Strategic

Management
Process Analysis of
Dialog Axiata PLC

National School of Business Management

BM in Accounting and Finance

i
17.2

Abstract

The purpose of this paper is to evaluate the current strategic management

process of Dialog Axiata PLC which they have been implementing to attain
organizational goals and objectives. Furthermore this paper discusses current
strategic issues which the company has to face due to lack of strategic planning
as well as some recommendations to overcome them to gain a swift advance
over their rivals. This paper suggest that the company should focus more in core
competencies and providing more efficient and effective customer service and
review their human resource requirements to gain a significant advantage over
their rivals.

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Contents
01. Introduction ...............................................................................................................
1
01.1. Introduction to strategic management ...............................................................
1
01.1.2 Strategy .............................................................................................................
1
01.1.3 Levels of strategy ..............................................................................................
1
01.1.3.1. Corporate level .......................................................................................... 1
01.1.3.2 Business level ............................................................................................. 2
01.1.3.3 Functional level .......................................................................................... 2
01.1.4. Benefits of Strategic Management ..................................................................
3
1.2. Company Introduction ..........................................................................................
3
2. Strategic Purpose – Dialog Axiata PLC .........................................................................
5
2.1 Vision - ....................................................................................................................
5
2.2 Mission ...................................................................................................................
5
2.3 Values .....................................................................................................................
5
2.4 Corporate Governance of the Dialog Axiata PLC; ..................................................
6
2.5 Stakeholders of the Dialog Axiata PLC; ..................................................................
6
3. SWOT Analysis & PESTEl Analysis of Dialog Axiata PLC. ..............................................
7
3.1 SWOT Analysis ........................................................................................................
7
3.2 PESTEl Analysis .......................................................................................................
8
4. Strategic choices. .........................................................................................................
9
4.1BCG (Boston Consulting Group) matrix for Dialog Axiata PLC. ...............................
9

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 4.2 Internal and External Matrix for Dialog Axiata PLC. ...............................................
9
4.3 TOWS analysis for strategic choices. ....................................................................
10
5. Practical implementation of strategies ......................................................................
13
5.1 Organisational Structure of Dialog plc. ................................................................
16
6. Recommendations .....................................................................................................
17
7. Conclusion ..................................................................................................................
18
8. References..................................................................................................................
19

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01. Introduction

01.1. Introduction to strategic management

In the field of management, strategic management involves the formulation

and implementation of the major goals and initiatives taken by and
organization’s top managers on behalf of owners, based on consideration of
resource and an assessment of the internal and external environments in which
the organization operations.

Strategic management provides overall direction to an enterprise and involves

specifying the organization’s objectives, developing policies and plans to
achieve those objectives and then allocating resource to implement the plans.

Moreover, strategic management involves in setting objectives, analyze the

competitive environment, analyzing the internal organization, evaluating
strategies, and ensuring that management rolls out the strategies across the
organization.

01.1.2 Strategy

Definition of business strategy is a long term plan of action designed to achieve

a particular goal or set of goals or objectives. Strategy is management’s game
plan for strengthening the performance of the company. It shows how business
should be conducted to achieve the desired goals. 01.1.3 Levels of strategy

Strategy can be formulated at three levels.

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 Figure 1
01.1.3.1. Corporate level

Corporate level strategy defines the business areas which the firm will operate.
It deals with aligning the resource development across a divers set of business
areas, related or unrelated. Strategy formulation at this level involves
integrating and managing the divers business and realizing the synergy at the
corporate level. The top management team is responsible for formulating the
corporate strategy. The corporate strategy reflects the path towards attaining
the vision of the organization. For an example, Dialog Axiata PLC has their lines
as, Dialog finance PLC, Dialog Broadband Networks (Pvt) Ltd, Dialog Television
(Pvt) Ltd, Digital Holding Lanka (Pvt) Ltd, Dialog Business Services (Pvt) Ltd and
Digital Health (Pvt) Ltd. The corporate levels strategy will outline whether the
organization should compete in or withdraw from each of these lines, and
which business units, investment should increase, in line with the vision of
Dialog Axiata PLC.

