Marketing strategy planning a case study of s telecom company for the period from 2011 to 2016

MEIHO UNIVERSITY Graduate Institute of Business and Management MASTERS THESIS Marketing Strategy Planning - A Case Study of S Telecom Company for the period from 2011 to 2016 In partial fulfillment of the requirements for the degree of Masters of Business Administration Advisor: Dr Shao-Hsi Chung Co-advisor: Dr Le Cao Thanh Graduate Student: Nguyen Ngoc Tu December, 2010 ACKNOWLEDGMENTS This thesis could not have been done without the inputs and contributions of many people First of all, I would like to express my greatest appreciation to the Principal Office of HCMC Industrial University (HUI) as well MEIHO University (MU) for giving me the opportunity to study and research in this program The program gives us opportunity to approach modern management technology and skills which are very useful for our contribution to our country development I would like to express my deepest gratitude to my supervisor, Dr Shao-Hsi Chung for his extraordinary guidance and enormous academic during the course of my study His enthusiasm for science and people has inspired me deeply and I cannot thank him enough for all of his support and guidance I am very thankful to Dr Le Cao Thanh for his kindness on evaluating my thesis as a second supervisor and his willingness to help me whenever I need My thanks go to all Professors in MEIHO University- Taiwan and HUI- Viet Nam for providing help and stimulating a wonderful environment for study and research Thanks go to and all experts for their valuable advice on in some stages of my research Special thanks go to Phan Minh Tuan and my friends for their valuable help and friendship My deepest thanks go to my daughter and my wife for their unconditional love and encouragement during the entire period of my study I cannot thank enough my parents-in-law for their love and unconditional support in all stages of my study and life I am indebted with my parents and my sister and my younger brother for providing enormous moral and financial support I Marketing Strategy Planning - A Case Study of S Telecom Company for the period from 2011 to 2016 ABSTRACT Marketing is one of the most significant activities for the survival and development of a business as well as indispensable to the market economy It is considered as a bridge between companies and customers Companies can inform customers directly about its products and services Customers also know useful information and have more buying options so that companies will sell faster and more products In reality, many companies in Vietnam have not made efficient marketing plans, including the S Telecom Company For all above mentioned reasons , along with the explosion of marketing activities of competitors and the customers are more and more fastidious, doing search in order to find out an effective marketing strategy to help S Telecom company survive and develop is an urgent task in the current period The study has both scientific and practical aspects The first aspect is reflected in giving the basic theory in marketing, marketing-mix as well as other factors in the marketing-mix activities Furthermore, the study combines the strategic theory to solve marketing problems Practicality is reflected in the use of marketing and strategic theory, the mathematical tools, the existing resources of the company as well as environmental factors to solve problems in marketing activities business The results of research have been found two most appropriate marketing strategies for S Telecom Company Some suggested solutions for marketing strategy implication should be implemented Keywords: Marketing, Marketing – mix, Marketing Management, Marketing Strategy, Marketing Planning, Matrix, External Factors, Internal Factors, S Telecom II Marketing Strategy Planning - A Case Study of S Telecom Company for the period from 2011 to 2016 Contents ACKNOWLEDGMENTS I ABSTRACT II Contents III Tables V Figures VI Chapter1 Introduction 1.1 Background and Motivation 1.2 Research Purposes, Objectives and Questions 1.3 Research Scope and Limitations 1.4 Research Procedure 1.5 Definition of Terms 1.5.1 Strategy 1.5.2 strategic management 1.5.3 Strategic planning 1.5.4 Marketing 1.5.5 Marketing-mix 1.5.6 Marketing strategy 1.5.7 S telecom Chapter Literature Review 2.1 Marketing Strategy 2.1.1 Levels of marketing strategy 2.1.2 