Slide.Cạnh tranh toàn cầu và Lợi thế Việt Nam - Gs. Michael E. Porter

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Copyright 2007 Professor Michael E. Porter
Cnh tranh ton cu v Li th Vit Nam
Gio s Michael E. Porter Harvard Business School TP H Ch Minh, Vit Nam Ngy 01/12/2008
This presentation draws on ideas from Professor Porters books and articles, in particular, Competitive Strategy (The Free Press, 1980); Competitive Advantage (The Free Press, 1985); What is Strategy? (Harvard Business Review, Nov/Dec 1996); Strategy and the Internet (Harvard Business Review, March 2001); and a forthcoming book. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any meanselectronic, mechanical, photocopying, recording, or otherwisewithout the permission of Michael E. Porter. Additional information may be found at the website of the Institute for Strategy and Competitiveness, www.isc.hbs.edu. Version: November 18, 2008, 3pm
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Chin lc cng ty
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Chng trnh
Nn tng kinh t ca Cnh tranh Cc nguyn tc ca Chin lc
Nh qun l ngh g v Cnh tranh?
CNH TRANH TR CNH TRANH TR THNH NGI S 1 THNH NGI S 1
CNH TRANH TR NN CNH TRANH TR NN C NHT V NH C NHT V NH
Trong chin lc, sai lm ln nht l cnh tranh trn cng quy m, chiu kch vi cc i th
Nhng quan nim sai lm v chin lc

Chin lc l hnh ng
Chin lc ca chng ti l sp nhp vi quc t ha thng tr ngnh thu ngoi tng gp i ngn sch R&D
Chin lc l kht vng

Chin lc ca chng ti l tr thnh ngi s 1 hay s 2 Chin lc ca chng ti l tng trng Chin lc ca chng ti l tr thnh cng ty s 1 th gii Chin lc ca chng ti l to ra siu li nhun cho c ng
Chin lc l tm nhn, hoi bo

Chin lc ca chng ti l thu hiu v tha mn cc nhu cu khch hng cung cp sn phm v dch v thng hng pht trin cng ngh cho nhn loi
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Tuyn ngn v hoi bo v tm nhn

Autodesk Chuyn i kinh doanh thng qua thit k Avon Tr thnh cng ty hiu r nht v tha mn cc nhu cu v sn phm, dch v cng nh nhu cu t khng nh bn thn ca ph n trn ton th gii Goodyear Tire and Rubber Tr thnh cng ty sn xut v xe (lp) hng v th trng, cung cp sn phm v dch v thng hng cho ngi s dng cui cng cng nh cc knh phn phi, qua m bo li nhun ti a cho c ng Lafarge Tr thnh cng ty hng u th gii trong lnh vc vt liu xy dng Marriott International, Inc. Tr thnh h thng khch sn s 1 th gii
t mc tiu ng n
Chin lc tt bt u qua vic thit lp cc mc tiu ti chnh ph hp cho cng ty Mc tiu c bn ca mt cng ty l li nhun u t cao trong di hn Tng trng ch tt khi u tin trong ROIC l t c v bn vng
Ngng ca ROIC
Kh nng sinh li phi c o mt cch thc t, th hin c li nhun thc trn s tin u t Cc thc o kh nng sinh li khc ngoi ROIC (li nhun trn doanh s hng bn; EBITDA; thu nhp tm tnh; bin t dng tin) khng nn p dng trong chin lc Nhng iu chnh v k ton khi bo co kh nng sinh li (v d nh writeoffs (loi tr), c cu li chi ph) c th che du kt qu hot ng thc Thng hiu, uy tn (Goodwill) phi c xem l mt phn ca khon u t Vic t ra nhng mc tiu khng thc t v kh nng sinh li hoc tng trng c th nh hng xu n chin lc 8
Nn tng kinh t ca Cnh tranh

n v c s trong phn tch chin lc l ngnh kinh doanh
Xc nh ngnh l vn quan trng trong chin lc
Kt qu hot ng ca cng ty xut pht t hai ngun ring bit
Cu trc ngnh Cu tr ng trc ngnh
V th tng i V th tng i th trong ngnh trong ng ngnh
- Cc nguyn tc chung ca cnh tranh
- Cc ngun li th cnh tranh
T duy chin lc phi bao hm c hai vn ny

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Phn tch kt qu kinh t: Ngnh & v th trong ngnh

35%
31.6%
30%
27.8%
Li nhun trn vn u t (ROIC) 1993-2007
25% 20% 15% 10% 5% 0% Revlon

Trung bnh ngnh
13.6% 10.5%
Vn u t tr i lng tin mt d tha l s trung bnh ca gi tr u k v cui k. Lng tin mt d tha tnh bng cch tr i s tin mt vt qu 10% tng doanh thu hng nm.
Paccar
Source: Compustat (2008), authors analysis
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Kh nng sinh li ca mt s ngnh ti M

19932007
Soft Drinks Prepackaged Software Pharmaceuticals Perfume,Cosmetic,Toilet Prep Advertising Agencies Distilled Spirits Semiconductors Surgical and Medical Instruments Mens and Boys Clothing Household Appliances Tires Malt Beverages Child Day Care Services Household Furniture Drug Stores Grocery Stores Cookies and Crackers Iron and Steel Foundries Mobile Homes Bakery Products Oil and Gas Machinery Book Publishing Wine and Brandy Laboratory Equipment Engines and Turbines Soft Drink Bottling Hotels Knitting Mills Airlines Catalog, Mail-Order Houses
ROIC = Li nhun trc thu v li chia cho vn u t tr i lng tin mt tha
T l ROIC trung bnh ti M:15.1%
0%
5% 10% 15% 20% 25% 30% Li nhun trn vn u t, trung bnh giai on 19932007
35%
40%
Vn u t tr i lng tin mt d tha l s trung bnh ca gi tr u k v cui k. Lng tin mt d tha tnh bng cch tr i s tin mt vt qu 10% tng doanh thu hng nm. Source: Compustat (2008), authors analysis
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Cc yu t quyt nh kh nng sinh li ca ngnh

Nguy c t sn phm/dch v thay th
Kh nng mc c ca nh cung cp
Cc i th cnh tranh hin hu
Kh nng mc c ca ngi mua
Nguy c t cc i th mi
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Chin lc v cu trc ngnh xe ti hng nng

Nguy c t sn Nguy c t sn phm/dch v phm/dch v thay th thay th Vn ti ng st Vn ti ng thy Kh nng mc c Kh nng mc c ca nh cung cp ca nh cung cp Qu ph thuc vo nh cung cp ng c v ph tng Lc lng lao ng t chc thnh cng on Cc i th cnh Cc i th cnh tranh hin hu tranh hin hu Cnh tranh khc lit v gi i vi cc sn phm sn xut hng lot Nguy c t cc Nguy c t cc i th mi i th mi Nhiu nh sn xut xe ti ng thi l nh lp rp Kh nng mc c Kh nng mc c ca ngi mua ca ngi mua Nhng i xe vn ti ln Nhng cng ty cho thu xe Nhng i xe vn ti nh v nhng ngi vn ti t doanh
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nh v cnh tranh ca Cng ty Paccar

Tp trung vo i tng khch hng vn ti t doanh Thit k xe ti vi nhng c im v tin nghi c bit Sn xut theo yu cu ca khch hng v theo n t hng t chi ph sn xut xe ti thp Cung cp dch v h tr dc ng trn phm vi rng cho nhng ngi li xe ti
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Chin lc v cu trc ngnh: Dch v phn phi thc phm
Nguy c t sn Nguy c t sn phm/dch v thay phm/dch v thay th th Vn ti trc tip S dng cc knh bn l, kho bi Kh nng mc c Kh nng mc c ca nh cung cp ca nh cung cp Cc i th cnh Cc i th cnh tranh hin hu tranh hin hu Kh nng mc c Kh nng mc c ca ngi mua ca ngi mua Nh hng Trng hc Bnh vin Qun c ph Nhng c s kinh doanh dch v thc phm khc
Cng ty ch bin thc phm Cc nh phn phi Mua hng Hp tc x sn xut thc phm Lu kho Nng dn Giao hng Nguy c t cc i Nguy c t cc i th mi th mi t ro cn thm nhp
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Xy dng li cu trc ngnh

Dch v phn phi thc phm Cung cp cc dch v gi tr gia tng Cung cp nhng sn phm c nhn hiu ring bit Chuyn hng sang nhng hp ng mua hng tm quc gia Tng s dng cng ngh thng tin tinh vi, hin i
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Cc yu t quyt nh n kt qu hot ng tng i

Khc bit ha (Gi cao)
Li th cnh tranh Li th cnh tranh
Chi ph thp
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Nn tng ca li th cnh tranh

Chui gi tr
C s h tng doanh nghip
(V d: Ti chnh, K hoch, Quan h nh u t)
Qun tr ngun nhn lc
Cc hot ng h tr
(V d: Tuyn dng, o to, H thng i ng)
Pht trin cng ngh

(VD: thit k sn phm, th, thit k quy trnh, tm nguyn liu, nghin cu th trng)
Gi tr
Thu mua
(V d: Ph tng, My mc, Dch v qung co, cc dch v khc)
LN Logictics u vo
(V d: Lu tr nguyn liu u vo, Thu thp d liu, dch v, nh gi khch hng)
Vn hnh
Logistics u ra
Marketing & Bn hng

(V d: Lc lng bn hng, khuyn mi, qung co, vit gii thiu, Website)
Dch v hu mi
(V d,: lp t, h tr khch hng, gii quyt khiu ni, sa cha)
(V d: Lp rp, (V d: Thc hin sn xut ph n hng, Lu tng, vn hnh kho hng ha, tng chi chun b cc nhnh) bo co)
iu g khch hng sn sng mua.
Hot ng s cp
Cnh tranh trong mt ngnh bao gm vic thc hin mt lot nhng hnh ng ring bit, nhng u lin quan n li th cnh tranh
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Xc nh chui gi tr
Dch v xy nh
C s h tng doanh nghip
(V d: Ti chnh, K hoch Quan h nh u t))
Qun tr ngun nhn lc
Hot ng h tr
(V d: Tuyn dng, o to, H thng i ng)
Pht trin cng ngh

(VD: thit k sn phm, th, thit k quy trnh, tm nguyn liu, nghin cu th trng
Gi tr
Thu mua
(V d: Ph tng, My mc, Dch v qung co, cc dch v khc)
LN Mua t v pht trin (Xc nh th trng

hp dn, tm kim t, xin giy php, chun b xy dng)
Xy dng
Marketing & Bn hng
Kt thc
Dch v hu mi
(vd: bo hnh, tr li phn nn t khch hng)
(Thit k, chun b my (To nhn mi mc, lp (Lead generation), chng trnh trng by nh v qun l quy mu, i bn trnh xy hng, l do c dng) nhn trong la chn ca KH)
(V d: ti tr cho KH, hp ng, quyn s hu, kt thc)
Khch hng sn sng tr tin cho ci g
Hot ng s cp
C nhiu cch xc nh cu hnh chui gi tr trong cng mt ngnh

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Chin lc cho nhng cng ty phi li nhun

Chui gi tr ca ngnh Bo tng
C s h tng ca t chc
(vd: qun l, lp k hoch, lp ngn sch, cng ngh thng tin, tin ch)
To qu
(vd: doanh thu, cc ngh, qung co, s kin, quan h vi cc nh hin tng)
Qun tr ngun nhn lc

(vd: tuyn dng, o to, ch i ng)
Pht trin chng trnh v ni dung

(vd: hc bng, thit k trin lm, nghin cu th trng)
S u r p l u s
Cc chng trnh gio dc

(vd: cc trng a phng, cc lp cho ngi ln, cc tour c bit)
Cc li ch x hi
Thu thp v bo tn
(vd: thu thp, xc thc, lit k)
Trin lm
Dch v n tip khch

