Strategy cdc - december CIM ASSIGNMENTS

Corporate Digital Communication CIM membership No: 40028146 December 2018
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40028146
Corporate Digital Communication
Strategy College of Business (Pvt)
Limited, Sri Lanka
CIM Level 7: Postgraduate Diploma in
Professional Marketing

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The Future.Today.

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TABLE OF FIGURES.................................................................................................................................................5
TABLE OF TABLES...................................................................................................................................................5
TASK 01: REPORT .................................................................................................................. 6
1.1 ORGANISATION NAME AND BACKGROUND...................................................................................................7
1.1.1 Type of organization..........................................................................................................................................7
1.1.2 Size of the organisation .....................................................................................................................................7
1.1.3 Customer base (B2C/B2B) .................................................................................................................................7
1.1.4 Products and services ........................................................................................................................................7
1.1.5 Main Competitors analysis ................................................................................................................................7
1.2 EVALUATION OF DIGITAL COMMUNICATIONS ON STAKEHOLDERS ........................................................................8
1.3 DIGITAL COMMUNICATIONS STRATEGY TO IMPROVE LOYALTY.............................................................................9
1.3.1 Where Dialog is at present ................................................................................................................................9
1.3.2 What customers want .....................................................................................................................................10
1.3.3 What customers want – Where dialog is = Variance .......................................................................................10
1.3.4 Strategy: improve digital engagement and loyalty..........................................................................................10
1.3.6 Measure and monitor outcome.......................................................................................................................12
1.3.7 Expected outcome/ Conclusion.......................................................................................................................12
TASK 02: BRIEF REPORT ...................................................................................................... 13
2.1 APPROPRIATE TOOLS TO MANAGE CORPORATE REPUTATION...................................................................... 14
2.1.1 Choosing the right tool ....................................................................................................................................14
2.2 CORPORATE REPUTATION MANAGEMENT TOOLS FOR DIALOG ................................................................... 15
2.3 OUTLINE STRATEGY FOR MONITORING AND MEASURING DIGITAL COMMUNICATIONS............................... 16
2.3.1 Strategic recommendation: Social media listening..........................................................................................17
2.3.2 Operational and Financial impact....................................................................................................................17
2.3.3 Expected outcome/ conclusion .......................................................................................................................17
TASK 03 .............................................................................................................................. 18
3.1 RELATIONSHIP BETWEEN CORPORATE IMAGE, IDENTITY AND REPUTATION EVALUATION............................ 19
3.1.1 Corporate brands.............................................................................................................................................19
3.1.2 Corporate image..............................................................................................................................................19
3.1.3 Corporate identity ...........................................................................................................................................19
3.1.4 Corporate reputation.......................................................................................................................................20
3.1.5 The relationship...............................................................................................................................................20
3.2 EVALUATION OF DIALOGS’ CORPORATE CHARACTER .................................................................................. 21
3.2.1 Positioning map analysis..................................................................................................................................21
3.2.2 Corporate character evaluation using brand audit (Anx9 – personality).........................................................21
3.2.3 Corporate character, brand equity and customer loyalty .....................................................................................21
3.3 GAP BETWEEN CORPORATE IMAGE AND IDENTITY FOR DIALOG...................................................................22
3.3.1 Revealing identities .........................................................................................................................................22
3.3.2 Examine ...........................................................................................................................................................22
3.3.3 Diagnose and rectify ........................................................................................................................................23
ANNEXURE........................................................................................................................ 24
ANNEXURE 1 – PESTEL ANALYSIS ..............................................................................................................................24
ANNEXURE 2 – DIALOG COMPETITOR ANALYSIS.......................................................................................................26
ANNEXURE 3 – DETAILED CUSTOMER SEGMENTATION.............................................................................................26
ANNEXURE 4 – DIALOG’S CUSTOMER PERSONA FOR PREPAID & POST-PAID SEGMENTS..........................................27
ANNEXURE 4 – CUSTOMER JOURNEY MAP ...............................................................................................................27
ANNEXURE 5 – AR IN RETAIL....................................................................................................................................28
ANNEXURE 6 – MENDELOW’S MATRIX .....................................................................................................................28
ANNEXURE 7 – DIGITAL COMMUNICATIONS AND REPUTATION MANAGEMENT TOOLS............................................28
ANNEXURE 8 – VALUE CHAIN ...................................................................................................................................29
ANNEXURE 9 – PERSONALITY AUDIT........................................................................................................................30
BIBLIOGRAPHY................................................................................................................... 31

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TABLE OF FIGURES
FIGURE 1: CORE PRODUCT PORTFOLIO ...........................................................................................................................7
FIGURE 2: COMPETITORS OF DIALOG..............................................................................................................................7
FIGURE 3: INDUSTRY MARKET SHARE (FIRST CAPITAL, 2016) .............................................................................................7
FIGURE 4: CORPORATE COMMS. MODEL ADAPTED FROM FROMBRUN, 2007 ........................................................................9
FIGURE 5: DIALOG CUSTOMER JOURNEY MAP...................................................................................................................9
FIGURE 6: ELEMENTS OF INFLUENTIAL COMMS (GARTNER INC.).........................................................................................10
FIGURE 7: REVISED ECSI MODEL ADAPTED FROM (RESEARCHGATE) ..................................................................................11
FIGURE 8: DIGITAL COMMUNICATIONS MODEL (WESTMINSTER CITY COUCIL, 2011)............................................................16
FIGURE 9: LISTENING PROGRAM FRAMEWORK (HEMANN & BURBARY, N.D.)......................................................................16
FIGURE 10: 2018 GLOBAL REPTRAK TOP 5 (REPTRAK, 2018) .........................................................................................19
FIGURE 11: NIKE IDENTITY .........................................................................................................................................19
FIGURE 12: CORPORATE REPUTATION, IMAGE AND IDENTITY (ADAPTED FROM TANKOVIĆ)....................................................20
FIGURE 14: POSITIONING MAP FOR DIALOG AND COMPETITORS........................................................................................21
FIGURE 13: PERSONALITY AUDIT .................................................................................................................................21
FIGURE 15: REPTRAK REPORT .....................................................................................................................................23
TABLE OF TABLES
TABLE 1: DIALOG AXIATA INSIGHTS (DIALOG AXIATA PLC, 2018).......................................................................................7
TABLE 2: CUSTOMER BASE (DIALOG AXIATA)...................................................................................................................7
TABLE 3 DIALOG'S CORE SERVICE PORTFOLIO ..................................................................................................................7
TABLE 4: STAKEHOLDER COMMS EVALUATION..................................................................................................................8
TABLE 5: EVALUATING CRM TOOLS .............................................................................................................................14
TABLE 6: DIALOGS READINESS TO IMPLEMENT CRM TOOLS..............................................................................................15
TABLE 7: BRAND EQUITY ANALYSIS FOR DIALOG .............................................................................................................21
TABLE 8: ACID TEST FOR DIALOG ................................................................................................................................22
ABBREVIATIONS AND ACRONYMS
IC Internal communications
Comms. Communications
Digicoms. Digital communications
API Application programming interface
CR Corporate Reputation
CC Corporate Communications

