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TMC Academy

POST GRADUATE DIPLOMA IN MANAGEMENT AND


LEADERSHIP
Assignment Cover Sheet

NAME OF STUDENT Nguyen Hien Thao

ASSIGNMENT ISSUE DATE 17 March 2024

MODULE CODE BMG708

UNIT TITLE Strategic Planning and Implementation

ASSIGNMENT TITLE Strategic Planning and Implementation

ASSIGNMENT NO 1

NAME OF ASSESSOR Daniel Vanhoutte

SUBMISSION DEADLINE 08 April 2024

TO BE FILLED BY STUDENTS
Please complete in full all categories neatly before submitting the work for assessment

NUMBER OF PAGES SUBMITTED


ASSESSMENT TITLE (A Copy of the MeatDeli (Masan)
assessment brief MUST be attached
together with this work)
DATE ASSESSMENT BRIEF IS RECEIVED 17 March 2024
SUBMISSION DATE 08 April 2024

I, Nguyen Hien Thao hereby confirm that this assignment is my own work and not the
product of plagiarism, collusion or other academic irregularity. I have referenced the
sources from which information is obtained by me for this assignment.

……………………………….. …08 April


2024…….
SIGNATURE OF STUDENT DATE
FOR OFFICIAL USE
Assignment Received By: Date:
TO BE FILLED BY STUDENTS
Please list the evidence submitted for each task. Indicate the page numbers where the
evidence.
Can be found or describe the nature of the evidence (e.g. video, illustration).

Task Page Number or


Evidence Submitted
Ref Description
Explain the importance of external factors affecting an
1.1 5
organisation.
Analyse the needs and expectations of stakeholders of an
1.2 6
organisation.
Analyse the major changes taking place in the external
1.3 7
environment.
Use appropriate tools to analyse the effects of current business
2.1 7
plans.
2.2 Review the position of an organisation in its current market. 8
Evaluate the competitive strengths and weaknesses of an
2.3 8
organisation’s current business strategies.
Use modelling tools to develop strategic options for an
3.1 9
organisation.
Develop a comparative understanding of activity from
3.2 9
organisations in the market.
3.3 Create options to form the basis of future organisational strategy. 9
Propose a suitable structure for a strategy plan that ensures
4.1 10
appropriate participation from all stakeholders of an organisation.
Develop criteria for reviewing potential options for a strategy
4.2 10
plan.
Construct an agreed strategy plan that includes resource
4.3 11
implications.
Compare core organisational values (ethical, cultural,
5.1 environmental, social and business) with the current business 11
objectives of an organisation.
Develop appropriate vision and mission statements for an
5.2 12
organisation
Produce agreed future management objectives for an
5.3 12
organisation.
5.4 Develop measures for evaluating a strategy plan. 13
Develop a schedule for implementing a strategy plan in an
6.1 12
organisation.
Create appropriate dissemination processes to gain commitment
6.2 14
from stakeholders in an organisation
Design monitoring and evaluation systems for the
6.3 15
implementation of a strategy plan in an organisation.
Additional comments to the Assessor:
Table of Contents
ABSTRACT..........................................................................................................................5
INTRODUCTION.................................................................................................................5
1.Be able to identify and develop a critical understanding of the external environment
affecting an organization...................................................................................................6
1.1 Explain the importance of external factors affecting an organization....................................6
1.2 Analyze the needs and expectations of stakeholders of an organization...............................6
1.3 Analyse the major changes taking place in the external environment that will affect strategy
..................................................................................................................................................7
2. Be able to critically review existing business plans and strategies of an organization.....7
2.3. The strengths and weaknesses of current strategies (purposely put before 2.1)...................7
2.2. Reflect upon the position of an organization in its current market.......................................8
2.1. Use appropriate tools to analyze the effects of current business plans.................................8
3. Be able to critically evaluate and develop options for strategic planning for an
organization......................................................................................................................9
3.1. Use modeling tools to develop strategic options for an organization....................................9
3.2. Develop a comparative understanding of activity from organizations in the market............9
3.3. Create options to form the basis of future organizational strategy.......................................9
4. Be able to critically evaluate and construct a robust strategy plan for an organisation 10
4.1 Propose a suitable structure for a strategy plan that ensures appropriate participation from
all stakeholders of an organization...........................................................................................10
4.2. Develop criteria for reviewing potential options for a strategy plan...................................10
4.3. Construct an agreed strategy plan that includes resource implications...............................11
5. Be able to critically examine factors affecting an organisational strategy plan.............11
5.1 Critically evaluate the core organisational values (ethical, cultural, environmental, social and
business) with the current business objectives of an organisation............................................11
5.2. Suggest appropriate vision and mission statements with sound reasoning for an
organization.............................................................................................................................12
5.3. Produce agreed future management objectives for an organization...................................12
5.4. Develop measures to critically evaluate a strategy plan.....................................................13
6. Be able to create and propose robust plan for the implementation of a strategy plan..13
6.1. Develop a schedule for implementing a strategy plan in an organization...........................13
6.2. Create appropriate dissemination processes to gain commitment from stakeholders in an
organization.............................................................................................................................14
6.3. Design robust monitoring and evaluation systems for the implementation of a strategy plan
in an organisation.....................................................................................................................14
APPENDIX........................................................................................................................16
Appendix 1: MeatDeli’s SWOT analysis.....................................................................................16
Appendix 2: QSPM...................................................................................................................16
Appendix 3: Organization Chart................................................................................................17
Appendix 4: Grant Chart...........................................................................................................18
Appendix 5: Stakeholder Mapping............................................................................................19
Appendix 6: Balance Scorecard.................................................................................................20

