Download - Strategic Management - Warid Telecom
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PRESENTED TO: ZARRAR ZUBAIR
STRATEGIC MANAGEMENT
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Group Members
Umair Khalid Paracha (13257)Zeeshan Valliani (12543)S.M. Zeeshan (8779)Muhammad Kashif (11017)Muhammad Asim Hayat (11084)
ASIM HAYAT
ZEESHAN
VALLIANI
ALI ZEESHA
NKASHIF
UMAIR PARACH
A
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About Warid Telecom
Warid Telecom is one of the cellular
service providers in Pakistan
100% owned company of the Abu Dhabi
Group
Started its operation in May 2005
Acquired license for $291 million US
dollars
Offers state-of-the-art
telecommunication services at over
7,000 destinations in Pakistan
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Vision & Mission Statement
Mission and Purpose “Warid’s aim is to be perceived not only as a
telecommunication operator of voice services, but also as a universal provider of comprehensive communications services for both residential and business customers. Warid's corporate identity seeks to reflect the changes in telecom sector in relation to helping customers keep pace with rapidly changing technology in the field of communication, through maximum network coverage and clear connectivity that we have committed to provide”
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Vision & Mission Statement
Determinan
ts
Customer
s
Products
and
Service
Markets Technolog
y
Survival
Growth and
Profitability
Self
Concep
t
Concer
n for
Public
Image
Philosoph
y
Concern
for
Employee
s
Analysis of Warid’s Mission Statement
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Vision & Mission Statement
VisionThe company’s vision is to“To become the primary service provider of
all communication needs of subscribers in Pakistan‚ supported by exemplary customer care”.
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Industry Overview
Annual Cellular Subscribers
Mobilink Ufone Zong Instaphone Telenor Warid Total
2003-04 3,215,989 801,160 470,021 535,738 5,022,908
2004-05 7,469,085 2,579,103 924,486 454,147 835,727 508,655 12,771,203
2005-06 17,205,555 7,487,005 1,040,503 336,696 3,573,660 4,863,138 34,506,557
2006-07 26,466,451 14,014,044 1,024,563 333,081 10,701,332 10,620,386 63,159,857
2007-08 32,032,363 18,100,440 3,950,758 351,135 18,125,189 15,489,858 88,019,812
2008-09 29,136,839 20,004,707 6,386,571 34,048 20,893,129 17,886,736 94,342,030
2009-10 32,202,548 19,549,100 6,704,288 0 23,798,221 16,931,687 99,185,844
2010-11 33,378,161 20,533,787 10,927,693 0 26,667,079 17,387,798 108,894,518
2011-12 34,703,110 22,019,458 14,423,646 0 28,470,254 14,990,190 114,606,658
May 2013 36,747,587 23,869,218 20,199,828 0 31,693,191 12,503,036 125,012,860
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Porter’s Five Competitive Forces
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Threat of New Entrants
Yes M No
Do large firms have a cost or performance advantage in your segment of the industry?
Are there any established brand identities in your industry?
Does your company incur any significant costs in switching suppliers?
Is a lot of capital needed to enter your industry?
Does the newcomer to your industry face difficulty in accessing distribution channels?
Does the newcomer have any problems in obtaining the necessary skilled people, materials or supplies?
Does your product or service have any proprietary features that give you lower costs?
Are there any licenses, insurance or qualifications that are difficult to obtain?
Can the newcomer expect strong retaliation on entering the market?
7 1 1
Porter’s Five Competitive Forces
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Bargaining Power of Buyers
Yes (+) M No (-)Are there a large number of buyers related to the number of firms in the business?
Do you have a large number of customers, each with relatively small purchases?
Does the buyer need a lot of important information?
Is the buyer aware of the need for additional information?
Is there anything that prevents your customer from taking your function in-house?
Your customers are not highly sensitive to price.
Your product is unique to some degree or has accepted branding,
Your customers’ businesses are profitable.
You provide incentives to the decision makers.
3 3 3
Porter’s Five Competitive Forces
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Bargaining Power of Suppliers
Yes (+) M No (-)
My inputs (materials, labor, supplies, services etc.) are standard rather than unique or differentiated.
I can switch between suppliers quickly and cheaply.
My suppliers would find it difficult to enter my business or my customers would find it difficult to perform my function in-house.
I can substitute inputs readily.
I have many potential suppliers.
My business is important to my suppliers.
My cost of purchases has no significant influence on my overall costs.
4 1 2
Porter’s Five Competitive Forces
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Threat of Substitutes
Yes (+) M No (-)
Substitutes have performance limitations that do not completely offset their lowest price. Or, their performance is not justified by their higher price.
The customer will incur costs in switching to a substitute.
Your customer has no real substitute.
Your customer is not likely to substitute.
2 1 1
Porter’s Five Competitive Forces
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Rivalry Against Competitors
Yes (+) M No (-)
The industry is growing rapidly.
The industry is not cyclical with intermittent overcapacity.
The fixed costs of the business are a relatively low portion of total costs.
There are significant product differences and brand identities between the competitors.
The competitors are diversified rather than specialized
It would not be hard to get out of this business because there are no specialized skills and facilities or long-term contract commitments, etc.
My customers would incur significant costs in switching to a competitor.
My competitors are all of approximately the same size as I am.
0 4 4
Porter’s Five Competitive Forces
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Overall Industry Analysis
Overall Industry
Rating
Favourable Moderate Unfavourable Implications
1 Threat of New
Entrants
7 1 1 It is difficult for new
players to enter so the
current ones can avail
larger shares.
2 Bargaining
Power of buyers
3 3 3 The buyer power is
moderate.
3 Bargaining
power of
Suppliers
4 1 2 The suppliers cannot
impose any conditions on
the company due to less
power.
