This action might not be possible to undo. Are you sure you want to continue?
Strategic Marketing Management
Course: Diploma in Management Studies
02 Management Strategy: suitable structure to appropriate 02 participation SWOT Analysis 05 Constructing a Strategy Task 2-Organizational values: current stand points: 06 08 6 7 Vision & Mission Task 3. No.Outline timetable for implementation 10 11 8 9 10 Dissemination processes Monitoring & Evaluation References & Bibliography 12 13 14 .Construct a Strategy Page No. 1 2 3 4 5 Particulars Task 1.INDEX Sr.
The complexity of an organization's structure is often proportional to its size and its geographic dispersal. it is very important to chalk out a sound strategic system. departments. Dialog Telecommunication: Dialog Telekom. and especially to decision making. and virtual organizations. It involves the application of corporate strategy to all aspects of the organization. strategic management developed in the 1970s. Strategic management helps in the formulation of effective organizational goals. and the management of an organization according to that strategy. functions. According to Harold J. but it has evolved in response to changes in organization structure and corporate culture. Charles Handy has shown that it is also directly linked to corporate culture. and may be represented by an organization chart. strategy has become the concern not just of directors but also of employees at all levels of the organization. Organization structure reveals vertical operational responsibilities. The effective formulation and implementation of strategic management techniques can lead an organization to the path of success. Suitable structure to ensure appropriate participation in the process: the form of an organization that is evident in the way divisions. . With greater empowerment. Dialog Internet. matrix. the country's pioneer Mobile Satellite Service Provider. and horizontal linkages. and is a Subsidiary of the Telekom Malaysia Group.Task 1: construct a management strategy: Management Strategy: The development of corporate strategy. Following an aggressive entry in to the International Services Market. These forms became more prevalent during the last decades of the 20th century as a result of the trend toward restructuring and downsizing and developments in telecommunications technology. and people link together and interact. The company is also a key player in the Internet Service Provision Market with its state of the art ISP. Sri Lanka's flagship Telecommunications Company operates Dialog GSM. The traditional organization structure for many businesses in the 20th century was the bureaucracy. Dialog Global has established itself as a premier provider of International Services in Sri Lanka. the country's largest mobile phone network. For an organization to be successful. and also operates Dialog SAT. As a discipline. organization structure is inextricably linked to the technology and people who perform the tasks. Strategic management focuses on achieving and maintaining a strong competitive advantage. originally defined by Max Weber. Leavitt. network. More recent forms include the flat.
The primary role of an SMC is to provide strategic and operational leadership in all functions of the Company.Structure: The operations of the Company are managed through a faculty of Strategic Management Committees (SMC). Information System. . Technology. Sales Marketing and Support Services. focused on the delivering of corporate targets within the core functional areas of Service Delivering. Business and Finance.
reflected via the CSR initiatives that has taken place. Continuous development of the communication industry. keeping in mind the aspirations (basic question) of an organisation. has a greater competitive advantage.5 million people and the Central Bank estimates that 4. Weaknesses: y y y y y y y No Clear focus for a broader market even though there is a huge investment on advertising and value addition through technical innovation. SMS. Strong Public Relations that has been built up over the years. This is powered by there Applied Research & Development initiatives in areas such as GPRS. Technology leadership with high technical innovation. With numerous collaborations with other Telecom Corporations.etc. trends. Intelligent network services. EDGE. is one of the fastest growing sectors in Sri Lanka¶s 19. Lack of pricing innovations compared to the competitors. Decreasing trend in Quality of Service due to the rapidly growing customer base. . GPRS/WAP. Strategic options can be identified after an institutional assessment. Distributed nature of the Head Office in the city of Colombo due to non-expandability of current location. Employee turnover is high in the front-office (Call Centre and Help Desk). As reflected in the financial analysis the financial stability of the organization with all the current investments. Strategic options take advantage of facts and actors. Aggressive marketing strategy allowing Dialog brand name to be carried to every corner of the country and hence to have a good and stable Brand Equity. Relationship with a telecommunication giant in the region. Decreasing level of motivation of internal employees due to multiple strategies of very high impact being deployed simultaneously without managing the resulting confusion and disillusionment. Opportunities: y y Telecom. Swot Analysis: Strengths: y y y y y y y y y As the first mover of GSM in Sri Lanka technology. MMS. Strong infrastructure and hence the mobile telecommunication coverage is one of the widest and best in Sri Lanka. IVR«. opportunities and threat of the outside world. has enabled Dialog to have a global reach with services such as High Roaming and Satellite Coverage.5 million users have mobile phones as at end 2006.Strategic Options: Strategic options are creative alternative action-oriented responses to the external situation that an organisation (or group of organisations) faces. Telekom Malaysia Group. The tool µStrategic options¶ helps to identify and make a preliminary screening of alternative strategic options or perspectives. Greater CSR involvement. Poor performance as an ISP.