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TASK 01: REPORT
Tasks 1.B to 1.C: 1850 words
TITLE: REVIEWING DIALOGS’ DIGITAL ENVIRONMENT
TO: THE BOARD
AUTHOR: ROBYN RIHANNA
DATE: 5TH
SEPTEMEBER 2018

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1.1 ORGANISATION NAME AND BACKGROUND
1.1.1 TYPE OF ORGANIZATION
Dialog Axiata PLC, is a profit motivated subsidiary of the Axiata Group Berhad. The group owns 83.32%
of the shares of the telecommunications giant. Dialog operates as Sri Lanka’s largest and fastest
growing mobile telecommunications network. The Company is one of the largest listed companies on
the Colombo Stock Exchange in terms of market capitalisation. Dialog, is also Sri Lanka’s largest
Foreign Direct Investor (FDI) with investments totalling USD 2.3 Bn. (Dialog Axiata PLC, 2018) Dialog is
also the second most valued brand in Sri Lanka closely behind BOC. (Daily FT, 2017)
1.1.2 SIZE OF THE ORGANISATION
1.1.3 CUSTOMER BASE (B2C/B2B)
Depicted in table 2 is the customer base of Dialog. 90% of
the 12.7 million is made up by the prepaid customer
segment. Dialog’s altered marketing strategy is said to be
focused in establishing itself as a key player in the internet
service provider (Wi-Fi & mobile data) market as well.
(Balasooriya, 2018) Dialog’s key customer segments have been
further analysed Appendix 1 and 2.
1.1.4 PRODUCTS AND SERVICES
Dialog being the market leader in the telco industry serves both
B2B and B2C connected customers with a range of products
and services. Key products & services offered are listed out in
figure 1 and table 3. The most used Dialog product is “Mobile
Services and Plans”, simply owing to brand popularity and
Dialog’s vast island wide coverage. (Balasooriya) Dialog has
established itself as leader in the industry by providing key innovative and up to date services to its
customers such as 4G and 5G network connections etc. Ez–cash, is an e–money transfer tool has
revolutionised customer convenience. Doc990, wOw.lk and the mobile insurance services provided by
Dialog are all successful acquisitions made within the past 5 years to expand its services (Balasooriya)
1.1.5 MAIN COMPETITORS ANALYSIS
Dialog’s key competitors are Mobitel, Airtel, Hutch and
Etisalat. Mobitel, the mobile arm of state owned telco,
Sri Lanka telecom, is the company that Dialog has been
closely compared to within the industry over the years.
However, due to its inability to keep up with the
changing technology and ineffective implementation of
signal coverage to the market, Dialog has managed to
continuously remain two steps ahead of Mobitel.
Etisalat and Hutch have recently joined hands to operate
under one brand in Sri Lanka to gain more market
leverage.
Brand value of Dialog 34.1 Billion LKR Revenue Growth Rate 9%
Profit for the year ended 2017 10.8 Billion LKR Market Capitalisation 115.6 billion LKR
Revenue for the year ended 2017 94.2 Billion LKR Number of employees 3,269 permanent staff
Table 1: Dialog Axiata Insights (Dialog Axiata PLC, 2018)
Overall customer base to 12.7 million
Post-paid customers 1,299,322
Prepaid customers 11,498,058
Table 2: Customer Base (Dialog Axiata)
Table 3 Dialog's Core Service Portfolio
Key Services
Ez–cash 3 million subscribers Doc990 125,000 registered
Dialog Genie 300,000 registered wOw.lk 15,000 products and services
Dialog Self-care 1.3 million downloads Mobile insurance 3.4 million customers
Dialog Television Fixed Lines
Mobile Plans Home Broadband
Figure 1: Core Product Portfolio
Figure 2: Competitors of Dialog
Etisalat, Hutch & Airtel Mobitel Dialog
Dialog Market
Share: 42%
33.80%
24.20%
Figure 3: Industry Market share (First Capital, 2016)

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1.2 EVALUATION OF DIGITAL COMMUNICATIONS ON STAKEHOLDERS
Frombrun noted “Corporate reputation (CR) as a company status among employees and external
stakeholders compared to its rivals” to establish the relationship between CR and stakeholders
(Frombrun, 1996) Corporate comms (CC) is vital to maintain CR as companies that are highly effective
at communication both internal and external are 1.7 times as likely to outperform their peers
(Hubspot, n.d.) Changing communication needs of each stakeholder and the need for personalisation
has resulted in “more and more companies using internet to communicate and personalise the
information exchange” (Gershon, 2016)
To analyse how Dialog fairs with the above comments made the key
stakeholders and respective key communication needs have been
analysed below.
1 Very poor
2 Poor
3 Moderate
4 Good
5 Very good
Ann.6 Communication needs Tools currently used Rating Gap analysis
Employee:
Middle
&
low
level
Interest:
High
/
Power:
Low
Performance comms: 82% of
employees appreciate positive
and negative feedback Invalid
source specified.
Connected workplace: Internal
social media is growing in areas
like collaboration, knowledge
sharing (Hubspot, n.d.)
• WhatsApp groups
• Team meetings
• Annual survey
• Gamification
• Online training tools
4/5
Biggest challenge for internal comms, by a margin at 64%, is the
sheer “volume of communications” flowing through. (Hubspot)
When reviewed Dialog IC is good and could be further improved.
In-terms of review focused communications, Dialog lacks which
results in limited employee engagement.
Dialog also does not use an internal social-media tool atm.
To close the gap in internal comms. technologies such as video and
internal social-networking are noted to be the upcoming tools.
(Hubspot) Overall, improving Digital channels while parallelly
maintaining certain traditional channels should be the focus of
Dialog for better IC as customers are currently more tech savvy.
Customers:
B2B/B2C
Interest:
High
/
Power:
High
Personalised comms: 1 in 5
customers are willing to pay 20%
premium for personalisation.
(Deloitte)
Authenticity comms: 86% users
say authentic comms are vital in
deciding brands.
(SocialMediaToday)
Transparency comms: 81% said
they will sample a brand's range
of products if they were
comfortable with its degree of
transparency. (Inc.)
• TV ads
• Promotions
• Sponsorships
• Website
• Selfcare app
• Social media comms
3/5
Customer privacy & transparency is a comm. need and Dialog has
taken steps to maintain complete security (Dialog Sustainability)
but the communication regarding this is at a bare min. Customers
are also reluctant to try out new products such as Genie due to the
lack of transparency comms regarding products.
Lack of CSR comms depicts the lack of authenticity in Dialogs brand
character. Dialog conducts more than 5 major CSR projects
annually, Dialog can connect better with customers by bringing out
some genuine comms. to improve loyalty
57% of customers willing to share personal content for
personalisation (Salesforce). However, to gather this info. strong
two-way communication is needed. Dialog can focus on social-
media for this purpose. Dialog should primarily focus more on
existing social-media channels to improve corporate comms.
Smartphone penetration reaches 82% globally which is a clear
indication for Digital channels over traditional
Shareholders
Interest:
High
/
Power:
High
Performance comms: Investors
require information regarding
the rate of ROI (Advantexe)
Corporate reputation comms: A
strong positive reputation
among stakeholders across
multiple categories will result in
a strong positive reputation for
the company overall (Harvard
Business review, 2007)
• AGMs
• Board meetings
• E-mails
• Annual reports
• Conference calls
2/5
Dialogs shareholders are mostly internationally based, and
shareholders are generally senior position holders and their usage
behaviour is different therefore, it is paramount to have a common
digital platform apart from social-media etc. to gather their
insights. Shareholders not only have finances but also valuable
industry expertise to share to support growth. 84% of adults use
phones during working hours (Deloitte, 2018), therefore a mobile
friendly platform is ideal. This could not only act as an expertise
sharing platform but also a channel to learn about shareholders
better. The channels for this stakeholder should be digital
partnered up with traditional tools like annual reports etc.
Table 4: Stakeholder comms evaluation
Current
comms.
rating
method

