Xây dựng chiến lược kinh doanh dịch vụ 3g cho công ty vinaphone giai đoạn 2013 – 2018 e

LUẬN VĂN XÂY DỰNG CHIẾN LƯỢC KINH DOANH DỊCH VU 3G CHO CÔNG TY VINAPHONE GIAI ĐOẠN 2013 – 2018 COMMITMENT This thesis is a study done based on theoretical research, knowledge learned and the survey of the practical situation of Vinaphone Telecommunications Services Company The data model and the results are analyzed in thesis and research seriously and honestly I make a commitment for this thesis TABLE OF CONTENTS INTRODUCTION The need for topic research Purpose of the study Object and scope of the study Study method of the topic Structure of the topic CHAPTER 1: GENERAL RATIONALE ABOUT THE BUSINESS STRATEGY IN THE ENTERPRISE 1.1 Concept of business strategy and the role of business strategy in the enterprises 1.1.1 Concept 1.1.2 Role of business strategy in the enterprise 1.2 Characteristics and classification of the business strategy 1.2.1 Characteristics of business strategy 1.2.2 Classification of business strategy a Levels of business strategy b Types of strategy 1.3 Process of developing the business strategy of the enterprise 1.3.1 Identify the objective 1.3.2 Analyze the business strategy of the enterprises 1.3.2.1 Evaluate the external environment a Macro environment b Industrial analysis 1.3.2.2 a b c d 1.3.3 Analyze within enterprise Material base, technique and technology Human resources Distribution channel system Financial resources Choose the strategy CHAPTER 2: ANALYZE THE BUSINESS SITUATION OF VINAPHONE 2.1 Overview of Vietnam Telecom Services Company 2.1.1 History and development 2.1.2 Brand value of VinaPhone 2.1.3 The organization structure and function 2.1.4 Human resources 2.1.5 Income statement of company 2.2 Income statement of Company 2.2.1 The management of network operators 2.2.2 Maintenance and network optimization 2.2.3 Network development 2.2.4 Subscribers, sales and handing in budget 2.3 Introduction of 3G service of Vinaphone Company 2.3.1 Overview of 3G service 2.3.2 Current situation of 3G services of Vinaphone Company 2.3.3 Business results of 3G services of Company 2.4 Identify mission, vision and business philosophy of the company 2.4.1 Mission 2.4.2 Vision 2.5 Analyze the business environment for 3G services of Vinaphone Company 2.5.1 Estimate the macro environment (PEST) 2.5.1.1 Political factors and laws 2.5.1.2 Economic factors 2.5.1.3 Social and cultural factors 2.5.1.4 Technological factors 2.5.2 Analyse five competitive forces 2.5.2.1 Competitive forces of suppliers 2.5.2.2 Competitive forces from customers 2.5.2.3 Threats from potential competitors 2.5.2.4 Threats from substitute products 2.5.2.5 Competitive pressure from internal industry 2.5.3 Analyze the internal environment 2.5.3.1 Material base, technique and technology 2.5.3.2 Distribution channel 3.2.3.3 Analyse the resources 3.2.3.4 Analysis of financial capability CHAPTER 3: CONCLUSION AND SOLUTION FOR BUSINESS STRATEGY FOR 3G SERVICES OF VINAPHONE TELECOMMUNICATION SERVICES COMPANY, STAGE 2013 – 2018 3.1 Identify mission, vision and business philosophy of the company 3.1.1 General objective 3.1.2 Specific objectives 3.1.3 Build, analyze and choose the strategic methods 3.1.3.1 SWOT matrix for 3G services of Vinaphone Company 3.1.3.2 Matrix to estimate the external factors – EFE 3.1.3.3 Matrix to estimate the internal factors – IFE matrix 3.1.3.4 Matrix to synthesize the internal and external factors – I.E matrix 3.1.3.5 Choose the strategy 3.2 Implementation solutions 3.2.1.1 3.2.1.2 Market development Products and services development 3.2.1.3 3.2.1.4 3.2.1.5 3.2.1.6 3.2.1.7 Human resources development Invest network infrastructure Distribution channel Define strategic control mechanism A number of recommendations to VNPT Group and State agencies CONCLUSION References Appendix List of tables, charts, diagrams Table 1.1: Levels of business strategy Table 1.2: Matrix to estimate the external factors – EFE matrix Table 1.3: Matrix to estimate the internal factors – IFE matrix: Table 1.4 Matrix of internal and external factors (IE matrix – Internal – External Matrix) Table 2.1 Develop mobile phone subscribers, stage 1996 - 2001 Table 2.2 Develop mobile phone subscribers, stage 2002-2007 Table 2.3 Develop mobile phone subscribers, stage 2008-2012 Table 2.4 – Subscribers and sales of mobile phone services from 2008 to 2012 of Vinaphone Table 2.5 Departments and units Table 2.6 Departments Table 2.7 Functional centers Table 2.8 Functional centers Table 2.9 Total employees of company Table 3.0 Information on package of Mobile internet Table 3.1 Registration fee and Simcard fee (apply from 01/01/2013): Table 3.2 data ezCom Table 3.3 Maximum payment limit for ezCom postpaid subscribers Table 3.4 Tariff of Mobile TV Table 3.5 Analyze the competitors Table 3.7 Labor statistics and labor skills of Vinaphone Company from 2009 to 2012 Table 3.8 Ananalyze the financial capability of Vinaphone Company, stage 2008 – 2012 Table 3.9 Statistics Dashboard for investment capital of Vinaphone Company, stage 