The Vietnamese Party and Government consider information technology a spearhead and have preferential investment policies, encouraging all domestic and foreign forces to develop information technology.
VNPT's information technology development plan is shown in the following software technology development plan:
Table 3.1 VNPT's software technology development plan for the period 2001 - 2005
Year
Revenue (USD) | Labor needed (people) | |
2001 | 5,000,000 | 500 |
2002 | 15,000,000 | 1,500 |
2003 | 30,000,000 | 2,000 |
2004 | 50,000,000 | 2,900 |
2005 | 70,000,000 | 3,500 |
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Source: Department of Science, Technology and Industry, VNPT
Experience from neighboring countries shows that due to the small size of the domestic market, in order to develop information technology, information technology products must be prioritized for export. Thus, the information technology industry requires cooperation with foreign countries: cooperation to develop products; cooperation to develop markets...
VNPT has all the necessary conditions to cooperate and develop information technology. Specifically:
+ VNPT is a leading enterprise in the national information and communication infrastructure, especially in the role of managing the network and Internet services. VNPT is both a network manager and service operator, an equipment manufacturer, and the largest training and research center in the Vietnam telecommunications industry, so it has great advantages in exploiting projects on basic scientific research, applied research and projects requiring expensive investment...
+ The Postal industry has attractive careers, superior potential and information infrastructure of VNPT university creating strong attraction for the labor force.
information technology movement in the country.
+ VNPT is the largest network administrator and operator in Vietnam.
The university has partnerships with the world's leading equipment and mining manufacturers.
- Content and form of cooperation: VNPT can cooperate with partners to:
+ Cooperate to jointly invest in building high-tech and information technology research centers. This center is a place to train and provide
A team of internationally qualified IT engineers for VNPT, while also participating in the production and supply of IT products to the market.
+ Cooperate in the production and consumption of software products: Product processing; Participate in information technology projects - take on each part of the work; Cooperate in research and development of new products - develop separate products.
+ Cooperate and participate in information technology projects within VNPT. Through that, learn and transfer technology. VNPT considers requiring partners to cooperate with a unit within VNPT when bidding for information technology projects.
- Cooperation benefits:
+ Take advantage of the experience and reputation of partners, cooperate to research and develop products and markets.
+ Ensure to maintain the key role in the information technology market in the telecommunications sector and play an important role in the domestic information technology market. Promote product export to grow and approach international trends...
Cooperation in the production of terminal equipment such as landline telephones,
cellular phone
The growth rate of telephone subscribers in Vietnam in recent years has been spectacular. According to the plan, the density of telephone subscribers was 15-18 phones per 100 people by the end of 2010, but by the end of 2005, the telephone density had reached 18 phones per 100 people and reached 30 phones per 100 people by the end of 2006.
Thus, currently, Vietnam 's telephone network has nearly 18 million devices.
landline phones and over 15 million mobile phones. Demand for mobile phones
The number of telephones of all kinds is very large, as shown by some general figures in Table 3.2.
In the past, this market has not been exploited by manufacturers, most of the terminal phones used in Vietnam are imported. Joint ventures with foreign countries to produce and supply phones
Ensuring quality for consumers is a promising investment direction.
Table 3.2 Demand for mobile phones of all types in 2007
TT
Target | Unit | Landline | Mobile phone | Dog record | |
1 | Number of phones in use | Machine | 18,000,000 | 15,000,000 | Landline number |
used early 2007 | include | ||||
all machines | |||||
twin | |||||
song | |||||
2 | Consumption demand 2007 phone | Mine/year | 4,500,000 | 7,000,000 | |
- Replacement needs | Mine/year | 2,500,000 | 5,000,000 | Old phone | |
old machine | intended use | ||||
bp 4 years, machine | |||||
Mobile phone master | |||||
2 year warranty | |||||
- Installation requirements new in 2007 | Mine/year | 2,000,000 | 2,000,000 | ||
3 | Average machine price | VND/machine | 200,000 | 2,000,000 | |
4 | Sales revenue | Billion VND/year | 900 | 14,000 | 930 million USD |
- Content and form of cooperation: VNPT can choose partners to establish joint stock companies, joint ventures or propose to allow foreign investors to establish 100% foreign enterprises to produce terminal equipment such as computers.
landline phones, mobile phones, internet devices...
