TRƯỜNG ĐẠI HỌC THƯƠNG MẠI

VIỆN ĐÀO TẠO QUỐC TẾ

ESSAY ON
STRATEGIC MANAGEMENT

TOPIC: CASE 4 IN WORKBOOK

Instructor guides : Phan Đình Quyết

Group : 03
Class : 24101SMGM0111E
Lock : 2022-2025

Hà Nội – 2024
 TABLE OF CONTENT

CHAP I: OVERVIEW
1.1. Overview of MIPEC……………………………………………………….. 3
1.2. Mission and Vision of MIPEC…………………………………………….. 3
1.3. Business Sector of MIPEC………………………………………………… 3
CHAP II: MIPEC’S STRATEGIC CONTENT
2.1. MIPEC's External Environment…………………………………………… 5
2.1.1. Macro- Environment………………………………………………….. 5
2.1.2. Micro- Environment ( Industrial- Environment )……………………... 7
2.1.3. EFAS matrix…………………………………………………………... 8
2.2. MIPEC's Internal Environment……………………………………………. 8
2.2.1. Resources……………………………………………………………… 9
2.2.2. IFAS matrix…………………………………………………………… 10
2.3. TOWS matrix……………………………………………………………… 12
CHAP III: IDENTIFYING AND ANALYING MIPEC CONGLOMERATE’S
CORPORATE- LEVEL STRATEGY
3.1. Identify the corporate-level strategy of Mipec Corporation………………. 16
3.2. Analyze the corporate-level strategy of Mipec Corporation………………. 17
3.2.1. Analyze the integrated strategy……………………………………….. 18
3.2.2. Analyze the diversification strategy…………………………………... 19
3.2.3. Analyze the intensity strategy………………………………………… 20
3.2.4. Strategic alliance analysis…………………………………………….. 21
3.3. Assessing the corporate-level strategy of Mipec Corporation…………….. 21

1
 INTRODUCTION

In the face of escalating competition, the construction and deployment of effective

corporate-level strategies serve as the linchpin for achieving developmental objectives
within enterprises. Specifically, businesses must formulate strategies that are tailored to
their operational frameworks and product portfolios, while also resonating with customer
preferences, thereby forging a competitive edge against rival entities.

MIPEC stands as a multi-sector economic conglomerate, predominantly active in the

realms of petroleum, real estate, industry, commerce, and services. With a legacy
spanning over three decades of establishment and growth, MIPEC has asserted its
foothold in the market, emerging as one of Vietnam's premier conglomerates.

As a conglomerate endowed with numerous strengths and a legacy of

accomplishments, MIPEC remains steadfast in its pursuit of evolution, continually
unveiling timely strategies that harmonize with its corporate landscape and market
exigencies.

2
CHAP I: OVERVIEW
1.1. Overview of MIPEC
Military Petroleum Joint Stock Company (MIPEC) was established in 2003. Starting with
the production of specialized lubricants for military aircraft, MIPEC has continuously
expanded and diversified its investment and business activities, from manufacturing
various lubricants for civilian markets to trading petroleum products, managing port
warehouses, engaging in commercial services, retailing, and notably, real estate
investment and development.

In every field of operation, MIPEC has left its mark with high-quality products and
services. Particularly in the real estate sector, MIPEC has become a reputable brand,
attracting investors and customers with projects located in prime locations,
comprehensively invested in, diverse in types, and suitable for market demand.

Through relentless efforts and innovations in technology and services, MIPEC has
established itself as a strong and reputable brand in Vietnam. For several consecutive
years, MIPEC has been listed in the VNR 500 ranking - Top 500 largest enterprises in
Vietnam and has been among the FAST 500 ranking - Top 500 fastest-growing
enterprises in Vietnam for five years.
1.2. Mission and Vision of MIPEC
 MISSION
For the market:
MIPEC is committed to ensuring national defense needs by leveraging economic growth
to invest in scientific and technological equipment for production and business to provide
customers with the best products and services that meet market demands.
For shareholders and partners:
MIPEC promises to be a reliable companion, sharing resources and constantly increasing
investment value for shareholders and.
For employees:
MIPEC creates a, dynamic, and creative working environment, income growth and equal
opportunities for all employees' development.
For society:
MIPEC its responsibility to the community by harmonizing corporate interests with
social benefits, actively contributing to gratitude activities, preserving and promoting
cultural historical values for the community.
 VISION
MIPEC aims to build a reputable and reliable brand with a strategic vision that embodies
the courage, spirit and pioneering nature of soldiers. MIPEC constantly innovates and
strives for perfection in every product. With the advantages of capital and technology
from shareholders and partners,PEC sets the goal of development, achieving new, and to
the socio-economic development of the country.
1.3. Business Sector of MIPEC
MIPEC owns several subsidiary companies such as:

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 Mipec Technologies Lifting and transportation equipment
Specialized equipment for shipbuilding
Machine tools
Construction and mining machinery
Material handling and loading/unloading equipment
Oil and gas equipment
Onboard equipment
Specialized equipment for the electrical industry
Business and manufacturing of petroleum products.
MIPEC Petro Wholesale and retail of gasoline, diesel, and
lubricating oils.
Wholesale of solid, liquid, gas fuels, and related
products.
Retail of motor fuels in specialty stores.
Other transportation-related support services.
Warehousing and storage of goods.
Mipec Service and Mipec M primarily operates in the management,
Management Limited operation, and exploitation of real estate sector.
Liability Company Currently, Mipec M is managing and operating the
(Mipec M) Mipec Riverside apartment building and the
Amazing Town entertainment complex.
Military Lubricants Engine, hydraulic, industrial, and gear lubricants;
Factory lubricating grease; heat-resistant grease; preservative
grease; and petroleum products for military
equipment engines, large-scale marine engines;
cutting and anti-corrosion oils supplied to mining
and metalworking industries.
Mipec Power Joint Purchase, sale, and business of electricity for
Stock Company (Mipec residential complexes, commercial centers, and
E) office buildings under the ownership of MIPEC.
Partner of MIPEC

4
CHAP II: MIPEC’S STRATEGIC CONTENT
2.1. MIPEC's External Environment
2.1.1. Macro- Environment
a. Economic Factors
In 2023, the global economy continues to face numerous challenges and difficulties. The
strategic competition among major countries intensifies, becoming more comprehensive
and increasing geopolitical tensions. The complex developments in the Russia-Ukraine
conflict and conflicts in the Middle East have negatively impacted the global economic
recovery process after the Covid-19 pandemic. Natural disasters, droughts, floods, and
climate change have caused severe consequences. There are increased risks to energy
security, food security, and cybersecurity. Although inflation has cooled down, it remains
at a high level, and many large economies maintain tight monetary policies and high
interest rates. Global trade, consumption, and investment continue to decline, with
increasing protectionism and trade defense measures affecting regional and global
import-export activities. Many countries, including major trading partners of our country,
have experienced slowing growth, high public debt, and significant risks. The world's
aggregate demand has decreased, directly impacting countries with large open
economies, including Vietnam.

Regarding the use of GDP in 2023, final consumption increased by 3.52% compared to
2022, contributing 41.04% to the overall economic growth rate; asset accumulation
increased by 4.09%, contributing 26.64%; exports of goods and services decreased by
2.54%; imports of goods and services decreased by 4.33%; the trade surplus contributed
32.32%.

The global economy's ongoing difficulties have also had a negative impact on companies
like MIPEC. The real estate market and the oil and gas raw material market have been
and continue to be lucrative markets for companies operating in these sectors.
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b. Technological
MIPEC technologies
Utilizing advanced construction technologies: MIPEC may be pursuing new technologies
such as smart construction, using more efficient building materials and methods that save
time and costs.

Integrating digital technology in project management: MIPEC may be implementing

project management software solutions and process automation to optimize operations,
track progress, and enhance work efficiency.

Researching and developing renewable energy solutions: MIPEC may be focusing on

developing projects related to renewable energy such as wind power, solar power, or
energy storage technologies.

Using green and sustainable technologies: MIPEC may be emphasizing the use of
environmentally friendly materials and technologies, minimizing negative environmental
impacts during construction and operation of projects.

Researching and applying artificial intelligence and data analytics: MIPEC may be using
artificial intelligence and data analytics to forecast risks, optimize construction processes,
and improve project management.

Focusing on safety and construction quality: MIPEC may be investing in technologies

and processes to ensure labor safety and the highest construction quality.
c. Politics - Legal
Engaging and interacting with politicians is an important aspect to ensure stable
development for the company. Therefore, an assessment of this factor is necessary.
Vietnam is highly regarded for its political stability, which provides a foundation for
economic development. Additionally, preferential policies regarding taxes and loans for
efficient Vietnamese enterprises engaged in real estate investment are emphasized. This
provides an opportunity to access cheap capital and increase the company's income.

However, the influence of administrative management mechanisms poses a potential risk

that could impact the company's operations. If managed effectively, it could lead to
securing favorable projects for the company.
MIPEC must comply with laws, regulations, and industry standards related to
construction, environmental protection, safety, and labor practices. Changes in
regulations can affect project timelines, costs, and compliance requirements.
d. Natural factors
Terrain and Geology: These are crucial natural factors for determining the location and
design of MIPEC's construction and exploitation projects. This includes topographical
features such as hills and mountains, soil conditions, and other geological factors.

Climate and Weather: Climate and weather conditions can impact the progress and
efficiency of MIPEC's construction projects. Factors such as rain, storms, and
temperature can pose risks and obstacles to the construction process.

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Natural Resources: MIPEC may need to consider the utilization of natural resources such
as water, land, and timber in its construction projects. Managing and protecting these
resources is essential for the sustainability of projects, especially in oil and gas extraction.

Current Status and Natural Changes: MIPEC needs to monitor and assess natural changes
such as resource depletion, climate change, and the risk of natural disasters to prevent and
respond to risks related to construction and exploitation projects.
e. Social Environment
Since the outbreak of COVID-19, the global economy has continued to suffer from a
series of unstable shocks, with many companies going bankrupt and revenues sharply
declining. After over two years of the pandemic, the global economy is gradually
recovering. However, as we enter 2024, the Ukraine-Russia conflict and its global
impacts on commodity markets, supply chains, inflation, and financial conditions have
further dampened global growth.

In particular, the conflict in Ukraine has led to soaring prices and volatility in the energy
market, with improvements in energy-exporting countries being offset by barriers to
activity in most other economies. Additionally, the real estate market downturn has
resulted in significant declines in business performance for most construction companies
in Vietnam. The construction industry has indeed faced numerous difficulties during the
2020-2023 period.
MIPEC's activities can have environmental impacts related to resource consumption,
pollution, waste generation, and ecological conservation. Environmental regulations and
stakeholder expectations may require MIPEC to adopt sustainable practices and mitigate
environmental risks.

