Meditel

1. KAWTHAR KHALOUFI
LEILA AMAZIAN
HAMZA SEFIANI
HALA GHALI

2. TABLE OF CONTENTS:
INTRODUCTION
 GENERAL PROFILE
 DATA COLLECTION SUMMARY
 SWOT ANALYSIS
IN-DEPTH DISCUSSION
FINDINGS AND RECOMMENDATIONS

3. HISTORY
1999:OBTAINED LICENSE OF MOBILE TELEPHONY
2000: IN MARCH THEY STARTED THEIR OPERATIONS
2009: PORTUGAL TELECOM AND TELEFONICA SOLD THEIR STAKES TO LOCAL
INVESTORS
2010:FRANCE TELECOM (NOW ORANGE S.A.) BOUGHT 40 PERCENT OF THE
SHARES .

4. SHAREHOLDERS:
ORANGE S.A: 40%
FINANCECOM: 25%
CDG : 25%
LOCAL INVESTORS: 10%

5. MISSION GOALS
LEAD THE ECONOMIC & SOCIAL
DEVELOPMENT IN MOROCCO WITH
TAKING INTO CONSIDERATION THE
NEW TECHNOLOGIES OF
INFORMATION AND
COMMUNICATION.
CSR POLICY:
EDUCATION,SOLIDARITY,CULTURE,AN
D ENVIRONEMENT
• IMPROVE THE PRODUCTIVITY OF MOROCCAN
COMPANIES
• OPEN UP THE OUTLYING AREAS THANKS TO
PROJECTS SUCH AS PAYPHONES.
• OFFER SEVERAL SERVICES ADAPTED AND
SCALABLE AT REASONABLE PRICES
• DEVELOP NEW PRODUCTS IN ORDER TO
DEMOCRATIZE ACCESS TO
TELECOMMUNICATIONS
• SATISFY ITS CUSTOMERS
• DEVELOP THE CULTURAL AND SOCIAL
COMPONENT OF MOROCCO

6. MEDITEL VALUES:
SIMPLICITY
TRANSPARENCY
GENEROSITY
PROXIMITY

7. DATA COLLECTION SUMMARY:
THE OFFICIAL WEBSITE/E-MAILS/PHONE CALLS.
ONLINE CUSTOMERS’ REVIEWS.
VERBAL QUESTIONNAIRE.
 CUSTOMER SERVICE DEPARTMENT.
 LINKEDIN COMPANY GROUP.
 PERSONAL NETWORKING.

8. SWOT ANALYSIS:
• STRENGTHS:
LARGE NUMBER OF CUSTOMERS: IT STARTED WITH A SMALL NUMBER WHICH
WAS 10.8 MILLION CUSTOMERS IN 2010 BUT NOW IT HAS ALMOST 14.5 MILLION
CUSTOMERS.
GOOD MANAGEMENT STRATEGIES THAT MAKE THE COMPANY ACHIEVES ITS
GOALS: IT TARGETED CUSTOMERS BY OPTING FOR A STRATEGY OF REDUCING
THE PRICE OF PRODUCTS AND SERVICES.
DIFFERENT PRODUCT LINES.

9. CONT.
WEAKNESSES:
• LACK OF INFRASTRUCTURE: THE QUALITY OF INFRASTRUCTURE IS
DISSATISFYING. MEDITEL SERVICE UP TO NOW IS STILL INACCESSIBLE TO SOME
CUSTOMERS IN REMOTE AREAS IN MOROCCO, WHICH MEANS THAT THESE
CUSTOMERS BELONG TO THE OPPONENT OPERATORS LIKE MAROCTELECOM AND
INWI.
• PAY TAXES: WE CAN MENTION THE FACT THAT MEDITEL HAS TO PAY TAXES FOR
USING MAROC TELECOM INFRASTRUCTURE.

10. CONT.
OPPORTUNITIES:
• POPULATION GROWTH
• SELLING PHONES TO INDIVIDUALS AND COMPANIES.
• ORANGE WILL BUY MEDITEL SO IT WILL GET STRONG AND REACH MORE
INTERNATIONAL CLIENTS OUTSIDE MOROCCO.

11. CONT.
THREATS:
• FAST GROWTH OF OTHER COMPETITORS; SUCH AS: INWI.
• LACK OF SELLING POINTS.
• DOESN’T HAVE A STABILITY OF SHAREHOLDERS:

12. THE POTENTIAL NEW THREATS:
 HIGH THREAT OF NEW ENTRANCE
 INWI AS NEW THREAT
 HOW COMPETITION AFFECTS MEDITEL:
- CUSTOMER ASPECT.
- QUALITY LEVEL.
- PRICE LEVEL.
 DECREASE IN PROFITABILITY AND MARKET SHARE.
 COMPARAISON BETWEEN U.S. AND MOROCCO.

13. THE BARGAINING POWER OF CUSTOMERS :
 HIGH PRESSURE FROM CUSTOMERS
 HOW IT AFFECTS MEDITEL :
- REDUCING PRICES OF PRODUCTS AND SERVICES
- PROVIDING BETTER QUALITY OF PRODUCTS.
- OUTSTANDING CUSTOMER SERVICE
 THE INCREASE OF THE CUSTOMER POWER
- IT HAD DISADVANTAGES FOR MEDITEL
E.G: THE MINISTRY OF EDUCATION / IT DEPARTMENT OF AUI.

