PT. Excelcomindo Pratama, Tbk. is a telecommunications company established in 1989 that operates under the brand XL. It has grown to become one of the leading mobile network providers in Indonesia, serving over 31 million subscribers by 2009. XL faces competition in an oligopolistic market but has pursued strategies like aggressive promotion, affordable pricing, expanding coverage and improving quality to increase its subscriber base and market share. These strategies have helped XL achieve strong financial growth from 2005-2009 and maintain its position as a top telecommunications provider in Indonesia.
This document provides a company profile of Tata Docomo, which is Tata Teleservices Limited's telecom service on the GSM platform arising from a strategic alliance between Tata Group and Japanese telecom company NTT Docomo. It launched in India in 2008, redefining the telecom landscape. NTT Docomo is a leading global mobile operator and telecom innovator. The partnership between Tata and NTT Docomo aims to introduce advanced technologies and value-added services to the Indian market under the Tata Docomo brand.
Tata Docomo is Tata Teleservices' telecom service operating on the GSM platform as a result of a strategic alliance between Tata Group and Japanese telecom company NTT Docomo. Tata Docomo has received a pan-India license to operate GSM services and spectrum in 18 circles, rolling out services in 14 circles. The objectives of the study are to identify Tata Docomo's market strategies, study its schemes/services, tariffs, unique features, perform a SWOT analysis, and study customer satisfaction. Tata Docomo aims to capitalize on India's fast growing mobile market by significantly increasing its subscriber base and market share.
Sharing with you the exciting happenings in the company that wraps up Q4 in 2013.
U Mobile ended the year of 2013 by launching the much-waited 4G LTE service, offering high speed mobile internet at best value rates for prepaid, postpaid and broadband plan customers. Apart from new product launches, the company also hosted ‘U Day’ for staff to unveil our five new core values, as well as sharing company’s new vision and mission moving forward.
Happy reading and keep a lookout for the Q1’14 newsletter soon.
DoCoMo outlined four main goals in its vision statements: 1) Refine its brand and strengthen customer ties, 2) Incorporate customer feedback to exceed expectations, 3) Continue innovating to earn global respect, and 4) Develop an energetic staff capable of overcoming challenges. The document then discusses DoCoMo's strategies to achieve these goals, including strengthening its i-Mode service, expanding globally through minority investments, and launching new 3G services.
Tata Docomo is one of the leading mobile service providers in India, known for introducing the second pulse tariff plan. It has a large customer base due to its affordable plans and strong brand image as part of the well-known Tata group. However, to maintain its market share against intense competition, Tata Docomo needs to improve its network coverage and connectivity as some customers reported issues. It also needs to focus on enhancing value-added services like internet speeds to attract more users going forward.
TATA DOCOMO is a GSM cellular operator in India that offers both prepaid and postpaid plans. It has achieved the largest number of SIM card demand in the states where it operates and has the cheapest network costs. DOCOMO's theme is to be unique and innovative by offering communications over mobile networks and only charging customers for the seconds they use rather than in fixed increments like other providers.
This document provides information about Tata Docomo, including:
- Tata Docomo was launched through a joint venture between Tata Teleservices and Japanese telecom NTT Docomo.
- It aims to create a new world of personalized communication and open lifestyle horizons for customers.
- The document discusses Tata Docomo's history, corporate philosophy, the Indian telecom sector, services offered, and marketing and pricing strategies.
- It also includes statistics about Tata Docomo and the telecom industry in India.
The document provides an overview of Tata Group, one of India's largest conglomerates. It notes that Tata Group has over 100 operating companies across 7 sectors and 6 continents, with over $100 billion in annual revenue and 600,000+ employees worldwide. The document then summarizes some of Tata Group's business segments and offerings related to information and communications technology, including telecommunications infrastructure, software services, and enterprise mobility and connectivity solutions.
This document provides a company profile of Tata Docomo, which is Tata Teleservices Limited's telecom service on the GSM platform arising from a strategic alliance between Tata Group and Japanese telecom company NTT Docomo. It launched in India in 2008, redefining the telecom landscape. NTT Docomo is a leading global mobile operator and telecom innovator. The partnership between Tata and NTT Docomo aims to introduce advanced technologies and value-added services to the Indian market under the Tata Docomo brand.
Tata Docomo is Tata Teleservices' telecom service operating on the GSM platform as a result of a strategic alliance between Tata Group and Japanese telecom company NTT Docomo. Tata Docomo has received a pan-India license to operate GSM services and spectrum in 18 circles, rolling out services in 14 circles. The objectives of the study are to identify Tata Docomo's market strategies, study its schemes/services, tariffs, unique features, perform a SWOT analysis, and study customer satisfaction. Tata Docomo aims to capitalize on India's fast growing mobile market by significantly increasing its subscriber base and market share.
Sharing with you the exciting happenings in the company that wraps up Q4 in 2013.
U Mobile ended the year of 2013 by launching the much-waited 4G LTE service, offering high speed mobile internet at best value rates for prepaid, postpaid and broadband plan customers. Apart from new product launches, the company also hosted ‘U Day’ for staff to unveil our five new core values, as well as sharing company’s new vision and mission moving forward.
Happy reading and keep a lookout for the Q1’14 newsletter soon.
DoCoMo outlined four main goals in its vision statements: 1) Refine its brand and strengthen customer ties, 2) Incorporate customer feedback to exceed expectations, 3) Continue innovating to earn global respect, and 4) Develop an energetic staff capable of overcoming challenges. The document then discusses DoCoMo's strategies to achieve these goals, including strengthening its i-Mode service, expanding globally through minority investments, and launching new 3G services.
