Capstone project report

CAPSTONE PROJECT REPORTFORMULATING BUSINESS STRATEGY FOR

EVIALIS VIETNAM IN PERIOD 2013-2020

Group No.: 11 TRAN THANH SON PHAN VAN THONG LE THI ANH TUYET NGUYEN TRUONG TUNG

Class: GaMBA01.C0111

Ho Chi Minh City, 2012

APPENDICES

List of Appreciations

Appreciation Full descriptions

GDP Gross Domestic Product

R&D Research and Development

FDI Foreign Direct Investment

WTO World Trade Organization

SWOT Strengths Weakness Opportunities Threats

QSPM Quantitative Strategic Planning Matrix

SPC Statistical Process Control

FMEA Failure Mode and Effect Analysis

IFE Internal Factors Evaluation

EFE External Factors Evaluation

CPM Competitive Profile Matrix

List of figures and Table

Figure 1 Micro-environment analysis- five forces model of Michael E. Porter .................11

Figure 2 The value chain model of Michael E. Porter ........................................................13

Table 1 Analytical framework for strategy formulation......................................................14

Figure 3 The distribution structure model of Evialis Vietnam............................................18

Table 2 Products list for swine ............................................................................................20

Figure 4 Business offices of Evialis Vietnam.......................................................................20

Figure 5 Organization Chart of Evialis Vietnam ................................................................21

Table 3 Revenue of products ...............................................................................................21

Figure 6 Growth chart of products revenue ........................................................................21

Table 4 Average gross profit (VNĐ/Kg)..............................................................................22

Table 5 Financial indicators of Evialis Vietnam.................................................................23

Table 6 Summary indicators of Evialis Vietnam .................................................................23

Figure 7 Chart of summary indicators ................................................................................24

Figure 8 Growth chart of GDP and CPI 2007-2011 ...........................................................24

Table 7 Montetary indicators 2012-2015............................................................................25

Table 8 The strengths and weekness of competitors ...........................................................29

Table 9 External Factors Evaluation Matrix ......................................................................32

Table 10 Competitor Profile Matrix....................................................................................33

Figure 9 The chart of human resource growth and ratios of Males and Females ..............35

Figure 10 The chart of customer growth of LAREAL..........................................................35

Figure 11 The chart of materials sources (local and import) .............................................40

Table 11 Internal Factors Evaluation Matrix .....................................................................42

Table 12 Forecasting of animal feed market demand to the year 2020..............................43

Table 13 The revenue of Evialis Vietnam in last five years ................................................43

Figure 12 Revenue curve (reality and trend).......................................................................44

Table 14 Forecast revenue of Evialis Việtnam to the year 2020 (Billion VNĐ).................44

Figure 13 Forecast revenue trend line of Evialis Việtnam by year 2020 (Billion VNĐ) ....44

Table 15 Revenue and profit indicators of the company Evialis Vietnam by year 2020 ...45

Table 16 SWOT analysis......................................................................................................47

Table 17 Strategies orientation and meaning to the company ............................................47

Table 18 QSPM analysis .....................................................................................................49

Figure 14 Value chain for Evialis Vietnam .........................................................................51

ContentsFOREWORDS.......................................................................................................................6

CHAPPER 1: THEORICAL BASIS OF BUSINESS STRATEGY.....................................7

1.1. The concept of business strategy and the role of business strategy ...........................7

1.1.1. The concept of strategy and business strategy ....................................................7

1.1.2. The role of business strategy ...............................................................................8

1.1.3. Requirements for construction and implementation of business strategy...........8

1.2. The process of business strategy formulation ............................................................9

1.2.1. Step 01: Analyze external environments.............................................................9

1.2.2. Step 02: Internal environment analysis .............................................................12

1.2.3. Step 03: Determine missions and objectives .....................................................13

1.2.4. Step 04: Formation strategies of business .........................................................14

1.2.5. Step 05: Selecting optimal strategies.................................................................15

1.3. The levels of strategy management and type of strategies .......................................15

1.3.1. Corporate level strategy.....................................................................................15

1.3.2. Business units level strategy..............................................................................16

1.3.3. Funtional units level strategy.............................................................................16

CHAPPER 2: ANALYSIS BUSINESS OPERATION OF AVIALIS VIET NAM ANDECONOMIC ENVIROMENT ............................................................................................17

2.1. Status of business situation of Evialis Vietnam .......................................................17

2.1.1. Introduction to Evialis Vietnam ........................................................................17

2.1.2. Business result ...................................................................................................21

2.1.3. Assessment of company’s real situation ...........................................................23

2.2. External environment analysis .................................................................................24

2.2.1. Macro environment ...........................................................................................24

2.2.2. Micro environment ............................................................................................28

2.2.3. External factors evaluation matrix (EFE)..........................................................31

2.2.4. Competitive profile matrix (CPM) ....................................................................32

2.3. Internal environment analysis...................................................................................33

2.3.1. Internal environment .........................................................................................33

2.3.2. Analysis value chain of Evialis VN...................................................................37

2.3.3. Internal factor evaluation matrix (IFE) .............................................................41

CHAPPER 3: FORMULATING BUSINESS STRATEGY FOR EVIALIS VIỆTNAM INPERIOD OF 2013-202 ........................................................................................................42

3.1. The base for strategy formulation.............................................................................42

3.1.1. Forecasting of market demand ..........................................................................42

3.1.2. Vision, missions and objectives of Evialis Vietnam .........................................45

3.2. SWOT analysis and strategy orientation ..................................................................45

3.3. Analysis QSPM and propose strategy ......................................................................47

3.4. Implementing solutions ............................................................................................51

3.4.1. Setting up value chain for Evialis Vietnam.......................................................51

3.4.2. Propose solutions for Evialis Viet Nam ............................................................52

3.5. Suggestions ...............................................................................................................58

CONCLUSION ...................................................................................................................58

REFERENCES ....................................................................................................................59

FOREWORDS

1. Necessary of project

Vietnam is a country with long-standing agriculture, and today 70% of the population isstill agricultural laborers. In the context of science and technology rapid development ingeneral, and the application of science and technology in the agricultural sector is alsoincreasingly popular; to develop agriculture in the country, Vietnam has called for foreigninvestment to introduce advanced technology and produce high quality products.Particularly in the field of production of animal feed, according to the statistics ofLivestock department the number of FDI firms raising now accounts for about 25% of allbusinesses operating in Vietnam; however production and supply products on the marketof FDI enterprises accounted for more than 60% market share. Besides, joining the WorldTrade Organization WTO of Vietnam has been and will continue to receive more foreignenterprises; therefore the level of competition will be more intense in most of the fields ,including animal feed production.

One of FDI enterprises operating in the feed industry in Vietnam market is EvialisVietnam, presented in Vietnam since 1995 and gradually asserted its position in themarket. However, in the face of increasingly strong competition of many largecorporations from many different countries around the world would somehow affect thebusiness operations of the company in the near future; to find solutions for sustainabledevelopment for Evialis Vietnam the group of authors propose "business strategy for theEvialis Vietnam in period of 2013-2020 ", and we believe that this project will contributefor future success of the Evialis Vietnam.

2. Rearch objective

On the basis of the analysis within the enterprise environment and the impact factors ofthe external environment to find out the strengths and weaknesses as well as opportunitiesand threats; thereby determining the appropriate strategy in order to create competitiveadvantage for the future and ensure the sustainable development of enterprises.

3. Objective and scope of research

- Research objective: Evialis Vietnam corporation, and some of its competititors inanimal feed industry in Vietnam market.

- Scope of research: Animal feed in general, and mainly forcus in feed for pig.

4. Research method

The authors apply the research methods, including: integrated approach, system approach,methods of analysis and logic, ... to analyze and determine the relationships betweenproblems, consider the movement and changes over space and time; since then, find outwhat the impact reasonable method to maximize the opportunities and strengths, minimizethreats and weaknesses on the basis of propose optimal solutions in the process of buildingthe company's business strategy.

5. Content structure

Main content structure of project:

- Chapter 1: Theorical basis of business strategy.

- Chapter 2: Analysis business operation of Evialis Vietnam and economicenvironments.

Chapter 3: Formulating business strategy for Evialis Vietnam in period of 2013-2020

CHAPPER 1: THEORICAL BASIS OF BUSINESS STRATEGY

1.1. The concept of business strategy and the role of business strategy

1.1.1. The concept of strategy and business strategy

The concept of strategy

The term comes from the word strategy Strategic in Greek means "commander" is used inthe military, refers to the science and art of military command. Today, the term strategy isused extensively in business and in life.

"Strategy is the art of building a solid competitive advantage to the defense," said MichaelPorter.

According to Johnson G. and Scholes K. (1999), "Strategy is the direction and scope of anorganization in the long term, in order to gain competitive advantage for the organizationthrough the format of its resources in a changing environment, to meet market demand andsatisfy the expectations of our stakeholders."

Business strategy

According to Alfred Chandler (Harvard University) "Strategy involves the determinationof basic long-term goals of the business, at the same time choose the way or course ofaction and the allocation of resources to accomplish that goal."

By Fred R. David "Business strategy is the means to achieve long-term goals."

In general, the definition of business strategy although there are differences in wording butcontained 03 following contents:

- The target business that wants to reach.

- Propose and select the solution support to achieve the goal.

- Deploy and allocation of resources to accomplish that goal.

Strategy is a set of goals and policies as well as the main plan to achieve these objectives,it is clear the company is or will carry out business activities, and active in any field.

Business strategy of a business is an overall program of action towards the realization ofthe goals of the business. Not to devise a strategy specifically how to achieve these goalsbecause it is a task of immense assistance programs, the strategy functions.

Strategy is to create a framework to guide thinking and actions.

1.1.2. The role of business strategy

Business strategy plays an important role for all businesses, specifically:

- Business strategy plays a decisive role for the existence and development of abusiness during the business, particularly in the global business stage for fiercecompetition. Business strategy is to help clearly see the business opportunity and risk inthe present and in the future since then, based on the potential of the business to deal withthe uncertainty of the market situation.

- Strategy is the way to avoid the error when stepping into the future, to helpbusinesses achieve their goals correctly and with better results thanks to the right target.

- Business strategy based on the analysis of the business environment factors, whichhelp businesses understand and evaluate the correctness and accuracy than existingcompetitors as well as potential competitors hidden in the future of the business, know theelements of the natural conditions, social, political influence how current and futurebusiness. Besides, the business strategy also helps businesses effectively used its existingresources and allocate them appropriately.

From these roles can show that the business strategy to help businesses determine theobjectives and tasks of the business enterprise and thus maximize your resources andcapture the market opportunity as well as receive know the risks in order to createsustainable competitive advantage increasingly for business.

1.1.3. Requirements for construction and implementation of business strategy

First, the business strategy is to achieve the purpose of increasing the power of businessand gain competitive advantage.

Second, the business strategy is to ensure the safety of the business enterprise.

Third, the business strategy must determine the scope, objectives and basic conditions toachieve the objective. The determination of the scope of business in the business strategyis to ensure that fixes the spread of resources, or avoid the use of not all resources.

Fourth, to predict the future of business environment, predicting how much accurate,more consistent business strategy much.

Fifth, to have a backup strategy; the reason to do so, is to execute business strategy in thefuture, but the future is always unknown. So, when building business strategies, must takeinto account the worst possibility that businesses may encounter. And in that situation, thestrategy will be replaced.

Sixth, to combine maturity with opportunities; business strategy is not ripe then surelybusinesses will fail. But there is seemingly paradoxically, a number of business strategiesfail because too ripe. The reason is easy to understand that due to perfective thought inbuilding strategy, it takes too much time in processing information, expect to get a perfectstrategy. That leads to the completion of construction and deployment strategy, the lost

opportunities. So when the business strategy to distinguish between what is ideal strategyand what is the perfective strategy.

1.2. The process of business strategy formulation

Strategic Planning is the first stage, is crucial in the process of strategic management. Thisphase is formed to establish strategic business tasks, investigations to determine theopportunities and threats from the external environment and the strong and weak pointsnow, which set out the long term and choose between alternative strategies. The differencebetween strategic planning and strategic management is strategic management includingthe implementation and evaluation strategies.

The strategic planning is done by a closed process, this step of the process is always aclose relationship and complement each other. There have been many studies to determinethe strategic planning process, in the context of this thesis, the author uses the strategyformulation process based on the model of Fred R. David, including the following:

1.2.1. Step 01: Analyze external environments

System point of view, the existence of the business is in a certain environment, thisenvironment is always changing with the conditions of social tourism and business. Sowhat is environment of a business? These are the factors, forces, institutions locatedoutside of the business always have impact on the survival and development ofenterprises.

Organization's environment can be divided into two levels: the macro environment (alsoknown as the general environment) and micro environment (or a particular environment).

Macro environment affects all sectors of business, but not necessarily in a certain ways.Micro-environment is defined for a specific industry, with all businesses in the sectoraffected by the micro-environment in the industry. And when analyzing the influence ofthe environment, we need to identify two factors: one is the complexity of theenvironment is characterized by a variety of factors that affect the organization's efforts.Increasingly complex environment, the more difficult it is to make effective decisions.Second, the dynamics of the environment, including variations related to environmentalconditions.

