TRAINING PROGRAM
Global Advanced Master of Business Administration


CAPSTONE PROJECT PROPOSAL
STRATEGY PLANNING OF ANH KHAI KY LIMITED
COMPANY IN THE PERIOD OF 2011 - 2015

MEMBERS OF TEAM:
- Nguyen Phu Cuong
- Nguyen Thanh Manh
- Nguyen Đinh Quang
- Nguyen Thi Phương Thanh
- Nguyen Thi Le Thy


HCM City – 2011

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TABLE OF CONTENTS
PREFACE 5
CHAPTER 1 : THEORETICAL BASIS AND PRACTICAL STRATEGY TO TRADE IN
FOOD AND FROZEN FOOD AT ANH KHAI KY COMPANY LIMITED 7
1/Theoretical basis concerning to business strategy 7
1.1./Concept of strategic management 7
1.2/Establishment processes and strategy selection 7
1.2.1/Define mission and goals of the business orientation: 7
1.2.2/Business environment analysis: 8
1.2.2.1/ External business environment analysis: 8
1.2.2.2/Inside environmental analysis: 9
1.3/ Analyze strategy and selection 10
1.3.1/ Strategic analysis –SWOT matrix tool 10
1.3.2/ Strategy selection 10
1.4/Execute the business strategy: 10
1.5/Evaluate strategy 11
2/Consumer and trend of using foods at Vietnam market 12

3/ Legal requirements on food 12
4/ Competition and need of strategic planning for processing food 15
CHAPTER 2 : ANALYSIS REALITY OF ANH KHAI KY COMPANY LIMITED 17
1/Overview of Anh Khai Ky Company Limited 17
1.1/Establishment and development of Anh Khai Ky Company Limited 17
1.2/ Organization structure of Anh Khai Ky Co., Ltd. 19
1.3/ Income statement 21
2/External environment analysis: 23
2.1/Macroscopic environment 23
2.1.1/Impacts of law, politics 23
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2.1.2/Economic impact 26
2.1.3/Impact of culture, society 27
2.1.4/Impact of technology – technique 27
2.2/Microscope environment 29
2.2.1/Analysis of competitors 29
2.2.2/ Analysis of customer’s behavior 31
2.2.3/Analysis of supplier 33
2.2.4/Replaced product 34
2.2.5/Barrier of industry entrance 36
3/ Analysis of inside environment 36
3.1/Analysis of inside environment 36
3.1.1/Management: 36
3.1.1.1/Ability of Manager 36
3.1.1.2/Organization structure: See diagram No.2.1 37
3.1.2/ Marketing management. 37
3.1.2.1/Consumed product, price policy 37
3.1.2.2/Distribution channel 38
3.1.2.3/Marketing activities 40

3.1.3/Human source management 40
3.1.4/ Accounting and finance management 42
3.1.5/Research and Development management 44
3.1.6/Activity of information system 44
3.2/ IFE matrix analysis 44
4/ General observation about Anh Khai Ky Company Limited: 45
CHAPTER 3: RESOLUTION, PETITION AND CONCLUSION OF BUSINESS
STRATEGY OF ANH KHAI KY COMPANY LIMITED UNTIL 2015 47
1/ The strategy of Anh Khai Ky Company Limited 47
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1.1/ The orientation target and mission 47
1.1.1/ The orientation target of industry from Government 47
1.1.2/ The Company’s oriental target 49
1.1.2.2/ Stable growth 50
1.1.2.3/ Competitive position 50
1.1.3/ Social target 50
1.2/ Strategic planning of development until 2015 51
2/ The solutions and suggestions of strategic implementation until 2015 53
2.1/ Some groups of strategic implementation solution until 2015 53
2.1.1/ The group of strategic implementation solution for human resource management
53
2.1.2/ Group of solutions in implementing the strategy of product diversification, goods
sales 56
2.1.3/ The marketing solution 57
2.1.4/ Group of solutions implementing strategy of competitive price. 59
2.1.5/ Group of solution in financial accounting management. 59
2.2/ Other suggestions to the Government and Company 60
2.2.1/ The Government 60
2.2.2/ The Anh Khai Ky Company 60

