Strategy of companies | Bài thảo luận tiếng anh thương mại
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THUONG MAI UNIVERSITY
FACULTY OF ECONOMIC AND E-COMMERCE INFORMATION SYSTEMS ******* GROUP DISCUSSION
ENGLISH FOR BUSINESS 1
TOPIC: STRATEGY OF COMPANIES Lecture
: Phạm Thị Phương Liên Group : 04 Class : 251_ENTI3311_19 1 Hà Nội, 2025 2
GROUP MEMBER LIST No. Name Assigned Tasks Note 1 Phạm Lại Việt Responsible for Chaper 1 Hoàng and Section 2.1 2 Nguyễn Ngọc Responsible for Sections Huyền 2.2.1 and 2.2.2 3 Phạm Thu Huyền Responsible for Sections 2.2.3 and 2.2.4 4 Trương Ngọc Responsible for Section Huyền 2.3 5 Nguyễn Thị Mai Responsible for Sections Lan 2.4.1 and 2.4.3, and in charge of formatting the discussion paper 6 Phạm Thị Mai Lan Responsible for Sections 2.4.2 and 2.4.4, Chaper 3 1
CỘNG HÒA XÃ HỘI CHỦ NGHĨA VIỆT NAM
Độc lập – Tự do – Hạnh phúc
MEETING MINUTES - SESSION 1
I. Time and venue
- Time: 8:00 PM – 10:00 PM, August 24, 2025
- Địa điểm: online – Google Meet II. Participants - 06/06 members attended
III. Meeting Content
Discussed the asigned topic: Strategy of Companies.
Agreed on the scope of content: definication, types of
strategy, roles, and illustrative.
Established a work plan and deadlines for each section. Team Leader (Signature & Full Name) Phạm Lại Việt Hoàng 2
CỘNG HÒA XÃ HỘI CHỦ NGHĨA VIỆT NAM
Độc lập – Tự do – Hạnh phúc
MEETING MINUTES - SESSION 2
I. Time and venue
- Time: 8:00 PM – 10:00 PM, August 31, 2025
- Venue: Online – Google Meet II. Participants - 06/06 members attended
III. Meeting Contents
Review the draff sections that have been completed.
Provided feedback on writing style, structure, and length.
Discussed case examples: Vingroup, Viettel, Amazon, Tesla. Team Leader (Signature & Full Name) Phạm Lại Việt Hoàng 3
CỘNG HÒA XÃ HỘI CHỦ NGHĨA VIỆT NAM
Độc lập – Tự do – Hạnh phúc
MEETING MINUTES - SESSION 3
I. Time and venue
- Time: 8:00 PM – 10:00 PM, September 7, 2025 - Venue: Online– Google Meet II. Participants - 06/06 members attended
III. Meeting Contents
Reviewed the near-final draff, corrected spelling and formatting errors.
Discussed presentation slides and submission documents.
Conducted a rehearsal of the presentation, aggigning speaking roles.
Finalized the report content and allocated time for each section. Team Leader (Signature & Full Name) Phạm Lại Việt Hoàng 4
TABLE OF CONTENTS
GROUP MEMBER LIST..........................................................
MEETING MINUTES - SESSION 1............................................
MEETING MINUTES - SESSION 2............................................
MEETING MINUTES - SESSION 3............................................
CHAPTER 1: INTRODUCTION.................................................
1.1 Opening.........................................................................6
1.2 Purpose and Roadmap...................................................6
CHAPTER 2: BODY...............................................................
