{"id":1757,"date":"2013-07-03T17:03:39","date_gmt":"2013-07-03T10:03:39","guid":{"rendered":"http:\/\/science-technology.vn\/?p=1757"},"modified":"2013-07-03T17:03:39","modified_gmt":"2013-07-03T10:03:39","slug":"doi-thoai-ve-khoan-ngoai","status":"publish","type":"post","link":"https:\/\/science-technology.vn\/?p=1757","title":{"rendered":"\u0110\u1ed1i tho\u1ea1i v\u1ec1 kho\u00e1n ngo\u00e0i"},"content":{"rendered":"

Don McPherson l\u00e0 quan ch\u1ee9c c\u1ea5p cao c\u1ee7a c\u00f4ng ti ph\u1ea7n m\u1ec1m to\u00e0n c\u1ea7u. Trong cu\u1ed9c vi\u1ebfng th\u0103m CMU, \u00f4ng \u1ea5y \u0111\u1ed3ng \u00fd \u0111\u1ecdc b\u00e0i gi\u1ea3ng v\u1ec1 to\u00e0n c\u1ea7u ho\u00e1 v\u00e0 tr\u1ea3 l\u1eddi c\u00e1c c\u00e2u h\u1ecfi c\u1ee7a sinh vi\u00ean. Sau \u0111\u00e2y l\u00e0 cu\u1ed9c \u0111\u1ed1i tho\u1ea1i gi\u1eefa Don v\u00e0 sinh vi\u00ean v\u1ec1 kho\u00e1n ngo\u00e0i CNTT.<\/span><\/p>\n

M\u1ed9t sinh vi\u00ean h\u1ecfi: \u201cT\u1ea1i sao \u1ea4n \u0110\u1ed9 th\u00e0nh c\u00f4ng th\u1ebf trong kho\u00e1n ngo\u00e0i nh\u01b0ng Trung Qu\u1ed1c l\u1ea1i kh\u00f4ng th\u00e0nh c\u00f4ng cho d\u00f9 chi ph\u00ed c\u1ee7a n\u00f3 th\u1ea5p h\u01a1n c\u1ee7a \u1ea4n \u0110\u1ed9?”<\/p>\n

Don: \u201cTrung Qu\u1ed1c \u0111\u00e3 kh\u00f4ng c\u00f3 kh\u1ea3 n\u0103ng c\u1ea1nh tranh v\u1edbi \u1ea4n \u0110\u1ed9 trong kho\u00e1n ngo\u00e0i ph\u1ea7n m\u1ec1m v\u00ec h\u1ecd t\u1edbi ch\u1eadm. \u1ea4n \u0110\u1ed9 \u0111\u00e3 cung c\u1ea5p kho\u00e1n ngo\u00e0i ph\u1ea7n m\u1ec1m t\u1eeb 1995 nh\u01b0ng Trung Qu\u1ed1c \u0111\u00e3 kh\u00f4ng b\u1eaft \u0111\u1ea7u m\u00e3i cho t\u1edbi 2005. M\u01b0\u1eddi n\u0103m \u0111\u00f3 \u0111\u00e3 cho c\u00e1c c\u00f4ng ti \u1ea4n \u0110\u1ed9 \u01b0u th\u1ebf c\u00f3 \u00fd ngh\u0129a: h\u1ecd bi\u1ebft \u0111i\u1ec1u kh\u00e1ch h\u00e0ng mu\u1ed1n; c\u00e1c c\u00f4ng ti c\u1ee7a h\u1ecd \u0111\u01b0\u1ee3c thi\u1ebft l\u1eadp t\u1ed1t; h\u1ecd x\u00e2y d\u1ef1ng danh ti\u1ebfng t\u1ed1t cho kinh doanh c\u1ee7a h\u1ecd; c\u00f4ng nh\u00e2n c\u1ee7a h\u1ecd n\u00f3i ti\u1ebfng Anh t\u1ed1t, v\u00e0 v\u1edbi m\u01b0\u1eddi n\u0103m kinh nghi\u1ec7m, h\u1ecd h\u1ecdc \u0111\u01b0\u1ee3c nhi\u1ec1u h\u01a1n v\u1ec1 doanh nghi\u1ec7p kh\u00e1ch h\u00e0ng c\u1ee7a h\u1ecd v\u00e0 c\u00f3 kh\u1ea3 n\u0103ng gi\u00f3ng th\u1eb3ng doanh nghi\u1ec7p c\u1ee7a h\u1ecd v\u1edbi nhu c\u1ea7u c\u1ee7a kh\u00e1ch h\u00e0ng.\u201d<\/p>\n

M\u1ed9t sinh vi\u00ean kh\u00e1c h\u1ecfi: \u201c\u00d4ng c\u00f3 cho r\u1eb1ng Trung Qu\u1ed1c c\u00f3 th\u1ec3 c\u00f3 c\u01a1 h\u1ed9i n\u00e0o c\u1ea1nh tranh trong kinh doanh kho\u00e1n ngo\u00e0i hay qu\u00e1 tr\u1ec5 r\u1ed3i?”<\/p>\n

