Turkcell is a telecommunication company in Turkey. This project has been prepared for the strategic management course of the Business Administration department at Gebze Technichal University by Doğukan Taştan and Furkan Topbaşoğlu.
Turkcell is the leading mobile operator in Turkey with 56% market share and 16.3 million subscribers. It aims to provide the newest mobile technologies to subscribers. Current strategies include growing its core business, international subsidiaries, and fixed broadband. It plans to increase customers and literacy while pursuing growth. Turkcell faces threats like taxes and inflation but has strengths like brand, infrastructure, and skilled employees. It was recommended that Turkcell pursue 3G technology and acquisitions to remain innovative while planning capital requirements and a 6-month implementation. Today, Turkcell has 35 million subscribers and provides 3G service to new internet users.
Turkcell is Turkey's first GSM operator established in 1994. It serves over 71 million subscribers across 9 countries. The document outlines Turkcell's vision, mission, strategies, and objectives. It also analyzes Turkcell's external environment through a PESTEL analysis and its competitors. Internally, Turkcell has a centralized structure and focuses on innovation, marketing, excellent customer service, and developing its employees. Financially, Turkcell maintains strong current and quick ratios indicating good short-term financial strength.
Turkcell is Turkey's leading mobile operator established in 1994. It has 34 million subscribers in Turkey and 62 million total across 8 countries. It has received awards for its mobile advertising and financial disclosure practices. Its mission is to enrich customers' lives through communication and technology solutions. It differentiates through its 3G network speed and mobile services like marketing and payments. It plans to grow through expansion in other countries in Eurasia and the Middle East through acquisitions and partnerships.
How can Turkcell position for the 21st century? Can it afford to take a leadership role in introducing 3g, the third Generation of mobile phone systems?, How can Turkcell reduce its economic risk if the Turkish lira remains unstable?, What are the strengths and weaknesses of Turkcell?, What are the available threats and opportunities for Turkcell?, What type of marketing campaigns should Turkcell engage in to increase the average monthly minutes used by its subscribers? What type of market segmentation should it try? How can the Turkish mobile phone user be encouraged to spend more time on the mobile phone? Would educational campaigns be helpful?,
Zong was originally Paktel, Pakistan's first cellular company. It was later bought by Millicom and then China Mobile. As China Mobile Pakistan (Zong), its goal was to expand service across Pakistan using China Mobile's experience and resources. A SWOT analysis identified strengths like motivated staff but also weaknesses like few customer service centers. Suggestions to improve included expanding coverage, training staff, and launching broadband to increase market share. Overall Zong aimed to be Pakistan's leading cellular provider through new technologies, services, and customer satisfaction.
1. The document provides information about Pakistan Telecommunication Company Limited (PTCL), including its background, subsidiaries, products, board of directors, mission, vision, core values, and management functions.
2. PTCL is the largest telecommunication company in Pakistan that operates over 2000 telephone exchanges across the country. It offers wireless, telephone, internet, and IPTV services.
3. The document discusses PTCL's vision to be a leading ICT provider in the region, as well as its mission focused on professionalism, cost effectiveness, optimal technology, customer satisfaction, and sustained growth.
This document analyzes Dialog Axiata PLC, a major telecommunications provider in Sri Lanka. It provides background on Dialog's history and operations. It then summarizes the company's vision, mission, products/services, and 7S framework. The document conducts internal and external assessments of Dialog including PESTLE, 5 forces, and IFE/EFE matrix analyses. It identifies strengths, weaknesses, opportunities, and threats. Finally, it discusses Dialog's strategy analysis and choice using various matrices to determine its positioning and strategies.
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.
Turkcell is the leading mobile operator in Turkey with 56% market share and 16.3 million subscribers. It aims to provide the newest mobile technologies to subscribers. Current strategies include growing its core business, international subsidiaries, and fixed broadband. It plans to increase customers and literacy while pursuing growth. Turkcell faces threats like taxes and inflation but has strengths like brand, infrastructure, and skilled employees. It was recommended that Turkcell pursue 3G technology and acquisitions to remain innovative while planning capital requirements and a 6-month implementation. Today, Turkcell has 35 million subscribers and provides 3G service to new internet users.
Turkcell is Turkey's first GSM operator established in 1994. It serves over 71 million subscribers across 9 countries. The document outlines Turkcell's vision, mission, strategies, and objectives. It also analyzes Turkcell's external environment through a PESTEL analysis and its competitors. Internally, Turkcell has a centralized structure and focuses on innovation, marketing, excellent customer service, and developing its employees. Financially, Turkcell maintains strong current and quick ratios indicating good short-term financial strength.
Turkcell is Turkey's leading mobile operator established in 1994. It has 34 million subscribers in Turkey and 62 million total across 8 countries. It has received awards for its mobile advertising and financial disclosure practices. Its mission is to enrich customers' lives through communication and technology solutions. It differentiates through its 3G network speed and mobile services like marketing and payments. It plans to grow through expansion in other countries in Eurasia and the Middle East through acquisitions and partnerships.
