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  1. #1
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    Lightbulb FPT - ISP - Doanh nghiệp

    Anh em cùng chia sẻ tất cả thông tin liên quan đến FPT

  2. #2
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    mạng ADSL của FPT chán lắm pà kon à, nhà tớ dùng FPT 5M mà ping đến trang www.vnn.vn lúc nào cũng đạt trên 100ms.

  3. #3
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    Nói chung FPT chịu khá nhiều chỉ trích, tuy nhiên theo góc độ của mình thì FPT là một trong những doanh nghiệp thành công nhất ở Việt Nam, và là một trong những tác nhân lớn kích thích sự phát triển các doanh nghiệp hoạt động trong lĩnh vực ICT ở VN.
    Dạo này cổ phiếu FPT down kinh quá, hôm nay thì cả thị trường tăng kịch trần rồi nên chú đấy cũng kịch trần

  4. #4
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    Hy vọng là FPT có tham vọng lớn vươn ra khỏi tầm Việt Nam để sau này con cháu có quyền tự hào có Vietnamese NTT và Vietnamese Samsung

    Còn nếu chỉ loay hoay trong thị trường nội địa thì cũng đáng tiếc...

  5. #5
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    Trích Nguyên văn bởi Ngoc-Anh Vu Xem bài viết
    Hy vọng là FPT có tham vọng lớn vươn ra khỏi tầm Việt Nam để sau này con cháu có quyền tự hào có Vietnamese NTT và Vietnamese Samsung

    Còn nếu chỉ loay hoay trong thị trường nội địa thì cũng đáng tiếc...
    Hoành tráng nhé

    Ngày 13 tháng 6, Công ty Trách Nhiêm Hữu Hạn FPT Châu Âu sẽ tổ chức lễ khánh thành tại La Defense, Paris, chinh thức trở thành doanh nghiệp thứ 2 của Việt Nam thiết lập chi nhánh với đầy đủ tư cách pháp nhân của 1 doanh nghiệp tại Pháp.



    Hiện tại công ty đang cần 1 người dẫn chương trình (MC) nữ cho buổi lễ khánh thành công ty. Theo như dự kiến của nhà tổ chức, buổi lễ sẽ được dẫn dắt bởi 2 MC. 1 MC nam và 1 MC nữ. MC nam sẽ là người đại diện của FPT. 2 MC sẽ thay nhau dẫn chương trình. Yêu cầu như sau:

    - Nói được tiếng Việt và tiếng Pháp: Khách mời gồm có cả người Việt lẫn người Pháp, đa số không nói được 2 thứ tiếng cùng 1 lúc.
    - Kỹ năng giao tiếp hoạt bát, cởi mở, vui tính.
    - Khả năng ưng khẩu, ứng biến tình huống tại chỗ tốt.
    - Thoải mái, tự tin và tự nhiên trước đám đông: sẽ có khoảng 60 khách mời từ các doanh nghiệp lớn nhỏ của Pháp và từ Việt Nam tham dự, trong đó có khoảng 10 nhà báo. Các đại diện chính quyền Việt Nam và Pháp cũng sẽ có mặt.
    - Nhiệt tình và có thời gian chuẩn bị: Ứng viên được chọn sẽ phải dành thời gian làm việc cùng với MC nam của FPT để lên kịch bản trước ngày 13-6. Thời gian chuẩn bị sẽ được thỏa thuận trên thực tế nhu cầu.
    - Ưu tiên những người đã có kinh nghiệm trong hoật động dẫn chương trình.

    Mọi ứng viên sẽ qua 1 buổi phỏng vấn informel với nhà tổ chức. Xin liên hệ qua coordonnees sau :

  6. #6
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    Em cũng nhớ FPT Software có một dạo PR cho việc khánh thành đại diện tại US nhưng sau đó nghe đâu cũng lỗ chổng vó và phải rút về (???) (đấy là em nghe mọi người nói thế chứ thực hư em kô biết vì thực ra em cũng chẳng quan tâm lắm đến anh FPT này)

    Qua 3 lần được nói chuyện với những lãnh đạo của FPT em thấy có đặc điểm là các sếp của họ phải công nhận là nói hay, nói văng miểng. Nói chung mà đã lên sếp của FPT thì tài tối thiểu là phải biết buôn nước bọt còn các tài khác thì kô nói làm gì. Hy vọng với FPT Software EU, anh em informatique có thêm một địa chỉ tại Pháp để cống hiến cho sự phát triển của công nghệ phần mềm VN

  7. #7
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    FPT không thiếu người tài, thật sự. Nhưng không ít người tài nhảy vào FPT để rồi vỡ mộng .