Don: \u201cV\u1eabn c\u00f3 kh\u1ea3 n\u0103ng v\u00e0o trong kinh doanh sinh l\u1eddi n\u00e0y. Ng\u00e0y nay nhu c\u1ea7u l\u00e0 cao v\u00e0 \u1ea4n \u0110\u1ed9 kh\u00f4ng c\u00f3 \u0111\u1ee7 c\u00f4ng nh\u00e2n c\u00f3 k\u0129 n\u0103ng \u0111\u1ec3 \u0111\u00e1p \u1ee9ng nhu c\u1ea7u to\u00e0n c\u1ea7u. Trung Qu\u1ed1c v\u00e0 c\u00e1c n\u01b0\u1edbc kh\u00e1c c\u00f3 th\u1ec3 l\u00e0m t\u1ed1t trong kho\u00e1n ngo\u00e0i ph\u1ea7n m\u1ec1m n\u1ebfu h\u1ecd bi\u1ebft c\u00e1ch c\u1ea1nh tranh. Ng\u00e0y nay, ph\u1ea7n l\u1edbn c\u00e1c doanh nghi\u1ec7p l\u00e0m kho\u00e1n ngo\u00e0i \u0111\u1ec1u thu\u1ed9c v\u00e0o n\u0103m c\u00f4ng ti \u1ea4n \u0110\u1ed9 \u0111\u1ea7u b\u1ea3ng, (TCS, Infosys, HCL, Wipro v\u00e0 Mahindra). Nh\u1eefng c\u00f4ng ti n\u00e0y l\u00e0 l\u1edbn c\u00f3 h\u00e0ng tr\u0103m ngh\u00ecn c\u00f4ng nh\u00e2n. Ph\u1ea7n l\u1edbn c\u00e1c c\u00f4ng ti ph\u1ea7n m\u1ec1m \u1edf Trung Qu\u1ed1c \u0111\u1ec1u nh\u1ecf, l\u1edbn nh\u1ea5t c\u0169ng ch\u1ec9 c\u00f3 m\u01b0\u1eddi ngh\u00ecn c\u00f4ng nh\u00e2n nh\u01b0ng \u0111a s\u1ed1 c\u00f4ng ti Trung Qu\u1ed1c c\u00f3 v\u00e0i tr\u0103m t\u1edbi v\u00e0i ngh\u00ecn ng\u01b0\u1eddi, \u0111i\u1ec1u l\u00e0m cho n\u00f3 r\u1ea5t kh\u00f3 c\u1ea1nh tranh v\u1edbi \u1ea4n \u0110\u1ed9. K\u00edch c\u1ee1 \u0111\u01b0\u1ee3c c\u1ea7n trong kinh doanh to\u00e0n c\u1ea7u, n\u00f3 \u0111\u1ea3m b\u1ea3o v\u1edbi kh\u00e1ch h\u00e0ng r\u1eb1ng h\u1ecd l\u00e0m vi\u1ec7c v\u1edbi c\u00f4ng ti chuy\u00ean nghi\u1ec7p v\u00e0 s\u1ed1ng \u0111\u1ed9ng m\u00e0 c\u00f3 th\u1ec3 duy tr\u00ec nh\u00e2n vi\u00ean c\u00f3 ch\u1ea5t l\u01b0\u1ee3ng, chuy\u1ec3n giao c\u00e1c h\u1ee9a h\u1eb9n c\u1ee7a n\u00f3 v\u00e0 v\u1eabn trong kinh doanh \u0111\u1ec3 h\u1ed7 tr\u1ee3 cho h\u1ecd. C\u00e1c c\u00f4ng ti nh\u1ecf c\u00f3 nguy c\u01a1 cao v\u1ec1 ph\u00e1 s\u1ea3n. L\u00e0 ng\u01b0\u1eddi \u0111i\u1ec1u h\u00e0nh m\u1ed9t c\u00f4ng ti ph\u1ea7n m\u1ec1m l\u1edbn, t\u00f4i c\u00f3 th\u1ec3 n\u00f3i r\u1eb1ng t\u00f4i kh\u00f4ng quan t\u00e2m t\u1edbi vi\u1ec7c l\u00e0m kinh doanh v\u1edbi b\u1ea5t k\u00ec c\u00f4ng ti n\u00e0o c\u00f3 \u00edt h\u01a1n m\u1ed9t ngh\u00ecn c\u00f4ng nh\u00e2n. V\u1edbi kinh doanh to\u00e0n c\u1ea7u, c\u00f4ng ti ph\u1ea3i c\u00f3 \u00edt nh\u1ea5t n\u0103m t\u1edbi m\u01b0\u1eddi ngh\u00ecn c\u00f4ng nh\u00e2n v\u00ec c\u00f4ng ti nh\u1ecf s\u1ebd kh\u00f4ng c\u00f3 kh\u1ea3 n\u0103ng l\u00e0m c\u00e1i g\u00ec c\u00f3 \u00fd ngh\u0129a. N\u1ebfu Trung Qu\u1ed1c mu\u1ed1n c\u1ea1nh tranh, n\u00f3 ph\u1ea3i t\u0103ng tr\u01b0\u1edfng c\u00e1c c\u00f4ng ti c\u1ee7a n\u00f3 t\u1edbi k\u00edch c\u1ee1 l\u1edbn h\u01a1n v\u00e0 b\u00e0nh tr\u01b0\u1edbng kinh doanh c\u1ee7a h\u1ecd ra to\u00e0n c\u1ea7u.\u201d<\/p>\n

Sinh vi\u00ean h\u1ecfi: \u201cB\u00eanh c\u1ea1nh k\u00edch c\u1ee1 nh\u01b0 m\u1ed9t y\u1ebfu t\u1ed1 then ch\u1ed1t, c\u00f2n c\u00f3 c\u00e1i g\u00ec kh\u00e1c kh\u00f4ng?\u201d<\/p>\n

