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GAMBA01.X03 - Group 11 GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM CLASS GaMBA01.X03 CAPSTONE PROJECT REPORT PROPOSAL ON DEVEPMENT STRATEGY FOR VMS MOBIFONE’S 3G SERVICE Group Number: Group 11 Student’s name: Ngo Thi Huyen Linh Nguyen Thi Tran Huong Le Manh Hung Nguyen Thanh Huong Pham Thu Trang Commitment HANOI 2010 GAMBA01.X03 - Group 11 We certify that the report is our group’s studies Figure and results in the report are of credibility and from reliable sources We also state that all analysis in the reports is ours basing on references and learned knowledge The analysis is not private statement of any one of the group as a staff member in the organization where he or she works Hanoi, December 2010 GAMBA01.X03 - Group 11 Acknowledgements Our first sincere thanks will be extended to the University of Griggs in Vietnam, whose instruction are valuable to our report Besides, we also would like to thank VMS Company for its whole-hearted support in provision of data, figure and days of working for company’s strategy development Last but not least, our thanks also go to professors and doctors for their help, lectures on skills and business administration knowledge, especially valuable instruction from Dr Ngo Kim Thanh and Dr Sea Mc Gough for our fulfillment of the report Authors GAMBA01.X03 - Group 11 TABLE OF CONTENTS Commitment ……………………………………………………………………………………….i Acknowledgements………………………………………………………………………… ……ii Table of contents………………………………………………………………… ………….….iii List f Abbreviations……………………………………………………………….…… ………ix List of Tables……….……………………………………………………… ………………….…x List of Figures, Graphs……………………………………………………………………… .xi INTRODUCTION CHAPTER 1: THEORETICAL BASIS 1.1 Main issues on strategy and business strategy 1.1.1 Concepts of strategy 1.1.2 Business strategy and selection of business strategy 1.1.3 Role of business strategy 1.2 Process to develop strategy .8 1.2.1 Strategic task and vision .9 1.2.2 Strategic goals 10 1.2.3 Analysis of external environment 10 1.2.4 Analysis of the company’s internal environment: 17 1.2.5 Synthetic Matrix of SWOT 20 SUMMARY OF CHAPTER .23 CHAPTER 2: ANALYSIS OF FOUNDATION FOR THE DEVELOPMENT STRATEGY FOR VMS-MOBIFONE’S 3G SERVICE 24 2.1 Overview of VMS-Mobifone Company 24 2.1.1 The establishment and development process 24 GAMBA01.X03 - Group 11 2.1.2 The Company’s fields of production and business 25 2.1.3 VMS- Mobifone’s organization structure 25 2.1.4 VMS’s service products .26 2.1.5 Company’s production and business results in recent years 27 2.2 VMS Mobifone’s development strategy in 2010 – 2015 and vision 2020 .30 2.2.1 The Company’s task and vision 30 2.2.2 Strategic goals to 2015 and 2020 .30 2.2.3 Implementation orientation .31 2.3 VMS Mobifone’s business strategy for 3G service in 2010 – 2015 32 2.3.1 Overview of VMS’s 3G Service product 32 2.3.2 VMS’s business goals of 3G services in 2010 – 2015 .35 2.3.3 VMS Mobifone’s business strategy for 3G service in 2010-2015 36 2.3.4 VMS Company’s SWOT matrix 70 SUMMARY OF CHAPTER .77 CHAPTER 3: SOLUTION TO THE DEVELOPMENT OF VMS’S 3-G STRATEGY IN THE PERIOD OF 2010-2015 78 3.1 Solutions to successfully implement chosen strategies .78 3.1.1 Sales promotion issues .78 3.1.2 Diversification of services and sales 81 3.1.3 Customer Care 85 3.2 Some recommendations 89 CONCLUSION 90 REFERENCES 91 GAMBA01.X03 - Group 11 LIST OF ABBREVIATIONS 3G Third generation technology-3G BTS Base Transceiver Station BSC Base Station Subsystem CDMA Code Division Multiple Access EDGE Enhanced Data Rates for GSM Evolution GPRS General packet radio service GSM Global System for Mobile Communications MMS Multimedia message service TDMA Time division multiple access VMS Vietnam Mobile Telecom Services Company VNPT Vietnam post and telecommunication WCDMA WiFi CDMA broad band Wireless Fidelity LIST OF TABLES GAMBA01.X03 - Group 11 Table Content Page 1-1 Analysis of macro environment 13 1-2 Matrix of SWOT 22 2-1 MobiFone’S Number of subscribers and market share 28 2-2 Mobifone’s turnover in 2003 – 2010 30 2-3 market share of mobile information subscribers till September 2010 48 2-4 Rating of VMS’s competitive status against others in the field of 3G service business 52 2-5 Making on priority ranking 61 2-6 Rating of VMS’S challenges 63 2-7 Similar services of networks 65 2-8 EFE Matrix 66 2-9 VMS’s existing number of BSC, BTS stations 69 2-10 BTS investment in five forth coming years 69 2-11 IFE Matrix 71 2-12 VMS Company’s SWOT matrix 72 2-13 Analysis of QSPM matrix 75 3-1 Progress of implementation strategies 87 LIST OF FIGURES, GRAPHS Figure Content Page GAMBA01.X03 - Group 11 1-1 Process to develop strategy 1-2 External environment 11 1-3 Model of Michael Porter’s forces 15 1-4 Chart of Value String 18 2-1 VMS’s Organization map 26 2-2 Mobile information maket share in Vietnam (2005 – 2009) 28 2-3 List of 3G service and product 33 2-4 3G products and services for individual customers 34 2-5 3G services and products for enterprise customers 35 2-6 Knowledge on trademark of mobile information providers 37 2-7 Trademark and promotion 38 2-8 3G’s customer segment 39 2-9 Detailed customer segment of 3G service Figure 