The concept of strategy, business strategy
Various concepts of strategy exist today, yet none fully encapsulate the essence of this activity Each concept presents unique perspectives shaped by the author's viewpoint.
However, in general, all concepts focus on four categories: plan, model, location, and perspective Based on these categories, strategy is:
A plan to know how from one thing can achieve another
A long-term activity, for instance, a company often markets expensive products means they are applying the strategy of “focus on high-income customers”.
Location shows the decision to bring particular products or services into particular markets
Perspective shows the vision and direction enable the company or organization development.
1.1.1.2 The concept of business strategy:
Business strategy of an enterprise is an art of building long-term objectives and policy direction and implementation to create its competitive advantage.
Business strategy helps us understand:
Where the enterprise reaches for in the long term (direction)?
In which market enterprises must compete and what kind of business activity conducted on that market (market size)?
How will enterprise do better than its competitors on that market (advantages)?
Which resources (skills, properties, finance, relationships, technical ability, facilities) are necessary to compete (resources)?
How external environmental elements affect competitiveness of enterprises (environment)?
What are expectations of powerful people in and out of the enterprises(share-holders)?
Characteristics and the role of business strategy
1.1.2.2 The role of business strategy:
To achieve sustainable development, enterprises must implement a well-defined business strategy, which is essential for their long-term viability A robust business strategy not only ensures the survival of the enterprise but also offers numerous benefits that contribute to its overall success.
Help enterprise orientate its activity in the future by analyse and forecast business environment
Businesses can effectively seize opportunities and manage risks by optimizing their resource development This strategic approach enables enterprises to utilize their resources efficiently, ultimately enhancing their overall power and competitiveness in the market.
• Strategies help create a trajectory operation for the business which helps business link individuals with different interests towards a common objective and business development
Business strategy is an effective competitive tool of enterprises.
Concept of vision, Mission and core values
A vision statement articulates the future aspirations of your company, serving as a roadmap for achieving goals and objectives It can vary in length, from a succinct sentence to a more elaborate paragraph, but its primary purpose is to clearly define the organization's desired destination.
A mission statement is a crucial document that articulates the purpose and values of your company, serving as a foundation for strategic planning It outlines the guiding principles and rules that govern your organization, and its length and focus can vary based on the specific business goals and values.
A mission statement serves as the cornerstone of a company's vision, providing motivation for employees while effectively communicating the organization's purposes and values to customers and the broader community.
Core value is an essential element and long-term belief of an organization.
As a small group of thousand years guiding principles, core values require no external evidence, they are valued and intrinsically important for anyone in the organization
The core value system serves as the primary driving force that inspires individuals to engage in their work, acting as a central element that unites employees within an organization, as well as fostering connections with customers, business partners, and the broader community.
1.2 Fundamental issues in building business strategy:
Identify tasks and system of strategic objectives
1.2.1.1 Identify tasks of strategy formulation
A strategic mission is a long-term declaration that defines an enterprise's purpose and sets it apart from competitors It encompasses the organization's core principles, objectives, and philosophies, guiding the identification of business areas, products, services, and market demands.
Strategic objectives represent the desired future state that a business aims to achieve through planned activities These objectives are more specific and quantifiable, focusing on key metrics such as growth, profitability, sales, and market share They can be classified into two categories: long-term and short-term objectives.
Analyzing the business environment
Analyzing the business environment involves assessing external, industry, and internal factors to identify opportunities, risks, strengths, and weaknesses This process reviews various environmental influences, allowing businesses to leverage their strengths to capitalize on opportunities while effectively managing potential risks.
The objective environment of an enterprise encompasses five key segments: economic factors, legal-political conditions, socio-cultural influences, natural elements, and technological advancements Changes in the macro environment can significantly affect various forces within an industry, altering their relative strengths and ultimately reshaping the industry's overall attractiveness.
