30 câu trắc nghiệm + 2 câu tự luận (vào các case)

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A. Multiple choices

1. To analyze macro-environment, firm should use... framework (Giang)

a. PEST

b. VRIN

c. 5 forces

d. Resource-based view

2. Entry barriers DO NOT depend on: (Giang)

a. Economies of scales

b. Brand loyalty

c. Switching costs

d. Managerial capability

3. The …. Refers to the number and size distribution of companies in an industry,

something that strategic managers determine at the beginning of an industry analysis
(Giang)

a. Competitive structure

b. Consolidated industry

c. Fragmented industry

d. Rivalry

4. Which of the following is a primary activity in a firm's value chain? (Giang)

a. Information system
b. Human resources

c. Materials management

d. Research and development

5. High pressure for local responsiveness combined with high pressure for cost reductions
suggests a/an...... strategy? (Giang)

a. Universal

b. Global standardization

c. Localization

d. Transnational

6. Creating pressure for local responsiveness are all of the following EXCEPT ..........
(Giang)

a. Differences in customer tastes

b. Differences in customer preferences

c. Differences in infrastructure

d. Differences in localization strategy

7....... arise when a company can take advantage of conditions in its environment to
formulate and implement strategies that enable it to become more profitable (Giang)

a. Risk- free strategies

b. Opportunities

c. Strategic group

d. Threats
8. Besides forward and backward integration, it is also possible to distinguish between full
integration and.... (Hoài)

a. Differentiated integration

b. Taper integration

c. Independent integration

d. Pooling integration

9. The task of analyzing the organization's external and internal environment and then
selecting appropriate strategies is known as (Hoài)

a. Strategy implementation

b. Strategy formulation

c. SWOT

d. Emergent strategies

10. Horizontal integration means a firm acquires its (Hoài)

a. Supplier

b. Distributor

c. Competitor

d. Partner

11. Successful focus strategiesDO NOT depend on: (Hoài)

a. Distinct segment needs

b. Distinct segment value chains

c. Viable segment economies

d. Distinct segment outputs

12. ..... strategy determines how a firm will compete for customers in a particular market
segment or industry (Hoài)

a. Industrial

b. Business- level

c. Function-level

d. Corporate- level

13. The value chain is made up of a number of primary and support activities. Which of the
following is a primary activity? (Hoài)

a. Repairing the product for customers

b. Purchasing key inputs

c. Monitoring production cost through the cost accounting system

d. Recruiting and training key employees

14. Distinct group of customers within a market that can be differentiated from each other
on the basis of their distinct attributes and specific demands are called (Hoài)

a. Market sectors

b. Customer cooperatives

c. Consumer sectors

d. Market segments

15. The process of designing products to satisfy customers' needs is called (Hoài)

a. Market distinction

b. Product differentiation
c. Total quality management

d. Strategic competency

16. All of the following affect the choice of a business- level strategy EXCEPT (Tâm Anh)

a. Distinctive competencies

b. Customer groups

c. Low-cost differentiation

d. Customer needs

17. Basically, strategic management process has .... phases and …. steps. (Tâm Anh)

a. 4,4

b. 3,4

c. 3,5

d. 4,6

18. is concerned with the desired future state of the organization (Tâm Anh)

a. Vision

b. Mission

c. Philosophy

d. Core values

19..... is ability/ skills at coordinating its resources and putting them into productive use
(Tâm Anh)

a. Capability
b. Resources

c. Knowledge

d. Distinctive competencies

20. are within-industry factors that inhibit the movement of companies between strategic
groups (Tâm Anh)