2008 - 2012 Table 4.0 SWOT analysis Table 4.1: Matrix to estimate the external factors of Vinaphone Company Table 4.2: Matrix to estimate the internal factors – IFE matrix: Table 4.3 Matrix to synthesize the internal and external factors of Vinaphone Company - I.E matrix Table 4.4 SWOT matrix and combined solutions Table 4.5 Strategy group Table 4.6: QSPM matrix on market Table 4.7 QSPM matrix about products and services Table 4.8: QSMP matrix about workforce Table 4.9: QSMP matrix about network infrastructure Chart 2.1 Market share of 3G Chart 2.2 Illustrations of sales from customers’ card recharging from monthly data service in 2012 Chart 3.1 Sales of 3G phones increase rapidly as the market trend and popularity of 3G networks around the world Chart 3.2 Age distribution in Vietnam (statistics.vn) Chart 3.3 The number of mobile subscribers as of 12/2012 Chart 3.3 Development of ADSL broadband subscribers in the first months of 2013 Chart 3.4: Statistics of all forms of internet access in Vietnam Diagram 2.1 Organizational diagram Diagram 3.1 Distribution channel of Vinaphone ABBREVIATION ADSL: Asymmetric Digital Subscriber Line IT: Information Technology GPRS: General Packet Radio Service GSM: Global System for Mobile Communications VNPT: Vietnam Post and Telecommunications Corporation Vinaphone: Vinaphone Telecommunication Services Company W-CDMA: PEST: Wideband Code Division Multiple Access Political, Economic, Social and Technological 3G: Third-generation technology 2G: Second-generation technology INTRODUCTION The need for topic research From 2009, as the Ministry of Information and Communications licensed 3G operation, there are three networks of deployment and having business services on 3G including Vinaphone, Mobifone, and Viettel Meanwhile, Vinaphone is the pioneer in the deployment of providing 3G service to consumers In the context that the 2G market have been gradually approaching saturation levels, increasingly fierce competition, low revenue and profit, 3G is really a breath of fresh air that helps the telecom enterprises have many security methods in order to promote the business and its development However, after years of deploying 3G services, markets and consumer tastes have changed Demand for 3G services has become popular so the service quality of the network is constantly being improved in terms of area coverage Applications on 3G have grown considerably; the package of 3G networks provides the flexibility; smart phones appear much cheaper in price; 3Gs has changed the habit of using the regular phones of consumers Currently, 3G services are indispensable for a significant number of customers especially in big cities The proportion of sales of the 3G network has increased in trend towards and become particularly important strategy of Viettel, Mobifone and Vinaphone in the future Therefore, to meet the development requirements, Vinaphone needs to outline a proper business strategy, appropriate capacity of business and consistent with current market characteristics in Vietnam With the desire to apply the knowledge that I have learned into practice where I am working, I have chosen the topic "Business strategy for 3G service of Vinaphone Telecommunication Services Company, stage 2013-2018" to my research Purpose of the study Build a business strategy for 3G service of Vinaphone Telecommunication Services Company, stage 2013-2018 Object and scope of the study - Study object: Theoretical studies and building the business strategies for 3G services of Vinaphone Company - Scope of the study: Analyze the current situation and 3G service business environment of the company from 2008 to 2012; propose the solution of 3G business strategy of Vinaphone Company from 2013 to 2018 Study method of the topic The research methods of thesis are to use such methods as economic analysis method, statistical method, comparative method, expert methods and integrated approach The methods of data collection of thesis mostly come from secondary materials, textbooks, the statistics, the reports of Vinaphone Company; business summary report of the year 2008-2013, a summarized report of VNPT; monthly business reports for company leaders of Vinaphone 2010 to 2012 and other documents Use the method of group discussions and in-depth interviews of experts, corporate leaders, in charge of financial business and Vinaphone centers Structure of the topic Besides the introduction, conclusion, references and table of contents, the content of the thesis is divided into three major chapters: CHAPTER 1: GENERAL RATIONALE ABOUT THE BUSINESS STRATEGY IN THE ENTERPRISE CHAPTER 2: ANALYZE THE BUSINESS SITUATION OF VINAPHONE CHAPTER 3: CONCLUSION AND SOLUTION FOR BUSINESS TRATEGY FOR 3G SERVICES OF VINAPHONE TELECOMMUNICATION SERVICES COMPANY CHAPTER 1: GENERAL RATIONALE ABOUT THE BUSINESS TRATEGY IN THE ENTERPRISE 1.1 Concept of business strategy and the role of business strategy in the enterprises 1.1.1 Concept Strategy is a comprehensive plan of action: identify long-term goals, a business basic, choice