Introduction
Research Background
Global integration is an inevitable trend in the modern world, prominently exemplified by the evolution of the World Trade Organization (WTO) This globalization process is largely driven by advancements in science and high technology, particularly in the realm of information technology.
International economic integration is crucial for Vietnam, a developing country, to bridge the gap with more advanced nations and leverage its abundant labor and international cooperation By benefiting from non-discrimination principles and fair competition, Vietnam can access preferential treatment as a developing nation, including tariff preferences and trade liberalization measures This integration opens up market opportunities, allowing domestic enterprises to engage in international competition and participate in the global division of labor Consequently, Vietnam can enhance its position in international relations and establish vital economic ties in trade, investment, and technology with other countries.
Vietnamese corporations are now focused on leveraging integration by adopting new technologies and modern management tools to maximize their advantages in the global market The drive for competitiveness serves as a catalyst for the growth of these enterprises, pushing them to enhance the effectiveness of their business operations to ensure survival and success.
Research Significance
While numerous studies have explored the impact of Management Information Systems (MIS) in organizations, particularly in decision-making processes, there is a lack of research focusing on the specific application of Marketing Information Systems (MkIS) within a typical firm This study aims to fill that gap by examining the implementation of MkIS at Viettel Corporation, a prominent Vietnamese state enterprise, providing a detailed overview of its application and effectiveness.
Viettel, one of Vietnam's top three telecommunications corporations, is dedicated to enhancing service quality for consumers The company aims to provide high-quality telecommunications products and services that meet domestic needs while progressively expanding into international markets Analyzing Viettel's application of Management Information Systems (MIS) is crucial due to its significant market position.
- The telecommunication industry as a whole
- Large corporations in Vietnam who are considering MIS applications
This study aims to highlight the advantages of Management Information Systems (MIS) within the rapidly expanding telecommunication sector in Vietnam By providing empirical insights, it serves as a valuable resource for future research and assists corporations and policymakers in making informed decisions about MIS implementation and related matters.
Research Motivation
In today's environmental business management, the systematization of information sources and effective management of information activities is crucial Management Information Systems (MIS) have gained significant attention as a solution for efficiently managing human resources, documents, news, jobs, and experiences within a business The advancement of information technology tools empowers executives and employees to effectively handle information processing tasks MIS play a vital role in collecting business data and generating reports that aid in decision-making Consequently, the implementation of MIS offers substantial benefits to enterprises across various industries, making it a priority for many Vietnamese businesses.
As the economy evolves, companies are placing greater emphasis on marketing to stay competitive, especially in domestic markets where foreign brands exert significant pressure Marketing has become a crucial factor in determining a company's strength, as today's consumers wield unprecedented power in choosing when, where, and how they engage with products and services This shift has led to decreased brand loyalty, with customers increasingly relying on personal research, recommendations from friends, and expert opinions to inform their purchasing decisions.
The evolution of business and marketing has sparked innovation, transforming the strategic marketing mix and customer engagement methods The rise of the Internet and new commercialization strategies presents both opportunities and challenges for companies Successfully developing products and services that meet customer needs requires the introduction of fresh ideas, making it crucial for firms to enhance their marketing processes Establishing an effective Management Marketing Information System is essential for navigating these changes and staying competitive.
This paper aims to explore the impact of a Management Marketing Information System on the performance of Viettel Corporation, a leading domestic firm recognized for its significant scale and social influence.
Research Procedure
Viettel Corporation, operating in the service sector of a developing country, faces the challenge of accurately assessing market demand and making appropriate decisions in response to market movements This research focuses on addressing these critical issues.
This research will analyze the current implementation of the Marketing Information System (MkIS) within the firm, focusing on the company's performance improvements and achievements following its application.
[2] With the overall review of current situation of applying MkIS within the firm, the research will explore the achievements and difficulties that affect to the success of the enterprise
In light of the current challenges associated with the application of Marketing Information Systems (MkIS), the author will concentrate on proposing effective solutions to overcome these difficulties.
In addition to that, the research also provides some ideas for further studying on this matter in the future.
Scope of Research
The research on the application of Management Information Systems (MIS) and Marketing Information Systems (MkIS) in Vietnam is limited by the available statistics and primarily focuses on a state-owned firm Consequently, the analysis emphasizes the internal challenges and constraints faced by the firm, while overlooking significant factors such as institutional and regulatory frameworks and broader market dynamics at both national and global levels.
Like others studies, the research procedure has 6 steps as shown in figure 1.
Due to the scarcity of prior research on Marketing Information Systems (MkIS) in Vietnam, the author conducted an empirical study to gain initial insights into its application within a specific company The study began by defining its purpose and scope, followed by a comprehensive literature review, the formulation of research questions, data collection, data analysis, and ultimately drawing conclusions.
To address the research question, the author performed a series of interviews that included qualitative inquiries aimed at uncovering the advantages and obstacles associated with the implementation of a real Management Information System (MIS) for marketing in Vietnam, along with potential solutions.
Literature Review
History and Evolution of Management Information System (MIS) and
Management Marketing Information System (MkIS)
Effective marketing information is crucial for achieving success in international marketing, as it helps companies understand buyer needs and preferences while navigating price competition Although all companies utilize marketing information systems, the sophistication of these systems varies significantly Often, businesses face challenges such as inadequate, outdated, or unreliable information Consequently, an increasing number of companies are focusing on enhancing their marketing information systems to stay competitive in the global market.
A Management Marketing Information System comprises four key subsystems The first subsystem focuses on internal records, delivering essential data on current consumption, costs, reserves, saved materials, accounts receivable, and expenditures The second subsystem, marketing intelligence, provides daily updates on external market conditions The third subsystem, marketing research, gathers information specific to previously identified problems Lastly, the decision support system integrates marketing and statistical methods, offering decision models that assist managers in making informed marketing choices.
