DỰ án mở RỘNG HOẠT ĐỘNG KINH DOANH của VIETTEL GLOBAL tại MALAYSIA

Trường Đại học Kinh tê - Luật Khoa Kinh tê đối ngoại ^^ £Q ^^ BÀI BÁO CÁO MƠN QUẢN TRỊ TÀI CHÍNH CÔNG TY ĐA QUỐC GIA DỰ ÁN MỞ RỘNG HOẠT ĐỘNG KINH DOANH CỦA VIETTEL GLOBAL TẠI MALAYSIA Giảng viên hướng dân: Th.S Phùng Tuân Thành N hó m th ực hi ện : Đinh Trịnh Bảo Khánh K174070991 Lê Thị ThảoK174080992 Linh Lê Bùi Thảo Nguyên K174080997 Tp Hồ Chí Minh, 25/04/2020 Contents INTRODUCTION I OVERVIEW OF VIETTEL GROUP & VIETTEL GLOBAL 1.1 Viettel Group 1.2 Viettel Global II Introduction to project 2.1 Basis of project formation 2.2 Overview 2.3 Objectives and results 2.4 Products and Services 2.5 Target Market III Business environment analysis 3.1 Internal environment analysis 3.1.1 Financial standing 3.1.2 Human resources 3.1.3 Technology 3.2 External environment analysis 3.2.1 Malaysia’s Telecommunication infrastructure 3.2.2 Policy 3.2.3 Exchange rate 3.2.4 Competitors IV Draft financial strategy 4.1 Economic assumption 4.2 Draft initial investment costs 4.3 Plan for repayment of the loan Principal and interests 4.4 Draft revenue 4.5 Profit and loss estimation 4.6 Financial efficiency V Risk of the project evaluation 5.1 Risk of competitors 5.2 Risk of technological change 5.3 Risk of economic recession VI Business Model 6.1 Target customer 6.2 Target value 6.3 Distribution channels 6.4 Customer relationships 6.5 Revenue streams 6.6 Main human resources 6.7 Price strategies VII Conclusion and recommendations 7.1 Conclusion 7.2 SWOT model 7.3 Proposed solution References: APPENDIX STUDYING GROUP LIST OF TABLES Table 1: Table 2: Table 3: Table 4: Table 5: Table 6: Table 7: Table 8: Table 9: Business results of Viettel Global (2017-2019) .8 Financial ratios of Viettel Global (2017 -2019) Draft initial investment costs .17 Time to disburse investment Capital 17 Plan for repayment of the loan Principal and interests 18 Project revenue estimation 19 Profit and loss estimation 20 Financial efficiency .21 Financial efficiency .22 LIST OF FIGURES Figure 1.1: Figure 3.2: Figure 3.3: Figure 3.4: Figure 5.1: The results and success of Viettel Global in foreign market .6 Exchange rate of Vietnamdong and Ringgit Malaysia (2017 -2020) 13 Telecommunications sector revenue 2018 vis-à-vis 2017 14 Market share of mobile subscribers in Malaysia in 2018 .14 Market share of telecommunication company in Malaysia in2019 23 LIST OF ACRONYMS ST Từ viết tắt T CF Tên đầy đủ Cash flow EBIT Earning before Interest and Tax EBT Earning before Tax GB Gygabyte 11 IRR Internal Rate of Return 13 MNCs 14 NPV Net Present Value 19 TIP Total Investmen Point of view 21 TPP Payback period 23 VND Việt Nam đồng 24 RM Multinational Coporation Ringgit Malaysia INTRODUCTION Foreign direct investment is a basic feature of the current world economy Developing and underdeveloped countries are also fully capable and have many opportunities to invest directly abroad, even invest in developed countries if investors and enterprises are creative, take the initiative, and appreciate correctly the opportunities Moreover, foreign direct investment also creates favorable conditions for businesses to improve themselves, contribute to economic development, and complete economic policies of the country In recent years, our government has issued many guidelines and policies to optimize the benefits of this type of capital flow of international investment Offshore investment in general and foreign direct investment in particular help businesses of developing countries get used to and gradually adapt to regional and world markets Therefore, many Vietnamese enterprises choose to invest abroad with the desire to create new opportunities, in which direct investment abroad is a fairly common form Vietnam's direct investment abroad has tended to increase This is the potential activities that not only helps businesses expand their markets to recovery and contribute to the country's development, but also contributes to enhancing Vietnam's position in the process of international economic integration, especially after The Coronavirus pandemic (COVID-19) In the field of information technology and telecommunications, Vietnam has many strong businesses including Viettel Group The goal of expanding markets abroad is developing and underdeveloped countries