- Benefits of cooperation: Acquiring advanced production technology from other countries
partners. Ensure the supply of terminals for the domestic market and move towards export.
3.2.1.5. Orientation for selecting and applying investment forms
Reasonable demand work | Target calculation dead | Form of incorporation work | Project model ants | |
1. Main | ||||
- Fast delivery - Transfer money | Need cooperation | Expand the market | Joint venture | Equivalent Contribution |
- Postal and | ||||
e-commerce | ||||
2. Telecommunications | ||||
Networking and Business - PSTN network - Backbone network - Internet | Limited demand | Focus on learning technology and management | - Shares - International bond issuance - Lease purchase main | VNPT dominates the project |
- Mobile network | ||||
Exploitation and business service business | In need | Service cooperation | ||
VAS services on | ||||
IP | VNPT spends | |||
- Information on | High demand | Service cooperation by group | - Joint venture - Shares | project coordination or |
network | equivalent | |||
- Data exchange | ||||
VAS on the background PSTN | High demand | Cooperate according to service group | - Joint venture - Shares | Equivalent capital present |
Telecommunication services | ||||
basic - Data transmission - Telegraph, telegram, fax | Moderate, considered needs | Cooperation by service type and geography | - Joint venture - Shares | VNPT controls the project or not equivalent |
- Leased line |
- BCC | ||||
Mobile information services | GSM | Service exploitation needs | - Shares - International bond issuance | VNPT dominates the project |
CDMA | Construction and business | - BCC - Joint venture - Shares | VNPT dominates the project | |
Telephone service | VNPT only resells VAS services Consider cooperation in one region certain geography | |||
fixed inland | - Joint venture | VNPT spends | ||
Telephone service fixed long distance | Limited demand | - Shares | project coordination | |
tea | - Release of fruit | or | ||
Telephone service international fixed | international coupon | equivalent | ||
High demand | - Joint venture | |||
Industrial Equipment Products | for product high tech products | or buy the technology - 100% Company | Equivalent capital equivalent or VNPT less | |
new product | foreign capital | |||
IT products | High demand | Products serving the telecommunications industry Orientation export | - Joint venture - Collaborative research | Equivalent capital present |
3.2.2. Solutions on internal mechanisms and relations with partners
3.2.2.1. Improve the quality of research, negotiation, project establishment, and signing of FDI contracts
Research confirms investment opportunities:
Investment opportunity feasibility study includes pre-feasibility study and feasibility study. Pre-feasibility study is a general study of issues affecting investment projects to eliminate projects with uncertain profitability.
helps VNPT reduce research time and costs. For some small-scale, uncomplicated investment projects, VNPT can skip pre-feasibility studies. Feasibility studies are the process of in-depth confirmation of whether the investment opportunity chosen by VNPT is feasible or not.
Pre-feasibility study and feasibility study are two research processes at two different levels to clearly identify issues related to the project and
its effects:
+ Socio-economic development environment affects the project
+ Market research and forecasting demand for BCVT
+ Technical and technological research
+ Research on human resource organization
+ Research on finance - investment efficiency
The research process confirms investment opportunities, VNPT can research
Independently or in cooperation with partners, learning and utilizing the experience of partners for joint research. Improving the quality of this research process is the most important condition to improve the quality of FDI contracts.
Negotiation and signing of FDI contracts.
