Case 1:

SolarBK & Bach Khoa Uni partner to promote renewable energy

Bach Khoa Solar Energy Group (SolarBK) and Bach Khoa University (BKU) recently
announced comprehensive cooperation in recruitment, training, scientific research, and technology
transfer.
Solar Experience Space (SES), established in 2017 by SolarBK and BKU, and solar projects
installed at Bach Khoa University have proved their efficiency and the development of Vietnam’s
renewable energy industry. This first step in comprehensive cooperation comes as solar power has
become more popular in Vietnam.
Cooperative renewable energy development
The government has strongly encouraged the development of renewable energy in recent years,
considering its potential for the economy and the environment and in sustainable development. Training
a young workforce is extremely important in making the solar power industry a key economic sector in
Vietnam.
With a mission to promote Vietnam’s renewable energy around the world, the cooperation
between SolarBK and BKU is a crucial step in generating a high-quality workforce with practical
knowledge about the industry. BKU not only aims to become the leading school in electrical engineering
and electronics but also to become a pioneer in practical training in renewable energy.
For example, SES is the first model in renewable energy, for passionate students to research and
gain more knowledge about the industry. With 16.065 kWp capacity, the system cuts approximately 23
tons of CO2 each year and helped nearly 24,000 BKU students learn about renewable energy. The SES
project overcame more than 41 others to be the only Vietnamese project to win The Smarter E Award
2018 - Outstanding Project category.
Cooperation content
Based on equality and shared goals to develop renewable energy in Vietnam, the two parties
have built cooperation categories.
Firstly, they will associate to research, develop, and deploy new technologies as well as share
experience and expertise based on both sides’ needs. The agreement proposes forming an expert group
to research scientific projects related to developing “Made in Vietnam” smart renewable energy,
supporting technology transfer in the renewable energy field, and approving rooftop solar power system
experiments under the ESCO model (Energy Service Company).
Secondly, they will support students - the future workforce - to access a practical working
environment through internships and skills training, such as supporting them in visiting SolarBK’s
construction projects and providing a renewable energy internship environment for students of related
industries. The cooperation also organizes renewable energy training (with certification).
With a vision to form a descendant team, the cooperation means higher workplace proactivity
and is a chance for SolarBK and BKU to develop more pragmatic research projects in order to upgrade
the manufacturing process in and quality of “Made in Vietnam” products and promote solar energy to
the broadest extent and make it closer to households. BKU is also the base from which SolarBK forms
and develops.
 Given that the government has continually encouraged renewable energy in general and solar
energy in particular, Vietnam has to speed up producing more workers to satisfy potential demand. This
cooperation therefore meets needs in the supply and demand of workers in Vietnam’s renewable energy
sector.
Analyze opportunities and threats for renewable energy companies in 2021-2022.
Opportunities for Renewable Energy Companies (2023-2024):
1. Increasing Global Renewable Energy Targets: Many countries worldwide are setting
ambitious renewable energy targets as part of their efforts to combat climate change and transition to
cleaner energy sources. This creates a favorable market environment for renewable energy companies,
with increased demand for renewable energy technologies and solutions.
2. Technological Advancements and Cost Reductions: The renewable energy sector continues to
experience advancements in technology, such as improvements in solar panels, wind turbines, energy
storage systems, and grid integration solutions. These advancements lead to increased efficiency,
reduced costs, and enhanced performance, making renewable energy more competitive compared to
traditional fossil fuel sources.
3. Energy Transition Policies and Incentives: Governments and regulatory bodies are
implementing policies and providing incentives to promote the adoption of renewable energy. These
may include feed-in tariffs, tax incentives, grants, and subsidies, which can support the growth of
renewable energy companies and attract investment in the sector.
4. Decentralized Energy Systems and Electrification: The shift toward decentralized energy
systems, including rooftop solar installations and community-based renewable energy projects, presents
opportunities for renewable energy companies to provide innovative solutions and technologies.
Additionally, the increasing electrification of various sectors, such as transportation and heating, creates
a greater demand for renewable energy sources.
5. International Market Expansion: The global renewable energy market continues to expand,
creating opportunities for companies to enter new markets and expand their operations internationally.
Collaborations, partnerships, and joint ventures with local stakeholders can help renewable energy
companies access new markets and leverage local expertise.