    Quan điểm của bản thân tôi đánh giá khả năng PR của FPT cao hơn năng lực thực sự của họ cho dù họ không tồi.

  8. #8
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    Mặc định

    Trích Nguyên văn bởi hble Xem bài viết
    Em cũng nhớ FPT Software có một dạo PR cho việc khánh thành đại diện tại US nhưng sau đó nghe đâu cũng lỗ chổng vó và phải rút về (???) (đấy là em nghe mọi người nói thế chứ thực hư em kô biết vì thực ra em cũng chẳng quan tâm lắm đến anh FPT này)
    Ý bạn nói rất tuyệt, mỗi thị trường đều có đặc thủ riêng, ko phải là cứ khua chiêng đánh trống ra trận là sẽ thắng vì đối thủ mà thực hiện "vườn kô nhà trống" thì chết

    Cái trò tìm hiểu thị trường và xây dựng kế hoạch tiếp cận này cả thế giới phải vác vở sang học các bạn Nhật nhỉ, như Toyota và Sony chẳng hạn Hồi nọ em cắp xách sang Tokyo học được 5 tháng thì hết tiền nên phải về quê, hy vọng là các bác đang công tác tại xứ mặt trời mọc chia sẻ với anh em những kinh nghiệm này

    Có một bài viết ngắn trên venturejapan nói về cái này, chắc là nhiều bác đọc rồi, em gửi lại để các bác khác có thời gian thì xem qua

    1. Making profits in year 1.

    Starting business in Japan is not difficult and neither does it need to be expensive. If you have a unique and good quality product or service then by carefully controlling your starting costs you will be profitable in your first year in the Japanese market. It's that simple. The trick is understanding Japanese business and the mentality of Japanese businesspeople well enough to be able to control your costs.

    This is a great time to make a decision to start doing business in Japan, especially if you are a European company that can benefit from the investment edge offered from the presently strong Euro and for US companies that will benefit from the new US-Japan tax treaty. The costs of starting business in Japan have reduced dramatically due to the domestic recession and resulting price deflation of the past 8 - 10 years. Office rents are significantly lower as land values have continued to decline since the bursting of Japan's property bubble at the end of the 1980s. Japanese salaries have reduced in real terms as many companies have used the recession as rationale to decrease the summer and winter bonuses traditionally paid to most Japanese employees and for many employees guaranteed annual salary increases have become a thing of the distant past. Having said that, the Japanese economy is now (July 2004) rebounding at an astonishing rate and it was just announced that summer bonuses are back to near-record levels with some companies paying as much as ¥1million (US$9,260) to each employee. While good for the consumer markets it is also an indicator of potential pent-up salary demand which will make it much more expensive to establish in Japan for companies that delay the decision to enter the Japanese market. At this time it is still true to say that Japanese employees' previous expectations of regular annual salary raises, jobs for life and other former obstacles to foreign companies setting up a Japanese office or Japanese company have been radically reduced in the past 10 - 15 years. Given Japan's aging and declining workforce though, and government predictions of severe shortages of labor in certain industries well before the end of this decade, the market climate for new entrants may soon change. My advice is to start now, get established at relatively low cost so that future revenues are stable before any inflationary pressure emerges. Those companies that do not start now will find it much more difficult to start in 3 or 4 years time.

    Given the presently low cost of entering the Japanese market, there is no reason why a foreign company with a competitive product or service and a winning attitude should not make substantial profits in Japan within their first year of operations here and, depending on industry-specific factors, be contributing 30% to your global profits within 3 years.

    So where do you start?
    "A properly prepared entry into Japanese business will generate substantial levels of revenue, profit and all the glories that go with them."

    The first and maybe most obvious advice to give any foreign company that is thinking of doing business in Japan, is to be properly prepared and thinking as a team from frontline sales-marketing to Board director. A properly prepared entry into the Japanese market will generate substantial levels of revenue, profit and all the glories that go with them. Success doing business in Japan will also significantly enhance a company's valuation because investors will correctly perceive that a company able to succeed in the Japanese market is a company that will succeed everywhere. Conversely, a failed attempt at Japanese business is not only soul-destroying for those involved but can cost a company heavily both in cash and credibility.

    2. preparing for business in Japan

    In the previous section introducing starting business in Japan, I noted that "..a properly prepared entry into the Japanese market will generate substantial levels of revenue..". So just what does 'properly prepared' mean?