Types of marketing strategy 2.2 Marketing Strategy Planning 13 2.2.1 Process of marketing strategy planning 13 2.2.2 Marketing strategy formulation 14 2.2.3 Tools of marketing strategy formulation 36 Chapter Research Methodology 41 III 3.1 Research Methods 41 3.1.1 In-depth interview 41 3.1.2 Survey 42 3.2 Research Framework 43 3.3 Subjects and Sampling 46 3.3.1 Subjects 46 3.3.2 Sampling 46 3.4 Data collection 47 3.5 Reliability and Validity 48 3.6 Data Analysis 49 3.6.1 Qualitative analysis 49 3.6.2 Quantitative analysis 49 3.7 Summary of Chapter 50 Chapter Research Analysis and Findings 51 4.1 In-depth Interview 51 4.1.1 Experts’ demographics 51 4.1.2 In-depth interview data analysis and results 53 4.2 Survey 55 4.2.1 Respondents’ demographics 55 4.2.2 Validity and Reliability 57 4.2.3 Survey Data Analysis and Results 58 4.3 Determining Possible Alternative Marketing Strategies 61 4.4 Selecting the Most Appropriate Marketing Strategy 64 4.4.1 Intensive growth strategies 64 4.4.2 Integrative growth strategies 66 Chapter Conclusion, Suggestion and Petition 69 5.1 Conclusion 69 5.1.1 The vision, mission, long-term objectives and target market of S telecom 69 5.1.2 The possible marketing strategies for S telecom 70 5.1.3 The most appropriate marketing strategies for S telecom 71 5.2 Some Suggested Solutions for Marketing Strategy Implication 71 5.2.1 Market penetration strategy 71 5.2.2 Backward integration strategy 73 5.3 Petition 74 IV References 76 Attachment 1-Questionnaire 78 Attachment 2-Questionnaire 81 V Tables Table 3-1 Summary of Interviewees’ Biography .42 Table 3-2 Response Rate of Survey and In-depth Interview .48 Table 4-1 In-depth interview - Demographic Statistics with Frequency and Percentage 52 Table 4-2 Survey - Demographic Statistics with Frequency and Percentage 56 Table 4-3 Cronbach’s Alpha for Four Factors 58 Table 4-4 One-sample t test Result for Opportunities and Threats 58 Table 4-5 One-sample t test Result for Strengths and Weaknesses 60 Table 4-6 SWOT Matrix 62 Table 4-7 Intensive Growth Strategies 64 Table 4-8 Integrative Growth Strategies 66 V Figures Figure 1-1 Research Process Flow .5 Figure 2-1 The Basic Directions of Development Possibilities Figure 2-2 Three Intensive Growth Strategies: Ansoff’s Product- Market Expansion Grid 10 Figure 2-3 A Comprehensive Strategic- Management Model 14 Figure 2-4 A Comprehensive Strategy Formulation Frameworks 35 Figure 2-5 The TOWS Matrix 38 Figure 2-6 The Quantitative Strategic Planning Matrix (QSPM) 40 Figure 3-1 A Comprehensive Strategic- Management Model 44 Figure 3-2 A Comprehensive Strategy Formulation Framework 45 VI Chapter Conclusion, Suggestion and Petition 5.1 Conclusion From the planned objectives, collected data and information were used to answer to three main research questions: (1) What are S Telecom Company vision, missions, long term objectives and target market? (2) What are the possible Marketing Strategies for S Telecom Company? and (3) Which are the most appropriate Marketing Strategies for S Telecom Company? With the results from chapter 4, the study obtained the following conclusion: 5.1.1 The vision, mission, long-term objectives and target market of S telecom The vision S Telecom's vision is to become one of the best mobile communication service providers in Vietnam by integrating services, communications, and entertainment Together with brand philosophy of continuous development that considers innovation and creativity as the motivation, and the harmony between people as the premise, the core values of S Fone culture will create a comprehensive perfect whole in term of ideology foundation for an enterprise The mission To provide nationwide mobile telephony services, The missions of S Telecom's are: (1) Popularizing CDMA technology (Code Division Multiple Access) in Vietnam: supply nationwide various postal and telecommunication services using CDMA technology (2) Considering customer’s core factor for success: wishing to bring in the most diversified services, no other aims than to make customers happy and satisfied with services 69 (3) Attracting and developing human resources: create a professional, dynamic and creative working environment to help S-Fone develop stability and bring high profits for the contribution (4) Developing sustainably with partners: cooperate with the spirit of equality with other business partners to the same general direction to success (5) Building community: To contribute and participate actively in social activities to make society better and better The Long- term objectives The long-term objectives of S Telecom as following: In the future, the objectives of S Fone company is to become one of the best mobile phone network operators (infrastructure) in Vietnam (on digital information technology), dominating the first position on all indicators of credibility, reliability, the number of subscribers and growth rate S-Fone will bring its customers pride and trust because they can access and use the most advanced technology in communications with the reasonable cost The target market The most appropriate target market for S Telecom is the group of customers from the age of 16 to 24 5.1.2 The possible marketing strategies for S telecom The researcher used SWOT matrix was to generate feasible alternative marketing strategies for S Telecom, not to select or determine which marketing strategies are the best Not all of the strategies developed in the TOWS Matrix, therefore, will be selected for implementation In the SWOT matrix, there were six possible marketing strategies developed for S Telecom It includes: (1) Market penetration (The company could gain more market share with its current products in their current markets with stronger marketing efforts) matched S 2,4,6,7 with O 2,3,5, (2) Backward integration (The joint venture cooperation with handset suppliers) matched S 3,5,7 with O 1,2,4, (3) Product development (Diversification new handsets of potential interest to its current markets) matched W with O 1,2,3,5, (4) Joint venture (Changing from the old form of BCC cooperation to the new form of joint venture cooperation) matched W with T 1,3, (5) Forward integration (Expanding of 70 distribution network) matched W with T 1,2,5 and (6) Product development (Taking advantage of CDMA technology for various Value Added Services Development) matched S 1,2,4,6,7 with T 1,2,4,5 The output would be materials for the next stage: selecting the most appropriate marketing strategy for S Telecom 5.1.3 The most appropriate marketing strategies for S telecom From outcomes of SWOT matrix, the researcher used Quantitative Strategic Planning Matrix (QSPM) as a tool to evaluate alternative strategies objectively The QSPM matrix determined two most appropriate marketing strategies for S Telecom They were: (1) Market Penetration Strategy which the company could gain more market share with its current products in their current markets with stronger marketing efforts and (2) Backward Integration Strategy which the company could co-operate business venture with handset suppliers to ensure supply of handsets to the company Both these strategies are suitable for the vision, mission, long term objective and target market of S Fone However, every organization should be wary of becoming a prisoner of its own strategy, because even the best strategies become obsolete sooner or later Regular reappraisal of strategy helps management avoid complacency Objectives and strategies should be consciously developed and coordinated and should not merely evolve out of day to day operating decisions An organization with no sense of direction and no coherent strategy precipitates its own demise When an organization does not know where it wants to go, it usually ends up some place it does not want to be Every organization needs to consciously establish and communicate clear objectives and strategies (Fred, 2003) 5.2 Some Suggested Solutions for Marketing Strategy Implication 5.2.1 Market penetration strategy Strategy has been formed through analyzing the SWOT matrix by combining the strengths within internal strengths with external opportunities From the analysis, it is found that the company has not taken full of advantage of their own goods and not fully exploited their current market Thus, with the objective of the strategy while planning Market Penetration Strategy is to gain more market share with its current products in their current markets with stronger marketing efforts and the target market is mainly the Vietnamese youth 71 With the objectives of market strategies and present status, S Telecom need to build the action plans on integrated marketing communications (I.M.C) sync properly and suitably in order to maintain and develop the brand image in consumers’ mind and to achieve best effect on sales These are main activities