Tiến Sĩ Developing Domestic Suppliers of Electronics in Vietnam: Thecase study of Canon Vietnam’s strategy.

LUẬN ÁN TIẾN SĨ
NĂM 2013

DEVELOPING DOMESTIC SUPPLIERS OF ELECTRONICS IN VIETNAM: THECASE STUDY OF CANON VIETNAM’S STRATEGY.
Phát triển các nhà cung ứng nội địa ngành điện tử tại Việt Nam Nghiên cứu trường hợp Chiến lược của Canon Việt Nam

CHAPTER I: INTRODUCTION 1
1.1. Background of the Study 1
1.2. Statement of the Problem 3
1.3. Objectives of the Study 5
1.4. Hypotheses of the Study 6
1.5. Significance of the Study 7
1.6. Scope and Limitations of the Study 8
1.7. Abbreviations 10
1.8. Definition of term 11

CHAPTER II: REVIEW OF RELATED LITERATURE AND STUDIES . 15
2.1. Subsidiary in local environment 15
2.1.1. The development process of subsidiaries 15
2.1.2. The effects of local environment on the development of
subsidiaries 17
2.2. Local Suppliers of Electronics 22
2.2.1. Some arguments about Supplier Industries 22
2.2.1.1. Supplier Industries 22
2.2.1.2. Suppliers 27
2.2.1.3. Factors affecting the development of Suppliers 27
2.2.2 Suppliers of electronics products 30
2.2.2.1. Technology process to produce electronic products 30
2.2.2.2. The electronics supporting industry in Vietnam 31
2.2.2.3. Vietnam’s electronics suppliers 35
2.2.2.4. Affecting factors of Suppliers of electronics products 39
2.3.International experience in developing Local Suppliers 40
2.3.1. Development policies of Local Suppliers 40
2.3.2. Regulation onlocalization 42
2.3.3. Foreign investment attraction 43
2.4. Conclusion 45
2.4.1. From the government 45
2.4.2. From the local suppliers 46
2.5. Conceptual Framework 46

CHAPTER III: METHODOLOGY 48
3.1. Research Design 48
3.2. Determination of sample size 52
3.3. Sampling design and techniques 53
3.4. Subject of the study 53
3.5. Research instrument 53
3.6. Data processing method 54
3.7. Statistical treatment 54

CHAPTER IV: PRESENTATION, ANALYSIS, AND INTERPRETATION OF RESULTS59
4.1. Subsidiary company’s profile 59
4.1.1. Company culture 59
4.1.2. Organizational Structure 61
4.1.3. Operation Scale 64
4.1.4. Operation duration at the local 65
4.1.5. Number of local suppliers 66
4.1.6. Assessment of the Subsidiary Profile that Affects the Capacity 68
Development of the Local Electronics Suppliers
4.2. Autonomy of Subsidiary Company 70
4.2.1. R&D 70
4.2.2. Financial Management. 71
4.2.3. Marketing Strategy 73
4.2.4. Production Strategy 74
4.2.5. Production Process. 75
4.2.6. Supplier Selection . 76
4.2.7. Assessment of the Subsidiary’s Autonomy that Affects the
Capacity Development of the Local Electronics Supplier 79
4.3. Knowledge transfer from Subsidiary company to local suppliers 81
4.3.1. Absorptive capacity 85
4.3.2. Responsiveness 88
4.3.3. "Hands-on" approach to transfer knowledge 98
4.3.4.Assessment of the Knowledge transfer from Subsidiary that Affects
the Capacity Development of the Local Electronics Suppliers 104
4.4. Competitive Advantages of Subsidiary Company 106
4.4.1. Production Capacity 107
4.4.2. Capacity of Design and Renewing 110
4.4.3. Technology of production 112
4.4.4 Quality of Management 113
4.4.5. Price policy of Canon Vietnam 116
4.4.6. Assessment of the Subsidiary’s Competitive Advantages that
Affects the Capacity Development of the Local Electronics Suppliers 117
4.5. Government Policies 119
4.5.1. Protection of domestic production 120
4.5.2. Priority to electronics industry 121
4.5.3. Central Management Unit 121
4.5.4. Set up standards of quality and components 122
4.5.5. Reducing the gap between policies and implementation 123
4.5.6. Assessment of the Government Policies that Affects the Capacity
Development of the Local Electronics Suppliers 123
4.6. Analysis and Interpretation of Data 125
4.6.1. Assessment of the scale's reliability 125
4.6.2. Test the distribution format of the scales 128
4.6.3. Hypothesis Testing 130
4.6.4. Analysis of affecting factors 133

CHAPTER V: SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS 139
5.1. Summary 139
5.2. Conclusions 140
5.3. Recommendations 141
5.3.1. Recommendations for Businesses 141
5.3.2. Recommendations about the management agency 146
BIBLIOGRAPHY 151
APPENDIXES

CHAPTER I
INTRODUCTION
1.1. Background of the Study
After 25 years of reform, Vietnam's economy has grown stronger and integrated
deeper into regional as well as global economies. A number of industries have
experienced the fast growing; there are also the first Vietnam businesses involved in the
supply chain of the global value. Vietnam has become an emerging market that is very
attractive to international investors and economic researchers.
Practice has proved that the emerging markets could bring the businesses the most
important investment opportunities and growth. The emerging markets are the place to
test the concept, model, and existing theories. At the same time it also creates
opportunities for researching and developing the new theories in the field of business
administration.
Among the emerging markets, Vietnam is an obvious example of the great and
profound changes in attracting foreign investment to develop domestic industry. However,
the industrialization of Vietnam today is facing a huge challenge: we must carry it out
under the conditions of trading liberalization with other countries all over the world.
Meanwhile, the competitiveness of Vietnamese industrial products in general is weak,
especially those manufacturing machinery, equipment’s, components and materials. We
could say that the most basic weakness of Vietnam's industry stems from the weakness of
the supporting industries. This involves the "survival" of the Vietnam industry, closely
associated with the issue that whether the economy of Vietnam can be internationally
competitive enough to develop or not. On the other hand, that the weakness of
fundamental facility have contributed to the deficit of trading balance in Vietnam.
2
Because we have to import a lot of components, raw materials for export production so
that the more we boost the exports, the faster the demand for inputs increase, which
causes the trade deficit surged
Currently, the development of the domestic market fraught with spontaneity, lack
of sustainability. Local businesses are numerous yet not strong, the majority belongs to
the types of small and medium businesses, which are few, backward, under a poor
condition of fundamental and technical facility, lacking developing strategy, capacity and
of weak position. The implementation of regional and international commitments of VN is
still passive, Quite a few of businesses is now still expecting an extension of protectorate;
The slow application of international standards in the production and trade has caused
some businesses VN difficulties when joining the production cycle in the local market.
In the manufacturing industry, Electronics industry is highly representative for a
developing country with a large population as Vietnam. In the context of scientific and
technological progress and globalization today, the situation of developing electronics
industry in Vietnam has revealed a number of problems. On the domestic market, the
supply businesses in Vietnam are of much weaker position than firms with foreign capital
investment. On the other hand, the electronic products of Vietnam are put under a huge
competitive pressure of China. In terms of the value chain, the electronics industry of
Vietnam mainly assembles consumer products, focusing on the stages with low added
value. Very few companies produce detailed parts and accessories in electronics. Foreign
investors in this sector are mainly export-oriented, not oriented to promote connectivity
supporting industries in the country to create a shift in the value chain. This limits the
ability to develop this sector and limit the impact of technology transfers as well as
scalability to attract FDI. The assembling phase is mainly toward cheap labor, but this is
not possible advantage to gain a long-term health.