of operating guidelines and operating policies; use and allocate resources; achieve the specific goals, empower the most efficient way and win the sustainable advantage compared to the other competitors The core of the strategy is the strategic measures implementing the resources for target mobilization, which is the optimal method chosen to execute strategy That is a blink of opportunities, mobilizing resources to meet customer needs, while continuing to develop resources for business in the future, achieving high competitive position Strategic management is the process of implementing "strategic decisions" - decisions that answer the above questions In fact, the strategic management process includes three main parts described in the following diagram: Diagram 1.1 Strategic management processes ANALYZE STRATEGY IMPLEMENT STRATEGY CHOOSE STRATEGY 10 Combined W/O Combined W/T (1) Make customers satisfied, remove the thought (1) Increase labor productivity, in mind that Vinaphone customer is state-owned adapt enterprises; the ability to take care of customers competitive environment to is not good Need serious implementation stage restructure of customer care, promote research markets, organizational structure for expand distribution network (2) Adapt to the competitive to the the compact environment, integration with potential opportunities for new apparatus; decentralized authority and responsibility for market development, organizations need to change in parallel with the review subordinates of (2) Adapt to regulations, procedures, innovative mechanism of action to suit new development stage (3) Expand coverage, improve the quality of 3G in rural areas and less stable quality scores (4) Marketing and promoting policies for young customers Classes (5) Enhance the exchange of experts and foreign partners competitive the new environment quickly to perform the training resources, of human improve management team, engineering, business, or new recruits The solution is formed from the SWOT matrix and can be divided into groups: Table 4.5 Strategy group Group Market Products and services Workforce Network Infrastructure Solution Focus existing key markets Promote the development of 3G services and value-added products in trends Re-trained workforce Boost 3G Coverage Solution Market development Create product differentiation Recruited new personnel from outside Increase the quality of life and expand 3G coverage To choose the appropriate strategy, we use QSPM matrix tool to remove the unclear solution 73 a Market: Focused strategy on key existing markets or market development Table 4.6: QSPM matrix on market Solutions Solution Solution Classification AS TAS AS TAS Important factors Internal factors The level of leadership 3 9 3 9 4 16 12 4 4 16 12 16 12 16 12 3 9 4 4 12 12 16 4 16 12 12 3 12 16 Customers confidence in the quality, products and services on 3G 12 Science and technology develop rapidly 12 16 Extent of use of services in rural areas is low 12 16 Age structure of young clients 12 16 12 16 12 12 2 4 Qualified, dynamic and creative workforce Application level of information technology 3G coverage across the country brand awareness of Vinaphone 3G Product diversification Operational efficiency on business administration Distribution network Effective operation of regional centers Brand External factors Economic growth rates, rising income Increasing need to use 3G services Smartphone market is thriving with reasonable price Telecommunications technology development towards the world of IP and mobile The change of macroeconomic policy 74 TOTAL 224 233 Market development strategy includes two main strategic key existing markets and developing markets With strategic key existing markets, Vinaphone will proceed to take advantage of their strengths in human resources, brand reputation, product diversification, and the branch netw ork to develop a service conducted for customers in existing markets As for market development strategy, Vinaphone will utilize their strengths to reach into other target and potential markets or more Through matrix QSPM market, we got a result of market development strategy (with a score of 233 is greater than the number of key strategic market) This strategy is highly attractive because, in terms of the current market as the rural market, Vinaphone leaves these segment and students If it knows to take advantage of economic development, the demand for 3G services increasingly forming with new segments obtained so Vinaphone can be more profitable b Products and services: Promote the development of 3G services and value- added products by creating product differentiation Table 4.7 QSPM matrix about products and services Solutions Important factors Classification Solution Solution AS TAS AS TAS Internal factors The level of leadership 3 9 Qualified, dynamic and creative workforce 12 Application level of information technology 12 16 Product diversification Operational efficiency administration Distribution network 12 16 3 12 4 16 12 on business 75 