FINAL PROJECT VIETTEL''''S INTERNATIONAL BUSINESS STRATEGY IN LAOS MARKET

THE UNIVERSITY OF DANANG VIETNAM – KOREA UNIVERSITY OF INFORMATION AND COMMUNICATION TECHNOLOGY Faculty of Digital Economy and E – Commerce FINAL PROJECT VIETTEL'S INTERNATIONAL BUSINESS STRATEGY IN LAOS MARKET Course: International Business Student : Le Thi Thuy An 20BA253 Nguyen Dac Nam 20BA024 Pham Thi Suong Mai 20BA021 Vo Thi Thu Thao 20BA044 Le Phuoc Thinh 20BA046 Le Van Thong 20BA048 Class : 20GBA Instructor : Vo Thi Thanh Thao, Ph D Danang, May 2022 THE UNIVERSITY OF DANANG TIEU LUAN MOI download : skknchat123@gmail.com moi nhat VIETNAM – KOREA UNIVERSITY OF INFORMATION AND COMMUNICATION TECHNOLOGY Faculty of Digital Economy and E – Commerce FINAL PROJECT VIETTEL’S INTERNATIONAL BUSINESS STRATEGY IN LAOS MARKET Danang, May 2022 TIEU LUAN MOI download : skknchat123@gmail.com moi nhat ACKNOWLEDGEMENT In fact, there is no success that is not tied to the support and help, whether more or less, directly or indirectly from others During the period from the beginning of the study, the "International Business" course, our group received a lot of attention and help from Vo Thi Thanh Thao, Ph.D With the deepest gratitude, our team would like to send to Dr Vo Thi Thanh Thao, at the Faculty of Digital Economy and E-Commerce, Vietnam-Korea University of Information and Communication Technology, for her knowledge and their enthusiasm to impart valuable knowledge to us from the beginning to the end of the course, dedicatedly guiding us through each class session as well as the talks and discuss international business strategy Without her guidance and teachings, this exercise of ours would be very difficult to complete Once again, we thank you! The topic was carried out in a short time, with little exposure to the outside environment, no practical experience, and limited knowledge, so it is inevitable that errors in the research process can be avoided We would like to receive your valuable comments for further improvement of our research TIEU LUAN MOI download : skknchat123@gmail.com moi nhat FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.P ROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MAR KETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET TABLE OF CONTENTS CHAPTER 1: OVERVIEW OF THE VIETTEL MILITARY TELECOMMUNICATION GROUP 1.1 General overview of Viettel 1.2 Business activities 1.3 Goals and Missions 1.3.1 Goals 1.3.2 Missions 1.4 Milestones of Viettel Global CHAPTER 2: ANALYSIS OF VIETTEL'S BUSINESS ENVIRONMENT IN LAOS 2.1 Macro-environmental analysis – Pestel Model 2.1.1 Political and legal environment 2.1.2 Economic environment 2.1.3 Socio-cultural environment 13 2.1.4 Technology environment .14 2.2 Micro-environment analysis – Porter’s Forces Model 15 2.2.1 Overview of the telecommunications industry in Laos 15 2.2.2 Competitors 18 2.2.3 Barriers to entry into the industry 19 2.2.4 Consumer bargaining power 20 2.2.5 The bargaining power of the supplier 20 2.2.6 Threat of substitute products 21 2.3 SWOT analysis 21 CHAPTER 3: VIETTEL'S INTERNATIONAL BUSINESS STRATEGY AND ENTRY INTO THE LAOS MARKET .22 TIEU LUAN MOI download : skknchat123@gmail.com moi nhat FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.P ROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MAR KETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET 3.1 Viettel's global standardization strategy 22 3.1.1 Selecting target markets and target groups of customers .24 3.1.2 Market penetration and investment strategies 26 3.2 Viettel's entry into the Laos telecom industry 27 3.2.1 Company Information 27 3.2.2 Viettel Global selected a joint venture to enter the Lao telecoms market .28 CONCLUSION 31 REFERENCE .32 TIEU LUAN MOI download : skknchat123@gmail.com moi nhat FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.P ROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MAR KETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET CHAPTER 1: OVERVIEW OF THE VIETTEL MILITARY TELECOMMUNICATION GROUP 1.1 General overview of Viettel With 76 million users, the military telecommunications firm Viettel is presently the biggest telecommunications business in Vietnam The Group is made up of more than 20 businesses that operate in a variety of industries such as telecommunications, investment, real estate, international commerce, and technical services Viettel generate 11.8 billion USD in sales and 1.7 billion USD in profit in 2021, making it one of the most profitable firms in Vietnam 1.2 Business activities  Main lines of business: providing telecommunications, mobile, Internet-TV services, digital applications, information technology, postal, communication, and delivery  Related business lines: material trade, distribution, retail, equipment, information goods, information technology, communication Finance, banking, and real estate Training and supplying human resources to support the Group's local and international manufacturing and commercial operations 1.3 Goals and Missions 1.3.1 Goals The goal is progress, the driving force is reform, and the foundation is humanity, peace, and unity These are three interconnected factors But