Tata Docomo is one of the leading mobile service providers in India, known for introducing the second pulse tariff plan. It has a large customer base due to its affordable plans and strong brand image as part of the well-known Tata group. However, to maintain its market share against intense competition, Tata Docomo needs to improve its network coverage and connectivity as some customers reported issues. It also needs to focus on enhancing value-added services like internet speeds to attract more users going forward.
TATA DOCOMO is a GSM cellular operator in India that offers both prepaid and postpaid plans. It has achieved the largest number of SIM card demand in the states where it operates and has the cheapest network costs. DOCOMO's theme is to be unique and innovative by offering communications over mobile networks and only charging customers for the seconds they use rather than in fixed increments like other providers.
This document provides information about Tata Docomo, including:
- Tata Docomo was launched through a joint venture between Tata Teleservices and Japanese telecom NTT Docomo.
- It aims to create a new world of personalized communication and open lifestyle horizons for customers.
- The document discusses Tata Docomo's history, corporate philosophy, the Indian telecom sector, services offered, and marketing and pricing strategies.
- It also includes statistics about Tata Docomo and the telecom industry in India.
The document provides an overview of Tata Group, one of India's largest conglomerates. It notes that Tata Group has over 100 operating companies across 7 sectors and 6 continents, with over $100 billion in annual revenue and 600,000+ employees worldwide. The document then summarizes some of Tata Group's business segments and offerings related to information and communications technology, including telecommunications infrastructure, software services, and enterprise mobility and connectivity solutions.
Tata Docomo is a mobile service provider in India owned by Tata. It focuses on flexible plans that charge customers per second of use rather than per minute to save customers money. It has strengths in brand visibility and youth appeal but weaknesses in high prices compared to competitors and service center issues. It sees opportunities in the growing cellular market and untapped rural areas. Major competitors include Reliance, Idea, Vodafone and Airtel. Tata Docomo's vision is to make leading communication services affordable for individuals and businesses in India while generating value beyond Indian borders.
Mobilink has several strengths including its large subscriber base, extensive network coverage across Pakistan, and status as the pioneer cellular provider. However, it also faces weaknesses such as a declining market share and complaints about network quality. There are opportunities for growth through expanding coverage, targeting new customer segments, and lowering prices. Threats include new market entrants, potential loss of customers due to high prices and quality issues, and restrictive trade practices that could result in legal action.
The document discusses the telecom industry in Pakistan and Mobilink's position as the market leader. It provides background on the deregulation and growth of the mobile industry. Mobilink was the first cellular provider and currently has a 36% market share. It has expanded its network coverage to over 66% of the population. The mobile industry has seen strong growth over the years, though growth rates have declined recently. Mobilink has maintained its leadership through understanding customers, continuous investment, and innovation.
Mobilink and Warid will merge into a single company with Mobilink acquiring 100% of Warid. Dhabi Group will receive 15% stakes in Mobilink. The merger will create strategic, managerial, and financial benefits including cost synergies valued at $500 million. The combined company will have over 80% population coverage, nearly 5,000 3G/4G sites, and pro forma annual revenues of $1.36 billion.
NTT Docomo is the largest mobile phone operator in Japan and a subsidiary of NTT. Tata Teleservices in India is an affiliate of NTT Docomo and operates the TATA DOCOMO GSM service in India. Tata Docomo implemented a social media strategy to humanize the telecom brand and engage consumers through social platforms like Twitter, Facebook, and Orkut before its launch. The strategy aimed to build loyal customers who would champion the brand through word-of-mouth marketing.
Airtel highest gainer, Tata Docomo biggest loser of MNPSimplify360
With 2.03 Million requests for mobile number porting in June alone, companies like Tata Docomo are getting the hardest hit of the newly introduced mobile number portability (MNP) as per the study by Simplify360.
Out of all the people expressing or who have switched to other networks, 26% of customers belong to Tata Docomo. However only 4% of people are willing to switch to Tata Docomo. As a result Tata Docomo has a net loss of 22% of those switching networks using MNP.
Tata Docomo is a cellular service provider in India operating on the GSM platform as a result of a strategic joint venture between Tata Teleservices and Japanese telecom company NTT Docomo. The document provides an overview of Tata Docomo, including its vision, services offered, areas of operation, and partnership with NTT Docomo to introduce advanced technologies and services to India. Key responsibilities during the internship included understanding Tata Docomo's unique customer service model and activities to improve customer satisfaction.
This report was produced to evaluate the EE’s marketing environment, identify and recommend suitable potential strategies by using thoroughly several models to assess and examine the external and internal environment.
The examination of the external environment was carried out with the use of PESTLE, Porter’s 5 forces and an overview of current telecoms segmentation. In order to assess the internal environment, EE’s current performance, value chain and product portfolio were reviewed. The analysis revealed that despite having apparent strengths in 4G technology and market position, EE still has some issues especially with its brand image, perceived value for money proposition and customer satisfaction. Recommendations were made to improve on EE’s customer service as part of a customer retention focus and continuingly increase the 4G customer base as EE’s main growth driver.
The document provides an analysis of external and internal factors for Mobilink, a Pakistani telecommunications company. It includes an evaluation of opportunities and threats in the external environment, as well as strengths and weaknesses within the company. Various matrices are also presented analyzing Mobilink's competitive position, SWOT, strategic position within its industry, and BCG matrix comparing its services. The analysis provides an overall assessment of Mobilink's strategic position within the telecommunications industry.
TATA DOCOMO is a telecom service provided by Tata Teleservices Limited in India arising from a strategic alliance with Japanese company NTT DOCOMO. TATA DOCOMO operates GSM services in 19 circles and was the first private operator to launch 3G services in India. Some strengths include being the first to introduce pay-per-second plans and having a variety of affordable plans. Weaknesses include a lack of postpaid options and a focus only on rural areas. TATA DOCOMO uses social media like Facebook, Twitter, and Google+ to promote their products and services, and analyzes social media engagement and trends.
