Strategic Management

GROUP MEMBERS 1. JAWAD ALI RAY 2. SULTAN MEHBOOB 3. M. SULEMAN

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............................................ 19 2 ..................................................................................... 8 Threats: .............................................................................................................................................................. 19 Recommendations ....................................................................................................................... 14 SWOT Analysis ............................................................................................................. 12 External Factor Evaluation (EFE) ...................................... 15 Boston Consulting Group Matrix (BCG) ..................................................................................................................................... IV) ............................... 13 Competitive Profile Matrix ..................................5 Organizational Behavior of Warid ................................................................................. 4 Mission Statement .......................................................................... 16 Possible strategies to adopt: ................................................................................. 7 Opportunities .................................................................................................................................................................................................................................................................................................................................................................................. 7 Weakness ............................................................................................................................................................................ 6 SWOT Analysis.................................................................. 6 Organizational structure ........................................................................................................................................................................................10 Long term objectives:........................................................ 8 Direct competitors .................................... 17 Grow & Build (I................................................................................................................................................................................................................................................................................................................................................................. 11 Internal Factor Evaluation (IFE) ......................................................................................................................................................................................................5 Vision statement ......................................................................... 9 Short term objective: .................................................................................................................................... 16 Internal-External Matrix ............................................................................................................................................. II........................................................................................ 7 Strength ...........3 Introduction .........10 Warid strategic partner .......................................................CONTENTS Contents ACKNOWLEDGEMENT ............................................................................................................................................... 18 Conclusion .............................................................. 17 Grand Strategy Matrix ............................................................ 6 Market Share of Warid Telecom .............................................................................................................................................. 9 Marketing strategies ..............................................................

Noman Malik for helping us a lot in the project.ACKNOWLEDGEMENT First of all we are thankful to Allah Almighty for giving us strength and Courage for performing this project. THANKS! 3 . We are also thankful to all the employees of Warid who cooperate with us and provide us information to complete our project. Then we are thankful to our teacher Mr.

Warid Telecom International LLC.Introduction Warid Telecom International is an Abu Dhabi based mobile telecommunication firm providing telephony services Bangladesh. Pakistan and Uganda. and long distance international (LDI) for $291 million US dollars and was the first venture of Warid Telecom International LLC. Cango. 4 . In 2004. Warid is expected to launch in Georgia soon. purchased a license for operating a nationwide mobile telephony network.

but also as a universal provider of comprehensive communications services for both residential and business customers Warid's corporate identity seeks to reflect the changes in telecom sector in relation to helping customers keep pace with rapidly changing technology in the field of communication.Mission Statement ³Warid Telecom stated mission is to be the leader innovation and services´ Vision statement ³Our aim is to be perceived not only as a telecommunication operator of voice services. through maximum network coverage and clear connectivity that we have committed to provide´ 5 .

6 . y Warid Telecom is a large organization having a large number of employees at middle level.Organizational Behavior of Warid y Warid Telecom is a commercial organization and only profit is not its objective. lower level and non managerial level Market Share of Warid Telecom The market share of Warid telecom is 20% and other five companies have share of 80% Warid is attaining its customer day by day. Organizational structure y Warid is a tall organization because of more vertical organizational levels the hierarchy level of Warid telecom can show it easily y Warid telecom is operating its managerial activities with the help of centralized approach because the higher level staff doesn¶t allow the lower level staff to take decisions.

y Having modern network capabilities in respect of infrastructure. y Financial strength of share holder and their telecom expertise. Nokia and Wateen.SWOT Analysis Strength: y Large post paid generation. Weakness: y Need to expand network coverage y The product line is to narrow y Low promotional activities y Need to spend on advertisement y Need to increase brand awareness in the mind of people 7 . y Customers are loyal. y It has technical partnering involving ³SingTel´.

y Bring innovation and VAS and data service to increase revenue Threats: y Political instability y Price competition y High taxation rate y Larger network competitors coverage y Decreasing call rates 8 .Opportunities: y Market growth and industry expansion y Over 60% population in rural areas still underserved.

y Introducing new packages in Post Paid category y Offer competitive rates in the market y Increase in market reach through effective advertisements. y Introduce new high-tech technologies for improved network. y Launch sports program for youth. y Mobilink y Telenor y Zong y Ufone Marketing strategies y launching of customer relationship programs y Make popular the easy load.Direct competitors Direct competition of Warid service are those telecom companies which provide their services in Pakistan those companies are. y Provide better security for SIM 9 .

Short term objective: y Improve quality y Satisfy customers y Increase outlets y Provide all the advertised features Long term objectives: y Work with government to cut prices y Network in whole Pakistan 10 .

Coupled with Nokia's market-leading portfolio of phones. In addition. 11 .Warid strategic partner The partnership between Nokia and Warid Telecom aims to encourage the placement of the latest technologies in the hands of the masses and to support Warid Telecom in providing increased value to its customers across a variety of price segments. This will help increase the affordability and penetration of mobile phones across all levels of Pakistan's population. these Nokia phones will feature the latest mobile communications technology. Nokia will supply mobile phones to Warid which will be bundled and sold to the operator's Subscriber Identity Module (SIM) customers in Pakistan. Warid's GSM services will bring a new era of mobile communications that aims to both corporate and private consumers through increased communication and connectivity option. providing support to Warid's efforts to take mobile telephony in Pakistan to new levels of quality and availability. Under this agreement.