1.2.1.1. Macrco environment analysis

Macro environment is composed of the following main factors: economics, politics, lawand government, culture, society, nature, science, and technology. The content of theseelements can point as follows:

- The economic factors: Through impact factors: economic growth, interest rates, thestage of the economic cycle, fiscal and monetary policies, exchange rates, inflationlevels, foreign investment, etc... have great influence on the business of the enterprise.

- Legal-political factors: Political and legal factors have a more significant impact onbusiness operations, including: a system of government policy perspective, the current

legal system, the trend of diplomation of government, the political developments in thecountry, the region and the world. Businesses must comply with the provisions of thetax law, lending, labor safety, insurance policies, pricing, advertising, where is thelocation of plant and environmental protection

- The social-cultural factors: The social-cultural environment including norms andvalues are accepted and respected by a society or a particular culture. The impact of thesocio-cultural factors are often more subtle and long-term compared to other factors,sometimes difficult to identify. However, the socio-cultural environment has stronginfluence on the business activities, represented by the following factors: the conceptof aesthetics, ethics, lifestyle, occupation; customs, customs and traditions; social carepriorities; awareness, education of society.

- The natural element: Natural factors including: geographic location, climate,landscape, land, river and sea, the mineral resources in the ground, sea forest resources,the purity of the water environment, air ... their impact on policy decisions in businesshas long been recognized business. In many cases, the natural conditions are a veryimportant factor to form the competitive advantage of products and services. Theproblem of environmental pollution, poor product quality, waste of resources, alongwith the growing demand for limited resources forcing businesses to change theirdecisions and measures related activities.

- Elements of science and technology: Characterized by the development of scientificand technical progress, the advent of new technologies can create new products withsuperior features, shorten the product life. This is a very active element, filled withopportunities and threats to the business.

This is because the elements of the general environment, macroeconomic factorstypically affect all types of businesses, including factors directly impact on this business,but little impact on business other. Therefore, this is the first general factor that businessneeds analysis to identify the factors that will directly impact the business, through whichto identify opportunities and risks affecting the operations of their business.

1.2.1.2. Micro environment analysis

Micro environment consists of the factors in the industry and are the external factors forenterprises, determine the nature and extent of competition in the business industry.According to Michael Porter, the micro environment of the enterprise is made up of fivebasic elements: competitors, buyers, suppliers, potential new competitors and substitutes.

Figure 1 Micro-environment analysis- five forces model of Michael E. Porter

The competitors

This pressure is often a direct threat to the business, as the pressure of competitionbetween businesses on the rise, the more threatening position and the existence of theenterprise.

The customer

Customers are the most important part of the business; customer loyalty is a majoradvantage of the business. The trust of customers for business can be the most valuableasset for businesses. Credibility is achieved by enterprises that meet customer needs andtastes better than other businesses.

The suppliers

The company must always be associated with the business offers (suppliers) to providedifferent resources such as raw materials, equipment, labor, capital, etc. The provider maycause a pressure in the operation of a business. So the research to understand who providesresources for businesses is not to be missed in the process of environmental research.

Suppliers of materials, equipment with advantage could profit by increasing prices,reducing product quality or reduce the level of service associated with it, so analysisprovider is necessary. The provision of financial is a factor to ensure short-term and long-term loans in each period of the business.

The new potential competitors

For new players to participate in the business may be factors that reduce the profitabilityof their business due to put into operation new production capacity, with the desire to gainmarket share and the necessary resources.

Although not always businesses also face new potential competitors, but the integrationrisk of new competitors in the industry has influenced also affect business strategy.Besides, the protection of competitive positions in business including the maintenance ofthe legal barriers to prevent intrusion from outside is necessary. These barriers are: theadvantage due to large-scale production, product diversification, requires large financialresources, cost advantages that competitors can not create. Another barrier to prevent theentry of new potential competitors is strong resisting of the standing organizations.

The alternative products

Pressure due to substitute products limits the potential profit of the industry due to thehigh rates controlled. If you do not pay attention to the potential replacement products,enterprises should narrow market. Therefore, businesses are constantly researching andchecking the potential replacement items.

The majority of alternative products is a result of the technology boom. Want to succeed,businesses need to pay attention and devote resources to develop or apply newtechnologies to their strategies.

1.2.2. Step 02: Internal environment analysis

Every organization has its strengths and weaknesses in certain business sectors. The innerstrengths and weaknesses with external opportunities and threats, and clear tasks that arethe basic points should be considered when setting goals and strategies of business.

The objectives and strategies are designed to take advantage of the strengths andovercome the weaknesses inside - the factors that managers can control. In a business itelfthat includes all elements and systems inside of it, to try to analyze carefully the internalfactors in order to identify their advantages and disadvantages; on that basis, measures topromote the advantages and reduce disadvantages to achieve maximum advantage. Theinternal factors mainly include functional areas such as: human resources, research anddevelopment, production, finance and accounting, marketing and leadership, etc...

To understand the significance of the activities of the business, the value chain need to beanalyzed to determine which activities create value for customers, so that the focus onbuilding activities to create advantage for business.

Figure 2 The value chain model of Michael E. Porter

1.2.3. Step 03: Determine missions and objectives

Missions

The mission of the enterprise is a statement of long-term value of the businessresponsibilities, beliefs and ideas of the participants in the organization. The determinationof the mission is essential to set goals and formulating strategies in an effective manner.

Objectives

The term "target" refers to specific criteria or results to be achieved in the future business.Objectives usually reflect expected state can be done and should be done at a time or aftera certain time.

Usually the target now divided into two types of short-term goals and long term goals.Short-term goals have to be very specific and detailed results in a decision cycle. Short-term goals are usually a year. The long-term goal is the desired results set out in arelatively long period of time.

Goal should be set properly because it is crucial in making the business strategy. Commongoals must meet the following criteria:

- The specific objectives.

- The flexibility of the target.

- The measureability of the target.

- The feasibility of the target.

- Consistency of objectives.

- Acceptability of goals.

- The time line of the target.

1.2.4. Step 04: Formation strategies of business

Strategic management process consists of three phases:

Phase of strategy formation

This is the first stage, its a foundation and play a very important role in the whole processof strategic management. In this phase should define the vision, missions andorganization's strategic objectives, development tasks, identify opportunities and threats tothe organization from the outside, showing the strengths and weaknesses inside, settinglong-term objectives, generating alternative strategies and select specific strategies topursue.

Phase 1: Input stage

External FactorsEvaluation(EFE)

Competitive Profile Matrix (CPM) Internal Factors Evaluation (IFE)

Phase 2: Combination state

Matrix ofStrengths-Weaknesses-Opportunities-Threats(SWOT)

Matrix strategicposition andactionevaluation(SPACE)

Bostonconsultinggroup matrix(BCG)

Matrix Internal- External (IE)

Matrix of mainstrategy

Phase 3: Decision stage

Quantitive Strategy Planning Matrix (QSPM)

Table 1 Analytical framework for strategy formulation

Implementation strategy phase, or called action stage of strategic management:

This phase is to mobilize resources to implement the strategy has been set up. Includingthe setting of annual objectives, policy making, and resource allocation to establishstrategies can be implemented. This period is often considered the most difficult stage inthe strategic management process. The implementation of the strategy requires discipline,dedication and self-sacrifice of the individual.

The strategic review stage: Monitoring and review the results of activities and strategicimplementations; including measurement to determine the performance of individuals andorganizations, including the corrective actions needed.

All administrators and staff at all levels in the organization, not just the owner or seniorexecutive officer, must accossiated with activities of implement and evaluate strategies;the participation is crucial to achieve adherence to the necessary changes.

1.2.5. Step 05: Selecting optimal strategies

Due to the nature of the long-term strategy is a matter of strategy selection is crucial forthe future of the business. The strategy choice of the enterprise whether on the basis ofintuition or analysis must be based on the actual situation of the enterprise and thedevelopment trend in the future. Therefore, a strategy chosen must meet the followingrequirements: in accordance with the mission and business objectives that are pursued;avoid shock to the process of business operations; consistent with resource capabilities ofthe business.

The choice of the optimal strategy is done by the quantitative strategic planning matrix(QSPM). By the analysis of the results of external elements matrix, the internal elementsmatrix, competitive profile matrix and especially the SWOT matrix; QSPM allowsevaluating the specific advantages of each strategies in the same comparison group,allowing administrators to choose the best strategy for the business.

1.3. The levels of strategy management and type of strategies

Strategic management can occur at many different levels in the organization. Usually thereare three basic levels of strategies:

1.3.1. Corporate level strategy

It’s a pattern of decisions in a company, it identifies and defines the purpose, theobjectives of the company, identify the business operations which the company pursued,create policies and design the basic plan to achieve the objectives of the company.

In an organization with the size and the level of diversity, "corporate strategy" is oftenapplied to the entire enterprise. Company strategy set out to identify the business activitiesin which the company will compete and distribute resources between business activities.

Company strategy related to the overall objectives and the expected size of the business,towards the basic long-term goals, development orientation of the organization. By FredR. David, strategies for companies with 14 basic strategy, divided into four groups:

- Integration strategy group, including three strategies: Forward integration strategy,backward integration strategy, and horizontal integration strategy. The strategy of thisgroup allows companies to gain control over distributors and competitors.

- Intensive strategy group, consisting of three strategies: market penetration, marketdevelopment and product development. Characteristics of these strategies requirefocused efforts to improve the company's competitive position with existing products.

- Business expanding strategy group, including three strategies: concentricdiversification activities, horizontal diversification activities and diversify the blocktype of activities.

- Other strategy group such as joint ventures, downsizing operations, cut operating,liquidation or synthetic.

1.3.2. Business units level strategy

Business strategy is planed in order to determine the selection of specific products ormarkets for its own business operation, and it determine how the company will competewith a business with the known position of the company itself among its competition.

Strategic business units of the business to determine how each business unit will try tocomplete its goal to contribute to the completion of the company target. If the company isthe industry, the business unit level strategy can be considered as company-level strategy

1.3.3. Funtional units level strategy

Strategic level functional (or operational strategy) is a strategy of the functional parts ofthe organization (R & D, production, marketing, finance, ...) This strategy helps improve,enhance operational efficiency in the company, helping business strategy, corporate levelstrategy implementation effectively.

Thus the strategies of three basic levels are not independent but have close relationshipwith each other. Strategic level is a precondition for lower-level strategy, and subordinatestrategy should adapt to superior strategy then process of implementation strategy has theability to be successful and effective.

In addition to these three basic levels of strategy also have a global strategy, to enter andcompete in the global environment, businesses can use four basic strategies:

- Multinational strategy (multidomestic)

- International Strategy (international)

- Global Strategy (global)

- Transnational strategy (transational)

In summary:

Building business strategy plays a very important role for any business to survive andimprove competitive position in the fiercely competitive market like today, especially onthe livestock feed market. The study of theoretical in general about business strategy tohelp businesses to get a comprehensive view of the factors impact and affect to thebusiness, as the basic platform for the construction of proper orientation, feasibilitystrategic planning and propose appropriate solutions.

CHAPPER 2: ANALYSIS BUSINESS OPERATION OF AVIALISVIET NAM AND ECONOMIC ENVIROMENT

2.1. Status of business situation of Evialis Vietnam

2.1.1. Introduction to Evialis Vietnam

2.1.1.1. History and development

Established in 1995, EVIALIS Vietnam is a subsidiary of INVIVO NSA group (France)is a leading group with 60 years experience in the field of nutrition and animal health,based in 18 countries and over 5.000 employees on the world

The information below are the importation events and achivements of EVIALIS Vietnamhas achieved since first step in Vietnam from 1995 to now.

1995: Establish Representative Office in Vietnam, trade promotion and introduction ofpremix and veterinary medicine1998: Establish Joint Venture Company GUYOMARCH – VCN in Hanoi with NationalRearing Hatchery Institute (NRHI), the first factory specialized in producing animal andpoultry feed.2000: Minister of Agriculture & Rural Development awarded certificates of merit on thecontributions and accomplishments join the International Exhibition of Agriculture.2001: Establish GUYOMARC'H-VN in Binh Duong, No.2 factory specialized inproducing animal & poultry feed.2003: Building the factory OCIALIS Vietnam in Binh Duong, No.3 factory specializes inproducing aquafeed.2004: Establish the GUYOMARC'H center in Bien Hoa - Dong Nai, specialislized intechnical support and provide testing services for livestock and poultry.2006: Establish OCIALIS center in Long Xuyen - An Giang, specialislized in technicalsupport and testing services for fish. Establish Hung Yen R&D, specializing in research onpoultry nutrition. People's Committee of Hanoi city commendation awarded by the manyachievements in business and contributing to economic development and social capital.2007: Establish OCIALIS center in Duc Pho - Quang Ngai, specialislized in technicalsupport and testing services for shrimp. Establish Nha Be R&D in HCM city, specializingin research on shrimp and fish nutrition

2009: Establish Nha Be R&D in Bien Hoa – Dong Nai province, specializing in researchon pig nutrition. Establish LAREAL Vietnam, No.5 laboratory of EVIALIS on the worldspecializing in food and feed analysis, achieving ISO 17025 certification. EstablishGrimaud Vietnam Company. A cooperation projects Evialis Vietnam & Grimaud Groupspecializes in producing and distributing Grimaund ducks. Establish OCIALIS center inCan Tho city, specializing in technical support of shrimp and fish. Establish Dong AnhR&D in Dong Anh – Ha Noi, specializes in research on poultry nutrition.

