A STUDY ON HYPERCOMPETITION THE CASE OF VMS FROM 2005 TO 2007

LIST OF ABBREVIATIONSTECH: technology MBA: Master of Business Management ID: Identify WTO: World Trade Organization BTA: Bilateral Trade Agreement BCC: Bilateral Corporation Contract FDI

VIETNAM NATIONAL UNIVERSITY, HANOI

SCHOOL OF BUSINESS

Dang Thi Thuyet

A STUDY ON HYPERCOMPETITION

THE CASE OF VMS FROM 2005 TO 2007

Major: Business Administration

Code: 60 34 05

MASTER OF BUSINESS ADMINISTRATION THESIS

SU PERV ISO R : DR N G U Y E N TH I PHI NGA

Hanoi - 2007

CHAPTER 2: MOBILE SECTOR AND VMS ANALYSIS

2.1 Competition analysis on Mobile market from 2005-2007 21

2.1.2 Mobile market competition 31

2.2 Analysis o f the VMS’s Competitive ability in 2005-2007 39

LIST OF ABBREVIATIONS

TECH: technology

MBA: Master of Business Management

ID: Identify

WTO: World Trade Organization

BTA: Bilateral Trade Agreement

BCC: Bilateral Corporation Contract

FDI: Foreign Direct Investment

ROA: Research Group on Asia

SMP: Signified Market Power

GSM: Global System for Mobile Communication CDMA: Code Division Multiple Access

BTS: Base Transceiver Station

WAP: Wireless Application Protocol3G: 3 generation

NGN: Next Generation Network

SMS: Short Message Service

R&D: research and deploy

TV: Television

PR: Public relation

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Figure 2.6: The Mobile market share in the first quarter of 2007 Page: 29Figure 2.7: The subscriber growth of Vietnam Mobile Market Page: 31Figure 2.8: The Vietnam Mobile Market Share 2005-2007 Page: 33(subscribers)

Figure 2.9: The Vietnam Mobile Market Share 2005-2007 Page: 34(revenue)

Figure 2.10: History of Vietnam Mobile sector in each of the Page: 36four arenas

Figure 2.11: History of Vietnam Mobile sector in Pirce-Quality Page: 37arenas

Figure 2.13: The network coverage of MobiFone Page: 43

*

Figure 2.16: The choice of current customers when renewing Page: 47

Figure 2.19: The Forecast of technology development in VMS Page: 48Figure 2.20: The comparison of VMS’ competitiveness Page: 50Figure 3.1: The suggestion New 7S's Model for VMS Page: 54Figure 3.2: The suggestion action plan for VMS Page: 58

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1 Problems:

The Vietnam mobile market’s competition is increasing and now VMS

is loosing its market share and its brand name preference in customer perception We can see that VMS’s competitive ability is decreasing Therefore, How VMS can keep its leading position and compete with its rivalries?

2 O bjectives & Aim

Objectives

- Study on the Hypercompetition (4 arenas and New 7S’s Model)

- Competition analysis on Mobile market from 2005-2007

- Analyze the VMS’ competitiveness

- Application New 7S’s Model to VMS case

- What is the VM S’ competitive capability in 2005-2007?

- How is the competition in Mobile sector in 2005-2007?

- How is the new 7S’s Model o f VMS?

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- The competition in Mobile sector

Data resources and processing

Data R esources

- Secondary Source: Report and Data o f VMS and its competitors

- Tertiary Source: Richard D ’Aveni and Robert Gunther, Hypercompetition 1994 Free Press, Grahan J Hooley, John A Sauders, Nigle F Pierry, Marketing strategy & Competitive positioning 1998 Prentice Hall Europe

Data Processing

Data Processed by excel, chart to summary, compare and analyze

Significance

- Theory: Introduce the significant theory to VN

- Reality: Bring more competitive advantages to VMS

Lim itations

- This research only focuses VMS and the data is 2005-2007 It is may

be changed in future

- This research can be studied further for service sectors

11 Follow -up potential

How V M S’s competitive capability is improved if applied these recommendations? The checking and adjusting will be done if needed

12 Thesis structure

This thesis is divided into three parts included theory foundation, Mobile sector and VMS analysis and recommendations

Chapter 1: Theory foundation

The Hypercompetition theory o f D ’Aveni (1994) is reviewed in this chapter by some main parts such as: definition, advantages, four arenas and New 7S’s Model The thesis will discuss on this theory The New 7S’s Model will be applied to suggest suitable solution for VMS to enhance its competitiveness

Chapter 2: M obile sector and VMS analysis

The statistic data and analysis by hypercompetitive view will give the deep and detail picture o f Mobile sector as well as its competition battles in

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the past Moreover, we can see how VMS is strong or weak in the competition.