How can Turkcell position for the 21st century? Can it afford to take a leadership role in introducing 3g, the third Generation of mobile phone systems?, How can Turkcell reduce its economic risk if the Turkish lira remains unstable?, What are the strengths and weaknesses of Turkcell?, What are the available threats and opportunities for Turkcell?, What type of marketing campaigns should Turkcell engage in to increase the average monthly minutes used by its subscribers? What type of market segmentation should it try? How can the Turkish mobile phone user be encouraged to spend more time on the mobile phone? Would educational campaigns be helpful?,
Zong was originally Paktel, Pakistan's first cellular company. It was later bought by Millicom and then China Mobile. As China Mobile Pakistan (Zong), its goal was to expand service across Pakistan using China Mobile's experience and resources. A SWOT analysis identified strengths like motivated staff but also weaknesses like few customer service centers. Suggestions to improve included expanding coverage, training staff, and launching broadband to increase market share. Overall Zong aimed to be Pakistan's leading cellular provider through new technologies, services, and customer satisfaction.
1. The document provides information about Pakistan Telecommunication Company Limited (PTCL), including its background, subsidiaries, products, board of directors, mission, vision, core values, and management functions.
2. PTCL is the largest telecommunication company in Pakistan that operates over 2000 telephone exchanges across the country. It offers wireless, telephone, internet, and IPTV services.
3. The document discusses PTCL's vision to be a leading ICT provider in the region, as well as its mission focused on professionalism, cost effectiveness, optimal technology, customer satisfaction, and sustained growth.
This document analyzes Dialog Axiata PLC, a major telecommunications provider in Sri Lanka. It provides background on Dialog's history and operations. It then summarizes the company's vision, mission, products/services, and 7S framework. The document conducts internal and external assessments of Dialog including PESTLE, 5 forces, and IFE/EFE matrix analyses. It identifies strengths, weaknesses, opportunities, and threats. Finally, it discusses Dialog's strategy analysis and choice using various matrices to determine its positioning and strategies.
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.
This document provides an overview of the telecom industry in India. It discusses the history of reforms starting in the 1980s through phases in the 1990s and 2000s. Key policies like NTP 1994 and NTP 1999 opened the industry to private competition and investment. Subscriber growth, average revenue, market shares, and service trends are analyzed. The document also covers topics like FDI, mergers and acquisitions, spectrum issues, and recommendations to improve customer service.
Mobilink is Pakistan's largest cellular network provider. It launched post-paid services in 2001 with its Indigo brand, which was a major campaign. It also offers prepaid Jazz services. The document discusses Mobilink's product offerings, organizational structure, marketing strategies, strengths, weaknesses and recommendations. It notes Mobilink has a strong brand image but high prices, and recommends improving customer service and reducing prices to better compete.
Strategic Business Management Of Mobilinktayyabalig
Mobilink is the largest cellular service provider in Pakistan. It has a 36% market share and was the first to introduce GSM technology in 1994. The group analyzed Mobilink's mission, vision, objectives, strategies, internal and external factors. Mobilink faces threats from competitors offering lower rates and new technologies, but also has opportunities to expand services and improve network quality. The analysis found Mobilink has an average competitive position and response based on internal and external evaluations.
Dialog Axiata implemented a submarine cable project to address weaknesses in its existing satellite infrastructure. The $240 million Bay of Bengal Gateway cable provided 6.4 terabits per second of capacity and faster internet speeds. Customer complaints decreased 53.33% after implementation. The cable generates revenue through leased lines to corporate customers and positions Dialog for future expansion and profitability. Careful planning including meetings, approvals, and addressing issues like cable repairs were essential for the project's success.
Vodafone is the world's largest mobile telecommunications company operating in 26 countries with over 130 million customers. To promote brand awareness globally, Vodafone uses celebrity endorsements including David Beckham. Market research found Beckham's campaign promoting Vodafone's live! service significantly increased awareness and recall of the Vodafone brand. The campaign showcasing Beckham's everyday use of the live! features was widely successful in communicating the brand's message and values to customers.
This document summarizes a seminar presentation on Vodafone's marketing strategies. Vodafone's vision is to enrich customers' lives through mobile communication. Some of Vodafone's awards include being named the best mobile money service for the unbanked in 2011. The presentation discusses Vodafone's business strategies and the results of a survey showing that most users choose Vodafone for its call rates and learn about Vodafone through advertisements.
This document provides information about Vodafone's operations in India. It includes a list of faculty and students for an academic year, as well as sections on Vodafone's brand elements, segmentation strategies, business segments, enterprise services, market analysis, branding, advertising, pricing, and distribution. Vodafone is the second largest mobile operator in India with over 68.8 million subscribers as of March 2009. The company uses various branding elements like its logo, slogans, and characters in advertisements to promote its services across India.
This document provides a SWOT analysis of the telecom boom in Pakistan. It discusses the strengths, weaknesses, opportunities, and threats involved. The strengths include rapid growth from investment by major players, affordable prices, and accessibility compared to landlines. Weaknesses include lack of coverage in remote areas, cost being a barrier to data usage, and network/signal issues. Opportunities include utilizing new technologies, expanding to uncovered areas, and value-added services. Threats include competition from improving landline services, power issues affecting quality, and unpredictable government policies.
Ufone is a Pakistani cellular service provider and subsidiary of Pakistan Telecommunication Company Limited. It started operations in 2001 in Islamabad under the brand Ufone. Ufone uses hardware such as HP, Dell, and Lenovo computers with Core i7 processors and 20GB RAM. It uses private and common software such as Windows 10, MS Office 360, and SAP HANA database. Ufone's network connects over 359 franchises and 17 service centers across Pakistan using fiber optic wires, satellites, and PTCL links in a mesh topology. Information technology improves Ufone's processing speed, productivity, and ability to globalize.