To effectively grasp the ever-evolving desires of customers, the initiatives of competitors, and the shifting distribution channels, company leaders must prioritize the development of a robust information management system This article explores the Management Marketing Information System within a Vietnamese corporation, highlighting its significance in adapting to market changes and enhancing strategic decision-making.
Management Information Systems (MIS) play a crucial role in enhancing decision-making processes, a topic extensively studied by farm management economists These professionals utilize financial and production records to assess and determine the success of agricultural enterprises The advent of electrical computers in the late 1950s and early 1960s significantly increased the impetus for implementing MIS, further improving management decisions in the agricultural sector.
IBM hosted conference, Ackerman, a famous farm management economist, said that:
Advancements in computing technology have enabled the analysis of the relationship between ultimate yields, harvest timing, and climatic conditions, allowing farmers to make informed predictions about their yields and income with greater certainty This optimism for information systems in agriculture, as expressed in 1963, primarily focused on accounting and production records, exemplified by systems like TelFarm at Michigan State University and DHIA for dairy operations These early systems utilized large computers for centralized data processing, providing reports back to participating businesses Chris Argyris's framework for management information systems highlights that these systems were primarily data-oriented, offering limited analytical capabilities beyond basic calculations like return on assets and milk production per cow.
By the mid-1960s, a novel approach emerged involving the development of simulation models aimed at enhancing management skills and testing system interactions A notable example is Ackoff Russell's comprehensive simulation model, SIMPLAN, which operated on a mainframe computer This model utilized systems modeling techniques to analyze various production strategies within the farming business However, for effective use by managers, it often necessitated close collaboration between the model developer and the management team.
During this period, Purdue University conducted "Top-Farmer Workshops," utilizing a workshop format to implement large linear programming models on mainframe computers These optimization models aimed to assist crop producers in discovering more efficient and effective operational strategies for their businesses.
Early efforts to integrate data-oriented and model-oriented systems were insufficient, as the information from data-oriented systems often failed to align with the requirements of model-oriented systems For instance, a cash-flow projection model could not directly utilize financial data from the accounting system, necessitating a manual extraction and re-entry of data into the planning model This process was not only time-consuming but also prone to errors.
The limitations in system integration have hindered the development of effective Decision Support Systems (DSS), also known as Executive Support Systems or Management Support Systems Albrecht, Leon K's proposed DSS comprises essential components including a database, model base, database/model base management system, and user interface The database encompasses critical information related to financial transactions, production data, marketing records, resource information, research data, and weather data It integrates both internally generated data, such as financial and production records, and external data like market prices, ensuring that the information is structured for easy access by various database applications and the model base.
The system's model base component includes decision models that support operational, tactical, and strategic decisions, and it can interlink models to tackle larger, complex, and semi-structured problems The database/model base management system serves as a crucial link between the database and model base, facilitating data extraction and transfer between them A key feature of the system is the user interface, designed to help decision-makers utilize the system more efficiently and effectively To maximize the system's effectiveness in supporting management decisions, decision-makers must possess the necessary skills and knowledge to apply these systems to their specific problem situations.
Recent international conferences have showcased significant advancements in management information systems, particularly a notable event in Germany focused on decision support systems This conference highlighted the characteristics of these systems and the methodologies employed to enhance decision-making Various model systems tailored for agriculture were presented, revealing the advantages of decision support systems However, the complexity of agricultural production systems posed challenges for their implementation Despite these hurdles, there remains strong optimism for the continued development of these systems in the agricultural sector.
A conference in Germany, held a couple of years later, concentrated on knowledge-based systems, particularly expert systems, while also addressing optimum control methods and simulation models It was observed that the prototype knowledge-based systems largely overlooked decision support system concepts, which had been a key focus of the previous conference This oversight may be attributed to the nature of many applications being in prototype stage.
The recent international conference in France highlighted the low adaptation rate of management information systems, sparking extensive discussions However, the key takeaway was that systems with the highest adaptation rates are predominantly data-oriented, such as accounting systems, field record systems, and health records, which primarily deliver descriptive and diagnostic information.
To briefly summarize the historical developments of Management Information
Significant advancements have been made in the development of management information systems since their inception in early computerized tasks These systems have evolved from basic data-oriented frameworks to more integrated model-oriented approaches However, an evaluation of our current utilization of management information systems indicates that we have yet to fully harness the capabilities and design concepts offered by modern systems.
In the last thirty years, significant transformations in marketing and management information systems have emerged, highlighting the critical role of managing marketing information as a key component of successful marketing strategies Jari M Talvinen emphasized this importance, underscoring how effective information management can enhance marketing outcomes.
Management Information System (MIS) and Management Marketing
The concept of Management Information Systems (MIS) has evolved significantly since its inception Prior to the 1970s, management primarily viewed computers as tools for processing vast amounts of data quickly and accurately However, during the 1970s, the focus shifted from mere data to the analysis of organizational information, leading to the development of the term "Management Information System." This transformation marked a pivotal change in how organizations utilized technology to enhance decision-making and operational efficiency.
A Management Information System (MIS) is defined as a collection of procedures that gathers, processes, stores, and distributes information to aid in decision-making and control, as stated by Kenneth C Laudon and Jane Price Laudon The foundation of modern information systems relies on electronic computers and software programs To fully grasp information systems, it is essential to comprehend the specific problems they address, the architectural and design solutions implemented, and the organizational processes that facilitate these solutions.
