Premier University

Faculty of Business Studies

4th semester
Section:H
Batch:21th
Date:23/5/2012
 ON
Operation management

Topic:Robi Bangladsh Limited

SUBMITTED To
Ela Saha
Lacturer
Premier University

SUBMITTED BY
group:
Batch:21th,Semester:4th
ROBI BANGLADESH LIMITED
 GEROUP MEMBER OF GROUP(LOREM VIA)

SL.NO NAME ID
1 MD.Bedarul Islam 1021114257
2 MD. Ghias Uddin ® 1021114258
3 MD. Jobayed Hossain 1021114260
4 MD. Bahar Uddin 1021114261
5 MD. Mehedi Hossain 1021114262
6 Mirol Dass 1021114308
 Robi Axiata Ltd.
Robi Axiata Ltd.
 Vision
 To be a leader as a Telecommunication
Service Provider in Bangladesh
 Mission
 Robi aims to achieve its vision through
being number ‘one’ not only in terms of
market share, but also by being an
employer of choice with up-to-date
knowledge and products geared to address
the ever changing needs of our budding
nation.
 Principle of Robi:
 Principles statements define how people want to behave
with each other in the organization.
 Emotional: Passionate, Creative, Respectful, Open
 Functional: Simple, Ethical, Transparent, Ownership
 No matter what we do in order to realize our purpose, we
hold ourselves accountable to the following overarching
guiding Principles for our organization.
 Passionate: We are Passionate-it’s in all of us. Whether
visible or hidden within for whatever reason. Everything we
do is about doing the best we can.
 Creative: Everything we do we should do in a creative
innovative manner. We bring energy to our work.
 imaginative and services to our customers.
 Respectful: We are truly respectful to each other, our subordinates, peers,
partners and customers. We treat everyone equally and we allow people to
express their thoughts opinions in a respectful manner.
 Open: We have no hidden agendas. We share information freely. We can
only be open with our customers, partners, and stakeholders if we are open
with ourselves- regardless of hierarchy.
 Simple: Everything we do and say should be simple and easy to
understand. In terms of communications we make sure the massaging is in
plain, simple language. Our plains are simple and uncomplicated.
 Ethical: we are moral, upright, honest, righteous, virtuous, honorable,
keeping our promises in all we say and do. We clearly align to our internal
and organizational code of ethics and code of honor. We will oppose all
forms of corruptions.
 Transparent: A few key words and phrases sums this up: Honesty,
openness, frankness, no lies, no deceit, no games, easily understood. We
are transparent with our customers, with each other, with our subordinate
and peers
 Ownership: whilst working individually or correctively, we clearly
demonstrate individual and collective ownership. Making mistakes is clearly
part of daily business as it is part of daily life- as long as we own up to this
clear, no culture of fear.
 Strategy formulation refers to the process of choosing the most appropriate course of action for the
realization of organizational goals and objectives and thereby achieving the organizational vision. The
process of strategy formulation basically involves six main steps. Though these steps do not
follow a rigid chronological order, however they are very rational and can be easily followed in this
order.
 Setting Organizations’ objectives - The key component of any strategy statement is to set the long-
term objectives of the organization. It is known that strategy is generally a medium for realization of
organizational objectives. Objectives stress the state of being there whereas Strategy stresses upon the
process of reaching there. Strategy includes both the fixation of objectives as well the medium to be
used to realize those objectives. Thus, strategy is a wider term which believes in the manner of
deployment of resources so as to achieve the objectives.
 While fixing the organizational objectives, it is essential that the factors which influence the selection of
objectives must be analyzed before the selection of objectives. Once the objectives and the factors
influencing strategic decisions have been determined, it is easy to take strategic decisions.
 Evaluating the Organizational Environment - The next step is to evaluate the general economic
and industrial environment in which the organization operates. This includes a review of the
organizations competitive position. It is essential to conduct a qualitative and quantitative review of an
organizations existing product line. The purpose of such a review is to make sure that the factors
important for competitive success in the market can be discovered so that the management can
identify their own strengths and weaknesses as well as their competitors’ strengths and weaknesses.
 After identifying its strengths and weaknesses, an organization must keep a track of competitors’
moves and actions so as to discover probable opportunities of threats to its market or supply sources.
 Setting Quantitative Targets - In this step, an organization must practically fix the
quantitative target values for some of the organizational objectives. The idea behind
this is to compare with long term customers, so as to evaluate the contribution that
might be made by various product zones or operating departments.
 Aiming in context with the divisional plans - In this step, the contributions made
by each department or division or product category within the organization is identified
and accordingly strategic planning is done for each sub-unit. This requires a careful
analysis of macroeconomic trends.
 Performance Analysis - Performance analysis includes discovering and analyzing the
gap between the planned or desired performance. A critical evaluation of the
organizations past performance, present condition and the desired future conditions
must be done by the organization. This critical evaluation identifies the degree of gap
that persists between the actual reality and the long-term aspirations of the
organization. An attempt is made by the organization to estimate its probable future
condition if the current trends persist.
 Choice of Strategy - This is the ultimate step in Strategy Formulation. The best
course of action is actually chosen after considering organizational goals, organizational
strengths, potential and limitations as well as the external opportunities.