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1.3 DIGITAL COMMUNICATIONS STRATEGY TO IMPROVE LOYALTY
For this strategy the above model was augmented with few key sectors that will make up the external/
internal comms. As Frombrun elaborates regarding the above model, corporate communications build
the perception for key stakeholders by influencing strategy identity and brand which in turn will build
corporate reputation. Lourerio then draws the relationship between CR and loyalty by stating the way
customer perceive a brands’ reputation may influence brand loyalty differently (Loureiro, 2017).
Owing to these statements it can be concluded that CC has a direct relationship with CR which impacts
customer loyalty.
1.3.1 WHERE DIALOG IS AT PRESENT
Before progressing into a strategy, it is vital to understand the current Digital communications
situation. Presented below is the customer journey of Dialog.
Accordingly, the key digital touch points customers interact with Dialog are: online ads, social ads,
website inquiries, reviews, community forum, social-media and blogs. Customers experience (CE) is
primarily strong in traditional touch points such as promotional events, community forums, blogs etc.
However, it severely slows down in digital platforms especially in the retention/ loyalty phase. This is
due to the lack of content that will really communicate and engage with the customer base.
Digital comms
Internal comms
Strategic comms
Figure 4: Corporate comms. model adapted from Frombrun, 2007
Figure 5: Dialog customer journey map

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1.3.2 WHAT CUSTOMERS WANT
As identified in 1.B, amongst all customer comm needs, personalised, authentic and transparent
comms are the most important factors. Currently all 3 of these comm needs are addressed at a very
basic level, however for customer retention and loyalty Dialog needs to communicate better with its
customers on all digital platforms.
1.3.3 WHAT CUSTOMERS WANT – WHERE DIALOG IS = VARIANCE
The advantage is that the main touch points excluding customer service at the retention stage are
digital, clearly indicating that Dialog has identified the shift in behaviour and adapted accordingly.
However, having noticed the need to communicate stronger with its digital channels being the
requirement of customers combined with brand communication requirements also changing, an
underutilisation of the resources was identified in how the existing resources are used to create an
exemplary digital experience to facilitate customer loyalty.
Dialog has a strong social-media subscriber base: 60k Instagram followers/ 2.3 Million Facebook page
likes etc., yet the content shared on the same to actively enhance customer experience is very low.
Customers are 23% more likely to business with a company that they can interact with on a social
media platform (Accenture, n.d.) Dialog also has different social-media channels sharing content
regarding products, which leads to the lack of synergy within the organisations’ social-media channels
as 65% find it frustrating when they’re presented with inconsistent experience through different
channels. Further, Dialog has almost entirely neglected engaging through other touchpoints such as
the selfcare app and customer service; two areas
where the customer connects with the
organisation post purchase, two areas which are
absolutely vital for customer retention.
1.3.4 STRATEGY: IMPROVE DIGITAL
ENGAGEMENT AND LOYALTY
With the customer needs analysed, the
resources available analysed and the variance
between the two analysed the following digital
communications strategy was developed and is
recommended.
“Sri Lanka is no longer a mobile first market
but a mobile ONLY market”
To achieve the overarching strategy of improved
loyalty through communication, Dialogs will take
up 2 main sub-strategies of corporate comms.
Each will have a separate channel-based and
content-based strategy which will be based on
fulfilling the 3 key elements of comms from
Gartner (Fig.5)
1. Personalised comms // Selfcare app
Strategic analysis & recommendation
The importance of personalised solutions for customers was briefly identified in 1.B. Personalised
marketing involves knowing more and more about the particular interest and buying habits one’s
customers (Gershon, 2016). Tesco owned coffee shop chain, Harris + Hoole, personalised its customer
coffee purchase journey to encourage more loyal patrons. The chain realised that coffee as a product
Figure 6: Elements of influential comms (Gartner Inc.)

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has a fairly crowded marketplace and therefore used their mobile app to give a free cup of coffee to
every 6 purchases through the app. Customers don’t need a loyalty card as employees are made aware
of the free cup of coffee due so the experience is completely hassle free (Marketing Week, 2015) A
similar theory strategy will applied to the Dialog selfcare app. As the telco industry is more competitive
on a daily, personalised communication through the app will really drive loyalty as 45% stated that a
better service via mobile would influence their decision to switch.
Operational impact
• Selfcare app will no longer be just a service provider but rather also a communication tool
• Outcome will be reviewed every 3 months and correctives implemented immediately
• In the long run an AI chatbot will be introduced to encourage two-way communications
• Will improve loyalty by leveraging on customisation need
• Will develop a personal bond between each individual and Dialog
2. Transparent and authentic communications // Social media
Strategic analysis & recommendation
The second sub-strategy for communication will be based on transparent and authentic comms as
identified in 1.B. The extended ECSI model
(Fig.5) from ResearchGate depicts the link as
to how communication links to trust and trust
to loyalty. Trust can only be built over time
through transparent and authentic
communication. This model also depicts how
when expectations are met through strong
experiences, it leads to satisfaction and then
loyalty.
Transparent comms are vital to improve
customer experience as consumers want
more details about the product before
purchasing. Lack of product knowledge was
identified as a key driver of disengaged
customers in 1.B. 56% said that additional
product information inspires more trust in a
given brand (Inc., n.d.) This lack leads to unsureness and fear of purchase.
The authenticity of information provided was also noted in 1.B as an important factor. Authentic
information cannot however be neither faked nor bought by organisations as customers can
differentiate inauthentic content and they also place limited trust on influencers and maximum on
family members. (SocialMediaToday). Dialogs strong social media base will be leveraged upon to
accomplish this sub strategy.
Operational impact
• Social media will be the channel for product information
• Will capitalise on user behavioural shift towards social media
• Outcome will be reviewed through channel insights separately for every campaign
• Social media channels will be used a two-way comms platform in the long run
• Will improve loyalty by improving the experience through more transparency and authenticity
Figure 7: Revised ECSI model adapted from (ResearchGate)