Enterprises must identify both the opportunities and challenges presented by their external environment, requiring them to not only adapt but also drive changes within that environment Key elements of the external environment play a crucial role in shaping these dynamics.
Macro analysis allows businesses to assess how macroeconomic factors influence their operations and the fundamental shifts in the competitive landscape By conducting a thorough analysis of the macro environment, enterprises can gain valuable insights into external influences that may affect their strategies and performance.
Inflation rate Interest Trade balance Budget balance
Personal savings rate Enterprise savings rate Gross domestic products
Antitrust Law Tax law The philosophy of adjustment
Labor law Education policy and philosophy
Female labor force Diversify labor Attitude about quality of work Population size
Environmental concerns Shift work and occupational favorites Conceptual changes with products and services Ethnic communities
Natural segment Geographical distribution Climate, weather, environment characteristics
Concentration of private and government support for R & D
(Source: Strategic management textbook - Statistics publisher 2009)
Different industries exhibit distinct economic characteristics, competitive dynamics, and future profit potential These economic features are influenced by various factors, including market size, market growth, and the rate of technological advancement.
In today's dynamic market, organizations must navigate changing geographic boundaries, whether local or global, while considering the quantity and scale of buyers and sellers The size of products sold and the types of distribution channels also play a crucial role in shaping business strategies Additionally, competitive forces vary across sectors, with competition often centered around factors such as price or quality Understanding these elements is essential for effective strategic management.
To assess the environmental factors impacting company operations, Michael E Porter's Five Forces Model is highly effective This model illustrates that stronger competitive forces restrict the ability of existing companies to raise prices and achieve higher profits Therefore, it is essential for managers to recognize the opportunities and risks associated with changes in the competitive landscape.
5 forces to build adaptation strategies.
Michael E Porter has identified five dominant impacts of competition in an industry to help managers realize opportunities and risks that businesses face in the industry:
Figure 1.2: Five forces model of M Porter (Source: Strategic management textbook of Griggs University)
Competition among existing companies in the industry
Price squeeze ability of suppliers
Price squeeze ability of buyers
Internal environmental analysis aims to pinpoint internal resources and capabilities that can foster a sustainable competitive advantage for a business This process involves assessing the enterprise's strengths and weaknesses, which serves as a foundation for developing and executing effective business strategies Key factors examined during this analysis include staffing, finance, marketing, and technology, all of which are within the organization's control.
This report focuses on resource analysis as one of the two primary methods for examining a business's internal environment, alongside value chain analysis.
Resource analysis evaluates the reserves, capabilities, and assets available to business units within a company This analysis emphasizes financial resources, physical assets, human resources, intangible assets, technology, and long-term contracts Analysts must distinctly identify the resources that contribute to income generation for the business, rather than merely listing them.
The tools to build business strategy and types of business strategies: 17
Identifying the foundation of strategic objectives and assessing both external environmental factors and internal elements within the organization allows businesses to utilize models for selecting and developing effective business strategies and solutions for their implementation.
SWOT Analysis is crucial for organizations as it aids in strategic planning by identifying opportunities, addressing external challenges, leveraging strengths, and overcoming internal weaknesses This comprehensive assessment informs objectives and guides business development direction.
I II III V III IX V I IV
Xây dựng & phát triển resources, predictions based on combine models can be made and thereby form the strategic plans.
