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Matrix Table of Internal Factors of College of Commerce and Industry


- Training methods are not student-centered to enhance students' cognitive initiative. The curriculum of some subjects is not compiled by specialized teachers, leading to low quality.

- Not yet focused on coordinating with the subject groups to complete the test bank in terms of quantity and quality to ensure the quality of the official tests.

- The work of collecting feedback from students has not been implemented deeply, widely and effectively.

– students on teaching work of teachers and lecturers.

- Output quality has not been surveyed to innovate appropriate training methods.

- Not yet proactively exploiting and promoting connections with units to effectively serve training and scientific research tasks. Scientific research work has not yet been developed in depth.

- Not yet focused on advertising and marketing, introducing training professions to learners and society.

2.3.2 Strengths and weaknesses

2.3.2.1 Strengths

Based on the analysis of internal environmental factors, the author has identified

Get the following key strengths of the School.

- Has 50 years of tradition and experience (S1)

- Invested in building basic facilities that have been initially solidified to meet the current training scale of theoretical and practical classrooms, and dormitories that meet the accommodation needs of students (S2)

- All training majors are built according to the correct process, initially promoting training linkage relationships (S3)

- 100% of teachers have university degrees or higher, have professional qualities, and complete basic science majors to meet training requirements (S4)

- Good student management is a premise for improving training quality (S5)


2.3.2.2 Weaknesses

Weaknesses identified include:

- The ratio of converted students/converted teachers is still high compared to the regulations of the Ministry of Education and Training (W1)

- Training types are not diverse, output quality has not been surveyed to innovate appropriate training methods (W2)

- Not yet focused on advertising and marketing to introduce training professions to learners and society (W3)

- Financial resources can only meet current needs (W4)

- New facilities meet current needs, future expansion will not be enough to meet demand (W5)

2.3.3 Internal factor matrix

To evaluate internal environmental factors, the author uses the expert method. Experts were surveyed members of the School Board of Directors, Heads (Deputy Heads) of departments and training faculties. The survey was used through a questionnaire (Appendix 1 - Consulting experts in determining strengths, weaknesses, opportunities and challenges of the College of Commerce and Tourism).

After analyzing internal factors, it shows that there are factors affecting Thai Nguyen College of Commerce and Tourism.

The importance of factors is determined based on the percentage of importance of factors affecting the field from 0.0 (not important) to 1.0 (very important) for each factor. Total rating = 1

The score for the school's response to each factor is graded from 1 to 4, where: 4 = most important strength, 3 = strength, 2 = weakness, 1 = most important weakness.

The classification score is based on the average score of the expert assessors.

From the survey results are synthesized and processed into classification results. Then evaluate the factors of the School according to the table:


Table 2.10: Matrix table of internal factors of College of Commerce and Tourism


STT


External factors

Level of importance


Classify

Important points

1

With tradition and experience of 50 years

year


0.12


3


0.36


2

The investment in building basic facilities has been initially solidified to meet the current training scale of theoretical and practical classrooms, and the dormitory area meets the needs of

student accommodation


0.1


4


0.4


3

All training majors are built according to the correct process, initially promoting training linkage relationships.


0.09


3


0.27


4

100% of teachers have university degrees or higher, have professional qualities, and complete basic science majors to meet training requirements.


0.1


3


0.3

5

Good student management is a prerequisite for improving training quality.

0.09

2

0.18


6

The ratio of converted students/converted teachers is still high compared to the regulations of the Ministry of Education and Training.


0.08


2


0.16


7

Training types are not diverse, output quality has not been surveyed to innovate appropriate training methods.


0.12


3


0.36

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Matrix Table of Internal Factors of College of Commerce and Industry




8

Not paying attention to advertising and marketing to introduce training professions to learners and society


0.08


2


0.16


9

Financial resources can only meet current needs.


0.1


2


0.2

10

New facilities meet current needs, future expansion will not be enough to meet demand.


0.12


4


0.48


Total

1


2.87


The total score of the internal factor matrix is ​​2.87 above the average of 2.5, which shows that the school's internal performance is above average and needs to make more efforts to achieve a good level or higher.


CHAPTER 2 SUMMARY


Chapter 2 presents a panoramic picture of the College of Commerce and Tourism with its tradition and 50 years of experience in training officials in the commerce and tourism sector, and also shows the reality of the School's current resources.

The chapter's content delves into the analysis of the current resources of the School: finance, facilities, staff, teachers, organizational structure of the School, and also analyzes in depth the training organization process - the main task of the School. Through the analysis, assessments of the strengths and weaknesses of the School are also drawn.

In chapter 2, the author also focused on analyzing and evaluating macro factors such as analyzing the economic environment, socio-cultural, political, legal factors, Vietnam's population environment, and the development and change of the technological environment. At the same time, he also analyzed in detail the factors affecting the operating environment such as competitors, supplier strength, customer strength and substitute products. Analyzing the macro environment and micro environment helps us to recognize the opportunities for development and the risks affecting the development of the School.

The analysis in this chapter will be the premise for planning development strategies and building solutions to implement the development strategy of the College of Commerce and Tourism.