    Maybe surprisingly, being 'properly prepared' to start doing business in Japan does not necessarily mean (unless you are in a capital intensive industry) having huge cash reserves. I was on the executive team of one US company that did not have enough cash in the bank to make payroll in January and yet IPO'd in the US on October 16 the same year after some very successful deals with Japanese companies!

    Neither does being 'properly prepared' mean having a 100% 'done' product that is ready to sell to the masses tomorrow. In the past 3 years I have negotiated two opportunities with a major Japanese automotive manufacturer and one of its subsidiaries, worth a combined total of over $32m, for a software product that (though incredibly exciting) is not yet at the commercial release stage.
    "Japan should be #1 on your list of international priorities"

    Lastly, being 'properly prepared' definitely does not mean having already succeeded in both the US and Europe with the implication that you are now 'finally ready for Japan'. Japanese companies succeeded in Japan long before they entered the US and European markets and I am convinced that any company that develops the discipline to first succeed in Japan will then succeed more consistently and profitably elsewhere. I and my Venture Group associates firmly believe that Japan should be #1 on your list of international priorities.

    Being properly prepared, and one of the keys to consistently successful business in Japan (as elsewhere), is simply being able to deliver committed products and services on time. That means having enough well-founded confidence in your ability and your team's ability that you can make commitments to a Japanese customer or partner and guarantee being able to deliver on those commitments on the promised dates. If you don't have that confidence then irrespective of the depth of your corporate pockets you are not ready for business in Japan. Making a commitment and failing to deliver on it is the secret of failure in Japan even more so than it is in any other market!

    So, you are fortunate to be part of a focused and committed team, you have absolute confidence in your company's ability to deliver and you want to start reaping the benefits of a successful Japanese market entry: so what is the first step to start doing business in Japan?

    Try a call to JETRO. Japan's government funded Japan External Trade Organization is not the most effective or efficient source of practical commercial market-entry information (see the page on the problems with JETRO's Japan business advice) but they can provide initial Japanese office space in central Tokyo - for free.

  9. #9
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    3. free Japanese office space in Tokyo and Osaka


    In the previous section on preparing to start doing business in Japan, I noted that Japan's JETRO (Japan External Trade Organization, a government funded agency responsible for encouraging foreign companies to invest in Japan and the Japanese market) may or may not be the best source of practical Japanese business advice but they can provide free office space in central Tokyo (and several other locations).

    What JETRO will actually provide is a booth with a desk in the Invest Japan Business Support Center in the Akasaka Ark Hills building. Other than telephone and copier fees the space is free to use for up to 3 months. JETRO has Japanese bilingual staff on hand to assist you, although those services will be at extra charge. If you are a US company the Akasaka location is very convenient to the US Embassy which is only a 5 minute walk away. The location is also next door to the ANA Hotel.

    In addition to the Tokyo Business Support Center, JETRO has similar facilities in Yokohama, Nagoya, Osaka, Kobe and Fukuoka. Osaka is also competing strongly for foreign business investment and similar free office space is available at the Osaka Business and Investment Center in Osaka's prestigious WTC building. Many foreign companies traditionally opted for Tokyo when starting business in Japan but Osaka is also an excellent choice with much lower rents, lower salaries and a generally lower "stress-level" when compared with Tokyo. Whether you choose Tokyo or Osaka you can easily travel between the two cities by shinkansen (bullet-train) in just 2½ hours.

    For any foreign company thinking of starting business in Japan on a limited budget, the JETRO free office space and the Osaka Business and Investment Center are without doubt the best ways to establish an initial bridgehead in the Japanese market. The alternative is to rent a serviced office from one of the many Servcorp or Regus locations in Japan but such serviced offices will cost $2,500 - $7,000 per month (the lower cost is for internal offices without windows). Such offices do have the advantage of bilingual staff on hand (at extra cost) and a month-to-month rental agreement. Both Regus and Servcorp also offer "virtual office" services which offer prestige addresses and include telephone line and answering service from $450 per month. With any such services, whether physical office or virtual office, you should note that excessive use of meeting rooms, bilingual services and similar extras can result in expensive monthly invoices.
    "the first-hand Japanese market experience and understanding you will gain in those first 3 months will pay back millions of dollars"

    Even with free office space from JETRO or the Osaka Business and Investment Center, a 3 month initial Japanese market entry activity will need substantial budget for accommodation, meals and domestic travel.