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1.3.6 MEASURE AND MONITOR OUTCOME
Dialog should look at corporate reputation management tools such as Hootsuite, Crazy Egg, Google
analytics, Woopra etc. to measure and monitor the channel strategy. The content strategy will be
reviewed corresponding to respective strategy time frames.
1.3.7 EXPECTED OUTCOME/ CONCLUSION
The above strategy is expected to capitalise on customer change in behaviour i.e. shift to social-media
platforms and to eradicate underutilisation of Dialog earned media resources. On the customers side
this will improve social-media engagement, resolve the key communication issues identified and
create value and experience which in turn will create loyalty and rectify the damage on brand
reputation.

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TASK 02: BRIEF REPORT
Tasks 2.A to 2.C: 1742 words
TITLE: REVIEWING DIALOGS’ CURRENT APPROACH TO MONITORING
AND MEASURING CORPORATE DIGITAL COMMUNICATIONS
TO: SENIOR MARKETING TEAM
AUTHOR: ROBYN RIHANNA
DATE: 5TH
SEPTEMEBER 2018

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2.1 APPROPRIATE TOOLS TO MANAGE CORPORATE REPUTATION
“Tools make the data collection process easier and give an analyst a jumpstart on providing actionable
insights. They also provide a way to scale data collection and insights across a large company”
(Hemann & Burbary, n.d.).
2.1.1 CHOOSING THE RIGHT TOOL
There are myriad of tools available to manage corporate
reputation. Dialog mainly focuses on Facebook, Instagram
and the Dialog website as its main channels to manage its
corporate reputation. Based on the brief analysis in ann.7
the 2 following tools have been evaluated for its
effectiveness on criteria derived from Digital Marketing
Analytics (Hemann & Burbary, n.d.) .
Primary features required for a reputation management tool to be effective are the data captured,
ability to compare and contrast historical data and the physical representation through robust and up
to date dashboard. Hootsuite and Woopra are successful in all 3 areas ensuring high effectiveness.
Tool Hootsuite Ratting
Data captured
Full version of the content is captured and categorized to various categories such as positive, negative comments
etc. Hootsuite also has a strong data source integration from various platforms and channels.
4/5
Spam prevention Has the capability to filter all the noise and differentiate from valuable insights 4/5
Platforms
monitored
Primarily monitors Facebook, Twitter, LinkedIn, Google+, Instagram, WordPress, YouTube and has access to
100+ other partner apps. It is not possible to analyse the website or import CRM tool data into Hootsuite.
5/5
Cost 30-day free trial is available. After which the product can be a bit on the pricey side when buying better features 2/5
Mobile friendly Mobile application is available. However, few bugs have been identified for Instagram users. (Google Play) 3/5
Historical data
Products like SentiOne are stronger in this sector with data from even before you sign up, but Hootsuite does a
decent job by keeping data stored to compare and contrast results.
4/5
Functional
workflow
Fairly strong in this sector as reports can be shared amongst teams. Further Hootsuite also monitors team
performance such as first responders, time taken etc.
5/5
Robust
dashboards
Hootsuite is strong with more data than Facebook and IG insights and traceable links etc. However, Hootsuite
lacks heatmaps and scroll maps to give the complete picture of user behaviour.
4/5
35/
45
Tool Woopra Rating
Data captured
Woopra mainly focuses on website analytics limiting its channels. However, FAQs, feedbacks etc. is thoroughly
analysed to generate sentiment analysis insights.
4/5
Spam prevention
Feedback is the only form of spam from customers which is analysed properly. Insights are goal based and can
be customised to prevent data overflow.
4/5
Platforms
monitored
Primarily monitors the organisation website. Woopra can also provide analytics for a Mobile application. Further
Woopra provides the feature to be integrated with CRM tools such as Salesforce, Hubspot giving it access to
market insights, industry details et. which helps it compare current industry to organisational standards.
5/5
Cost Fremium version is available. However, the premium product is pricey 4/5
Mobile friendly Does not provide a mobile app which is a setback with this tool due to lack of inter-device usability. 1/5
Historical data
A strong sector of Woopra, where past reports can be compared with present ones to identify change in user
patterns. Woopra also suggests changes to be made to improve based on these patterns
5/5
Functional
workflow
Woopra enables other departments to be more autonomous than ever before. Reports can be shared easily
with only the specific required details.
4/5
Robust
dashboards
One of the best in the industry with real time dashboard updates and notifications and one of the very few tools
for mobile application monitoring.
4/5
34/
45
Table 5: Evaluating CRM tools
Measure
Monitor

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2.2 CORPORATE REPUTATION MANAGEMENT TOOLS FOR DIALOG
Tools can be effective but if they don’t fit the organisations’ needs, customer segment, industry etc.
it is redundant to spend obscene amount of money and time to gather insights that can never be used.
To analyse how Hootsuite and Woopra really fit in the context of Dialog, the following evaluation has
been conducted adapted from the Deloitte: Digital future readiness checklist (Deloitte, 2017),
Evaluation criteria: Structure Rating Appraisal
Promote the search for new and
innovative solutions
4/5
Dialog engages in corporate venturing, uses open business models, promotes internal
entrepreneurial thinking and takes several other steps to encourage creative solutions.
This creates a culture to integrate the new tools with ease within the organisation.
Agility and flexibility 3/5
Dialog is a big organisation, therefore being agile and flexible is a challenge, however a
strong change management mechanism and flat organisational structure makes it eases
the challenge out. Both tools are extremely agile and flexible to meet the changes in the
environment, Dialog will have to step up to meet these standards.
Right methods to measure 3/5
The monitoring and measuring is done well but inconsistently thus far leading to lack of
synergy. Not all departments use a similar integrated tool to audit performance. Therefore,
Hootsuite and Woopra tools will be an essential for Dialog in the changing environment.
Maturity 4/5
Hootsuite & Woopra were both founded in 2008 and have lasted in the analytics business
for a decade to date. The applications have constantly updated and evolved to provide
better solutions to its customers. Its maturity is suitable for Dialog as the algorithms and
processes are upgraded to provide a customised solution to its customers. The applications
are also, through experience, strong in ridding unnecessary data to only provide valuable
insights that are of international standards.
Evaluation criteria: Culture Rating Evaluation
Application of cultural values 3/5
The importance of value application is embedded into the employees. Dialog also conducts
several sessions to re-instil the brand values within its work environment. Values such as
“champions of change” will be key supportive factors in adapting to the new reputation
management tools.
Does it support new solutions and
innovation
4/5
Values and culture within Dialog supports innovation and new tech-based solutions to
enhance customer experience. The culture for this support is mainly trickles down from
the strong and adaptive top management.
Evaluation criteria: Employee Rating Evaluation
Employee readiness and skill
development
3/5
In terms of skill development, with the digital era coming in strongly middle and top-level
employees are trained to cope with these changes through change and innovation which
will strongly support the tool adaption. However, the operational employees sometimes
lack this broad thinking pattern which Dialog might need to rectify to successfully
implement the tools.
Evaluation criteria: Digital Env. Rating Evaluation
Env. that promotes growth 4/5
Dialog is a partnership driven organisation and is an organisation looking to achieve
growth. The same strategy is applicable when coming into agreement with organisations
like Hootsuite & Woopra. Woopra is also integrated to Salesforce and Hubspot which will
be strategic alliances to improve customer engagement and loyalty in the long run.
Improvement/ risk management 4/5
Continuous improvement and customisation of these tools are vital to adapt to them
efficiently. Dialog being a telco already has strong security systems in place to prevent a
data breach. Topping that up with the security that comes with these two tools will also
be an added benefit.
Table 6: Dialogs readiness to implement CRM tools

