Business Policy and Strategy 1              Rabia Iram     Business Policy and Strategy            2nd Assignment   Presen...
Business Policy and Strategy 2                              Acknowledgment      By the Grace of Almighty, the most Mercifu...
Business Policy and Strategy 3                      Table of Contents                        Title                        ...
Business Policy and Strategy 4                                 INTRODUCTIONIt is useful to consider strategy formulation a...
Business Policy and Strategy 5   •   Confirm that your goals relate realistically to the results of the SWOT       analysi...
Business Policy and Strategy 6� Whether to expand or not� Moving into foreign markets� Trying to avoid take overManagement...
Business Policy and Strategy 7The only thing certain about the future of any organization is change, andplanning is the es...
Business Policy and Strategy 8is to be achieved and to detail precisely who, what, when, where, and why neededto achieve d...
Business Policy and Strategy 9        diversification. It may involve closing out some LOBs (lines of business),        ad...
Business Policy and Strategy 10manufacturing technology and skills, superior sales and distribution capabilities,and bette...
Business Policy and Strategy 11without excluding product features and services that buyers consider essential. Italso requ...
Business Policy and Strategy 12having lower cost structure than competitors (e.g., a single, small shop on a side-street i...
Business Policy and Strategy 13not otherwise available.    There could be considered a continuum of types ofstrategic alli...
Business Policy and Strategy 14                                    MOBILINKIntroduction:Orascom Telecom Holding S.A.E. ("O...
Business Policy and Strategy 15In April 2001, when the OTH (OrascomTelecom Holding) took over managementcontrol of the com...
Business Policy and Strategy 16Number of subscribes:The number of subscribes of Mobilink has been fast increasing since ye...
Business Policy and Strategy 17Years                2005                 2006                  2007Market Share         51...
Business Policy and Strategy 18Total                   Customer                       Satisfaction:Customers are at the he...
Business Policy and Strategy 19VISION            To be the leading Telecommunication Services Provider in Pakistan by     ...
Business Policy and Strategy 20country and the environment we operate in. We contribute to worthy causes andare dedicated ...
Business Policy and Strategy 21� INTERNATIONAL SUMMER PROMOTION: Discounted international tourpackages to Sri Lanka, Malay...
Business Policy and Strategy 22Sony Ericson right from Mobilink Service Center. On every purchase thecustomers would get s...
Business Policy and Strategy 23Trust & Integrity:At Mobilink, I take pride in practicing the highest ethical standards in ...
Business Policy and Strategy 24Opportunities• Can expand its networks in the uncovered areas• Services in the future can b...
Business Policy and Strategy 25Mobilink has been in operation since 1994, and since then has become themarket leader by pr...
Business Policy and Strategy 26and more essential and thus rotation becomes essential in making employeesmultitask.Further...
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26758753 strategy-report-on-mobilink

  1. 1. Business Policy and Strategy 1 Rabia Iram Business Policy and Strategy 2nd Assignment Presented to: Sir. Nadeem AkramAllama Iqbal Open University, Islamabad Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  2. 2. Business Policy and Strategy 2 Acknowledgment By the Grace of Almighty, the most Merciful, the most Beneficial, Im todaysubmitting my 2nd Assignment report, at the end of my pragmatic experience andIm glad to have it with MOBILINK, where you come first, only if youre thecustomer. Thirst of learning is inside you, and whatever the environment, if yourewilling to learn, you do. At Mobilink, I had a new, challenging, yet a perfectenvironment to learn. My parents prayers and their teachings were always withme and hereby I will like to take this opportunity to show my gratitude to all thosewho made my internship an adventurous outwit. . . Here I am, from more professional and rather corporate environment ofMobilink Franchise Okara. I never knew what it all going to be. As I enter thebranch, it took me a minute to realize that the person sitting in the half fortifiedwalls is the manager. Maybe I was expecting him in a glass sheeted room. At aglance, I grasped the interesting personality of the manager and today at the endof my internship; he’s one of the persons I’ll always remember. Sir I learnt fromyou is always going to be respected, no matter whatever business field I choose.Those tips are always in my memory bag. Despite of the most hectic schedule, my teacher helped me so much. Imreally grateful to you for clarifying my concepts and making me learn from yourexperience. Whatever I learnt from you will definitely help me in my upcomingstudy and the professional life ahead. Thank you so much for being so co-operative and so helpful every time. I hope I have been up to your expectations. Rabia Iram Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  3. 