(vd: cc shop, nh hng)
Marketing & Bn hng

(vd: khuyn mi, qung co, catalogue)
Dch v cho khch hng

(vd: qung b tng s thnh vin, cc s kim c bit)
(vd: trng by, cc cng c h tr)
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Chng trnh
Nn tng kinh t ca cnh tranh Cc nguyn tc chin lc
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t kt qu hot ng cao
Hiu qu trong vn hnh / hot ng khng phi l chin lc
Hiu qu Hi qu vn hnh
nh v chin lc chi l
Hp thu, t c v trin khai nhng thc hnh chun
To ra v th cnh tranh c nht v bn vng
Lm cng mt vic mt cch tt hn
Lm theo cch khc bit t c mt mc tiu khc bit
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5 cch kim tra mt chin lc tt

Mt nhm gi tr tiu biu (cc gi Mt nhm gi tr tiu biu (cc gi tr a ra cho khch hng) c tr a ra cho khch hng) c nht so vi cc t chc khc nht so vi cc t chc khc Mt chui gi tr khc bit, iu Mt chui gi tr khc bit, iu chnh theo khch hng chnh theo khch hng S cn bng v nh i r rng, S cn bng v nh i r rng, xc nh v chn la iu g khng xc nh v chn la iu g khng lm lm Cc hot ng trong chui gi tr Cc hot ng trong chui gi tr va vn, n khp v cng c ln va vn, n khp v cng c ln nhau nhau C tnh lin tc trong chin lc C tnh lin tc trong chin lc vi nhng tin b lin tc trong vic vi nhng tin b lin tc trong vic hin thc ha chin lc hin thc ha chin lc
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nh v chin lc
IKEA, Thy in
Nhm gi tr tiu biu Nh gi tr tiu bi Nhm gi tr biu ((cc gi tr a ra cho cc gi tr a ra cho gi tr khch hng) kh ng) khch hng)
Cc hot ng Cc hot ng ring bit ring bit
Nhng khch hng tr, mi, nhy cm vi gi c; i hi nhng mt hng c c phong cch, tit kim khng gian, c th nng cp c, vi mc gi h.

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Thit k d ng gi, d lp rp Thit k mi sn phm theo yu cu khch hng Trng by hng vi nhiu phong cch ti nhng kho hng ln, vi khi lng ln hng tn kho ti ch T chn Cung cp nhiu thng tin cho khch hng di dng catalog, hng dn s dng v lp rp, bng video hng dn t s dng Tn ca cc nh thit k Ikea gn vi cc sn phm gip cho vic mua hng theo nhm sn phm Gi phc v ko di Cc im bn hng ngoi , c ch u xe Cc nh hng ti ch, gi r C ch gi tr em trong ca hng a s khch hng t giao hng
Xc nh nhm gi tr tiu biu a ra cho khch hng

Khch hng Khch hng no? no?

Ngi s dng cui cng no? Knh phn phi no?
Nhu cu g? Nhu cu g?

Gi c Gi c th no? th no?
Sn phm no? c tnh? Dch v g?
Thm? Bt (chit khu)?
Mt nhm gi tr tiu biu mi l v c o thng s gip

m rng th phn
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nh v chin lc
Enterprise Rent-A-Car

Nhiu vn phng nh, chi ph thp ti nhng khu
vc th, cng vi nhng vn phng ti c s ca nhng khch hng ln
Cung cp xe hi thay th ti ch cho cc ti x ang a xe i sa hoc nhng ai cn thm mt xe na i li, vi mc ph thp (thp hn 30% so vi mc ph ca sn bay)
M ca trong ngy Giao xe n nh khch hng hay n ni thu xe,

hoc a khch hng n ch c xe
Mua nhng xe c v mi, ch n nhng model

c sp khng s dng na
Gi xe lu hn 6 thng so vi nhng hng cho

thu xe khc
ang k thu xe ti ch ca khch hng Marketing bnh dn, hn ch qung co trn TV To quan h tt vi gii bn xe, shop m phm,
chuyn vin tnh ton bo him
Tuyn nhng sinh vin tt nghip H lanh li

thc y tnh tng tc vi cng ng cng nh dch v khch hng
Xy dng h thng CNTT tinh vi theo di on

xe
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nh v chin lc
Hng hng khng GOL, Brazil

Dch v hng khng gi r Nhiu chuyn bay m ng gi Mt loi my bay (Boeing 737) 80% t v qua Internet Tn dng sn bay Tn dng my bay nhiu gi trong ngy
Dch v hng khng gi r, tin li gia 41 thnh ph Brazil v khu vc ln cn, cnh tranh vi vn ti xe bus Khch hng nhy cm v gi c (60%) v nhng du khch nhn ri
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Nhng nh i v chin lc
nh i xy ra khi cc v th chin lc khng tng hp
Cn phi c la chn
Ngun gc ca s nh i
Cc thuc tnh ca sn phm / dch v khng tng thch Cc khc bit trong cu hnh hot ng trong chui gi tr nhm em li cho khch hng nhm gi tr tiu biu la chn Khng nht qun trong hnh nh hay danh ting qua cc v th Hn ch trong s phi hp, o lng, to ng c v kim sot ni b
nh i gip cho mt chin lc tr nn bn vng trc s bt chc ca cc i th Mt phn cc k quan trng trong chin lc l vic chn la KHNG lm iu g
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Nhng nh i v chin lc
X bng Neutrogena (1990)
B qua nhng c tnh lau ra, lm mm da v

kh mi ca sn phm
Chp nhn chi ph cao hn thng qua:

ng gi ch to detailing qung co v y t nghin cu v da
B qua kh nng tip cn khch hng qua:

khuyn mi TV mt s knh phn phi
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Nhng nh i chin lc
IKEA, Thy in
IKEA IKEA
Sn phm Gi r, thit k ri thnh b phn lp rp d dng Khng c chn la ring theo yu cu tng khch hng Thit k sn phm theo chi ph, s n gin trong ch to, v phong cch
Cng ty bn ll c Cng ty bn c thng thng thng th thng

Sn phm Sn phm gi cao hn, lp rp hon chnh Sn xut sn phm theo yu cu ca khch hng v cht liu vi, mu sc, sn phm cui cng v kch c Thit k theo hnh dng, cht liu v s khc bit
Chui gi tr Tp trung ha, thit k tt c cc sn phm ti ch Tt c phong cch u c th hin h thng nhng chui ca hng c kho cha ln Tn kho ti ch vi s lng ln H tr bn hng hn ch, nhng cung cp rt nhiu thng tin cho khch hng Hot ng nhiu gi
Chui gi tr Mua mt hoc mt vi dy chuyn t nhng ngi cung cp bn ngoi T chc nhng showrooms c va gii thiu mt t l nht nh v nhng mu ang c Gii hn thi gian lu kho v thi gian thc hin n hng Tng cng h tr bn hng Gi bn l truyn thng
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Nhng suy ngh tiu biu v Ngun gc ca li th cnh tranh
Nhn t thnh cng ch Nhn t thnh cng ch yu yu Nng lc ct li Nng lc ct li Cc ngun lc ch cht Cc ngun lc ch cht
Li th cnh tranh c xem l vic tp trung vo mt s phn ca chui gi tr

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Cc hot ng h tr ln nhau
Qung co Qu truyn truy ming v mi lp li hnh ng mua hng
Qun o Zara
Khch hng Kh thi trang th nhng rt quan tm n gi c gi
Phong cch a dng i ng tm kim xu th thi trang trn khp th gii
Thi trang Th cao cp vi gi c v gi cht lng ch l va phi ph
t qung co trn cc phng tin thng tin i chng
Thay i sn phm ph thng th xuyn
Phn ln sn xut Chu u
My mc sn xut tin tin
Xy dng ca hng ln nhng nh ni nhiu nhi ngi qua ng l i
S dng nhiu d liu bn hng cc ca hng Giao hng Just-in-time Hp tc cht ch vi 20 nh my
H thng th sn xut xu rt linh hot ho
Va vn, n khp (gia cc hot ng) ngha l lm nhng g khc bit tr nn khc bit hn
Source: Draws on research by Jorge Lopez Ramon (IESE) at the Institute for Strategy and Competitiveness, HBS 32
Tnh lin tc trong Chin lc

Tnh lin tc ca chin lc l nn tng c c li th cnh tranh bn vng
V d, gip t chc hiu c chin lc Xy dng k nng v ti sn c nht, tht s lin quan n chin lc Xy dng mt c im nhn bit r rng i vi khch hng, cc knh phn phi v cc doanh nghip khc bn ngoi Tng cng s ph hp, va vn, n khp xuyn sut chui gi tr
Ti khm ph v thng xuyn thay i nh hng s rt tn km v khin khch hng, ngnh, v cc t chc b nhm ln
Duy tr tnh lin tc v nhm gi tr tiu biu Ci tin mt cch lin tc cch hin thc ha nhm gi tr tiu biu
S lin tc ca chin lc v s thay i lin tc cn phi xy ra ng thi. Chng khng mu thun nhau
S lin tc ca chin lc cho php chng ta hc hi v thay i nhanh hn, hiu qu hn

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Ro cn i vi Chin lc
T duy qun tr sai lm
Hiu sai cc nguyn tc v chin lc nh ngha ngnh km lm che khut khu vc m cnh tranh thc s din ra
p lc Hi t ngnh
Tha thun lao ng hoc cc lut l gy sc p ln gi, sn phm, dch v v nhng thay i quy trnh Nhng tp qun trong ngnh khin tt c cc doanh nghip u i theo mt thng l chung Khch hng i hi nhng c im xung khc hoc i hi sn phm hay dch v mi m khng ph hp vi chin lc
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Ro cn i vi Chin lc
Cc thc hnh ni b
Nhng mc tiu v cc thc o kt qu hot ng khng ph hp vi nhng la chn chin lc
Coi trng quy m trn kh nng sinh li Tm nhn ngn hn
Thay i i ng qun l qu nhanh v mc tiu ngn hn lm nh hng xu n chin lc Mong c v ng thun lm lu m nhng nh i v chin lc Phn b chi ph khng hp l dn ti c qu nhiu sn phm, dch v, hoc khch hng Thu ngoi (Outsourcing) lm cho cc hot ng tr nn km ring bit, khng c g c sc.
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Nhng ro cn ni b i vi chin lc
X bng Neutrogena (2005)
Trc thp nin 90, Neutrogena l nhn hiu s 1 c cc chuyn gia da liu gii thiu Neutrogena c th trng mc tiu tng i hp, song s thm nhp th trng kh su, khch hng kh trung thnh T u n gia thp nin 90, ng li qun tr thin v tng trng lm thay i hnh nh ca hng: t marketing hng v cc chuyn gia da liu sang cc qung co i tr trn TV, vi nhng ngi sao tham gia qung co sn phm ny Neutrogena mt th phn trong khi i th Galldermas Cetaphil c c s tin dng t cc chuyn gia da liu, nn pht trin nhanh chng
Source: Draws on research conducted at the Institute for Strategy and Competitiveness and interviews conducted with a former Neutrogena executive. 36
Tm ra v th chin lc c nht
Phn khc ngnh (ch khng ch phn khc th trng) Phn khc mt cch sng to cc sn phm, nhm khch hng, cc dp mua hng Khai thc nhng nh i Xc nh nhng nh i trong nhm gi tr tiu biu, hay trong chui gi tr
Tn dng cc hot ng c nht, Tn dng s nng ng ca ngnh Xc nh cc v th chin lc mi chuyn bit hnh thnh do nhng thay i cu Xy dng cc hot ng bn ngoi trc ngnh chuyn bit thc s Tm kim cc cu hnh v kt hp hot ng mi
Chuyn hng v pha v th chin lc chn Tng u t vo vic cng c vng chc chin lc chn
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Phn khc v nh v chin lc

