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Một số giải pháp chiến lược kinh doanh cho Dịch vụ Giá trị gia tăng tại VNPT trong tiến trình hội nhậpSOME STRATEGIC BUSINESS SOLUTION FOR ADDED SERVICES ON MOBILE NETWORK AT VIETNAM NATIONAL POST AND TELECOM (VNPT) IN THE INTEGRATION PROCESS
LUẬN VĂN Một số giải pháp chiến lược kinh doanh cho Dịch vụ Giá trị gia tăng VNPT tiến trình hội nhập THESIS SOME STRATEGIC BUSINESS SOLUTION FOR ADDED SERVICES ON MOBILE NETWORK AT VIETNAM NATIONAL POST AND TELECOM (VNPT) IN THE INTEGRATION PROCESS TABLE OF CONTENTS CAPSTONE PROJECT (FINAL MBA – Group 6/M01) A INTRODUCTION (Capstone Project Report) Rational …………………………………………………………………………….5 Research Objectives …………………………………………………………… Research object and scope………………………………………………………….7 Research methodology……………………………………………………… …… Expected research outcomes…………………………………………………… Research Structure (Chapter 1, 2, 3) …………………………………………… 7 List of tables and figures……………………………………… ………………….8 8.Annex….………………………………………… ……………………………… B MAIN CONTENT CHAPTER I LITERATURE REVIEW ON BUSINESS STRATEGIC PLANNING IN ENTERPRISES 1.1 OVERVIEW ON STRATEGIC MANAGEMENT ……………………………9 1.1.1 Business Strategy… ………………………………………………………… 1.1.1.1Definitions………………………………………………………………………9 1.1.1.2 Types of business strategies……………… ………………………………….10 1.1.1.3 Importance of business strategy…………………………………… ……… 11 1.1.1.4 Requirements for a business strategy ………………………………………… 12 1.1.1.5 Basis for business strategic planning …………………………………… ….12 1.1.2 Business strategic management…………………………………… ……… 13 1.1.2.1 Strategic management and roles of strategic management………………… 13 1.1.2.2 Strategic management process…………………………………….………….15 1.2 AFFECTS OF ENVIRONMENTAL FACTORS TO BUSINESS STRATEGIC MANAGEMENT OF ENTERPRISE …………………………… 20 1.2.1 External environment…………………………………………………………20 1.2.1.1 External macro-environment ……………………………………… ……….20 1.2.1.2 Micro environment………………………………………………… ……….23 1.2.2 Internal environment…………………………………………… ………… 29 1.2.2.1 Human Resources based elements……………………………… ………… 27 1.2.2.2 Production and technique operation elements……………………… ………28 1.2.2.3 Financial elements ……………………………………………… …………28 1.2.2.4 Marketing and sales elements…………………………………………… ….28 1.2.3 International environment………………………………………………… 29 1.2.3.1 For domestic enterprises……………………………………………… ……29 1.2.3.2 For international enterprises………………………… …………………… 29 1.2.4 Basis business strategies in reality …………………………………… …….30 CHAPTER ANALYSIS AND EVALUATION OF THE BUSINESS ENVIRONMENT FOR VAS OF VNPT 2.1 VNPT OVERVIEW………………………………………………… ……… 38 2.2 ISSUES CONCERNING M.VAS (MOBILE VALUE ADD SERVICE)… 41 2.3 BUSINESS ENVIRONMENT AND FACTORS INFLUENCING M.VAS OF VNPT .42 2.3.1 Social-economic factors 42 2.3.2 Economic - social factors .42 2.3.3 Legal factors .43 2.3.4 Population factors 46 2.3.5 Cultural factors, consumption habits 49 2.3.6 Technological factors 51 2.4 COMPETITIVE ENVIRONMENT .53 2.4.1 Current competition 53 2.4.1.1.Enterprise providing mobile network infrastructure 53 2.4.1.2 M.VAS providers 57 2.4.2 Potential competition .66 2.4.2.1 Competitive advantages by telecom businesses 66 2.4.2.1.1 Domestic telecom businesses 66 2.4.2.1.2 Foreign enterprises: 68 2.4.2.2 Competitive advantages of other businesses 69 2.4.3 Pressure from alternative services 69 2.4.4 Pressure from providers 70 2.4.5 Pressure from customer 71 2.5 Analyzing the ability of providing M.VAS service of VNPT 73 2.5.1 The telecommunication network of VNPT 73 2.5.2 Business and Human Resource Organization in M VAS 74 2.5.2.1 M.VAS Business organization .74 2.5.2.2 Human resource 74 2.5.3 Business picture of M.VAS services of VNPT 75 2.5.3.1 Development of the number of Mobile subscriber 75 2.5.3.2 Service charge policy 75 2.5.3.3 Service development activities .76 2.5.3.4 Service Quality 76 2.5.3.5 Distribution Activities 76 2.5.3.6 Market study activities .77 2.5.3.7 Customer service 77 2.5.3.8 Advertising, promoting activities 77 2.5.3.9 Result of some major M.VAS services of VNPT .78 2.5.4 General analysis on business environment of M.VAS service of VNPT 78 2.5.4.1 Several comments on M.VAS implementation situation in VNPT 79 2.5.4.2 Several limitations remained 79 2.5.4.3 General comments 80 CHAPTER SOME STRATEGIC SOLUTIONS IN TRADING M.VAS SERVICES OF VNPT IN THE INTEGRATION PROCES 3.1 VISION AND MISSION 82 3.1.1 Vision 82 3.1.2 Mission 82 3.2 VNPT’s STRATEGIC ORIENTATION IN M.VAS SERVICE BUSINESS TO 2015…………………………………………………………………………… … 83 3.2.1 Development of subscribers and productivity orientation 84 3.2.2 Service development orientation 84 3.2.3 Market development orientation 86 3.2.4 Service distribution orientation 86 3.2.5 Rate orientation 87 3.3 SOLUTIONS FOR IMPLEMENTATION OF M.VAS BUSINESS STRATEGY OF VNPT IN THE CONTEXT OF INTEGRATION 87 3.3.1 Solution for development investment and exploitation of the networ.