Based on all the above, the project “EXPANSION PLAN - MINXITEL” of Viettel Global (a subsidiary of Viettel Group) was built The following assignment is the analysis of the feasibility of the project I OVERVIEW OF VIETTEL GROUP & VIETTEL GLOBAL 1.1 Viettel Group Viettel Group is currently the largest telecommunications group in Vietnam with 76 million customers The group consists of more than 20 subsidiary companies running different types of business including telecom, investment, real estates, foreign trade and technical services 1.2 Viettel Global In 2006, Viettel Group decided to extend its business to overseas looking for more potential markets Viettel Global was established October 2006 with a vision and responsibility of turning Viettel into a strong telecommunications group on international stage After years of development, Viettel Global is one of the biggest Vietnamese overseas investors It is now operating telecommunications companies in countries across Asia, Africa and Asia with total population of over 175 millions and 13 million customers Viettel Global embraces a sustainable investment strategy that balances the benefits of corporate, governments, the people and customers They invest in strong network infrastructure covering nationwide and widespread supplying chain to every village so that our services are accessible to all people in those countries regardless of their locations and income conditions Besides, thanks to the long-term experience from operating telecom business in Vietnam and firm financial foundation of Viettel Group Viettel Global can master and apply the latest technology and diversify our services Viettel Global is proving its competences through the success of its subsidiaries when most of them taking the leading positions in their national telecom markets in term of subscribers/ revenue/ infrastructure, for instance, Metfone in Cambodia, Telemor in Timor-Leste or Movitel in Mozambique Figure 1.1: The results and success of Viettel Global in foreign market II Introduction to project 2.1 Basis of project formation Vietnamese enterprises face fierce competition not only from domestic enterprises big multinationals in the era of growing international business In this context, many Vietnamese but also from firms have bravely invested, reached out to dominate foreign markets and have achieved many successes Especially in the field of telecommunications and information technology, Viettel Global JSC (Viettel Group) is a pioneer in the expansion of the market to international scope and won many victories After more than 30 years of establishment and development, Viettel Telecom has been present in 64 provinces and cities across the country and is now one of the most reputable and popular telecommunications and Internet service providers in Vietnam and regions Moreover, in 2019, Viettel has become one of the top 15 largest telecommunications companies in the world in terms of subscribers Besides, the company has been making its mark on the international arena with Therefore, the project "Minxitel of Viettel Malaysia Telecommunication Joint Stock Company" was established a subsidiary of Viettel Global to provide telecommunication services in Malaysia Not only that, but Viettel Malaysia will also be a premise to expand the market in other countries in ASEAN The project is the mission of making Viettel is in the top 10 largest telecommunications company 2.2 Overview • Name: Minxitel - Coming to Malaysia • Vietnamese name: Minxitel - Gia nhập thị trường Malaysia • Form of business: Limited Liability Company (100% Capital of Viettel) • Market selection: Malaysia is the telecommunications provision business and consumer market • Business areas: Providing mobile equipment (wifi router, SIM card, 4.5G) • Investment: 1.5 billion Malaysia Ringgit consumer market and manufacturing the Internet However, the main activity telecommunications services, Internet market is the (TV) services, telecommunications services, 2.3 Objectives and results • Legalizing business licensed under the Laws of the host country • Setting up the network infrastructure and the provision of Internet (5G) more widely to raise the proportion of people using the Internet • Expanding business areas in the host country: digital wallet