Overcoming the general difficulties of the economy and new challenges of the telecommunications market, VNPT VinaPhone has made drastic changes in innovating its business management model and gradually achieved remarkable achievements. In particular, the role of the Party Committee of the Corporation plays a particularly important role in orienting, directing, operating...
Synchronously participating, reaping success In recent years, the Party Committee of the Telecommunications Services Corporation (VNPT VinaPhone) has focused on innovating leadership and implementation methods by strengthening inspection and supervision of the implementation of Resolutions and action programs, associated with professional tasks for the Board of Directors of the Corporation, affiliated Party Committees, heads of units and all Party members in the Party Committee. The work of political and ideological education, training of political qualities and revolutionary ethics for Party members has received special attention from the Party Committee of the Corporation, directing affiliated Party Committees to regularly organize and implement in each Party Committee and organization, contributing to building a team of cadres and Party members who are truly exemplary and typical in political qualities, ethics and lifestyle, always fulfilling assigned duties and tasks well. The Party Committee of VNPT VinaPhone directed the Party Committee and its subordinate Party cells to lead political and ideological work to mass organizations, promptly communicate to cadres, Party members and employees to stabilize their thoughts, correctly perceive the policy of restructuring the Group, optimize resources, and reorganize the organization to successfully implement the Resolution of the Congress of Party Congresses at all levels, term 2020-2025. Notably, the Party Committee directed to do a good job of disseminating to mass organizations and cadres and employees to clearly identify the difficulties and advantages in the business environment so that each person can determine their own tasks, thereby enhancing individual responsibility in performing their tasks; Innovate to organize production and business more effectively... In 2023, the Party Committee of the Corporation led and directed the implementation of Resolution No. 224 -NQ/DUTCT, dated January 16, 2023 on key tasks in 2023, focusing on promoting the implementation of 04 groups of key production and business solutions: Organizing mobile service business; Organizing fixed broadband service business and MyTV; Organizing Enterprise Digital Service Business, striving to complete the growth target; Innovating the mechanism of labor costs, salaries, bonuses... With the synchronous participation of the entire Corporation, the close direction of the Party Committees at all levels, the total profit of the entire Corporation in 2023 is expected to reach 1,610 billion VND, completing 100.1% of the plan; Total revenue in 2023 is estimated at 42,029 billion VND, completing 94.4% of the plan, up 1% over the same period; state budget payment (expected) is 1,256 billion VND; Average income of workers is expected to be 29.87 million VND/person/month, an increase of 0.2% compared to 2022.... Notably, the innovation of core service business operation model, although only implemented since mid-2023 and needs to continue to be improved, has initially brought positive results: Mobile services, by the end of October 2023, grew by 100.26% over the same period in 2022, of which newly developed mobile subscribers reached over 5 million subscribers, a growth of nearly 140% over the same period in 2022, bringing new development revenue growth of nearly 140% over the same period in 2022. Existing mobile programs also witnessed impressive growth. In particular, the rate of long-term subscribers renewing across all channels increased by nearly 10% compared to the same period in 2022. Subscribers purchasing packages also grew rapidly, with revenue growth of nearly 30%/month... Fixed broadband services and MyTV also exceeded the set plan. In addition to changes in direction and operation towards digital transformation, VNPT VinaPhone also continuously invests and improves product and service quality to bring customers the best experience. According to the latest report of "Vietnam Internet Performance Report Q2" by Ookla Speedtest, VinaPhone is the fastest mobile network in Vietnam with an average download speed of 52.39 Mbps. This shows the determination of VNPT VinaPhone in conquering customer satisfaction and improving competitiveness in the industry. New requirements of the era for business organization Sharing about the proud journey of VNPT VinaPhone, Dr. Nguyen Van Tan - General Director of the Corporation said that VNPT VinaPhone was established in 2015, on the basis of vertical companies and business units in 63 provincial/municipal telecommunications, assigned by the Vietnam Posts and Telecommunications Group (VNPT) to be the key unit to organize and deploy the business of the Group's telecommunications - information technology products and services for individual customers, households, organizations and enterprises. In particular, the group of telecommunications products and services including mobile services, fixed broadband and MyTV of the Corporation is accounting for a large proportion of the total revenue of telecommunications and information technology services of the Corporation. The diversity of human resources, regional culture, business platforms... has created a colorful advantage in the business of VNPT VinaPhone...