CONCLUSION 61
REFERENCES 62
APPENDIX OF PRODUCTS 62

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LIST OF CHART
Chart 2.1 : Spent level of consumption per capita person/ month for meat types of years 2007,
2008,2009 (thousand dong/person/month) 32
Chart 2.2 : Total revenue of imported meat and meat products (Years 2008 – 2010) 35
LIST OF DIAGRAM
Diagram 2.1 Organization structure of Anh Khai Ky company 19
Diagram 2.2 Domestic distribution channel of Anh Khai Ky company 39
Diagram 2.3 Overseas distribution channel of Anh Khai Ky company 39
LIST OF TABLE
Table 2.1 Income statement of Anh Khai Ky company (2008 – 2010) 21
Table 2.2 Revenue structure as per product 21
Table 2.3 Balance sheet of Anh Khai Ky company 23
Table 2.4 Economic norms of Viet Nam 26
Table 2.5 Matrix EFE of Anh Khai Ky Company 28
Table 2.6 Competitive matrix – CPM 31
Table 2.7 Table of total of imported meat and meat products 34
Table 2.8 Table of labor distribution per department 41
Table 2.9 Table of staff structure as age level 41
Table 2.10 Staff structure as per level 42
Table 2.11 Table of financial ratio of Anh Khai Ky Company 43
Table 2.12 IFE matrix of Anh Khai Ky company 45
Table 2.13 The plan of production for breeding field in the state of 2011 – 2015 49



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PREFACE
In November 2006 Vietnam officially joined WTO after 11 years of holding
negotiation. At that time, WTO event was considered as the most important active
factor to speed up Vietnamese economics entering into the hot stage of investment,
boom commerce, GDP growth at a high level, strongly increased in import-export,
economic regulations and domestic business environment were improved in many
aspects as per extending trade liberalization. However, the bright long-sighted after
joining WTO was put down by the wave of global financial crisis resonated with the
internal weak structure of economy within many years ago, crisis was shown most
clearly weaknesses of economic structure, competition of Vietnamese goods to
penetrate into international market and at its homeland, ability to meet requirements
and establish technical standards in goods exporting, ability of government firms in
controlling goods importing to ensure health of people. Period of post–WTO
created much challenge for domestic manufacturers who had to face more with
dump cases of foreign country for its exported products, competition of domestic
and foreign manufacturers when tariff barrier has been gradually lowered and lifted
by its WTO commitments.
Anh Khai Ky company is established in 2007 which was Anh Khai Ky dried beef
processing base. Then company continuously developed until the year of 2008
changing into Anh Khai Ky produce- commerce – services Company Limited which
specializes in producing and processing dried beef, ham, etc. Besides it trades
frozen food (buffalo, beef, pork and chicken). Facing challenges of economy in
generally and food industry in particular, company based solely on the strengths and
experiences, it cannot stand firmly and continue to develop. With desire to find
heading, keep business position, Anh Khai Ky shall have a long-term strategy to
create competitive advantage, and this is the matter that medium and small
companies in Vietnam are not paid attention. Catching importance of strategic
planning for organization, and want to apply theory into company’s reality, our

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team decide to choose topic: “Strategic planning for Anh Khai Ky Company
Limited in the period 2011 -2015”
Research objective: the system of theoretical basis of business strategy, the
concept of strategic management, establishment process and strategic choices.
Based on theoretical analysis going into the actual situation of production and
business activities of enterprises, from which to build appropriate business
strategies and building solutions for implementing successful proposed strategies.
Object and research scope: research the process of establish and strategic
choices of Company, the scope of research: Anh Khai Ky produce- commerce –
services Company Limited, in addition to study the rival competitive Companies.
Research method: Data which are taken out from many sources such as Anh
Khai Ky, General statistics office, the press, internet, etc. The dissertation use
method of description, statistic, comparison and date analysis.
Dissertation structure includes 3 chapters:
 Chapter 1: Theoretical basis and practical strategy to trade in food
and frozen food at Anh Khai Ky Company Limited.
 Chapter 2: Analyze reality of food trading at Anh Khai Ky
Company Limited.
 Chapter 3: Resolution , Petition and Conclusion