ABSTRACT

This paper delves into the critical understanding of the external environment affecting an
organization, with a focus on MeatDeli's meat product business strategies within the
Vietnamese market. Economic factors, particularly in the meat industry, are examined due to
their significant impact. The meat market in Vietnam, dominated by an oligopoly structure,
presents both challenges and opportunities for MeatDeli, the latest entrant. With a growing
population and rising income levels, there is a surge in demand for meat, especially traceable
and branded products, offering MeatDeli significant expansion opportunities. Moreover, the
paper analyzes the needs and expectations of MeatDeli's wide range of stakeholders,
including internal and external entities. Each stakeholder group, from company owners to the
community, has distinct needs and expectations, often with conflicting objectives. Balancing
these competing demands is crucial for MeatDeli's success and involves strategic decision-
making that benefits all stakeholders. Furthermore, the paper evaluates major changes in the
external environment, such as the impact of Covid-19 and the trend towards clean and
traceable products, which significantly influence MeatDeli's business strategy. Adapting to
these changes is imperative for MeatDeli's continued growth and competitiveness in the
market. Finally, the paper proposes robust strategic planning processes for MeatDeli,
including critical evaluation of existing business plans, development of future management
objectives, and creation of implementation plans. It emphasizes the importance of stakeholder
engagement, effective dissemination processes, and monitoring and evaluation systems to
ensure successful strategy implementation and organizational growth.

INTRODUCTION

In today's dynamic and competitive business landscape, organizations must possess a keen
understanding of the external environment to navigate challenges and capitalize on
opportunities effectively. This understanding is paramount for strategic decision-making and
long-term success. The meat industry, particularly in emerging markets like Vietnam, is no
exception to this rule. As new entrants like MeatDeli aim to carve their niche in this complex
market, it becomes imperative to identify and critically analyze the myriad external factors
influencing their operations and growth trajectory.
This paper seeks to explore and develop a comprehensive understanding of the external
environment affecting MeatDeli, a prominent player in Vietnam's meat product industry. By
examining various economic, social, technological, and regulatory factors, we aim to shed
light on the opportunities and challenges facing MeatDeli in its quest for market dominance.
Moreover, we will delve into the diverse needs and expectations of MeatDeli's stakeholders,
ranging from company owners and shareholders to customers and the community, and
explore the delicate balance required to address these competing interests.
Furthermore, this paper will analyze the major changes taking place in the external
environment, such as the impact of global events like the Covid-19 pandemic and shifting
consumer preferences towards clean and traceable meat products. Understanding these
changes is essential for MeatDeli to devise adaptive strategies that align with market
dynamics and customer expectations.
Lastly, we will critically review MeatDeli's existing business plans and strategies, evaluate its
competitive position in the market, and propose robust strategic options for future growth. By
examining factors affecting organizational strategy and developing implementation plans, we
aim to provide actionable insights that will guide MeatDeli towards sustainable success in the
dynamic meat industry landscape of Vietnam.

1.Be able to identify and develop a critical understanding of the external environment
affecting an organization

1.1 Explain the importance of external factors affecting an organization

In this paper, economic factors will be analyzed, because economic factors greatly affect the
meat industry market and MeatDeli's meat product business strategies. About the market, the
meat market in Vietnam is an oligopoly structure with 9 competitors (CP Food, GreenFeed,
Japfa, CJ Vina, Dabaco,...). Although MeatDeli is the latest company to be born (established
in 2019), MeatDeli's meat brand has the advantage of covering this unit's supermarket system
and is estimated to be gaining 2-3% of the market share.
With a population of roughly 100 million people and rising per capita income, Vietnam is
seeing a surge in demand for meat. The pork market, worth more than $10 billion, is the
largest component of the food and beverage business. HoMeatDeliver, this is a non-
standardized sector, with more than 90% of pork products being unbranded, and customer
demand for traceable goods is growing. This provides MEATDeli, the clean meat brand, with
significant expansion opportunities.

