1

TABLE OF CONTENTS 1. 2. 3. 4. 5. !. Executive Summary SWOT Analysis History of SWOT Analysis Seven Keys A a. '. c. (. ). +. -. 1.. lication of SWOT Analysis Stren%t&s Wea$nesses O ortunities T&reats SWOT Analysis "rame#or$ 1 2 2 3 4 5 5 ! ! ) ) + + 1. 11 12 13 14 15 15 1! 1) 1) 12.
2

SWOT *atrix ,eason History of telenor /ntro(uction to Telenor a. '. c. (. 0ro(ucts ,ivals *ar$et 1ision an( 2oal

11. 12. 13. 14.

Telenor *ana%ement 0&iloso &y Or%ani3ation *a Strate%ic 0lan SWOT Analysis of Telenor a. '. c. (. Stren%t&s Wea$nesses O ortunities T&reats

15.

4onclusion ,eferences

1!.

EXECUTIVE SUMMARY
T&is ro5ect is a'out t&e SWOT analysis of TE6E7O,. /t is a multinational cor oration of 7or#ay. 7or#e%ian telecommunication #as Esta'lis&e( in 1++4. #it& t&e assa%e of time it intro(uces t&ree more telecommunication cor orations. /n 1--5 it c&an%e( its name to telenor. /t &as its telecommunication net#or$ in a'out 12 countries. Has a very lea(in% an( stron% osition in its mar$ets8 #&ic& are multi(imensional an( international. /ts stren%t&s are its met&o(s of innovation8 its %oo( #ill social res onsi'ilities8 an( its #i(e mar$et. Wea$nesses are #ea$ services in Asian countries8 lac$ of (iversification. /t availe( t&e o ortunity of easy loa( an( cre(it s&arin%8 intro(uces mo'ile tv for t&e first time8 %ives t&e service of location reco%nition. T&reats are its local an( international rivals. /ts main t&reat in Asia countries lies in (ifference in culture.

SWOT ANALYSIS
T&e stu(y of internal an( external environment is an im ortant art of t&e strate%ic lannin% rocess. Environment &as t#o factors i.e. external an( internal. Environmental factors internal to t&e firm are Strengths 9S: or Wea nesses !W". External factors are classifie( as O##$rt%nities !O" Threats !T". So t&e analysis of t&ese four factors is a''reviate(8 calle( SWOT A7A6;S/S.

&ISTORY OF SWOT ANALYSIS

SWOT analysis came from t&e researc& con(ucte( at Stan'$r( Resear)h Instit%te 'r$* +,-./+,0.. T&e 'ac$%roun( to SWOT #as t&e nee( to fin( out #&y cor orate lannin% faile(< T&e researc& #as fun(e( 'y t&e fortune 5.. com anies to fin( out #&at coul( 'e (one a'out t&is failure. T&e ,esearc& Team inclu(e( o *arion o =os&er8 o =r Otis >ene e8 o Al'ert Hum &rey8 o ,o'ert Ste#art8 o >ir%er 6ie. Startin% in +,-.8 R$1ert F Ste2art at SRI in Menl$ 3ar Cali'$rnia lea( a researc& team to (iscover #&at #as %oin% #ron% #it& cor orate lannin%8 an( t&en to fin( some sort of solution8 or to create a system for ena'lin% mana%ement teams a%ree( an( committe( to (evelo ment #or$8 #&ic& to(ay #e call 4*anaging )hange4. T&e researc& carrie( on from +,-. t&rou%& +,-,. ++.. com anies an( or%ani3ations #ere intervie#e( an( a 56./item ?uestionnaire #as (esi%ne( an( com lete( 'y over 67... executives. Se8en e9 'in(ings lea( to t&e conclusion t&at in cor orations c&ief executive s&oul( 'e t&e c&ief lanner an( t&at &is imme(iate functional (irectors s&oul( 'e t&e lannin% team. =r Otis >ene e (efine( t&e @4&ain of 6o%ic@ #&ic& 'ecame t&e core of system (esi%ne( to fix t&e lin$ for o'tainin% a%reement an( commitment.