This document provides an analysis of Mobilink GSM, a subsidiary of Orascom Telecom that is the largest mobile network operator in Pakistan. It includes an introduction to Orascom Telecom and Mobilink, their mission and vision. It then performs an industry analysis using PEST analysis and Porter's Five Forces model. Finally, it presents a SWOT analysis of Mobilink's strengths, weaknesses, opportunities, and threats.
This document provides an acknowledgement recognizing Allah as the source of all knowledge and wisdom, and thanking the author's parents, family, and course instructor for their support. It expresses gratitude for the insights provided throughout the course. The summary is kept brief as requested.
The document provides details about Mobilink GSM, including its vision, mission, goals, values, achievements, services, strategies, competition, management functions, organizational structure, corporate social responsibility programs, and HR functions. Mobilink is the largest mobile network operator in Pakistan with over 24 million subscribers and aims to provide innovative communication solutions to customers. The report was prepared by a group of MBA students for their business communication course instructor.
The document discusses Porter's five forces model as it applies to a Mobilink GSM franchise in Pakistan. It identifies the suppliers, customers, competitors, employees, and pressure groups and analyzes the degree of change and complexity for each factor. It concludes that while some factors like suppliers and employees are stable and simple, others like customers and competitors are dynamic and complex for the franchise. Overall, it believes the company has a bright future due to its employees' hard work and customer service.
Vodafone is the most preferred cellular network according to a survey of 50 people ages 15-55. The survey examined network coverage, customer service, and billing charges of Vodafone, Airtel, Loop, and MTNL. Secondary data from 2005-2009 showed Vodafone growing the most in subscribers. According to the survey results, 44% of respondents use Vodafone and it received a very good network rating. While some users would switch for better plans, most Vodafone users wish to keep their number even with number portability.
Mobilink is the largest cellular company in Pakistan with over 10 million subscribers nationwide. It was the pioneer of cellular networks in Pakistan and has coverage in almost every city. Mobilink aims to be the leading mobile service provider through providing quality service to customers, a good work environment for employees, and value for shareholders. However, it faces threats from new competitors entering the market and may lose customers if it does not improve customer service and lower prices. The document analyzes Mobilink's internal and external environment through a SWOT analysis and recommends diversification and cost reduction strategies.
Mobilink is the largest mobile network operator in Pakistan, with over 24 million subscribers. It was established in 1994 as the first GSM network in Pakistan. Mobilink offers both prepaid and postpaid plans to meet the needs of diverse customers. It focuses on differentiation through innovative value-added services and nationwide coverage of over 5000 cities and towns. Mobilink aims to be the leading telecom provider through excellent customer service, network quality, and shareholder value while maintaining high employee satisfaction.
Dialog Telekom Limited is Sri Lanka's largest mobile network operator and telecommunications company. It operates Dialog GSM, the country's largest mobile network, as well as Sri Lanka's leading internet service provider, Dialog Internet. Dialog has spearheaded advancements in Sri Lankan mobile technology, launching services such as GPRS and MMS earlier than other regional networks. The company prides itself on innovation as well as its customer service infrastructure and community development initiatives. Dialog's vision is to be the undisputed leader in multi-sensory connectivity that empowers and enriches lives and enterprises in Sri Lanka.
Maxis is Malaysia's leading telecommunications company with over 7 million mobile subscribers. It has expanded into Indonesia and India which provides growth opportunities. Maxis was the first to launch various innovative services in Malaysia such as 3G and it continues to enhance communications and digital lifestyle services. It aims to provide affordable access to communication and internet services.
Tata Docomo is a mobile service provider in India owned by Tata. It focuses on flexible plans that charge customers per second of use rather than per minute to save customers money. It has strengths in brand visibility and youth appeal but weaknesses in high prices compared to competitors and service center issues. It sees opportunities in the growing cellular market and untapped rural areas. Major competitors include Reliance, Idea, Vodafone and Airtel. Tata Docomo's vision is to make leading communication services affordable for individuals and businesses in India while generating value beyond Indian borders.
Mobilink has several strengths including its large subscriber base, extensive network coverage across Pakistan, and status as the pioneer cellular provider. However, it also faces weaknesses such as a declining market share and complaints about network quality. There are opportunities for growth through expanding coverage, targeting new customer segments, and lowering prices. Threats include new market entrants, potential loss of customers due to high prices and quality issues, and restrictive trade practices that could result in legal action.
The document discusses the telecom industry in Pakistan and Mobilink's position as the market leader. It provides background on the deregulation and growth of the mobile industry. Mobilink was the first cellular provider and currently has a 36% market share. It has expanded its network coverage to over 66% of the population. The mobile industry has seen strong growth over the years, though growth rates have declined recently. Mobilink has maintained its leadership through understanding customers, continuous investment, and innovation.
Mobilink and Warid will merge into a single company with Mobilink acquiring 100% of Warid. Dhabi Group will receive 15% stakes in Mobilink. The merger will create strategic, managerial, and financial benefits including cost synergies valued at $500 million. The combined company will have over 80% population coverage, nearly 5,000 3G/4G sites, and pro forma annual revenues of $1.36 billion.
NTT Docomo is the largest mobile phone operator in Japan and a subsidiary of NTT. Tata Teleservices in India is an affiliate of NTT Docomo and operates the TATA DOCOMO GSM service in India. Tata Docomo implemented a social media strategy to humanize the telecom brand and engage consumers through social platforms like Twitter, Facebook, and Orkut before its launch. The strategy aimed to build loyal customers who would champion the brand through word-of-mouth marketing.
Airtel highest gainer, Tata Docomo biggest loser of MNPSimplify360
With 2.03 Million requests for mobile number porting in June alone, companies like Tata Docomo are getting the hardest hit of the newly introduced mobile number portability (MNP) as per the study by Simplify360.
