-0- TABLE OF CONTENTS Page TABLE OF CONTENTS………………………………………………… LIST OF FIGURES/TABLES…………………………………………… FOREWORDS…………………………………………………………… CHAPTER I : THEORY FOUNDATION CORE OF STARTEGY AND STRATEGY PLANNING PROCESS… 1.1 Core of strategy 1.1.1 Strategy viewpoints 1.1.2 Definition of types of strategies …………………………… 1.1.3 Features of business strategy ………………………………… 1.1.4 Strategy establishment process ……………………………… 10 1.2 Strategy planning ……… ………………………… 11 1.2.1 Analyzing external environments …… ……………………… 13 1.2.2 Analyzing internal environment of enterprises ……………… 19 1.2.3 General model of internal and external analysis (SWOT)…… 21 CHAPTER II : ANALYZING THE SITUATION OF HANDICO5… 29 2.1 Introduction on HANDICO5…………………………… 29 2.1.1 General information ………………………………………… 29 2.1.2 Organizational structure and management structure 31 2.1.3 Business results period 2008 – 2010 32 2.1.4 General commnets on the business situation 33 2.1.5 Business situation via projects in progress 35 2.2 Analyzing the external environments ……………………… 36 2.2.1 Analyzing macro - environment (PEST)………………… 36 2.2.2 Analyzing branch environment (Five forces)……………… 43 2.2.3 Building matrix of external factor evaluation (EFE Matrix)… 51 2.3 Analyzing internal environment under value chain model 53 2.3.1 Supporting activities ………………………………………… 53 2.3.2 Main activities ……………………………………………… 56 2.3.3 Setting up matrix of internal factor evaluation (IFE Matrix) 58 2.4 I – E Matrix………………………………………………… 60 CHAPTER III: BUSINESS STRATEGY PLANNING FOR HANDICO5 (PERIOD 2011 – 2015)………………… 61 3.1 Definition of missions, visions and operation principles…… 61 3.1.1 Missions………………………………………………………… 61 3.1.2 Vision…………………………………………………… 61 3.1.3 Operation prinples 61 3.1.4 Influence of Handico Strategy on Handico5…………………… 61 3.2 Targets up to 2015………………………………………… 62 3.3 SWOT Matrix – Selected business strategies………………… 62 3.4 Selection of the optimal business strategies 64 3.5 Some solutions for the performance of the selected business strategy……………………………………………………….… 66 3.5.1 Definition of the target markets………………………………… 66 3.5.2 Solutions on technology …………………………………… 67 3.5.3 Solutions on finance and sales ………………………………… 69 3.5.4 Developing brand name …………………………………… 70 3.5.5 Solutions on human resources ………………………………… 71 3.5.6 Groups of solutions for internal organization during the strategy performance …………………………………………………… 3.6 72 Limitation of the research and the orientation of the research in the future 73 3.6.1 About the geographical position for reseach 73 3.6.2 About references 73 3.6.3 Analyzing time 74 3.6.4 Targets 74 3.6.5 The following reseach trennds 74 CONCLUSION AND RECOMMENDATIONS ……………………… 75 REFERENCES ………… 76 APPENDICES ……………………………………………………… 78 LIST OF FIGURES No Code Figure Name Emergent Strategies and deliberate strategies 1.1 1.2 Components of strategy establishment process 1.3 Foundations of company mission formation 1.4 Strategy establishment process 1.5 Model of Michael Porter of competition forces 1.6 Diagram of Value chain Organizational structure of HANDICO5 2.1 Simulation of savings level of shaped concrete technology 3.1 3.2 Orientation of organizational structure of HANDICO5 period 2011-2015 Page 10 11 13 16 21 31 68 73 LIST OF TABLES No Code 1.1 1.2 1.3 1.4 1.5 2.1 2.2 2.3 2.4 2.5 2.6a 2.6b 2.7 2.8 2.9 2.10 2.11 2.12 3.1 3.2 3.3 Tables Name Matrix of external factors of enterprises (EFE) Internal factor evaluation matrix (IFE) Diagram of SWOT matrix Quantitative matrix with GREAT criteria Sources of competition advantages and basic competition strategies Share ownership structure of HANDICO5 Some criteria of business operations of HANDICO5 2008 2010 Some financial index of HANDICO5 period 2008 - 2010 Some projects in progress by HANDICO5 2008 - 2010 Comparison table of some business criteria