system, shipping, • Occupying 5% market share after year of operation, each year increases from 0.5% - 2%, item by 2030 reaching 15% market share nationwide • Ranked among the top telecom companies in Malaysia by 2030 • Payback period: 10 years • The rate of return on annual revenue reaches from 3% to 6% 2.4 Products and Services Individual Customer: final consumers of the service Viettel Global aims to target customers at the age of 15 - 30 years old (64% internet users in Malaysia), to take advantage of the interest in experiencing new things and high demand for telecommunications and internet Services of this group Business Client: authorized agents, organizations using telephone service, intranet-wifi This is a group of customers with high requirements for discounts, the stability of intranet services, security According to Malaysian Communications and Multimedia Commission’s report (Commission, 2018), 70.4% of Internet users are employed, including self-employed 2.5 Target Market Viettel concentrates on mass investment on a large scale and in remote areas This is a strategic plan of Viettel Global when entering new market Although Malaysia has a concentrated population structure in urban areas which is 2/3 of the population, with an urbanization rate of 75%, Viettel Global will start from rural areas, then urban after building huge penetrated facilities Malaysia is a market with a large customer base, while 86% of the population is considered using the Internet in 2023 and each user can subscribe up to SIM cards per service provider (Muller, Malaysia: internet user penetration 2017-2023, 2019) III Business environment analysis 3.1 Internal environment analysis 3.1.1 Financial standing Table 1: Business results of Viettel Global (2017-2019) Target 2017 Value (million Dong) 2018 Ratio (%) Value (Million Dong) 2019 Ratio Value Ratio (Million Dong) (%) (%) Gross Revenue 19,023,1 67 - 16,866,95 -11.3 17,047,385 1.07 Provide service 15,160,4 05 79.7 15,534,74 92.1 15,248,231 89.4 Cost 19,504,2 25 - 17,937,88 -8.03 15,746,614 -12.2 % Cost/Gross Revenue - 102.5 - 106.3 - 92.37 V Risk of the project evaluation 5.1 Risk of competitors TM, Maxis, Digi, and Celcom are big companies operating quite effectively in the field of telecommunications in Malaysia with available resources and deep understand domestic market The fierce competition from these competitors is unavoidable Moreover, the resources of technology, finance and management have not met the development needs yet and Malaysia government is proactively promoting investments in the digital economy and offering tax incentives, including fixed capital tax exemptions when purchasing information and communication technology equipment and software for digital transformation Therefore, major international telecommunication enterprises such as SK telecom are investing in this market and this is a great opportunity, as well as a big challenge for Minxitel of Viettel Figure 5.1: Market share of telecommunication company in Malaysia in 2019 5.2 Risk of technological change Telecommunications is one of the fields with the fastest and most remarkable development in the history of the modern world Therefore, the technology of telecommunications is constantly innovating day by day, requiring businesses to always actively seek ways to catch up with the trend, daily self-development to survive and develop Some trends that may occur in the future such as 5G; eSIM which can automatically switches to a new telecommunications service provider whenever the users moves to another country, the technology could also lead to the creation of virtual phone service companies to replace existing service providers or satellite calls will be able to gradually replace regular calls, Requiring businesses to always have backup solutions to develop compliance suitably To prevent risks related to technological change, the company has deducted 10% of its annual profits into the R&D department as well as plans to collaborate with the device manufacturers 5.3 Risk of economic recession According to the rankings of Maybank Kim Eng Securities, Malaysia is the most vulnerable economy because it has high leverage indices on consumer debt, external debt, and public debt which is near the ceiling rate Specifically, Bank Negara Malaysia (BNM) said, Malaysia's GDP is forecast to grow from negative 2% to 0.5% this year, a serious decrease compared to 4.3% growth in 2019 and BNM noted the continued economic risk of decline due to untinished trade negotiations, geopolitical risks, as well as domestic factors such as weak business Implementation of projects is delayed and it is estimated that 2.4 millions people will be unemployed (MIER) (Vũ, 2020) These lead to big risks of reducing revenues, increasing tinancial costs, risks of tinancial investments and exchange rate risks However, Malaysia's economy to bounce back to percent in 2021 (IMF) (Malaysia's economy to bounce back to percent in 2021, says IMF, 2020) VI Business Model 6.1 Target customer Minxitel identifies its business activities associated with the mass market, customer segment targeting all users of telecommunications services in Malaysia, regardless of status, the rich and the poor 6.2 Target value Minxitel desires to bring telecommunications infrastructure and networks including 3G, 4G and 4.5G mobile broadband Internet throughout Malaysia, helping all people in the most remote places possible Routing connection, new internet connection with a variety of prices, suitable for all types of customers, contribute to the development and improvement of the quality of life of malaysian people 6.3 Distribution channels Traditional channel: Authorized dealer, transaction center of Viettel This is an exclusive business unit of translated products cases and images of Viettel At the same time, they have the right to decide build your own distribution network Online channel: Website This is the official channel of Viettel With the aim of providing the most convenient and fast product to customers Here, customers can buy and bar Pay online and receive sim cards at authorized stores of Viettel Other intermediary channels: convenience stores, supermarkets, collaborators Their main task is to maximize the retail market share in the South Africa by direct access to end customers under the control of the distributor 6.4 Customer relationships Criteria for approaching business "for customers first, for oneself after" Flexible range of image promotion and especially a friendly, caring customer care strategy Minxitel has special promotions for customers For example, we are ready to provide our customers with unlimited data usage Simple services, instead of having 100 packages, Minxitel will be shortened to a few packages 6.5 Revenue streams Minxitel's main revenue sources are various forms of service provision: prepaid services, postpaid services, Data services, value added services, International services, etc to meet all needs of customer Currently, besides providing Viettel mobile services, it also sells Internet services and devices related to wireless networks: Provides Internet TV services: Internet FTTH, Interactive Digital Television Trading in equipment: equipment providing 4G Wifi Router, digital sim card 6.6 Main human resources In terms of human resources, Malaysia's highly qualified human resources accounts for 27%, the target is 35% by 2020 Therefore, the supply of knowledge labor here is completely consistent with the field that FPTSA wants to invest Besides, the human resources that Minxitel has available are also very large, Minxitel owns Minxitel a large team of young technology engineers, capable of learning new technologies quickly with more than 16,000 technology engineers In addition, the company owns the training facility system, applies the most advanced training technology, provides high quality human resources, associated with the telecommunications industry practices 6.7 Price strategies During the time of market penetration, Minxitel carried out a lot of continuous discount and discount campaigns for new customers to promote business activities, attract new customers and compete directly with the network operators such as Telekom Malaysia, TIME dotCom Berhad, accepted at the initial loss After acquiring a stable customer base, Minxitel began shifting promotional campaigns towards retention by discounting and discounting monthly packages VII Conclusion and recommendations 7.1 Conclusion After analyzing the financial capacity of FPT Telecom and studying the business environment in South Africa "Viettel Global’s