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Strategic Management Audit For Orange Egypt for Telecommunications

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Arab Academy for Science & Technology - AAST
Cardiff Metropolitan University
Master of Business Administration- MBA

Strategic Management Audit

For
Orange Egypt for Telecommunications

Prepared by
Mohamed Saied Abdelmonem 19121629
Means Adib Aziz Abdel Sayed 18122961
Mohamed Roshdy Mohamed 18124332
Ahmed Adel Morsy 18225847

Supervised by:
Dr. Ola Elgeuoshy

March 2021
Contributors:

Name Number Part Pages

Menas Adib Azi 18122961 External 8 to 22

environmental
analysis

Mohamed Roshdy 18124332 Internal 23 to 36

Mohamed environmental

analysis
Mohamed Saied 19121629 Strategy 37 to 57
Abdelmonem formulation
Summary and
conclusion

Ahmed Adel Morsy 18225847 Implementation and 58-73

Evaluation
Contents
Contributors:................................................................................ 2
Introduction: ................................................................................ 8
Chapter 1: Current situation of Orange Egypt .............................. 9
1: Orange current performance.................................................... 9
2. Strategic Posture ..................................................................... 9
2.1: Mission of Orange Egypt: ..................................................................................... 9
2.2: Objectives of Orange Egypt: ................................................................................. 9
2.3. Strategies:.......................................................................................................... 10
2.4. Policies: .............................................................................................................. 10
3: Strategic managers ............................................................... 10
3.1: Board of director ................................................................................................. 10
Chapter 2: Environment Scanning ............................................. 12
Section one: External Environmental Scanning and Analysis .... 12
1. Environment description ........................................................ 12
2.: Orange Opportunities and Threats........................................ 12
2.1: First Level Task Environment ............................................................................. 12
2.1.1Opportunities .................................................................................................. 12
2.1.2Threats: .......................................................................................................... 13
2.2: STEEP Analysis.................................................................................................. 14
2.2.1: Sociocultural................................................................................................. 14
2.2.2: Technological ............................................................................................... 14
2.2.3: Economic ..................................................................................................... 14
2.2.4: Ecological: .................................................................................................... 15
2.2.5: Political – Legal: ........................................................................................... 15
3. Issuing Priority Matrix: ........................................................... 17
4. Industry matrix: ...................................................................... 18
5. Strategic Group Mapping: ...................................................... 20
6. External Factor Analysis Summary: ....................................... 23
Section two: Internal environmental analysis for Orange Egypt .. 25
1. Description on Orange Egypt: ................................................ 25
2. Illustration & Analysis of Orange Egypt Structure & Chart: ..... 27
2.1. Executive Management of Orange Egypt: .......................................................... 27
2.2. Orange Egypt structure: ...................................................................................... 28
3. Description & analysis of the organizational culture of Orange
Egypt: ........................................................................................ 30
4.Orange Egypt organizational Analysis: Strengths and
Weaknesses:............................................................................. 30
5. Orange Egypt Value Chain: ................................................... 31
6. Orange Egypt functional Resources Analysis ........................ 33
6.1. Human Resources Department .......................................................................... 33
6.2. Technology Department ..................................................................................... 33
6.3. Sales and Marketing ........................................................................................... 34
6.4. Customer service ................................................................................................ 34
7. Orange Egypt VRIO Analysis:................................................ 34
8. The Expected Competitive Advantages of Orange Egypt: ...... 35
9. Orange Egypt Internal Factors Analysis Summary ................. 36
Chapter (3): Strategy Formulation: ............................................ 39
1: introduction: ........................................................................... 39
Section One: Orange Egypt Situational Analysis and Matrices
(TOWS) ..................................................................................... 40
 Situational analysis identifies a business’s environment,
customers, capabilities, suppliers, competitors, and their impact
on the company. ........................................................................ 40
1.Orange Egypt situational analysis (Strategic Factors Analysis Summary (SFAS)
Matrix):....................................................................................................................... 40
2. Orange Egypt Mission Review: .............................................................................. 42
3. Orange Egypt objectives illustration & Review:...................................................... 43
4. Orange Egypt TWOS Analysis:.............................................................................. 44
Section Two: Orange Egypt Strategies: ..................................... 49
1.Corporate Strategies (Grand strategies) of Orange Egypt: ..................................... 49
1.1. Portfolio Analysis 0f Orange Egypt Using BCG Model: ................................... 49
1.2. Directional strategies of Orange Egypt: ........................................................... 51
1.3. Parenting strategy of Orange Egypt: ................................................................... 52
2. Business Strategies: .............................................................................................. 52
2.1. porter’s Competitive Strategies of Orange Egypt: ........................................... 52
2.2. Competitive Tactics (short term tactics): ......................................................... 53
2.3. Cooperative Strategies of Orange Egypt: ........................................................ 54
3. functional strategies of Orange Egypt: ................................................................... 55
3.1. Stakeholders priority ....................................................................................... 55
3.2. Marketing Management Strategies ................................................................. 55
3.3 Human resources management strategies:...................................................... 56
3.4. Financial strategy: ........................................................................................... 56
3.5. Research and development strategy: .............................................................. 56
3.6. Logistics & Procurement Strategies of Orange Egypt: .................................... 57
3.7. Operations Management Strategies of orange Egypt: .................................... 57
3.8Outsourcing and offshoring strategies of Orange Egypt: ................................... 57
3.9. customer service strategy of orange Egypt: .................................................... 57
Chapter (4). Strategy Implementation of Orange Egypt: ............ 58
1. Introduction: .......................................................................... 58
2. Orange Egypt strategy Implementation problems: ................. 58
3. Orange Egypt Structure compatibility to the Strategy: ............ 59
4. Orange Egypt culture compatibility to the Strategy: ................ 60
5. Orange Egypt Strategy Compatibility to its life Cycle Stage: .. 61
6. Samples of Orange Egypt strategy implementation Programs:
.................................................................................................. 61
7. Sample of orange Egypt budget model: ................................. 62
8. Samples of Orange Egypt strategy implementation procedures:
.................................................................................................. 63
9. Orange Egypt strategy implementation actions plans:............ 64
Action plan of improving digital transformation (Orange cash): .. 66
actions....................................................................................... 66
kpis ........................................................................................... 66
Targeted value .......................................................................... 66
date ........................................................................................... 66
responsible ................................................................................ 66
Comprehensive marketing plan ................................................. 66
Responses cross social media .................................................. 66
100 ............................................................................................ 66
1/4/2021 .................................................................................... 66
Marketing department................................................................ 66
Increase number of orange cash machines in branches ............ 66
Number of branches that orange cash service is available at it .. 66
100% ......................................................................................... 66
1/5/2021 .................................................................................... 66
Supply chain manager ............................................................... 66
Advantages for new subscribers ................................................ 66
Number of new subscribers ....................................................... 66
One/ onetime............................................................................. 66
15/6/2021 .................................................................................. 66
Customers service..................................................................... 66
Chapter (5). Evaluation & Control: ............................................. 67
1. introduction: ........................................................................... 67
2. Orange Egypt List of Measures & Controls: ........................... 68
3. Orange Egypt Strategy Map .................................................. 69
4. Orange Egypt balance Score Card BSC: ............................... 71
5. Orange Egypt Evaluation & Control: ...................................... 72
6. Over all Summary & Conclusion: ........................................... 74
References: ............................................................................... 76

Table of Figures:
Table 1: opportunities and threats ................................................................................. 15
Table 2 issuing priority Matrix ........................................................................................ 17
Table 3 key success factors .......................................................................................... 18
Table 4 EFAS ................................................................................................................ 23
Table 5 strengths and weakness ................................................................................... 30
Table 6 orange Egypt value chain ................................................................................. 31
Table 7 VRIO analysis................................................................................................... 34
Table 8 IFAS ................................................................................................................. 36
Table 9 SFAS ................................................................................................................ 40
Table 10 objectives illustration ...................................................................................... 43
Table 11 TOWS............................................................................................................. 44
Table 12 corporate strategies ........................................................................................ 51
Table 13 competitive strategies ..................................................................................... 53
Table 14 competitive tactics .......................................................................................... 53
Table 15 Market development strategy ......................................................................... 55
Table 16 action plan 1 ................................................................................................... 64
Table 17 action plan 2` .................................................................................................. 65
Table 18 action plan 3 ................................................................................................... 66
Table 19 list of controls and measures .......................................................................... 68
Table 20 balance score card ......................................................................................... 71
Table 21 evaluation and control .................................................................................... 72
Introduction:
Communications and information technology industry in Egypt consider as a leading
global outsourcing destination. Egypt takes the lead in MENA region and considered as
14th worldwide.
Egypt's government is working along with telecoms operators to develop Egypt's
telecommunications infrastructure moving forward to better telecommunications quality
service. the sector of information technology and communication has increased to 25%
in 2017 and 2018 because of the wider coverage and enhanced technology used.
Egypt 's Ministry of Communication and Information technology has created the
atmosphere and conditions that allows to this sector to flourish and promotes
competition in broad band, fixed line and mobile telecommunication.
National Telecom Regulatory Authority (NTRA) has granted the Fourth-generation
mobile service license to the four Egyptian telecoms named, Orange, Vodafone, Etisalat
and Telecom Egypt (TE).
Orange Egypt is joint stock corporation previously known as Mobinil. It established
under the Law No. 8 of 1997 "Investment Guarantees and Incentives Law. its executive
regulations” was established on the 4th of March 1998. Orange Egypt is operating
under Francis telecom as in May 2012 Orange acquired about 94% of mobinil shares. in
2016, orange is officially rebranded to orange. In October 14. 2016, orange acquired
4G license with cost 484 million. Orange customer is approximately about 33 million
active subscribers. (Orange Egypt- Shop for Mobile Phones, Lines, Internet Plans,
Apps, Music, 20). )the right to establish fixed land line worth with cost 11.262 million.
This research aims to conduct strategic audit to Orange Egypt for Telecommunications.
The main objectives of this research are to: (1) conduct a literature review for the
strategic audit process and best practices in general and in the organization industry in
specific. (2) Conduct a strategic audit to Orange environmental scanning, strategy
formulation and strategy implementation. (3) conclude the current situation of the
Orange company. (4) recommendation number of suggestions for improving the
strategic profile and performance of Orange company.
To explore the strategic audit of Orange Egypt in depth, number of interviews had been
conducted with some of its employees. This article demonstrates Orange Egypt current
position, external and internal environment scanning, strategy formulation, strategy
implementation and evaluating and control. This article is divided into five chapters.
Chapter one explains current situation. Chapter two explains external and internal
environmental analysis. Chapter three explains strategic formulation. Chapter four
explains strategic implementation. Chapter five explains the evaluation and control of
suggested strategies. Finally, summary and conclusion for this article.

Chapter 1: Current situation of Orange Egypt

1: Orange current performance

Orange Egypt shows outstanding performance all over Egypt according to NTRA annual
reports. NTRA demonstrates that Orange is the best mobile operator on the internet and
download in the governorate of Delta, Alexandria, and Upper Egypt.
Orange Egypt pumped around 4billion pounds during 2020 in order develop and
upgrade infrastructures all over the country.
In 2017, Orange has increased its capital to 750 million EURO. The newly announced
investment during 2020 demonstrate that total company's investment in Egypt reaches
60 billion. Orange directed 90 % of its investment towards improving the network and
service quality during 2019 and 2020.
During 2020 Orange Egypt has achieved revenue about 3.8 billion in the third half of
2020 compared to 195 billion during 2018 in the same period.
Number of 4 subscribers has increased from 45% to 50 % of the number of users of
data transfer equivalent to 6 million of the fourth-generation mobile network, 70% of
towers is currently use 4G service.
During 2020 Orange Egypt has aligned with Egyptian ministry of telecommunication as
a part of company 's social corporate social responsibility to provide educational data
lines to for free to all Egyptian students to be used during the exams (Editorial, 2021),
(El-Din, 2021).