Management Information Systems (MIS) are crucial for businesses as they provide managers with essential reports and online access to current performance and historical data According to Laudon, MIS primarily support planning, controlling, and decision-making functions at the management level While MIS is one of several types of information systems within an organization, it plays a vital role in assisting upper management with operations Other types of information systems include transaction processing systems and office automation systems, all designed to facilitate information sharing across the organization.
Management Information System (MIS) refers to both the technology-driven system that delivers information and communication services within an organization and the organizational function responsible for managing that system The scope of MIS encompasses a wide range of information processing, including applications for transactions and operations, as well as support for administrative and management functions Additionally, MIS plays a crucial role in enhancing organizational communication and coordination, ultimately adding value to products and services.
A Management Information System (MIS) is an organized system that integrates people, hardware, communication networks, and data sources to collect, process, and disseminate information within an organization By delivering timely, relevant, and accurate information, an MIS enhances the decision-making process for managers The essential components of an MIS encompass hardware, software, databases, personnel, and established procedures.
The core of a Management Information System (MIS) lies in its database management system (DBMS) and a suite of tools for data reporting, manipulation, and retrieval These tools facilitate routine tasks like generating monthly sales reports and allow for customized outputs for specialized analyses Standard MIS outputs include historical reports, short-term forecasts, and exception reports, which arise from the "management by exception" philosophy Exception reports notify managers of unusual events, such as significant transactions or sales volume anomalies, highlighting circumstances that deviate from the norm Additionally, custom reports can be user-defined, enabling users to select specific information and display formats, or they can be standard reports tailored for different time frames, such as daily or weekly sales tallies.
An Information Management System encompasses various subsystems, including Databank Information Systems, Predictive Information Systems, and Decision-Making Information Systems Each of these systems plays a crucial role in the decision-making process, handling specific steps to enhance overall efficiency and effectiveness.
2.2.2 Management Marketing Information System (MkIS)
Information technology-based marketing information systems (MkIS) play a crucial role in supporting marketing management decisions, as highlighted by Kotler Beyond aiding management, MkIS is essential for the entire marketing organization Researchers have categorized these systems based on their typical tasks, with Moriarty and Swartz proposing a framework for marketing and sales productivity (MSP) systems that encompasses four key subsystems: tools for salesperson productivity, direct mail, telemarketing, and sales management.
The Marketing Information System (MkIS) operates at both strategic and operational levels, as highlighted by Brien and Stafford, Smith et al., and Buzzell et al They defined marketing information as encompassing control, planning, and research components The primary role of early marketing systems was to gather, sort, analyze, evaluate, and disseminate relevant, timely, and accurate information to enhance decision-making in planning, implementation, and control Uhl emphasized that there is no universal MkIS suitable for all organizations due to their distinct information needs; instead, MkIS consists of various sub-systems developed over time to meet these unique requirements.
Recent studies have explored various models for Marketing Information Systems (MkIS), categorizing them into six primary groups based on their main functions: data gathering, data analysis, marketing planning, marketing decision-making, and implementation of marketing activities Additionally, the control function is further divided into external control, which focuses on the marketing environment and activities, and internal control, which assesses marketing effectiveness, performance against plans, and personnel Furthermore, MkIS can be classified according to the users' organizational roles and the nature of their use, distinguishing between systems designed for managers and those tailored for operational sales and marketing activities.
There is a pressing need for a new framework for marketing information systems (MkIS) as existing models primarily serve as idealized architectures that have not evolved significantly over time While marketing managers have consistently relied on both formal and informal information from various sources for analysis, planning, implementation, and control, current MkIS models are rooted in traditional bureaucratic structures These models aim to encompass all management activities within sales and marketing, providing timely and accurate information for decision-making However, this focus can lead to neglecting critical aspects such as company strategy and the marketing management process, which involves analyzing market opportunities, selecting target markets, and developing effective marketing strategies The traditional emphasis on optimizing individual tasks has resulted in disconnected activities that do not necessarily enhance overall process effectiveness Thus, a comprehensive approach that considers the interconnections among activities is essential for improving marketing management outcomes.
Management Marketing Information System (MkIS) is a specialized subset of Management Information System (MIS) that focuses specifically on marketing activities and information While both systems share core principles, MkIS is tailored to enhance marketing efforts, inheriting the essential qualities of MIS Thus, MkIS serves as a crucial tool for effectively managing marketing information within the broader framework of MIS.
Similar Previous Studies
While there are few directly comparable studies on the empirical application of Management Information Systems (MIS), M Lynne Markus's research titled "Power, Politics, and MIS Implementation" offers valuable insights for enhancing research design and methodology in this field.
In this study, Markus examines the theories surrounding resistance to management information systems (MIS), identifying three fundamental causes of resistance that underpin various methods and guidelines for successful MIS implementation.
People resist MIS because of their own internal factors
Because of poor system design
Because of the interaction of specific system design features with aspects of the organizational context of system use
The various theories regarding systems, organizations, and resistance are not mutually exclusive; instead, they stem from distinct foundational assumptions Each theory offers unique predictions and implications for the implementation process This study highlights these differences and evaluates the theories accordingly.
A case study demonstrates that the interaction theory effectively addresses real-life issues and aids in the development of preventive measures, showcasing its superiority in practical implementation.
Application of MkIS on Firms in Vietnam
Although computers cannot independently create business strategies, they play a crucial role in assisting management by clarifying the impact of those strategies and facilitating informed decision-making Marketing Information Systems (MkIS) can convert data into valuable insights for marketing decisions Additionally, computers provide financial statements and performance reports that aid in the planning, monitoring, and execution of marketing strategies.
MkIS systems play a crucial role by transforming vast amounts of data into coherent reports, making it easier for decision-makers to extract valuable insights By analyzing these reports, decision-makers can uncover patterns and trends that would otherwise go unnoticed when reviewing raw data manually.