3. Business Policy and Strategy 3 Table of Contents Title Page No.Acknowledgment 2Table of Contents 3INTRODUCTION 4-6Management 6-7Planning 7-13MOBILINK 14About Mobilink 14-18STRATEGY FORMULATION 18-23SWOT Analysis 23Conclusion 24Recommendation 25-26References 26 Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  4. 4. Business Policy and Strategy 4 INTRODUCTIONIt is useful to consider strategy formulation as part of a strategic managementprocess that comprises three phases: diagnosis, formulation, andimplementation. Strategic management is an ongoing process to develop andrevise future-oriented strategies that allow an organization to achieve itsobjectives, considering its capabilities, constraints, and the environment in which itoperates. There are four primary steps in this phase: * Reviewing the current key objectives and strategies of the organization, which usually would have been identified and evaluated as part of the diagnosis * Identifying a rich range of strategic alternatives to address the three levels of strategy formulation outlined below, including but not limited to dealing with the critical issues * Doing a balanced evaluation of advantages and disadvantages of the alternatives relative to their feasibility plus expected effects on the issues and contributions to the success of the organization * Deciding on the alternatives that should be implemented or recommended.Formulation of Goals: Goals are “what” a business unit wants to achieve. • First perform a SWOT analysis • Next, formulate goals with specificity as to time (by when it will be performed) and magnitude or quantity (by how much it will be changed). An organization will normally have a mixture of goals. • Order your goals from broad to specific categories: for example from increasing net earnings by 20%-dansk- to increase revenues by 15% and reduce expenses by 12 % in certain areas. Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  5. 5. Business Policy and Strategy 5 • Confirm that your goals relate realistically to the results of the SWOT analysis performed. • Examine your goals to make sure they are not at cross purposes with one another. For example, short term versus long term goals; sales goals versus profit goals; high growth versus low risk; development of new products versus deepening existing markets. • This process is often called Management by Objective or MBOStrategy Formulation: Strategy is “How” a business unit will achieve what itwants. Michael Porter, HBS professor and worldwide competitive strategy expertbreaks types of strategy into three categories: • An Overall Cost Leadership Strategy • A Differentiation Strategy • A Focus StrategyStrategic Formulation:Strategic formulation means a strategy formulate to execute the businessactivities. Strategy formulation includes developing:-� Vision and Mission (The target of the business)� Strength and weakness (Strong points of business and also weaknesses)� Opportunities and threats (These are related with external environment forthe business)Strategy formulation is also concerned with setting long term goals andobjectives, generating alternative strategies to achieve that long term goals andchoosing particular strategy to pursue.The considerations for the best strategy formulation should be as follows:� Allocation of resources� Business to enter or retain� Business to divest or liquidate� Joint ventures or mergers Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  6. 6. Business Policy and Strategy 6� Whether to expand or not� Moving into foreign markets� Trying to avoid take overManagementThe functions of management consist of five basic activities: planning, organizing,motivating, staffing, and controlling. An overview of these activities is provided inTable.Planning:Planning is the:� Start of the process� Bridge between present and future� Increases likelihood of achieving desired results Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  7. 7. Business Policy and Strategy 7The only thing certain about the future of any organization is change, andplanning is the essential bridge between the present and the future that increasesthe likelihood of achieving desired results. Planning is the process by which onedetermines whether to attempt a task, works out the most effective way ofreaching desired objectives, and prepares to overcome unexpected difficultieswith adequate resources. Planning is the start of the process by which anindividual or business may turn empty dreams into achievements.Planning enables one to avoid the trap of working extremely hard but achievinglittle.Planning is an up-front investment in success. Planning helps a firm achievemaximum effect from a given effort. Planning enables a firm to take into accountrelevant factors and focus on the critical ones. Planning helps ensure that the firmcan be prepared for all reasonable eventualities and for all changes that will beneeded. Planning enables a firm to gather the resources needed and carry outtasks in the most efficient way possible. Planning enables a firm to conserve itsown resources, avoid wasting ecological resources, make a fair profit, and beseen as an effective, useful firm. Planning enables a firm to identify precisely what Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  8. 