SWOT is the first letter of:
S/O: Strategy of taking advantage of opportunities by using strengths
S/T: Strategy of using strength to overcome threats
W/O: Strategy of using opportunities to overcome weaknesses
W/T: Minimize weaknesses to avoid threats
(Source: Strategic management textbook of Griggs University)
IE matrix (Internal – External Matrix) puts various SBU of the enterprise into
01 table consists of 09 cells This matrix is based on 02 main aspects:
- Total number of critical points of the IFE matrix shown on the X axis
- Total number of critical points of the EFE matrix shown on the Y axis
- Each SBU must establish IFE and EFE matrix to set up IE matrix
- X axis shows total critical number of IFE matrix
The total score from 1.0 - 1.99 shows internal weakness
The total score from 2.0 - 2.99 shows neutral
The total score from 3.0 - 4.0 shows strength
- Y axis shows total critical number of EFE matrix:
The total score from 1.0 - 1.99 is low
The total score from 2.0 - 2.99 shows neutral
The total score from 3.0 - 4 shows strength
Figure1.3 Total critical number of IE matrix:
(Source: Strategic management textbook of Griggs University)
+ If SBU is on I, II, IV: Development and building
+ If SBU is on III, V, VII: Holding and maintaining
+ If SBU is on VI, VIII, IX: Harvest or dismiss
Space matrix is the strategic position matrix assessing activities described in the following
Figure1.4 Total critical number of SPACE matrix
(Source: Strategic management textbook of Griggs University)
The SPACE Matrix identifies the most suitable strategy for an organization—offensive, conservative, defensive, or competitive—by analyzing its internal financial strength (FS) and competitive advantage (CA), alongside external factors such as environmental stability (ES) and industry strength (IS) These four elements are crucial in determining the overall strategic position of the organization.
Strategic management within an organization operates at three fundamental levels: the enterprise level, the business unit level, and the functional units level Each level encompasses distinct strategies that contribute to the overall effectiveness and direction of the organization.
Figure 1.5 System of the business strategy map
(Source: Strategic management textbook of Griggs University)
Focus Growth strategy Market entry strategy Market development strategy Product development strategy
Growth strategy through integration: Horizontal combine strategy
Forward combine strategy Backward combine strategy
Activity diversification strategy Concentric diversification strategy Horizontal diversification strategy Combine diversification strategy
Marketing strategy Technology strategy Human resource strategy Finance strategy
ANALYSIS BASIS TO BUILD BUSINESS STRATEGY FOR
Introduction on EVNTelecom
2.1.1 Overview of formation and development of EVNTelecom
EVNTelecom is an independent accounting member under the Vietnam Electricity Corporation, was established by Decision No 380/NL/TCCBLD July 8,
1995 by the Vietnamese Ministry of Energy (now the Vietnam Ministry of Industry and Trade)
EVNTelecom is fully licensed to provide telecom services in Vietnam
With a robust infrastructure and advanced technology, EVNTelecom is dedicated to delivering high-quality utility services at competitive prices, offering customers innovative alternatives Driven by a dynamic and professional team, the company aims to be among the top three telecommunications providers in Vietnam by 2015, embodying its motto, "Connecting power."
Providing public telecommunication services, information technology domestically and internationally
Survey, consulting, design, installation and maintenance telecommunications, information technology infrastructure.
Operating and exploiting information and telecommunication service to production, transmission, distribution and power trading
Exports, direct imports of equipment, materials, and goods.
Other industries in accordance with law.
2.1.3 Vision, mission and core values of EVNTelecom
Our vision is to be the top-rated provider of comprehensive telecommunication services in Vietnam, with a particular focus on becoming the leading provider of leased-line services, achieving the highest market share by 2015.
Misson: Provide to all the common, community telecommunications services; ensures that everyone be able to use and pay for services.
EVNTelecom brand value: Credibility, real interest of customers and beneficial to customers.
EVNTelecom participated in the largest fiber optic networks in the region and in the world, connecting Vietnam with countries worldwide through 03 international transmission ports:
Mong Cai international port, capacity 12,5Gbps.
Lang Son international port, capacity 10 Gbps.
Moc Bai international port, capacity 2,5 Gbps.
Khanh Binh (An Giang) international port, capacity 2,5 Gbps.
Lao Bao international port, capacity 2,5 Gbps.
Backbone transmission to serve international capacity:
Hanoi – Mong Cai – Lang Son, capacity 40 Gbps.
