National Economics University

AEP
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Strategy Management

Hà Nội, 9/2024
Business Strategy 2 test
Câu 1. Công ty CP PH có 3 đơn vị kinh doanh chiến lược (SBU) với các thông tin
cơ bản sau:

SBU A B C
Doanh số (tỷ đồng) 200 500 800
Thị phần của các đối thủ cạnh 25% – 20% 22% – 18% 28% – 20%
tranh mạnh trên thị trường – 16% – 12% – 10%

Doanh số toàn ngành (tỷ 1200 2500 2400

đồng)
Tốc độ tăng trưởng 18 12 5
của
ngành (%)

a. Hãy định vị các SBU của công ty lên ma trận danh mục vốn đầu tư phù
hợp?
b. Hãy lựa chọn chiến lược đầu tư cho các SBU của công ty?

a.

SBU A:
Revenue of company A: 200 billion
Market share of the biggest competitor: 25%
200
Market share of company A: 1200
x 100% = 16,67%
16 , 67 %
Relative market share: 25 %
= 0,67 (< 1)

Market growth rate: 18% (high)

=> Position: Question Mark

SBU B:
Revenue of company A: 500 billion
Market share of the biggest competitor: 22%
500
Market share of company A: 2500
x 100% = 20%
20 %
Relative market share: 22 % = 0,91 (< 1)
Market growth rate: 12% (high)
=> Position: Question Mark

SBU C:
Revenue of company A: 800 billion
Market share of the biggest competitor: 28%
800
Market share of company A: 2400
x 100% = 33,33%
33 ,33 %
Relative market share: 28 % = 1,19 (> 1)

Market growth rate: 5% (low)

=> Position: Cash cow

b.
Choose investment strategies and competitive strategies for the company’s
SBUs
- SBU A (Question Marks): Since this SBU has a low relative market
share but is in a high-growth industry, the company should be consider more
carefully whether to strengthen them or sell them. So the strategies
considered are product development, market penetration, market
development, or divestiture.
- SBU B (Question Marks): This is a business unit with a significant
market share in a high-growth industry. the company should be consider
more carefully whether to strengthen them or sell them. So the strategies
considered are product development, market penetration, market
development, or divestiture.
- SBU C (Cash Cows): With a large market share in a low-growth
industry, the company should be managed to maintain their strong position
for as long as possible. So the strategies suitable for this positions are product
development, and diversification.

Câu 2. Công ty CP X chuyên phân phối các sản phẩm tiêu dùng có 3 đơn vị
kinh doanh chiến lược (SBU):
SBU Mô tả
A Điện gia dụng Các loại đèn…
B Nội thất văn phòng Bàn, ghế, tủ…

C Dịch vụ trang trí nội thất văn phòng Thiết kế, thi công…

SBU A B C
Doanh số (tỷ đồng) 150 630 520
Thị phần của các đối thủ cạnh 40% – 18% – 22% 35% – 26% –
tranh mạnh trên thị trường 12% – 19%
20%
–
18%
Doanh toà ngành (tỷ 1680 3560 3000
số n
đồng)
Tốc tăng trưởng của 11 14 15
độ
ngành
(%)
 a. Hãy định vị các SBU của công ty lên ma trận danh mục vốn đầu tư phù
hợp?
b. Hãy lựa chọn chiến lược đầu tư và chiến lược cạnh tranh cho các SBU của
công ty?

a.
SBU A:
Revenue of company A: 150 billion
Market share of the biggest competitor: 40%
150
Market share of company A: 1680
x 100% = 8,93%
8 , 93 %
Relative market share: 40 % = 0,22 (< 1)

Market growth rate: 11% (high)

=> Position: Question Mark

SBU B:
Revenue of company A: 630 billion
Market share of the biggest competitor: 22%
630
Market share of company A: 3560
x 100% = 17,7%
17 ,7 %
Relative market share: 22 % = 0,8 (< 1)

Market growth rate: 14% (high)

=> Position: Question Mark

SBU C:
Revenue of company A: 520 billion
Market share of the biggest competitor: 35%
520
Market share of company A: 3000
x 100% = 17,3%
17 ,3 %
Relative market share: 35 % = 0,4 (< 1)

Market growth rate: 15% (high)

=> Position: Question Mark
 C

b.
Choose investment strategies and competitive strategies for the company’s SBUs
- SBU A (Question Marks): The company should consider whether SBU A
has the potential for market share growth. If there’s potential, the company could
invest more to increase market share. If not, divestiture could be an option.
- SBU B (Question Marks): This is a business unit with a significant market
share in a high-growth industry. the company should be consider more carefully
whether to strengthen them or sell them. So the strategies considered are product
development, market penetration, market development, or divestiture.
- SBU C (Question Marks): This is a business unit with a significant market
share in a high-growth industry. the company should be consider more carefully
whether to strengthen them or sell them. So the strategies considered are product
development, market penetration, market development, or divestiture.
Problem 1: Hoàng is the CEO of a small size company in Hai Phong, a small
(could be big!!!!) city in the North of Vietnam. In the beginning of 2023, the
demand of DVD player was very high. Thus, he decided to import a lot of products
for selling on Tet holiday. Unfortunately, sales were so droopy in the beginning of
2024. Inventory was high. What should Hoang do? (Use any strategic tools to
solve this problem)
Based on Porter's Five Forces Analysis:
Bargaining power of buyers: Assess the power of customers to negotiate prices
and terms.
Bargaining power of suppliers: Evaluate the power of suppliers to dictate terms
and raise prices.
Threat of new entrants: Assess the potential for new competitors to enter the
market.
Threat of substitute products: Evaluate the availability of substitute products that
could replace DVD players.

Based on SWOT Analysis:

Strengths: Identify the company's strengths, such as existing customer base, brand
reputation, or relationships with suppliers.
Weaknesses: Analyze the company's weaknesses, such as high inventory costs or
lack of expertise in the DVD player market.
Opportunities: Explore potential opportunities, like emerging markets or new
product lines.
Threats: Identify external threats, such as economic downturns, technological
advancements, or increased competition.

Intensity of rivalry: Assess the level of competition among existing players in the
market.

Potential Solutions Based on Analysis:

Based on the SWOT and Porter's Five Forces analysis, Hoàng might consider the
following strategies:
Inventory Management:
 Liquidation: Sell the excess inventory at a discounted price.
 Bundling: Bundle DVD players with other products to increase sales.
 Donate: Donate the excess inventory to charities or organizations.

Market Penetration:
  Price reduction: Offer discounts or promotions to stimulate demand.
 Targeted marketing: Focus on specific customer segments or regions with
higher demand.
 Salesforce training: Improve sales team skills to increase sales effectiveness.

Product Diversification:
 Introduce new products or services related to DVD players
 Explore emerging technologies like streaming devices or gaming consoles.

Market Expansion:
 Expand into new markets or regions where demand for DVD players might
be higher.
 Explore online sales channels to reach a wider audience.