SEVEN :EYS
+. 5. ;. <. 6. -. 0. =. Val%es A##raise M$ti8ati$n Sear)h Sele)t 3r$gra* A)t M$nit$r an( re#eat ste#s + 5 an( ;

T&e analysis #as %iven in t&e follo#in% #or(in%s >W&at is %oo( in t&e resent is Satis'a)t$r98 %oo( in t&e future is an O##$rt%nit9A 'a( in t&e resent is a Fa%lt an( 'a( in t&e future is a Threat. T&is #as calle( t&e SOFT analysis>. W&en t&is #as resente( to Bric$ an( Orr in +,-< at t&e Seminar in 6on% ,an%e 0lannin% at t&e =ol(er 2ran( in Curic& S#it3erlan( t&ey c&an%e( t&e " to a W an( calle( it SWOT Analysis. SWOT #as t&en romote( in Britain 'y Uri) an( Orr as an exercise in an( of itself. As suc& it &as no 'enefit. W&at #as necessary #as t&e sortin% of t&e issues into t&e ro%ramme( lannin% cate%ories ofD 1. 2. 3. 4. 5. !. 3r$(%)t E#&at are #e sellin%<F 3r$)ess E&o# are #e sellin% it<F C%st$*er Eto #&om are #e sellin% it<F ?istri1%ti$n E&o# (oes it reac& t&em<F Finan)e E#&at are t&e rices8 costs an( investments<F A(*inistrati$n Ean( &o# (o #e mana%e all t&is<F

T&e rocess &as 'een use( successfully ever since. >y 5..<7 no#8 t&is system &as 'een fully (evelo e(8 an( roven to co e #it& to(ay@s ro'lems of settin% an( a%reein% realistic annual o'5ectives #it&out (e en(in% on outsi(e consultants or ex ensive staff resources. >y t&e stu(y %iven a'ove #e came to $no# t&at

 T&e SWOT analysis is an extremely useful tool for un(erstan(in% an( (ecisionGma$in% for all sorts of situations in 'usiness an( or%ani3ations. SWOT Analysis is a sim le 'ut o#erful frame#or$ for analy3in% one@s com any@s Strengths an( Wea nesses8 an( t&e O##$rt%nities an( Threats one face. SWOT Analysis is a tool for au(itin% an or%ani3ation an( its environment. /t is t&e first sta%e of #lanning an( let mar$eters to focus on $ey issues.

A33LICATION OF SWOT ANALYSIS@

/t is a lica'le to eit&er cor orate level or 'usiness unit level. "re?uently a ears in mar$et lans. /t@s useful #&en very limite( amount of time is availa'le to a((ress a com lex strate%ic situation. /t &el s you carve a lea(in% an( sustaina'le osition in mar$et. /t &el s you (evelo yourself in a #ay t&at ta$es 'est a(vanta%e of TA6E7TS8 A>/6/T/ES an( O00O,TB7/T/ES. 7o# #e come to t&e ty es of analysis. INTERNAL ANALYSIS /n t&is #e stu(y t&e ca a'ilities of or%ani3ation. T&is can 'e (one 'y examinin% an( analy3in% or%ani3ation@s strengths an( 2ea nesses. EXTERNAL ANALYSIS It is actually t&e stu(y of external environment of or%ani3ation. /n it #e i(entify t&ose $eys #&ic& 'rin% o ortunities for your or%ani3ation an( t&ose oints #&ic& create t&reats or o'stacles to our erformance. T&e stu(y of internal an( external environment is an im ortant art of t&e strate%ic lannin% rocess. Environment &as t#o factors i.e external an( internal. Environmental factors internal to t&e firm are Strengths 9S: an( Wea nesses !W". External factors are classifie( as O##$rt%nities !O" an( Threats !T".

 S$ the anal9sis $' these '$%r 'a)t$rs is a11re8iate(7 )alle( SWOT ANALYSIS.

