Tài liệu Kế hoạch marketing cho dịch vụ chứng thực chữ ký số của công ty viễn thông viettel.

vietnam national university, HANOI school of business Nguyen Thu Phuong MARKETING PLAN FOR CERTIFICATE AUTHORITY SERVICE OF VIETTEL TELECOM master of business administration thesis Hanoi - 2011 1 vietnam national university, HANOI school of business Nguyen Thu Phuong MARKETING PLAN FOR CERTIFICATE AUTHORITY SERVICE OF VIETTEL TELECOM Major: Business Administration Code: 603405 Master of business administration thesis Supervisors: Ph.D Tran Doan Kim Hanoi – 2011 ACKNOWLEDGEMENTS ................................................. ABSTRACT ......... TÓM TẮT ............................................................................ CONTENTS ............... LIST OF TABLES ................................................................................................................ LIST OF FIGURES .............................................................................................................. INTRODUCTION ................................................................................................................. 1. The problem ................................................................... 2. Objective ........................................................................ 3. Scope ............... 4. Methods / Approaches ................................................... 5. Short Introduction .......................................................... CHAPTER I ............... AN OVERVIEW OF MARKETING PLAN ......................................................................... I. Definition of marketing plan ......................................... 1. Definition ..................................................................... 2. Purpose of the Marketing Plan ................................................................................ 3. The marketing planning process ............................................................................. II. MARKETING PLAN .................................................... 1. EXECUTIVE SUMMARY ......................................... 2. SITUATION ANALYSIS ........................................... 2.1. Marke 2.1.1. 2.1.2. 2.1.3. 2.1.4. 2.2. Comp 2.3. SWO 2.3.1. 2.3.2. 2.3.3. 2.3.4. 3. MARKETING STRATEGY ........................................ 3.1. Marke 3.2. Mark 3.2.1.Bases for Segmentation in Consumer Markets .... 3.2.2.Bases for Segmentation in Industrial Markets ..... 3.3. Positi 4. MARKETING – MIX .................................................. 4.1. Produ 4.1.1. 4.1.2. 4.2. Pricin 4.2.1. 4.2.2.Types of Pricing strategies ................................... 4.3. Distri i 4.4. 4.5. 4.6. 4.7. Pro Pe Pro Ph 5. FINANCIAL FORECAST .................. 6. IMPLEMENTATION ......................... CHAPTER 2 .... CURRENT MARKETING ACTIVITIES FOR VIETTEL CERTIFICATE AUTHORITY (VIETTEL-CA) SERVICE .................................................................................................. I. AN OVERVIEW OF VIETTEL GROUP ................................................................ 1. History ................................................. 2. The growth chart ................................. 3. Organizing structure ............................ II. THE INTRODUCTION OF CERTIFICATE AUTHORITY SERVICE (VIETTEL-CA) ................................................................................................................ 1. The description and features of service 2. Digital signature applications .............. 3. Service features ................................... III. MARKET ANALYSIS ........................ 1. Global CA market ............................... 2. Forecast about public digital signature 3. Market Demand ................................... 3.1. Ma 3.2. Ma 3.3. Ma 4. Competition analysis ........................... 4.1. VDC .................................................... 4.2. Nacencomm ........................................ 4.3. BKAV ................................................. 4.4. FPT IS ................................................. 5. SWOT Analysis .................................. 5.1. Strength ............................................... 5.2. Weakness ............................................ 5.3. Opportunity ......................................... 5.4. Threat .................................................. 6. Target market ...................................... 7. Positioning........................................... 8. Marketing – Mix ................................. 8.1. Product ................................................ 8.1.1. Th 8.1.2. Pa 8.1.3. Lo 8.2. Price .................................................... 8.2.1. Va 8.2.2. Se 8.2.3. Eq 8.3. Place .................................................... ii 8.3.1.Di 8.3.2.Ind 8.4. Promotion ............................. 8.4.1.Ad 8.4.2.Sa 8.4.3.Public relations & publicity ............................................................. 8.4.4.Ma 8.5. People ................................... 8.6. Process ................................. 8.7. Physical evidence ................. 9. Evaluation of Marketing activities‘ efficiency .................................. CHAPTER 3 .... MARKETING PLAN OF VIETTEL TELECOM COMPANY FOR VIETTEL CERTIFICATE AUTHORITY SERVICE (VIETTEL – CA) ............................................ 1. The objectives of Marketing ..................................................................................... 2.Target customer ....................................................................................... 3.Positioning .............................................................................................. 