Arab Academy for Science & Technology and Maritime Transport

Graduate School of Business

MBA in Business Administration

Etisalat Corporation

Fatima Badr Omer Borham

Islam Mohamed Mohamed
Mohamed Sayed Omer

Dr. Islam El Nakib

 Table of Contents

1. Background ------------------------------------------------------------------- 1

Company profile --------------------------------------------------------------- 1

2. Vision --------------------------------------------------------------------------- 2

3. Mission ------------------------------------------------------------------------- 2

4. The status and the application of CRM activities -------------------- 2

5. Rewriting the business strategy ------------------------------------------ 3

6. Develop the business vision ------------------------------------------------ 7

Develop vision ------------------------------------------------------------------ 7

The digital future will --------------------------------------------------------- 7

7. Sector analysis ---------------------------------------------------------------- 7

8. SWOT Analysis of Etisalat ------------------------------------------------ 9

Advanced SWOT analysis/SWOT Matrix ----------------------------------- 9

9. Etisalat 's Segmentation Market ---------------------------------------- 13

9.1. Demographics ------------------------------------------------------------ 13

9.2. Geographic’s ------------------------------------------------------------- 14

9.3. Psychographics ---------------------------------------------------------- 15

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 9.4. Behavioristic ------------------------------------------------------------- 15

10. The different levels of offerings are presented ---------------------- 16

11. Estimation of the lifetime of customer -------------------------------- 16

12. The CRM software ------------------------------------------------------- 16

13. Conclusion ------------------------------------------------------------------ 17

14. Recommendations -------------------------------------------------------- 17

The following points are recommended ----------------------------------- 17

15. Reference ------------------------------------------------------------------- 18

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 Etisalat Corporation

1. Background

Company profile

ETISALAT Group is one of the world’s leading telecom groups in emerging

markets, with a current market cap of AED 148 billion (USD 40.3 billion). In
2018, the company’s consolidated net revenues were AED 52.4 billion while its
consolidated net profit was AED 8.6 billion. Its high credit ratings reflect the
company’s strong balance sheet and proven long-term performance.

Headquartered in Abu Dhabi, Etisalat was established over four decades ago in the
UAE as the country’s first telecommunications service provider. An international
blue-chip organisation, Etisalat provides innovative solutions and services to 148
million customers in 15 countries across the Middle East, Asia and Africa.

Etisalat Group’s vision of “Driving the Digital Future to empower societies” aims
to provide best-in-class total customer experience domestically and internationally,
deliver attractive returns to shareholders while investing in the long-term future of
the company, and supporting economic development in all our operating markets.

Etisalat is named “The Most Valuable Portfolio Brand” in the Middle East and
North Africa (MENA) by Brand Finance, and has become the first group from the
Middle East to break the USD 10 billion barrier in terms of wider portfolio value.
Today, Etisalat boasts a portfolio of brands such as Etisalat Misr, Mobily, Ufone,
Maroc Telecom, PTCL and Etisalat Afghanistan.

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In early May 2018, Etisalat reached a major milestone when it launched the first
commercial 5G wireless network in the UAE, with Expo 2020 becoming the first
commercial customer in the same year. The launch also meant that Etisalat was the
first telecom operator in the Middle East and North Africa (MENA) region to
achieve the technological feat.

Etisalat Group has captured significant market share as it expands across Africa,
Asia and the Middle East, most notably in Egypt and Saudi Arabia, where the
introduction of innovative mobile broadband services has changed market
dynamics and provided affordable mobile internet access for millions of people.

2. Vision

To be the 1st strategic partner to our customers.

3. Mission

Through our dedicated and qualified people, we strive to maximize our

stakeholders’ value and to deliver innovative services, right first time to enable our
customers to meet their strategic objectives.

Core Values, Accountability, Professionalism, Innovation & Excellence, and

Collaboration.

4. The status and the application of CRM activities

E-CRM

As companies are going bigger and bigger, the demand for having a strong
relationship with the customers increased, who are the key of the business. The
introduction of Customers Relations Management (CRM) was to keep the
customers and increase their loyalty. With the introduction of the internet, websites

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became a new retail or store of companies, electronic CRM introduced for the
same reason, but concentrating on customers using IT to deal with the company.