Management Information Systems (MIS) leverage raw data to conduct simulations that address various "what if" scenarios related to strategic changes For example, Marketing Information Systems (MkIS) can forecast how a price change might impact product sales These Decision Support Systems (DSS) empower businesses to make more informed marketing decisions than they could without the insights provided by MkIS systems.
MkIS systems enable the efficient collection of extensive customer data while significantly saving time for the workforce Previously, business information required lengthy processing for filing and analysis; now, it can be swiftly entered into a computer by a data processor This advancement facilitates faster decision-making and enhances the overall responsiveness of the enterprise.
MkIS systems are valuable for generating statistical marketing reports and analyzing customer data, and they can also serve as a Management by Objectives (MBO) tool MBO is a management approach where managers and subordinates collaboratively establish specific objectives to be achieved within a designated timeframe These objectives adhere to the SMART criteria, meaning they should be Specific, Measurable, Agreed, Realistic, and Time-Specific By setting these objectives, organizations can create key performance indicators to evaluate employee or project performance The effectiveness of MBO objectives hinges on the ongoing monitoring of progress.
Utilizing a Marketing Information System (MkIS) is essential for tracking performance and measuring SMART objectives through management reports, aiding decision-makers in analysis MkIS offers numerous advantages across various industries, with organizations like the Institute of MkIS and publications such as MkIS Quarterly consistently discovering innovative methods to leverage MkIS for achieving business goals.
Every leading company possesses a core competency, and implementing a robust management information system (MIS) can provide a competitive edge MIS equips businesses with essential tools to enhance market insights and internal operations By gaining deeper insights into the production process, companies can optimize supply chain management, improving everything from material sourcing to the manufacturing and distribution of final products.
2.4.2 Current Situation of Application of MkIS in Firms in Vietnam
The Chamber of Commerce and Industry of Vietnam (VCCI) reports that a mere 1.1% of businesses in Vietnam utilize Management Information Systems (MIS), with an even smaller fraction, less than 0.15%, implementing Marketing Information Systems (MkIS).
Despite the existence of numerous Management Information Systems (MIS) companies, the concept of Marketing Information Systems (MkIS) remains underappreciated and misunderstood While only two companies have successfully developed specific modules, many businesses still opt to purchase various solutions from different vendors This approach often results in a loosely integrated system that requires extensive patching and data management to achieve coherence.
Our company utilizes Management Information Systems (MIS), and statistics reveal that more than 40% of MIS applications supported by process improvement groups report high satisfaction with their implementation In contrast, only 27% of MIS applications lacking dedicated support groups express similar satisfaction Businesses often have mixed feelings about MIS systems, reflecting a complex relationship characterized by both appreciation and frustration, as highlighted by research from the AMR Research Center.
Many companies have not assessed whether significant investments in software systems lead to improved performance According to a survey, over half of the companies rated their IT applications as "just fit" or "bad" in terms of benefits Furthermore, few organizations align their IT objectives with their overall strategic vision.
The global market features over twenty prominent companies offering Management Information Systems (MIS) and Marketing Information Systems (MkIS) software, including industry leaders like SAP, Oracle, and Microsoft In Vietnam, nearly fifteen companies, such as Vietnam AGO, AZ Solution, and FPT, are making strides in this sector These companies actively promote their products through various workshops, adjust pricing strategies, and provide free consulting services to businesses Despite these efforts, the implementation of MIS in Vietnam faces numerous challenges that still need to be addressed.
Management Information Systems (MIS) and Marketing Information Systems (MkIS) remain relatively unfamiliar in Vietnam, achieving only modest success Contrary to initial expectations that MIS would thrive in medium and large enterprises, 2006 saw significant activity in small and medium firms, with 50% of projects implemented by large companies opting for local MIS solutions instead of Oracle's offerings Experts attribute this trend to the backing of major IT firms like FPT and CMC, which leverage their financial strength to lower prices and capture market share However, the sustainability of this aggressive pricing strategy is in question, as local providers may struggle to absorb ongoing losses Despite an increase in project numbers, the overall growth in the MIS market has been limited, indicating challenges ahead for long-term success.
Despite interest from large corporations in Vietnam, such as VNPT, EVN, and Vinashin, many remain stagnant in their efforts to embrace Management Information Systems (MIS) In contrast, Viettel has emerged as a pioneer in the application of Marketing Information Systems (MkIS) in Vietnam, achieving significant success and establishing itself as a leader in the telecommunications sector.
Case Study Methods
Telecommunications has emerged as one of the fastest-growing industries in Vietnam over the past thirty years, characterized by an oligopolistic market dominated by three major players alongside several smaller firms Viettel Corporation, a relatively new entrant, has swiftly gained market share through effective marketing strategies.
The researcher aims to investigate whether Viettel Corporation effectively implements the principles of Management Information Systems (MIS) in developing its Management Marketing Information System Additionally, the study seeks to identify the achievements and limitations associated with Viettel Corporation's approach to MIS.
Leveraging strong connections with leaders at Viettel Corporation, who are supportive of this case study, the author gained access to valuable data and information This included the collection and analysis of various organizational documents such as administrative reports, agendas, letters, minutes, and news clippings related to the organizations involved.
To enhance the data collection for the case study, the author decides to conduct open-ended interviews with key members of Viettel Corporation Instead of utilizing a questionnaire for surveying selected Board members, the researcher opts for this qualitative approach as a supplementary data-gathering tool, which will be detailed in the following chapter.
Research Methodology
Research Approach
This article provides a comprehensive overview of Viettel Corporation's business activities from a historical perspective, focusing on the intricacies of its marketing system in relation to the fundamentals of a management information system Recent data collected illustrates the effectiveness of Viettel Corporation's Management Marketing Information System, offering a strong evaluation of its performance.