The population of Vietnam has been steadily increasing in recent years, especially the
proportion of people with high incomes (over 10 million VND per month), accounting
for 1/5 of the population with a high growth rate of 1.2% per year.

With high incomes, Vietnamese people have started to pay attention to traveling and
using high-end services, including resort vacations. This helps expand the market for
companies.
In addition, the pool of high-quality human resources trained in construction and
management majors at universities is increasing both in quality and quantity every year.
Combined with international students studying abroad, this opens up a high-quality labor
market for the company.
2.1.2. Micro- Environment ( Industrial- Environment )
a. Customers
MIPEC's clients, their needs, preferences, and feedback shape its projects, services, and
strategies.
b. Suppliers
The reliability, quality, and pricing of materials and services provided by suppliers affect
MIPEC's production processes and costs.
c. Competitors
The actions, strategies, and market positions of other construction and energy companies
competing with MIPEC influence its market share, pricing strategies, and differentiation
efforts.

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Competitors of MIPEC in the fields of engineering, construction, and services may
include:
- Large domestic construction corporations: such as Coteccons, Hoa Binh Corporation,
Vinaconex, and Becamex represent strong competitors for MIPEC in the construction
and engineering sector.
- Multinational corporations: like Samsung C&T, Skanska, Fluor Corporation, and
Bechtel also pose competition for MIPEC in large-scale construction and engineering
projects in Vietnam and the region.
-In the energy and environmental sectors: MIPEC competes with companies such as
PetroVietnam, Vinacomin, as well as renewable energy firms like SolarBK and Thien
Tan Group.
These competitors create a dynamic competitive landscape, urging MIPEC to enhance its
capabilities and performance to maintain and expand its market share.
d. Intermediaries
Agents, brokers, and distributors play a role in facilitating transactions and reaching
customers, impacting MIPEC's distribution channels and market reach.
e. Shareholders
Investors, government agencies, regulatory bodies, and local communities have interests
and expectations that influence MIPEC's decision-making processes, regulatory
compliance, and social responsibility initiatives.

2.1.3. EFAS matrix

External factors Imp Classi Tota Note

(1) ortan ficatio l
ce n (4)
level (3)
(2)
OPPURTUNITIE
S
O1: Sustainable 0,1 3 0,3 MIPEC can integrate
Growth sustainability initiatives into its
business operations, including
renewable energy, eco-friendly
products, and green practices,
aligning with evolving
consumer preferences and
regulatory requirements.

O2: Market 0,2 4 0,8 expand its market presence

Expansion domestically and
internationally, tapping into
emerging markets and new
business opportunities.
O3: Technology 0,3 3 0,9 new technology can create

8
and innovation opportunities or threats for
Mipec, especially in optimizing
oil and gas production and
exploitation processes.

O4: Society and 0,05 3 0,15 changes in public consciousness

culture and consumer desires on issues
such as environmental
protection can also affect
company image and customer
purchasing decisions.
THREATS
T1: Legal policies 0,1 3 0,3 fluctuations in legal policies and
and regulations regulations, including
environmental and labor safety
regulations, may affect the
company's business operations.

T2: Global 0,2 4 0,8 fluctuations in the global

economic situation economy can affect the demand
and prices of oil and gas.

T3: Intense 0,05 2 0,1 MIPEC faces intense

competition competition across various
sectors in which it operates,
including petroleum trading,
real estate, retail, and other
areas.
Total 1,0 3,35

Comment: Through the above matrix, we see that competitors and technological
innovation are important factors. That shows that Mipec has determined the direction for
the business. Focusing investment in core industries creates a great competitive
advantage for the entire ecosystem. However, we need to focus on society and culture,
legal policies and the oil and gas market need corrective measures for development.

2.2. MIPEC's Internal Environment

2.2.1. Resources
a. Human resources
MIPEC is one of the leading companies in Vietnam in the fields of engineering,
construction, and services. Lieutenant General Dao Ngoc Thach serves as the Chairman
of the MIPEC Group, while Brigadier General Du Cao Son holds the position of CEO.
Additionally, both individuals also play key leadership roles at the General Import-
Export Corporation (Vaxuco), with positions as Chairman of the Board and Chief
Political Commissar.

9
MIPEC's workforce comprises experts, engineers, technicians, and highly skilled
professionals in various fields related to services, marketing, construction, information
technology, electronics, mechanics, and other industries.

The company focuses on attracting and developing high-quality human resources by

providing a professional working environment, career development opportunities, and
attractive welfare policies. Moreover, MIPEC collaborates with universities and research
institutes to recruit employees and experts with high qualifications from educational and
research institutions.
b. Financial
The tangible resources of MIPEC primarily include finance, capital, profit, and
borrowing capacity. In the second quarter of 2023, MIPEC's net assets soared to 12,370
trillion VND, reflecting its robust financial position and asset base. The profit generated
in the first six months of the year amounted to 163 billion VND, underscoring MIPEC's
ability to capitalize on market opportunities and navigate challenges effectively. These
impressive financial achievements can be attributed to the strategic initiatives and
concerted efforts MIPEC has undertaken to adapt to the dynamic shifts and disruptions in
the market landscape. By proactively responding to market transformations, MIPEC
demonstrates its resilience and agility in sustaining growth and maximizing shareholder
value amidst evolving business environments.

