Luận văn xây dựng chiến lược kinh doanh dịch vụ gia tăng trên di động của viettel giai đoạn 2015

Thesis topic build vat business strategy on mobile of viettel telecom in the period of 2011 - 2015 1/67 ACKNOWLEDGEMENT During the learning process of GaMBA program – Griggs University, the US, Group 11 of GaMBA M0709 class studied and accumulated much practical valuable experience, helping us apply knowledge into our work at present and even in the future Our group would like to express our faithful thank to GaMBA program for creating favorable conditions for us during the process of study and capstone project report completion We sincerely thank all teachers for teaching enthusiastically, transmitting precise knowledge and experience during 17 past months We would like to express heartfelt thanks to the Leadership Board of Viettel Telecom for assisting whole-heartedly, providing documents and creating best conditions for us to complete this graduation capstone project report Despite the fact that our group has tried our best; due to time and experience restriction, the capstone will make mistakes We respectfully wish to receive wholehearted assistance of teachers and candidates for our capstone project report to be more perfect and practical We hereby pledge that the whole contents and figures in this capstone project report are collected, studied, surveyed and implemented by our group Best regards! TABLE OF CONTENTS 2/67 Page CHARTER 1: THEORETICAL BASIS OF STRATEGIC MANAGEMENT OF THE BUSINESS 1.1 1.2 1.3 1.4 Overview on strategic management 1.1.1 Concepts 1.1.2 Process of strategic management 11 Mission, Vision, Objective, Policy, Core thought 12 1.2.1 Vision 12 1.2.2 Mission 12 1.2.3 Objective 12 1.2.4 Policy 13 1.2.5 Core thought 13 The strategy’s analysis 13 1.3.1 Analyze external environment 13 1.3.2 Analyze internal environment 16 1.3.3 Analyse the environment inside industry 16 1.3.4 Business strategies 19 Tools to build and select strategies 21 CHARTER 2: THE REAL SITUATION OF BUILIDING VAS BUSINESS STRATEGY 25 OF VIETTEL TELECOM IN THE PERIOD OF 2004-2010 2.1 General overview on VAS on mobile 25 2.1.1 Concept 25 2.1.2 Types of VAS 25 2.1.3 Forms of service supply VAS 27 3/67 2.1.4 Role of business development of VAS for the growth of revenue and development of market share for mobile subscribers 27 of the enterprise 2.1.5 Factors have influenced on doing business on VAS 28 2.2 General view on mobile market in Vietnam 29 2.3 Introduction about Viettel Telecom 32 2.3.1 General information about Viettel Telecom 32 2.3.2 Formation and development 32 2.3.3 Main business areas and service products 33 2.3.4 Identify strategic vision 33 2.3.5 Core values 34 2.3.6 Business philosophy 34 2.3.7 Brand vision and philosophy 34 2.3.8 Development viewpoint 35 Analysis of Viettel’s business environment and inner forces 36 2.4.1 Macro environment 36 2.4.2 Analysis of telecom industry environment 41 2.4.3 Opportunities and challenges for Viettel 46 2.4.4 Evaluation of Viettel’s potentials 47 2.4.5 VAS business situation of Viettel during past years 51 2.4 4/67 CHARTER 3: BUILD VAS BUSINESS STRATEGY ON MOBILE OF VIETTEL 54 TELECOM IN THE PERIOD OF 2011-2015 AND SOLUTIONS 3.1 3.2 3.3 Select strategy 54 3.1.1 SWOT Matrix 54 3.1.2 Quantitative Strategic Planning Matrix (QSPM) 57 Macro Strategy 59 3.2.1 Cost leadership strategy 60 3.2.2 Differentiation strategy 60 3.2.3 Some expected goals of the next years 62 Solution to implement business strategy on VAS services of Viettel 62 3.3.1 Advertisement , communication and service contribution 63 3.3.2 To consolidate and strengthen Content Centre and VAS Centre directly under the Company 3.3.3 Strengthen cooperative program with domestic and international content suppliers on VAS services 3.3.4 Enable clients self create services contents 3.3.5 Close cooperation with domestic and international copy right representative organizations CONCLUSION 63 64 64 65 66 5/67 List of designation and abbreviations Viettel VAS ARPU CLKD IFE EFE QSPM BCG SWOT Viettel Telecom Value Added Service Average revenue per user Business strategy Internal Factor Evaluation External Factor Evaluation Quantitative Strategic Planning Matrix Growth/ Share Matrix Strengths, Weaknesses, Opportunities, Threats 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 GSM CDMA GDP BTTTT 2G 3G WB IMF WTO CNTT-TT VTC VNPT Mobiphone Vietnam Mobile Vinaphone Gtel EVN Telecom VND TMDA Cellular System Code Division Multiple Access Gross Domestic Product Ministry of Information and Communications Second generation mobile network Third generation technology World Bank International Monetary Fund World Trade Organization