Hanoi – Ho Chi Minh city, Capacity 80 Gpbs.
Trans-Asia submarine cable system – IACS:
The Trans-Asia submarine cable system (IACS) boasts a total capacity of 3.84 Tbps, with EVNTelecom holding 50 Gbps, which can be upgraded to 450 Gbps in the near future This robust infrastructure enables EVNTelecom to establish connections to key traffic centers across the region, including Hong Kong, Singapore, Japan, the United States, and European countries With this advanced submarine cable system, EVNTelecom is well-equipped to address the growing demand for high-quality broadband telecommunications and other services in the coming years, while also providing a reliable backup for the national telecommunication network.
Over 40.000 km EVNTelecom cable, transmission network presents in 63 cities and provinces nationwide
ENVTelecom leverages a North-South backbone alongside 500kV and 220kV power transmission lines, utilizing advanced technology with a capacity of 400Gbps This robust capacity enhances the national transmission framework, promotes resource sharing, and optimizes the use of information and media systems across the country.
EVNTelecom local transmission system is safe, trusty thanks to designs strongly follow circuit protection principles
The implementation of OPGW cable systems on high voltage grids (500kV, 220kV, and 110kV) and ADSS cable systems on medium and low voltage grids has established EVNTelecom's transmission network as the safest option available, outperforming alternative solutions.
EVNTelecom transmission network is built under flexible approaches toward the most modern technologies in the world
EVNTelecom networks utilize CDMA 2000 1x EVDO technology, offering extensive coverage across all 63 cities and provinces in the country This advanced network infrastructure presents significant advantages over traditional wired and wireless services, enabling a diverse range of services to be delivered efficiently.
EVNTelecom has constructed NGN network nationwide including softswitch, media gateway, router, value-added providing system, etc NGN is network infrastructure providing VoIP Besides national POP, EVNTelecom has
25 deployed various POP worldwide (Hongkong, United stated of America, etc) to create worldwide web
In parallel with NGN, EVNTelecom is deploying wired telephone network.
EVNTelecom is a licensed internet service provider offering a comprehensive range of services, including international internet connections (IXP), internet access services (ISP), and various value-added internet services (OSP).
Nowadays EVNTelecom is deploying wifi in big cities
Since September 2009, EVNTelecom has been developing a 3G mobile communication network, leveraging a robust transmission infrastructure with national and international stations The network is designed to support 15,000 BTS, accommodating over 25 million subscribers, with the potential to upgrade capacity to serve 40-50 million subscribers.
On June 9, 2010, EVNTelecom officially launched its 3G services, despite the network not being fully developed This move was in line with their commitments to the Ministry of Information and Communications (MIC) A key advantage of EVNTelecom's 3G technology is its complete independence from 2G technology, unlike other providers that have developed their 3G services from existing 2G networks This independence minimizes the risk of interference and ensures higher quality services for both 2G and 3G users.
3G technology represents a significant advancement over 2G, operating independently and utilizing CDMA technology EVN Telecom is well-positioned to capitalize on the emerging opportunities in the 3G service market, especially as all providers begin their deployment from a similar starting point, following the challenges encountered with 2G services.
EVNTelecom faces challenges regarding terminal usage rights due to separate terminal operations and frequency interference, which have hindered its competitiveness, especially as newer service providers emerge However, the deployment of 3G technology is set to enhance EVNTelecom's market position, allowing it to attract customers from leading competitors and strengthen its service offerings.