8. Business Policy and Strategy 8is to be achieved and to detail precisely who, what, when, where, and why neededto achieve desired objectives.Planning enables a firm to assess whether the effort, costs and implicationsassociated with achieving desired objectives are warranted. Planning is thecornerstone of effective strategy formulation. But even though it is considered thefoundation of management, it is commonly the task that managers neglect most.Planning is essential for successful strategy implementation and strategyevaluation, largely because organizing, motivating, staffing, and controllingactivities depend upon good planning.The process of planning must involve managers and employees throughout anorganization. The time horizon for planning decreases from two to five years fortop-level to less than six months for lower-level managers. The important point isthat all managers do planning and should involve subordinates in the process tofacilitate employee understanding and commitment.Planning can have a positive impact on organizational and individualperformance. Planning allows an organization to identify and take advantage ofexternal opportunities and minimize the impact of external threats. Planning ismore than extrapolating from the past and present into the future. It also includesdeveloping a mission, forecasting future events and trends, establishingobjectives, and choosing strategies to pursue.CORPORATE LEVEL STRATEGYThis comprises the overall strategy elements for the corporation as a whole, thegrand strategy, if you please. Corporate strategy involves four kinds of initiatives: * Making the necessary moves to establish positions in different businesses and achieve an appropriate amount and kind of diversification. A key part of corporate strategy is making decisions on how many, what types, and which specific lines of business the company should be in. This may involve deciding to increase or decrease the amount and breadth of Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  9. 9. Business Policy and Strategy 9 diversification. It may involve closing out some LOBs (lines of business), adding others, and/or changing emphasis among LOBs. * Initiating actions to boost the combined performance of the businesses the company has diversified into: This may involve vigorously pursuing rapid-growth strategies in the most promising LOBs, keeping the other core businesses healthy, initiating turnaround efforts in weak-performing LOBs with promise, and dropping LOBs that are no longer attractive or dont fit into the corporations overall plans. It also may involve supplying financial, managerial, and other resources, or acquiring and/or merging other companies with an existing LOB. * Pursuing ways to capture valuable cross-business strategic fits and turn them into competitive advantages -- especially transferring and sharing related technology, procurement leverage, operating facilities, distribution channels, and/or customers. * Establishing investment priorities and moving more corporate resources into the most attractive LOBs.COMPETITIVE (BUSINESS LEVEL) STRATEGYIn this second aspect of a companys strategy, the focus is on how to competesuccessfully in each of the lines of business the company has chosen to engagein. The central thrust is how to build and improve the companys competitiveposition for each of its lines of business. A company has competitive advantagewhenever it can attract customers and defend against competitive forces betterthan its rivals. Companies want to develop competitive advantages that havesome sustainability (although the typical term "sustainable competitive advantage"is usually only true dynamically, as a firm works to continue it). Successfulcompetitive strategies usually involve building uniquely strong or distinctivecompetencies in one or several areas crucial to success and using them tomaintain a competitive edge over rivals. Some examples of distinctivecompetencies are superior technology and/or product features, better Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  10. 