16
2.3 OUTLINE STRATEGY FOR MONITORING AND MEASURING DIGITAL
COMMUNICATIONS
Once these tools have been integrated into the processes of Dialog to monitor their respective
channels, it is paramount to identify which areas need to be measured in order to effectively monitor
and improve. According to Hemann, it is important to measure and monitor digital communications
as amongst many other things it will support Dialog to analyse its reputation, message resonance,
brand development and also advertising/ promotional performance. (Hemann & Burbary, n.d.)
Presented below is a digital
communications model. The
focus of this strategy however,
will be on the last 2 stages;
monitoring and measuring and
customer insights.
A thorough analysis of
effectiveness of the two tools
recommended, to manage the
corporate reputation of Dialog,
Hootsuite & Woopra, was
conducted in 2.1. Following
that an appraisal of Dialogs
ability to adapt these two tools
was carried out in 2.2.
Owing to the above, it was
understood that these two
tools perfectly fit the needs and
the ability of Dialog.
Based on the same an implementation strategy to monitor and measure corporate reputation of
Dialog has been developed and recommended below,
This strategy will follow the above listening program framework adapted from Hemann & Burbary.
The tools will be used to measure and monitor corporate reputation in the following manner,
• Hootsuite: Facebook and Instagram reputation management
• Woopra: Website and mobile application reputation management
Figure 8: Digital communications model (Westminster City Coucil, 2011)
Figure 9: Listening program framework (Hemann & Burbary, n.d.)

17
2.3.1 STRATEGIC RECOMMENDATION: SOCIAL MEDIA LISTENING
Key area monitored: CSR sentiments and relevant marcomms
CRM tool: Hootsuite & Woopra
Dialog has over the years carried out so many CSR projects, yet failed to get that point across to its
customer base. 55% of consumers are willing to pay more for products from socially responsible
companies (Double the donation, 2018). In a world where almost half of the population is on social
media to share their opinions, wishes, and desires, all you need to do is to hear the voice of the
customer. (SentiOne, n.d.). Social media listening goes well and beyond customer, it will also include
what sentiments employees, stakeholders and other shareholders are sharing on social media
regarding Dialog and its CSR. Several gaps in this regard were identified in 1.B. Acording to SentiOne,
a brand can increase their activity rate by about 25% and decrease reaction time on social channels
by 50 minutes in just a year of using online monitoring and reputation management platform
(SentiOne, n.d.). Therefore, it is vital to monitor and measure the performance of such forms of
authentic communications.
2.3.2 OPERATIONAL AND FINANCIAL IMPACT
1. Hootsuite will measure customer engagement on CSR comms
2. Woopra will use Salesforce and Hubspot integration to generate industry insights to compare
and improve based on
3. A team led by the marketing manager will overlook the CSR comms and monitor the CR results
4. A total budget of 1 million will be allocated for this strategy including integrating the tools
2.3.3 EXPECTED OUTCOME/ CONCLUSION
This strategy is expected to improve the standard at which the corporate reputation is measured at
Dialog. Further, this strategy is expected to address how a key influencer of Dialogs corporate
reputation; CSR comms, will be measured to enhance customer experience.

18
TASK 03
Tasks 3.A to 3.C: 1759 words

19
3.1 RELATIONSHIP BETWEEN CORPORATE IMAGE, IDENTITY AND
REPUTATION EVALUATION
3.1.1 CORPORATE BRANDS
According to 2018 Rep Trak top 100 rankings and pulse scores “Rolex” is in the first place, “Lego” is in
the second place, and “Google” is in the third place. It can be identified that these successful corporate
brands have some relationship with corporate image and identity that has ultimately driven them to
a better corporate reputation.
A corporate brand serves to describe an organization as a whole. Its aim is to create a consistent
corporate image through the interplay of corporate strategy, business activity, and brand stylistics.. It
is irrelevant whether the company is a single brand company (e.g. Apple) or a multi brand company
(e.g. Unilever). The employer brand is subjugated to the corporate brand. (Business Insider, 2018)
Corporate brands can be altered in the long run, however to do this, the organisation strategy needs
to shift and it also requires the communication, support and integration of the entire organisation.
3.1.2 CORPORATE IMAGE
An image is simply a reflection, similarly a corporate image is a reflection of what your organization is
in the minds and eyes of customers. Kotler stated image as “overall impression produced in the minds
of an organization's public” (Kotler, n.d.)
3.1.3 CORPORATE IDENTITY
Identity refers to “the unique characteristics or corporate personality deeply embedded in the
behaviour of the organization’s members which helps employees fully identify with the organization”
(Balmer & Gray) The key objective of an organisation is to, in synergy, give strength to and further
expand on the identity with focus on the corporate objectives.
For example, Nike is famous sportswear brand not only for their products, but also for having one of
the best commercial logos.
The famous Nike swoosh is an example of how a logo can play a significant role in establishing a
company’s identity, reputation and turning it into a reliable, reputable brand. Although
underestimated in the beginning, the swoosh has become symbol of sporting culture. Nike logo is
often called a “swoosh” meaning to the sound we hear when something rushes past us at high speed.
(Logaster, 2018)
Figure 11: Nike Identity
Figure 10: 2018 Global RepTrak Top 5 (RepTrak, 2018)