4.Marketing strategy .................................................................................. 4.1. Product ................................. 4.2. Price ..................................... 4.3. Distribution .......................... 4.4. Promotion ............................. 4.4.1.Ad 4.4.1.Sa 4.4.1.Public relations & publicity ............................................................. 4.5. People ................................... 4.6. Process ................................. 4.7. Physical evidence ................. 5.Action program ....................................................................................... 5.1. Schedule of marketing plan a 5.2. Budget .................................. 6.Financials ................................................................................................ 6.1. Expense Forecast ................. 6.2. Sales Forecast ....................... 6.3. Income Statement ................. CONCLUSION .................................................................................................................... LIST OF REFERENCES ..................................................................................................... APPENDIX 1: LIST OF INTERVIEWEES ........................................................................ APPENDIX 2: QUESTIONAIRE ....................................................................................... iii LIST OF TABLES Item Table Description 2.1 Number of potential CAs in Vietnam in 2011 2.2 Number of potential CAs in the market in period fro 2.3 Number of expected CAs in the market in period fro 3.1 Schedule of Marketing plan action of Viettel in 201 3.2 Budget of Marketing plan in 2012 3.3 Expense Forecast of Certificate Authority service 3.4 Viettel‘s number forecasts of CA service from 2011 3.5 Viettel‘s Sales forecast of CA service from 2011 to 3.6 Viettel‘s Income statement of CA service from 2011 LIST OF FIGURES Item Figure Description 2.1 Revenue of Viettel Company in period from 2 2.2 Profit of Viettel Company in period from 200 2.3 Human resource of Viettel Company in perio 2.4 Organization structure of Viettel Telecom 2.5 Forecast about global CA market during 2006 2.6 Number of CAs granted in South Korea durin 2.7 Order receivement of enterprises during 2006 2.8 Percentage of enterprises having websites dur 2.9 Market share of Certificate Authority service iv INTRODUCTION 1. The problem Along with the development of the Internet, the e-transaction is becoming increasingly popular and is the inevitable trend not only for trade but also for the transaction of public administration. In Vietnam, government is implementing projects to expand e-transaction applications in the administrative services of state agencies, especially the administrative services of the Ministry of Finance - typical is the project of the Department of Taxation. With this situation, the government is creating an e-transaction market in general and service market of digital signature in particular. According to Decision 1605/QĐ-TTg by the Prime Minister on ―Approval of national program in applying information technology to state-owned organizations during 2011-1015‖, the government‘s target until 2015 is that: - 100% of state agencies from the districts, departments or equivalent or higher, or e-portal site provides full electronic information under Article 28 of the Law on Information Technology, Supply for all public services online level 2 and most basic public services online at least level 3 to the people and businesses. - 50% individual and enterprise tax forms will be declared online - 90% of customs offices do electronic customers procedures. - All bidding plan, bidding notices of bidding results, the list of participating bidders is posted on the national tender; about 20% of package goods procurement, construction and consultant services using state funds to be made online. - 100% of passports issued to citizens of Vietnam serving the immigration as electronic passports. - 30% of the records request for a building permit is submitted online. 1 It can be seen, in Vietnam, the legal framework and social needs of the e-transaction grows, enabling the service authentication of e-transactions under development, which is typical services of digital signature (an effective tool for authentication, ensuring the safety and integrity of electronic transaction services). However, people's awareness of these services is limited. Furthermore, the market has five service providers supply the Certificate Authority is: VNPT, BKAV, Viettel, FPT, Nacencom. Viettel is the third supplier after VNPT and BKAV. Therefore, no advantage Viettel pioneers and fierce competition between providers. So, to solve these problems, Viettel need to boost the marketing activities to increase understanding of customer service as well as attracting and promoting customer using Viettel – CA service. While working at the Center for Business customers, Viettel Telecom, I have been studying the Viettel Certificate Authority (Viettel – CA) and found these problems in the process of service development. Thus, I decided to chose the topic “Marketing Plan for Viettel Certificate Authority (Viettel – CA) service in Viettel Telecom company” for my thesis. 2. Objective The thesis attempt to analysis market of Certificate Authority service and current marketing activities of Viettel for Viettel – CA service, and then built the marketing plan for this service. 