Bo him xe hi
Progressive Progressive
Nhm khch hng Nhng ti x c ri ro cao, b cc nh bo him xe hi thng thng t chi Cc hot ng Thc hin ch yu qua cc i l bo him c lp i ng bn hng o to cc i l nhng k thut thu thp thng tin phc tp Kho d liu 30 nm v nhng ti x c ri ro cao K hoch nh gi (ngi c bo him) phc tp 14,000 mc ph khc nhau Ph bo him cao hn thng thng t 50-300% Chuyn vin tnh ton bo him linh ng, lm vic trn xe. H c o to tt, c quyn ghi sec bi thng ngay khi tai nn xy ra Mc tin hoa hng mang tnh ng vin rt cao: li nhun 4% trn n bo him Danh mc u t mang tnh bo th, c tnh thanh khon cao
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Geico Geico
Nhm khch hng Nhng ti x c ri ro thp nht Cc hot ng Tng tc trc tip vi khch hng qua th t, in thoi v Internet H thng mail trc tip tinh vi, nhm ti nhng gia nh c ri ro thp nht Kho d liu trn 35 nm v cc cng c tnh ton cho cc ti x c ri ro thp nht H thng nh gi v tnh ph bo him phc tp Tp trung qung co cho nhng ni c yu cu cung cp mc ph (Ti c tin tt y) Ch cho gi cho 50% khch hng c hi v dch v Ph thp hn 15-20% so vi i th Mng li chuyn vin tnh ton bo him c trang b TD, c xe ring gii quyt tnh hung tc th Dch v khch hng 24h/ngy bn bo him, tr li thc mc, n yu cu bi thng Danh mc u t bo th, c tnh thanh khon cao
nh v chin lc
Enterprise Rent-A-Car

Nhiu vn phng nh, chi ph thp ti nhng khu
vc th, cng vi nhng vn phng ti c s ca nhng khch hng ln
Cung cp xe hi thay th ti ch cho cc ti x ang a xe i sa hoc nhng ai cn thm mt xe na i li, vi mc ph thp (thp hn 30% so vi mc ph ca sn bay)
M ca trong ngy Giao xe n nh khch hng hay n ni thu xe,

hoc a khch hng n ch c xe
Mua nhng xe c v mi, ch n nhng model

c sp khng s dng na
Gi xe lu hn 6 thng so vi nhng hng cho

thu xe khc
ang k thu xe ti ch ca khch hng Marketing bnh dn, hn ch qung co trn TV To quan h tt vi gii bn xe, shop m phm,
chuyn vin tnh ton bo him
Tuyn nhng sinh vin tt nghip H lanh li

thc y tnh tng tc vi cng ng cng nh dch v khch hng
Xy dng h thng CNTT tinh vi theo di on

xe
39
Qu trnh xy dng chin lc cho n v kinh doanh (Business Unit Strategy)

Chin lc c xy dng v nh k nh gi li theo mt quy trnh nghim tc, khng nn t pht
Quy trnh ny KHNG cn phi hoch nh qu chi tit, k lng
Xy dng chin lc tt nht l qua 1 nhm a chc nng bao gm Tng Gim c v Trng cc b phn, phng ban quan trng Vai tr ca cc chuyn vin hay phng ban lp k hoch l thnh vin ca nhm ni trn, khng chu trch nhim v pht trin chin lc Nhm chin lc nn c quy m nh m bo tranh lun thng thn v hiu qu gia ngi lnh o v cc thnh vin
Pht trin chin lc l v nh i v tm hiu cc kh nng xu hay rc ri c th xy ra khi trin khai chin lc xung cc cp thp hn Nhng nh qun l khc cng c th tham gia mt s bui hp hay ng gp kin cho nhm chin lc ny
Nhm chin lc nn cng thc hin cng vic hn l phn tch chin lc ra thnh nhng phn nh cho tng khu vc chc nng
40
Truyn t chin lc
Chin lc lin quan n tt c mi ngi trong t chc, khng ch Ban iu hnh m thi Chin lc s hiu qu nht khi c truyn t rng ri trong t chc Truyn t chin lc i hi phi m t mt cch r rng v n gin bn cht ca v th ring ca cng ty
Cc biu tng ca chin lc l nhng cng c v gi Lp i lp li
Chin lc c bn v nhm gi tr tiu biu cng phi c truyn t n khch hng, knh phn phi, nh cung cp, v th trng ti chnh
Vy tnh bo mt th sao?
Nh lnh o khng nn gi nh rng cp di hiu hay ng vi chin lc

To iu kin cc n v trong t chc din gii chin lc thnh cc hm v ni dung c th
C nhn no khng chp nhn chin lc khng th tip tc tn ti trong t chc
41
Vai tr ca ngi lnh o trong chin lc

Thc y nhng tin b trong hot ng vn hnh, nhng phn bit chng vi chin lc Dn dt qu trnh la chn v th ring ca cng ty
CEO l chin lc gia chnh Qu trnh chn la chin lc KHNG TH hon ton dn ch Truyn t chin lc mt cch lin tc, bn b n mi b phn Khai thc mc tiu v o c ca chin lc
Duy tr k lut quanh chin lc, bt chp nhng lng tng nht nh Xc nh cn phn ng li vi nhng thay i no trong ngnh, cng ngh v nhu cu no ca khch hng, cng nh vic phn hi c th iu chnh nh th no theo chin lc cng ty o lng s tin b so vi chin lc, s dng nhng thc o th hin c cc hm chin lc nhm phc v khch hng v thc hin nhng hot ng c th Bn chin lc v cch nh gi tin b so vi chin lc vi th trng ti chnh
S cam kt vi chin lc c kim tra hng ngy

42
Chin lc trong thi k suy thoi kinh t

Xy dng mt chng trnh tch cc Ti tp trung vo chin lc Quay v vi nhng nn tng kinh t c bn Tp trung vo mt chin lc, khng dn tri ng phn ng thi qu trc nhng iu kin bt li ca ngnh Tn dng thi gian suy thoi thc hin nhng vic kh lm trong iu kin bnh thng nh v hng ti kt qu kinh t di hn, ch khng phi n thun l gi c phiu trong ngn hn Nm ly nhng c hi gin on c th xy ra Trong suy thoi, chin lc cn tr nn quan trng hn
43
Nng lc cnh tranh ca Vit Nam v Vai tr ca Khu vc T nhn
44
Ti sao cn mt chin lc kinh t?

Vit Nam c s pht trin n tng trong hai thp k qua Tuy nhin, nhng ci cch vn cha mnh a Vit Nam tr thnh mt quc gia c thu nhp trung bnh Trong vi nm ti, Vit Nam c th i theo kinh nghim ca Hn Quc hoc Philippines Nhng ci cch ca Vit Nam vn cn nh l v cha ch ng. nng cao mc sng ca Vit Nam, cn c mt chin lc kinh t di hn
Mt tp hp cc yu t c mi tng quan vi nhau, gm c: cc i mi chnh sch, c cu th ch v c ch thi hnh cht ch
45
Ni dung
Tm hiu v nn kinh t Vit Nam
nh gi nng lc cnh tranh ca Vit Nam
Xc nh th t u tin ca nhng vic cn lm
Xy dng nng lc cnh tranh
Xy dng chin lc kinh t
Tch hp vi trch nhim x hi ca doanh nghip
46
Mc thnh vng
GDP bnh qun u ngi (theo c s cn bng sc mua - PPP), 2007
ca mt s quc gia
$45.000
USA
$40.000 $35.000 $30.000 $25.000 $20.000 $15.000
Ireland Singapore Switzerland Iceland Netherlands Canada Australia Austria Sweden Finland UK Germany Taiwan Japan France Bahrain Italy Spain Greece New Zealand Portugal Israel Saudi Arabia Hungary Croatia Mexico Malaysia Chile Poland Slovenia Korea
Hong Kong
Czech Republic Slovakia Lithuania Russia Argentina Romania Estonia Latvia
$10.000 $5.000 $0 0% 2%
Brazil
Thailand Colombia Egypt Indonesia Philippines Pakistan Nigeria Bangladesh
Costa Rica South Africa Turkey
Vietnam
Sri Lanka India Cambodia
China
4%
47
6%
8%
10%
12%
Tc tng trng kp hng nm (CAGR) ca GDP thc t tnh trn u ngi, (theo l thuyt PPP), 2003-2007
Ngun: EIU (2008), theo tnh ton ca tc gi bn bo co
Mc tn dng ngun lao ng

T l ngi tham gia lao ng mt s quc gia
T l ngi tham gia lao ng, 2007
65%
Singapore (6.16%) Iceland Norway
60%
China
55%
50%
Brazil
45%
Colombia
40%
Sri Lanka
Thailand Hong Kong Canada Australia Portugal Sweden Russia Japan Czech Rep. New Zealand Germany Latvia USA UK Finland South Korea Spain Slovakia Lithuania Taiwan Indonesia Slovenia India France Bangladesh Poland Romania Chile Austria Hungary Italy Mexico Argentina Malaysia
Vietnam
Ireland
Philippines Nicaragua Morocco Bulgaria
35%
Turkey
30% -3%
Pakistan
-2%
-1% 0% 1% 2% 3% Thay i trong t l ngi tham gia lao ng, 2003-2007

48 Ngun: Economist Intelligence Unit (2008)
4%
5%
6%
Nng sut lao ng so snh

GDP trn mi ngi lao ng (theo l thuyt PPP, US$), 2007
Mt s quc gia
USA Ireland Norway Australia Canada Italy Austria Hong Kong
France Finland UK Sweden Denmark Singapore Taiwan Japan Iceland Germany Israel Switzerland South Korea Spain Greece Slovenia New Zealand Portugal Argentina Poland Saudi Arabia Malaysia
Estonia
Lithuania Turkey Czech Republic Croatia Hungary Kazakhstan Mexico Colombia Costa Rica Russia Syria Bulgaria Tunisia Thailand Sri Lanka Iran Peru Egypt South Africa Ecuador Ukraine Brazil Indonesia Yemen Pakistan Philippines Dominican Republic India Nigeria Cambodia Cote dIvoire Senegal Bangladesh Kenya Ethiopia Ghana
Chile
Slovakia
Latvia Belarus
Venezuela
China
Vietnam
Tc tng trng kp hng nm (CAGR) ca GDP thc t, tnh trn mi ngi lao ng (theo l thuyt PPP). 2003-2007
Ngun: tnh ton ca tc gi, Groningen Growth and Development Centre (2008)
49
Phn tch s tng trng ca Vit Nam

Mc ng gp cho tng trng GDP hng nm (%)
10%
Capital
Labor
TFP
8%
6%
4%
2%
0%
-2%
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Source: Ohno (2008)
50
T l u t c nh trong nc
T l tng u t c nh (%) trong GDP (2007)
36% 34% 32% 30%
Korea Slovenia Australia Slovakia Thailand Sri Lanka Romania Lithuania Indonesia
Mt s quc gia
China (40.4%) Latvia India
Vietnam
Estonia Croatia Spain Kazakhstan
Iceland
28% 26% 24% 22% 20% 18% 16%

USA
Colombia Venezuela Argentina
Denmark Poland Malaysia Italy Mexico Portugal Cambodia Egypt Pakistan France Turkey Hungary Austria Russi Chile Finland a Hong Kong Kenya South Africa Netherlands Saudi Arabia Norway Sweden Germany UK Brazil Dominican Republic
Canada
Greece Singapore Ireland Czech Republic Tunisia Japan Ukraine New Zealand
14% -4%
Philippines
-2%
0%
2%
4%
6%
8%
10%
12%
Thay i trong t l tng u t c nh (% trong GDP), 2003 - 2007

Note: Includes inbound FDI Source: EIU, 2008
51
Thu ht u t nc ngoi
T l tch ly v dng vn u t mt s quc gia
T l FDI-nhn tch ly trong GDP, bnh qun 2003 - 2007
80% 70%
Netherlands
Estonia Singapore (160.1%, 64.7%)
Vietnam
60% 50% 40% 30% 20% 10% 0% -5%
Australi a South Africa Spain
Hungary
Chile
Switzerland New Zealand Sweden Slovakia Czech Republic Denmark Portugal Cambodia UK Iceland (46.7%)
Norway Slovenia Germany Greece USA South Korea Indonesia Japan Indi a
Thailan Philippines Canad d Latvia Poland a Finland Lithuania France Colombia Mexico Laos Austria Russia Brazil
Israel
Turkey Italy Malaysia China Pakista n
Saudi Arabia
0%
5%
10%
15%
52
20%
25%
30%
35%
40%
Dng vn FDI (tnh bng % trong Tng vn c nh trong nc, bnh qun 2003 - 2007
Source: UNCTAD, World Investment Report (2007)
Tnh hnh xut khu