40 2-10 Provision route of 3-6 services and products 41 2-11 Analysis of 3G market in other countries 41 2-12 Chart of market share of mobile information subscribers till September 2010 49 3-1 The differences of 3G service provision 82 3-2 VMS’s strategy and initiative of 3G service sales 84 3-3 VMS’s network of sales and distribution in the future 84 3-4 Customers’ needs and place to access customers 85 3-5 VMS 3G service turn over forecast 89 GAMBA01.X03 - Group 11 INTRODUCTION 1- Reason for subject selection The development of business strategy for a product or service, in any company, is to orientate the product development in the future It is particularly important to set up a suitable business strategy in market mechanism, helping the company achieve its business development goals; the successful implementation of business strategic policy is a big help for the company’s sustainable development In recent years, mobile phone market has been flourishing There are service providers in operation, some others are taking application procedures for entrance However, the market is getting to saturated point Competition is becoming fierce Growth of revenue, profit is weak These urge companies to have new strategies for development In this scene, 3G (a set of international telecommunication standards and technologies promoting mobile phone quality and efficiency) turns out to be a better solution for companies Vms-Mobifone is the first mobile information exploiter in Vietnam, fully operating on April 16th, 1993 In combination with its partner, Comvik International Vietnam AB of Swedish Kinnevik Corperation, VMS-MobiFone has invested 340 million US dollars in MobiFone’s mobile information system Currently, VMS is one of the providers in Vietnam with a big market share as well as a pioneer company to implement the provision of 3-G service To effectively carry out business activity requires a suitable business strategy to the company’s capacity and Vietnam’s market With desire to put the learned knowledge into practice in the companies where the authors are working, the thesis “Development of business strategy for VMS-MobiFone’s 3-G service in the period of 2020-2015” was chosen for the study 2- Research purposes Researching and systematicalizing theories about building and implementing business strategy, selecting analysis models efficient to business strategy building and implementation GAMBA01.X03 - Group 11 Applying system of above theoretical basics and models for analysing and evaluating internal, external environments in order to build 3G business strategy for VMS-MobiFone Recommending solutions, suggestions in business strategy implementation in order to complete VMS-MobiFone’s selected business strategy 3- Scope of the study Due to time and resource limitations, our group only had deep research in analysing and building strategy of 3G business (one of VMS’s businesses) for the corporation phase 20102015, the key period for development and success of the company’s 3G service 4- Research methods To solve the above issue, the report mostly uses method of qualitive analysis (analysing facts of VMS-MobiFone Company) The specific methods of data collecting such as investigation sheet, expert interview have been used to collect data Using national statistic records, professional information, data; using secondary data on strategy and researches, reports previously done by VMS-MobiFone company 5- Layout of the study To suit the aim of the study, the study, apart from the introduction and conclusion, is divided into chapters as the following: Chapter I: Theoretical basis Concerning theoretical basis of business strategy such as: concepts, nature and basic features of strategy and business strategy, some of business external environment analysis models in building business strategy: factors of external environment, competition forces Some models are used to analyse the company internally in building business strategy: model of value string, sustainable competition advantage, general model of internal and external environment analysis (SWOT) Chapter II: Study of strategic management issues in the process of expansion and development of VMS-MobiFone’s 3-G service GAMBA01.X03 - Group 11 one pattern of offering that VMS should intensively focus on is the offering of terminators and service fee with the commitment to long- term use This pattern has got its pioneers, such as, E-fone and those with CDMA technology Recently, this pattern has been the choice of those GSM networks under the form of simcard and terminator package, such as Viettel and Vinaphone It is worth for MobiFone to put this under research together with the traditional ones This pattern will benefit the network with the attraction of new customers who have needs for service with low-initial cost at those who want to change their network This pattern can be done for longer than the offering with simcard However, it should take notice of other’s experience when offering with terminators whose quality is poor, weak battery, bad loud-speakers, poor wave, causing annoyance among customers As a result, after the time of commitment, subscribers are left unused, causing great loss and inefficiency