3. Scope The thesis concentrates on the Certificate Authority service in Vietnam market. In which, it will specifically build marketing plan to Viettel Certificate Authority (Viettel – CA) of Viettel Telecom company (a company belong to Viettel Corporation), one of the biggest telecommunication companies in Vietnam. 4. Methods / Approaches The thesis focuses on typical methods of economic research such as information gathering, facts and figures comparing and critical analyzing. The author adopts 2 both primary and secondary research methods and uses domestic and foreign material sources to find out basic theories about marketing plan, meanwhile collecting data through marketing activities, analysis reports of Viettel Telecom and through survey by email questionnaire and telephone follow up to 100 enterprises at Hanoi. The enterprise selected for the survey has the following criteria: it is small and medium enterprises in many industries to understand their different needs about CA service, so that classify customers to different segmentation and then have suitable marketing strategy. Then, the author uses the systematical, statistical, analytical methods to analyze all collected data. 5. Short Introduction Apart from the introduction, conclusion and appendices, the thesis consists of three chapters: - Chapter I: An overview of marketing plan - Chapter II: Current marketing activities for Viettel Certificate Authority (Viettel – CA) service - Chapter III: Marketing plan of Viettel Telecom company for Viettel Certificate Authority (Viettel – CA) service. 3 CHAPTER I AN OVERVIEW OF MARKETING PLAN I. Definition of marketing plan 1. Definition Following the information from Michael Baker [8], Marketing plan is defined: ―A marketing plan is a written document that details the necessary actions to achieve one or more marketing objectives. It can be for a product or service, a brand, or a product line. Marketing plans cover between one and five years. A marketing plan may be part of an overall business plan. Solid marketing strategy is the foundation of a well-written marketing plan. While a marketing plan contains a list of actions, a marketing plan without a sound strategic foundation is of little use.‖ In other information source by David Parmerlee [11]: ―A marketing plan contains information about your company and its products, marketing objectives and strategies, as well as how you will measure the success of your marketing activities ‖. It describes all the marketing activities you'll perform during a specified time period (usually one year). You'll also include any background information and research results you used to select those marketing activities. Finally, you'll document the costs associated with your planned marketing activities as well as the measurements you'll use to determine success. Most often, a marketing plan is a component of a business plan. A business plan basically states how you plan to run your company–what your goals are, how much money it will take to achieve your goals and what activities you'll perform to achieve your goals. Marketing, obviously, is one of those activities. Marketing plans sometimes stand alone but should always support and be closely linked to a company's business objectives.‖ 4 2. Purpose of the Marketing Plan A marketing plan helps you establish, direct and coordinate your marketing efforts. Preparing a marketing plan forces you to assess what's going on in your marketplace and how it affects your business. It also provides a benchmark for later measurement. Often, simply embarking on the process of preparing a marketing plan guides you in developing a successful marketing strategy. 3. The marketing planning process In most organizations, "strategic planning" is an annual process, typically covering just the year ahead. Occasionally, a few organizations may look at a practical plan which stretches three or more years ahead. To be most effective, the plan has to be formalized, usually in written form, as a formal "marketing plan." The essence of the process is that it moves from the general to the specific; from the overall objectives of the organization down to the individual action plan for a part of one marketing program. It is also an interactive process, so that the draft output of each stage is checked to see what impact it has on the earlier stages - and is amended. The marketing process model based on the publications of Philip Kotler [13]. It consists of 5 steps, beginning with the market & environment research. After fixing the targets and setting the strategies, they will be realized by the marketing mix in step 4. The last step in the process is the marketing controlling. Beside this process of Philip Kotler, there are many other Marketing Plan Model of different marketing specialists. So, base on my research I conclude a Marketing Plan Model below. 5 II. MARKETING PLAN 1. EXECUTIVE SUMMARY While the business plan‘s executive summary is the first thing the readers of your business plan see, it should be the last part of the business plan you write. The purpose of the executive summary of the business plan is to provide your readers with an overview of the business plan. Think of it as an introduction to your business. Therefore, the marketing plan‘s executive summary will include summaries of:  A description of company, including products and/or services  Mission statement  Business‘s management  The market and customer  Marketing and sales  Competition  Business‘s operations  Financial projections and plans The executive summary will end with a summary statement, a ―last kick at the can‖ sentence or two designed to persuade the readers of your business plan that your business is a winner. 