This document provides a study on Bharti Airtel conducted by students of Jaipuria Institute of Management, Lucknow. It includes an introduction to Bharti Airtel, the company's history, market position, social responsibilities, vision, mission, goals, planning process, SWOT analysis, organizational structure, and culture. Key points covered include Airtel being India's largest telecom company, its financial performance, services offered, social initiatives in education, and long term goals of expanding into new businesses and becoming a leading conglomerate.
This document provides background information on Lecico, an Egypt-based company that manufactures tiles and sanitary ware. It discusses Lecico's history dating back to 1959, its corporate structure including principal subsidiaries, social responsibility efforts for employees and the community, and environmental policies. It also analyzes Lecico's external environment, internal strengths and weaknesses, and recommends a strategic direction using various strategic planning tools.
I am not putting any restrictions on this PPT. But, it will be very great, if you acknowledge my work. It will cost nothing. And, of course you can appreciate my work :) .Surprisingly, it also costs NOTHING. Happy to help you :)
I tried to acknowledge everything ,(not usually cut,copy and paste and then forgetting..) that helped me to make this ppt. May be why I ended up with a job in a research co. because of this.
TCS is a global leader in IT services, digital and business solutions. It partners with clients to simplify, strengthen and transform their businesses. TCS provides end-to-end technology services worldwide and has significant investments in new markets and digital platforms. It has over 315,000 employees across 46 countries. In the past 10 years since its IPO, TCS' revenue has increased almost 10 times to Rs. 94,648 crore for FY 2015. It has a market capitalization of Rs. 5,00,249 crore making it the first Indian company to cross Rs. 5 trillion in market cap.
PTCL provides various telecommunication services in Pakistan including landline, Vfone, Ufone, broadband, and EVO wireless. As the largest telecom company, PTCL offers landline services for local, long distance, and international calls. It also provides corporate services and solutions like toll free numbers, virtual private networks, and ISDN lines. Additionally, PTCL has mobile subsidiaries like Vfone and Ufone, and offers broadband and wireless internet through various plans and packages.
TCS is an Indian multinational IT services company headquartered in Mumbai. It provides a wide range of IT services including consulting, technology, outsourcing, and business solutions. Founded in 1968, TCS pioneered the IT industry in India and is now one of the largest IT companies worldwide with over 371,000 employees serving clients in 46 countries. The document outlines TCS's leadership team, history, core values, acquisitions, services, clients, SWOT analysis, and recommendations to strengthen its consulting brand through customer forums, mergers and acquisitions, and non-linear business models.
Dialog is Sri Lanka's largest mobile network operator with over 8.5 million customers as of 2013. It has a strong infrastructure and reputation built up since 1995 when it launched the country's first digital network. Dialog offers a wide range of services including mobile, television, fixed line, and international roaming across 211 destinations. However, it faces threats from increasing competition and changing technology and regulations that could challenge its dominant market position in Sri Lanka.
QMobile is a Pakistani mobile phone company founded in 2009. It aims to provide innovative yet affordable mobile phones and tablets. It is now the top player in Pakistan's mobile market. The company's CEO, Mian Zeeshan Akhtar, wants to make QMobile Pakistan's most beloved brand by offering reliable products at low prices. QMobile uses celebrities in its advertising and focuses on the youth market. It faces competition from other brands like Nokia and Samsung but sees opportunities in expanding smartphone sales and gaining more rural customers.
This document provides an overview and analysis of Vodafone's strategic position in Egypt. It begins with a brief history of Vodafone Egypt and an evaluation of its vision and mission statements. It then analyzes Vodafone's internal and external factors through SWOT, IFE, and EFE matrix analyses. Finally, it evaluates Vodafone's competitive position against its main rivals Orange and Etisalat using Porter's Five Forces model and a competitive profile matrix. The analyses show that Vodafone has the largest market share in Egypt and generally performs well against its internal and external factors, but could improve by pursuing new opportunities in technology.
Orient Group of Companies is a leading manufacturer of electrical appliances in Pakistan. It was established in 1957 and has expanded to include distribution of brands like Mitsubishi, Samsung, and Transcend. Orient aims to increase growth through innovations, low electricity consumption, and a low cost strategy. It targets all family members and social classes through products at different price points and quality levels. Orient uses advertising and an integrated sales channel strategy. While it has a strong position in Pakistan, opportunities exist to improve operations, address issues like power outages, and expand internationally.
Study of consumer behaviour towards smartphonesSuvendu Ghorai
This document summarizes a study on consumer behavior towards smartphones. It analyzed data collected through a questionnaire of 50 respondents aged 20-30 years. Key findings include that 96% of respondents owned smartphones, with Samsung, Xiaomi and Moto being most preferred brands. 55% considered features over brand when choosing phones. Most purchased smartphones out of necessity or for upgrading. Friends and family had the biggest influence on purchasing decisions. The majority viewed smartphones as good value for money and useful.
The document summarizes ICT development in Laos, including telecommunications policy, regulation, network infrastructure, and frequency spectrum management. Laos' telecommunications sector is regulated by a 2001 law and a new draft law will replace it. Key telecom operators include Lao Telecom, ETL, and Millicom. Mobile subscriptions have grown significantly in recent years. Internet usage is also growing but capacity building efforts are still needed to develop Laos' ICT sector sustainably.
