Luận văn thạc sĩ quản trị kinh doanh quốc tế MBA (100)

Group 4; class: Gamba01.N05 CAPSTONE PROJECT REPORT BUILDING THE BUSINESS STRATEGY IN 3G TELECOMMUNICATION SERVICES IN EVNTELECOM IN 2011-2015 Member: Nguyen Duc Hoang Vu Thi Thanh Giang Phan Thi Loan Tran Manh Hai Class: GaMBA01.N05 H A N O I 1 Group 4; class: Gamba01.N05 ACKNOWLEDGEMENT We declare the project "Building business strategy in 3G telecommunication services for EVNTelecom in 2011-2015" is the scientific study of our individual group The results obtained; which so far have not been published in any form; are independent of the research team To complete the graduate program and write this essay, the group has received great guidance, positive feedback from schools, from teachers, friends and colleagues On this occasion, the group would like to send our sincere thanks to the ETC, the lecturers participating in teaching MBA program, University of Griggs, especially teachers who have dedicated teaching to give us extremely valuable knowledge during the study at school Group 4; class: Gamba01.N05 FOREWORDS For over a decade, the world has witnessed the tremendous success of second generation- 2G mobile communication networks The success of 2G networks is thanks to utility service that it brings to users, typically voice quality and mobility For over a decade, the third generation - 3G mobile communication network has been deployed around the world The most prominent improvement of 3G compared with 2G network is the ability to provide high-speed communication package for the deployment of multimedia communication services In Vietnam, August 2009, the Ministry of Information and Communication issued 04 3G licenses to 05 telecommunication operators including Viettel Mobile, MobiFone, VinaPhone and EVNTelecom/Hanoi Telecom Association This event marked a very important period of Vietnam's telecommunication market after a long time having developed rapidly in terms subscribers/services growth In addition, the policy of deploying 3G telecom network in Vietnam shows the trendy nature of the state management units with the short-cut strategies to head technology helping create growth for the telecom market integrate with the world On June 9th, 2010 EVNTelecom opened 3G mobile information services to become the fourth operator of 3G mobile communication market The accession of EVNTelecom will promote vibrant and competitive market 3G mobile communication in which each operator needs to develop appropriate business strategy - to take advantage of strengths to develop its service market share Recently, it is obvious that various major carriers globally have come to explore the opportunity to cooperate on telecommunication in Vietnam i.e SingTel, France Telecom, SKT, Hutchison, Alcatel Lucent, Telenor, ST Telemedia have knocked on doors of Vietnam telecom operators with a special desire to cooperate in the array of 3G mobile communication These external factors, on one hand, create a push if operators can make good use of partnership opportunities to exploit the Group 4; class: Gamba01.N05 strengths of technology / marketing services, on the other hand they increases the competitiveness of the telecommunications market Thus, should a rational business strategy of EVNTelecom in the coming time be essentially constructed On the basis of our limited knowledge as well as information collected from market analysis, the topic "Building the business strategy in 3G telecommunication services in EVNTelecom in 2011-2015" was chosen Purpose of study - Research and systematize the theory on building business strategy, select effective analytical model for development strategy - Apply theoretical basis system and the above models to analyse, evaluate internal and external environment to build 3G business strategy for EVNTelecom - Propose schemes, business strategy for EVNTelecom in 2011-2015 and solutions, petitions to implement the business strategy of 3G services in EVNTelecom Objectives and the scope of study The study objective is business strategy on 3G telecommunication services for EVNTelecom Due to limited time and resources, we deeply study analysis and build 3G business strategy (one of the main business areas of EVNTelecom) for the company in the domestic market in 2011-2015, a key period for the development and success of EVNTelecom 3G services Methods of study To solve the above problems, the report mainly uses strategic analysis techniques: competitive pressures of Michael Porter, PEST analysis, human resource analysis, SWOT Matrix, IE Matrix, SPACE Matrix Using the data sources from National Statistics, Ministry of Information and Communication, information, specialized datas; use of secondary data on strategy and previous research and reports of EVNTelecom Group 4; class: Gamba01.N05 Structure of report The report consists of: Chapter I: Theoretical basis on building business strategy for enterprises Chapter II: Analysis basis to build 3G business strategy of EVNTelecom in 2011 – 2015 Chapter III: Proposed business strategy for 3G services for EVNTelecom in 2011 to 2015 and implementing solutions Group 4; class: Gamba01.N05 Table of Contents CHAPTER I THEORETICAL BASIS ON BUILDING BUSINESS