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035			_a.b12339556
100	1		_aPham, Thi Duyen
245	1	2	_aA business strategy for GSK Vietnam
260			_aPathumthani: _bAsian Institute of Technology, _c2009
300			_e1 online resource
500			_aThe Degree of Master of Business Administration (Executive) in International Business {u2013} Management of Technology (Vietnam), School of Management
520			_aGSK competes only in premium segment of imported products together with the other MNCs who provide the improving health care out come target to 5% Vietnam population only{u2026}. Looking for the opportunity in development of pharmaceutical market in Vietnam, total market growth around 19% to 21%, and more than 7,000 generics which take around 90% market share by volume and growth faster than the market growth, 80% locally manufactured from majority non-GMP approved sources resulting in confusion and lack of trust, expected development of segmentation in generic market: the real generics (bottom) and the branded generics of a trusted source {u2018}middle class{u2019}. GSK is doing well. However, GSK market share is going down year by year and GSK growth is slower than the market growth. GSK Vietnam portfolios are very narrow and business rely on very few brands, almost business contribution come from mature antibiotic which address to communicate disease, almost new product launch of the company which focus to chronic disease is almost under expectation due to the main barrier as patient affordability. The disease trend in ASIA can shift towards chronic or lifestyle disease similar to the trend in developing countries. Therefore, both the broaden product portfolio as well as enhancement the access to GSK medicine can catch the evolving epidemiology trend of Vietnam and the flexible portfolio and participation in growing disease categories which can enable GSK Vietnam to align themselves to provide medicines to a broad range of disease categories and attain critical mass. So that GSK not only compete in premium segment of import product but also to be a key player in the middle segment in economic class. This also aligns the orientation toward the Vietnam government to provide affordable healthcare to the Vietnam population GSK can catch up this opportunity by decide to expand the product portfolio and adjust the current GSK business model to develop the generic line which aims to be a key player in the middle segment in economic class, it will guarantee for the highest growth compare with others MNC leader in the Market. Along side with the business objective achievement, GSK will be the key player in improving healthcare outcomes for vast majority of population as well as position themselves as the partner with government in providing affordable health care to Vietnam population.
650		0	_aBusiness planning _zVietnam
650		0	_aStrategic planning
700	1		_aSwierczek, F.W., _eChairperson
700	1		_aNeal, Mark W., _eExamination Committee
700	1		_aRodsutti, Michita C., _eExamination committee
856			_3Full-Text _uhttp://203.159.5.9/ait-thesis/detail.php?q=B04689
907			_a.b12339556 _bmnait _cj
902			_a240423
998			_b0 _c200108 _dm _ea _fj _g2
999			_c14460 _d14460