business expansion project in Malaysia is a feasible project with the following reasons: Financial resources from Viettel Group as well as the good application of tinancial leverage provide Viettel Malaysia with a large investment capital Malaysia is an attractive market for telecommunications with a relatively high demand for telecommunications services in region This is an opportunity for Viettel to affirm its brand in Malaysia in particular and ASEAN in general Legal policies in Malaysia are relatively stable and create many opportunities for foreigninvested businesses Financial performance indicators show that the project is profitable Payback period within 10 years, NPV positive, IRR 11% 7.2 SWOT model Strengths (Strengths - S) S1: Viettel has a branch in Southeast Asia Therefore, it will reduce the cost of entering the market in Southeast Asia, specifically Malaysia S2: With the prestige of development speed and shareholders' meeting (Vietnamese government), Viettel Group is easy to mobilize capital from investors S3: The quality of service and the quality of customer care have been proved by the success of subsidiaries in Southeast Asia (including Metfone, Unitel, Mytel, Telemor) and other international markets S4: Human resources operate in the traditional "way of doing soldier", forming discipline and determination to overcome difficulties As a result, each Viettel employee can be ready to go when the country needs it and Viettel can reach the world S5: Various intermediary sales channels: direct, collaborators, convenience stores, authorized agents, S6: There is high trust of customers for the company's products and services S7: Viettel owns a large capital source, has a competitive advantage, competitive pricing strategy combined with preferential packages for new and loyal customers S8: Smart marketing strategy with the image of farmers holding mobile phones everywhere has become close, helping to attract a large number of customers from the countryside Weakness (Weaknesses - W) W1: Investment in many areas leads to a loss of concentration in capital resources and in capital management and ineffective business activities W2: The brand name is not widely known in Malaysia W3: The competitiveness of service quality and price is limited Opportunities (Opportunities - O) O1: The Government is encouraging domestic enterprises with economic potential to expand cooperative investment abroad to expand market share and gradually penetrate the international market after Vietnam joins the WTO O2: The demand for communication is increasing Although the communications industry has grown strongly, there are still many opportunities for Viettel, especially in some developing countries and have close cooperation with Vietnam such as Malaysia O3: It is easy to attract consumers with the pricing policy because Malaysian consumers are willing to use telecommunication network services when service prices are competitive O4: The Malaysian government is proactively promoting investment in digital electronics and information technology, offering tax incentives, including fixed capital tax exemptions when purchasing information and communication technology equipment and software for digital conversion as well as income tax and import duty exemption for broadband and related devices O5: Malaysia is committed to guaranteeing long-term interests for foreign investors and not nationalizing and expropriating their assets In addition, Malaysia also signed Investment Assurance Agreements (IGAs) with 75 countries and territories, the Agreement to avoid double taxation (DTAs) These agreements clearly stipulate the guarantee of interests for foreign investors, create favorable conditions for foreign investors to remit profits abroad, and ensure the settlement of disputes under the Dispute Convention mortgage in investment Threats (Threats - T) T1: Strong competitors: the competitors are the largest, experienced and leading carriers in many years in Malaysia (TM, Maxis, Digi, and Celcom) and the major telecommunications corporations in the world gender (SK Telecom, ) T2: The issue of the customs and habits of the people as well as the business laws in the host country Adapting and pleasing customers in another country, and competing with competitors Operating in the