Xut khu trong GDP (%, 2007)
100% 90%
Belgium
Mt s quc gia
Malaysia (116.4%) Slovakia Czech Republic Hungary
80% 70% 60%
Ireland Thailand Estonia Netherlands Slovenia Bulgaria Lithuania Austria Switzerland
Vietnam
Slovenia Cambodia
Saudi Arabia
50%
Philippines Croatia South Korea Finland Germany Latvia Norway Chile Ukraine China Poland 40% South Africa Egypt Canada Indonesia Russia France Portugal Sri Lanka 30% Venezuela Italy Mexico New Zealand Dominican Republic UK Argentina Colombi Turkey India Bangladesh 20% Spain a Australia Japan Pakistan Brazil USA 10% Tunisia
Kazakhstan
0% -15%
-10%
-5%
0%
5%
10%
15%
20%
25%
30%
Mc thay i t l xut khu trong GDP, 2003 - 2007
Nhp khu trong GDP cng ngang bng

Ngun: EIU (2008), phn tch ca tc gi
53
Tnh hnh xut khu ca Vit Nam Theo ngnh v t hp

T l trong Th trng xut khu th gii (USD)
0,8% 0,7% 0,6% 0,5% 0,4% 0,3% 0,2% 0,1% 0,0%
Hng thnh phm Hng bn thnh phm Hng nguyn liu th Dch v TNG
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
54 Source: UNComTrade, WTO (2008)
Danh mc xut khu theo ngnh hng ca Vit Nam

5%
2000-2006
Tc tng th phn xut khu : 0.25% Giy dp (5.68%, 1.91%) Thy sn v Thy sn ch bin
4%
Th phn xut khu ca VN
3%
2%
Hng may mc Than v Than bnh g
1%
Vi dt Nha Thuc l Th phn xut khu bnh qun ca Vit Nam: 0.31%
0% -0,3%
-0,1%
0,3% 0,5% 0,7% 0,9% 1,1% 0% 0,1% Tc tng th phn xut khu ca Vit Nam, 2000 2006
1,3%
1,5%
Source: Prof. Michael E. Porter, International Cluster Competitiveness Project, Institute for Strategy and Competitiveness, Harvard Business School; Richard Bryden, Project Director. Underlying data drawn from the UN Commodity Trade Statistics Database and the IMF 55 BOP statistics.
Exports of US$1.1 Billion =

Ni dung
56
Nng lc cnh tranh l g?

Nng lc cnh tranh ca mt quc gia ph thuc vo nng sut s dng ngun nhn lc, vn v ti nguyn thin nhin ca quc gia
Nng sut quyt nh mc sng bn vng (lng, li nhun thu c t vn u t, ngun li c c t ti nguyn thin nhin) S thnh vng ca mt quc gia khng ph thuc vo vic quc gia cnh tranh trong nhng lnh vc no, m ph thuc vo vic cnh tranh trong nhng lnh vc hiu qu nh th no Nng sut ca mt nn kinh t quc gia c c t s kt hp ca cc cng ty trong nc v cc cng ty nc ngoi Nng sut ca cc ngnh sn xut trong nc/ni a cng rt quan trng to dng nng lc cnh tranh, ch khng phi ch c xut khu
Cc quc gia cnh tranh vi nhau trong vic to ra mt mi trng kinh doanh hiu qu nht cho cc doanh nghip Khu vc cng v Khu vc t nhn hot ng khc nhau nhng c quan h cht ch vi nhau trong vic to dng mt nn kinh t nng sut cao
57
Cc yu t quyt nh nng lc cnh tranh

Nng lc cnh tranh vi m
Cht lng ca mi trng kinh doanh quc gia Tnh trng pht trin ca cc Khu vc kinh t Cht lng trong hot ng v chin lc ca cc doanh nghip
Nng lc cnh tranh v m

H tng x hi v Th ch chnh tr Cc chnh sch v m
Nhng ti sn c thin nhin ban tng
Nng lc cnh tranh v m to tin cho nng sut cao, nhng vn cha Nng sut rt cuc vn ph thuc vo vic ci thin nng lc vi m ca nn kinh t v cht lng cnh tranh ni a
58
So snh mc lng
Lng ti thiu hng thng USD, 2008 $3,000 Ireland United Kingdom Italy $1,000 Greece Germany
Mt s quc gia
Denmark Sweden
Japan / Belgium / France Spain New Zealand Slovenia Portugal Korea Czech Republic Taiwan Cyprus
Netherlands Austria Australia Singapore
$500
Hungary
Poland Slovakia Lithuania
Estonia Malaysia
Romania $100 Bulgaria Philippines Indonesia $50 Cambodia
Latvia Thailand
China
Vietnam
$0 im ch s nng lc cnh tranh ton cu, 2008

Source: Global Competitiveness Report, 2008; EuroStat, 2008; Philippines Department of Labor and Employment, 2008
59
T l ci thin nng lc cnh tranh

Cc quc gia thu nhp thp, 2002 - 2007
Ch s cnh tranh kinh doanh (BCI Value), 2007 Cao
India
Indonesia Sri Lanka
El Salvador Tanzania Uganda Zambia Zimbabwe Nigeria
Vietnam
Pakistan Gambia Mali Honduras
Thp Di trung bnh
Madagascar Nicaragua Ethiopia Mozambique Bangladesh Paraguay Bolivia Trung bnh
Chad Trn trung bnh
Mc nng ng, 2002 - 2007

Source: Global Competitiveness Report 2007
60

H tng x hi v Th ch chnh tr
Nhng yu t c bn v con ngi
Gio dc c bn H thng y t
Chnh sch v m
Chnh sch ti chnh

Thng d/thm ht chnh ph N chnh ph T l tit kim/u t
Th ch chnh tr
T do v chnh tr Quyn t do ngn lun v quyn i din ca cng dn n nh chnh tr Mc tp quyn trong hoch nh chnh sch kinh t Hiu qu ca chnh ph
Chnh sch tin t

Lm pht Li sut
Sc mnh ca php lut

Tnh c lp ca ta n Hiu qu ca khung lut php Quyn cng dn Hu qu do tham nhng Mc tin cy ca cc c quan an ninh Mc ph bin v hu qu ca cc hnh vi ti phm
61

V th ca Vit Nam H tng x hi v Th ch chnh tr
Y t v Gio dc + Cung cp y cc dch v c bn
Chnh sch v m
Chnh sch ti chnh + Ngn sch v n chnh ph mc chp nhn c Ngn sch chnh ph vn da vo h tr ca nc ngoi Chnh sch tin t Lm pht cao
Mi lo ngi ngy cng tng v cht lng

ca cc dch v cng
Th ch chnh tr + n nh chnh tr mc cao
+ Mc phn quyn trong hoch nh chnh

sch kinh t ngy cng tng i thoi chnh sch cha t hiu qu cao
Tham nhng vn l mt thch thc

Sc mnh ca lut php + Cht lng lut php c xu hng tt
Hiu qu thc thi vn cn thp
62
Ch s qun tr
Nhng quc gia tt nht
Mt s quc gia
Quyn pht ngn v i din n nh chnh tr Hiu qu chnh ph Cht lng lut php Sc mnh lut php Tham nhng
Ch s cht lng qun tr, 2007
Nhng quc gia yu nht

an ia nd re a es ia a us si a sia na m ka h ne s or e Br az In d ai la iw an hi n pa es ay bo La ap Ko Ja on Vi et Ta ad C kis Pa pi ta n n il di a os
Sr iL
M al
ilip
Si ng
am C
Th
ut h
Ph
In d
Note: Sorted left to right by decreasing average value across all indicators. The zero horizontal line corresponds to the median countrys average value across all indicators.
So
Source: World Bank (2008)

63
Ba
ng l
Ch s nhn bit tham nhng, 2007

1
Tht li
Tham nhng thp
Israel
Xp hng trong bo co tham nhng ton cu, 2007 Peru Panama Egypt Tunisia
Finland New Zealand Sweden Ci thin Iceland Switzerland Norway Canada UK Hong Kong Austria Germany Ireland Japan United States France Chile Spain Uruguay Portugal Estonia Slovenia Taiwan Czech Republic Hungary South Korea Malaysia Italy South Africa Lithuania Slovakia Latvia Jordan Greece Poland Turkey Croatia Brazil Argentina Mexico Colombia China Thailand Romania India Tanzania Uganda Ukraine Pakistan Indonesia Nigeria
Senegal
Philippines Tham nhng cao Zimbabwe Cote dIvoire
Vietnam
Russia
91 Venezuela
Bangladesh
-20
-15
-10
-5
10
15
20
Thay i th hng trong bng bo co tham nhng ton cu, 2007 so vi 2001
Ghi ch:
Ch xp hng nhng quc gia c mt trong bo co trong c 2 nm (tng cng 91 quc Source: Global Corruption Report, 2007
64
Nng lc cnh tranh vi m: Cht lng mi trng kinh doanh

Bi cnh Bi cnh chin lc chin lc v cnh v cnh tranh tranh
Cc iu Cc iu kin yu t kin yu t sn xut sn xut (u vo) (u vo)
Nhng quy nh v c ch u i khuyn khch u t v nng cao nngg sut.

V.d: u i cho vn u t, bo v quyn s hu tr tu
Cnh tranh ni a gay gt

Mc thng thong i vi cnh tranh ni a v nc ngoi
Cc iu Cc iu kin v cu kin v cu
Tip cn vi nhng ngun lc kinh doanh cht lng cao

Nhn lc Vn sn c H tng vt cht H tng hnh chnh (vd: ng k, cp php) Thng tin v tnh minh bch H tng khoa hc v cng ngh
Cc ngnh Cc ngnh c lin c lin quan v h quan v h tr tr
Mc phc tp ca khch hng v nhu cu Vd: i hi cht lng cao, an ton v ph hp vi mi trng
S hin din ca nh cung cp v cc ngnh h tr
Rt nhiu yu t quan trng quyt nh nng lc cnh tranh Pht trin kinh t thnh cng l mt qu trnh ci tin lin tc, trong mi trng kinh doanh phi ngy cng ci thin p ng cc phng thc cnh tranh ngy cng phc tp
65
Mi trng kinh doanh Vit Nam

V th tng i nm 2008
Nhng li th cnh tranh
H tng truyn thng (hng 72) H tng truyn thng (hng 72) Vd: cht lng c s h tng vin Vd: cht lng c s h tng vin thng (in thoi) thng (in thoi) Cnh tranh ni a (hng 75) Cnh tranh ni a (hng 75) Vd: Cnh tranh ni a mnh m Vd: Cnh tranh ni a mnh m
Nhng bt li trong cnh tranh

Mc can thip ca chnh ph Mc can thip ca chnh ph (hng 119) (hng 119) V.d: s p o ca cc doanh nghip V.d: s p o ca cc doanh nghip quc doanh quc doanh Ro cn thng mi (hng 113) Ro cn thng mi (hng 113) Vd: mc thu nhp khu Vd: mc thu nhp khu
Note: Rank versus 130 countries; overall, Vietnam ranks 102nd in 2008 PPP adjusted GDP per capita and 76th in New Global Competitiveness Source: Institute for Strategy and Competitiveness, Harvard University (2008)
66
Xp hng (157 quc gia) 160
Mc thng thong trong thng mi

Mt s quc gia, 2008
140
Vietnam
120
100
80
60
40
20
New Zealand
Germany
Indonesia
Sri Lanka
Hong Kong
Japan
United States
South Korea
Singapore
Vietnam
Brazil
China
Cambodia
Taiwan
India
Philippines
Malaysia
Vit Nam cn phi ci m hn na ci thin nng lc cnh tranh