2. SITUATION ANALYSIS 2.1. Market analysis ―The goal of a market analysis is to determine the attractiveness of a market and to understand its evolving opportunities and threats as they relate to the strengths and weaknesses of the firm.‖ David A. Aaker outlined the following dimensions of a market analysis [3]:  Market size (current and future) 6  Market growth rate  Market profitability  Market trends  Key success factors 2.1.1. Market Size The size of the market can be evaluated based on present sales and on potential sales if the use of the product were expanded. The following are some information sources for determining market size:  Government data  Trade associations  Financial data from major players  Customer surveys 2.1.2. Market Growth Rate A simple means of forecasting the market growth rate is to extrapolate historical data into the future. While this method may provide a first-order estimate, it does not predict important turning points. A better method is to study growth drivers such as demographic information and sales growth in complementary products. Such drivers serve as leading indicators that are more accurate than simply extrapolating historical data. Important inflection points in the market growth rate sometimes can be predicted by constructing a product diffusion curve. The shape of the curve can be estimated by studying the characteristics of the adoption rate of a similar product in the past. Ultimately, the maturity and decline stages of the product life cycle will be reached. Some leading indicators of the decline phase include price pressure caused by competition, a decrease in brand loyalty, and the emergence of substitute products, market saturation, and the lack of growth drivers. 7 2.1.3. Market Trends Changes in the market are important because they often are the source of new opportunities and threats. The relevant trends are industry-dependent, but some examples include changes in price sensitivity, demand for variety, and level of emphasis on service and support. Regional trends also may be relevant. 2.1.4. Key Success Factors The key success factors are those elements that are necessary in order for the firm to achieve its marketing objectives. A few examples of such factors include:  Access to essential unique resources  Ability to achieve economies of scale  Access to distribution channels  Technological progress It is important to consider that key success factors may change over time, especially as the product progresses through its life cycle. 2.2. Competitor analysis In formulating business strategy, managers must consider the strategies of the firm's competitors. While in highly fragmented commodity industries the moves of any single competitor may be less important, in concentrated industries competitor analysis becomes a vital part of strategic planning. Competitor analysis has two primary activities, 1) obtaining information about important competitors, and 2) using that information to predict competitor behavior. The goal of competitor analysis is to understand:  with which competitors to compete,  competitors' strategies and planned actions,  how competitors might react to a firm's actions,  how to influence competitor behavior to the firm's own advantage. 8 Casual knowledge about competitors usually is insufficient in competitor analysis. Rather, competitors should be analyzed systematically; using organized competitor intelligence gathering to compile a wide array of information so that well-informed strategy decisions can be made. Competitor Analysis Framework Michael Porter presented a framework for analyzing competitors [14]. This framework is based on the following four key aspects of a competitor:  Competitor's objectives  Competitor's assumptions  Competitor's strategy  Competitor's capabilities Objectives and assumptions are what drive the competitor, and strategy and capabilities are what the competitor is doing or is capable of doing. 2.3. SWOT Analysis SWOT Analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. A SWOT analysis is a first, but critical, step in developing an organizational strategy. By examining the company's internal capabilities—its strengths and weaknesses and its external environment—opportunities and threats, it helps to create strategies that can proactively contend with organizational challenges. 2.3.1. Strengths Strengths, in the SWOT analysis, are a company's capabilities and resources that allow it to engage in activities to generate economic value and perhaps competitive advantage. A company's strengths may be in its ability to create unique products, to 9 provide high-level customer service, or to have a presence in multiple retail markets. Strengths may also be things such as the company's culture, its staffing and training, or the quality of its managers. Whatever capability a company has can be regarded as strength. 2.3.2. Weaknesses A company's weaknesses are a lack of resources or capabilities that can prevent it from generating economic value or gaining a competitive advantage if used to enact the company's strategy. There are many examples of organizational weaknesses. For example, a firm may have a large, bureaucratic structure that limits its ability to compete with smaller, more dynamic companies. Another weakness may occur if a company has higher labor costs than a competitor who can have similar productivity from a lower labor cost. The characteristics of an organization that can be strength, as listed above, can also be a weakness if the company does not do them well. 2.3.3. Opportunities Opportunities provide the organization with a chance to improve its performance and its competitive advantage. Some opportunities may be anticipated, others arise unexpectedly. Opportunities may arise when there are niches for new products or services, or when these products and services can be offered at different times and in different locations. For instance, the increased use of the Internet has provided numerous opportunities for companies to expand their product sales. 