a. Industry shakeouts

b. Mobility barriers

c. First-time demands

d. Social forces

21. Among strategies for entering into international operations, offers the lowest level of
control (Tâm Anh)

a. Exporting

b. Licensing

c. A joint venture

d. Franchising

22. Vertical integration enables a company to (Thuỷ Linh)

a. Lower barriers to entry

b. Increase flexibility when technology is changing quickly

c. Take advantage of high-cost internal source of supply

d. Protect product quality

23. Entry barriers DO NOT depend on: (Thuỷ Linh)

a. Economies of scales

b. Brand loyalty
c. Switching costs

d. Managerial capability

24. The following is NOT one of the four key drivers of cost leadership strategy: (Thuỷ
Linh)

a. Managing input costs

b. Managing economies of scales

c. Utilizing experience

d. Managing organizational structure

25. ... strategy concerned with the overall scope of an organization and how value is added
to the constituent businesses of the organizational whole (Thuỷ Linh)

a. Functional level

b. Business level

c. Corporate level

d. Focus

26. It is that enables managers to walk away from a decision that is profitable but
unethical. (Thuỷ Linh)

a. Corporate governance

b. A code of ethics

c. Moral courage

d. A vision statement
27. All of the following are advantages of a joint venture EXCEPT (Thuỷ Linh)

a. Having complete control of the operation of the entity

b. Benefiting from local partners' knowledge about the foreign market

c. Sharing development costs with a local partner

d. Sharing the risks of opening up a foreign market with a local partner

28. The first step of the strategic planning process is (Thuỷ Linh)

a. To select the corporate mission and major corporate goals

b. To analyze the organization's internal operating environment

c. To analyze the organization's external competitive

environment to identify opportunities and threats

d. To select strategies that build on the organization's strengths and correct its weaknesses

29. Logical flow approach considers strategy has three elements: long term objectives,
methods of action, and..... (Thuỷ Linh)

a. Resources

b. Capability

c. Distinctive competencies

d. Money

30. An action that managers take to attain one or more of the organization's goals is best
described as: (Thuỷ Linh)

a. Strategy

b. Detail, in writing, what superior performance means

 c. Capitalization

d. Choosing an organization structure

SECTION 2: (CASE 1) -> Giang

News Corp Forges Ahead: News Corp CEO Rupert Murdoch engineered acquisition or divestiture decisions

Murdoch has created one of the four largest and most powerful entertainment media companies in the world. What kinds
of strategies did Murdoch use to create his media empire? Murdoch was born into a news-paper family; his father owned
and ran the Adelaide News, an Australian regional news-paper, and when his father died in 1952, Murdoch took
control. He quickly enlarged the customer base by acquiring more Australian newspapers. One of these had
connections to a major British “pulp” newspaper, and Murdoch used a sensational, National Enquirer-like, business model
to establish his new newspaper, the Sun, as a leading British tabloid.

Murdoch’s reputation as an entrepreneur grew because he showed that he could create a much higher return (ROIC) on the
media assets he controlled than his competitors. This enabled him to borrow increasing amounts of money, which he used
to buy well-known newspapers such as the British Sunday Telegraph and then his first United States news-paper,
the San Antonio Express. Pursuing his sensational business model further, he launched the National Star. His growing
profits and reputation allowed him to continue to borrow money, and in 1977, he bought the New York Post. Four years
later, in 1981, he engineered a new coup when he bought the Times and Sunday Times, Britain’s leading conservative
publications—a far cry from the Sun tabloid.

Murdoch’s strategy through mergers allowed him to create one of the world’s biggest newspaper empires. He realized,
however, that industries in the entertainment and media sector can be divided into those that provide media content or
“soft-ware” (newspapers, movies, and television programs) and those that provide the media channels or
“hardware” necessary to bring soft-ware to customers (movie theaters, TV channels, TV cable, and satellite
broadcasting). Murdoch decided that he could create the most profit by becoming involved in both the media software
and hardware industries, that is, the entire value chain of the entertainment and media sector.

This strategy gave him control over all the different industries, joined together like links in a chain that converted inputs
such as stories into finished products like newspapers, books, TV shows, and movies. In the 1980s, Murdoch began
purchasing global media companies in both the software and hardware stages of the entertainment sec-tor. He also
launched new ventures of his own. For example, sensing the potential of satellite broadcasting, in 1983 he launched Sky,
the first satellite TV channel in the United Kingdom. He also began a new strategy by purchasing companies that owned
television stations; for Metromedia, which owned seven stations that reached more than 20% of United States households,
he paid $1.5 billion.

