QUẢN TRỊ DOANH NGHIỆP BẢO HIỂM
INSURANCE BUSINESS MANAGEMENT
GIẢNG VIÊN/ LECTURER: NGUYỄN TIẾN HÙNG MBA
Email: nguyentienhung@ueh.edu.vn
CHƯƠNG 1 / MODULE 1:
MÔI TRƯỜNG KINH DOANH
BUSINESS ENVIRONMENTS
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MÔI TRƯỜNG KINH DOANH CỦA DOANH NGHIỆP
SYSTEM OF BUSINESS ENVIRONMENTS
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MÔI TRƯỜNG KINH DOANH CỦA DOANH NGHIỆP
SYSTEM OF BUSINESS ENVIRONMENTS
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MÔI TRƯỜNG VĨ MÔ
MACRO ENVIRONMENT
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MÔI TRƯỜNG VĨ MÔ
MACRO ENVIRONMENT
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MÔI TRƯỜNG VĨ MÔ
MACRO ENVIRONMENT
A template for a PESTLE analysis:
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MÔI TRƯỜNG VĨ MÔ
MACRO ENVIRONMENT
An example of PESTLE analysis for Healthcare Industry:
Political: Changes in healthcare policies, regulations, and funding can impact healthcare
providers and patients.
Economic: Economic growth, healthcare spending, and healthcare insurance can impact the
affordability and accessibility of healthcare services.
Social: Aging populations, changing healthcare needs, and evolving health behaviors can
impact the types of healthcare services that are in demand.
Technological: Innovations in medical devices, telemedicine, and electronic health records
can change the way healthcare services are delivered and managed.
Legal: Changes in healthcare regulations, data privacy laws can impact healthcare operations
and compliance.
Environmental: Environmental factors such as pollution, climate change, and natural disasters
can impact public health and the delivery of healthcare services.
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MÔI TRƯỜNG VI MÔ: MÔ HÌNH 5 ÁP LỰC CẠNH TRANH CỦA M. PORTER
MICRO ENVIRONMENT: PORTER’S 5-FORCES ANALYSIS
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MÔI TRƯỜNG VI MÔ: MÔ HÌNH 5 ÁP LỰC CẠNH TRANH CỦA M. PORTER
MICRO ENVIRONMENT: PORTER’S 5-FORCES ANALYSIS
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MÔI TRƯỜNG VI MÔ: MÔ HÌNH 5 ÁP LỰC CẠNH TRANH CỦA M. PORTER
MICRO ENVIRONMENT: PORTER’S 5-FORCES ANALYSIS
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MÔI TRƯỜNG VI MÔ: MÔ HÌNH PHÂN TÍCH CỦA ARMSTRONG & KOTLER
MICRO ENVIRONMENT: ARMSTRONG-KOTLER’S ANALYSIS
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MÔI TRƯỜNG VI MÔ: MÔ HÌNH PHÂN TÍCH CỦA ARMSTRONG & KOTLER
MICRO ENVIRONMENT: ARMSTRONG-KOTLER’S ANALYSIS
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MÔI TRƯỜNG VI MÔ: MÔ HÌNH PHÂN TÍCH CỦA ARMSTRONG & KOTLER
MICRO ENVIRONMENT: ARMSTRONG-KOTLER’S ANALYSIS
The company: The company (itself) is the first actor which affects its ability.
For example, the company's financial welfare will affect how much it can
spend on research, production, and promotion... In addition, the company's
human resources may affect the performance of its departments.
Suppliers: Since a long time ago, suppliers have been considered as partners
to the company in creating and delivering customer value. They are seen as a
factor in the company's microenvironment. They provide the resources
needed by the company to produce its goods and services. Supply availability
and costs should be monitored by the company in order to maintain
production stability. Supply shortages or delays, natural disasters, and other
events can cost sales in the short run and damage customer satisfaction in the
long run. Increasing supply costs may force price increases that can harm the
company’s sales volume.
Intermediaries: Intermediaries refer to individuals or organizations that help
the company in production (production for lease), distribution (wholesalers,
retailers, agents & brokers), promotion (advertising media companies),
finance (banks, financial companies), and even marketing (marketing
agencies). Similar to suppliers, intermediaries form an important component
of the company’s overall value delivery network. Thus, today’s companies
recognize the importance of working with their intermediaries as partners
rather than simply as channels through which they sell their products.
Customers: Customers are not only visibly the targets of the company's
activities, but also the most important actor in its microenvironment.
Customers can affect its marketing activities. For example, the company
needs to research the characteristics (demographic, psychographic,
behaviorism...) of target customers in a country in case it plans to expand its
coverage to this country.
Competitors: Competitors are a factor that both positively and negatively
affects the company's ability. On a hand, competitors motivate the company
to work hard for better competitive advantages. On the other hand, this
factor can harm the company's sales and profits.
Publics: A public is any group with an actual or potential interest in or
impacting an organization’s ability to achieve its objectives. We can identify
seven types of publics:
• Financial publics;
• Media publics;
• Government publics;
• Citizen-action publics;
• Internal publics;
• General public;
• Local publics.
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MÔI TRƯỜNG NỘI BỘ
INTERNAL ENVIRONMENT
Value System: The value system consists of all components of the organization, such as
culture, work processes, management practices, and norms.
Vision, Mission, and Objectives: The company’s vision describes its future position, the
mission defines the company’s business, and the reason for its existence and objectives
implies the ultimate aim of the company and the ways to reach those ends.
Organizational Structure: The organization's structure determines how activities are
directed in the organization to reach the ultimate goal. These activities include the
delegation of tasks, coordination, the composition of the board of directors, level of
professionalization, and supervision. It can be a matrix structure, functional structure,
divisional structure, or bureaucratic structure.
Corporate Culture: Corporate culture, otherwise called organizational culture, refers to
the values, beliefs, and behavior of the organization that ascertains how employees
and management communicate and manage external affairs.
Human Resources: Human resources is the most valuable asset of the organization, as
the success or failure of an organization highly depends on the human resources of the
organization.
Physical Resources and Technological Capabilities: Physical resources refer to the
tangible assets of the organization that play an essential role in ascertaining the
company's competitive capability.
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5C Analysis Model
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