For many consecutive years, MIPEC has been awarded certificates of merit and
banners of commendation by the Chairman of the People's Committee of Hanoi. The
MIPEC Party Committee has consistently maintained the title of "Clean - Strong -
Exemplary." “With a commitment to continuous innovation and development”, along
with a solid foundation in finance, technology, human resources, and management
experience, MIPEC is sure to continue achieving new accomplishments. These successes
will not only extend to its current business sectors but also to emerging industries with
great potential, which require bold investments and exploration by domestic enterprises.
Moreover, reputation serves as a crucial asset. MIPEC possesses renowned brands
and a global brand image that caters to various customer segments. As one of the leading
reputable investors, MIPEC has strong financial resources and extensive experience in
the real estate sector. In recent years, MIPEC Investment Corporation, a military
petroleum corporation, has introduced a series of prominent real estate projects to the
market, such as Mipec Long Bien, Mipec Kien Hung, Mipec Xuan Thuy,...

2.2.2. IFAS matrix

Internal Importanc Classific Total Note

factors e Level ation importanc
(1) (2) (3) e score
(4)
Strengths Mipec's ecosystem
S1: Diverse 0.15 4 0,6 includes 7 member
ecosystem companies, specializing
in many fields such as

10
 petroleum trading,
service trade, retail and
especially real estate.
S2: Highly 0.15 4 0,6 Invest in many fields
profitable and concentrate in big
assets cities

S3: Highly 0.1 3 0,3

qualified Develop many fields
human and have high
resources profitability

S4: Fast 0.05 3 0,15

growth rate
It is a self-sufficient
ecosystem, leading to
0.05 3 0,15 high growth
S5:
Reputation
of a strong Has invested and
ecosystem developed large
projects in many
different fields

Weakness
W1: The Not yet exported to
consumption 0.05 2 0,1 neighboring countries
market is
still limited

W2: Passive 0.1 3 0,3 Still have to import a

in terms of lot of raw materials and
raw materials few available
ingredients
W3: 0.1 3 0,3
Difficulties
in Too ambitious to
competition become Asia's leading
in the retailer
electronics
sector 0.15 3 0,45

W4: Human resources are

Limitations concentrated in
in human different provinces, so

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 resource direct training is
training 0.1 2 0,2 limited

W5:
Distribution Concentrate in stores
system and shopping centers

Total 1.0 3,15 (5)

Comment: Through the above matrix, we see that the strengths of the Impec ecosystem
are its competitive advantages in industries. This shows that this ecosystem is on the right
track with its core industry. Focusing on investment in core industries creates great
competitive advantages for the entire ecosystem. However, we must also pay attention to
factors such as nearby resources, investment efficiency in other industries, and access to
new projects. These factors are considered existing weaknesses, so there needs to be
measures to overcome these important weaknesses.

2.3. TOWS matrix

Without specific information about MIPEC's internal strengths, weaknesses, external

opportunities, and threats, it's challenging to construct a TOWS matrix:
TOWS MIPEC STRENG ( S ) WEAKNESS ( W )
1. Strong reputation 1. Dependency on a
and brand recognition ( few core business
MIPEC has become a areas.( the conflict in
reputable brand, Ukraine has led to
attracting investors and soaring prices and
customers with its real volatility in the energy
estate projects and market, with
developments in prime improvements in
locations. These energy-exporting
projects are countries being offset
comprehensively by barriers to activity in
invested in, diverse in most other economies.
types, and aligned with Additionally, the real
market demands. estate market downturn
MIPEC was awarded has resulted in
with a commendation significant declines in
flag and certificate of business performance
merit by the Chairman for most construction
of the Hanoi People's companies in Vietnam.)
Committee. The
MIPEC Party 2. High production and
Committee consistently operational costs.
maintains the title of

12
 "Clean - Strong - 3. Need to improve
Exemplary".) innovation and
2. Diverse range of creativity processes.
products from real
estate to consumer
services.( Mipec's
ecosystem includes 7
member companies,
specializing in many
fields such as
petroleum trading,
service trade, retail and
especially real estate.)

3. Financial capability
and efficient
management. ( In the
second quarter of 2023,
MIPEC's net assets
soared to 12,370
trillion VND, reflecting
its robust financial
position and asset base.
The profit generated in
the first six months of
the year amounted to
163 billion VND,
underscoring MIPEC's
ability to capitalize on
market opportunities
and navigate
challenges effectively.
MIPEC has been listed
in the VNR 500
ranking - Top 500
largest enterprises in
Vietnam and has been
among the FAST 500
ranking - Top 500
fastest-growing
enterprises in Vietnam
for five years.)
OPPORTUNITIES ( O ) SO WO
1. Growing demand for  Leverage strong  Improve production
infrastructure development brand position to efficiency and
expand into reduce costs to take
2. Increasing government international advantage of the
focus on renewable energy( markets. growing real estate

13
Emerging renewable  Develop a diverse market.
technologies and green product range to  Invest in
fuels have the potential to capitalize on innovation and
significantly reduce the domestic economic creativity to exploit
share of natural gas in growth and new market
electricity production, consumer demand. opportunities.
thereby creating a favorable
investment environment for
these supply sources. For
example, in Europe,
increasing the capacity of
liquefied natural gas (LNG)
imports has been a driving
force, as well as promoting
the production of green gas
and developing other
alternative fuels. Vietnam is
also moving towards green
renewable energy.)