20
3.1.4 CORPORATE REPUTATION
A good corporate reputation is vital for an organization to perform well. Around 40% of a companys’
market performance can be attributed to non-financial factors associated with its corporate
reputation (CuttingEdgePR, 2016). A further analysis on reputation was done in task 1.
3.1.5 THE RELATIONSHIP
Fig. 10 depicts the relationship
between corporate image, identity
and reputation in a nutshell.
Accordingly corporate identity is a
combination of the organisations
strategic management combined
with its attributes. Through various
types of marcomms, orgcomms and
mancomms the desired idenity is
presented to the public which then
converts to desired image. The
external factors will then convert
the desired identity to one single
corporate image. This over time will
become the corporate reputation.
As Vella & Melewar stated
sentiments similar: “Corporate
identity is transmitted to various
stakeholders who then formulate
image that, in turn, form the basis
for the company’s reputation“
(Vella & Melewar, 2008)
A synergy between corporate
reputation and identity is needed to build a strong corporate reputation.
Based on the above discussion the relationship among above factors can be identified properly.
Figure 12: Corporate reputation, Image and Identity (adapted from Tanković)

21
3.2 EVALUATION OF DIALOGS’ CORPORATE CHARACTER
3.2.1 POSITIONING MAP ANALYSIS
Chris fill states; “Personality is embodied in the way
the organization carries out its business. Corporate
personality is what an organization actually is” (Fill, 2002) For Dialog this would mean the corporate
philosophy, culture and the strategic goals adopted by the management for the success of the
organization. It was also identified through an IBM study that 53% say that character is a key influencer
of brand success (IBM, n.d.)
3.2.2 CORPORATE CHARACTER EVALUATION USING BRAND AUDIT (ANX9 – PERSONALITY)
3.2.3 CORPORATE CHARACTER, BRAND EQUITY AND CUSTOMER LOYALTY
“We want to achieve the best possible service quality” (Balasooriya, 2018). Dialog’s market position is
close to that of competitor, Mobitel, but Dialog has a 30% of its customers are in the club vision
(Balasooriya), which is a clear sign of loyalty due to its young and innovative positioning. However,
when you’re on top you tend to not focus on growing further as indicated in the personality audit
Mobitel is more informal and slightly more agreeable that Dialog is this leads to which give Mobitel
the edge for loyalty as customers feel more comfortable. Dialog needs to focus on its strong asset base
to rectify this and grow further to achieve the target position. The hindrance identified through the
Figure 13: Positioning map for
Dialog and competitors
Brand salience
Dialog as an organisation possesses a strong brand salience in the local telco industry as a mobile service provider
due to its high product quality positioning. However, in terms of internet connections and TV, customers are more
aware of Mobitel’s products and services as they are positioned better.
Brand
Meaning
Brand
performance
The multinational has provided premium quality and affordable up to date technology products and also a vast areas
coverage to its customer base with making the brand desirable. However, the lack of customer service hinders repeat
purchase and loyalty.
Brand
imagery
Customers perceive Dialog to be an innovative brand that has the most up to date service offerings and the best
coverage in the country. The brand is also viewed as a “youth brand” which encourages loyalty.
Brand
response
Brand
judgement
Dialogs product quality in the industry is high and they are judged as a very tech savvy, innovative providing high
brand value compared to competitors. The brand has seen a significant drop in how much customers trust them to
deliver. This again encourages loyalty, but the lack of trust contradicts the same.
Brand
feelings
Dialogs brand name is considered to be young and trendy because of its fast-paced innovation capability. Dialog also
manages to focus its marcomms to strongly communicate this young image to connect with youth.
Brand resonance
Limited in recent times due to customer dissatisfaction when it comes to resolving issues, handling queries etc.
However due to its advanced offerings, customers continue to repeat purchase. Attitudinal attachment and active
engagement with the brand can be seen within the “loyalty club” members however its limited otherwise.
Table 7: Brand equity analysis for Dialog
Young/
Trendy
Old
fashioned
Youthfulness
Value Quality
focused
Price
focused
0
1
2
3
4
5
Agreeable
Enterprise
Competence
Chic
Ruthlessness
Machismo
Informality
Dialog Mobitel
Mobitel
Airtel
Dialogs target
position
Dialog
Hutch
Etisalat
Figure 14: Personality Audit

22
equity analysis is the lack of customer service which limits the quality and affects Dialogs target
position as well. Dialog has managed to maintain customer loyalty through its service coverage,
innovative products and desirable market positioning but Mobitel can simply reposition itself as a
youth brand and cause an imminent threat to Dialog.
3.3 GAP BETWEEN CORPORATE IMAGE AND IDENTITY FOR DIALOG
To identify the gap between corporate identity of Dialog a REDACID test was conducted based on
several criteria covered in The Acid Test of Corporate Identity Management (Balmer, 1999)
3.3.1 REVEALING IDENTITIES
3.3.2 EXAMINE
A
The staff and management hold a strong set of values which are translated to the corporate image in a positive manner. The
international principal support, the flat structure etc. have paved the way for this positive identity. Unsatisfactory service
results in a bad image from the customers end. But as identified in 3.2 customer remain with Dialog due to the advanced
product offering.
C
Stakeholders of Dialog have mixed opinions. Shareholders/employees/suppliers and customers/pressure groups share
positive and negative opinions respectively. Positives outweigh the negatives because of Dialogs brand association with
reputable individuals. Dialog fails to communicate with it’s for a perfect image due to its underutilization as identified in task1.
I
Dialogs ideal identity is a common ground between quality, cost and innovation. With global companies providing free services
(GoWeeklyInsights) Dialog needs to look at cost for a better image. Innovation can be further improved to meet international
standards as Dialog is the local leader. Service quality also needs improvement.
D
Dialog desired to be the undisputed leader in the provision of multi-sensory connectivity resulting always, in the
empowerment and enrichment of Sri Lankan lives and enterprises (Dialog.lk) Customers prefer an identity which is known for
its best service and youthfulness.
Table 8: ACID test for Dialog
The organizational values are inline but the operational applicability through
customer service should improve to achieve the ideal identity for Dialog.
Lack of communication leads to a misleading identity. Dialog fails to
communicate its true self (CSR, Innovativeness etc.) Third parties such as
press, and influencers don’t influence the identity due to brand
disengagement.
The actual identity has achieved 50% of the desired identity but to further
achieve the target Dialog must improve customer service, pricing and certain
other factors.
The current reputation can be drastically improved through online channels
and improved brand image. The ideal position is possible considering Dialogs
capabilities/assets/ resources
Dialog has a strong vision which exploits capabilities and market
opportunities.
External communication is far behind what is expected from a giant like
Dialog. Underutilization of channels and badly managed content are the
reasons for this variance
A: Actual C: Communicated I: Ideal D: Desired