of HANDICO5 with its existing competitors Customer objects of HANDICO5 Classification of Customer objects Customer objects of HANDICO5 Customers’ features of HANDICO5 Demand on input supply of HANDICO5 Matrix of external factor evaluation on HANDICO5 (EFE) Analyzing infrastructure of HANDICO5 Analyzing human resources of HANDICO5 Table of analysis and comparison of HANDICO5 with competitors Matrix of internal factor evaluation of HANDICO5 (IFE) Business criteria of HANDICO5 period 2011-2015 SWOT matrix for HANDICO5 Quantitative matrix under GREAT criteria Page 15 23 24 25 27 32 32 33 35 45 47 48 49 52 54 55 57 59 62 63 65 Forewords Strategy planning is a process to define the huge direction for an enterprise on its changes, improvement, development and setting up its competitive advantages Application of strategy is mostly the “individual story” of large enterprises There are a lot of researches show that strategy planning has a close relation with the financial efficiency of small and middle sized enterprises (SMEs) but up to now, many small and middle sized enterprises has ignored their attention in this issue Over nearly 20 years performance of economic innovation policies, SMEs have archived wonderful successes, step by step stated their roles in the economy However, every year, there are hundreds of SMEs coming the bankrupts or “disappearance” in the market There are a lot of reasons for this, but one of them is lack of strategic thinking, which starts by the shortage capacity of business strategy planning and ends by a failure in the development of a control system to remain their business success This research is targeted to give a new plan in the business policy of an enterprise working in real estate in Hanoi The selected enterprise is Hanoi Housing Development and Investment Company No – HANDICO5, an enterprise in Joint Stock Company (a popular form of enterprises now), which is a SME and started by a State owned one The research tries to analyze the general situation of the economy, development trend and changes in the market, strengths and weakness of HANDICO5 and the relation with other enterprises, applying suitable theories of administration, especially strategic administration to give the directions and orientations for the business strategy of HANDICO5 period 2011-2015, to meet the continuous development of the competitive and affective factors By this way, the performance of the optimization of benefits of shareholders as well as of customers shall be made By the practical situation of the enterprise and limitation in time, the research only takes into the planning process of the business strategy from 2011 to 2015 of HANDICO5 in which it concentrates to define the targets and the most suitable market segment should be followed by HANDICO Therefore, the enterprise image shall be built as well as business development shall be set up clearly The shortages in this research can not be ignored and they are not expected We hope that we will receive more instructions of Professions, teachers and researchers and colleagues for the completion of the research and for the development of HANDICO5 in the future, and further it shall be for the construction and development of the real estate, and improvement of our knowledge, the members in this research Hanoi, September 2011 Group 7, GaMBA01.N06 CHAPTER I THEORY FOUNDATION 1.1 Core of strategies 1.1.1 Strategy viewpoints According to Alfred Chandler [2], strategy: “is the establishment of basic long-term targets of an enterprise, and the performance of action programs as well as the distribution of necessary resources to meet such targets” The most impressive ideology expressed in the Chandler’s definition is the rational planning, the enterprise is descibed under the form that it can select its owned