He scored another major coup in 1985 when he bought Twentieth Century Fox Movie Studios, a premium content
provider. As a result, he had Fox’s huge film library and its creative talents to make new films and TV programming. In
1986, Murdoch decided to create the FOX Broadcasting Company and buy or create his own United States network of
FOX affiliates that would show programming developed by his own FOX movie studios. After a slow start, the FOX
network gained popularity with sensational shows like The Simpsons, which was FOX’s first blockbuster program. Then,
in 1994, FOX purchased the sole rights to broad-cast all NFL games for more than $1 billion, thereby shutting out NBC.
FOX became the “fourth network,” which has forged and, with Murdoch’s sensational business model, was one of the first
to create the “reality” programming that has proved so popular in the 2000s. By 2005, Murdoch’s business model had
created a global media empire.

The company’s profitability has ebbed and flowed because of the massive debt needed to fund Murdoch’s acquisitions,
debt that has frequently brought his company near to financial ruin. However, in 2009, his company is still a market leader
because he engineered many new Internet acquisitions, such as MySpace, Rotten Tomatoes, and other popular Web sites
that he has used to create even more value from his media assets.

Question: Analyzing strategies used for development at News Corp?

1) DIVERSIFICATION + UNRELATED DIVERSIFICATION

● Expansion Beyond Newspapers: Although Murdoch started in the newspaper business,
he diversified into television broadcasting, movie production, satellite television, and
later, digital platforms like MySpace and Rotten Tomatoes. These industries, while all
part of the broader media and entertainment sector, required different competencies,
technologies, and business models.
● Investment in Digital Ventures: In the 2000s, Murdoch recognized the rise of the
internet and began acquiring digital companies like MySpace. This move was unrelated
to News Corp’s traditional print and broadcast businesses but aimed to capture emerging
online audiences and future growth opportunities.
● Risk Management and Growth Potential: Unrelated diversification allowed Murdoch
to spread risk across various segments and capture growth opportunities in different
markets, even if they weren’t directly related. This strategy helped News Corp remain
competitive as media consumption patterns evolved.

2) HORIZONTAL INTEGRATION (MUA LẠI – SÁP NHẬP) + FORWARD

VERTICAL INTEGRATION (VỪA SẢN XUẤT CONTENT – SOFT-WARE AND
VỪA DISTRIBUTE – HARD-WARE) (MUA CHƯƠNG TRÌNH / TRUYỆN –
FORWARD; BACKWARD – MUA SATELINE, TỰ DISTRIBUTE)

● Acquisition of Newspapers: Murdoch’s strategy began with horizontal integration in the

newspaper industry. He acquired multiple newspapers in Australia, the UK, and the US,
such as the Times of London, the New York Post, and the San Antonio Express. These
acquisitions allowed him to dominate the newspaper market and leverage content across
different regions.
● Building a Media Conglomerate: By acquiring competitors and key players in the same
industry, such as Twentieth Century Fox, Murdoch was able to control both the
production and distribution of media content. His acquisition of Twentieth Century Fox
and later creation of the FOX Broadcasting Company allowed him to integrate
 horizontally across the entertainment industry, expanding from print media to television
and film.
● Economies of Scale and Market Power: Through horizontal integration, Murdoch
increased News Corp’s market power. Controlling a large share of the media market
allowed him to negotiate better deals with advertisers, content creators, and distributors.
It also created synergies where content produced by one arm of the business (like Fox
Studios) could be distributed across his own platforms (like the FOX network).