Don: \u201cT\u1ea5t nhi\u00ean, h\u1ecd ph\u1ea3i c\u00f3 kh\u1ea3 n\u0103ng ch\u1ee9ng t\u1ecf r\u1eb1ng h\u1ecd c\u00f3 th\u1ec3 v\u1eadn h\u00e0nh hi\u1ec7u qu\u1ea3 v\u1edbi r\u1ee7i ro t\u1ed1i thi\u1ec3u cho kh\u00e1ch h\u00e0ng. Ng\u00e0y nay, nhi\u1ec1u c\u00f4ng ti ch\u00e2u \u00c1 v\u1eabn \u0111ang v\u1eadn h\u00e0nh v\u1edbi b\u1ed1 l\u00e0m CEO, m\u1eb9 l\u00e0m CFO, con trai l\u00e0m ch\u1ee7 t\u1ecbch, con g\u00e1i l\u00e0m ph\u00f3 ch\u1ee7 t\u1ecbch v\u00e0 b\u00e1c, c\u00f4, ch\u00e1u v\u00e0 nh\u1eefng ng\u01b0\u1eddi h\u1ecd h\u00e0ng kh\u00e1c l\u00e0m ng\u01b0\u1eddi qu\u1ea3n l\u00ed. V\u1edbi doanh nghi\u1ec7p nh\u1ecf, \u0111i\u1ec1u \u0111\u00f3 c\u00f3 th\u1ec3 ch\u1ea5p nh\u1eadn \u0111\u01b0\u1ee3c nh\u01b0ng khi l\u00e0m kinh doanh to\u00e0n c\u1ea7u, h\u1ecd c\u1ea7n m\u00f4 h\u00ecnh kh\u00e1c, m\u00f4 h\u00ecnh chuy\u00ean nghi\u1ec7p h\u01a1n. H\u1ecd ph\u1ea3i c\u00f3 c\u00e1c qui tr\u00ecnh qu\u1ea3n l\u00ed chu\u1ea9n, vi\u1ec7c l\u00e0m b\u00e1o c\u00e1o t\u00e0i ch\u00ednh \u0111\u01b0\u1ee3c thi\u1ebft l\u1eadp t\u1ed1t v\u00e0 duy tr\u00ec th\u1ebf \u0111\u1ee9ng t\u00edn d\u1ee5ng. \u0110\u00e2y l\u00e0 \u0111i\u1ec3m y\u1ebfu ch\u00ednh c\u1ee7a c\u00f4ng ti ch\u00e2u \u00c1. T\u00e0i ch\u00ednh c\u1ee7a h\u1ecd l\u00e0 c\u1ea9u th\u1ea3, s\u1ed5 s\u00e1ch k\u1ebf to\u00e1n c\u1ee7a h\u1ecd kh\u00f4ng chu\u1ea9n, v\u00e0 kh\u00f3 theo d\u00f5i t\u1ec9 l\u1ec7 t\u00edn d\u1ee5ng c\u1ee7a h\u1ecd. Kh\u00f4ng c\u00f3 c\u00e1c qui tr\u00ecnh qu\u1ea3n l\u00ed \u0111\u01b0\u1ee3c thi\u1ebft l\u1eadp v\u00e0 qui tr\u00ecnh t\u00e0i ch\u00ednh chu\u1ea9n t\u1ea1i ch\u1ed7, h\u1ecd kh\u00f4ng th\u1ec3 l\u00e0m kinh doanh to\u00e0n c\u1ea7u \u0111\u01b0\u1ee3c. Doanh nghi\u1ec7p nh\u1ecf c\u00f3 th\u1ec3 l\u00e0m t\u1ed1t trong th\u1ecb tr\u01b0\u1eddng \u0111\u1ecba ph\u01b0\u01a1ng n\u01a1i m\u1ecdi ng\u01b0\u1eddi bi\u1ebft l\u1eabn nhau nh\u01b0ng trong kinh doanh to\u00e0n c\u1ea7u, c\u00f4ng ti ph\u1ea3i l\u1eadp ra c\u00e1c th\u1ef1c h\u00e0nh chu\u1ea9n d\u1ef1a tr\u00ean lu\u1eadt v\u00e0 qui ch\u1ebf qu\u1ed1c t\u1ebf. \u0110\u00e2y l\u00e0 l\u00ed do t\u1ea1i sao nhi\u1ec1u c\u00f4ng ti Trung Qu\u1ed1c th\u1ea5t b\u1ea1i trong kinh doanh to\u00e0n c\u1ea7u. \u0110\u1ec3 th\u00e0nh c\u00f4ng, h\u1ecd