………87 3.3.2 Rate solution .88 3.3.3 Solution for service products 89 3.3.4 Service distribution solutions 91 3.3.5 Supporting promotion solution 91 3.3.6 Solution for visual factors and provision process 95 3.3.7 Solution for development research co-ordination 96 3.3.8 Management organization solutions 96 3.3.9 Human resource solution .97 C RECOMMENDATIONS to THE MINISTRY OF IC D CONCLUSIONS .98 E ACKNOWWLEDGEMENTS………………………………………… …… 100 F APPENDICES ……………………………………………………….… ….… 101 G REFERENCES …………………………………………………… ……… …118 H ABBREVIATION …………………………………………………… ……….120 CAPSTONE PROJECT REPORT (FINAL MBA) - Class: GaMBA01.M01 - Group number: (six) - Members of Group : Mr.To Anh Tuong (team leader), Mr Ngo Hoang Anh, Mr Tran Hong Quang and Mr Nguyen Thanh Tung - Title of the project: Some strategic business solution for added services on mobile network at Vietnam Posts and Telecommunications (VNPT) in the integration process Rational - Originating from indispensable demand in market opening and international integration, in order to comply with regulations WTO, TBT… government will extend conditions, allowing domestic and foreign players in telecom, information technology industry to invest and expand activities in Vietnam market In previous years, although Vietnam’s information and communication technology achieved high growth speed in comparison with many countries in the world, appearances of new domestic and foreign exploiters, however, have created strong competitive pressure which forces Vietnam Posts and Telecommunication Group to change strategies on business, finance, human resources, system organization, selling channel, trade name to go align with competitive conditions - Thanks to achievements in the DOI MOI period and market economy transition, the living standard of the Vietnamese people is now improved; foreign investors were and now are holding investment projects in Vietnam The group of customers whose demand for high quality product and service and desire of highly differentiated products and services for their personal stake, are now increasing, which requires VNPT to restructure the distribution channels, develop new services with the international modern technology These tasks are also top priorities of VNPT in their effort to satisfy customer Besides, thanks to the technological development, new telecom services providers take advantage of the new technology AII-IP, which enable a new mode of distribution channel, services and business in a central orientation with flexible and cost saving management style This issue have created a big competitive pressure, encouraging big traditional telecom service providers to switch to launching VAS on the traditional and basic product such as: Deustch Teleko (Germany), France Telecom (France), Bristish Telecom (UK), Telstra (Australia), China Telecom (China), Telecom Malaysia (Malaysia), Vodaphone… The service providing model is focusing on the telecom services, including: business management, service providing management, network infrastructure management, VAS development and management - With the diversification business orientation, VNPT’s business function is more and more independent and flexible In the coming time, VNPT have much to be done for a stable organization chart, business and production development Above all, it’s extremely important to have a focus on telecom services business, that is considered the core capacity and the spearhead field of the group That’s why business strategy for VAS on the mobile network is an important unit strategies in the grand strategy of the corporation - In current context, the corporation can still achieve the business objectives and fulfill the social responsibility at the same time, but the business objectives are considered vital To fulfill business objectives, VNPT need to consider a premium choice of service types by a suitable priority range, which should be developed together with implementation methods in the strategy period in order to be more efficient in business as well as more competitive in value add service on mobile network business That’s the need for a research on Some strategic business solution for added services on mobile network at Vietnam Posts and Telecommunications (VNPT) in the integration process Research Objectives - To review and summarize the theoretical background of strategy formulation for enterprises in the current market context VAS will become a competitive tool to attract customer, increase the revenue The objective of VNPT is to focus on developing VAS as an competitive advantage to compete with other enterprises, gradually replacing the competition on price and promotion Revenue on VAS business must count for at least 20% revenue of the whole group from 2010 - By competition analysis, working out the strengths and weaknesses, opportunities, challenges for VNBT, this research will offer some strategic solutions to enhance the VNPT’s competitive position on the market Research object and scope: - Concrete object: VAS on mobile network provided by VNPT - Scope: National Research methodology This research is conduct by using following methods: - Synthesis - Analysis - Comparison