1000 1500 1000 2000 1600 1000 1500 1500 11500 1250 3000 1250 2000 Xuan Tam communeXuan Loc Dist 1600 1600 101/116 22/0,4 2000 3500 1500 5500 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 Vu Tan Dung Company Xã Xuân Tâm-huyện Xuân Lộc Dona Standard Shoe Co Xuan Loc Industrial Zone V.Tri An Power Tam Hiep Thanh Vinh Cuu- Thien Tan ChangShin Vinh Cuu- Thien Tan Collected by 22/0,4 2000 2000 22/0,4 2500+(2x3200) 8900 22/0,4 22/0,4 1 1600 1000 1600 1000 Technical Dep Deputy Thai Nhu Hai Tran Ngoc Thai 102/116 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 Appendix LIST OF COUSTOMERS USING A LARGE AMOUNT OF ELECTRICTY IN BINH DUONG PROVINCE No Name of customers Capacity (kVA) 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 VINATAFONG-1 Ltd Bình An paper plant SHIJAR ltd Thong Dung footwear company VIGLACERA floating glass plant Sun Steel ltd Chi Hung ltd CASUMINA BINH DUONG FACTORY Grand Art Wood Tu Son ltd TOC ltd KonDo ltd An Hung Tuong Kai ser Wood Ltd Chanh Duong paper Tatung ltd Cheng Chia Wood ltd Green River Furniture ltd Hoa Sen corp Advance Polybag ltd Golden Fortune ltd Trung Ha ltd TNHH MDF ltd TNHH Fotai ltd Ta Tung Kumho Vnam ltd Tan Hiep Phat ltd SHYANG HUNG SHENG COWIN FARTENER Hoa Sen Steel plant Toan Luc Steel TUNG SHIN ltd 103/116 10,000 6,000 6,000 6,000 14,600 85,000 17,750 6,500 5,000 13,000 5,000 7,500 51,500 10,500 22,210 6,000 6,500 8,000 16,000 5,000 5,000 9,200 10,000 12,000 6,800 25,000 39,000 9,800 8,000 27,000 5,000 8,000 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 33 34 35 36 37 38 39 40 41 42 43 44 46 47 48 49 50 Youl Chon vina Kraft paper( 110kV) Congate Palmolive Sun Steel corp Ben Thanh Beer VIGLACERA floating glass plant Dai Nam corp Southern rubber corp Vietnam plasic corp Thiên Thai corp Advande Polybad ltd Perfeti Van Melle ltd Panko Vina ltd Viet Nam ltd Congate Palmolive ltd Chung Chia Wood ltd Hoya Lens ltd Source: Binh Duong Electricity 104/116 5,000 40,000 10,000 75,000 12,000 14,600 14,000 5,000 5,000 10,000 5,000 7,500 5,700 7,000 10,000 6,500 8,500 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 Appendix : SCHEDULE OF BUILDING CENTER OF CONSULTING SERVICES AND MAINTENANCE Objectives Problems Activtiy Indicators Time Evidence Responsibility 1.Preparation Suvey of potential The importance of From March to Survey form Marketing dept customers and service October,2012 demands for (high/average/low) maintenance Preparing HR Setting group of Decided to Administrative (Group of survey) survey establish dept Jan 2012 Diversifying Preparing budget VND 50 million Feb 2012 Payment voucher Financial dept procducts and Setting the center of Analyzing survey Setting the centers Dec 2012 Founded Organizational services consulting services and form to determine decicsions dept Increasing maintaining, repairing the the market profit to gain electricprocedures of business Writing procedures Process of equipment The From June to Procedures Planning dept the target of business maintenance Dec 2012 Technical dept ROE=13-15% Automatic& electric assembly Personnels Tranning job skill Personnels of the From Jan to Final tests Organizational Job skill for maintaining automatic electric Dec 2012 dept Retraining high tech equipment department Technical dept Feedback reporting Writing reports Monthly Reports Marketing dept 1/116 ... we choose the theme: ? ?Building the Development Strategies of Tri An Hydropower Company Stage from 2010 to 2015? ??  The significance of the theme: From now to 2015 EVN in particular and the state-owned... with the manager 32/116 GeMBA01.E04 Building the development strategy of Tri An Hydropower Company Stage From 2010 to 2015 2.1.2.2 The organizational chart of the company MANAGER DEPUTY MANAGER OFFICE... From 2010 to 2015 Chapter 2: THE PRESENT OPERATION OF THE COMPANY Fugure 2.1 Water intake of TAHPC 2.1 PROCESS OF FORMATION AND DEVELOPMENT OF THE COMPANY NAME OF COMPANY: TRI AN HYDROPOWER COMPANY