ĐẠI HỌC QUỐC GIA HÀ NỘI
KHOA QUẢN TRỊ VÀ KINH DOANH
---------------------
HOÀNG HÀ ANH
RESEARCHING AND PROPOSING BUSINESS MODEL
FOR IOT SERVICE - MONITORING THE POSITION AND
THEFT PREVENTION OF MOTORBIKES - SMART
MOTOR IN VIETTEL
NGHIÊN CỨU VÀ ĐỀ XUẤT MÔ HÌNH KINH DOANH
DỊCH VỤ IOT - GIÁM SÁT ĐỊNH VỊ VÀ TRỐNG TRỘM XE
MÁY - SMART MOTOR TẠI VIETTEL
LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH
HÀ NỘI - 2020
ĐẠI HỌC QUỐC GIA HÀ NỘI
KHOA QUẢN TRỊ VÀ KINH DOANH
---------------------
HOÀNG HÀ ANH
RESEARCHING AND PROPOSING BUSINESS MODEL
FOR IOT SERVICE - MONITORING THE POSITION AND
THEFT PREVENTION OF MOTORBIKES - SMART
MOTOR IN VIETTEL
NGHIÊN CỨU VÀ ĐỀ XUẤT MÔ HÌNH KINH DOANH
DỊCH VỤ IOT - GIÁM SÁT ĐỊNH VỊ VÀ TRỐNG TRỘM XE
MÁY - SMART MOTOR TẠI VIETTEL
Chuyên ngành: Quản trị kinh doanh
Mã số: 60 34 01 02
LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH
NGƯỜI HƯỚNG DẪN KHOA HỌC: TS. TRẦN HUY PHƯƠNG
HÀ NỘI - 2020
DECLARATION
The author confirms that the research outcome in the thesis is the
result of author‘s independent work during study and research period and it is
not yet published in other‘s research and article.
The other‘s research result and documentation (extraction, table,
figure, formula, and other document) used in the thesis are cited properly and
the permission (if required) is given.
The author is responsible in front of the Thesis Assessment
Committee, Hanoi School of Business, and the laws for above-mentioned
declaration.
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ACKNOWLEDGEMENT
To complete this master's thesis with the best results, besides my own
efforts, I have received advices and support from many people:
Firstly and foremost, I would like to send my deep thanks to Dr. Tran
Huy Phuong, for his dedication and direction to this thesis.
At the same time, I would like to thank my colleagues at Viettel Group
for helping me with the process of gathering materials, data and sharing
practical experiences in the analysis process.
In addition, I would like to thank Hanoi School of Business and
Management, Hanoi National University for the best learning environment for
me to get more knowledge and improve professional skills.
Finally, I would like to express my sincere thanks to my family, friends
and teachers for their support and encouragement in my learning, work and
life to complete my thesis.
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TABLE OF CONTENTS
DECLARATION .............................................................................................. 1
ACKNOWLEDGEMENT ................................................................................ ii
LIST OF ABBREVIATIONS ........................................................................... v
LIST OF TABLES ........................................................................................... vi
LIST OF FIGURES......................................................................................... vii
PREFACE ......................................................................................................... 1
CHAPTER 1. LITERATURE REVIEW ....................................................... 10
1.1. Some basic concepts ............................................................................ 10
1.1.1. Internet of Things ........................................................................... 10
1.1.2. IoT theft preventation definition .................................................... 12
1.1.2. Business model ............................................................................... 12
1.2. Components of Business Model Canvas .............................................. 15
1.2.1. Product pillar................................................................................... 17
1.2.2. Customer interface pillar ................................................................ 18
1.2.3. Infrastructure management pillar .................................................... 19
1.2.4. Financial aspects pillar.................................................................... 20
CHAPTER 2. RESEARCH METHODS AND THESIS DESIGN ................ 22
2.1. Desk Review (Secondary data) ............................................................. 22
2.2. Primary data .......................................................................................... 22
2.3. Expert Interview.................................................................................... 24
2.4. Focus Group .......................................................................................... 24
2.5. Location and time of study ................................................................... 25
CHAPTER 3. ANALYSIS OF MONITORING POSITIONING AND THEFT
PREVENTION SYSTEM FOR MOTORBIKE IN VIETNAM .................... 26
3.1. Overview of Viettel Group .................................................................. 26
3.1.1. Brief introduction of Viettel Group................................................ 26
iii
3.1.2. Viettel‘s objectives and Orientation ............................................... 28
3.1.3. Viewpoint and orientation on product............................................ 29
3.2. Overview about IoT Motorcycle Products .......................................... 31
3.3. Build Canvas Model for IoT Monitoring positioning and theft
prevention system for motorbike ................................................................. 33