purposes, define its action programs (strategy) to complete these purposes, distribute respecitve resources Similarly, James B.Quinn [12] defined strategy as “the model or plan of an organization to combine main targets, policies and action schedule in an uniform way” Even though there are many attractive points, planning – based definitions still get some opposite feedback that this approach impliedly accepts an incorrect asumption as strategy is the expected result of a plan The definitions focus on aspects of a plan However, they leave out that strategy of a company can be raised from the company not via any formal plans (refer to figure 1.1) That means, Company’s strategy can be proposed by a staff, even it is not planned In fact, Company’s strategy can be given by unforecasted conditions By this way, Company’s strategy is a model in the flow of decisions and action programs Models can be resulted by any strategies – designed strategies or unplanned strategies which bring success and become more suitable than the planned ones Figure 1.1 - Emergent Strategies and deliberate strategies Realized strategies Deliberate strategies Planned strategies Unrealized strategies Emgergent strategies (Sources: H Mintzberg, J Lampel, J.B Quin, S Ghoshal, The strategy process, Pearson Education Limited, 2003, P.5.) To sum up, Strategy is a series of decisions for the development and changes in internal essences of an enterprise This view makes the real value of the strategy in clarity: Strategy not only supports for the success of the enterprise in its competition but also it pushes the enterprise in its development 1.1.2 Definitions of kinds of strategies [4] a) Corporate-level strategy Corporate-level strategy defines the business line (or business lines) being taken or shall be taken by the Company, how each line shall be taken (e.g incorporation with other branches of Company or taken in the independent business, or in capture or new investment, which lines shall be remained, which lines shall be leaved out and which new lines should be taken) and its relation with the society, or in other words, Corporate-level strategy is the selection of business lines Thereof, the Company should give the development trend for single business units or multi business units b) Business-level strategy or Business strategy Business strategy: is the determination of an enterprise to compete in an identical sector or a defined line For sustainable development in any sectors, it is necessary to set up its competitive advantages in comparison with other competitors, therefore, business strategy shall be considered as the competitive strategy Competitive strategy of an enterprise is the way to set up its valuable position in this sector It covers a wide vision (including actual meaning and implied meaning) in customers in its service and how to bring its value to customers However, a competitive strategy is not only a vision but also it is the combination of certain actions and detailed processes in the operation of an enterprise, which creates special values for customers Therefore, strategy shall regulate operations of an enterprise and efforts of the enterprise shall push the potential advantages Corporate –level strategy defines how the enterprise complete its functions (so, it shall help for the completion of Company’s strategy) in its business sector Business –level strategy plays the same importance with single sector enterprises as well as specific enterprises in multi-sector enterprises c) Function-level strategy Function –level strategy shall support for Company’s strategy and business strategy For single sector enterprises and each business of multi-sector enterprises, function – level strategy is similar Function-level strategy shall create the foundation for others such as marketing