2. Strategic Posture
2.1: Mission of Orange Egypt:
Accelerate the digital development of the Egyptian society by providing outstanding and
unmatched customer experience and innovation solutions (Orange Egypt- Shop for
Mobile Phones, Lines, Internet Plans, Apps, Music, 2021).

2.2: Objectives of Orange Egypt:

The main objectives of Orange Egypt:
(1) Developing infrastructure all over the country in order to provide best service and
outstanding customer experience and increases the 4G subscribers.

(2) Increasing and developing the applications of using data and 4G services to become
easier to the subscribers.

(3) Increase data transfer services and Orange cash in the Middle East and Africa as it
represents only 10 % of total revenue of the group.

(4) Expanding in fixed line service and provide internet through DSL service with high
quality and strong infrastructures in order to provide best customer experience.

(5) Increase its market share through increase number of its active customers as in
2017 Vodafone takes the lead with 43% followed by Orange with 33.3 % (Orange
Egypt- Shop for Mobile Phones, Lines, Internet Plans, Apps, Music, 2021).

2.3. Strategies:
Orange Egypt’s strategy has remained a simple one:
(1) to be “always in touch to connect what’s essential in your life.”
(2) Created well – equipped streamlined connected services
(3) Virtualizing its network functions by introducing a Telco cloud infrastructure that will
support network functions virtualization across all Networks and service platforms.
(4) Enhancing its marketing strategies to be able to find more competitive offers and
products (Orange Egypt- Shop for Mobile Phones, Lines, Internet Plans, Apps, Music,
2021).

2.4. Policies:
Orange Egypt always seek to promote highest performance of governance's practices.
So, the company has put charters defining the principles, functions and organization of
different corporate bodies. also, policies to grantee healthy work environment along with
protecting the interest of shareholders (Orange Egypt- Shop for Mobile Phones, Lines,
Internet Plans, Apps, Music, 2021).

3: Strategic managers
3.1: Board of director
Orange Egypt board of directors consists of:
(1) Alioune Ndiaye, Chairman, Orange Egypt for Telecommunications S.A.E Atlas
Countries Support Representative Non-Executive Member.
(2) Yasser Shaker: CEO, Orange Egypt for Telecommunications S.A. E
Atlas Countries Support Representative- Executive Member.
(3) Bruno Mettling: Board Member, Orange Egypt for Telecommunications S.A. E
Atlas Countries Support Representative - Non-Executive Member.
(4) Michel Monzani: Board Member, Orange Egypt for Telecommunications S.A. E
Atlas Countries Support Representative - Non-Executive Member
(5) Jerome Henique: Board Member, Orange Egypt for Telecommunications S.A. E
Atlas Countries Support Representative - Non-Executive Member
(6) Ludovic Alain Pech: Board Member, Orange Egypt for Telecommunications S.A. E
Atlas Countries Support Representative- Non-Executive Member
(7) Maï de La Rochefordière: Board Member, Orange Egypt for Telecommunications
S.A.E - Atlas Countries Support Representative - Non-Executive Member
(8) Neveen El Tahri: Independent Board Member, Orange Egypt for
Telecommunications S.A.E- Non-Executive Member.
(9) Hesham Mekawi: Independent Board Member, Orange Egypt for -
Telecommunications S.A.E.
(10) Alaa Fahmy: Independent Board Member (Orange Egypt for Telecommunications
S.A.E - Non-Executive Member).
(Orange Egypt- Shop for Mobile Phones, Lines, Internet Plans, Apps, Music, 2021).
Chapter 2: Environment Scanning
Section one: External Environmental Scanning and Analysis
1. Environment description
Orange Egypt starts working in Egyptian market since 2012. Orange Egypt is
surrounding by many external factors for example the government policies, other
competitors such as Vodafone, Etisalat and WE, and many factors. this factors affected
company progress and create multiple opportunity to take and threats to face , and this
opportunities and threats will be presented as follow:

2.: Orange Opportunities and Threats

2.1: First Level Task Environment
2.1.1Opportunities
1-Corona Viruses
Although corona virus has bad effect on most of business worldwide and here in Egypt.
it was an opportunity for Orange to expand its business and make more profit as the
market now transform to be online market. many people use the internet now for almost
everything. this would be great opportunity to enter this area through give subscribers
internet data offers.
2-Population
Increasing in population in Egypt year after year would make a great opportunity for
Orange to maximize the business and it should increase the potential customers.
3-Customers
Orange customers is about 33 million and many of them still did not use smartphones or
the internet. So, it would be a great chance to reach this customer and convince them to
use the internet and use smartphones and that would maximize company's profit.
4-Contactors with government
Due to expansions in government projects all over the country, there are many
opportunities to take and a lot of fields such as education, as the government plan to
depend on the internet in education process and be transformed into digitalization, as
nowadays courses and some exams are taken online.
Also, in constructions filed orange can seek to take this great opportunity to set its
networks in new cities to attracts new potential customers.

5-Competitors
Weakness of competitors network would make a good opportunity to take as orange
could easily attracts new potential customer and increase its market share.
Rumors about competitors would weaken the attraction to these companies and grant
orange opportunity to attract this customer and increase its customer base.
6-Skilled labor force
According to increasing the awareness of Egyptian labor force and government effort to
provide skilled labor to the market, orange has the opportunity to attract these labors in
order to enhance and strength its service provided. Also lacking skilled labor force in
other companies would grant orange the advantage.

7-Deals with SWVL

Orange has great opportunity to deal with SWVL (Transportation Company)
The agreement main purpose is to provide SWVL service to Orange both customers
and employees (Orange Egypt- Shop for Mobile Phones, Lines, Internet Plans, Apps, Music, 2021).
2.1.2Threats:
1-Intense competition
Stable profitability for this sector and opportunities available lead to increase number of
players in this industry which has downward pressure on either sales or profitability
2-Competitors
Orange facing intense competition from the other players, other companies are fighting
together to gain more market share and expand their customer base, offers are nearly
the same between all companies so every new offer or any strength would make the
difference
3-Egypt telecom Company (WE)
Egypt telecom considered as great threat for all other players as (WE). WE Is actually a
governorate entity subjects to Egypt Telecom. So, it has been granted many facilities
especially in DSL service. As, Egypt Telecom the only provider to land line service. it
takes advantage of selling its land line internet service.
4-NTRA
Continues changing of NTRA regulations and imposing new taxes can affect the
profitability of company and reduce selling pressure.

2.2: STEEP Analysis

Steep analysis is very essential. As, it measures and monitors societal and natural
factors that effects on the external environment. STEEP analysis measures
sociocultural, Technological, Economic, Ecological, and political –legal factors (Orange
S A PESTEL & Environment Analysis, 2021).
2.2.1: Sociocultural
Orange is offering its product and services into various types of ages cultures and
genders and every customer has different usage and taste. So, variety of the market
would be an opportunity for the company to offer different products or services that
satisfy them all.
On the other hand, different taste could be a threat for the company, as there are a lot
of demands to fulfill and also customers could change their mind easily.
2.2.2: Technological
Telecommunications market is now whiteness an outstanding development in
technology specially with launching 5G technology, many areas have been opened and
new opportunities have been created.
On the other hand, Orange could face a certain threat according to competitors
developed technology for example Vodafone is known for its operating system, so it
considered as threat.
Basically, technology development can easily change the price structure and
competitive map and effect on product offers in short time and any company will not
take this opportunity this chance would transform into threat.
2.2.3: Economic
Economic conditions have great impact on telecommunications field. for example,
GDPA growth increases in Egypt during past 2 years to be 5.56% as it increases about
.24%. so, it would be opportunity for the company to make new offers and accelerate
demand process. Also, inflation rate has been decreases over past 4 years from 23.53
% to 5.68 %. So, it considered a great chance to take as cost of raw material will be
decrease and other product, generally it would affect directly on the customers and
organization profitability.
On the other hand, Orange would face threats like energy cost and as it has been
increased over past 5 years due to removal of subsidies by the Egyptian government,
so it would raise the operating cost and may cause losses.
2.2.4: Ecological:
Egypt has stable and suitable climate and that would consider an important factor and
good opportunity in telecommunications filed as network towers would operate in a
better way and the service will be offered with more quality as even here in Egypt there
is some places are hard to set mobile network their but generally, Egypt's climate is very
helpful to transmit mobile network to all areas (Orange S A PESTEL & Environment
Analysis, 2021), (Orange S.A. SWOT & PESTLE Analysis | SWOT & PESTLE,2021).

2.2.5: Political – Legal:

Egypt now enjoys a certain political stability and that would encourage the citizens to
proceed with their daily routine normally and that would encourage them to buy and be
opened for new products and services that company would offer, so political stability of
Egypt would consider an opportunity to take.
On the other hand, new taxes applied by the Egyptian government has bad effect on the
telecommunications companies in a bad way, increase prices of the products and
services would be an obstacle in front of customers to encourage them to buy.

Opportunities and threats for Orange Egypt are illustrated in the following table:
Table 1: opportunities and threats

Factors Opportunities Threats

First level

Task environment O1: high population T1: Different taste

1-population O2: skilled labor force T2: Reachability

a-increase O3: High orange T3: intense competition

customer
b-diversity T4: Competitor Offers
O4: Reachability
c-different taste T5: NTRA Regulations
O5: product and
d-labor force T6: Egypt Telecom
services
2-Customers barriers
a-Number of customers O6: weakness of T7: competitors
competitors operating system
b-ability to reach
O7: Networks T8: Inflation rate
c-Orange product and
service O8: Government T9: Exchange rate
projects floating
3-Compititors
O9: Infrastructure T10: Taxes
a-intense competition
O10: Technology
b-ability to reach
Development
c-product and service
O11: 5G
4-Governemet
O12: GDP growth
T11: Energy cost
a-NTRA
O13: Investment
T12: rapid technological
b-Egypt Telecom
O14 Unemployment development
c-infrastructure rate
T13: Mobile towers in
d-government projects O15: Nice Weather some places
Second Level O16: Tourism
General environment O17: political stability

1-Socio-Culture O18: Deals with SWVL

2-Technology

3-Economic

4-Ecological

5-Political
3. Issuing Priority Matrix:
Issuing priority matrix is very important tool to categorized and prioritize work informing
time management and decision making, its business analysis tool uses specific criteria
allows individuals and team projects to compare choice in objective way (Rivera, 2021).
(The Action Priority Matrix: Making the Most of Your Opportunities, 2021).
Issuing Priority Matrix for Orange Egypt is illustrated in the following table:
Table 2 issuing priority Matrix

Probability of impact

High Medium Low

High probability High probability Medium probability

1-5G 1-reachability

2-New cities 1-Change of NTRA 2-rumores

Probability of occurrence

regulation
High 3-Infrastructure
2-Unemployment rate

High probability Medium probability Low probability

1-New taxes 1-competitors offers 1-population

2-GDP growth 2- different tastes 2-skilled labor force

Medium
3-Entering of new 3-New Technology
player
 Medium probability Low probability Low probability

1-inflation rate 1-Network 1-competitors

improvement operating system

Low

Comments
Orange top management should focus on new 5G issuance, new cities built by the
government, network infrastructure, unemployment rate, NTRA regulations, GDP
Growth and Entering new players. while Marketing Team should focus on reachability to
all customers, facing the rumors about then company, competitors offer, new
technologies in the market and inflation rate, front line should focus on takes advantage
of high population, search for skilled labor force and help in improve of network.