2.1. Definition of strategy..............................................8
2.2. Types of strategies...................................................8
2.2.1. Corporate Strategy.................................................8
2.2.2. Business Strategy..............................................9
2.2.3 Functional Strategy...............................................10
2.2.4 International Strategy............................................11
2.3. Role of Strategy in Companies....................................11
2.4. Examples....................................................................13
2.4.1. Viettel...................................................................13
2.4.2. Vingroup...............................................................16
2.4.3. Amazon................................................................18
2.4.4. Testla....................................................................21
CHAPTER 3: CONCLUSION..................................................23 5
CHAPTER 1: INTRODUCTION 1.1 Opening
In the contemporary business landscape, companies face
unprecedented levels of competition, technological disruption, and
global integration. To survive and thrive, organizations must go
beyond short-term operational decisions and instead rely on
comprehensive strategies that guide their long-term vision. A
company’s strategy shapes its overall direction, influences
decision-making at every level, and determines how resources are
allocated to achieve sustainable growth. Without a clear and well-
designed strategy, even firms with strong capabilities may
struggle to maintain competitiveness or respond effectively to
emerging challenges. Thus, studying corporate strategy is
essential not only for business leaders but also for learners and
researchers who aim to understand how companies succeed in a dynamic environment.
1.2 Purpose and Roadmap
The purpose of this paper is to explore the concept of
corporate strategy, highlight its different types, and analyze its
role in driving organizational success. Furthermore, by examining
real-world examples of both Vietnamese and international
companies, the discussion aims to connect theoretical frameworks with practical applications.
The roadmap of this paper is structured as follows: 6
Chapter 1: Introduction – Provides an overview of the
importance of strategy and outlines the objectives and structure of the paper.
Chapter 2: Body – Explores the main content through four subsections:
2.1 Definition of Strategy – Explains what strategy means in a business context.
2.2 Types of Strategies – Discusses corporate, business,
functional, and international strategies.
2.3 Role of Strategy – Analyzes why strategy is vital for
guiding organizational activities and ensuring long-term success.
2.4 Examples – Illustrates the application of strategies
through selected case studies, including Viettel, Vingroup, Amazon, and Tesla.
Chapter 3: Conclusion – Summarizes key findings from the
discussion and highlights lessons that businesses can apply in the future.
Through this structure, the paper seeks to provide both a
conceptual understanding of corporate strategy and practical
insights into how it is implemented by leading companies across different industries. 7 CHAPTER 2: BODY
2.1. Definition of strategy
In the field of business management, strategy is commonly
defined as a long-term plan that guides how an organization sets
objectives, allocates resources, and adapts to competition. Unlike
tactics, which are short-term and operational, strategy provides an
overall direction to ensure sustainable growth and long-term
success. Michael Porter (1996) highlights that strategy is about
creating a unique market position by either performing different
activities or carrying out similar activities in distinctive ways. This
definition shows that strategy is not only about deciding what to
pursue but also about determining what to avoid in order to stay competitive. 8
From a practical perspective, strategy serves as the link
between a company’s vision and mission, its internal resources
and capabilities, and the external environment in which it
operates. A well-defined strategy helps organizations align their
goals with their actions, anticipate challenges, and seize
opportunities in the market. In short, strategy can be viewed as a
“roadmap” that enables a company to move from its current
position to a desired future while maintaining adaptability and competitiveness.
2.2. Types of strategies
2.2.1. Corporate Strategy
Corporate strategy can be understood as the highest-level
plan that determines the overall scope and direction of an
organization. It is concerned not with day-to-day operations, but
with the long-term vision of the entire corporation. At its core,
corporate strategy answers the question: “Which industries,
markets, or fields should the company participate in, and how
should it create value across them?”. In practice, this involves
making decisions about diversification, integration, resource
allocation, and growth orientation.
A strong corporate strategy provides a framework for all
business units, ensuring that they are aligned toward common
objectives rather than operating in isolation. It also enables a
company to take advantage of synergies, such as sharing
technology, brand reputation, or customer bases across different
sectors. For example, diversification is a common corporate-level
choice, where companies enter multiple industries to spread risk
and capture new opportunities. Conversely, some corporations
pursue concentration, focusing resources on a single industry to
maximize specialization and efÏciency. 9
In the Vietnamese context, Vingroup represents a clear case
of a diversified corporate strategy. Initially, the group focused on
real estate development, but over time it deliberately expanded
into healthcare, education, retail, hospitality, and even the
automotive industry through VinFast. Each of these business areas
complements the others, creating a comprehensive ecosystem
where customers can live, work, shop, and travel within the
Vingroup environment. This approach not only strengthens brand
loyalty but also reduces the company’s dependency on one single
industry, making it more resilient to economic downturns.