EVNTelecom is fully licensed to provide telecom services in Vietnam The table below shows telecommunication services currently being provided EVNTelecom on market
Table 2.1 Services provided by EVNTelecom
Leased-line, MPLS, IPVPN services Interactive network setting: LAN, WAN
Data transfer Connect focus server system Virtual private network services (VPN)
National mobile phone services E-Mobile Free trade call service and enterprise networks 1800-1900
Internet connection services IXP Direct internet access
Broad-band internet access ADSL
Internet access via cable TV network Internet access via WLL/CDMA network Television conference
High-speed wireless broadband Collocation server, web design Register and maintain domain names FTTx
Video call Multimedia message (MMS) Mobile music
Mobile broadband Video on demand Mobile Television High-speed internet access from mobile phone Mobile TV, MMS, Mobile Music, Q- Mobile, Game download, Clip, E-media, Happy tune
Analyzis of the business environment of 3G telecommunication
EVNTELECOM 2.2.1 Analysis of the macro environment
Vietnam's economy is increasingly integrating into the global market, marked by its accession as the 150th member of the World Trade Organization (WTO) and the implementation of permanent normal trade relations (PNTR) with the United States These developments have opened the door for major international telecommunications companies, equipped with substantial financial resources, advanced technology, and management expertise, to enter the Vietnamese market, intensifying competition for local telecommunications firms.
However, besides the challenges, international integration also brings new opportunities to expand the market, access to competing with the advanced technology and modern management experience.
Since 2008, our socio-economy has suffered significantly due to global economic turmoil, especially the financial crisis that triggered widespread economic decline Additionally, continuous natural disasters and epidemics have further harmed production and adversely impacted the lives of many individuals.
In 2008, the Government implemented eight key measures aimed at curbing inflation, stabilizing the macro economy, and ensuring social security As a result, although the socio-economic performance in 2008 was lower than in 2007, the proactive approach helped mitigate potential adverse effects.
According to BMI, a prominent financial organization based in London, Vietnam's economy is stabilizing and has successfully moved away from a crisis balance issue; however, significant fundamental challenges still persist.
According to BMI, Vietnam's current strength lies in the government's ongoing commitment to market-oriented reforms However, BMI identifies three significant risks that Vietnam may face by 2017: inflation, infrastructure challenges, and issues related to education and training.
BMI forecasts Vietnam's GDP growth to rise by 8.5% in 2011, with an average growth rate of 8% expected from 2013 to 2017 This economic expansion will lead to increased consumption, particularly in telecommunications services Consequently, there will be a growing demand for 3G service providers to deliver higher quality and more diverse offerings.
BMI predicts "there will be a boom in foreign investment as economic conditions are stabilized, which will create a momentum for growth in 2010 and
According to BMI, foreign investment in Vietnam's manufacturing sector is projected to be a significant contributor to the country's economic growth over the next decade Currently, this sector accounts for 25% of Vietnam's GDP, with expectations for this figure to rise to 34% by 2013 and reach 40% by 2017.
Foreign investment flows into Vietnam will increase opportunities for EVNTelecom to select strategic partners to enhance competitiveness and improve the problem of capital.
BMI says that the trade deficit of Vietnam will gradually decrease after 2011 and Vietnam will achieve a trade surplus in the years 2016-17.
In alignment with regional and global integration trends, countries are required to reform their institutions, laws, and policies to adhere to international standards Since 2006, Vietnam has actively pursued these reforms to enhance its compliance with global practices.
Vietnam has implemented 29 essential reforms to its legal system and signed key documents to facilitate international trade and exchange, alongside various bilateral and multilateral agreements The government's open foreign policy has fostered a conducive environment for foreign businesses to operate in Vietnam As a result, Vietnam's multilateral and bilateral relations have expanded significantly, particularly with ASEAN, the EU, the United States, Japan, and China.
The U.S and Vietnam have signed a trade agreement that emphasizes the expansion of the service market, allowing American citizens and companies to invest in various sectors, including banking, finance, insurance, and specialized telecommunications services The agreement outlines a phased schedule for opening Vietnam's telecommunications market: value-added services will open after 2 years, internet services after 3 years, and basic services within 4 to 6 years, with fixed telephone services taking 6 years This timeline is designed to align with the current state of Vietnam's telecommunications industry, providing the necessary time for preparation and integration.