4. Industry matrix:
Industry matrix is a tool is uses to summarize key success factors of the industry and
giving weight to each factor according to its importance and impact over the company.
also how the competitors would response to this factors where 4 is the average and 5 is
above then average and 3 is below the average (What Is an Industry Matrix, 2021).
Every single company tends to reach to its customers and attracts more potential
customers and gains more market share. (how critical are my critical success factors?
2021), (Fadl, 2021), (Study of Telecom Major Etisalat Egypt Marketing Essay, 2021).
Key success factors for Orange Egypt are illustrated in the following table:
Table 3 key success factors

Orange Vodafone ETIS We

Factors Weight
Impact w Impact w Impact w Impact w

1-Price 10% 2 .20 2 .20 2 .20 4 .40

2-Network
15% 4 .60 3 .45 2 .30 2 .30
quality
 3-customer
15% 3 .45 2 .20 2 .30 2 .30
service

4-retail
15% 3 .45 3 .45 2 .30 1 .15
presence

5-Offers 10% 3 .30 3 .30 3 30 3 .30

6- Products
and services
10% 3 .30 3 .30 3 .30 3 .30

7- Internet
speed
15% 4 .60 3 .45 3 .30 2 .30

8-Market share
10% 3 .30 4 .40 2 .20 1 .10

Total 100%
3.3 2.75 2.2 2.1

Comments
Generally, telecommunication market in Egypt needs more development as the four
companies are below the average due to many factors related with government
regulation, infrastructure, and unexpected crises like 2 revolutions or Corona Virus.
According to this industry matrix for the four telecommunication companies, the most
four factors that have great impact on the telecommunication market are customer
service quality, retail presence, network quality and internet speed, then come the price
, offers , products and services and brand name in the second place .
According to industry matrix. orange takes the lead in network quality and internet
speed as per NTRA reports the comes Vodafone , Etic and We , orange has the best
network quality for the last year , as NTRA's QoS report for May 2020 set about 26000
kilometers of populated areas , this areas were divided into 81 cities and districts ,
Orange Egypt services approximately 51 cities and districts with quality of data service
speed reaches to 32 Mbps and the closest competitors Vodafone reached average 28
Mbps in 22 cities and district , Orange Egypt provides mobile and data network the
measured and evaluated in international standards , also NTRA has proved that Orange
Egypt shows and outstanding performance all over the Republic provides distinctive
data service in all areas (In-text: (Orange Egypt- Shop for Mobile Phones, Lines,
Internet Plans, Apps, Music, 2021).
"Being the top in data transmission is not easy, and maintaining this status is very
difficult as well. We developed a plan several years ago and this helped us achieve our
objectives in obtaining the 4G license and the new frequencies in addition to making
optimal use of these frequencies and distributing them within Orange's network in a
smart way" (Amiri said ,2020).
Also, according to industry matrix Orange and Vodafone takes the leads in retail
presence as their branches all over the Republic, on the other hand Orange has
advantage of depending on presence of its own branches more than depending on the
other partners while other competitors depend on the presence through other partners
Also, Orange takes the lead according to skilled labor force and quality of customer
service then came in the second place Vodafone, Etisalat, and We
On the other hand, Vodafone takes the lead as Vodafone provides its customer with
competitive offers for example Vodafone takes the lead in offers rate plan that made for
all operators like Flexat then came Etisalat and finally Orange and WE. so, Vodafone
always takes the lead in offers then other competitors follow.
WE telecom Egypt on the other hand has the ability to provide competitive prices as WE
basically follow the Egyptian government, so We has he advantages of government
facilities other than competitors specially in DSL fixed line service.
According to telecommunication market and NTRA Vodafone has the biggest market
share in telecommunication market. on the hand and according to ministry of
telecommunication and information technology Egypt telecom We loses about 100,000
subscribers in October as the number of subscribers decreased from 20 million in
September to 19.9 million in October (Egypt, 2021).

5. Strategic Group Mapping:

Strategic group mapping is a technique that used to determine the competitiveness and
rival in the business. (Team, 2021).
Figure 1 strategic map

high
products

Vodafon
e

WE Orange

Etis

High low

Network
Quality
Comments
Orange and Vodafone consider as the biggest two companies according to their
network quality and diversity of products and services, the ETIS comes next and comes
the last WE. Orange outperforms over Vodafone in network quality also its expansion
as orange offers speed of internet reaches to 32Mpbs all over 51 cities.
6. External Factor Analysis Summary:
Table 4 EFAS

External factors Weight rating W/S Comments

Opportunities

O1: population 4% 4 .16 High population

O2: customers 4% 4 wide customer base

.16

O3: Government 6% 3 deals with government

.18

O4: competitors 5% 4 rumors and bad network

.2

O5: skilled labor force 4% 2 fresh graduated

.08

O6: culture 3% 3 different types of customers

.09

O7:5G 8% 5 still new issued yet

.4

O8: Growth GDP 5% 4 purchasing power

.2

O9: Unemployment rate 4% 3 contactor program

.12

O10: Good Weather 4% 2 network quality

.08

O11: Tourism 4% 2 special products

.08

O12: political Stability 6% 4 Economic growth

.24

O13: Infrastructure 7% 4 Reachability

.28

O14Ivestment 1%

O14 deals with SWVL 1%

O15 nice weather 1% 4 Competitors offers

.16
O16 Tourism 1% 3 Higher facilitates
.12
O17 high orange customer 1% 3 New regulations
.21
1%
O18 products and services 3 .15 Quick change in tastes

3 .15 Customer satisfaction

Threats 4 .2 Higher raw material price

T1: Intense Competition 4% 3 .18 Price increase

T2: Egypt telecom 7% 3 .03 Inflation rate

T3: NTRA 5% 3 .03 Exchange rate floating

T4: Different tastes 5% 2 .02

T5: operating System 5% 3 .03

T6: Inflation rate 6% 3 ,03

T7: Taxes 1%

T8 inflation rate 1% 3 .03

T9 exchange rate floating 1% 3 .03

T10 Reachability 1% 3 .03

T11 energy cost 1% 3 .03

T12 rapid technological 3 .03

development 1%

T13 Two crisis 1% 3 .03

T 14 New cities 1% 4 .04

T15 new entrants 3 .04

Total score 100% 3.43

Comments
Orange is working below the average needs more improvement in taking advantages of
opportunity exist in the market. Orange most effort would be to take opportunity of 5G
upcoming network in Egypt. As, it has great importance and has major impact. It comes
next according to importance improving infrastructures in order to be ready for 5G and
grantee quality of service.
After that, it would come dealing with government contractors as it’s a great opportunity
that Orange must take and undo it would cost orange a lot. Other factors like population,
wide customer base, rumors of other competitors. Also threats like NTRA and its new
regulation and taxes has major cost to deal with. Also, Different tastes consider one of
the most expensive factor that Orange should consider as different taste of customers
enforce the company to renew its offers and be updated quickly and offers new
products and services as the taste changes very quick. Also, Orange cost to handle
other operator operating system is very high as this also enforce Orange to compensate
it with another way.

Section two: Internal environmental analysis for Orange

Egypt
1. Description on Orange Egypt:
Orange Egypt is an Egyptian joint stock company established on the 4th of March 1998
and since its inception, orange has worked to maintain its position as the leading mobile
operator in Egypt. It succeeded to gain the trust of more than 35 million subscribers.
Orange Egypt is committed to be the leading mobile service provider in Egypt, offering
the best quality service and best value for money for the maximum number of
subscribers. Orange Egypt has benefited years of experience in an international context
to become the largest wireless provider in Middle East.
Whether in consumer or business segment, orange extended its innovation to products
and services that are created to suit different customers’ needs. Orange offers tariff
plans and personalized offers which reflect its creativity to match with different
customers’ needs.
The most important objective in orange is to provide the best quality and service for
customers, the best working environment for its employees, the highest value for
shareholders and proudly contribute to the development of the community.
Orange is looking to maintain its leadership in providing the best quality service and
best value for money to customers. It’s also committed to the highest levels of customer
satisfaction by meeting customers’‟ needs, providing superior network quality and the
widest network coverage, and offering a great customer service experience. According
to orange Egypt code of conduct, Orange has some commitments to their customers
which are:
(1) Respecting and satisfying customers
Orange promises to serve all customers who choose it as their preferred operator
regardless of their age, gender, religion, ethnic background, or political affiliation.
Aligning with Orange mission statement, Orange provides top quality service to its
customers and achieves customer satisfaction. In meeting all customers‟ needs,
Orange treats them fairly and with respect. Orange also serves customers within the
framework of policies, procedures, and standards of conduct.
(2) Being customer oriented
Orange ultimate aim is not only to increase revenues but also to build long-term
relationships and create a loyalty bond with customers in order to sustain its success in
the future. To do so, Orange provides customers with accurate, truthful, complete and
consistent information concerning orange products and services.
(3) Protecting customer information
Customer information is strictly confidential in orange. Actually, orange safeguard
customer information stored in records and information systems in compliance with the
Telecommunication Law no (10) for the year 2003 provided that it does not conflict with
Egypt’s national security and the strategic interests of Egypt governorate. Customer
information includes personal data and all details concerning their personal mobile
transactions such as calls and messages. Failing to protect customer information not
only reflects orange inability to protect the trust given to orange by its customers, but
also damages orange reputation as a company committed to providing quality customer
service. Orange considers passing confidential customer data to any person other than
the customer or any other party that is not specified by law is considered an invasion of
the customer’s privacy, which is illegal and unethical. This violation of confidentiality
could subject the employee who did that to formal disciplinary action including
dismissal.
(4) Orange Egypt offers the following:
Provide the required services for internal and external communication centers and
telephone centrals with all its types, accessories, applications, mobile network
telephones, all information networks, data/ vocal/ vision and information centers
(5) Supply and develop computer programs and its applications with its different types,
and programs, operating systems, compact systems and electronic contents with its
different types of voice, image, data and data entry on the computers with electronic
means and constructing of data bases and information technology systems and its
operation and training
(6) Provide advertising services and also providing cultural, health, financial information
for the subscribers of mobile telephones through the internet, short message service
and voice mail (VRS, WAP), and establishing and organizing voice and vision
conferences
Selling, distributing dials and subscriptions for mobile telephones, scratch cards, mobile
handsets, its necessaries, accessories, and its maintenance

Sell, distribute, and deal in all kind of computers and laptops, their attachments,
accessories, integral equipment, spare parts and conducting their necessary
maintenance

Establishing an audio, video and written information transfer network and offering value
added services after obtaining a license from the concerned authorities according to the
rules and regulations applied in Egypt