CASE 2: Walt Disney's business strategy in Asian market -> Hoài

When it comes to Walt Disney, we immediately conjure up the image of a very successful
leading brand in the world entertainment. From humble beginnings (an animation studio), now it
has become a famous multinational corporation, "Walt Disney" - the big boss of cartoon
characters (Mickey Mouse). Walt Disney organization is the third largest multimedia
entertainment corporation in the world after News Corporation and Time Warner. The focuses on
five main business groups: media, entertainment, film, consumer goods and media interaction

In 2005, in the parent company’s market, the impact of the global financial, economic crisis and
the increasing entry of newbies in media and entertainment industry, Walt Disney was forced to
cut down the costs on domestic activities.
During that time, President Walt Disney still made a bold decision with the expanding into Asian
markets such as Hong Kong, China and Japan. Walt Disney said that, with the core competence
in unique products and services, it might be easy to meet the needs, tastes and preferences of
customers around the world. Besides, cartoons are ideal products for global entertainment, and
can be easily translated into any language. In addition, at Tokyo Disneyland - the largest
amusement park in Japan, the food at Tokyo Disneyland is quite similar to the US such as:
smoked turkey thighs, Carmel popcorn, Mickey Mouse lollipops... There is no trash, cigarette
butts in the whole amusement park from morning to night. In Hong Kong disneyland, the park is
full of 44 games suitable for all audiences, including 48 restaurants and 53 large and small
souvenir shops. However, in the 2000s, the Asian market had a very fast growth rate, but in
terms of the economy, there were still many risks such as inflation, unemployment, and low per
capita consumption. As a result, in July 2006, the organization posted a 26% drop in revenue and
in the third quarter net income accounted for $954 million, down from $1.3 billion in the third
quarter of the previous year.

In order to deal with that situation, Walt Disney's board of directors met and finally came up with
a completely new strategy in the Asian market, instead of investing massively, Walt Disney
adopted the strategy on the movie and pre-animated to promote their image to the public,
especially young people and children. At the same time, the company turned to investing on
teaching English with cartoon characters, the movie interface is designed at a slower speed, and
the language is customized for both learning and educating children. In addition, Walt Disney
also directly builds English schools so that children have the opportunity to interact with cartoon
characters, thereby arousing a sense of interest in Walt Disney's products and films. The
company carried out the project to build Disneyland park, Disney store to increase sales. Walt
Disney contributed capital with Shendi Group at the rate of 43% (Walt Disney) and 57% (Shendi
Group). Walt Disney has since taken the first successful steps to conquering a potential market.
Now in Asia there are more than 12,000 cinemas, the increase in the number of theaters means
the revenue of firm becomes more obvious. Also in foreign language teaching, Walt Disney
brought in $2.1 billion in revenue with 200,000 children attending classes as of 2020.
Question:
1. Analyzing the competitive strategy that Walt Disney adopted in the Asian market?
2. Analyzing the reason for Walt Disney's failure in the early Asian market?

CASE 3: BUSINESS STRATEGY OF SANDS HOTEL -> Tâm Anh

Las Vegas Sands was founded in 2004 by billionaire Sheldon G. Adelson. Initially, this
billionaire started his business by establishing the computer business company Codex. In 1989,
realizing that the hotel industry would be a potentially highly profitable industry in the 2000s,
Adelson and his colleagues decided to acquire the famous Sands Hotel. Along with the
development of Sands, in 1995 Adelson sold Codex for $800 million and focused on the hotel
industry

Initially, Sands Hotel focused on hotel business, especially focusing on trade fair
programs. In order to retain guests from the trade fair, Sands Hotel launched the luxurious
rooms. Starting as a computer engineer and loving games on casino, Adelson thought of a way to
integrate entertainment services into the hotel model to retain customers. Comfortable and
luxurious accommodation services accompanied by casino services (intergrated hotel resort)
became the Sands business model in Las Vegas. This is also the first American casino and
entertainment services group to set foot in Asia when founder Sheldon G. Adelson saw the
potential development in this fertile land. The first destination that Las Vegas Sands chose was
Macau in 2004 with Sands macau hotel, where the casino business was legally licensed, and then
Marina Bay sands in Singapore in 2010.