and Probability - Expert Expected research outcomes - An analysis of external environment, internal environment concerning the providing of telecom services in general and VAS on mobile network in particular of VNPT - Suggestion on some strategic solution to enhance the competitive level, increase business efficiency for VNPT Research Structure - Besides the opening, conclusion, table of content, index, the content of this thesis is divided into main parts as followed: Chapter 1: Literature review on business formulation of enterprise Chapter 2: Analysis and evaluation on the business environment for VAS on mobile network of VNPT Chapter 3: Some strategic business solution for added services on mobile network at Vietnam National Post and Telecom (VNPT) in the integration process List of tables and figures Annex CHAPTER I LITERATURE REVIEW ON BUSINESS STRATEGIC PLANNING IN ENTERPRISES 1.1 OVERVIEW ON STRATEGIC MANAGEMENT 1.1.1 Business Strategy 1.1.1.1 Definitions Due to different approaches to strategy, its definitions are various - Liam Fahey van Rober M.Randall believed that strategy can be understood as the premium approach taken concerning processes, attitudes, human resources, tangible asset, technology and information power, competitiveness, capacity, and resources (Portable MBA in Strategy) - In a 1996 Harvard Business Review article and in an earlier book , Porter argues that competitive strategy is "about being different." He adds, "It means deliberately choosing a different set of activities to deliver a unique mix of value." In short, Porter argues that strategy is about competitive position, about differentiating yourself in the eyes of the customer, about adding value through a mix of activities different from those used by competitors In his earlier book, Porter defines competitive strategy as "a combination of the ends (goals) for which the firm is striving and the means (policies) by which it is seeking to get there." Thus, Porter seems to embrace strategy as both plan and position While Henry Mintzberg, in his 1994 book, The Rise and Fall of Strategic Planning, points out that people use "strategy" in several different ways, the most common being these four: Strategy is a plan, a "how," a means of getting from here to there Strategy is a pattern in actions over time; for example, a company that regularly markets very expensive products is using a "high end" strategy Strategy is position; that is, it reflects decisions to offer particular products or services in particular markets Strategy is perspective, that is, vision and direction Mintzberg argues that strategy emerges over time as intentions collide with and accommodate a changing reality Thus, one might start with a perspective and conclude 10 - VNPT provide not only comprehesive services including content services, even mobile content and also appeal corporate customers and organizations which are authorized to be content providers based on VNPT network providers - VNPT quickly integrated a modern telecom network for 3G applications So why 3G? - 3G is the third generation of mobile phone standards and technology 3G supersedes 2G technology and precedes 4G technology 2.5G was a temporary bridge between 2G and 3G 3G technologies enabled faster data-transmission speeds, greater network capacity and more advanced network services The first pre-commercial 3G network launched in May 2001 by NTT DoCoMo in Japan The network was branded as FOMA Following the first pre-commercial launch, NTT DoCoMo again made history with the first commercial launch of 3G in Japan on Oct 1, 2001.3G applications allow wireless tranmission of communication and non-communication database (email, image, sound, video, text, security ) International experience showed that, 3G is the major and unavoidable development tendency of mobile technology Almost all big mobile exploirer in the world are now focusing on this technology such as SK Telecom, NTT DoCoMo, KDDI, Comvik, Fran Telecom, Telstra, Vodaphone, AT&T and they all achieved certain success in 3G business The cellphone will even become a mobile office or convenient online payment tools for busy people In reality, services which are most used in developing countries are Mobile Internet, mobile Live TV, VOD/MOD - In Vietnam, the pioneer in 3G technolgoy is VNPT, who first launched this sevice on September 12, 2009 The service has actually been provided before in testing mode The 3G wave has been appealing the interest of mobile user The wave of 3G devices moved to Vietnam with wide range of products from Nokia, Samsung, Motorola Apple (especially Iphone Products) Although people start to get used to and officially use 3G utilities , which proved the huge interest of Vietnamese market for 3G services Forecasting the technology development trends, right from beginning, VNPT invested thousand billions dongs on Vinaphone and Mobiphone for research and development of 108 3G technology on the mobile network base of 2G In order to so, VNPT has upgraded technology from 