Luận văn tiếng Anh :Improving marketing strategy for Vietnam Mobile Telecom services company (MOBIFONE)
Nhà xuất bản:Trung tâm Công nghệ Đào tạo và Hệ thống việc làm
Chủ đề:Quản trị kinh doanh
Chiến lược kinh doanh
Công ty dịch vụ thông tin di động Việt Nam
Miêu tả:Electronic Resources
Luận văn ThS. Quản trị kinh doanh – Trung tâm Công nghệ Đào tạo và Hệ thống việc làm. Đại học Quốc gia Hà Nội, 2009
Research findings arc collected from Marketing research report made by Indochina Research Limited.
1.6 Organization of the research report
The research consists of six chapters and structured as follows:
Chapter 1: Introduction
This chapter explains the rational of study, problem, objectives, framework, scope and methodology.
Chapter 2: Literature review
This chapter describes briefly concepts and theories used to inform this study. Chanter 3: Overview of Vietnam mobile phone market
This chapter i ntroduces the Vietnam mobile phone market by using the PEST (political, economic, social and technology) and Competitive analysis (Five forces framework). MobiFone’s opportunities and threats are analysed Chapter 4: MobiFone and its marketing strategy
This chapter introduces MobiFone and its existing marketing strategy. Result of a significant survey done by MobiFone’s consultant are presented along with discussion to evaluate MobiFone customers’ satisfaction. Base on that, strengths and weaknesses analysis is carried out.
Chapter 5: Conclusions and Recommendations
This chapter provides a summarv of conclusion and recommendations to improve MobiFone’s marketing strategy.
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This chapter explores the basic concepts and approaches on how the research was developed and which theory was used to build the research framework.
2.1 The need for strategy
The need for strategy arises because an organization needs to take into account of thousands of external variables, which could affect it. It also needs to make choices over thousands of decision variables which are taken by manv people under conditions of uncertainty and incomplete information. Only through the existence of a commonly understood strategy, an organization can achieve consistency in the decisions it takes across different organizational members and across time. Hence, strategy could be seen as a heuristic, a set of guidelines or rules, which assist day-to-day decision making.
Strategy sets parameters for an organization in terms of defining the business it is in and the way in which it will compete. An important role of strategy is to give coherence and direction to the actions and decisions of an organization. Through formulating and implementing effective strategies, the business performance can be enhanced. In a changing world, detailed planning cramps initiative and opportunism, which may eventually result in rigidity. Strategy also provides the stability of consistent direction and orientation while permitting the flexibility to adapt to changing circumstances. Figure 2.1 illustrates the importance of strategy and the key role it plays in business.
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