研究生: |
陳光 QUANG - TRAN |
---|---|
論文名稱: |
Competitive Strategy of Vietnamese Dairy Industry-A Case Study of Vinamilk Company Competitive Strategy of Vietnamese Dairy Industry-A Case Study of Vinamilk Company |
指導教授: |
劉代洋
Day-Yang Liu |
口試委員: |
曾盛恕
Seng-Su Tsang 扈永安 扈永安 |
學位類別: |
碩士 Master |
系所名稱: |
管理學院 - 管理學院MBA School of Management International (MBA) |
論文出版年: | 2012 |
畢業學年度: | 100 |
語文別: | 英文 |
論文頁數: | 130 |
中文關鍵詞: | Vinamilk in Vietnamese Market 、Competitive Strategy 、Competitive Advantages 、Vietnamese Dairy Industry |
外文關鍵詞: | Vinamilk in Vietnamese Market, Competitive Strategy, Competitive Advantages, Vietnamese Dairy Industry |
相關次數: | 點閱:245 下載:0 |
分享至: |
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報 |
The Vietnam Dairy Products Joint Stock Company (Vinamilk) was established in 1976 and it has grown to become the leading corporation of the dairy industry. The company currently has 75% market share of milk in Vietnam. Vinamilk always provides with the quality products, most nutritious and delicious for health. Vinamilk also satisfies and responsible for customers by diversifying products and services, quality assurance, food hygiene and safety with competitive prices, business ethics of respect and obeying the law.
The purpose of this case study is to analyze the competitive situation of dairy industry followed by the “Competitive Strategy” theory structure of Porter (1985) and this case study is based on Vinamilk Group. Vinamilk has been so successful and kept leading position in dairy industry by strategy and market forecast success. According to the case study, there are some results after Vinamilk implemented the new strategy to compete with other competitors. The results are shown as below:
1.The improvement of organization’s branding is advantageous to compete against competitors.
2.By executing suitable strategies, the company created its own value and earn market share much aggressively in recent years.
3.Specific strategy of national distribution is able to enhance the overall performance of the company.
The Vietnam Dairy Products Joint Stock Company (Vinamilk) was established in 1976 and it has grown to become the leading corporation of the dairy industry. The company currently has 75% market share of milk in Vietnam. Vinamilk always provides with the quality products, most nutritious and delicious for health. Vinamilk also satisfies and responsible for customers by diversifying products and services, quality assurance, food hygiene and safety with competitive prices, business ethics of respect and obeying the law.
The purpose of this case study is to analyze the competitive situation of dairy industry followed by the “Competitive Strategy” theory structure of Porter (1985) and this case study is based on Vinamilk Group. Vinamilk has been so successful and kept leading position in dairy industry by strategy and market forecast success. According to the case study, there are some results after Vinamilk implemented the new strategy to compete with other competitors. The results are shown as below:
1.The improvement of organization’s branding is advantageous to compete against competitors.
2.By executing suitable strategies, the company created its own value and earn market share much aggressively in recent years.
3.Specific strategy of national distribution is able to enhance the overall performance of the company.
1.Amit, R. y P.J. Schoemaker, “Strategic assets and organizational rent”. Strategic Management Journal, Vol.14 No.1, pp 33-46 (1993)
2.Andrews, K., R. The functions of the executive. Cambridge. Harvard University Press. pp vi-xxi (1968).
3.Barney, J. “Firm resources and sustained competitive advantage”. Journal of Management, Vol.17 No.1, pp 99-121 (1991)
4.Blair, M.M. & Stout, L.A. “Director accountability and the mediating role of the corporate board (forthcoming)”. Washington University Law Quarterly. Working Paper Series in Business, Economics, and Regulatory Law, Vol. 79 No. 2, pp 403-448 (2001)
5.Bowen, H.R. Social responsibilities of the businessman. Harper & Row, NY pp 85 (1953). Carroll, A.B. “A three-dimensional conceptual model of corporate performance”. The Academy of Management Review, Vol. 4 No. 4, pp 17 (1979)
6.Chetty S. “The case study method for research in small- and medium - sized firms”. International small business journal, vol. 5. (1996)
7.Dollinguer, M. J, Golden, P. A. y Saxton, T. “The Effect of Reputation on the Decision to Joint Venture”. Strategic Management Journal, Vol. 18, pp 127-140 (1997)
8.Drucker, P.F. The practice of management. Harper & Row, NY pp 5 (1954)
9.D'Souza, D.E. & Williams, F.P. “Appropriateness of the stakeholder approach to measuring manufacturing performance”. Journal of Managerial Issues, Vol. 12 No.2, pp 227-246 (2000)
10.Dutch Lady’s website: http://www.dutchlady.com.vn/
11.Eisenhardt, K. M. “Building Theories from Case Study Research”, Academy of Management Review, Vol.14 No. 4 pp 532-550 (1989)
12.European Commission. (2006). Enterprises with an environmental Management system. Viewed 04/04, 2010 from http://epp.eurostat.ec.europa.eu/portal/page?_pageid=1996,39140985&_dad=portal&_schema=PORTAL&screen=detailref&language=en&product=sdi_pc&root=sdi_pc/sdi_pc/sdi_pc_cor/sdi_pc1600.