This research addresses three key questions to achieve its objectives: first, it examines the current application of Marketing Information Systems (MkIS) within Viettel Corporation; second, it evaluates the achievements and challenges faced by MkIS in the organization; and third, it proposes solutions to overcome these challenges for effective MkIS implementation across the entire Viettel system Detailed discussions and resolutions to these questions will be presented in Chapters IV and V of the study.
This research is structured into four main parts and five chapters, beginning with an Introduction that outlines the background, rationale, motivation, and scope of the study The second chapter focuses on a comprehensive Literature Review and Theoretical Frameworks The third chapter details the research methodology, providing a logical basis for the conclusions drawn The fourth chapter presents an in-depth analysis of the Management Marketing Information System (MkIS) at Viettel Corporation, assessing its achievements and limitations Finally, the concluding chapter offers findings and suggestions for improving MkIS application within the firm, along with recommendations for future research on this topic.
The Case Company
Viettel Corporation has quickly established itself as a leading player in key sectors of the Vietnamese economy, demonstrating impressive competitiveness against its rivals Its remarkable success can be attributed to a series of strategic decisions that propelled it from market entry to becoming one of the largest participants in the industry In the technology sector, where branding is vital, Viettel's marketing operations are crucial to its achievements Consequently, researchers are increasingly focused on analyzing the various aspects and levels of Viettel Corporation's marketing strategies.
Viettel Corporation effectively utilizes the principles of a Management Information System to establish a comprehensive Management Marketing Information System Leveraging its financial, human, and technological resources, Viettel has developed a fully integrated system with essential subsystems This Management Marketing Information System is a critical strategic tool that positions Viettel as a leader in the domestic telecommunications market while facilitating its expansion into international markets.
Viettel Corporation's Management Marketing Information System is recognized as one of the most effective systems in Vietnam, playing a crucial role in the company's development This highlights the significance of Management Information Systems principles and their practical benefits for organizational growth.
Management Information System applying marketing Researcher examines the Viettel Corporation‟s Management Marketing Information System in order to find desirable answers for these above question research.
Research Design
This paper employs qualitative research methodology to gain a deeper understanding of corporate behavior and the underlying reasons for such behavior By focusing on the "why" and "how" of decision-making in marketing management, rather than just the "what," "where," and "when," the study favors smaller, targeted samples over larger ones The qualitative approach yields insights specific to Viettel Corporation, with broader conclusions remaining as hypotheses that require verification through quantitative methods.
The data analysis process consists of four key steps: Data cleaning, which ensures the accuracy and consistency of the data; Initial data analysis, which assesses the quality of the data; Main data analysis, where the original research question is addressed; and Final data analysis, which includes any necessary additional analyses and the compilation of the final report.
Data cleaning is a crucial process involving the inspection and correction of erroneous data during data entry, ensuring no subjective decisions are made The core principle is that all information must remain retrievable for future manipulations, necessitating the preservation of both original and new values, along with meticulous documentation of any changes Initial data analysis differs from the main analysis as it avoids addressing the original research question, focusing instead on data quality, measurement quality, initial transformations, and alignment with research intentions The main data analysis aims to answer specific questions regarding the application of MkIS at Viettel, culminating in a comprehensive report that synthesizes insights gathered from interviews and data examination.
Data Collection and Analysis
This paper employs various data collection methods, including grounded theory practice, storytelling, classical ethnography, and shadowing, utilizing interviews, group discussions, observational notes, texts, images, and other materials The primary data is sourced from the official records of Viettel Corporation, including confidential annual financial reports and insights from functional departments like Sales, Marketing, and Accounting Additionally, the author incorporates data from other researchers involved in managing Viettel Corporation to illustrate the effectiveness of its Marketing Management System All data is meticulously evaluated to ensure it remains unbiased and objective.
Data collection is conducted using two primary sources: primary data obtained through direct interviews and secondary data sourced from materials, reports, and documents provided by Viettel Corporation, as well as other public information sources.
The author conducted primary research by interviewing officers from relevant marketing departments, focusing on customers and competitors To achieve targeted results, a questionnaire was distributed to those directly involved with the Marketing Information System (MkIS), gathering essential data on its implementation Additionally, the author sought feedback from long-term customers to assess service quality To enhance marketing activities, a separate questionnaire was designed for discussions with representatives from other telecommunications companies The questionnaires were sent to interviewees via email, telephone, or conducted through face-to-face interviews.
Table 1 Sample size of interviewees
(See the Appendix A of this Research for the Questionnaires)
The secondary data for this study is primarily sourced from reports and documents provided by Viettel's functional departments, which are crucial for analysis Although Viettel's financial reports are not extensively published, the company's prominence ensures that ample information about its business activities is accessible online This wealth of information serves as a valuable resource for assessing Viettel Corporation's performance Additionally, some data has been gathered from reputable magazines known for their critical reviews.
The collected information and raw data are analyzed to identify key insights, trends, and common viewpoints These findings are then compared to the original research objectives to derive meaningful results and conclusions.
Design of Questions for Interviews and Questionnaires
The primary purpose of a Marketing Information System (MkIS) is to improve the quality and efficiency of decision-making within the Sales and Marketing Department While interviews primarily target this department, additional interviews may be conducted for a more comprehensive evaluation of marketing activities.
The author conducted interviews using a questionnaire designed to encourage discussion, aiming to assess the application of MkIS within the Viettel system The focus was on understanding user satisfaction, identifying challenges faced in daily operations, and gathering suggestions for improving the current implementation of MkIS.