2.2.2. Business Strategy
While corporate strategy deals with the question of “where to
compete,” business strategy addresses “how to compete within a
chosen industry or market.” It focuses on individual business units
and their ability to establish a sustainable competitive position.
Business strategy therefore involves decisions on market
positioning, target customer segments, and the design of products
or services that can outperform rivals.
Michael Porter’s framework of generic strategies provides a
useful lens to understand business-level competition. Companies
may adopt cost leadership, aiming to become the lowest-cost
producer and thereby offer competitive prices. Others pursue
differentiation, creating products or services with distinctive
features that customers are willing to pay more for. A third path is
the focus strategy, where firms concentrate on serving a specific
niche market either with lower costs or specialized differentiation.
A clear illustration of business strategy can be found in
Amazon’s e-commerce operations. On the one hand, Amazon
applies cost leadership by using its enormous scale, sophisticated
logistics, and advanced technology to keep prices competitive. On
the other hand, it simultaneously differentiates itself by offering an 10
unmatched variety of products, fast and reliable delivery through
Prime, and highly personalized shopping experiences powered by
data analytics. This combination allows Amazon not only to
capture a massive customer base but also to build long-term
loyalty, making it difÏcult for smaller competitors to challenge its position.
In short, corporate strategy and business strategy are closely
related but operate at different levels. Corporate strategy sets the
overall direction of the company, while business strategy ensures
that each division competes effectively in its own market.
Together, they provide a coherent framework for long-term success.
2.2.3 Functional Strategy
A functional strategy is a clear plan made by each department
in a company—like marketing, finance, operations, HR, or R&D—to
help achieve the company’s overall business goals. It’s the link
between what the company wants to do at a high level and what
teams do every day to make it happen.
In simple terms, each department decides exactly what
actions to take, who does them, and when. For example,
marketing might aim to raise brand awareness through social
media; operations could focus on reducing production waste; HR
may plan training to keep good staff longer. These actions are measurable and have deadlines.
The key benefit of a functional strategy is that it makes each
department accountable and focused. Everyone knows their role
and how it supports the big picture. But it only works well when
departments stay aligned. If marketing starts one thing while
operations does something else, the company may waste time or effort. 11
Coordination is also very important. Departments must share
plans and resources smoothly. For instance, if HR plans hiring but
doesn’t share with operations, it could slow production when people arrive late.
Imagine a small tech company preparing a new product
release. R&D plans the design steps, marketing prepares a
preview campaign, operations checks the delivery schedule, HR
hires needed experts, and finance oversees the budget. When all
these steps connect and support the business goal, the launch goes smoothly.
To sum up, a functional strategy is about each department
doing exactly what supports the company’s goals. It provides clear
tasks and responsibilities and makes sure teams work together
toward the same vision. Without it, even a smart business plan
can fail when teams don't know how to act.
2.2.4 International Strategy
An international strategy is how a business offers products or
services in other countries without changing much to fit each local
market. The main decisions still come from the home ofÏce, and
things are mostly controlled from there.
This strategy is often a first step for companies going abroad.
It’s not too expensive because they don’t need ofÏces or factories
in other countries. The company exports products as they are,
keeping costs low and keeping its brand the same everywhere.
The main advantages are saving money and having a
consistent brand image in every country. For some luxury brands
or specialized goods, this works well because buyers expect the same quality everywhere.
However, there are limits. When products don’t match local
tastes, needs, or laws, companies can lose sales or face problems. 12
It may feel like the product doesn’t fit the local culture or regulation.