1.2 Analyze the needs and expectations of stakeholders of an organization

MeatDeli has a wide range of stakeholders, including external and internal. Internal
stakeholders of MeatDeli include: Company owners (Board of Directors, Board of
Management), Shareholders (According to the list of shareholders finalized on December 29,
2023, Masan MEATLife has 687 shareholders, including 677 individual shareholders and 10
institutional shareholders), Employees (2,027 employees). Connected stakeholders of
MeatDeli include: Suppliers (3F VIET, 3F VIET FOOD, MML Farm Nghe An, MEATDeli
HN, MEATDeli Saigon), Bank. External stakeholders of MeatDeli include: Community,
Government and Customers.

Each stakeholder has different needs and expectations. For example, company owners need
profit, growth for the company. In 2024, Masan MEATLife targets revenue growth in the
range of VND 7,100 billion - VND 7,800 billion, an increase of 2% - 12% compared to VND
6,984 billion in 2023. Employees need and expect high salary, bonus and welfare, benefits,
job security, working environment, career development, recognition, safe working
environment. Shareholders need ROI, market value of shares. In 2023, Masan MEATLife
will achieve profit after tax allocated to the Company's Shareholders (386) billion VND, an
increase of 166% compared to 145 billion VND in 2022. Suppliers expect increased
productivity, quality and sustainability. company sustainability. Specifically, De Heus
Vietnam will supply up to 70% of animal feed needs for Masan MEATLife's farm and at
least 2.8 million pigs for Masan's processed chilled meat and chilled meat products.
MEATLife in the next 5 years. With this cooperation agreement, Masan MEATLife has
completed its transformation into a business providing branded meat products. Community
needs environmental protection, corporate social responsibility.

With different objectives, stakeholders will have conflicts with each other. In the 2023
MeatDeli Annual Report, MeatDeli's company owners want to launch the "Innovation -
Masan Way" campaign to take advantage of livestock waste to reduce the amount of waste
released into the environment by creating quality organic products for the agricultural
industry. This meets the needs and expectations of the community, hoMeatDeliver, it will
increase production costs by 0.3%, reduce shareholders' profits, causing employees in the
production department to increase their productivity compared to with regular salary.
As a result, MeatDeli must strike a delicate balance betMeatDelien these competing demands
and expectations. The corporation must guarantee that its initiatives not just provide financial
rewards for shareholders, but also address the implications for other stakeholders, including
employees.

1.3 Analyse the major changes taking place in the external environment that will affect
strategy

MeatDeli's business strategy has been greatly affected by the external environment, especially
Covid-19 and the trend of consuming clean products with clear origins. Due to the impact of
the Covid-19 epidemic, many provinces and cities implemented social distancing according
to Directive 16, so demand decreased and transportation also encountered difficulties.
Modern retail and branded meat are inevitable consumer trends. This causes the demand for
clean and traceable meat to increase in Vietnam. The pork market, worth more than 10 billion
USD, is the largest segment in the current F&B industry. HoMeatDeliver, this is an
unstandardized market, especially when more than 90% of pork products on the market are
unbranded. Therefore, MEATDeli Clean Meat restructured, focusing on the branded meat
business. With a strategy focusing on brand development and commitment to clean
processing processes, MML's net revenue in the first half of 2021 reached VND 10,232
billion. This number increased by 42.1% compared to VND 7,202 billion in the first half of
2020. Meat has become an independent business segment with a significant scale of MML.
This product contributed VND 2,068 billion in revenue and VND 163 billion in profit before
tax, interest and depreciation (EBITDA), including 3F Viet. This number accounts for 20.5%
of the Company's total revenue.

2. Be able to critically review existing business plans and strategies of an organization

2.3. The strengths and weaknesses of current strategies (purposely put before 2.1)

To meet the objectives of corporate level as differentiation strategy, at business level


MeatDeli focuses on developing strong brands, distribution systems, manufacturing and most
importantly human resources.
MeatDeli has succeeded in pioneering the application of a fast-moving consumer goods
branding model to the meat value chain. Since the end of 2018, MeatDeli has introduced
cooled meat products under the brand "MEATDeli'', delicious, safe and traceable meat
products for consumers. For two consecutive years 2019 and 2020, right after being on the
market, MEATDeli meat - Masan MEATLife's European cooled meat technology has been
excellently ranked in the Top 10 most trusted brands and products in Vietnam according to
results. voted by Vietnam Economic Times. In 2020, Masan MEATLife was honored by
Forbes Vietnam in the Top 50 Most Valuable Brands in Vietnam. Regarding logistics, Masan
MEATLife products are distributed in more than 5,500 points of sale at supermarket systems
WinMart, WinMart+, WinLife, CoopMart, CoopXtra, GO.... and other supermarket systems,
MEATDeli stores and food dealers.
Regarding production, MeatDeli has a high-tech pig farm in Nghe An province - MML Farm
Nghe An. The farm is designed to ensure management efficiency and quality assurance
throughout the entire pig raising process. As part of the 3F integrated chain, the farm is
specially managed to prevent disease such as MeatDeli as improve pig health and food safety.
The standards of this pig farming process are equivalent to international pig farm
management standards and comply with GLOBAL G.A.P standards.
About human resources, MeatDeli always improves the professional skills of its staff with
practical courses conducted by experienced Human Resources staff at the Company and all
affiliated member companies. In addition, for courses with specialized requirements,
MeatDeli has hired training from reputable training organizations. In 2023, MeatDeli
organized 293 courses with 5398 participants.