Realizing that the Asian market has many big competitors such as: Genting, SJM
holding, Galaxy entertainment... are known as unicorns in the casino and hotel world in Asia.
Asians are also no strangers to regular hotel accommodation services combined with casino
services. Sands thought of building a model of integrated hotel resort with all kinds of high-end
services in the same area: a resort business complex combined with a casino, convention and
exhibition center, museum, and restaurant. Food and retail, shopping... serving all high-class
people with many different purposes. Besides, Sands also tries to bring the culture of Singapore
and Macau into its integrated hotel with the goal of becoming a symbol of Singapore and Macau.
In addition to the traditional service of hotel business, Sands also leases business locations. Most
of the partners renting locations are high-end fashion brands such as Louis Vuitton, Dior, Gucci,
Chanel, or jewelry such as Omega, Cartier...
For example, Marina Bay Sands was built with 03 55-storey hotel towers, connected by
the Sands SkyPark rooftop, with resorts, exhibition and conference areas, shopping centers and
an extremely unique Casino. This place brings many of the top and most classy brands in the
world. The terrace connecting the three towers is a project of more than 1 hectare, designed to
look like a modern yacht in mid-air anchored on three supporting pillars. This roof is even longer
than the horizontal Eiffel Tower, wide enough to park 4-5 airplanes. It can be said that this is the
pinnacle of construction techniques, making people who has ever come here admire it. The most
attractive feature at Marina Bay Sands is the infinity pool on the hotel's rooftop. This outdoor
swimming pool is 3 times longer than an Olympic standard swimming pool, and is said to be the
longest and tallest outdoor infinity pool in the world. Marina Bay Sands accidentally became a
symbol of Singapore as well as the world's leading tourist attraction from 2010 to present. Not
only the huge block of real estate, Sands also owns 15 luxury jets with the purpose of serving
executives and VIP customers traveling between Sands hotel chains.

Question:
1. What development strategy has Sands hotel implemented? =>
2. What competitive strategies has Sands hotel applied in the US and Asian markets?=> =slide 5
của competitive => dùng value chain: cost leaqdership; differientiation; focus; hybrid; blue
ocean (cùng 1 lúc tgia cả 2 - tạo demand cho nhóm khách hàng)
3. To penetrate the Asian market, what international strategy did Adelson implement?

What development strategy has Sands Hotel implemented?

Sands Hotel has implemented a **diversification and international expansion strategy**.

Starting from a traditional hotel business, Sands expanded its offerings by integrating
entertainment services, particularly casinos, into its hotel model. This created the concept of an
"integrated resort," which combined luxury accommodations, casinos, convention centers,
shopping malls, and other entertainment options within a single complex. Sands Hotel also
strategically expanded internationally, particularly into the Asian market, by establishing
operations in Macau and Singapore, where they replicated and adapted their integrated resort
model to local markets.

What competitive strategies has Sands Hotel applied in the US and Asian markets?
In the US market, Sands Hotel applied a **differentiation strategy** by offering a unique
combination of luxurious accommodation and casino services, creating a distinct integrated
resort model that was not commonly found at the time. This allowed Sands to attract a high-end
clientele and retain customers by providing a comprehensive entertainment experience.

In the Asian market, Sands Hotel also employed a differentiation strategy but with a localized
twist. Recognizing the existing competition and the familiarity of Asians with the integrated
casino-hotel model, Sands differentiated itself by building larger, more luxurious, and more
comprehensive resort complexes that included not just casinos but also convention centers,
shopping areas, museums, and other high-end services. Additionally, Sands integrated local
cultural elements into their resorts to appeal to the regional market and aimed to make their
properties symbols of their host cities, such as with Marina Bay Sands in Singapore.

To penetrate the Asian market, what international strategy did Adelson implement?

Adelson implemented a **globalization strategy with local adaptation** to penetrate the Asian
market. This involved replicating the successful integrated resort model from Las Vegas while
adapting it to fit the cultural and regulatory environments of the Asian markets. For example, in
Macau and Singapore, Sands introduced not just casinos but a broader array of services and
amenities that catered to both local tastes and international luxury standards. The strategy also
included creating iconic structures like Marina Bay Sands, which would not only attract tourists
but also become symbols of the cities in which they are located, thereby embedding the Sands
brand within the cultural and physical landscape of its host countries.