host country is also a very difficult problem when penetrating abroad T3: The demand for diversiíied services and increasingly high quality requires Viettel to constantly improve service quality, on the other hand, must lower prices to compete for market share, especially in the period when invading another country T4: Regarding Malaysia's postal and telecommunication service system, which is developing fast and modernly in Southeast Asia Malaysia's telecommunication rates are among the lowest in the region 7.3 Proposed solution Solution 1: S1-S8-W2-T1 Viettel is one of the leading providers of telecommunications and Internet services in Vietnam and is gradually becoming a brand and position in many countries in the region and the world For that reason, Viettel Global is fully capable as well as in-depth enough in the field of providing telecommunications and Internet services to invest directly in the Malaysian market In addition, with over 30 years of operation in the industry, along with the quality being trusted by consumers at home and abroad, Minxitel's creation of a brand in the Malaysian market will not take too much time Solution 2: S7-W3-O3-T3-T4 Profit after tax over the years tended to increase (increasing sharply in 2019), along with positive changes in the financial leverage ratio of Viettel Global, indicating that the company has sufficient financial capacity to implement the strategy price competition to compete with big players in Malaysia market Moreover, this strategy can help Viettel Global attract a large number of consumers who are easily attracted by the services with attractive prices From there, Minxitel can build a brand in the eyes of consumers and gradually enter this potential market Solution 3: S3-S6-T2 Use the reputation of Viettel Global Service quality to attract new customers and compete directly with major carriers Thanks to the advantages of Viettel Global's products and services, Minxitel can attract new customers, thereby creating opportunities for Minxitel to share the available market share of major carriers Solution 4: S2-W1-S4 The narrowing of the equipment business which has low profit margin is a policy that Viettel Global and the shareholders' meeting launched in early 2019 to focus on the core field of telecommunications services The new model has been designed in the direction of increasing the autonomy of business units, reducing the number of classes, reducing overlap between units, automating processes to increase customer experience It is evident that the reduction from more than 20 departments is now reduced to 12 References: Commission, M C (2018) Internet User Survey 2018 Statistical Brief Number twenty-three Selangor Darul Ehsan: Malaysian Communications and Multimedia Commission Company, V I (2018) http://static2.vietstock.vn/ Retrieved from http://static2.vietstock.vn/: http://static2.vietstock.vn/data/OTC/2018/BAN%20CAO%20BACH/VN/VTG_Ban%20 TTTT_18.09.2018_PDF_FINAL.pdf D.L (2020, 10) Viettel đạt tổng doanh thu năm 2019 251 nghìn tỷ đồng Retrieved from Thời báo tài Việt Nam: http://thoibaotaichinhvietnam.vn/pages/kinh-doanh/202001-10/vi ettel -dat-tong-doanh-thu-nam-2019-hon-251 -nghin-ty-dong-81397 aspx Guide to taxes in Malaysia [brackets-incentives] (2018, 24 1) Retrieved from ASEAN UP: https://aseanup.com/guide-taxes-malaysia/ Investment, V I (2017) Financial Statement 2017 Ho Chi Minh: Viettel International Investment Ltd, P B (2019) Malaysia - Telecoms, Mobile andBroadband - Statistics andAnalyses Research and markets Malaysia's economy to bounce back to percent in 2021, says IMF (2020, April 16) Retrieved from New Straits Times: https://www.nst.com.my/business/2020/04/584807/malaysiaseconomy-bounce-back-9-percent-2021-says-imf Muller, J ( 2019, Mar 4) Malaysia: internet userpenetration 2017-2023 Retrieved from Statista: https://www.statista.com/statistics/975058/internet-penetration-rate-in-malaysia/ Muller, J (2019, Nov 27) Market share of mobile subscribers in Malaysia in 2018 Retrieved from Statista: https://www.statista.com/statistics/721723/malaysia-mobile-subscribermarket-share/ Muller, J (2019, Feb 18) Number of internet users inMalaysiafrom 2017 to 2023 Retrieved from Statistic: https://www.statista.com/statistics/553752/number-of-internet-users-inmalaysia/ Vũ, H (2020, April 18) 'Thế hệ tốt nghiệp 2020' - đội quân xui xẻo thất nghiệp dài lâu Retrieved from lone Share to shine: https://ione.net/tin-tuc/nhip-song/the-he-tot-nghiep2020-doi-quan-xui-xeo-se-that-nghiep-dai-lau-4086664.html VŨ, V (2019, June 1) Viettel vươn giới nào? Retrieved from VTC News: https://vtc.vn/kinh-te/viettel-vuon-minh-ra-the-gioi-the-nao-ar477947.html APPENDIX STUDYING GROUP Biên thành lập nhóm BIÊN BẢN THÀNH LẬP NHĨM Nhóm: Tài liệu kết thảo luận trí nhóm lần họp mặt lần đầu tiên, xác định giá trị cốt lõi nhóm: Các nguyên tắc làm việc nhóm Kế hoạch giao tiếp nhóm Các qui tắc thưởng phạt nhóm Các tiêu chí đánh giá thành viên cuối mơn học Thơng tin nhóm: Tên nhóm: Thời gian thành lập: ngày 09 tháng 01 năm 2020 Địa điểm thành lập: Trường Đại học Kinh tế - Luật Thành viên nhóm: (Quy ước: tăng dần theo MSSV, dịng nhóm trưởng in đậm) STT MSSV Họ tên K174080997 Lê Bùi Nguyên Thảo K174080992 Lê Thị Linh Thảo K174080991 Đinh Trịnh Bảo Khánh Email Điện thoại Nguyenlbt17408ca@st.ue.edu.vn 0359516914 Linhltt17408ca@st.uel.edu.vn 0824351820 Khanhdtb17408ca@st.uel.edu.vn 0969671570 Các nguyên tắc làm việc nhóm: Những điều thành viên thuộc nhóm phải thực hiện: Điều 1: Thực tốt vai trò nhiệm vụ phân cơng Điều 2: Tuân theo quy tắc nhóm đặt Điều 3: Thực việc phân cơng nhóm trưởng (có thể góp ý thấy phân cơng chưa hợp lý) Điều 4: Luôn đặt mục tiêu thảo luận nhóm lên hàng đầu Điều 5: Khơng ngắt lời người khác Hãy lắng nghe trao đổi cởi mở, thân thiện Những điều thành viên thuộc nhóm không làm: Điều 1: Tất thành viên trễ 10 phút Điều 2: Không chuẩn bị công cụ tốt phân công Điều 3: Trong q trình làm việc, nói chuyện q nhiều với chủ đề không liên quan đến nội dung thảo luận Điều 4: Hay bàn ra, không tâm vào cơng việc q trình hoạt động nhóm Điều 5: Thụ động, làm nhóm trưởng phân cơng Những điều thành viên thuộc nhóm nên làm theo (khơng bắt buộc) Điều 1: Nên nghĩ phần nhóm khơng phải cá nhân riêng lẻ Thảo luận với nhóm khơng phải với người ngồi cạnh bạn Phát biểu ý kiến rõ ràng ngắn gọn Điều 2: Khơng trích Đừng phản đối ý kiến người khác dù thấy khơng phù hợp Chỉ nên thảo luận ý kiến, khơng trích Ke hoạch giao tiếp nhóm: Tần suất gặp mặt hàng tuần: Mỗi tuần lần Thời gian: đến 11 Địa điểm: Họp trực tuyến Thông báo thông qua: Email / Tin nhắn / Ứng dụng di động Tối thiểu thông báo trước 24h Thành viên nhận email thông báo phải hồi đáp lại để chứng tỏ nhận đọc email Nếu thành viên không hồi đáp thông báo họp thơng báo từ nhóm trưởng từ thành viên khác vịng 24h nhận email thông báo lại gọi điện trực tiếp qua điện thoại (bạn phải lựa chọn hai đề xuất hình thức riêng) Qui tắc thưởng phạt: Các qui tắc thưởng Nếu hồn thành tốt cơng việc nhóm giao khen Các qui tắc phạt Nếu trễ họp 10 phút trả tiền uống nước Nếu giao cơng việc mà khơng chịu thực đánh giá thấp Nếu giao cơng việc mà hồn thành khơng hạn khơng làm nghiêm túc bao nước nhóm Tiêu chí đánh giá thành viên cuối môn học Các thành viên đánh giá lẫn theo mẫu thiết kế sẵn, thể hai thơng tin: Tơi đánh giá người điểm? Lí tơi đánh Giả sử nhóm có người, người đánh giá cho người lại Thang điểm đánh giá đề nghị sau: 90 - 100 70 - 89 50 - 69 Làm tốt việc giao, hạn, có chất lượng Làm tốt việc giao, hạn, có chất lượng Hồn thành việc Chưa hoàn thành Bị khai trừ giao, kết công việc chấp nhận giao, hợp tác thành viên Vi phạm điều lệ nhóm Giúp đỡ thành viên khác 10 - 49 0-9 Tích cực, chủ động Sau đó, dựa vào đánh giá thống điểm thành viên nhóm Sau thỏa thuận, tất thành viên nhóm đồng ý với biên ký tên xác nhận Tên Lê Bùi Thảo Nguyên Lê Thị Thảo Linh Đinh Trịnh Bảo Khánh Chữ ký Biên họp nhóm BIÊN BẢN HỌP NHĨM Nhóm: Buổi làm việc nhóm lần thứ: Địa điểm: Họp trực tuyến Thời gian bắt đầu : giờ, ngày 16 tháng năm 2020 Thời gian kết thúc : 11 giờ, ngày 16 tháng năm 2020 Các thành viên có tham dự: STT MSSV Họ tên K174080997 Lê Bùi Nguyên Thảo K174080992 Lê Thị Linh Thảo K174080991 Đinh Trịnh Bảo Khánh Email Điện thoại Nguyenlbt17408ca@st.ue.edu.vn 0359516914 Linhltt17408ca@st.uel.edu.vn 0824351820 Khanhdtb17408ca@st.uel.edu.vn 0969671570 Mục tiêu họp nhăm: o Xây dựng kế hoạch thực dự án môn học o Lựa chọn ý tưởng kinh doanh o Xác định mục tiêu dự án Kết buổi họp o Lập kế hoạch thực dự án môn học o Thống ý tưởng lựa chọn Malaysia thị trường để thực dự án o Mục tiêu dự án đánh giá tính khả thi thành lập cơng ty Viettel Global thị