CAPSTONE PROJECT REPORT STRATEGIC PLANNING FOR BUSINESS DEVELOPMENT OF MEKONG PETROLEUM JOINT-STOCK COMPANY (PETROMEKONG) DURING 2011 – 2015, VISION TO 2020 Group No.: LE THI THANH GIANG TRAN TUAN VU NGUYEN CHI HUNG NGUYEN THANH XUAN NGUYEN VAN PHUONG CLASS: GaMBA01.C0110 Ho Chi Minh City, 2011 ACKNOWLEDGEMENTS The members of Group 5, Class C0110 are deeply indebted to our teachers, teaching assistants and staffs of ETC under the National University of Hanoi who have created favorable conditions for us to approach the most advanced knowledge foundations of business management, and helped us complete well the entire training program of Master of Business Administration organized by the Center In addition, the Group also would like to thank brothers, sisters in charge of the affiliate programs of ETC in Ho Chi Minh (Gasa), our classmates of GaMBA01.C0110 for your concern, encouragement and suggestions for our group to complete this Capstone We would like to express our sincere appreciation to the Leaders of Mekong Petroleum Joint Stock Company (PetroMekong) for supporting, providing us with the Company’s important data to complete this Report CONTENT LIST OF FIGURES LIST OF TABLES PREFACE 10 CHAPTER I 12 LITERATURE REVIEW 12 1.1 Defining Strategy and Strategic Management: 12 1.2 Planning concept 12 1.3 Business strategic planning concept 13 1.4 Roles of business strategic planning 13 1.5 Strategy classification 14 1.5.1 Corporate level strategies 14 1.5.2 Business level strategies 14 1.5.3 Functional level strategies 14 1.6 Stage of Strategic Management 15 1.6.1 Determining strategic objectives 16 1.6.2 External environment research for determination of opportunities and major threats 16 1.6.3 Internal evaluation on an enterprise for identification of strengths and weaknesses 17 1.7 Building and choosing strategy 19 1.8 Theories related to strategic planning 20 1.8.1 Michael Porter’s Five’s - Forces Model 20 1.8.2 Marketing Theory 22 1.8.3 Distribution channel theory 23 1.9 Tools and methods for building and selecting strategies 24 1.9.1 Matrix of Internal Factor Evaluation (IFE) 24 1.9.2 Matrix of External Factor Evaluation (EFE) 25 1.9.3 Competitive Profile Matrix (CPM) 26 1.9.4 Matrix of Strengths - Weaknesses - Opportunities – Threats (SWOT) 27 1.9.5 Grand strategy matrix (GSM) 28 1.9.6 Quantitative Strategic Planning Matrix (QSPM) 30 CHAPTER 31 BUSINESS OPERATION OF PETROMEKONG 31 2.1 Overview of the field of petroleum production and business 31 2.1.1 Petroleum and the wholesalers participating in petroleum business 32 2.1.2 Petroleum market situation in the Mekong Delta (MD) 33 2.1.3 Forecast on development trend of the petroleum industry 35 2.1.3.1 Development prospects of petroleum business 35 2.1.3.2 Forecast of PetroMekong’s petroleum yield: 36 2.2 Company introduction 37 2.2.1 PetroMekong’s establishment history 37 2.2.2 PetroMekong’s functions and duties 38 2.2.2.1 Functions 38 2.2.2.2 Duties 38 2.2.3 Organizational structure and operating scale 38 2.2.3.1 Organizational structure 38 2.2.3.2 Operating scale 40 2.2.4 Business field: 40 2.3 Analysis of the current status of PetroMekong’s production and business activity 40 2.3.1 Petroleum distribution system 40 2.3.2 Warehouse system 41 2.3.3 Transportation system 43 2.3.4 Capability of producing and blending 44 2.3.5 Current business products 44 2.3.6 Sales methods and customers of the Company 44 2.4 PetroMekong’s strategic planning for business development 45 2.4.1 Company Mission 45 2.4.2 Strategic objective: 45 2.4.3 Internal environment analysis 46 2.4.3.1 Finance situation: 46 2.4.3.2 Marketing activities 52 2.4.3.3 Company petroleum distribution channel: 54 2.4.3.4 Promotion 55 2.4.3.5 Human resources 56 2.4.3.6 Research and Development (R&D) 57 2.4.3.7 Information activity: 57 2.4.3.8 Management situation and quality control: 58 2.4.4 External environment analysis: 58 2.4.4.1 Macro environment analysis: 58 2.4.4.2 Micro-environment analysis 66 2.4.5 Analysis of the