strategy, financial strategy, R&D strategy, operation strategy to improve the competitive strategy of the enterprise and define actions and process to get advantages given by this competitive advantages d) Global strategy Nowadays, on the global market and global competitions, in order to get the competitive advantages as well as optimize the operation results of a company, it is necessary to enlarge its operations over the local boundary It means that Company should consider other global strategies which it can follow Benefits and expenses to widen the market over the local countries shall be evaluated and considered to select the strategy 1.1.3 Features of Business strategy [4] Strategy viewpoints have not found the common points However, in any aspects, in any periods, strategy has remained its typical features which reflect the core of the strategy of an enterprise The main features of strategy as follows:  Business strategy should define the main targets should be caught in each period and applied in all aspects, all levels of business and production activities of an enterprise  Business strategy of an enterprise should be reflected in a continuous process from the construction to implementation, testing and evaluation, adjustment and performance of each planned target  Business strategy should mobilize and develop the use of enterprise’s resources (labor, capital, techniques, and technologies, etc), develop all advantages, catch changes to get the competitive advantages in the market CONCLUSION AND RECOMMENDATIONS Setting up a business strategy plays an important role in any enterprises, especially in strong competition of the openning economy and global financial and economic crisis Under this context, setting up a business strategy for stability and development of HANDICO5 is very necessary By studied theories on strategies and collected data from the market as well as reference of Companies in real estate sector, the thesis “Business strategies of Handico5 period 2011-2015” deals the materiality of strategy planning in the existing context and demand on stability and development of Company Even this thesis only studies, analyzes some strategic issues of Company for the stability and development of business in a certain peirod but the introduced solutions and recommendations are practical for management agencies as well as other ones in real estate sector in the context of threats and opportunities 75 REFERENCES Pham Lan Anh (2000), Strategy administration, Scientific and Technical Publishing House; Chandler, A (1962), Strategy and Structure.Cambrige, Massacchusettes MIT Press; Fred R, David (2000), Definitions on Strategy administration (translation version), Statistical Publishing house; Garry D, Smith and Danny R, Arnold, (2003), Business strategy and policy (translation version) Statistical Publishing house; Hoang Van Hai (2001), “Innovation of strategy planning process of State owned enterprises of our country”, PhD thesis; Hoang Van Hai (Chief author), (2010), Strategy administration, Vietnam national university publisher, Hanoi; Dao Duy Huan (2004), Business strategy in economic globalization, Statistical Publishing house; Johnson, G and Scholes, K (1999), Exploring Corporate Strategy, 5th Ed Prentice Hall Europe; Michael E, Porter (2008), Competition advantages, (translation version) Tre Publishing House; 10 Michael E, Porter (2009), Competitive strategies, (translation version) Tre Publishing House; 11 Philip, Kotler (2003), Marketing administration, translated by: Vu Trong Hung, Statistical Publishing house; 12 Quinn, J., B (1980), Strategies for Change: Logical Incrementalism Homewood, Illinois, Irwin; 13 Raymond, Alain THIETART (1999), Enterprise strategies (translation version) Youth Publishing House; 76 14 Le Van Tam (Chief