3. Potential for expansion

into new markets

4. Partnerships and
collaborations with other
industry players( MIPEC's
partners include various
entities across different
industries, ranging from
construction and real estate
development to finance and
investment. These
partnerships help MIPEC
enhance its capabilities,
expand its reach, and
deliver high-quality
projects to its customers
and stakeholders such as
Vland, MB,…)

THREATS ( T ) TS WS
1. Intense competition from  Strengthen  Optimize
both domestic and financial production
international rivals.2..(- management and processes and
Large domestic reduce costs to operations to
construction corporations: cope with intense address
such as Coteccons, Hoa competition and competition and
Binh Corporation, market market fluctuations.

14
Vinaconex, and Becamex fluctuations.  Diversify business
represent strong  Invest in portfolios and
competitors for MIPEC in innovation and invest in long-term
the construction and creativity to growth sectors to
engineering sector. mitigate the impact mitigate the impact
- Multinational of market and of legal and policy
corporations: like Samsung regulatory changes. changes.
C&T, Skanska, Fluor
Corporation, and Bechtel
also pose competition for
MIPEC in large-scale
construction and
engineering projects in
Vietnam and the region.
-In the energy and
environmental sectors:
MIPEC competes with
companies such as
PetroVietnam, Vinacomin,
as well as renewable energy
firms like SolarBK and
Thien Tan Group.)

2. Fluctuations in financial
and currency markets (The
ongoing tensions between
Russia and Ukraine could
potentially cause
difficulties in the supply of
various commodities for
many countries, including
Vietnam. According to data
from the Ministry of
Finance, crude oil revenue
in January 2022 was
estimated at 3,900 trillion
dong, an increase of nearly
45% compared to the same
period last year.)
3. Regulatory and policy
changes.(MIPEC must
comply with laws,
regulations, and industry
standards related to
construction, environmental
protection, safety, and labor
practices. Changes in
regulations can affect

15
project timelines, costs, and
compliance requirements.)

Comment: Overall, by implementing these strategies effectively, MIPEC can navigate

through challenges, capitalize on opportunities, and reinforce its position as a leading
player in the construction and real estate industry.

CHAP III: IDENTIFYING AND ANALYING MIPEC CONGLOMERATE’S

CORPORATE- LEVEL STRATEGY
3.1. Identify the corporate-level strategy of Mipec Corporation
 Diversification Strategy
Mipec expands the scope of its business activities, developing across multiple sectors.
Leveraging its internal capabilities, existing advantages, and past successes, Mipec has
diversified and operates in various fields. As stated on its official website, the Mipec
"ecosystem" comprises 7 member companies specializing in various areas such as
petroleum trading, service commerce, and notably real estate.

Related diversification: Mipec expands its business into new industries while being
linked to its current business operations:
In the oil production sector, in December 2015, Mipec inaugurated and commenced
operations of the Military Lubricant Factory in Hai Phong City. Annually, the Military
Lubricant Factory in Hai Phong produces nearly 60 types of petroleum products. By June
2012, Mipec expanded its lubricant oil supply to the civilian market and petroleum
trading with the establishment of MipecPetro Petroleum Trading Company Limited.
In the real estate sector, Mipec began participating in the market in 2005.
Luogo Restaurant Chain - Mipec's first café restaurant brand in the culinary field.
Currently, the Luogo restaurant-café chain has 3 branches and will continue to expand at
Mipec's real estate projects.

Unrelated diversification: Mipec expands its business into new industries without a
connection to any existing business activities:
Mipec boldly invests in developing commercial centers and consumer supermarkets.
The retail supermarket system at Mipec Long Bien supplies up to 12,000 types of
consumer home appliances with over 80% of products manufactured in Vietnam.
Additionally, Mipec owns several other subsidiary companies such as Mipec
Technologies, Mipec M, Mipec E, Mipec Trading, etc.
Mipec is also reportedly acquiring the entire shareholding of the Military Insurance
Corporation (MIC) from MIC Invest.
 Forward Integration Strategy:
Mipec secures ownership rights and increases control over distributors/retailers. In the
retail sector, Mipec also holds a controlling stake with a 51% ownership in Pico - one of
the leading electronics retail chains in Vietnam.
 Strategic Alliances:

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Mipec continuously expands and develops cooperative relationships and joint ventures
with other enterprises through strategic alliances to focus on finance, knowledge,
technology, human resources, etc.

• In the real estate sector, since 2005, Mipec has collaborated with several state-owned
enterprises with advantages in land and development to undertake large-scale projects
such as Mipec Riverside Long Bien, Mipec View Ha Dong (Hanoi), Mipec Trang An
(Vinh City, Nghe An Province), etc.
• Mipec collaborates with Hanoi Transport Corporation (Transerco) on the Mipec Rubik
360 Xuan Thuy project. The project is implemented on a 4-hectare land plot at 122-124
Xuan Thuy Street, which was previously a bus parking lot and the operational center of
Tan Dat and the comprehensive business unit of Hanoi Transport Corporation.
• Mipec also partners with another less-known entity, Hoa Cuong Company Limited.
Hoa Cuong, a legal entity, has been a longtime companion of Mipec, contributing capital
alongside Mipec and High-Quality Food Company Limited to establish Mipec Real
Estate Joint Stock Company.