In the context of global digitalization and national digital transformation taking place comprehensively in all aspects of economic and social life, with the goal of affirming its pioneering position in national digital transformation, VNPT VinaPhone has soon raised the issue of digital transformation, resolutely implementing specific solutions to realize comprehensive digital transformation, digital transformation in all business activities of the enterprise. “Innovating the core service business operation model, thereby improving the management capacity, organizing implementation, and enhancing competitiveness to ensure sustainable growth of service business activities is extremely necessary for VNPT Corporation. The biggest difficulty and challenge that VNPT VinaPhone must overcome is changing the leadership and management mindset”, emphasized Dr. Nguyen Van Tan. Implementing Resolution No. 02-NQ/DUDT dated July 14, 2021 of the Party Committee of Vietnam Posts and Telecommunications Group on Business model innovation, increasing competitiveness to ensure sustainable growth of the Group; direction of the leaders of Vietnam Posts and Telecommunications Group, the Party Committee of the Telecommunication Services Corporation has oriented important innovation contents of the core service business management model. First, is the innovation of the business management model to ensure both comprehensiveness, systematization, synchronization, dynamism, continuous innovation and creativity, while ensuring the inheritance and promoting the effectiveness of VNPT at the Group/Corporation levels and provincial and municipal areas on the basis of innovating the business management model at the concentrated block of the Telecommunication Services Corporation and VNPT Business Centers of provinces/cities; ensuring the consistent management of the Group/Corporation to each locality and to employees. Next is to operate the business organization in a customer-centric direction, promoting customer interaction with VNPT through online applications, ecosystems built by VNPT or in conjunction with partners; thereby improving customer experience, engaging customers in using VNPT's products and services. In particular, the innovation of the business operation model must be based on big data analysis to create new sources of revenue by accessing valuable information about customers in a broader context and increasingly relying on analysis results as well as software intelligence to make appropriate assessments and judgments. This is also one of the particularly important tasks for VNPT VinaPhone to be able to make specific decisions and strategies to serve business operations. Not only that, the strengthening of decentralization and delegation of authority; implementing mechanisms to create strong motivation for the sales force and attaching responsibility to each individual at all levels in the business implementation process is also set for each affiliated unit. To implement the orientation of innovating the core service business operation model to all cadres, party members and employees in 63 provinces/cities, the Party Committee of the Telecommunication Services Corporation issued Conclusion No. 336-KL/ĐUTCT dated June 28, 2023 on Innovating the core service business model, in which the basic innovation contents include standardizing the operation model: Modeling the entire customer experience journey in the online/offline environment for core services. From there, assign personnel (employees, managers) responsible for implementation at each touch point; Transparency of tasks at each level: Implement clear and specific job descriptions for each position at each touch point to ensure clear, transparent work, no overlap and towards the goal of serving customers best. Each position has specific task implementation progress measurement indicators, measurable by information technology tools; Mechanism clarification: Implement mechanisms to promote collectives and individual employees in conjunction with business results to create strong motivation for each position and each touch point on the customer experience journey to promote the capacity and qualities of staff to best serve customers; Provide data for business: Data for operations and sales is optimized and provided to employees to improve labor productivity at all job positions. However, in addition to the achieved results, Dr. Nguyen Van Tan also frankly admitted that the Corporation also revealed limitations, reflected in the business results of some groups of provinces/cities that have maintained continuous growth for many years, but many localities still do not reach the expected growth rate. One of the main reasons for this limitation is that the business organization's operations are not really systematic and standardized throughout the system, which leads to bottlenecks in business implementation in some provinces/cities; the Corporation's operations and action programs deployed to some areas have not been fully, scientifically and effectively organized to bring about the final result of revenue growth and service market share. In addition, in recent years, traditional telecommunications service business activities have been facing many difficulties and challenges due to the trend of decreasing demand for voice and SMS services from customers; fierce competition between domestic and international telecommunications service providers as well as tightening management by state management agencies, increasingly high customer requirements for service quality, products... The future of traditional telecommunications services is also "threatened" by the explosion of artificial intelligence (AI), ChatGPT, virtual networks, robotics, eKYC control software... which are gradually changing customer habits. From a field with a fast and high growth rate, the Vietnamese telecommunications industry has recorded a gradually slowing growth rate, increasing by only 1.6% in 2022. In that context, VNPT VinaPhone is required to continue to change its service business organization method to meet the outstanding needs of customers, taking advantage of advantages in infrastructure, network, technology, human resources... to gain a competitive advantage in the market. Lessons learned According to Dr. Nguyen Van Tan, to achieve the above results, in addition to the determination and efforts in implementation of the collective leadership and employees of the Corporation, it is necessary to mention the leadership role, timely and correct orientation of the Party Committee for the business activities of the unit. The application of digital transformation thinking and data management thinking into production and business has helped the Corporation overcome difficulties, control the general decline of the market and is consolidating for sustainable growth. During the implementation process, the Party Committee of the Telecommunications Services Corporation has also drawn important lessons. That is, the organization and implementation work needs to have consistent direction from the Party Committee of the Corporation to the Party Committees at the Corporations/Member Companies. At the Party Committees of the Corporations/Member Companies, there should be specialized resolutions directing the subordinate Party Committees/Party Cells to ensure clear thinking and promote the total strength of cadres, Party members, and employees in implementing the action program. In addition to the coordination of the Corporations/Member Companies, it is necessary to have the direction of the Group's leaders to resolve bottlenecks and problems arising during the implementation process. Especially bottlenecks in human resources and mechanisms for member companies in implementing new tasks, difficult tasks, and requiring a lot of resources. There should be a team of experts who are excellent Party members, ready to work day and night, both to effectively implement the action programs and to be the leading flag to set an example for cadres, Party members, and employees to follow and implement the program in the localities. Along with that, the concentrated group at the Corporation needs to closely monitor and grasp the activities of VNPT in the province/city as well as the situation of the area; from there, propose implementation plans suitable to the management capacity of VNPT in the province/city, with the ultimate goal of effective and practical implementation, promoting production and business. The most important lesson is that the Party's policies must be concretized into action programs, thereby helping to implement in the right direction, do the right thing and bring about real results; Combining from a comprehensive perspective to a detailed program, from policies and guidelines to specific implementation actions. These specific action programs contribute to verifying the correctness of the policy. "Business in telecommunications - information technology services in general and effective implementation of the core service business operation model in the telecommunications sector in particular will still face many challenges in 2024 and the following years. However, with the wise and drastic direction of the Party Committee of Vietnam Posts and Telecommunications Group, the harmonious coordination between the Corporations/Companies/VNPT in the provinces/cities, there is every basis to believe that the business results of VNPT VinaPhone as well as the entire VNPT Group will have improvements in 2024 and the following years, completing the planning targets set by the Party Committee of Vietnam Posts and Telecommunications Group for the 2020-2025 term", Dr. Nguyen Van Tan affirmed./.
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| Dr. Nguyen Van Tan - General Director of VNPT VinaPhone Corporation. Photo: TL |
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