Out of all the people expressing or who have switched to other networks, 26% of customers belong to Tata Docomo. However only 4% of people are willing to switch to Tata Docomo. As a result Tata Docomo has a net loss of 22% of those switching networks using MNP.
Tata Docomo is a cellular service provider in India operating on the GSM platform as a result of a strategic joint venture between Tata Teleservices and Japanese telecom company NTT Docomo. The document provides an overview of Tata Docomo, including its vision, services offered, areas of operation, and partnership with NTT Docomo to introduce advanced technologies and services to India. Key responsibilities during the internship included understanding Tata Docomo's unique customer service model and activities to improve customer satisfaction.
This report was produced to evaluate the EE’s marketing environment, identify and recommend suitable potential strategies by using thoroughly several models to assess and examine the external and internal environment.
The examination of the external environment was carried out with the use of PESTLE, Porter’s 5 forces and an overview of current telecoms segmentation. In order to assess the internal environment, EE’s current performance, value chain and product portfolio were reviewed. The analysis revealed that despite having apparent strengths in 4G technology and market position, EE still has some issues especially with its brand image, perceived value for money proposition and customer satisfaction. Recommendations were made to improve on EE’s customer service as part of a customer retention focus and continuingly increase the 4G customer base as EE’s main growth driver.
The document provides an analysis of external and internal factors for Mobilink, a Pakistani telecommunications company. It includes an evaluation of opportunities and threats in the external environment, as well as strengths and weaknesses within the company. Various matrices are also presented analyzing Mobilink's competitive position, SWOT, strategic position within its industry, and BCG matrix comparing its services. The analysis provides an overall assessment of Mobilink's strategic position within the telecommunications industry.
TATA DOCOMO is a telecom service provided by Tata Teleservices Limited in India arising from a strategic alliance with Japanese company NTT DOCOMO. TATA DOCOMO operates GSM services in 19 circles and was the first private operator to launch 3G services in India. Some strengths include being the first to introduce pay-per-second plans and having a variety of affordable plans. Weaknesses include a lack of postpaid options and a focus only on rural areas. TATA DOCOMO uses social media like Facebook, Twitter, and Google+ to promote their products and services, and analyzes social media engagement and trends.
This document provides an analysis of Mobilink GSM, a subsidiary of Orascom Telecom that is the largest mobile network operator in Pakistan. It includes an introduction to Orascom Telecom and Mobilink, their mission and vision. It then performs an industry analysis using PEST analysis and Porter's Five Forces model. Finally, it presents a SWOT analysis of Mobilink's strengths, weaknesses, opportunities, and threats.
This document provides an acknowledgement recognizing Allah as the source of all knowledge and wisdom, and thanking the author's parents, family, and course instructor for their support. It expresses gratitude for the insights provided throughout the course. The summary is kept brief as requested.
The document provides details about Mobilink GSM, including its vision, mission, goals, values, achievements, services, strategies, competition, management functions, organizational structure, corporate social responsibility programs, and HR functions. Mobilink is the largest mobile network operator in Pakistan with over 24 million subscribers and aims to provide innovative communication solutions to customers. The report was prepared by a group of MBA students for their business communication course instructor.
The document discusses Porter's five forces model as it applies to a Mobilink GSM franchise in Pakistan. It identifies the suppliers, customers, competitors, employees, and pressure groups and analyzes the degree of change and complexity for each factor. It concludes that while some factors like suppliers and employees are stable and simple, others like customers and competitors are dynamic and complex for the franchise. Overall, it believes the company has a bright future due to its employees' hard work and customer service.
Vodafone is the most preferred cellular network according to a survey of 50 people ages 15-55. The survey examined network coverage, customer service, and billing charges of Vodafone, Airtel, Loop, and MTNL. Secondary data from 2005-2009 showed Vodafone growing the most in subscribers. According to the survey results, 44% of respondents use Vodafone and it received a very good network rating. While some users would switch for better plans, most Vodafone users wish to keep their number even with number portability.
Mobilink is the largest cellular company in Pakistan with over 10 million subscribers nationwide. It was the pioneer of cellular networks in Pakistan and has coverage in almost every city. Mobilink aims to be the leading mobile service provider through providing quality service to customers, a good work environment for employees, and value for shareholders. However, it faces threats from new competitors entering the market and may lose customers if it does not improve customer service and lower prices. The document analyzes Mobilink's internal and external environment through a SWOT analysis and recommends diversification and cost reduction strategies.
Mobilink is the largest mobile network operator in Pakistan, with over 24 million subscribers. It was established in 1994 as the first GSM network in Pakistan. Mobilink offers both prepaid and postpaid plans to meet the needs of diverse customers. It focuses on differentiation through innovative value-added services and nationwide coverage of over 5000 cities and towns. Mobilink aims to be the leading telecom provider through excellent customer service, network quality, and shareholder value while maintaining high employee satisfaction.
Dialog Telekom Limited is Sri Lanka's largest mobile network operator and telecommunications company. It operates Dialog GSM, the country's largest mobile network, as well as Sri Lanka's leading internet service provider, Dialog Internet. Dialog has spearheaded advancements in Sri Lankan mobile technology, launching services such as GPRS and MMS earlier than other regional networks. The company prides itself on innovation as well as its customer service infrastructure and community development initiatives. Dialog's vision is to be the undisputed leader in multi-sensory connectivity that empowers and enriches lives and enterprises in Sri Lanka.
Maxis is Malaysia's leading telecommunications company with over 7 million mobile subscribers. It has expanded into Indonesia and India which provides growth opportunities. Maxis was the first to launch various innovative services in Malaysia such as 3G and it continues to enhance communications and digital lifestyle services. It aims to provide affordable access to communication and internet services.