 Intensity Strategy (Market Penetration, Market Development):

Market Penetration: Mipec increases its current market share through marketing efforts.
The retail supermarket system at Mipec Long Bien commits to "Everyday Low Prices"
and regularly offers promotions and benefits to its members.

Market Development: Mipec introduces its products and services into new market areas.
• By June 2012, Mipec expanded its supply of lubricant oil to the civilian market and
petroleum trading when establishing Mipec Petro. This company currently owns 14 gas
stations and 5 branches in Hanoi, Xuan Mai, Son Tay, Vinh Phuc, Thanh Hoa, Thai
Nguyen, Bac Giang, Hai Phong.
• The period from 2011 to 2015 was the golden age of Pico with a growth rate of 60-70%
per year. This provided the foundation for Pico to expand its market into Ho Chi Minh
City.
• Pico aspires to become a leading retailer in the Asia-Pacific region, penetrating new
markets such as Laos, Cambodia, and Myanmar.
• Luogo - Mipec's first café restaurant brand in the culinary field. The restaurant-café
chain currently has 3 locations and will continue to be opened at Mipec's real estate
projects.

3.2. Analyze the corporate-level strategy of Mipec Corporation

3.2.1. Analyze the integrated strategy
Front integration: In December 2005, Mipec opened and went into
 Front and rear integration strategy
In the field of oil production
• Front integration: In December 2005, Mipec opened and went into operation of the
Army Grease Oil Plant in Hai Phong city. Every year, this plant produces nearly 60 kinds
of petrochemical products with a total capacity of up to 15,000 tons, the revenue is
estimated to be VND 420 - 440 billion.
• Rear integration: By June 2012, Mipec expanded its supply of crude oil to the civil
market and oil business when it established MTV Trading Company Mipec Petroleum

17
(Mipec Petro). In 2019, Mipec Petro's net revenue was VND1042 billion, net profit was
VND2.6 billion. As of the end of 2019, Mipec Petro's total assets reached VND57.98
billion, the owner's capital at VND 29.33 billion.
Through this, it can be seen that Mipec's making its own suppliers and distributors
for its own gasoline products helped the company make huge sales.

In the real estate sector

According to the introduction on the website, Mipec officially joined the real estate
school in 2005. However, it was not until the implementation of project 229 Tay Son in
2008, that the brand Mipec was strongly known, opening Mipec 183 Nguyen Luong
Bang, Mipec Riverside, etc.
• Mipec M: was established by Mipec primarily to engage in real estate management,
operation, and exploitation activities of the enterprise. Currently, this company manages
and operates the Mipec Riverside apartment building and the Amazing Town
entertainment area. It has become both the supplier and distributor of real estate for
Mipec's customers, which not only enhances the corporation's brand reputation but also
helps Mipec save on investment costs by avoiding the need to hire external organizations
for managing its real estate properties.
• Mipec E: Mipec Electricity Joint Stock Company was established in 2015. Since its
establishment, Mipec E has been the sole VCU responsible for electricity sales and
business for residential complexes - department stores - offices owned by Mipec.
In other areas
• The service trade sector: Mipec Trading is responsible for managing inputs and
business of Luogo restaurant chain - the first coffee restaurant brand in Mipec's food
sector. Currently, Luogo restaurant chain has 3 establishments and will continue to be
opened at Mipec's real estate projects
• The field of technology transfer: Mipec Technologies was established in 2010. Mipec
Technologies operates in the industrial sector with the mission of specializing in
supplying equipment, production lines, technology transfer, and fuel trading for Mipec's
member companies and other partners. Mipec Technologies not only provides exclusive
services for projects in which Mipec is the primary investor but also establishes deep and
reputable relationships with various government agencies, investors, and corporations to
understand the strategies, investment plans, and development of clients in each stage.
Consequently, it formulates suitable business strategies. The company is a reliable
partner of many large corporations and leading manufacturers from the United States,
Japan, Russia, etc., in supplying equipment and participating in numerous projects in
Vietnam.
 Horizontal integration strategy
M&A:
In the real estate sector, the D47 project located at the intersection of To Hieu and
Luong The Vinh is attributed to Mipec's acquisition of the entire shares of Military
Insurance Corporation (MIC) at MIC Invest.
In the retail sector, Mipec holds a controlling stake of 51% in Pico - one of the leading
electronics retail chains in Vietnam. This allows Mipec to have a say in this electronics
retail system, ensuring quality products at its stores and attracting customers with
electronics needs, thereby increasing revenue in the retail sector.
Strategic alliance