author) (2000), Textbook of Strategy administration, National Economic University Statistical Publishing house; 15 Pham Thi Ngoc Thuan (2004) Business strategy and internal enterprise planning Scientific and Technical Publishing House; 16 VNEconomy; 17 Investment news; 18 Report on Hanoi capital planning up to 2030 and vision to 2050 – Urban Development Department – Ministry of Construction (MOC), POSCO E&C CO., LTD, JINA Architects., Ltd, Vietnam Institute of Architecture, Hanoi Institute of Architecture and Planning, 07/2011; 19 Nguyen Tran Nam, Deputy Minister of MOC (15/5/2010) – The whole picture of real estate in Vietnam of 2009and trends for 2010; 20 Prof Scientific PhD Dang Hung Vo (2011) – Real estate market of the early 2011, the following situation and operation should be made immediately; 21 Report of Quarter IV/2010 (06/01/2011) of CB Richard Ellis Vietnam Company; 22 Report on real estate of Vietnam in 2011 (01/2011) of CAFELAND; 23 Report on real estate business of Rong Viet Securities (22/09/2010) 24 Audited financial reports of HANDICO5, VIMECO, HUD3, and SD12 (2008, 2009, and 2010) 77 APPENDICES APPENDIX Experts Interview On urban management and real estate business During the research of “Business strategies of Handico5 period 2011-2015“, the research group received the valuable support from experts on real estate business, enterprises and urban management experts, financial and banking experts, famous and experimented architects Architect Pham Cao Nguyen Chairman of Hanoi Architects’ Association PhD Duong Duc Tuan Deputy Director of Hanoi Planning and Architecture Department PhD Trinh Kien Dinh The former Deputy Director of Hanoi Natural Resources and Environment Engineer Nguyen Quoc Tuan Deputy Director of Hanoi Department of Construction Engineer Ngo Xuan Hong The former President of HANDICO Engineer Nguyen Hiep The former President of HUD Engineer Tran Van Can Director of HANDICO5 MA Nguyen Kim Hau Deputy General Director of AGRISECO We would like to send our warmly thanks for the support of experts Practical comments and experiment getting from You help us give the comprehensive view on the real estate market of Hanoi, therefore we can set up the best business strategy for the next time By this way, we have completed our assignment well Group – GaMBA01.N06 78 APPENDIX INFORMATION ON EXTERNAL FACTORS A Information on information provider: Specialty of Mr./ Mrs.: Construction Finance Bank State management Technology Investment B Suggest contributing your opinions about some issues related to the business lines of Handico 5: construction and real estate Specify aspects of political life for past time affecting your activities, thereby, please specify ability and influence of these aspects on construction and real estate trading in general and Handico in particular (Specify 2-5 factors – If use terms, please analyze to clarify concepts) In your opinion, how shall the political life be changed in next time, whether to affect business line of Handico or not? (Specify 2-5 factors – If use terms, please analyze to clarify concepts) The global economy has undergone crisis for many years Although Vietnam’s economy is affected, enterprises and the whole society have actively operated to create common stability Can you show main features about recent economy and forecast for next time? How such changes result in difficulties and advantages for Handico as well as construction – real estate trading sector? (Specify 2-5 factors – If use terms, please analyze to clarify concepts) Environmental issues for past time are hot in the world and Vietnam Can you tell your judgments about the most essential aspects to describe relation between environmental changes and your business activities as well as business activities of Handico for next time? (Specify 2-5 factors – If use terms, please analyze to clarify concepts) Social change in Vietnam has been developed promptly, orientated well and obtained active results Can you tell your judgments about the most essential aspects to describe relation between social parameters and your business activities as well as business activities of Handico for next time? (Specify 2-5 factors – If use terms, please analyze to clarify concepts) 79 In your opinion, how does technology shift affect your business activities as well as business activities of Handico for next time? Can you describe trends and main achievements in construction – real estate trading section in next time? Can you tell notes of the sector? Can you show your specific opinions about Segmentation, market value, key capacity and labor factor of the advanced enterprises in the sector? (INTERVIEWER SHALL BE QUESTIONS THE FOLLOWING PART AFTER THE ABOVE FACTORS ARE SUMMARIZED) Therefore, we total up a series of factors affecting activities of the sector and Handico Can you approve and show your opinions? How can you evaluate contributions to influence to the overview and Handico for each factor? (Note the total of these factors shall be equal to 100% and no factor shall be equal to 0% ) With status of Handico 5, please specify your evaluation for each factor (Score 1-4; 1: very difficult – needed to avoid, 2: difficult – needed to take measures, 3: relative advantageous, but needed to take measures, 4: very advantageous and needed to grasp) 2 2 10 If any, please specify opinions to analyze most important factors 80 3 3 4 4 APPENDIX INFORMATION ON INTERNAL FACTORS OF HANDICO A Information on information providers: In daily activities, you send your reports directly to whom: Director Head of department Others How often you report: Everyday once per week Once per month What is your specialty? : Market Finance Personnel quality Technology business B For comprehensive evaluation on company’s operation, please show your opinion on some activities of Handico5: What are the main problems and factors you focus, directly or in cooperation to deal to complete your tasks and perform the Handico 5’s targets (Please state to 10 factors – if any special terms, give the explanations for them) _ _ In your opinion, How many percent of efforts to complete each factor in the success of Handico 5.( Please note that the total of them shall be 100% and no one is stated at 0% ) _ _ In reference with the existing situation of Handico5, please give your evaluation on each stated factor (please mark from to 4, : very weak – should improve, 2:weak – necessary to improve, 3: fair, should improve , good) _1 _1 _1 _1 _1 4 If any, please give your analyzing ideals on factors which are thought to be the most important ones by you 81 APPENDIX Greetings from the HANDICO5, 2010 (Quote Capacity Profile of HANDICO5) 82 APPENDIX LIST OF CONSTRUCTION EQUIPMENTS OF HANDICO5 2010 (Quoted from the Capacity Document of HANDICO5 2010) No I Equipment CONSTRUCTION MACHINES Q’ty Origin Sign Ownership 03 Korea, China POTAIN744CS CMAX Company 03 Korea KUMKANG LIFTEX Company 09 pcs Vietnam Viet phat, Hoa Phat Company 200-350 litres 10 psc China Company Specification Height 80100m Q= 10T Height 70100m Q= 1000kg Height 3660m Q= 5001000kg Tower crane Cage transport Pole transport Concrete mixer Vibrator cylinder 1,5 KW 15 pcs Japan Company Small compactor Gasoline motor 05pcs Japan Company Plate compactor 1,11 KW 10 pcs Japan Company Huyndai trucks Q= 1,5T 01 pcs Korea Company II OTHER EQUIPMENTS Electronic tachometer NPR 350 + concrete gun Gasoline pump Kaslin GX 160 Japan Construction scaffolding Scaffolding lamination 1,2 Shaped steel scaffolding Company Japan 01 pcs NPR350 Japan Company Kaslin GX Company Hoa Phat, Thai Hung, Phat Company 78m3/h 01 pcs 5500 m2 55sets Vietnam 