Information Technology and Communications Multimedia Corporation Vietnam Posts and Telecommunications Group Global Telecommunication Corporation Vietnam Electricity Telecommunications Corporation Dong 6/67 List of tables Table 1.1 SWOT analysis 22 Table 2.1 Vietnam mobile data – Events and predictions 30 Table 2.2 Income Statement of Viettel (2004 - 2010) 50 Table 2.3 Revenue density of Viettel services (2008 - 2010) 52 Table 3.1 QSPM - S-O Strategic Group 54 Table 3.2 QSPM - S-T Strategic Group 54 Table 3.3 QSPM - W-O Strategic Group 57 Table 3.4 QSPM - W-T Strategic Group 57 Table 3.5 Revenue target in the period of 2011 -2013 62 List of pictures Number of people who are interested in value1 Picture 2.1 added services (VAS) in mobile phone (Source 27 Nokia Market Study) List of graphs Graph 2.1 Graph 2.2 Graph 2.3 Graph 2.4 Graph 2.5 Mobile users – source from General Statistics Office in June 2010 APRU in some countries in 2008 (source: Frost & Sullivan) Vietnam share mobile market (Source: General Statistics Office, 2010) Viettel Revenue (2000 - 2010) (Internal Source) VAS Income Statement of Viettel (2008 - 2010) (Internal Source) 7/67 29 30 31 50 52 INTRODUCTION Reason for choosing the subject In recent years, competition in the mobile market has become more and more severe, seven service providers has come into operations, others are also making procedures for penetrating into the market However, the market has gradually appeared saturated In order to attract buyers, networks have uninterruptedly reduced fees and released a mass of promotional programs; only in 2010, big networks reduced 15-20% mobile fees In addition, subscriber’s attraction, promotion and ceaseless fees reduction also make revenue and profit decrease dramatically; Ministry of Information and Communications said that in 2009 ARPU (Average revenue per user) of Vietnam mobile decreased 20% Facing to this situation, telecom businesses should have new strategies in order to increase ARPU VAS services exploitation and development is a suitable solution for this problem Especially, 3G boom is a very favourable factor for trading in these services Viettel is one of businesses including large share in the Vietnam Telecom and also is one of leading businesses in developing, building and providing 3G service In order to take full advantage of 3G infrastructure, it should have a business strategy and exploit VAS services correctly in accordance with the business’s capacity and the current market’s characteristics in Vietnam Wish to apply knowledge and theories into practice; therefore, our group decided to choose the subject “Build VAS business strategy on mobile of Viettel Telecom” for our capstone Purpose of research Research and systematize theories on establishment and implementation of business strategies, select effective models for analyzing the establishment and implementation of business strategies 8/67 Apply theoretical bases and models to analyze, evaluate both external and internal environment in order to build VAS business strategy on mobile of Viettel Telecom Suggest solutions, recommendations on carrying out business strategies with a view of completing selected business strategies of the Company Research scope of the subject Due to time as well as resource limit, we only focus on analyzing and building VAS business strategy on mobile of Viettel Telecom in the period of 2011-2015 Research method In order to solve the above matter, our report is drawn through using qualitative analyzing method (research, analyze the real situation of Viettel Telecom) Methods of specific data collection such as: survey questionnaires, expert interview are used for collecting data Use National Statistical Data, specialized information and figures; use secondary figures about previous strategies, researches and reports of Viettel Telecom Structure of the capstone consists of charters Charter 1: Theoretical basis of strategic management of the business Charter 2: Analyze the real situation of Viettel Telecom Charter 3: Build VAS business strategy on mobile of Viettel Telecom in the period of 2011- 2015, solutions and conclusion 9/67 CHARTER THEORETICAL BASIS OF STRATEGIC MANAGEMENT OF THE BUSINESS 1.1 Overview on strategic management 1.1.1 Concepts 1.1.1.1 Strategy There are a lot of viewpoints of strategy, within the framework of our capstone, we would like to set forth some typical concepts through development periods of the theory of strategic management: - Alfred Chander (1962): “Strategy contains defining long-term and basic objectives of a business, selecting the method or process of implementing and distributing essential resources and perfoming those