Threats for Renewable Energy Companies (2023-2024):

1. Policy and Regulatory Uncertainty: Changes in government policies, regulations, and subsidy
programs can create uncertainty for renewable energy companies. Shifting political landscapes and
evolving energy policies may affect market conditions and hinder investment in the sector.
2. Competing Energy Sources: While the renewable energy sector is growing, it still faces
competition from traditional fossil fuel sources and other forms of energy generation. The availability of
low-cost natural gas, for example, can pose challenges to the competitiveness of renewable energy
technologies.
3. Supply Chain Disruptions: Renewable energy companies rely on a global supply chain for
components, equipment, and materials. Disruptions in the supply chain, such as trade disputes, material
shortages, or transportation issues, can impact project timelines, increase costs, and affect profitability.
 4. Financing and Investment Challenges: Access to affordable financing and investment remains
crucial for the growth of renewable energy companies. Economic uncertainties, changing investor
sentiment, and limited access to capital may present challenges for companies seeking to finance
renewable energy projects.
5. Grid Integration and Infrastructure Limitations: Integrating intermittent renewable energy
sources into existing power grids can pose technical challenges, especially in areas with limited grid
infrastructure. Insufficient grid capacity and transmission infrastructure can impact the scalability and
stability of renewable energy projects.
It's important for renewable energy companies to stay informed about market dynamics, policy
changes, and technological advancements to effectively navigate the opportunities and threats in the
sector. Additionally, local and regional factors specific to Vietnam may influence the actual
opportunities and threats faced by renewable energy companies in the country.

Case 2: Vietnam one of the first countries in the world to use 5G technology
Vietnam piloted the first call using 5G technology, making it one of the first countries in the
world with the new technology.
The call was made by the local Viettel Military Industry and Telecoms Group and its partner
Ericsson from Sweden, in the presence of Minister of Information and Communications Nguyen Manh
Hung and Minister of Science and Technology Chu Ngoc Anh.
The call had a mobile internet speed of 1.5-1.7 Gigabits per second; much faster than 4G and the
equivalent of the speed of commercial cables.
This is the first time Vietnam has been among the first countries to use a new technological
application, Minister Hung said at the event. Before Vietnam, US, Australia, Japan, and South Korea
also successfully piloted 5G technology. Viewing information and communications technology (ICT) as
the basis to promote growth in all fields, Vietnam focuses on its development so that people and
businesses can compete in the global economy, and for this reason 5G was deployed early, he added.
“5G is an opportunity for Vietnam to improve its competitiveness rankings in the world,” he explained.
“It will test 5G this year and put it into commercial use in 2020, in all hi-tech zones, national innovation
centers, and smart factories.”
With the mission of pioneering a digital society in Vietnam, Viettel is confident of mastering
modern technologies, according to Mr. Le Dang Dzung, Viettel Group’s acting Chairman and General
Director. “In terms of transmission infrastructure, IoT technology based on 4G LTE-M and NB-IoT has
been deployed by Viettel, with it becoming one of the first 50 operators in the world to deploy these
technologies,” he said. “Viettel is ready to apply artificial intelligence solutions to solve social problems.
It has also built the largest and most sophisticated network security team in Vietnam to protect the safety
of users on the internet.”
Mr. Denis Brunetti, Head of Ericsson Vietnam, Myanmar, Cambodia and Laos, said Viettel and
Ericsson recognize the importance of using 5G in applying and improving the benefits of Industry 4.0. It
is expected to promote digitalization in all sectors, including production, agriculture, energy, healthcare,
and education. By bringing 5G services to Vietnam early, Viettel and Ericsson have built a foundation
for Industry 4.0, and 5G will provide important infrastructure to create momentum and allow Vietnam to
attract more FDI in the hi-tech sector.
Viettel said it will continue to expand its pilot of the 5G network in Hanoi and Ho Chi Minh
City. The pilot will help the Ministry of Information and Communications evaluate 5G technology based
on coverage areas, capacity, maximum speed, and compatibility with current infrastructure. The ministry
will then have a foundation to map out policies and a roadmap for the commercialization of 5G in 2020.
The ministry has granted licenses to Viettel and MobiFone to implement 5G pilots for one year,
from January 2019 to January 2020.
Analyze the competition among ICT companies (Viettel, VinaPhone, MobiFone) up to the year
of 2021-2022.
1. Market Share and Positioning: Viettel, VinaPhone, and MobiFone are the three major players in the
Vietnamese ICT market. Their competition revolves around gaining and retaining market share. The
positioning of each company in terms of network coverage, service quality, and customer satisfaction
will play a crucial role in their competitiveness.
2. 5G Network Deployment: By 2023-2024, all three companies are likely to have commercially
launched their 5G networks, following successful pilot projects. The competition will intensify as they
vie for subscribers and market dominance in the 5G era. Factors such as network coverage, speed,
reliability, and innovative 5G services will be critical in attracting and retaining customers.
3. Service Diversification: To differentiate themselves in the market, ICT companies will focus on
diversifying their service offerings. This may include expanding beyond traditional telecommunication
services and venturing into areas such as cloud computing, Internet of Things (IoT), artificial
intelligence (AI), and digital solutions for various sectors like healthcare, education, and agriculture. The
ability to provide comprehensive and innovative solutions will contribute to their competitiveness.
4. Customer Experience and Digital Transformation: As digital transformation continues to drive
businesses and industries, ICT companies will compete to provide seamless and enhanced customer
experiences. This includes improving digital infrastructure, customer service, and offering personalized
and tailored solutions. Companies that can effectively enable and support their customers' digital
transformation journeys will have a competitive edge.
5. Partnerships and Collaborations: Strategic partnerships and collaborations with local and international
players will play a significant role in enhancing the competitiveness of ICT companies. These
partnerships can bring access to new technologies, expertise, and market opportunities. Companies that
can forge strong alliances and ecosystems will have an advantage in delivering comprehensive and
integrated solutions.
6. Regulatory Environment: The regulatory environment will also influence the competition among ICT
companies. Regulations related to spectrum allocation, licensing, data privacy, and cybersecurity will
shape the playing field. Companies that can navigate and adapt to regulatory changes effectively will be
better positioned in the market.
It's important to note that market dynamics and the competitive landscape can evolve rapidly. New
entrants, technological advancements, changes in consumer behavior, and unforeseen events can impact
the competition among ICT companies in Vietnam. Monitoring industry trends and staying agile in
response to market changes will be crucial for sustained competitiveness in the coming years.