Due to customer awareness the rapid change in customer preferences and their growing needs. (Remember more than 80% of Dialog subscribers are low income pre-paid users. Constructing a Strategy: Corporate Strategy Considering the current performance. . The 5th Mobile operator license in Sri Lanka has been offered to India's Bharti Airtel Ltd to launch the 2G and 3G services in 2007. social and economical conditions and the laws and regulations and their interpretation (Eg : TRC regulations) Changes in currency exchange rates and high inflation which is badly effecting the global business. Threats: y y y y y y y y y All 3 other existing GSM Mobile service providers pose a threat at different magnitudes.) Volatile changes in the political. the Key Success Factors and the SWOT analysis the directional strategy alternatives would be as follows. Since the current product lines have real growth potential concentration of resources on those would be ideal. Strongest Competitor. Potential to reap benefits of Value Chain Convergence. The acceptability of the Value Added Services (VAS) by the users hence increasing the probability of success of any new VAS initiative. All 3 existing CDMA service providers too pose a different kind of threat. Changes in technology.y y y y y Low fixed line penetration. For instance Dialog had to switch off all base station in northern province during the last few months due to military operations by the Sri Lankan government forces. the Mobile wing of fixed line telecom giant SLT is focused on cost-leadership competitive advantage strategy through its low cost pre-paid product to the mass market. Growth strategy to expand the activities of Dialog Telekom further would be the first alternative. In concentration Dialog Telekom can follow the vertical growth strategy to take the benefit of the value chain convergence opportunity that is existing in Sri Lankan context. Technology advancements especially in the realms of mobile multimedia technologies and the advent of the next (3rd) Generation of mobile communications. The strategic partnership with Vodafone UK. Uncertainty due to the escalating counter terrorist campaign.
which will help to get back the loosing internal employee motivation. The second alternative which Dialog Telekom can try to implement is cost leadership to overcome the threat of lower rates provided by competition. y y The first alternative for the competitive strategy would be to improve on the current strategy of differentiation. at which stage it would be only the rates which decides the attraction of that segment of the market. But people who are using purely as a voice/SMS only are shifting as most of them are cost conscious and there is no much of a different in coverage. . The first alternative will move Dialog Telekom further away from the competition and create a monopoly temporarily for converged industries of telecommunication. Hence if Mobitel improves on its VASes it would become a serious threat. It can improve this by having unique value added services for each of its current strategic business units DBN. However differentiation strategy implementation may involve higher investment than low cost strategy. Typically the differentiation strategy is more likely to generate higher profits than low-cost strategy. Here Dialog Telekom can utilize pause/proceed with caution strategy to have only incremental improvements while the weaknesses stated are overcome. It can use this time to stabilize the organization due to the changes took place due to multiple strategies it adopted earlier such as acquisitions and investing on innovative developments. The second alternative will give Dialog Telekom and its employees much needed breathing space. However unfocused highspeed growth to capture the market without stabilizing the existing acquisitions can disassemble everything. CBNSAT and Dialog Telekom itself. content & media and retail. Since the VAS are less in Mobitel the switching from Dialog to Mobitel is not much in urban people who use these VASes. This can improve the customer loyalty and thereby can charge a reasonable premium rate than competitors. Stability strategy to continue with current activities without any changes to the direction would be the second alternative. Business Strategy The business strategy alternatives available for Dialog Telekom to improve the competitive position in the industries it operates would be as follows. Mobitel.