objectives” - Michael Porter: “Strategy is creating a unique and valuable position including difference and exchangeable choice in order to muster strengths and then create advantages for the organization” From the above viewpoints, we can find that strategy is related to long-term and basic objectives of a business However, building and deciding objectivesoriented strategy isn’t enough, the strategy should be defined in accordance with the vision, mission of the organization and methods, means to achieve those objectives in order to promote strengths, repair weaknesses of the organization, receive oppotunities, avoid or reduce damages because of threats from external environment Thus, we can generally define strategy as follows: “Strategy is a mass of complex actions in order to mobilize resources of an organization to achieve a certain objective.” 1.1.1.2 Business strategy As mentioned, strategy is related to objectives of a business, strategies are built with the aim of helping the business achieve given objectives However, business strategy is related to how a business can compete sucessfully on a specific market It is related to strategic decisions on selecting products, meeting the demand 10/67 Table 2.3: Revenue density of types of service of Viettel (2008-2010) (Internal Source) - In 2008, VAS revenue focused on amusement services such as: ringing tone, waiting tone, game, TV game shows, provide socio - economic information, etc In 2009, there was an increase in transactional, commercial services and utilities because of business development for advanced terminals such as Black Berry And terminal technology on the market also develops very fast In 2010, the birth of 3G, above million subcribers and smart phones are factors promoting VAS revenue to grow dramatically In addition, in 2010 Viettel officially provides advanced mobiles such as Iphone and Iphone 4, this is a factor promoting VAS revenue to grow dramatically 53/67 CHARTER BUILD VAS BUSINESS STRATEGY OF VIETTEL TELECOM IN THE PERIOD OF 2011 - 2015 AND SOLUTIONS 3.1 Select the strategy 3.1.1 SWOT Matrix: The chart is based on analysis of Viettel’s macro environment, telecom environment and cure competencies Table 3.1: QSPM - S - O Strategic Group; Table 3.2 : QSPM - S - T Strategic Group Opportunity (O) Trouble, challenge (T) There is an opportunity to attract foreign capital and technology to improve service SWOT Matrix delivery to customers as well as business expansion into overseas markets Economic development Competition in the telecommunications market will become very fierce Charges for services continues to fall and reduced increases profit rate while the telecommunications companies have to number of customers using domestic and increase investment in network equipments foreign services to ensure the quality of services There is a clear legal framework for the The rapid development of technology development of communications industry, causes high pressure for telecom enterprises controlling the unfair competition actions and makes them invest quikly to avoid among service providers potential Powerful development of technology together with popularization of advanced equipments contribute due to out-of-date technology The market will gradually shift to saturate diversify phase of suscribers, so increasing revenue telecommunications industry services and by growing suscribers will not bring about 54/67 to risks stimulate customers’ demands High population density, such as high effect as in the previous phase advanced This fact requires enterprises to innovate educational level, industrial lifestyle, and business great demand for information exchange importance to achieved market shares stimulate the development of methods and attach special Density of VAS users isn’t high, especially telecommunications service rural subscribers Information and Communication need of domestic companies has been increased Strength (S): widely Combination S/O Network infrastructure capacity: Total 25 000 2G base Use strengths to take advantage of stations, more than 100,000 km of optical cable 15,000 opportunities stations nationwide 3G coverage, almost double the Market development strategy : Take number of stations of the two 3G networks under advantage of infrastructure network capacity, VNPT Reached No No mobile service, fiber optic brand prestige, financial potentials, transmission speed in scale and customer care call subscribers attraction (S1, S2, S5, S7 + O2, center in Vietnam O4, O5, O6) Vietnam's most powerful brands in the field of Post- Differentiation Strategy: Take advantage of Technology-Telecommunications industry voted by technological capacity, qualified human consumers, with many awards and ranks voted by resources, brand prestige, financial potentials, prestigious organizations in the world Young and high wide system of distribution channels to 55/67 Combination S/T Use strengths to avoid threats Cost leadership strategy: Take advantage of financial resources, quick investment, ensure infrastructure network capacity, brand prestige, financial potentials, expand market, avoid investment risks (S1, S2, S5, S7 + T2,T3,T4) Differentiation Strategy: Build VAS products for rural, distance areas, stimulate consumption, maintain subscribers, increase ARPU of these subjects level personnels penetrate into market.