2.3.4. Threats Threats can be an individual, group, or organization outside the company that aims to reduce the level of the company's performance. Every company faces threats in its environment. Often the more successful companies have stronger threats, because there is a desire on the part of other companies to take some of that success for their own. Threats may come from new products or services from other companies that aim to take away a company's competitive advantage. Threats may also come from government regulation or even consumer groups. 10 3. MARKETING STRATEGY Following Michael Baker [8], A marketing strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage. A marketing strategy should be centered on the key concept that customer satisfaction is the main goal. 3.1. Marketing Objectives Marketing objectives should be based on understanding company‘s strengths and weaknesses, and the business environment you operate in. They should also be linked to company‘s overall business strategy. Objectives should always be SMART: - Specific - for example, you might set an objective of getting ten new customers. - Measurable - whatever your objective is, you need to be able to check whether you have reached it or not when you review your plan. - Achievable - you must have the resources you need to achieve the objective. The key resources are usually people and money. - Realistic - targets should stretch you, not demotivate you because they are unreasonable and seem to be out of reach. - Time-bound - you should set a deadline for achieving the objective. For example, you might aim to get ten new customers within the next 12 months. 3.2. Market Segmentation Market segmentation is the identification of portions of the market that are different from one another. Segmentation allows the firm to better satisfy the needs of its potential customers. The marketing concept calls for understanding customers and satisfying their needs better than the competition. But different customers have different needs, and it 11 rarely is possible to satisfy all customers by treating them alike. A good market segmentation will result in segment members that are internally homogenous and externally heterogeneous; that is, as similar as possible within the segment, and as different as possible between segments. 3.2.1. Bases for Segmentation in Consumer Markets Consumer markets can be segmented on the following customer characteristics: Geographic, Demographic, Psychographic, Behavioralistic. Geographic Segmentation The following are some examples of geographic variables often used in segmentation.  Region: by continent, country, state, or even neighborhood  Size of metropolitan area: segmented according to size of population  Population density: often classified as urban, suburban, or rural  Climate: according to weather patterns common to certain geographic regions Demographic Segmentation Some demographic segmentation variables include:  Age  Gender  Family size  Family lifecycle  Generation: baby-boomers, Generation X, etc.  Income  Occupation  Education  Ethnicity 12  Nationality  Religion  Social class Many of these variables have standard categories for their values. For example, family lifecycle often is expressed as bachelor, married with no children (DINKS: Double Income, No Kids), full-nest, empty-nest, or solitary survivor. Some of these categories have several stages, for example, full-nest I, II, or III depending on the age of the children. Psychographic Segmentation Psychographic segmentation groups customers according to their lifestyle. Activities, interests, and opinions (AIO) surveys are one tool for measuring lifestyle. Some psychographic variables include:   Activities  Interests  Opinions  Attitudes Values Behavioralistic Segmentation Behavioral segmentation is based on actual customer behavior toward products. Some behavioralistic variables include:  Benefits sought  Usage rate  Brand loyalty  User status: potential, first-time, regular, etc.  Readiness to buy  Occasions: holidays and events that stimulate purchases 13 Behavioral segmentation has the advantage of using variables that are closely related to the product itself. It is a fairly direct starting point for market segmentation. 3.2.2. Bases for Segmentation in Industrial Markets In contrast to consumers, industrial customers tend to be fewer in number and purchase larger quantities. They evaluate offerings in more detail, and the decision process usually involves more than one person. These characteristics apply to organizations such as manufacturers and service providers, as well as resellers, governments, and institutions. Many of the consumer market segmentation variables can be applied to industrial markets. Industrial markets might be segmented on characteristics such as:   Location  Company type Behavioral characteristics Location In industrial markets, customer location may be important in some cases. Shipping costs may be a purchase factor for vendor selection for products having a high bulk to value ratio, so distance from the vendor may be critical. In some industries firms tend to cluster together geographically and therefore may have similar needs within a region. Company Type Business customers can be classified according to type as follows:  Company size  Industry  Decision making unit  Purchase Criteria Behavioral Characteristics 14