1,2 800m2 Vietnam 10000 m2 10000m2 Vietnam Hoa Phat, Thai Hung, Phat Company 40 sets 4800 m2 Vietnam Hoa Phat, Duc Phat Company 10 TQ – HQ Company 08 Vietnam Company A formworks Water pumps Welding machines Supporting columns: Single columns Improved columns: 10 Steel cutting machines 2,12 KW 04 11 Gasoline pump 78 m3/h 01 12 Steel bending machines 24 KVA 100pcs 800colu mn 04 83 Vietnam China Korea China Company Hoa Phat HANDICO Company Company Company Company 13 14 III Air compressors Supporting columns + Improved scaffolding and formworks OTHER EQUIPMENT IN JOINT-VENTURE Cast –in –plate drilling machine Cast –in –plate drilling machine Cast –in –plate drilling machine 02 Japan Height 2,74,5m 1500 m2 Vietnam Dmax: 1,2m 01 Japan Dmax: 1,8m 01 Dmax: 2,2m 01 ITALIA SOILMEC Joint-venture Germany Company HANDICO HITACHI KH – 100D BAUER BG – 15 Company Joint-venture Joint-venture Sprocket crane 50 tons 01 Japan K – 100 Joint-venture Sprocket crane 50 tons 01 Japan SUMITOMO Joint-venture Pneumatic crane 14 tons 01 Russia KC – 3577 Joint-venture Tower crane tons 01 Swedish LINDEN Joint-venture Tower crane tons 01 Swedish KROLL – 81 Joint-venture Dump truck – 12 tons 03 Russia MAZ_KAMA Joint-venture 10 Body truck 16 tons 01 Russia MAZSOWMI Joint-venture 11 Crawler excavator 8m3/buckets 01 Japan KOBELCO Joint-venture 12 Wheel loader 0,65m3/bucket 01 Japan KOBELCO Joint-venture 13 Tilt excavator 2,4m3/bucket 01 Japan KAWASAKI Joint-venture 14 Diezel hummer 4,5 tons 01 Japan MITUBIHIM M43 Joint-venture 15 Diezel hummer 3,5 tons 01 China D35 Joint-venture 16 Dozer 04 Russia DT75T130 Joint-venture 17 Dozer 100HP 01 Japan KOMATSU Joint-venture 18 Dozer 80HP 01 Japan KOMATSU D53 Joint-venture 19 Dozer 180HP 01 The USA CATEPILLAR Joint-venture 20 Vibrator 25 tons 01 Germany BOXER 111 Joint-venture tons 01 Japan SAKAI Joint-venture 130 tons 01 Japan KGK 130 Joint-venture 7,5m 01 Germany VOGEL Joint-venture 135HP 01 Japan MISUBISHI Joint-venture 21 22 Iron wheeled static vibrator Sheeting pile static compressor 23 Asphalt distributor 24 Motor grader 84 APPENDIX 6a SIMULATION DESIGN Plan of the apartment 78,2 m2 Plan of the apartment 60 m2 85 APPENDIX 6b SIMULATION FURNISHED OF THE APARTMENT Apartment perspective Lobby perspective Living room perspective Kitchen perspective Bedroom perspective 01 Bedroom perspective 02 86 APPENDIX Simulation efficient of Financial solutions and Sales methods Simulation Data Investment ratio for infrastructure Investment ratio for design Investment ratio for construction Investment ratio for equipments Investment ratio for interior Average Investment ratio for Price analysis Expected profit (2011) Business price Market price In currency flow At contract signature Hand-over Warranty Out currency flow Commencement At contract signature Hand -over Payment of bonds(2011) Effective currency flow Profit ratio TABLE SIMULATIONS Raising Prices Ratio Capital Tradition 2,980,000 120,000 Compare the effects 1.400 1.000 6,250,000 1,200,000 800,000 18,859,600 Investment Bonds 1.848 1.848 1.000 70% 25% 5% 23% 73% 4% 14% 35% 22,631,520 30,552,552 22,631,520 15,842,064 5,657,880 1,131,576 18,859,600 4,292,000 13,767,600 800,000 3,771,920 88% 87 20% 25,460,460 30,552,552 25,460,460 24,187,437 1,273,023 20,899,064 4,292,000 13,767,600 800,000 2,039,464 4,561,396 106% 2,828,940 2,039,464 789,476 18% APPENDIX INDEX OF THE SAME BUSINESS SECTOR Financial Index Code Mrk Cap 13/09/10 Revenue 2009 EaT 2009 ROA 2009 ROE 2009 6M/2010 Revenue Billion VND VIC HAG KBC ITA SJS PDR DIG QCG BCI NTL KDH HDG ITC TDH NBB NVT LHG HDC IJC PVL 23.138 22.047 9.852 6.654 6.300 4.661 4.704 3.465 2.963 2.181 1.925 1.782 1.686 1.420 1.267 1.162 1.010 940 987 1.045 1,974 4,365 1.050 1,203 1,115 492 1,631 328 441 1.380 123 573 685 481 343 201 369 305 234 76 1,102 1,287 677 429 705 146 578 123 