Many companies start with this simple model but shift later as
they learn more about foreign markets. They may move to a
multidomestic strategy, where each country has its own version of
products, or a transnational strategy, a mix of standard and local versions.
For example, a small local food producer might first test if
their product sells well in nearby countries using the same recipe.
If it works, later they may add local flavors. Or a clothing company
might first export standard designs, then later make special
collections for certain countries.
In short, an international strategy is a safe and low-cost way
to try foreign markets with familiar products. It maintains brand
control and saves money. But to grow better in different places,
businesses must eventually adapt and mix standardization with localization.
2.3. Role of Strategy in Companies
a. Providing Direction and Purpose
A fundamental role of strategy is to provide a clear sense of
direction and purpose for the company. It defines the vision,
mission, and long-term objectives that guide managerial decisions
and employee actions. Without strategy, firms often drift, reacting
to short-term pressures rather than proactively shaping their
future. A well-defined strategy ensures that everyone within the
organization understands what the company stands for and the
path it intends to follow, thereby aligning individual efforts with corporate goals.
b. Building Competitive Advantage
Strategy also serves as the foundation for developing and
sustaining competitive advantage. In highly competitive markets, 13
companies must differentiate themselves in order to survive.
Through strategy, firms analyze their internal strengths and
weaknesses, assess external opportunities and threats, and
determine how to position themselves effectively. By focusing on
unique capabilities—such as technological innovation, strong
branding, or superior customer service—companies can create
value that competitors find difÏcult to replicate, thereby achieving
a stronger and more defensible market position. c. Guiding Resource Allocation
Another critical role of strategy lies in the efÏcient allocation
of scarce resources. Every organization faces limitations in
financial capital, talent, and time. A coherent strategy provides a
framework for deciding which markets to enter, which projects to
prioritize, and which initiatives to discontinue. In this way,
resources are not wasted on fragmented or conflicting activities
but are concentrated on areas with the highest potential for
returns. This disciplined allocation of resources is what allows
companies to pursue sustainable growth instead of chasing short- term gains.
d. Facilitating Adaptation to Change
In today’s volatile business environment, strategy enables
companies to adapt and remain resilient. Rapid technological
advancements, changing consumer preferences, and shifting
regulatory landscapes can quickly render existing practices
obsolete. A forward-looking strategy allows companies to
anticipate such changes, prepare contingency plans, and
reposition themselves in time to capture emerging opportunities.
Firms with robust strategies are therefore better equipped to
manage uncertainty and reduce risks compared to those that
operate without strategic foresight.
e. Ensuring Organizational Alignment and Coordination 14
Strategy plays an essential role in aligning different functions
and departments within the company. Marketing, finance,
operations, and human resources may all have their own
objectives, but without a unifying strategy, these efforts risk
becoming fragmented or contradictory. By offering a shared
framework, strategy ensures that each department’s plans are
consistent with overall corporate objectives. This alignment not
only reduces internal conflicts but also fosters synergy, where the
collective efforts of the organization produce outcomes greater
than the sum of individual contributions.
f. Strengthening Stakeholder Confidence and Driving Growth
Finally, strategy contributes to building trust among key
stakeholders—employees, investors, customers, and business
partners. A company with a clear and credible strategy signals
stability and ambition, reassuring stakeholders that it has a
roadmap for long-term success. At the same time, strategy
connects short-term actions with long-term growth, ensuring that
daily operations contribute to innovation, expansion, and
sustainable performance. In this sense, strategy is not merely a
management tool but the backbone of corporate resilience and
competitiveness in a dynamic business world. 2.4. Examples 2.4.1. Viettel
2.4.1.1. Brief Story of Viettel
Viettel is one of the biggest telecommunication and
technology companies in Vietnam. It was founded in 1989 and is
owned by the Ministry of National Defence. At the beginning,
Viettel only worked in the field of basic telecommunication
services, such as telephone and cable connections.