18
 Mipec has been working with Transerco and Flower Co., Ltd. in the Mipec Rubik
project at 360 Xuan Thuy, which is a parking lot and vehicle operation center of Tan Dat
Joint Stock Company and Hanoi Transportation Corporation (Transerco). The enterprise
in charge of the project is Xuan Thuy Trading and Service Joint Stock Company,
established on June 9, 2016 with a charter capital of VND 500 billion, of which Mipec
holds 51% of capital. The rest are owned by two corporations: Hanoi Transport
Corporation (Transerco, which holds 28% of charter capital) and Hoa Cuong Co., Ltd.
3.2.2. Analyze the diversification strategy
 Related diversification strategy
In the real estate sector
• Mipec has implemented a diversification strategy in the real estate and service
commerce sectors within the Mipec Riverside project - Mipec Long Bien - a high-end
residential and commercial complex. Mipec Riverside features the first 6 floors as
commercial areas comprising supermarkets, shops, restaurants, banking services, an
indoor sports center (currently the California-class fitness center), health and beauty care
centers, 3D cinemas, and an international standard swimming pool. Floors 7-35 consist of
high-end apartment units of various sizes and designs to cater to the needs and
preferences of different customers. Thus, the residents living in the Mipec Riverside
apartments also constitute a significant customer base for the commercial activities at
Mipec Long Bien shopping center.
In the retail sector
Recognizing the potential from the market of more than 90 million people, of which
the urban population accounts for 33% and per capita income is increasing rapidly, Mipec
expands its consumer supermarket system, while investing in shopping mall
development. Typical examples are Mipec Long Bien department store, a combination
model that provides shopping, entertainment, entertainment, movie viewing, health
training, etc. In the retail supermarket system at Mipec Long Bien, up to 12,000
categories of consumer-home appliances are supplied, with more than 80% of products
produced in Vietnam. Besides, the supermarket also offers many items with its own
exclusive brands such as cosmetics, beverages, and soft drinks. Moreover, Mipec Long
Bien also provides fresh food, playgrounds, theaters, and practice rooms to best meet the
needs of customers. Because of that diversity, the mall attracts a large number of
customers, not just residents of Mipec Riverside and brings tremendous revenue to the
business. This represents Mipec's success in applying its strategy of diversifying products
appropriately in its retail supermarket system.
As such, Mipec has been implementing throughout its related diversification strategy
since the company started laying the first foundation bricks until it becomes a large
conglomerate like now. Strategies to bring the conglomerate a lot of success, expand the
market, develop the system, boost growth, enhance Mipec brand.

3.2.3. Analyze the intensity strategy

 Market Penetration Strategy
Mipec aims to increase its current market share through marketing efforts. The retail
supermarket system at Mipec Long Bien commits to "Everyday Low Prices" and
regularly launches promotional programs, offering many benefits to its members. This
helps the retail supermarket system at Mipec Long Bien to have the opportunity to
increase its sales volume in the current market. In the long term, Vietnam remains a
promising retail market categorized among countries with strong middle-class

19
development and rapid urbanization. With a young population structure, the increasing
number of people visiting shopping centers makes Vietnam a promising market for retail.
Recognizing the potential from a market of 90 million people, with urban population
accounting for 33% and increasing per capita income, Mipec has boldly invested in
developing shopping centers and consumer supermarkets. This indicates that the retail
market in Vietnam is still growing, has development potential, and has not yet saturated.
Mipec has a convenient geographical location, accessible to many customers.
"Mipec Long Bien Shopping Center is located at No. 2 Long Bien 2 Street, Long Bien
District, Hanoi, only 7 minutes drive from the city center and is a hub of many major
traffic routes in the east of the capital. Mipec Long Bien Shopping Center owns a prime
location as it is located right next to the Red River, near the historic Long Bien Bridge
and close to Hanoi's Old Quarter." Combined with the retail supermarket system at Mipec
Long Bien providing up to 12,000 types of consumer products - household goods with
over 80% of products manufactured in Vietnam. The retail supermarket system also
provides many exclusive branded products such as cosmetics, beverages, and quality
drinks. Mipec Long Bien has strengths in providing fresh and delicious goods and
professional, fast home delivery services. Therefore, with these opportunities and
strengths, Mipec has applied an appropriate market penetration strategy.
 Market Development Strategy
Mipec Joint Stock Company, founded by some defense enterprises, has shown
promising business results in the 2017-2019 period, with consistent growth in revenue
and profits. By the end of 2019, Mipec's total assets reached 6,890 billion VND, with
equity increasing by 4.9% to 1,310 billion VND. Therefore, Mipec possesses significant
financial resources.
Mipec meets the criteria for business ranking in the VNR500 list such as revenue,
profit, growth rate, total assets, total employees, and corporate reputation in the media at
a high level. This demonstrates that Mipec has sufficient resources to manage business
expansion.
In the oil production sector, in December 2005, Mipec inaugurated and put into
operation the Military Lubricants Factory in Hai Phong City. Annually, this factory
produces nearly 60 types of oil products with total capacity increasing in 2008, 2010, and
2011. Currently, Mipec has developed a network of 24 supermarkets covering a wide
range in Hanoi and many provinces and major cities in the North such as Hai Phong, Bac
Ninh, Bac Giang, Ninh Binh, etc. The period from 2011 to 2015 was the golden age of
Mipec with sales growth of 60-70% per year. Mipec was very successful with the current
market. This success laid the foundation for Mipec to expand its market into Ho Chi
Minh City.
Furthermore, the trend of international economic integration, the international
business environment is becoming increasingly favorable, helping Mipec to have more
opportunities to develop foreign markets. Mipec aspires to become a leading retailer in
the Asia-Pacific region, penetrating new markets such as Laos, Cambodia, Myanmar. The
result of Mipec's development strategy is maintaining annual revenue below 2,000 billion
VND during the 2016-2019 period.
In addition to the above sectors, Mipec also uses market development strategies in the
food and beverage sector. Luogo - the first café restaurant brand in Mipec's food and
beverage sector. Currently, the café restaurant chain has 3 branches and will continue to
be opened at Mipec's real estate projects. Expanding and developing café restaurants at
Mipec's real estate projects will help leverage available resources, enhance the ability to

20
penetrate new markets (capital, manpower), and reduce costs during market development
(rental costs, labor costs, etc.).