Effective operation of regional centers 12 9 Network capability 12 12 Per capita income is low 3 12 Ease of use, broad application of the product 12 12 16 12 16 Request from customers increasingly stringent 4 16 12 Smartphone market is thriving with reasonable price 12 16 Telecommunications technology development towards the world of IP and mobile 12 12 evitable trend of the times is 3G with 3G utility applications 2 4 The strong development of Internet trends integrated with Telecom and IT is to create new types of services 12 External factors Competition from domestic and foreign partners Young age group TOTAL 195 201 With matrix QSPM, products and services, including group strategic product development products running on other networks and differentiation The objective of this strategy is to use the existing capacity in development implementation from services of other carriers that have deployed to save market research, research and development and overcoming challenges from the outside With the development of product strategy, Vinaphone will utilize the strengths of proficiency, dynamic and creative workforce, sales channels and effective operation of its regional centers to develop and products similar to partners who have deployed This prevents the risk for enterprises but fails to attract new customers As for differentiation strategy, the differentiation performs quality products and services, Vinaphone can provide our customers with new products that not offered by the other networks Through 76 QSPM matrix, the strategy is more attractive than product differentiation (a score of 201 compared to the 195 points of product development strategy run by) This is consistent with the competitive situation on the market today; the only difference helps Vinaphone really excel in developing 3G services now Workforce: Retrain workforce or hire new personnel from outside Table 3.8: QSMP matrix about workforce c Solutions Important factors Classification Solution AS Internal factors Modern technology Telecommunications workforce Recruitment policies and training The company's brand Pay policy Structure Restructuring SOEs Pressure of work External factors Large-scale population Telecommunications Policy is increasingly improved Qualifications and experience of science and technology Science and technology develop rapidly The telecom market is approaching saturation Macroeconomic policies The competitiveness of the telecommunications companies in recruitment Telecommunications technology development towards the world of IP and mobile TOTAL Solution TAS AS TAS 4 4 4 3 16 16 12 12 12 12 4 4 4 12 16 12 16 16 3 12 12 12 4 16 16 4 16 12 3 9 175 168 Comment: Solution 01 - "Re-training workforce" – that has a higher number of points should be selected 77 d Network infrastructure: Enhance 3G coverage or increase quality and expand 3G coverage Table 4.9: QSMP matrix about network infrastructure Solutions Important points Classificatio n Internal factors Modern Technology Large-scale telecommunication networks Implementation of investment projects Revenue growth Qualified workforce Higher rate of capital investment Weak in research and development work Structure External factors Increasing the number of customers Age structure of young clients Qualifications and experience of science and technology is high Telecommunications technology development towards the world of IP and mobile Strong competition from other telecom companies Infrastructure BTS installation TOTAL Solution AS Solution TAS AS TAS 4 3 3 4 12 12 8 3 3 4 12 12 12 12 3 3 9 12 12 12 12 12 2 4 12 131 16 143 As a result, by the number of options to consider, but quality increase and extending 3G coverage with higher points should be selected This is consistent with the trend of network development for implementing best 3G services, the demand for 3G customers increased rapidly, sales data and utilities accounted for 30% share in 2012, and competitors have shifted the focus of their business to 3G services market strongly as Viettel and Mobifone 3.2 Implementation solutions With the results of the analysis of environmental activities, operations of the Vinaphone Company and development strategy of Vinaphone Company until 2018, 78 we strongly suggest following some solutions to help to make good the chosen strategy 3.2.1.1 Market development Students and rural markets are almost no interest for Vinaphone operators, whereas, which they accounted for nearly 70% Therefore, if Vinaphone wants to expand its market in this market, it should have more product lines with moderate prices; focus on customer groups with low and moderate income With the average price level, to ensure a profit, the company should take measures to reduce production costs or charges, apply appropriate policies while ensuring the quality of their products Besides, Vinaphone should take consideration to middle market and luxury; this is the traditional markets of Vinaphone since the living standards of the people of Vietnam are now increasingly rising On the other hand, this