Chapter 3: R ecom m endations

Based on the analysis and found reasons in theory application, some suggestions are delivered to Vietnam Government to build an motivative business environment and the New 7S’s Model will be given out to improve

VM S’ competitiveness

CHAPTER 1: THEORY FOUNDATION

1.1 Introduction

1.1.1 The definition o f Hypercompetition

The economic environment is changing to the new knowledge economy It leads to Scope o f competition changing from Local to Global with hypercompetition and make the new Competition Rule - “the fast eats the slow” instead the old “The big eats the small” The Hypercompetition is bom in this context in USA, 1994 by Richard D ’Aveni The author is the professor o f strategic management and now he is coordinator o f the strategy and technology group at the Tuck school

The Primary issue o f Hypercompetition is “creative destruction”

“Creative destruction” refers to the fact that innovation creates new opportunities o f profit while destroying competitor’s advatage

The definition o f Hypercompetition is [D'Aveni, 1994, p 217-218]

Hypercompetition is an environment characterized by intense and rapid competitive moves, in which competitors must move quickly to build advantages and erode the advantages o f their rivals This speeds up the dynamic strategic interactions among competitors Hypercompetitive behavior is the process o f continuously

obsolescing, or neutralizing the opponent's competitive advantage, thereby creating disequilibrium, destroying perfect competition, and disrupting the status quo o f the marketplace This is done by firm s moving up their escalation ladders fa ster than competitors, restarting the cycles, or jum ping to new arenas.

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It shows that D ’Aveni is basing his theory o f Hypercompetition on a Schumpeterian idea o f competition.

1.1.2 Competitive advantages in Hypercompetition

The primary goal o f this strategy is to disruption the current situation inorder to seize the initiative through creating a series o f temporary advantages

In cased o f the shortened competitive cycles, it is necessary to rapidly develop

new advantages It has become more important for the company to focus on generating their next advantages even before their current advantages eroded.

By this way, the company can keep one step ahead o f its rivalries, moving from one temporary advantage to the next

1.1.3 Levels o f competition within an industry.

profits

sustainable

• C om petition A void ance

• Firm position around each other but not directly against each other

• Segm entation o f markets occurs so there is on ly one player

in each segm ent

• Barrier to entry are used

com petitors.

• If som e sm all degree o f

firm s tacitly cooperate to restrict this overlap or restrain com petitive behavior.

advantage and profits are possib le, but o n ly as lon g as all the com p etitors cooperate or respect the entry barrier

position against on e another

by attem pting to disadvantage opponents

com p etitive advantages w hich

op pon en ts’ advantages in one

or more o f the four arenas.

• Firms attempt to stay ahead o f their com petitors in one or more o f the four arenas.

com p etitive advantages that

advantages and short periods

o f profits are ach ievab le until com petitors catch up with or outm aneuver the aggressor’s last com p etitive m ove.

• Perfect com petition

• A ll four o f the com petitive advantages have been elim inated so the players are equal in all four arenas.

• Firm com p ete

in price until no one make abnormal profits.

• Norm ally, perfect com petition is

profits

FIGURE 1.2

D IFFER EN T LEVELS OF C O M PETITIO N W ITHIN A N IN D U ST R Y

[D'Aveni, Hypercompetition, 1994, p 28]

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D ’Aveni defined the competition into four level with the number o f players increasing relatively Firstly, the low intensity competition or Monopoly brings the excessive profit to one player in this field.

Secondly, the moderate competition or oligopoly is more competitive level o f some players But incase each player take over one different segment,

it is still monopoly in segment In this level, the company can get the sustainable profits

Thirdly, the hypercompetition with several players is more popular in this decade in Vietnam All firms can make intermittent profits by taking short-lived actions and moving from the first to the fourth arenas with different levels

Fourthly, the extreme competition or perfect competition is the highest level o f competition between many players No one wants to move this stage because o f no abnormal profit

Base on this figure, the company can know where is your industry stand how is its next move The competitive strategies will be defined relevantly with each level’s characteristics

1.2 Four A renas in Hypercompetition

1.2.1 Cost & Quality

L*: Low-cost producer position D*: Differentiator position E4*: All firms at industry’s creation

based on the company’s strategy, they move to the D* or L* In this case, each company comes to each segment.