STRATEGY FOR ENTERPRISES 1.1 Overview on business strategy and statement of vision and mission: 10 1.1.1 The concept of strategy, business strategy: 10 1.1.2 Characteristics and the role of business strategy: 11 1.1.3 Concept of vision, Mission and core values: 12 1.2 Fundamental issues in building business strategy: 13 1.2.1 Identify tasks and system of strategic objectives: .13 1.2.2 Analyzing the business environment: 13 1.2.3 The tools to build business strategy and types of business strategies: 17 CHAPTER II ANALYSIS BASIS TO BUILD BUSINESS STRATEGY FOR EVNTELECOM IN 2011-2015 22 2.1 Introduction on EVNTelecom 22 2.1.1 Overview of formation and development of EVNTelecom 22 2.1.2 Functional tasks of EVNTelecom 22 2.1.3 Vision, mission and core values of EVNTelecom 22 2.2 Analyzis of the business environment of 3G telecommunication service of EVNTELECOM 26 2.2.1 Analyzis of the macro environment 26 2.2.2 Analyzis of the telecom environment .31 Group 4; class: Gamba01.N05 2.2.3 Synthetizis of the opportunities and threats for 3G telecommunications service business 36 2.3 EVNTELECOM internal analysis of 3G telecommunications service business 38 2.3.1 Analysis of financial capability .38 2.3.2 Marketing Analyzis 40 2.3.3 Management 42 2.3.4 Human resources : 43 2.3.5 Sumary of the strengths and weaknesses 43 CHAPTER III: PROPOSED STRATEGY FOR 3G SERVICE FOR EVNTEL IN 20112015 PERIOD AND IMPLEMENTATION SOLUTIONS 45 3.1 Business orientation of 3G telecom service in 2011-2015 45 3.2 Select business strategy for 3G service from 2011 to 2015 46 3.2.1 SWOT Matrix about EVNTELECOM 3G service .47 3.2.2 IE Matrix about EVNTELECOM 3G service 50 3.2.3 SPACE matrix of 3G service .50 3.2.4 Business strategies for 3G services in the 2011-2015 period .52 3.3 .Solutions and petitions for the strategy implementation 54 3.3.1 Solutions for the market integration and product development strategies 54 3.3.2 EVN’s petitions 69 Group 4; class: Gamba01.N05 LIST OF ABBREVIATIONS Abbreviations Contents EVNTelecom Electricity of Viet Nam’s telecommunication information company Viettel Military telecommunications group Mobifone Mobile Telecommunication Company Vinafone Telecommunication Services Company S-Fone Center for Mobile CDMA S-Telecom G-tel JSC Global Mobile Telecommunications 3G Third-generation technology Group 4; class: Gamba01.N05 LIST OF TABLES Table Contents 1.1 Analyze macro environment Page 14 1.2 SWOT matrix 18 2.1 Services provided by EVNTelecom 25 2.2 Table on competitors’capacity assessment 36 2.3 Spreadsheet evaluation of competitors 37 2.4 EFE Matrix of 3G service in EVNTelecom 39 2.5 Some indicators of the financial year 2008-2010 40 EVNTelecom 2.6 Table on operation comparision of EVNTelecom, 41 Viettel and Mobifone 2010 2.7 IFE matrix of EVNTelecom 46 3.1 Transcripts evaluated the impact of external 52 environment and internal environment to 3G services 3.2 Strategy options 54 Group 4; class: Gamba01.N05 LIST OF FIGURES AND GRAPHS Figure Contents Page 1.1 External environment 14 1.2 Five forces model of M Porter 16 1.3 Total critical number of IE matrix 19 1.4 Total critical number of SPACE matrix 20 1.5 System of the business strategy map 21 2.1 Number of mobile subscribers over years 33 2.2 Mobile subscriber market share of network operators 33 in 2010 2.3 EVNTelecom's organization chart 44 3.1 EVNTelecom 3G subscriber forecast to 2015 47 3.2 Target market share of EVNTelecom 3G subscribers in 48 2015 3.3 Forecast sales of EVNTelecom 3G service 48 3.4 The position of 3G service on IE matrix 52 3.5 EVNTelecom’s current distribution channel 69 3.6 Plan for organizing EVNTelecom’s distribution channel 72 10 Group 4; class: Gamba01.N05 In addition, it should develop treatment policy for personnel, staff by worthily paying salary in accordance with their contribution in order to enhance the productivity and curb expenses 4.3.1.3 Solution for technology In order to expand the network coverage, ensuring service quality, providing attractive and diversified VAT services, it is essential to consider the following points:  Ensuring the quality of signal  Wide network coverage Elements influencing the quality of network coverage Quality of network coverage is initial element directly influencing the service quality that network explorer should attach special importance to Several elements affecting to 3G network coverage are stated as follows: Radio waves link wasting: This is the case that wave is consumed in transmission caused by the environment and the obstacles on the way 3G system (WCDMA) is designed as a dense beehive network covering a wide area Network explorer and designer expect to cover a continuous area including all the nationwide regions Network coverage is divided into cells Each cell is covered by a basic transmitting (BTS) radio station The maximum dimension is of 35km radius Thus, path loss in transmission is unavoidable With a provided antenna and propagation capacity, propagation path loss is proportional to square of (d.f) in which d means the distance from the incoming station to basic transmitting station (BTS) In urban areas of high-rise buildings, path loss is possibly proportional to or above powers 64 Group 4; class: Gamba01.N05 