(S1, S3, S5, S7 + O1, Characteristic business culture based on the discipline power O4, O5, O6) of the Army Recieving the financial support from the Group, quick ability to mobilize the cash for the investment and development No.1 mobile market share in Vietnam (38%) with over 40 million active subscribers System of distribution channels throughout the country, and direct salesperson to each commune Technology facility: network system using advanced GSM technology, manufacturing softwares and content services Weakness (W) Frequent change of organization has influence on the company’s business stability Viettel’s Communications advertising is not as good as competirors’ like Mobiphone and Vinaphone Viettel’s staffs are young and inexperienced, comparing with those in rich-historic entreprises such as VNPT Centralized management mechanism, Viettel’s branches Combination W/O Repair weaknesses to exploit opportunities: Marketing strategy: Strengthen communication advertisement, take advantage of distribution channel to introduce products, services, improve sales efficiency (W2 + O2, O4, O5) Differentiation Strategy: Create an 56/67 Combination W/T Repair weaknesses to overcome/ avoid threats: Strategy for training and improving the quality of labor resources: To adjust with new competitive environments, should execute human resource training well, improve the ability of management staff, own technology and market, especially train direct sales forces have not been proactive in developing service products to initiative for branches in building specific well to promote the efficiency of this channel locals, so the competion between regions is not high (W 3,5 – T3,T4) products, services for the local, improve the Despite number of the direct salesperson is huge, their sale competitiveness of products, occupy market capacity is not high Cost leadership strategy: Use infrastructure (W4 +O2, O4, O5) and human resource effectively, improve the Network infrastructute and distribution channel is wide, rate of profit (W6 + T2) human resource is abundant, cost is high 3.1.2 Quantitative Strategic Planning Matrix (QSPM) Table 3.3 : QSPM - W - O Strategic Group; Table 3.4 : QSPM - W - T Strategic Group No Important factors Alternative Strategies Rank Market Differentiation Marketing development Strategy Strategy Training to Cost leadership strategy improve the prsonnels’ quality AS TAS AS TAS AS TAS AS TAS AS TAS 0 0 II EXTERNAL FACTORS Have the opportunity to take advantage of capital and foreign technology to improve service supply for customers as well as business expansion into overseas markets 57/67 Economic development increases the number of customers using the domestic and foreign service 3 9 0 12 12 12 0 12 12 8 0 2 0 0 3 9 0 12 12 12 4 16 12 12 16 12 12 12 12 12 12 12 12 The rapid development of computer technology and popularization of advanced equipment contributes to diversify … High population density, advanced educational level, industrial lifestyle, … There is a clear legal framework for the development of the telecommunications industry and control… Communication needs of domestic businesses and joint ventures increased at a large scale Competition in the telecommunications market will become increasingly fierce Charges for services continue to fall and so does the profit rate while telecommunications companies have to increase investment The rapid development of technology puts a huge pressure for enterprises to quickly invest and exploit new services … The market will shift to saturation phase of subscribers, thus 10 increasing revenue by growing the subscriber will not bring about as 58/67 11 The rate of VAS userd is not high, especially subscribers 3 Total 180 12 190 12 148 181 116 3.2 Macro Strategy Forecasts on the market period 2011-2015, Viettel will concentrate on the strategy for receiving changes in the mobile market with the aim of steady development to raise the company’s position and bring about many benefits for consumers