MARKER SCALE
After 10 years of establishment and development, up to now, PVCFC has created and maintained a certain position in the fertilizer industry in Vietnam. With a total production and business volume in 2020 of 1,008,360,525 tons, PVCFC accounts for more than 10% of the domestic market share with an average consumption demand of 11 million tons/year. In recent years, the average product consumption rate at PVCFC has grown by 9.12% per year. This is a good and confident signal that PVCFC's product consumption growth still has a lot of potential for development in the future with the diversification of new product lines, officially bringing the NPK factory into operation in 2021 and help PVCFC create a further breakthrough in the fertilizer market in the near future.
In general, for Urea products, the proportion of domestic product consumption in the past 3 years is estimated at an average of 35% of the national scale; In terms of potassium, it is estimated that in the past 3 years, the average market share has reached 10% of the national scale. Regarding new products, the proportion of market share is small, the growth rate is stable, in addition, the expansion of the product portfolio helps to reduce business risks and develop niche markets in the context of increasing competition. Especially, due to the NPK factory put into operation in the near future, PVCFC sets a target of capturing 8% of the national NPK market share in the next 5 years. This will be one of the priority spearheads in the Company's development orientation in the medium and long-term strategy.
AREA OF OPERATION
PVCFC's area of operaration is both domestic and international, in which the domestic market segment is the top priority because of the specific characteristics of fertilizer products serving Vietnam's agricultural industry - an industry of special importance in the Vietnamese economy with more than 10 million rural households, accounting for approximately 40% of the country's labor force, producing and exporting annually more than 30 billion USD/year with many high-value agro-forestry-fishery products contributing to the GDP growth of the country. In order to solve the problem of oversupply in the country, PVCFC actively expands and deeply participates in the international market, giving priority to Southeast Asia and South Asia markets and gradually penetrates into potential regional markets in North America. In the last 3 years, the growth rate of the market through the export channel has improved in both quantity and quality, thereby PVCFC can realize its overall business strategy, harmoniously balance the problem of production, business and product inventory in the domestic and international markets; maintaining stable cash flow and minimizing business costs, improving competitiveness in the market.
DRIVING FORCE OF DEVELOPMENT
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Inputs in the driving force of development
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Method of using input factors in production and business activities to create value
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Outputs (results, products, services)
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Stakeholders benefit from the driving force of development
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Human Resources
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- Improve the quality of human resources and labor productivity;
- Invest in training activities, fostering successive leadership team;
- Develop welfare policies, personnel, promotion mechanism according to capacity; balance the interests of shareholders and employees.
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- Friendly, professional working environment, with its own corporate culture;
- Internal solidarity block, dedicated working spirit of employees;
- Appropriate welfare programs, balancing the interests of shareholders and employees
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- Employees;
- State management agencies;
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Financial resources
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- Use capital effectively;
- Control cash flow, ensure debt recovery.
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- Maintain business results growth at 10% in 2020;
- Advance dividend payment of 5% of par value in 2019;
- Strong financial capacity, contributing VND 135 billion to the State Budget in 2019.
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- Shareholders/Investors;
- Customers;
- State management agencies;
- Workers.
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Products and services diversification
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- Diversify products based on the core product platform (Granular Urea);
- Develop a comprehensive and synchronous product system development strategy
- Invest in expanding the development of high-tech agricultural services as a premise to create a growth engine for the Company
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- Ensure stable growth of products, proactively optimize raw material sources and revenue of the Company.
- Enhance the position and competitiveness of the Company
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- Shareholders/investors
- Customers (agents, farmers)
- Partners/suppliers
- Workers
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Corporate culture
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- Build cultural platform
- Build cultural identity
- Promote the application and practice of culture, apply in work and life
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- The company is united and consistent, aiming for a common goal and creating its own identity
- Become the direction and guideline to make big decisions of the Company
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- Workers
- Customers (agents, farmers)
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Digital transformation as a foundation to improve management efficiency, production and business
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- Use technology application platforms such as Eoffice electronic office system; E-learning online training, ERP…
- Use DMS system, CRM, Agricultural App to improve the efficiency of distribution channel management, customer relationship
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- The management system is operated automatically, improving management efficiency
- Distribution channel is controlled stably; enhance interaction with customers and provide more added value to consumers (farmers)
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- Shareholders/investors
- Customers (agents, farmers)
- Partners/suppliers
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Market factors
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- Take advantage of resources, potential and competitive advantages to continue to expand domestic markets and export to foreign countries.
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- The market is expanded, creating a premise for sales growth.
- Enhance competitiveness and affirming position in the international arena
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- Shareholders/investors
- Partners/suppliers
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Environmental factors
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- Manage environmental risks according to international standard systems;
- Minimize the impact on the environment by reducing waste, increasing recycling and reducing wastage during production.
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- Economic development couple with environmental protection;
Environmental management system ISO 14001;
- Strictly implement periodical environmental monitoring;
- Save energy, green the working environment
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- Business environment
- Habitat
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