c\u1ea7n c\u1ea5p qu\u1ea3n l\u00ed chuy\u00ean nghi\u1ec7p; h\u1ecd c\u1ea7n c\u00e1c qui tr\u00ecnh \u0111\u01b0\u1ee3c thi\u1ebft l\u1eadp t\u1ed1t, k\u1ebf to\u00e1n v\u00e0 t\u00e0i ch\u00ednh chu\u1ea9n. H\u1ecd c\u0169ng c\u1ea7n ti\u1ebfp th\u1ecb hi\u1ec7u qu\u1ea3 \u0111\u1ec3 thi\u1ebft l\u1eadp “T\u00ean hi\u1ec7u” v\u00e0 h\u1ed9i t\u1ee5 v\u00e0o ch\u1ea5t l\u01b0\u1ee3ng v\u00e0 hi\u1ec3u kinh doanh d\u1ecbch v\u1ee5 \u0111\u1ec3 duy tr\u00ec \u0111i tr\u01b0\u1edbc c\u00e1c \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh c\u1ee7a h\u1ecd. \u0110i\u1ec1u n\u00e0y s\u1ebd y\u00eau c\u1ea7u thay \u0111\u1ed5i ch\u00ednh trong t\u01b0 duy qu\u1ea3n l\u00ed v\u00e0 vi\u1ec7c \u0111\u00e0o t\u1ea1o c\u00f3 \u00fd ngh\u0129a cho c\u1ea5p qu\u1ea3n l\u00ed. Ng\u00e0y nay \u0111i\u1ec1u duy nh\u1ea5t m\u00e0 t\u00f4i nghe n\u00f3i t\u1eeb Trung Qu\u1ed1c l\u00e0 v\u1ec1 chi ph\u00ed th\u1ea5p hay gi\u00e1 th\u00e0nh t\u1ed1t h\u01a1n. C\u00f3 chi ph\u00ed th\u1ea5p l\u00e0 t\u1ed1t, nh\u01b0ng m\u1ed9t m\u00ecnh chi ph\u00ed kh\u00f4ng ph\u1ea3i l\u00e0 y\u1ebfu t\u1ed1 then ch\u1ed1t \u0111\u1ec3 c\u00f3 \u0111\u01b0\u1ee3c kinh doanh, ch\u1ea5t l\u01b0\u1ee3ng v\u00e0 n\u0103ng l\u1ef1c c\u0169ng \u0111\u01b0\u1ee3c c\u1ea7n. Gi\u00e1 th\u00e0nh th\u1ea5p ch\u1ec9 l\u00e0 b\u1eaft \u0111\u1ea7u nh\u01b0ng kh\u00f4ng c\u00f3 qu\u1ea3n l\u00ed hi\u1ec7u qu\u1ea3, s\u1ea3n ph\u1ea9m ch\u1ea5t l\u01b0\u1ee3ng v\u00e0 b\u00ed quy\u1ebft \u0111\u1ec3 gi\u1eef cho kh\u00e1ch h\u00e0ng tho\u1ea3 m\u00e3n, kh\u00f4ng c\u00f4ng ti n\u00e0o c\u00f3 th\u1ec3 th\u00e0nh c\u00f4ng. N\u1ebfu kh\u00e1ch h\u00e0ng th\u1ea5y v\u1ea5n \u0111\u1ec1 ch\u1ea5t l\u01b0\u1ee3ng do thi\u1ebfu tri th\u1ee9c v\u00e0 k\u0129 n\u0103ng, kh\u00f3 m\u00e0 duy tr\u00ec \u0111\u01b0\u1ee3c kinh doanh r\u1ea5t l\u00e2u. Kh\u00e1ch h\u00e0ng c\u00f3 th\u1ec3 \u0111\u1ed5i \u00fd v\u00e0 chuy\u1ec3n kinh doanh \u0111i ch\u1ed7 n\u00e0o \u0111\u00f3 kh\u00e1c d\u1ec5 d\u00e0ng. Trong th\u1ebf gi\u1edbi c\u1ea1nh tranh n\u00e0y, c\u00f4ng ti ph\u1ea3i \u0111\u01b0\u1ee3c chu\u1ea9n b\u1ecb b\u1eb1ng chi\u1ebfn l\u01b0\u1ee3c t\u1ed1t v\u00e0 b\u00ed quy\u1ebft to\u00e0n c\u1ea7u. B\u1ea1n kh\u00f4ng th\u1ec3 ch\u1ec9 d\u1ef1a v\u00e0o chi ph\u00ed th\u1ea5p.\u201d<\/p>\n