CASE 4: Chiến lược kinh doanh của Onafruits => Thuỷ Linh
Công ty Onafruits Việt Nam được thành lập từ năm 2008 với chức năng sản xuất và kinh
doanh đồ mỹ nghệ và mặt hàng trái cây. Ông Nguyễn Hoàng Nam, tổng giám đốc công ty đã xây
dựng doanh nghiệp của mình từ một cơ sở sản xuất nhỏ đầu những năm 2008 trở thành một
doanh nghiệp nổi tiếng trong nước và quốc tế hiện nay. Khởi nghiệp kinh doanh trong lĩnh vực
sản xuất và xuất khẩu hàng thủ công mỹ nghệ, một thời gian sau ông bước sang lĩnh vực sản xuất
trái cây tươi. Việt Nam là một nước nông nghiệp với nhiều loại rau quả có thể trồng quanh năm,
sản xuất trái cây tươi và chế biến rau quả là một lợi thế với doanh nghiệp trong vấn đề về nguyên
liệu chế biến. Năm 2015, nhận thấy thị trường Đài Loan là thị trường có mức sống cao, các sản
phẩm hoa quả cũng dồi dào như Việt Nam, đòi hỏi một sản phẩm thật sự lạ và khác biệt. Tuy
nhiên, việc xuất khẩu hoa quả tươi đường dài có thể ảnh hưởng đến chất lượng của hoa quả.
Chính vì vậy, các mặt hàng trái cây được sấy khô được đóng gói tới không chỉ thị trường Đài
Loan mà các thị trường khác như: Trung Quốc, Thái Lan … Trong khi đối với thị trường trong
nước, các sản phẩm chế biến sẵn vẫn còn là các sản phẩm cao cấp và khó tiêu thụ. Vì đây là sản
phẩm mới nên công ty không thể thuyết phục nhà buôn, các nhà phân phối đưa sản phẩm vào
kênh phân phối. Công ty đã giới thiệu sản phẩm đến người tiêu dùng bằng cách giới thiệu trực
tiếp tại các vỉa hè. Bên cạnh đó, nhận thấy thời gian ngồi tàu dài, hành khách có thời gian để
nếm, nghiên cứu và đánh giá nên họ sẽ dễ dàng nhớ sản phẩm hơn, công ty đã chọn cách giới
thiệu sản phẩm cả trên những chuyến xe lửa tại các thị trường quốc tế và trong nước.

Đối với Mít, mọi thành phần của cây đều có giá trị sử dụng như múi mít để đóng gói tươi
hoặc sấy khô, vỏ, ruột và hạt làm thức ăn gia súc, phân bón và gỗ làm hàng thủ công mỹ nghệ.
Với công nghệ sấy chân không, các loại rau quả sẽ giữ được hương vị riêng, trở thành một sản
phẩm mới lạ. Sản phẩm của Onafruits là sản phẩm tự nhiên, không sử dụng hoá chất và được áp
dụng hệ thống quản lý tiên tiến như ISO 9001- 2000 để đưa đến các thị trường khó tính như Hoa
Kỳ, Nhật, Châu Âu, các nước Châu Á … Chất lượng sản phẩm và nguồn nguyên liệu ổn định là
một trong những mấu chốt để thành công. Công ty đã đưa ra một kế hoạch khép kín từ cung cấp
giống, theo dõi quá trình trồng trọt, thu mua thành phẩm theo giá thị trường đã được công ty triển
khai ngay từ đầu. Bên cạnh đó, công ty đầu tư nghiên cứu, khắc phục được những nhược điểm
thu hoạch nông nghiệp theo mùa để đảm bảo đầu ra cũng như là kinh tế cho người nông dân.
Đến nay, công ty đã phát triển được hàng chục loại sản phẩm chế biến từ rau quả khác nhau như:
chuối, dứa, bí, ổi, đậu bắp, cô ve …

Như vậy, sau hơn 10 năm, với chiến lược phát triển quốc tế bằng phương thức xuất khẩu
công ty đã xây dựng được cho mình một thương hiệu tại thị trường nước ngoài. Hiện tại, công ty
đã có một mạng lưới phân phối trải khắp các châu lục, và tại thị trường trong nước đã được
người tiêu dùng bình chọn là một trong những thương hiệu hàng đầu.