After confirming the investment opportunity and deciding to invest, VNPT and its partners will negotiate and sign the FDI contract. Improving the quality of contract negotiation will ensure VNPT's benefits in the project. Principles to be followed in contract negotiation:
+ Both parties share the profits and risks of the project on the basis of reasonable accounting of common revenues and expenses. For BCC projects, the parties themselves account for their own real profits and losses, VNPT does not control operating costs.
partner's actions and are also not bound by the minimum rate of return of
partner again.
+ Strengthen the role and responsibility of partners in the project. Agreements on BCC project management need to be specific and allow partners to participate at a certain level.
level of involvement in the project's business operations (not directly operating the network). Increased commitment to management support, as well as the implementation of advanced business practices.
+ There are regulations binding the partner's responsibilities in all commitments on investment capital, disbursement progress as well as binding the responsibility of transferring technical technology and management experience to VNPT.
For some signed university projects that are not yet strictly implemented, VNPT will have to negotiate and adjust some contents and signed investment and business commitments to reflect the actual investment needs and business capabilities; increase commitments on management support and business support; clearly affirm the partners' responsibilities in technology transfer commitments....
3.2.2.2. Strengthen training and human resource management in projects
FDI project
The quality of staff participating in FDI projects has a great influence on the effectiveness of VNPT's FDI contracts. Staff participating in the project must have sufficient professional qualifications, foreign languages, cooperation experience and especially a sense of responsibility for the assigned tasks. The role of the staff participating in the project is demonstrated right from the stage of researching and developing investment opportunities, project establishment, contract negotiation and signing... until the implementation of production and business activities.
In the actual business cooperation activities of VNPT in recent times, the
The level of participation of some cadres in projects is not commensurate with their functions and tasks.
assigned. Some staff still lack experience in negotiating and implementing international projects, especially large and complex projects. Training and improving the qualifications of staff participating in projects have not achieved the desired results.
To ensure the benefits of FDI activities at VNPT, the issue of enhancing the capacity of the staff plays a key role. The issue of human resources will determine the benefits that VNPT can achieve through the joint venture. On the other hand, the development plans and strategies of the joint venture require qualified and steadfast staff to implement together with foreign experts and ministries.
To ensure its benefits in FDI projects in the coming period, VNPT needs to have human resource strategies based on the following:
Human resource selection and management issues
When considering the establishment of FDI projects, human resource issues must be considered first by VNPT. These issues must be implemented within the framework of a long-term strategy focusing on a team of qualified staff with appropriate age and career, and especially with sufficient knowledge and experience in working with foreign partners.
Regarding the issue of personnel selection and management: Usually, managers
directly from VNPT or its subsidiaries, in some cases directly recruited by both Vietnam and foreign countries. Vietnamese staff working in FDI projects must have professional qualifications, foreign language skills... to meet the requirements of future production and business processes. VNPT needs to increase the number of highly qualified management and technical staff to FDI projects so that they can quickly grasp the
with modern business management technology, advanced production technology that the
Foreign partners often have the advantage.
For joint ventures, it is necessary to focus on recruiting and bringing into the joint venture staff with reasonable health and age, arranging staff according to their abilities and work experience to be able to maximize the strengths of each staff. Avoid arranging staff contrary to their abilities and expertise. Select a team of joint venture management staff suitable to the capacity and management work of the enterprise. It is necessary to select staff with business acumen, professional knowledge, foreign language ability and management experience to participate in the board of directors and key positions of the enterprise. In the coming period, it is necessary to stipulate that Vietnamese staff participating in the board of directors must have a degree in business administration.
It is necessary to have a clear and detailed strategy to determine the human resource needs for FDI projects right from the project establishment. It is necessary to consider the human resource structure according to each functional department in FDI projects so that the human resource structure is the most scientific and economical. Avoid the phenomenon of excess or understaffing or deviation in organizational structure in joint ventures. Always have proactive human resource plans to supplement new human resources with qualifications and moral qualities and resolutely eliminate personnel who are weak in capacity or show signs of poor quality.
ethics, there are behaviors that damage the common interests of the Vietnamese side.