2010: Building the factory GUYOMARC'H Dong Thap in Chau Thanh - Dong Thap, No.4 factory specialized in producing animal and poultry feed. Building a new officeEVIALIS Vietnam in Binh Duong

2.1.1.2. Business fields and markets.

Evialis VN is an expert in the field of manufacturing and trading of animal feed,poultry and seafood quality, in accordance with the pet's nutritional needs for each stage ofdevelopment from small to large. In addition to the above main line of business, thecompany in the field of business analysis to support the animal feed industry. However,the range of topic research is feed for pigs and the market is targeting to domestic. This isthe main business of the company in the market with market segmentation is the dealerand the farm. Due to the current livestock in Vietnam still operating under the model ofhouseholds, so the company's main market is still distributed to wholesale dealers withproduction sales of 90%, and 10% for the farm. However, with the development of thelivestock industry will lead the demand from farms become more and more, so theobjectives of the company in the future will focus to farms market.

Figure 3 The distribution structure model of Evialis Vietnam

The main products of the company on the pig as follows:

Feed for piglegs:

- Jolie 1: feed of piglegs from 7 days of age until the weight is 8kg

- Jolie 2: feed for piglegs weighing from 8kg to 15kg

Feed for fattening pigs:

- Boss 110: compound feed for pigs from 15kg to 30kg


- Boss 114: compound feed for pigs from 60kg until

- Boss 1: concentrate for pigs from 15kg until stable

- Boss 9999: super-dense food for pigs from weaning until the finisher.

Feed for sows:

- Maximun 116: complete feed for sows and treatment






Feed for piglegs:









Feed for sows:







Feed for piglegs:









Feed for sows:


- Maximun 118: compound feed for sows nursing

- Maximun 16: concentrate for pregnant sows

- Maximun 18: concentrate for nursing sows

Special treatment feed

- Universal: compound feed for scabies and worm treatment for sows and boars

- Boss lungs: compound feed for cough treatment for pigs

Special feeds

Blended scabies and wormtreatment for sows and boars

For cough treatment forpigs.

Piglet feeds

From 7-day-old piglets untilthe weight is 8kg.

From 8 old piglets until theweight is 15 kg.

Fattening pigfeeds

15-30 kg 30-60kg 60kg-finisherpigs

15kg-finisherpigs

Afterweaning to

finisher

Sowfeeds

Mix Mix Concentrate Concentrate

Table 2 Products list for swine

2.1.1.3. Organization chart

Evialis Vietnam was established and registered business under the name calledGUYOMARCH, this is the company's brand strategy on the industrial food market.

Evailis VN is to promote the brand image of Invivo NSA Corporation in Vietnam. And inVN, Evialis VN has established two head offices are as follows:

Figure 4 Business offices of Evialis Vietnam

Trụ sở chính ICÔNG TY LD

GUYOMARC'H-VCNChèm, Thụy Phương, Từ

Liêm, Hà Nội

Animal feed Aqua feed Analyse center Veterinery

Sowfeeds







EVIALIS VIET NAMwww.evialisvietnam.com

Trụ sở chính ICÔNG TY LD

GUYOMARC'H-VCNChèm, Thụy Phương, Từ

Liêm, Hà Nội

Trụ sở chính IICÔNG TY TNHH

GUYOMARC'H-VNẤp 1B, An Phú, Thuận An,

Bình Dương


Sowfeeds







Trụ sở chính IICÔNG TY TNHH

GUYOMARC'H-VNẤp 1B, An Phú, Thuận An,

Bình Dương


-1,000,0002,000,000

2007 2008 2009

Revenue

-100,000200,000

2007 2008 2009

Sow feed

Figure 5 Organization Chart of Evialis Vietnam

2.1.2. Business result

2.1.2.1. Revenue of product groups

Revenue of product groups in the last 5 years is as follows:

Unit: million VNĐGroup of products 2007 2008 2009 2010 2011

Piglet feed 46,622 117,067 187,604 178,178 220,526Fattening pig feed 224,323 391,874 670,345 770,343 1,008,253Sow feed 40,515 114,742 119,895 118,964 154,064Special products - - 3,394 2,390 2,281

Total 311,460 623,682 981,238 1,069,874 1,385,124

Table 3 Revenue of products

Figure 6 Growth chart of products revenue

CFO

Chiefaccountant

Accountingdept

Treasurydept

Invoicingdept

Administration dept

HR manager

HR dept

Productiondept

2009 2010 2011

Revenue

-

200,000

400,000

2007 2008 2009

Piglet feed

2009 2010 2011

Sow feed

-1,000,0002,000,000

2007 2008

Fattening pig feed







Total 311,460 623,682 981,238 1,069,874 1,385,124



Generaldirector

HR manager

HR dept

Industrialdirector

Productionmanager

Productiondept Stock dept

Maintencance manager

Maintenancedept

Commercialmanager

Sales dept Technicaldept

Marketingdept

2009 2010 2011

Piglet feed

2008 2009 2010 2011

Fattening pig feed







Total 311,460 623,682 981,238 1,069,874 1,385,124



Marketingdept

Fomularmanager

Fomulardept QC dept

Purchasingmanager

Purchasingdept

According to data above we see that company’s revenue was increased well in theeconomic situation facing a lot of difficulties. This means that the company's productsgaining the trust of consumers and gradually increase market share.

2.1.2.2. Gross margin of product groups

The company's development process is also reflected in the average gross profit (dong /kg) of the company tends to increase in recent years, contributing to increased profits forthe company.

Group of products2007 2008 2009 2010 2011

VND/kg % VND/kg % VND/kg % VND/kg % VND/kg %

Piglet feeds 1,241 16.26% 2,310 22.64% 2,259 21.50% 2,620 21.59% 2,407 17.76%

Fattening pig feeds 679 15.04% 1,472 22.90% 1,222 17.94% 1,371 17.00% 2,083 22.48%

Sow feeds 914 18.22% 1,617 22.25% 1,270 21.02% 1,427 19.30% 2,023 23.56%

Spaecial feeds 1,367 17.74% 1,740 16.22% 2,345 22.47%

Average 763 15.63% 1,607 22.73% 1,367 19.00% 1,526 18.03% 2,113 21.84%

Table 4 Average gross profit (VNĐ/Kg)This achievement shows the R&D department was working effectively, found materialsreplace traditional materials in animal feed industry with lower cost while still ensure thequality standards of the company was committed. In the difficulty condition of the worldeconomy as well as price of raw materials increasing, this is a positive as well as thecompany's strategic aim is to compete with other companies by creating products with lowprice but ensure the quality and profitability of the company in the context of increasing offeed price.

2.1.2.3. Financial situation

Key financial indicators of company Evialis Vietnam in recent years as follows:

2007 2008 2009 2010 2011

Performance1. Return on Equity 33.8% 39.6% 27.5% 14.7% 24.7%2. Return on Assets 15.3% 14.1% 10.6% 6.3% 11.5%3. Return on Invested Capital 27.2% 29.6% 20.5% 16.9% 23.8%4. Profit margin 4.1% 5.7% 4.1% 2.1% 4.0%5. Gross margin 9.7% 12.9% 12.1% 12.2% 13.9%

Capital management1. Asset Turnover 3.8 2.5 2.6 2.9 2.92. Fixed Asset Turnover 8.0 6.0 6.8 7.1 5.83. Inventory Turnover 12.0 5.2 5.6 8.7 8.74. Inventory Period 30 70 65 41 415. Account receivableturnover 35.4 25.6 17.2 13.8 27.86. Collection Period 10 14 21 26 137. Day's sale in cash 11 5 1 4 5

0

200,000

400,000

600,000

800,000

2007 2008 2009 2010 2011

Total asset

0500,000

1,000,0001,500,0002,000,0002,500,000

2007 2008 2009 2010 2011

Gross sales

0

50,000

100,000

150,000

2007 2008 2009 2010 2011

Profit before tax

0

50,000

100,000

2007 2008 2009 2010 2011

Profit after tax

2007 2008 2009 2010 2011

Finance situation1. Equity - Asset ratio 45.4% 35.7% 38.6% 42.8% 46.6%2. Debt - Asset ratio 54.6% 64.3% 61.4% 57.2% 53.4%3. Debt - Equity ratio 1.2 1.8 1.6 1.3 1.14. Financial Leverage 2.2 2.8 2.6 2.3 2.1

Solvency1. Current ratio 1.2 1.1 1.1 1.1 1.02. Quick ratio 0.5 0.3 0.3 0.5 0.43. Interest ratio 9.3 7.0 6.8 3.5 10.5

Table 5 Financial indicators of Evialis Vietnam

According to the above data we can believe that the company will develop stable andsustainable in the coming years.

2.1.3. Assessment of company’s real situation

Summary of indicators of company Evialis Vietnam has achieved as follows:

Indicators 2007 2008 2009 2010 2011Total asset 181,997 434,300 553,249 585,597 714,206Gross sales 684,244 1,079,032 1,444,428 1,717,211 2,055,868Profit from business activites 30,065 75,183 71,827 46,087 89,951Other incomes 1,003 239 1,459 4,527 20,396Profit before tax 31,068 75,422 73,286 50,613 110,347Copporate income tax 3,133 15,211 14,570 13,749 28,004Profit after tax 27,935 60,211 58,716 36,865 82,343

Table 6 Summary indicators of Evialis Vietnam

Figure 7 Chart of summary indicators

According to above datas we see that:

Total asset: total assets increased due to two main reasons. The first is to increaseinventory to meet the needs of production as well as increasing of volume sale. Thesecond is to come from investment projects as laboratories LAREAL and new plantin Dong Thap.

Gross sales: again we see the development of the company through revenueindicator. Revenue is always higher than the year before. This means thatdevelopment of the company is always stable and step by step extend market share.Each year the revenue always increased by at least 20%.

Profit after tax: the difficult economy in 2009 and 2010 led to the prices of allcommodities are increasing, particularly the cost of fuel and raw materials that hasaffected the production cost and make the profit after tax of the business to tends todecrease slightly in 2009 and decreased very sharply in 2010. However, with theflourishing of the economy in 2011, the company has overcome difficult to achievethe highest net profit.

2.2. External environment analysis

2.2.1. Macro environment

2.2.1.1. Economy

Vietnam is a potential agricultural country in Asia and the world. Vietnam is the world'ssecond largest exporter of rice, coffee, cashew, rubber and a world leader in the export ofpepper. Although the livestock industry didn’t contribute much foreign currency and notreally outstanding but it doesn’t mean no advantage in the process of economicrestructuring. To make livestock industry to really become a key economic sector, it isnecessary to look at the real facts and innovation awareness on this issue.

In Vietnam, the livestock industry contributed a rate ranges from 22.6% to 25.5% in thetotal GDP of the argicultural industry in the period 2001-2011 and is expected to increaseto 25%- 26% in the period 2012-2020 (Department of Livestock).

Figure 8 Growth chart of GDP and CPI 2007-2011

TT MONETARY INDICATORS FROM 2012-20151 Growth in money supply (M2) 15-17%








2.2.1.1. Economy












2.2.1.1. Economy





TT MONETARY INDICATORS FROM 2012-20152 Growth rate of domestic credit 17-20%3 State budget deficit 4.5-4.9% GDP4 The trade deficit 5-8% GDP5 Balance of international payments 3-4 billion surplus6 Foreign exchange reserves Equivalent to 6-8 weeks of imports

Table 7 Montetary indicators 2012-2015

With the economic development, the consumers needs of food is more and more growing,but livestock industry is still not enough to meet domestic demand. Do not really have anew approach, high percentage of livestock traditionally with features as small, scattered,unfocused number large enough to become a commodity product, not the best quality, donot focus on market planning and accounting for economic efficiency. This farmingmethod has many disadvantages, but is the essential source of income to improve livingstandards of the poor. According to the estimation of experts, income from livestockindustry will be 70% of the income of the poor.

Ten years ago, the demand for meat in Hanoi and Ho Chi Minh City is 500 tons / day.Today, the daily consumption in HCM is around 800 tons - 1,000 tons, Hanoi needs 300tons / day. Only pork, annually two cities need nearly 13 million tons equivalent to 7million - 10 million pigs with weight 100kg/pig, not to mention the needs of 70 millionpeople in different regions of the country. Obviously, if you do not convert livestocktranditional methods towards modern method applications, will not meet the demand ofdomestic consumption and export.

With the economic conditions mentioned above, we believe that the need of the livestockindustry is extremely large and very important for the development of the Vietnameseeconomy.

2.2.1.2. Political - Legal

Livestock really is one of the important methods contribute to poverty alleviation in ruralareas. However, how do farmers access to capital, the best application of the achievementsof science and technology, contributing to the development of animal husbandry in thedirection of industrialization and modernization is a problem with more urgent.