But in sub arena, the consumer’s behavior may be changed such as, the high-end customers still want to get the less price with the same or even higher quality and the low-end need to use the higher quality product without paying more money So its rivalries could jum p into D ’ or L ’

Based on the gaps between each segments from L* to D*, the current

or new competitors can enter them by niching opportunities or flaking position This is the full line producer strategy o f current rivalries or niche- market entrance strategy o f new comers This forces the existing competitors

to respond by offering better values to the customers with lower price, higher quality or both

However, the aggressive firms find that it can be difficult to simply move up or down into the markets o f the full-line producer unless they can offer better in terms o f price or quality to customers than the full-line producers This leads to the next dynamic strategic interactions: the move toward Ultimate Value

1.2.2 Timing and know-how

FIGURE 1.4

TH E C Y C L E OF T IM IN G /K N O W -H O W C O M PE TIT IO N

[D'Aveni, Hypercompetition, 1994, p 108]

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The first mover starts the cycle by create its advantages based on technological recourse The company bases on this to move in to new market The followers escalate the conflict by imitating the new product The pioneer goes further by throwing up obstacles to keep the followers from imitating subsequent products Once again the followers escalate by overcoming the obstacles and replicating the resource base o f first mover At this point, some first movers use the leap-frog strategy to keep the first position by creating the new cycle with the higher risks and greater cost Sometimes, they apply the transformation strategy in stead o f leaf-frog one.

By this strategy, they can compete with later comers by replicating their recourse base o f process know-how and low-cost manufacturing methods The transformation strategy leads to a price war and the leap-frog strategy makes risks and costs that are greater than the rewards Moreover, the pioneer can also use the vertical integration to gain temporary advantages over competitors

This way is can be imitated and creates a complex and no adaptable organization It makes the firm vulnerable to more flexible, less integrated competitors Two or more resource based can be used at the same time Also some companies skip steps along this ladder or end up frozen at one rung temporarily In general, this is the full picture o f typical process But competitors will climb up this ladder in many different ways In this arena, we see that how pioneer and followers maneuver against each other to move ahead on the escalation ladder with new product introductions and new generations o f products We have also seen how these maneuvers speed up over time and get bolder

Hypercompetitive firms attempt to avoid or break out o f perfect competition (no one has an advantage) by speeding up the ladder faster than

the other players or restarting the cycle by building new knowledge bases that allow new products and business methods to be used.

1.2.3 Strongholds

The root o f this arena’s analysis is Michael Porter’s Five Force Model

In the Porter’ Model, he mentioned about “threat o f new entrant”- prevented

by entry barrier This model is used popularly in consulting firms, strategic department and MBA as analytic tool to identify how the firm can reduce the aggressiveness o f rivalry, the power o f buyers and suppliers, and the threat o f entrants and substitutes

However, as competitors have become more aware o f the strategic importance o f entry barriers and as market becomes more dynamic, companies have become more creative and aggressive in circumventing entry barriers According to Porters, there are seven entry barriers: economies o f scale, product differentiation, capital investments, switching costs, access to distribution channels, cost disadvantages other than scale and government policy

Base on this view, D ’aveni said “to overcome the above entry barriers, entrants often rely on synergies with their other businesses and acquisitions to break into strongholds”

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FIGURE 1.5

THE CYCLE O F TURF BA TTLES AND ENTRY BARRIER COMPETITION

[D'Aveni, Hypercompetition, 1994, p 145]

The figure 1.5 shows the erosion o f safe havens following the escalation ladder Both the incumbent and the entrant initially build barriers around their strongholds.

The entrant launches an attach into the incumbent’s market with tactics designed to delay the incum bent’s response At the first time, the new comers always get the accommodating from the incumbent But sometimes, the reply

is a fierce attack Ultimately, all incumbents respond to serious attacks by using their current advantages in the entry barrier that they have been created The new comers should overcome these barriers and take the market share or start a price war in the incumbent’s market Then the incumbent attacks the entrant’s home market Finally, both strongholds are eroded or merge in to one market

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1.2.4 Deep pockets

FIGURE 1.6

THE CYCLE OF COMPETITION IN THE DEEP POCKETS ARENA

[D'Aveni, Hypercompetition, 1994, p 174]

It is the evident truth that deep pockets are a vita strategic weapon But they do not last forever As the above chart, clever competitors can circumvent a deep-pocket advantage Even firm with the deepest pockets has limits to how much it can throw its weight around without self-destructing because o f customer or supplier reactions.