207 530 45 190 109 299 94 166 77 98 55 7,7% 10,6% 7,4% 5,9% 23,5% 3,9% 16,0% 4,7% 6,8% 45,3% 3,8% 18,7% 3,7% 16,3% 5,5% 0,8% 17,0% 9,9% 9,4% 7,2% 53,3% 27,3% 20,6% 8,5% 39,9% 9,9% 25,2% 16,5% 17,4% 95,1% 5,9% 50,3% 8,3% 24,0% 15,2% 1,5% 36,3% 38,2% 14,6% 9,4% 288 2,381 564 1,177 473 801 475 237 278 485 346 162 283 154 103 156 96 247 119 45 Trailing P/E EaT % 26% 35% 25% 41% 20% 62% 24% 22% 31% 29% 61% 21% 28% 22% 19% 18% 23% 43% 35% 5% Billion VND 145 1,048 253 203 254 112 129 64 104 243 107 64 63 99 20 43 36 61 51 17 P/BV % 57% 47% 28% 40% 34% 34% 26% 18% 37% 46% 53% 25% 32% 44% 18% 35% 21% 43% 41% 22% 30 13,2 10,6 9,0 6,3 29,8 7,5 13,7 13,5 3,9 31,9 9,3 12,0 5,2 12,8 169,9 6,0 8,8 10,0 19,0 5,1 3,2 2,8 1,2 3,6 3,1 2,0 2,7 2,4 2,7 2,3 3,7 0,9 1,1 1,8 1,6 2,4 3,4 1,6 2,0 Nguồn:VDSC 88 APPENDIX HANOI POPULATION BY URBAN/RURAL RESIDENCE, SEX AND DISTRIC 1/4/2009 Code Total Administration Urban Rural Total Hà Nội Male Female Total Male Female Total Male Female 6.451.909 3.170.062 3.281.847 2.644.536 1.290.233 1.354.303 3.807.373 1.879.829 1.927.544 Ba Đình 225.910 109.423 116.487 225.910 109.423 116.487 - - - Hoàn Kiếm 147.334 71.507 75.827 147.334 71.507 75.827 - - - Tây Hồ 130.639 63.921 66.718 130.639 63.921 66.718 - - - Long Biên 226.913 112.065 114.848 226.913 112.065 114.848 - - - Cầu Giấy 225.634 105.875 119.768 225.643 105.875 119.768 - - - Đống Đa 370.117 178.608 191.509 370.117 178.608 191.509 - - - Hai Bà Trưng 295.726 145.336 150.390 295.726 145.336 150.390 - - - Hoàng Mai 335.509 167.476 168.038 335.509 167.476 168.033 - - - Thanh Xuân 223.694 108.541 115.153 223.694 108.541 115.153 - - - 16 Sóc Sơn 282.536 142.041 140.495 3.979 1.998 1.981 278.557 140.043 138.514 17 Đông Anh 333.337 159.099 174.238 22.757 11.602 11.155 310.580 147.497 163.083 18 Gia Lâm 229.735 111.201 118.534 33.421 15.783 17.638 196.314 95.418 100.896 19 Từ Liêm 392.558 199.190 193.368 27.045 13.389 13.656 365.513 185.801 179.712 20 Thanh Trì 198.706 98.999 99.707 11.578 7.270 7.308 184.128 91.729 92.399 250 Mê Linh 191.490 94.648 96.842 24.042 11.953 12.089 167.448 82.695 84.753 268 Hà Đông 233.136 114.492 118.644 135.287 66.730 68.557 97.849 47.762 50.087 269 Sơn Tây 125.749 61.979 63.770 66.517 32.377 34.140 59.232 29.602 29.630 271 Ba Vì 246.120 122.534 123.586 12.790 6.341 6.449 233.330 116.193 117.137 272 Phúc Thọ 159.484 77.853 81.631 7.040 3.418 3.622 152.444 74.435 78.009 273 Đan Phượng 142.480 70.434 72.046 8.624 4.205 4.419 133.856 66.229 67.627 274 Hoài Đức 191.106 94.380 96.726 5.110 2.522 2.588 185.996 91.858 94.138 275 Quốc Oai 160.190 78.573 81.617 12.188 5.958 6.230 148.002 72.615 75.387 276 Thạch Thất 177.545 87.648 89.897 5.746 2.838 2.908 171.799 84.810 86.989 277 Chương Mỹ 286.359 141.659 114.700 37.081 18.444 18.637 249.278 123.215 126.063 278 Thanh Oai 167.250 83.176 84.074 5.859 2.861 2.998 161.391 80.315 81.076 279 Thường Tín 219.248 108.205 111.043 6.856 2.898 3.958 212.392 105.307 107.085 280 Phú Xuyên 181.388 89.105 92.283 14.698 7.362 7.336 166.690 81.743 84.947 281 Ứng Hoà 182.008 88.335 93.673 12.823 6.259 6.564 169.185 82.076 87.109 282 Mỹ Đức 169.999 83.759 86.240 6.610 3.273 3.337 163.389 80.486 82.903 Source: http://www.gso.gov.vn - 89 - ... infrastructure of HANDICO5 Analyzing human resources of HANDICO5 Table of analysis and comparison of HANDICO5 with competitors Matrix of internal factor evaluation of HANDICO5 (IFE) Business criteria of HANDICO5 ... of HANDICO5 Classification of Customer objects Customer objects of HANDICO5 Customers’ features of HANDICO5 Demand on input supply of HANDICO5 Matrix of external factor evaluation on HANDICO5 ... Tel: (8 4-4 ) 3828 353 0/ 3923 0607 Fax: (8 4-4 ) 3923 0607 Hanoi Housing Development and Investment Company No .5 – HANDICO5 (integrated by Hanoi Housing Development and Investment Company and Construction