3.2.4. Strategic alliance analysis

During its development process, Mipec continuously expands and develops
cooperative and joint venture relationships with other enterprises through strategic
alliances to consolidate its financial, intellectual, technological, and human resources.
Specifically in the real estate sector, this is demonstrated as follows:
• Since 2005, when entering the market, Mipec has collaborated with several state-
owned enterprises with advantages in land resources to develop many large-scale projects
such as Mipec Riverside Long Bien, Mipec View Ha Dong (Hanoi), Mipec Trang An
(Vinh City, Nghe An Province), etc. Thanks to these partnerships, Mipec Land has
achieved significant accomplishments in its business activities.

Một số chỉ tiêu tài chính của Mipec Land (Nguồn: viettimes.vn)
• In October 2009, Mipec Land Real Estate Joint Stock Company (Mipec Land) was
established, responsible for constructing key projects of Mipec such as Mipec Riverside,
Mipec Citadines Bayfront Nha Trang, Mipec Kien Hung, etc. In terms of business results,
in 2019, Mipec Land's net revenue reached 114.3 billion VND, with a net profit of 4.53
billion VND. As of the end of 2019, the company's total assets amounted to 99.9 billion
VND, with shareholders' equity at 54.8 billion VND.
• In the Mipec Rubik 360 Xuan Thuy project, construction commenced on March 29,
2019, at 122-124 Xuan Thuy, Hanoi, with a scale of nearly 39,662 square meters on a 4-
hectare land plot. Mipec collaborated with Hanoi Transport Corporation (Transerco) and
Hoa Cuong Company for this project. Transerco is a leading entity in public passenger
transport services by bus (Hanoibus brand), managing bus stations and public parking
services in Hanoi. Hoa Cuong Company's main business is wholesale of machinery,
equipment, and machine parts. The project investor is Xuan Thuy Trading and Service
Joint Stock Company with a charter capital of 500 billion VND, of which Mipec holds
51% of the capital. The remaining portion is owned by two entities: Hanoi Transport
Corporation (Transerco, holding 28% of the charter capital) and Hoa Cuong Company
(holding 21% of the charter capital). Mipec, Transerco, and Hoa Cuong have strategically
allied to cooperate in creating a large, attractive apartment and commercial center

21
complex, a focal point on the Cau Giay axis in Hanoi, minimizing costs and bringing
profitability efficiency.

3.3. Assessing the corporate-level strategy of Mipec Corporation

3.3.1. Success
• Related diversification strategy: helps the corporation achieve various
accomplishments contributing to market expansion, revenue and profit growth, corporate
development, and enhancing the brand reputation.
• Unrelated diversification strategy: developing additional diversified business sectors
and adding some new subsidiary companies.
• Strategic alliances: providing significant advantages to develop multiple projects across
various locations nationwide.
• Intensity strategy: increasing the corporation's market share in the petroleum business
in general and Mipec Corporation in particular.

3.3.2. Limitations
• Unrelated diversification strategy: ineffective implementation of risk mitigation
strategies for the corporation, leading to difficulties in predicting the lifecycles of
different technologies in the market.
• Unrelated strategy: failure to mitigate risks, no profit generated for the corporation's
existing capital, and no loyal customers brought to the corporation.
• Intensity strategy, market penetration, and development: incurring significant
marketing costs for market penetration.
3.3.3. Causes
• For the unrelated diversification strategy: continuous market changes, consumer
demands, and competition influenced by various sectors have eroded the corporation's
inherent advantages.
• For the intensity strategy: segmenting too broadly leads to supplying too many aspects
for the scale of each market segment, making it difficult for Mipec Corporation to focus.

22
 CONCLUSION

Through the astute leadership, flexibility, and appropriate utilization of various strategic
approaches, Mipec Corporation has successfully applied diverse strategic types such as
diversification, integration (forward), strategic alliances, intensity (market penetration,
market development), and strategic models. This has propelled the corporation's growth
and enhanced its competitive advantage against other competitors. Despite the successes,
the use of these strategic approaches has also led to some limitations. With relentless
efforts, Mipec will continue to develop and become a leading conglomerate in Vietnam,
making positive contributions to the country's socio-economic development.

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 BIÊN BẢN HỌP NHÓM

CỘNG HÒA XÃ HỘI CHỦ NGHĨA VIỆT NAM

Độc lập – Tự do – Hạnh phúc

BIÊN BẢN HỌP NHÓM THẢO LUẬN MÔN QUẢN TRỊ CHIẾN LƯỢC

► Họp nhóm lần thứ 1

- Thời gian: 20h00 ngày 1/03/2024

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+) Thực hiện chia công việc theo đề cương chi tiết:

 Huệ 2.3
 Huy 3.1, 3.2
 Huyền 2.2
 Liên chapter 1, làm word
 Linh 2.1
 Mai powerpoint
 Minh Ánh chỉnh sửa powerpoint

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- Thời gian: 20h00 ngày 5/03/2024

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 - Thành phần tham dự: đủ các thành viên

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rPoint; kết thúc bài thảo luận.

BẢNG ĐÁNH GIÁ THẢO LUẬN

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Mã Sinh Mức độ
STT Họ và Tên giá viên
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4 Mẫn Thị Mai Liên 22K690019 Tốt

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7 Ngô Gia Minh Ánh 22K690004

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