Source: Index of Economic Freedom (2008), Heritage Foundation
67
Pakistan
Thailand
Russia
Laos
Mi trng kinh doanh Vit Nam

V th tng i nm 2008
Nhng li th cnh tranh
H tng truyn thng (hng 72) H tng truyn thng (hng 72) Vd: cht lng c s h tng vin Vd: cht lng c s h tng vin thng (in thoi) thng (in thoi) Cnh tranh ni a (hng 75) Cnh tranh ni a (hng 75) Vd: Cnh tranh ni a mnh m Vd: Cnh tranh ni a mnh m
Nhng bt li trong cnh tranh

Mc cn thip ca chnh ph Mc cn thip ca chnh ph (hng 119) (hng 119) Vd: s p o ca cc doanh nghip Vd: s p o ca cc doanh nghip quc doanh quc doanh Ro cn thng mi (hng 113) Ro cn thng mi (hng 113) Vd: mc thu nhp khu Vd: mc thu nhp khu H tng nng lng (hng 109) H tng nng lng (hng 109) Vd: Cht lng cung cp in Vd: Cht lng cung cp in Tip cn ti chnh (hng 109) Tip cn ti chnh (hng 109) Vd: s phc tp ca th trng Vd: s phc tp ca th trng ti chnh ti chnh H tng i mi (hng 99) H tng i mi (hng 99) Vd: s lng bng sng ch/ngi Vd: s lng bng sng ch/ngi H tng hu cn (hng 96) H tng hu cn (hng 96) Vd: cht lng ng s Vd: cht lng ng s
Ghi ch: Th hng ca VN trong 130 quc gia. Tnh tng th, VN xp hng 102 v GDP bnh qun u ngi (theo phng php PPP) v hng 76 trong Bng xp hng nng lc cnh tranh ton cu mi. Ngun: Institute for Strategy and Competitiveness, Harvard University (2008)
68
Chi ph trin khai cc hot ng kinh doanh

Xp hng, 2008 (181 quc gia)
Thun li
Vit Nam, 2008
Khng thun li
Th hng trung bnh ca khu vc ng v TBD
Th hng GDP bnh qun u ngi ca VN: 70th
c bit, vn cn nhiu vn lin quan n s hu t khu vc nng thn

Source: World Bank Report, Doing Business (2008)
69
Doanh nghip nh nc Vit Nam

Doanh nghip nh nc vn tip tc gi vai tr p o trong nn kinh t Vit Nam, mc d c nhng cam kt vi qu trnh t nhn ha Chnh ph kim sot nhng doanh nghip ny. Chi tiu ca h b gii hn v phn ln l i ph Qu trnh t nhn ha chm chp cng nh hng n nng lc cnh tranh ca Vit Nam
Hn ch s thm nhp ca cc cng ty t nhn mi To iu kin cho tham nhng C th lm tng bt n kinh t do cc khon u t da vo tn dng h tr qu nhiu
Mt chin lc hiu qu cho chng trnh t nhn ha ca Vit Nam phi thay i c c cu kinh t, ch khng phi ch thay i c cu s hu
T nhn ha phi lun gn lin vi m ca th trng v cc chnh sch xa b nhng tp qun phn cnh tranh T nhn ha l cn thit bi iu s gp phn tng thm ngun vn mi v nhng k nng mi C phn chim thiu s c th thc y qu trnh t nhn ha din ra rng ri hn
70
Tnh trng pht trin ca cc t hp

T hp Cairns, Australia
Dch v PR & Dch v PR & Nghin cu Nghin cu th trng th trng
i l du lch i l du lch
Cng ty iu Cng ty iu hnh tour hnh tour
Bn l, chm sc Bn l, chm sc sc khe v cc sc khe v cc dch v khc dch v khc Vn chuyn Vn chuyn ni a ni a Hng lu nim, Hng lu nim, min thu min thu Ngn hng, Ngn hng, Ngoi hi Ngoi hi
Nh cung cp Nh cung cp thc phm thc phm Nh hng Nh hng Dch v nh t Dch v nh t Khch sn Khch sn Dch v bo tr Dch v bo tr
Cc hot ng Cc hot ng gii tr gii tr

Vd: cng vin, Vd: cng vin, casino, th thao casino, th thao
Hng khng, Hng khng, Hng tu du lch Hng tu du lch
Cc c quan chnh ph Cc c quan chnh ph

Vd: y ban du lch Australia, Vd: y ban du lch Australia, Great Barrier Reef Authority Great Barrier Reef Authority
Cc t chc gio dc Cc t chc gio dc

e.g. Trng H James Cook, e.g. Trng H James Cook, Cairns College of TAFE Cairns College of TAFE
Cc hip hi ngnh Cc hip hi ngnh

Vd: Hi ng ngnh du lch Vd: Hi ng ngnh du lch Queensland Queensland
Source: HBS student team research (2003) - Peter Tynan, Chai McConnell, Alexandra West, Jean Hayden
71
Danh mc cc ngnh hng xut khu ca Vit Nam

5%
2000-2006
Tc tng th phn xut khu : 0.25% Giy dp (5.68%, 1.91%) Thy sn v Thy sn ch bin
4%
Th phn xut khu ca VN
3%
2%
Hng may mc Than v Than bnh g
1%
Vi dt Nha Thuc l Th phn xut khu bnh qun ca Vit Nam: 0.31%
0% -0,3%
-0,1%
0,3% 0,5% 0,7% 0,9% 1,1% 0% 0,1% Tc tng th phn xut khu ca Vit Nam, 2000 2006
1,3%
1,5%
Source: Prof. Michael E. Porter, International Cluster Competitiveness Project, Institute for Strategy and Competitiveness, Harvard Business School; Richard Bryden, Project Director. Underlying data drawn from the UN Commodity Trade Statistics Database and the IMF 72 BOP statistics.

Danh mc cc ngnh hng xut khu ca VN

2000-2006
1,0%
Tc tng trng th phn xut khu ca VN: 0.25%
0,8%
Th phn xut khu ca VN, 2006
Nng sn Da v cc sp da
Du v kh t
0,6%
Thit b v dng vn phng Dt
0,4%
Th thao, gii tr v sp cho tr em Tng cc ngnh dch v
Vt liu xy dng Thit b truyn thng
Th phn xut khu ca VN: 0.31%
Thc phm ch bin Xut bn v In n Ph tng motor Lm sn in v thit b thy in Gii tr Thit b lp rp Khai thc & SX kim loi Cng ngh SX ng c Thit b in v chiu sng
0,2%
Sn phm ha cht Thit b y khoa CNTT N trang & kim loi qu Dng c phn tch Dc phm
0,0% -0,10%
-0,05%
0,00%
0,05%
0,10%
0,15%
0,20%
0,25%
0,30%
Tc tng trng th phn xut khu ca VN, 2000 2006

Source: Prof. Michael E. Porter, International Cluster Competitiveness Project, Institute for Strategy and Competitiveness, Harvard Business School; Richard Bryden, Project Director. Underlying data drawn from the UN Commodity Trade Statistics Database and the 73 IMF BOP statistics.

Cha c s liu < 0.07% 0.07 0.15% 0.16 0.31% 0.31 0.62% 0.62- 1.24% > 1.24%
Th phn xut khu theo nhm ngnh (t hp)

Vietnam, 2000
Thy sn V Thy sn ch bin
Khch sn & du lch Nng sn Vn ti &
Gii tr
Dt Thit b lp rp
g Phng tin & v kh khng Thit b & Dch v Vn phng Thit b in Dch v Xy dng Lm sn Vt liu Xy dng Thc phm Ch bin
Dch v phn phi
Hu cn
CNTT Trang sc & Kim loi qu Dch v Ti chnh Xut bn & In n Hng may Mc Da & Cc Sp da Ha phm Du kh Nha Dc phm Dch v Kinh doanh Gio dc & Sng to Tri thc Thit b y khoa
gian Cng c phn tch
& chiu sng My mc thy in
Thit b truyn thng
My mc Ph tng motor Thuc l ng c v tr t Sn xut Kim loi Thit b Th thao & gii tr Hng hi nng Cng ngh SX
Giy dp
Note: Clusters with overlapping borders have at least 20% overlap (by number of industries) in both directions.
74
Cha c s liu
Th phn xut khu theo nhm ngnh (t hp)

Vietnam, 2006
Thy sn V Thy sn ch bin
< 0.07% 0.07 0.15% 0.16 0.31% 0.31 0.62% 0.62- 1.24% > 1.24%
Dch v Phn phi
Khch sn & Du lch
Gii tr
Thit b lp rp
Dt
Nng sn
Vn chuyn & hu cn Phng tin & v kh CNTT Khng gian Cng c Thit b Y khoa Phn tch Thit b & dch v vn phng Thit b in Gio dc & Sng to V chiu sng My mc thy in Dch v Xy dng Lm sn Vt liu Xy dng Thc phm Ch bin g
N trang & Kim loi qu Dch v Ti chnh
Dch v kinh doanh
Tri thc Xut bn & in n
Thit b Truyn thng
Dc phm
My mc Ph tng nng Cng ngh Sn xut t Sn xut Kim loi Thit b Th thao & Gii tr Hng hi
Hng may mc Da v cc Sp da Ha phm Du kh Nha Thuc l
motor
ng c V tr
Giy dp
Note: Clusters with overlapping borders have at least 20% overlap (by number of industries) in both directions.
75
Cc thang bc a l v nng lc cnh tranh

Nn kinh t th gii WTO
Nhng khu vc kinh t rng hn
Chu
Cc nhm quc gia lng ging
ng Nam
Mi trng kinh doanh mt ni no l kt qu tch ly ca chnh sch tt c cc thang bc a l Cc yu t quyt nh nng lc cnh tranh hin din c tm khu vc v a phng Lm th no xy dng nng lc cnh tranh tt c cc thang bc a l l mt th thch quan trng i vi chnh sch
Quc gia
Vit Nam
Tnh, thnh
Cc tnh thnh ca VN
Trung tm v cc khu vc nng thn
Tp. H Ch Minh
76
S chuyn mn ha ca cc nn kinh t khu vc