In the early 2000s, Viettel became a strong mobile service
provider and introduced competitive prices that helped millions of 15
people access mobile networks. The company also started to
research and produce its own equipment, which made it different
from many other telecom operators.
An important step in Viettel’s journey was its move to digital
services. It launched products such as Viettel Pay (a digital wallet),
cloud computing services, and cyber security solutions. These
services helped Viettel become not only a telecom company but also a technology group.
International expansion is another key part of Viettel’s story.
The company now operates in more than 10 countries across Asia,
Africa, and Latin America. It provides mobile and internet services
to millions of people and has become a well-known Vietnamese brand in global markets.
Today, Viettel works in many areas, including
telecommunications, digital services, cyber security, high-tech
industries, and research for defence equipment. Its vision is to be
a leading global technology group with the motto “Make in Vietnam”. 2.4.1.2. Strategy of Viettel a, Corporate Strategy
Viettel’s corporate strategy is built on four main goals: long-
term growth, technology development, digital transformation, and global expansion.
The company follows a diversification strategy. Instead of
depending only on mobile networks, Viettel also develops new
services in finance, cyber security, data centres, and research for semiconductors and defence.
Innovation is a key value in Viettel’s corporate strategy. The
company invests in new technologies such as artificial intelligence
(AI), Internet of Things (IoT), big data, and 5G. These technologies 16
are used to improve customer experience, support digital life, and
create smart solutions for society.
Viettel also focuses on national mission. Besides business
goals, it develops high-tech defence equipment to strengthen
national security and show the capacity of Vietnamese technology. b, Functional Strategy
Viettel applies its functional strategies in different areas to
support growth and innovation. In operations, the company builds
a strong telecom network with many base stations, fibre optic
cables, and modern data centres. It also produces its own 4G and
5G equipment to reduce costs and become more independent in
technology. In marketing, Viettel focuses on wide coverage, good
service quality, competitive prices, and the idea of “Make in
Vietnam” to build national pride. Customer service is improved
through 24/7 support, simple payment methods, and user-friendly
digital platforms. In finance, a large part of profit is reinvested into
research, network expansion, and new projects, ensuring long-
term growth instead of only short-term results. Human resources
are trained in both technology and management skills, and the
company builds a culture of discipline, creativity, and teamwork.
For technology development, Viettel invests in artificial
intelligence, cyber security, Internet of Things, and chip design to
create smart solutions and keep a strong position in the global market. c, Business Strategy
Viettel’s business strategy focuses on three main points:
strong network, good prices, and smart services. The company
ensures its mobile and internet services are reliable and available
even in rural and remote areas. 17
Viettel also develops digital services to create more value for
customers. Viettel Pay is one example, allowing users to pay bills,
transfer money, and shop online easily.
By combining telecom, digital services, and new technologies
like IoT and cloud computing, Viettel can offer more solutions to
individuals, businesses, and governments. d, International Strategy
Viettel’s international strategy focuses on expanding to
markets where telecom services are still developing. These include
countries in Asia, Africa, and Latin America.
In each market, Viettel adapts to local culture, language, and
payment methods. The company usually builds mobile networks in
rural areas first, helping people access communication and
creating strong customer trust.
Today, Viettel serves over 100 million customers worldwide. It
also explores opportunities to export high-tech products, including
telecom equipment and defence technology, to other countries.
Viettel began as a small telecom service provider and has
become a global technology group. Its strategies include
corporate, functional, business, and international plans.
By focusing on innovation, diversification, and expansion,
Viettel has built a strong base for long-term growth. In the future,
the company is expected to continue developing 5G networks,
digital services, and advanced technologies to compete in the global market. 2.4.2. Vingroup
2.4.2.1. Brief story of Vingroup
Vingroup, founded by Phạm Nhật Vượng, started in 1993 in
Ukraine with the instant noodle company Technocom. In 2000, he
returned to Vietnam and built Vingroup, which grew into the
country’s leading private conglomerate. The group first thrived in 18
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