Political stability fosters an environment conducive to EVNTelecom's investment in expanding its production and business activities, instilling confidence in other investors and broadening its customer base To enhance competitiveness in the postal and telecommunications sector, the legal framework has been progressively refined, highlighted by the Postal-Telecom Ordinance (6/2002), the Telecommunications Law (11/2009), and a detailed decree on the implementation of certain articles of the Telecommunications Law (4/2011) This new legal framework invigorates the market, facilitating the emergence of a more open and competitive business environment, which, in turn, challenges EVNTelecom's pivotal role in the Post and Telecommunications sector.
To be successful in business, enterprises not only make their efforts in the target market but also harness all elements of the business environment, including cultural factor.
Cultural nuances, shaped by tradition and regional environment, significantly influence consumer behavior, impacting perceptions and attitudes toward products and services As demand for communication and services rises, individuals across various sectors—including entrepreneurs, farmers, students, and civil servants—require enhanced connectivity This growing need is expected to drive increased demand for EVNTelecom services.
As society evolves, the awareness and skills of the Vietnamese workforce continue to improve, enabling companies to access highly qualified labor and effectively manage skilled technical resources.
As of 2011, Vietnam's population exceeds 88 million, making it the seventh most populous country in Asia Despite a declining birth rate, projections indicate that Vietnam's population will continue to grow by approximately 1 to 1.1 million people each year until 2015.
The young population represents a key target market for mobile information, characterized by an increasingly educated demographic with improved living conditions and enhanced work skills However, this rising quality of the population is juxtaposed with a stark divide in social fabric, highlighting a significant disparity between the wealthy and the impoverished.
Prefer new, modern and high technology services
Consumer lifestyles appear quite common in the majority of the young
EVNTELECOM internal analysis of 3G telecommunications service business
Some basic criteria to assess the financial situation of EVNTELECOM in the period 2008-2010
Table 2.5 some indicators of the financial year 2008-2010 EVNTelecom
No Basic criteria Year 2008 Year 2009 Year 2010
II Ability to manage debt
Source: EVNTelecom financial report in 2008, 2009, 2010
From 2008 to 2010, EVNTelecom faced a challenging financial situation, marked by a decline in net revenue and an increase in expenditures, leading to decreased profits Consequently, the company's performance evaluation metrics were low, reflecting poor liquidity, debt management, and asset management capabilities.
Table 2.6 Table on operation comparison of EVNTelecom, Viettel and Mobifone 2010
No Indicator EVNTelecom Viettel Mobifone
Despite the financial indicators suggesting inefficiencies in EVNTelecom's financial activities, the company maintains a robust financial resource base The high debt levels indicate that EVNTelecom effectively utilizes external financing and engages with organizations within the sector.
Since the formal introduction of 3G services in June 2010, EVNTelecom has consistently diversified its offerings, launching a range of 3G services tailored to meet the diverse needs of its customers.
+ E-Mobile 3G: For customers wishing to phone and use Internet services and other 3G value added services Use of national scope.
+ E-Net 3G: For customers wishing to use Internet In addition, subscribers can also text message inside and outside the net Use of national scope.
In March 2011, EVNTelecom launched E-Net 3G+, enhancing its 3G service by introducing national internet and messaging capabilities, along with additional value-added services available within each province and city, setting it apart from other 3G providers.
In addition, EVNTelecom continuously diversifies value added services provided by 3G.
Status of the package implementation:
Corresponding to different types of services, EVNTelecom issues a total of
12 packages services to suit various customers including many packages which make a difference and breakthrough compared to other providers.
Rates in 3G services always ensure great competitiveness (currently it is the cheapest on the market) and attract all kinds of customers
The service offers two post-paid packages: Basic and Step The innovative Step package stands out as it eliminates the subscription fee, instead implementing a step charge with a minimum commitment of just 30,000 VND per month.