the most important aspect TIEU LUAN MOI download : skknchat123@gmail.com moi nhat FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.P ROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MAR KETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET environment They can have different impacts on the telecommunication market development Subsequently, the competitive environment, potential competitors, threats from substitute Products or pressures from customers and suppliers and so on were weighed up In addition, the natural environment factor that has an impact on input, output and the speed of implementation was also taken into account In South Asia, Laos, Cambodia, Timor-Leste, and Myanmar are the markets with high potential and low barrier to entry In addition to the advantage of similarities in the cultural, social, and natural environment, the density of mobile cellular subscriptions of these countries is low compared to the regional average and those of the Philippines and Vietnam More importantly, the annual growth rates of subscriptions in these countries were very high Table Mobile cellular subscriptions per 100 inhabitants Country 2005 2010 2015 Average annual growth rate (%) ASEAN Cambodia 8.0 57.0 134.4 32.6 Laos 11.4 64.1 55.9 17.2 Timor Leste 3.2 42.6 110.9 42.6 Myanmar 0.3 1.2 78.2 74.4 Vietnam 11.4 126.1 128.6 27.4 Philippines 40.3 88.7 115.8 11.1 AFRICA Cameroon 12.9 43.2 79.5 19.9 Burundi 2.1 19.1 49 37.0 Mozambique 7.2 29.9 71.9 25.9 25 TIEU LUAN MOI download : skknchat123@gmail.com moi nhat FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.P ROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MAR KETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET Tanzania 7.5 45.5 73.6 25.7 3.1.2 Market penetration and investment strategies In early 2018, Viettel Global established 10 subsidiaries and joint ventures in 10 foreign markets, of which subsidiaries and branches were directly invested by Viettel Global The others were joint ventures between Viettel Global (holding more than 40% of charter Capital) and major local enterprises Table Viettel Global’s subsidiaries, their brands, and methods of investment in 10 countries Country Enterprise Brand Method of investment Cambodia Viettel (Cambodia) Pte., Ltd Metfone Direct investment Laos Star Telecom Co., Ltd Unitel Timor-Leste Viettel Timor Leste Telemor Direct investment into Viettel Unipessoal Lda Myanmar Telecom International Joint venture branch Mytel Joint venture (49%) Myanmar Co Cameroon Viettel Cameroun Nexttel Joint venture Burundi Viettel Burundi S.A Lumitel Direct investment Tanzania Viettel Tanzania Ltd Halotel Halotel Joint venture Mozambique Movitel, SA Movitel Joint venture Peru Viettel Peru SAC Bitel Direct investment Haiti Natcom SA Natcom Joint venture 26 TIEU LUAN MOI download : skknchat123@gmail.com moi nhat FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.P ROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MAR KETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET 3.2 Viettel's entry into the Laos telecom industry Viettel Global selects a joint venture in Laos It established a joint venture with Laos Asia Telecom Company, namely, Star Telecom, to create the Unitel telecommunications brand, with Viettel Global contributing 49 percent of the capital investment in the form of equipment 3.2.1 Company Information + Company name: Star Telecom Co, Ltd + Address: Nongbone road, Phonxay village, Saysettha district, Vientiane Capital, Lao P.D.R + Website: www.unitel.com.la + Brand name: Unitel “Uni” is extracted from the word “United” – which has similar meaning to solidarity This is a social value highly respected by Laotian people Unitel is created as a telecom network to connect the Laotian and bring them a better life + Established: 2007 + Service launching: November 2009 + Employees: 1.540 staffs + Services providing: Mobile, Internet, fixed broadband 27 TIEU LUAN MOI download : skknchat123@gmail.com moi nhat FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.P ROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MAR KETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET Unitel is the leading mobile operator in Laos accounting for 47% market share with 1.8 million customers, owning the biggest telecom network in terms of:  Network infrastructure with more than 21,000 km fiber optical cable and 3,100 base stations (2G and 3G)  Distribution channels with 143 shops, 174 agents and sales points, 400 salespeople  Customer care system with 200 agents/shift at the same time  International Awards achieved: Best Operator in Emerging Market by World Communications Awards (2012) Star Telecom created 3,500 km of fiber-optic transmission network for 17 cities throughout the nation in less than a year, which is joined by Viettel Vietnam and Viettel Cambodia to establish a Vietnam-Laos-Cambodia Central transmission line Star Telecom completed the greatest fiber-optic transmission network of 17,000 km and 2,500 transmitters in July 2012, covering all districts and being utilized by 95 percent of Laos' population It was a similar approach to Cambodia's of investing in high-quality, systemized