Matrices for choosing a strategy 70 2.4.5.1 Matrix of Internal Factor Evaluation (IFE): 70 2.4.5.2 Matrix of External Factor Evaluation (EFE): 72 2.4.5.3 Competitive profile matrix: 74 2.4.5.4 Matrix of Strengths - Weaknesses - Opportunities – Threats (SWOT): 76 2.4.5.5 Grand Strategy Matrix: 77 CHAPTER III 80 SOLUTIONS TO TRATEGIC PLANNING AND BUILDING FOR PETROMEKONG’S DEVELOPMENT DURING 2011-2015,VISION TO 2020 80 3.1 Strategy choice: 80 3.1.1 Bases for strategy choice: 80 3.1.2 Quantitative strategic planning Matrix (QSPM): 80 3.1.2.1 S-O strategy group: 80 3.1.2.2 S-T strategy group: 84 3.1.2.3 W-O strategy group 89 3.1.2.4 W-T strategy group 94 3.1.3 Selected strategies 98 3.1.4 Strength of chosen strategies 99 3.2 Measures to implement selected strategies 101 3.2.1 Solution to financial autonomy strategy 101 3.2.2 Solutions for implementation of governance restructure strategy 104 3.2.3 Solutions to implement new product development strategy 105 3.2.4 Solutions to implement market development strategy 105 3.2.5 Solutions to implement market penetration strategy and forward integration strategy: 106 3.3 Specific actions to manage risks of exchange rate and interest rate 109 3.3.1 Exchange rate risk management 109 3.3.2 Interest rate risk management 109 3.4 Conclusion 109 3.5 Recommendation: 110 3.5.1 For the State: 110 3.5.2 For PetroMekong Company 111 REFERENCES ERROR! BOOKMARK NOT DEFINED APPENDIX ERROR! BOOKMARK NOT DEFINED LIST OF FIGURES Figure 1-1: Comprehensive strategic management model 15 Figure 1-2: General diagram of the micro environment 177 Figure 1-3: Michael Porter’s Five - Forces Model 20 Figure 1-4: Grand strategy matrix 29 Figure 2-1: Vietnam petroleum business system at present 32 Figure 2-2: Chart of Mekong Delta Petroleum Market Share 34 Figure 2-3:Chart of forecast of demand for petroleum in Vietnam until 2020 36 Figure 2-4: PetroMekong’s organizational chart 39 Figure 2-5: Diagram of Company distribution channel system at present 55 LIST OF TABLES Table 1-1: Matrix of Internal Factor Evaluation (IFE) 25 Table 1- 2: Matrix of External Factor Evaluation (EFE) 26 Table 1- 3: Competitive Profile Matrix 27 Table 1- : SWOT matrix 28 Table 1- 5: QSPM matrix 31 Table 2-1: The petroleum market share in the MD in 2010 34 Table 2-2: Amount of PetroMekong’s petroleum consumption 37 Table 2-3: PetroMekong’s petroleum distribution system 41 Table 2-4: PetroMekong’s storage system 42 Table 2-5: PetroMekong’s transportation capacity 43 Table 2-6: Gasoline blending products in recent years 44 Table 2-7: Results of PetroMekong’s business operations during 2007-2010 46 Table 2-8: Balance Sheet 46 Table 2-9: Short-term ratio 48 Table 2-10: Quick ratio 49 Table 2-11: Debt -to -total -assets ratio 49 Table 2-12: Inventory turnover 50 Table 2-13: Average collection period 50 Table 2-14: Payables turnover 50 Table 2-15: Average retail price during 2007-2010 53 Table 2-16: Petromekong’s distribution system 53 Table 2-17: Discount rate (pay rate including transportation costs) Error! Bookmark not defined Table 2-18: Qualification of employees of PetroMekong 56 Table 2-19: Vietnam economic factors during 2007- 2010 59 Table 2-20: Base price on August 30, 2010 as per Decree No 84/2009/ND-CP 63 Table 2-21: Budget revenues from petroleum 64 Table 2-22: PetroMekong’s IFE Matrix 71 Table 2-23: PetroMekong’s EFE Matrix 72 Table 2-24: Competitive Profile Matrix 75 Table 2-25: PetroMekong’s SWOT matrix 76 Table 2-26: Grand Strategy Matrix 78 Table 3-1: QSPM of PetroMekong Company: S-O Group 81 Table 3-2: QSPM of PetroMekong Company: S-T Group 85 Table 3-3: QSPM of PetroMekong Company: W-O group 90 Table 3-4: QSPM of PetroMekong Company: W-T Group 94 Table 3-5: Shareholder structure after share issuance 103 PREFACE In any countries, petroleum always plays an important role in econo-political life, is the input of lots of production industries, is the essential item in social spending and ensures security and defence Petroleum is the extremely