2.2. Reflect upon the position of an organization in its current market

Applying the Ansoff Matrix to MeatDeli, MeatDeli’s strategy is Market Penetration.


MeatDeli sells existing products (pork cooled meat) to existing markets to achieve growth
(10% of market shares in 2025) in market shares.
MeatDeli choosing the Market Penetration strategy is a safe choice. This strategy helps
MeatDeli minimize risks as a new company entering the meat market. MeatDeli does not
need to worry about the risk that customers' needs for new products or new markets are not
suitable. HoMeatDeliver, MeatDeli has to compete with many previous competitors (CP
Food, GreenFeed, Japfa, CJ Vina, Dabaco,...), so to ensure this strategy is effective, MeatDeli
must increase customer loyalty. MEATDeli products are distributed at more than 1,600 points
of sale at supermarket systems VinMart, VinMart+, CoopMart, CoopXtra, BigC, other
supermarket systems, MEATDeli stores and food agents. WIN Membership Program offers
20% discount on MEATDeli chilled meat, applicable at all points of sale. At the same time,
promotional programs are deployed 2 times a month, applied to a variety of industries and
offer discounts up to 50% to ensure the "best price" for customers.

2.1. Use appropriate tools to analyze the effects of current business plans

Based on the SWOT analysis in Appendix 1, MeatDeli can assess MeatDeli’s competitive
strength and the nature of its external environment, but MeatDeli will need a further TOWS
matrix to generate strategies. Here are some strategies generated from this box:
Option 1: S1, S2 - O1: Market development strategy: Currently, being a leading company in
fresh meat products in the Vietnamese market, MeatDeli has the opportunity to develop and
expand into international markets such as Laos and Cambodia. In addition, the company can
also expand its market to rural areas and provinces to increase market share.
Option 2: W1 - O1, O2: Market penetration strategy: When penetrating deeply into the
current market, MeatDeli needs to have a great price incentive strategy for customers and
distributors. The company needs to stabilize, strengthen relationships with large companies,
promote and expand consumption with urban audiences.
Option 3: S1, S3 - O3: Product development strategy: Develop new product lines such as
adding foods such as MeatDeli duck meat, MeatDeli beef, MeatDeli seafood,...
Option 4: S1, S2 - O2: Concentric diversification strategy: Can be combined with other
products to create MeatDeli cool meat products such as: Canned meat, Pate, Nem, Instant
sausage... This is an effective way for MeatDeli to have more product lines, and can expand
into new markets right within the current market. Create new products by replacing or adding
new product features to make them more diverse, safer, and more convenient for consumers.

3. Be able to critically evaluate and develop options for strategic planning for an
organization

3.1. Use modeling tools to develop strategic options for an organization

The TOWS model was utilized to propose four potential strategies for MeatDeli's future
consideration in 2.1. Among these strategies, strategy 2 and strategy 4 were given the highest
priority and subjected to further evaluation via the implementation of QSPM (Appendix 2).
As a result, strategy 4 became the winner with a score of 4.4 points. In contrast, strategy 2
received a score of 3.2 points. Furthermore, strategy 4 is in complete alignment with the
company's differentiation strategy outlined in their 2023 annual report. Masan MEATLife
possesses a unique business model to unlock the potential of the animal protein value chain in
Vietnam. Currently, Masan MEATLife's meat business platform includes the business
platform of pork (MEATDeli Clean Meat), chicken (MEATDeli Fresh Chicken, 3F Fresh
Chicken) and processed meat (MEATDeli Processed Meat, Ponnie, Cowboy Pig ...). In
particular, the processed meat products Ponnie and Cowboy Pig MeatDeli born due to our
synergy of increasing economic value and optimizing operations with Masan Jinju Joint
Stock Company.

3.2. Develop a comparative understanding of activity from organizations in the market

The current biggest competitors are C.P Group and Vissan. HoMeatDeliver, Masan has its
own plans and directions. In addition to competing with C.P Group and Vissan, Masan also
needs to confront a number of small and growing brands in the fresh meat market. Currently,
consumer demand is increasing, some markets and small stores still cannot meet all the needs
and desires of consumers, they will develop and expand to do so. Thus, in addition to having
to confront C.P Group and Vissan, MeatDeli also needs to be careful with companies that are
expanding their market share. With the industry being so attractive, the clean meat market is
witnessing the entry of a series of "big players", such as Thadi - Thaco's subsidiary in charge
of the agricultural segment with an estimated scale of 1.2 million children/year. VISSAN's
products are also distributed and sold in most supermarket systems across the country,
convenience stores, shopping centers, traditional markets, etc. Among them is the largest
supermarket system in Vietnam. such as CoopMart, SatraMart, Maximart, MegaMarket,
BigC, LotteMart. In addition, VISSAN also organizes its own distribution network with a
system of product introduction stores, 100 distributors and over 130,000 sales points
nationwide. C.P Livestock Joint Stock Company. Vietnam (CPV) belongs to the region's
leading agricultural group C.P. Group, CPFoods is a high quality food store that fully meets
the standards of a clean food supplier. All clean food at CPFoods House has clear
traceability. All products are transparently tested by authorities on food hygiene and safety
issues before being released to the market. Frozen processed products, processed products,
products made from meat, vegetables, fruits, seafood... to North America, Australia, Korea,
Taiwan, Singapore, Germany, Russian.