Thus, Viettel also attaches special importance to develop value-added services on mobile phones according to the following strategies : Leading strategy on costs and Product differentiated strategy 59/67 3.2.1 Cost leadership strategy - The most important factor and occupies major part to create cost for communication services is input expense due to the value of infrastructure value, occupies up to 75% investment price Currently Viettel is major comparative advantage enterprises on this field, with biggest infrastructure system in Vietnam This is considered to be one of advantages that other enterprises in the industry could not follow up and compare With rapid investment and equipment installation in large batch, low cost together with activities to speed up business, exploitation and quick depreciation to attain advantages on price, quality and cost that create competitive strengthen with enterprises, especially new enterprise s that market share is small - Advertisement on mass media is the activity that consumes much expense of enterprises, strengthening advertisement on mass media and distributes products, especially via direct sales channel with more than 800 shops all over the country and nearly 20.000 directly sales staff, direct communication via multi sales channel, reduces advertisement cost on mass media but effectiveness is ensured Together with the maintaining and continues to extent subscriber market share, with the self organizing to produce content for VAS services, Viettel creates negotiation advantages with content suppliers , sharing proportion of Viettel with content suppliers always at higher level in comparison to other enterprises With above mentioned advantages on cost, Viettel may offer lower prices on VAS services in comparison to other enterprise s and may stay firmly in the market in comparison to other competitors even when war on price occurs 3.2.2 Differentiation strategy  - To deploy new utilization services Currently, except for EVN Telecom, telecommunication enterprises mainly use GSM technology; however, deployment capacities of attributes as well as utilizations based on available foundation of the network system and equipment of the enterprises depend much on technical qualification as well as capacity to combine information technologies in management and charges calculation With experienced and skillful team of staff, in combination with capacity of self writing information technology software to serve telecomm nation system is special strengths of Viettel 60/67 - In recent years, Viettel has led in the exploitation of utilization services on mobile phone such as Call blocking services, Pay 199, etc,v.v… To exploit locating function of subscribers on network system, research to provide utilization services to locate the place of subscribers using the services  To establish price package on the foundation to integrate many - services package The creation of product packages on the foundation of basic services with value added services, to make clients realize benefits when using integration services Especially paying attention to the integration of mobile phone services and broadband on 3G technology function, to create competitive strength with fixed broad band system of competitors such as VNPT, FPT, etc,v.v…  To establish special products With 70% of population living at rural areas, most of them works on agricultural section, now occupying a rather major amount of mobile phone subscribers, however proportion to set up database and price packages for specific information supplying services for objectives are less paid attention by other telecommunication enterprises such as education, agro forestry sectors etc,v.v…which are occupied rather major subscribers rate  Services with transition, commercial characteristics To joint with banks, major business units to deploy money transfer services, procurement and ticket booking etc via SMS message  Invest to content production aspect Self produce contents on services aspects such as music (ringing music, awaiting music, music gift, Full truck), Daily Info electronic web, number account services, VOD services, television channels and some new services such as (electronic cards, I-Story, images etc) and especially pays attention to agricultural services in order to exploit rural market To create differentiated products with similar industry enterprises, to create favorable competitiveness with competitors, content suppliers and clients To ensure on time characteristics of socio economic, sports, cultural information  Exploit services on 3G technology background Take advantage of competitive advantages on quality of the network, coverage, accessing