In addition to its two basic postpaid packages, EVNTelecom offers a variety of specialized plans tailored to meet the diverse needs of its customers These include packages designed to support employees in the sector, easily memorable number plans with specific commitments, and prepaid options featuring memorable numbers for ECPay services.
+ Besides, with each package are included incentives for long lifetime customer subscription policy.
Explore our four post-paid packages, each featuring a complimentary USB Notably, the E1 package stands out by excluding monthly subscription charges, offering a unique advantage that sets it apart from competitors This innovative approach truly differentiates our offerings in the market.
+ 01 pre-paid package and a package comes with USB.
E-Net 3G+ service with 01 pre-paid and 01 post-paid.
Currently, EVNTelecom is basing on 02 main distribution channels which are one in the sector and the other developed directly by EVNTelecom
(direct store system, outside sector agencies, direct sales teams).
In February 2011, EVNTelecom established regulations for outside sector agents and introduced a commission policy for 3G service agents, laying the groundwork for the development of a distribution channel system beyond the sector.
EVNTelecom has officially launched SIM STK agents to enhance its distribution network, enabling rapid expansion and providing customers with easier access to 3G services.
- Moreover, EVNTelecom also continues to expand its distribution channels for VnTopup virtual cards for 3G service.
EVNTelecom has refrained from executing a media advertising campaign for its 3G services due to limited coverage and inconsistent quality As a result, the brand remains largely unknown among potential customers, with recent subscriber growth primarily coming from existing power sector clients and conversions from EVNTelecom's CDMA service.
EVNTelecom primarily emphasizes short-term promotional programs aimed at enhancing network quality during limited promotional periods set by the MIC Recently, their promotions have largely centered on customer charges However, the effectiveness of these initiatives has been lacking due to insufficient media, public relations, and advertising efforts, resulting in low brand awareness for EVNTelecom's 3G service among customers.
EVNTelecom's organizational model is based on specialization, with each service area managed by a deputy director The company features dedicated service centers and telecommunications domain centers that support a diverse range of services Each domain center aligns with the overarching structure of the power company, fostering strong connections with relevant channels.
EVNTelecom currently employs 1,950 staff members, with 72% holding university degrees, 15% possessing college or intermediate qualifications, and 8% trained through technical or vocational schools, while a small percentage remains untrained To ensure a skilled workforce, the company conducts annual recruitment drives aimed at filling positions across its various units This commitment enables EVNTelecom to maintain a team of engineers and professionals with the necessary qualifications to effectively meet its operational needs.
To remain competitive in the market, EVNTelecom is focusing on mastering modern and advanced technologies while ensuring that staff and employees have the necessary conditions to meet rising demands However, the company is currently facing a "brain drain" issue, prompting the implementation of measures to address and mitigate this challenge.
2.3.5 Sumary of the strengths and weaknesses
S1 EVNTelecom is one of three telecommunications service providers with the largest network infrastructure in Vietnam and is the fourth supplier of 3G service in the market.
S2 Employees in the industry and their family will be the potential and loyal customers to the 3G service of EVNTelecom.
S3 EVNTelecom 3G network is completely independent from the current 2G CDMA thus information interruption by the wave over thrust of 2G and 3G that other vendors are having does not exist.
S4 Charge of EVNTelecom is quite competitive compared to other vendors.
S5: Take advantage of extensive distribution channels which are the General Electric Companies
W2 Inexperienced human resource and lack of capital
W3 The number of subscribers from 2G to 3G EVNTelecom is less than the suppliers who have a relatively large mobile market share.
W4 EVNTelecom does not have its own distribution channels and is still largely dependent on the distribution channels of the Electric power.
W5 Reputation and brand image of EVNTelecom in the market has not been known by many customers.
W6 Financial and marketing activities have not promoted the internal capacity of EVNTelecom.
Table 2.7 IFE matrix of EVNTelecom
No Internal environment of the company Percentage Rate mark Total mark