trường Malaysia Đánh giá kết làm việc nhóm Ngày hồn thành STT Họ tên Công việc Ngày giao Lê Bùi Thảo Ngun Phân tích mơi trường kinh doanh-Bên ngồi 16/04/2020 19/04/2020 Lê Thị Thảo Linh Phân tích mơi trường kinh doanh-Bên 16/04/2020 19/04/2020 Đinh Trịnh Bảo Khánh Tổng quan công ty- Giới thiệu dự án 16/04/2020 19/04/2020 Ghi Nhóm trưởng (ký ghi rõ họ tên) BIÊN BẢN HỌP NHĨM Nhóm: Buổi làm việc nhóm lần thứ: Địa điểm: Họp trực tuyến Thời gian bắt đầu : giờ, ngày 19 tháng năm 2020 Thời gian kết thúc : 11 giờ, ngày 19 tháng năm 2020 Các thành viên có tham dự: STT MSSV Họ tên K174080997 Lê Bùi Nguyên Thảo K174080992 Lê Thị Linh Thảo K174080991 Đinh Trịnh Bảo Khánh Email Điện thoại Nguyenlbt17408ca@st.ue.edu.vn 0359516914 Linhltt17408ca@st.uel.edu.vn 0824351820 Khanhdtb17408ca@st.uel.edu.vn 0969671570 Mục tiêu họp nhăm - Thống nội dung phần công lần họp trước - Thảo luận phần dự án Kết buổi họp Thống nội dung: Dự thảo kế hoạch tài chính, đánh giá rủi ro dự án, phân tích môi trường kinh doanh phân công thực nhiệm vụ Đánh giá kết làm việc nhóm Ngày hồn thành STT Họ tên Cơng việc Ngày giao Lê Bùi Thảo Nguyên Dự thảo kế hoạch tài 19/04/2020 22/04/2020 Lê Thị Thảo Linh Mơ hình kinh doanh 19/04/2020 22/04/2020 Đinh Trịnh Bảo Khánh Đánh giá rủi ro dự án 19/04/2020 22/04/2020 Ghi Nhóm trưởng (ký ghi rõ họ tên) BIÊN BẢN HỌP NHĨM Nhóm: Buổi làm việc nhóm lần thứ: Địa điểm: Họp trực tuyến Thời gian bắt đầu : giờ, ngày 22 tháng năm 2020 Thời gian kết thúc : 11 giờ, ngày 22 tháng năm 2020 Các thành viên có tham dự: STT MSSV Họ tên K174080997 Lê Bùi Nguyên Thảo K174080992 Lê Thị Linh Thảo K174080991 Đinh Trịnh Bảo Khánh Email Điện thoại Nguyenlbt17408ca@st.ue.edu.vn 0359516914 Linhltt17408ca@st.uel.edu.vn 0824351820 Khanhdtb17408ca@st.uel.edu.vn 0969671570 Mục tiêu họp nhăm: Lựa chọn mơ hình kinh doanh phù hợp với thị trường Malaysia Lập mô hình SWOT cho dự án đề xuất giải pháp Kết buổi họp Thống mơ hình kinh doanh Minxitel Hồn thành mơ hình SWOT đưa giải pháp để cơng ty thực dự án cách hiệu Đánh giá kết làm việc nhóm STT Họ tên Cơng việc Ngày giao Ngày hồn thành Lê Bùi Thảo Ngun Lập mơ hình SWOT, Giải pháp 22/04/2020 25/04/2020 Lê Thị Thảo Linh Lời mở đầu, Kết luận, trích dẫn 22/04/2020 25/04/2020 Đinh Trịnh Bảo Khánh Mục lục, danh mục bảng 22/04/2020 25/04/2020 Ghi Nhóm trưởng (ký ghi rõ họ tên) BẢNG PHÂN CÔNG NHIỆM VỤ Nhóm: Ngày hồn thành STT Họ tên Công việc Ngày giao Lê Bùi Thảo Nguyên Phân tích mơi trường kinh doanh-Bên ngồi 16/04/2020 19/04/2020 Lê Thị Thảo Linh Phân tích mơi trường kinh doanh-Bên 16/04/2020 19/04/2020 Đinh Trịnh Bảo Khánh Tổng quan công ty- Giới thiệu dự án 16/04/2020 19/04/2020 Lê Bùi Thảo Nguyên Dự thảo kế hoạch tài 19/04/2020 22/04/2020 Lê Thị Thảo Linh Mơ hình kinh doanh 19/04/2020 22/04/2020 Đinh Trịnh Bảo Khánh Đánh giá rủi ro dự án 19/04/2020 22/04/2020 Lê Bùi Thảo Ngun Lập mơ hình SWOT, Giải pháp 22/04/2020 25/04/2020 Lê Thị Thảo Linh Lời mở đâu, Kết luận, trích dẫn 22/04/2020 25/04/2020 Đinh Trịnh Bảo Khánh Mục lục, danh mục bảng 22/04/2020 25/04/2020 Lưu ý: Bảng phân công nhiệm vụ cập nhật hàng tuân dựa theo biên họp nhóm Ghi BẢNG ĐÁNH GIÁ CÁC THÀNH VIÊN Nhóm: Thang điểm đánh giá đề nghị sau: 100-90 89-70 69-50 Làm tốt việc giao, hạn, có chất lượng Làm tốt việc giao, hạn, có chất lượng Giúp đỡ thành viên khác 49-10 9-0 Hoàn thành việc Chưa hoàn thành Bị khai trừ giao, kết công việc chấp nhận giao, hợp tác thành viên Vi phạm điều lệ nhóm Tích cực, chủ động Kết đánh giá dựa mức hoàn thành nhiệm vụ giao trình độ nhóm thành viên nhóm hoạt động Tên Điểm Lê Bùi Thảo Nguyên 100 Lê Thị Thảo Linh 100 Đinh Trịnh Bảo Khánh 100 Các thành viên nhóm thảo luận thống với bảng kết đánh giá Tên Lê Bùi Thảo Nguyên Lê Thị Thảo Linh Đinh Trịnh Bảo Khánh Chữ ký ... Lựa chọn ý tưởng kinh doanh o Xác định mục tiêu dự án Kết buổi họp o Lập kế hoạch thực dự án môn học o Thống ý tưởng lựa chọn Malaysia thị trường để thực dự án o Mục tiêu dự án đánh giá tính khả... họp trước - Thảo luận phần dự án Kết buổi họp Thống nội dung: Dự thảo kế hoạch tài chính, đánh giá rủi ro dự án, phân tích môi trường kinh doanh phân công thực nhiệm vụ Đánh giá kết làm việc nhóm... thị trường Malaysia Lập mô hình SWOT cho dự án đề xuất giải pháp Kết buổi họp Thống mơ hình kinh doanh Minxitel Hồn thành mơ hình SWOT đưa giải pháp để cơng ty thực dự án cách hiệu Đánh giá kết