M\u1ed9t sinh vi\u00ean h\u1ecfi: \u201cTrong tr\u01b0\u1eddng h\u1ee3p \u0111\u00f3, l\u00e0m sao \u00f4ng ch\u1ecdn \u0111\u01b0\u1ee3c nh\u00e0 cung c\u1ea5p \u0111\u1ec3 l\u00e0m kinh doanh c\u00f9ng?”<\/p>\n

Don: \u201cM\u1ecdi c\u00f4ng ti to\u00e0n c\u1ea7u \u0111\u1ec1u l\u1ef1a nh\u00e0 cung c\u1ea5p r\u1ea5t c\u1ea9n th\u1eadn d\u1ef1a tr\u00ean ti\u00eau ch\u00ed ch\u1eb7t ch\u1ebd. Y\u1ebfu t\u1ed1 then ch\u1ed1t l\u00e0 n\u0103ng l\u1ef1c ch\u1ee9 kh\u00f4ng ph\u1ea3i chi ph\u00ed v\u00ec chi ph\u00ed c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c th\u01b0\u01a1ng l\u01b0\u1ee3ng nh\u01b0ng n\u0103ng l\u1ef1c l\u00e0 \u0111i\u1ec1u h\u1ecd c\u00f3 ho\u1eb7c kh\u00f4ng c\u00f3. \u0110\u00e2y l\u00e0 ch\u1ed7 nhi\u1ec1u n\u01b0\u1edbc ch\u00e2u \u00c1 kh\u00f4ng hi\u1ec3u v\u00e0 c\u1ee9 h\u1ed9i t\u1ee5 v\u00e0o chi ph\u00ed th\u1ea5p nh\u01b0 y\u1ebfu t\u1ed1 ch\u00ednh. Chi ph\u00ed l\u00e0 l\u00ed do m\u00e0 c\u00e1c c\u00f4ng ti to\u00e0n c\u1ea7u kho\u00e1n ngo\u00e0i nh\u01b0ng kh\u00f4ng c\u00f3 n\u0103ng l\u1ef1c chuy\u1ec3n giao s\u1ea3n ph\u1ea9m c\u00f3 ch\u1ea5t l\u01b0\u1ee3ng \u0111\u00fang th\u1eddi gian, th\u00ec kh\u00f4ng c\u00f3 l\u00ed do g\u00ec \u0111\u1ec3 l\u00e0m kinh doanh \u1edf \u0111\u00f3 c\u1ea3. N\u1ebfu gi\u00e1 th\u00e0nh l\u00e0 th\u1ea5p nh\u01b0ng ch\u1ea5t l\u01b0\u1ee3ng l\u1ea1i t\u1ec7 th\u00ec \u0111\u00f3 l\u00e0 kinh doanh t\u1ed3i v\u00ec chi ph\u00ed s\u1eeda l\u1ed7i s\u1ebd l\u1edbn h\u01a1n nhi\u1ec1u. N\u0103ng l\u1ef1c c\u00f3 th\u1ec3 ch\u1ec9 \u0111\u01b0\u1ee3c x\u00e2y d\u1ef1ng d\u1ef1a tr\u00ean h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c t\u1ed1t. \u0110\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao \u0111i\u1ec1u \u0111\u1ea7u ti\u00ean ph\u1ea7n l\u1edbn c\u00e1c c\u00f4ng ti to\u00e0n c\u1ea7u t\u00ecm ki\u1ebfm l\u00e0 h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c. H\u1ecd ph\u00e1i ng\u01b0\u1eddi \u0111i thu th\u1eadp th\u00f4ng tin v\u1ec1 ch\u01b0\u01a1ng tr\u00ecnh \u0111\u00e0o t\u1ea1o, ch\u1ea5t l\u01b0\u1ee3ng c\u1ee7a gi\u00e1o s\u01b0, t\u1ec9 l\u1ec7 sinh vi\u00ean t\u1ed1t nghi\u1ec7p, t\u1ec9 l\u1ec7 vi\u1ec7c l\u00e0m c\u1ee7a h\u1ecd \u1edf c\u00f4ng ti \u0111\u1ecba ph\u01b0\u01a1ng, v\u00e0 ch\u01b0\u01a1ng tr\u00ecnh \u0111\u00e0o t\u1ea1o \u0111\u01b0\u1ee3c hi\u1ec7n th\u1eddi nh\u01b0 th\u1ebf n\u00e0o. H\u1ecd l\u00e0m \u0111i\u1ec1u tra ri\u00eang c\u1ee7a h\u1ecd tr\u01b0\u1edbc khi ra quy\u1ebft \u0111\u1ecbnh. T\u1ea5t nhi\u00ean, c\u00e1c n\u01b0\u1edbc th\u01b0\u1eddng hay n\u00f3i c\u00f3 h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c t\u1ed1t v\u1edbi k\u1ec9 l\u1ee5c \u1ea5n t\u01b0\u1ee3ng nh\u01b0ng n\u00f3i qu\u00e1 v\u1ec1 n\u0103ng l\u1ef1c c\u00f3 th\u1ec3 d\u1eabn t\u1edbi h\u1eadu qu\u1ea3 x\u1ea5u. N\u1ebfu c\u00f4ng ti to\u00e0n c\u1ea7u \u0111\u1ea7u t\u01b0 v\u00e0o m\u1ed9t n\u01b0\u1edbc r\u1ed3i th\u1ea5t b\u1ea1i th\u00ec k\u1ebft qu\u1ea3 l\u00e0 m\u1ea5t l\u00f2ng tin v\u00e0o n\u01b0\u1edbc \u0111\u00f3 trong c\u00e1c c\u00f4ng ti to\u00e0n c\u1ea7u kh\u00e1c. Ph\u1ea7n l\u1edbn s\u1ebd tr\u00e1nh l\u00e0m kinh doanh \u1edf \u0111\u00f3 cho n\u00ean t\u1ed1t h\u01a1n c\u1ea3 l\u00e0 b\u1eaft \u0111\u1ea7u v\u1edbi c\u00e1ch ti\u1ebfp c\u1eadn \u0111\u00fang \u0111\u1ec3 x\u00e2y d\u1ef1ng ni\u1ec1m tin c\u1ee7a kh\u00e1ch h\u00e0ng v\u00e0 khi m\u1ed1i quan h\u1ec7 kh\u00e1ch h\u00e0ng t\u1ed1t \u0111\u01b0\u1ee3c thi\u1ebft l\u1eadp, doanh nghi\u1ec7p c\u00f3 th\u1ec3 t\u0103ng tr\u01b0\u1edfng nhanh ch\u00f3ng. Trong kinh doanh to\u00e0n c\u1ea7u ph\u1ea3i tr\u00e1nh “l\u1ed1i t\u1eaft” v\u00ec danh ti\u1ebfng l\u00e0 m\u1ecdi th\u1ee9. Khi m\u1ed9t c\u00f4ng ti m\u1ea5t ti\u1ec1n, c\u00f3 \u0111\u1ea7u t\u01b0 x\u1ea5u v\u00e0o m\u1ed9t ch\u1ed7, \u0111\u00f3 l\u00e0 t\u00edn hi\u1ec7u \u0111\u1ec3 tr\u00e1nh ch\u1ed7 \u0111\u00f3 v\u00e0 s\u1ebd m\u1ea5t nhi\u1ec1u n\u0103m cho n\u01b0\u1edbc \u0111\u00f3 kh\u00f4i ph\u1ee5c.\u201d<\/p>\n