In recent years, many policies of the Party and the Government on economic development,promote industrialization, modernization of agriculture and rural development, structuraltransformation of plants and animals, went into real life, contributing to the developmentof the livestock sector. A new mode of production towards sustainable goods in thelivestock industry is gradually formed.

Farmer excited Decision No. 225/1999/QD-TTg dated 10-12-1999 and Decision17/2006/QD-TTg dated 29-01-2007 of the Prime Minister on the variety program, animalsand forest trees by 2010. Series of farm cow milk, pigs goods, goat, chicken, duck ... hasflourished. Extension system from the central to the local level has been graduallypopularized new advances on the same techniques, so that technical progress for housing

in accordance with the new technology, new breeds of livestock has people applied,millions of households out of poverty alleviation.

Approved by Decision of the Government of Livestock Development to 2020, "livestockwill be fundamental changes in the direction of industrial productivity, quality, efficiencyand competitiveness; translated controldiseases and hygiene and food safety; meet foodneeds for domestic consumption and export-oriented "," increase the proportion oflivestock in agriculture: 32% by 2010; 38%in 2015 and 42% in 2020 ". All resolutions anddirectives of the Party and the State stand firm to help the livestock industry have a legalbasis to develop during the integration.

2.2.1.3. Social culture – Population

Vietnam's population is increasing year by year, an average of 1% per year. Till now thereare currently about 89 million people. Population along with people's lives have beenimproved, enhanced educational level. Spend more structure there is a change in thestandard of living and social influence. In addition to food, clothing, housing and morepeople pay more attention to other issues such as: education, culture, entertainment, trafficand especially health. So the demand for meat consumption also increased. Especially inlarge cities, under the impact of economic growth problems of nutrition in your diet ismore interested. On the other hand with the rapid population growth of the VN test animalneeds very urgent, especially pig pork consumption habits of the Vietnamese accountingfor 46% of the consumption of meat.

2.2.1.4. Science – Technology

So far, the Vietnamese livestock industry itself does not have the production modelof community to be competitive with foreign companies in Vietnam and other countriesaround the world. In the legal framework of macro policy is not enough clarity about theproduct chain closed (from livestock for meat, dairy, eggs, food, food protein, foodsupplements, equipment barn animal husbandry, veterinary medicine, industrialslaughtering, meat processing, dairy industry and market services).

Not have a long-term policy and planning for the training of scientific and technicalstaff as well as technical subjects synchronous breeding, biotechnology, equipment,processing, veterinary ... qualified expertise. Actually started with the so down onintensive technical staff, dedicated to the craft not only in livestock but also in many otherareas as livestock development.

Investment in scientific research is spread, the research is not comprehensive andlong-term; yet for improving response at each stage of production and lack of continuity;technical solutions new, specific applications for the development of production; lack ofspecific ecological zones, economic zones in the study to develop appropriate; manysubjects non-economic factors, is difficult to apply to production.

Our livestock industry is still a small livestock, livestock households with highpercnetage rate and lack of planning, not sustainable development. According to datapublished by the Department of Animal Husbandry, in 2010 there were 8.5 million

households livestock activities but only 70% of these are the livestock barn, the rest arefree ranging. Currently there are over 20,809 the farm, SPCN industry, in which pigsaccount for 45 - 50% of poultry from 30 - 35%, livestock food industry reached 53.8%.

Meanwhile, the level of the backward people's livestock productivity is not highwith high price. Economic experts said that the cost in Vietnam is now too high, morethan 20% compared to other countries in the region, while the country also cost more than20% compared to other countries with animal aquaculture development. This is due toincrease in transport costs, high interest rates, yield low livestock farmers, especially highfeed prices.

2.2.1.5. Global environment

Promote strong internal resources, plus more diversified cooperation with the worldto exchange experiences and learn from friends in the trend of globalization, theintegration extensive livestock industry will certainly become an industryimportant fact inthe not too distant future.

Vietnam has joined the AAAP organization, association of producers in Asia andAustralia was established in 1980, since 1992 with the goal of exchanging newinformation on animal science, introduced the processtechnology, new products forlivestock.

Besides these advantages, the integration with the world can bring us manychallenges for the livestock sector to import food from abroad into Vietnam. For example,in early 2008, before the heavy losses of livestock due to disease and malaria, thegovernment has decided to import tax cut of pork, chicken from 30% to 20% and 12% tocover shortage of food supply in the country. However, only a few months later, theimported meat was flooding the market and causing heavy losses to farmers.

The lesson of 2008 is that tax worries import more livestock products cut from the2012 high. Specifically, the meat of bovine animals decreased from 20% to 14%, frozenpork from 30% to 15%, meat processing from 40% to 22% ... Mr. Nguyen Dang Vang,former director of the Animal Husbandry Department, said that the tax on not decrease butalso potential risks. Former Director of the Institute of Commercial Research, Prof. Dr.Nguyen Van Nam noted, if not urgent measures to promote animal husbandry, improvingthe competitiveness of the livestock products, we risk losing their home is being.

The reduction of the livestock products under WTO commitments is force majeure,in addition to boosting industrial production focus, improve farming technology -according to Prof. Dr. Nguyen Van Nam, we have the right to do and should do is to setthe technical barriers. However, to this point, according to the survey, not many criteria,standards of food safety and hygiene-product strong enough to prevent, livestock poriducspoor quality flow into our country.

According to the Economic Research Institute of Central, after more than fouryears of joining the WTO, Vietnam's agricultural production was growth of only 5-6% /year, in 2009 only 3.5%. Although there are positive signs from the value of agriculturalexports of VN increased in 4 years, especially some products have a competitive

advantage, such as rice, coffee, rubber, cashew nuts, pepper, vegetables, seafood ... butproduction capacity and competitive of these products overwhelmed, such as the livestockproducts. Noq all main exported products are the threshold, can not increase the area,productivity increased only in moderation. Many items have to face the risk of lack of rawmaterials such as fish, nuts, wood ... Each year Vietnam has to import nearly 100%soybean oil (about 2-2.5 million tons / year), 1 million tons of corn, 2.5-3 million tonnesof rice bran ... for processing feed.

2.2.2. Micro environment

2.2.2.1. Customer

When considering the production of animal feed business briefly, we can see thatthe dealer is their most important customers, the buying rate at about 41% of the totalvolume of food, followed bythe reseller to buy 26%, other enterprises buy 16% and 12%of industrial farms. The small farmers are not regular customers of the feed businessbecause they only buy 5% of the total food.

According to the scale of production, sales strategy small business is completelydifferent from medium and large enterprises. Small businesses tend to diversify theiraudience, selling to dealers, small businesses and farms, while large and medium-sizedbusinesses primarily sell products to dealers. In general, the larger the scale of production,the percentage of food sold to dealers as high and the proportion of sales to the lowersmall farms.

For current customers of Evialis VN are distributors and farms with 90% ofdistributors and 10% farms. With the current animal model, the distribution is still themain channel of the feed into the hands of farmers.But in the future, when the smallanimal model transfer to concentrated animal model (model farms), farm market segmentwill increase.

Although Evialis VN only distribute products directly to the distributors level I, butthe company is responsible for developping market for distributors level I by supportingtechnical support to secondary distributors and small farms that are agent of distributorlevel I. Currently, system-level agent I of Evialis Vietnam was opened in the majority ofdistricts in the provinces of farms.

Different customers will have different needs for products. With the distributorslevel I, price and sales policies are more important than product quality factors. However,product quality is an important factor to keep customers, because if the product quality isnot good, even if the sale price and good sales policies to some farmers will not use thisproduct. Anh with large farms, the quality of products is top priority.

2.2.2.2. Competitor

Well understanding about a competitor is an important requirement for thedevelopment of the company's business strategy. At present, our country has 233 feedfactory, of which 58 (24.9%) of the foreign-invested companies (including 100% foreign-owned companies and joint ventures). Industrial feed market share of some leading

foreign companies such as CP Vietnam accounts for about 18.1%, Pronco 8.8%, Cargill is7.1%, and EH is 5% (Source: Department of Livestock).

According to our assessment, so far the company with 100% foreign investmentholds 65-70% market share. Most corporations producing the world's second most foodhas been present in Vietnam; CP Group (Thailand); Cargill (USA), NewHope (China) ...Thanks to their influence, Vietnamese enterprises also studied the method of production,sales, market ... so since 1995 and is now a private company and a specialized stock feedbusiness success as the: VINA company, Drive burned ... But the small market share ofthe Vietnamese only 20-30%. The management of VN enterprices is not good, lack ofcapital, lack of technology, not strong enough to compete with 100% foreign investmentcompany.

Some of the strengths and weaknesses of the competitors:

Company Strenth Weak

C.P- Breeding animal- Processing program- Competitive Price

- No focus on free market- Limitation of credit

Cargill- Brands- Good quality- Good sales policies

- No breeding animal

Proconco- Brand goes to the heart- Stable quality- Power distribution system

- Promotional Policy- Limitation of credit- No breeding animal

ANT- Low price- Many products

- Unstable quality- No breeding animal

Lai thieu - Quite quality- Domestic Brand- No breeding animal

Vina - Quite quality- Domestic Brand- No breeding animal

Table 8 The strengths and weekness of competitors

2.2.2.3. Vendor

Dependence on raw materials for the production of aimal feed is one of thechallenges that the livestock industry is facing. Reduced dependence on imported rawmaterials, toward autonomy raw materials for industry is an expectation of our agriculture.Raw material needs are increasing, while today 70% of the raw material that we have toimport.

Annual the import value is arround $ 2 billion of feed raw materials. In which,nearly a million tons of corn; circuit under a million tons of wheat, shot glasses bran,vegetable oil, animal fat; 2-2.5 million tons of soybean meal from the U.S., India,Argentina, Brazil...; hundreds of thousands of tons of fish meal from Peru, Chile, Mexico,

etc.; bone Meal meat from Hungary, Poland, maté; Enter hundred thousand ton DCPminerals from Yunnan China. Additional food additives, types of minerals, vitamins,aroma, color, flavor ... collectively premix are not be manufactured, imported from allcontinents, 40 countries and territories around the world.In recent, one of hot problems that livestock faces tending to increase the price of animalfeed. Large dependence on imported raw materials such as soybeans and corn, high tariffsand low productivity of this material is considered to be the cause of the domestic feedprices rise. Price feed industry in Vietnam is about 10-15% higher than other countries inthe region such as Thailand and China. Vietnam imports an estimated 20-30% of thevolume of raw materials used for production of animal feed, equivalent to about 45% ofthe total value of raw materials.

InVivo NSA, the parent company of Evialis VN, has agribusiness operations in theworld, so Evialis Vietnam has good relationships with the major supplier of agriculturalproducts and the prestige of the world such as Cargill, Bunge, Scoular,Dubai oil milk,Adani ... so always ensure quantity and quality of raw materials according to the needs ofthe company. Premix is a vantage point of Evialis the VN because InVivo NSA also hasmanufacturing and trading premix acitvity. Therfore, premix is not a matter of concern ofEvialis Vietnam.

2.2.2.4. Substitutive products

With the increase in the price of animal feed led to the increase in the price of meatas well as consumer fears about food safety issues in the livestock and poultry (blue earpig disease, foot and mouth disease anda number of companies produce animal feed use ofgrowth) has made consumers think of alternative products such as shrimp, fish and moreimported products.

With the goal of avoiding loss of consumer confidence for pork, the state has issueda circular 33/2012/TT-BNNPTNT about hygiene regulation, ensure food safety for theestablishmentmeat and edible by-products from animals treated in the form of fresh food.5 requirements for the conditions and duration of storage of meat and by-productsregulations: "Do not use a chemical to preserve meat and fresh products. And meatproducts stored at room temperature only sold within 8 hours after slaughter. Meat and by-products from the slaughter be stored at 0-5 degrees C only sold within 72 hours afterslaughter. For products is the stomach, small intestine and large intestine stored at 0-5degrees C only on sale for 24 hours after slaughter.

If we do not solve the problem of pricing and food safety, meat market fades intoalternative products such as shrimp, fish and meat products imported from abroad.

2.2.2.5. Potential competitors

Although the livestock sector in the country is difficult, but the field of investmentin production of animal feed has attracted many investors because demand for animal feedin the country remains high and tends toincrease in the future.

Feed industry in Vietnam is still many opportunities to grow as the current productioncapacity to meet half of the demand.However, the transformation of this potential intogrowth and profit is very difficult, especially with the domestic manufacturer.

When developing the livestock sector development strategy, the Ministry ofAgriculture and Rural Development estimates that by 2015, the demand for animal feed(feed) of Vietnam around 18-20 million tonnes, and will rise to 25-26 million tonnes by2020. Domestic supply shortfall close to current production capacity can be viewed as avery good opportunity for investment and development of feed production in Vietnam.

Some feed companies joined markets:

- On 20/10/2011 Co. Ltd feed Kyodo Sojitz has formally held the groundbreakingceremony Plant Project SX feed animal capacity 200.000tone/year to 3.34 hectares inIndustrial Thinh Phat. The project is expected to formally put into operation in early 2013.Project SX plant fodder investment cooperation between the two big groups of JapaneseSojitz and Kyodo corporation with $ 24 million invested.

