Not only foreign to users, “integrated service solutions” is a new term to the very personnel working at the VCC, previously known as the telecommunication infrastructure construction company. The solutions, however, play a key role in increasing income and getting the VCC ready for future development in the Fourth Industrial Revolution.
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Nguyen Sinh Dung, Deputy Director of the Operation and Exploitation Center of the VCC |
According to Deputy Director of the Operation and Exploitation Center of the VCC Nguyen Sinh Dung, integrated service solutions include solutions in the fields of consultation, design, business, IT service sales, smarthome, and individual household and cooperate solar energy, etc.
Industry 4.0 services
The biggest challenge in the management and operation of the corporation in building integrated service solutions is changing the mindset of its personnel. Solutions have been devised to help pure technical personnel to get used to and shift to doing business with integrated service solutions on IT platforms.
In a completely new field, apart from preparing forces from available resources, the VCC has also applied outsourcing to sales and infrastructure construction. Changes to the organizational structure have also been made to meet new requirements.
According to Dung, due to the lack of experience, working with integrated service solutions is like feeling one’s way and proceeding with trial and errors. However, thanks to the working spirit of the personnel, many creative solutions have come to life to deal with hardships and problems arising from the work.
Apart from that, experience in telecommunication infrastructure construction from the corporation’s personnel has also been applied to the new area. Coping with a hard issue, the first thing they do is to find out whether any affiliates of the Viettel Group have experienced the same thing. That is because a lot of lessons have been learnt from problems and experience of other Viettel affiliates. In case the problem is completely new, the VCC problem-solving procedures will apply, finding the root of the problem and building up solving steps.
Dung said, “In general, thorny problems often arise when we have not understood them thoroughly. By looking at details, everyone can understand and realize the steps of implementation to avoid overlapping.”
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Viettel has applied the policy of serving those in rural areas to avoid fierce competition |
Fruitful achievements
Feeling their way, Dung and his colleagues have to both run the integrated service solutions and meet the goal of digitally-transforming 90% of the core business processes that the VCC set in 2019. Therefore, there are some processes which have to be digitally-transformed before seeing the effectiveness. Lately, a business support application had to be upgraded six times in nine months has shown that fact.
To meet the requirements of everyday operation and digital transformation, the most important and essential functions have been developed with priority. Other less-known functions will be worked on and completed later. However, it is hard to compete with other giants in the urban market and there are virtually no chances for “newcomers” like the VCC. Therefore, the policy of serving those in rural areas has once more been applied by Viettel to avoid fierce competition. When the VCC is known to more customers, it will be easier for the corporation to come back to the urban market. To ensure the success of this policy, the VCC has built up and trained a system of collaborators in localities across the country.
As of December 2019, the accumulated revenue raked in from integrated service solutions reached VND 153/93.4 billion, equivalent to 163% of the year’s set target. This result shows the success of the VCC in its development with integrated service solutions.
Translated by Huu Duong