2. Illustration & Analysis of Orange Egypt Structure & Chart:

2.1. Executive Management of Orange Egypt:
(1) Alioune Ndiaye
The Chairman of Orange Egypt was appointed in March 2019. Effective 2 May 2018,
Alioune takes the role of CEO for Orange Middle East and Africa.
(2) Yasser Shaker
CEO, Orange Egypt for Telecommunications S.A.E. Yasser Shaker was appointed as
the CEO of Orange Egypt as of 1st May 2018.Yasser Shaker has been playing a
significant role in the technology sector.
(3) Mohamed Eltouny was appointed as the Chief Customer Care Officer of Orange
Egypt as of February 2020
(4) Ayman Amiri is the Chief Technology Officer for Orange Egypt. For more than 20
years (Halliburton and MARIDIVE). Ayman received his B.Sc. Degree in Engineering
Telecommunication and Electro physics from Alexandria University in 1993 and his
MBA in 2005 from ESC Rennes school of Business-France.
(5) Ahmed El Abd was appointed as the Chief Consumer Business Officer of Orange
Egypt as of September 2019.Ahmed El Abd brings over 18 years of diversified strategic.
In 2017, El Abd was nominated as the Chief Marketing Officer of Telecom Egypt leading
the company’s transformation program as an integrated operator launching the new
mobile business stream.
(6) Emad Sonbaty joined Orange Egypt as Chief People and Facilities Officer in
February 2018. He was responsible for supporting the business by recommending and
developing the necessary HR strategies.
(7) Marwa El Ayouti has joined Orange Egypt as chief financial officer, El Ayouti had
served with Vodafone Egypt since 2000.
(8) Noel Chateau is Chief Transformation & Operational Efficiency Officer.
In 2010, Noel became Group’s Quality of Experience Director, supporting affiliates with
their CX programs, leading group’s strategy on Customer Experience Management
(CEM) and various probe based Quek solutions for fixed and mobile services.
Noel moved to Egypt in 2013 to join Mebenil as Head of CX, leading in parallel the
commercial rebranding of the company to become Orange Egypt from 2015 to the
launch in March 2016. In August 2017, Noel became Chief Marketing, Communication,
Customer Service and Strategy Officer at Orange Liberia. With the support of the
company’s ExCom, he undertook a profound transformation of this new operation
(acquired by Orange Group in 2016) in the domains of marketing, customer experience
and processes, which led the company from being a challenger in 2017 to being the
leader in 2020 with a double-digit YoY revenue growth and 66% of market value share.
(9) Abdelfattah Mabrouk joined Orange Egypt as Chief Information Officer by 1st of Jan
2019.
Abdelfattah has 20 years of diversified Telecom IT experience. His most recent role has
been CIO of Vodafone Egypt since 2013 where he successfully led the digital
transformation.
He also worked for other multi-national companies inside Egypt and in the Middle East.
Abdelfattah has a master’s degree in computer engineering from Ain Shams University.
(10) Maha Nagy Is Chief Communications Officer. Maha has joined Orange as Chief
Communication Officer by 1st of July 2017. She has earned her stripes in marketing
with a rich 18 years’ experience in both FMCG and Telecom industries.
She started her brand management career in Henkel then moved to Johnson &
Johnson where she headed the marketing function for 6 years. After that she moved to
PepsiCo as the Marketing Manager for Pepsi Egypt & North Africa. Maha then moved to
Orange Egypt to join Orange Leadership team as the Chief Communication Officer to
lead and support the company in its new transformational strategy and put back Orange
at the lead of the telecom industry once again.

2.2. Orange Egypt structure:

Orange Egypt applies mix of functional and divisional organization structure strategy.
It depends on the department while they apply centralization and decentralization to
perform the decision-making process.
The company structure is clear for everyone in the company and in case of changes, it’s
published internally to let everyone informed.
Figure 2 orange Egypt chart

Customer care
Mohamed Eltouny

Technology
Ayman Amiri

Consumer
Ahmed Elabd

Enterprise Line of Business

Hesham Mahran

Chairman CEO Facilities

Alioune Ndiaye Yasser Shaker Emad Sonbati

Financial
Marwa El ayouti

Transformation & Operational

Efficiency
Noel Chateu

Information
Abdelfattah Mabrouk

communication
Maha Nagy

Comment:
Orange Egypt organization structure is a source of strength for the company, it
facilitates the decision-making process, and it makes the communication faster between
different departments.
 3. Description & analysis of the organizational culture of
Orange Egypt:
Employees in orange Egypt are at the heart of daily operations, Orange think that they
are the ambassadors for the company. The main goal is to nurture their talents and
provide them with a friendly environment.
Orange promise to provide the best work environment for the employees through:
Attracting, developing, and retaining talent.

 Promoting an open culture based on equal opportunity, empowerment, innovation,

diversity, and transparency.
 Rewarding high performance that enables Orange to achieve its objectives and
exceed its customers' expectations.
 Ongoing training and development.
 Mobile and transportation allowances.
The internal culture inside Orange respects and believes in the power of diversity.
Orange strives to create a culture where tolerance and respect exist between
employees. The diversity of people brings strength to team. Regardless of differences in
backgrounds, roles, age, gender, religion, or physical ability
Orange Egypt has its own culture which is learned and shared between different
generations in the company. This culture based on equal opportunity, empowerment,
innovation, diversity, and transparency. it also supports high performance that enables
orange to achieve its objectives and exceed its customers' expectations. Orange
promises to provide its employees with dynamic and humane environment guided by
simple regulations to help them seek excellence every day in their jobs.
Comments
Orange Egypt has its own culture, which is supporting innovation, developing and
retaining talents.

4.Orange Egypt organizational Analysis: Strengths and

Weaknesses:
Orange Egypt Strengths and Weakness are in the following table:
Table 5 strengths and weakness

Factors Strengths Weaknesses

1. Organizational Culture  Organization values are held strongly  Sometimes social culture
and accepted by employees, which outside the company affects
have great impact on the internal its public image negatively
organization healthiness.

2. Organizational  Strong organization structure which  Sometimes taking decisions is

Structure facilitates communication between bit slow due to the bigger
departments. organization structure
3. Product Mix  Wide range of products and rate  Decreasing price per minute
(Marketing): plans to match all customer needs. rate.
 Product  Increase demand for social
platforms which affect the
 Offering value for money products regular voice and video calls.
with reasonable prices.
 Price  Many distribution channels and
 Place product outlets.
 Great personal selling care
 Additional benefits for First class
 Promotion customers

 Continues offers and discounts over

the year.
4. Financial  Strong budgeting system  High cost compared to
revenue
5. HR  System of promotions in the  Career advancement process
company depends on techniques and is a bit slow due to some
behavior of the employee. factors like budgeting
 Continues training sessions with
qualified trainers
6. Technology  Acquiring the latest technology  Cell phone towers radiation
 Network failures
Comment:
Orange Egypt is looking to maintain and improve its position in the Egyptian
telecommunication market, so it’s focusing to develop its strengths for every department
in the company and at the same time it’s looking to minimize its weaknesses to the
minimum.

5. Orange Egypt Value Chain:

Table 6 orange Egypt value chain
Activit

Inbound Operations Marketing Services

Prima

ies
ry

logistics and sales

  Warehouse  Orange cash  Distribution  Data solution
 Quality  Data Access shops  Customer
 Advertising relation
campaigns  First class Profit
 Valuable customers Margin
prices call center

Human resources department

 Best achievers program

 Orange talents
 Employees benefits
Support Activities

Procurement

 Subcontractors
 Outsourcing

Technology

 Network maintenance
 Quality assurance

Comment:

Orange Egypt is gaining value through its set of activities in order to achieve the
targeted profit margin. These activities are classified into:

(1) Primary activities that include advertising campaigns via TV and social media to
promote orange products and keep customers updated with the latest offers and
services, also the quality assurance department insures the high value and in all
orange shops and stores all over Egypt.
(2) Secondary activities that include best achievers program, orange talents and
employee’s benefits program, these support activities support the primary ones in
the human resources department to develop the talented employee and help
them to achieve value.
Since customers are always looking for values not products, every department in
orange is doing its best to be value oriented in order to achieve the best final
accumulated value to orange customers. Orange value chain is clear to show what are
the primary activities done in the organization and what are the support activities which
are supporting that primary ones in order to archive the corporate goals. The value
chain figure looks like one of Company’s

6. Orange Egypt functional Resources Analysis

6.1. Human Resources Department
 Internal communications
 Facilities
 Business partners
 HR services
 Trainings
 Rewards and compensation

Comments
Orange HR department responsibility is not just hire and fire; it plays an important role
to redesign the workflow inside the company plus improving the quality of orange
employees, who are the key asset of the company, that’s why for the six year in a row
Orange Egypt is certified as top employer in Egypt and Africa.

6.2. Technology Department

 Information systems
 Network quality assurance
 Customer experience
 Site planning

Comments
Technology department in Orange affects the performance of the whole company; it’s
like the backbone of the company and should be more integrated with all departments.
It has to give more support to all departments like quick response for network failures
and urgent support for front office employees to maintain the company image and
facilitate the daily work operation.

6.3. Sales and Marketing

 Pricing
 Social media
 Customer value management
 Sales follow up
 Retail sales
 Value added services
 Offers and discounts

Comments
Orange has huge sales network which cover all cities inside Egypt, this network include
shops, stores, franchises, boutiques and vans. This network is considered one of
orange strengths in the telecommunication market.

6.4. Customer service

Enterprise accounts

Personal and business call center

First class customer specialists

Data solutions

Stores and franchises

Comments
The main goal of the customer care department is enhancing customer experience,
improve credibility and create customer loyalty plus offering service in a world class
standard which is one of orange strengths.

7. Orange Egypt VRIO Analysis:

Table 7 VRIO analysis
 Resource V R I O Output
 Network quality 5 4 3 4 16/20

 Information system 3 2 1 3 9/20

 HR services 5 4 3 4 16/20

 Trainings 5 3 4 4 16/20

 Employees rewards and 5 4 3 3 15/20

compensation

 Social media 4 3 4 2 12/20

 Value added services 4 3 3 3 13/20

 Offers and discounts 5 4 3 3 15/20

Comments:

According to VRIO analysis results , Orange Egypt achieved the goal of sustained
competitive advantage and identified all four components of the VRIO framework.

8. The Expected Competitive Advantages of Orange Egypt:

 The first mobile network in Egypt with large market share.

 As for consumer communications market, orange products and rate plans match
most of customer needs and categories, in addition to valuable business solutions
offered to small, medium and large corporations. Orange main target is to create
packages to fit all needs.

 NTRA (National Telecommunications Regulatory Authority) proves that Orange

provides the best data services in 2020, according to NTRA annual report;
Orange Egypt had the best performance in terms of the quality of data services in 51
areas. The company delivered to these areas an average speed of 32 Mbps while
other competitors had an average speed of 28 Mbps in 22 areas.
 Orange uses competency evaluation system to achieve its business strategies,
investing and developing employees plus recognizing best achievers, supporting
them by E- Learning and training sessions make them prepared to achieve their
targets.

 To maintain large customer base, orange uses of an effective research and market
intelligence system which analyze the market collected data to understand different
customers’ needs and opinions.

 Orange Egypt has a vision to be the lead of information, telecommunication and lead
the overall network society and focusing on innovation.

 Orange Egypt has a strength points for its communication with its employees and
concentrating on developing their performance by investing in continuous learning
courses, trainings and development sessions.

 Orange customers are not only mobile users they also have a wide business with
the fixed line, enterprises connections and international services.

9. Orange Egypt Internal Factors Analysis Summary

Orange Egypt IFAS
Table 8 IFAS

Factors Weight Rate or Weighted

Impact Average

(1-5)

Strengths:

 S1 strong Organization values and accepted by 6% 4 24%

employees
 S2 high communication between departments. 5% 4 20%

 S3 Wide range of products 7% 5 35%

 S4 Offering value for money products with 5% 4 20%

reasonable prices.
 S5 Many distribution channels and product 3% 3 9%
outlets.

 S6 Great personal selling care 1% 3 3%

 S7 Additional benefits for First class customers 1% 3 3%

 S8 Valuable offers and discounts over the year. 2% 4 7%

 S9 Strong budgeting system 3% 3 9%

 S10 System of promotions in the company 2% 3 6%

depends on techniques and behavior of the
employee.
 S11 Continues training sessions with qualified 2% 4 8%
trainers
 S12 Acquiring the latest technology 3% 3 9%

 S13 effective corporate social responsibility 1% 3 5%

 S14 strong organization structure 5% 3 10%

 S15 first telecommunication company in Egypt 1% 3 3%

Weaknesses:

 W1 social culture outside the company affect its 7% 3 21%

public image negatively

 W2 Sometimes taking decisions is bit slow due 6% 3 18%
to the bigger organization structure

 W3 Decreasing price per minute rate. 8% 3 24%


 W4 Increase demand for social platforms which 7% 4 28%

affect the regular voice and video calls.