This document provides an overview of the telecom industry in India. It discusses the history of reforms starting in the 1980s through phases in the 1990s and 2000s. Key policies like NTP 1994 and NTP 1999 opened the industry to private competition and investment. Subscriber growth, average revenue, market shares, and service trends are analyzed. The document also covers topics like FDI, mergers and acquisitions, spectrum issues, and recommendations to improve customer service.
Mobilink is Pakistan's largest cellular network provider. It launched post-paid services in 2001 with its Indigo brand, which was a major campaign. It also offers prepaid Jazz services. The document discusses Mobilink's product offerings, organizational structure, marketing strategies, strengths, weaknesses and recommendations. It notes Mobilink has a strong brand image but high prices, and recommends improving customer service and reducing prices to better compete.
Strategic Business Management Of Mobilinktayyabalig
Mobilink is the largest cellular service provider in Pakistan. It has a 36% market share and was the first to introduce GSM technology in 1994. The group analyzed Mobilink's mission, vision, objectives, strategies, internal and external factors. Mobilink faces threats from competitors offering lower rates and new technologies, but also has opportunities to expand services and improve network quality. The analysis found Mobilink has an average competitive position and response based on internal and external evaluations.
Dialog Axiata implemented a submarine cable project to address weaknesses in its existing satellite infrastructure. The $240 million Bay of Bengal Gateway cable provided 6.4 terabits per second of capacity and faster internet speeds. Customer complaints decreased 53.33% after implementation. The cable generates revenue through leased lines to corporate customers and positions Dialog for future expansion and profitability. Careful planning including meetings, approvals, and addressing issues like cable repairs were essential for the project's success.
Vodafone is the world's largest mobile telecommunications company operating in 26 countries with over 130 million customers. To promote brand awareness globally, Vodafone uses celebrity endorsements including David Beckham. Market research found Beckham's campaign promoting Vodafone's live! service significantly increased awareness and recall of the Vodafone brand. The campaign showcasing Beckham's everyday use of the live! features was widely successful in communicating the brand's message and values to customers.
This document summarizes a seminar presentation on Vodafone's marketing strategies. Vodafone's vision is to enrich customers' lives through mobile communication. Some of Vodafone's awards include being named the best mobile money service for the unbanked in 2011. The presentation discusses Vodafone's business strategies and the results of a survey showing that most users choose Vodafone for its call rates and learn about Vodafone through advertisements.
This document provides information about Vodafone's operations in India. It includes a list of faculty and students for an academic year, as well as sections on Vodafone's brand elements, segmentation strategies, business segments, enterprise services, market analysis, branding, advertising, pricing, and distribution. Vodafone is the second largest mobile operator in India with over 68.8 million subscribers as of March 2009. The company uses various branding elements like its logo, slogans, and characters in advertisements to promote its services across India.
This document provides a SWOT analysis of the telecom boom in Pakistan. It discusses the strengths, weaknesses, opportunities, and threats involved. The strengths include rapid growth from investment by major players, affordable prices, and accessibility compared to landlines. Weaknesses include lack of coverage in remote areas, cost being a barrier to data usage, and network/signal issues. Opportunities include utilizing new technologies, expanding to uncovered areas, and value-added services. Threats include competition from improving landline services, power issues affecting quality, and unpredictable government policies.
Ufone is a Pakistani cellular service provider and subsidiary of Pakistan Telecommunication Company Limited. It started operations in 2001 in Islamabad under the brand Ufone. Ufone uses hardware such as HP, Dell, and Lenovo computers with Core i7 processors and 20GB RAM. It uses private and common software such as Windows 10, MS Office 360, and SAP HANA database. Ufone's network connects over 359 franchises and 17 service centers across Pakistan using fiber optic wires, satellites, and PTCL links in a mesh topology. Information technology improves Ufone's processing speed, productivity, and ability to globalize.
This document provides a study on Bharti Airtel conducted by students of Jaipuria Institute of Management, Lucknow. It includes an introduction to Bharti Airtel, the company's history, market position, social responsibilities, vision, mission, goals, planning process, SWOT analysis, organizational structure, and culture. Key points covered include Airtel being India's largest telecom company, its financial performance, services offered, social initiatives in education, and long term goals of expanding into new businesses and becoming a leading conglomerate.
This document provides background information on Lecico, an Egypt-based company that manufactures tiles and sanitary ware. It discusses Lecico's history dating back to 1959, its corporate structure including principal subsidiaries, social responsibility efforts for employees and the community, and environmental policies. It also analyzes Lecico's external environment, internal strengths and weaknesses, and recommends a strategic direction using various strategic planning tools.
I am not putting any restrictions on this PPT. But, it will be very great, if you acknowledge my work. It will cost nothing. And, of course you can appreciate my work :) .Surprisingly, it also costs NOTHING. Happy to help you :)
I tried to acknowledge everything ,(not usually cut,copy and paste and then forgetting..) that helped me to make this ppt. May be why I ended up with a job in a research co. because of this.
TCS is a global leader in IT services, digital and business solutions. It partners with clients to simplify, strengthen and transform their businesses. TCS provides end-to-end technology services worldwide and has significant investments in new markets and digital platforms. It has over 315,000 employees across 46 countries. In the past 10 years since its IPO, TCS' revenue has increased almost 10 times to Rs. 94,648 crore for FY 2015. It has a market capitalization of Rs. 5,00,249 crore making it the first Indian company to cross Rs. 5 trillion in market cap.