to the networks Telecommunication fee, mainly focusing on fee for voice call service takes the biggest proportion In terms of subscription fee, as stipulated by Ministry of Post and Telecommunication, those enterprises with controllable market share can`t decide to lower the fee without the Ministry`s permit However, subscription fee frame has been extensively , flexibly readjusted , therefore ,those of big networks , like VMS, are not much different from that of small networks, with some products of even lower price For competition in any market segment like Vietnam`s at present, the main stream view point is to set up a competitive subscription fee, compensation for cost and (P 95) combination of effective policies on price and offering Thus, solutions to subscription fee should concentrate on the following venues: In the era of information explosion today, the attraction of potential customers is hard for any enterprise Offering of low price and products is a fundamental condition for an enterprise to access and confirm its brand in targeted market In the industry of telecommunication, some patterns of offering are very common, such as:  Package of service and terminator/datacard, contrary to 2G market, will thrive in 3G market While 2G cell phone of under 20 US dollars are available, 3G terminators are 79 GAMBA01.X03 - Group 11 often or times expensive as The service fee package consistily of terminator/datacard in combination with price support and increase of subscription fee will be a reasonable product package 3G terminators and datacard at reasonable price is a decisive factor to the development of 3G market  Service Package: The implementation of different service package will diversity customers` choice Eg: the package of voice call and SMS is crucial to the diversification of services and encouragement to customers of SMS service  Broken- into-price: the policy of broken- into- price is aimed at stimulating the consumption in the early period of provision, some patterns of broken-into- price commonly applied to 3G service are free – of – charge provision or lower price in trial period After trial period, it is up to customers to decide the continuation of use with normal price The second patterns of broken-into-price in 3G business that can be put into practice is the service and products are provided with lower price as long as customers commit to use the service in a certain duration of time  Reduction price: After the launch of many 3G services and products the policy of price reduction encourages customers to use As stipulated on reduction policy, the more customers use the services the lower prices will be  New subscription fee package: new policy on subscription fee, such as fee targeted at family, friends, groups of customers, or fee at the weekend, fee at low-pitch and highpitch hours, should be made diversified so as to encourage customers to use 3G products and service  VMS`s desire is to provide supreme 3G products and services for customers` sake 3.1.2 Diversification of services and sales In terms of products and service, MobiFone’s product types are now of, much more diversified design than they were with pre-paid and post – paid subscription packages However, these packages are some what similar to those of other networks For example, 80 GAMBA01.X03 - Group 11 Mhome package is the same as Viettel`s Familiar, or Mbusiness is not much different from Viettel`s Coperate; Mzone has some similarities with Viettel`s Happy Zone or Vinaphone`s My zone As a result, it is difficult for MobiFone to have competitive advantages owing to its products, especially when its products are later designed The important turning point is to explore the need, to design new product packages, more different and attractive to customers It is in fact that market segment of mobile telecommunication is fully exploited and networks are competing severely Besides product diversification, the company should also focus on the differentiation base - Product diversification : Company`s products should be designed targeting at market segment of students whose have higher needs for services, especially services of SMS of added value with high tech utilities Though the market is exploited by other networks, namely, Vietel and Sfone, VMS can also appleal customers with price, offering and utinity services - Product differentiation: selection of market corner should be made to design the products, and products should be aimed at rural and remote areas, workers… - Design of diversified value- added product In the condition that network`s price and quality are some- how the same, convenience, utility and added service will create the enterprise`s comparative advantages Apart from this, today`s customers are largely the youth and mid- aged who are technologically knowledgeable but data service development is not paid much attention to, recently, MobiFone has had some changes by offering GPRS subscription fee , multifunctional simcard or information queries Therefore, business growth will be maintained provided that this aspect gathers more concern - Priority expansion to users of product packages, especially post paid packages For example; the Mfriends