 W5 Network failure 3% 3 6%
  W6 Cell phone towers radiation 1% 4 4%

 3% 3 3%
W7 High-cost ADS

 W8 Lack of diversity of ADS 2% 3 3%

 W9 Salaries needed to be improved 2% 3 6%

 W10 high cost compared to revenue 1% 3 3%

 W11 low market share for Orange cash 4% 4 16%

 W12 unequal distribution of Orange branches 1% 4 4%

 W13 slow career development 2% 3 6%

 W14 slow developed cooperation with other 2% 3 6%

firms

 W15 weak governmental relations 3% 3 9%

Total 1.00 328%

Means 3.28

Comments:

The internal environment of Orange seems to be above average 3.28, which

emphasizes to orange management the importance to focus on best utilizing the
available strengths in efficient & effective manner. In addition to plan to overcome the
weaknesses through continuous development.

Chapter (3): Strategy Formulation:

1: introduction:
The strategic plan allows an organization to examine its resources and provides a
financial plan. It helps an organization to establish the most appropriate action plan for
increasing profits (Saim, 2019). The first step in forming strategy is to review the
information gathered from completing the external and internal analysis (Clayton, 2019).
After studying the current situation of an organization and analyzing the environment,
the stage of strategy formulation comes.
Strategy formulation is broad plan by which an organization chooses the most
appropriate courses of action to achieve its defined goals (Yodico, 2015). It changes
and grows as the conditions around it change. It is concerned with developing mission,
objectives, strategies, and policies (Wheelen, 2012, p. 913).Not all strategies are
feasible alternatives as, there are infinite number of ways and actions. The most
attractive strategies must be developed.
It is a necessary to modify classic way of strategy, especially in telecommunications
industry, to developed strategy suitable to status quo. The only way for Orange Egypt to
survive and expand in this competitive environment to have an efficient strategy.
Formulation strategies is integrated into three stage:
1) input stage summarizes the input information: external analysis and internal analysis.
2) matching stage focuses on generating alternative and feasible strategies that include
SWOT matrix, TOWS matrix, SFAS matrix, BCG matrix, Grand strategy, and SPACE
matrix.
3) decision stage involves planning matrix (QSPM) (David, 2016).
After doing an analysis of the external and internal environment of Orange company.
The next step is formulation strategies. it comes considering finding fit between
strengths, opportunities, weaknesses, and threats.

Section One: Orange Egypt Situational Analysis and Matrices

(TOWS)
Situational analysis identifies a business’s environment, customers, capabilities,
suppliers, competitors, and their impact on the company. The main objective to
understand the current and potential environment. SWOT, a tool of situational analysis,
stands for internal strengths, internal weaknesses, external opportunities, and external
threats (Lombardo, 2012). The matrix that will be introduced is called TOWS. Although
the sets of variables in TOWS matrix are not new. TOWS matches them in matching
manner. This manner uses a firm strength to take advantage of opportunities (Hofer,
1978).

1.Orange Egypt situational analysis (Strategic Factors Analysis

Summary (SFAS) Matrix):
SFAS selects the most important opportunities/threats from EFAS table and the most
important strengths/weaknesses from IFAS table. These factors used together to form
strategic factors analysis summary (SFAS). SFAS matrix condense the factors by
revising the weight given for each factor (Nurfindarri, 2019). The highest weighted
factors should appear in the SFAS.
Table 9 SFAS
 Rate or Weighted
Impact Average
Strategic Factors Weight
(1-5)

External Factors:

O7- 5G Technology (O) 0.08 4 0.32

O12- Political stability (O) 0.07 3 0.21

O4- Competitors (O+T) 0.10 4 0.40

O13- Infrastructure (O) 0.08 3 0.24

T6- Inflation rate (T) 0.07 3 0.21

T3- NTRA (T) 0.08 4 0.32

T7- Taxes (T) 0.07 3 0.21

Internal Factors:

S1- Accepted organization values (S) 0.06 4 0.24

W4- Demand for social platform (S) 0.08 4 0.32

S3- wide range of products (S) 0.06 4 0.24

 S4- Offering value for money (S) 0.08 3 0.24

W1- Social culture and public image(W) 0.05 3 0.15

W3- Decreasing price per minute 0.07 3 0.21

rate(W)

W2- Taking decisions is bit slow (W) 0.05 3 0.15

Total 1.00 3.45

Comments:
SFAS matrix reduces all factors to manageable number. The observed notes are:
(1) EFAS factors plays more effective role in the impact of Orange Egypt than IFAS
factors.
(2) the highest weighted factors related to EFAS. This indictor means that, highly
changed environmental factors in Egypt are happened.
(3) The total weighted average is 3.45 and it seems good indicator. But it needs
development.
(4) High intense competition in Egyptian telecommunications industry
(5) Orange Egypt needs continuous support in NTRA relations to facilitates 5G
technology introducing.
2. Orange Egypt Mission Review:
Reexamination of orange Egypt current mission should be made. It facilitates decision
making (John, 2018). Orange Egypt mission is to “Accelerate the digital development of
the Egyptian society by providing outstanding and unmatched customer experience and
innovation solutions.”
Comment:
The mission and the vision statement of Orange Egypt are the same. It is better to set
the company’s mission apart from its vision. The mission seems good as, it is short,
concise, and specific. No need to adjust orange Egypt mission. The Mission statement
of Orange Egypt declares the reason for company existence, business target. it
articulates the long-term vision and the position that the company wants to be in the
future.
3. Orange Egypt objectives illustration & Review:
Reexamination of orange Egypt objectives must be made in SMART way. This keeps
people focused on exactly what top management needs from them.
Table 10 objectives illustration

Objective Measure Timing Comment

“KPIS”
(1) Managing, operating, Quality level All the time Accepted
development and maintenance of network
New cities signal
network Mobil GSM to cover all Mobil service
needed to be
over Egypt.
improved
(2) Selling and distributing dials Number of Continuous Accepted
and Mobil handsets through its selling and
outlet distributed
dials
(3) Developing infrastructure in percentage of March 2022 1)50% of
Egypt to provide best service and 4G subscribers use
outstanding customer experience subscribers / 4G.
and increases 4G subscribers. total number
2)Infrastructure
of
need more
subscribers
investments
(4) Increase data transfer Number of March 2022 1) Orange cash
services and Orange cash in the data transfer service needs
Middle East and Africa as it services more ADS.
represents only 10 % of total users
revenue of the group.

(5) Expanding in fixed line service Number of December Fixed line service
and provide internet through DSL fixed line 2021 needs to be
service with high quality and service. competitive.
strong infrastructure to provide
best customer experience.
(6) making a market plan and Improvement October
changing marketing goals in public 2021
 image of the
company
(7) Building strong relationship Facilities in March 2022
with NTRA and the government contracting
with the
government
Improve network coverage to Percentage Nov 2021
facilitate social platform entrance of
subscribers
that use
social
platform

Comment:
In comparison to SMART objectives, these comments explore: (1) Orange objectives
serve as guide to develop Orange Egypt plans. (2) Most of the objectives are
continuous all the time. (3) Some objectives (Orange cash, fixed line service) need to
move quickly due to the rapid changes in the Egyptian environment. (4) no stated
objective was set towards employees participation and human resources development.

4. Orange Egypt TWOS Analysis:

TOWS explores a strategic fit between external and internal analysis in four strategic
alternatives. These brainstorming strategic alternatives are (Weihrich, 1982): (1) SO
strategies use orange Egypt strengths to take advantage of opportunities. (2) ST
strategies use Orange strengths to avoid threats. (3) WO strategies attempt to take
advantage of opportunities by overcoming weaknesses. (4) WT strategies are defensive
and act to minimize weaknesses and avoid threats.

Table 11 TOWS

External Opportunities: Threats

Internal O1. High population T1. Intense competition

O2. Wide customer base T2. Egypt telecom (WE)

T3. NTRA
 O3. Governmental T4. Different tastes
relations
T5. Operating system
O4. Competitors
T6. Inflation rate
O5. Skilled labor force
T7. Taxes
O6. Different culture
T8. Energy cost
O7. 5G technology
T9. Rumors
O8. Growth GDP
T10. Entering of new
O11. Tourism players

O12. Political stability T11 Exchange rate

floating
O13. Infrastructure
T12 Rapid technological
O14. Corona
development
O15. New cities
T13 Lack of mobile
O16 Nice weather towers in far places

O17 Unemployment rate

O18 Deals with SWVL

019 Social platform

Strengths: OS Strategies: TS Strategies:

S1. Strong organization 1) services 1) development

values customization for youth strategy for offers (S7,
(O1, O2, S3) T2, T3, T7)
S2. High 2) conglomerate 2) competitive
communications unrelated infrastructure to cover
between departments
diversification strategy all cities (S1, S9, T10,
S3. Wide range of for orange cash (O3, T1, T9)
products
O8, S5)
S4. Reasonable value for
3) First mover
money
competitive strategy
S5. Many distributions
for 5G (S9, S5, O13)
channel
4) related
S7. High benefits for first
class diversification strategy
for social platform
S9. Strong budgeting
system (S12, S3, O19)

S10 High techniques in

system of promotions

S11 Training sessions

with qualified trainers

S12 Accepting the latest

technology

S13 Effective corporate

social responsibility

S14 strong organization

structure

S15 First
telecommunications
company in Egypt
Weaknesses: OW Strategies: TW Strategies:

W1. Social culture 1) horizontal growth 1) readjustment

strategies in new cities corporate social
W2. Taking decisions is
(O15, O12, O5, O3, W6,
bit slow responsibility (W7, W1,
W1, W2)
T3, T2)
W3. Decrease price per
2) development strategy
minute rate 2) leadership
for marketing promotional
W4. Increase demand for (W7, W8, O6, O1) development strategy
social platforms and Competitive
3) meaningful cooperative
W5. Network failure strategy with other firms compensation (W8,

W6. Cell phone towers

(w14, o18). W5, T5, T10)
radiation

W7. High-cost ADS

W8. Lack of diversity of

ADS

W8. Salaries need to

improve.

W9 Salaries needed to be
improved

W10 High cost compared

to revenue

W11 low market share for

orange cash

W12 Unequal distribution

of orange branches
 W13 Slow career
development

W14 slow developed

cooperation with other
firms

W15 Weak governmental

relations

Comments:

TOWS matrix generated alternatives strategies. it develops nine strategies that can be
used for Orange Egypt as a whole. It can be used as corporate and business strategies.
Most of these strategies related to external analysis findings. It indicates the highly
changed environment in the last five years in Egypt.

Opportunities &Strengthen Strategies:

1) Customize more products to match youth needs (services customization for youth
(O1, O2, S3)
Youth from 15 years old to 22 years old need new and high technological devices in
addition to reasonable prices. Packages for youth with reasonable prices will be
effective strategy to attract them.
2) using Orange cash service to pay the salaries of government employees
(conglomerate unrelated diversification) (O3, O8, S5)
Online payment is very required need after corona virus. People are sitting in their
home. They need rapid devices for pay cash in supermarkets and clothing shops.
Government pays the salaries for their employees through Visa.
3) be the First mover for 5G entrance in Egypt (first mover competitive strategy) (S9,
S5, O13)
4G Technology became commonplace. 5G technology appeared in USA and England.
The first mover for 5G Technology in Egypt will win new subscribers.
Threats & strengths strategies: 1) make special offers for government leaders
(development strategy for offers)
2) competitive infrastructure to cover all cities (competitive infrastructure to cover all
cities)
Opportunities & weaknesses: 1) make a deal with the government to build the
infrastructure for telecommunications in the new cities
2) digital advertising and websites are priorities in marketing
3)establish meaningful cooperation with other firms
Threats & weaknesses strategies:
1) focusing on social responsibility ads to gain government and customer loyalty
2) competitive salaries and services.

