Tài liệu Xây dựng chiến lược kinh doanh mạng mobile tại tập đoàn vietel

LUẬN VĂN THẠC SĨ XÂY DỰNG CHIẾN LƯỢC KINH DOANH MẠNG MOBILE TẠI TẬP ĐOÀN VIETEL 1/66 TABLE OF CONTENTS Page CHARTER 1: THEORETICAL BASIS OF STRATEGIC MANAGEMENT OF THE 9 BUSINESS 1.1. 1.2. 1.3. 1.4. Overview on strategic management 9 1.1.1. Concepts 9 1.1.2. Process of strategic management 11 Mission, Vision, Objective, Policy, Core thought 12 1.2.1. Vision 12 1.2.2. Mission 12 1.2.3. Objective 12 1.2.4. Policy 13 1.2.5. Core thought 13 The strategy’s analysis 13 1.3.1. Analyze external environment 13 1.3.2. Analyze internal environment 16 1.3.3. Analyse the environment inside industry 16 1.3.4. Business strategies 19 Tools to build and select strategies 21 CHARTER 2: THE REAL SITUATION OF BUILIDING VAS BUSINESS STRATEGY OF VIETTEL TELECOM IN THE PERIOD OF 2004-2010 2/66 25 2.1. General overview on VAS on mobile 25 2.1.1. Concept 25 2.1.2. Types of VAS 25 2.1.3. Forms of service supply VAS 27 2.1.4. Role of business development of VAS for the growth of revenue and development of market share for mobile subscribers 27 of the enterprise 2.1.5. Factors have influenced on doing business on VAS 28 2.2. General view on mobile market in Vietnam 29 2.3. Introduction about Viettel Telecom 32 2.3.1. General information about Viettel Telecom 32 2.3.2. Formation and development 32 2.3.3. Main business areas and service products 33 2.3.4. Identify strategic vision 33 2.3.5. Core values 34 2.3.6. Business philosophy 34 2.3.7. Brand vision and philosophy 34 2.3.8. Development viewpoint 35 Analysis of Viettel’s business environment and inner forces 36 2.4.1. Macro environment 36 2.4.2. Analysis of telecom industry environment. 41 2.4.3. Opportunities and challenges for Viettel. 46 2.4. 3/66 2.4.4. Evaluation of Viettel’s potentials. 47 2.4.5. VAS business situation of Viettel during past years. 51 CHARTER 3: BUILD VAS BUSINESS STRATEGY ON MOBILE OF VIETTEL 54 TELECOM IN THE PERIOD OF 2011-2015 AND SOLUTIONS 3.1. 3.2. 3.3. Select strategy 54 3.1.1. SWOT Matrix 54 3.1.2. Quantitative Strategic Planning Matrix (QSPM) 57 Macro Strategy 59 3.2.1. Cost leadership strategy 60 3.2.2. Differentiation strategy 60 3.2.3. Some expected goals of the next years 62 Solution to implement business strategy on VAS services of Viettel 62 3.3.1. Advertisement , communication and service contribution 63 3.3.2. To consolidate and strengthen Content Centre and VAS Centre directly under the Company 3.3.3. Strengthen cooperative program with domestic and international content suppliers on VAS services 3.3.4. Enable clients self create services contents 3.3.5. Close cooperation with domestic and international copy right representative organizations CONCLUSION 63 64 64 65 66 4/66 List of designation and abbreviations 1. 2. 3. 4. 5. 6. 7. 8. 9. Viettel VAS ARPU CLKD IFE EFE QSPM BCG SWOT Viettel Telecom Value Added Service Average revenue per user Business strategy Internal Factor Evaluation External Factor Evaluation Quantitative Strategic Planning Matrix Growth/ Share Matrix Strengths, Weaknesses, Opportunities, Threats 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. GSM CDMA GDP BTTTT 2G 3G WB IMF WTO CNTT-TT VTC VNPT Mobiphone Vietnam Mobile Vinaphone Gtel EVN Telecom VND TMDA Cellular System Code Division Multiple Access Gross Domestic Product Ministry of Information and Communications Second generation mobile network Third generation technology World Bank International Monetary Fund World Trade Organization Information Technology and Communications Multimedia Corporation Vietnam Posts and Telecommunications Group Global Telecommunication Corporation Vietnam Electricity Telecommunications Corporation Dong 5/66 List of tables 1. Table 1.1 SWOT analysis 22 2. Table 2.1 Vietnam mobile data – Events and predictions 30 3. Table 2.2 Income Statement of Viettel (2004 - 2010) 50 4. Table 2.3 Revenue density of Viettel services (2008 - 2010) 52 5. Table 3.1 QSPM - S-O Strategic Group 54 6. Table 3.2 QSPM - S-T Strategic Group 54 7. Table 3.3 QSPM - W-O Strategic Group 57 8. Table 3.4 QSPM - W-T Strategic Group 57 9. Table 3.5 Revenue target in the period of 2011 -2013 62 List of pictures Number of people who are interested in value1. Picture 2.1 added services (VAS) in mobile phone (Source 27 Nokia Market Study). List of graphs 1. Graph 2.1 2. Graph 2.2 3. Graph 2.3 4. Graph 2.4 5. Graph 2.5 Mobile users – source from General Statistics Office in June 2010 APRU in some countries in 2008. (source: Frost & Sullivan) Vietnam share mobile market (Source: General Statistics Office, 2010) Viettel Revenue (2000 - 2010) (Internal Source) VAS Income Statement of Viettel (2008 - 2010) (Internal Source) 6/66 29 30 31 50 52 INTRODUCTION 1. Reason for choosing the subject In recent years, competition in the mobile market has become more and more