This document provides an overview of Dialog Axiata PLC, Sri Lanka's largest mobile network operator. It discusses Dialog's history and subsidiaries that operate mobile, broadband, TV, and satellite services. It also outlines Dialog's vision, mission, organizational structure, key milestones, opportunities for improvement, number of employees, and details of its EPF and ETF contribution programs.
Impact of reliance jio on telecom sectorAdil Hussain
The document provides an overview of India's telecom industry and policies. It discusses:
- The rapid growth of India's telecom sector since liberalization in the 1990s, with cell phone users growing from zero in 1989 to over a billion by 2016.
- The introduction of the National Telecom Policy in 1994 which facilitated private sector entry and Internet growth on telecom networks.
- The establishment of TRAI in 1997 to regulate tariffs and fulfill commitments of telecom liberalization.
- The introduction of the New Telecom Policy in 1999 to further encourage private investment and address viability concerns of private operators.
Maxis Berhad is the largest mobile network operator in Malaysia, providing mobile, broadband, and TV services to over 12.9 million subscribers. It was the first operator to launch 3G and 4G networks in Malaysia. However, Maxis has seen its market share drop in recent years due to increased competition from other operators and changing customer preferences. To address this, Maxis plans to strengthen its network, improve customer service, and offer innovative bundled products and services. It must also prepare for new threats from emerging technologies and competitors.
The document discusses the growth of India's telecommunications sector after liberalization in 1991. It summarizes key statistics on the growth of cell phone users from 1989 to 2016. It also discusses the company's plans to differentiate its mobile services and rollout new retail concepts. Finally, it provides background on India's telecom industry, licensing framework, the National Telecom Policies of 1994 and 1999, and the establishment of an independent regulator.
Reliance Jio Infocomm Limited (RJIL), a subsidiary of Reliance Industries Limited, is India's largest telecom operator providing 4G services nationwide using LTE technology. Formerly known as Infotel Broadband Services Limited, RJIL was incorporated in 2007 and is headquartered in Navi Mumbai. RJIL aims to provide high-speed internet connectivity, communication services, and digital services across India to enable access to innovative content and applications. RJIL is also deploying advanced network infrastructure to handle large demand for data and voice.
Mobicom Corporation is a Mongolian telecommunications company that offers various cellular, internet, satellite, and fixed wireless services. It has over 800,000 customers across Mongolia. The document discusses Mobicom's corporate overview and history, public relations efforts, subsidiary companies including Newtel, Mongol Content, and Ulusnet, and the various cellular, internet, satellite, and fixed wireless services provided.
Airtel is a major Indian telecommunications company that provides cellular, internet, and landline services. It is owned by Bharti Airtel and has over 7 million customers across India. Airtel was the first company to offer GSM mobile services in India and has since expanded to offer 3G and 4G services. Airtel also offers prepaid services which allow customers to pay for talk time in advance, giving them control over their cellular expenses. According to a survey in Noida, 40% of customers preferred Airtel for its coverage and schemes compared to competitors like Reliance and BSNL.
Its the explanation about the joint venture of NTT Docomo and Tata teleservice ltd and their achievements and future strategy to be implemented for its growth in highly technological driven market of Telecom industry. and regarding the Mergers and Acquisition in telecom industry.
1) The document discusses Mobilink, a leading telecommunications company in Pakistan and subsidiary of Orascom Telecom. It outlines Mobilink's products, mission/vision, goals, strategies, strengths, weaknesses, opportunities, threats, and competition in the market.
2) Mobilink follows typical management functions including planning, organizing, leading, and controlling. It has a departmental organizational structure covering key areas like marketing, finance, HR, and sales.
3) Some problems faced by Mobilink include cultural differences, connectivity issues, and information overload from customers. However, Mobilink has demonstrated effective management and is working to adopt new technologies and retain talent in Pakistan's competitive telecom industry
I am a student of chandigarh group of colleges , Landran. This is a ppt about the company tata teleservices limited made by me. Hope you like it.Have a nice day.
1. The document discusses Tata Photon+, a wireless data card service provided by Tata Teleservices. It provides high-speed internet access through Tata's 3G network.
2. Tata Photon+ can be used with laptops and desktops. It has different pricing plans including prepaid and postpaid options. Tata aims to make the service accessible to a wide range of customer groups.
3. The marketing mix discussion covers the 4Ps - Tata Photon+ offers various features and services (Product), is available at over 1500 owned stores and retailers (Place), has different price plans to suit different budgets (Price), and promotes through TV, magazines and other media (Promotion
This report analyzes Bharti Airtel, the largest telecommunications provider in India. It discusses Airtel's history, growth, and dominance of the Indian market. A PEST analysis identifies key political, economic, social and technological factors influencing Airtel, such as government regulations, economic growth enabling more customers, social branding campaigns, and technological innovations. The document also examines suppliers, buyers, substitutes and new entrants in the competitive telecom industry environment in India.
The document discusses positioning strategies for a new telecom operator entering the Delhi/NCR region. It provides background on the Indian telecom industry and objectives for research on positioning of major existing players. The research aims to understand customer perceptions of different operators and identify strengths and personalities to help the new operator position itself distinctively.
This document provides an overview of Bharti Airtel, the largest cellular service provider in India. Some key points:
- Bharti Airtel has over 124 million subscribers as of 2010, making it the third largest single-country mobile operator globally and the largest in India.
- It offers mobile, fixed line, broadband, and DTH (direct-to-home) television services across India.
- In the mobile market, Bharti Airtel has a 24.6% share while Reliance Communications and Vodafone Essar have 17.7% and 17.4% shares respectively.
- The document discusses Bharti Airtel's
The document provides an overview of the Indian telecom sector in 2002, including the key players and market structure at that time. There were three main types of players - state-owned companies (BSNL, MTNL), private Indian companies (Reliance Infocomm, Tata Teleservices), and foreign invested companies (Vodafone, Bharti). BSNL, MTNL and private operators like Bharti were making major investments and expanding operations. The sector was moving from a monopoly to increased competition and private sector participation under regulatory reforms, though it remained an oligopolistic market with high barriers to entry and price competition between major players.