Mt s khu vc a l ca Hoa K
Denver, CO Denver, CO Hng da v th thao Hng da v th thao Du & Gas Du & Gas Phng tin v v kh khng gian Phng tin v v kh khng gian Chicago Chicago Thit b truyn thng Thit b truyn thng Thc phm ch bin Thc phm ch bin My mc hng nng My mc hng nng Pittsburgh, PA Pittsburgh, PA Vt liu xy dng Vt liu xy dng Sn xut kim loi Sn xut kim loi Gio dc & sng to tri thc Gio dc & sng to tri thc Boston Boston Dng c phn tch Dng c phn tch Gio dc & sng to tri thc Gio dc & sng to tri thc Thit b truyn thng Thit b truyn thng
Seattle-BellevueSeattle-BellevueEverett, WA Everett, WA Phng tin v v kh Phng tin v v kh khng gian khng gian Thy sn & Thy sn Thy sn & Thy sn ch bin ch bin Dng c phn tch Dng c phn tch
Wichita, KS Wichita, KS Phng tin v v kh khng gian Phng tin v v kh khng gian My mc hng nng My mc hng nng Du kh Du kh
San FranciscoSan FranciscoOakland-San Jose Oakland-San Jose Bay Area Bay Area Thit b truyn Thit b truyn thng thng Nng sn Nng sn CNTT CNTT
Raleigh-Durham, NC Raleigh-Durham, NC Thit b truyn thng Thit b truyn thng IT IT Gio dc v sng to tri thc Gio dc v sng to tri thc
Los Angeles Los Angeles May mcl May mcl Ph tng v dch v XD Ph tng v dch v XD Gii tr Gii tr
San Diego San Diego Da v hng th thao Da v hng th thao My mc thy in My mc thy in Gio dc & sng to tri thc Gio dc & sng to tri thc
Houston Houston Sn phm v dch v du kh Sn phm v dch v du kh Ha phm Ha phm Dch v xy dng c bn Dch v xy dng c bn
Atlanta, GA Atlanta, GA Vt liu xy dng Vt liu xy dng Vn ti v hu cn Vn ti v hu cn Dch v kinh doanh Dch v kinh doanh
Note: Clusters listed are the three highest ranking clusters in terms of share of national employment. Source: Cluster Mapping Project, Institute for Strategy and Competitiveness, Harvard Business School, 11/2006.
77
Ch s nng lc cnh tranh cp tnh ca VN, 2006
Rt tt Tt Trung bnh kh Trung bnh Trung bnh yu Yu
Source: Vietnam Provincial Competitiveness Index 2006 (USAID)
78
Cc quc gia lng ging

ng Nam
Vit Nam nm v tr trung tm gia ASEAN v Trung Quc

79
Hp tc quc t gia cc quc gia lng ging

Nng cao nng sut
iu kin i ki iu kin yyut u t uvvo u o Bi ccnh Bi nh cho chin lc chochi l chin lc & ccnhtranh & nh tranh iu kin i ki iu kin vvnhu ccu nhu u Cc ngnh c Cc ngnh c lin quan & lin quan & H tr H tr Nng lc cnh Nng lc cnh tranh v m tranh v m Chin lc Chin lc & s qun l & s qun l khu vc khu vc
Ci tin h tng giao thng Xy dng mt mng li nng lng hiu qu Tng cng truyn thng v lin kt khu vc Kt ni cc th trng ti chnh To phong tro hc tp cao hn ca SV
Xa b cc ro cn thng mi v u t trong khu vc n gin ha v thng nht cc quy nh v th tc xuyn bin gii
Phi hp chng c quyn v Thng nht cc thc y cc yu cu th tc chnh sch hnh chnh i cnh tranh vi doanh nghip cng bng
Thng nht To iu kin cc quy chun thun li v mi pht trin trng cch ngnh xuyn quc Thng nht gia, chng hn cc quy nh:. chun v an ton i vi Du lch sn phm Kinh doanh Thit lp iu nng sn lut bo v Vn ti v ngi tiu hu cn dng ca nhau Dch v kinh doanh M ca cho hot ng mua tr gi ca chnh ph trong khu vc
80
Cc chng trnh phi hp ci thin mc an ton chung Phi hp cc chnh sch v m
Xy dng mt chng trnh marketing khu vc Chia s kinh nghim thnh cng trong hot ng chnh ph Xy dng th ch khu vc: C ch gii quyt tranh chp Ngn hng pht trin khu vc
Xy dng v th trong m phn vi cc t chc quc t
Ni dung
81
Cc giai on trong pht trin nng lc cnh tranh quc gia

Nhng yu cu chuyn i chnh sch
Nn kinh t da Nn kinh t da vo cc yu t vo cc yu t Sn xut u Sn xut u vo vo
u vo chi ph thp Bnh n v mi trng v m, chnh tr v lut php H tng cn bn hiu qu Chi ph trin khai cc hot ng kinh doanh thp
Nn kinh t da Nn kinh t da vo u t vo u t
Nn kinh t da Nn kinh t da vo i mi, vo i mi, cch tn cch tn Gi tr c nht

K nng tin tin Cc t chc khoa hc v cng ngh C ch h tr, khuyn khch i mi Nng cp cc ngnh hng
Nng sut
Tng cng cnh tranh trong nc Th trng thng thong H tng tin tin C ch h tr, khuyn khch nng cao hiu sut Hnh thnh v kch hot cc nhm ngnh
Source: Porter, Michael E., The Competitive Advantage of Nations, Macmillan Press, 1990
82
Chng trnh hnh ng nng cao nng lc cnh tranh: Mt s u tin quan trng
Tip tc nhng n lc hin ti
Nhng ci cch quan trng
Gim tham nhng Ci thin c s h tng Ci cch th trng ti chnh su sc hn Ci cch hnh chnh
Pht trin ngun nhn lc tt c cc cp i mi cc doanh nghip nh nc Pht trin cc nhm ngnh
83
Gim tham nhng

Chnh ph nhiu ln cam kt chng tham nhng v c mt s bc i c th Trn thc t, tin trnh chng tham nhng vn tin trin chm
Vit Nam cn phi xem tham nhng nh l mt ro cn ln cho s pht trin v cn phi thit k mt chin lc ng b xa b tham nhng u tin hnh ng Gim nguy c tham nhng bng cch n gin ha lut l, s dng cng ngh thng tin hin i, tng cng qun l doanh nghip nh nc v y mnh qu trnh t nhn ha a ra hng dn v cc yu cu bo co r rng trong qun l cc doanh nghip nh nc Thc y minh bch ha, bao gm h tr nng cao vai tr ca bo ch
84
Ci thin c s h tng
u t cho c s h tng tng mnh trong nhng nm gn y Hiu qu vn cn cha r rng. Cc hot ng cn dm chn ln nhau v doanh nghip vn cn than phin v s tr tr Vit Nam cn u t cho c s h tng c trng tm v tt hn na p ng yu cu pht trin kinh t
u tin hnh ng Lp qu u t quc gia h tr cho nhng d n pht trin c s h tng quan trng di s gim st ca Vn phng th tng chnh ph S dng cc bin php khch l, ng vin tng hiu qu nu u t thuc a phng Lp mt hi ng cng-t (nh nc t nhn) t vn cc khon chi
85
Ci cch th trng ti chnh su sc hn

Vit Nam c nhng bc tin r rt v m ca th trng ti chnh, gn y l vi cc doanh nghip nc ngoi; cng l cam kt khi gia nhp WTO im yu ca th trng ti chnh Vit Nam bc l trc khi xy ra khng hong ti chnh ton cu, kh khn ti chnh m cc cng ty t nhn ang i mt ch ra rng thch thc vn cn
Vit Nam cn xy dng nhng quy nh mi cng nh cu trc t chc c c mt h thng ti chnh hiu qu u tin hnh ng Tip tc m ca th trng ti chnh theo cam kt WTO Xy dng c ch qun l ti chnh hiu qu, c lp, s dng ngun lc bn ngoi khi cn thit Thit lp mt ngn hng pht trin xy dng cc cng c h tr ti chnh cho cc doanh nghip t nhn va v nh
86
Ci cch hnh chnh

Ci cch hnh chnh c Vit Nam xc tin trin khai, c bit l trong 5 nm gn y Mc d c mt s bc tin nht nh, doanh nghip v ngi dn vn cn chu p lc t cc th tc hnh chnh v hiu qu x hi vn cha r rng Vit Nam cn mt cch tip cn hon ton mi trong ci cch hnh chnh v thm nh cc quy nh mi u tin hnh ng Thc y mnh m cc cng vic lin quan n ci cch hnh chnh c ti tr bi cc t chc nc ngoi Ci thin nng lc nh nc trong nh gi v qun l cc quy nh Trong quy trnh a ra cc quy nh, lut l mi, cn c mt bc nh gi bt buc v nhng gnh nng hnh chnh m quy nh c th gy ra
87
Pht trin ngun nhn lc

T l ngi i hc tng mnh nhng cht lng cn thp v k nng cha p ng yu cu ca doanh nghip Vit Nam cn ci thin mnh m cht lng gio dc, bng cch a ra cc quy chun, ci tin chng trnh hc v a khu vc t nhn cng tham gia qun l
Gio dc ph thng
o to hng nghip
Vit Nam thiu mt h thng o to k nng Cc doanh nghip phi t mnh trin khai chng trnh o to gii quyt s thiu ht ny Vit Nam cn mt chng trnh pht trin ngun lc lao ng theo nhm ngnh
Gio dc nng cao
S lng trng i hc tng nhng cht lng thp v k nng khng ph hp vi nhu cu doanh nghip Cc quy chun dnh cho gio dc nng cao phi c thit lp v thc thi, vi s t vn ca cc quyn gia quc t Vit Nam cn hoch nh p dng cng ngh ton cu vo cc t chc gio dc ca VN
88
Ti cu trc doanh nghip Nh nc

Chnh ph c chnh sch r rng trong vic ng h doanh nghip t nhn, song dng nh c mt s nc i, khng r rng ti mc thm cn c v qu trnh c phn ha Khng ci cch ton din khu vc kinh t Nh nc, s ng ngha vi vic Vit Nam khng c hy vng leo ln nc tip theo ca pht trin kinh t Kim sot qun l DNNN
Xy dng Hi ng qun tr c lp p dng ch bo co ti chnh cng khai, minh bch Xc nh cc mc tiu ti chnh mt cch r rng Xy dng iu l cng ty D b cc ro cn thng mi, u t v nhng ro cn nhn to khc hin ang bo v DNNN Xy dng cc c quan gim st mnh m v c lp H tr cc doanh nghip mi khi nghip, hoc cc doanh nghip tch ra t DNNN Xy dng c ch php l r rng cho vic c phn ho Xc nh mc tiu r rng cho vic c phn ho Xy dng cu trc doanh nghip thun li trin khai c phn ha
Cnh tranh vi cc DNNN
C phn ha
Xy dng cc tp on kinh t Nh nc khng phi l 1 gii php v c th lm cc vn hin nay trm trng hn nu nh cc ci cch khng c trin khai 89
Pht trin t hp ti Vit Nam

Cc t hp ti Vit Nam c xu hng thu hp vo cc sn phm ring l Khng c nhiu s hp tc gia cc cng ty, nh cung cp v cc nh ch khc
Mt s t hp (nh t hp c ph) s c th hiu qu hn nu p dng c ch hp tc
T duy pht trin da trn t hp l rt quan trng trong vic a ra cc chnh sch kinh t
Pht trin k nng ngi lao ng quanh cc t hp Thu ht FDI/khu cng nghip quanh cc t hp Cc sng kin pht trin vng da trn t hp T chc chuyn giao cng ngh v cht lng cho mi t hp
Chnh sch nn nng cp mi t hp hin hu v tim nng, ch khng ch tp trung vo mt phn trong s
90
T hp v chnh sch kinh t

Gio dc v o to lc lng lao ng o to qun tr u t vo khoa hc v cng ngh (vd: cc trung tm, cc khoa trong i hc, chuyn giao cng ngh) t tiu chun v sng kin cht lng
Thu ht FDI/kinh doanh
T hp
Khuyn khch xut khu Thng tin th trng v cng khai thng tin nh hng mi trng Bo v ti nguyn thin nhin
Khu cng nghip v khu mu dch t do H tng vt cht
T hp to nn mng cho vic thc thi chnh sch cng v t chc s hp tc cng - t nng cao nng lc cnh tranh
91
T hp v a dng ha kinh t
Pht trin cc t hp Pht trin cc t hp lin quan lin quan
Nng cp cc t hp Nng cp cc t hp hin hu hin hu
Chuyn cc sn phm Chuyn cc sn phm ngch thnh cc t hp ngch thnh cc t hp
Xy dng cc t hp quanh Xy dng cc t hp quanh cc MNCs cc MNCs
Nng cp sn phm v dch Nng cp sn phm v dch v xut khu hin hu v xut khu hin hu
92
Ci thin v th ngch ca Vit Nam, 2006