sensitive item which is affected by political, economic, and social factors of the country, the region and the world Petroleum business in Vietnam has been strongly influenced by the executive policy of the Government Therefore, any changes in the policy have a direct and profound impact on the business environment of petroleum enterprises Thus, the State’s transition from the subsidy mechanism to the market mechanism from September 16, 2008 had a huge impact on the business-operating environment of petroleum enterprises Due to the great change of the business-operating environment the enterprises are obliged to research, reevaluate and come up with a business strategy to suit the new situation Over the years, the business activities of Mekong Petroleum Joint Stock Company (PetroMekong) have been constantly developing and growing However, the business in the new period, especially in the current period and subsequent years will face many difficulties and challenges The problem is that the company wants to survive and remain stable and long-term development in the current period, the Company is required to promptly adapt to all problems arising in the fiercely competitive and sensible business environment Therefore, in order to ensure the stable, sustainable and healthy development of the Company, the strategic planning and business development in the new situation is extremely urgent The overall target of the research is strategic planning for business development and proposal of implementation solutions to suit the specific condition basing on research, analysis, evaluation of the current status and the businessoperating environment of PetroMekong Company in the past 10 APPENDIX STUDY QUESTIONNAIRE (Evaluation of experts on internal and external factors) Form: dated 2011 Name: Position: Telephone: Email (if any): I INTRODUCTION Dear Sirs/Madams of Companies/Enterprises! Our team including: Le Thi Thanh Giang Tran Tuan Vu Nguyen Chi Hung Nguyen Van Phuong Nguyen Thanh Xuan We are currently studying course C0110, international Master of Business Administration (MBA) of ETC, Hanoi National University in education association with Griggs University (United States) We are doing research of the basic factors affecting production and business activities of Mekong Petroleum JSC (PetroMekong) to plan the business strategy of the Company during 2011-2015, vision to 2020 114 Please take a moment to answer the following relevant questions We highly appreciate your cooperation and ensure that your answers are only used for the research and will be kept secret II SCREENING 2.1 Company information Company name: Form of operation: Telephone: Fax: Address: 2.2 Respondent Profile: Full name: Position: Telephone: Email (if any): 2.3 / Mark (x) in the blank Have your Company/Enterprise been involved in the industry of petroleum trading and production? Yes (Continue) No 115 (Stop) III CONTENT Q1 During the petroleum business activities, could you tell us three companies that have the strongest competitive capability of your enterprise? (mark X in the Selected column) No The unit importing and distributing petroleum directly Selected Vietnam National Petroleum Corporation (Petrolimex) Mekong Petroleum Joint Stock Company (PetroMekong) Dong Thap Petroleum Trading Import Export Co (Petimex) Petrolimex Investment and Technical Trading Co (Petec) Saigon Petro Co., Ltd (SaigonPetro) Petro Vietnam Oil Corporation (PVOIL) Military Petroleum Company (Mipeco) Petrol Marine Trading Company (PMT) Thanh Le Petroleum Company Q2 Could you tell us which of the following factors are the major strengths of your enterprise at present? (mark X) No Strengths Selected 10 11 12 Human resources are professional, knowledgeable about the industry and the market Healthy and abundant finance Transit warehouse system over the whole MD Product quality control system is good (Vilas Room) Having a good relationship with the Corporation and Ministries, branches Diversified customers, good