PTCL provides various telecommunication services in Pakistan including landline, Vfone, Ufone, broadband, and EVO wireless. As the largest telecom company, PTCL offers landline services for local, long distance, and international calls. It also provides corporate services and solutions like toll free numbers, virtual private networks, and ISDN lines. Additionally, PTCL has mobile subsidiaries like Vfone and Ufone, and offers broadband and wireless internet through various plans and packages.
TCS is an Indian multinational IT services company headquartered in Mumbai. It provides a wide range of IT services including consulting, technology, outsourcing, and business solutions. Founded in 1968, TCS pioneered the IT industry in India and is now one of the largest IT companies worldwide with over 371,000 employees serving clients in 46 countries. The document outlines TCS's leadership team, history, core values, acquisitions, services, clients, SWOT analysis, and recommendations to strengthen its consulting brand through customer forums, mergers and acquisitions, and non-linear business models.
Dialog is Sri Lanka's largest mobile network operator with over 8.5 million customers as of 2013. It has a strong infrastructure and reputation built up since 1995 when it launched the country's first digital network. Dialog offers a wide range of services including mobile, television, fixed line, and international roaming across 211 destinations. However, it faces threats from increasing competition and changing technology and regulations that could challenge its dominant market position in Sri Lanka.
QMobile is a Pakistani mobile phone company founded in 2009. It aims to provide innovative yet affordable mobile phones and tablets. It is now the top player in Pakistan's mobile market. The company's CEO, Mian Zeeshan Akhtar, wants to make QMobile Pakistan's most beloved brand by offering reliable products at low prices. QMobile uses celebrities in its advertising and focuses on the youth market. It faces competition from other brands like Nokia and Samsung but sees opportunities in expanding smartphone sales and gaining more rural customers.
This document provides an overview and analysis of Vodafone's strategic position in Egypt. It begins with a brief history of Vodafone Egypt and an evaluation of its vision and mission statements. It then analyzes Vodafone's internal and external factors through SWOT, IFE, and EFE matrix analyses. Finally, it evaluates Vodafone's competitive position against its main rivals Orange and Etisalat using Porter's Five Forces model and a competitive profile matrix. The analyses show that Vodafone has the largest market share in Egypt and generally performs well against its internal and external factors, but could improve by pursuing new opportunities in technology.
Orient Group of Companies is a leading manufacturer of electrical appliances in Pakistan. It was established in 1957 and has expanded to include distribution of brands like Mitsubishi, Samsung, and Transcend. Orient aims to increase growth through innovations, low electricity consumption, and a low cost strategy. It targets all family members and social classes through products at different price points and quality levels. Orient uses advertising and an integrated sales channel strategy. While it has a strong position in Pakistan, opportunities exist to improve operations, address issues like power outages, and expand internationally.
Study of consumer behaviour towards smartphonesSuvendu Ghorai
This document summarizes a study on consumer behavior towards smartphones. It analyzed data collected through a questionnaire of 50 respondents aged 20-30 years. Key findings include that 96% of respondents owned smartphones, with Samsung, Xiaomi and Moto being most preferred brands. 55% considered features over brand when choosing phones. Most purchased smartphones out of necessity or for upgrading. Friends and family had the biggest influence on purchasing decisions. The majority viewed smartphones as good value for money and useful.
The document summarizes ICT development in Laos, including telecommunications policy, regulation, network infrastructure, and frequency spectrum management. Laos' telecommunications sector is regulated by a 2001 law and a new draft law will replace it. Key telecom operators include Lao Telecom, ETL, and Millicom. Mobile subscriptions have grown significantly in recent years. Internet usage is also growing but capacity building efforts are still needed to develop Laos' ICT sector sustainably.
- India has experienced rapid growth in telecommunications over the last 10 years, adding over 750 million phones. However, revenue growth has been slower at 4% as tariffs are the lowest in the world.
- Rural areas will be the main driver of future growth as tele-density and broadband penetration are still low compared to urban areas. The government aims to increase rural tele-density and roll out broadband infrastructure nationwide.
- Telcos are focusing on upgrading networks to support 3G and investing in fiber infrastructure to prepare for 4G/LTE. However, financial constraints have led many operators to reduce capex. Consolidation in the industry is expected with the number of operators decreasing from 14 currently.
Benchmarking the Asia-Pacific Broadband Divideminges
The document discusses the digital divide in broadband access across Asia-Pacific countries. It finds that while some high-income countries like Korea and Japan have high broadband penetration rates, there are still significant differences across countries. Mobile broadband is becoming more important in developing countries where it is often the primary means of Internet access. The document recommends policies to encourage infrastructure investment, competition and access to promote broader broadband adoption.
1) NEC aims to strengthen its position in the global wireless broadband market and recover growth and profitability, with a target of 900 billion yen in sales and 9% operating margin by fiscal year 2012.
2) For LTE business, NEC will capitalize on its femtocell solution and expand into the TD-LTE market segment globally.
3) NEC's mobile backhaul strategy is to provide small cell solutions for high-speed LTE deployments in urban areas with high data traffic to improve speeds and spectrum usage.
PTCL is Pakistan's largest telecommunications company. The internship report summarizes the author's 6-week internship at PTCL working in various departments including OFAN operations, switching operations, wireless operations, and transport network operations. The report provides an overview of PTCL's history and operations, and describes concepts learned about optical fiber networks, switching technologies, wireless local loop systems, and next generation networks.