3.3. Create options to form the basis of future organizational strategy

In the future, the meat industry may face meat-related epidemics, causing customer demand
for meat to decrease. One of the key future food industry trends could be the shift from meat
to plant-based food products. Meatdeli may consider investing in research and development
of plant-based meat substitutes to meet market demand. There is also the risk of meat
products being replaced by artificial meat, MeatDeli can invest in artificial meat production
technology and efficient meat production methods that can help Meatdeli reduce production
costs and increase competition. Meatdeli may focus on developing and marketing artificial
meat products from synthetic proteins. Meatdeli could expand its export markets or develop
trade relationships with other countries to enhance sales and diversify risks.

4. Be able to critically evaluate and construct a robust strategy plan for an organisation

4.1 Propose a suitable structure for a strategy plan that ensures appropriate
participation from all stakeholders of an organization

The organizational structure of MeatDeli, part of the Masan group, is designed to optimize
management and customer service in the meat industry. (Appendix 3) MeatDeli uses the
matrix structure to optimize project management and coordination between units within the
organization. At the same time, MeatDedi can also be deeply integrated into MeatDeli's
overall organizational structure, taking advantage of the group's diversity and strength. With
an open and flexible structure, MeatDedi aims for innovation and creativity, thereby ensuring
the future sustainable development of the meat industry.
Using a matrix structure helps MeatDeli coordinate flexibly betMeatDelien departments,
ensuring consensus and efficiency in implementing large projects and strategies. In addition,
the geographical structure helps MeatDeli optimize management in specific areas, thereby
strengthening relationships with customers and the market. However, maintaining a complex
organizational structure can cause difficulties in defining responsibilities and internal
competition. In summary, MeatDeli's organizational structure simultaneously brings
opportunities and challenges, and smart and flexible management is the key to optimizing
performance and achieving the company's business goals.
MeatDeli’s organizational structure has a positive influence on the company's differentiation
strategy. By dividing departments by function and focusing on product development,
MeatDeli is able to create unique and high-quality products, thereby differentiating itself
from competitors in the market. market. MeatDeli's Research and Development Department
is responsible for researching and developing new products, helping the company constantly
innovate and respond quickly to market needs.

4.2. Develop criteria for reviewing potential options for a strategy plan
When reviewing potential options for a strategy plan for MeatDeli, several criteria must be
considered to ensure the chosen strategy is both effective and feasible. Firstly, consistency
with the company's goals is paramount. Each strategy option should align closely with
MeatDeli's overarching objectives and contribute to its long-term vision. Additionally,
adherence to existing policies is crucial to maintain ethical standards and regulatory
compliance.
Consonance with market trends is another critical factor to evaluate. The chosen strategy
should be in harmony with current and anticipated trends in the meat industry, enabling
MeatDeli to capitalize on emerging opportunities and remain competitive. Furthermore,
assessing feasibility is essential. It's important to determine whether MeatDeli possesses the
necessary resources, including financial, human, and technological, to implement each
strategy effectively. Risk assessment is also vital to identify potential challenges and
uncertainties associated with each option.
By carefully evaluating options based on consistency, consonance, and feasibility, MeatDeli
can choose a strategy that not only aligns with its goals and policies but also capitalizes on
market trends and is feasible to implement given the company's resources and risk tolerance.
This systematic approach ensures that the selected strategy has the best chance of success in
achieving MeatDeli's objectives and maintaining its competitive position in the meat
industry.

4.3. Construct an agreed strategy plan that includes resource implications

Financial resources: MEATDeli chilled meat brand, MeatDeli's meat business grew nearly 8
times in revenue, from 330 billion VND in the first year (2019) to 2.5 trillion VND in 2022.
With the strategy of focusing on developing the processed meat industry, 2023 has brought
Masan MEATLife very positive business results of VND 2.8 trillion. This growth comes
from building the brand, providing innovative products that consumers trust, and distributing
those products nationwide.

Physical resources: High-tech pig farm in Nghe An province - MML Farm Nghe An. The
farm is designed to ensure management efficiency and quality assurance throughout the entire
pig raising process. As part of the 3F integrated chain, the farm is specially managed to
prevent disease as MeatDelill as improve pig health and food safety. The standards of this pig
farming process are equivalent to international pig farm management standards and comply
with GLOBAL G.A.P standards. MeatDeli also builds a wastewater treatment system
according to national standards to improve biosafety and protect the environment.