The firm with substantial resource has great opportunities and the support on competitors But if “the rich-resource firm” does not have a clear path to success, “the street-smart small firm” can end up the deep pockets’ strategy and push the competitive conflict up the escalation ladder as the figure 1.6 Thus, a deep-pocket advantage is not sustainable forever

The cycle begins when a firm with deep pockets launches an offensive against its smaller competitors in order to kick them out o f the industry The small firms counter by asking antitrust laws or other forms o f government intervention If not, they are forced to try to outmaneuver the large firm by animosity takeover by any resource bases, cooperative strategies or avoidance through niching other approaches

This model o f deep pocket advantage is static It assumes that battles can be won or lost by accounting up the level o f resource o f each player at a given moment in time But sometimes a small competitor can neutralize the advantage o f the deep-pocket company By dynamic maneuvering, relatively small company can defeat a large one and in the process become a large firm with its own deep pockets In addition, alliances can be built to add to the resources o f small players

To end this level o f hypercompetition, some firms may again try to gain

an “even-deeper-pocket advantage” Through, alliances and merges, one firm

or another will try to get the upper hand, restarting the deep-pocket cycle all over again

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ĐẠI H Ọ C Q UỐ C G ia h ả M ọ

TRUNG TÂM THÔNG TIN THƯ VIỆN

A - LQ i ÀQ

m any actions to build

a series o f tem p o rary

a d v a n t a g e s

Vision fo r Disruption

Identifying and creating opportunities for tem porary advantage via understanding

•Stakeholder

Tactics fo r Disruption

Seizing the initiative

to gain a d vantage by

• Shifting the rules

Firstly, a company has to create a temporal ability to serve the customer better than competitors This implies that employees and investors are prioritized lees highly.

Secondly, the company has to see and create future needs that they can serve “better” than any competitor does

Thirdly, if two companies recognize the opportunity to create a new advantage at the same time, the company that can create the advantage

“faster” will win Therefore, the company needs speed capabilities

Fourthly, surprise allows companies to act to undermine competitor advantages before the competitors can take defensive actions Furthermore, surprise can extend the period in which an advantage is unique,

Fifthly, shifting the rules o f the game create a sudden and discontinuous move in the industry, reshaping the competitive playing field and confusing the opponent

Sixthly, signaling can be used to delay or damper a competitor’s action

to create an it throws competitors off balance or create surprise

Seventhly, sequential strategic thrusts might open new opportunities for new advantage

“As a example o f a set o f simultaneous thrusts, a company might feint a move in one direction and then move forcefully in another direction, creating surprise and temporary advantage from the misdirection o f the opponent” [D’Aveni 1994, p 247]

Based on the New 7S’s model, D ’Aveni gave out seven strategies for competitive disruption

1 Find new ways to improve customer satisfaction

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2 Find opportunities through understanding trends o f change

3 Develop ability to move quickly

4 Develop ability to surprise

5 Shift the rules o f the game

6 Invest in strategic market communication

7 Attack with several competitive weapons simultaneously

[ D'Adveni, Author o f Hypercompetition]

CHAPTER 2: MOBILE SECTOR AND VMS ANALYSIS

2.1 C om petition analysis on M obile M arket from 2005-2007

2.1.1 Vietnam's Mobile market

2.1.1.1 Overview

Vietnam has joined the World Trade Organization (WTO) It shows a country that is poised for economic growth The most actual and greatest contribution o f the growth is a simple, everyday item - The mobile phone In the last three years, Vietnam ’s mobile market has boomed, exceeding the economy’s 8% average growth rate and posting one o f the highest growth rates o f mobile users in the world In the last year, the number o f mobile subscribers increased by seven million 70% growth, reaching 17 million users

o f 84 million people Market researchers o f ROA Group expect Vietnam to have over 50 million mobile subscribers by 2010, growing 270% from today’s level