1. Lợi thế cạnh tranh của Onafruits là gì? Doanh nghiệp đã khai thác lợi thế đó như thế
nào?
2. Chiến lược phát triển nào mà Onafruits đã thực hiên?
3. Để phát triển ra thị trường quốc tế, Onafruits đã áp dụng chiến lược nào?

Case Study: Onafruits Vietnam - Strategic Management Analysis

1. What is Onafruits' competitive advantage? How has the company leveraged this
advantage?
○ Competitive Advantage: Onafruits' competitive advantage lies in its ability to
produce high-quality, natural dried fruit products using vacuum drying
technology, which preserves the unique flavors and nutritional value of the fruits.
Additionally, the company ensures a stable supply of raw materials and adheres to
international standards such as ISO 9001-2000, enabling it to meet the stringent
quality demands of global markets.
○ Leveraging the Advantage: Onafruits has capitalized on this advantage by
creating a vertically integrated production process, where the company manages
everything from seed provision, cultivation, harvesting, to processing. By
controlling the entire supply chain, Onafruits ensures consistent product quality
 and reliability, which are critical in building trust and reputation in both domestic
and international markets. Furthermore, the company has invested in research and
development to overcome challenges associated with seasonal harvesting, thus
ensuring a steady supply of products throughout the year.
2. What development strategy has Onafruits implemented?
○ Development Strategy: Onafruits has implemented an international expansion
strategy through exporting its products to various foreign markets. The company
recognized the potential of markets like Taiwan, where there is a demand for
unique and high-quality fruit products, and adapted its product offerings
accordingly. This strategy allowed Onafruits to differentiate itself in the global
marketplace by offering a distinctive product line that resonates with international
consumers.
3. Which strategy did Onafruits adopt to enter international markets?
○ Strategy for International Market Entry: Onafruits adopted an export strategy
to penetrate international markets. Recognizing the challenges of maintaining
fresh fruit quality over long distances, the company focused on producing and
exporting dried fruit products, which are more suitable for long-term storage and
transportation. By tailoring its products to meet the demands of international
markets and complying with stringent quality standards, Onafruits successfully
established a strong presence in markets like the U.S., Japan, Europe, and other
Asian countries. The company's focus on natural, chemical-free products further
strengthened its appeal to health-conscious consumers in these regions.
●

Opening case: The American Auto manufacturing industry

In 1908, while 500 American automakers were continuing to produce custom cars, Henry
Ford launched the Model T (Model T). Although this model was only available in black,
the engine is very stable, durable and easy to repair. The car was priced so that most
Americans could afford one. In 1908, the first Model T sold for $850, half the price of the
car ( on the market at the time. In 1909, the price dropped to just $609 and by 1924 to
$290 (business environment change: income level increase => US people living for
enjoyment => they wanna have unique car)
. This advantage is due to the fact that Ford has adopted a mass production line, which
allowed skilled workers to be replaced by unskilled workers, who can perform each step
faster, more efficiently, at a lower cost. Specifically, the time to produce a car was
reduced from 21 days to 4 days. When the costs were low, Ford priced the car so that the
majority of consumers could afford it. As a result, Ford's market share expanded from 9%
in 1908 to 61% in 1923

By 1924, the car had become a necessary asset for every household, and the income of
the average American household was increasing. General Motors (GM) has launched a
highly differentiated car line in the market. while Ford's strategy was to produce a car of
just one style, one color, and one function, GM brought to market a car with comfort,
convenience, and fashion. GM constantly offered a variety of models, with different
styles and colors. This new model created a consumer trend because customers were
willing to pay more for comfort and fashion. Between 1926 and 1950, GM's total annual
sales increased from 2 million to 7 million vehicles, and GM's market share increased
from 20 to 50 percent, whereas Ford's market share fell from 61% to just 20%