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CHAPTER 1 :
THEORETICAL BASIS AND PRACTICAL STRATEGY TO

TRADE IN FOOD AND FROZEN FOOD AT ANH KHAI KY
COMPANY LIMITED
1/Theoretical basis concerning to business strategy
1.1./Concept of strategic management
- For Fred David : “Strategic management is considered as an art and
science to set up, carry out and evaluate decisions relating to many
functions for allowing an organization get a proposed target”
- As per definition of Dr. Nguyen Thi Lien Diep: “Strategies are
general action programs toward proposed target. Strategy is not aimed to
disclose specifically how to do for getting target because it is the
responsibility of innumerable support programs, other functional ones.
Strategy only creates frame to guide thought and action”
1.2/Establishment processes and strategy selection
According to Fred David, the stage of strategic management consists of three
phases: formation strategy, strategy implementation, evaluation and test strategy.
1.2.1/Define mission and goals of the business orientation:
- Identify mission is to answer question of existing purpose of
organization. Common message of mission is often covered three main
points :
+ Purpose of organization
+ Professional branch of activities
+ Value is brought back
- Setting goal is to answer the question of organization; company
wants to achieve anything, at any moment. The objective must be linked to
the mission and must be established on the basis of careful and scientific
analysis.
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1.2.2/Business environment analysis:
With a view to consider company as a system, we can say business environment

of company contains opportunities and certain risk to its operation.
1.2.2.1/ External business environment analysis:
- Outside business environment influences can be divided into five
kinds:
 Economic impact: Economic environment shows nature and
orientation of the economy in which company operates.
Economic impact of a company can alter the ability to create
value and its turnover, such as growth rate, interest rate, foreign
exchange rate, inflation rate.
 Impacts of society, culture, demographic and geography:
Changes in geography, demography, culture and society have an
important influence to virtually all products, services, markets
and consumers including: cultural values lead and create
foundation of society; population; age structure; geographical
distribution; ethnic communities; income distribution.
 Impacts of law, government and politics: New policies relating
to state control: antitrust law, tax law, law of labor; commercial
policies; national protective barriers, etc. Government can affect
operation and profitability of industry or companies.
 Technological impact: the transfer of knowledge to the output of
products, processes and new materials. Globally, opportunities
and threats of technology affect all companies by purchase from
outside or self-invented the new technology.
- Competitive impact: The importance of checking the external factors
is to indentify competitors and advantages, disadvantages, capabilities,
opportunities, threats, goals and their strategy.
- EFE Matrix: A tool to summarize and evaluates information outside
the enterprise such as economic factors, government and law, society,
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nature, science and technology. There are five steps in the development of
EFE Matrix
 Make a list of factors that play a decisive role for the
success, as identified in the inspection process from external
factors, including the opportunities and threats affecting
company
 Analyze importance from 0.0 (unimportant) to 1.0 (very
important) for each factor. Total these analysis must be
equal 1.0
 Classify from 1 to 4 for each factor of success to show how
the current strategy of the company's response to these
factors in which 4 is the good reaction, 3 is the over average
reaction and 1 is the less reaction.
 Multiply important level for each factor to define score of
importance.
 Add total score of importance for each variable so that
indentify total important score for organization.
1.2.2.2/Inside environmental analysis:
- Process of inside environmental analysis is approximately with
outside environmental analysis
- Inside environmental analysis is needed to concentrate and to
assimilate information.
 Administration;
 Marketing;
 Human resource;
 Finance/ Accounting;
 Research and development;
 Information systems .
- Using matrix to evaluate inside factors IFE: a instrument to
summarize and evaluate the strengths and weaknesses of the important

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functional components of business functions, and it also provides
foundation to identify and to evaluate relations among these parts, there are
five steps to evaluate matrix IFE, similar to matrix EFE.
1.3/ Analyze strategy and selection
- Analytical process and select strategy for implementation of three
phases:
+ Input stage: Analysis of environment and internal factors to build
EFE,IFE matrices
+ Combined stage: Use Strengths – Weakness – Opportunities –
Threats matrix (SWOT)
+ Decisive stage: Use Quantitative strategic planning matrix (QSPM)
1.3.1/ Strategic analysis –SWOT matrix tool
- This is the combined stage of strategies process, Strengths –
Weakness – Opportunities – Threats matrix (SWOT) is the important tool
in combination can help managers develop four types of following
strategies:
 Strategies of Strengths – Opportunities (SO) ;
 Strategies of Weakness – Opportunities (WO);
 Strategies of Strengths – Threats (ST) ;
 Strategies of Weakness – Threats (WT).
1.3.2/ Strategy selection
- Quantitative strategic planning matrix (QSPM) is an instrument to
allow strategists evaluate objectively strategies which can be replaced.
- Additionally, there are TOWS, SPACE, BCG, IE matrices. Using
tools like matrices can increase significantly quality of strategic decision,
but should not use them to control strategic selection because it is
considered on aspects of culture, politics and administrate.
1.4/Execute the business strategy:

- If wanting to deploy strategy in good execution, it asks strategist
planners to forecast difficulties so that he can have a plan to overcome.
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Execution of strategy is related to many departments, sections in company,
so this requires that all managers and all staffs of departments, sections in
company understand strategy, know how role they play in general strategy
of company, from this they can co-ordinate harmoniously because strategy
is the unity of issues:
- Management issues includes:
+ Identify short term goal (yearly goal);
+ Develop policies ;
+ Allocate resources ;
+ Governance conflicts;
+ Mounting structure with strategy.
- Marketing :
+ Market segment ;
+ Products positioning.
- Finance and accounting
+ Create enough capital to implement strategy;
+ Financial statement forecast;
+ Drafts of financial budgeting;
+ Assess value of a company ;
- Research and development
- Information system
1.5/Evaluate strategy
- The ancients had sentence ”Know enemy, know ourselves, a hundred
fights a hundred wins”, evaluate strategy timely can warn administrator to
be difficult or difficulties can happen before a case becoming serious.
Evaluate strategy can be a complex and keen responsibility. Appreciate the

strategic assessment can cause wasting and sometimes bring the opposite
effect, however little evaluation can cause worse problems, the assessment
consists of three basic activities:
+ Check essential foundations of a company’s strategy;
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+ Compare desired results with actual ones;
+ Receive proper activities to ensure that the work being carried
out in conformity with the plan.
2/Consumer and trend of using foods at Vietnam market
- According to forecast of Business Management Investigation (BMI),
total level of food consumption at Vietnam markets in stage of 2009-2014
will increase by 67.3%, respectively in year of 2014 this consumption level
is estimated at 426,997 billion dong. Consumption per capita is estimated
at 56.4% (equivalent 4,537,628 dong) in year 2014. Characteristics of
Vietnam today is the young population and increasing density so Vietnam
becomes a potential consumption market of beverage products and food
with brand name in medium term. Besides, the strong expansion of retail
industry will bring the average consumption per capita increased as well as
competition of price at dealers. However, according to GDP, the level of
food consumption can be reduced lightly from 15.5% (year 2009) to 14.8%
(year 2014), this shows income of people increasing but its level relatively
slow.
- Presently the busy life with modern lifestyles in large cities leading to
demand for processed food increased. Consumers presently are tending to
consider and recognize better about origin and food safety to improve
quality of life. Therefore, the concern for health also encourages consumers
to buy processed food rather than using fresh living things.
3/ Legal requirements on food
- “State inspection regulations of safe sanitary quality for imported

food“ is promulgated by Ministry of Health enclosing with Decision No.
23/2007/QĐ-BYT dated 29.3.2007 officially valid, deleted Decision No.
1370/1997/QĐ-BYT dated 17.7.1997 about promulgation “State inspection
regulations of safe sanitary quality for imported food ”. Base on that, all
organizations and individuals import food shall register for inspection and
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to be inspected by State inspection organization of safe sanitary quality for
food (SF) before taking goods to consume in the market.
- Regulations prescribed four test methods imported food (TPNK)
+ Stringent inspection: is to take sample in probability or taking
at suspected places to inspect. Stringent inspection is applied for
four cases stipulated under points a), b), c) and d) section 1 Article
4.
+ Normal inspection is taking enough samples contingently for
perceptible inspection and inspect some norms of quality pinpoints
of quality, sanitary, food safe for lots if it is not related to case
which was stipulated at other sections.
+ Slight inspection: only take represented sample with the same
type of import food, same origin with stable quality through at least
2 successive inspection times or was confirmed by Ministry of
Health in writing enough condition to have slight inspection.
+ Only check record (free of inspection and testing of samples)
for imported food which were signed by authority organization of
country signed International Treaty recognized together with
Vietnam in activity of inspection: quality, sanitary, food safe
confirmed to be conformed to request of food safe or imported food
which were certified conformed to standard applied in Vietnam .
Lots of goods with the same origin inspected five times before and
conformed to import request also are in type of checking file only.