Section Two: Orange Egypt Strategies:

TOWS and SFAS are used to analyze and evaluate Orange Egypt position as whole.
While Corporate and business strategies evaluate each business unit within Orange
Egypt. (1) Business strategy improves the competitive position or business unit’s
products. (2) corporate strategy explores how the organization, or its units should
cooperate or compete in each industry (Johnannes, 2016). This section discusses
corporate strategies for Orange Egypt and business strategies.

1.Corporate Strategies (Grand strategies) of Orange Egypt:

Corporate strategies identify the direction of Orange Egypt to gain competitive position
over the market (Zhang, 2019). There are three types of corporate strategies (Donald,
et al., 1981):
 Directional strategy (orientation toward growth)
 Portfolio analysis (coordination of cash flow among units)
 Parenting strategy (the building of corporate synergies through resources and
development)
1.1. Portfolio Analysis 0f Orange Egypt Using BCG Model:

BCG (Boston Consulting Group) matrix is decision making tool to see the opportunities
of each product in the portfolio (invest, discontinue, develop). It assesses two
dimensions growth rate and the market share (Martin, 2020). Based on this matrix,
Orange Egypt products can be classified as follow:
Figure 3 BCG Matrix
 Mobil Orange Cash
network
Home 4G
fixed line

Calling SMS
services Message
-
Video
Business call
lines

Source: created by the researcher

Comments:
(1) Orange Egypt needs to support investment in orange cash service, (question mark
quadrant). They have high growth rate but low market share. Orange cash has the
potential for growth.
(2) Mobil network and home 4G have the best market share, high growth rate and
generate the most cash considered stars. Orange Egypt must invest in stars.
(3) video calls services and SMS services are cash traps (Dog). Dogs have low market
share and growth rate.
(4) Calling services and business lines are the cash cows of Orange Egypt. A cash cow
is market leader that generates more cash than it consumes. It has high market share
but low growth rate. They needed to be developed to maintain the current level of
performance.
According to BCG matrix, Orange Egypt should focus on Orange cash services due to
highly developed online banking processes. Infrastructure and 5G technology are
important to increase the profits coming from calling services and home fixed line.
1.2. Directional strategies of Orange Egypt:
Directional strategies are used by companies either to achieve growth goals, to stabilize
cash flow or retrench situation. Directional strategies along with their three subtypes are
explored below:
Figure 4 Directional strategies

Source: https://slide-finder.com/view/CHAPTER-7-Strategy-Formulation.277759.html

Maintaining a sustainable competitive position in the market is hard in highly changed

environment. Orange Egypt services corporate strategies are illustrated as follow:
Table 12 corporate strategies

Service BCG Growth ST Stability Retrenchme comment

s ST nt
Orange Questio Conglomera Online payment
Cash n mark te unrelated service
diversificatio
n

Mobil Star Concentric Related to

network related telecommunicatio
diversificatio ns
n
Calling Cash Horizontal Internal
service cow internal development

Busines Cash Horizontal Internal

s lines cow development
 Hom4G Star Horizontal Expansion into
fixed delta Egypt
line
SMS Dog Profit Still needed in
strategie advertising
s
Video Dog No Social media is
calls change the leader
str
Comment:
It is clear that rapid technological changes have changed telecommunications
climate. Orange Egypt must expand in online payment and network fixed line.
Retrenchment strategies are not used in Orange Egypt strategies.

1.3. Parenting strategy of Orange Egypt:

Corporate parenting strategies generate synergies across business units. Parent
companies create more value in their business than rivals would. It classified into
horizontal parenting and multipoint strategies (Kruehler & Pidun, 2012). The nature of
Competition in telecommunications sector need to remove boundaries between
business units. Orange Egypt for telecommunications cuts across business unit to build
synergy across its units. Horizontal parenting strategy is suitable for Orange Egypt. It
improves competitive position in their business units.

2. Business Strategies:
Business strategies improve the competitive position of the organization in certain
industry. it can be 1) competitive strategies 2) cooperative strategies

2.1. porter’s Competitive Strategies of Orange Egypt:

Orange competitive strategy concerns nature of competition in the telecommunications
sector. It intends to create competitive advantage with respect to competitors (Daniel,
2018). There are four competitive strategies as follow:
(1) cost leadership- lower cost competitive strategy, (2) differentiation- unique service,
(3) cost focus- serve niche with lower cost, and (4) differentiation focus- serve particular
buyer more effectively than competitors.
Orange Egypt focuses on the competitive price on its services. It follows cost leadership
strategy as a whole. Etisalat and WE follow cost leadership strategy. Only Vodafone
consider mix of cost leadership and differentiation strategies. Competitive strategies for
orange Egypt services are illustrated as follow:

Table 13 competitive strategies

Lower cost (competitive Differentiation

advantage) (competitive advantage)

Broad target Cost leadership (calling Differentiation

(competitive scope) services as orange king,
control, Alo systems),
Orange cash, SMS, and
mobile network.
Narrow target Cost focus Differentiation focus
(competitive scope) (business lines)

Source: created by the researcher

Comment:

It is better for Orange Egypt to focus on the differentiation focus strategy, especially for
business lines and governmental leaders. Differentiation strategy is difficult to be
achieved due to the intense competition. The first mover for 5G technology will be
differentiated.

2.2. Competitive Tactics (short term tactics):

Telecommunications sector considers consolidated industry as, there are four
companies in Egypt. It characterized by continuous series of short-term initiatives.
Hyper-competitive market uses short-term tactics. Competitive tactics are narrow in
scope and short in time (Graham, 2016). There are two types of competitive tactics:(1)
timing tactics (when to compete), and (2) market location (where to compete)
Orange Egypt must try to be the first movers in 5G technology entrance in Egypt. This
tactic can be done Through NTRA, developed infrastructure and good governmental
relations. Orange Egypt is the first movers in business lines offers. Competitive tactics
that Orange Egypt should follow in their services as illustrated in table:
Table 14 competitive tactics
service Orange Busines 5G Calling SMS Mobil Home
cash s lines services network fixed
line
tactics offensive First First defensiv Late offensive offensiv
movers mover e mover e
s s
Method governme offers NTRA infrastructur NTRA
s nt e
Source: created by the researcher

Orange Egypt is mixed offensive and defensive tactics according to the market. As
whole, Orange Egypt in the Egyptian market considers offensive and first movers
organization.

2.3. Cooperative Strategies of Orange Egypt:

Cooperative strategies refer to plan strategy in which two or more firms work
together to achieve competitive advantage (Rimm, 2017). Orange Egypt, the leading
provider of integrated telecommunications services, enhance the cooperation with
SWVL as joint venture strategy. Orange Egypt cooperates with Huawei technologies
in the field of cloud computing to release Orange business cloud. It is clear that
orange Egypt has successful partnerships with companies in the technology and
transportation sectors. These partnerships benefit orange Egypt in increasing
advertising and expanding market share. On the other hand, orange Egypt needs
many partnerships with international restaurant agencies in Egypt, such as KFC and
MAC. This joint venture cooperative strategy is attracting many users, especially
youth, to recharge the package. This strategy worked very well for Vodafone. Also,
Orange Egypt sponsors sustainable social responsibility with education, health,
trade ministries. This cooperation with ministries and government institutions
supports Orange’s priority and its deserving of technical and governmental support.
With the rapid growth of mobile subscribes and the development of
telecommunications, Orange Egypt should offer more cooperative strategies.
Cooperative strategies used to create more business value for the participating
organizations.
3. functional strategies of Orange Egypt:
Functional strategies of Orange Egypt are the actions and goals assigned to various
departments that support Orange Egypt business level strategy. It clarifies the
outcomes achieved from the daily operations of departments. Most common functional
strategies used in management are stakeholders, marketing
3.1. Stakeholders priority
The stake holders’ groups exert influence on Orange Egypt. They can be classified as
follow; 1) internal holders (management, employees, suppliers, lenders, and customers)
2) external holders (government, the public and local government)
3.2. Marketing Management Strategies
For any Mobil operator, data connection and voice connection are the core product to
be sold. Marketing strategy refers to business’s overall game planning from the media
relations, channels, tactics, and the strategic partners. Proposed Market development
strategy of Orange Egypt is illustrated as follow:
Table 15 Market development strategy

Current products New products

Current markets
1)Market penetration 2)Product development
strategy strategy
(tariff plans as Control and (business lines)
Alo)

New markets
3)Market development 4)Diversification strategy
strategy
(orange triple play internet
(Routers, Orange cash and and 5G)
fixed lines)

Source: created by the researcher

Comment:
Orange cash and home fixed line services need more support.
Successful marketing mix for Orange Egypt is combination of many features
represented by the four Ps:
 Product: Orange Egypt offers several types of products as Mobiles, accessories,
smart TV, routers, international and roaming services.
 place: Orange Egypt provides services everywhere and cover all Egyptian cities.
 Price: Orange Egypt has decided to follow competitive and reasonable pricing
strategy. It set the base price of the competitors.
 Promotion: most successful advertising campaigns during the last period. The
diversity of methods such as E-marketing and websites is required.

Promotion strategy: orange Egypt marketing strategy advertise for products through the
distribution channels to pull customers (pull strategy). The goal of pull strategy is to
make customer actively seek a product. Social media, email marketing and discounts
are methods used for pulling customers. Orange Egypt should use combination of pull
and push strategies.
Pricing strategy: Orange Egypt relies on using low prices to attract many customers due
to intense competition (penetration pricing). The four companies are competing
especially in the prices of the packages. Orange Egypt should pay attention to internet
package. Orange control system is great in its pricing.
3.3 Human resources management strategies:
Human resources management in Orange Egypt is working very well. It is hiring the
best employees. There are programs for training and development for employees.
Customers services employees are very responsive. Orange Egypt salaries needed to
be adjusted to be equal with the competing organizations salaries. Large numbers of
employee need new trends in HRM as diverse work force. Improved employee
engagement, wider range of skills, increased profits and increased productivity are
benefits of diverse work force (Hamdy, 2019).
3.4. Financial strategy:
Orange Egypt is moving towards profitability because it achieved revenues of 3.8 billion
during 3Rd 2019. par value of the stock is 10 Egyptian pounds. The authorized capital
increased from 1.6 billion to 2 billion. Earnings per share is 0.04 Egyptian pounds.
Dividends receives his share regularly. Corona and the rapid change caused an
increase in profits. Online payment is a trend in the Egyptian market needs investment
in it. Online shopping and social platforms need more investment to improve revenues.
3.5. Research and development strategy:
Orange Egypt is one of the leading telecommunications organizations in alignment with
Vodafone. Research and development department should seek for the following
objectives:

 Take the lead on the roll out of 5G networks.

  Automated support and the use of data analytics to enhance customer’s
experience.
 Partners with educational entities and academic research centers to develop new
products and CIT related projects.

Mix of technological leader and technological follower strategies should be considered

by Orange Egypt.
3.6. Logistics & Procurement Strategies of Orange Egypt:
Logistics strategy is very important for the challenges of today and tomorrow. The
logistics networks are supplied by cellphones to optimizes all processes related to
purchasing, transportation and storage through variety of channels (outlets and online
stores).

Procurement strategy: 1) Implements digital practices and sell procurement services to

third parties. 2) evaluate suppliers on their commitment, diversity, environment, and
safety in categories where it is risk.

3.7. Operations Management Strategies of orange Egypt:

Operations function is five performance objectives (quality, speed, flexibility, cost,
dependability) are reassessed. operation strategy processes of Orange Egypt design in
reliable connection, fast speed, far reachable, coverage and satisfied capacity. high
data access is provided.