SWOT ANALYSIS FRAMEWOR:@

En8ir$n*ental Anal9sis A B Internal Anal9sis External Anal9sis A B A B Strengths Wea nesses O##$rt%nities Threats C SWOT Matrix

Here a ?uestion arises t&at HW&at are stren%t&s8 #ea$nesses8 o ortunities an( t&reats<

STRENDT&S@
A firm@s stren%t&s are its resources an( ca a'ilities t&at can 'e use( as a 'asis for (evelo in% a com etitive a(vanta%e. Exam les of suc& stren%t&s inclu(eD

A ne# innovative ro(uct or service. Stron% 'ran( names. 2oo( re utation amon% customers. 4ost a(vanta%es from ro rietary $no#G&o#. Exclusive access to &i%& %ra(e natural resources. "avora'le access to (istri'ution net#or$s. 6ocation of your 'usiness. Iuality rocesses an( roce(ures. 0atents. S ecial mar$et ex ertise. Any ot&er as ect of 'usiness t&at a((s value to ro(uct or services.

WEA:NESSES@
T&e a'sence of certain stren%t&s may 'e vie#e( as a #ea$ness. "or exam le8 eac& of t&e follo#in% may 'e consi(ere( #ea$nessesD

0oor ?uality ro(ucts or services. A #ea$ 'ran( name. 0oor re utation amon% customers. Hi%& cost structure. 6ac$ of access to t&e 'est natural resources. 6ac$ of access to $ey (istri'ution c&annels. 6ocation of your 'usiness. Bn(ifferentiate( ro(ucts or services. 6ac$ of atent rotection. 6ac$ of mar$etin% ex ertise.

/n some cases8 a #ea$ness may 'e t&e fli si(e of stren%t&. Ta$e t&e case in #&ic& a firm &as a lar%e amount of manufacturin% ca acity. W&ile t&is ca acity may 'e consi(ere( a stren%t& t&at com etitors (o not s&are8 it also may 'e a consi(ere( a #ea$ness if t&e lar%e investment in manufacturin% ca acity revents t&e firm from reactin% ?uic$ly to c&an%es in t&e strate%ic environment.

O33ORTUNITIES@
T&e external environmental analysis may reveal certain ne# o rofit an( %ro#t&. Some exam les of suc& o ortunities inclu(eD

ortunities for

A (evelo in% mar$et. *ovin% into ne# mar$ets for im rove( rofits. A mar$et vacate( 'y ineffective com etitor. An unfulfille( customer nee(. Arrival of ne# tec&nolo%ies. 6oosenin% of re%ulations. ,emoval of international tra(e 'arriers.

T&REATS@
4&an%es in t&e external environmental also may resent t&reats to t&e firm. Some exam les of suc& t&reats inclu(eD

4onsumer tastes c&an%es or s&ifts a#ay from t&e firm@s ro(ucts. Su'stitute ro(ucts. 7e# re%ulations. /ncrease( tra(e 'arriers. A ne# com etitor in your &ome mar$et. 0rice #ars #it& com etitors. 4om etitor@s su erior access to c&annels of (istri'ution. /nnovative ro(ucts or services 'y com etitor.

T&E SWOT MATRIX@

To (evelo strate%ies t&at ta$e into account t&e SWOT rofile8 a matrix of t&ese factors can 'e constructe(. T&e SWOT matrix Ealso $no#n as a TOWS MatrixF is s&o#n 'elo#D

SWOT A TOWS MATRIX@

Strengths Wea nesses

O##$rt%nities SGO strate%ies WGO strate%ies

Threats

SGT strate%ies WGT strate%ies

S/O strategies ursue o ortunities t&at are a %oo( fit to t&e com any@s stren%t&s. W/O strategies overcome #ea$nesses to ursue o ortunities. S/T strategies i(entify #ays t&at t&e firm can use its stren%t&s to re(uce its vulnera'ility to external t&reats. W/T strategies esta'lis& a (efensive lan to revent t&e firm@s #ea$nesses from ma$in% it &i%&ly susce ti'le to external t&reats.
-

REASON FOR C&OOSIND TELENOR

Telen$r is a *ultinational cor oration &avin% a %reat sco e an( a #i(e ran%e to 'e (iscusse(. /ts %ro#t& rate in t&e telecommunication #orl( is very im ressive. We can stu(y 'ot& of its mar$ets i.e. 7ational an( /nternational. >ein% a stu(ent of *>A #e s&oul( select a com any for (iscussion #&ic& com letely satisfies t&e to ics re?uire( 'y t&e ro5ect. So is t&ere in it.