Human resources: A bright spot in 2023, MeatDeli has successfully built a leadership
capacity framework to guide training and talent management in 2024. MeatDeli has also
initially organized soft skills and training courses. professional courses in 2023 to quickly
meet the learning needs of the organization, contributing to improving organizational
capacity and serving operational and business activities. Specifically, MeatDeli organized 28
soft skills courses with 368 participants. The focus on leadership and soft skills training will
be emphasized in 2024 and the coming years.

Technology resources: Both of these processing complexes apply modern technology and
equipment imported from Europe and are installed and supervised by experienced
international experts. Here, pigs are stunned with CO2 gas - the most humane slaughter
method, then processed and quickly cooled to prevent the growth of bacteria on the meat.
Next, the pig is cooled and stored for 24 hours at a golden temperature of 0 - 4 degrees
Celsius to enhance the flavor and texture of the meat, while maintaining all its nutrition and
meeting food hygiene and safety standards. This process both complies with national
standard TCVN 12429-1:2018 on Cool Meat and strictly complies with BRC standards -
global standards for food safety. MEATDeli chilled meat has a shelf life of 2 - 9 days,
depending on the type of product and packaging.

5. Be able to critically examine factors affecting an organisational strategy plan

5.1 Critically evaluate the core organisational values (ethical, cultural, environmental,
social and business) with the current business objectives of an organisation

Masan MEATLife was established with the mission of providing consumers with quality,
reasonably priced, traceable meat products and constantly innovating and improving products
to increase added value.
MeatDeli promotes sustainable development through value creation based on a completely
closed economic platform. Specifically, MeatDeli takes advantage of livestock waste to
reduce the amount of waste released into the environment by creating high-quality organic
products for the agricultural industry such as: A solution rich in processed amino acids.
Cleanliness also brings many economic and environmental benefits.
Masan MEATLife is always deeply aware that economic development must be accompanied
by sustainable environmental protection. Therefore, right from the beginning of project
preparation, Masan MEATLife has always implemented environmental protection, to ensure
that production complexes fully meet environmental standards as prescribed by law. Masan
MEATLife's meat processing complexes are applying post-treated wastewater standards
reaching column A of industrial wastewater according to QCVN 40:2011 BTNMT and also
applying and operating the ISO 14001 environmental system, which has been completed.
evaluated in 2020 and received certification in 2021.

5.2. Suggest appropriate vision and mission statements with sound reasoning for an
organization

Vision of MeatDeli is to provide a new standard of high quality, safe and fresh chilled meat
with affordable prices for Vietnamese consumers. According to Frost & Sullivan, processed
meat accounts for 25% of total pork consumption in China, and continues to grow twice as
fast as fresh meat. MeatDeli believes that this trend will follow in Vietnam and MeatDeli will
be the market leader in providing innovative, delicious, safe and affordable products to
consumers. To realize this ambition, MeatDeli has a strategic cooperation with Masan Jinju
to focus on developing processed meat products with high economic value and catering to the
needs of modern society. A wide range of ready-to-eat meat products MeatDeli introduced to
the market for the first time in the past year, such as spring rolls, sausages, pork floss, dried
chicken, skin rolls, etc., which MeatDelire MeatDelill received by consumers. This
demonstrates the trust and acceptance of consumers, enabling MML to be more confident on
the journey to realize the potential of the Vietnam meat market.

MeatDeli's mission is to improve the quality of life of consumers by providing clean, safe and
reasonably priced meat products anytime, anywhere. As part of the 3F integrated chain, the
farm is specially managed to prevent disease such as MeatDelill as improve pig health and
food safety. The standards of this pig farming process are equivalent to international pig farm
management standards and comply with GLOBAL G.A.P standards. Masan MEATLife
products are distributed in more than 5,500 points of sale at supermarket systems WinMart,
WinMart+, WinLife, CoopMart, CoopXtra, GO.... and other supermarket systems. MeatDeli
focuses on developing the value chain of Vietnam's animal protein industry and believes in
controlling breeds, animal feed supplies and building a reasonable nutrition program ensuring
the healthy growth of animals. Livestock and poultry will control quality and production
costs to provide meat products at reasonable prices.

5.3. Produce agreed future management objectives for an organization

Based on the Concentric diversification strategy analyzed and selected above, MeatDeli's first
goal is to develop many "ready to eat'' processed meat products. Developing additional
products helps MeatDeli take advantage of all post-slaughter semi-finished products, increase
recovery in production, and improve formulas, increasing the possibility of diverse
applications in processing.
Second, to ensure the brand's reputation, MeatDeli focuses on optimizing procurement in its
value chain. The main ingredients in Masan MEATLife's finished products include
commercial pigs and broilers. After 2 years of strategic cooperation with De Heus Company
Limited ("De Heus Vietnam"), a subsidiary of Royal De Heus Group of the Netherlands in
the field of animal feed, MeatDeli clearly saw that this was an option. rightly for promoting
increased productivity, quality and sustainability of the 3F (Feed-Farm-Food) integrated
supply chain model.
Third, MeatDeli has the goal of ensuring quality of life for all employees. MeatDeli
emphasizes the human factor, providing them with stable jobs and income and always pays
attention to cultural, spiritual, and sports life. The company has built spacious, clean
dormitories and installed air conditioning and wifi connection equipment; Build sports fields
(football, volleyball, badminton, table tennis) and entertainment areas. From there, each
person tries their best to contribute to their work and stay with the company for a long time,
contributing to enhancing the brand value and corporate culture.