3.3.1. Overview about positioning and theft prevention system for
motorbike .................................................................................................. 33
3.3.2. Canvas Model for IoT Monitoring positioning and theft prevention
system for motorbike ................................................................................ 38
3.3.3. Smart Motor analysis of financial and business performance ....... 53
CHAPTER IV. RECOMMENDATIONS....................................................... 56
4.1. Enhance customer proposition .............................................................. 56
4.2. Improve customer segmentation, especially to provincal cities and towns .. 56
4.3. Promote multi channel product distribution ......................................... 57
4.4. Strengthen customer relationship .......................................................... 58
4.5 Training a coordinated, cross-functional Team Department which is the
most important resource of Smart Motor .................................................... 58
4.6. Implement retail marketing strategy to attract new customers, develop
and expand Smart Motor .............................................................................. 59
4.7. Promote Partnership and Cooperation .................................................. 61
4.8. Define a proper revenue stream ............................................................ 62
4.9. Establish an adequate cost structure ..................................................... 62
4.10. Improve the quality of IoT Platform of Viettel to improve the quality
of Smart Motor ............................................................................................. 63
4.10.1. Develop IoT Platform ................................................................... 63
4.10.2. Improve IoT Connect and infrastructure Technology ................. 63
CONCLUSION ............................................................................................... 64
REFERENCES ................................................................................................ 65
iv
LIST OF ABBREVIATIONS
AEP
Application Enablement Platform
ARPU
Average Revenue Per User
BDA
Big Data Analytics
BI
Business Intelligence
BML
Build – Measure - Learn
BSS
Bussiness Support Systems
CMP
Connectivity Management Platform
IoE
Internet of Energy
IoT
Internet of things
IoV
Internet of Vehicles
KOLs
Key opinion leaders
MVP
Minimum Viable Product
RFID
Radio frequency identification
RS
Revenue Stream
SIMs
Subscriber Identity Modules
VoIP
Voice services using IP technology
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LIST OF TABLES
Table 1.1: Business model canvas elements and descriptions ........................ 15
Table 2.1: Interview description ..................................................................... 24
Table 3.1: Revenue and profit of Viettel from 2014-2018 ............................. 28
Table 3.2: Numbers of Motorbike in Vietnam ................................................ 39
Table 3.3: Viettel‘s price policy for Smart Motor ......................................... 46
Table 3.4: Total cost of the package ............................................................... 50
Table 3.5: Total cost of solely equipment ....................................................... 50
Table 3.6: Total cost of device including charge package .............................. 51
Table 3.7: Expected profit of device with charge package ............................. 53
Table 3.8: Expected profit of solely device .................................................... 54
Table 3.9: Expected profit of the package ...................................................... 54
Table 3.10: Expected financial performance .................................................. 55
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LIST OF FIGURES
Figure 1.1 Business Model Canvas (Osterwalder and Pigneur, 2010) ...................14
Figure 3.1: Smart motor Services ...........................................................................34
Figure 3.2: Smart Motor Operation ........................................................................35
Figure 3.3: IoT value chain .....................................................................................37
Figure 3.4: IoT Vertical Platform ...........................................................................38
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PREFACE
1. The rationale of the study
The stealing of vehicles is a serious social problem for most countries,
and Vietnam is also one of the countries with high amount of vehicle theft
annually. Due to the infrastructure and roads characteristics, as well as the
income level, most Vietnamese people use motorcycles as their main means
of transportation. Therefore, positioning and theft prevention system for
motorbike is a total security and fleet management solution for anti-theft. It is
the application of Internet of Things (IoT) - a system of connected digital
devices, each being indentifiable from the others, within a network that can
communicate independently without the need for human interaction. This
technology used to determine the location of a motorbike and alert if there is
any suspicision of motorbike theft, which becomes increasingly popular
among owners of vehicles as they are able to monitor their motorbike
continuously.