relationship with customers and local authorities Synchronized ISO 9000 Quality Management System Appropriate market segmentation Specialized means of transportation Company internal management and risk management are good Goods delivery service is good Signboard decoration service for outlets 13 14 15 Having gasoline blending license Diversified sources of goods (importing, producing, blending) Others (write down) Q3 Could you tell us which of the following factors are the major weaknesses of 116 your enterprise at present? (mark X) No Weaknesses Limited market share, sales depending on intermediaries Limited financial resources Means of transportation specialized for business is not yet satisfied Company internal management are not properly concerned Too few affiliated outlets retailing petroleum No marketing department in charge Company organizational structure is not lean Investment in the retail system is not interested Warehouse and shipping receiving dock are too small (< 15,000 tons) 10 Cost of product 11 Selected Others (write down) Q4 Could you weight the influences of the following internal factors (strengths and weaknesses) on your enterprise at present? Scoring: 10 represents a major weakness, 20 a minor weakness, 30 a minor strength, and 40 a major strength STT Internal factors Strength (choose 30 or 40), Weakness (choose 10 or 20) Human resources are professional, knowledgeable about the industry and the market Healthy and abundant finance Transit warehouse system over the whole MD Product quality control system is good (Vilas Room) Having a good relationship with the Corporation and Ministries, branches Diversified customers, good relationship with customers and local authorities Synchronized ISO 9000 Quality Management System Appropriate market segmentation Specialized means of transportation 10 Company internal management and risk management are good 11 Goods delivery service is good 12 Signboard decoration service for outlets 13 Having gasoline blending license 117 Scoring 14 Diversified sources of goods (importing, producing, blending) 15 Limited market share, sales depending on intermediaries 16 Limited financial resources 17 Means of transportation specialized for business is not yet satisfied 18 Company internal management are not properly concerned 19 Too few affiliated outlets retailing petroleum 20 No marketing department in charge 21 Company organizational structure is not lean 22 Investment in the retail system is not interested 23 Warehouse and shipping receiving dock are too small (< 15,000 tons) 24 Cost of product 25 Others Q5 Could you assign the weighted score of the following internal factors affecting (impacting) your enterprise at present? Scoring: from (not important) to 1.0 (very important) to each factor so that the total weighted score for all factors equals 1.0 Internal factors STT Human resources are professional, knowledgeable about the industry and the market Healthy and abundant finance Transit warehouse system over the whole MD Product quality control system is good (Vilas Room) Having a good relationship with the Corporation and Ministries, branches Diversified customers, good relationship with customers and local authorities Synchronized ISO 9000 Quality Management System Appropriate market segmentation 10 Specialized means of transportation 11 Goods delivery service is good 12 Signboard decoration service for outlets 13 Having gasoline blending license 14 Diversified sources of goods (importing, producing, blending) 15 Limited market share, sales depending on intermediaries Company internal management and risk management are good 118 Scoring 16 Limited financial resources 17 Means of transportation specialized for business is not yet satisfied 18 Company internal management are not properly concerned 19 Too few affiliated outlets retailing petroleum 20 No marketing department in charge 21 Company organizational structure is not lean 22 Investment in the retail system is not interested 