Product details

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Abstract

Ho Chi Minh Securities Corporation (HSC) was established in April of 2003. At the time, it was the 11th securities company to be founded in the Vietnam. From the outset, HSC provided a full range of securities trading and investment banking-related services. HSC was established to help restructure SOEs and to raise capital for development projects. That is, it was founded as a joint-stock company with the largest of the original investors being the Ho Chi Minh City Investment Fund for Urban Development (HIFU). In May of 2007, the Dragon Capital Group (Dragon Capital), a UK-based fund manager that had already established a foothold in Vietnam, took on just under 30% of HSC’s shares. That change in ownership structure of HSC prompted a change in the composition of the board of directors and of the management team. The new team took a range of steps to strengthen the company and help distinguish it from rivals. They articulated a set of organisational values and took steps to shape an organisational culture. They shored up the financial foundation of the firm. They deepened and broadened the expertise embedded in different departments of the company. They introduced new products and services in order to penetrate new market segments. Despite a turbulent external environment, at the end of 2008, the team charted a strategy which called for HSC to increase market share.

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Abstract

Ho Chi Minh Securities Corporation (HSC) was established in April of 2003. At the time, it was the 11th securities company to be founded in the Vietnam. From the outset, HSC provided a full range of securities trading and investment banking-related services. HSC was established to help restructure SOEs and to raise capital for development projects. That is, it was founded as a joint-stock company with the largest of the original investors being the Ho Chi Minh City Investment Fund for Urban Development (HIFU). In May of 2007, the Dragon Capital Group (Dragon Capital), a UK-based fund manager that had already established a foothold in Vietnam, took on just under 30% of HSC’s shares. That change in ownership structure of HSC prompted a change in the composition of the board of directors and of the management team. The new team took a range of steps to strengthen the company and help distinguish it from rivals. They articulated a set of organisational values and took steps to shape an organisational culture. They shored up the financial foundation of the firm. They deepened and broadened the expertise embedded in different departments of the company. They introduced new products and services in order to penetrate new market segments. Despite a turbulent external environment, at the end of 2008, the team charted a strategy which called for HSC to increase market share.

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