10. Business Policy and Strategy 10manufacturing technology and skills, superior sales and distribution capabilities,and better customer service and convenience. Competitive strategy is about being different. It means deliberately choosing to perform activities differently or to perform different activities than rivals to deliver a unique mix of value. (Michael E. Porter) The essence of strategy lies in creating tomorrows competitive advantages faster than competitors mimic the ones you possess today. (Gary Hamel & C. K. Prahalad)We will consider competitive strategy by using Porters four generic strategies(Porter 1980, 1985) as the fundamental choices, and then adding variouscompetitive tactics.Porters Four Generic Competitive Strategies:He argues that a business needs to make two fundamental decisions inestablishing its competitive advantage: (a) whether to compete primarily on price(he says "cost," which is necessary to sustain competitive prices, but price is whatthe customer responds to) or to compete through providing some distinctive pointsof differentiation that justify higher prices, and (b) how broad a market target it willaim at (its competitive scope). These two choices define the following fourgeneric competitive strategies. which he argues cover the fundamental range ofchoices. A fifth strategy alternative (best-cost provider) is added by somesources, although not by Porter, and is included below:1. Overall Price (Cost) Leadership: appealing to a broad cross-section of themarket by providing products or services at the lowest price. This requires beingthe overall low-cost provider of the products or services (e.g., Costco, amongretail stores, and Hyundai, among automobile manufacturers). Implementing thisstrategy successfully requires continual, exceptional efforts to reduce costs -- Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  11. 11. Business Policy and Strategy 11without excluding product features and services that buyers consider essential. Italso requires achieving cost advantages in ways that are hard for competitors tocopy or match. Some conditions that tend to make this strategy an attractivechoice are: * The industrys product is much the same from seller to seller * The marketplace is dominated by price competition, with highly price- sensitive buyers * There are few ways to achieve product differentiation that have much value to buyers * Most buyers use product in same ways -- common user requirements * Switching costs for buyers are low * Buyers are large and have significant bargaining power2. Differentiation: appealing to a broad cross-section of the market throughoffering differentiating features that make customers willing to pay premiumprices, e.g., superior technology, quality, prestige, special features, service,convenience (examples are Nordstrom and Lexus). Success with this type ofstrategy requires differentiation features that are hard or expensive forcompetitors to duplicate. Sustainable differentiation usually comes fromadvantages in core competencies, unique company resources or capabilities, andsuperior management of value chain activities. Some conditions that tend to favordifferentiation strategies are: * There are multiple ways to differentiate the product/service that buyers think have substantial value * Buyers have different needs or uses of the product/service * Product innovations and technological change are rapid and competition emphasizes the latest product features * Not many rivals are following a similar differentiation strategy3. Price (Cost) Focus: a market niche strategy, concentrating on a narrowcustomer segment and competing with lowest prices, which, again, requires Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  12. 12. Business Policy and Strategy 12having lower cost structure than competitors (e.g., a single, small shop on a side-street in a town, in which they will order electronic equipment at low prices, or thecheapest automobile made in the former Bulgaria). Some conditions that tend tofavor focus (either price or differentiation focus) are: * The business is new and/or has modest resources * The company lacks the capability to go after a wider part of the total market * Buyers needs or uses of the item are diverse; there are many different niches and segments in the industry * Buyer segments differ widely in size, growth rate, profitability, and intensity in the five competitive forces, making some segments more attractive than others * Industry leaders dont see the niche as crucial to their own success * Few or no other rivals are attempting to specialize in the same target segment4. Differentiation Focus: a second market niche strategy, concentrating on anarrow customer segment and competing through differentiating features (e.g., ahigh-fashion womens clothing boutique in Paris, or Ferrari).Cooperative Strategies: Another group of "competitive" tactics involve cooperation amongcompanies. These could be grouped under the heading of various types ofstrategic alliances, which have been discussed to some extent under CorporateLevel growth strategies. These involve an agreement or alliance between two ormore businesses formed to achieve strategically significant objectives that aremutually beneficial. Some are very short-term; others are longer-term and may bethe first stage of an eventual merger between the companies. Some of the reasons for strategic alliances are to: obtain/share technology,share manufacturing capabilities and facilities, share access to specific markets,reduce financial/political/market risks, and achieve other competitive advantages Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  13. 