3G to 2,5G and 3G Thanks to its comparative advantage from upgrading 2G to 3G, VNPT can save 60% of cost in comparison to building up a total new 3G network This can serve as a basis for VNPT to provide high quality 3G services at reasonable price (For example, based on the research of market demand, VNPT intends to provide some groups of 3G services, likely: contact group, entertainment group, e-payment group, social news group, personal information group) III SWOT matrix and strategic proposal to mobile services and cityphone of VNPT OPPORTUNITIES (O) O1 THREATS (T) Trend of T1 Being subject to personalization mobilization and fierce competition results in T2 Reduction of increasingly demand on the turnover on subscriber Mobile phone mobile service O2 Trend T3 of Possibility of 3G changing provider by technology subscribers are O3 Trend of converging relatively high opportunities to become a T4 Foreign enterprises new service type if participating O4 Trend of international mobile market integration help enterprises Vietnam, they make full use of foreign apply capital, technology making of shall modern and technologies management experience in use and of the customer care service advantages 109 T5 Demand on 3G should be thoroughly – studied of S/TStrategy Strength (S) S/O Strategy S1 Network coverage nationwide diversifying service items S2 Rate is relatively competitive to renovate to modern technology that of rivals S4 Much kind of services available for the various demands of customers WEAKNESS (W) W/O- Strategy to stabilize W/T- Strategy to amend W1 Being not allowed to decide organization model in the price under many forms rates direction W2 Expansion of capacity shall business operation convenient to affect service quality and servicing customers W3 Incomprehensive customer database; unprofessional customer care W4 Renovation orientation of the organization modal of subsidiaries providing mobile services shall impact service business activities W5 Mechanism joining two subsidiaries providing mobile services of the Group has not become effective before competitors Opportunities (O) 110 Threats (T) O1 Using demand sill T1 Being fiercely competed attracts medium income with GSM and CDMA mobile Cityphone customers services O2 Being one of targeted T2 Terminal devices have not domains of local satisfied demands of customers telecommunication group T3 It is possible to face in the future competition form regional O3 Being able to deploy CDMA services of enterprises some of service items not being under VNPT similar to GSM or CDMA mobile S/O- Strategy to deploy S/T- Strength (S) S1 Deployment in key value cities having great demands added Strategy to renovate services service provision network strategy similar to GSM S2 Being able to replace and CDMA mobile fixed services in the areas unable to use cable Weakness (W) W/O- Strategy of reducing W/T- Rate reduction strategy W1 The rate has not been a charge rate, competitive strength improving in service quality in order to compared to GSM’s mobile lure more customers services W2 Unstable service quality; restricted coverage W3 advertisement Unattractive and promotion 111 IV Classification of customers using MVAS services - In order to classify customers, we conducted the survey and selected samples of 313 customers in Hanoi who were individuals using mobile phones and interested in mobile services (MVAS) at all ages, industries and qualifications of education The survey purposes included: - Defining group of customers by the Take Five modal on the basis of life style and consumption tendency - Surveying the way customers shall change service or group of services having certain common features; surveying should forces P1, P2, M1, S1 customer groups; current tendency of using services partially disclose us of service using tendency in the future - Surveying difficulties customer may face while using services in order to make overcoming solution - Surveying customers’ desires for the improvement of the services, and their response to the proposed futures services In order to meet the targets set forth, the questionnaire used for individuals shall include following contents: - Studying habit using features of handy devices: conversation, sending message, background image, mobile internet and frequency of using such services - Studying level of meeting requirements of services currently being used by customers - Monthly expenditure for such services - Satisfaction level of customers on service quality, price at present - Customers’ desire to improve current services - Average duration for using a service - Customers’ attitude on advertisement and marketing on mobile phone 112 - Customers’ assessment and opinions when describing new MVAS services such as Push Mail, Mobile Newspaper, Mobile Blog, video download using new technologies such as localization, 2D Code - Welcoming level to new services Information regarding interviewees is as follows: Age: Between 16 - 55, using mobile handy devices, possibly being divided into 