01.1.3.2 Business level

Business level strategies are formulated for specific strategic business units and
related to a distinct product-market area. It involves defining the competitive
position of a strategic business unit. The business level strategy formulation is
based on upon the genetic strategies of overall cost leadership, differentiation,
and focus. For an example, Dialog Axiata PLC may choose overall cost

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 leadership as a strategy to be pursued in its Dialog finance PLC, differentiation
in Dialog Broadband Networks, and focus in its Dialog Television (Pvt) Ltd. The
business level strategies are decided upon by heads of strategy business units
and their teams in light of the specific nature of the industry in which they
operate.

01.1.3.3 Functional level

Functional level strategies related to the different functional areas which a

strategic business unit has, such as Marketing, Production, Operational,
Finance, Human Resource Management and Sales. These strategies are
formulated by the functional heads along with their teams and are aligned with
the business level strategies. It involves in setting up short term financial
objectives, the attainment of which will lead to the relation of the business
level strategy. For an example Dialog Axiata PLC marketing team decides to
open two outlets in a city.

01.1.4. Benefits of Strategic Management

 Ties the organization together with a common sense of purpose and shared
values.

 Improves financial performance in many cases.

 Provides the organization with a clear self-concept, specific goals, and guidance
as well as consistency in decision making.

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 Helps managers understand the present, think about the future, and recognize
the signals that suggest change.

 Requires mangers to communicate both vertically and horizontally.

1.2. Company Introduction

Dialog Axiata Plc, is one of Sri Lanka’s largest telecommunication service

providers and country’s largest mobile network operator with 14.275 million
subscribers which amounts to 44% of Sri Lankan mobile market. Dialog is a
subsidiary of Axiata Group which owns 83.32% controlling stake of the
company while the rest is held by the public. It mainly offers the providing of
mobile services, data services, international direct dialing services, leasing of
passive infrastructure, provision of interconnect services, pay television
transmission services, provision of other data services and digital services. The
company attends its customer-facing technology and service delivery
infrastructures spanning mobile, fixed line, broadband, digital television and
digital services sectors. Dialog Axiata PLC, listed on the Colombo Stock
Exchange, supplements its market leading position in the Mobile
Telecommunications sector with a strong footprint and market presence in Sri
Lankans’ fixed Telecommunications and Digital Television markets through its
fully-owned subsidiaries Dialog Broadband Networks (Private) Ltd. (DBN) and
Dialog Television (Private) Ltd. (DTV).

Dialog Axiata Group Is Sri Lanka’s largest Foreign Direct Investor (FDI) with
investments totaling USD 2.5 billion. Dialog was also voted by Sri Lankan
consumers as the Internet Service Provider of the Year for seven years
consecutively, and has topped Sri Lanka’s Corporate Accountability rankings
from their inception, for eight Cycles in all succession, and is an ISO 9001

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certified company and National Quality Award and Sri Lanka Business
Excellence Award and endorses the worldwide Sustainable Development Goals
(SDGs) which aim to build a sustainable future for all by 2030.. The Company
delivers advanced mobile telephony and high speed mobile broadband services
to a subscriber base in excess of 13.8 million Sri Lankans, via 2.5G and 3G/3.5G
and 4G/4.5G networks.

2. Strategic Purpose – Dialog Axiata PLC

Strategic management practices take first place when achieving

established goals and objectives of an organization. So that when implement
strategic practices, it is very important to think about strategic purpose of the
organization. Goals are representing the future state of the particular
organization. And also plan is the detailed information about how can work for
achieve that established goals and who would be the responsible for those
things. The strategic purpose of an organization mainly talks about their vision,
mission, values, corporate governance and stakeholders.

2.1 Vision -

To be the undisputed leader in the provision of multi-sensory connectivity

resulting always, in the empowerment and enrichment of Sri Lankan lives and
enterprises. (Dialog, 2018)

2.2 Mission

To lead in the provision of technology enabled connectivity touching multiple

human sensors and faculties, through committed adherence to customerdriven,
responsive and flexible business processes, and through the delivery of quality
service and leading edge technology unparalleled by any other, spurred by an
empowered set of dedicated individuals who are driven by an irrepressible
desire to work as one towards a common goal in the truest sense of team spirit.
(Dialog, 2018)
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 2.3 Values