Cluster Cluster World Export Share Subcluster Industry
Plastics
0.490%
Rubber Plastic Waste Plastic Products Rubber Motorcycles and Bicycles
Natural rubber, balata and similar natural gums Reclaimed unhardened rubber; waste Plastic sacks, bags Synthetic rubber Parts of other motorcycles Bicycles and other cycles, non-motorized Parts for calculating, accounting machines Insulted wire, cable and conductors Starches, inulin and gluten Distilling, rectifying plant Vegetable saps, extracts Milk, concentrated or sweetened Yeasts Homogenized food preparations Drawn, float, cast glass, worked Other inductors Other electric transformers Electric motors<=37.5w Sewing machines and parts Loudspeakers, unmounted Electric sound amplifiers
Industry Share of World Exports 7.82% 1.88% 1.55% 1.13% 1.42% 1.27% 23.04% 1.07% 7.93% 2.64% 0.90% 0.84% 0.81% 0.76% 6.39% 3.20% 1.17% 1.88% 1.21% 1.41% 1.07%
Change in Export Value (in Share (1997$thousands) 2006) 3.40% 1.87% 0.65% 1.13% 1.22% -1.56% 23.04% 0.72% 6.23% 2.64% 0.50% -0.22% 0.27% 0.59% 6.37% 2.86% 0.68% 1.15% 0.26% 1.40% 1.07% 1.01% -0.43% 1.23% -0.50% 0.34% 1.35% 0.31% 0.38% $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,137,205 6,084 150,234 143,316 60,962 49,628 444,384 705,725 148,445 19,449 9,193 89,315 7,962 4,888 78,185 137,477 63,386 150,425 45,749 39,964 8,745 653,740 85,738 53,690 12,186 1,415 53,010 7,292 7,501
Sporting, Recreational and Children's Goods Communications Equipment
0.361% Motorcycles and Bicycles 0.284% Specialty Office Machines Electrical and Electronic Components Specialty Foods and Ingredients Food Products Machinery Specialty Foods and Ingredients Dairy and Related Products Specialty Foods and Ingredients Specialty Foods and Ingredients Glass Electrical Parts Electrical Parts Motors and Generators Appliances Audio Equipment 0.125% Audio Equipment 0.121% 0.047% Peripherals Electronic Components and Assemblies Electronic Components Electronic Components Process Instruments Fabricated Plate Work Process Equipment Components Machine Tools and Accessories Input or output units 1.01% Printed circuits 0.36% TV picture tubes, CRTs 1.26% Other electronic valves, tubes 0.35% Gas meters 0.34% Steam generating boilers, super-heated water boilers; and parts 1.35% Articulated link chain and parts 0.45% Cutting blades for machines 0.42%
Processed Food
0.260%
Lighting and Electrical Equipment Motor Driven Products Entertainment and Reproduction Equipment Information Technology Analytical Instruments Production Technology
0.256% 0.156%
0.046%
Source: Prof. Michael E. Porter, International Cluster Competitiveness Project, Institute for Strategy and Competitiveness, Harvard Business School; Richard Bryden, Project Director. Underlying data drawn from the UN Commodity Trade Statistics Database. 93
Ni dung
Xc nh th t u tin nhng vic cn lm
94
Qu trnh pht trin kinh t

Cc vai tr v trch nhim thay i
M hnh c M hnh c
M hnh mi M hnh mi
Chnh ph thc y s pht Chnh ph thc y s pht trin kinh t thng qua cc quyt trin kinh t thng qua cc quyt nh v bin php ng vin nh v bin php ng vin trong chnh sch trong chnh sch
Pht trin kinh t l mt qu Pht trin kinh t l mt qu trnh hp tc lin quan n trnh hp tc lin quan n nhiu cp chnh quyn, doanh nhiu cp chnh quyn, doanh nghip, cc t chc nghin cu nghip, cc t chc nghin cu v o to, cc t chc h tr v v o to, cc t chc h tr v hp tc hp tc
Xy dng nng lc cnh tranh phi l mt qu trnh t di i ln trong cc c nhn, doanh nghip v nh ch cng tham gia v chu trch nhim Mi cng ng v t hp u c th thc hin nhng bc nng cao nng lc cnh tranh
95
Chnh ph v qu trnh pht trin kinh t

Nng lc cnh tranh b nh hng bi v s cc c quan Chnh ph
Cc c quan, ban ngnh (vd: ti chnh, thng mi, gio dc, khoa hc v cng ngh, chnh sch vng, nng lng, nng nghip Nhiu cp chnh quyn (trung ng, a phng) Quan h lin chnh ph vi cc quc gia lng ging cng nh hng n nng lc cnh tranh
Nng lc cnh tranh him khi l nhim v chuyn bit ca bt k mt c quan Chnh ph no.
Cn c mt c ch phi hp nhm tp hp cc c quan, ban ngnh cn thit trong vic xy dng v trin khai chin lc kinh t Cn c c ch r rng khuyn khch khu vc t nhn tham gia vo qu trnh i thoi v cc u tin chnh sch cng nh qu trnh trin khai chin lc kinh t
96
T chc t nng lc cnh tranh ti Vit Nam

Cc khuyn ngh v xut Xy dng cc c quan gim st c lp v hiu qu Ci thin chnh sch kinh t cp tnh, thnh ph Nng cp c ch i thoi v cng tc cng - t Nng cao hiu qu ca vic lp k hoch v nng lc qun tr chng trnh cc chnh quyn trung ng v a phng Xy dng quy trnh chin lc kinh t cp quc gia nhm nh hng cc th t u tin trong vic ci thin mi trng kinh doanh
97
Tnh hnh pht trin cc khu vc ti Vit Nam

Cc tnh thnh c mc pht trin khc nhau; cch bit gia vng giu v vng ngho l rt ln Quyn lc chnh tr & trch nhim pht trin kinh t c giao xung cc tnh thnh, vi ngn sch quc gia Cc tnh thnh ang p dng chin lc tng trng thiu tp trung vi qu nhiu trng lp v bt chc ln nhau, thiu s a dng v ring bit gia cc vng min khc nhau Cc tnh thnh thiu nng lc k thut trong vic xy dng v trin khai chnh sch
Mi tnh thnh phi chu trch nhim xy dng mt k hoch kinh t da trn cc im mnh c th v tim nng Mi tnh thnh phi bo co cng khai v vic trin khai chin lc ni trn
98
Cc nh ch v nng lc cnh tranh

Ban chin lc kinh t thuc Vn phng Th tng
Thng xuyn cp nht tnh hnh Thc hin vic lp k hoch v qun l cc chng trnh lin quan n mi b, ban ngnh Hi ng nng lc cnh tranh cng t
Vin nng lc cnh tranh Vit Nam

Thc hin phn tch, nh gi, so snh vi cc quc gia khc, o to cc lnh o Cc thnh vin cp quc gia v a phng
Tng cng vai tr ca cc hip hi kinh doanh
99
Ni dung
Tm hiu hot ng kinh t ca Vit Nam
Xc nh th t u tin cc vic cn lm
T chc c nng lc cnh tranh
100
Xc nh chin lc kinh t
Nhm gi tr tiu biu ca quc gia Nhm gi tr tiu biu ca quc gia
u l v th cnh tranh ring bit, c th ca quc gia / khu vc, da trn v tr, di sn, cc im mnh sn c v tim n?
Vai tr /v khu vc lng ging v th gii? Gi tr c th no vi gc nhn l mt a im kinh doanh? Cho cc loi hot ng v t hp no?
Pht trin nhng im mnh c th Pht trin nhng im mnh c th

Nhng yu t no ca bi cnh v mi trng kinh doanh l nhng u tin hng u? Nhng t hp ang tn ti v sp ni ln no cn c pht trin trc tin?
t v duy tr s ngang bng vi t v duy tr s ngang bng vi nhng QG ngang cp nhng QG ngang cp
im yu no cn phi c gii quyt trc nht t s ngang bng vi cc quc gia tng ng?
Cc u tin v vic xu chui l cn thit trong pht trin kinh t

101
S cn thit phi c mt chin lc kinh t

Chnh ph Vit Nam nhn chung p dng mt phng php mang tnh i ph, b ng, tu c ng bin khi i mt vi khng hong v nhng vn c th Lung vn t nc ngoi b chia ct v do cc u tin trong hin tng quy nh Phng php ny thnh cng trong giai on pht trin kinh t da vo cc yu t sn xut, song s t ra khng hiu qu quc gia chuyn sang mt giai on pht trin cao hn
Chnh ph cn t chc cc cuc i thoi rng ri v mt chin lc kinh t mi theo u tin tp trung vo vic ci thin mi trng v cc th ch kinh doanh
V ni b, Chnh ph cn nng cp kh nng k thut c th h tr cc cuc i thoi chin lc nh trn, v d nh thng qua mt Ban chin lc trong Vn phng Th tng
102
Ni dung
Tm hiu hot ng kinh t ca Vit Nam
Xc nh th t u tin cc vic cn lm
T chc c nng lc cnh tranh
103
Cc hm cho cng ty
Li th cnh tranh ca mt cng ty ph thuc mt phn vo cht lng ca mi trng kinh doanh Cng ty s c li th nu l mt b phn ca mt t hp (cluster) Cc cng ty c vai tr quan trng trong vic ci thin v nng cp mi trng kinh doanh
ng vai tr tch cc trong vic ci thin c s h tng a phng Chm sc cc nh cung cp a phng v thu ht cc nh cung cp nc ngoi Lin kt cht ch vi cc t chc gio dc v nghin cu a phng, nhm nng cp cht lng gio dc ca h, xy dng nhng chng trnh o to chuyn bit p ng nhu cu ca t hp Cung cp thng tin phn hi ln chnh ph v cc vn lin quan n quy ch, lut l, cng nh nhng hn ch i vi s pht trin ca t hp Tp trung cng tc t thin, x hi ca doanh nghip vo vic pht trin mi trng kinh doanh a phng
Vai tr quan trng ca cc hip hi thng mi To ra nh hng to ln nu bao gm nhiu cng ty hp thnh Cc thnh vin c th chia x chi ph
104
Trch nhim x hi ca doanh nghip (CSR)

Mt chng trnh ang pht trin Sc p v CSR t bn ngoi C nhiu t chc ang gim st, xp hng, v bo co v vic thc hin cng tc x hi ca doanh nghip Cc doanh nghip vi nhng hnh vi sai tri v mt x hi s i mt vi nguy c ri ro v php l v kinh doanh
CSR ngy cng quan trng vi cc nh lnh o kinh doanh, tuy nhin cc khi nim v din gii v CSR vn cn cha r rng Ch mt s t cng ty c th tch hp trch nhim x hi vo trong chin lc theo cch thc lm cng c li th cnh tranh
105
Tch hp chin lc v trch nhim x hi

Mc tiu Kinh t Mc tiu x hi
Gia doanh nghip v x hi, c mi lin h chc chn, ng nhin Sc khe ca x hi ty vo vic x hi c hay khng c nhng doanh nghip cnh tranh, to ra ca ci vt cht v tr lng cao cho ngi lao ng Nng lc cnh tranh ca doanh nghip ph thuc vo cng ng xung quanh, v d:
i ng nhn vin c o to, c k nng iu kin lm vic an ton Mi trng kinh doanh minh bch, khng c tham nhng thc v c hi cng bng cho mi ngi Mc thoi ha mi trng thp (s dng hiu qu cc ngun lc vt cht v t nhin)
Cc doanh nghip c th gy nh hng tch cc n nhiu vn x hi
C s hp lc (synergy) trong di hn gia cc mc tiu kinh t v x hi ca doanh nghip ti a ha s hp lc v h tr ln nhau ny, cc quyt nh kinh doanh v cc chnh sch x hi phi tun th nguyn tc gi tr chung (shared value)
Nng lc cnh tranh ca cng ty v cc iu kin x hi phi cng c hng li
106
Vai tr ca doanh nghip trong cc vn x hi

Doanh nghip khng th gii quyt mi vn ca x hi, cng nh khng th chu mi chi ph lin quan
C nhiu nguyn nhn ch ng cho vic ny
Doanh nghip phi tip cn cc chng trnh x hi mt cch ch ng v chin lc Doanh nghip phi tip cn x hi v cc vn x hi ni no h c th gia tng gi tr nhiu nht
u l ni mt cng ty c nh hng ln nht ln cc vn x hi so vi cc t chc khc?