Statute also stipulates time for making formality: inspection organs
have liability to confirm Inspection registration within one working
day and follow to execute state inspection in defined scope. For
mode of stringent inspection, not over five working days from the
date of sampling and for mode of normal inspection, slight
inspection, only check record are not over two working days,
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inspection organ shall have result notice to owner of imported
goods, at the same time report to authority organ. also as per statute,
each two year term one time or unscheduled, inspector of Health
Ministry is in charge to combine with Department of food sanitary
safe survey, inspect, execute this Statute of inspection organs and
report to leader of Health Ministry.
- At border gate, goods shall be taken sample at place decided by
inspection organ (at border gate, place gathered goods or in the preserved
warehouse). Methods of inspection , sampling is applied as follows:
+ Usual tests: Perform test sample shipment inspection in the
frequency of up to 10% depending on risk level of the goods. This
frequency is applied for each place of importation. The sampling is
done testing any of the imported consignment check. Shipment
inspection procedures allowed clearance without waiting for test
results to target food safety.
+ Stringent inspection: Execution of sampling to inspect
surveying lot as per density 30% when discovering one previous
inspection lot violated seriously about food safe; density 100%
when discovering two continuous inspection lots before violated
seriously about food safe . In these cases, owner of goods shall keep
himself his goods (at border gate, place where gathered goods or in
the preserved warehouse) and only to be customs clearance when

having certification of food safe issued by inspection organ or
permitted by inspection organ. In case of inspecting sample of two
continuous inspection lots having result conformed to request will
be applied mode of normal inspection.
- Inspection registration: registration of the implementation of food
safety inspection (in the form set out in Annex 4) with offices at the border
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at least 24 hours before the goods arrives at the border gate. Inspection
process as follows:
+ Check record: Check the record: The inspection of the
implementation review registration dossiers (origin, history of
compliance with food safety regulations on the basis of production)
and check the certificate of registration within one working days
from receipt of full registration dossier
+ Perceptible inspection: inspection organ executes check status
of lot, packing, written label when goods arriving border gate.
+ Sample Test: The test sample implementation for testing food
safety norms at the site has been registered. Test methods, sampling
as prescribed in Article 14 of this Circular.
+ Make record of inspection and sampling (in the form
stipulated under Appendix 5).
- For processing goods is based on ordinance of food safe sanitary
signed on 07/03/2003, stipulated knowledge of food safe sanitary for
trader directly makes business on food signed on 20/12/2005…
4/ Competition and need of strategic planning for processing food
- In the book “Competitive Strategy” Michael Porter showed his
consideration : “In a trading produce branch shall suffer five competitive
pressures: competitive pressure from supplier; competitive pressure from
customer; competitive pressure from latent opponent; pressure from

replaced product; branch internal competitive pressure”. Competition is
comparison, control essential force among companies, threats, challenges
or opportunities of company, mainly having from antagonistic process of
this strength. Competition is on many aspects : Trade name – Quality –
Design – Price, etc. Competition is rivalry among economic subjects
(producer, distributor, retailer, consumer, businessman, etc) aiming to get
position creating relative advantage in produce, consumption or consumed
goods, services or economic interests, other commerce to get back much
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interest for themselves. From November 2006 Vietnam officially joined
WTO, competitive environment of Vietnamese companies in generally and
processing companies in particular is more violent, both is opportunities
and challenges, and created condition for Vietnamese companies increasing
export profit due to leave out gradually market barriers and trade barriers,
meanwhile possible to make small companies not enough existence on
business world more and more violently competitive. Competition can
happen among producers, distributors each other or can happen between
producer and consumer when producer wants to sell his goods, services at
the high price, but consumer wants to buy at the lower price. Competition
of a company is company’s strategy with opponent in the same branch, etc.
- Food industry accounts for a significant proportion of output in
general industry and gross domestic product (GDP), it is the field attracting
much foreign investment capital in recent years, strategic planning is a
defined process to determine the orientation allows companies to change,
improve and strengthen their competitive position, especially for
companies in food industry always suffer many competitive pressures, and
influenced from outside environment such as: competitors, substituted
products, market change, customers