 Service from the Heart

 Create the Future

 Champions of Change

 Exceptional Performance

 Uncompromising Integrity

 Responsible Leadership
 One Team

Dialog Company shares their vision of being the leader in the Sri Lanka
communication industry through the innovation rendered in the field of
communication technology. This strategy focused by the Dialog would help in
enriching the social image of the concern. Under working on the above vision of
the company, thereby focuses to set the organizational mission of helping to
render potential relationships with the customers. Dialog addressed key
components such as service market, technology, concern for employees etc.
From that the company addresses about themselves and how they position
themselves and differentiate from their rivals. The Dialog company highly also
desires its business processes to be highly flexible in meeting the changing
demands of the market. This sets the organizational culture of the
accountability both in the internal and external sphere and also encourages the
growth of team activities in the concern. In their values, they tried to create a
long-lasting, successful and motivating place to work and also helpful customer
service. As a strategy they mentioned some key values in the mission statement
such as team spirit, customer driven business process and delivery of quality
service for their customers etc. Vision, Mission and Values strategies which
used by Dialog, clearly visualize that they plan to differentiate themselves with
the improved technology over competitors.
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 2.4 Corporate Governance of the Dialog Axiata PLC;

Dialog corporate governance contained in the listing rules of CSE &

requirements stipulated in the companies Act No. 07 of 2007. The objective of
the corporate governance of the dialog is maintaining good corporate
governance whilst pursuing its corporate objectives to enhance long term
shareholder value & sustainable growth. According to the CSE regulations and
other rules of the company complies with Dialog’s code of corporate
governance which is an internally develop code based on international
corporate governance principles and best practices. And also it is applicable to
the group of governs the activities of the board and it maintain good

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 relationship with all the stakeholders while providing for accountability and
sound internal control system.

Dialog Axiata PLC Corporate Governance board roles; (Dialog, 2018)

1. Providing entrepreneurial leadership to the group.

2. Providing strategic guidance and evaluating reviewing and approving corporate

strategy and the performance objectives for company.

3. Approving and monitoring financial and other reporting practices adapted by

the group.

4. Effectively reviewing and constructively challenging management performance

in meeting the agreed goals.

5. Monitoring the reporting of performance and ensuring that the necessary

financial and HR are in place for the company to meet its objectives.

Usually the Dialog Corporate Governance board committees have no authority

to make decisions on matter reserved for the board; they give
recommendations and highlights for approvals. If it is not time effect work and
interest parties will be able to dissatisfy. So, should give some power for
committee to get decisions immediately.

2.5 Stakeholders of the Dialog Axiata PLC;

Dialog Company identified stakeholders most broadly, is more complex than

simply customers, shareholders and employees. Dialog aware of its
responsibility to engage and educate local stakeholders and to attempt to
reconcile the tensions between practice and presentation. Their board of
directors has assigned responsibility for stakeholder engagement and also
consultations on triple-bottom line related matters to group sustainability.
Dialog mainly focused on customers, general public, shareholders, civil society,
regulators, employees, media, suppliers and retailers/distributors as their
stakeholders. As a strategy Dialog has followed a stakeholder feedback survey
process along a 2 year cycle. From this cycle comprehensive shareholder
surveys are carried out every two years, while a dip-stick survey of a number of
the more material stakeholder groups is carried out in intervening years. This

survey helps to measure the impact of and Dialog’s performance relating to the
identified issue areas.

3. SWOT Analysis & PESTEl Analysis of Dialog Axiata PLC. 3.1

SWOT Matrix


 Strengths Weaknesses

Dialog has the first mover  Investment on advertising and

 advantage of GSM technology in value addition through
Sri Lanka. technical innovation is high.
Strong infrastructure and hence  There are huge number of
the mobile telecommunication employees due to that there
 coverage is one of the widest and are high maintenance cost.
best in Sri Lanka.  The level of motivation of
 internal employees is
Strong Public Relations that has
been built up over the years. lessening.

Strong island wide distribution Data package prices , call
network. costs are higher than the
Well managed customer care other existing mobile network

support techniques has increase services
the level of customer satisfaction.
Reflected in the financial analysis
the financial stability of the

organization with all the current
investments.
Management Team is successful
and hard-working.