17 0.34 12 .50 0.20 0.20 0.51 0.50 3.40 0.20 0.20 0.20 0.4 0.25 1.30 0.Internal Factor Evaluation (IFE) strength weight Rating Weighted score QUALITY SERVICE Voice clarity Attractive packages Availability in all big cities weakness High level of taxation Expensive call rates Management Limited packages Limited coverage Total 0.00 2 3 3 1 2 0.15 0.45 0.25 0.17 3 2 1 2 0.15 0.

15 3 3 2 2 0.12 3 2 3 0.10 0.12 0.30 0.External Factor Evaluation (EFE) Opportunities Weight Rating Weighted score 3G license accustomed to be issued Coverage to the rural areas Moving to other countries Dual sim Threats Political Instability Inflationary pressures Implementation of custom appointment on handsets Competitors price Total 0.15 0.30 13 .10 0.20 0.60 2.36 0.10 0.15 1.72 0.00 4 0.30 0.30 0.36 0.

10 .20 .55 3 3 .60 . 1 2 3 4 5 Critical Success Factors Low cost Multi national Product Quality service quality management system network coverage good will Total Weight Ranking .Competitive Profile Matrix TELENOR Warid Sr.30 .20 .45 6 7 .60 .15 2 3 2 3 3 Weighted Score .30 2.20 .05 .20 .15 .40 .45 Ranking 4 2 3 3 3 Weighted Score .50 .15 1 4 2 .25 .10 . No.75 .45 3 14 .

5. Having modern network capabilities in respect of infrastructure. SO Strategies Moving to other countries is possible if have modern network capabilities in respect of infrastructure. Need to spend on advertisement 5. By expending market warid can escape from competitor¶s price. The product line is to narrow 3. Implementation of custom appointment on handsets possible by duel sim generation. Nokia and Wateen. 5. 4. Low promotional activities can improve 3G license accustomed is issued 4. 2.S 1. Need to increase brand awareness in the mind of people 1. 5. 2. 4. Financial strength of share holder and their telecom expertise. Market growth and industry expension 1. Threats ± T 1. Inflationary pressures can be deal with by large post paid generation. By introducing dual sim need of increase brand awareness in the mind of people can be achieved. It has technical partnering involving ³SingTel´. By increasing promotional activities warid can overcome political instability. By spending on advertisement Implementation of custom appointment on handsets is possible. Opportunities ± O Dual sim Moving to other countries Coverage to the rural areas 3G license accustomed to be issued 5. By expanding the product line warid can be escape from inflationary pressure. 3. Implementation of custom appointment on handsets 4. Large post paid generation. 3. 2. WO Strategies 1. Customers are loyal Weaknesses ± W 1. 4. Coverage to the rural areas can be made having financial strength of share holder and their telecom expertise. The product line can be expand by coverage to the rural areas 3. 3G license accustomed to be issued if Customers are loyal. Need to spend on advertisement should be done if market growth and industry expension is made. 2. 2. 15 . Overall expansion can be made if market growth and industries is grown. Need to expand 2. Nokia and Wateen. 4. 3. 3. 3. 4. Political Instability 2. Dual sim possible when it has technical partnering involving ³SingTel´. Can be saved from competitor¶s price if Customers are loyal. Political Instability can be over come due to financial strength of share holder and their telecom expertise. Low promotional activities 4. 2.SWOT Analysis Strengths . Competitors price ST Strategies 1. Market growth and industry expension relates to financial strength of share holder and their telecom expertise. WT Strategies 1. Inflationary pressures 3.

Boston Consulting Group Matrix (BCG) Division Revenue Profit Growth rate Relative Market share .70 Prepaid postpaid 73% 17% 70% 30% 15 09 Possible strategies to adopt:       Forward integration Backward integration Horizontal integration Market development Product development Market penetration 16 .80 .

99 IV V VI Low 1-1. II.99 I II III Medium 2-2.0-1.0-4. IV) We are flowing in the first quadrant as per our EFE matrix and IFE matrix.99 Weak 1.99 VII VIII IX Grow & Build (I. 17 .Internal-External Matrix IFE Strong 3.0-2.0 Average 2.99 EFE High 3-3.

18 . backward and horizontal integration Strong Competitive Position Quadrant III Retrenchment Concentric diversification Horizontal diversification Conglomerate Quadrant IV Concentric diversification Horizontal diversification Conglomerate diversification Joint venture Slow Market Growth We are falling in the first quadrant.Grand Strategy Matrix Rapid Market Growth Quadrant II Market development Market penetration Product development Horizontal integration Weak Competitive Position Quadrant I Market development Market penetration Product development Forward. Possible strategies which can be adopted are written above.

y Website doesn¶t provide the basic information about Warid Telecom. Warid is not very successful globally. y Warid have to offer the best SMS and MMS packages. but not considering quality of their network. Recommendations y People are unaware of Warid because of lack of advertisement. Customer complaints are not fulfilled by the Warid. There is no rapid response to the need of the customers. It¶s like that they can¶t manage their network by their own. best call rates and services to retain their customers. It seems they can¶t do research of market so they are taking help from international companies that are already functioning in the Pakistan. I have come to conclusion that to survive in the long run Warid is doing strategic partnership with Nokia and Ericson.V ads. y Makes their managerial level stable and make them aware of their packages. Warid is now unable to continue its cost leadership strategy. Warid is increasing its customer base.Conclusion So far looking at the Warid strategies. these are developing countries. So they must adopt the strategies to enhance it through T. and bill boards to aware about their product. And Warid is not very successful in both of the country. So it will create problems for them in the future. It is functioning in Bangladesh and Uganda. 19 . y Marketing strategies are unsuccessful and not meet customer wants. newspaper.