technology infrastructure to deliver the greatest services for local citizens by making communications services more accessible 3.2.2 Viettel Global selected a joint venture to enter the Lao telecoms market The entry modes always play an important role for any organization that wants to enter international trade and workplace They are very important in determining the profitability and success of an organization or a business entity It sets the objectives, goals, resources, and policies that always guides the operations international business It aims at ensuring that an organization attains sustainable growth in the global markets 28 TIEU LUAN MOI download : skknchat123@gmail.com moi nhat FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.P ROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MAR KETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET The main three entry modes to international markets will include: The factors that influence the entry modes are the key issues that an organization has to check before it involves itself in selecting the way its going to enter the foreign market Based on the models, certain factors are suggested for Viettel's choice to choose a market entrance option in Laos The most appropriate market entrance strategy for Viettel should be joint venture for various reasons: a Government assistance Viettel Global has a significant edge in the Lao market because to governmental backing and economic collaboration between Vietnam and Laos Viettel is a state-owned enterprise With government backing, notably in the telecommunications sector, Viettel may find it simpler to penetrate the new market Opening a joint venture with the Lao government's telecom business might be a huge chance for Viettel to compete with other current market competitors b Lower the expenses 29 TIEU LUAN MOI download : skknchat123@gmail.com moi nhat FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.P ROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MAR KETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET Because of the party's existing infrastructure, Viettel just has to engage in further modifications to deliver better quality telecom services generally to suburb regions, requiring less expenditure As a consequence, the costs of modifications and innovations may be reduced c Suit the market's culture Viettel has successfully implemented the worldwide business model of joint venture in countries across the globe With the strategy of transforming the brand name into the local language and culture, the joint venture market entrance method may be the best option, as it has a high potential of agreement from the parties that share the same goals and achieve the same success 30 TIEU LUAN MOI download : skknchat123@gmail.com moi nhat FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.P ROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MAR KETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET CONCLUSION In conclusion, internationalization currently is a business strategy that a lot of companies around the world chooses to expand their operations Without a doubt, this strategy could bring a huge of benefits to the enterprises, extent the market share and increase sales and profit However, it also brings challenges and obstacles, required the companies to have strategic plans to overcome Viettel Telecom Corporation has also gained a lot of success in internationalization The company expands its market share in over 13 countries in Asia, Africa and America areas, becomes one of the largest telecommunication providers in Southeast Asian area In each country, Viettel provides a new brand name of joint venture, provides high quality telecom services to local citizens In the potential context of global economy, Viettel can consider opening a new market into global The most suitable selected market is Laos Based on analysis of market analysis (both macro-environment and micro-environment) using theoretical frameworks such as PESTLE analysis, SWOT and Five Forces Models, a lot of reasonable characteristics that makes the company to choose Laos, for example, the supports from host country's government, the current situation of society and economy of the host country, the convenience in relationship between Vietnam and Laos, the current poor quality of telecommunication industry in the host country market, etc After choices of market selection, the company should focus on choosing market entry mode for the most suitable internationalization strategy The chosen market entry mode is joint venture which is a successful business model that Viettel has been operating in countries around the world With the huge advantages from joint venture ownership model, it could be the most suitable one for Viettel to enter Laos market 31 TIEU LUAN MOI download : skknchat123@gmail.com moi nhat FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.P ROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET FINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MAR KETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKETFINAL.PROJECT.VIETTEL''S.INTERNATIONAL.BUSINESS.STRATEGY.IN.LAOS.MARKET