CHAPTER 3

STRATEGY DEVELOPMENT FOR COLLEGE OF COMMERCE AND TOURISM

3.1 Recommended strategies


3.1.1 General goals of the School

Pursuant to Resolution No. 14/2005/ND-CP dated November 2, 2005 of the Prime Minister on fundamental and comprehensive innovation of Vietnam's higher education in the period 2006-2020; implementing the common goal of developing education and training in our country according to the Action Program of the Ministry of Education and Training for the period 2011-2016 issued under Decision No. 1666/QD-BGDDT dated May 4, 2012 of the Minister of Education and Training is "Fundamental and comprehensive innovation of Vietnam's education in the direction of standardization, modernization, socialization, democratization and international integration. Improving people's knowledge, nurturing talents, developing human resources, especially high-quality human resources, meeting social needs; Improve the quality of comprehensive education, especially focusing on education on ideals, revolutionary historical traditions, ethics, lifestyle, creativity, practical skills, industrial style, and sense of social responsibility. Develop a reasonable and harmonious scale and structure of education to ensure social justice corresponding to the conditions for ensuring the quality of education and lifelong learning opportunities for each citizen.”

In the general context of the education and training work of the whole country and the current situation of the school, in order to continue to develop steadily in the coming years, the College of Commerce and Tourism needs to determine a correct development strategy, on the one hand in line with the education and training development strategy of the country, meeting the high requirements of society on the quality of human resources, and at the same time in line with the specific conditions of the School, in order to ensure feasibility, mobilize internal strength and seek help from all levels and sectors, strengthen cooperation with organizations and enterprises, and enhance the exchange of experiences with


training facilities… take the School's training career one step further in the coming years;

The general development goal of the School is to strive to become a University of Commerce and Tourism by 2017, training at multiple levels and in multiple professions. Accordingly, in addition to the schools currently training such as: Accounting, Business Administration, Hotel and Restaurant Business Administration, Travel Business Administration, Vietnam Studies, Food and Beverage Processing, Petroleum Business, the School will open new training majors such as: E-commerce, Finance-Banking, Management Information Systems, etc.; promote training in the fields of Hotel - Tourism, diversify training forms; strengthen joint training, link with domestic and international training institutions; In-depth research and experimentation in science - technology, engineering; Building a team of high-quality lecturers and managers, striving to have about 70% of lecturers with a master's degree or higher by 2017, of which about 6% of lecturers have a doctorate degree. The number of school staff is about 300 people, of which 75% are lecturers; The school builds an organizational model suitable for the development of the University with specialized departments, faculties and centers; The school has modern facilities, a good educational environment, the material and spiritual life of lecturers, staff, employees and students is increasingly well guaranteed and increasingly improved, contributing to meeting the demand for high-quality human resources for the cause of socio-economic development of the country.

On the basis of promoting the training achievements of the School over the past 50 years, analyzing more deeply the lessons learned, taking advantage of favorable conditions, overcoming shortcomings and difficulties, thoroughly grasping the guidelines and policies on education and training development of the Party and the State, the School encourages lecturers, cadres, civil servants, workers and students to maximize their internal strength and successfully complete the set strategic tasks.


3.1.2 Building a development strategy for the College of Commerce and Tourism

Through the assessment of opportunities, challenges, strengths and weaknesses of the College of Commerce and Tourism in the current period, the author builds and proposes a number of strategies to help the School exploit opportunities, minimize risks and gradually overcome weaknesses.

Table 3.1: SWOT matrix of College of Commerce and Tourism



STRENGTHS(S)

1. With 50 years of tradition and experience (S1)

2. The basic infrastructure has been initially invested in and solidified to meet the current training scale of both theoretical and practical classrooms, and the dormitory area meets the accommodation needs of students (S2).

3. All training majors are built according to the correct process, initially promoting training linkage relationships (S3)

4. 100% of teachers have university degrees or higher, have professional qualities, and complete basic science majors to meet training requirements (S4)

5. Good student management is a prerequisite for improving training quality (S5)

WEAKNESSES (W)

1. The ratio of converted students/converted teachers is still high compared to the regulations of the Ministry of Education and Training (W1)

2. Training types are not diverse, output quality has not been surveyed to innovate appropriate training methods (W2)

3. Not yet focusing on advertising and marketing to introduce training professions to learners and society (W3)

4. Financial resources only meet current needs (W4)

5. New facilities meet current needs, future expansion will not be possible.

meet the needs (W5)

OPPORTUNITIES (O)

1. Positive impacts of the Party and State's policies and guidelines on educational development in the period 2010 to 2020 and the following years. (O1)

2. The State grants autonomy and self-responsibility in planning the construction and development of schools (O2)

3. The country is in its "golden age" in terms of structure.

COMPANY STRATEGIES

1. Market development strategy :

- Develop training programs in new areas, or find new customer groups in current areas (S1, S2, S3, S4, O1, O2, O3).

2. Product development strategy

new :

WO STRATEGIES

1. Focused development strategy :

- Strengthening the construction of facilities to ensure the quality of education and training (W5, O1, O2, O4, O5)

- Developing teaching force

teachers, improve teaching capacity

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