臺灣博碩士論文加值系統

“沒有戰略，這個組織就像一艘沒有雷達的船，繞著圈子走來走去”（Joel Ross和Michael Kami）。
任何公司至少有一個業務方向，目標或計劃。長期運營計劃或方向可視為業務戰略，戰略實施後，戰略管理者或企業主應審查和評估戰略實施結果，以確保正確的方向或根據實踐調整戰略，以實現根據戰略目標實現最高效率。
越南開發銀行（VDB）是管理國家發展投資資本的政府工具。雖然VDB剛剛建立並運營用於非營利目的，但VDB還制定了一項運營戰略，逐步降低補貼國家預算利率的壓力，並使VDB成為一家專業銀行。因此，本研究的目的是研究VDB建立的策略;並評估這些戰略與實踐的相關性。通過這項研究，該研究將有助於修訂VDB的戰略作為一種主要結果。

“Without a strategy the organization is like a ship without a radar, going around in circles” (Joel Ross and Michael Kami).
Any company has at least one orientation, a goal or a plan for its business. Long-term operational plans or orientations can be considered as business strategy, and after a strategic implementation, strategic managers or business owners should review and evaluate the strategy implementation results to ensure the right direction or adjust the strategy in line with the practice to achieve the highest efficiency according to the objectives of the strategy.
Viet Nam Development Bank (VDB) is a governmental tool to manage the State’s development investment capital. Although VDB has just been established and operated for non-profit purposes, VDB has also developed an operational strategy to gradually reduce the pressure of subsidizing interest rates on the State budget, and to make VDB become a professional bank. Therefore, the aim of the study is to examine the strategies that VDB has built; and evaluate the relevance of those strategies to the practices. By this, the study will help to revise VDB’ strategies as a kind of main results.

摘要 i
Abstract ii
Acknowledgements iii
Table of Contents iv
List of Tables vi
List of Figures vii
Chapter 1: Introduction 1
1.1. Introduction 1
1.2. Aims of the study 1
1.3. Subject and scope of the study 2
1.4. Methodology of the study 2
1.5. Organization of the study 2
Chapter 2: Theoretical Background 3
2.1. Basic concepts 3
2.2. Strategic management process 4
2.3. Process of traditional strategic management 5
2.4. Instruments 8
2.5. Notes in application of instruments in VDB strategies 16
Chapter 3: Methodology 17
3.1. Research methods 17
3.2. Research procedures 17
3.3. Secondary data 17
3.4. Analysis tools 18
Chapter 4: Current situation of business strategy implementation in VDB 19
4.1. Overview on Viet Nam Development Bank (VDB) 19
4.2. Business results of VDB 20
4.3. General comments on VDB 25
Chapter 5: Analysis of strategies of VDB 31
5.1. Strategic positioning 31
5.2. Mission 31
5.3. Competitive status 31
5.4. Customer targeting 37
5.5. Adoption of strategies and resources for strategic goals 37
Chapter 6: Conclusions and Recommendations 39
6.1. Development orientations 39
6.2. Recommendations 39
References 46
Appendices 47

1.Le The Gioi, Nguyen Thanh Liem, Tran Huu Hai (2007). Strategic Management, Statistics Publishing House.
2.Lectures of Strategic Management.
3.2006-2010 Socio-economic development Plan, Ministry of Planning and Investment.
4.Decree No.56/2006/GH11 on 2006-2010 socio-economic development plan by National Assembly.
5.Statistics of General Statistics Office.
6.2010 Statements of banks.
7.Statistics of State Bank of Viet Nam, Deposit Insurance of Viet Nam.
8.2006-2010 Review and Direction of Viet Nam Development Bank by 2020.
9.Vetrickarthick Rajarathinam, Swarnalatha Chellappa, and Asha Nagarajan, “Conceptual Framework for the Mapping of Management Process with Information Technology in a Business Process,” The Scientific World Journal, vol. 2015, Article ID 983832, 7 pages, 2015 https://doi.org/10.1155/2015/983832.
10.Hax, A.C., & Wilde, D.L. (2003). The Delta Model-a New Framework of Strategy.https://www.semanticscholar.org/paper/The-Delta-Model-a-New-Framework-of-Strategy-Hax-Wilde/0ade578258c05df74d873f023f5338fdac615804