- On 11/11/2010 at Dong Van Industrial Zone, Ha Nam. Manufacturing And TradingCorporation Complete Yang held the opening ceremony of the plant feed brands THAIWAY.

- On 8/9/2011, Tongwei Group (China) officially celebrated the inauguration of LtdTongwei Hai Duong in industrial way Cam Giang District, Hai Duong Province,specializes in manufacturing and sales of the product linefeed for pigs, chickens, ducks;using equipment and advanced production technology world. The company has a totalinvestment of $ 10 million, the plant's design capacity of 200,000 tons / year.

Because of late joined in the market, new feed companies have difficulties insetting up the big dealers with sales of over 100 tons per month. So how the business ofthe new company is aimed at secondary agent in the distribution of other companies andtake them to an agent of the company I own, this is also voluntary response expectationlevel I want to become an agent with incentives in the sales policy of the agent when levelI can not act as agent of the company that they are acting as agents II for failing to meetsales as needs of these companies.

With the way this has caused difficulties for Evialis Vietnam in strengthening anddeveloping its market. However, with good quality and stable, Evialis Vietnam still firmlysustainable development and relatively good image in the animal feed market in Vietnam.

2.2.3. External factors evaluation matrix (EFE)

Factors Weights RatingsWeightedscores

Macro factorsOpportunities

The average population growth of 1% / year 0.10 3 0.3Average annual GDP growth of 5-6% / year 0.07 3 0.21Per capita income being increased 0.10 3 0.3State policies to support the development of livestock industry 0.05 4 0.2

Factors Weights RatingsWeightedscores

ThreatsMacroeconomic instability 0.02 2 0.04The varying on feed safety standards 0.03 2 0.06The complication of disease and weather-climate 0.01 1 0.01

Micro factorsOpportunities

Livstock feed industry development 0.10 4 0.4Livestock feed demand is expected to grow 5-7% / year 0.05 4 0.2Livestock feed production technology 0.15 3 0.45

ThreatsMany competitors 0.05 1 0.05Many new companies entrance the industry 0.03 1 0.03Customers have more choices 0.02 1 0.02Customers are sensitive to price 0.05 1 0.05High competition in the market 0.05 1 0.05Dependence on imported raw materials 0.10 2 0.2Vietnam still can not produce premix 0.02 2 0.04

1.00 2.61Table 9 External Factors Evaluation Matrix

The total score is 2.61 (compared to the average was 2.50) shows the resilience of EvialisVN pretty good for the opportunities and challenges from the external environment.

2.2.4. Competitive profile matrix (CPM)

Evialis Vietnam CP Group Proconco ANT Láithiêu

Factors Weights RatingsWeightedscores Ratings

Weightedscores Ratings



Weightedscores

Financial Position 0.10 2 0.20 4 0.40 4 0.40 3 0.30 2 0.20

Manufacturing technology 0.15 3 0.45 4 0.60 3 0.45 3 0.45 2 0.30

Production capacity 0.15 4 0.60 4 0.60 4 0.60 4 0.60 3 0.45

Product Quality 0.10 4 0.40 4 0.40 4 0.40 2 0.20 2 0.20

Distribution network 0.05 3 0.15 3 0.15 4 0.20 2 0.10 3 0.15

Marketing 0.03 2 0.06 2 0.06 3 0.09 3 0.09 2 0.06

Market Share 0.02 2 0.04 3 0.06 3 0.06 2 0.04 2 0.04

Price Competitiveness 0.05 2 0.10 3 0.15 2 0.10 3 0.15 4 0.20

Market Expansion 0.02 1 0.02 1 0.02 1 0.02 1 0.02 1 0.02

Alliances 0.02 1 0.02 1 0.02 1 0.02 1 0.02 1 0.02

Customer services 0.05 3 0.15 2 0.10 2 0.10 3 0.15 2 0.10

Evialis Vietnam CP Group Proconco ANT Láithiêu

Factors Weights RatingsWeightedscores Ratings




Weightedscores

Customer loyalty 0.02 2 0.04 2 0.04 3 0.06 2 0.04 1 0.02

Management 0.05 2 0.10 2 0.10 1 0.05 1 0.05 2 0.10

R&D 0.05 3 0.15 1 0.05 1 0.05 2 0.10 1 0.05

Business experience 0.05 1 0.05 3 0.15 3 0.15 2 0.10 3 0.15

Human resource 0.04 1 0.04 1 0.04 1 0.04 1 0.04 1 0.04

Innovation 0.05 1 0.05 1 0.05 1 0.05 1 0.05 1 0.05

1.00 2.62 2.99 2.84 2.5 2.15

Table 10 Competitor Profile Matrix

Not to mention the big rivals such as CP, Cargill or Proconco, picture competition ofEvialis Vietnam also pretty good compared to the remaining competitors in the market.This is the basis for the Group's continued investment in Vietnam with the opening ofmore and more the place of business of the company in the market.

2.3. Internal environment analysis

2.3.1. Internal environment

2.3.1.1. Management abilityWith more than 10 years of experience in the field of animal feed in Vietnam, the

team leader of Evialis VN has a deep understanding of the animal feed market as well asthe needs of the dealers and producers feed for animal feed products in order to developappropriate policies for the development of the market.

As foreign companies operating in the Vietnamese market, the company's policy isto work within the framework of Vietnamese laws, not to rise to the tax fraud cases as wellas other provisions of law. So Evialis $ is always a good image in the eyes of theauthorities.

On the other hand, with links to the Institute of Animal Husbandry for theestablishment of the company LD GUYOMARCH - Powered has created the political andeconomic relationship to the board in order to get the information in time to changepolicyof the state to make strategic decisions for the company to change this policy.

2.3.1.2. Financial capacityIn terms of production scale, we can see large scale enterprises tend to agents debt,

slow pay more. However, it should be noted that although businesses say they can let thecustomer defaults, late payment, but the business market feed current late payment methodis not universally processing of large enterprises for customers.

It should be noted that other services, such as commissions, discounts to resellers andmany large and medium-sized enterprises provide more than small businesses. This resultmay reflect the advantages of large-scale capital firms than small businesses.

For the animal feed market, Evialis VN debt does not advocate for many customersthat the company policy discount to customers for their sales to compete with otherbusinesses in addition toimprove the quality of products to attract consumers of livestock.Capital of the enterprise is used for raw material procurement strategy and development ofaquatic food market is facing many difficulties today.

In the current difficult economic conditions, the company promoting theprocurement of raw materials to stabilize the purchase price of raw materials and limit thevolatility of raw material prices on the market for that financial capacityof the company isstrong enough to develop the market and expand the company's investment projects in thefuture as new factory in Dong Thap, boring new plant in Henan, as well as plans to build afactorypremix production and veterinary medicine in the future.

2.3.1.3. Human resource managementUp till now, Evialis VN 700 in labor that labor accounts for 81.67% and Female

workers account for 18.33% and professional workers accounting for more than 70%.Themajority of employees are under 40 years of age, suggesting that human resources ofEvialis VN is a team of young workers should be more ambitious and district heat, thiswill be the foundation for the future development of the company.Evialis Vietnam is a subsidiary corporation of InVivo NSA, a large group of France andEurope should also attracted many experts around the world such as France, Thailand,Mexico, Philippines. These experts have contributed a lot to the success of the currentEvialis VN.

Evialis Vietnam always considers human resources as one of the competitiveadvantages of the company should have had a lot of policies to retain and motivateworkers to work in order to contribute to the development of the company. Policies suchas: create advancement opportunities for employees, employee training plan for thelocation planning, accident insurance 24/24, health insurance has been been deployed inEvialis Vietnam.













0

50

100

150

200

250

300

Dec-09 Jun-10 Dec-10

Num

ber

of c

usto

mer

sFigure 9 The chart of human resource growth and ratios of Males and Females

2.3.1.4. Production capacity and operationCurrently the production capacity of Evialis VN is 500,000 tons a year and will

feed up to 800,000 tones when the new plant to be built in Ha Nam in 2013.Quality control is now considered one of the weakest points of the feed industry inVietnam. In general, the advanced international standards of quality control only foreignenterprises and joint ventures apply. Most of the foreign companies have quality controllaboratories, while less than half of the firms have this equipment. To affirm itscommitment to the quality of its products, 2009 Evialis VN has established laboratoryLAREAL $ ISO 17025 standard not only for needs analysis and quality testing of rawmaterial as well as intoits output, but also expand their business to serve the customeroutside. Currently LAREAL Vietnam has nearly 300 clients with great customer feed asCP Group, Cargill, JAPFA ...

Figure 10 The chart of customer growth of LAREAL

For ISO, half foreign business certificate compared to less than a quarter of firms. In 2008,Evialis Vietnam has achieved ISO 9001 certification.In terms of ownership, more than 35% of foreign firms have separate production lines fordifferent kinds of food (chicken, duck, pork), compared with about 23% of businesses inthe country. However, given the scale, only 14% of large enterprises have separateproduction lines, significantly lower than the rate of 29% in the group of small enterprisesand 22% for medium enterprises. However, this result may also be due to large enterprisestend to produce many types of products than smaller businesses.

2.3.1.5. Research and development

The role of research and development is very important in the context of today'sbusiness with tasks such as developing new products, improving product quality, rawmaterial at the alternatives to reduce the cost ... to create competitive advantage for

Dec-10 Jun-11 Dec-11 Jun-12

Food

Feed

Figure 9 The chart of human resource growth and ratios of Males and Females







Figure 9 The chart of human resource growth and ratios of Males and Females







business. Picture of the livestock sector in Vietnam today in terms of technicalbackwardness, limited funds, macroeconomic policies have not stimulated thedevelopment of the livestock industry, environmental pollution, rampant disease, as role ofR & D is increasingly important for the development of the business.Picture of the livestock Vietnam today, solutions as well as the ambition of the researchand development department of Evialis $ towards ecological farming model with the useof herbs in animal husbandry to replace antibiotics and additives in animal feed because inthe U.S. there are more than 20,000 species of animals, plants, insects .. shall beconsidered as a medicine.

2.3.1.6. Marketing and communication

Advice on nutrition and veterinary service are two main businesses feed providedto the agent. In terms of ownership, foreign firms tend to offer two services more thandomestic enterprises, but distribution services, transportation not many foreign companiesprovided by the domestic enterprises. This may be due to two groups of firms withdifferent customers. For customers of foreign enterprises are major dealers and farms, theyhave their own means of transport should therefore foreign firms focused on advisoryservices on pet nutrition and veterinary to them.

In conclusion we can see that larger businesses sell their products to larger agentsand dealers have their own means of transport. Small businesses are less likely to provideextension materials for agents than medium and large enterprises.Not outside the rules above, Evialis has established two technical advisory center and petnutrition in Dong Nai and Can Tho to support, advise and provide the knowledge andtechnical application of animal new culture for its customers.Besides, the company alsoset up a technical team to organize seminars to advise and disseminate technicalknowledge as well as raising the customer, disease treatment and support if anyborn at thebreeding sites of customers.

2.3.1.7. Information systemInternet is the small and medium enterprises selected as the most important source

of information on prices of raw materials, while the majority of large enterprises assuppliers is the most important source for large companieshave good relationships withsuppliers easy access to information on the status of raw material prices over the mediumand small companies. In terms of price and product market, about a half-scale businessesin the agency considered the most important source, followed by businesses producinganimal feed. For the price of raw materials, Evialis VN support from corporations andaffiliates around the world to provide the price and information analysis future price trendsof raw materials. At the same time based on the Group's business relationships andbranches of the same system in the world, Evialis VN easily get more information aboutthe changes in the raw materials market. Based on the above factors help for Evialis VNeasy solutions for strategic purchasing of raw materials.

In terms of information on regulations, laws, most businesses consideredinformation from government agencies is the most important source, especially for large

enterprises. Newspapers seem to be more important for small businesses versus largebusinesses. An advantage for Evialis $ in access to information on regulations and laws inthe livestock sector is headquartered company's first joint venture with the Institute forLivestock Company was established LD Guyoamrc'h - VCN and in the many of whom aremanagement staff of the Institute of Animal Husbandry. Thus the information about therules or the rules of the livestock sector is Evialis VN approach quickly and accurately.

Have a common middle-scale enterprises in the role of bank credit as a source ofinformation most important. All businesses in small and large groups as the Internet is thesecond most important source of credit information. Evialis Vietnam is no exception inaccess to credit information.

Personal relationships is considered to be the most important source of informationabout the feed formula. However, small businesses depend on this much-scale enterprises.Vietnam Animal Feed Association is considered the most important provider ofinformation about the feed and this is the second most important source of information forsmall businesses. A large percentage of businesses mentioned their most important sourceof information about the feed is from the parent company, hiring or use their ownknowledge. Evialis VN affiliated company of InVivo NSA (France) should also receiveinformation on formula feeding from the parent company. With the investment of researchquality formula from the branches around the world and experience of the group, the newformula feed is converted to a fast for the whole system in the world to deal withcontinuous variation of the raw materials market.

2.3.2. Analysis value chain of Evialis VN

2.3.2.1. Primary activities

Inbound logistics

InVivo NSA is the leading international experts in the field of pet nutrition andhealth, always at the forefront of innovation and quality management daily and maintainedsince the operation so far. For Evialis Vietnam too, the quality is not that the benefits andcosts is an important factor in the success.For products to better meet the expectations ofcustomers, distributors...