QUES 1: The stage of strategy management typically involves a series of interconnected activities aimed
at formulating, implementing, and evaluating an organization's strategies to achieve its goals and
objectives. These activities can be summarized in the following stages:
1. Environmental Analysis: In this stage, organizations assess the internal and external environments to
identify opportunities and threats that may affect their strategic direction. This involves conducting a
SWOT analysis (examining strengths, weaknesses, opportunities, and threats), analyzing industry trends,
market dynamics, and competitor behavior.
2. Strategy Formulation: Once the environmental analysis is complete, organizations develop strategic
goals and objectives based on their assessment. This stage involves selecting the most appropriate
strategic options to pursue, considering factors such as market positioning, competitive advantage, and
resource allocation. Strategies can include market expansion, product diversification, cost leadership,
differentiation, or innovation, among others.
3. Strategy Implementation: Implementation is the stage where organizations execute their chosen
strategies. This involves translating strategic plans into actionable initiatives, allocating resources,
setting performance targets, and establishing a clear organizational structure. It may also involve
aligning various functional areas, such as marketing, operations, finance, and human resources, to ensure
coordinated efforts toward strategic objectives.
4. Performance Monitoring and Evaluation: Once strategies are implemented, organizations
continuously monitor and evaluate their performance against predetermined targets and key performance
indicators (KPIs). This stage involves tracking progress, identifying deviations, and making necessary
adjustments to stay on track. Regular evaluation allows organizations to assess the effectiveness of their
strategies and make informed decisions about refining or revising their approach.
5. Strategy Review and Adaptation: Strategy management is an iterative process that requires
organizations to regularly review and adapt their strategies in response to changing internal and external
factors. This stage involves reflecting on the outcomes of the performance evaluation, analyzing market
trends, and reassessing the organization's strategic direction. Based on this analysis, adjustments can be
made to the existing strategies or new strategies can be developed to align with emerging opportunities
or mitigate emerging threats.
Overall, strategy management involves a continuous cycle of analysis, formulation, implementation, and
evaluation. It is a dynamic process that requires flexibility, agility, and proactive decision-making to
ensure the organization remains competitive and achieves its long-term goals.