&ISTORY OF TELENOR

T&E INTRO?UCTION OF T&E TELE3&ONED

T&e years of 1+55 to 1-2. #as a ioneerin% erio( in t&e &istory of 7or#e%ian telecommunications. =urin% t#o %enerations8 t&e 7or#e%ian society ex erience( t&e intro(uction of t&ree ne# means of communicationsD t&e tele%ra & in t&e years of 1+5.8 t&e tele &one aroun( 1++. an( #ireless tele%ra &y J ra(iotele%ra &y J at t&e turn of t&e century.

NORWEDIAN TELECOM TO TELENOR@

/n 1--48 7or#e%ian Telecom #as esta'lis&e( as a u'lic cor oration. One year later8 it c&an%e( its name to Telenor. /n =ecem'er 2...8 Telenor #as artly rivati3e( an( liste( on t&e stoc$ exc&an%e.

INTERNATIONAL ?EVELO3MENT@
Telenor &as un(er%one momentous c&an%e as a %rou J from 'ein% a stron%8 national o erator #it& si%nificant international &ol(in%s to 'ecomin% an international8 #orl(Gclass rovi(er of mo'ile communications services.

1.

MANUAL TELE3&ONY TO AUTOMATIC NMT@

*anual mo'ile tele &ony services #ere intro(uce( in 7or#ay in 1-!!8 as a forerunner to t&e automatic 7or(ic Automatic *o'ile Tele &one E7*TF system8 #&ic& a eare( in 1-+1. /ts (i%ital successor8 2lo'al System for *o'ile E2S*F8 #as intro(uce( in 1--38 an( t&ir( %eneration mo'ile net#or$8 Bniversal *o'ile Telecommunication System EB*TSF8 #as launc&e( for commercial use in 2..4.

INTRO?UCTION TO TELENOR
3RO?UCTS@
Telenor is Telecommunication 4om any of 7or#ay. /t rovi(es its services in fiel( of communication in form of follo#in% t&ree ro(uctsD 1. *o'ile O erationsE4onnectionsF 2. "ixe( 6ine 3. >roa(cast

RIVALS@
Telenor is a multinational com any. /t is #ell s rea( all over t&e #orl(. ,ivals of telenor in (ifferent countries areD 0a$istanD *o'ilin$ Bfone Wari( 0a$tel /nsta &one 3on% 7or#ayD 7et4om 4&ess Tele2 1entelo >an%la(es&D A$tel >an%lalin$ 4itycell Teletal$ *alaysiaD *axis 4elcom T&ailan(D A/S True move T&ai *o'ile

=enmar$D T=4 *o'il TeliaSonera Tele2 Hi32

S#e(enD TeliaSonera Tele2 K3L

Hun%aryD

*ontene%roD

Ser'iaD
11

Bl$rainD

,ussiaD

TG*o'ile *TS 1o(afone

TG*o'ile

*TS 6ife >eeline

B*4 *e%afon

MAR:ETS E O3ERATORS@
Telenor &as mer%e( into t&ree 'usiness areas. *O>/6E O0E,AT/O7SD

TelenorMs mo'ile o erations are coverin% 12 countries an( 3 re%ions. /ts com any name is (ifferent in (ifferent countries. T&e mar$ets of Telenor in (ifferent countries in ercenta%e #it& ot&er rivals are as follo#sD 0a$istan >an%la(es& *alaysia T&ailan(

7or#ay

=enmar$

S#e(en

Hun%ary

*ontene%ro

Ser'ia

B$rain

,ussia
12

7oteD >lue s&a(e( area of circle re resent Telenor mar$et "/NE= 6/7ED

Telenor is t&e lea(in% rovi(er of fixe(Gline telecommunications services in 7or#ay8 #it& a stron% osition in t&e %ro#in% 'roa('an( mar$et t&rou%&out 7or#ay8 S#e(en an( =enmar$. >,OA=4ASTD

Telenor is t&e lea(in% rovi(er of television an( 'roa(castin% services to consumers an( enter rises in t&e 7or(ic re%ion8 measure( 'y su'scri'ers an( revenues.

VISION@
1ision of telenor is to 'e t&e lea(in% telecommunication com any of #orl(.