14. THE THREAT OF SUBSTITUTE PRODUCTS :
TECHNOLOGICAL CHANGE
VOIP APPS (INTERNATIONAL)
 INWI / MAROC TELECOM ( NATIONAL)

15. THE INTENSITY OF RIVALRY AMONG
COMPETITORS:
 STRONG INTENSITY FROM COMPETITORS
 STRUGGLE IN MAKING PROFIT
 LACK OF CONTROL OVER PRICES
REACTION OF MEDITEL TOWARDS THE HIGH INTENSITY:
• CHEAPEST DEALS.
• NATIONAL & INTERNATIONAL CELEBRATION

16. THE BARGAINING POWER OF SUPPLIERS :
 how it affects Meditel's targeted profit
 Suppliers of Meditel
 Is Meditel struggling with suppliers?

17. CORPORATE CULTURE

18. “CORPORATE CULTURE IS THE SET OF KEY
VALUES, BELIEFS, UNDERSTANDINGS, AND
NORMS THAT MEMBERS OF AN
ORGANIZATION SHARE.”

19. SYMBOLS:

20. STORIES:
MICHEL PAULIN BECAME CEO OF MEDITEL , THE MOROCCAN SUBSIDIARY OF FRANCE
TELECOM.
HE HAS HELD THIS POSITION AT NEUF CEGETEL. AFTER THE MERGER WITH SFR,HE WAS
NAMED THE BOSS OF NETWORKS AND INFORMATION SYSTEMS. MR.PAULIN HAS OVER
20 YEARS EXPERIENCE IN THE TELECOMMUNICATIONS INDUSTRY.

21. HEROES:
INCLUDE
CORENTIN MAIGNÉ (DIRECTOR OF CENTRAL FINANCE),
HERVÉ SUQUET: ( DIRECTOR OF CENTRAL TECHNICAL),
RÉGIS DELIERE (DIRECTOR OF CENTRAL CONSUMER),
ABDERRAHMANE MOUNIR (DIRECTOR CENTRAL OF
THE COMPANY).
EACH AND EVERY EMPLOYEE WHO WORKS ETHICALLY
IS IMPORTANT FOR THE COMPANY. ONE OF THOSE
EMPLOYERS, FOR EXAMPLE, IS ALI SELAWI, AN
ACCOUNTING EMPLOYEE FOR MÉDITEL IN MEKNES.

22. SLOGANS:
ON2015 , THE SLOGAN WAS « POUR MIEUX
COMMUNIQUER »
MEDITÉL PROPOSED A SLOGAN MORE
DIRECT IN « DARIJA » TO SHOW THE
MODESTY AND WELL-BEING OF THE
CLIENT. IT IS “DIMA RAHTEK”.

23. • WHEN MÉDITEL LAUNCHED THE FIRST PHONE PLAN 100% YOUNG WHICH IS
CALLED “HANYNET”, THE SLOGAN CHANGED TO “CONNECTÉ COMME JAMAIS”

24. CEREMONIES:
WOMEN’S DAY
AS EVERY YEAR, MÉDITEL CELEBRATE THE WOMEN’S DAY BY OFFERING INVITATIONS TO WOMEN TO SEE A MOVIE OF
THEIR CHOICE FOR FREE ON MARCH 8TH.
CHILDREN’S DAY
FROM ITS CREATION, MÉDITEL HAS ALWAYS BEEN ENGAGED IN THE CITIZEN LIFE OF MORCCANS. MÉDITEL REINFORCE AS
USUAL ITS COMMITMENT FOR THE PEOPLE IN NEED. WITH THE HUGE HELP OF ITS MEMBERS, MÉDITEL ORGANIZE AN EVENT
FOR 200 CHILDREN OF THE ASSOCIATION SOS VILAGE D’ENFANTS.
THIS EVENT IS A CONTINUITY OF THE CELEBRATION OF CHILDREN’S DAY AND ‘ACHOURA’.

25. MÉDITEL MAKES OF EVERY FRIDAY A CELEBRATING DAY
FOR THE FIRST TIME IN MOROCCO, EVERY FRIDAY, MÉDITEL REWARD ITS CLIENTS
WITH COMMUNICATION MINUTES, SMS OR INTERNET WITHOUT ANY
EXPECTATIONS OR CONDITIONS OF OLD COMMITMENT.
RAMADAN
EVERY YEAR, MÉDITEL GIVES A LOT OF REDUCTIONS AND OCCASION TO ITS
CLIENTS FOR RAMADAN. FOR INSTANCE, THIS RAMADAN 2016, MÉDITEL GIVE 1H
FREE COMMUNICATION TO ALL MÉDITEL NUMBERS STARTING FROM 25DH PHONE
CREDIT.

26. RECOMMENDATIONS:
INFRASTRUCTURE
OPEN ITSELF TO NEW FOREIGN MARKET, IMPOSE ITSELF THROUGH SPONSORING
MOST GREAT EVENT LIKE SPORTS, FESTIVALS.
VARY ITS PRODUCT LINE.
SPONSORING OR ORGANIZING HUMANITARIAN VOLUNTARY CAMPAIGNS