that S Telecom has done during the last years However, planning and implementing efficiently is real problem that S Telecom has not been performed With the target market is young, images and messages built for S Fone must bring the young Vietnamese’s typical style today that is motivated, modern, constantly learning, and passionate for work, well-communicated and willing to successful in the future Since then, the media has been designed to interface with the target customer According to Phillip, 2003 the I.M.C includes: advertising, sales promotion, PR, personal selling and direct marketing In which, the most suitable tools for S Fone are: advertising, sales promotion and PR Advertising, As Phillip and Kevin, 2006 inserted that advertising is an effective tool used to build the product image in the long term, it could affect sales through the exhibitions and customers often believe that these labels advertised often must be good products Ads can be done on many kinds of media such as newspapers, magazines, radio, TV, outdoor advertising, direct mail According to the statistics of AC Nelsen, 2008, in Vietnam, 60% of consumers know news products through advertisements on TV and in newspapers Therefore, the main advertising media for S Telecom would be TV, newspapers and magazines The content of the advertising and how to advertise S Fone’s products effectively are due to the hiring of professional partners in this field, they are Saatchi & Saatchi, O & M and JWT Sales promotion Promotion is a stimulating way in short-term to encourage the purchase of a product or service (Phillip, 2003) Promotion in the mobile telecommunications services is often targeted at end user (consumers) Vietnamese consumers are very interested in promotion Moreover, recently, promotion in the mobile phone service market in Vietnam has been very competitive with discount, gift handsets, VIP cards and a lot of 72 preferential prices for consumers S Telecom needs to have various promotion campaigns to attract more customers, it is pull strategy to retain old customers and attract new customers, and especially, aim at the target consumer that is the Vietnamese youth However, the company should pay more attention to consumers’ psychology, tastes and annual budget used for marketing Public Relation (PR) These are media activities to build and protect the reputation of the company's products with the public including consumers, distributors, investors, government, press, radio, TV and others PR’s activities create the most favorable environment and conditions for selling goods at the low costs Some common PR activities are: Meeting of press, documentary films, conferences or events e.t.c The most reasonable PR’s activities for S Fone company are: _ Write reports about S Fone’s products, services on some means of media such as TV, radio, newspapers and magazines to help customers have better understanding about the superior value of products, services and S-Fone brand For example, nowadays, before the new attack on the useful 3G service of GSM mobile communication service providers, S Telecom needs to reaffirm the superior advantage of CDMA technology: they are wide broadband demanding the transmission of data (market data) and other utility services to its value added (VAS) such as internet access, TV call _ The charity activities, for example: sponsoring free Internet classrooms for schools with difficult condition in remote and mountainous areas, raising funds for the poor, awarding scholarships for the Vietnam Society of Learning promotion _ The cultural and sports events will be held in appropriate time aiming at target customer and published in popular mass media to impress and sympathize for its brand 5.2.2 Backward integration strategy With the goal of the strategy is to take tighter control over its supply, in particular, ensure the supply sources and diversify new handsets to expand market more conveniently to serve its target market The handset models must be suitable for Vietnamese’ taste and fashion Especially, the mobile phone of Vietnamese is not 73 only a tool used for hearing and making calls but also to show their social level , characteristics and lifestyles Therefore, the choice of handset models and suppliers is a very important step for the development of S Fone Company Through the survey mobile market conducted by AC Nelsen VN, 2008 some popular kinds of