DOAL@
Telenor@s rimary %oal is to create %reater value for our s&are&ol(ers8 customers8 em loyees an( artners8 an( for society in %eneral. Telenor strive to 'e a (rivin% force in creatin%8 sim lifyin% an( intro(ucin% communication an( content solutions to t&e mar$et lace. */SS/O7 STATE*E7TD K&el#ing #e$#le t$ C$**%ni)ateL

TELENOR MANADEMENT 3&ILOSO3&Y

13

Telenor consi(ers %oo( cor orate %overnance to 'e an essential tool for ac&ievin% t&eir vision8 value creation an( strate%ic %oals8 com lyin% #it& t&eir values an( for maintainin% %oo( cor orate culture. "urt&ermore8 %oo( cor orate %overnance is im erative for cre(i'ility an( for access to ca ital. Telenor cor orate %overnance inclu(es o enness an( trans arency to#ar(s t&e com any@s o#ners8 t&e 4or orate Assem'ly8 t&e >oar( an( 2rou *ana%ement8 as #ell as ot&er intereste( arties suc& as t&e 2rou @s em loyees8 customers8 su liers8 cre(itors8 u'lic aut&orities an( society in %eneral.

RES3ONSIBLE COR3ORATE CULTURE TO SECURE VALUE CREATION@

,ules an( roce(ures rovi(e Telenor #it& a soun( latform for %oo( cor orate %overnance an( for t&e furt&er (evelo ment of a ositive8 res onsi'le an( &ealt&y cor orate culture. T&e 2rou *ana%ement is res onsi'le for ensurin% t&e existence of internal rules8 roce(ures an( structures t&at can efficiently secure value creation for all sta$e&ol(ers an( #&ere aut&ority an( res onsi'ilities are clearly set out an( mutually un(erstoo(.

RULES AN? REDULATIONS@

Telenor is su'5ect to 7or#e%ian rules an( re%ulations in countries in #&ic& t&e 2rou con(ucts 'usiness. Telenor@s s&ares are liste( on t&e Oslo Stoc$ Exc&an%e. As an issuer of s&ares8 t&e com any must com ly #it& t&e 7or#e%ian rules an( re%ulations. >ein% a multinational com any it also follo#s t&e la# of country8 it is in.

COR3ORATE ASSEMBLY MEMBERS@

0ursuant to 7or#e%ian la#8 Telenor &as a 4or orate Assem'ly an( a >oar( of =irectors.

ORDANIFATION MA3 OF TELENOR@

14

Telenor $&$ Jon Fredri- )a-saas President & CEO

Chief Financial Officer Trond . Westlie Executive Vice President

Legal

&trateg

(ordic %orten Karlsen &'rb Executive Vice President

$sia $rve Johansen Senior Executive Vice President

Central!East E"ro#e Jan Edvard Th gesen Executive Vice President

Other )"siness

Global Coordination Ragnar Korsth Executive Vice President

Gro"# +R )*'rn %agn"s Ko##er"d Executive Vice President

Gro"# Co,,"nications +ilde %. Tonne Executive Vice President

15

Strategi) 3lan
Telenor@s main strate%y is to focus on su'scri'er %ro#t& in mo'ile o erations an( to increase overall rofita'ility 'y com'inin% 2rou in(ustriali3ation #it& local (rive an( res onsiveness. "urt&er8 to (evelo lea(in% osition in t&e 7or(ic re%ion #it& a 'roa( ran%e of communication services.

T&is strate%y im lies t&e follo#in% focus areasD

T$ strengthen #$siti$n as an internati$nal *$1ile $#erat$r@

Telenor inten( to continue to stren%t&en mo'ile in(ustriali3ation mo'ile o erations 'y o'tainin% control over selecte( mo'ile com anies. 4ontrol is essential to 'enefit from crossG'or(ers syner%ies8 suc& as scale in rocurement8 to (evelo ne# services an( im lement 'est ractices8 to im rove o erational efficiency an( to increase overall rofita'ility. T&ey inten( to mana%e t&eir nonG strate%ic investments as financial investments an( try to exit from international mo'ile o erations #&ere t&ey cannot o'tain control over time.