Fading Fading is deviation of attenuation that a carrier-modulated telecommunication signal experiences over certain propagation media that leads to unstable quality of service In order to reduce damage caused by fading, propagation capacity is increased enough to create a fading reserve via several methods namely: antenna diversity, frequency hopping, etc Interchannel interference effect Interchannel interference occurs as one frequency is used for different cells affecting to wave quality Solution for upholding the quality of network coverage Network managing: There exists variety of trends: Open managing, unified focused managing, focused managing and dispersed managing There is a trend of strengthening automaticity in network managing instead of the traditional one in which monitoring station is managed by human to deal with daily situations in order to eliminate exclusive telecommunication, providing customer with services, curbing operating and maintenance expenses and diversifying services Network structure monitoring is divided into three levels: International, national and provincial levels at land satellites and propagation routes Beside the above-mentioned functional strategies, study and developing activities are also promoted in the company Energetically fostering the internal study, continuously launching science research among personnel staff, associated with youth union to introduce the campaign of youth’s creativity in science research Coordinating with other prestigious universities in intensive and advanced training personnel, engineer who directly participate in operating and managing telecom network Offering training courses of sale and customer’s service for level agencies Optimizing the existing network: 65 Group 4; class: Gamba01.N05 Making use of existing infrastructure Two parallel networks of EVNTelecom are operated and used two different technologies namely CDMA 2G and WCDMA 3G The infrastructure of 2G enjoys a nationwide network and covers all basic services for users that say conversation, sms, call forward, and tri-conversation In taking advantage of the existing infrastructure of 2G, a solution for 3G quality enhancement is proposed as follows:  Using transmitting network infrastructure for propagating services requiring large band  Making use of 2G’s BTS to install and implementing B node for 3G  Specializing in services: Output of basic services are transmitted on 2G, VAT services on 3G of high feasibility and competitiveness will be transmitted on larger band network i.e 3G 4.3.1.4 Solution for market development Marketing solution Advertisement Potential customer should be impressed by EVNTelecom's 3G of stable quality, unified invested in technology with distinct VAT services that meets the ever increased demand of customers Yet the question is how to introduce the service to the public The answer lies in the product advertising and promoting implementation because they are considered key important and effective information channels that help to promote the company’s services Advertising process and activity are established in EVNTelecom accordingly Thereby, comprehensive advertisements on media need to be introduced by prestigious advertisers in the market so as to communicate the company's ideas Advertising programs should be tested and checked before launch The advertising programs are advised to be dissimilar in different means of media 66 Group 4; class: Gamba01.N05 such as television, radio, hoarding, leaflet, and even internet) in accordance with their specific characteristics It is advisable to introduce effective marketing as well as brief, clear, impressed and unforgettable advertisement of high frequency interposed among movies, game shows of large viewers Advertising program should be introduced not only at central VTV station but nationwide Report and article propagandizing the advantages and benefits of EVNTelecom’s services to users are advised to be conducted by the active coordination between local telecom centers with local television and radio stations Particularly, a record of monthly and annually expenses curbed when using electronic telecom services should be enclosed in the article in order to encourage customers in studying and be fully aware of the service’s user-friendliness Additionally, it is necessary to explore the existing means of media namely electricity magazine, EVNnet, electricity in life magazine, energy magazine, electricity labor union news as well as telecom magazines so as to ensure articles for introducing, comparing telecom services in various aspects are in continuous progress Calculating the cost for advertising programs should be considered to obtain high effectiveness Promotion campaigns Promotion is dispensable for business performance, particularly the current telecom trade EVNtelecom has launched long and continuous promotion programs for particular product and services It is advisable to differentiate VAT and customer services from competitors’ Promotion expenses and revenues are in linear relationship The considerable revenue depends on the remarkable spent amount because the longterm benefit is resulted in the initial expenses Public relations (PR) PR