handsets which are the best choice of Vietnamese, especially the young people, are: Nokia, Samsung, Apple, Sony and LG With the Apple brand, it is a high-ranked brand for high income class, so S Telecom should not pay attention to it S Telecom must ensure the supply of the handsets by conducting research and inviting three leading providers of handsets in Vietnam - Nokia, Samsung and LG to cooperate as shareholders of with certain stocks and shares However, in order to limit risks in the supply of handsets, S Telecom also makes a plan for providing itself a certain amount of machines with their own brand name ordered at some prestigious factories in China or Korea In addition, S Telecom focuses on customer’s care by building customer service centers in the country, especially in Ho Chi Minh City, Hanoi and Danang, Can Tho and Daklak 5.3 Petition Previously, the regulations of Vietnam's telecommunications industry did not allow the form of a joint venture between the domestic telecom companies with foreign partners As the result, The business cooperation form between two partnersSK Telecom Korea and SPT Viet Nam was selected for S Telecom And now, the BCC form has not been appropriate anymore because SK Telecom has met difficulties in the legal conditions Especially, when the investment of foreign partner is increasing, but all legal decision such as the use of seals, making policies are due to local partners With no legal right in hand, this means that the foreign partner has little bit power in hand As the result, gradually, they are not interested in raising budget in Vietnam Therefore, the cooperation BCC form are really unsuitable for long-term growth of S Telecom It ‘s time BCC form should be replaced by other business forms that is suitable to the needs and protect the proper rights of partners under the provisions of current law With WTO accession, Vietnam is in the process of integration and performance commitments, Vietnamese law has changed and allowed foreign partners to be joint ventures with telecommunications companies in the country With the joint venture form, allocation of rights and responsibilities are very clear and the partners in the 74 joint venture will develop because they are protected under enterprise law The experts also said that the joint venture form was more advanced cooperation form than BCC form From that, the researcher suggested that S Telecom should propose to the Ministry of Information and Communications and Vietnam government are transferred from form cooperation BCC to joint venture cooperation to increase strength and competitiveness of the S Telecom in the mobile telecommunications market 75 References I English Phillip Kotler, Kenvin Lane Keller (2006) Marketing Management New Jersey: Pearson Prentice Hall, Pearson International Edition Phillip Kotler (2003) Marketing Essentials Northwestern University Phillip Kotler (1988) Principles of Marketing PHI, New Delhi Third Edition Courtland, L Bovee, John V Thill Marketing, McGraw Hill, 1992 Susan P.Douglas, C Samuel Craig Global Marketing Strategy McGraw Hill Singapore, 1995 Joseph P Guiltinan, Gordon W Paul Marketing Management, Strategies and Programs McGraw Hill, 1992 5th Edition Fred R David (2003) Strategic Management, Concepts & Case New Jersey: Prentice Hall, Ninth Edition Mintzberg, H., Quinn, J.B., Voyver, J., (1995) The Strategy Process Collegiate Ed Prentice Hall Charlers, W.L.H., Gareth, R.J., (2002) Strategic Management Houghton Mifflin 5th Edition Porter, M.E (1998) Competitive Strategy New York Charles D Schewe, Alexander Watson Hiam (2007) The Portable MBA in Marketing John Wiley & Sons, Inc Harvard Business School (2005) Strategy Harvard Business School Publishing Corporation Harvard Business School (2006) Marketer’s Toolkit Harvard Business School Publishing Corporation Johnson, G., Scholes, K (1999) Exploring Corporate Strategy Prentice Hall Europe 5th Edition AC Nielsen (2005), Research Methodology, Credential 2005 AC Nielsen (2005), Quantitative Research, U&A Study in June 2005 AC Nielsen (2008), Usage and Attitude Survey TNS (2007), Brand and Advertising Tracking Study on Mobile Phone Service 76 Providers http://www.iun.edu/~bnwcls/j401/ie.doc http://www.soopertutorials.com/business/strategic-management/1568-quantitativestrategic-planning-matrix-qspm.html http://www.zainbooks.com/books/management/strategic-management_12_ifematrix.html