E-CRM applications enable Etisalat to proactively communicate with its customers

about new services, specific promotional campaigns or outstanding bills to a
customer’s fax or e-mail, and SMS. Another initiative introduced by Etisalat to
increase customers loyalty and that is totally managed by Information Technology
is Etisalat More Rewards program. This program allows customers to subscribe
and manage their account numbers through more website. On a monthly base,
customers are going to be rewarded more points that allow them to pay their bills
or get shopping vouchers to use it in Etisalat partners retails (Etisalat More
Rewards Program, n.d.).

5. Rewriting the business strategy

Strategy

Last year, Etisalat Group introduced a powerful and digitally inspired vision:
“Drive the Digital Future to Empower Societies”.
This vision is guiding Etisalat Group in its transition from a traditional telecom
operator to an integrated ICT/Digital solution provider, which in turn is enabling
Etisalat Group to cement its industry-leading position by working towards the
following goals:
 Reshaping the lives of consumers
 Accelerating the economic growth of businesses
 Enhancing the competitiveness of the countries in which the Group operates
To realize this vision, the Etisalat Group introduced the “TARGET” strategy to
align the strategic direction of all operating companies, thereby taking full
advantage of growth opportunities going forward.

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“TARGET” sets out the Group’s priorities, focus areas, direction and ambition
within the following framework:
 To drive the digital future to empower societies
 Accelerate value generation through innovation and digitization
 Raise capabilities and develop talent across the Group
 Grow B2B/digital across the footprint
 Expand portfolio in MENA and knowledge economies
 Transform operating companies into strongholds

The vision and the associated strategy were introduced in response to the macro-
economic and market environment across our footprint, which continues to evolve
thus resulting in the “TARGET” strategy being even more relevant.
Evolving market dynamics towards a digital future

With an international footprint that extends to 15 countries across Asia, the Middle
East and Africa, Etisalat Group operates in a wide array of macro-economic and
geo-political contexts. .
Whilst the Group anticipates that GDP growth will remain solid for the foreseeable
future in countries such as the UAE, Morocco, Egypt and Pakistan, volatile oil
prices, currency devaluation and relative regional political instability present
challenges that demand transformed business and operating models.
Added to this is the fact that the telecom industry itself is under-going
unprecedented transformation, driven by various factors, including evolving
technologies such as 5G, new business models, changing customer behaviors, and
the increasing traction of over-the-top (OTT) competitors. These factors are slowly
eating into the traditional core telecom services revenues that retain a sizable
portion of the Group’s countries of operations. Underpinning the transformation of

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the telecom industry and in fact all industries is end-to-end digitization, which
influences telecom operators both internally, in terms of operating models, and
externally, in terms of business models and value propositions. This digital
revolution is enabling consumers to adopt increasingly tech-savvy lifestyles,
businesses to change the way they operate and deliver value, and governments to
offer ever-smarter solutions on the route towards truly smart governments and
cities.
This all-encompassing digital transformation provides the telecom industry with
significant growth opportunities. This is because the demand for high-speed and
low-latency data, smartphones, digital solutions, and appealing content across
multiple digital channels is continuously increasing. In addition, due to the
integration of cross-industry value chains in verticals such as media, finance,
healthcare, education and automotive sectors, digitization is enabling telecom
operators to play roles that are more significant in these adjacent industries.
TARGET, as a dynamic and adaptable corporate strategy, allows the Group and
the operating companies to thrive in the challenging macro-economic and geo-
political contexts and the ongoing digital transformation of the telecom industry.
The pillars of the TARGET strategy are detailed as follows:

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6. Develop the business vision

Develop vision

To be the 1st strategic partner to our customers & Satisfy each individual customer
needs and maximize the lifetime value of each customer to the firm, driving the
Digital Future to Empower Societies.

The digital future will

Reshape the lives of customers

Accelerate the economic growth of businesses
Enhance the competitiveness of the country
Etisalat will drive the digital future to empower societies, inspiring everyone
to realize their true potentials.

