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Grameen Telecom Stakeholder: My  Thesis Summary
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Grameen Telecom Stakeholder: My Thesis Summary

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The process and reasons for the emergence of this thesis subject matter is the constituent; Why Grameen Telecom Stakeholders was instrumental in Strategy Management Effectiveness? ...

The process and reasons for the emergence of this thesis subject matter is the constituent; Why Grameen Telecom Stakeholders was instrumental in Strategy Management Effectiveness?
Meanwhile, opportunities, expectations and challenges in this thesis is: What opportunities are available for Stakeholder Grameen Telecom was instrumental in Strategy Management Effectiveness?, What is expected by all stakeholders in the implementation of Grameen Telecom Management Strategy?, What challenges faced by the Grameen Telecom as a very important role Stakeholders in Strategy Management Effectiveness?

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    Grameen Telecom Stakeholder: My  Thesis Summary Grameen Telecom Stakeholder: My Thesis Summary Document Transcript

    • Shareholder Role Analysis of Grameen Telecom in Determining Management Strategy THESIS Asked To Obtain Postgraduate Degree Masters in Telecommunications Business Management Produced by: Djadja Achmad Sardjana B050011003 MASTER MANAGEMENT HIGH SCHOOL BUSINESS MANAGEMENT TELKOM EDUCATION FOUNDATION 2008
    • Grameen Telecom Stakeholder Thesis Summary 1.1 Review Against Object Study Telecommunications has a very important role and strategic as a critical component of infrastructure for economic development. Telecommunications services can replace other forms of communication such as postal and often more effective use in terms of cost, time and distribution chain. Other evidence shows that a reliable telecommunication system will trigger a new form of communication is more powerful, complex, and productive of communication patterns of others. This communication productivity improvement at the end of economic growth in that place. The existence of a close relationship between economic development with telecommunications services led to many developing countries tried to improve the existing telecommunications infrastructure to improve service to the community. This started in early 1980 in which many developing countries prioritize development of telecommunications facilities and launched an ambitious project to develop telecommunication services. For example, in the seventies and eighties, surplus foreign exchange from oil in some developing countries such as Indonesia, Iran, Kuwait, Nigeria, Saudi Arabia, and Venezuela is used for massive investment in telecommunications. Several other developing countries such as Hong Kong, Korea, Singapore and Taiwan using telecommunications as part of an overall economic strategy to build a very competitive position in world markets for industrial and high technology services. Despite facing constraints in telecommunications industry restructuring, some developing countries have succeeded in not only opened the competition. They were at the same time achieving an obligation to the public telecommunications services (Universal Service Obligation / USO). For example the achievement made by Grameen Telecom (GT) in Bangladesh. Longer programs of Grameen Telecom in cooperation with providers of micro-credit Grameen Bank through its subsidiary-called Grameen Phone, which allows members of the women obtained a revolving credit for trying to stall the field of telecommunications in rural areas, who were originally included 950 Vilage Phone (read; Telephone Rural ) and provides access to 65,000 people. Grameen Telecom (GTC) is a company dedicated to increasing the penetration of telecommunications and information technology, rural population. GTC currently provides mobile GSM mobile phone 900 to the community in Bangladesh. Grameen Telecom's vision is to provide telecommunications services to 100 million rural people in 68,000 villages in Bangladesh. The Stakeholder relationships and business model are as shown in figure 1-1.
    • Figure 1-1 Grameen Telecom Business Model Grameen Telecom is a business entity a non-profit organization that was founded at the initiative of Professor Muhammad Yunus. Grameen Telecom holds 38% shares of Grameen Phone Ltd., A company which holds a national license for cellular phone service GSM mobile 900. Companies have a responsibility to provide telecommunication services rural areas in Bangladesh and also act as sales agents for mobile telephones to individual customers in rural areas. Philosophical enterprise is to provide universal access to telecommunications for rural residents and provide other value added services.