speed to push up business activities to create competitive strength with competitors 61/67 - Focus on market fragile of high income persons, intellectual, the youths by data transmission services, television watching, music, information, directs training Besides, re-structure benefit distribution proportion with content suppliers due to orientation to improve benefits of the suppliers, especially with contents on the 3G foundation, attract the creativeness of suppliers for this application 3.2.3 Some expected goals of the next years - Viettel forecasts development capacity and consummation trend on VAS services based on international and domestic market information on VAS services Based on that, to set up targets to increase VAS services ratio to occupy from 10 to 20% total turnover in phase from 2011 - 2015  Targets of turnover Table 3.5: Target of turnover in phase 2011 - 2013 Services / Turnover ( billion VND) In 2011 In 2013 In 2015 Amusement services 2.400 4.000 5.000 Information supply services 1.800 4.000 8.000 1.500 3.000 6.000 1.300 3.000 5.000 7.000 15.000 24.000 Transactional and commercial services Other utilities Total turnover 3.3 Solution to implement business strategy on VAS services of Viettel 3.3.1 Advertisement , communication and service contribution - Value added services is factor to attach with mobile phone subscribers , however currently Viettel has not paid attention to advertisement communication activities for VAS services , distribution channels mainly implement the duties to develop subscribers , to sell card, taking care of clients , etc,v.v… Starting from 2011 Viettel establishes advertisement program for VAS services on television channels , VOV, through hotline system and internal network SMS system etc and direct communication via distribution channel system comprising more than 800 shops, 62/67 1.500 agents, more than 60.000 points of sales and selling points, with collaborators all over the country To implement successfully business service strategy on VAS services, Viettel will organize to sell goods via distribution channel system under the form to assign criteria for implementing channels Simultaneously to the deployment on advertisement communication and selling via distribution channels , Viettel has training schedule to provide knowledge on VAS services for channel components as well the establish of information pages on services to help channel components easily to access to introduce services for clients 3.3.2 To consolidate and strengthen Content Centre and VAS Centre directly under the Company  Content Center - Organize to seek , contact with manufacturing units, possess content to carry out the procurement, register and protect content services copy right which comprise varieties: music, video, game, information, television, image, books etc to serve for the business on the Viettel network and selling to units with demands, needs To find out, collect, compile, sensor, check types of information contents and update to all information business services of Viettel such as web, warp, electronic websites etc Processing, recompile contents of music, films, video, those copy rights have been bought to be suitable to business formats on the mobile phone of Viettel To establish scenario, organize the production of programs comprising: Music, video clip, etc,v.v…  VAS center - Manage business cooperation activities with content supplying partners on the numbers 1900xxxx / 8xxx / 7xxx / 6xxx, etc,v.v… Manage the business on Mobile TV, Music, Music portal, Games portal, VOD, Clip, Wap, MMS, Instant Messaging, Mobile Search, MCA, Phone book back up, utilization services etc Electronic commercial services To develop and improve utilization services on the background of mobile phone 3.3.3 Strengthen cooperative program with domestic and international content suppliers on VAS services 63/67  Domestic - Currently Viettel is cooperating with nearly 500 partners to provide major and minor domestic contents such as Vietnam net, VASC, Blusea, VTC, etc,v.v…To ensure plentiful contents for VAS services, Viettel Telecom will continue to establish mechanism, speeding up socialized work for content supplying resources, especially give priority for 3G Simultaneously, to ensure the cont for Mobile services Viettel with sign cooperative contract with major television stations in 2011: such as VTC, VTV, HTV, etc,v.v…and may establish one television channels Estimation from 2011 - 2015, the number of partners who provide contents on Viettel Telecom network will increase from approximately 1.000 - 2.000 partners  Overseas - From now on up to 2015 Viettel implements to sign cooperative