severe, seven service providers has come into operations, others are also making procedures for penetrating into the market. However, the market has gradually appeared saturated. In order to attract buyers, networks have uninterruptedly reduced fees and released a mass of promotional programs; only in 2010, 2 big networks reduced 15-20% mobile fees. In addition, subscriber’s attraction, promotion and ceaseless fees reduction also make revenue and profit decrease dramatically; Ministry of Information and Communications said that in 2009 ARPU (Average revenue per user) of Vietnam mobile decreased 20%. Facing to this situation, telecom businesses should have new strategies in order to increase ARPU. VAS services exploitation and development is a suitable solution for this problem. Especially, 3G boom is a very favourable factor for trading in these services. Viettel is one of businesses including large share in the Vietnam Telecom and also is one of leading businesses in developing, building and providing 3G service. In order to take full advantage of 3G infrastructure, it should have a business strategy and exploit VAS services correctly in accordance with the business’s capacity and the current market’s characteristics in Vietnam. Wish to apply knowledge and theories into practice; therefore, our group decided to choose the subject “Build VAS business strategy on mobile of Viettel Telecom” for our capstone. 2. Purpose of research Research and systematize theories on establishment and implementation of business strategies, select effective models for analyzing the establishment and implementation of business strategies. 7/66 Apply theoretical bases and models to analyze, evaluate both external and internal environment in order to build VAS business strategy on mobile of Viettel Telecom. Suggest solutions, recommendations on carrying out business strategies with a view of completing selected business strategies of the Company. 3. Research scope of the subject Due to time as well as resource limit, we only focus on analyzing and building VAS business strategy on mobile of Viettel Telecom in the period of 2011-2015. 4. Research method In order to solve the above matter, our report is drawn through using qualitative analyzing method (research, analyze the real situation of Viettel Telecom). Methods of specific data collection such as: survey questionnaires, expert interview are used for collecting data. Use National Statistical Data, specialized information and figures; use secondary figures about previous strategies, researches and reports of Viettel Telecom. 5. Structure of the capstone consists of 3 charters Charter 1: Theoretical basis of strategic management of the business. Charter 2: Analyze the real situation of Viettel Telecom. Charter 3: Build VAS business strategy on mobile of Viettel Telecom in the period of 2011- 2015, solutions and conclusion. 8/66 CHARTER 1 THEORETICAL BASIS OF STRATEGIC MANAGEMENT OF THE BUSINESS 1.1. Overview on strategic management 1.1.1. Concepts 1.1.1.1 Strategy There are a lot of viewpoints of strategy, within the framework of our capstone, we would like to set forth some typical concepts through development periods of the theory of strategic management: - Alfred Chander (1962): “Strategy contains defining long-term and basic objectives of a business, selecting the method or process of implementing and distributing essential resources and perfoming those objectives”. - Michael Porter: “Strategy is creating a unique and valuable position including difference and exchangeable choice in order to muster strengths and then create advantages for the organization”. From the above viewpoints, we can find that strategy is related to long-term and basic objectives of a business. However, building and deciding objectivesoriented strategy isn’t enough, the strategy should be defined in accordance with the vision, mission of the organization and methods, means to achieve those objectives in order to promote strengths, repair weaknesses of the organization, receive oppotunities, avoid or reduce damages because of threats from external environment. Thus, we can generally define strategy as follows: “Strategy is a mass of complex actions in order to mobilize resources of an organization to achieve a certain objective.” 