- To ensure the quality and stability of the input, as this is the main ingredient in theproduct.

- Selecting the best input- Ensure ability traceability from supplier until the product is delivered to the market.The quality control of raw materials to be carried out according to the following process:

- The first important step is to determine if our suppliers can meet the quality standardsof content that we set out in the contract. Once fully tested, we classify suppliers intothree levels according to their confidence level (+ + / +, + / -, -), and mainly work withsuppliers the first two items.

- Assessment of sensory and rational analysis, compliance with our form, rapid test, testsamples for analysis in the laboratory (physical, chemical and bacterial), samplestorage.

- Strict compliance with the sampling process have been identified.- Lots of raw materials put into use only when approved by the quality control

department.

Operation

Production process of Evialis VN always be tightly controlled:

- Check the particle size, smell, color after grinding.- Check the uniformity of mixture of materials.- Monitor and record the votes production of vapor pressure, humidity and temperature

in the molding process.- Check the physical surface: bolus stiffness, durability.- Taking samples at different stages of the production process.- Compliance with stringent regulations sampling the product as regulation.- Storage samples for three months in a library.

Outbound logictics

Distribution services, transportation not many foreign companies provide domesticenterprises.This may be due to two groups of firms with different customers. Forcustomers of foreign enterprises are major dealers and farms, they have their own meansof transport should therefore foreign firms focused on advisory services on pet nutritionand veterinary to them.

In conclusion we can see that the large-scale enterprises sell their products to majordealers and agents have their own means of transport. Small businesses are less likely toprovide extension materials for agents than medium and large enterprises.

Marketing and Sales

Channel distributor of Evialis Vietnam is agent system and the farms with 90% ofdistributors and 10% of farms. With the current animal model, the distribution is still themain channel of the feed into the hands of farmers.But in the future, when the smallanimal model transfer to concentrated animal model (model farms), farm market segmentwill increase.

Marketing company focused on the organization of workshops with specialists toprocess livestock, nutrition process and it is important to introduce the company's productsto farmers.

Services

Ensuring customer satisfaction is an important factor in assessing the success of thebusiness. Therefore Evialis $ tracking system to report customer complaints and takecorrective action and prevent rapid and complete.

In addition, advice on nutrition and veterinary service are two main businesses feedprovided to the agent. In terms of ownership, foreign firms tend to offer two services morethan domestic enterprises, but distribution services, transportation not many foreigncompanies provided by the domestic enterprises.This may be due to two groups of firms

0.00%

20.00%

40.00%

60.00%

80.00%

2008 2009 2010

with different customers. For customers of foreign enterprises are major dealers and farms,they have their own means of transport should therefore foreign firms focused on advisoryservices on pet nutrition and veterinary to them,.

Not outside the rules above, Evialis has established two technical advisory centerand pet nutrition in Dong Nai and Can Tho to support, advise and provide the knowledgeand technical application of animal new culture for its customers.Besides, the companyalso set up a technical team to organize seminars to advise and disseminate technicalknowledge as well as raising the customer, disease treatment and support if anyborn at thebreeding location of the customer.

2.3.2.2. Support activities

Procurement

Feed ingredients in our country mainly corn, wheat slices, soy. However, there aremany factors affecting the availability of this source for the animal feed industry in thecountry. Specifically, with corn and bread slices, the area is difficult to expand. As for soy,low productivity, no land intensive; winter the area is difficult to expand due to rising rurallabor cost.

Therefore, over the years, the animal feed industry in our country depends heavilyon imports. According to the Department of Animal Husbandry, in 2011, the countryimported approximately 8.9 million tons of animal feed ingredients, increased 3 timescompared to 2006. In particular, the energy-rich foods such as corn, wheat, wheat branwas 3.86 million tons (about 43%); rich foods such as soy protein, dried oil, fish meal,meat and bone meal. .. nearly 5 million tons (about 54%); additional feed about 0.2million tons (3%). In the first eight months of 2012 the country imported 1.1 milliontonnes of maize and 1.8 million tonnes of wheat.

Computing the Ministry of Agriculture and Rural Development, to meet livestockdevelopment strategy by 2020, demand for food in Vietnam is estimated at 27.4 milliontons (up 1.3 times higher than in 2012). Thus, with the current capacity to meet, we willhave to import more feed materials, especially energy-rich, such as corn, wheat, oil dry.

Procurement of raw materials situation Evialis Vietnam in recent years as follows:

2008 2009 2010 2011

import 46.29% 50.04% 49.92% 35.24%

local 53.71% 49.96% 50.08% 64.76%

2010 2011

import

local




Procurement





2008 2009 2010 2011

import 46.29% 50.04% 49.92% 35.24%

local 53.71% 49.96% 50.08% 64.76%




Procurement





2008 2009 2010 2011

import 46.29% 50.04% 49.92% 35.24%

local 53.71% 49.96% 50.08% 64.76%

Figure 11 The chart of materials sources (local and import)

According to the figures, we find that by 2010 the rate of domestic procurement ofraw materials and imports are equivalent. But since 2010 the balance of the procurementof raw materials tends to increase in the domestic market, this in order to deal with thechanges of the prices of the world's agricultural markets is increasing, so Evialis $ insteadpolicy purchase your materials by limiting the import of raw materials in the U.S. but stillmeet quality requirements such as corn and wheat slices. However, the difficulty of thispath is the domestic supply is limited and can only meet the needs of the crop. Because ofthis difficulty, should Evialis VN is implementing policies seasonal procurement of rawmaterials and supplies, namely purchasing corn in Dak Lak to buy, buying bread slices inGia Lai

Material world market, with more and more changes in the world prices ofagricultural products, capturing market information is urgent and important to thecompany. So, Evialis Vietnam has established purchasing group common to plants in theU.S. and links to the parent company as well as other affiliates around the world toexchange information in order to plan to buy at the right time.

Technology development

Technology manufacturing compound feed for livestock or poultry used in theworld and in our country in general engineering and manufacturing processes are similar.In our country most of the factories have adopted the method of mixing, so the equipmentused in technology often similar in terms of its structure and operating principle. However,equipment and lines of different manufactures, have their own characteristics, differenttechnical characteristics.

Evialis VN production line use of Vanaarsen C600 and CPM7000, this is the linetechnology is a combination of many different lines, including:

- Receiving and processing chain material: metal cup to remove the metal samples andmaterials. Sieve impurities in order to remove impurities such as: large impurities,straw, fiber-shaped impurities ... to obtain materials of the same nature, to createfavorable conditions for the next process.

- Dosing and mixing lines: quantitative, for the purpose of determining the extent anddose of the food components, for each type of feed mixture at the rate specified foreach type of animal, as ensuring theas possible. Mixing: to stir the ingredients havebeen mixed into a uniform level to ensure that animals eat enough percentage of thecomponents in the mixture.

- Members and processing chain: feed generator is responsible for shaping the mixtureafter mixing into feed pellets.

- Line weight and packaging of finished products: plant products come in two forms:powder and tablets. Mixture after mixing if sent packing soon we will have the productin powder form, if passed through the stages of creating the product we will be tablets.Our products are packed in 25 kg / bag by automatic weighing and bagging.

All stages of the production line and equipment is controlled from a central computersystem.

With desired product quality is increasingly raising, now Evialis U.S. is investingquantitative balance system automatically Nutricell to ensure ingredients produce accurateand thus ensure the quality of finished products.

Besides Evialis VN also trying to reduce production costs by replacing diesel oil-firedboilers husk fired boiler pressure. This change will help companies reduce the cost ofproduction and thus can adjust prices to raise the competitiveness of the company.

Human resource management

Up till now, Evialis VN 700 in labor that labor accounts for 81.67% and Femaleworkers account for 18.33% and professional workers accounting for more than 70%. Themajority of employees are under 40 years of age, suggesting that human resources ofEvialis VN is a team of young workers should be more ambitious and district heat, thiswill be the foundation for the future development of the company.

Evialis Vietnam is a subsidiary corporation of InVivo NSA, a large group of Franceand Europe should also attracted many experts around the world such as France, Thailand,Mexico, Philippines. These experts have contributed a lot to the success of the currentEvialis VN.

Evialis Vietnam always considers human resources as one of the competitiveadvantages of the company should have had a lot of policies to retain and motivateworkers to work in order to contribute to the development of the company. Policies suchas create advancement opportunities for employees, employee training plan for thelocation planning, accident insurance 24/24, health insurance has been deployed in EvialisVN.Firm insfrastructure

After more than 10 years of operation, Evialis VN equip a modern infrastructure with 4factories with modern technology, three research and development centers, two technicalcenters, two sales locations Records, one central laboratory analysis to internationalstandards ... with existing facilities, Evialis Vietnam confident to higher goals in the feedmarket in Vietnam.

2.3.3. Internal factor evaluation matrix (IFE)

Factors Weights Ratings Weighted ScoresStrenghtsBrand image 0.10 3 0.30Product Quality 0.10 4 0.40Capacity 0.05 4 0.20Customer Loyalty 0.05 3 0.15Qualified Work force 0.05 3 0.15R&D 0.05 3 0.15

Factors Weights Ratings Weighted ScoresMultinational company 0.05 3 0.15Customer services 0.05 3 0.15Manufacturing technology 0.10 4 0.40Management 0.05 3 0.15Financial Position 0.10 3 0.30Business experience 0.05 3 0.15WeaknessesMarket Share 0.03 2 0.06Sale policy 0.05 1 0.05Distribution Channel 0.05 2 0.10Alliances 0.02 1 0.02Innovation 0.05 2 0.10

1.00 2.98Table 11 Internal Factors Evaluation Matrix

CHAPPER 3: FORMULATING BUSINESS STRATEGY FOREVIALIS VIỆTNAM IN PERIOD OF 2013-202

3.1. The base for strategy formulation

The base foundations for building business strategy for Evialis Vietnam in period of 2013to 2020:

- Based on the macro-economic situation, political-social-law of Vietnam

- Based on the animal feed industry in Vietnam

- Based on the orientation of the development of the livestock sector in Vietnam to 2020

- Based on the practical situation of Evialis Vietnam

3.1.1. Forecasting of market demand

3.1.1.1. Forecasting of animal feed market demand to the year 2020

According to the report of general department of livestock, the demand of animal feed willbe going to increase annually and the total of demand would be at 46,607 thousands tonsin year 2020.

Source: General Department of Livestock

Type of feed Unit 2013 2014 2015 2020

Percent ofusingindustry feed

% 62,9 65,1 67,3 70,1

Industryfeed

1.000 tons 36.447 38.240 40.762 46.607

Type of feed Unit 2013 2014 2015 2020

Annualincreasing

% 3,94% 4,92% 6,60% …

Table 12 Forecasting of animal feed market demand to the year 2020

3.1.1.2. Forecasting revenue of Evialis Vietnam to the year 2020Over the past five years, since 2007 the revenue of Evialis Vietnam has been being grownsignificantly.

Source: Evialis Vietnam

Year 2007 2008 2009 2010 2011

(Sequencenumber)

(1) (2) (3) (4) (5)

Revenue(MillionVNĐ)

684.244 1.079.032 1.444.428 1.717.211 2.055.868

Annualincreasingpercentage

N/A 58% 33,9% 18,9% 19,8%

Table 13 The revenue of Evialis Vietnam in last five years

Data revenue of the Evialis Vietnam continued to increase over the years, so we will usethe linear prediction method to forecast revenue of the Evialis Vietnam by 2020 asfollows:

Linear equations: y = a.x + b

Where:

- Y : revenue of the year x

- x : sequence number of the years (since 2007, x = 1)

- a and b are constant of linear equations.

Figure 12 Revenue curve (reality and trend)

Based on actual sales data from 2007 to 2011 (x = 1,2,3,4,5) we determine the trend linewith the following equation:

y = 338143x + 381729

From this equation we can provide revenue forecasts for Evialis Vietnam to the year 2020as follows, with x being the number of the next year (2012, x = 6) to 2020 (x = 14)

Year 2012 2013 2014 2015 2016 2017 2018 2019 2020

(sequence, x) (6) (7) (8) (9) (10) (11) (12) (13) (14)

Revenue(BillionVNĐ) 2.410 2.748 3.086 3.425 3.763 4.101 4.439 4.777 5.115

Table 14 Forecast revenue of Evialis Việtnam to the year 2020 (Billion VNĐ)

Figure 13 Forecast revenue trend line of Evialis Việtnam to the year 2020 (Billion VNĐ)

y = 33814x + 38172

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

0 1 2 3 4 5 6

Revenue curve

Real revenue

Trend line of revenue

0100020003000400050006000

2010 2012 2014 2016 2018 2020 2022

Forecast Revenue

Forecast revenue

3.1.2. Vision, missions and objectives of Evialis Vietnam

Vision

Evialis Vietnam towards to the Top 3 positions of the leading companies in the field ofanimal nutrition and health in Vietnam.

Missions

Evialis Vietnam strict compliance at all levels and areas of operation, from choosingsuppliers to strictly comply with the standards in the production process, inspection offinished products and ensure full traceability sourcebase in order to ensure the quality offeed and food safety.