Besides, the demand for positioning and theft prevention system for
motorbike is obvious, however, launching a new enterprise—whether it is a
tech start-up, a small business, or an initiative within a large
telecommunication corporation like Viettel—has always been a hit-or-miss
proposition. According to Zott and Amit (2010) designing a business model is
a key activity for all individuals who have a thought about starting up a
business. Business model is a starting point for any business to be able to
make strategic decisions in the belief that there is an opportunity to create
profitable. To succeed, it is important that the business model assume to
satisfy potential customers needs. (Teece, 2010) A lot of research has already
been done in this field when looking at single companies but business model
in the cluster perspective is a relatively unexplored area of research. (Zott &
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Amit, 2010) Therefore we argue that the business model for the cluster is key
activity to have the opportunity to jointly find new business and opportunities.
The Business Model Canvas (Osterwalder and Pigneur 2010) is a
visual framework fordescribing the different elements of how a business
works. It illustrates what the business does, for and with whom, the resources
it needs to do that and how money flows in and out of the business.
Osterwalder‘s and Pigneur‘s model canvas is well spread and used among
practitioners and due to the fact that it is very useable and easy to follow
when conducting . In order to have customers at the center of the value
creation process and to have customercentric value propositions, in this thesis
project, the Business Model Canvas will be used.
Understanding the breakthroughs of Business Model Canvas in the
context of developing a new product at Viettel - a leading telecommunication
corporation in Vietnam, along with practical experience in current position,
the author aimed to study more about Business Model Canvas in developing
IoT positioning and anti-theft system for motobike. Therefore, the author
selected the topic "Build IoT Monitoring Positioning Theft Prevention System
for Motorbike after studying Business Model Canvas" as the subject of
research for thesis of master.
2. Literature Review
1. Osterwalder, A. & Pigneur, Y. (2010): Business Model Generation: A
Handbook for Visionaries, Game Changers, and Challengers
Paperback
Business Model Generation is the first book to lay the groundwork for the
Canvas model. In this book, Osterwalde and Pigneur studied a guideline for
visionaries, game changers, and challengers striving to defy outroded business
models and design tomorrow's enterprises in order for a business to adapt to
harsh new realities and set up business strategy.
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Co-created by 470 "Business Model Canvas" practitioners from 45
countries, the book features powerful strategic ideas and tools, and makes
them easy to implement in your organization. It explains the most common
Business Model pattern as well as innovation techniques used today by
leading consultants and companies worldwide, including 3M, Ericsson,
Capgemini, Deloitte, and others.
However, the book provides an overview of the canvas model and its
pillars rather than going into a specific case study from which to build a
specific business model for a given product which is based on the conditions
of the financial capacity of the business and the characteristics of each
market.
2. Ries, E. (2011) The Lean Startup: How Today's Entrepreneurs Use
Continuous Innovation to Create Radically Successful Businesses
Hardcover
In 2011 Eric Ries wrote a book called ―The Lean Startup‖ in which he
documented inexorable logical and lean concepts applicable to start-up
businesses. The Lean Startup methodology and Business Model Canvas is
now considered as a lifebouy for a startup in order to cut up wastes, make up
of its resources and build a proper financial plan.
Despite making specific recommendations, suggestions and analysis on
canvas models, the book does not mention the development of canvas models
for specific products in specific markets.
3. Blank, S. (2013) The Four Steps to the Epiphany
Blank was the pioneer in the field and the one who introduced the concept
customer development describing the process for how entrepreneurs should
test and refine business hypotheses through customer conversations. His
book, ―The Four Steps to the Epiphany‖ from 2013, in which he describes the
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process of customer development has become a must read for Silicon Valley
entrepreneurs and is highly mentioned in the community.
The book highlights the steps of a startup to succeed in launching a new
product. However, it is not yet associated with building a specific business
model in that process.
4. Ries, E. (2011) The Lean Startup: How Constant Innovation Creates
Radically Successful Businesses, Penguin Group, London.
Ries is a former student of Blank and has popularized the concept Lean
Startup in his blog and subsequent book ―The Lean Startup‖ from 2008. He
has received a lot of attention with this book and it was therefore natural to
include him in the framework.
The book focuses on the lean start-up model and the lean start-up spirit, as
well as its applications in building a business model, however, it is primarily
about the theory of start-up models instead of focusing on a certain case.