Threats
Opportunities
 

Telecom is one of the quickest
growing industries in Sri Lanka's
19.
5million people
The communication industry is
 growing rapidly.
Having a highly consumer
 reputation.
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Fixed telecom line SLT is the
biggest threat to the Dialog
Axiata because they are
having low priced post-paid
products in the market. Rapid
changes in the politics, social
and economic conditions as
well as the laws


 Now they are introduce 5G and regulations.

network system to customer. Constant changes

 Over a year prior, in August in technology.
2017, Dialog Axiata hosted South
 Changes in currency exchange
Asia’s first 5G demonstration in a
rates and high inflation which
laboratory environment in
impacting the global business.
collaboration with technology
Rapid change in
partners Huawei and Ericson 
customer tastes and
their growing.
 Other existing mobile
networks are having different
facilities than the dialog
provides.

Table 01.

3.2 PESTEl Analysis

Political

 Sri Lanka has very positive foreign investment policies. However, as early as
1977, Sri Lanka had recognized the importance of liberalization, but political
interventions had not improved as predicted in the liberalization of the country
and the industry as a whole, due to the inherited bureaucratic attitudes of
colonial rule and poor governance.

 Terrorist activities have continued in the last two decades. The TRCSL
regulatory body plays multiple roles. It ensures fair enforcement of
 government. Responsible for policy and action, solving customer problems,
monitoring changing industry needs and providing feedback to policy making
units. However, TRCSL has been criticized for years for information asymmetry,
inefficiency and discrimination.

Economical

 Unstable macroeconomic environment and trade policy regimes adversely affect

the industry. Over the years, the exchange rate has come down gradually.

8
Legal

 Since its inception, liberalization has undergone major reforms in this sector.
However, Sri Lanka lags behind the dynamics that India has incorporated to
attract foreign direct investment. Attitudes towards FDI should be enhanced.

Social

 Sri Lanka has better social conditions. For example, the higher the literacy rate,
the lower the infant mortality rate and the longer the life expectancy. There is
also an educated and trained workforce in the country. Nonetheless, Sri
Lankans inherited a bureaucratic attitude from the colonial administration,
resulting in inefficiency and discrimination.

Technological

 The country has not been relatively successful in adapting technological changes
in a timely manner. For example, switching from analog to digital and using
CDMA technology is slow. Sri Lanka depends on the exchange of technology
through foreign direct investment. However, TRCSL encourages local research
and development.4. Strategic choices.

4. Strategic Choices of Dialog Axiata PLC

4.1BCG (Boston Consulting Group) matrix for Dialog Axiata PLC.

High
 Business growth

Low BCG matrix is mostly used by the Dialog Axiata PLC in order to evaluate its
Figure
strategic position. Here, 02
the business portfolio in to 4 categories and they are
High Market9share Low
based on industry attractiveness and competition position.

1. Star – this operates in high growth products and maintain high market share
such a dialog TV and Mobile and Dialog broadband network.

2. Question mark – this operates low market share in fast growing markets and
there is no product on this category.

3. Cash cow – products that have the nature with low business growth and high
market share such as Dialog SMS service.

4. Dog – products that has a low business growth and a low market share such as
fixed wireless telecommunication of Dialog

4.2 Internal and External Matrix for Dialog Axiata PLC.

This matrix is used in analyzing the working conditions and the strategic
position of the business.

Strong Average Weak

3.0 – 4.0 2.0 – 2.99 1.0 – 1.99

So as per the internal and external matrix, Dialog Axiata PLC needs to keep hold
and maintain its position at the same level. Furthermore, Dialog needs to
design more strategies in increasing the market penetration and needs to go
further on product development.

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4.3 TOWS analysis for strategic choices.

1. TOWS matrix for Dialog Axiata PLC.

The TOWS matrix is used with the intention of identifying the
external threats and opportunities and internal weaknesses
and strengths. There are four strategies as follows ,
1. Strengths – opportunities – Here , Dialog create plans to
increase he internal strengths and external opportunities.
2. Weaknesses – opportunities – Here , Dialog identifies its
weaknesses and take necessary measures to resolve them
through getting benefits from the external opportunities.