The questionnaire consists of semi-open and open questions, structured as in-depth interviews It primarily focuses on two key aspects: the limitations and constraints of using the MkIS, as well as potential solutions to overcome these challenges The questions are designed around three main areas to ensure comprehensive insights.
The article examines the application of Management Information Systems (MkIS) within Viettel Corporation, focusing on how employees assess its effectiveness Through interviews, the author aims to understand the current adjustments made to MkIS and gauge the level of importance interviewees place on its implementation Responses are evaluated on a scale from "negative effect" to "very effective," allowing the author to determine the perceived impact of MkIS on both staff and management.
In addressing the concerns surrounding the current application of Marketing Information Systems (MkIS), the author investigates the primary constraints and limitations faced by interviewees in their daily work Initial insights were gathered from a trial interview with a Marketing Department staff member, revealing significant challenges Through semi-open questions, the author aims to uncover additional constraints and difficulties experienced by the interviewees Furthermore, the author seeks the interviewees' perspectives on the reasons behind these limitations, allowing for a deeper understanding of the underlying issues through personal analysis.
The author compiles suggestions from interviewees regarding effective measures to mitigate negative factors within the firm Based on these insights and her own observations of the actual performance and application of Marketing Information Systems (MkIS), she presents her own recommendations for improvement.
This questionnaire uniquely focuses on the interviewees' perspectives and evaluations regarding the implementation of Marketing Information Systems (MkIS) within the firm, incorporating qualitative assessments of various issues The sample size is intentionally modest, targeting individuals who are directly involved in the operation of the MkIS and the corporation's marketing activities Consequently, the author employs a qualitative approach to explore and address her research questions effectively.
The questions are crafted to explore the problem from various involvement angles rather than just different perspectives Consequently, the responses collected are not straightforward answers but rather reflections and assessments from the interviewees Therefore, the author must conduct her own analysis and verification to align with the ideas and suggestions put forth by the interviewees, ultimately recommending a more effective approach for the successful implementation of the Marketing Information System (MkIS) at Viettel Corporation To evaluate service delivery quality and enhance marketing activities in telecommunications, the author poses questions that extend beyond strict relevance.
MkIS system Following are the list of specific questions:
1.1 What do you know about MkIS software?
1.2 In your opinion, what does MkIS make benefits and effects for organization?
1.3 What are difficulties and problems of MkIS software application?
1.4 How does applications the MKIS software to support your work?
1.5 Do you need further training on the MkIS to improve
No Interviewees Question your daily works? If yes, what is it?
2.1 In your opinion, what does MKIS make benefits and effects for organization?
2.2 What are difficulties and problems of MkIS software application?
2.3 How many customers were managed at the office before applying MKIS software?
2.4 How does applications the MKIS software to support your work?
2.5 In your opinion, how efficient is data collection after MKIS deployment?
2.6 What is the process of proposing a new marketing strategy in your Corporation?
3.1 What components of a MKIS software is applied in your Corporation and the estimate of the cost for saving profile before the MKIS software application?
3.2 How is MKIS system being deployed in the organization?
3.3 Does Applying of MKIS software support organization improve efficiency of job performance of staff?
3.4 When applying MKIS software, which will be changed in the plan of human resources, financial plan and marketing strategies in organizations?
3.5 What does MKIS application affect the business strategy?
3.6 In your opinion, how efficient is data collection after MKIS deployment?
3.7 What are difficulties you face in the deployment of MKIS software?
3.8 What is your view about the performance of the Corporation after MKIS software deployment?
4.1 How long have you corporate with Viettel Corporation?
4.2 What are your assessment on the customer services delivered by Viettel Corporation to your Company?
4.3 How are the improvements in the quality of the services of Viettel Corporation?
4.4 How do you think about the marketing campaign of Viettel Corporation in recent 3 years?
4.5 What do you think about the limitations of the Viettel‟s services?
Limitation of the Data Collection
The data collection for this study relies on both primary and secondary sources, with the primary data derived from questionnaires completed by only 21 individuals As a result, the insights and opinions presented reflect the perspectives of this limited group and should not be interpreted as representative of all employees within the firms in their daily operations.
The secondary data used in this article is sourced from various channels, including unofficial ones like online articles While actual figures have been verified by the author, assessments and adjustments may still contain conflicts or lack comprehensiveness Therefore, reader feedback and contributions are greatly appreciated to enhance the accuracy and completeness of the information presented.
The research on the application of Marketing Information Systems (MkIS) in Vietnam is limited by the availability of statistics and focuses primarily on a single firm's experiences It primarily addresses the challenges faced by users within the firm, overlooking critical factors such as institutional and regulatory frameworks and the broader IT landscape Consequently, the analysis and recommendations presented should not be viewed as comprehensive solutions to all challenges associated with MkIS implementation Instead, this study offers insights and proposals aimed at addressing key difficulties from an external perspective.
MKIS in Viettel Corporation
MkIS in Viettel Corporation
4.1.1 Marketing Activities in Viettel before the Application of MkIS
Just like the other types of servicing enterprises, Viettel organizes its Marketing activities following the normal concept of the Marketing mix with steps as follows:
Figure 2 Steps of marketing strategy of Viettel before 2007
Target market segmentation and focusing
Setting up the marketing strategies
Setting up the marketing plans and programmes
The implementation and performance evaluation steps are crucial to Viettel Corporation's marketing mix strategy The company's marketing plans and programs are developed based on thorough market analysis and business opportunities However, despite efforts to leverage the marketing mix model, Viettel continues to encounter significant challenges, resulting in limited performance during this period.
Table 3 Performance of Viettel for period from 2004 – 2007
Despite a significant percentage increase in total turnover, the absolute profit changes for Viettel Corporation were minimal, particularly highlighted in 2007 This was largely because the corporation primarily served state-owned clients, focusing on meeting their needs rather than maximizing profit Consequently, the cost-benefit ratio during this period reflected this approach, indicating limited financial gains from business activities.