IPv6 readiness among APEC TEL member economiesAPNIC
Presented by Klée Aiken at the 54th Asia Pacific Economic Cooperation Telecommunications and Information Working Group held in Kyoto, Japan from 31 October to 4 November.
This document provides details on Ericsson's 5G training program for 2018, including an overview of course topics, learning levels, and individual course descriptions. The training program covers 5G fundamentals, core network topics like 5G EPC and virtualization, RAN topics like massive MIMO and beamforming, transport, and management/orchestration. Course durations range from video sessions to 5-day classroom instruction, and include both virtual and in-person learning options. Contact information is provided to learn more about Ericsson's training portfolio.
Report on Nepal Telecom by Neeraj Bhandari (Surkhet, Nepal)Neeraj Bhandari
Nepal Telecom is the largest telecommunications provider in Nepal, with a 60.30% share of the mobile phone market and 91% of fixed telephone lines. It has provided nationwide coverage since being established in 2032. However, it now faces competition from private companies like Ncell and United Telecom. While Nepal Telecom has a strong brand and history of service, it needs to improve its customer service, upgrade technologies more quickly, and streamline operations to address weaknesses like high overhead costs. Adopting new opportunities from technological advances and expanding rural coverage could help it thrive despite threats from competitors, regulations, and economic challenges.
The quality of service of the deployed LTE technology by mobile network opera...IJECEIAES
In this study, the real-world performance analysis of four Nigerian mobile network operators (MNOs), namely MTN, GLO, Airtel, and 9Mobile longterm evolution (LTE) cellular network, were analyzed and compared. The Nigerian MNOs utilize 5 MHz, 10 MH, and 20 MHz channel bandwidths based on third-generation partnership project’s (3 GPPs) recommendation. The presented analysis shows the uplink (UL), and downlink (DL) throughputs gaps in mobility condition as well as other LTE’s system quality of service (QoS) key performance indicators (KPI’s) of: Connection drop rate, connection failure rate, peak physical downlink throughput, minimum radio link control (RLC) downlink throughput threshold and latency are not strictly followed. The reason may be due to a lack of regulatory oversight enforcement. The comparative studies showed that MTN provides the best QoS. The introduction of novel LTE QoS metrics herein referred to as national independent wireless broadband quality reporting (NIWBQR) is the significant contribution of this study. The goal of this study is to show the quality of the network as it affects the user's experience. Important observation showed that all the MNOs are not adhering to the 3 GPPs specified user plane latency of 30 ms and control plane latency of 100 ms, respectively, which makes video streaming and low latency communication a near-impossible task.
Thaicom reported financial results for Q1 2011. IPSTAR service revenue increased 40.3% year-over-year and telephone services revenue grew 2.6% quarter-over-quarter. EBITDA was up 4.8% from the previous quarter. The company signed a major contract with Australia's NBN Co to provide bandwidth for 5 years with an option to extend. Thaicom also provided support for recovery of networks in Japan and Thailand affected by natural disasters. Overall business saw increased utilization and contracts across major markets such as India, Japan and China.
Thaicom reported financial results for Q1 2011. IPSTAR service revenue increased 40.3% year-over-year and telephone services revenue grew 2.6% quarter-over-quarter. EBITDA was up 4.8% from the previous quarter. The company signed a major contract with Australia's NBN Co to provide bandwidth for 5 years with an option to extend. Thaicom also provided support for recovery of networks in Japan and Thailand affected by natural disasters. Overall business saw increased utilization and contracts across major markets such as India, Japan and China.
The document provides an overview of Pakistan's telecom market, including key trends in mobile phones and network infrastructure. It notes that 72% of consumers now use smartphones, with Android being the most popular operating system. It also summarizes key metrics like mobile subscriber counts for the major carriers, the growth of 3G and 4G networks, broadband subscriber numbers, and foreign investment in the telecom sector. Looking ahead, it discusses opportunities to expand rural connectivity and develop the BPO industry to create jobs.
KT Corporation is South Korea's largest telecommunications company, providing broadband internet, mobile, IPTV, and other services to over 31 million subscribers. KT has established itself as an expert in broadband through its:
- Long history in South Korea since 1981 and extensive fiber optic network of over 530,000 km.
- Core competencies in areas like FTTH cell design, network deployment solutions, and centralized monitoring and management systems.
- Successful global projects providing fiber networks and broadband services in countries like Poland, Uzbekistan, Bangladesh, and Rwanda.
- Experience operating IDC business with over 100MW of data center capacity across 10 facilities in Korea.
The document provides an overview of Internet of Things (IoT) technologies, including both short and long range wireless technologies. It discusses low power wide area network standards like LoRaWAN and SigFox, as well as cellular technologies like LTE, LTE-Advanced, and 5G. It covers a wide range of topics like network architecture, spectrum fragmentation issues, carrier aggregation techniques, and voice over LTE. The presentation aims to provide insight into both current and emerging IoT/M2M technologies and their applications from both a technical and market perspective.
- Net revenues increased 6% to R$19.9 billion in 2013, while EBITDA grew 4% to R$5.2 billion.
- Key initiatives included expanding fiber infrastructure to 39 cities, deploying small cells and WiFi, and improving network quality.
