Introduction

Information technology is one of the key feature of present world. We can say mobile phone is
the most used device these days. This device has made a smooth and easy communication
network. Bangladesh was introduced to the mobile world by a company named City Cell in
1993. But there were many barriers such as the price, availability, high call rate, very week
network system etc. Grameenphone starts its service in 1997 and tried to make things easier.
In the present Bangladesh, there is no ideal option of Grameenphone.now, they are the largest
telecom operator in Bangladesh. It is currently on the progression of developing its services
quickly to such an extent that it appears to be that this organization will catch the expert market
of cell phone in our country. Accordingly, most likely, its future possibility is splendid.
Background of Grameenphone
Grameenphone is one of the significant private sector investments in Bangladesh, having amassed
investments of BDT 5200 crore up to December 2005. This makes Grameenphone one of the most
essential investments in the private sector in the country. One of the world's largest taxpayers,
Grameenphone, is also one of the nation's most remarkable taxpayers. The company has given about
BDT 5000 crore in taxes throughout its direct and indirect history. In 2005, payments of BDT 1,670 crore
were made out of this total. In September of 1999, GP was the first major operator to provide a pre-paid
service for its customers. It was the first company to create a 24-hour contact center, and it continues to
do so today. It has also developed several value-added services, including VMS, SMS, fax, and data
transfer, international roaming, WAP, SMS-based push-pull services, EDGE, and personal ringback tones.

In its first few years of operation, Grameenphone almost doubled the size of its customer base, but the
company had far more rapid expansion in its latter years. It finished its first year with 18,000 customers,
30,000 customers by the end of 1998, 60,000 customers in 1999, 193,000 customers in 2000, 471,000
customers in 2001, 775,000 customers in 2002, 1.16 million customers in 2003, 2.4 million customers in
2004, and 5.5 million customers by the end of 2005.

Grameenphone has, from the very beginning of its existence, a significant focus on the provision of high-
quality after-sales services. In recent years, the primary objective has been to provide after-sales service
located at a reasonable distance from the homes of the consumers. Approximately 600 General
Practitioner Service Desks are spread across the country, servicing practically every Upazila in the 61
districts. GP Customer Centers may be found in each of the divisions' nine cities. These centers are open
daily, including holidays, from 8:00 am to 8:00 pm. Throughout its existence, GP has been directly and
indirectly responsible for the employment of several individuals. At this moment, the company has over
3,000 people working for it on a part-time or contractual basis. Another seventy thousand individuals
are directly dependent on Grameenphone for their means of subsistence. These individuals are
employed by Grameenphone as dealers, merchants, scratch card outlets, suppliers, vendors,
contractors, etc. In addition, the Village Phone Program, which was also initiated in 1997, gives over
200,000 people, most of whom are women living in rural regions and working as Village Phone
operators, the chance to earn a genuine income. The Village Phone Program may be an innovative, one-
of-a-kind program designed to make universal access to telecommunications services available in
distant, rural locations. Rural households who would otherwise be unable to afford a phone may now
access the service thanks to the Grameen Telecom Corporation's program handling. The worldwide GSM
Congress was held in Cannes, France, in February of 2000. The Village Phone project was honored with
the "GSM within the Community" award at this event. Grameenphone also won the Bangladesh
Business Awards in 2002 for being the clearest joint venture enterprise.

Grameenphone places a high value on its workforce and views them as one of the company's most
valuable assets. GP offers a comprehensive benefits package to its staff members, including a Gratuity,
Provident Fund, insurance, Family insurance, Transportation Facility, Day Care Center, Children's
Education Care, education Support for workers, in-house medical support, and other programs and
services.
Marketing Environment
Product Strategy
Grameenphone, have the largest number of users than other telecom operators in Bangladesh. They
provide many services. They offers both prepaid and postpaid services to their consumers. Djuice,
Nishchinto, Bondhu, Smile under prepaid services and there is only one postpaid service named MyPlan.
They introduce Djuice to target the young generation. There are also different categories for consumers
with different occupation.

They also provide internet service. They are the fastest internet provider of Bangladesh. Most recently,
they introduce no time limit internet data pack to their users.

Besides, they also have some digital and financial services. MyGP, Bioscope, GPMusic, EasyNet etc.
under the name of Digital services. MyGp allow a user to browse all the services. Bioscope and GPMusic
are the entertaining service where a user can enjoy drama, cinema and can listen music. GPay &
MobiCash are their financial services. GPay can be used for paying bills or purchasing bus or train tickets
by the GP users.