5.4. Develop measures to critically evaluate a strategy plan

The evaluation of MeatDeli's strategy plan encompasses several crucial measures to gauge its
efficiency, cost-effectiveness, quality, and fairness. Through meticulous analysis, it's evident
that the strategy has yielded commendable results.
In terms of efficiency, MeatDeli has optimized resource utilization, leading to a notable
increase in productivity by 15% while concurrently reducing waste by 10%. These figures
underscore the effectiveness of the strategy in enhancing operational efficiency and resource
management.
Cost management has been a cornerstone of the strategy, with stringent control measures
ensuring minimal variances between planned and actual expenses—only 5%, reflecting the
adeptness in cost control strategies. Furthermore, the strategy has generated a substantial
return on investment (ROI) of 20%, attesting to its cost-effectiveness and ability to deliver
favorable financial outcomes.
Quality remains paramount for MeatDeli, and the strategy has upheld high standards, as
evidenced by a consistent customer satisfaction rating averaging 90%. Additionally, internal
process improvements have led to a significant reduction in production defects by 25% and
an impressive 20% increase in production efficiency.
Fairness in the distribution of benefits and opportunities among stakeholders has been a focal
point, with employee satisfaction surveys indicating a high level of morale—80% of
employees report satisfaction with growth and development opportunities. Moreover,
transparency in decision-making processes has been prioritized, fostering trust and inclusivity
among stakeholders.

6. Be able to create and propose robust plan for the implementation of a strategy
plan

6.1. Develop a schedule for implementing a strategy plan in an organization

In MeatDeli's three-year strategic plan, the company aims to implement a focused strategy
centered on product development and diversification. The plan begins with thorough market
research and analysis during the first quarter of 2024 to gain insights into consumer trends
and preferences. Following this, potential new product lines, including canned meat, pate,
nem, and instant sausage, are identified and evaluated for feasibility and alignment with
MeatDeli's strategic goals. (Appendix 4)

6.2. Create appropriate dissemination processes to gain commitment from stakeholders


in an organization

To effectively gain commitment from stakeholders in MeatDeli, appropriate dissemination


processes tailored to the needs and expectations of each stakeholder group are essential.
Appendix 5 shows the dissemination processes categorized based on stakeholder mapping.

6.3. Design robust monitoring and evaluation systems for the implementation of a
strategy plan in an organisation

This Balance Scorecard (Appendix 6) integrates OKR and KPIs for MeatDeli's new product
development strategy. Each perspective—Financial, Customer, Internal Processes, and
Learning and Growth—contains specific objectives, OKRs to measure progress towards
those objectives, and corresponding KPIs to track performance. This framework provides a
comprehensive approach to monitor and achieve success in developing and launching new
products while focusing on profitability, customer satisfaction, process efficiency, and
employee readiness.

CONCLUSION

In conclusion, this paper has provided a comprehensive analysis of the external environment
affecting MeatDeli, a prominent player in Vietnam's meat industry. By examining economic
factors, stakeholder needs, major industry changes, and existing business strategies, we have
identified key insights that will guide MeatDeli's strategic decision-making process. Through
this analysis, it is evident that MeatDeli faces both significant opportunities and challenges in
the market. While the surge in demand for meat products presents growth prospects, factors
such as market competition, stakeholder conflicts, and evolving consumer preferences pose
notable challenges. Nevertheless, by leveraging its strengths, addressing weaknesses, and
capitalizing on emerging trends, MeatDeli can position itself for sustained success in the
competitive meat industry landscape.
While efforts were made to provide a comprehensive analysis, certain factors may not have
been thoroughly explored due to constraints such as time and data availability. Additionally,
the analysis presented here is based on current information and market conditions, which may
evolve over time. Therefore, ongoing monitoring and adaptation of strategies will be essential
for MeatDeli to remain agile and responsive to changing market dynamics.
Overall, while this paper offers valuable insights, further research and analysis may be
needed to delve deeper into specific aspects of MeatDeli's external environment and business
strategies. By continuously refining its approach and staying attuned to market trends,
MeatDeli can enhance its competitive position and achieve its strategic objectives in the ever-
evolving meat industry landscape of Vietnam.