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CHAPTER 2 :
ANALYSIS REALITY OF ANH KHAI KY COMPANY
LIMITED
1/Overview of Anh Khai Ky Company Limited
1.1/Establishment and development of Anh Khai Ky Company Limited
From members of family Steering Committee of company who held a
slaughter post, trading beef, pork in Quang Ngai, in the year of 2000 family
members moved into Ho Chi Minh City to settle life. By over twenty year
experiences, members established enterprise of trading import buffalo meat, beef
and at the same time research to learn produce of dried beef, dried cattle.
After over one year Vietnam joined World Trade Organization (WTO),
family members decided to switch model from Individual operation Enterprise
into type of limited Company to be more convenient in business transactions,
especially in international business transaction with its higher legality.
- Name of transaction : ANH KHAI KY SERVICE – TRADING –
PRODUCING COMPANY LIMITED
- English name : Anh Khai Ky Company Limited
- Logo : Yellow background and red thread , coin shape with signal
“AKK”






Logo of Anh Khai Ky company.
- Head office: 888/77B Lac Long Quan, ward 8, Tân Bình District,
HCMC.
- Branch : 67/40/9 Nguyen Thi Tu, Quarter 3, Bình Hưng Hòa B
ward, Binh Tan District, HCMC.
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- Website :
- Mail :
- Tel : (84.8)7302 8768 Fax : (84.8)7305 8768
- Business registration certificate No. 4102052590 issued by Planning
and Investment Department HCMC dated 01/08/2007.
- Registered capital : VND 1,500,000,000 (VND one billion five
hundred million).
- Business operations: commercial trading frozen imported food
products, such as: buffalo meat, beef, pork, chicken, fish, cattle, etc.
Produce and process dried beef, crushed and desquamated meat, dried
cattle types .
- Legal representative : Mr. Nguyen Thanh Thuyen – Position :
Director
- Company is established in 2007 base on transferring model from Anh
Khai Ky dried beef Enterprise into Limited Company. This enterprise is
established from year 2000, from family members of Director.
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1.2/ Organization structure of Anh Khai Ky Co., Ltd.


Diagram 2.1 : Organization structure of Anh Khai Ky Company
- Personnel structure and function – responsibility of each department
+ Company’s branch has function to produce dried beef with
trade name “Anh Khai Ky dried beef”. Part of produce is located at
address: 67/40/9 Nguyen Thi Tu, Quarter 3, Binh Hưng Hoa B
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ward, Binh Tan district, HCMC. It is including: produce workshop,
packing workshop and warehouse containing finished product.
+ Administrative Department: carry out work of recruiting
personnel ensure quality as per demand and strategy of the
company. Organize and combine with other departments to execute
personnel management. Build up regulation of salary and bonus.
Organize to execute guidelines, stipulation or Director’s
instructions.
+ Foreign trade Department: has function of negotiation, put
order of import goods as per request of Sales department,
meanwhile research new goods, new suppliers on the frozen goods
market at abroad. Besides, there is additional function of carry out
receiving - delivery, make formality of customs clearance at the
border gate.
+ Sales department has responsibility of selling goods, research
demand of market, extend distribution channel, explore daily
unstable price.
+ Accounting department has responsibility to settle, to enter in
the accounts of daily arisen professions, synthesize, make financial
report, enter in the accounts of tax report, etc.
+ Cashier department has responsibility to collect money,
follow sales debt, make plan of spent for orders.
+ Warehouse control-delivery department has responsibility to

control goods of company at the company’s and frozen warehouses
rented by company to send goods enter and deliver goods for
distributors.


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1.3/ Income statement
(UNIT: VND)
NORM
Year 2010
Year 2009
Year 2008
1. Revenue
230,423,863,160
143,342,728,837
95,621,064,743
2. Cost of goods sale
199,086,651,397
124,867,037,788
84,433,498,281
3. Financial activity income
41,229,156
30,376,656
10,546,554
4. Financial expenses
1,241,791,518
1,490,864,945
1,207,210,239
5. Sales expenses

3,939,766,143
4,213,288,723
1,854,389,911
6. Management expenses
23,489,623,151
7,426,579,697
4,954,122,639
7. Profit before tax
2,707,260,107
5,375,334,341
3,182,390,227
8. Corporate tax
676,815,027
1,343,833,585
795,597,557
9. Profit after tax
2,030,445,080
4,031,500,756
2,386,792,670

Table 2.1 : Income statement of Anh Khai Ky Company (2008 – 2010)
(Source: Financial statement of Anh Khai Ky)
- Revenue structure of each item of year 2010
(UNIT : Million dong)
Item
Revenue
2010
Density
2010
Frozen buffalo meat