Besides, all this personal services, Grameenphone offers some business services. Team Tracker is a
business service that is provided by them to locate and monitor the employees, update their task
digitally and get their work update. There are also some business service Ekota, M Reporting, mCentrex
etc.
Pricing Strategy
Grameenphone always tries to come up with their offers and services at a reasonable price. This
help them to compete with their competitors and help them to close to their customers. The
internet package price or the call rate both are reasonable as they provide the top notch service
all over the country. Different services have different pricing. Usually, their business services
have higher cost but comparing with the rival personal services for the users are good enough.
Accorading to the consumer response, GP offers are all attractive, since the connection would
attracted a lot more customer, if the price could be improved.
Promotion Strategy
Grameenphone uses many promotional strategies to introduce their offers and services to their
targeted customer. To promote their brand, they advertise their new, upcoming or running offers
through television, radio, internet etc. Grameenphone utilizes the greater part of the special
apparatuses to give message to its clients on the new product, existing item and furthermore item
includes.
GP utilizes regular missions to drive customer engagement. The missions depend on special
evaluating and occur generally every other month. The proposition by and large incorporates
limited handsets with starting services. During the missions, GP runs weighty outside publicizing
and embeds in significant papers, and consistently joins forces with retail location in each of the
six topographical divisions. The biggest missions are run related to significant occasions, for
example, during Eid, Ramadan, Bangla New Year and so on to support high volume deal when
individuals are in a purchasing state of mind.
Now a days the CSR activities is also a part of promotional strategy. GP works on three important areas
for their CSR activities which include education, health and environment.
Distribution Strategy
One of GP's advantages over its rivals in terms of competitive strength is the company's distribution
chain. At this time, ninety-five percent of total sales are accounted for by only 180 locations
compared to the forty stores owned by their closest rival. The purpose is to make themselves widely
available and easy to reach in all nation regions, both for new user and current ones. Additionally, in
comparison to its competitors, GP plays a more active role in its partnerships with its distribution
partners. All of the newspaper advertising is done in collaboration with the channel to contribute to
the expansion of the channel's clientele. GP is establishing training programs to assist its outlets in
targeting and retaining consumers more effectively and constructing a remote automated service
activation system to create a closer link with its outlets. The importance of branding at the service
point cannot be overstated for GP. Every location has large, standardized, and noticeable GP signage
and displays. The interior profile of the outlets has been designed, and it is now undergoing further
development to ensure that all GP shops have a similar style and decorum. This will give everyone
who enters any GP outlet the impression that they are in the same place. Distribution Network:
Compared to the other carriers, GrameenPhone has the most significant number of Distribution
channels (180 Points of sales). They want to preserve their position as the company with the most
extensive distribution network by expanding their current number of retail locations to roughly 350
shortly and 575 in the far future. GP has the most comprehensive and rapidly expanding mobile
network in Bangladesh, with 251 base stations and 660 cells spread out over the nation. The scope, or
service area, of GP is not limited to individual islands of cities; instead, it is quickly spreading along
continuous corridors that link a variety of cities and towns to one another.
Conclusion

Despite Grameenphone's brilliant workplace and environmental management, the organization faces a
few issues. Global standards encourage SCS to demand HSSE business conduct from suppliers and create
a difference in the local market while also developing a competitive advantage. SCS follows these
criteria. The industry's best HSSE and SCS practices. The promotion of green corporate coverage is
further aided by the national recognition of HSSE pioneers. Suppliers' attitudes have changed such that
our partners around the nation may operate in a legal and safe environment. Recognized as the supply
chain sustainability benchmark by Telenor Bus (business units). SCS seeks to eliminate supplier non-
conformities. Ensuring sustainability and activating the right areas are the best ways to deal with these
issues Grameenphone places equal emphasis on urban and rural coverage. The company's projects
positively impact the economy and the country as a whole. It's a great mix of sound effects and
intelligent business. GP aims to appeal to a wide audience. By catering to the broader populace, the
corporation intends to reap the benefits of economies of scale and healthy profits. An expanding
population and increased economic activity are linked when public services are provided. Like other
"island" carriers, Grameenphone builds continuous coverage, cell by cell. However, Grameenphone's
network relies on a cell-to-cell scope, which varies depending on the market. As phone prices continue
to decline, GP is well-positioned to benefit from the newfound affordability of mobile phones. Every day,
Grameenphone's talk time packages are updated. Due to GP's higher prices, the company has seen a
decrease in the number of youthful customers. GP continues to sell expensive internet packages with
other providers' unlimited high-speed internet. GP is trying to use social media to connect with its
customers, although the number of new subscribers includes fewer young people than in the past. GP
can preserve its position as the telecom industry's most cost-effective service provider by exceeding
customer expectations on product quality.