23
3.3.3 DIAGNOSE AND RECTIFY
Strategic recommendation: Collaboration to improve loyalty
Purpose
Get customers engaged with Dialog by conversing over social media about their ideas for new
products and services to develop a bond through two-way communications
Key issues addressed
• Lack of informal lines of two-communication
• Bad customer service
• Underutilization of resources
• Achieve the idea identity
• Improve innovativeness
Channel
Social media – 21.6% of conversations on social
media in 2017 were on products on services
CRM tool
Hootsuite
Objectives
To improve customer loyalty by 30% through
social media by Dec/’19
How
Collaborating with customers to create
personalized, more customer centric products
and services will enhance customer experience.
Starbucks has experimented this strategy with
MyStarbucksIdea and by 2018 MyStarbucksIdea
had generated more than 150,000 ideas and the
company had implemented 277 of those ideas
which had immense success with loyalty, experience and new products as well. (Harvard Business
School, 2015) (YouTube, 2010) A disruptive idea like a common platform for customer ideas and
opinions will encourage customers to connect with Dialog over social media. The key is for Dialog to
respond to these opinions and promptly and take necessary steps to keep the platform alive by
implementing these ideas as well.
Conclusion
By adopting to the above strategy Dialog can engage with customers, improve loyalty and fix the
variance between image and identity
Figure 15: RepTrak report

24
ANNEXURE
Word count: 854 words
ANNEXURE 1 – PESTEL ANALYSIS
PESTEL Factor Implication
Level of
Importance
O/T
Political/
Technology
Free Wi-Fi zones available in
selected areas island wide
(News.lk, n.d.)
Dialog is the key service provider for the
free Wi-Fi provided around the island,
which in turn increases the revenue earned
as well as the brand awareness. This also
enables Dialog to increase customer base
and penetrate the market even further. This
indirectly supports Dialog to upsell other
data related services.
Low Opportunity
Political/
Legal
Largest foreign direct investor.
up to 2.3Bn USD to support
industrial growth (Dialog
Axiata PLC, 2018)
Dialog has invested over 1.9Bn USD on
infrastructure facilities to improve the
telecommunications industry. This includes
towers and investments in related business
ventures as well. All these investments
together form a synergy and drive value for
customers.
High Opportunity
Political/
Economical
Taxes up to LKR 200,000
charged monthly per
telecommunication tower
(Daily Mirror, 2017)
Dialog has over 4500 towers across Sri
Lanka. The taxes charged per tower will be
ultimately taxed upon the end consumer
leading to an increase in mobile phone bill
expenses. Even though, there is a reduction
in indirect taxes the effect is still felt by the
end customer. Dialog is left with no choice
but to bear these taxes as the opportunity
cost of cutting down coverage will cause
irreparable damage
High Threat
Political/
Legal
The effective indirect tax on
data services reduced from
31.7% to 19.7%
This had a positive impact as end customers
were charged less due to the reduction of
the indirect tax. Enabling them to invest in
new services or spend more on existing.
High Threat
Economical/
Social
Increase in GDP per capita
from LKR 558,363 in 2016
compared to LKR. 522,355
recorded in 2015 (CBSL, 2017)
This enables consumers to switch to
smartphones and they are also able to
purchase higher data packages and
connections due to the increase in
spendable income. Further customers are
also exposed to technologies such as IoT,
AR etc. as higher end phones can
accommodate such features.
Medium Opportunity

25
Social
Branded phones become a
status symbol in society and
increasing need for
smartphones compared to
other services as
communication mediums
(Dialog Axiata PLC, 2018)
Branded phones such as iPhones, Samsung
etc. are inbuilt with several useful day-to-
day activities which by default inclines
customers to purchase sims and value-
added services.
Low Opportunity
Technology
Connected lifestyles drive
demand for mobile value-
added services (ACI
Worldwide, 2017)
Value added services such as mobile
banking, mobile appointments, mobile
ticket booking etc. are becoming more
popular among people and customers are
always on the move which is a positive
factor for dialog as they require mobile
network connections. Convenience is a key
driver of this consumer behavioural change
and this change is enhanced by 5G
broadband.
Medium Opportunity
Social/
Technology
Accelerated growth in new
applications due to the
increased use of internet
across households from 11.8%
to 15.1% (Daily Mirror, 2017)
Sri Lankan market is steadily evolving into
technology and rural areas are also fairly
equipped to support internet connections
which Dialog can explore and grow in.
High Opportunity
Technological
4G LTE and 5G internet speeds
(Dialog.lk, 2017)
Dialog was the first telecommunications
company in South Asia to provide 4G
network services. Dialog has also taken the
pioneering steps in providing customers
with 5G connections as well which places
Dialog well ahead of its local and
international competitors.
High Opportunity
Technological
Growth in IoT and AI sector
paves way for new innovations
to increase user experience
(Daily FT, 2018)
Dialog has taken into consideration the
technological changes are taking place
across the globe and are ready to face it.
Partnering with the Orel cooperation
recently manufactured its first Wi-Fi socket
which works as a plug and use router.
Dialog also launched Sri Lanka’s first AI
based personal voice service skill for
Amazon Alexa enabled device.
High Opportunity

26
ANNEXURE 2 – DIALOG COMPETITOR ANALYSIS
Fixed Telecommunication Mobile Operators Broadband Services
Direct to Home Satellite
Broadcasting Services
Sri lanka telecom plc
Lanka bell limited
Dialog broadband networks
(pvt) ltd
Hutchinson
telecommunications lanka
(pvt) ltd
Etisalat lanka (pvt) ltd
Dialog axiata plc
Mobitel (pvt) ltd
Dialog broadband networks
(pvt) ltd
Tata communications lanka
ltd
Bharti airtel lanka (pvt) ltd
Hutchinson
telecommunications
lanka (pvt) ltd
Etisalat lanka (pvt) ltd
Dialog axiata plc
Mobitel (pvt) ltd
Dialog television (pvt) ltd
Dish tv lanka (pvt) ltd
Mtv channel (pvt.) Ltd
Satis agency pvt. (ltd.)
Us cable services (pvt) ltd.
ANNEXURE 3 – DETAILED CUSTOMER SEGMENTATION
Factors Prepaid segment Post-paid segment
Dialog’s customer base breakdown 11,870,400 (Dialog Axiata, 2017) 1,339,863 (Dialog Axiata, 2017)
Demographic
Age 14 – 21 21 – 55
Occupation
Primarily schooling or immediate school leavers/ job
seekers/ First jobs
Primarily Working a white-collar job
Education Schooling/ Undergraduate Degree holders/ Masters/ Professionally qualified
Geographic Density
Mainly from the city of Colombo, suburbs, major
cities and areas surrounding it
Mainly from the city of Colombo, suburbs, major cities
and areas surrounding it
Psychographic
Social Class
Primarily consisting of the following social classes,
C1 – Lower Middle
C2 – Skilled working
D – Working
E – Those at the lowest level of subsistence
Primarily consisting of the following social classes,
A – Upper Middle
B – Middle
C1 – Lower Middle
Lifestyle (VALS) Innovator, achiever Thinker, experiencers
Personality
Interested in being a successful businessman, highly
motivated and tech savvy
Well established in his job. Reads a lot of
philosophical books and is looking to explore
Behavioural
Dialog for
Brand usage level being high amongst peers/ Signal
coverage/ Network speed
Value added benefits/Signal coverage/ Network
speed
Requirements Good data plan for a competitive price Convenience/ Top notch service
Usage
Primarily consists of low to medium level users of
voice calls that obtain reloads and top ups only when
necessary. Heavy data usage
Primarily consists of users with high calls and other
service usage and high data/ internet usage
Value Average reload sum of LKR 1000 a month Average bill amount LKR 2500 or above
Pain points
Slow loading webpages/ Does not prefer spending
time calling hotlines for info.
Slow loading webpages/ lack of 24x7x365
customer service
Webography
Forrester
technographics
Collectors, Joiners, Spectators, Inactives Creators, Critics, Collectors, Joiners
Device Laptop and Phone Tablet, Mobile
Uses mobile and
data connection
to
Browse social media, read news, watch videos on
YouTube, use messaging apps
Read news and forums, check emails, browse
social media and use messaging apps
Internet usage
level
High Moderate
Online preference Online > offline Online = offline