13. Business Policy and Strategy 13not otherwise available. There could be considered a continuum of types ofstrategic alliances, ranging from: (a) mutual service consortiums (e.g., similarcompanies in similar industries pool their resources to develop something that istoo expensive alone), (b) licensing arrangements, (c) joint ventures (anindependent business entity formed by two or more companies to accomplishcertain things, with allocated ownership, operational responsibilities, and financialrisks and rewards), (d) value-chain partnerships (e.g., just-in-time supplierrelationships, and out-sourcing of major value-chain functions).FUNCTIONAL STRATEGIESFunctional strategies are relatively short-term activities that each functional areawithin a company will carry out to implement the broader, longer-term corporatelevel and business level strategies. Each functional area has a number ofstrategy choices that interact with and must be consistent with the overallcompany strategies. Three basic characteristics distinguish functional strategies from corporatelevel and business level strategies: shorter time horizon, greater specificity, andprimary involvement of operating managers. A few examples follow of functional strategy topics for the major functionalareas of marketing, finance, production/operations, research and development,and human resources management. Each area needs to deal with sourcingstrategy, i.e., what should be done in-house and what should be outsourced? Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  14. 14. Business Policy and Strategy 14 MOBILINKIntroduction:Orascom Telecom Holding S.A.E. ("Orascom Telecom") or ("OTH") wasestablished in 1998 and has grown to become a major player in thetelecommunication market in the world. OTH is considered among the largest andmost diversified network operator in the Middle East, Africa and Pakistan.About Mobilink:Mobilink GSM (PMCL), a subsidiary of Orascom Telecom, is the market leader inproviding state-of-the-art communications solutions to over 3.4 million people in Pakistan.They can proudly boast of being the first cellular service provider in Pakistan to operateon a 100% digital GSM technology. Mobilink GSM started operations in the year 1994,from then on it has shown enormous growth.Mobilink Coverage:Mobilink provides the most extensive network coverage footprint acrossPakistan through an integrated technology infrastructure in more than 5,000cities, towns, villages, and countless remote destinations, includingInternational Roaming in 110 countries through 300 partner operators.Market Share: Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  15. 15. Business Policy and Strategy 15In April 2001, when the OTH (OrascomTelecom Holding) took over managementcontrol of the company, the market sharewas only 40% but as of March, 2006;Mobilink served over 14 million subscribers,representing a market share of approximately56.2% of total mobile subscribers in Pakistan.However, during the past two years the market share of Mobilink has gone downto 41% (As of March, 2007).Competition Status:Competition faced by the company isfrom al the operators in telecom thatincludes all the face SGM (GlobalSystem of mobile) operators, CDMAoperators and LDI operators and landline operators. All these telecomcompanies Human ResourceDepartments are in constant need ofnew employees. So there is stiff competition in the telecom market for Mobilink.Comparison with competitors in the market is shown as in the table. Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  16. 16. Business Policy and Strategy 16Number of subscribes:The number of subscribes of Mobilink has been fast increasing since year2000,the number ofsubscribes ofMobilink has almostdoubled in the lastone year from 5million approx to 10million approx thisfigure has almost increased by 50 times as it was in year 2000. This in fact is amilestone for Mobilink. Currently the company has a customer base of over 24million and its growing.Market ShareMobilink had a great advantage for years as being the only GSM mobile operatorin Pakistan, however with the entrance of Ufone in 2001 and later on by Telenor,Warid and Zong, the competition in the mobile sector is heating up. However thesubscriber base Mobilink has remained steady and growing as seen in the tablebelow:Table 1: Number of Mobilink Subscribers from 2005-July 20081Year 2005 2006 2007 July-2008Subscribers 7,469,085 17,205,555 26,466,451 32,056,336% Change - 130.3 53.8 21.1Although the number of subscribers has increased over the years, the samecannot be said about the market share of Mobilink, which has graduallydecreased over the year. However, although the market shares of Mobilink mighthave decreased over the years, but it still remains the market leader in the mobilesector. The market shares of Mobilink are as follows:Table 2: Market Shares of Mobilink from 2005-2007212 Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  17. 