    Tokyo hotel rooms range from US$80 per night for a very small but very clean room in a low-end business hotel up to a minimum of US$200 per night at one of Tokyo's many international class business hotels such as the Hilton Tokyo (near Shinjuku Station), the Intercontinental Tokyo Bay (near Hamamatsucho Station) or either the Capitol Tokyo (across the street from Prime-Minster Fukuda's official residence and just 3 minutes from JETRO's Akasaka Twin Tower office) or the ANA Hotel Tokyo (next-door to JETRO's office). If you need and can afford true luxury then the Seiyo Ginza (near Yurakucho Station) or the Four Seasons (near Mejiro Station) and several other hotels offer rooms from US$400 per night and up. Reflecting the lower cost-of-living in the region, Osaka hotels are much cheaper, ranging from as little as US$50 per night for smaller (11 sq. m.) but clean rooms up to US$200 per night (and up) for international-class hotels such as the New Otani and Swisshotel.

    Hotel prices in Tokyo and Osaka are no longer expensive compared to other major cities around the world and restaurant prices are also comparable with those of other major international cities (one of the benefits of more than a decade of deflation). Meals vary from US$5 for a quick burger at McDonald's (there are hundreds in the Tokyo area!), US$10 - US$25 for a business lunch at one of many very good restaurants and up to US$75 - US$100 (at minimum) per person for dinner and wine at a good French or Italian restaurant. Be aware that there are still many extremely expensive restaurants in Tokyo and Osaka and, if your budget is limited or your CFO tyrannical, you should research some good but reasonably priced restaurants in advance of entertaining prospective customers! Also note that while in general there are no service charges imposed or tipping expected at restaurants in Japan (great service here is the standard and you are not expected to pay extra for it!), restaurants located in hotels do impose a mandatory 10% service surcharge. Sales tax is only 5% and all restaurants should by now (by law) be stating tax inclusive prices on their menus.

    In Tokyo, Osaka and other major cities, taxis are numerous and will stop literally anywhere you request (although major rail stations have taxi-stands that you must use). Although taxis cost less than US$6 for the first 2 kilometers, keep in mind that Tokyo's roads are some of the most congested on the planet and an anticipated 10 minute US$10 taxi-ride can often turn into a 30 minute US$50 mistake and make you late for a key meeting. Our advice is to use the train! Both Tokyo and Osaka have the world's most reliable (literally to the second!), frequent and extensive railway and subway systems by which you can get to most places for US$2 or less. Throughout Japan railways and subways have platform information displays in both English and Japanese and most system maps show station names in both languages.

    Whether you decide to use a Japanese market entry service such as Venture Japan offers, a Japanese distributor, a Japanese trading company or to go it alone and setup your own Japanese office or Japanese company, the value of having an executive in Tokyo or Osaka for 3 months before making that decision cannot be over-emphasized. Those companies that fall foul of the vagaries of the Japanese market and provide the fuel for those Japanese market myths are those that very likely did not take the time to properly understand the market before making the key long-term decision of how best to enter and compete here. The first-hand Japanese market experience and understanding you will gain in those first 3 months will pay back in millions of dollars of increased future revenue and profits.

  10. #10
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    4. the first 3 months

    Once you have the free JETRO Tokyo office< space (discussed in the previous section) booked, have the green light on budget and have made the necessary bookings, you can start planning a sequenced approach to understanding the Japanese market, deciding on the most tax efficient way to enter the market and get ready for the first 3 months of doing business in Japan!

    The first 3 months will decide your success doing business in Japan and the Japanese market for at least the next 3 years. Maybe that's an obvious statement but it's easily overlooked, as may be apparent from the costly ventures into the Japanese market by two major US PC vendors in the late 1990s. After setting up substantial and very expensive Japanese offices they withdrew after just 2 or 3 years of huge losses. Those PC vendors came to Japan with deep pockets: they were easily able to afford to lease large offices in prestigious locations and hire some of the most expensive bilingual executives and managers. So what went wrong?

    Maybe too much credibility was given to the infamous myths of Japanese business and the Japanese market and not enough time was invested in the first 3 months at the JETRO free office researching every aspect of this market to form a personal opinion of the real situation 'on the street'. The myths (or rather the 'bilingual mafia' that foster them) want you to believe that foreign companies cannot possibly succeed in Japan unless they first spend huge amounts to hire prestigious bilinguals and lease/outfit prestigious offices. Well, the two PC vendors did all those things (including $600k/year executive salary packages) plus some and yet still withdrew from the market.