Mobile market has great ability o f developing economies in general, but it has an even greater impact in Vietnam because o f a convergence o f three following factors First, Vietnam is moving from a controlled communist economy to a market-oriented one Second, 54% o f Vietnam’s population is under 30 years old Young mobile users spend a lager share of their consumer power on both voice and messaging than any other age group They are more supportive o f market economies Third, Vietnam is underlying

o f micro-capitalism The Asian Development Bank reports that over 50% Vietnam’s households run small businesses Not surprising since the growth

o f mobile service and applications feeds micro-enterprising activities

Moreover, market researchers found that the average income per capital

o f Vietnam is 500USD and is not the same at every areas In the rural areas

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such as: Hanoi, HCM, Haiphong, Danang ), it is approximately 1,000 USD

As the result, the consuming on mobile service is higher respectively (15USD/person/month in rural and lOUSD/person/month in other province)

So, Vietnam mobile market is big and potential for investors

2.1.1.2 Mobile structure

FIGURE 2 !

V IE T N A M ’S T E L E C O M M U N IC A T IO N S T R U C T U R E

[Telecommunication sector report 2005-The World Bank ICT department]

This is the overall picture o f Vietnam’s telecommunication structure and the mobile phone market is a part o f it The highest and biggest power in this industry is Ministry o f Post and Telematics (MPT) It supervises all six mobile suppliers and controls the master o f industry Regulation is undertaken

by MPT This point makes some argument o f creating an independent or

quasi-independent regulator However, MPT is obligated to modernize its regulatory procedures under the BTA.

2.1.1.3 Regulations

Local:

The Decision QD 39/2007/QD-TTg is no more governance on market dominance It means that telecom enterprises have rights to set price based on market trend and profit However they still have to announce MOPT 10 days before changing prices

The Decision 03/2007/QD-BTTTT in September 4th 2007 is to control the pre-paid account o f mobile services It is the great contribution to effective resource management in mobile sector and to sustainable development of Vietnam mobile market by safety and security in telecom activities

International:

Based on Telecommunication commitments in the Vietnam-US Bilateral Trade Agreement (BTA), The tariff and non-tariff commitment for telecommunication market access allows American companies and authorized Vietnamese companies to set up joint ventures more specifically

Based on Negotiation and commitments on telecommunication services

of Vietnam within ASEAN, Telecommunication is one o f seven service sectors that received the priority in ASEAN negotiation since 1996 Currently, Vietnam has made commitments on telex, telegraph, email, voice telephony and electronic data transmission services

Trade in telecommunication services within APEC The common objective o f APEC is to complete the trade liberalization process by 2020 Within APEC, Vietnam made commitments on trade in telecommunication services through International Action Plan Now, the major commitments

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made by Vietnam in this area include the improvement in the legal framework for trade in telecommunication service and market access, based on the current regime.

mobifone

The first comer entered the mobile market with GSM technology in

1993 It is state owned company belonging to VNPT At the beginning, It serves the mobile market in few areas: Hanoi, HCM, Bienhoa, Vungtau Then

It is expanded national wide In 1995, VMS corporate with Comvik of Sweden by 10-year BCC.

It is the second and established in 1996 It also belongs to VNPT and get the big support from the mother company It is used to be the leader in the mobile market based on its national network with 64/64 provincial post offices But the game is changing with some new comers

The Vietnamese youth had new style in the mobile service and became the potential market o f SPT SPT is a company with foreign investment (SK Telecom-Korea) Its strategy - low cost and advertising with famous representatives (Korea singers) made the brand name “S-fone” become the most wanted for Vietnam young generation in 2003

H à\ n ui th ru <è< h cita h(in

In 2004, The establishment o f Viettel is the fright o f all exit suppliers Viettel become the closed friend o f consumer and the symbol o f cheapest price It gets the big support from Ministry o f Military

as at home This gives consumers seamless and same number connectivity in more than 210 countries GSM satellite roaming has also extended service access to areas where terrestrial coverage is not available.