7. Sector analysis

A simple analysis of the Egyptian market, VODAFONE is the first telecom

company in Egypt under the name of Click and Orange under the name MOBINIL,
ETISALAT Egypt and finally WE .

In the general view, ETISALAT managed to provide good recruits in the Egyptian
market, from lengthening and possession to customers, has become one of the
largest telecommunications companies in the Egyptian market, from standing on
the ground for the Egyptian market and simulating the young Egyptian people in
particular in its advertisements and offers and providing the appropriate service in
the market from calls and Internet

We always find that her advertisement is distinctive with creative ideas,

permanent; communication in communicating the information in her ad is

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impressive, except that the quality of the advertisement reaches the halls of
celebrations, so I have become contacts everywhere in every event.

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8. SWOT Analysis of Etisalat

Advanced SWOT analysis/SWOT Matrix

Etisalat SWOT analysis lists down the strengths, weaknesses, opportunities and threats to any organisation, but
does not tell management what can be done by these. To overcome this limitation and help develop strategies that
are appropriate, an advanced SWOT analysis or TOWS matrix is used. This lists down the Strengths-Opportunities
(SO) strategies that involve using strengths to take advantage of opportunities. It lists the Strengths-Threats (ST)
strategies that involve using strengths to fight of threats. It involves the Weaknesses-Opportunities strategies that
involve converting weaknesses to strengths by using opportunities. Lastly, Weakness-Threats (WT) strategies
involve overcoming weaknesses to avoid threats.

Strengths Weaknesses

1. Etisalat has a Strong Distribution 1. A high proportion of property in

network with a large number of
outlets.
2. It has a low-cost structure, which
provides it with an advantage
over the competition.
3. It has a strong financial position
use by Etisalat is on rent, and
rental charges need to be paid.
2. Low amounts of spending on
research and development as
compared to the competition.
3. It has a high employee turnover

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Opportunities
1. Internet users are increasing
around the world. E-
commerce is also growing
with the increase in internet
usage.
2. Social media users are
increasing worldwide.
3. Household income is
increasing and so is the
with positive profits reported in
the past few years. It also has a
strong asset base.
4. It has a skilled labour force that
is highly qualified, innovative
and diversified.
5. It has a strong presence on social
media.
SO Strategies
 Increase marketing to attract
consumers to spend (S1, S3,
O3).
 Use its presence on social media
for marketing and to attract
customer towards its website
(S5, O2, O3).
 Develop environmentally
friendly products through
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rate, with low employee motivation
and working morale.
4. It has liquidity problems with low
quick ratio; the level of current
assets is less than current
liabilities. It also faces cash flow
problems.
WO Strategies
 Finance ownership of the property
through low interest rate to
increase the proportion of owned
property to rented property (W1,
O5).
 Increase payrolls, provide
incentive packages and benefits to
employees to reduce turnover and
improve work morale. This could
 consumer spending.
Inflation in the economy is
expected to remain low.
4. Growth in environmentally
friendly products and
services. Government is
offering subsidies on these.
5. Interest rates are low, which
provides an investment
opportunity for large
projects.
innovation, at a low cost so that be possible as costs are low
they could be sold at a low price currently. (W3, O3)
(S2, S4, O4).
 Market products at low prices by
offering discounts. This would
help increase sales in volumes
and is feasible due to low
inflation and cost (S2, O3).

Threats ST Strategies WT Strategies

1. There is a threat of new
entrants coming into the
market.
2. The exchange rate has been
devalued.
3. Fuel price has risen in recent
 Use a strong distribution
network to reach out to
customers and fight off new
entrants into the market (S1,
T1).
 Use its strong financial position
 Increase spending on research and
development to enable Etisalat to
better compete with competition
(W2, T4).
 Provide incentives, increase
engagement, or provide a better

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 years making inputs
expensive.
4. Competition within the
industry is increasing.
5. More substitute products are
now available.
to invest in intellectual property work environment to retain talent.
rights. This would help compete This will ensure that employees
with increasing competition in don’t leave and join competitors
the market (S3, T4). (W3, T4).
 Use its innovative teams to find
cheaper alternatives to fuel so
that these could be used, thereby
reducing costs (S4, O3).
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9. Etisalat 's Segmentation Market

Etisalat provide mobile services for many global markets where the demographic
changes significantly. Etisalat needed to define a way to flex the master brand to
reach different market segments more effectively.