Revenue objectives of Evialis Vietnam to the year 2020

Business objectives of Evialis Vietnam is set based on the study and analyzes the state ofthe environment and determination to implement comprehensive solutions by managementof company.

- Analysis of the company's operating environment in the animal feed industry todetermine the internal strengths and weaknesses, and external opportunities and threatsfrom the external environment are mentioned in chapter 2.

- Forecast the needs of the market and the company's revenue forecasts to 2020 aredescribed in section 3.1.1

- The commitment of leaders, and all employees of the company Evialis Vietnam.

- Combination of the solutions is presented in below section 3.4

Revenue objectives of Evialis Vietnam:

Unit: Billion VNĐ

Year 2012 2013 2014 2015 2016 2017 2018 2019 2020

Revenue 2.410 2.748 3.086 3.425 3.763 4.101 4.439 4.777 5.115

Profitafter tax

96 110 123 137 151 164 178 191 205

Table 15 Revenue and profit indicators of the company Evialis Vietnam to the year 2020

Revenue growth rate is expected to increase in the range of 7% -17% / year, and net profitis projected to be 4% of the annual turnover equal to the after-tax profits average of lastfive years.

3.2. SWOT analysis and strategy orientationThe strategic direction for the company Evialis Vietnam will be based on the analysis ofinternal strengths and weaknesses of the company along with the opportunities and threatsof the external environment, this is the basis for the company overview of the basicstrategies that companies can turn to.

SWOT Analysis

Opportunities (O)1. The average population

growth of 1% / year2. Average annual GDP

growth of 5-6% / year3. Per capita income being

increased4. Livestock feed demand

is expected to grow 5-7% / year

5. Livstock feed industrydevelopment

6. Livestock feedproduction technologydevelopment

7. State policies to supportthe development oflivestock and feedproduction

Threats (T)1. Macroeconomic

instability2. The varying on feed

safety standards3. The complication of

disease and weather-climate

4. Many competitors5. Many new companies

entrance the industry6. Customers have more

choices7. Customers are sensitive

to price8. High competition in the

market9. Dependence on imported

raw materials10. Vietnam still can not

produce premixStrengths (S)1. Multinational company2. Strong brand3. Product quality

(European standard,France)

4. Production technology5. Production Capacity6. Financial capacity7. Governance capacity8. Operational experience9. Research and

Development10. Strong human resources11. Customer Service12. Customer loyalty

Group of strategies basedon the Strengths (S) andOpportunities (O)1. Combination of

(S1,S2,S3,S5,S6,S7,S8,S10,S11,S12) and(O1,O2,O3,O4) =>Market developmentstrategy

2. Combination of(S1,S4,S6,S7,S9,S10,S11) and (O4,O5,O6,O7)=> Differentiationstrategy

Group of strategies toleverage the Strengths (S)to overcome the Threats(T)1. Combination of

(S1,S4,S5,S6,S7,S8,S9,S10) and(T2,T3,T4,T5,T6,T7,T8)=> Productdiversification strategy

Weakness (W)1. Market share2. Distribution channel3. Sales poilicies4. Lack of alliance5. Innovation

Group of strategies to takeadvantages ofOpportunities (O) toimprove the weakness (W)1. Combination of

(W1,W2,W3,W4) and(O1,O2,O3,O4,O5) =>Forward integrationstrategy

Group of strategies toovercome the weaknessand limit the threats1. Combination of

(W1,W2,W3) and(T1,T2,T3,T4,T5,T6,T7,T8) => Marketdevelopment strategy

2. Combination of(W4,W5) and (T9,T10)=> Backwardintegration strategy

Table 16 SWOT analysis

Through the above analysis we have a number of strategic orientations

No. Strategy The meaning of strategy to the company1 Market development strategy Expand the market to take advantage of

the developing livestock feedmanufacturing industry and growing offeed demand which contribute to thegrowth of the company.

2 Differentiation strategy Differentiation in order to bring thecompany's competitive advantage in themarket, to ensure the sustainable growthof the company in the future.

3 Product diversification strategy Diversification of products to meet thedifferent needs of customers, which canexpand the number of customer sectorsto grow revenue of the company.

4 Forward integration strategy Forward integration strategy is to helpbusinesses to occupy market quickly bystrengthening the power of distributionsystem, to create strong links with thetarget customer.

5 Backward integration strategy Backwards integration strategy is tohelp businesses to get more active in thesupply of raw materials, ensure thestability of production, reduceproduction costs in order to createcompetitive advantage.

Table 17 Strategies orientation and meaning to the company

3.3. Analysis QSPM and propose strategy

Analysis Quantitative Strategic Planning Matrix (QSPM) to figure out the strategy withthe highest total attractions from which to recommend the most appropriate strategy forthe business.

Major factors Class-ify

Strategy1

Strategy2

Strategy3

Strategy4

Strategy 5

Internal factors AS AST AS AST AS AST AS AST AS AST

Multinationalcompany

3 3 9 4 12 3 93 9

4 12

Strong brand 3 4 12 2 6 3 9 4 12 4 12

Product quality 4 4 16 4 16 4 16 4 16 3 12

Productiontechnology

4 2 8 4 16 4 162 8

3 12


Strategy1

Strategy2

Strategy3

Strategy4

Strategy 5

Production capacity 4 4 16 3 12 3 12 2 18 2 8

Financial capacity 3 3 9 4 12 3 9 4 12 4 12

Governance capacity 3 3 9 3 9 3 9 3 9 3 9

Operationalexperience

3 3 9 2 6 2 62 6

2 6

Inovation 2 2 4 3 6 3 6 2 4 2 4

R&D 3 4 12 4 12 3 9 2 6 2 8

Strong humanresource

3 3 9 4 12 3 92 6

2 6

Customer service 3 3 9 4 12 4 12 3 9 2 6

Customer loyalty 3 3 9 3 9 3 9 3 9 3 9

Market share 2 2 4 2 4 2 4 2 4 2 4

Distribution channel 2 2 4 2 4 2 4 2 4 2 4

Sales policy 1 1 1 1 1 1 1 1 1 1 1

Alliance 1 1 1 1 1 1 1 2 2 2 2

External factors

The averagepopulation growth of1% / year

3 3 9 2 6 3 93 9

2 6

Average annual GDPgrowth of 5-6% / year

3 3 9 2 6 3 93 9

2 6

Per capita incomebeing increased

3 3 9 2 6 3 93 9

2 6

Livestock feeddemand is expectedto grow 5-7% / year

4 4 16 3 12 3 123 12

2 8

Livstock feedindustry development

4 3 12 3 12 3 123 12

3 12

Livestock feedproductiontechnologydevelopment

3 2 6 4 12 3 9

2 6

2 6


Strategy1

Strategy2

Strategy3

Strategy4

Strategy 5

State policies tosupport thedevelopment oflivestock and feedproduction

4 3 12 3 12 3 12

3 12

3 12

Macroeconomicinstability

2 2 4 2 4 2 42 4

2 4

The varying on feedsafety standards

2 3 6 3 6 3 63 6

3 6

The complication ofdisease and weather-climate

1 2 2 2 2 3 32 2

3 3

Many competitors 1 2 2 3 3 3 3 3 3 3 3

Many new companiesentrance the industry

1 2 2 4 4 3 34 4

3 3

Customers have morechoices

1 2 2 3 3 4 42 2

2 2

Customers aresensitive to price

1 2 2 2 2 4 43 3

3 3

High competition inthe market

1 2 2 3 3 3 33 3

3 3

Dependence onimported rawmaterials

2 2 4 2 4 2 42 4

4 8

Vietnam still can notproduce premix

2 2 4 2 4 2 42 4

4 8

Total of AttractionScores

238 257 251 229 224

Table 18 QSPM analysis

Classify score obtains from EFE matrix and IFE matrix; Attraction Score (AS): 1 = mostweakness, 2 = weakness, 3 = strong, 4 = strongest.

Response of company to external factors: 1 = weakness, 2 = medium, 3 = above medium,4 = High.

Classify of internal factors: 1 = most weakness, 2 = weakness, 3 = strong, 4 = strongest.

Conclusion: Differentiation strategy and product diversification strategy with the highesttotal score is reported to be 257 points (differentiation) and 251 points (productdiversification). Therefore, we propose the company prevail both strategies in the nearfuture in order to increase competitiveness in the market. In addition, companies shouldincorporate strategies such as: market development strategy, forward integration strategyand backward integration strategy in the specific conditions of the company to ensureappropriate sustainable development in the future.

Differentiation strategy

Evialis Vietnam is belong to InVivo NSA group that has long years operational experiencein nutrition and animal health, a team of personnel specialized deep understanding oftechnology and engineering together with the system of R & D, international standardlaboratory which is the priceless value that Evialis Vietnam can take advantage to createhigh-quality products at reasonable cost, bringing high value to customers. Besides,Evialis Vietnam to apply advanced technologies are factors that help company to createstable quality products, and high reliability are guaranteed. These are the factors that helpcompany create products with high value differences, enhance the attractiveness andcredibility with customers, is the basis for customer loyalty for the company's products .

Also Evialis Vietnam with a team of professional customer service and standard veterinaryservices provide value-added chain for customers, make a difference compared to othercompetitors in the market. To ensure sustainability, the company should seriouslycontinue to invest in research R & D, taking advantage of the group and constantlyimprove the value of products and services, link multiple activities bring added value tocustomers.

Products diversification strategy

By using inner strength of the Evialis Vietnam as well as InVivo NSA group to createmore different types of products to meet the diverse needs of customers and limit the risksdue to natural conditionsnature and cause disease as well as increasing competition in themarket. Besides, the trend of people's meat consumption is likely to change in thedirection from pork to other meats such as chicken, beef, seafood, leading to consumptionof pork decreased which is a factor affect to the demand of pig feed products. Therefore,the product diversification strategy is not only producing variety of products for pig feed,but also to invest in the production of feed for poultry, aquiculture and cow, etc…

Market development strategy

Based on the capacity of the company and based on the forecast growth of the feedindustry and the demand for animal feed increased as a basis for market developmentstrategy. In addition, under the pressure of competition and the potential risk fromcompetitors is why company need to develop and expand the market.

Market development strategy will primarily by expanding the distribution system, buildingmore regional entrepot at erea that plant is not available and expand the market for newareas; beside the domestic market company need to develop the overseas marketespecially the Indochinese countries has the potential to develop the livestock sector.

Forward integration strategy

Current market share of Evialis is not large compared to other foreign corporations inVietnam market, the distribution system is still limited while the big potential market sothe expansion of the distribution system is essential and dominate the market areconsidered important factors to help company develop sustainability. Forward integrationcan be considered fast strategy to increase market share for company in the future, toensure the development of the company in an increasingly competitive environment.

Backward integration strategy

Inputs of production is very important for any industry, while the animal feed industry inVietnam is dependent largely imported materials and foreign pemix. To ensure theproduction activities of the company Evialis Vietnam should be closely associated withthe supply of raw materials and taking advantage of the InVivo NSA group for premixproduction in Vietnam. By investing for premix production is considered as backwardintegration strategy in the coming years of the Evialis Vietnam, ensure raw materials foranimal feed production for the company and at the same time open up new strategybusiness units in Vietnam market.

3.4. Implementing solutions

3.4.1. Setting up value chain for Evialis Vietnam

Development trend of the world's livestock sector is involved in the general operation ofthe production chain from farm to table food and is divided into three main segments:Animal feed (Feed) –Farm (Breeder and Live Animal) - Food (Fresh Meat and Food &Ready Meal), and finally is developing a global brand to deliver the final product to theconsumer.

Figure 14 Value chain for Evialis Vietnam

Not out of this trend, Evialis Vietnam to determine the importance of cooperation withpotential partners to establish a closed value chain to provide consumers with good qualityproducts and ensure the high security standards of food hygiene and safety.

To make this a closed chain, we propose Evialis Vietnam gradually implement in twostages:

The period of 2013-2015: Continues to focus on animal feed which is a strength ofEvialis, and steps involve in the farm segment by working with the breedingproduction company, and links with other slaughtering firm in the segment of foodproduction to create output channel for its farm customers.

The main activities of this phase include:

For the livestock feed segment (Feed)

- Produce premix for Evialis and Vietnam market, and this is considered as backwardintegration strategy of the company in the production of materials for the feedindustry.

- Diversify feed product

- Continued investment in R & D

- To raise the value of the livestock advisory services, customer care and veterinary

- Development of distribution network and market expansion

For the farm segment (Farm)

- Cooperation with companies producing breed, and through this channels ofcooperation the company can develop the customer of farm and is considered as aforward integration strategy of the company in the future.

For the food segment (Food)

- Implementation associated with the slaughter of cattle and poultry (Processing) tocreate output for farm customers, create trust for customers peace of mind to focusin livestock production and continue to stick with the company.

The period of 2016 - 2020: Gradually deeper cooperation in the field of farm (Farm),the livestock segment (farming), and food sector (Food) in the production of finishedproducts segment (Food & Ready Meal) is regarded as segments of value creating inthe chain link of the food industry.