package, instead of confining to minimum subscribers and maximum ones, should be extended to more than in one group and flexible when changing subscribers within a group - Sales organization 81 GAMBA01.X03 - Group 11 VMS`s 3G service provision should be made across the country 3G service provides service products requiring 3G support terminators which are different from 2G`s so the implementation of 3G service will produce impacts on current sales strategy, demanding sales assistants to be well – trained and well- learned to support the provision of new service Figure 3-1: The differences of 3G service provision Source: Development plan of 3G services of VMS These 3-G service differences demand VMS’s 3-G service provision as the following: - Current sales venues should be maintained with more focus on VMS’s agents to meet the needs for 3G service at the time of inauguration - The provision of 3.6 service should be identified as one with top- priority as the way to set up and raise company’s value - The policy of terminator support should be carried out with commitment to long-term use in the first phase of implementation Offering programmes should be introduced to 82 GAMBA01.X03 - Group 11 encourage new customers of 3G service and those changing from 26 to 36 3G‘s difference in data speed and price will be highlighted to attract more customers 3G service is generally more complicated than 2G so more consultancy and support for customers are needed E.g.: terminator set up, use of service To satisfy these demands, intensive training courses for agents are badly needed This is also the reason for exclusion of those unstandardized distribution channels in the initial period of implementation To demonstrate the superiority of new service and facilitate customers, it is necessary for VMS’s shops to offer customers chance of trial Beside intensive specialization courses for sales staff, guide books at the same time contribute much to sales Packages of service product and 3G simcard should be unique, luxurious and dominantly displayed in the shop, which will manifest the difference from 2G and competitor’s The design of guide books is obliged to satisfy these demands Sales strategy and relevant solutions to guaranteeing the success of new service provision are illustrated as the following Figure 3-2: VMS’s strategy and initiative of 3G service sales 83 GAMBA01.X03 - Group 11 Source: Development plan of 3G services of VMS The implementation of 3G service is the good chance to further develop the existing sales network To cope with challenges in the future, VMS’s existing sales and distribution network should be changed to satisfy new demands as well as expansion plan after years On that, distribution should be subdivided into direct and indirect sales department Figure 3-3: VMS’s network of sales and distribution in the future Source: Development plan of 3G services of VMS 84 GAMBA01.X03 - Group 11 With this approach, it is easy to have more specific classification of customers basing on their needs, and distribution will be distinguished upon different market segment’s needs The division between individual and enterprise customers is badly needed as the latter will be more and more important to VMS The boom of internet provides VMS an important way to access to customers in information provision and communication to existing and potential customers Particularly, management and settlement of problems with young customers who are high-tech knowledgeable through internet are much cheaper 3.1.3 Customer Care So important a role is that customer care plays in supporting sales When a customer comes to VMS, he or she has variety of demands that need to be met Therefore, VMS should have different approaches to customers In addition to a system of shops, VMS’s hotline will actively support daily sales activities Figure 3-4: Customers’ needs and place to access customers Source: Development plan of 3G services of VMS 85 GAMBA01.X03 - Group 11 - Build up customers’ trust in 3G technology, 3G service as well as service price through rapid and exact answers to customer’ queries - Introduce to customer 3G services, ways to use and a accompanying utilities - Attract new customers, introduce service information through promotion clips, facilitate them to try 3G and decide to integrate once a customer comes to transaction place - Bring down the proportion of customers’ leaving the network Once working effectively, department of customer care is able to identify the customers group who is likely to abandon the network and then provide them with attractive priority as the way to better meet their needs It is a must to set up an information system of the service products so as to serve customer support activities as well as utilities and application programmers for all call centre MobiFone Experience for this can be drown from competitors like Vinaphone and Viettel It is surely that the effectiveness of equipment and human resource of all MobiFone Call centre system will be enhanced The diversity of customers who come from all field, economic sectors should be performed together with consolidating the traditional customers on the base of comparison with those of