http://industry-scope.blogspot.com/2007/04/click-image-to-enlarge-sample-file.html http://www.holah.karoo.net/quantitativequalitative.htm http://docs.google.com/ http://www.psy.dmu.ac.uk/michael/qual_aims.htm II Vietnamese Nguyễn Thị Liên Diệp, (2006) Chiến lược Chính sách kinh doanh NXB Lao động Đoàn Thị Hồng Vân, (2010) Quản trị Chiến lược NXB Thống kê Vũ Thế Phú, (1998) Quản trị Marketing Lưu Văn Nghiêm, (2008) Marketing dịch vụ NXB Đại học Kinh tế Quốc dân Trần Thị Ngọc Trang, (2008) Quản trị Chiêu thị NXB Lao động Nhóm Tác giả Trường ĐH Kinh tế HCM, (2009) Marketing NXB Lao động http://www.scribd.com/doc/7133813/Thuyet-Trinh-Nhom-8-a-Chot-Lai http://vietbao.vn/Kinh-te/ http://vneconomy.vn/ http://www.vnep.org.vn/ http://www.tin247.com/dai_loan_van_la_nha_dau_tu_lon_nhat_vao_viet_nam-321466015.html http://vietnamnet.vn/ http://news.goonline.vn/622-8435/247/100-trieu-thue-bao-di-dong-mung-hut.htm http://www.ebrandium.com/thu-vien/marketing/mo-hinh-pest-trong-nghien-cuu-moitruong-vi-mo.html 77 Attachment 1-Questionnaire MEIHO UNIVERSITY GRADUATE INSTITUTE OF BUSINESS AND MANAGEMENT 23, Pingkuang Road, Neipu, Pingtung 912, Taiwan R.O.C Marketing Strategy Planning - A Case Study of S Telecom Company for the period from 2011 to 2016 October, 2010 Dear Sir/Madam, My name is Nguyen Ngoc Tu I am a 2nd-year graduate student of Graduate Institute of Business and Management, associated between Meiho University in Taiwan (MU Taiwan) and Ho Chi Minh city University of Industry (HUI Viet Nam) I am conducting the research “Marketing Strategy Planning - A Case Study of S Telecom Company for the period from 2011 to 2016” as a partial fulfillment of the graduation requirements for the Executive Master of Business Administration (EMBA) program at Meiho University in Taiwan (MU Taiwan) and Ho Chi Minh city University of Industry (HUI Viet Nam) This study aims to plan marketing strategy for S Telecom Company I am highly appreciated your precious energy and time spent on completing this survey questionnaires Your time, answers and experiences are greatly valuable contribution to the outcomes of the research All information provided will be treated as confidential The findings would be useful for all the stakeholders of the program It is so grateful to receive your response with completely filled to me before the end of October, 2010 For further information, please feel free to contact me via my email address: tunguyen1080@yahoo.com Thank you very much for your attention and help! Best regards, Nguyen Ngoc Tu 2nd- year graduate student, Graduate Institute of Business Management, Meiho University, Taiwan (R.O.C) Chung Shao Hsi, PhD Advisor, and Professor, Graduate Institute of Business and Management, Meiho University, Taiwan (R.O.C) 78 PART I: GENERAL INFORMATION Gender Male Female Your age is Under 30 From 30 to 39 From 40 to 50 Over 50 The time you have worked is to 10 years 11 to 20 years years 21 to 30 years Over 30 Education Doctor Other Your major is Business Administration Other Your present position is Director Other Master Bachelor Strategy Manager Marketing Specialist PART II: QUESTIONS FOR EXTERNAL ENVIRONMENT Items are assumed statements of your intention and willingness Please circle the numbers corresponding with your degree of agreement to each item with the denoted scale: “1”= Strongly disagree; “2”= Disagree; “3”= Neutral; “4”= Agree; “5” = Strongly agree OPPORTUNITIES The world’s economy as well as Vietnam’s economy has been recovered gradually after the world economic crisis Viet Nam began to implement WTO commitments The structure of Vietnam population is young and dynamic 5 Telecommunications market in Vietnam is developing with high speed The need using the telephone is increasing rapidly The customers demand using the Value Added Services has increased a lot Customers often love to use low-cost services The Ministry of Post and Telecommunications has restricted the rate of discount promotion 79 THREATS Not many consumers highly appreciate the quality of S Fone mobile New mobile telecommunications providers have joined in the market Other competitors in mobile telecommunications service have applied 3G Mobile telecommunications technology Have strong competition in nationwide mobile telephony providers such as Mobifone, Vinaphone, Viettel and Beeline and so on 5 Government has applied new forms of mobile telecommunications services with overseas partners, and