market segment will bring many benefits, such as increased sales, profitability, enhance brand value for Vinaphone Vinaphone measures to build surveys and market research to provide appropriate price to compete with other carriers, but still have to ensure profitability 3.2.1.2 Products and services development: As the first 3G service provider in Vietnam is considered the major advantage of Vinaphone Right after deployment, Vinaphone has attracted large number of customers who are looking forward to experience 3G services on the network and Vinaphone initially confirmed the quality of its products and services through the reaches 2-year prize for the best 3G quality services Until now, Vinaphone makes a difference in its products and services Therefore, in the period 2013-2018, Vinaphone urgently needs to build business models that are attractive to service providers and does business cooperation with parties under the new model and strong attraction Currently, the content services offered on the Vinaphone network is deployed under three models as follows: Profit sharing (Revenue Share Model) with the official content service provider (direct contract with Vinaphone), utilities, and household products increase 79 Provide premium equipment for the transmission of digital content of independent content provider (Independent CP) Buy copyright of content service provider and provide services under the brand name of Vinaphone Make links with the domestic provided software applications and abroad (Global Application Service Provider/Local ASP) Vinaphone through links with partner ASP to provide technology platform for basic content services worldwide, will minimize the investment costs of the service providers and foreign content, help them to participate easily in the Vietnam market However, to create differentiation, Vinaphone also needs to identify the critical services to the signing of full-time or temporary exclusive contracts For potential service providers in Vietnam, Vinaphone will promote cooperation with the ASP since Vietnam enterprises operate, simplify entry into the provision of content services, and provide an easy environment for the provision of compelling services with interesting content Deploy Web sites to provide content services for open operating system (Open OS), Vinaphone needs to develop Web site (content store) and offers software for open operating systems such as Symbian OS, Android, Windows Mobile Vinaphone will assume the charge to use the content and services, which help individuals and units operating in Vietnam in the field of software to facilitate business expansion opportunities This model will provide an opportunity for software vendors to participate easily in the content services market for mobile devices Vinaphone must perform research and provide the products, policies carry different and exclusive properties 3.2.1.3 Human resources development In terms of human resources strategy for the company in general and the development team for value-added services on 3G in particular: to implement the selected strategy, Vinaphone needs to have training plan to improve human resources available to meet the new requirements of highly qualified personnel 80 Understand knowledge of IT and telecommunications equally and understand the Vinaphone network Necessary elements for the implementation of this strategy include planning human resource development, job analysis, recruitment, training, human resources arrangements, wages and welfare policy an appropriate HR strategy in the future will help to ensure Vinaphone resources for the development of value added services, in particular, as well as for the development of the Vinaphone Company in general Renovate organization: optimal, complete and flexible; clear division of responsibilities, with specific assessment; enhance coordination, to meet the fastest, best quality service and fully satisfy the needs of customers; initiative, improving competitiveness, flexibility before the development of enterprises Renewal of wage and labor is very important for the company to develop mechanisms and pay appropriate rewards to encourage and attract highly qualified workers New mechanisms need to pay attention to the fairness that cannot be indiscriminate, reflect the value and equity in the enterprise, encouraging staff; associated with job performance, simply, understandable and consistent with other management tools; all written, transparent and systematic Training meets specific needs and develops the Company's business activities; need to build a training plan for the next year to take firm steps in the talented training team, especially leading experts, managers; planning and implementation of investment projects, network managers, finance, and customer care team In addition, it is necessary to conduct training for professional staff in each specific field 3.2.1.4 Invest network infrastructure If an enterprise wants to well, it has to sell goods, especially for 3G services, it is invisible and requires