is understood as a consistent, organic activity creating public image, impression, opinion, reliability for the company or even its product name 67 Group 4; class: Gamba01.N05 Thereby, the company is to gradually occupy the market and building its trademark PR brings about high effectiveness in which adequate information, target and message are provided to gain public’s affection without costly expenses It is essential for EVNTelecom to promote P&R activities, sponsoring the contests, entertainments, game shows on national and regional television, radio, and the public activities held by internal and external sessions At present, EVNTelecom has been sponsoring for “face to face” game show In this game show, players have chance to partially aware of EVNTelecom product apart from socio-life knowledge EVNTelecom’s 3G is advertised to viewers via through the game show and the reward accordingly Besides, an idea of organizing parades supporting big events, programs for peace, environmental protection, or non-smoking city is of consideration The company's image is advertised via clothes, logos on the parades A good appearance lies on not only external elements but also prerequisitely internal consolidation The company should support the personnel staff, creating the loyalty and passion and leaving on their mind the pride of working for the company and readiness to advertise for it Personnel staff should be encouraged in social activity involvement like contest in television or radio in order to bring the company's image and reputation to widespread viewers Distribution channel EVNTelecom’s current distribution channel EVNTelecom has been currently distributing via electricity and EVNTelecom’s general agencies in charge of customer development EVNTelecom agency arrangement is correlative with that of EVNElectricity Distribution channel expansion is considered optimal solution for implementing 3G service EVNTelecom’s existing distribution channel and the solution for promotion are described as below 68 Group 4; class: Gamba01.N05 Figure 3.5 EVNTelecom’s current distribution channel Telecom services are required to provide customer with convenience in transaction, especially pre-paid subscriber Thus, it is essential to establish large transaction offices in widespread network coverage and expand retail and distribution agencies The current distribution channel should be improved as below:  Increasing quantity as well as quality of general and existing agencies  Establishing direct sale group and contracting directly from EVNTelecom agencies to popular ones, skipping the electricity's general agency parallel existing with the current distribution EVNTelecom’s distribution strategy attaches special importance to drawing subscriber, increasing ARPU service, simultaneously ensuring the customer’s awareness nationally and internationally about the company’s products and services EVNTelecom wisely makes use of the service’s availability and user-friendliness in order to implement this strategy A mixed distribution channel is applied to maximize the company’s appearance including: direct, indirect distribution channels and distribution channel via automatic system Apart from making use of available channel, EVNTelecom is going to develop the indirect distribution channel in order to gain its 69 Group 4; class: Gamba01.N05 business targets and offering more jobs as well as contributing to the nation's economic growth In general, there are two main targets of EVNTelecom’s distribution strategy as follows:  Promptly expanding distribution channel correlative with network implementation rate in order to catch up with service introduction  Ensuring customer’s awareness of the service’s estate, enhancing EVNTelecom’s influences Establishment of EVNTelecom’s distribution channel EVNTelecom plans to use the leverage of both direct and indirect channels in order to obtain these two mentioned targets Direct distribution channels In initial stage, EVNTelecom desires for providing customers with the product availability and high quality of service via direct channel:  Consolidated subsidiaries: EVNTelecom is to establish consolidated subsidiaries nationwide Each particular subsidiary consists of 4-6 people including professional manager and sales staff aiming at offering services of high estate EVNTelecom has now 11 subsidiaries and plans to increase this number, expanding its operation scale and enhancing the business performance Particularly:  The number of subsidiary is increased to 16 in the opening time, 25 in the 3rd year since licensed, 35 in the 5th year, and in the 15th year, EVNTelecom will expect to own 50 subsidiaries located in dense population nationwide However, the number of subsidiary may be up to 63 in 2015 that is conditional on the market progress so as to increase the availability  The function of those subsidiaries is not only selling products and services, promoting trade name but also customer services centers  Direct sale executives: EVNTelecom’s direct sale plan is as below: The number of distribution channel is 10 as implemented, 20 after years, 22 in the th 70 Group 4; class: Gamba01.N05 year and 25 in the 15th year The target customers are