5. Nathan, F and Paul, A (2011) : Nail It then Scale It: The
Entrepreneur's Guide to Creating and Managing Breakthrough
Innovation: The lean startup book to help entrepreneurs launch a highgrowth business
Furr and Ahlstrom has gained a lot of attention in the field recently for
their book ―Nail It Then Scale It‖ from 2011. They provide prescriptive and
hands-on tips to the entrepreneur. They are a good complement to Blank and
Ries, and they are also respected in the Lean Startup Methodology
community.
The book mentions the reforms needed to grow a business on the basis of
respect for a lean entrepreneurial spirit, but the book has not laid out a
concrete process with practical steps of development to establish a startup.
6. Ash, M. (2012): Running Lean: Iterate from Plan A to a Plan That
Works
4
Ash Maurya has written the book ―Running Lean‖. In this inspiring book,
Ash Maurya take readers through an exacting strategy for achieving a
"product/market fit" for your fledgling venture, based on his own experience
in building a wide array of products from high-tech to no-tech. Throughout,
he builds on the ideas and concepts of several innovative methodologies,
including the Lean Startup, Customer Development, and bootstrapping.
In Vietnam, the Lean Startup principles are not yet widely understood and
very little research has been conducted on this topic.
7. Van, H (2017), Operating Model Canvas
In his book, Van explains the Operating Model Canvas, and how to create
an organization that can deliver the chosen strategy. He features how to define
the main work processes, choose an organization structure, develop a highlevel blueprint of the IT systems, decide where to locate and how to lay out
floor plans, set up relationships with suppliers and design a management
system and scorecard with which to run the new organization.
The book contains more than 20 examples ranging from large multinationals to government departments to small charities and from an operating
model for a business to an operating model for a department of five people.
The book describes more than 15 tools, including new tools such as the value
chain map, the organization model and the high-level IT blueprint. Most
importantly, the book contains two fully worked examples showing how the
tools can be used to develop a new operating model.
The book is an achievement in the study of the Canvas model in Vietnam,
focusing on the IT field, however, the book does not study the products of a
specific business but based mainly on typical examples for suggestions and
analysis.
8. Phan Anh, Bui (2012), Lean Startup research and application
Schlumberger Vietnam
5
in
Phan Anh did his research in Schulumber Vietnam, a company in oil and
gas field on Lean Manufacturer to give recommendation to improve
manufacturing process of Schlumberger Vietnam
This is the case study of Schlumberger Vietnam, so there is no overview of
Vietnam market yet.
9. Nguyen Thanh Minh (2013), Lean production and application to
Vietnamese enterprises
Thanh Minh studied Lean Startup Methodology and experiences of foreign
companies to give opinion and suggestion for Vietnamese enterprises.
The topic analyzes the startup model of foreign enterprises operating in
the territory of Vietnam, so it is different from the thesis seeking directions
for Viettel, the Vietnam military telecommunications group with the
characteristic of being a State-owned enterprises are affirming their foothold
in the Vietnamese market and at the same time reaching out to the
international market
10.Ngo My Tran and Vo Minh Tri (2016): Application of management
tools to enhance efficient efficiency in Universities of Can Tho
This research is aimed at identifying all types of wastes existed in the
divisions of Can Tho University and then proposing an action plan to save
costs and improve working efficiency in these divisions. Expert interviews
and a survery of 93 staff members were conducted. The results indentified 10
types of wastes existing in these units including wastes of facilities and
equipment, waste of labor, waste of not harnessing the creativity of staff
members, waste of time, waste of defects, waste of transport, waste of motion,
waste of information disconnection, waste of extra activity and waste of extra
input. Based on these results, an action plan with the application of 5S model
of lean manufacturing to tackle tangible wastes (such as facilities and
equipment) was proposed to remove existing wastes in these divisions. Some
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solutions on personnel and training were also proposed to support the
implementation of the action plan.
Although the Business Model Canvas model has been studied in many
scientific works, the application of this model to a startup business in the field
of positioning and theft prevention service for motorcycle in Vietnam is
completely a noverty which have not been studied before. Thus, based on
previous studies, the thesis focuses on developing Business Model Canvas for
start-ups in the field of positioning and theft prevention service for
motorcycle, a new topic in the field of positioning and theft prevention
service for motorcycle. The theme is to develop a blueprint for the
development of a new business startup based on the trend of Internet of
Things.