Li ch x hi Ngun lc s dng
Gi tr x hi =
107
Mi lin kt t trong doanh nghip ra ngoi x hi

Cc nh hng x hi ca Chui gi tr
Quan h vi trng i hc Cc phng php nghin cu mang tnh o c (vd th nghim trn sc vt,, GMOs) An ton sn phm Cc thc hnh bo co ti chnh Cc thc hnh v kim sot qun l Minh bch S dng vn ng hnh lang (lobby)
Firm Infrastructure
(e.g. Financing, Planning, Investor Relations)
o to cho nhn vin iu kin lm vic an ton a dng v phn bit i x Y t v nhng phc li khc Chnh sch bi thng Chnh sch sa thi
Human Resource Management Support Activities

(e.g. Recruiting, Training, Compensation System)
Technology Development
(e.g. Product Design, Testing, Process Design, Material Research, Market Research)
Thu mua (vd hi l, s dng L tr em, xung t, gi c i vi nng dn v.v S dng nhng u vo c th (vd lng th) Gn gi nguyn vt liu Ti ch
M a r g
Value What buyers are willing to pay
Procurement
(e.g. Components, Machinery, Advertising, Services)
Inbound Logistics
(e.g. Incoming Material Storage, Data Collection, Service, Customer Access)
Operations
(e.g. Assembly, Component Fabrication, Branch Operations)
Outbound Logistics
Marketing & Sales
After-Sales Service
(e.g. Installation, Customer Support, Complaint Resolution, Repair)
i n
(e.g. Order (e.g. Sales Force, Processing, Promotion, Warehousing, Advertising, Report Proposal Preparation) Writing, Web site)
Primary Activities
Lai b sn phm li thi X l nhng hng ha tiu dng (vd xng xe, mc in) Bo v thng tin ring t ca KH Marketing & qung co (vd: qung co trung thc, qung co cho tr em) nh gi (vd: phn bit gi /v cc KH khc nhau, nh gi chng cnh tranh, chnh sch gi /v ngi ngho) Thng tin ngi tiu dng
nh hng ln giao thng (vd kh thi, tc nghn giao thng v.v)
Kh thi, cht thi nh hng sinh thi S dng ngun nc v nng lng An ton L, quan h L Cc nguyn liu c hi
Bao b: s dng v vt b (vd McDonalds clamshell) nh hng ln giao thng
Mi hot ng trong chui gi tr u c nh hng tch cc hay tiu cc n cc cng ng ti ni doanh nghip sn xut / kinh doanh. 108
Nhn din nhng gi tr c chia s

nh hng t bn ngoi x hi vo doanh nghip
S sn c ca nhn lc c trnh (vic o to ngh ca Marriott) Tip cn cc chng trnh o to chuyn bit C s h tng hiu qu C ch quy nh v cp php hiu qu Cc nh ch khoa hc v cng ngh sn c (Microsofts Working Connections; vic chuyn giao kin thc cho nng dn ca Nestl) Duy tr ngun ti nguyn thin nhin bn vng (vic bo tr ngun nc ca GrupoNueva) C ch hiu qu trong vic tip cn vn Cnh tranh m v cng bng ti a phng (vd: khng c cc ro cn thng mi, cc quy nh cng bng) Bo v quyn s hu tr tu Minh bch (vd: ch bo co ti chnh, tham nhng: sng kin v minh bch trong cc ngnh khai thc (EITI) Quy nh ca lut php (vd: an ninh, bo v s hu, h thng lut php) H thng trng dng nhn ti (vd: chng phn bit i x)
Bi cnh cho Bi cnh cho chin lc chin lc v cnh tranh v cnh tranh
Cc iu kin Cc iu kin yu t SX yu t SX (u vo) (u vo)
Cc iu kin Cc iu kin v Cu v Cu
C sn cc nh cung cp a phng v cc dch v h tr (cc nh cung cp a phng ca Sysco; cc ca hng thu mua sa ca Nestl) Kh nng tip cn cc i tc trong nhng lnh vc lin quan Kh nng tip cn mt t hp thay v nhng cng ty hay ngnh ring l
Cc ngnh Cc ngnh lin quan v lin quan v b tr b tr
Bn cht ca cu ti a phng (vd: c trng ring ty a phng ca nhm gi tr tiu biu m cng ty a ra cho KH: cc KH ca Whole Foods) Cc tiu chun lut nh cng bng v c yu cu cao (vd: tiu chun v kh thi v s dng nhin liu /v xe hi ti California) Nhu cu a phng c th c phc v ti tm quc gia v quc t (ti tr mua nh ca Urbi, chin lc y kim t thp ca Unilever)
Bi cnh cnh tranh thng b nh hng bi, hoc gn kt mt cch tinh vi vi cc iu kin x hi
Source: Michael Porter, The Competitive Advantage of Nations, 1990
109
Xy dng chng trnh trch nhim x hi cho doanh nghip

nh hng x hi tng qut
Tinh thn cng dn tt
nh hng x hi ca chui gi tr
Gim thiu cc thit hi t cc hot ng trong chui gi tr
c tnh x hi ca bi cnh cnh tranh

Cng tc XH trong chin lc lm nng cp nhng khu vc ni bt trong bi cnh cnh tranh To ra mt c tnh x hi cho nhm gi tr tiu biu ca doanh nghip
CSR p ng
Chuyn cc hot ng trong chui gi tr thnh c ch cho XH, ng thi cng c chin lc
CSR chin lc
nh hng ca CSR s ln nht khi CSR p ng, cc nh hng XH ca chui gi tr, v vic u t vo bi cnh cnh tranh c tch hp v gn kt vi nhau
110
Chin lc CSR: ChoicePoint

Vic kinh doanh chnh ca ChoicePoint l cung cp dch v nhn dng c nhn, kim tra (screening), v xc nhn tn dng
Vd: kim tra lai lch nhn vin, xc nhn tn dng, xc nhn AND, kim tra thuc
Chng trnh CSR ca cng ty tp trung vo vic cung cp dch v v t vn nhn dng xc nhn cho cc t chc x hi, v d:
Xc minh lai lch ca nhng ngi tnh nguyn lm vic vi tr em Nhn dng danh tnh ca cc nn nhn trong thm ha H tr cc t chc phi chnh ph tm kim tr em mt tch v phng nga vic nh cp danh tnh
CSR ca ChoicePoint gn kt vi nguyn tc khi thnh lp ca cng ty: to ra mt x hi an ton v an ninh hn thng qua vic s dng thng tin mt cch c trch nhim ChoicePoint s dng k nng, d liu, kin thc cng ngh, nhn lc ti a ha li ch x hi Cc hot ng CSR khng ch mang tnh t thin, m cn gip nng cp, ci thin nhng nng lc ca cng ty lin quan ti cc vn v nhn dng
111
Chin lc CSR: Nestl ti n

Nm 1962, Nestl vo kinh doanh ti khu vc Moga ngho kh ca nc n Ngun cung cp sa ti a phng b nh hng xu t a hnh t nh v xu, hn hn, dch bnh gia sc, cng nh vic cha c th trng thng mi Nestl lp ra cc t chc mua sa ti tng th trn Nestl u t nhm ci thin mi trng cnh tranh
H tng cho vic thu mua sa (nh cc ca hng c phng tin ng lnh) c xy dng; bn cnh vic c mt ca cc chuyn gia th , dinh dng, cc nh nng hc, cc chuyn gia kim nh cht lng, tt c nhm h tr cc nh nng nh l trong sn xut Cung cp thuc men v thc n dinh dng tng sc khe gia sc T chc cc kha o to hng thng cho nng dn Ti tr v tr gip k thut cho vic o ging ti khu vc m bo ngun cung cp nc
Nestl xy dng mt t hp sa vi nng sut cao ti Moga, mua sa t hn 75.000 nng dn thng qua 650 ca hng sa ti a phng
Cc iu kin x hi ti Moga thc s c ci thin Nestl c c li th cnh tranh di hn qua t hp sa ti y

112
Mc tiu o c ca kinh doanh

iu quan trng nht mt doanh nghip c th lm cho x hi l ng gp vo s thnh vng chung ca nn kinh t Ch doanh nghip mi to ra ca ci; cc nh ch khc trong x hi ch yu l tham gia vo qu trnh ti phn phi ca ci hay u t nhm tha mn nhu cu con ngi Doanh nghip c cng c, kh nng v ngun lc to ra mt nh hng v tc ng tch cc hn na ln cc vn x hi, nhiu hn hu ht cc nh ch khc duy tr nng lc cnh tranh bn vng, doanh nghip phi da vo sc khe ca x hi ni chung Kinh doanh thng minh bch v c trch nhim hn hu ht cc t chc, nh ch, hay cc NGO Doanh nghip khng chu trch nhim hay c ngun lc gii quyt mi vn ca th gii Do doanh nghip khng cn phi qu phng th hay thn trng khi ni v trch nhim v vai tr x hi ca h Mi cng ty c th v nn xc nh 1 nhm cc vn x hi tm h c th gii quyt tt nht, hu hiu nht, ng thi qua vn ginh c li th cnh tranh ln nht Gii quyt cc vn x hi thng qua chin lc gi tr chia x s mang li nhng gii php bn vng cho pht trin p dng nhng nguyn tc ny, cc doanh nghip c th to ra nhiu li ch x hi hn bt k mt t chc hay n v t thin no.
113

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1

Copyright 2007 Professor Michael E. Porter

Cnh tranh ton cu v Li th Vit Nam

Nn tng kinh t ca Cnh tranh Cc nguyn tc ca Chin lc

Copyright 2007 Professor Michael E. Porter

Nh qun l ngh g v Cnh tranh?

CNH TRANH TR CNH TRANH TR THNH NGI S 1 THNH NGI S 1

CNH TRANH TR NN CNH TRANH TR NN C NHT V NH C NHT V NH

Copyright 2007 Professor Michael E. Porter

Nhng quan nim sai lm v chin lc

Chin lc l kht vng

Chin lc l tm nhn, hoi bo

Tuyn ngn v hoi bo v tm nhn

Copyright 2007 Professor Michael E. Porter

Copyright 2007 Professor Michael E. Porter

Nn tng kinh t ca Cnh tranh

Kt qu hot ng ca cng ty xut pht t hai ngun ring bit

Cu trc ngnh Cu tr ng trc ngnh

V th tng i V th tng i th trong ngnh trong ng ngnh

- Cc nguyn tc chung ca cnh tranh

- Cc ngun li th cnh tranh

T duy chin lc phi bao hm c hai vn ny

Copyright 2007 Professor Michael E. Porter

Phn tch kt qu kinh t: Ngnh & v th trong ngnh

Li nhun trn vn u t (ROIC) 1993-2007

25% 20% 15% 10% 5% 0% Revlon

Source: Compustat (2008), authors analysis

Copyright 2007 Professor Michael E. Porter

Kh nng sinh li ca mt s ngnh ti M

ROIC = Li nhun trc thu v li chia cho vn u t tr i lng tin mt tha

T l ROIC trung bnh ti M:15.1%

Cc yu t quyt nh kh nng sinh li ca ngnh

Cc i th cnh tranh hin hu

Kh nng mc c ca ngi mua

Copyright 2007 Professor Michael E. Porter

Chin lc v cu trc ngnh xe ti hng nng

Copyright 2007 Professor Michael E. Porter

nh v cnh tranh ca Cng ty Paccar

Copyright 2007 Professor Michael E. Porter

Chin lc v cu trc ngnh: Dch v phn phi thc phm

Copyright 2007 Professor Michael E. Porter

Xy dng li cu trc ngnh

Copyright 2007 Professor Michael E. Porter

Cc yu t quyt nh n kt qu hot ng tng i

Li th cnh tranh Li th cnh tranh

Copyright 2007 Professor Michael E. Porter

Nn tng ca li th cnh tranh

Qun tr ngun nhn lc

(V d: Tuyn dng, o to, H thng i ng)

Pht trin cng ngh

Marketing & Bn hng

iu g khch hng sn sng mua.

Qun tr ngun nhn lc

(V d: Tuyn dng, o to, H thng i ng)

Pht trin cng ngh

LN Mua t v pht trin (Xc nh th trng

Marketing & Bn hng

(V d: ti tr cho KH, hp ng, quyn s hu, kt thc)

Khch hng sn sng tr tin cho ci g