T$ strengthen #$siti$n in the N$r(i) regi$n@

Telenor inten( to continue to streamline t&eir mo'ile an( fixe( line o erations in t&e 7or(ic re%ion 'y ex loitin% t&e 'enefits resultin% from economies of scale an( crossG'or(er syner%ies.

T$ 1e the lea(ing #r$8i(er $' )$**%ni)ati$ns ser8i)es in N$r2a9@

>ein% t&e lea(er in a 'roa( ran%e of services in 'ot& t&e resi(ential an( 'usiness mar$ets in 7or#ay8 Telenor see$ to im rove rofit erformance in t&e mo'ile an( fixe( areas 'y intro(ucin% ne# services an( t&rou%& a #i(e ran%e of costGcuttin% initiatives.

T$ )$ntin%e t$ 1e the lea(ing (istri1%t$r $' TV ser8i)es t$ )$ns%*ers in the N$r(i) regi$n@
Telenor #ill continue to (evelo ne# o ortunities to stren%t&en t&eir strate%ic osition as a lea(in% (istri'utor of su'scri tionG'ase( television in t&e 7or(ic
1!

re%ion. T&ey focus on attractin% ne# su'scri'ers an( increasin% revenue er user 'y rovi(in% attractive content an( ne# interactive services .

SWOT ANALYSIS OF TELENOR

STRENDT&S OF TELENOR@
Telenor is a multinational com any. /t &as its 'ranc&es in 12 (ifferent countries an( mostly &ol(s t&e mar$et of many countries. TelenorMs stren%t& lies in its mana%ement tacts an( t&e fact t&at it is s rea(in% it mar$et all over t&e #orl(. Some of t&e stren%t&s of telenor areD MET&O? OF INNOVATION@ *ost of t&e innovation in telecommunications to(ay (oesnMt &a en in la'oratories. /t &a ens an( evolves in a &i%&ly (ynamic inter lay 'et#een user (eman(s an( tec&nolo%ical a(vances. Telenor (oes innovations in t&e manner ex laine( a'ove an( succee( most of time in as it is t&e 'est #ay one can move for#ar( accor(in% to its environment. DOO?WILL T&ROUD& SOCIAL RES3ONSIBILITY@ Telenor currently &as a %oo( un(erstan(in% of &o# its activities8 ro(ucts an( services can im act on t&e environment. Telenor are committe( to reventin% or minimi3in% t&ose im acts. T&e follo#in% act of telenor create %oo(#ill amon% t&e %overnment an( eo le in sense t&at t&ey $no# t&eir res onsi'ility to#ar(s t&e environment an( are try to ma$e t&e environment free of ollution. MAR:ET@

Telenor is rovi(in% services in 12 countries across t&e #orl( in Euro e an( Asia. Telenor users in t&e #orl( are more t&an 14) million eo le.

1)

Telenor is increasin% t&e local com etitiveness of mo'ile o erations 'y ta$in% a(vanta%e of %lo'al 5oint com etence an( scale. RECYCLIND OF MOBILE 3&ONES@ *o'ile &one recyclin% is a $ey area. Telenor recycles tens of t&ousan(s of mo'ile &ones t&rou%& its recyclin% ro%rammes in Hun%ary8 Ser'ia an( 7or#ay. Telenor are currently #or$in% on a ermanent recyclin% ro%ramme t&at #ill encom ass all of mar$ets. 3OWERIND BASE STATIONS BY RENEWABLE ENERDY@ Telenor is currently testin% &y(ro%en8 #in( an( solar ener%y as o#er sources for 'ase stations. A romisin% result is t&at t&ese rene#a'le ener%y sources ro(uce more ener%y t&an is re?uire( to o#er t&e 'ase stations. T&is excess electricity can 'e use( to 'enefit local communities in t&e future. To ac&ieve t&is8 Telenor #ill (e en( on stron% artners&i s #it& ener%y rovi(ers. TelenorMs rene#a'le ener%y effort is an investment t&at #ill ensure net#or$ sta'ility in a future #&ere t&e su ly of electricity may 'e unrelia'le an( ex ensive.