    • Grameen Bank holds an important part in the implementation and extension of this village phone program. This bank provides organizational support and infrastructure needed by Grameen Telecom of the village phone operator selection of its members and also the collection of telephone bills. Make GrameenBank Village Phone Program (Village Phone Program) for the first attempt to solve problems of rural telecommunications as a bridge between communities and Grameen Telecom to meet the basic needs of telecommunications. The concept of "Village Phone" developed by combining Grameen Bank experience in the field of micro lending and digital technology is the latest wireless and give ideas on the central / private telephone operators. "Village Phone" is a unique idea that provides modern telecommunications services to the poor in Bangladesh. Members GrameenBank obtain ownership of the phone under a lease-purchase program in which banks provide services to the public in rural areas. Bill "Village Phone" and other payments collected by GrameenBank. Trust is very quickly making "Village Phone" will get a project position post-paid wireless phones in the world's largest. Until the end of 2006, "Village Phone" already has 260,000 subscribers / operator in 50,000 villages and 439 "Upazilas" (sub-distrik/kecamatan) in Bangladesh. In practice, any rural telephone under the supervision of a post-paid phone service in the village is responsible for extending services to the customer service-customers for incoming and outgoing calls and collecting call charges are appropriate for each phone. Income derived from the difference operator between the cost paid by customers and payments to the operator "Village Phone". The case of Grameen Telecom in This raises the question: "How can a successful model of these organizations can work well? What is the role of stakeholders in the success of Grameen Telecom business model is? How Grameen Telecom Stakeholders can answer the challenge of competition and telecommunications reform in Bangladesh? This thesis tries to answer these questions in which the specific context of a country associated with the role of stakeholders is critical in determining success in the field of telecommunications reform. Because of this reason that the business model of Grameen Telecom in Bangladesh is a unique solution with Stakeholder involvement is very intense and can produce returns back above the average (above average returns) for all parties concerned. 1.2 Background Issues Although the liberalization and privatization trends globally developed, but the telecommunications services in many developing countries are still dominated by institutions that most or all controlled by the state. In some countries such as India, Algeria and Cameroon; telecommunications services department was still part of those countries. In some other countries such as Ecuador, Indonesia, Jordan and Thailand held telecommunications services through a semi- independent institutions or state-owned enterprises and private companies legally protected. Argentina, Chile and Mexico use this organization before privatization occurred in 1987 and 1990. Telecommunication reformed only partially inhibits the development of telecommunications services. For example, government-owned companies and telecommunications providers are less independent,
    • and the organization has the responsibility management, and lack of investment funds. In addition, this organizational form hinders the development of telecommunications in general. This is evidenced by the managerial problems at the state level because the government often leads to discriminate telecommunication poor or remote areas that are politically insignificant. This resulted in the operator prefers to spend its investment to other interests than to invest it to network development,. Even when the private sector plays a major role in the telecommunications sector, poor or remote areas tend to be ignored. The existence of the cost structure of network development, telecommunications operators hesitated to invest in poor or remote areas. Not only because of high costs, but also due to low demand and uncertain than the area or potential beneficial. As one of balancing stakeholder interests of corporate profits and social mission, the Government of Bangladesh through the regulator body, Bangladesh Telecommunication Regulatory Commission (BTRC) issued licenses to telecom operators and other users, including government-owned Grameen Telecom. They were given a mandate to facilitate telecommunications services with an acceptable quality of customers in all areas so that Grameen Telecom of Bangladesh has a huge opportunity to provide rural telecommunications services for customers who need GrameenBank. One of the managerial problems at the industry level are identified in the telecommunications services is the organizational structure of the telecommunications industry. As is known, was originally state- owned enterprises (SOEs) to the monopoly by distorting market equilibrium through control and stable prices of telecommunications services. This has led to the development of deregulation in the telecommunications sector and the economic priorities in developing countries. Caused by rapid technological innovation, a significant change in the price structure and the growth and diversity of telecommunications, many countries to deregulate in the eighties. This is also caused by the liberalization and the separation of American Telecom and Telegraph (AT&T) is also followed by privatization and the emergence of competition in the UK and Japan. This policy gradually extends to almost all developing countries joined the Organization for Economic Co-operation and Development (OECD). In the nineties has 40 (forty) countries has been completed, develop and prepare a large-scale reforms in telecommunications and in early 1989 more than half-Integration telecommunications companies in the world has been controlled by the private sector. Grameen Telecom as a company engaged in the field of Telecommunications (especially rural), producing services & products such as "Village Phone". In conducting business activities is necessary to implement management strategies to facilitate the achievement of its objectives, by way of seeing and objectively identify the internal and external conditions, strengths and weaknesses that are owned, in order to overcome the threats and opportunities to maintain or even expand the company's position in the business environment tend to change rapidly. Please note that 93% of shares controlled Grameen Bank poor women who are its biggest customers. Ownership of these shares which have placed some poor women are illiterate as the commissioner in making Grameen Bank and Stakeholders are very influential in the formulation of management strategies at the corporate group including Grameen Telecom. Grameen Bank currently owns 38% (through Grameen Telecom) in GrameenPhone a joint venture with Telenor of Norway, which has a 62% stake in the company. This causes problems at the managerial level of the company (Grameen
