strategy prst

8/12/2019 Strategy Prst

1/33

STRATEGY

Presented By:

FOZIA QURESHI UROOS FATIMA

SUMAYYA KOUSAR ZAINAB ESSAJEE

Course Instructor:MR. ATHER QURESHI

Date:

SUNDAY, 18THJANUARY, 2009


2/33

Overview of our Presentation

Telenor Pakistan

Brief Intro Strategy

Values, Vision & Goal

Innovation

What is Strategy & Strategic Management

Warid Telecom Brief Intro

Strategy

Values, Vision & Goal

Innovation

Conclusion

Recommendations


3/33

What is Strategy?

A Combination of Instruments to meet

a given set of Objectives

OR

A Strategy is a Long Term Plan of actiondesigned to achieve a Particular Goal


4/33

1. Strategic Process

Strategic Management

. . . is an Art, Science & Crafting ofinto.

2. Formulating

3. Implementing

4. EvaluatingCross-functional Decision

that will enable an Organization to achieve its Long-Term Objectives

Sustainability

Feasibility

Acceptability


5/33

INTRODUCTION

o Telenor Pakistan is 100% owned by Telenor ASA

o Telenor Pakistan launched its operations in March 2005

o It ranks as worlds 7thlargest mobile operatorwith atotal of 153M Subscribersin its mobile operations.

o Telenor aim is to be the trusted mob i le service

provider for the Pakistani customer


6/33

TELENOR STRATEGY

o Telenor Pakistans Strategy is committedto Corporate Responsibility.

o Telenor is here to help people communicate.That goes for all the countries in which weoperate.


7/33

GLBOBAL STRATEGY

o Telenors Global Strategy is to develop leading position in theNordic regionwith a broad range of communicationservices.

o Focus On Subscriber Growth In Our Mobile Operations

o To strengthen position as an international mobile operator

o Respond to challenges

o Build trusting relationships

o Global coordination achieving local competitiveness


8/33

Telenors Vision & Goals

Vision

o To crystallizes the

customer.

o Delivering on what beingpromised

o Vision is they are to help

Vision

o The primary goal is to

create greater value forour shareholders,

customers,

employees,

partners & forsociety in general.


9/33

WHY PAKISTAN FOR TELENOR?

o Favorable macroeconomic & political environment

o Macroeconomic outlook looking positive andacceptable political stability

o Low market penetration and high growth expected

going forwardo A mobile hungry population

o Relatively unsophisticated and underdevelopedmarket

o Network build-out is scattered and of poor qualityo Potential for synergies

o Leverage Telenors significant experience in Asianemerging and developing markets


10/33

Telenor -setting the examples

o First time ever introduction of Easyload thatbrought revolutionary convenience for the

o First time ever facility for the prepaid customer

to Roam Abroad.o Handset and Internet connectivity anytime,

anywhere!

o For the first time in Pakistan Voice SMS thatallows whole new way of expression.


11/33

TELENORs CONTRIBUTION

o Telenors Contribution to Economy

o Telenors Social Responsibility

o Telenors Contribution to Society


12/33

Telenors Contribution to Economy

o Brought the single largest FDI (about 300 milliondollars) in 2005

o Paid Rs.1.2 Billion towards Custom duties

o HighestTax PayerAwardfrom CBR

o Have created more than 12,000 direct and indirect jobs.


13/33

Telenors Social Responsibility

o Telenor has registered a growing interest fromanalysts and investors who evaluate the groupnot only on the basis of profitability, but alsoinclude social, ethical and environmental criteria.

o Telenor has achieved a strong position on theworlds two most prestigious indexes of this kind,Dow Jones Sustainability Indexes andFTSE4Good.


14/33

Telenors Contribution To Society

o Telenor helps local communities wherever itoperates through its CSR initiatives

o Telenor Pakistan is committed to Pakistan and

was at the fore front of the earthquake reliefeffort.

o Telenor is committed to enhance globalcompetitiveness in Pakistan


15/33

INDUSTRY CHALLENGES

o Spectrum Management Issues

o Reducing taxation on GSM services

o Low-cost infrastructure solutions foremerging markets


16/33

INNOVATION

Innovation in telecommunications todaydoes not take place in a remote laboratory

Telenor is present in 13 diverse countriesacross two continents

our services and products pave the way fornew and emerging economies.


17/33

Continued.....

Telenor Research and Innovation (R&I)is aninnovation hub for Telenor with focus on

strategically driven innovation, conducting:

o Experimentation

o Testing And Demonstration

o Research And Analyses

o Trials


18/33

Continued...INOVATIONS...

o New products and services

o Service-orientated innovation

o Expanding the range of mobile broadband

o Broadband access changes the way peoplelive and work:


19/33

Telenor Research and Innovationconsists of five research units.....

o Business Models

o Products and Markets

o Service Platforms

o Network Technologies

o Commercialization


20/33

What matters most is the right

strategy, at the right time andprecision in execution...

How did Telenor decide to invest in Pakistan?

According to a presentation by Telenor itidentified 5 criteria before entering Pakistan:

o High growth potential

o Forward looking telecom policy

o Investment friendly climate

o Good regulatory execution

o Acceptable political and economic situation


21/33

How Telenor Succeeded With ItsEmerging Market Strategy

o The impressive part is that Telenor has not

sacrificed margins in the race for growth.

o Many of Telenors competitors - Vodafone,

Deutsche Telecom - have started to emulate itsstrategies.
http://telecompk.net/2008/12/30/telenor-emerging-market-strategy-success-swot/http://telecompk.net/2008/12/30/telenor-emerging-market-strategy-success-swot/http://telecompk.net/2008/12/30/telenor-emerging-market-strategy-success-swot/http://telecompk.net/2008/12/30/telenor-emerging-market-strategy-success-swot/


22/33

Forrester Researchdid a case study on

Telenor and praised its strategy andexecution...

The key take points include: right time,

targeting of emerging markets, policy of full

management control (avoided joint ventures)

and deployment of a repeatable methodology

(for example the djuice brand).
http://www.foreester.com/http://www.foreester.com/


23/33

By leveraging repeatable strategic methodologies

and pursuing an innovative twin-track geographic

strategy. While rivals were investing in developed

economies, Telenor focused on making money inemerging marketsand timing this investment

when they were experiencing explosive growth in

mobile. Telenor has been so successful that

competitors are now copying its approach. Vendor

strategists can learn from Telenor that size need not

be an inhibitor

Continued....


24/33

INTRODUCTION

Warid Telecom takes pride in being backedby the Abu Dhabi Group

One of the largest groups in the Middle Eastand the single largest foreign investor groupin Pakistan


25/33


26/33

MARKETING STRATEGY

Warid Telecom has re-launched and hascome up with an aggressive marketingstrategy to capture untapped areas.

They differ in quality service besides animproved network.


27/33

WARID TELECOM VISION

"To be the leading nationalcommunication providerwith a strong international presence.

Our top priority is provision of qualityservice

besides uncompromising attitude onquality,


28/33


29/33


30/33


31/33

Continued....

The key take points include:

o right time,

o targeting of emerging markets,

o policy of full management control (avoided joint ventures)

o deployment of a repeatable methodology (for example thedjuice brand).


32/33


33/33

strategy prst

Documents