23 Warehouse and shipping receiving dock are too small (< 15,000 tons) 24 Cost of product 25 Others (write down) Total 1,000 Q6 Could you weight how influential is the following competitive factors (environment) on your enterprise at present? Scoring: From 10 to 40 scores, in which 40 is the best response of the enterprise to the completive factor, 30 fairly good, 20 average and 10 the weakest response These ratings are based on the enterprise’s strategy effectiveness Competitive factors Scoring Price (wholesale) Market-wide distribution system Sources and types of goods Delivery method Delivery warehouse system, the timeliness Payment method, credit Quality management system Signboard decoration service HệHumanquản lý chất lượng thống resources 10 Specialized means of transportation 11 Trademarks 12 Others Q7 Could you weight how influential is the importance of the competitive factors (environment) on your enterprise at present? To assign the weighted 119 score from 0.0 (not important) to 1.0 (very important) for each factor so that the total weighted score equals 1.0 This weight indicates the relative importance of the factor to being successful in the enterprise’s industry Competitive factors Weighted score Price (wholesale) Market-wide distribution system Sources and types of goods Delivery method Delivery warehouse system, the timeliness Payment method, credit Quality management system Signboard decoration service Hệ thống quản lý chất lượng Human resources 10 Specialized means of transportation 11 Trademarks 12 Others Total 1.0 Q8 Could you tell us, during your petroleum business activities, which of the followings are the major opportunities (chances) (mark X) of your enterprise at present? Opportunities No Stable politics and society The state operating policies are becoming increasingly clear (price, tax, fee, etc.) Petroleum products are essential for social needs and the economy Demand for petroleum is more and more increased to meet the needs of economic development The capability of domestic petroleum production has increasingly developed, forward movement on gradual replacement of imported petroleum Petroleum products are very difficult to substitute at present and in the near future Economic growth rate (GDP) is remained 120 Selected Good and timely information Others (write down) Q9 Could you tell us, during your petroleum business activities, which of the followings are the major threats (mark X) of your enterprise at present? Threats No Monetary policy is unstable, and tends to be tightened The threat of inflation occurs, the policy to contain inflation appears The threat of the State’s intervention by administrative measures The threat of alternative product development (biomass, gas, nuclear, solar) Competition in the industry is increasingly fierce (the wholesalers importing petroleum) Procedure for granting license for petroleum outlet construction is difficult and complex Joining the industry from foreign petroleum enterprises (WTO integration) Reserve requirement on circulation has increasingly risen 10 Selected Others (write down) VND/USD exchange rate increase (Vietnamese Dong depreciated against the U.S dollar) Q10 Could you weight how influential the external factors (environment) are on your enterprise at present? Scoring: Form 10 to 40 scores, in which 40 is the best response of the enterprise to the completive factor, 30 fairly good, 20 average, and 10 the weakest response These ratings are based on the strategy effectiveness, business policies of the enterprise before the volatility of external factors External factors No Stable politics and society Economic growth rate (GDP) is remained The state operating policies are becoming increasingly clear (price, tax, fee, etc.) Petroleum products are essential for social needs and the economy 121 Scoring Demand for petroleum is more and more increased to meet the needs of economic development The capability of domestic petroleum production has increasingly