Sinh vi\u00ean: \u201cN\u1ebfu gi\u00e1o d\u1ee5c l\u00e0 quan tr\u1ecdng nh\u1ea5t cho \u0111\u1ea7u t\u01b0 n\u01b0\u1edbc ngo\u00e0i th\u00ec \u1ea4n \u0110\u1ed9 c\u0169ng c\u00f3 v\u1ea5n \u0111\u1ec1 v\u1edbi gi\u00e1o d\u1ee5c c\u1ee7a n\u00f3 n\u1eefa\u2026\u201d<\/p>\n

Don: \u201c\u0110i\u1ec1u \u0111\u00f3 \u0111\u00fang; m\u1ecdi n\u01b0\u1edbc \u0111\u1ec1u c\u00f3 nh\u1eefng \u0111\u1ea1i h\u1ecdc t\u1ed1t v\u00e0 \u0111\u1ea1i h\u1ecdc x\u1ea5u. M\u01b0\u1eddi n\u0103m tr\u01b0\u1edbc \u0111\u00e2y, \u1ea4n \u0110\u1ed9 c\u00f3 h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c r\u1ea5t t\u1ed1t. Tr\u01b0\u1eddng k\u0129 ngh\u1ec7 nh\u01b0 Vi\u1ec7n C\u00f4ng ngh\u1ec7 \u1ea4n \u0110\u1ed9 (IIT) l\u00e0 trong s\u1ed1 nh\u1eefng tr\u01b0\u1eddng t\u1ed1t nh\u1ea5t tr\u00ean th\u1ebf gi\u1edbi. T\u1ea5t nhi\u00ean, nhi\u1ec1u quy\u1ebft \u0111\u1ecbnh \u0111\u00e3 \u0111\u01b0\u1ee3c \u0111\u01b0a ra d\u1ef1a tr\u00ean danh ti\u1ebfng c\u1ee7a tr\u01b0\u1eddng l\u1edbn \u0111\u00f3. Qua th\u1eddi gian khi nhu c\u1ea7u CNTT t\u0103ng l\u00ean, nhu c\u1ea7u v\u1ec1 c\u00f4ng nh\u00e2n c\u00f3 k\u0129 n\u0103ng t\u0103ng l\u00ean, nhi\u1ec1u tr\u01b0\u1eddng t\u01b0 \u0111ang m\u1edf ra ch\u1ec9 \u0111\u1ec3 n\u1eafm l\u1ea5y th\u1ecb tr\u01b0\u1eddng th\u00ec h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c \u1edf \u0111\u00f3 b\u1eaft \u0111\u1ea7u c\u00f3 v\u1ea5n \u0111\u1ec1. Ng\u00e0y nay \u1ea4n \u0110\u1ed9 c\u00f3 s\u1ed1 c\u00f4ng nh\u00e2n CNTT th\u1ea5t nghi\u1ec7p cao b\u1edfi v\u00ec vi\u1ec7c \u0111\u00e0o t\u1ea1o s\u1ed1 \u0111\u00f4ng cung c\u1ea5p \u201cb\u1eb1ng c\u1ea5p CNTT m\u00e0 kh\u00f4ng c\u00f3 k\u0129 n\u0103ng th\u1ef1c\u201d nh\u01b0ng \u0111i\u1ec1u \u0111\u00f3 c\u0169ng m\u1edf ra c\u01a1 h\u1ed9i kh\u1ed5ng l\u1ed3 cho c\u00e1c n\u01b0\u1edbc kh\u00e1c. Trung Qu\u1ed1c c\u00f3 nh\u1eefng tr\u01b0\u1eddng \u0111\u1ea1i h\u1ecdc t\u1ed1t nh\u01b0ng trong nhi\u1ec1u n\u0103m, h\u1ed9i t\u1ee5 l\u00e0 v\u00e0o ch\u1ebf t\u1ea1o, kh\u00f4ng v\u00e0o c\u00f4ng ngh\u1ec7 th\u00f4ng tin. Trung Qu\u1ed1c c\u00f3 h\u00e0ng tri\u1ec7u k\u0129 s\u01b0 \u0111i\u1ec7n t\u1eed, \u0111i\u1ec7n v\u00e0 ch\u1ebf t\u1ea1o. Con s\u1ed1 sinh vi\u00ean CNTT v\u1eabn c\u00f2n kh\u00f4ng l\u1edbn v\u00e0 \u0111\u00e0o t\u1ea1o l\u00e0 l\u1ea1c h\u1eadu v\u1edbi h\u1ed9i t\u1ee5 ch\u1ee7 y\u1ebfu v\u00e0o l\u1eadp tr\u00ecnh v\u00e0 ki\u1ec3m th\u1eed thay v\u00ec to\u00e0n b\u1ed9 ph\u1ed5 c\u1ee7a k\u0129 ngh\u1ec7 ph\u1ea7n m\u1ec1m. T\u00f4i tin v\u1edbi \u0111\u00e0o t\u1ea1o v\u00e0 c\u00e1ch ti\u1ebfp c\u1eadn \u0111\u00fang, b\u1ea5t k\u00ec n\u01b0\u1edbc n\u00e0o c\u0169ng c\u00f3 th\u1ec3 c\u1ea1nh tranh tr\u1ef1c ti\u1ebfp v\u1edbi \u1ea4n \u0110\u1ed9 ng\u00e0y nay. V\u1edbi l\u00e3nh \u0111\u1ea1o \u0111\u00fang, v\u1edbi \u0111\u00e0o t\u1ea1o \u0111\u00fang, b\u1ea5t k\u00ec n\u01b0\u1edbc n\u00e0o c\u0169ng c\u00f3 th\u1ec3 ph\u00e1t tri\u1ec3n c\u00f4ng nghi\u1ec7p CNTT. Ng\u00e0y nay nhu c\u1ea7u l\u00e0 l\u1edbn, th\u1ecb tr\u01b0\u1eddng kho\u00e1n ngo\u00e0i CNTT \u0111\u01b0\u1ee3c \u0111\u00e1nh gi\u00e1 l\u00e0 $300 t\u1ec9 \u0111\u00f4 la m\u1ed7i n\u0103m, cho d\u00f9 \u1ea4n \u0110\u1ed9 \u0111\u00e3 chi\u1ebfm qu\u00e3ng $100 t\u1ec9 cho n\u00ean s\u1ed1 $200 t\u1ec9 \u0111\u00f4 la kia v\u1eabn c\u00f2n l\u1ea1i. N\u1ebfu Trung Qu\u1ed1c c\u00f3 th\u1ec3 s\u1eeda l\u1ea1i vi\u1ec7c \u0111\u00e0o t\u1ea1o c\u1ee7a h\u1ecd, m\u1edf r\u1ed9ng kinh doanh c\u1ee7a h\u1ecd, t\u0103ng tr\u01b0\u1edfng c\u00f4ng ti c\u1ee7a h\u1ecd th\u00ec c\u00f3 th\u1ec3 b\u1eaft k\u1ecbp v\u1edbi \u1ea4n \u0110\u1ed9. Hi\u1ec7n th\u1eddi, \u1ea4n \u0110\u1ed9 \u0111ang kinh qua vi\u1ec7c thi\u1ebfu h\u1ee5t tr\u1ea7m tr\u1ecdng c\u00f4ng nh\u00e2n c\u00f3 k\u0129 n\u0103ng v\u00e0 \u0111\u00e2y l\u00e0 c\u01a1 h\u1ed9i t\u1ed1t cho b\u1ea5t k\u00ec n\u01b0\u1edbc n\u00e0o c\u1ea1nh tranh b\u1eb1ng vi\u1ec7c c\u00f3 l\u1ef1c l\u01b0\u1ee3ng lao \u0111\u1ed9ng t\u1ed1t d\u1ef1a tr\u00ean h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c v\u1eefng ch\u1eafc v\u00e0 \u0111\u00e0o t\u1ea1o h\u01b0\u1edbng ngh\u1ec1.\u201d<\/p>\n

M\u1ed9t sinh vi\u00ean h\u1ecfi: \u201cNh\u01b0ng s\u1ebd ph\u1ea3i m\u1ea5t nhi\u1ec1u n\u0103m \u0111\u1ec3 x\u00e2y d\u1ef1ng ch\u01b0\u01a1ng tr\u00ecnh \u0111\u00e0o t\u1ea1o t\u1ed1t, \u00f4ng c\u00f3 cho r\u1eb1ng c\u01a1 h\u1ed9i n\u00e0y v\u1eabn c\u00f2n \u0111\u00f3 kh\u00f4ng?\u201d<\/p>\n