Core competencies
 Principles:
 Robi Axiata Limited employees hold themselves
accountable to the following guiding Principles for the
organization.
 Emotional: Passionate, Creative, Respectful, Open

Functional: Simple, Ethical, Transparent, Ownership
 No matter what we do in order to realize our purpose,
we hold ourselves accountable to the following
overarching guiding Principles for our organization:

1. Being respectful towards everyone.
 2. Being trustworthy by action.
Being passionate and creative in all we do.
 3. Keeping things simple in the way we do things.
 4. Being ethical and transparent.
 5. Demonstrating individual and collective ownership.
 6. Practicing an open culture in communication and
MARKETING PRODUCT MIX
PLANNING
 PRODUCT  PRICE
 ROBI emphasizes on  Necessary changes in
continuous tariff structure and
improvement of changes in charges in
quality. terms and conditions.
 They reposition slow  Penetration pricing is
moving products to done by the company
different target in the face of
markets. competition
 • They are always  Skimming policy is
branding ROBI with all also adopted where
packages with a GSM possible.
services.
 PLACE  PROMOTION
 ROBI makes an The company publishes
effective use of brochures with all
distribution necessary information
 Makes product and and does press
service delivery advertisements. They
system more effective will do television
and time consuming commercials in future,
 ROBI provides wider and also make
distribution network to billboards.
make service more
accessible
SEGMENTATION
CUSTOMER SEGMENTATION

Segmentation

Demographic Geographic Psychographic

Public relationship
 Proposed Public relationship
building strategy
 tree plantation program.
 Acid victim fund.
 IT scholarship.
 ZATRA Utshab for the rural people.
 flood victim foundation.
 life guard/boat in the ferry.
 striker hunter (Football) program.
 puppet show for the rural people.
 blood donor association.
 lifeguard in the sea beach.
 worm cloth to the rootless people at winter.
 a helping fund for the village school going children.
 scholarship for the poor students of villages.
 Donate a strong amount of money at the moment of
natural disaster like drought, flood.
Customer Relationship
 Proposed Customer relationship building
strategy for ROBI:
 Direct main to post paid subscribers for event
programs.
 Arranging free concert for ROBI subscribers.
 Special gift offer at the direct sell.
 Celebrating ROBI Eid fair.
 Arranging ROBI technology Fair.
 Bye one SIM take a ticket of Water kingdom or
Fantasy Kingdom.
 Encourage customer to make complain.
Market shares Percentage

 Grameen56%
 Bangla Link17%
 Robi 15%
 Citycell5%
 Others7%
Network positioning:
 Price positioning

 Price positioning
 Prepaid Price
 Grameen900tk
 Bangla Link900Tk
 Robi 98tk
 Citycell1600 (with Hand Set)
 Warid300tk
Conclusion
After all the analyses from the secondary data we have
found the stronger base for conducting our next
phase of research which is primary data analysis
through questionnaire survey. The marketing
department of AKTEL assured us to give possible
cooperation regarding the next part of the research.
Our satisfaction as researchers will come when we will
be able to complete the research successfully without
any difficulties.
We hope that our report will become inspiration for the
fellow students who will read and learn from it.