    Those PC companies (and others like them) are very successful companies in the US and elsewhere - their fundamental business model was certainly not at fault. In fact, Japan needs far more exposure to the sales channel efficiencies achieved by successful US companies: those vendors could have succeeded in Japan and it was sad to see them go. The problem, as in any other international market, is that while doing business in Japan need not be expensive it will be extremely expensive, prohibitively so, if a company expands too rapidly, quickly moves into prestigious office locations and hires overly expensive executives and managers.
    "Rome was not built in a day and neither for that matter were Toyota, Honda or Sony!"

    Coming to Japan and trying overnight to replicate your US or European market presence is not an easy task to succeed at. Rome, as they say, was not built in a day and neither for that matter were Toyota, Honda or Sony! Unless you are in a market with huge untapped demand and no competitor in the Japanese market, it is far easier and economically far more sensible to make a relatively low profile and profitable entry into Japan business and then aggressively build to a substantial and cost-controlled presence over a 3 - 5 year period maintaining profitability and steadily climbing market-share as you proceed. That is what Yahoo has done and in doing so Yahoo quietly achieved an enviable first-mover advantage in Japan's online auction market. eBay missed the boat and is effectively blocked out of the game. Can eBay win back in Japan to mirror their US online auction dominance? I guarantee they can but it will take time and most important perseverance to do it (notice that unlike many of my peers I did not say it will need huge amounts of cash!).

    5. the power of Japanese networking


    I noted in the previous section about the first 3 months of doing business in Japan and entering the Japanese market, that this is a low-risk and in many ways 'one time only' pre-commitment opportunity to accumulate knowledge in preparation for making the key decisions of if, how, and to what extent, you will enter the Japanese market. The decisions made in those first 3 months of doing business in Japan will decide your success in the Japanese market for at least the first 3 years of your Japanese business. The best decisions are typically built on a foundation of knowledge and a good strategy to follow in the initial 3 months is:

    1. network, network, network!
    2. decide the Japanese market entry form (agent, distributor, direct sales etc.)
    3. negotiate partnerships and hire key staff
    4. educate and integrate the Japanese partners and key staff into your corporate culture (of course a never ending activity).

    In the first month in Japan, whether operating from JETRO's free Tokyo offices, a hotel room, your accounting firm's Tokyo office or wherever you work from, networking and information gathering are the key activities. Meet with as many potential customers and partners, bilingual Japanese legal firms and accounting firms, Japanese trading companies, distributors and agents, knowledgeable 'locals' (especially other foreign company executives who have been through the same experience) and influential professors and academics at leading Japanese universities (see the section on Japanese business culture to understand the unusual business value of influential academics in Japan) as you can find.
    "..potential customers will tell you what presence you need for Japanese market success."

    Listening carefully to potential customers should tell you exactly what presence you need to succeed in the Japanese market. For example, if you sell complex technology are they expecting you to establish a domestic Japanese support facility even if you will be using a distributor and not selling directly? In my experience, many influential customers (those 20% that will generate 80% of your Japanese sales and maybe 90% of your Japan business profits) prefer to deal 'direct with the source'. Listening carefully to how they describe your competitors' salespeople or distributors will also give you invaluable hints as to which distributors you should target as potential partners and which to avoid if you decide to go the distributor route.

    A key question overlooked by many executives of foreign companies starting business in Japan is to ask your potential customers who they think is the best salesperson, businessperson, support person etc. in your industry. The names you get may well be great candidates for your subsidiary team if you decide to go the direct sales route and will give a head-hunter a place to start. Despite the myth that tells you '..in Japan no-one can move from one company to its competitor..' I once did more than $1m of perfectly legal (i.e. not breaking any anti-competition or confidentiality agreement!) new business within 3 months of moving from one US software vendor to become the President of its competitor's Japanese subsidiary. The customers bought from me because they liked me and they preferred the product I was now selling - the 'like, trust, buy' golden rule of sales success applies even more so when doing business in Japan.

    By the end of the first month you should have enough knowledge of the Japanese market to be able to make an educated decision, no longer just a guess or hunch, how your company can best start doing business in Japan. Armed with that knowledge you will be in a strong position to accurately determine the Japanese market value of your product or service and forecast an 'ideal' scenario for your revenues in the first 3 - 5 years of Japanese business. That knowledge will be an essential factor for you in the second month when you determine how and maybe with whom you will enter the Japanese market - whether you will distribute or sell direct.

    ...

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