quality infrastructure to ensure the best quality Therefore, companies need to develop priorities for the City network, commercial, industrial areas, or focus city government agencies, commercial businesses, industry, tourism and services cases, areas with high population density in the county or district On the other hand, in rural areas, Vinaphone should have all the plans to capture this market so it is necessary to deploy large and deep in rural, 81 regional and remote areas, where broadband is not wired to meet demand broadband services, internet access, meet development goals and objectives of the Government Continue to complete coverage (indoor) 100% of quality assurance for 3G services in administrative, trade and residential areas in large cities, provincial centers (the provincial capital) and a number of districts Vinaphone needs to strengthen business cooperation with qualified partners and financial resources to alleviate the financial burden on network investment In summary, Vinaphone needs to upgrade the total number of 3G base stations throughout the network, based on priority focus areas such as HN, HCMC 3.2.1.5 Distribution channel To develop distribution channels, Vinaphone needs to diversify and develop distribution channels in both forms of direct distribution channels, indirect distribution channels and focused solutions Build regulations, policies and development of service delivery agents across the country in a synchronous manner, while ensure consistency of economic activity that can adapt quickly to changing market Apply the open discount policy; create conditions to encourage general agents and retail outlets actively in the sales and service delivery Build rules of attractive reward for the units of distribution channels to stimulate sales, referral services for customers Therefore, when performing synchronous solutions to develope distribution channels, Vinaphone will optimize distribution channels, geographical areas and expand market coverage; optimize the position of the agent, welding doors, retail outlets to serve the sales and business development of the enterprises 3.2.1.6 Define strategic control mechanism Market is always evolving and constantly changing, the rapid development of science and technology launched more products and new services Therefore, the strategy should be flexible and appropriate to the new situation To this, there must be control mechanisms to avoid deviation strategies and achieve its objectives; the sales department may need regular research reports, market analysis for timely 82 adjustments General Staff Department implements to receive the strategy report then analyze and give advice to the leadership for decisions with necessary adjustments All production activities and trading 3G services should be tested, and frequently evaluated for the drastic adjustments in time 3.2.1.7 A number of recommendations to VNPT Group and State agencies While Vietnam's economy is showing signs of recovery, the enterprises need to be fully aware of the opportunities and challenges to continue innovation and development However, it should has the policy from the State agency that helps state-owned enterprises like Vinaphone implement business strategies for 3G services in the new period VNPT empowers independent and self-management, executive sales channels, not just the status that Vinaphone coordinates products such as current supplies, and distribution channels run by the executive management of the provincial VNPT This also means that dividing the internal mechanism (mechanism 46) between Vinaphone and provincial VNPT and switch-sharing mechanism under economic contracts ensure Vinaphone grasp the market and care customers while ensuring the competitiveness and efficiency of the distribution channel About State: Ministry of Information and Communication should quickly approve the restructuring plan of VNPT Group in 2013 to identify new organizational models as prerequisite for the successful deployment of Vinaphone for 3G strategies, stage 2013 - 2018 83 CONCLUSION Therefore, the business strategy is of particular importance for the survival and development of an enterprise An effective business strategy helps enterprise follow the direction and destination of its choice in order to achieve certain success in the marketplace and confirm their position For each stage of market development, the company needs to have specific strategies and clearly grasp the opportunity to develop the latter and avoid the lag Business Strategy for 3G services of Vinaphone in stage 2013-2018 is very important for a large telecommunications network during this period During the implementation of essays, thanks to the help of leaders, officers and employees of the company, especially the Department of Business, Accounting Department, Development of VAT Services Center, Vinaphone Management Hanoi, center of planning and network development along with thoroughly instructed by Dr Ngo Thi Tuyet Mai Based on the knowledge gained during the learning process, I