Don: \u201cC\u00f4ng nghi\u1ec7p CNTT \u0111ang thay \u0111\u1ed5i nhanh ch\u00f3ng. Bi\u1ebft chi\u1ec1u h\u01b0\u1edbng v\u00e0 xu h\u01b0\u1edbng c\u00f3 th\u1ec3 gi\u00fap cho b\u1ea5t k\u00ec n\u01b0\u1edbc n\u00e0o \u0111\u1eb7t l\u1ea1i h\u1ed9i t\u1ee5 v\u00e0 l\u1eadp k\u1ebf ho\u1ea1ch v\u1ec1 \u0111i\u1ec1u h\u1ecd c\u00f3 th\u1ec3 l\u00e0m thay v\u00ec ch\u1ec9 \u0111i theo ai \u0111\u00f3 kh\u00e1c. Xu h\u01b0\u1edbng hi\u1ec7n th\u1eddi l\u00e0 h\u01b0\u1edbng t\u1edbi gi\u00e1 tr\u1ecb doanh nghi\u1ec7p v\u00e0 m\u1ed1i quan h\u1ec7 kh\u00e1ch h\u00e0ng thay v\u00ec lao \u0111\u1ed9ng chi ph\u00ed th\u1ea5p. Xu h\u01b0\u1edbng m\u1edbi l\u00e0 t\u00ednh to\u00e1n m\u00e2y v\u00e0 n\u1ec1n di \u0111\u1ed9ng v\u1edbi c\u00e1c \u1ee9ng d\u1ee5ng ph\u1ee9c t\u1ea1p, l\u1ea5y m\u1ea1ng l\u00e0m trung t\u00e2m, \u0111i\u1ec1u y\u00eau c\u1ea7u k\u0129 n\u0103ng t\u1ed1t h\u01a1n nh\u01b0 ki\u1ebfn tr\u00fac, thi\u1ebft k\u1ebf, t\u00edch h\u1ee3p thay v\u00ec l\u1eadp tr\u00ecnh v\u00e0 ki\u1ec3m th\u1eed. Xu h\u01b0\u1edbng n\u00e0y kh\u00f4ng ng\u1ee5 \u00fd kinh doanh kho\u00e1n ngo\u00e0i CNTT chi ph\u00ed th\u1ea5p s\u1ebd m\u1ea5t \u0111i nh\u01b0ng c\u00f4ng nghi\u1ec7p s\u1ebd m\u1edf ra nhi\u1ec1u c\u01a1 h\u1ed9i m\u1edbi cho c\u00e1c n\u01b0\u1edbc m\u00e0 c\u00f3 th\u1ec3 cung c\u1ea5p cho kh\u00e1ch h\u00e0ng nh\u1eefng k\u0129 n\u0103ng m\u1edbi n\u00e0y. N\u1ebfu b\u1ea1n ch\u1ec9 h\u1ed9i t\u1ee5 v\u00e0o l\u1eadp tr\u00ecnh v\u00e0 ki\u1ec3m th\u1eed th\u00ec b\u1ea1n bao gi\u1edd c\u0169ng \u0111i theo ai \u0111\u00f3 nh\u01b0ng n\u1ebfu b\u1ea1n c\u00f3 th\u1ec3 n\u00e2ng c\u1ea5p \u0111\u00e0o t\u1ea1o n\u00e0y th\u00ec c\u00f3 th\u1ec3 b\u1eaft k\u1ecbp v\u00e0 n\u1eafm l\u1ea5y kinh doanh m\u1edbi. N\u00f3 c\u00f3 th\u1ec3 y\u00eau c\u1ea7u thay \u0111\u1ed5i ch\u01b0\u01a1ng tr\u00ecnh \u0111\u00e0o t\u1ea1o, n\u00f3 c\u00f3 th\u1ec3 y\u00eau c\u1ea7u ch\u1ec9 \u0111\u1ea1o c\u1ee7a ch\u00ednh ph\u1ee7, n\u00f3 c\u00f3 th\u1ec3 y\u00eau c\u1ea7u \u0111\u00e0o t\u1ea1o k\u0129 n\u0103ng m\u1edbi nh\u01b0ng trong kinh doanh to\u00e0n c\u1ea7u, b\u1ea1n ph\u1ea3i c\u00f3 chi\u1ebfn l\u01b0\u1ee3c v\u00e0 kh\u00f4ng th\u1ec3 ph\u1ee5 thu\u1ed9c v\u00e0o vi\u1ec7c \u0111i theo ai \u0111\u00f3. L\u00e0m kinh doanh to\u00e0n c\u1ea7u y\u00eau c\u1ea7u k\u0129 n\u0103ng trao \u0111\u1ed5i trong nhi\u1ec1u ng\u00f4n ng\u1eef nh\u01b0 ti\u1ebfng Anh. \u0110i\u1ec1u b\u1ea3n ch\u1ea5t l\u00e0 b\u1eaft \u0111\u1ea7u \u0111\u1ea7u \u0111\u00e0o t\u1ea1o ti\u1ebfng Anh s\u1edbm nh\u1ea5t c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c b\u1edfi v\u00ec \u0111\u1ec3 c\u1ea1nh tranh v\u1edbi \u1ea4n \u0110\u1ed9, b\u1ea1n c\u1ea7n c\u00f4ng nh\u00e2n trao \u0111\u1ed5i b\u1eb1ng ti\u1ebfng Anh n\u1eefa.\u201d<\/p>\n

 <\/p>\n

—-English version—-<\/p>\n

 <\/p>\n

A conversati\u200bon on outsourcin\u200bg<\/p>\n

Don McPherson is a senior executive of a global software company. During a visit to CMU, he agreed to give a lecture on globalization and answered student questions. Following is a conversation between Don and the students about IT outsourcing.<\/p>\n

A student asked: \u201cWhy India is so successful in outsourcing but not China even its cost is lower than India?”<\/p>\n

Don: \u201cChina has not been able to compete with India in software outsourcing because they are late. India provided software outsourcing since 1995 but China did not start until 2005. That ten years gave Indian companies significant advantages: they know what customers want; their companies are well established; they build good reputation for their business; their workers speak English well, and with ten years of experience, they learned more about their customers business and be able to align their business with their customer\u2019s needs.\u201d<\/p>\n

Another student asked: \u201cDo you think China could have any chance to compete in outsourcing business or it is too late?”<\/p>\n

Don: \u201cIt is still possible to get into this lucrative business. Today the demand is high and India does not have enough skilled workers to meet the global demand. China and other countries could do well in software outsourcing if they know how to compete. Today, most IT outsourcing business goes to the top five Indian companies, (TCS, Infosys, HCL, Wipro and Mahindra). These companies are big with over hundred thousand workers. Most software companies in China are small, the largest only has about ten thousand workers but the majority of Chinese companies have few hundreds to few thousands which make it very difficult to compete with India. Size is needed in global business, it assures customers that they are dealing with a viable and professional company that can retain quality staff, deliver on its promises and still be in business to support them. Small companies have high risks of bankruptcy. As an executive of a large software company, I can say that I am not interested in doing business with any company that has less than thousand workers. For global business, the company must have at least five to ten thousand workers because small company will not be able to do anything significantly. If China wants to compete, it must grow their companies to larger size and expand their business globally.\u201d<\/p>\n