04 group of age: the teenage (16-18), the youth (18-30), the middle-age (30-45) and the elderly (45-55) The survey target is not only concentrating the teenage demand for existing main services but also learning from demand of the elder groups Therefore, the surveying sheets are equally divided into 04 groups of age: the teenage (16-18), the youth (18-30); the middle age (30-45) and the elderly (45-55) Type of subscriber: Prepaid makes up a major portion of the total subscribers, around 80% and equally distributed to 03 main mobile networks of Mobiphone, Vinaphone, Viettel A minor amount of subscribers (below 10%) belongs to remaining mobile networks Gender: Equal between male and female Education qualification: Subjects at the age of 16-18 are pupils, subjects from 18 and above have graduated high school; others consist of: students, bachelors, MBA, Ph.D Occupation: Subjects of the survey belong to a variety of industry therefore the survey result covered all demands People belong to business industries, pupil/student, staff of sole proprietorships and State owned enterprises; State’s servants and officials are core subjects Living standard: Monthly expenditure per person could be divided into 04 main levels: A (below VND 500.000), B (VND 500.000 – 1.000.000), C (VND 1.000.000 – 3.000.000) and D (over VND 3.000.000) Enquiries on life style and act of consumption: - Most of customers at the age 45-55 belong to traditional group (T) succeed at elderly age belong (A2) and having social activities at elderly age (S2) 113 - Most of customers at the age of 30-45 have university and post-university qualification under successful group (A1), and social activity group (S1) - Customers of endowment youth group (M2) take a major portion (64%) of the age 18-30 The group typically spends quite much on mobile phone The teenage group (P2) accounts for only 30% and have expenditure on mobile phone lower than M2 group - Customers of endowment teenage group (M1) make up a majority (80%) of the age 16-18; however, expenditure on mobile phone is not as high as that of M2 group due to dependence of the family’s economic condition (P1) group just makes up 20% As for every service, questions are prepared on the basis of actual frequency of use according to actual experience of domestic and foreign experts which can represent service usage level of most of customers For instance: Question on number of sent SMS messages for every subscriber is reasonably estimated on the daily basis The number also varies between 0-3 SMS/day On the contrary, number of MMS per subscriber should be estimated on the monthly basis and the number also varies between 0-2 MMS/month The survey results showed a customer on average makes SMS/day and MMS/month The following table shows the survey results, in which “C” = P1+P2+S1+M1, is portion total of the concerning group according to “Take Five” modal with % unit SMS MMS RT RBT Logo/background /game News, consultation, P1 P2 S1 14 2 3 7 4 M1 S2 M2 A1 A2 18 12 3 0 0 0 15 vote, auction SMS (P2P) 114 11 T Total 74 27 31 23 56 C 44 22 20 19 34 About 74% of participants said they made messages per day on average, of which the 04 most important groups of P1, P2, S1, and M1 make up 44% As the results, subscribers at the age 18-30 have medium expenditure level, and subscribers with qualification of university and above are main customers of SMS service The main reason for SMS of the youth is the price which is lower than conversation rates and ability to save message in a long time However, another reason is the shape of message culture at the teenage with specific language showing personality seems to be suitable to communicate with each other without being understood by the adults The fact is clearly illustrated via a large number of customers belonging to M2 group (75%) use SMS while the group can afford a high level of expenditure Through pressing characters are inconvenient, all customer groups use SMS including T (1%) The reason goes to SMS technology which is openly applicable for all mobile handy subscribers including the simplest mobile phones The successful, high social standing elderly said they did not care for rate but it was really convenient to send SMS to many people simultaneously and the message can be saved at the target phone as it is not always to meet a person when calling him Recently, mobile phones with QWERTY key board shall significantly support this group of customers in using SMS Customers often use Internet like office staff, the teenage and the youth using services at public Internet bars tend to use free message enclosing advertisements from websites of the designers However, the number of free message of a day is limited, so the user shall use this with the notification purpose rather than chatting The portion of the SMS market remains 26% unexploited belonging the above said customers As for this group, convenient press of characters (like QWERTY key board) is the key factor and other conveniences such as broadcasting message sending