other enterprises in the same place Every effort should be made to shorten the fixing time of the incidents like interruption or network failure Service customers provision procedures should be re-structured into phases at central transaction points to quickly handle and strictly manage all information relating to customer ,such as, provision of document, checking, contract printing, change updating, acceptance, supervising service provision, moving or disrupting the service, carrying out Relating procedures, answering queries, MobiFone’s Call centre expansion interwinding with equipment investing in call centre expansion, operators; service quality need to be improved It is of necessity to connect all call centre to become a network and network routing to neutralize the number of calls among centres, reduce waste of labour force in call-centre, avoiding the situation of redundancy in one place and shortage in others It is 86 GAMBA01.X03 - Group 11 necessary to commit to customer’ service quality by decentralizing the power to fix complaints from customers In summary: 1/ The feasibility of business strategy set up for MobiFone’s 3G service 2/ Expectation to successfully apply business strategy for MobiFone’s 3G service VMS’s believes that it is possible to provide 3G services successfully as: - VMS will use 100 percent of 2G locations presently for 3G stations in the initial phase VMS’s human resource for business activities and 3G service exploitation is made up of those experienced and well –qualified staff members who are now carrying out the task of network exploitation and development, marketing and customer care Besides, close relation and co-operation with equipment providers guarantee 3G equipment to be delivered on time Table 3-1: Progress of implementation strategies Phases TT Strategic contents Till 31/12/2011 2012 -2013 2014 - 2015 - launch promtional program Till 6/2011 Implement, revise, add for MobiFone revise, add Carry out work relating to sales - create suitable packages Till 6/2011 Implement, revise, add - synthesization of marketing 6/2011 Implement, performance revise, add 87 revise, add GAMBA01.X03 - Group 11 Diversification of service and sales - listing item of prodution and 6/2011 Implement, packages revise, add - launch program to develop 3/2011 Implement, added value revise, add - review of current 6/2011 Implement distribution venue and set up new new ones distribution revise, add revise, add revise, add venue, revise, add - intensive training for sales 6/2011 Implement, staff revise, add Customer care - review customer policy 6/2011 Implement, revise, add revise, add - set up procedures for 6/2011 customer care and complaint - review of Call Centers Implement, revise, add revise, add 2011 Implement, revise, add revise, add Turn over forecast Turn over from voice call takes the largest part, including VoIP Voice calls However, turn over from data will takes bigger role It is expected by VMS that date turn over will reach 831 billion Vietnam dongs in the third year and swell to 2,527 billion in the th year and reach 10,025 billion in the last year, four folding against 5th year’s 88 GAMBA01.X03 - Group 11 Figure 3-5: VMS 3G service turn over forecast Source: Development plan of 3G services of VMS Total turnover from 3G service in the rd , 5th and 15th year since the time of license granted is as the following: - 2,790 billion Vietnam dongs (3rd year) - 7,942 billion Vietnam dongs (5th year) - 23,814 billion (15th year) 3.2 Some recommendations For the company to successfully carry out the strategy put for wards as the way to maintain stable growth speed, guarantee the business effectiveness, raise competitiveness and market share in the field of telecommunication service provision, some recommendations have been made as the followings: - Policies to attract talented laborers to keep and well-exercise the strategy put for wards While the new source of labour force will be enhanced through in-site or intensive training sessions abroad for new technology 89 GAMBA01.X03 - Group 11 - Set up strategies for training plans of management and administration staff to meet the requirement of business and production when market expands - Apply synchronous scientific solutions to create products different from competitors’ - Fully decentralize management, ensure legal lobby to be open for units to bring the rights into fall play in the management and administration of business and production, especially the management of cost, price and business plan - Quickly implement equitation CONCLUSION Due to time and sources limitation, mistakes are unavoidable The report just focuses on studying and setting up business strategies for VMS’s 3G service business in 2010 – 2015 period Conclusion reached, therefore, is only the application for setting up and selecting business strategy for VMS’s 3G services business Further study is needed to apply the conclusion for other strategies as well as other enterprises The Capstone Project report “Business strategy development for VMS’s 3G service in 2010 – 2015 period” has been fully studied and developed, aiming at persuading the enterprise put it into practice in the company The report was