Table 4 Indicator of cost benefits for period from 2004 – 2007
Total profit/ total turnover 17.57% 17.92% 22.95% 25.49% Total cost/ total turnover 82.43% 82.08% 77.05% 74.51% Total Profit/ Total cost 21.31% 21.82% 29.78% 34.21%
During a period marked by high operational costs due to limited technological assistance, the Corporation faced increased expenses in management However, this situation improved significantly with the implementation of the new Management Information System (MkIS) at the end of 2007.
Despite some successes, Viettel faced significant challenges during this period Being a state-owned medium-sized enterprise, the company struggled to implement costly changes to its business strategy and marketing policy, making it difficult for leadership to adapt effectively.
Secondly, as the customer services had not yet been paid with sufficient care therefore could not satisfy the demands of all the customers, especially the civil segment
The Company faced challenges in executing direct sales and marketing activities due to a large but inefficient labor force Without the support of a computerized system, effectively contacting customers by phone and regularly assessing their demands became problematic.
During the development process, Viettel implemented various marketing strategies to enhance performance and capture future market opportunities However, the Corporation's leaders encountered challenges in formulating effective strategies due to a lack of comprehensive market information As a result, their marketing approaches were primarily based on personal experiences and assessments, addressing short-term issues without a systematic and thorough analysis.
4.1.2 Implementation of Management Marketing Information System in Viettel Corporation
Viettel Corporation recognized the critical role of marketing in boosting sales within the telecommunications sector, leading to the implementation of a Marketing Information System in late 2007 and its launch in 2008 This strategic decision significantly enhanced the corporation's marketing services, resulting in a substantial increase in customer numbers and improved quality of marketing operations.
A marketing information system is a structured framework that facilitates the regular interaction between people, equipment, and methods to effectively collect, classify, analyze, and transmit essential information for marketing purposes This system plays a crucial role in ensuring marketing efficiency by adapting to national and international trends, addressing buyer needs and preferences, and navigating competitive landscapes As a result, an increasing number of companies are focusing on enhancing their marketing management information systems to improve their overall marketing strategies.
Viettel Corporation has implemented a comprehensive marketing information system consisting of four key subsystems The internal records system ensures timely access to crucial data regarding consumption, expenditures, reserves, and receivables The marketing research system delivers daily insights into the local market environment, aiding in effective marketing management The marketing intelligence system focuses on providing targeted information to address specific issues Lastly, the decision support system incorporates marketing and statistical methods, along with decision models, to assist managers in making informed marketing decisions.
The integrated internal report system within Viettel's Marketing Information System (MkIS) serves as a valuable tool for marketing managers, providing a comprehensive overview of their department's performance By accessing real-time reports, managers can monitor key metrics such as order status, consumption patterns, and price fluctuations This data-driven approach enables them to set new sales targets and action plans effectively, as they can identify potential opportunities and assess the company's current resources to determine the appropriate scale and timeline for their objectives.
Effective management of internal status through MkIS enables the Company to optimize order quantities for timely and accurate deliveries, swiftly balance order quantities with current inventory and production, and extract valuable insights on sales and marketing performance for upper management Additionally, it facilitates budget balancing for marketing and sales activities to reduce unnecessary costs while improving campaign efficiency, ultimately guiding strategic decisions for future planning.
Marketing research requires personal involvement and cannot be automated, but a Marketing Information System (MkIS) facilitates the recording and analysis of collected data This system enables companies to generate statistical reports on marketing research outcomes, providing insights into current market trends and changes.
Viettel has initiated targeted marketing research across its business branches to analyze its existing customer base This effort involves two distinct research teams: one focused on comprehensive advertising research and the other on market testing Each team is staffed with marketing research administrators, support professionals for program design and statistical analysis, and representatives for conducting mobile interviews and monitoring Annually, over 10,000 individuals participate in Viettel's research initiatives, contributing to approximately 1,000 projects.
Companies typically allocate 1 to 2% of their sales revenue for marketing research, with 50% to 80% of this budget directed towards direct marketing efforts The remaining funds are invested in hiring external marketing research firms to enhance their strategies.
Viettel corporation conducts its marketing research process following the five steps as shown in the figure bellows:
The first step in the marketing research process at Viettel involves identifying the problem and establishing clear research objectives It is crucial for the Marketing and Marketing Research teams to collaboratively define the issue to ensure that it is neither too broad nor too narrow During this review, managers may uncover new challenges that need to be addressed.
Achievements of Management Marketing Information System in Viettel
In Chapter 3, a diverse range of interviews was conducted to gather data and create a comprehensive overview Due to the open-ended nature of the questions, the findings cannot be presented in a structured, numerical format Instead, the following table summarizes the key insights identified from the interviews, which may differ significantly from the original questions listed in Appendix B.
Assessment of MkIS in Viettel Corporation
The development and management of information technology tools enhance the efficiency of executives and employees in processing information In Viettel Corporation, MkIS systems play a crucial role in aggregating business data and generating reports that aid in decision-making These systems effectively transform raw data into actionable insights, enabling better planning, monitoring, and strategy implementation By consolidating vast amounts of data into coherent reports, MkIS systems help decision-makers identify patterns and trends that might otherwise go unnoticed when analyzing raw data manually.
The Corporation's significant achievements can be attributed to its effective sales and marketing strategy, which has enabled continuous market expansion and improved performance The implementation of the MkIS system has introduced numerous innovations in management and control Below are some key contributions of the MkIS system to the Corporation's success.