have completed this graduation thesis I am not confident that the subject can make the completely correct and effective solution, give immediate result in the business strategy of the Vinaphone Company It is just a comparison, comparison between actual and learned knowledge to offer comments, suggestions for the development of the business strategy for 3G services Moreover, due to limited time to learn, research and professional knowledge, thesis topic certainly has unavoidable errors I hope that teachers, friends and staff of Vinaphone Company have reviewed and commented so that I can further improve subject knowledge as well as my own Thank you very much! REFERENCES a The materials on Vinaphone Telecommunications Services Company 84 b The documents related to 3G services of Vinaphone Telecommunications Services Company c Syllabus Strategic Management -Editor: ASS Prof, Dr.Ngo Kim Thanh, ASS Prof, Dr Le Van Tam d Vu Thanh Hung, ASS Prof, Dr of University of Hanoi National Economics, Lecture of PGSM program e ASS Prof, Dr Le The Gioi Nguyen Thanh Liem-MA Tran Huu Hai, Strategic Management, intellectual Publisher, 2011 f Hoang Van Hai, Strategic Management, Publishing House, Hanoi National University g Charlene M.Solomon - Michael S.Schell, Managing across cultures, Mc Graw Hill Publishers released in 2009 h STEVEN SILBIGER, MBA for leaders, Synthetic publisher Ho Chi Minh City released in 2009 i MOHAMED EL-ERIAN, When Markets collide, Synthetic publisher Ho Chi Minh City released in 2009 j RAM CHARAN, LEADERSHIP IN THE ERA OF ECONOMIC UNCERTAINTY, Synthetic publisher Ho Chi Minh City released in 2009 k Julie Bell and Robin Pou, PERFORMANCE INTELLIGENCE AT, Synthetic publisher Ho Chi Minh City released in 2009 l Thomas L.Friedman, The World is Flat , Youngth publishing house, 2007 m The references on the Internet APPENDIX – Identify key elements in the matrix The author uses the discussion method in-depth interviews to group of experts to identify key elements of internal and external business enterprises, on the basis that the construction and matrix calculations to help analysis and choose strategy Group 1: intensive in business, including members: Nguyen Son Hai, Deputy Chief of Business Department - Vinaphone Company – VNP Nguyen Hai Son, Deputy Chief of Customer Care Department - Vinaphone Company – VNP 85 Le Thi Tuyet Minh, Deputy Chief of Accouting and Finance Department - VNP Hoàng Phi Long, Deputy Director of Charges Center - VNP Tran Anh Vu, Deputy Chief of Investment and Planning Department - VNP Nguyen Xuan Hien, Deputy Chief of value-added services - VNP Group 2: specialized organizations and networks, including the following members: Nguyen Quoc Anh, Chief of Investment Department Dương Anh Đức, Deputy technical Bui Thanh Son, Deputy Director of Vinaphone Ho Duc Hai, Director of Charge Center Nguyen Nhu Thong, Director of OMC Kim Thanh Ha, Director of Project Development Experts: Ho Cong Viet, Ph.D, Chief of Business Department, Consultant for VNP Director Ho Thang, Master Deputy Diretor of Business Do Minh Ngoc, Master Chief Accountant of VNP Company Nguyen Thi Phuong Loan, Ph.D former Director of VNP network Doan Nhat Minh, Master Deputy General Director of Information System Company FIS/FPT Ngo Minh Duc, Senior Officer of Investment Department of Mobifone Nguyen Van Tai, Huawei Viet Nam, In charge of Vinaphone’s projects APPENDIX - Conexus Mobile Alliance Conexus Alliance was established in 4/2006 providing criteria for customers using international roaming services experience as using mobile phone at home, when (following virtual home network) Up to the present time, Conexus Alliance has 10 members in 10 countries / territories Network Countries/re gions Name HongKong Hutchison Logo Network code 3(2G), 86 Macau Hutchison Macau (3G)/ Macau (2G) Japan DOCOMO DOCOMO Guam DOCOMO PACIFIC Korea KTF USA 470/ 310 470/ DOCOMO PACIFIC KT, KR KT, KTF, KR KTF Taiwan FarEasTone/ KG Telecom Singapore StarHub Thailand True Move Phillipines Smart SMART, SMART Gold Indonesia Indosat INDOSAT, MATRIX, 510-01 India MTNL CELLONE Vietnam VinaPhone TWN FET, Far EasTone StarHub True Move VN 02, 452 02 VinaPhone connects to all partners in the world With the criterion of providing good roaming service to customers in many countries around the world, VinaPhone is trying hard to expand coverage VinaPhone has international roaming agreements with over 300 networks in 100 countries and territories 87 ... listen to music, chat, and other utilities on the 3G; they require strategic quality services to best meet the wherever they go and the price is flexible, otherwise they will leave the network... characteristics and appropriate for each part of the business development, the current position of the enterprise as well as the specific requirements Therefore, enterprises need to choose carefully... Investment Deputy Director Departments Functional centers Regional areas Deputy director cum director of the center Deputy director cum director of the center Departments of center Source: Record