therefore the old business cooperation- BCC becomes backward Customers are more and more fastidious and are not loyal to The company has faced to the development of telecommunications technology Thank you for your help! 80 Attachment 2-Questionnaire MEIHO UNIVERSITY GRADUATE INSTITUTE OF BUSINESS AND MANAGEMENT 23, Pingkuang Road, Neipu, Pingtung 912, Taiwan R.O.C Marketing Strategy Planning - A Case Study of S Telecom Company for the period from 2011 to 2016 October, 2010 Dear Sir/Madam, My name is Nguyen Ngoc Tu I am a 2nd-year graduate student of Graduate Institute of Business and Management, associated between Meiho University in Taiwan (MU Taiwan) and Ho Chi Minh city University of Industry (HUI Viet Nam) I am conducting the research “Marketing Strategy Planning - A Case Study of S Telecom Company for the period from 2011 to 2016” as a partial fulfillment of the graduation requirements for the Executive Master of Business Administration (EMBA) program at Meiho University in Taiwan (MU Taiwan) and Ho Chi Minh city University of Industry (HUI Viet Nam) This study aims to plan marketing strategy for S Telecom Company I am highly appreciated your precious energy and time spent on completing this survey questionnaires Your time, answers and experiences are greatly valuable contribution to the outcomes of the research All information provided will be treated as confidential The findings would be useful for all the stakeholders of the program It is so grateful to receive your response with completely filled to me before the end of October, 2010 For further information, please feel free to contact me via my email address: tunguyen1080@yahoo.com Thank you very much for your attention and help! Best regards, Nguyen Ngoc Tu 2nd- year graduate student, Graduate Institute of Business Management, Meiho University, Taiwan (R.O.C) Chung Shao Hsi, PhD Advisor, and Professor, Graduate Institute of Business and Management, Meiho University, Taiwan (R.O.C) 81 PART I: GENERAL INFORMATION Gender Male Female Your age is Under 30 From 30 to 39 From 40 to 50 Over 50 The time you have worked is to 10 years 11 to 20 years years 21 to 30 years Over 30 10 Education Doctor Other 11 Your major is Business Administration Other 12 Your present position is Director Other Master Bachelor Strategy Manager Marketing Specialist PART II: QUESTIONS FOR INTERNAL ENVIRONMENT Items are assumed statements of your intention and willingness Please circle the numbers corresponding with your degree of agreement to each item with the denoted scale: “1”= Strongly disagree; “2”= Disagree; “3”= Neutral; “4”= Agree; “5” = Strongly agree Items are assumed statements of your intention and willingness Please circle the numbers corresponding with your degree of agreement to each item with the denoted scale: “1”= Strongly disagree; “2”= Disagree; “3”= Neutral; “4”= Agree; “5” = Strongly agree STRENGTHS First national cellular mobile phone network using CDMA technology (Code Division Multiple Access) in Vietnam Strong financial resources Providing various Value Added Services Applying attractive promotion programs 5 Well-known trademark Good customer services 82 Active, dynamic and creative human resources Good working environment A lot of experienced Korean advisers and experts 10 Cheap handset and tariff 11 Good relationships with suppliers and marketing intermediaries WEAKNESSES The coverage of mobile waves in the country is not high The handsets of the company are not diversified The density of distribution network in the country is not high Decentralization between the partners in the forms of BCC cooperation 5 Have not good relationship with Vietnam government Have not built any effective strategy for the company Departments in the company have not got close relationship Thank you for your help! 83 ... has chosen the theme: "Marketing Strategy Planning - A Case Study of S Telecom Company for the period from 2011 to 2016" The study has both scientific and practical aspects The first aspect is... Marketing Strategy: Definitions of Marketing Strategy, Levels of marketing strategy and Types of marketing strategy (2) Marketing Strategy Planning: Process of Marketing Strategy Planning, Marketing Strategy. .. critical success factor) Step 6: Compute the Sum Total Attractiveness Score Add Total Attractiveness Scores in each strategy column of the QSPM The Sum Total Attractiveness Scores reveal which strategy