3.8Outsourcing and offshoring strategies of Orange Egypt:

Outsourcing industry has grown enormously in Egypt. Orange France expand its direct
investments in outsourcing services in orange Egypt. The positive performance of
telecommunications sector in Egypt has made it one of the fastest developing offshore
destinations in the world (William, 2019). So, Orange Egypt is outsourcing provider and
Egypt is offshoring destinations.
3.9. customer service strategy of orange Egypt:
Understanding the customer and the problem facing are very important. Clear
communications, positive attitude, listening skills and problem-solving skills are
definitely existing in customer services department of Orange Egypt. Orange Egypt
have many services. The customer needs more clarification about services knowledge.
As this paper mentioned before, customers need to know more about Orange cash,
business lines and offers.
Chapter (4). Strategy Implementation of Orange Egypt:
1. Introduction:
In the face of ever-changing market needs, technology and competition, businesses
need to continue designing and applying new strategies effectively.
Globally, the demand for data is growing rapidly. Telecom service providers playing vital
role in the ongoing COVID 19 pandemics. According to economic analysts, this is also a
golden chance for the telecommunications sector. The labor force of the businesses has
been influenced by COVID19. As the reliance on automated resources and services
grows during the lockout and some of the industrial sectors are halted.
Customers want to be connected regardless of their location, whether on the go, at
home or in the office with. After the pandemic there was huge demand on improving
network service to cope with new government work from home policies & lock down.
Orange Egypt has traditionally dominated the home and enterprise space, being the
incumbent operator and one of main infrastructure developer in Egypt. Although
customers spend the majority of their time in lock down, it was very important to have a
strong network connection to keep people connected & spread the knowledge as well
where orange Egypt is able to connect them with its fixed broadband offering, a mobile
offering was crucial to connect the dots and to provide our customers with a complete
telecom value proposition that offers both convenience and value for money.
Orange Egypt focuses on penetrating customer homes with its total telecom offering
capitalizing on its existing fixed voice and broadband customer base in addition to its
vast investments to improve internet speeds in Egypt & network coverage.
So, we developed strategy guidelines with focusing on current situation in addition to
have full benefit from current opportunities & work on weak points that need more
improvement to cope with company vision. To boost execution, analysts and
consultants provide advice on the creation of incentive programs as well as on
organizational architecture.

2. Orange Egypt strategy Implementation problems:

While the market is becoming increasingly saturated and mobile penetration rate is high
(believed to have exceeded 120%), penetration statistics do not reflect the exact
number of people with mobile phones. Due to the multi-SIM ownership, penetration
rates are thought to reflect a certain number of registered, rather than active, users. In
the meantime, rural areas that have relatively low penetration provide room for further
improvement and promise good growth potential. Compared to other emerging and
developed markets, Egypt’s telecom spending to GDP ratio is relatively high. Pricing is
a key driver for the uptake of mobile services and the pressure due to price competition
has resulted in the dilution of average revenue per user (ARPU). Nevertheless, quality
of service has increasingly emerged as the major competitive differentiator amongst
Egyptian operators and has become a key consideration for subscribers.

1. Need to make deals with NTRA to implement many new services to adapt 5G
technologies.
2. Intense competition especially with Egypt telecom company (WE).
3. Most of governmental new project 1st implementation with Telcom Egypt.
4. Vast area that needs to be covered to improve network are coverage.
5. Social culture that needs more adaptive solution to promote new social
platform services.

Moreover, the possibility of having a new entrant in the mobile market will increase the
level of competition as well as spurring further changes in the sector.
Competition between players, backed by international telecom firms and the
government, is unlikely to abate. With changes in firm’s ownership and strategies,

3. Orange Egypt Structure compatibility to the Strategy:

Since its inception, Mobinil has strived to maintain a leading position in the
telecommunications market in Egypt, honoring the trust of more than 34 million
subscribers. Over the past years, Orange has delivered on its promise to millions of
customers, whose confidence in the reliability of our services has reinforced our solid
position.
Orange Egypt is committed to provide the best working environment for over 8000
employees. As it offers an open, challenging, and dynamic environment with
opportunities of growth. Our well-trained and highly skilled employees experience the
challenge of working in the most dynamic global industry - mobile communications. The
strength of Orange brand and the quality of our network coupled with the dedication of
our employees are the key assets of our Company. We face the future with real
confidence. Reinforcing and supporting our leadership team is a top priority and I can
assure you that we will continue to take full advantage of every opportunity to delight
our customers, serve our community, and drive profitability to our shareholders.
Therefor the Board is Responsible to:
  Provide entrepreneurial leadership within a framework of prudent and effective
controls, enabling risks to be assessed and managed.
 Ensure that the obligations towards the stakeholders are understood and met.
 Ensure the integrity of the accounting and financial reporting systems.
 Oversee and assesses the company performance.
 Uphold responsibilities towards the environment, community, employees,
customers, government authorities, media bodies and suppliers.

The current flat organization structure is good for implementing this strategy with
focusing on ability of handling large expansions using current calibers and develop
them. The current major priority is digital transformation that relates to our domestic as
well as our international business. We aim to support the government’s initiative for
digital transformation, which entails connecting governmental institutions across Egypt
to enable economic reform. Our success in the wholesale segment relies on our
relationships with domestic and international carriers and customers. The business
model is characterized by signing long-term agreements. Some are bilateral in nature
like the transmission, infrastructure and international voice agreements with the
domestic mobile operators.

4. Orange Egypt culture compatibility to the Strategy:

The heart of the company aims to create value by providing service Excellence and
enhancing
customer Experience to maximize shareholder Equity, which in return will boost our
people’s Enthusiasm and reward. Orange Egypt have created an excellent blend of
executive, non-executive and independent talents, drawing on the strengths of our
shareholders and bringing in valuable expertise from international companies, while
ensuring that the appropriate governance and oversight are maintained.
Orange Egypt is customer-based company that has a portfolio of services to serve a
wide range of customers including consumers of all ages and income brackets,
enterprises of all sizes with customized solutions, governmental entities, domestic and
international carriers and service providers. Our business units are divided to provision
all the services that a customer group needs. Since when Mobinil was the first mobile
service provider in Egypt so we are the Egyptian Telecom Industry’s backbone. As well
as Orange Egypt is an infrastructure developer, this helps us control the complete
customer experience. Continuing to invest in our infrastructure is a mandate that we
take seriously to improve customer experience grow revenue and help Egypt’s
economic growth.
5. Orange Egypt Strategy Compatibility to its life Cycle Stage:
our digital transformation does not stop at the connectivity layer, in fact, company’s
natural progression is to grow further into the application layer by capitalizing on our
robust domestic and international network. The next phase will rely on cooperation with
system integrators, governmental bodies, start-ups, developers, cloud providers, OTTs
and multinational enterprises to grow our business into ICT services. The effort to be
put to capture this new revenue stream is big, yet immensely rewarding. Owning the
infrastructure helps us provide the best service quality whether fixed or mobile. We aim
to extract synergies among our different business units to create a harmonized
operational environment that drives the growth of our top and bottom lines.
In Egypt, both mobile and fixed data are underpenetrated only reaching 35% of
individuals and 26% of households. This presents an opportunity for Orange Egypt to
venture into a space that, for some, looked saturated with a SIM penetration close to
100%. Egypt’s favorable demographics makes the data market a great opportunity to
grab with the right offering. Innovation and change are the opportunity to go deep and
exchange viewpoints and ideas, while adopting an agile strategy and growth mindset in
terms of human resources. This includes innovation seminars, innovative business
channels using 5G technology, seminars focusing on future telecom and technology
developments, our learning experience platform project, and collaborative workspaces.
At Orange Egypt, we firmly believe that our success is dependent on attracting and
retaining talented people at all levels of the company.
We are committed to improving the lives of people as well as to the protection the
environment for future generations, with our core values of empowerment, agility,
collaboration, and customer-centricity as the guiding principles.

6. Samples of Orange Egypt strategy implementation

Programs:
 Social platform to be implemented to cope with current company vision, it
will be had to make deal with The Ministry of Social Solidarity in Egypt to
present right digital learning & communication channel for selected
customers & students.
 Orange Cash focusing on more easy payment process with updated
application, it is s the simplest and quickest way to make all your financial
transfers anytime and anywhere on your cell phone. You can
receive/transfer money from and to any wallet as well as charge credit and
pay telephone, home internet, power, water and gas bills.
  Infrastructure & network coverage to adapt 5G & new technologies.
 Rapid training for employees with monthly reward to improve retention

7. Sample of orange Egypt budget model:

Total revenues for the year ended December 31, 2019 reached 16,830 MEGP,
compared to 16,001 MEGP over the same period last year, with an increase of 0.7%.
 EBITDA (Earnings before interest, taxes, depreciation, and amortization) for
the year ended December 31, 2018 were 6,258 MEGP, compared to 6,245
MEGP during the same period last year, with an increase of 0.4%.
 Transactions with related parties during the year were like non-related entities
on an arm’s length basis. These transactions correspond to: purchase of
network equipment, provision of technical and accounting assistance for
different periods, network operation and maintenance, network construction
activities, computer supplies, internet services, provision of advertising
campaigns, payment and collection of roaming revenues on behalf of related
parties, sales, purchases, commissions, sponsorship, training and hotel
services. Total transactions with related parties during the year ended
December 31, 2019 reached 931 MEGP, compared to 1,388 MEGP over the
same period last year.

Orange Egypt for Mobile Services is an Egyptian Joint Stock Company established
under the Investment Incentives and Guarantees Law No. 8 of 1997 and was registered
in the commercial registry under No. 312032 on 4/3/1998 which was later modified to
No.2231 on 14/1/1999. The purpose of the company is to execute, manage, operate,
develop, maintain a digital cellular mobile telecommunication system (G.S.M), selling
and distributing mobile lines, scratch cards, mobile equipment and mobile maintenance
and accessories. The company provides its services to subscribers inside and outside
the Arab Republic of Egypt.
Revenue from the sale of goods or services rendered is recorded at the fair value of the
consideration received or receivable, net of returns, trade discounts and volume
rebates.
Revenue recognition for major revenue streams are as follows:
 1- Airtime, SMS, and other value-added services are recognized when services are
rendered. For postpaid subscribers revenue is recorded based on billed services,
and an accrual is recorded for services rendered and unbilled at year end.
2- For prepaid subscribers initial sale of scratch cards is recorded as deferred
revenue, revenue is recorded based on usage of Airtime and other services.
3- Interconnect and roaming revenue is recognized based on the terms and
conditions agreed with other operators and when services are rendered and
billed. Accruals are recorded for unbilled revenue resulting from services
rendered until the year end.
4- Handsets and accessories revenue is recognized upon delivery and when
persuasive evidence exists, in the form of an executed sales agreement, that the
significant risks and rewards of ownership have been transferred to the buyer,
there is no continuing management involvement with the goods, recovery of the
consideration is probable, the associated costs and possible return of goods can
be estimated reliably, and the amount of revenue can be measured reliably.
5- Connection fees are recognized based on activation.

8. Samples of Orange Egypt strategy implementation

procedures:
 Orange is simultaneously addressing its employees, customers and
shareholders, as well as the society in which the company operates, through a
concrete set of action plans. These commitments are expressed through a new
vision of human resources for employees; through the deployment of a network
infrastructure upon which the Group will build its future growth; through the
Group's ambition to offer a superior customer experience thanks in particular to
improved quality of service; and through the acceleration of international
development.
 Driven by its determination to promote best-in-class governance practices and to
ensure a fraud-free and well controlled environment within Orange, the Board
established clear processes to monitor the systems of internal audit, internal
control and risk management. Orange internal controls provide reasonable,
rather than absolute, assurance against material loss or misstatement and are
 designed to manage, rather than eliminate, the risk of failure to achieve business
objectives.
 Orange Egypt seeks to provide solutions to strategies for digital change and
financial inclusion. Our operation includes delivering networking as well as
offering a complete approach to facilitate the digital integration of all government
programs. By merging offerings from all business divisions and branches, we are
in a position to sell our data center presence, our international connectivity, our
call centers, and work with software developers to create comprehensive digital
platforms.
 Developing Egypt’s infrastructure through Submarine cables cross Egypt from
Asia to Europe through terrestrial routes, which are connected to the cables’
landing stations on the Red and Mediterranean Seas. There are two main routes
connected to four landing stations. Telecom Egypt aims to increase the number
of routes and landing stations in Egypt in order to offer more security and
capacity on its network by creating alternative routes for the traffic to adapt 5G
technologies.