13.Fombrun, C. y M. Shanley “What’s in a name? Reputations building and corporate strategy”. Academy of Management Journal, Vol.33 No.2, pp 233-258. (1990)
14.Fombrun, C. Reputation: Realizing Value from the Corporate Image, Harvard Business School Press, Boston, pp. 12-29, 311-320 (1996)
15.Friedman, M. Capitalism and freedom. University of Chicago Press, Chicago (1962)
16.Gatewood, R; Gowan, M. & Lautenschlager, G. “Corporate Image, Recruitment Image and Initial Job Choice Decisions”. Academy of Management Journal, Vol. 36, pp. 414 – 427 (1993)
17.Gerde, V.W. y Wokutch, R.E. “25 years and going strong”. Business and Society, Vol. 37 No.4, pp 414-446 (1998)
18.Gladwin, T.N., Kenelly, J.J. y Krause, T.-S. Shifting paradigms for sustainable development: implications for management theory and research. Academy of Management Review, Vol.20 No.4, pp 874-907 (1995)
19.Goddard, T. Corporate citizenship: creating social capacity in developing countries. Development in Practice, Vol.15, pp 433-438 (2005)
20.Grant, R.M., “The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulations”. California Management Review, Vol.33 No.3, pp 114-135 (1991)
21.Hall, R., “The strategic analysis of intangible resources”. Strategic Management Journal, No.13, pp 135-144 (1992)
22.Irenland, R. D., Hoskisson, R. E.,Hitt, M. A., (2009), “The management of strategy: concepts and cases”, 8th edition, South-Western Cengage Learning (2009)
23.Kotler, P., N. Roberto and N. Lee. Social Marketing: Improving the Quality of Life (2nd edition). London: Sage (2002)
24.McVea, John & Freeman, R. Edward. “A names and faces approach to stakeholder management. How focusing on stakeholders as individuals can bring ethics and entrepreneurial strategy together”, Journal of Management Inquiry, Vol.14 No.1, pp57-69 (2005)
25.Nestle Vietnam’s Website: http://www.nestle.com.vn/Pages/Nestle.aspx
26.Peng, M.W., Global Strategy, Thompson South-Western, Cincinnati, pp. 19-25 (2006)
27.Porter, M.E. y Kramer, M.R. The competitive advantage of corporate philanthropy. Harvard Business Review, Vol.80 No.12, 56-68 (2002)
28.Porter, M.E. (1979) "How Competitive Forces Shape Strategy", Harvard Business Review, March/April 1979.
29.Porter, M.E. (1980) Competitive Strategy, Free Press, New York, 1980.
30.Porter, M.E. (1985) Competitive Advantage, Free Press, New York, 1985.
31.Porter, M.E. (ed.) (1986) Competition in Global Industries, Harvard Business School Press, Boston, 1986.
32.Porter, M.E. (1987) "From Competitive Advantage to Corporate Strategy", Harvard Business Review, May/June 1987, pp 43–59.
33.Porter, M.E. (1996) "What is Strategy", Harvard Business Review, Nov/Dec 1996.
34.Porter, M.E. (1998) On Competition, Harvard Business School, Boston,1998.
35.Porter, M.E. (1990, 1998) "The Competitive Advantage of Nations", Free Press, New York, 1990.
36.Porter, M.E. (1991) "Towards a Dynamic Theory of Strategy", Strategic Management Journal, 12 (Winter Special Issue), pp. 95–117.
37.Porter, M.E. Porter &McGahan, A.M. (1997) "How Much Does Industry Matter, Really?" Strategic Management Journal, 18 (Summer Special Issue), pp. 15–30.
38.Porter, M.E. (2001) "Strategy and the Internet", Harvard Business Review, March 2001, pp. 62–78.
39.Porter, M.E. & Kramer, M.R. (2006) "Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility", Harvard Business Review, December 2006, pp. 78–92.
40.Porter, M.E. (2008) "The Five Competitive Forces That Shape Strategy", Harvard Business Review, January 2008, pp. 79–93.
41.Porter, M.E. & Teisberg, E.O. (2006) "Redefining Health Care: Creating Value-Based Competition On Results", Harvard Business School Press, 2006.
42.Sajeesh, S., and J. S. Raju., 2007 “Differentiation, Niche and Cost Leadership strategies: A hotelling based analysis”.
43.Teece, D., G. Pisano y A. Shuen. “Dynamic capabilities and strategic management”, Strategic Management Journal, Vol.18 No.7, pp 509-533 (1997)
44.UN, Food Sustainability, a Guide to Private Sector Action, UN Global Compact Office, pp. 42 (2008)
45.Varadarajan, P.R. & Meanon, “A. Cause-related marketing: A coalignment of marketing strategy and competitive strategy”, Journal of Marketing, Vol. 52 No.3, pp 58-74 (1988)
46.Vinamilk Website http://www.vinamilk.com.vn/
47.Wernerfelt, B., “A Resource-Based View of the Firm”. Strategic Management Journal, Vol.5 No.2, pp 171-180 (1984)
48.Yin, R. K. Case Study Research: Design and Methods, Applied social research Methods Series, Newbury Park CA, Sage (1984/1989)
49.Yin, R.K.. Applications of Case Study Research, Applied Social Research Methods Series (Vol. 34), Newbury Park, CA, Sage. (1993)
50.Yin, R.K. (1994). Case Study Research – Design and Methods, Applied Social Research Methods (Vol. 5, 2nd ed.), Newbury Park, CA, Sage.