contract with major content suppliers in the world such as companies :Sony BMG, Universal, EMI ( on music and images ), Game loft, Kraze, EASport (on Game), Disney, HBO, CNN (on Video Clip, contents for Mobile Tivi) From 2012 - 2015 Viettel continues to cooperate to develop with content suppliers in the world, with the goals up to 2015 the quantity of foreign content suppliers will occupy approximately 30% volume of content suppliers on Viettel network (1000 partners) 3.3.4 Enable clients self create services contents - The initiatives of the clients are unlimited content resources for VAS: Viettel also has planned to enable clients self create contents and earn money from created contents by clients to take advantages of clients ‘creativeness From 2009 Viettel has provided services that enable clients self create ringing music, waiting music, images for mobile phone, video clips Clients will receive percentage of turnover from other clients if they want to download the created contents by clients In the phase of 2011- 2015, Viettel continues to provide other applications to encourage clients to participate in contents creation for VAS 3.3.5 Close cooperation with domestic and international copy right representative organizations 64/67 - To ensure content supplying sources on the internet, Viettel meets sufficiently copy right requirements Viettel has and being cooperate closely with domestic and international copy right representative organizations such as Authority copyright protection center, Industrial Recording Association, SICAP and major copy right providing companies in the world To ensure all information providing on 3G to have sufficient copy right according to the regulation of the laws - Besides using the business copyright of VAS in home, because of using the only legal representative as Military Tele-communication Corporation to sign with the partners (Viettel Tele-communication Company is the dependent unit operated under legal entity as Military Tele-communication Corporation) and possible to expand the business scale on services for other enterprises of Viettel such as Laos, Cambodia, Mozambique, Haiti… This helps Viettel to reduce a lot of cost in doing business on VAS, making the contribution to helping the cost leadership strategy by Viettel to be more effective CONCLUSION Due to the restriction on time as well as other resources, this report could not avoid some certain restriction The report only ends to the focusing on research and establishment business strategy for VAS services of Viettel phase 2011-2015 Therefore, withdrawn conclusions only applied for the work to set up and select strategy for VAS services of Viettel itself To be able to apply those conclusions for other types of strategy as well as other enterprises, further research should be added The subject: “To establish business strategy on value added value on the mobile phone background of Viettel Telecommunication Company in phase 2011- 65/67 2015” has been focused to research by our group to set up with the targets to persuade enterprises to apply to reality of the unit On the foundation of documents, knowledge’s received at training course, together with the exchange between colleagues, especially with the guidance of the guidance lecturers who have helped us accomplish this report The result of this research subject hopefully help the leaders of the Company to catch and take advantages at the utmost opportunities to restrict risks in competitive integration environment in coming phase, contribute to implement successfully mission, development targets of the Company up to 2015 66/67 REFERENCES Blocher and fellow-workers, 2002: “Strategic Analysis and Strategic Cost Management” FredR.David, 2000: “Concept of Strategic Management (translation) Statistical Publishing House” Liam Fahey & Robert M.Randall - MBA in our reach - Strategic Management - General Publishing House of Ho Chi Minh City Garry D.Smit, Danny R Arnold.2003 Business Strategies and Tactics (translation) Statistical Publishing House Teaching materials of GaMBA 01 Program Strategic Management - Textbook of Strategic Management - Statistical Publishing House 2007; Summary Report on the implementation of Viettel business and production plan in the period of 2004 - 2010 http://www.saga.vn/Quantrichienluoc/16423.saga http://vtc.vn/.congnghe 10 http://www.frost.com 11 Mobile Value Added Services in India - A Report by IAMAI & eTechnology Group@IMRB 12 The demand for mobile Value added service - Nokia 13 Viettel Mobile, http://www.viettelecom.vn 14 Mobiphone website, http://mobiphone.com.vn 15 Vinaphone website, http://vinaphone.com.vn 67/67 [...]