10
 3. Strengths – threats – Here , Dialog uses its internal
strengths to face the external threats.
4. Weaknesses – threats – Here , Dialog follows many ways in
order to minimize its internal weaknesses and external

High

3.0 – 4.0 I II III

The total
EFE
Medium
weighted
2.13 IV DIALOG VI
2.0 – 2.99

Low
VII VIII IX
1.0 – 1.99

Figure 03

11
 Product development.
 Hold and maintain strategy.

 Market
penetration.

The total IFE of Dialog Axiata is 2.52

12
 5. threats.

O) External External threats ( T )

• •
TOWS matrix for DIALOG • country.
AXIATA plc.
opportunities (
With the rapid growth in
Telecommunication
The ability of there exist many
merging and
going for competitors in the
business related market.
diversification
in order to • Gradual rapid changes
expand their in the related rules and
business. The regulations of the
rapid growth
in the
Telecommuni • The rapid changes in the
ca technology related to
telecommunication as
tion Industry of  there are many updates ,
the country and rapid new ideas that
3,449,000 and are flowing in to the
20,324,000 as market..
landline users
The competitor Mobitel
and mobile providing low cost
phone users roaming packages than
respectively. Dialog Axiata PLC.

The
international
penetration is
yet low in the
country which
has a value of

12.5%.


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Internal strengths ( S ) SO Opening of a ST
• Dialog is a leading • new •
quad play department for
connectivity product With the strong

provider in Sri development reputation of Dialog, it

Lanka. and market can compete with the

penetration. new entrants more

• The strong •
Making new easily and fairly.
partnership that was •
investments on Even though there are
built up with the
the services tough rules and
Vodafone UK.
that are regulations , with the
• The existence of a profitable. internal good
good cooperate •
Increase the governance , it can
governance and has •
degree of overcome almost all the
internally public relations disputes.
developed a Code such as
Mobitel becoming the
of Corporate • sponsorships. market leader can be
Governance. Diversify the hold by Dialog as
products of Dialog is very talented
• The Dialog team
in marketing their
creates long term
Dialog products and services.
value for society
and results for the
shareholders.

• The most attractive

advertising and
promotions done
by the company is
a strength of
Dialog Axiata
PLC..

• The steps taken by

Dialog Axiata PLC
in the concept of
public relations
that was built since
1995.

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Internal weaknesses ( W ) WO. s WT Overcome the
s
• The high pricing • o weaknesses by
charging on IDD converting them into
calls in compare internal strengths.
Reduce the
with its competitors Can be done by
• proce charged
such as Mobitel. reduce the new
on IDD calls. o
s entrants to the
• The Dialog CDMA s
Cut off the market. Building up
did not achieve the
unnecessary partnership with
targeted and unreliable o
Vodafone.
expectations in busine ideas
• Diversifying of
some of their such as the
project CDMA. products.
business ideas. o
With the rapid o
growth of the n
• Even though Dialog
telecommunica
offers roaming to
ti industry ,
almost many Dialog can
enhance its
countries , the
services such
roaming packages
as reducing the
that are offered to
charges of IDD
Dialog customers
calls and for
are with high
roaming s
charges.
package .

5. Practical implementation of strategies

Implementation is the process that turns strategies and plans into actions in
order to accomplish strategic objectives and goals. Implementation of
strategies is a combination of strategic position and choices which features the
main three choices opened to the organisation in consonance with the strategic
position of the organisation. In order to implement strategies it has to be
focused on the efficiency, operational background with managing the forces of
the external environment upon leadership and motivation of insiders which
craves the coordination among many people of the organisation.

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In the view of Dialog Axiata, Implementation of strategies takes a peculiar
scrutiny which indicates the adherence of achieving goals and objectives of the
organisation as well as people including internal and external parties. They
always tackle strategies in order to be competitive in the market. Dialog Axiata
was able to strengthen its operations by acquiring MTT as well as CBNSAT and
TV channel called DERANA TV. Cargill’s-Dialog can be taken as a strategic
alliance recently activated by dialog in order to create more value for
customers and to be competitive in the market. The reason behind gaining the
competitive advantages and being the market leader throughout the years is
Dialog formulates a strategic plan at the beginning of each year and the
progress is monitored at the end of each month. Dialog Axiata established a
laboratory in a local university, which always comes up with solutions to local
demands. Tsunami pre alert system and Nokia phones with Sinhala language
settings are some of the examples of that. Dialog Axiata always gain the
competitive advantages over competitors till now mainly because of its
innovativeness as cited in the strategic management implementation by Rashad
Yazdanifard.