A systematic database through Marketing Information Systems (MkIS) significantly enhances the speed and accuracy of information retrieval for users Interviews reveal that all 19 sales and marketing staff and managers agree that MkIS saves them considerable time in locating essential documents and data Previously, finding information about a single customer or performance metrics for the month could take days, but now, MkIS enables them to access subscriber details in seconds and aggregate data in just minutes.
The MkIS (Market Information System) significantly enhances efficiency by automating calculations and processing paperwork, resulting in faster operations compared to manual methods By systematically handling forms and calculations, MkIS saves both time and costs associated with these activities Feedback from all interviewed sales and marketing staff confirms that MkIS effectively reduces the time required for calculations while delivering accurate results Previously, analyzing market price changes demanded considerable time and effort from multiple team members Now, users can simply input data from market research, and MkIS swiftly provides not only current market price changes but also historical statistics and future price change predictions This valuable data serves as a solid foundation for strategic planning.
Understanding complex market criteria, such as customer buying patterns and preferences, can be challenging for standard marketing staff However, with the integration of Marketing Information Systems (MkIS) and advanced statistical and time series data analysis, users can gain a comprehensive and systematic understanding of these criteria This level of insight surpasses what can be achieved through simple manual data collection and analysis.
The Marketing Information System (MkIS) enhances customer service by offering round-the-clock support, ensuring customers have access to assistance 24/7 through automated help desk and telephone systems This capability allows Viettel to provide exceptional care and service to its customers at all times.
MkIS plays a crucial role in supporting decision-making, enabling corporations to gain a competitive edge by effectively launching marketing and sales campaigns that attract customers By leveraging this system, businesses can position themselves as pioneers in their industry, ultimately enhancing their market competitiveness.
Marketing Information Systems (MkIS) empower managers and stakeholders to efficiently study and control marketing data while minimizing time and operational costs The initial investment primarily involves establishing network infrastructure and computer equipment within the company System administrators can assess each employee's ability to adapt to information retrieval in their roles However, integrating new technology necessitates retraining staff to enhance their managerial skills and information technology proficiency By fully automating the management apparatus, MkIS significantly reduces the workload on the management division.
Difficulties in Applying Management Marketing Information System in Viettel
The organizational system model for information management is a closely monitored online computer system connected to the intranet, housing a comprehensive database for the company This system ensures data integrity through efficient data processing provided by staff Executives access this information to support decision-making during construction and project progress, highlighting the potential risks associated with inadequate information collection While the effectiveness of the Marketing Information System (MkIS) in enhancing the performance of Viettel Corporation is evident, its implementation across the entire Viettel system encounters numerous challenges and limitations.
To ensure accurate data input for the system, marketing staff must diligently collect information from the market However, the time-consuming nature of this process and the potential for staggered data collection can lead to inaccuracies in the gathered information.
The system employs advanced data analysis and modeling tools, necessitating users to possess specific knowledge to effectively input data and utilize the results for reporting to higher management This requirement can pose challenges for Viettel's staff, particularly those with limited experience in marketing and information technology.
The implementation of MkIS may lead to job losses for Viettel employees due to the automation of tasks previously carried out by humans Additionally, MkIS can infringe on individuals' privacy by enabling organizations to gather personal information unlawfully The widespread use of these systems in daily operations means that outages could disrupt Viettel's business activities Furthermore, excessive reliance on computer systems can result in health issues such as repetitive stress injuries and techno stress Lastly, the internet facilitates the illegal distribution of copyrighted materials, including software, books, and articles.
Creating a digital firm and achieving profitability is a challenging journey for many organizations, including Viettel Despite significant investments in information technology, many sectors of Management Information Systems (MkIS) struggle to realize substantial business value or become digitally enabled The rapid advancement of computer hardware and software has outpaced organizations' ability to effectively utilize this technology To harness the full potential of information technology and drive genuine productivity, a transformation is necessary Viettel must implement fundamental changes in organizational behavior, develop new business models, and eliminate inefficiencies within outdated structures Simply automating current processes will prevent them from fully capitalizing on the opportunities that information technology presents.
SWOT Analysis of Marketing Activities in Viettel Corporation
This research examines the internal and external factors influencing marketing activities at Viettel Corporation, utilizing a Marketing Information System (MkIS) framework By evaluating both the positive and negative aspects, the study provides a comprehensive SWOT analysis, presented in the matrix below, to assess the corporation's strategic position.
Table 7 SWOT analysis and assessment of marketing activities in Viettel Corporation
-Strong brand name with lots of experiences in telecommunication
-Lead the market with high market share
-Favorable access to distribution network
-High qualified and experienced workforce regularly sent for oversea training
-Good telecommunication services and consultations
-Lack of accessible distribution channels for all part of the country therefore remote and far away areas can not be served or served in time
-Lack of intensive marketing and promotion activities
-Good financial capacity and have no record of insolvency and financial problems
-Emerging market with lots of newly established business
-Market might have potential risks in finance and possible changes in government policy
SWOT matrix for strategies and solutions
To enhance its business performance, Viettel Corporation must thoroughly analyze both internal and external factors, developing effective strategies that leverage its strengths, mitigate weaknesses, capitalize on opportunities, and safeguard against potential threats, as outlined in the accompanying SWOT matrix.
Table 8 Opportunity and protect the company against the threats
- Expanding the market with various types of products and services
- Build up the most effective distribution channels
- Improve the distribution channels to make it accessible to all the parts of the country
- Improve the training program to educate the skilled and qualified staffs
- Continue to push up the marketing strategy in order to strengthen the competitiveness
- Give out a good and reliable market forecast in order to initially take prompt action to the changes in the policy and financial market
To realize those targets and solutions for the marketing activities, the author gives out some specific and details solutions to improve the application of MkIS in the following part