1.1.1.2. Business strategy As mentioned, strategy is related to objectives of a business, strategies are built with the aim of helping the business achieve given objectives. However, business strategy is related to how a business can compete sucessfully on a specific 9/66 market. It is related to strategic decisions on selecting products, meeting the demand of buyers, taking a competitive advantage compared to rivals, exploiting and creating new opportunities, ETC,v.v... Fred R.David: “Business strategy is means to achieve long-term objectives”. It can be said that business strategy is means supporting businesses to achieve long-term objectives. Business strategy doesn’t draw up specific methods, but it is a general program, the most effective solution of resource mobilization with a view of executing fixed objectives. Business strategy of a business can be generally defined as follows: “Business strategy is an art of means organization and design in order to achieve long-term objectives of a business and it has a relationship with the change of business and competitive environment”. 1.1.1.3. Basic features of business strategy - Business strategy is defined from basic objectives and business direction of a business in each period. - The orientation of strategy is to ensure that the business will develop ceaselessly and strongly in a changeable environment. - Business strategy ensures maximum mobilization and optimal combination of resource usage and exploitation at present and in the future, promotes advantages and catches opportunities in order to gain competitive advantage. - Business strategy of a business is reflected during an uninterupted process. - Business strategy always contains offensive thought, wins a victory in business world. - Business strategy is often built during a long term (3,5,10 years). 1.1.1.4. Role of business strategy - Business strategy helps the business recognize its purpose, direction, it is also a basis and guideline for all business operations of the business. 10/66 - Business strategy helps the business catch and take advantage of business opportunities, then have positive methods to overcome risks and threats on the business world. - Business strategy contributes to improve the using capacity of resources, strengthen the business’s competitive stand in order to ensure its sustainable development. - Business strategy creates strong foundations for making policies and decisions on business production in accordance with the market change. 1.1.2. Process of strategic management Process of strategic management is a series of operations, including Commitments, Decisions and Actions of a business performed to achieve Strategic Competitive Advantage; Sustainable Competitive Advantage with Profit above average. Process of strategic management can be divided into 3 periods:  Period 1: Form a strategy This is the initial period playing a very important role in the whole process of strategic management. During this period, the business defines strategic objectives based on building mission, vision and core thought; analyzing external and internal factors; exactly defining opportunities, threats, strengths, weaknesses, and then select suitable strategies.  Period 2: Implement the strategy This is a period apply the strategy into practice in order to achieve given objectives. During process of strategic management, this period is quite important because whatever a strategy is formed systematically, it will become meaningless if it isn’t performed well. Three basic steps in the period of strategy implementation are: building annual business plans/ establishing annual objectives, putting forth policies and distributing resources.  Period 3: Evaluate the strategy 11/66 This the final period of process of strategic management. In this period, it should carry out the following works: re-considering basic factors of the current strategy, measuring achievements and implementing adjustments. 1.2. Mission, Vision, Purpose, Policy, Core thought 1.2.1. Vision Strategic vision expresses the highest or the most general desires, aspirations that an organization wants to obtain. It can be considered vision as a road map of the business reflecting the future destination and the road that the business will follow to achieve its goal. On the other hand, strategic vision is drawing a picture of purposes, reasons and methods to attain given goals. Define and declare that vision play a specially important role, because it collects all expectations in the business and encourage all efforts of the business with the aim of achieving purposes, lofty cause and ideal 1.2.2. Mission Mission is a declaration bearing a long-term value on purpose, it helps distinguish one business with another. Such declarations are also regarded as business philosophies, business principles, and the Company’s faith. Mission announcement “reason for existence” of the Company; In the viewpoint of Drucker, the mission announcement of the Company answers the question: “What are your business works ?”, “What/ how should you do to achieve mission announcement ?” 