To support the implementation strategy basically five key components such as

people, resources, structure, systems, and culture has to be mingled.
Accordingly Dialog Axiata possesses these five key components particularly to
retain the competitive advantage in the market.

Structure - Dialog is consists with five nonexecutive directors and one executive
director. Board directors are the main pillars who have the power of appointing
the CEO. In deeper their divisional structure which performs different divisions
is also measured by different strategies. Dialog has put in place an
organizational structure and working systems to encourage improved
efficiencies and ensure employees stay motivated and happy about the work
they do each day.

Systems -Dialog is using various systems such as ERP (Enterprise Resource

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Planning), CCBS (Customer Care Billing system) and HRIS (Human Resource
Management) and these systems have lead the organisation to behave in the
competitive market. Within the company both management and systems
support the progress and make the adaptation faster.

People - Most influential key factor among these, is the confirmation of having
right people at the right position which includes those people with required
skills and competencies that are needed to support the plan. Dialog believes its
employees to be the DNA that defines the Company’s identity. As key
stakeholders of its business, employees form the crux of Dialog’s structural
genome and the lifeblood of its business. By delivering the service excellence
and innovations that enhance the quality of life of its customers, all 3,353
Dialog employees are in fact the true custodians of the Company’s leadership
position in Sri Lanka’s telecommunication industry.

Resources – Company should have unique resources to compete with others, in

Dialog they are using Hybrid strategy which use both pricing and differentiation
strategies together. By not charging a low price than its competitors Dialog has
taken its step to make their implementations at low price with identifying
unique market for s serving customers and satisfying them in a unique way.
Using of Niche market strategy which focuses on market segments those are
overlooked by other competitors drives in gaining more profits for the company
as there are no substitutes. Along with that Dialog Axiata is always looking for
long-term strategies which indicate their proficiency of market position. New
Technologies like GPRS (General Pocket Radio Service) introduced in 2001, one
of the biggest inventions of dialog 2.5G GSM first step towards 3G, higher data
speeds, multimedia messaging system, and 24/7 customer care service
programs Dialog always tries to attract potential customers and as well as
differentiation enables the company to hunt the customers who are currently
using the competitor’s services.

Relationships - All employees in Dialog have stronger bonds than other

companies. Dialog company has a policy who come ups with innovative idea
17
recognize with a reward named “Bravo” in a special meeting. Dialog Company is
very flexible and open to new ideas. They welcome to new things and changes.
Dialog opened largest hi-tech customer service center in Colombo. Dialog is
using a hybrid structure with a combination of matrix structure and a
multidivisional Structure in which each strategic business unit work
independently including horizontal and vertical communication linkages with
each other by using worldwide communication resources.

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5.1 Organisational Structure of Dialog plc.

For the strategies to be take part in action there should be proper connection
between the structures, processers and relationships of the organisation.
Company should possess strong internal relationships long with the external
forces. Organising the most relevant structure for the company also leads for
becoming a competitive market actor and the processors used in making the
service available for the consumers have to be incorporate with the strategies
in proper implementation of strategies. Dialog Axiata is appealingly using each
of these three factors associated with each other in gaining more competitive
advantage to be survived in the market.

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6. Recommendations

When it comes to Sri Lankan Telecommunication Industry, all the firms can gain
a very low competitive advantage over being cost effective and adapting new
technologies. The alternatives available for the Dialog PLC to gain an advantage
over their competitors are limited, same as for their competitors. Customer
satisfaction and maintaining a positive relationship is a key when it comes to
gaining an edge over the competitors. 1. Improving differentiation strategies

The first alternative would be to improve their differentiation strategies into

more competitive and unique ones. They can improve their some of their value
added services by horizontally expanding the value chain, services which are
unique to Dialog PLC such as DBN & CBNSAT. By doing that, they can attract
more potential customers and retain the existing ones by charging reasonable
premium and by providing services which are not offered by its rivals.

Lastly, Dialog can focus a more differentiation strategy for VAS while adapting a
cost focused strategy for voice/sms.