and message saving are also important… In the two coming years, it is forecasted that SMS shall go on bringing about a great portion of turnover until it may be gradually replaced by other more advanced services on 3G infrastructure V Orientation to 2010 (M.VAS , new servise) (Applying the strategy of trading enhanced services in current market) 115 Strategic measure: The strategy of diversifying services types according to the development of technology V.1 The target of developing subscriber, output and turnover - The number of subscribers up to now is 55 millions and will increase to 67 millions in 2010 - Turnover from M.VAS service is expected to account for at least 30% of total turnover of the Group in 2010 - As for VMS, GPC, we focus on maintaining our market share in cellular mobile service 116 V.2 Target on products and services SERVICES ON MOBILE NETWORK IN THE PERIOD 2009-2010 OR SERVICE GROUP SERVICE COOPERATIN OWNER G ORGAN SERVICE DESCRIPTION PROGRESS Basic 2.5G group (SMS/MMS/GPRS) Mobile Marketing Basic VNP VMS VNPT’s experts and foreign consultants Back Ground Music service VNP VMS as above Voice-SMS VNP VMS Music award service VNP VMS as above Incoming locking/filtering (ICB/ICF) VNP VMS as above call service as above Advertising directly on customer’s mobile phone using the service VNP, VMS is deploying the system a expecting to launch the service in 11/2009 VMS and 10/2009 for VNP Allow back ground music playing during the conversation Allow one mobile subscribers to send a voice message to the others Allow mobile subscribers to send music to the others VMS already supplied on 06/05/2009 VNP has not issued any plan Allow subscribers to lock/filter incoming call as requested VNP, VMS is deploying VNP is expecting launch in 8/2009, VMS in 02/2010 VMS-supplied on 06/05/2009 VNP-supplied since 5/2009 VNP is deploying and expect to launch in 8/200 VMS-not yet Multimedia group (Developing on 3G network) Multimedia message service MMS VNP VMS as above Video Call VNP VMS as above Mobile 3G services portal VNP VMS as above Mobile TV service VASC as above Video services VNP VMS as above Game Online service Sharing X Platform based VNP VMS VNP VMS as above as above Adding more features of MMS allow subscribers to send and receive multimedia messages (video clip, song, voice record ) Allow subscriber to make video phone call A portal supplying 3G services, creating environment for Content Provider to introduce contents for customer to try or to buy Allow subscribers to watch Live TV and VoD on mobile phone Providing image services basing on 3G Video on Demand, Video Blogging, Video Push, Video Karaoke, Video Surveillance, Video Chat… Playing online game on mobile phone allow subscriber to share such date as video, music, info… VMS, VNP- is deploying 3G VMS, VNP- deployed 3G VMS, VNP- deployed 3G VMS, VNP- deploys according to the progress deploying SDP VMS, VNP- deployed 3G Integrating 3G Portal Develop according to market demand VMS, VNP- deployed 3G Data transmission group (Data/IDC develop based on 3G) Internet access for mobile phone Mobile VPN Video Conference VNP VMS VNP VMS VNP VMS as above as above as above Allow subscriber to access high-speed internet The service supplying a virtual network for mobile subscribers VMS, VNP- deployed 3G Video conference service VMS, VNP- deployed 3G 117 VMS, VNP- according to the progress of 3G Location based services LBS VNP VMS as above M-Commerce VNP VMS as above Multimedia content and application group (Applied on 3G network) Ibook service VASC as above Content Full Downloading VASC as above MobileTV VASC as above Video Ringback tone VASC Mobile newspaper VASC as above Interactive service group Instant Messaging VASC as above Mobile Blog; Personal Community service VASC as above Mobile Wallet VASC as above allow subscribers to locate and look for information as requested Connect to banks, allow subscribers to make purchasing transaction through bank account via mobile network VMS supplied from 06/2009 VNP is deploying and expecting to launch 8/2009 A service of reading ebook on mobile phone allows customer to read e-book on mobile phone without operation system A 3G service allows customer to download video clips of high capacity and quality, a whole song or watch online a hot clip A service allow customer to watch TV channels, VoD on mobile phone The ringback tone service on 3G With this service, the customer can watch video clip or music clip in stead of simple bip signal Reading newspaper on mobile phone under MMS standard or Client standard installed on mobile phones VASC is deploying and is expecting to sup this service on all mobile networks at the end Quarter IV/2009 “chat” service on mobile phone allows customer to “chat” via yahoo, MSN, ICQ, a service allows customer to create blog or store personal information, entertainment, share information, online discussion on mobile network A service allows customer to book ticket at cinema, air ticket, shopping or the mobile phone plays the role as a smart