those of high-class in enterprise and expert segment Public telephone booth is planned to be established upon the market These telephone booths are designed as small shops with EVNTelecom’s official staff and located in dense population areas such as supermarket, airport, e-supermarket and central market Final decision on the number of telephone booth is conditional on the market demand If implemented, both pre-paid and post-paid services are applied for these telephone booths Indirect distribution channels: Beside direct distribution channel, EVNTelecom is about to expand indirect one with the aim at bringing about convenience for customers EVNTelecom’s indirect channel consists of:  Electricity and popular agency: EVNTelecom enjoys an advantage in its distribution strategy with the widespread network of electricity company and electricity member Pre-paid and post-paid services are developed thanks to existing electricity subsidiaries In addition, electricity agency may develop popular subsidiary At present, electricity agency channel has 2016 shops and 624 popular agencies This number is retained stably then expanded in the context of 3G launching and market outbreak in the future  General and external agencies: General and external agencies are about to be established by EVNTelecom desiring for convenience achievement General agencies are managed directly by EVNTelecom External ones may be under the control of either EVNTelecom or general agencies The plan for distribution channel expansion is as below: general agencies and 2000 external agencies at the launching time, 10 general agencies and 2000 external ones in the rd year since licensed, 10 general agencies and 2000 external ones in the th year and 15 general agencies and 2000 external ones in the 15 th year Functionally, general agency focuses on pre-paid and post-paid subscribers while external one develops pre-paid subscriber and charge card 71 Group 4; class: Gamba01.N05 Moreover, franchisee network is planned to be introduced by EVNTelecom in conditional on the market situation and demand Those franchisees are about to be financially assisted, infrastructure facilitated, trained as well as marketing assisted monthly for sale and post-sale services Accordingly, sale executives are hired to support franchisee in establishing, implementing and promoting services and answering customers Franchisees focus on pre-paid, post-paid and charge card Figure3.6 Plan for organizing EVNTelecom’s distribution channel Distributor selection will be made strictly with specific training instruction in order to gain long term and reliable partners EVNTelecom offer training and assistance for distributor in sale and post-sale activities to ensure:  Fully aware of services, quality and fee  Creating reliable trade name  Offering quick access and services registration Additionally, retail network is about to developed nationwide through renewing competent individuals participating in the retail system Thanks to its activeness, it is easy for those retail points to approach hard- to -enter market 72 Group 4; class: Gamba01.N05 segment (normally low-level market segment) EVNTelecom believes that this distribution channel will help to quickly expand the market share, simultaneously bringing about job opportunities for Vietnam’s labor market Other distribution channel A system of automatic distribution channel belonging to EVNTelecom or other partner is expected to offer customer numerous choice and convenience EVNTelecom’s automatic sale models are as below:  ATM: money charging via ATM system This model includes: debit charge card and credit charge card  Internet: charging money via internet by directly transferring money on internet or credit charge card Promotion policies on distribution channel Numerous promotion policies are about to be introduced to encourage member channels based on the following elements:  Subscriber development of channel members  Customer’s loyalty  ARPU level of subscriber  Channel’s exclusion  Appropriate plan for promotion and preference Commission for partner is introduced to impulse their subscriber development and high-class customer maintenance, simultaneously minimizing the work that needs to be assisted and provided The commission is calculated in accordance with the number of subscriber of EVNTelecom’s partners The partners are also encouraged in maintaining loyal subscriber and consulting customer in choosing appropriate subscriber Moreover, EVNTelecom plans to launch preference policy for those partners obtaining high annual growth of subscriber Additionally, EVNTelecom provides: 73 Group 4; class: Gamba01.N05 Bonus for those agencies of good customer services and obtaining quality  targets  Bonus based on revenue from subscriber Commission and subsidiary are calculated according to the channel member’s responsibility, ability and business performance Market investigation Market investigation is one of early and important activities for enterprises It seems to be more vital for such modest experienced enterprise as EVNTelecom in developing 3G service Thus, the market investigation should be paid special attention in order to grasp market demand, consumer’s taste, and