1.2.3. Purpose Purposes can be defined as achievements that an organization finds every way to achieve when pursuing its main tasks/ mission. Correctly defining purposes is very important to the business’s success, and objectives showing development directions, evaluating earnings show that objectives like resource distribution, development cooperation provide a basis to build an effective plan, organize and evaluate the efficiency, etc,v.v...Objectives should be challengeable, measurable, 12/66 suitable, reasonable and clear. A business includes many sections, so purposes should be built for the whole Company and each section. 1.2.4. Policy Fred R.David: “Policy is a tool to carry out strategies, a means to achieve objectives. Policies include instructions, rules and procedures designed to support efforts to achieve given objectives. Policies are directions to make decisions and express repetitive circumstances or periodical ones”. 1.2.5. Core thought Core thought defines long-term features of an organization; this is a consistent determination exceeding the life circle of product or market, technology breakthrough, management methods and leaders. In fact, core thought creates the most important and sustainable contributions for successes of a visionary company. Core value constitutes fundamental and sustainable rules, principles of an organization. Core values don’t need external support; they are valuable and important to the internal organization. A company should define core values which are independent of the current environment, competitive demands and management method. In order to identify core values, it should select the truthfulness, and then define which value is the focus. 1.3. The strategy’s analysis When developing and executing the strategy, managers should perform an important work; i.e., analyse the business environment where the business is competing or may penetrate in the future. Systematic analysis can help managers evaluate the current rate of profitability, define opposite forces or take advantage of them in order to improve the business capacity, evaluate the impact of big changes; moreover, helps define ways to change the industry’s structure. The business environment includes internal environment and external environment. 1.3.1. Analyse external environment 13/66 External environment includes factors, forces, and institutions occurring outside the business and beyond its control, it influences the efficiency and operations of the business. Identify and evaluate opportunities and threats from external environment allows the business to define its mission, task clearly and exactly; build strategies and achieve long-term objectives and policies with a view of attaining annual objectives. External environment includes:  Macro environment or general environment  The industry’s environment or micro environment or competitive environment. 1.3.1.1. Analyse macro environment Macro environment is an environment covering operations and affecting directly or indirectly all operations of businesses. The main purpose of macro environment analysis is to identify the change in expected tendencies from external factors. Focusing on the future, external environment analysis allows the business to identify and evaluate: O-Opportunities of the environment where the business may take advantage and T-Threats that the business may face up with. Then, allow the business to build business tasks clearly, define long-term and feasible objectives and design strategies in conformity with business objectives. We can use PEST model to analyse macro environment. The model consists of:  Political  Economic  Sociocultural  Technological They are four environmental factors directly affecting economic industries, those environments are external ones of businesses and industries, and industries must be 14/66 influenced by them as an objective factor. Based on impacts, businesses will put forth appropriate policies and actions. 1.3.1.2. Political environment Political factors also have a big influence on the rate of opportunities and threats from the environment. The main thing of this environment is the method that businesses can affect the Government and vice versa, the method that the Government affect them. 1.3.1.3. Economic environment The status of macroeconomic environment defines the healthiness, prosperity of the economy; it always impacts on businesses and industries. Economic environment indicates the nature and orientation of the economy that the business is operating. The economy’s influences on a company can change the profitability. Four important factors in the macro economy are the growth rate of the economy, interest rate, exchange rate and inflation rate. 1.3.1.4. Socio-cultural environment Socio-cultural environment is related to social attitudes and cultural values. Because cultural values and social attitudes create a social basis; so it often leads changes and technological, political, economic and demographic conditions. Similar to technological changes, social changes also create both opportunities and threats. 