163,245
71%
Anh Khai Ky dried beef
50,400
22%
Others
16,778
7%
Total :
230,423
100%
Table 2.2: Revenue structure as per product
(Source: Anh Khai Ky’s figure)
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Comment: Economy is facing difficult, but company’s revenue increased
through years, revenue speed of year 2009 increased 50%, year 2010
increased 61%, from 95,621 million dong of year 2008 to 2010 revenue to
be 230,423 million dong , increased 140% against year 2008. In which
revenue of each item, imported buffalo meat taken very big density to 71%
in total revenue of year 2010. Profit after tax of company year 2010 reduced
very much against year 2009 and 2008, reason was accounting- financial
administration of company was much limited, not yet control expenses.
Management Board only concentrated to develop market share, revenue, year
2010 had many policies of government made hidden expense of company
increased highly as well.
- Balance sheet
(UNIT : VND)
ASSETS
Year 2010

Year 2009
Year 2008
A – CURRENT ASSETS

40,598,651,377

33,603,010,411

25,519,086,950
I. Cash and equivalent

5,068,181,478

3,955,798,058

2,539,857,015
II. Short term financial investments



III. Account receivable

15,725,083,935

13,484,960,053

9,879,819,183
IV. Inventory

19,193,906,583


15,675,865,141

12,802,643,738
V. Other current assets

611,479,381

486,387,159

296,767,016
B – NON CURRENT ASSETS
2,050,809,622
2,152,648,231
980,076,637
I- Long term receivable



II. Fixed assets
810,345,622
912,184,231
980,076,637
III. Investment property

1,240,464,000

1,240,464,000
-
IV. Long term financial investments

-
-
-
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TOTAL ASSETS

42,649,460,999

35,755,658,642

26,499,163,587
LIABILITIES AND EQUITY



A – LIABILITIES

28,200,102,891

23,336,745,614

18,111,751,315
I. Current liabilities

28,200,102,891

23,336,745,614

18,111,751,315

II. Non Current liabilities


-

B – EQUITY

14,449,358,108

12,418,913,028

8,387,412,272
I. Owner’s investment capital

14,449,358,108

12,418,913,028

8,387,412,272
II. Other funds



TOTAL LIABILITIES & EQUITY

42,649,460,999

35,755,658,642

26,499,163,587

Table 2.3 : Balance sheet of Anh Khai Ky
(Source: Financial Statement of Anh Khai Ky)
Comment: Total assets and equity increased evenly from year 2008 to year 2010,
in which mainly increased in current assets. Total liabilities and shareholder’s
equity increased because of retained earnings increasing.
2/External environment analysis:
2.1/Macroscopic environment
2.1.1/Impacts of law, politics
- Vietnam is the world's assessment was that the political situation is
highly stable and safe countries in Asia. Vietnam is increasingly improving
the business environment: policy reform, to encourage the development of
economic sectors, administrative reforms, continued amendment of the
law-related economic activities, attract investment. However, Vietnam's
legal system more deficiencies, limiting the specific guidelines, the lack of
reality. Administrative formality has been wordy although having step of
innovating administrative formality in year 2010 of government.
Capstone project report
24
- Frozen food trading industry is suffered many stipulations of law.
Request of food safe sanitary for human health is very high. This industry
is regulated mainly of four ministries, they are: Ministry of Health,
Ministry of Agriculture and Rural development, Ministry of Finance, and
Ministry of Industry and Commerce.
- Present law writings influence much to food industry:
Type
Signal number
Signed
date
Name
Circular

25/1010/TT-BNNPTNT
08/04/2010
Guide to check food safe sanitary for
goods origin from imported animal.

29/1010/TT-BNNPTNT
29/4/2010
Promulgate “List of norms limit level
permission of food safe sanitary for
some ones origin from imported
animal, produced and circulated in
domestic belonged to control scope
of Ministry of Agriculture and Rural
development”

51/1010/TT-BNNPTNT
08/9/2010
Modify, supplement some articles of
Circular No. 25/1010/TT-
BNNPTNT dated 08/04/2010 and
Circular No. 06/1010/TT-BNNPTNT
dated 02/02/2010.

54/1010/TT-BNNPTNT
15/9/2010
Providing for the inspection and
monitoring of heading Beta-agonist
in animal husbandry.

61/1010/TT-BNNPTNT

25/10/2010
Regulations on animal health
conditions for poultry slaughter.