3. Research Objectives
3.1. Objective of study:
To find out a proper business model for IoT positioning and theft
prevention system for Motorbike and to serve the goal of Viettel Group to be
the Vietnamese market leader in the field of anti-theft tracking system.
3.2.
Mission of study:
- To understand the methodology of Business Model Canvas in launching a
new product and how they work.
- To study the application of Internet of Things in general and in anti-theft
tracking system in particular
- To write a business model that follows Business Model Canvas
3. Research Questions
This study focuses on Business model Canvas in developing a business
strategy for positioning and theft prevention system. Moreover, this study is
expected to provide appropriate recommendations to help Viettel consult to
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some extent when analyzing opportunities, challenges and competitive
strategy solving the following questions:
- What are the key elements in Business Model Canvas for IoT positioning
and theft prevention system?
- What are the detail business plan recommend for launching IoT positioning
and theft prevention system?
4. Object and Scope of Study
4.1.
Object of study
The business model to
develop positioning and theft prevention
service of Viettel
4.2.
Scope of study
- Research place: Vietnam motorbike market
- Time to expedite: from 2014 to 2018. All data are collected and
analyzed from 2014 to 2018.
5. Method of study:
This research paper uses both qualitative and quantitative methods through
available studies, released press, and in-depth analysis.
The research process is done in the following diagram:
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Select study subject
Study materials, theoretical frameworks related to Business
Canvas Model
Study Vietnamese motorbike market and technologies used in
positioning and theft prevention system for motorbike
Build a detail business model for Positioning and theft prevention
system for motorbike
Synthesize and evaluate the results based on the analysis
Suggestions and recommendations
Conclusion
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CHAPTER 1. LITERATURE REVIEW
1.1. Some basic concepts
1.1.1. Internet of Things
The IoT concept was coined by a member of the
Radio
Frequency Identification (RFID) development community in 1999, and it
has recently become more relevant to the practical world largely because of
the
growth
of
mobile
devices, embedded
and
ubiquitous
communication, cloud computing and data analytics.
Keyur K et al (2016) defined IoT as: Internet of things is a network of
physical objects. The internet is not only a network of computers, but it has
evolved into a network of device of all type and sizes , vehicles, smart
phones, home appliances, toys, cameras, medical instruments and industrial
systems, animals, people, buildings, all connected ,all communicating &
sharing information based on stipulated protocols in order to achieve smart
reorganizations, positioning, tracing, safe & control & even personal real time
online monitoring , online upgrade, process control & administration.
In IoT, "all things / smart objects" will become active participants in
business, information and social processes, where they are empowered to
interact and communicate between them. and to the environment by
exchanging "sensible" data and information about the environment, while
automatically responding to "physical / real world" events and influencing it
by real show processes that trigger actions and create services with or without
direct human intervention.
Services will be able to interact with "smart objects / objects" by using
standard interfaces that provide the necessary links through the Internet,
querying and changing their state, and retrieving them. All related
information regarding them, taking into account security and privacy issues.
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The Internet of Things uses sensors, actuators and data transfer
technologies that connect to physical entities - from road devices to
pacemakers - allowing these objects to be monitored, coordinated or
controlled via a data network or the Internet. There are three steps in
applicants.
IoT uses are: collecting data from objects (for example, as simple as
location data or more complex information), gathering that information
through a data network, and acting upon such information (take immediate
action or collect data over time to design process improvements). Internet of
thousands objects can also be used to create values in many different ways.
In addition to improving productivity in current operations, IoT can
enable the creation of new products, services and strategies such as remote
sensors that can create customized cost price models. same ability as Zipcar.
The range of IoT technology extends from simple identification cards
to complex sensors and actuators. Radio frequency identification (RFID) tags
can be attached to most objects. Sophisticated multi-sensor devices and
actuators to transmit data related to location, performance, environment and
states are increasingly popular. With modern technologies such as
microelectromechanical systems (MEMS), sophisticated sensor devices can
be placed in virtually any object (even in the human body). And due to them,
devices are manufactured using the same manufacturing process as
semiconductors, MEMS costs are rapidly decreasing.
With the increasingly sophisticated IoT technologies becoming popular
today, companies can not only monitor product flow or test tangible assets,
but can also manage the performance of each equipment and systems, such as
monitoring and managing an entire assembly lineparts of robots or certain
machines. Sensors can also be embedded in infrastructure, for example, on-
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