1.3.1.5. Technological environment Technological environment includes institutions, operations relating to create new knowledge, transfer them to inputs, products, processes and new materials. Technological change consists of creativity and termination, opportunities and threats. One of the most important impacts of technological change is that it can affect the height of entry barrier and re-organization on the structure’s origin. 1.3.1.6. Natural environment Natural environment includes: geographical position, climate, natural landscape, land, sea and rivers, mineral resources, forestry resources, purity of 15/66 water and air environment, etc,v.v...ensuring necessary input factors and operating environment of the business. 1.3.1.7. Global environment Global environment includes relevant global markets, changing markets, important international events, institutional features and basic culture on global markets. Globalize business markets creates both opportunities and threats. 1.3.2. Analyse internal environment Internal environment of a business includes internal factors. In order to exist and develop, all businesses carry out the following operations: management, finance, accounting, production/ business/ operation, research and development, marketing, etc… and have an information system, a management system, and functional sections. Internal environment analysis is to define S-Strengths as well as WWeaknesses of businesses.  S-Strengths: that the business is carrying out well or features help the business have competitive ability, including: - Secrets, skills, experience or special methods - Have strengths in material facilities such as: abundant capital, a big distribution system.  Have a strong human resource,v.v... W-Weaknesses: shortcomings of the business or factors pushing the business in difficult circumstances, including: - Lack of important competitive skills and experience - Lack of resources: human resources, financial resources, etc v.v... The result of internal environment analysis is to define resources, capacities and core capacities and then build a competitive advantage and strategic competitive advantage of the business. Competitive advantage of the business means that the business has the ability to supply the market a special value which no rival can. 1.3.2.1. Matrix (Internal Factor Evaluation) 16/66 IFE Matrix summarizes and evaluates basic strengths and weaknesses of a business. The matrix shows strengths that the business should promote and weaknesses that the business should improve to raise its achievement and competitive advantage. This is an important tool in forming the strategy for businesses. 1.3.2.2. Company Profile Matrix (CPM) CPM is to compare one business with its main competitors, based on factors affecting the competitive ability of businesses. CPM helps strategic managers identify main competitors as well as their strengths and weaknesses, and clearly recognize its competitive advantage and shortcomings. With this matrix, we can put main factors of internal environment in, which influence the business’s development such as: financial stability, the efficiency of marketing. 1.3.3. Analyse the environment inside industry In order to form a strategy, apart from macro environment analysis, research the environment inside industry is an absolutely important content. The environment inside industry is an environment directly associated with each business, most of operations and competition of businesses occur directly in this environment.  Five competitive forces model Michael E. Porter, a famous professor specialized in business strategies of Harvard Business School, put forth five competitive forces model, supporting strategic managers to analyse competitive environment, identify opportunities and threats from this environment and then build appropriate strategies. In his opinion, there are 5 competitive forces: 1.3.3.1. Competitive pressure from potential entrants In the viewpoint of M-Porter, potential entrants are businesses which aren’t present in industry but may affect the industry in the future. How many potential entrants, how their pressure on the industry, weak or strong, depends on the following factors: 17/66 - The industry’s attraction: This factor is reflected through criteria such as: profitability rate, quantity of buyers, and quantity of businesses in the industry. - Barriers when entering into the industry: factors make participation into an industry more difficult and expensive (scale advantage, product difference; capital demand; convertible cost; approach ability to distribution channels; cost disadvantages unrelated to the size; the Government policies; reprisals of businesses in the industry) 1.3.3.2. Competitive pressure from substitute Substitute is the product of industries under the demand of buyers similar to products in the industry. The appearance of substitutes can reduce the selling price or profits of businesses. Thus, businesses should predict and analyse the development trend of substitutes of businesses. 