27
ANNEXURE 4 – DIALOG’S CUSTOMER PERSONA FOR PREPAID & POST-
PAID SEGMENTS
ANNEXURE 4 – CUSTOMER JOURNEY MAP

28
ANNEXURE 5 – AR IN RETAIL
ANNEXURE 6 – MENDELOW’S MATRIX
ANNEXURE 7 – DIGITAL COMMUNICATIONS AND REPUTATION
MANAGEMENT TOOLS
Tool Main products
Social networks
supported
Distinctive value Cost/ investment Overall
Buffer - Publish
- Reply
- Analyze
- Facebook
- Twitter
- LinkedIn
- Google+
- Instagram
- Pinterest
- Clean and intuitive
- Timely customer support
- Useful content
- $15/month
- $99/month
- $199/month
- $399/month
Hootsuite Amplify
- Insights
- Impact
- Boosting
- Facebook
- Twitter
- LinkedIn
- Google+
- Instagram
- Multiple feeds
- Over 35 networ ks support
- Bulk scheduling
- $29/month
- $129/month
- $599/month
- Enterprise pricing
Interest
Power
High
Low High
Keep satisfied
Regulators
Key players
Shareholders
Customers
Low
Minimal effort
General public
Civil society orgs.
Keep informed
Suppliers
Employees
Media
Retailers/ Distributors

29
- WordPress
- YouTube
- 100+ partner app
integrations
Sprout
Social
- Analytics
- Smart Inbox
- Publishing tools
- Social CRM
- Facebook
- Twitter
- LinkedIn
- Google+
- Instagram
- Quality reports
- Insightful data studies
- $99/user/month
- $149/user/month
- $249 /user/month
Agora
Pulse
- Social inbox
- Publishing
- Monitoring
- Reports
- CRM
- Facebook content apps
- Facebook
- Twitter
- LinkedIn
- Google+
- Instagram
- Affordability
- Competitor benchmarking
- Unlimited reports
- $49/month
- $99/month
- $199/month
- $299/month
Sendible - Social inbox
- Publishing and
collaboration
- Analytics
- CRM
- Listening
- Facebook
- Twitter
- LinkedIn
- Google+
- Instagram
- Pinterest
- WordPress
- YouTube
- Tumblr
- Foursquare etc.
- Impressive integrations like
Canva
- Automation apps
- $29/month
- $99/month
- $199/month
- $299/month
- Enterprise pricing
CoSchedule - Marketing calendar
- Social campaigns
- ReQueue
- Facebook
- Twitter
- LinkedIn
- Google+
- Instagram
- Pinterest
- WordPress
- Tumblr
- All-in-one marketing
calendar
- Intelligent resharing with
ReQueue
- $0 - 20/month
- $40/month
- $60/month
- $210/month
- $300/month
- $1,200/month
ANNEXURE 8 – VALUE CHAIN
R&D/ Technology
Dialog constantly focuses on innovations and technology in order to keep ahead of the competitors. A reliable study on
both local and global trends/ technologies is done in order to gather intelligence for this.
Margins
HR Management
Avg. training time for both middle management and executives are between 20-25 hours. These training programmes are
conducted to constantly add value to the customer.
Infrastructure
Dialog has the resources and infrastructure required to constantly keep innovating. These infrastructures are gathered
based on market intelligence of what the industry requires and how it will add customer value.
Procurement As analysed in inbound, goods are purchased on market and customer demand.
Inbound Logistics Operations Outbound Logistics Marketing & Sales Service
• SIMs
• Recharge Cards
• Devices
• Warehousing
• Transmission Testing
• Packaging
• Distribution
• Sales Channels
• Dialog Outlets
• Channel Launch
• Products
• Services
• Digital Solutions
• Value added services
• Dialog Outlets
• Contact Centre
• Self-care / Website
Outsourced raw materials
and final prodcuts are
purchased based on market
conditions and studies
conducted through market
intelligence
Sales channels are carefully
analysed through customer
intelligence. Competitor
sales channels are also
analysed to configure
intensity of sales.
Marketing techniques are
constantly evaluated
through market research.
The resources used are also
reviewed for efficiency.
Port service touch points are
deemed dissatisfactory at
Dialog. However customer
feedback of good value and
volume is available.

30
ANNEXURE 9 – PERSONALITY AUDIT
Personality audit rating is based on LMD top 100 “Most respected companies” (LMD, 2018),
annual report, sustainability report and internal inter
Agreeable D M Enterprise D M Competence D M Chic D M Ruthlessness D M Machismo D M Informality D M
Friendly 3 4 Cool 4 3 Reliable 4 4 Charming 3 2 Arrogant 3 2 Tough 3 2 Simple 3 4
Pleasant 3 3 Trendy 4 3 Secure 4 3 Stylish 4 3 Aggressive 4 2 Rugged 3 2 Easy going 2 3
Open 3 4 Imaginative 5 4 Hardworking 4 4 Elegant 4 3 Selfish 3 4
Straightforward 3 4 Up-to-date 5 4 Ambitious 4 4 Prestigious 2 2 Inward-looking 3 3
Concerned 4 4 Exciting 4 3 Achievement oriented 4 4 Exclusive 2 2 Authoritarian 2 2
Reassuring 4 3 Innovative 5 4 Leading 5 3 Refined 3 3 Controlling 4 3
Supportive 2 4 Extravert 4 3 Technical 5 4 Snobby 3 4
Agreeable 3 3 Daring 2 3 Corporate 4 3 Elitist 3 3
Honest 4 3
Sincere 3 3
Trustworthy 4 4
Socially 5 3
Responsible 3 4
Total 44 46 33 27 34 29 24 22 19 16 6 4 5 7
0
1
2
3
4
5
Agreeable
Enterprise
Competence
Chic
Ruthlessness
Machismo
Informality
Dialog Mobitel

31
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