... service company Two large companies were Viettel long-distance telephone company (providing Internet, fixed and longdistance 178 services) and Viettel mobile company (providing mobile services with 098 and 097) From that time, Viettel Telecom has provided all telecom services of Viettel in Vietnam, marking a new breakthrough maturity of Viettel - Up to now, Viettel Telecom has scored the important... billion VND, grow 3.2%  Viettel s revenue estimates to implement 91.134 billion VND, reaching 117% of the plan, increasing 50% than in 2009 2.3 Introduction about Viettel telecom 2.3.1 General information about Viettel telecom Full name : Viettel telecommunications company Transaction name : Viettel Telecom Head office : No 1 - Giang Van Minh - Ba Dình District - Hanoi Website : http://vietteltelecom.vn... understanding the needs of our customers and the efforts of Viettel The company understand that customers always want to be heard, cared for as a separate individual Viettel will also attempt to serve those demands with the most understanding and in the most creative way 2.3.7.2 Slogan’s meaning “Say it your way” - Viettel always want to serve its customer as separate individual In order to do that, Viettel. .. strength 4 Creativity is vitality 5 Systematic thinking 6 West and East combination 7 Tradition & how to be a soldier 34/67 8 Viettel is a public house 2.3.6 Business Philosophy Viettel Telecom is a member of VIETTEL family, so we are proud of being transferred and implementing the core values in the business philosophy of VIETTEL: Pioneering, breakthrough in the field of modern technology application and... 2.3.5 Core Values Being a unit of Vietnamese Military Telecommunication Group, a component of ‘public house Viettel , Viettel Telecom Company is inherited the core values of Viettel with its separate features Viettel culture is clearly expressed in each company's activities There are 8 core values in Viettel culture 1 Practice is standard for testing the truth 2 Growth through challenges and failures 3... development Viettel Telecommunication Company is a accounting unit of Vietnamese Military Telecommunication Group - Viettel Moblie Company was established on May, 31 st 2002 and is directed by Vietnamese Military Telecommunication Corporations (Viettel) 32/67 - Moblie Network 098 was formally operated on October, 15 th 2004, which marked an important turning point in the development history of Viettel. .. customers about 40 services such as Mobichat (message chatting) , Mworld (reading information and stock market situation in Vietnam and foreign cuontries, etc.) Viettel also released about 30 different servicers like Mobile newspaper (reading newspapers on mobile phone), I-Share (money transfering), Imuzik waiting ringtones), etc 31/67 Viettel, Mobiphone and Vinaphone, the three greatest mobile networks in... became the one of three biggest mobile service provider in Vietnam - Viettel Mobile formally had 10 million customers in April, 2007, that showed the strong growth and confirmed Viettel s position as the top mobile service provider in Vietnam - Vietnamese Military Telecommunication Corporation Viettel announced the army established Viettel Telecom Company on June, 18th 2007, finished the merger of two... strategy and differentiation strategy, the nature of focus strategy is to satisfy the need of a certain part of market which is defined through geographical factors, objects or product features, etc… Like differentiation strategy, focus strategy can carry out under many methods: focus on low-leadership or focus on differentiation or both, means that the Company carries out costleadership strategy or differentiation... features help the business have competitive ability, including: - Secrets, skills, experience or special methods - Have strengths in material facilities such as: abundant capital, a big distribution system  Have a strong human resource,v.v W-Weaknesses: shortcomings of the business or factors pushing the business in difficult circumstances, including: - Lack of important competitive skills and experience ... factor for trading in these services Viettel is one of businesses including large share in the Vietnam Telecom and also is one of leading businesses in developing, building and providing 3G service... of Viettel s potentials 47 2.4.5 VAS business situation of Viettel during past years 51 2.4 4/67 CHARTER 3: BUILD VAS BUSINESS STRATEGY ON MOBILE OF VIETTEL 54 TELECOM IN THE PERIOD OF 2011 -2015. .. into an industry more difficult and expensive (scale advantage, product difference; capital demand; convertible cost; approach ability to distribution channels; cost 18/67 disadvantages unrelated