When the oil crisis occurred in the 1970s, American consumers tended to compact car,
fuel-efficient Japanese cars, manufactured by companies such as Toyota and Honda.
Instead of producing the luxury vehicles, Japanese competitors have mixed into compact,
fuel-efficient and high-quality cars

1. What is indicated from the history of the American auto industry?

What was economics environment:
- 1908: standard of living cost in USA is low => need a basic car with one color, stable
enegine -> don’t need car with high standard

- In the past, US people don’t like Japanese car (high machine quality, easy to prepare)
because Americans period of oil crisis happen, oil price increase => customer demand
changes then Japanese car can join the US market.
2. How does the analysis of the external environment affect on business strategy?

IKEA's business strategy

IKEA is a furniture business group of Swedish billionaire Ingvar Krampad. Over 50 years
of establishment, IKEA is today a giant multinational corporation with furniture trade
centers located in 30 different countries and 76,000 employees. IKEA's annual sales
exceed 12 billion Euros. IKEA has grown continuously and has become a multinational
corporation. IKEA is present in more than 30 countries. Krampad's IKEA development
strategy is continuously to expand the worldwide market. IKEA focuses on the resources
of input from countries with low labor costs. IKEA products are ordered from 1800
manufacturers in 55 different countries around the world. Asian countries are becoming
more and more important partners of IKEA, especially China and more recently ASEAN
countries. Understanding the need of customers that they together go shopping with their
whole family, the IKEA shopping mall is organized in association with restaurant
services, coffee and entertainment services for children. Therefore, IKEA has created for
customers, often the whole family, a feeling of relaxation and comfort for shopping.
Many people, even though they do not intend to buy furniture, they regularly are used to
visit IKEA. In fact, only few people “leave with empty-handed”.
With the slogan of “saving for customers”, the IKEA services has been organized so
that customers can choose, transport and assemble their own furniture at home. IKEA
wooden parts are designed and assembled in the easiest and most convenient way for all
ordinary customers. Ingvar Krampad in particular and IKEA in general pay great
attention to research on the buying behavior of customers, especially women. IKEA's
customer and market research shows that women are more interested in buying and
selling furniture and home appliances. Therefore, the sales layout and product categories
at IKEA are oriented towards women’s psychology and women’s buying behavior. IKEA
pays special attention on promoting image and reputation with environmental
protection. That's why IKEA always refuses the products with chemicals, woods from
the rainforest that are being invaded. IKEA Group is one of the major sponsors of
projects to protect the environment and combat child labor exploitation in developing
countries. IKEA has not been oriented on delivering and installing for customers, but
IKEA pays special attention to other services for customers. If customers do not have a
car, IKEA is willing to rent a car. If customers’ car is too small, IKEA has a big car to
carry. People with children can shop in convenience because IKEA has a free babysitting
service in the store. With the above implementation methods, IKEA has quickly
succeeded in international market.

Question: Define IKEA's business level strategy in the international market?

- Competitive scope
- Vào IKEA:
- Chiến lược focus strate + cost focus (vì focus vào phụ nữ)
- Chuỗi giá trị để chứng minh competive advantage
- Service: mall, shipper, trông trẻ
 - Marketing
- Economies of scale: sxuat nhiều ở 1 nước, để chi phí thấp rồi phân phối đến
nhiều quốc gia
- 9 hoạt động; nhg chỉ chọn 4,5 hoạt động chính trong chuỗi giá trị tuỳ doanh
nghiệp

Đọc tên chiến lược cạnh tranh (bằng 2 yếu tố: competitive advantage và competitive
scope – theo từng phân đoạn, tập trung vào những target scope)
Chứng minh đc vận hành như thế nào thì dùng Value chain

Note: có những DN