2. Insourcing contemporary core competencies.

Next opportunity would be to improve their relationship with customers. All the
firms in the communication industry in Sri Lanka happened to adapt similar
technologies and cost cutting methods which has diminished their competitive
advantages of low cost and faster connection. But maintaining the relationship
with customers and the efficiency and effectiveness of attending to customer
complaints and resolving them has become a common vulnerability and a weak
spot present in almost all the organizations in the telecommunication market.
Dialog can seize this weakness and turn it around it into a strength by providing
a better and more responsive customer service to their customers. Creating a
team of their own customer service subdivision instead of outsourcing it,
adapting it as a core competency would help them gain a lead over their
competitors.

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3. Implementing Stability Strategies.

Dilaog PLC has been very effective and successful in acquiring new merges and
innovating novel value added services recently. They should now enact a
strategy of slowing down their rapidly expanding value chain for the employees
to get used and handy with the new VAS and technologies they have adapted
so they can provide customers with a faster and more efficient service.

7. Conclusion

Dialog Axiata PLC one of the largest communication service providers in Sri
Lanka. Dialog Axiata was the first digital network in South Asia to launch HSPA +
which is the latest upgrade in mobile broadband. Dialog Axiata offers such as
mobile internet, international gateway, data and fixed wireless media services,
etc. Dialog Axiata serving 7.5 million local subscribers in the present. Also
Dialog Axiata has the 50% market leading in Sri Lankan business industry

Dialog Axiata adapted to a very transparent culture and also Dialog has a very
open communication. Because of that they oriented to emphasize achieving
specific goals and company values competitiveness. They also use very open
strategies to improve their market and done lot of changes to being good
service provider whole over the country.

In contemplation of achieving goals and objectives of any organization has to

follow strategic practices. In the view of Dialog Axiata they are one of the
market leading Tele-communication organization which uses many strategic
practices unique to it in retaining the market portion but at the movement with
the technology improvement of other competitors and the price changes are
seems to be not in control. In order to gain strategic position Dialog Axiata has
to initiate more practical strategies such as expanding current activities and
updating with new technology day by day, investing more on R & D activities
and reassuring product line will soothe the company in right direction.

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 Every organization in the world have to follow strategic management practices
to achieve all the goals and objectives because of that strategic management
not only defines theoretical advantages but also regularly practices in the
whole world. Strategic management implemented by the corporation is
required to be monitored in regular intervals to make sure that the group is in
the right way and its mode to its vision and mission. Today strategic
management can be defined as a serious investment consider to the
competitive market in Sri Lanka. This report reviews the strategic process of
Dialog Axiata and state recommendation to practice strategic management
continued by the business to get more growth in the future.

Dialog Axiata performs well in the present day with well-organized technology
and competitors. But due to major facts like price and cost it shows the
company is not control of current market situation anymore. Because of that
Dialog Company has to achieve relevant market position to win the goals more.
Also Dialog company has to execute strategies like hire the right people,
network expansion, stability of cost, review HR programs, invest more in
research and development side, improve the CSR activities more and more etc.
will ensure that company is in the correct path to gain their goals and
objectives.

8. References
Anon, (2020). [online] Available at:
https://www.researchgate.net/publication/322518451_Strategic_Management
_Failures_of_Dialog_Axiata_and_Recommended_Strategic_Approaches_for_Im
plementation [Accessed 25 Feb. 2020].

OnStrategy. (2020). Strategic Implementation. [online] Available at:

https://onstrategyhq.com/resources/strategic-implementation/ [Accessed 25
Feb. 2020].

UKEssays.com. (2020). PESTLE Analysis for Dialog Axiata. [online] Available at:

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 https://www.ukessays.com/essays/business/environmental-analysis-of-
dialogtelekom-ltd-business-essay.php [Accessed 26 Feb. 2020].

UKEssays.com. (2020). Strategy planning and implementation: Practical strategy

examples. [online] Available at:

https://www.ukessays.com/essays/management/strategy-planning-
andimplementation-in-relation-to-practical-strategy-examples-
managementessay.php [Accessed 25 Feb. 2020].

www.dialog.lk. (2020). Sustainability Reports. [online] Available at:

https://www.dialog.lk/sustainability-reports [Accessed 26 Feb. 2020].

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