developed, forward movement on gradual replacement of imported petroleum Petroleum products are very difficult to substitute at present and in the near future Good and timely information 11 Monetary policy is unstable, and tends to be tightened VND/USD exchange rate increase (Vietnamese Dong depreciated against the U.S dollar) The threat of inflation occurs, the policy to contain inflation appears 12 The threat of the State’s intervention by administrative measures 13 The threat of alternative product development (biomass, gas, nuclear, solar) 14 Competition in the industry is increasingly fierce (the wholesalers importing petroleum) Procedure for granting license for petroleum outlet construction is difficult and complex 10 15 16 17 Joining the industry from foreign petroleum enterprises (WTO integration) Reserve requirement on circulation has increasingly risen 18 Others (write down) Q11 Could you weight how influential is the importance of external factors (environment) on your enterprise at present? To weight the importance from 0.0 (not important) to 1.0 (very important) for each factor so that total weighted score equals 1.0 This weight indicates the relative importance of the factor to being successful in the enterprise’s industry External factors No Stable politics and society Petroleum products are essential for social needs and the economy Demand for petroleum is more and more increased to meet the needs of economic development Economic growth rate (GDP) is remained The state operating policies are becoming increasingly clear following market orientation, but under State management The capability of domestic petroleum production has increasingly developed, forward movement on gradual replacement of imported petroleum 122 Weight Petroleum products are very difficult to substitute at present and in the near future Monetary policy is unstable, and tends to be tightened VND/USD exchange rate increase 10 The threat of inflation occurs, and CPI rises 11 The threat of the State’s intervention by administrative measures 12 The threat of alternative product development (biomass, gas, nuclear, solar) 13 Competition in the industry is increasingly fierce (the wholesalers importing petroleum) Procedure for granting license for construction of petroleum outlets and warehouses is difficult and complex Joining the industry from foreign petroleum enterprises (WTO integration) Others (write down) Total 14 15 16 1,000 Q12 Could you tell us in the coming time which of the following strategies should the enterprise use? Number according to priority from (highest priority) to higher number Strategy Selected Market development Market penetration Product development (new products, high quality products) Forward integration Backward integration Horizontal integration Competitive strategy on wholesale price Strategy to strengthen advertisement and promotion Push strategy 10 Pull strategy 11 Combination between push and pull strategies 12 Others (write down) IV GENERAL QUESTIONS FOR TOP EXPERTS OF ENTERPRISES Q14 Could you tell us which of the followings are your current business results? (mark  in the respective boxes) 123 No Level Selected Insufficient to cover expenses Just sufficient to cover expenses Ratio of [profit/revenue]x100 is under 10%/year Ratio of [profit/revenue]x100 is under 15%/year Ratio of [profit/revenue]x100 is under 20%/year Ratio of [profit/revenue]x100 is under 25%/year Over 25% Q15 Could you tell us how influential is the world petroleum price increasing/decreasing abnormally on your enterprise’s business? (mark  in the respective boxes) Q16 When crude oil price is fluctuated, how is the response of your enterprise and your superior provider? (mark  in the respective boxes) Q17 How you evaluate on your business environment at your locality? (mark  in No Evaluation Excellent Good No Fairly good Very favorable Numbe Average Favorable r5 Weak Normal Difficult Very difficult Your company Supplier Evaluation Chosen Evaluation