QUES 2: Which stage of strategic management do you feel is the most important?
Each stage of strategic management is essential and serves a distinct purpose in the overall process.
However, if I were to identify one stage as particularly important, it would be the strategy
implementation stage. Here are the reasons for considering it as the most crucial:
1. Turning Plans into Action: Strategy implementation is the stage where organizations translate their
strategic plans into actionable initiatives and operational activities. Without effective implementation,
strategies remain mere ideas on paper and fail to generate tangible results. It is the stage where the
organization's vision and goals come to life.
2. Resource Allocation: Strategy implementation involves allocating resources, both human and
financial, to support the strategic initiatives. Effective resource allocation ensures that the necessary
funds, talent, technology, and infrastructure are available to execute the strategy successfully. Without
proper resource allocation, even the most well-formulated strategies may remain unachievable.
3. Organizational Alignment: Successful strategy implementation requires alignment and coordination
across various functional areas and departments within the organization. It involves ensuring that
different teams understand their roles, responsibilities, and how their work contributes to the larger
strategic objectives. Organizational alignment facilitates synergy, collaboration, and a unified effort
towards achieving the strategic goals.
4. Overcoming Resistance and Challenges: Strategy implementation often encounters resistance, both
from internal and external sources. Resistance may arise due to changes in organizational structure,
processes, or culture. Overcoming this resistance and addressing challenges that arise during
implementation is crucial to ensuring the strategy's success. It requires effective change management,
communication, and stakeholder engagement.
5. Continuous Monitoring and Adaptation: Strategy implementation provides an opportunity for ongoing
monitoring, evaluation, and adjustment of the strategy in response to changing circumstances. It allows
organizations to track progress, identify deviations, and make necessary adjustments to stay on course.
This agility and adaptability are crucial in today's dynamic and rapidly evolving business environment.
While strategy formulation and evaluation are important, without successful implementation, strategies
remain theoretical and do not lead to desired outcomes. Effective strategy implementation bridges the
gap between planning and execution, enabling organizations to realize their strategic objectives and
drive meaningful change.
It is worth noting that the importance of each stage can vary depending on the specific context and
challenges faced by the organization. Therefore, a comprehensive and well-rounded approach to
strategic management that addresses all stages is crucial for long-term success.

1. BCG matrix of 3 SBUs:

Corporate level strategy:
SBU A and B are in the “Dogs” box with very little ability to generate profits and the bonus causes a lot
of trouble for the company. According to the life cycle of a product, it is likely that the market demand
for this product will increase again but it must be a product with new quality and design, then the SBU
in the Dogs box will switch to the QM box, but then they will require a large amount of capital
investment from the company. It is also possible that with the large investment of the company, the
SBUs A and B in the Dogs box will become money-producing animals, but this is a very difficult task.
In summary, the company's board of directors should consider whether to invest heavily in rebuilding
SBUs A, B, or to reap or phase out these SBUs.
 SBU E is in the "Question Marks" box, which means it is in an unstable period, SBU E has a relatively
low market share but is competing in a relatively high growth industry, so it is an advantage. company's
long-term prospects for profitability and growth. Therefore, we should strengthen this SBU using a
concentrated growth strategy; invested a large amount of capital taken from SBU C, D to invest in SBU
E to increase market share for company
SBU E also makes a difference in product quality, design, and packaging to meet the increasing
demands of customers for this product.
SBU C, D are in the "Stars" box, which means they are in their golden age, SBU C, D have a relatively
large market share and are in the industry with a high growth rate. Therefore, we should use a focused
growth strategy and we should continue to invest in market share growth; product expansion and
product innovation.
In short, the company has 1 SBU E in the Question Mark box; 2 SBU A, B in the Dogs box they
will be too great a financial burden for the company. The board of directors should consider
choosing SBU E and one SBU A or B to invest in building them, the rest should be discarded. In
addition, management needs to invest appropriately in SBUs C, D to maintain their share in the
fiercely competitive market and develop them into future cash cows.
Find out more unrelated to the solution (SBU C is in the "Cash Cow" box, which means it is in the
harvest period, SBU C has a relatively high market share but competes in a relatively low growth
industry. Our product is in the mature stage and has a strong competitive advantage.SBU C in this box
has a cost advantage but a relatively high market share, so the profit is getting bigger and bigger, so we
This large capital should be used to invest in SBU A to move SBU A to the “Stars'' box. We should use a
strategy of concentrated growth combined with diversification that will be most appropriate for strong
product innovation. We should maintain the distribution channel system while improving the efficiency
of Marketing activities.)
SBU level strategy:
SBU A, B: Regarding products, we should recover capital and drastically cut down on ineffective
products. Price: should sell at cost price in order to quickly sell out of products to switch to other
products. Promotion: advertising costs should be reduced and should be kept to a minimum.
SBU E: Product: seeks growth through the development of new products. These new products can be
produced by the company itself or manufactured under contracts or imported from outside by merging
or acquiring another firm. Assume: Since the company is competing in a relatively high growth industry,
it should maintain its selling price at a competitive level compared to its competitors, but it needs to be
profitable. Promotion: need to invest a large amount of money for advertising, promotion, PR, event
organization, ... to attract target customers and potential customers. Distribution: Develop a wide
distribution system, expand more branches product sales and marketing. Sales through supermarkets,
trade centers, through the Internet,...
SBU C, D: Price: because the product has been on the market for a long time, the customer already
knows the price. If we raise the price, it will not sell, so the method of raising the price should be
cautious, we should choose a price that is acceptable to the customer to continue pushing the product to
the market as well. But note that if keeping the price equal to the competition, it will not be attractive.
We should reduce the profit / 1 product less to push more products to the market. Distribution: we pay
attention to expand the geographical market. Promotion: we should use aggressive marketing strategy.
Step 1: Push the price up that customers accept. Step 2: Improve the quality of services and products at
the same price that customers accept. Step 3: Increase the number of products. Step 4: Save the whole
cost to increase profit.
(SBU in the box Cash cows: Products, stronger product innovation to maintain the key market share,
remove inefficient products. If reducing counterfeit goods will make customers think that the product
has quality problems .It is best to keep the selling price to sell many products, profit thanks to the
product version. We should maintain the system. distribution channel system while improving efficiency
marketing performance.)

