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Dizz Ltd. is an international mobile phone network operation and was established in
the mid 1980s and was a subsidiary of a landline telephony company. Dizz Ltd.
currently owns 100% of the shareholdings in mobile phone network operations on 3
European countries and also owns majority shareholdings in other European, Asian
and African countries. Dizz Ltd. has 214 million customers. Dizz Ltd. is planning to
increase its total number of customers from 214 million in January 2012 to 474
million by January 2017.

The main Dizz Ltd. board cascades down group objectives for growth, cost reduction,
corporate social responsibility and quality standards. Five-year plans are produced
by the management team within each division but the plans must meet the overall
objectives set by the Dizz Ltd. Board. A recent staff survey, however, showed very
starkly that 68% of the workforce felt that the use of group emails was an
inadequate way of disseminating information and was not an effective way of
encouraging staff to have their say or ask questions. A recent reorganisation was an
example of this when 2 call centres were merged. Little is ever communicated about
the companys sales performance

The Dizz Ltd. board has always been a strong believer in the importance of
developing the companys own management team. The Dizz Ltd. management
trainee scheme, which was first implemented in 1990 has been regularly enhanced
to develop an experienced well trained pool of managers. Dizz Ltd. wants to put
more investment in its people as the Group Chief Executive Officer (CEO) is confident
that in this way employees will have the power to influence the success of the
company in this highly competitive environment. The Dizz Ltd. board believes that
by investing in training and development, both vocational and personal, Dizz Ltd. is
improving the wider skill base of its employees. The Group CEO and HR Director
both believe that trained employees will be highly motivated and will stay with Dizz
Ltd. for longer. The HR director is continuing to work with his teams to create an
environment within all areas of the group, across all countries, where staff can excel
and be rewarded for their contribution.

The executive directors and senior management teams across all 3 divisions receive
performance related pay, based on added value principles. This is extremely difficult
to measure. The group rewards senior employees using a range of performance
measures. These measures include revenues, share price and customer numbers, as
well as quality indictors, such as customer satisfaction, churn and the introduction of
new products and services.

In the European mobile phone network operating marketplace it is becoming
difficult for Dizz Ltd. to maintain its brand image and create differentiation. Dizz Ltd.
tries to maintain its brand image through the selection and procurement of exclusive
mobile phone handsets as well as through marketing campaigns and sponsorship.

The majority of staff are permanent and full time, but at any time, the company has
working for it a significant number of agency staff who have been in post, in many
cases, well over 12 months.

The European Customer Service Manager has established call centres in each of the
countries in which Dizz Ltd. operates. This has enabled Dizz Ltd. to remain close to its
customers and avoid creating any barriers to communication, but the constant
pressure experienced by call centre workers is now being cited as a reason for
increasing sickness absence levels. This situation is not helped by the ineffective
communication discussed above, and is said by employees to make things worse.

Dizz Ltd. has a range of new technologies available to its customers including
internet services and data transmission. Dizz Ltd.s market research teams continue
to look at emerging technologies and new services in order to deliver improved
telephony packages for its customers. The Dizz Ltd. board has not ruled out further
large acquisitions in order to secure majority shareholdings in growing networks in
the emerging markets.