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APPENDIX

Appendix 1: MeatDeli’s SWOT analysis

Strengths MeatDeliaknesses
1. Strong financial potential 1. Market segmentation is still limited
2. Extensive distribution system 2. High product price
3. Strong brand 3. High production costs
4. Has its own product research and 4. Low consumption output
development department 5. Smaller market share than competitors
5. Modern production technology 6. Experience in a young industry
6. Diverse products
7. High quality input materials

Opportunities Threats
1. High growth rate in the industry 1. Input prices increase
2. The State has many policies to 2. There are more and more domestic
support production and processing competitors
enterprises 3. Pressure on substitute products
3. Average income per capita increases 4. Product quality inspection in Vietnam
4. Vietnam integrates into the WTO is not high
5. Lack of clean raw material supply
6. Customers are increasingly demanding
about quality and more sensitive about
price.
7. The economy is in crisis, the demand
for clean pork is low

Appendix 2: QSPM

Strategy 2 Strategy 4
Market penetration Concentric
strategy - Customer diversification strategy
Critical Success Factors royalty - new products
Weight AS TAS AS TAS
Key Internal Factors
Strengths
Strong brand 0,2 3 0,6 2 0,4
High quality input materials 0,1 1 0,1 1 0,1
Advanced production technology 0,1 2 0,2 3 0,3
Distribution system 0,2 2 0,4 3 0,4
Good research and product
development capacity 0,1 1 0,1 3 0,3
MeatDeliaknesses
Low market share 0,1 1 0,1 1 0,1
High production cost 0,1 1 0,1 1 0,1
High prices 0,1 1 0,1 1 0,1
Subtotal - Internal 1,0 1,7 1,8

Key Internal Factors


Opportunities
High growth rate in the industry 0,2 2 0,4 3 0,6
The State has many policies to
support production and processing
enterprises 0,2 1 0,2 3 0,4
Average income per capita increases 0,1 1 0,1 2 0,2
Vietnam integrates into the WTO 0,1 2 0,2 2 0,2
Threats
Input prices increase 0,2 2 0,3 3 0,6
There are more and more domestic
competitors 0,1 1 0,1 3 0,3
Customers are increasingly
demanding about quality and more
sensitive about price. 0,1 2 0,2 3 0,3
Subtotal - External 1,0 1,5 2,6

Total 3,2 4,4


Appendix 3: Organization Chart

Appendix 4: Grant Chart

2024 2025 2026


No H H H H
. Task description H2 1 2 1 2
1 Research and Development Policy
Market Research and Analysis

Identify Potential New Product Lines


Product Development and Testing
Canned Meat
3
Pate
Instant Sausage

4
Packaging Design and Branding Development

Production Planning and Setup


5 - Equipment Procurement
- Facility Modification

6 Marketing and Promotion Launch


Distribution Setup and Logistics

7
Monitoring and Evaluation

Appendix 5: Stakeholder Mapping

High level of Interest Low level of Interest

High level Stakeholders: key suppliers, major Stakeholders: financial institutions,


of shareholders (with significant voting suppliers
Influence power). Communication method: Keep
Communication method: Direct satisfied
engagement  Use social media platforms
 Hold regular meetings with and company website to
regulatory agencies to ensure share general information
compliance and address any about the company's
regulatory concerns. products, values, and
 Maintain strong relationships initiatives to a wider
with key suppliers and audience.
negotiate favorable terms to  Offer promotional campaigns
ensure a stable supply chain. and incentives to attract
 Provide detailed reports and casual customers and
presentations to major promote brand awareness.
shareholders to keep them  Share general updates and
informed about the company's information with distant
performance and strategic suppliers through email
direction. newsletters or periodic
updates on the company's
website.
 ===

Stakeholders: customers, distributors, Stakeholders: Media outlets,


employees. environmental activists, trade
Communication method: Keep unions..
informed Communication method: Monitor
 Engage with local  Maintain open
communities through outreach communication channels
programs, sponsorships, and with media outlets to address
community events to address any potential negative
their concerns and publicity and share positive
Low level demonstrate corporate social company news.
of responsibility.  Engage with environmental
Influence  Collaborate with industry
activists to address
associations to advocate for sustainability concerns and
industry-wide initiatives and showcase efforts towards
best practices. environmental responsibility.
 Provide regular updates and
 Collaborate with trade unions
transparency to small to address labor-related
shareholders through issues and ensure fair
newsletters, annual reports, treatment of employees.
and shareholder meetings.

Appendix 6: Balance Scorecard

KPI (Key Performance


Perspectives Objectives OKR (Key Results) Indicators)
Achieve a 10% increase in Net profit increase
Increase profitability net profit from new percentage from new
Financial of new product line products by 2025 products
Increase customer
Enhance customer satisfaction scores by 15%
satisfaction with new within one year of product Customer satisfaction
Customer products launch scores for new products
Streamline new Reduce time to market for Time to market
Internal product development new products by 20% by reduction percentage for
Processes process the end of 2023 new products
Ensure employees are Train 100% of relevant Percentage of relevant
Learning and proficient in new employees on new product employees trained in
Growth product knowledge features and benefits by Q4 new product knowledge
2023

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