17. Business Policy and Strategy 17Years 2005 2006 2007Market Share 51.4% 46.3% 39.8%Change - (5.1%) (6.5%)ACHIEVEMENTS:ISO 9002 Quality Management System Certification for Billing,Engineering Departments and CS Contact Center Biggest Call Center in Pakistan,which is there to assist the customers 24 hours.� Bilateral-roaming agreements signed with 100 countries around the world tohave true roaming service operational in 151 operators of the world.Mobilink GSM Short Message Service Center allows Vehicle Tracking and FleetManagement services that are being provided by Tracker (Pvt.) Ltd. under thebrand name of C-Track, a company licensed by Pakistan Telecom authority(PTA). Tracker currently operates from Karachi but can provide these facilities atall those locations where GSM coverage is availableMobilinks Values: Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  18. 18. Business Policy and Strategy 18Total Customer Satisfaction:Customers are at the heart of our success. They have placed their trust andconfidence in us. In return, we strive to anticipate their needs and deliver service,quality and value beyond their expectations.Business Excellence:We strive for excellence in all that we do. We aspire to the highest standards andraise the bar for ourselves everyday. This commitment to delivering world-classquality translates into unmatched service and value for our customers and allstakeholders.Trust & IntegrityAt Mobilink, we take pride in practicing the highest ethical standards in an openand honest environment, and by honoring our commitments. We take personalresponsibility for our actions, and treat everyone fairly, and with trust and respect.Respect for People:Our relationships drive our business. We respect and esteem our employees andall stakeholders. We believe in teamwork, empowerment and honor.Corporate Social Responsibility:As the market leader, we recognize and fulfill our responsibility towards our country andthe environment we operate in. We contribute to worthy causes and are dedicated to thedevelopment and progress of the societySTRATEGY FORMULATION Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  19. 19. Business Policy and Strategy 19VISION To be the leading Telecommunication Services Provider in Pakistan by offering innovative Communication solutions for our Customers while exceeding Shareholder value & Employee ExpectationsMission and Objectives:Total Customer Satisfaction:Customers are at the heart of our success. They have placed their trust andconfidence in us. In return, we strive to anticipate their needs and deliver service,quality and value beyond their expectations.Business Excellence:We strive for excellence in all that we do. We aspire to the highest standards andraise the bar for ourselves everyday. This commitment to delivering world-classquality translates into unmatched service and value for our customers and allstakeholders.Trust & Integrity:At Mobilink, we take pride in practicing the highest ethical standards in an openand honest environment, and by honoring our commitments. We take personalresponsibility for our actions, and treat everyone fairly, and with trust and respect.Respect for People:Our relationships drive our business. We respect and esteem our employees andall stakeholders. We believe in teamwork, empowerment and honor.Corporate Social ResponsibilityAs the market leader, we recognize and fulfill our responsibility towards our Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  20. 20. Business Policy and Strategy 20country and the environment we operate in. We contribute to worthy causes andare dedicated to the development and progress of the societySTRATEGIES AT MOBILINKThe findings mentioned reflect three types of major strategies employed by theorganization at various levels. Namely they are:1). Corporate level strategy2). Business level strategy3). Functional level strategyCorporate Level Strategy:As their corporate level strategy, they have entered into partnerships withdifferent organizations.On the basis of findings, it appears that for the past few years (1999-2003),Mobilink had a focus on internal growth. All this is evident from the fact that sincethe deregulation of the mobile service industry of Pakistan, Mobilink hasundertaken various efforts to ensure that it changes its stance from concentratingon its existing market to growing its market presence. The main reason for thischange is mainly to keep up with the competition and to retain and increase itsmarket share. This transition is obvious in Mobilink’s repositioning itself and hittingthe market with a new face with the catchphrase “Reshaping communication”With the threat of new entrants into the industry after the deregulation, Mobilink’sstrategy took a new turn. To keep abreast with the company, Mobilink took thefollowing steps during the last 2 years:� xpanded its international roaming Service scope in 14 more countries Eincluding Vietnam, Germany, Bangladesh, Ukraine, Iran, Venezuela, Nigeria,South Africa, Ethiopia, Uganda, Sudan, Bahrain, Caribbean Islands. Bilateralroaming agreements signed with 100 countries around the world to have trueroaming service operational in 151 operators of the world.