9. Orange Egypt strategy implementation actions plans:

1. improve area network coverage & Infrastructure
2. Sign new deals with NTRA for 5G & social platform
3. implement social platform
4. introduce new Services & Offers
5. Improve digital transformation (Orange Cash).

Table 16 action plan 1

 Action plan
Objectives: Digital Development & providing
innovative solutions
Targeted
Actions KPIs Date Responsible
Value
Engineering
improve area network coverage & % of area
95% Q3 & Network
Infrastructure coverage
DEP
% plan
execution
implement social platform & develop 100% Q3 HR
online
services
# of new
Marketing &
introduce new Services & Offers service 5 Q2
Sales DEP
and offers
%
transaction Engineering
Improve digital transformation (Orange
& payment 50% Q2 & Network
Cash)
process of DEP
customers

Table 17 action plan 2`

Action plan
Objectives: conduct 5G deal with
government
Targeted
Actions KPIs Date Responsible
Value
# of signed protocols
Sign new deals with NTRA for 5G & Marketing &
& agreement with the 8 Q4
social platform Sales DEP
government
# of signed protocols
Sign new Deal with MOSS for & agreement with the Marketing &
3 Q3
learning social platform government Sales DEP

Train dedicated employee for social % trained certified

1 Q3 HR
platform launch employee

improve automation through % automated services

80% Q4 IT
learning social platform offered
Table 18 action plan 3

Action plan of improving digital transformation (Orange cash):

actions kpis Targeted value date responsible

Comprehensive Responses 100 1/4/2021 Marketing

marketing plan cross social department
media

Increase Number of 100% 1/5/2021 Supply chain

number of branches that manager
orange cash orange cash
machines in service is
branches available at it

Advantages for Number of new One/ onetime 15/6/2021 Customers

new subscribers service
subscribers
Chapter (5). Evaluation & Control:

1. introduction:
Building on our new strategic priorities, vision and mission, Orange Egypt has sensed
the need for a culture change within the organization that would enable us to embrace
our challenges and attain our corporate aspirations. Accordingly, we embarked on a
company-wide culture-shift program & new evaluation technics to ensure all strategies
with action plan are in the right direction.
The Human Resources announced the launch of the HR evaluation & enhancement
module for the first time in Orange Egypt. This new reorganization of the HR function is
designed specifically to better serve our people by working closely and deliver a
consistent yet personalized internal customer experience. In alignment with our
company strategy to enable us to have a new grading and compensation structure,
Mobinil launched a Job Grading and Salary Structuring Project across the firm. Job
Evaluation is a systematic process for defining the relative worth/size of jobs within an
organization in order to establish career growth and development opportunities for our
people.
Orange have also launched the Leadership Academy designed to leverage our leaders’
capabilities (all people managers, at each layer, from Team Leader up to Head of
Department), skills and know-how to better equip them to lead and inspire their teams to
deliver top notch performance.
To improve our HR productivity, we have established a new HR corporate reporting
channel to monitor vital Key Performance Indicators designed to supply human
resources personnel with important data - not just human capital management metrics
in support of workforce optimization, but also information concerning the effectiveness,
functionality, and morale of our organization.
Orange also continued to implement its corporate social responsibility (CSR) project in
collaboration with Awtad organization by training students from technical and industrial
schools as well women workers and artists working on handcrafts while providing them
with the essential raw material they need to start producing high quality handcrafts that
can generate for them a decent income, through this initiative thousands of jobs were
offered to those working on handcrafts in El Nuba, Aswan, Sinai, Siwa, Marsa-Matrouh,
Alexandria and Cairo.
Communicating the right knowledge about cellular networks and Electro Magnetic Field
[EMF] is an integral part of mobile operations. We believe that public dialogue and open
discussions are essential for sustainable network expansion.
Our awareness program continues to evolve and diversify covering topics of renewable
energies and electronic waste management as well.
2. Orange Egypt List of Measures & Controls:
Table 19 list of controls and measures

Factor Output Measure Behavioral Input Measure

Measure
Customer Client retention, new Solution Weekly status
account added & development & report &
customer complains problem solving customer voice

Supplier Cross sell, up selling Relationship skills Quality of system

& cost of volume with right product availability with
needed acquired inputs needed

Shareholders Sales growth & Reduce cost with Account

quota adjusting market management &
per share quality inputs

Government Increase partnership Communication Quality of system

with MOOS deal skills with availability with
government & inputs needed &
planning in long sustainable
range marketing
initiatives

Employees (HR) Employee retention Improve training Increase

& manpower size & communication production
increase tools volume by
double

Operations Increase production Decrease lead Network

volume sale quota time & improve activities with
effectiveness sustainable
marketing
initiatives
 Marketing New accounts Planning, Increase
added, sal;es growth communication production &
& client retention skills & improve sales volume
lead time
IT Network area Planning, improve System
coverage & effectiveness & availability &
sustainability improve lead time quality oif inputs

Financial Increase Sales Planning, improve Adjust right

revenue & sales effectiveness & needed budget
growth eliminate waste with waste
elimination

3. Orange Egypt Strategy Map

Figure 5 strategy map

Financial
Lower cost Increase Increase revenue
profitability Perspective
 Lower waiting time Increase customer
retention Customer
Payment process
improvement Improve monthly CSI Perspective
Key account retention

Lower cycle Promote new Internal process

Improve process
efficiency time products & Perspective
services

Improve knowledge & Improve tools,

skills technology &
infrastructure Learn & Growth
Improve salaries Perspective
Network coverage 5G
Recognition &
satisfactory index
4. Orange Egypt balance Score Card BSC:

Table 20 balance score card

pers Objectives KPI Value Date

Improve increase # 100% Q4

financial return customers subscriptions
by 10%

improve 10% of annual 100% Q1

Percentage of revenue will come from
revenue from news news services
services
Financial
Improve increase 90% Q4
Economic value economic value added
added by 10% by the end of
year
Improve Stock Grow stock price 88% Q4
price growth by 12% by the end of the
year

increase Increase 35% Q1

Profitability profitability by 5% by the 2022
end of the year

Improve Increase 80% Q3

Customer satisfaction customer satisfaction (as
percentage measured by NTRA)

Reduce # of 95% S1
complaints & reduce
Customer closer date
improving Increase the 100% Q3
Market share by units number of customers of
Q4
market from 35m
subscriber to 36 m by
the end of the year
 Developing Key Retain 100% of at 100% QLY
account retention named accounts
throughout the faecal
year.
Improving Payment Customer 35 Q2
processing cycle time collections will be
received within 35 days
Internal
offering new increase new 5 Q3
products differs than products - offering new
competitors Orange cash
enhancement programs
Developing develop more 100% Q2
Service quality research for time saving
process

Encouragement ensure that more 80% QLY

to be creative than 75 % of employee
feels that creativity is
encouraged & 100% of
R&D team feels
encouraged
Learning Enhance ensure that 80% 80% Monthly
& Growth Overall satisfaction of all employees satisfied
with company with the company

Improve % employee 100% QLY

Recognition recognition
Improve # training budget/ 8 Monthly
Training & employee & new
development initiative learning tools

5. Orange Egypt Evaluation & Control:

Table 21 evaluation and control

Objective Standard Actual Difference Corrective Actions

Improve Customer Increase 75% 5% Monitor CSI weekly
satisfaction customer with trained call
percentage satisfaction center, introducing
(as more solution,
measured trained staff & offer
by NTRA) attractive prepaid
So that 80% packages to suit with
of all current market
customers needs
are
"somewhat'
or *very'
satisfied
Develop Network area 100% 90 10% Need to invade more
coverage urban &adopt 5g
Technologies
Improve Employee 14% 10% 4% Through adjusting
Retention salaries & developed
new training tech
with monthly wards
Increase orange cash 60% 35% 25% Introduce more elite
app transaction per & loyal programs
orange active user with more flexible
transaction cycle
Decrease operational 100% 90% 10%
cost
Reduce Percentage of 3% 5% 2% Monitor CSI weekly
unprofitable with trained call
customers center, introducing
more solution,
trained staff & offer
attractive prepaid
packages to suit with
current market
needs
Market share by 45% 40% 5% increase overall
dollars sales, launch
marketing campaign
 that is targeted to
market.
Increase Market share 39 RA 37.5 1.5 Increase the number
by units of customers of
market from 37.5 NI
to 39 RA by the end
of the year.
Introduce new data
services, market
existing data
services
Develop Stock price 15% 10 % 5% Grow stock price by
growth 10% by the end of
the year by
increasing customer
& market share.
Reduce Payment 35 28 7 Customer collections
processing cycle time will be received
within 35 days by
April 30.

6. Over all Summary & Conclusion:

Orange Egypt for telecommunications is a public company. It listed on EGX since 1998.
Orange focuses on wireless telecommunication services. Orange Egypt activities focus
on sustainable development (Tahal, 2019). It aims to reach a balance between
economic, social, and environmental considerations (Olfat, 2019). It pumped around 4
billion investments in Egypt during 2020. It develops and upgrades infrastructure all
over the country.
Environmental analysis of Orange Egypt concluded many changes in Egyptian market.
These changes are almost external environmental changes. Corona virus converted the
global economy towards online dealing. Intense competition in telecommunications
sector between Vodafone, Orange Egypt, ETIS, and WE IS considered as opportunity
and threat at the same time. Increasing in population rate and contactors are
considered opportunities for Orange Egypt. 2019 and 2020 have changed many of
Orange previous strategic plans. The changes that occurred in the external
environment, consequently, had an impact on the internal environment of Orange
Egypt. For the internal environment analysis, delay in decision making, employees
compensation and advertising were the most important results of analysis.
This paper, according to environmental analysis, formulated suitable strategies. These
strategies included competitive, business, directional and functional strategies. These
strategies are: (1) expansion and improvement in orange cash service (online payment).
(2) Reviewing employees compensation. (3) development of infrastructure, especially,
in the new cities. (4) strengthening NTRA and governmental relations. (5) cooperative
strategies with different ministries.
E-learning platforms, social platform, expansion of online payment service, and
improvement of the network coverage, are the most important matters that have arisen
recently and need quick strategies from Orange Egypt and all telecommunications
companies.
While the market is becoming increasingly saturated and mobile penetration rate is
high. penetration statistics do not reflect the exact number of people with mobile
phones. Due to the multi-SIM ownership, penetration rates are thought to reflect a
certain number of registered, rather than active, users. In the meantime, rural areas that
have relatively low penetration provide room for further improvement and promise good
growth potential.
The current circumstances in Egyptian market and world challenges in face of Covid 19
pandemic. there was found some valuable targets that need more penetration. It needs
wise stable strategy to reach as in in the coming years. orange Egypt will hold on to this
leadership position via focused network investments with 5G spearheading in key
markets. with particular emphasis on the digital and ICT segments orange Egypt will
maintain focus on international operations as an engine for growth. while emphasizing
the digital space as the prime driver for sustainable growth across all markets. By
continuing to create the world’s best networks. orange will continue delivering long-term
value for the societies in which it operates and returns to its shareholders.
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