- The customer base grew 4% to 73.4 million users with a focus on postpaid and data users. Postpaid subscribers increased 15% and data traffic grew 75%.
- Financial results were supported by initiatives to reduce costs including a 6% drop in leased line costs and lower bad debt. Capex was maintained at 20% of revenues.
The document summarizes key parameters of Mongolia's communications sector in 2013. It finds that the number of mobile communication users grew significantly between 2007-2013, reaching over 4 million users in 2013, while the number of landline users declined. Mobile networks saw substantial increases in traffic load and consumption over this period, while landline traffic and load decreased. The mobile market became more competitive between 2007-2013, with Unitel gaining significant market share from the top provider, Mobicom.
Raisecom is a global leading vendor of telecommunication and networking solutions headquartered in Beijing, China. It has over 1900 employees including 900 R&D engineers. Raisecom provides packet and optical transport, broadband access, wireless networking, industrial IoT, and network management solutions. It has a global footprint with products deployed in over 80 countries and revenues reaching over 3.8 billion RMB in 2021.
VICO Indonesia needs a wireless telemetry system to monitor its oil and gas wells. Telkom proposes an integrated solution using APN service from Telkomsel, Telkom MPLS VPN IP, and telemetry equipment. This would provide accurate data transmission via GPRS to VICO's wells. It would also scale easily as VICO adds new wells. The solution presents advantages over alternatives like wiring or satellites. Telkom believes it can implement this successfully given Telkomsel's GPRS network coverage of VICO's fields.
The document summarizes key communications sector statistics in Mongolia for 2013. It finds that the number of mobile phone users grew significantly between 2007-2013, reaching over 4 million users, while the number of landline users declined. Mobile networks saw large increases in traffic load and consumption over this period, with the major providers being Mobicom, Unitel, and Skytel. Landline network usage decreased between 2008-2013, with Telecom Mongolia maintaining the largest market share of users and traffic. Overall, mobile communications have come to heavily dominate the communications sector compared to declining landline services.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
2. 1.9% 1.8%
1.7%
Q2 20
Turkcell Group
History
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation | 2
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
-Turkcell was founded in 1994 by Mehmet Emin Karamehmet, within the structure of
Çukurova Holding, the biggest company of the period.
-Turkcell is the first Gsm operator in Turkey.
-On April 27, 1998, having signed a 25-year GSM license agreement with the
Ministry of Transport
3. 1.9% 1.8%
1.7%
Q2 20
Turkcell Group
History
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation | 3
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
Turkcell has become the first Turkish company to be listed
on the New York Stock Exchange since it put its shares up
for sale on the Istanbul Stock Exchange on July 11, 2000.
Turkcell continued its development by increasing the
variety and quality of its services based on mobile voice
and data communication, and accordingly the number of
customers.
4. 1.9% 1.8%
1.7%
Q2 20
Turkcell Group
History
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation | 4
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
KKTCell, a 100% Turkcell subsidiary, was put into service
in 1999 and operates within the framework of a revenue
sharing agreement with the Turkish Republic of Northern
Cyprus Telecommunication Department.
Lifecell company, 100% of which Turkcell owns in Ukraine,
started to provide mobile communication services in
February 2005.
5. 1.9% 1.8%
1.7%
Q2 20
Turkcell Group
History
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation | 5
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
As of December 2014, it has covered 99.81% of
Turkey's population in 2G/EDGE technology and
91.21% of the population in 3G technology.
Turkcell became one of the first operators in the
world to use HSPA+ technology. As one of the first
operators to implement HSPA+ technology in its
network, it has implemented two more new HSPA+
technologies in parallel with the increase in data
usage.
6. 1.9% 1.8%
1.7%
Q2 20
Turkcell Group
Current State
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation | 6
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
Turkcell has 36.8 million subscribers as of June 2019,
according to data.
It has increased its income by 23.5% in the last 1 year.
Targets ~18% growth next year.
It has 23Mn users on digital channels.
As of 2006, it provides international roaming services
with 491 operators in 185 countries and GPRS
international roaming services with 240 operators in 90
countries.
It participates in mobile operations in growing markets
such as Azerbaijan, Kazakhstan, Moldova and Georgia,
which it owns 41.45% of.
10. 1.9% 1.8%
1.7%
Q2 20
Turkcell Group
Current State
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation |
10
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
TV+ -> You can watch various television channels and movies such as Netflix
Fizy -> You can listen the music and podcasts such as Spotify
Dergilik -> You can read magazines and newspapers
Yaani -> You can search information in the Internet such as Google
Lifebox -> You can store data such as Google Drive
Bip -> You can talk chat friends such as Whatsapp
Superonline -> You can surf on the Internet with modem
Kaan Terzioglu who was Turkcell old CEO with me
11. 1.9% 1.8%
1.7%
Q2 20
Turkcell Group
Current State
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation |
11
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
Vision
Superior digital services for a better future
Mission
With our continuously developed competencies and strong ecosystem, in Turkey and in
the world adding value to our customers' digitalization journeys and enriching their lives
12. 1.9% 1.8%
1.7%
Q2 20
Turkcell Group
Board of Directors
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation |
12
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
Bülent Aksu CChairman of the Board
Figen Kılıç Member
Hüseyin Aydın Member
Tahsin Yazar Member
Şenol Kazancı Member
Julian Horn-Smith Member
Afif Demirkıran Member
Nail Olpak Member
Hüseyin Arslan Member
13. 1.9% 1.8%
1.7%
Q2 20
Turkcell Group
Senior Management
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation |
13
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
Murat Erkan General Manager
Osman Yılmaz Assistant General Manager of Finance
Serhat Demir Deputy General Manager for Law and Regulation
Kadri Özdal Assistant General Manager Responsible for Retail Sales
Ceyhun Özata Corporate and Home Sales Assistant General Manager
Fatih Alper Ergenekon Assistant General Manager of Marketing
Ataç Tansuğ Executive Vice President of Digital Services and Solutions
Serkan Öztürk Deputy General Manager Responsible for Information and Communacation Technologies
Gediz Sezgin Deputy General Manager for Network Technologies
Ali Türk Deputy General Manager for Supply Chain Management
Akif Konar Deputy General Manager for Strategy
Ali Rıza Esmen Deputy General Manager of Human Resources
14. 1.9% 1.8%
1.7%
Q2 20
Turkcell Group
Share Holders
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation |
14
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
Turkish Wealth Fund has %26 share of Turkcell. Hence Turkish government appoints
five members of the nine members on the Turkcell board of directors.