�PROMOTIONAL CAMPAIGNS LAUNCHED� JAZZ BUNDLE OFFERS: These bundles include a handset, a JAZZconnection and airtime worth Rs. 200 Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  21. 21. Business Policy and Strategy 21� INTERNATIONAL SUMMER PROMOTION: Discounted international tourpackages to Sri Lanka, Malaysia and Maldives� “JAZZ-AUR-SUNAO”, “LIFE MEIN JAZZ LAO” (a change in the marketingstrategy)� Indigo packages deliver nation wide cellular freedom at local Call rates� Exclusive deals to 6 northern area destination including Chitral, Galliat, Hunza,Kaghan , Skardu and Swat.� Roam the World: year long promotion including travel to the Holy Land inRamadan, avail amazing offers at the Dubai Shopping Festival, be a part if theFIFA World Cup in Germany or visit Paris, Milan, London and NY.Joint Promotional Agreements with Various Organizations�JAZZ-HYUNDAI BUNDLE OFFER: Jazz connection and a latest Hyundai L-120 phone set for only Rs. 2750�Jazz member Get Member: Opportunity for customers to become the brand’sambassador and at the same time earns Rs. 400 in airtime. The new Jazzcustomer will also get Rs.100 free airtime.�Mobilink’s Nokia 9500 offer�MOBILINK-AVIS partnership: Mobilink joined hands with AVIS, a global brandand the world’s leading car Rental Company to offer discounted car rental rates(locally as well as internationally) to all Mobilink post-paid customers.Foreigners visiting Pakistan using the Mobilink network for cellular services sworeable to receive a 20% discount on Avis-Car rental Service.�Mobilink and UBL launch online bill payment facility for Indigo subscribers�MOB- Motorola V3 launch�Mobilink –CITIBANK Joint Promotion (free INDIGO and Call n Controlconnections to all Citibank Credit Card members)�Handset Kiosk inside Mobilink Service Center: a ‘hand-set Kiosk’ set up atMobilink service center at Awami Markaz, Karachi. The kiosk was set up incollaboration with Mobile Zone. It gave customers the added convenience ofpurchasing quality hand sets of leading manufacturers such as Nokia Samsung or Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  22. 22. Business Policy and Strategy 22Sony Ericson right from Mobilink Service Center. On every purchase thecustomers would get some free gifts to add more value to their purchase.Business Level StrategyAs their business level strategy it has focused on Differentiation strategy eversince it started. Mobilink has always made successful attempts to distinguish theirproducts or services from other in the industry. They make their product uniquethrough:Advertising� Highly creative people in the marketing dept� Billboards, TV commercials, bringing in famous personalities from media toendorse their packagesFunctional Level StrategySales and Marketing�Differentiation Advantage:�Because they target the customer groups they offer tariff plans that areexclusively designed to cater to the communication needs of a diverse group ofpeople, taking into account occasional users to businessmen. To achieve thisobjective, they offer both postpaid (Indigo) and the prepaid (JAZZ) solutions totheir customers�The marketing department immediately identifies and responds to the customerneeds�Comes up with interesting marketing strategies which include advertising,Commitment to Total Customer Satisfaction:Customers are at the heart of my success. They have placed their trust andconfidence in us. In return, I strive to anticipate their needs and deliver service,quality and value beyond their expectations.Passion for Business Excellence:I strive for excellence in all that I do. I aspire to the highest standards and raisethe bar for myself everyday. This commitment to delivering world-class qualitytranslates into unmatched service and value for my customers and allstakeholders. Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  23. 23. Business Policy and Strategy 23Trust & Integrity:At Mobilink, I take pride in practicing the highest ethical standards in an open andhonest environment, and by honeying my commitments. I take personalresponsibility for my actions, and treat everyone fairly, and with trust and respect.Respect for People:My relationships drive my business. I respect and esteem my employees and allstakeholders. I believe in teamwork, empowerment and harmony.Responsible Corporate Citizen:As the market leader, I recognize and fulfil my responsibility towards my countryand the environment I operate in. SWOT AnalysisStrengths:• Strong Brand Image• Potential customers• Highest Coverage• First to introduce IR• M2 Motorway coverage• Biletral roaming with 50 operators• Motorola Time port Tri band (TT) handsets• Tracking and Fleet (VTF) Management services.Weakness:• Currently providing not good quality service because of changing their• Network from 900 MHz to 1800 MHz.• Fewer advertisements now days.