“CDMA (Code Division Multiple Access) is a cellular technology originally known as IS-95, competes with GSM technology for dominance in the cellular world Developed originally by Qualcomm and enhanced by

Ericsson, CDMA is characterized by high capacity and small cell radius, employing spread-spectrum technology and a special coding scheme By contrast, time division multiple access divides access by time, while frequency-division multiple access divides it by frequency CDMA is a form

o f "spread-spectrum" signaling, since the modulated coded signal has a much higher bandwidth than the data being communicated

Post- Sum Paid

Paid

Pre-P o st- Sum Paid

[Source: M P T ’s report, April 2007]

In 2005, many economists said that this year was the giant development step o f Vietnam’s mobile market But, in fact, the year 2006 is booming o f the mobile market in term o f both subscribers and revenue The growth rate in subscribers is 91% and in revenue is 50% It is said that this is the year o f GSM

This leads to the total number o f subscribers in the first quarter o f 2007

at 18,548,652 It means that now the growth rate is 128% comparing with

2005 And at the first quarter o f 2007, the revenue achieved at 5,417 billion VND (35% o f 2006)

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Revenue growth of mobile m arket

□ Total re\enue

Y e a r

FIGURE 2.4

TH E R E V E N U E GRO W TH OF V IE T N A M M O BIL E M A R K E T

[Source: M P T ’s report, April 2007]

This is the result o f many marketing tools and campaigns o f GSM suppliers to attract new customer It is expressed by the high growth in the pre-paid subscribers and its revenue

FIGURE 2.5 THE M O BILE PEN ET R AT IO N G R O W TH

[Source: M P T ’s report, April 2007]

At the end o f 2006, the mobile penetration o f Vietnam is 18,98% It is six times o f 2003 In 2007, this figure is estimated at 28.85% It shows a big

16,000,000 14,000,000

potential market in the future based on the comparison with other Asian country* (The comparison in Appendix)

M ob ile M a rk o t Share (QI/2007)

[Source: M PT's report, April 2007]

In 2006, Viettel did the spectacular step come over two big supplier: Vina and Mobile Now It becomes the market leader in term o f subscribers with 30,62% market share Then Mobifone got 30,12% and Vinaphone - the leader in the past - is pushed In high competitive pressure, Mobifone and Vinaphone have to try their best to keep the loyalty o f current customers and attract new ones Just three months o f newest comers, the HT mobile also got 0.69% market share (equal to 3 times o f EVN Tel market share) The market researchers said that if 2006 is the year o f GSM, 2007 is expected as CDMA game We can see the historical internal game in the following deeper analysis in next part

communications over the next four years Similarly sized Asian countries have got these contributing factors, but none as strong and simultaneous as Vietnam As mobile service becomes more o f a platform for rich media such

as mobile TV, mobile internet, which many operators in Vietnam is in process

o f launching These companies will corporate with media companies to develop more creative and aggregating content service for their subscribers

The commercial, sociological and political implications are enormous The mobile market will be unlock individual opportunity and will help drive Vietnam’s growth Mobile phones will lead the way o f Vietnam in the future

Vietnamese Mobile Market 2006-2010

f Viettel

i Mobifone Vinaphone Penetration

FY 2003 FY 2004 FY 2005 FY2006 FY 2007(E) FY 2008(E) FY 2009(E) FY 2010(E)

FIGU R E 2.7

TH E S U B S C R I B E R G R O W T H O F V I E T N A M M O B IL E M A R K E T

[Source: ROA Group forecast 2006]

This reports projects how the Vietnamese mobile market will change from 2006 to 2010 by utilizing prediction models with various factors as historical data and events; government impact in strategies and regulations, movements and strategies o f carriers and economic events In addition, they

used basic research (primary and secondary) The total mobile subscribers of Vietnam could reach 53 million and its penetration will be 59.38% by 2010 Their compound annual growth rate from 2006 to 2010 is 34.85% With huge FDI continuous inflow, Vietnam’s mobile technology is latest The Next Generation Network (NGN) backbone has been developing since 2001, CDMA 2000 lxEV-DO was already exploited in 2006 and WCDMA is expected to be available in 2007.

Thereby, the next few years will witness a rapid expansion o f the Vietnamese mobile market not only terms o f subscribers but also in technology and services

2.1.2 Mobile market competition

With the high speed o f development, the competitiveness is more and more increasing From 1993 to 2003, VNPT is the “King” in the mobile market with two suppliers: Mobifone and Vinaphone This is the decade o f VNPT At July 2003, the establishment o f newborn mobile supplier using new technology - CDMA to open the new pages o f the game But the battle became more and more fierce since Viettel entered the market in 2004 All resources o f companies such as: human resources, marketing tools, capital., are mobilized to achieve the goal all suppliers - “the biggest and most delicious piece o f market share cake”

Normally, the market share is showed as a pie chart, but in the following analysis, the column chart is used to see clearly the inside factors and the development The two figures: 2.8 and 2.9 express the detail o f the battle

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