Chosen the respective boxes) No Numb er Very favorable Favorable Normal Difficult Very difficult Q18 According to you, nowadays, after VN joined WTO, how will the business environment of your enterprise have been being continued? (mark  in the 124 respective boxes) No Numb er Evaluation Chosen Very favorable Favorable Normal Difficult Very difficult Q19 Could you mark your enterprise according to the following factors (mark  in the respective boxes) Rating Ability to Human State’s operating Material mobilize capital No resources policies facilities, warehouse system Very good Fairly good Normal Not Good Bad Sincere thanks! Can Tho, _, 2010 Interviewers APPENDIX INTERVIEW QUESTIONNAIRE (Evaluation of experts for Competitive Profile Matrix (CPM)) Interview Form No.: , date / / Regions: The Mekong Delta province Name of interviewers: Le Thi Thanh Giang, Tran Tuan Vu, Nguyen Chi Hung, Nguyen Thanh Xuan, Nguyen Van Phuong 125 Starting time: Finish I General information: Names of interviewees Position: Employer II The core: At the corner of specialist fields of petroleum, please rank of the following factors for certain business enterprises to gasoline like? (1) biggest weakness, (2) the smallest weaknesses, (3) minimum strength, (4) greatest strengths No The competitive factor Q1 Petrolimex SaigonPetro Understanding the market and abroad Market share, market segmentation, distribution network Financial capacity Price, price competition The advantage of location Storage capacity, transportation The flexibility of the organization 10 11 12 Prestige brands Product Quality Concerned about the environment Corporate culture Other 126 PVOIL Petec Petimex Petromekong APPENDIX LIST OF EXPERTS TO BE INTERVIEWED No Full name Address TRAN TUAN VU 174 TRAN HUNG DAO-NINH KIEU-CAN THO TRAN THANH HUY 174 TRAN HUNG DAO-NINH KIEU-CAN THO NGUYEN HONG PHUC 174 TRAN HUNG DAO-NINH KIEU-CAN THO NGUYEN THONG MINH HAU GIANG BRANCH DIRECTOR, PETROEMEKONG TRAN VAN PHU SOC TRANG BRANCH DIRECTOR, PETROEMEKONG NGUYEN QUOC THAI TIEN GIANG BRANCH DIRECTOR, PETROEMEKONG TRAN HOAN VU 174 TRAN HUNG DAO-NINH KIEU-CAN THO TRUONG TUAN 12E NGUYEN HUU THO- BEN LUC - LONG AN TRUONG HUU QUYEN CA MAU BRANCH DIRECTOR, PETROEMEKONG 10 PHAN LONG HOI TRA VINH BRANCH DIRECTOR, PETROEMEKONG 11 LE PHAT TRUNG CAMPUCHIA BRANCH DIRECTOR, PETROEMEKONG 12 VU THI PHUONG LAN 174 TRAN HUNG DAO-NINH KIEU-CAN THO 13 HUYNH TAN MINH VINH LONG BRANCH DIRECTOR, PETROEMEKONG 14 PHAM VAN DIEN 174 TRAN HUNG DAO-NINH KIEU-CAN THO 15 DAO VAN NGOAN 174 TRAN HUNG DAO-NINH KIEU-CAN THO 16 DO ĐOAN TAN TAI 174 TRAN HUNG DAO-NINH KIEU-CAN THO 17 TRAN THIVAN 174 TRAN HUNG DAO-NINH KIEU-CAN THO 18 TRAN NGOC THANH CHIEF ACCOUNTANT, PETROMEKONG 19 DAM QUOC HOAN GENERAL DIRECTOR, PETROMEKONG 127 20 NGUYEN NGOC QUANG 174 TRAN HUNG DAO-NINH KIEU-CAN THO 21 LUU VAN NGUYEN DEPUTY GENERAL DIRECTOR, PETROMEKONG 22 LE HOA BINH BUSINESS MANAGER, PETROMEKONG 23 LE HUNNH VU 174 TRAN HUNG DAO-NINH KIEU-CAN THO 24 HO CONG DANH DIRECTOR, PETROMEKONG TRANSPORT ENTERPRISE 25 TRUONG TRUNG HIEU BAC LIEU BRANCH DIRECTOR, PETROEMEKONG 26 NGUYEN MINH THANH 174 TRAN HUNG DAO-NINH KIEU-CAN THO 27 NGUYEN THAI DUONG 174 TRAN HUNG DAO-NINH KIEU-CAN THO 28 TRUONG THI NGA DEPUTY GENERAL DIRECTOR, PETROMEKONG OFFICERS PRICE MANAGEMENT DEPARTMENT, MOF; DEPARTMENT OF POLICY, MINISTRY OF INDUSTRY 29 30 AND TRADE OFFICERS SAIGONPETRO, PETIMEX, PVOIL 128 ... Table 2-2 6: Grand Strategy Matrix 78 Table 3-1 : QSPM of PetroMekong Company: S-O Group 81 Table 3-2 : QSPM of PetroMekong Company: S-T Group 85 Table 3-3 : QSPM of PetroMekong Company: ... consumption yield during 201 0-2 015 as forecasted by PetroMekong in table 2-2 is as below: 36 Table 2-2 : Amount of PetroMekong’s petroleum consumption during 201 0-2 015 forecast period Year YF1: Petroleum. .. project of petroleum industry development during 200 6-2 010 also showed that the demand in Vietnam is about 8 0-1 0%/year during this period, 6-7 %/year during 201 1- 2020 and about 4-4 .5%/year during