STUDY OF DATA CARD BY 5 TELOCOM COMPANYMithun Ghosh
The document provides an overview of the Indian telecom industry. It discusses the history and evolution of telecom from telegraph and telephone systems to modern technologies like 3G. It analyzes major players in the industry like Airtel, Vodafone, BSNL, Idea, and Reliance and compares their market share, services, and data card plans. Future trends discussed include technology convergence and the ability of private players to offer new services faster than public players. The conclusion emphasizes that companies focusing on understanding consumer needs and usability will be more successful going forward.
Influence of brand management on rivalry for consumers in the mobile telecomm...Alexander Decker
1) The document discusses brand management in the mobile telecommunications industry in Kenya. It focuses on how mobile operators invest in brand management to differentiate themselves, gain market share, and benefit consumers through competition.
2) It provides background on the telecommunications industry and major mobile operators in Kenya, including Safaricom, Airtel, Telkom Kenya, and Essar Telecom Kenya.
3) The purpose of the study was to examine how brand management influences rivalry between mobile operators and how consumers benefit from this competition.
Marketing report mobile service industry (1)cherath
The mobile services industry in Sri Lanka has over 14 million users and provides telecommunication and information services to 90% of the population. Mobile service providers can help develop a more sustainable society by providing access to information and services that enable low-carbon living. The report assesses the current state of the mobile industry in Sri Lanka and provides recommendations to further its sustainability. The largest mobile service providers in Sri Lanka are Mobitel, Dialog, Airtel, and Etisalat.
Dokumen ini berisi pedoman penulisan proposal dan tesis untuk program Magister Manajemen dan Magister Akuntansi Fakultas Bisnis dan Ekonomi Universitas Surabaya. Terdapat informasi tentang struktur proposal dan tesis, ketentuan penulisan, dan contoh-contoh lampiran."
Pengumuman pembukaan kesempatan kerjasama pengelolaan kantin di Kampus Tenggilis lantai 1 Universitas Surabaya. Terdapat syarat dan ketentuan pengelolaan kantin bagi tenant seperti larangan mengubah menu dan peralatan tanpa ijin, serta kewajiban tenant untuk memenuhi standar kesehatan dan kebersihan dalam penyajian makanan. Tenant berhak mengelola stan dengan memenuhi kewajiban pembayaran biaya dan memenuhi peraturan yang berlaku.
Daftar Perkiraan Daftar Harga Tanah Surabaya 2016Eka Darmadi
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Pt excelcomindo pratama tbk
1. PT. Excelcomindo Pratama, Tbk.
Marketing Assignment
By:
Susanna S. R (3094002)
Eka Darmadi (3094802)
Levina Rolanda (3094804)
Gerry Geraldo (3094806)
Christopher Tongku (3094809)
May Eka (3094814)
Didi S. (3094816)
Faculty of Business and Economics
University of Surabaya
2010
2. INTRODUCTION AND HISTORY OF THE COMPANY
PT. XL. Axiata Tbk. (XL) was established in 1989 with its name PT. Grahametropolitan
Lestari. Telecommunication was not the main business at that time as its business was in
trading and general services. This company is owned by Axiata Group Berhad (86.5%), one
of the largest cellular players in the Asia Pacific region, Emirates Telecommunications
Corporation Ltd. International Indonesia (13.3%), Middle East and Africa largest cellular
provider, and the public (0.2%). Starting commercial operations in 1996, XL is currently one
of the leading and highest-growing mobile and cellular services providers in Indonesia,
serving 31.4 million subscribers across the country by the end of 2009. XL has continuously
proved itself to be a pioneer in delivering cutting-edge technologies to the
telecommunications market in the country, launching the first and highest speed 3G-HSDPA
(High Speed Downlink Packet Access) and more recently, through its various ground-
breaking BlackBerry packages and applications. To better serve the international market, XL
has also developed strong partnerships with more than 357 international providers in over
140 countries. Through its corporate values : Integrity, Teamwork and Service Excellence,
XL is committed to continuously enhance its capabilities, in efforts to be the preferred
telecommunications provider in Indonesia, providing extensive coverage and quality, anytime
and anywhere.
1996
Obtained GSM 900 operating license and commercially launched its GSM
services with focus on Jakarta, Bandung and Surabaya.
1997 Established an integrated microcell network in Jakartaʼs Golden Triangle area.
1998 Launched proXL, its prepaid cellular service brand.
1999 Entered Sumatera and Batam markets.
2001
Received a DCS 1800 spectrum allocation and finalized its fiber optic
backbone. Launched M-banking and M-fun services.
2002
Expanded its network coverage to Kalimantan and Sulawesi. Launched leased
line and IP (Internet Protocol) services.
2004
Revitalized the XL logo and individually marketed its prepaid and postpaid
brands: jempol (prepaid), bebas(prepaid) and Xplor (postpaid).
2005
Became TM Group subsidiary company and enlisted in Indonesia Stock
Exchange (previously known as JSE) under EXCL stock code.
2006 Launching XL's "The First Broadest & Fastest" 3G services.
3. 2007
Introduced its Rp1/minute tariff. ETISALAT became a shareholder.
ETISALAT is the second largest telecommunications company in the Middle
East. Started to consolidate brands under XL prepaid and XL postpaid.
2008
TM Group completed its demerger of TM International Berhad (TMI),
whereby Indocel Holding Sdn. Bhd, a subsidiary of TMI, acquired all XL
shares owned by Khazanah Nasional Berhad, increasing Indocel Holding Sdn.
Bhd.ʼs stake in XL to 83.8%.