1.3.3.3. Competitive pressure from buyers Buyers are subjects of businesses and key factor creating the market. Pressure from buyers exists chiefly under two forms: claim for discount or bargain to have a better product/ service and they are people controlling competition in the industry through their decision. This makes competitors fight with each other and reduce the gross profit of industry. 1.3.3.4. Competitive pressure from suppliers Suppliers are individuals or organizations providing necessary resources for the business’s operations. Suppliers can create opportunities for the business when reducing the selling price, improving the quality of products, improving the quality of attached services. On the contrary, it can also cause threats for the business when increasing the selling price, reducing the quality of products, services, not ensuring quantity and time of supply, etc… 1.3.3.5. Competitive pressure from the industry Competitors are opponents trading in the same products/ services with the business. Competitors share market share with the business and can develop more if they have a higher competitive position. Competitiveness increase or decrease in the 18/66 industry depends on the market scale, the industry’s growth and the investment rate of competitors. The nature and intensity of competition among available businesses in the industry depends on many factors: - Competitors are crowded or have similar scale - The industry’s growth speed - Fixed cost and storage cost are high - Lack of product diversification and variable cost - The industry has redundant capacities - The industry’s diversification - Lay a bet on the industry is high - Barriers for withdrawal  EFE Matrix (External Factor Evaluation) EFE Matrix summarizes and evaluates main opportunities and threats to the business from external environment. It helps strategic managers assess the reaction level of the business for opportunities and threats, put forth external environment appraisals which may cause advantages or disadvantages for the business. 1.3.4. Business strategies In order to exist in a severe competition, the Company should create a competitive advantage. Competitive advantage is reflected under two basic forms: the lowest cost or product differentiation. Combine two forms of competitive advantage with the business scope of the Company will shape 3 competitive strategies:  Cost leadership strategy.  Differentiation strategy.  Focus strategy. Focus strategy has two specific methods: cost focus or differentiation focus. 1.3.4.1. Cost leadership strategy Cost leadership strategy was widely applied in the 1970s of the twentieth century in developed capitalist countries and nowadays it has been used in many 19/66 developing countries. The nature of cost leadership strategy is how achieve total cost-leadership in the industry (production, management), on the basis of implementing policies: focus on investing in material facilities, equipments, mass production in order to take advantage of large-scale, pursue the aim of cost reduction from experience, cost control and expense minimization, cost reduction for R & D, marketing, advertisement, etc,v.v... The purpose of the Company is to pursue this strategy; i.e., create new products, services with the lowest cost in order to overcome competitors to exist and develop. Companies selecting cost leadership strategy have low differentiation, market sections are low, typical strength concentrates on production management and material supply. With low cost, the Company has the ability to sell a large number of products, creating favourable conditions to promote production, reduce the price of products.  Strong points - Due to low cost, the Company can sell its products lower than competitors but keep expected profits. In case, competitors sell products at the same price, the Company including the lowest cost will achieve higher profit. - When the business scope starts to develop, if a price war happens and companies compete with each other on price, the Company including lower cost will won based on better competitiveness. - The Company easily confronts when having pressure on price increase of suppliers. 1.3.4.2. Differentiation strategy The nature of differentiation strategy is to create things that the whole industry recognizes “unique, incomparable”. Differentiation can be expressed under many forms: product design, quality, trade mark, manufacturing technology, customer service, etc,v.v... The purpose of differentiation strategy is to achieve competitive advantage through creating unique products for buyers, meet the demand of buyers by ways 20/66