• Most expensive telecom company both in call rates and SMS• Weak customer retention• Engineering department of Mobilink is not well competent Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  24. 24. Business Policy and Strategy 24Opportunities• Can expand its networks in the uncovered areas• Services in the future can be• Telephone• Wireless• Calling Cards• Can target maximum corporate Customers• Lower pricesThreats:• New market players• Competitors can offer packages for corporate customers in better way.• Wireless local loop service providers• Brand names survival.• Corporate customers can shift to other companies• Employee retention• Loss of loyal customerConclusionThe mobile industry has seen phenomenal growth over the year, showing growthrate of more than 80% in 2007. This growth is not new to the industry, as previousyears have shown substantial growth as well. This growth is a direct result of theincreased competition in the mobile industry, resulting into better services atreduced rate. Furthermore, this has favorably affected our economy as a whole,generating revenues for the government, through direct and indirect taxation andcreating employment opportunities for the people. The mobile industry of Pakistanis considered by a majority of prospective employees as the best industry for ajob. Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  25. 25. Business Policy and Strategy 25Mobilink has been in operation since 1994, and since then has become themarket leader by providing its customers with the state of the art products andservices. Mobilink has for years enjoyed a good market share of the total industry;its current market share is 36%3.Even though Mobilink has been a market leader, for so many years, providing themost technological advanced products and services, it has for a number of yearsbeen facing strong competition from Telenor and Ufone, which has resulted in adecrease of its market share. This has led Mobilink to a policy of diversification, byintroducing products like Mobilink PCO and WIMAX services. Although Mobilinkhas diversified, it still is providing competitive products and services for its coreproducts-Jazz and Indigo.Finally, internships are an important part of the academic program, as theyprovide us with the practical experience during our academic career. I am verygrateful that I received an internship at Mobilink as it was a great learningexperience on how a multinational company works and further improved my skillsof team working and critical decision making.RecommendationThe problem that I identified was the lack of job rotation within department and notenacting on job advancement rules and procedures. Some of therecommendations to this problem are as follows:Firstly I would recommend that the department officially start job rotation. Themajor benefit of which would include even more motivated employees, withenhanced skills.One of the major arguments against job rotation is that without it, employees willperform only one task and will become specialized in that particular job.Furthermore, the argument also suggests, that with job rotation, only generalinformation is imparted to employees, not essentially helpful in doing complextasks. However, in today’s business environment, multitasking is becoming more3 Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad
  26. 26. Business Policy and Strategy 26and more essential and thus rotation becomes essential in making employeesmultitask.Furthermore, the organization structure of the treasury department makes it easyfor job rotation, as all sub departments major functions are interlinked to eachother and mostly all departments currently have more than one associateemployee, except cash management.Secondly I would also suggest that specific job related training should also beimparted to the employees, this would have an additional benefit of furtherimproving their current skills and knowledge, while attaining new through jobrotation. Also professional counseling programs should also be started to provideemployees with the information, regarding future prospects at Mobilink and in themobile industry.Lastly, I would suggest, that Mobilink adheres to its job advancement proceduresbecause for an employee that has worked with Mobilink for more than 2-3 years,they should be awarded with the fruits of job advancement, as I believe that thecriteria of job advancements currently used is a standard in most MNC’s and jobadvancements are a part of career growth. Furthermore, job advancement s willcreate future leaders for Mobilink.Selected References: • Mobilink (mobilinkgsm.com) • Pakistan Telecommunication Authority (pta.gov.pk) • Porter, Michael E. (1980). Competitive Strategy: Techniques for analyzing industries and competitors. New York: Free Press. • Porter, Michael E. (1985). Competitive advantage: Creating and sustaining superior performance. New York: Free Press. Presented to: Sir. Nadeem Akram Allama Iqbal Open University, Islamabad

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