15. 1.9% 1.8%
1.7%
Q2 20
Turkcell Group
External Environment Scanning
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation |
15
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
Economic Environment:
Increasing need for communication with the COVID-19 pandemic
The depreciation of the Turkish lira causing inflation
Investment of new technologies (5G, IOT, Big Data, Artifical Intelligence)
TAXES AND FEE PAYMENTS REPRESENTED APPROXIMATELY 29%
OF TURKEY TELECOM MARKET REVENUE
16. 1.9% 1.8%
1.7%
Q2 20
Turkcell Group
External Environment Scanning
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation |
16
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
Social-Economic Environment:
Increasing of the Turkey’s population (migration)
Increasing young population in Turkey.
The prevalence of online shopping
The prevalence of cloud applications
Changing customers habits(Turkcell’s Application)
17. 1.9% 1.8%
1.7%
Q2 20
Turkcell Group
Task Environment Scanning
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation |
17
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
Customers:
Since Turkey is a low purchasing power country, customers give
importance to price policies
When customers buy a new phone, they want to buy it in installments in
addition to their line bills.
Turkey has a young population, so phone sales and internet usage are high.
18. 1.9% 1.8%
1.7%
Q2 20
Turkcell Group
Task Environment Scanning
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation |
18
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
Political and Legal Structure:
Imbalance in the Turkish economy
Foreign investor leaving the country
Instability in the country
High tax rates
Efforts to save energy and protect nature come to the fore and legal regulations and economic sanctions
come to the fore
34. 1.9% 1.8%
1.7%
Q2 20
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation |
34
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
Turkcell Group
Internal Environment
Turkcell Technology has been established in 2007 with the focus of R&D and
innovation in Information and Communication Technologies.
Foundation of Turkcell Technology is based on 10+ years experience of
Turkcell.
Today Turkcell Technology provides services and solutions to 100+ million
customers in many countries.
With 1000+ researchers, Turkcell Technology is one of the largest R&D
centers among ICT based companies in Turkey.
UNIVERSITY COLLABORATION
INTERNATIONAL COLLABORATIVE RESEARCH
COLLABORATION WITH OUR BUSINESS PARTNERS
Fastest fiber internet in Turkey
First and only TowerCo of Turkey
Largest White Space Capacity in Turkey (Datacenters)
Turkey’s Leading TechfinCompany (Paycell)
Research and Development:
36. 1.9% 1.8%
1.7%
Q2 20
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation |
36
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
Turkcell Group
Internal Environment
With the slogan "Connect to Turkcell to life", he emphasizes that
the shooting quality of his company is high.
Turkcell emphasizes that the company is young and dynamic with
its unique Selocan character.
MARKETİNG
37. 1.9% 1.8%
1.7%
Q2 20
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation |
37
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
Turkcell Group
Social Responsibilities
Turkcell Foundation -> One out of every five Turkcell employees Turkcell volunteer
Zekâ Gücü Project -> It aims to introduce students to technology and develop their skills.
Engel Tanımayanlar Project -> It contribute to the inclusion of people with disabilities in all
areas of social life and offer life-enhancing solutions.
Türk Sporu Project -> It gives support for the development of culture, arts and sports in
Turkey and for being praised in the international arena.
Geleceği Yazanlar Project -> It gives free certified software training.
39. 1.9% 1.8%
1.7%
Q2 20
11.7
Postpaid Prepaid
QoQ
Net Add 501K↑ 28K↑ 40K↑
1.8
0.7
62K
1.0
fiber
cable
xDSL
2.5
ARPU
TL
68.9
74.3 76.6
46.0
49.9
52.3
13.7% YoY 11.2% YoY
Q2 20 Q1 21 Q2 21
Mobile Blended (excl.M2M)
Investor Presentation |
39
Q2 20 Q1 21 Q2 21
Fiber Residential
Fixed broadband IPTV
fiber xDSL Total
9K↑ 40K↑ 617K↑
CHURN
MONTHLY AVG.
Q1 21 Q2 21
Mobile
Turkcell Group
Human Resources
-Rewarding for achievements
-Gives gifts to employees over 5 years and provides loyalty
-Flexible Working Support
-Health & Life Insurance
-It provides various trainings and mentoring support and supports the personal development of the employees.