OVERALL INDUSTRIAL AND MARKET FORM AND STRUCTURE CONDITION
Overall Industrial
XL has now taken the lead in the industry as the cellular telecommunications provider with
extensive coverage throughout Indonesia. It provides services for retail customers and offers
business solutions for corporate customers, including voice, data and other value-added
mobile telecommunications services. XL operates its network with GSM 900/DCS 1800 and
IMT-2000/3G technologies. XL also holds a Closed Regular Network License, Internet
Service Provider (ISP) License, Voice over Internet Protocol (VoIP) License and Internet
Interconnection Services License (NAP).
Market Form
Xl has enter the oligopoly market form which many company also selling the same product
and it is generally such a branded product. To enter this market, we have to face many
barriers and also we have to make the promotion and the marketing of our product stronger
than before. This market form creates such interdependence with your company and your
competitor. Somehow you cannot just rely with your own pricing and investment decision but
the firm has to adjust their pricing and output to other firm which will create a likely reaction
in order to take consumer attention.
Structure Condition
As we all know that the market structure which is usually seen from the increasing number of
participants and market share will determine the company’s market conduct or behavior,
which can ultimately affect firm performance. Usually it started with the increasing number
of sellers then the competition will increase, so that profits will decline. Meanwhile, the
4. degree of product differentiation, knowledge sellers and buyers about its products and the
existence of barriers to market entry also affect the strength of the seller in the market. XL as
one of the telecommunication service providers has faced into a competitive
telecommunication market which it has to struggle to face every action that the competitors
took. And as one of the GSM service provider, it knows the competitors which provide the
same type of product and give fierce move against us.
The structure condition of the market according with the same type of product to offered.
Company Product type
Hutchison 3
Indosat IM3, MENTARI, MATRIX
Natrindo AXIS
Telkomsel SimPATI, KartuAS, KartuHALO
MARKETING STRATEGIC OVERVIEW
Target Market
Product Type Target Market
XL Prepaid Teenagers
XL Postpaid Business people
Segmentation
Excelcomindo position its brand into few segment. Such as its prepaid product which is
targeted to middle to lower economic as well as the teenagers. The latest offer for this prepaid
product such as just one minute call and you will get so many bonuses like a thousand sms, a
hundred minutes free call, a free 1 MB internet access obviously reflect its segmentation. And
for the postpaid product which offers not just the call activity but also internet banking and
information facilities such as price of gold, foreign currency, etc that reflects what the
businessmen and young professionals need is for nowadays.
5. S.W.O.T
XL
Strength
1. Cheaper Call also SMS rate than other
2. Have lot of content in “XL Life”
3. The Largest Blackberry user
4. Steady Growing Customer Base
5. 3G Coverage Area
Weakness
1. Signal issue that state XL can’t reach all region of Indonesia
2. The Internet bandwidth overload
3. Lack in system to backup the new process
4. Lack of skilled employee
5. Lack of network when they busy
Opportunity
1. Can be the first provider in all “Young” Heart
2. Expand the business for 4G technology
3. Increasing 3G network in Indonesia
4. Mobile Internet Expansion
5. Research and development for new technology
Thread
1. Other Provider can also give cheaper price for call and sms
2. Economic condition of Indonesia
3. Government regulation
4. Every phone will bundling with other provider
5. The wheatear broken the telecommunication line
6. S.W.O.T
TELKOMSEL
Strength
1. Strong financial performance
2. First provider to introduce 3.5G Internet speed up to 7,5Mbps
3. Have million of loyal customer in Indonesia
4. The signal can reach until the small town in Indonesia
5. Have lot of tender and bundling phone using Telkomsel
Weakness
1. The price is higher than usual
2. Customer Service is very busy and customer must wait for long time
3. Limit of the company product
4. Lack of skilled employee
5. Can’t reach bigger market in young and teenagers
Opportunity
1. Get partnership with apple (iPhone)
2. Future technology by 4G Network
3. R&D For the next market
4. Get partnership with Blackberry
Thread
1. The weather damage to antenna and transmission line
2. VoIP directly competes with other wireless business
3. Other competitor has partnership with big company like Apple
4. Economic condition in Indonesia
8. Bundling Product (-) & Package (-) Bundling Product (-) & Package (+)
Reliable Network (+) & Valuable Cust.Service (-) Reliable Network (+) & Valuable Cust.Service (-)
Reliable Network (-) & Valuable Cust.Service (-) Reliable Network (-) & Valuable Cust.Service (+)
Internet Service (+) & Blackberry Service (-) Internet Service (+) & Blackberry Service (+)
Internet Service (-) & Blackberry Service (-) Internet Service (+) & Blackberry Service (-)
9. Marketing Mix
Product
XL Prepaid is a telecommunication service paid based on direct payment system. The
benefit of XL Prepaid:
1. Text messaging more munificent.
2. Have variety promotional programs (call package, text messaging
package, Internet package and BlackBerry package adjusted with your
communication needs).
3. Communicate with relative in abroad more easy and affordable (3
minutes and you get 2 minutes free to 5 countries).
4. Can make and receive phone calls (voice roaming) while in the
countries that have cooperated in this service.
XL Postpaid is a telecommunication service paid based on XL billing payment
system. The benefit of XL Postpaid:
1. Pay 3 seconds for 3 seconds call.
2. LANGSUNG KRING registration – Fast Registration Process.
3. Credit Limit – You are able to arrange your credit limit in using XL
Post Paid (only valid for National Coverage and exclude monthly cost and
tax).
4. Free No Cantik – Based on customers’ desire.
5. Check Online Billing Anytime – Type *108 OK/YES.
6. E-Billing Facility – Post Paid Billing facility through email/web, more
updated and can be used anytime.
7. International Roaming Facility in more than 300 Roaming Partner
8. BlackBerry Facility – The first operator on Asia to apply daily
BlackBerry tariff.