Market segments for Family, Youth, Business and High Value Customer were
explored and a digital and printed guideline was produced which demonstrated
how to apply the toolkit and a set of design principles.

Splitting (segmenting) the entire market into smaller groups. Demographics is the
most common variable of market segmentation that includes age, gender, income,
geographic, psychographic and behavioral. Markets are made up of many distinct
groups of people who have common characteristics as consumers. Some of those
groups may not be immediately obvious. All of them command tremendous buying
power. But they direct it to products and services that address them as a highly
individual subdivision or segment of the market.

Customize the needs for each segment

Etisalat 's Segmentation:

9.1. Demographics

Age (13 to 65, >65)

Income (Small, Middle and High level

Markets)

Gender ( male , female )

Family size (1-2 , 3-4 , 5+ )

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 Home ownership ( own home , rent home )

Ethnic Background ( country of origin )

Education

(Grade school or less, some high school, high school graduate, some college,
college graduate)

Occupation

(professional , managerial , clerical , sales , laborer , student retired , housewife ,

unemployed )

Stage in family life cycle

( Teenager , young single adult , young married no children , young married child
under 6 , young married child 6 or older , older married with children , older
married no children under 18 , older single , other older married ).

9.2. Geographic’s

Africa, Asia, Caribbean, Oceania, Europe, Central America, North America and
South America.

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9.3. Psychographics

Personality:

(Gregarious, compulsive, extroverted, introverted)

Lifestyle:

(Structured, discontented, fearful, assured, resentful, caring)

Preferably Youth and and People in the Urban and Semi-urban areas
People who are willing to pay more for a premium service

9.4. Behavioristic

Usage user:

(Light user, medium user, heavy user)

User status:

(Non-user, ex-user, prospect, first-time user, regular user)

Loyalty status:

(None, some, medium, strong)

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10. The different levels of offerings are presented

ETISALAT have different offers levels depending on profitability customer value,

usage and type (personal, business).

Depending on loyalty points earned on the loyalty program (More),

MORE gives you the opportunity to get rewarded for what you spend
with ETISALAT, offering you a wide range of exciting gifts to choose
from. The more you talk, the more points you get…the greater the
value of your gifts!
Offers for corporation
Personal bundle offers
Offers specially for travellers.

11. Estimation of the lifetime of customer

ETISALAT’s strategy depends on the customer’s life time span that doesn’t end. It
always motivates their costumer to continue with ETISALAT through offers, on
his consumption of internet data and calls , offers and points to exchange from
more than 30 companies and international companies in all fields.

12. The CRM software

Siebel by oracle
SAP
And many others

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13. Conclusion

As IT become the main resource of information and main tool to handle the current
business requirements and challenges. Enterprises and firms have to work hard to
develop and operate IT infrastructure and applications in perfect manner. This is
required in order to provide the best services to customers. Etisalat is working hard
in developing it CBCM system for the best support to be provided to customers
either face to face or over the internet.

14. Recommendations

Etisalat Management has to concentrate their effort development of Information

Technology in the corporate. That is required in order to have a better operational
process and better customer satisfaction.

The following points are recommended

To have better CBCM interface that easy to use.

To include all Etisalat products and services for accurate billing and
invoicing.
To resolve transactions translation case by sending the right transaction
understood by each system without the adding more translation systems in
between or to change the receiver system software.
Keep developing CRM of Etisalat to have better loyalty of the customers.
More investment on IT solutions to add more online services for the
customers such as requests tracking, value added services subscriptions, etc.

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15. Reference

https://www.etisalat.eg/etisalat/portal/more_personal_en

https://www.essay48.com/term-paper/13880-Etisalat-Swot-Analysis

https://www.ukessays.com/essays/information-technology/information-
technology-management-in-etisalat-information-technology-essay.php

https://etisalat.com/en/ir/corporateinfo/etisalat-strategy.jsp

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