fulfilled with reference of materials, to knowledge as well as conversations with colleagues, especially whole-hearted instruction from lectures It is expected that the report’s results will be a big help to the company’s leaders to produce a vision, make full use of opportunities, limit risks in the competitive and integrated environment so as to successfully carry out the tasks and goals of company development till 2015 90 GAMBA01.X03 - Group 11 REFERENCES In Vietnamese Bach Thu Cuong (2002), “Discuss global competition” , the publisher News Agency, Hanoi Le Dang Doanh (2003), “ national competitiveness and the competitiveness of the products of Vietnam”, Publishers statistics Hanoi Nguyen Duc Dy (2000), Business Economics Dictionary English - Vietnamese, publisher of Science and Technology, Hanoi Le Cong Hoa (2000), "Fundamentals of the theory to improve competitiveness for businesses challenged before the WTO", Journal of Industry, (No 11/2006) National Political Academy Ho Chi Minh (2002), Curriculum politics economics Marxist - Leninist, National Political Publishing, Hanoi Nguyen Huu Khai - Vu Thi Hien (2007), “The service sector of Vietnam competitiveness and international economic integration” Publishers statistics Hanoi Nguyen Thi Lan Huong, (2006), “The competitiveness of Vietnam's telecommunications services”, masters thesis Political Economy, Economics University, Hanoi National University Vu Trong Lam (2006), Improving the competitiveness of enterprises in the process of international economic integration, National Political Publishing Hanoi Nguyen Thi Mo (2005), “selection steps and measures for Vietnam to open the service trade” Publishers of political theory , Ha Noi 10 Bui Xuan Phong (2006), Business Administration telecommunications towards international economic integration, Post Publishing, Hanoi 11 Nguyen Thi Linh Phuong (2009), “The financial solution to develop telecommunications services in telecommunications Can Tho - Hau Giang”, Master thesis in business administration, University of Economics Ho Chi Minh 12 Nguyen Xuan Sinh (2005), “Competitiveness Vietnam's businesses in the process of economic integration, international”, master degree thesis in Business Administration University of Economics, National University of Hanoi 13 Tran Suu (2006), “Competitiveness of enterprises in conditions of globalization”, publisher of Labour, Hanoi 91 GAMBA01.X03 - Group 11 14 Tran Van Tung (2004), “economic competition: competitive advantage and national competitive strategies of companies” , publisher of World , Hanoi 15 Nguyen Thuong Thai (2007), Basic Marketing, Catholic Academy of Post and Telecommunications, Hanoi 16 Nguyen Vinh Thanh (2005), “Raising the competitiveness of the commercial enterprises in Vietnam in international economic integration” Publisher Labour - Social Affairs, Hanoi 17 Research Institute for Economic Development - Social Hanoi (2006) “The impact of economic integration to international thinking and economic life - society in Vietnam”, National Political Publishing, Hanoi 18 Institute for Economic Management Central - Project VIE 01/025 (2003), “Improving National Competitiveness”, publisher of Transport, Hanoi 19 Commercial Services Department, Ministry of Planning and Investment - UNDP (2004), “Thematic Study on strategies to develop a number of services Vietnam: Telecommunications, Finance, Marine Transportation, Air Freight, Tourism and the Bank”, Hanoi 20 Post Office Ordinance - Telecom No 43/2002 / PL - UBTVQH10 were standing committee X National Assembly approved on 25/02/2002 with effect from 01/10/2002 21 Telecommunications Law Act was Congress 41/2009/QH12 Republic of socialist Vietnam XII session through November 23, 2009, formally entered into force on 01/07/2010 22 Decision No 158/2001/QD- TTg 18/10/2001 approved development strategy telecommunications Vietnam to 2010 and orientation to 2020 23 General Agreement on trade in services GATS, WTO 24 Vietnam Trade Agreement - United States (BTA) IN ENGLISH 25 Micheal E Porter (1980), “Competitive Strategy”, The Free Press 26 Philip Kotler (2007), Marketing , Youth Publishing House 27 Goode W (1997), Dictionary of Trade Policy, Center for International Economics Studies, University of Adelaide 92 GAMBA01.X03 - Group 11 WEBSITES 28 http://mic.gov.vn/vn/newsdetail/solieuthongke_vienthong/4901/index.mic 29 http://www.mobifone.com.vn/web/vn/ 30 http://www.vinaphone.com.vn/ 31 http://www.sfone.com.vn 32 http://www.vietteltelecom.vn/ 33 http://www.echip.com.vn/ 34 http://www.tapchibcvt.gov.vn/news 35 http://www.itu.int/ITU-D/ict/dai 36 http://www.itu.int/ITU-D/ict/statistics/ 37 http://www.oecd.org/dataoecd/34/50/1920287.pdf 93 ...GAMBA01.X03 - Group 11 We certify that the report is our group’s studies Figure and results in the... of the group as a staff member in the organization where he or she works Hanoi, December 2010 GAMBA01.X03 - Group 11 Acknowledgements Our first sincere thanks will be extended to the University... instruction from Dr Ngo Kim Thanh and Dr Sea Mc Gough for our fulfillment of the report Authors GAMBA01.X03 - Group 11 TABLE OF CONTENTS Commitment ……………………………………………………………………………………….i Acknowledgements…………………………………………………………………………