By participating in a closed chain of food production Evialis will take steps to make adifference in the market, ensure stable business operations and sustainable development inthe future.

3.4.2. Propose solutions for Evialis Viet Nam

3.4.2.1. Marketing solutions

Develop product brands

Product diversification strategy to meet the diverse needs of our customers, at the sametime to overcome the natural risk factors and disease. Therefore, the development of the

brand not only in the construction of the brand but also the creation of new products forlivestock, poultry and aquaculture.

The brands of products and services will be focused on developing

For the animal feed

- Animal feed

- Animal feed

For poultry feed

- Feed for chicken

- Feed for duck

- Feed for quail

For aquaculture feed

- Aqualcuture feed

- Started feed for fingerling fish

For each product brand Avialis need to offer high quality and stability product lines toconfirm the consumer confidence for the company's products; since that would ensure thereturn at above average of industry through the reasonably price policy according to thehigh quality standard of the product.

Develop distribution channels

Distribution systems play a vital role in occupying the market and business developmentso development of distribution systems is an important task of Evialis in the future;distribution system should set development include:

- Entrepot system, for areas without plants, the storage system will shorten the deliverytime to the company's dealer system and save shipping costs for agents.

- The level I agents are the company's large customers and offering to secondary agents,farms and farmers. This is an important distribution systems which contributed 90% ofrevenue for the company, so Evialis will continue to care and development of level Iagent system seriously.

- Level II agents, this is the client of the level I agent system and may also be developedand monitored by company.This distribution system is usually located in the district orcommune, and agents to sell directly to farmers. To ensure sustainable development,level II agent system needs to be supported and developed in number to dominate themarket.

- Farming is the trend nowadays and in the future in Vietnam, so company need to payserious attention to develop closely concerns with this kind of customer.

Building linkage in value chain of Feed-Farm-Food

For the livestock feed manufacturing (Feed)

- Establish premix production and business units based on the resources and experienceof the InVivo NSA group

- Incorporate with InVivo NSA group in establishing a relationship with materialresources in the world, to ensure supply of good quality raw materials.

- Build relationships with the purchasing firm of raw materials base in the country, toensure a stable supply.

For the farming sector (Farm)

- Investment in companies producing seed, and this is the basis for establishing customerrelationship with farms.

- Consulting farming techniques and providing veterinary care for livestock farms.

- Introduce to the farms and inviduals the systems of animal product consuption which isestablished by Evialis.

- Gradually building the outsourcing farm systems

For the food segment (Food)

- Associated with cattle and poultry slaughtering in the consumption of livestockproducts.

- Associated with the consumption of meat products and food processing facilities.

- Gradually building the facility systems of meat and food processing.

Develop communication programs

Organizing the events

- Organization of Livestock technical training

- Organize technical training veterinary care

- Organized a workshop on the disease situations and prevention

- Introduce featured Products and raising skills to farm customers

- Introduce featured Products and sales skills training for agency clients

Implementation of the grant program

- Financial support for the livestock contests

- Financial support for the livestock communities

- Funding for the training of agricultural and veterinary

Implementation of social and charity programs

- Support sow for small and medium scale individual farms

- Supporting seed for small farmers

- Integrated implementation of programs for out of poverty for the farmer with animalseeds

Implementation of advertising programs

- Advertising in magazines specializing in the agricultural sector, agricultural extensionand livestock

- Advertising on local television channels, especially in conjunction with the report onrural agriculture, agricultural extension and animal husbandry.

- Advertising on outdoor signboards and signboards for the agents, signboards in thecenter of agriculture extension and veterinary service center, etc...

3.4.2.2. Human Resource Solutions

Human resources plays an important role for the development of business, so toimplement the above strategies the company should focus on developing appropriatehuman resources to achieve the goals, and make protection for the sustainabledevelopment of enterprises. The basic solutions to human resource development,including:

Detecting and attracting talents

- Detecting the well talented and capable people in the company, and to have appropriateincentive policies to retain talent.

- Links with other training organizations, headhunters center to find high-quality humanresources.

- Policies for cultivating talents by offering scholarships to outstanding students, fundingfor scientific research.

- Developing policies to attracting and training talents, enabling talents to contribute tothe development of the company.

Training and enhance knowledge to staffs

- Comprehensive training strategy for the company to increase capacity and improveproductivity.

- Improve management ability for leaders and managers, training for potentialpersonnels to create sources of potential managers for the company.

- Training of specialized knowledge for specific tasks, especially the R & D.

- Communication skills training, professional work

- Policies for training and development of personnel to ensure a potential high-qualityhuman resources legacy for the future.

- Links with other training institutions in the country and abroad, should pay attention totake advantage of existing training resources of the group InVivo NSA.

- Training a team of experts and engineers to develop superior quality products,comprehensive services and be able to cope with the change can occur.

Develop incentive policies to encourage employees

- To assess the capacity of workers by KPI

- Develop appropriate reward and encourage mode and timely

- Mounting the results of the labor with income of employees, with specific targets andhot reward timely to motivate employees to work more efficiently.

- There are special policies for talent, and create conditions for capable people dedicatedthe most to the company.

Recruit and develop personnels in accordance with the company's strategy and objectivesin specific stages to ensure human resources for the development of the company in thefuture.

3.4.2.3. Financial solutions

Evialis Vietnam is a subsidiary of InVivo NSA group which has strong financialresources, business efficiency and prestige in the world; while Evialis Vietnam has morethan 15 years of operating in Vietnam gradually branding, reputing and also has generateda good financial amount for development of the company. Financial resources to serve thecompany's strategies in the near future include:

- Investment from InVivo NSA group

- Financing itself of the Evialis Vietnam

- Borrowings from domestic banks, and foreign banks through InVivo NSA group

- Accounts payable to suppliers due to be deferred

- Amounts received advance by the paid of agencies.

In each specific period the company can use different financial sources, depending on thefinancial plan to use, and the interest rate at the time of need funded. For long-term

investments, the company will prioritize to use of their own capital or foreign loans withlow interest rates; with interest rate conditions in Vietnam today, the company only to usefinancing from domestic banks when absolutely necessary and only for short-term loans.

Production and Operation Solutions

Input materials

Input materials imported mainly accounted for 70% and 30% are in the country. In termsof the supply price fluctuations due to weather and price changes, to ensure a stable sourceof inputs and production the company need to consider the application of the followingmeasures:

- Associated with InVivo NSA group in searching supply in the world, buying in bulk atlow prices.

- With a large demand and stability of the whole group InVivo NSA will be the basis forstable output commitments to suppliers, to facilitate the establishment of long-termstable relationships with materials suppliers.

- For the supply in Vietnam, Evialis need to have a strategy to associate with farms andpeople to build the high-quality and stable material sources.

- Evialis will invest to produce premix in Vietnam under the comprehensive support ofthe group InVivo NSA, this is the solution to reduce the cost of premix for productionof feeds and also a strategy of premix business in Vietnam market to increase revenuefor the company.

- Develop standard storage system for storage of materials in the case of external supplyshortages or price increases.

- To examine closely in order to ensure a standard quality raw material as needed, refuseand remove unsatisfactory material.

Productions

- Plan production based on orders and demand forecasts in the future in order to ensureproduct supply to meet market demand.

- To maximize the production capacity of the plant, rapid depreciation of the value ofinvestment to replace factory with new technology at more effective

- To encourage the study of the solutions to improve productivity, labor productivity,machinery and equipment improvements to reduce production costs.

- Organization of continuous production lines, avoid waste and reduce losses at thelowest level to create products at the smallest possible cost.

Innovation science and technology

- Update science and advanced manufacturing technology in the world, engaged inscientific associations of feed production technology to capture new trends develop inthe future.

- Research formula feed processing based on different raw materials while maintainingproduct quality, creating superior quality products at the lowest cost.

- Improved machinery with new technology to create a competitive advantage in productquality, and reduce production costs.

- Investment in research and development; trained team of experts, engineers andveterinarians grasp the new technology to be able to process operation andmaintenance of machinery and equipment in a mature, capable of process improvementin order to improve performance.

Qualily management

- Apply thorough quality control processes throughout the research process andproduction to ensure high quality product and uniformity.

- Application of ISO 9001 quality management processes and Global GAP for allbusiness activities of enterprises.

- Application of ISO 22000 food safety management process

- Application of ISO 17025 quality management process for the laboratory to ensure alltesting activities, evaluate with high accuracy and consistency.

- Application of advanced management tools: 5S, Kaizen, manufacturing process controlusing statistical techniques SPC (Statistical Process Control), failure analysis andFMEA (Failure Mode and Effect Analysis).

- All work processes are evaluated and improved every year by the prestigiousorganization providing the certification, and has the support of the group InVivo NSA.

3.5. Suggestions

For Goverment

- Should be well-organized inspection supervision of smuggled animal products toprotect stable domestic livestock development.

- There should be policies and organizations for centralize breeding roadmap to be ableto manage disease problems, creating safty high-quality livestock products andenvironmental protection.

- Regional planning of raw materials is needed for animal husbandry and feed industryto ensure domestic supplies, reduce dependence on supplies imported from abroad.

- The evolution of agriculture in general and livestock and food production in particulara specific way to ensure national food security, competitiveness with other countries inthe region and the world.

For industries

- Should be an association of feed manufacturers, and associated with livestock and foodproduction association to create a comprehensive value chain include Feed-Farm-Food,to promote the developments of all industries systematically and sustainably.

CONCLUSION

Develop business strategies is an important job that is vital for any business, is the methodof determining the direction of the business as appropriate for each stage of development;

resource utilization of management and especially creating enterprise's competitiveadvantage in the market for sustainable development. In terms of the rapidly changing ofeconomic environment today, the strategy now becomes necessary to adapt to changes inexternal factors to limit the risk to the business, and quickly takes the opportunity todominate the market.

On the basis of analyzing the factors within the enterprise and the external factors areeconomic environment, political and social we identify the strengths and weaknesses ofthe business and the opportunities and challenges of economic environment; so thatanalysis the ability to exploit and overcome these factors. This is also the basis for thestrategic direction for the business in the period of 2013-2020 as follows:

- Differencetiation strategy

- Product diversification strategy

- Market development strategy

- Forward integration strategy

- Backward integration strategy

Through result of analysis QSPM show that enterprises should prioritize to implement thestrategies on the order with the highest priority is differentiation strategy based on thestrength of Evialis capacity with the support of the group InVivo NSA; however to ensurethe sustainable development of the enterprises need to combine all of the above strategiesto create a strong position in the market. However, in the process of implementing thecompany to regularly monitor, inspect, evaluate and adjust to suit the specific conditionsof the enterprise as well as the change of environment.

Thanks to the knowledge of GaMBA program of Griggs University, and with the effortsof the group's research on this project, and the support of company Evialis Vietnam westrongly propose oriented strategies for the company Evialis Vietnam in this article; andwe believe these oriented strategies will contribute to enhance the company's position inthe market and sustainable development in the future. However, we are always lookingforward to receiving comments from teachers and GaMBA program to complete article atthe most practical and meaningful.

REFERENCES

- Competitive Advantage – Michael E.Porter, Nxb Trẻ 2012

- Competitive Strategy – Michael E.Porter, Nxb Trẻ 2012

- Concepts of strategic management – Fred R.David, Nxb Thống kê 1995

- Strategy maps – Robert S.Kaplan & David P.Norton, Nxb Trẻ 2011

- Website of Evialis Việtnam , http://www.evialisvietnam.com/

- Website of CP Việtnam, http://www.cp.com.vn/

- Website of Cargill, http://www.cargill.com.vn

- Website of Proconco, http://conco.com.vn/

- Website of ANT Vietnam, http://antvietnam.com/vn

- Website of Vina feed, http://www.vinafeed.com/

- Market share of animal feed: Foreign investor embracing,http://www.baomoi.com/Thi-phan-thuc-an-chan-nuoi-Nha-dau-tu-ngoai-nam-tron/45/8125423.epi

- Domestic manufactur of animal feed – need synchronous solutions,http://www.agroviet.gov.vn/Pages/news_detail.aspx?NewsId=10541&Page=4

- Overview of animal feed market, http://www.dairyvietnam.com/vn/Thi-truong-trong-nuoc/Toan-canh-thi-truong-thuc-an-chan-nuoi.html

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- Livestock development oritentation in period 2006-2015,http://www.cucchannuoi.gov.vn/WebContent/bantinchannuoi/index.aspx?index=detailNews&num=15&TabID=1&NewsID=94

- Animal feed and material market of 9 months of 2012 and,http://www.vinanet.com.vn/tin-thi-truong-hang-hoa-viet-nam.gplist.343.gpopen.206463.gpside.1.gpnewtitle.thi-truong-thuc-an-chan-nuoi-va-nguyen-lieu-9-thang-dau-nam-2012-va-du.asmx

- The use of rice in the production of animal feed,http://nongnghiep.vn/nongnghiepvn/72/1/15/101787/Nen-su-dung-lua-gao-trong-TACN.aspx

- Premix is the “machine” of animal feed industry,http://www.hua.edu.vn/khoa/cnts/index.php?option=com_docman&task=doc_download&gid=739&Itemid=146

Capstone project report

Education

Transcript of Capstone project report