Task 2: Organizational values: current stand points: Organizational values define the acceptable standards which govern the behaviour of individuals within the organization. However. The fall of the exchange rate over the years happened on a gradual pace. However. articulated values of an organization can provide a framework for the collective leadership of an organization to encourage common norms of behaviour which will support the achievement of the organization's goals and mission. In these smaller groups. though Sri Lanka identified importance of liberalisation early as in 1977. terrorist activities have remained constant as well. due to political direct intervention. and the vision that it is trying to achieve. since unacceptable behaviours can be challenged openly. for the larger organization. disparate ones. the behaviour of individuals is much more visible than in larger. which may lead to behaviours that the organization doesn't wish to encourage. In a smaller. During the past two decades. an articulated statement of values can draw an organization together. So to summarize. . Clearly. the need for articulated values is reduced. Without such values. bureaucratic attitudes inherited from colonial reign and poor governance. the country as a whole and specifically the industry has not grown as it was foreseen at the time of liberalisation. individuals will pursue behaviours that are in line with their own individual value systems. the organization's values must be in line with its purpose or mission. Economical y Unstable macroeconomic environment and trade policy regime has a negative impact on the industry. Corporate Values y y y y y y Total commitment to our customers Dynamic & human cantered leadership Commitment to task & team work Uncompromising integrity Professionalism and accountability Foremost concern for respect & care Political y Sri Lanka has very positive foreign investment policies. co-located organization. where desired behaviour is being encouraged by different individuals in different places with different sub-groups.
It ensures fair enforcement of Government policy. Technological y y Sri Lanka depends on technology transfers from foreign direct investments. literacy rate is high. Nevertheless Sri Lankans inherit a bureaucratic attitude from the colonial administration that results in inefficiencies and discrimination. For example the shift from analogue to digital and the adoption of CDMA technology materialised in a slow pace. the regulatory body takes up multidimensional roles. inefficiency and discrimination. However Sri Lanka lags dynamics incorporated by India to attract foreign direct investments. The country comparatively has not performed well enough to adapt technological changes on a timely manner. Socio-Cultural y y Sri Lanka has better social conditions for example. and provide feedback to the policy making units. Legal y y TRCSL. The attitude towards foreign direct investments needs to be improved. hold operators accountable for performance. . However TRCSL encourages local research and development. However TRCSL has been criticised over the years for information asymmetry. infant mortality rate is low and life expectancy is long. The country also has an educated and trainable work force. address consumer issues. monitor changing industry needs.y Since the inception of liberalisation policy it has undergone massive reforms in this sector.
and financial market recognition as the highest valued mobile communication operator in Sri Lanka. spurred by an empowered set of dedicated individuals who are driven by an irrepressible desire to work as one towards a common goal in the truest sense of team spirit Objectives: Organizational Goals y y y y The deliverance of industry best return on investment to the shareholders of the company. in the empowerment and enrichment of Sri Lankan Lives and Enterprises. internal strengths. through adaptation of best practices and the active pursuit in new business in which corporate strengths could be exploited in the interest of growing the value of the company .Vision To be the undisputed leader in the provision of multi-sensory connectivity resulting always. brand recognition. Mission y To lead in the provision of technology enabled connectivity touching multiple human sensors and faculties. provision and adaptation to emerging technologies and convergence with the internet. responsive and flexible business processes. product quality. and through the delivery of quality service and leading edge technology unparalleled by any other. The deliverance of the best product in the market place through leadership in customer service. Achievement of leadership in terms of (economically) effective subscriber base. competitive resilience and quality of empowered resources. consumer first choice and ownership of heart and mind share of Sri Lankan consumers The achievement of leadership in term of management practices. through committed adherence to customer driven.