 How to calculate market share comparing RMS of each SBU

2. GE McKinsey matrix
Strategic implications
The three degrees (High, Medium and Low) of Industry Attractiveness and Competitive Strength
provide 9 different strategic postures for a business. The strategic actions to choose from are:
1. Invest / Grow strategy
2. Selectivity / Earnings strategy, and
3. Harvest/Divest strategy
Invest/Grow strategy
The best position for a business to be in is the Invest/Grow section. A business can reach this scenario if
it is operating in a moderate to highly attractive industry while having a moderate to highly competitive
position within that industry. In such a situation, there is a massive growth potential.
However, to grow, a business needs resources, such as assets and capital. These investments are
necessary to increase capacity, reach new customers through marketing or improve products through
Research & Development. A business can also choose to grow externally via Mergers & Acquisitions
(M&A), in addition to organic growth. Again, it will require investments to execute M&A activities.
The most notable challenges for a business in these sections are resource constraints that block it from
growing bigger and becoming / maintaining market leadership.
Selectivity/Earnings strategy
This strategy is also referred to as Hold strategy. A business in the selectivity / earnings section is a bit
more tricky. The business is either in a low – moderate competitive position in an attractive industry or
in an extremely high competitive position in a less attractive industry. Deciding whether to invest or not
to invest largely depends on the business’s outlook. It could expect to, either improve its competitive
position or shift to a more attractive industry.
The business should carefully decide its competitive move. As a business, you want to use most of your
investments in the Invest/Grow section. Then, use the remaining investments in the selectivity / earnings
section to improve your competitive position. You should closely monitor the progress and
improvements and correct the course as necessary.
 Harvest/Divest strategyThis strategy is most appropriate for a business that:has a low
competitive position, is active in an unattractive industry, or a combination of the twoThese businesses
do not have too many promising outlooks. The strategic responses to consider are:Divest the business
units by selling it to an interested buyer for a reasonable price. This is also known as a carve-out,
orChoose a harvest strategySelling the business unit to another player in the industry that has a better
competitive position is not a strange idea at all. The buyer might have better competences to make it a
success. Or, the buyer can create

CPM MATRIX
CPM (Critical Path Method) is a project management and strategic management planning tool used to
identify the most important work sequence in a project and calculate the time required to complete the
project. CPM helps management coordinate work and resources efficiently, and provides detailed
project schedules.
Here are the steps to define and create a CPM:
1. Identify the tasks: First, identify all the work required to complete the project. Each job must be
clearly defined, specific and measurable.
2. Determine the order and dependencies of the jobs: Determine the order and dependencies between the
jobs. A job can only start after the premise job has been completed. This helps to define the sequence of
work involved and prescribes the order of execution.
3. Determine the time to perform and finish the job: Estimate the time it takes to complete each job. This
can be based on previous experience, data analysis or expert judgment.
4. Build CPM diagram: Based on information about job order and execution time, build CPM diagram
by creating a network of jobs. This diagram consists of nodes representing work and links representing
dependencies between them.
5. Determine the project time: Calculate the time required to complete the project by defining the critical
path in the CPM diagram. The main path is the sequence of work that has no delay and takes the longest
time in the project. The timing of the exact path determines the completion time of the project.
6. Management and adjustment: Monitor and manage real progress project implementation, and make
adjustments when changes or risks occur. CPM allows you to identify the most important tasks and
prioritize resources and effort into those tasks.
By defining and creating a CPM, you can have a detailed and efficient project schedule to manage and
track project progress.