Student asked: \u201cBeside size as a key factor, is there anything else?\u201d<\/p>\n

Don: \u201cOf course, they must be able to demonstrate that they can effectively operate globally with minimize risk for customers. Today, many Asian companies are still operating as a \u201cFamily business\u201d rather than professional businesses. I have seen companies with father as CEO, mother as CFO, son as President, daughter as vice president and uncles, aunts, nephews and other relatives as managers. For small business, it may be acceptable but when do business globally, they need a different model, a more professional model. They must have standard management processes, well established financial reporting and credit standing. This is a major weakness of Asian company. Their financial is sloppy, their book-keeping record is not standardized, and it is difficult to track their credit rating. Without an established management and standard finances processes in place, it is impossible for them to do business globally. Small business can do well in local market where everybody know each other but in global business, the company must established standard practices based on international laws and regulations. This is why many Chinese companies failed in global business. To succeed, they need professional management; they need well established processes, standard accounting and finance. They also need effective marketing to establish \u201cBrand name\u201d and focus on quality and understand service business to stay ahead of their competitors. This will require a major change in management thinking and significant training for management. Today the only thing that I heard from China is about low cost or better prices. It is good to have lower cost, but cost alone is not the key factor to get business, quality and competency are also needed. Low price is only the beginning but without effective management, quality products and know how to keep the customer happy, no company can be successful. If customers find quality problems due to the lack of knowledge and skills, it is difficult to maintain the business for very long. Customers can change their mind and move business elsewhere easily. In this competitive world, company must be prepared with good strategy and global know how. You cannot count on just low cost.\u201d<\/p>\n

A student asked: \u201cIn that case, how do you choose supplier to do business with?”<\/p>\n

Don: \u201cEvery global company selects suppliers very carefully based on rigorous criteria. The key factor is capability not cost because cost can be negotiated but capability is what they have or do not have. This is where many Asian countries do not understand and keep focus on low cost as the main factor. Cost is the reason that global companies outsource but without the ability to deliver quality products on time, there is no reason to do business there. If the price is low but the quality is bad then it is bad business because the cost of fixing defects would be much higher. Capabilities can only be built on good education system. That is why the first thing most global company is looking for is the education system. They send people to collect information about the training programs, the qualification of professors, the students graduation ratios, the rate of their employment in local company, and how current is the training programs. They do their own investigation before making decision. Of course, country often claims to have good education system with impressive record but overstating capabilities could lead bad consequence. If a global company invests in a country then failed then it results in a loss of confidence in that country among other global companies. Most would avoid doing business there so it is better to start with the right approach to build customer confidence and when good customer relationships are established, business can grow quickly. In global business \u201cshort-cut\u201d must be avoid as reputation is everything. When a company lose money, has bad investment in a place, it is a signal to avoid that place and it would take years for that country to recover.\u201d<\/p>\n

Student: \u201cIf education is the most important for foreign investment then India also has issue with its education too \u2026\u201d<\/p>\n

Don: \u201cIt is correct; every country has good universities and bad universities. Ten years ago, India has very good education system. The engineering schools such as The India\u2019s Institute of Technology (IIT) is among the best in the world. Of course, many decisions were made based on the reputation of that great school. Overtime when the IT demand increased, the need for skilled workers increased, many private schools are opening just to capture the market then the education system there began to have problem. Today India has high unemployment of IT workers because of the massive training to provide \u201cIT degrees without real skills\u201d but it also opens a huge opportunity to other countries. China has good universities but for many years, the focus was on manufacturing, not information technology. China has millions of engineers in electronics, electrical, chemical and manufacturing. The number of IT students is still insignificant and the training is backward with focusing mostly on programming and testing rather than the entire spectrum of software engineering. I believe with the right training and approach, any country could compete directly with India today. With the right leadership, the right training, any country can develop a strong IT industry. Today the demand is large, the IT outsourcing market is valued at $300 billion dollar per year, even India has captured about $100 billion so there are another $200 billion remain. If China could revise their training, expand their business, grow their company then it is possible to catch up with India. Currently, India is experiencing a critical shortage of skilled workers and this is a good opportunity for any country to compete by having a good skilled workforce based on a solid education system and vocational training.\u201d<\/p>\n

A student asked: \u201cBut it would take years to develop a quality training program, do you think the opportunity is still there?\u201d<\/p>\n

Don: \u201cThe IT industry is changing rapidly. Knowing the direction and the trends can help any country to refocus and plan on what they can do rather than just follow someone else. The current trend is moving toward business-value and customer relationship rather than low cost labor. The new trends are cloud computing and mobile platform with large network-centric, more complex applications which require better skills such as architecture, design, integration rather than programming and testing. This trend does not mean low cost IT outsourcing business will go away but the industry will be opening many new opportunities for countries that can provide customers with these new skills. If you only focus on programming and testing then you always follow someone but if you can upgrade the training then it is possible to catch up and capture new business. It may require changing the training programs, it may require government directions, it may require new skills training but in global business, you must have strategy and cannot depend on following somebody. To do business globally requires communication skills in multiple languages such as English. It is essential to start English training as early as possible because to compete with India, You need workers to communicate in English too.\u201d<\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

Don McPherson l\u00e0 quan ch\u1ee9c c\u1ea5p cao c\u1ee7a c\u00f4ng ti ph\u1ea7n m\u1ec1m to\u00e0n c\u1ea7u. Trong cu\u1ed9c vi\u1ebfng th\u0103m CMU, \u00f4ng \u1ea5y \u0111\u1ed3ng \u00fd \u0111\u1ecdc b\u00e0i … <\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-1757","post","type-post","status-publish","format-standard","hentry","category-xu-huong-toan-cau"],"_links":{"self":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/1757","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1757"}],"version-history":[{"count":1,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/1757\/revisions"}],"predecessor-version":[{"id":1758,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/1757\/revisions\/1758"}],"wp:attachment":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1757"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=1757"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=1757"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}