9. Free National Roaming.
10. 3G/HSDPA data access without registration.
10. Place
XL has spread out its coverage around Indonesia except Maluku which is on the
process to create the network there.
Promotion
XL has done some promotion like advertising and public relation. XL always follow
the latest trend which happening in global trend such now on when the world is giving
its biggest attention to the World Cup 2010, XL advertisement adopt that trend to be
their theme for their promotion which is successfully reach public attention.
Price
XL always tries to offer the lower price than the other competitor. It offers a method
like you do a call activity for a few minutes than you will get a several minutes free
from charges. Also the latest promo from XL which if you are using a minute for a
phone call then you will get so many benefits, there are 1000 free sms, 100 minutes
free call, 10 MB free internet access. In the last press conference in February 19th
, the
Director President of XL, Hasnul Suhaemi said,” Three years ago with 40 thousand
rupiah per month people may did phone call activity for about 29 minutes but now
with only 36 thousand rupiah per month people may do phone call activity for about
279 minutes. Xl will keep developing its policies and its service quality to get
customer loyalty.
11. OBSTACLES AND PROBLEMS FACED DURING THE MARKETING STRATEGY
IMPLEMENTATION
Every company must face what it is called obstacles or problems which are create
barrier between what the company want to offer to the consumer. There are some problems
that ever occurred in PT. EXCELCOMINDO PRATAMA Tbk.
The last product which XL ever launched to the market, Jempol which is more
emphasizing in lower rate for short message service has left behind from another XL
prepaid product, Bebas. Then XL compiled it to be one product as XL prepaid that
has Bebas’s good factor that has a lower rate in voice conversation and also Jempol’s
good factor in lower rate of short message service.
The true challenge for XL internet service provider, cable-based internet
provider such as, First Media and Speedy from Telkomsel. But we definitely offer the
lower rate once again with unlimited quota to be offered to the consumer. With this
way, we may easily penetrate internet provider market.
To face CDMA operator that provide very low price in call activity, XL with
the full consideration also launch its CDMA product with 72 rupiah per minute while
the other competitor of CDMA set about 80 rupiah per minute.
12. HOW COMPANY FIGHTS ITS WAR ON MARKET COMPETITION AND ITS
RESULT
Here are some financial data which XL is going through from the last 5 years.
Financial Data
Financial Data 2005 2006 2007 2008 2009
Operating
Income1
4.302 6.466 8.365 12.156 13.880
Profit1
570 1.028 1.760 1.753 2.464
1
In billion rupiahs
Operational Data
Operational Data 2005 2006 2007 2008 2009
Total Subscribers2
6.978 9.528 15.469 26.016 31.438
Prepaid 6.802 9.141 14.988 25.599 31.101
Postpaid 176 387 481 417 337
Total Employees 1.854 2.042 2.136 2.097 2.038
Ratio of Efficiency3
3.764 4.666 7.242 12.406 15.426
2
in thousands
3
Total Employees/Total Subscribers
As we can see from the data above that show the development of XL from 2005 to 2009, we
know that XL has done a great business strategy to keep struggling in the oligopoly market.
Actually, in the previous 5 years before year 2005 (2000-2004), XL also did a good
performance, but we will just emphasizing the latest development.
Eventhough XL has been known for the third biggest for leading mobile telecommunication
service provider in Indonesia, XL has always implementing such a good management in the
company to keep them move one step forward than before.
To explain the strategy in brief within period 2007-2009, we can see the picture below.
2007
Building Coverage
2008
Minute Factory
2009
Driving Value
13. The XL strategy in 2007 was building coverage, XL covered 90% of population. By knowing
what its best for their consumer and what they really need that they don’t need the low rate of
telecommunication service but super low rate, XL could drive their consumers by
encouraging them to use more minutes and increase traffic with XL’s super low rate offering.
These strategies were really effective and efficient, operating income, profit, and total
subscribers were increased a lot. The ratio of efficiency was also increased in 2006.
In 2008, XL’s operating income has increased a lot from 2007, but actually the profit was
barely constant because that was the time that XL was doing a very big business expansion,
which the implementation of the “minute factory” strategy in 2008 has made XL as a pioneer
in affordable rates. Therefore they had their operating income increased a lot but the profit is
still constant. It was very good investment by PT XL Aviata Tbk.
The “Minute factory” strategy was very successful and can generate a lot of advancement in
2009. In 2009 the XL’s strategy was “Driving Value” with the name of “Value Beyond
Price”, in order to make the consumer satisfied, XL is improving quality until now. XL
doesn’t want to only give the consumers with cheap price, but also giving high quality of
services. Therefore XL was having the larger profit, profit increased a lot, from 1.753 billions
rupiah in 2008 to 2.464 billions rupiah in 2009. With the Operating income increased from
12.156 billions rupiah in 2008 to 13.880 billions rupiah in 2009.
14. KEY SUCCESS
1. “The challenge for us is to remain innovative in order to grow our revenue and
subscriber base. There are opportunities in Indonesia, and we will continue to extend
our services through new businesses,” says Daniel Kristanto, manager of technical
services in XL’s ERP department.
2. Aggressive promotion campaigns and relentless effort to retain its customers.
It means making sure that they get consistently high quality of services.
3. Affordable price with a choice of products and services interesting and
provide more value for customers.
4. Improve the customer experience.
5. Ensure adequate management of the network load
and maximize the capacity and quality.
6. Maintain profitability by continuously improving market share in line with
efforts to keep maintain a lean organization and management in careful cost.
7. Using opportunities in data services and Value Added Services.
8. Improving efficiency in the distribution system for produce distributor
network with the performance tall, loyal, and productive.
9. Strengthen the brand attributes.
10. Know your costumer, know your competitor, know your company, and give
costumer what they want better than competitor.