door key, Visa card or electronic ID card VASC is expecting to launch in 1/2010 on b two networks VMS/VNP VMS, VNP- according to the progress of 3G VASC already launched and supplied the serv on all mobile networks The service has already been launched VINAPHONE network Depending on the progress of deploy Multimedia Ring Back Tone of VMS, VNP VASC is expecting to launch in 12/2009 on b two networks VMS/VNP VASC is expecting to launch in 2/2010 on b two networks VMS/VNP BVT proposed the service basing on Mcomme system of VMS and VNP VASC plays the role an agent V.3 Target on service cost - Due to strong competitiveness VNPT must reduce service cost It is expected that the service cost will decreased 15-20%/year in the period 2009-2010 - Setting limitation on entering-service cost and subscribing cost to encourage user’s requirement 118 - Building a service cost distinguishing policy basing on customer types as enterprises, households, on the usage of customer and the number of customer using services, on the service packages - Developing more pre-paid service with low cost card to expand market share V.4 Target on market - When diversifying services it is necessary to first pay attention to the post-paid customers in order to maintain the loyal customer and increase the demand of this group - As for the pre-paid service, VNPT should focus on the Youth This group is susceptible to the new and easy to change the supplier To deal with this customer group, it is necessary to pay attention to service cost and promotion programs as these are two factors affects mainly to the demand and ability to change the supplier of the Youth - It is necessary to pay attention to a potential customer section that is organizations, enterprises with mobile working environment There need to be a reasonable service cost policy for this section - Market area: Focusing on markets at big cities and provinces with high competitiveness and potential such as Hanoi, Ho Chi Minh city, Da Nang, especially provinces and cities of area I, II because the demand of these areas is much higher ( times) than area III Increasing investment for areas gathering much population such as new urban area, industrial zone, tourist area V.5 Target on distribution - Inviting more organs outside the Group to take part in sales network Expanding the channel of selling pre-paid card toward equalization in mechanism between agent inside and outside the Group in order to ensure equal competitiveness among agents - Regarding the market area with high competitiveness, VNPT need to build a professional distribution channel It is necessary to research and develop a system of retailers to provide various features for mobile phones, strengthen the distribution channel through internet 119 - Doing research on a method of whole sales, selling the whole package for professional consumers, enterprises with high payment ability G REFERENCE "Strategic management” – Publishing house of Science and Technology, 2000 "Strategic planning of production and business" – PhD Nguyen Van Nghien Hanoi University of Technology, 2002 Decision No.158/2001/QD-TTg issued on 18th October, 2001 by Prime Minister on approval of “Development strategy of Vietnam Posts and Telecommunication to 2010 and orientation to 2020” Decision No 246/2005/QD -TTg issued on 6th October, 2005 by Prime Minister on approval of “Development strategy of Vietnam information and communication technology to 2010 and orientation to 2020” Decision No 32/2006/QD-TTg issued on 7th February, 2006 by Prime Minister on approval of “Development planning of Vietnam telecommunication and Internet to 2010” Strategy of Vietnam socio-economic development to 2010 and orientation to 2020” – Ministry of Planning and Investment, 2003 Ordinance of Posts - Telecommunication Journal on Posts and telecommunication – Ministry of Posts and Telecommunication Vietnam post - Ministry of Posts and Telecommunication 10 Vietnam Investment Review 11 Information on post science, technique and economy – Post news center 12 News – Vietnam Posts and Telecommunication Corporation 13 Report on Vietnam telecommunication - Post news center 14 http://www.itu.int 15 http://www.vnnic.net 16 http://www.google.com 120 17 Annual summary report of Vietnam Posts and Telecommunication Group 18 Subject: Research in matters of management and development of value added service based on SMS service – By Le Thi Thanh Hoa – Department of Telecommunication 19 Industrial development program of Vietnam digital content to 2010 and orientation to 2015 - Ministry of Posts and Telecommunication 20 Mobile media and applications from concept to cash by Christoffer Andersson, Daniel Freeman, Ian James, Andy Johnston, Staffan Ljung 21 Mobile commerce - Technology, theory and application, by Brian E Manneke, Troy J.Strader 22 Telecom Regulatory Authority of India 23 The Mobile revolution, by Dan Steinbock 24 Vietnam Mobile Insights Presentation 2/10/2008, Nielsen Company 25 Information on post science, technique and economy – issues of 