    • Telecom) with a conflict of interest between shareholders, employees, customers, suppliers and other stakeholders in the Effectiveness of Management Strategies. Managerial problems is also supported by the groups understanding of the Stakeholders who have a moral claim against the company with the potential to harm or benefit to them. It is important to management trends on the one hand and shareholders on the other side to compete with other stakeholders emerged as one of the topics important to business strategy formulation. Stakeholder perspectives are very important in the case of the telecommunications industry because business environments are highly competitive. Based on the above facts, the research on Grameen Telecom is written with the aim to see and identify further the role of its stakeholders in the process of formulating a suitable strategy for the survival and development companies will be the future. As a basic problem (problem issues) which will be discussed in this thesis are: Is it true that Grameen Telecom Stakeholder very important role in the Effectiveness of Management Strategies?, What evidence behind that Grameen Telecom Stakeholder very important role in the Effectiveness of Management Strategies? The process and reasons for the emergence of the subject matter is the constituent; Why Grameen Telecom Stakeholders was instrumental in Strategy Management Effectiveness? Meanwhile, opportunities, expectations and challenges in this thesis is: What opportunities are available for Stakeholder Grameen Telecom was instrumental in Strategy Management Effectiveness?, What is expected by all stakeholders in the implementation of Grameen Telecom Management Strategy?, What challenges faced by the Grameen Telecom as a very important role Stakeholders in Strategy Management Effectiveness? The expected benefits of the research are; proof rules that Grameen Telecom Management Strategies for Successful Stakeholder roles are very active; Examining what factors from the role of Grameen Telecom Stakeholder well functioning. Base on these phenomena, it is deemed necessary to a study analyzing business feasibility analysis, Grameen Telecom and precise formulation of strategies that can be found just how big a role in the success of the Stakeholders Grameen Telecom's business model, the basis for the writer to take a study titled "The Role of Stakeholder Analysis In the interests of Grameen Telecom Management Strategy Effectiveness ". 1.3 Problem Definition Based on the description of the problem background above, then the problem can be formulated as follows: θ Stakeholder Grameen Telecom has the vision and mission and role as an important part of Effectiveness of Management Strategies and will change the objectives of the company than just a source of shareholder wealth to balance stakeholder interests.
    • θ Strategic Questions: ¬ What is the Stakeholders as a group or individuals whose support is necessary for the welfare and survival of the organization? ¬ What distinguishes institutional management strategies or superior-performing companies from others? ¬ The extent to which stakeholder role in the effectiveness of Grameen Telecom Management Strategy which is shaping the future of the business? ¬ How does the independent variable and the missions vision Stakeholders (X1), groups of stakeholders Stakeholders (X2), Stakeholder groups who benefit (X3), and stakeholder groups associated with the organization (X4) on the dependent variable effectiveness of management strategies (Y). 1.4 Research Objectives 1. Knowing how much influence the independent variable and the missions vision Stakeholders (X1), groups of stakeholders Stakeholders (X2), Stakeholder groups who benefit (X3), and stakeholder groups associated with the organization (X4) on the dependent variable effectiveness of strategies management (Y), and the size of the relationship occurred. 2. Analyzing Stakeholder influence on the success of Grameen Telecom, the company management. 1.5 Usability Research • Provide recommendations for operators, regulators and investors in corporate strategy formulation to consider the role of all stakeholders as part of an effort to win the competition in the telecommunications business. • Provide recommendations in solving managerial problems in the Grameen Telecom as a result of a conflict of interest between shareholders, employees, customers, suppliers and other stakeholders of the Effectiveness of Management Strategies. • Provide information for other researchers to conduct further study. • The results of the study is expected to enrich and complement the strategic areas of scientific treasury of the company (Corporate Strategy) in the telecommunications industry.
    • 1.6 Systematics Discussion The preparation of this thesis is divided as follows: CHAPTER-I INTRODUCTION, containing a description of: Review Against Object Study, Background Issues, Problem Definition, Research Objectives, Usability Research, and systematic discussion. CHAPTER-II REVIEW OF LITERATURE, Accomplished studies suggested that discusses Grameen Telecom, the concept of Strategic Management and Stakeholder especially in the field of Telecommunications and its role in the business of Grameen Telecom. CHAPTER III RESEARCH METHODS, discussing the type of research Used, Stage Research, Research and Operasionalisasinya Variables, Data and Technical Data Collection, Sampling Techniques, Data Analysis and Hypothesis Testing. CHAPTER-IV RESULTS AND DISCUSSION, gives details of the model of Grameen Telecom, and evaluate how this system works. Based on these characteristics, the core criteria determined how the role of Grameen Telecom Stakeholders can successfully develop a vision and mission. CHAPTER-V is a conclusion some important findings Stakeholders role in the business model of Grameen Telecom Management Strategy, and provides useful recommendations for other developing countries that expect to succeed to the public telecommunications services.