CargillsDialog alliance to allow Cargills customers to settle Dialog bills is just one such example. The progress of each project is monitored in a monthly basis through different strategic committee meetings. These technology initiatives can be considered as a strategy used to capture the market by effectively saying ahead from the competition in the technology and innovation sphere. On the other hand. because it effectively enabled Dialog to provide tailor made solutions to the local market. They have already diversified their business across many areas during the last few years. Nokia phones with Sinhala language support and Tsunami warning system for mobiles are just to name a few such examples. by acquiring MTT. and DERANA TV Channel with along term objective of a value chain convergence. a sattelite TV transmission company. Dialog tries to introduce latest technologies into the market considering global mega trends (refer diagram) through it's comprehensive Research & Development wing. For instance. In addition to reach the customer. . Also recent past it has acquired CBNSAT. Dialog has created many alliances with other business corporations. business and functional levels. Dialog managed to strengthen it's transmission backbone. Among them.Task 3: Outline timetable for implementation: Strategy Dialog strategies are visible in the company's corporate. The business plan is formulated at the beginning of the year considering main objectives of the company. the Dialogs initiative to setup the Dialog Research Lab at the University of Moratuwa is of importance.
All the employees will have a number of recreational opportunities such as trips. Dialog uses several systems to execute their business strategies successfully. Strict deadlines are imposed while performance and progress are very closely monitored at all levels of the organizational structure. Seven percent (7%) of the total HR cost is devoted to training and development. Annual manpower planning and recruitment is carried out in parallel with the business plan preparation. . The core policy on filling vacancies spells out the Company¶s intention to attract the best with the aim of exploiting the individual¶s potential while providing career development opportunities irrespective of communal or gender differences. Rewards and benefits schemes are in line for the top performers and better achievements. Recruitment to the Company is governed by several policies. Style The management style always depends on targets and objectives. y y y SAP ERP (Enterprise Resource Planning) ± This was launched in 2006 January to integrate identified key process in the company . The training needs for individuals and teams are identified from the competency requirements arising from the Company¶s business plan and employees¶ annual performance review. sports«etc to take some time off from busy work schedules.Used for human resource management and all the day to day functions are carried out through this system. get-together. HRIS . Staff The Company currently employs a workforce of 2500 who in turn are considered pivotal to the organization¶s growth and success. The capabilities required by potential employees are based on the requirements of the business plans applicable to respective departments of the Company in any given year.Dissemination processes: Systems Apart from the technical back bone. CCBS (Customer Care Billing system) ± Currently existing billing system is going to be migrated in to a new system to provide more customer centric services. For instance.
different ethnics and nations are teamed up and driven towards a common set of goals and objectives at Dialog Telekom.Super ordinate Goals All individuals with different backgrounds. which are often stated in financial terms. but is rapidly gaining in popularity as a method of implementing and tracking business strategy. Skills Dialog team consists of number of individuals with distinctive capabilities and competences from top to bottom. The company has been successful in focusing the entire team towards a single vision by incorporating all individuals¶ goals and personal objectives together. Balanced Scorecard Framework y y y y Financial objectives and measurements Customer orientation Internal Processes Learning and capability growth . Where the balanced scorecard has gone beyond past implementation processes is the emphasis on factors other than the financial. Stripped down to its essence the balanced scorecard is the analysis of the cause and effect of business processes needed to successfully implement business strategy. In addition to that Dialog is served by a team of top class individual in the Sri Lankan Industry with lot of talent and exposures. with built-in measurements to track progress. Monitoring and evaluation: Balanced Scorecard: The balanced scorecard concept is relatively new on the business scene. Dialog is proud to have a very energetic and talented CEO in the caliber of Dr Hans Wijesuriya.´ As such there is more emphasis on leading indicators of future performance along with the tracking of past performance. hence the term ³balanced.
thetimes100. Regulation and Investment: Sri Lanka Case Study (Report on the World Dialog on Regulation) 2. www.lk 4.com Words Count: 3054.com 6. Asoka Fernando (2006). Rohan Samarajiva & Anupama Dokeniya with Sabina Fernando.References: 1.com 5. www. Shan Manikkalingam & Amal Sanderatne (2005).dialog.netmba. www. Regulation and FDI: Sri Lankan Telecommunications Industry 3. .bnet. www.
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue reading from where you left off, or restart the preview.