technological trends aiming at quickly implementing production plan and introducing VAT services to timely meet customer's demand and gradually occupying the existing 3G market 4.3.2 EVN’s petitions  Closely instructing telecom trading of EVNTelecom and other general companies/ electricity companies  Facilitating telecom market expansion based on strategic co-operation with national and international corporations/ companies  Considering promotion policy of telecom services via external general agencies (with the advantage of active direct sale executive, minimal expenses) of electricity equal partition Electricity assistance is generally regulated by the corporation at the end of year  Regularly performing policies of reward and punishment for telecom participants Regulating regulation for debt payment by influential and effective sanctions to speed up the debt clearance of electricity agencies in order to minimize interest and capital burdens resulted from their overdue payment 74 Group 4; class: Gamba01.N05  Handing over authority for EVNTelecom in making decision and policy as well as the relationship between EVNTelecom and electricity agencies in order to ensure the content in signed contract by general agency  EVNTelecom is authorized to develop and decide the commission for external general agency, building main pre-paid subscriber channel for EVNTelecom  Accomplishing an overall telecom business model for the whole EVN 75 Group 4; class: Gamba01.N05 CONCLUSION Having aimed at designing an effective business strategy based on science of strategy and reality, the title: “Business strategy design for 3G service of EVNTelecom in 2011-2015 periods” solves the main points as below: - Systemizing the most basic argument about business strategy design for an enterprise generally, simultaneously stating specific characteristics of telecom section - Introducing an overview of EVNTelecom and the business performance of telecomm section generally and 3G service particularly in recent years - Analyzing, evaluating the influences of business environment and internal condition of EVNTelcom in order to address opportunities as well as challenges, simultaneously evaluating weaknesses and strengths of EVNTelecom - Setting targets for 3G service development for 2015, concurrently using analysis techniques namely SWOT, IE, and SPACE in order to form and select feasible business strategy for EVNTelecom - Proposing solutions and petitions for strategy implementation Our team follows closely the content of business strategy design process for an enterprise based on the obtained knowledge from the Master of Business Administration course offered by Griggs University and referencing the experiences shared by experts along with suggestions from teachers, colleagues and EVNTelecom’s officers Therefore, we suppose the strategy design to meet the proposed requirements However, due to the time and competence limitation as well as the complication of the research, it is unavoidable for us to leave certain omissions in the content Thus, suggestions for improving our research are highly appreciated 76 Group 4; class: Gamba01.N05 REFERENCES *Vietnam Language: 1 Prof PhD Le Gioi, PhD Nguyen Thanh Liem (2009), Strategic Management, Statistical Publishing House Internet, Journal of Communist No 812 (6-2010) Michael E Porter (2009), Competitive Advantage, Youth Publishing House, Ho Chi Minh Philip Kotler (2003), Marketing Management, Statistics Publishing House Vietnam post and telecommunication Corporation (2003, 2004, 2005, 2006, 2007, 2008), monthly and annual reports * English Language: Michael E Porter (1980), Competitive Stratery, New York: Freepress, USA Michael E Porter (1985), Competitive Advantage: Creating and Sustainabling Superior Performance, New York Free Press Charles W.L Gareth R Jones Hill (1998), Stragic Management: An Integrated Approach, Boston: Houghton Mifflin Company Abell D F (1980), Defining the business: The Starting Point of Strategic Planning, Engglewood Clifs, NJ: Pretice Hall 10 Alex Miller (1998), Strategic Management 3rd, Ed.Irin/Mc Graw Hill 11 David W Cravens and Nigel f Piecy (2003), Strategic marketing seventh edition, Mc GRAW – HILL 12 Thomas L Wheelen, J David Huger (2004), Strategic Management and Business Policy 13 www.evntelecom.com.vn 14 www.http://vi.wikipedia.org 15 www.mic.gov.vn 16 www.vnpt.com.vn 17 www.MobiFone.com.vn 18 www.vinaphone.com.vn 19 www.vietteltelecom.vn 20 www.sfone.com.vn 77 Group 4; class: Gamba01.N05 APPENDIX APPENDIX Figure of cellular mobile network progress (Source: Internet) APPENDIX Vietnam's economic prospects and the macroeconomic indicators (Source: www.businessmonitor.com) 78 ... in teaching MBA program, University of Griggs, especially teachers who have dedicated teaching to give us extremely valuable knowledge during the study at school Group 4; class: Gamba01.N05 FOREWORDS...Group 4; class: Gamba01.N05 ACKNOWLEDGEMENT We declare the project "Building business strategy in 3G telecommunication... push if operators can make good use of partnership opportunities to exploit the Group 4; class: Gamba01.N05 strengths of technology / marketing services, on the other hand they increases the competitiveness