2008 26 Electronic commercial report of 2006 and 2007 27 MBA curriculum on strategic management by Liam Fahey and Robert M.Randall 28 Modern marketing, global experience of GS.John A.Quelch (senior vice rector of Harvard Business School) 29 Especially, curriculum of Global Advanced from Griggs university 121 H LIST OF ABBREVIATIONS Abbreviation Full text ARPU Average Revenue Per User PSTN Public Service Telephone Network xDSL Digital Subscriber Line PDA Personal Digital Assistance PDC Personal Digital Cellular NGN Next Generation Network RFID Radio Frequency Identification MG Media Gateway ATM Asynchronous Transfer Mode WDM Wavelength Division Multiplexing MPLS Multi-Protocol Label Switching GSM Global System for Mobile Communication GPRS General Packet Radio Service EDGE Enhanced Data Rate for Global Evolution CDMA Code Division Multiple Access W-CDMA Wideband Code Division Multiple Access WAP Wireless Application Protocol ISP Internet Service Provider EDI Electronic Data Interchange VPN Virtual Private Network MAN Metropolitan Area Network WLAN Wireless Local Area Network PHS Personal Handy phone System IMS IP Multimedia Subsystem UM Unified Messaging AoD Audio on Demand VoD Video on Demand FTTH Fiber to the Home LBS Location -based Service CRM Customer relationship management 3G Third generation technology 120/120 122 [...]... called "realized" or emergent strategy Mintzberg’s typology has support in the earlier writings of others concerned with strategy in the business world, most notably, Kenneth Andrews, a Harvard Business School professor and for many years editor of the Harvard Business Review Strategy can be defined in many ways, including the following useful examples: According to the text book published by the National... also be defined as the process of identifying, protecting, leveraging and renewing the strategic capabilities of an organization through its definition of purpose its organization and processes, and its choice and support of people So, what most concerned strategy can be: - An understanding/assessment of the organization’s resources and capabilities - An understanding/assessment of the external environment... improvement wherever needed 1.1.2.2 Strategic management process - Many research studies define the strategic management process in different ways, but the aim of the process is to build a market position strong enough and an organization capable enough to produce successful performance despite unforeseeable events, potent competition, and internal problems Figure 2.1: Five tasks of strategic management... strategic management process as being involved with identifying environmental problems and opportunities and internal strengths and 16 weaknesses This step is called “Analysis and Diagnosis” Then follows “Choice”, “Implementation”, and “Evaluation” These three steps are concerned with generating alternative solutions to the problem, making the strategy work by building the structure to support the strategy... Porter, a firm must formulate a business strategy that incorporates either cost leadership, differentiation or focus in order to achieve a sustainable competitive advantage and long-term success in its chosen arenas or industries - Functional strategies include marketing strategies, new product development strategies, human resource strategies, financial strategies, legal strategies, supply-chain strategies,... -Switching costs Buyer concentration vs industry -Brand identity Substitutes available -Diversity of rivals Buyers' incentives -Corporate stakes 25 - In pursuing an advantage over its rivals, a firm can choose from several competitive moves: Changing prices, Improving product differentiation, Creatively using channels of distribution, Exploiting relationships with suppliers - for example, from the 1950's... competition, there can be other concerns in assessing the threat of substitutes Buyer Power - The power of buyers is the impact that customers have on a producing industry In general, when buyer power is strong, the relationship to the producing industry is near to what an economist terms a monophony - a market in which there are many suppliers and one buyer Under such market conditions, the buyer sets... products easily Firms that succeed in a differentiation strategy often have the following internal strengths: • Access to leading scientific research • Highly skilled and creative product development team • Strong sales team with the ability to successfully communicate the perceived strengths of the product • Corporate reputation for quality and innovation - The risks associated with a differentiation strategy... easily - Firms that succeed in a differentiation strategy often have the following internal strengths: - Access to leading scientific research - Highly skilled and creative product development team - Strong sales team with the ability to successfully communicate the perceived strengths of the product - Corporate reputation for quality and innovation - The risks associated with a differentiation strategy