WEA:NESSES@
SERVICES@ /n 0a$istan service of Telenor is not u to t&e mar$. Telenor (oes not rovi(e covera%e at all areas of 0a$istan. Si%nals of Telenor in many areas are #ea$. ,ates of Telenor are very &i%& if ac$a%es are not activate(. 0ac$a%es li$e djuice ma$es sms very c&ea 'ut increases call rates. NO ?IVERSIFICATION@ Telenor no (ou't is (evelo in% (ay 'y (ay an( ro%ressin% 'ut it is (ealin% in 5ust one ty e of 'usiness t&at is telecommunication. /ts rivalry is increasin% fast still Telenor is not (iversifyin% to#ar( ot&er 'usiness.

1+

O33ORTUNITIESD
EASY LOA?@ Telenor intro(uce( easy loa( as #ell as s&arin% of cre(it. T&is #as first time intro(uce( in 0a$istan t&at a erson can loa( cre(it of only ,s. 1. or more t&an t&at #it&out 'uyin% a car( of ,s. 1... As 'efore t&is8 t&ere #as only t&e system of re ai( car(s. So it 'ecame easy an( convenient for all to loa( cre(it of &o# muc& t&ey #ant. MOBILE TV@ /ntro(uces mo'ile tv first. 7o net#or$ ot&er t&an telenor felt t&e nee( an( im ortance of it. /t #as an innovation an( attracte( eo le a lot.
HT&e (evelo ment &as reveale( t&at t&is #as t&e ri%&t #ay to %o. 7or#ay is one of t&e #orl(@s lea(in% nations, when it comes to developing mobile services. This is not least due to the cooperation between mobile operators and service providers sa!s, director o" the External Service #ar$et %epartment

. 3AYMENT OF BILLS@ /n >an%la(es&8 eo le #it&out a 'an$ account can no# ay t&eir electricity 'ills safely an( conveniently t&rou%& a ne# solution 'ase( on mo'ile communication. T&ey (onMt even nee( t&eir o#n mo'ile &one. /n =raymen8 7or#ay8 &omecare nurses can (o t&eir office #or$ on a mo'ile 0=A8 allo#in% &alf an &our of extra time for t&eir atients every (ay.

T&REATS@
CENTRAL ASIA@ /t #as a tou%& tas$ an( a very c&allen%in% ste for Telenor 4or oration to start its net#or$ in 4entral AS/A 'ecause in t&ese areas ma$in% t&e min(s of eo le for 'uyin% a ro(uct is a tou%& tas$. Here eo le al#ays refer t&e customi3e( an( local ro(ucts

1-

/n Asian countries t&e 'asic nee(s of t&e eo le are not fulfille( so t&ey cannot affor( a mo'ile. So it is a c&allen%in% tas$ to motivate t&em to use mo'ile . CULTURE@ T&e c&an%e 'et#een t&e cultures ma$es t&e %reatest resistance. 0eo le (o not trust t&e ne# es ecially #estern com anies an( also (onMt acce t t&eir #ays an( strate%ies of 'usinesses. COM3ETITION WIT& LOCAL MAR:ET@ . 4om etition in a forei%n country #it& local com anies is a %reat t&reat as a sin%le #ron% ste of not only t&e or%ani3ation itself 'ut t&e country can affect t&e #&ole 'usiness. ENVIRONMENT@ T&e fluctuatin% an( unsta'le situations i.e. olitical8 economical8 social situations of countries es ecially in central Asia really effect t&e %ro#t&8 osition8 investment an( rofit level an( service ?uality an( availa'ility.

2.

CONCLUSION
Telenor is a telecommunication com any &avin% fe#er #ea$nesses 'ecause of its #ell or%ani3e( mana%erial structure an( a 'etter stu(y of local mar$ets. =es ite of &avin% so many t&reats Telenor came #it& very attractive ac$a%es an( ca ture( t&e attention of youn%sters8 s&ift of youn% %eneration #as (ue to affor(a'le rates8 relaxation in S&ort *essa%e Service8 Easy 6oa( "acility an( 20,S "acility all at a same time. Telenor face( a lot of c&allen%es (urin% last years 'ut survive( (ue to strate%ic lannin% an( 'etter (istri'ution of sales an( services.

21

REFERENCES +. Internet a. 1. ). (. 5. B$$ s a. Manage*ent Dri''in Telen$r.)$* Wi i#e(ia As .)$* g$$gle.)$*

22