4 Threat of
Substitutes
2 1 1 There are no real
substitutes which is good
for the industry.
5 Rivalry against
competitors
0 4 4 The competition is strong
therefore; the industry is
facing tough competition
among all rivals.
Total 16 10 11
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PEST ANALYSIS
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Political Factors
Political instability issues Security conditions are not
stableProfits can only be generated
either through cost reductions or branding
Cost reductions are easy for this sector because the portion of variable cost in the total cost is low
Only the initial capital investment is very high
PEST Analysis
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Economic Factors
InflationHigh Interest ratesPurchasing PowerPrice WarsEconomics of Scale
PEST Analysis
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Social Factors
Pakistan is a very social countryThere are several FestivalsSuch as EidFamily & Friends Packages
PEST Analysis
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Technological Factors
State of the art technology has to be implemented to gain a competitive edge
Must acquire 3G License
PEST Analysis
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Opportunities Threats
Acquire 3G LicenseExpand Customer
baseExpand Network
coverageProvide more value
added servicesPackages for Family
& Friends
Buyers can easily switch to other networks
High initial capital investment
Price wars among competitors
Competitors can easily follow
Opportunities & Threats
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External Factor Analysis
Key External Factors
Weight Rating Weighted score
Opportunities
Expand customer base
0.1 2 0.2
Expand network coverage
0.1 3 0.3
Provide more value added services
0.05 4 0.2
Packages for Family and friends
0.04 3 0.12
Acquire 3G License 0.2 4 0.8
Threats
Buyers can easily switch to other networks
0.1 3 0.3
High initial capital investment
0.12 4 0.48
Price wars among competitors
0.19 3 0.57
Competitors can easily follow
0.1 3 0.3
Total 1.0 3.27
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Analysis
Acquire 3G license and become one of the first companies with the technology.
Warid must try to expand its customer base so that the threat of competitors is also reduced.
Providing more value added services will help the company in retaining the newly acquired customers.
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Competitive Profile Matrix
Critical Success Factors
Warid Mobilink Telenor Ufone
Weigh
t
Rating Weighte
d Score
Rating Weighte
d Score
Ratin
g
Weighte
d Score
Ratin
g
Weighted
Score
Service Quality
0.15 4 0.6 3 0.45 3 0.45 3 0.45
Customer Loyalty
0.10 1 0.1 3 0.30 4 0.40 3 0.30
Human resource
0.10 2 0.2 4 0.40 3 0.30 3 0.30
Technological know-how and innovation
0.20 3 0.6 4 0.80 3 0.60 4 0.80
Pricing 0.06 2 0.12 2 0.12 2 0.12 4 0.24
Global Expansion
0.10 2 0.2 3 0.30 4 0.40 0 0
Market Share 0.12 2 0.24 4 0.48 3 0.36 3 0.36
Financial Position
0.08 2 0.16 3 0.24 3 0.24 3 0.24
After Sales Service
0.09 3 0.27 2 0.18 3 0.27 2 0.18
Total 1.00 2.49 3.27 3.14 2.87
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Competitive Analysis
Warid’s positioning in comparison to its competitors is weak.
The company should improve in the area of market share, global expansion, and also in the area of after sales services.
Customer Convenience should be the focused.
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Strengths Weaknesses
Roaming facilitiesPersonified packagesBetter customer
packagesCooperative work
groupsAppropriate value
against priceNot prone to price wars
Very few marketing activities for the brand
Ambiguous brand identity
Unutilized technology
Poor firm infrastructure
Strengths & Weaknesses
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Internal Factor Analysis
Key External Factors Weight Rating Weighted score
STRENGTHS
Roaming facilities 0.10 3 0.30
Personified packages 0.08 3 0.24
Better customer packages 0.12 3 0.36
Cooperative work groups 0.10 4 0.4
Appropriate value against price
0.10 4 0.40
Not prone to price wars 0.05 4 0.20
WEAKNESSES
Very few marketing activities for the brand
0.15 2 0.30
Ambiguous brand identity 0.08 2 0.16
Unutilized technology 0.12 3 0.36
Poor firm infrastructure 0.10 2 0.20
Total 1 2.92
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Internal Analysis
Inbound Logistics• Catalogs
Printing• Sim cards• Packages
Operations• Roaming• Network
Signals
Outbound Logistics• Calls• Sms
reservations
Marketing and Sales• Promotion
of packages• Personified
packages
Services• Query
Handling• Corporate
services for business clients
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Suggested Strategies
Warid should improve its firm infrastructure and make its presence felt in the market.
The company needs to create more reminder advertising so that people know of its presence and remember that it is also there to serve to their needs.
The company will gain more attention if it comes up with more personified packages because everyone today believes in exclusivity and thus Warid will end up having higher customer traffic.
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Generic Strategy
Overall Cost Leadership
Overall Differentiation
Focused Cost Leadership
Focused Differentiation• Warid Telecom
Generic Strategy
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Generic Strategy
Warid is following a focused differentiation strategy.
Their packages like Zem and Glow are to differentiate the service from other competitors in the market. The reason they have a narrow audience is that they have not targeted the whole population.
Their focus is more on youth and even among youth, their focus is on A and B class of the economy which collectively forms a very small size of the entire population.
Overall Cost Leadership
Overall Differentiation
Focused Cost Leadership
Focused Differentiation•Warid Telecom
Generic Strategy
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The Matching Stage
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The Matching Stage
TOWS MatrixStrenghts Weaknesses
1. Roaming facilities 1. Very few marketing activities for the brand
2. Personified packages 2. Ambiguous brand identity
3. Better customer packages 3. Unutilized technology
4. Cooperative work groups 4. Poor firm infrastructure
5. Appropriate value against price
6. Not prone to price wars
Opportunities S-O Strategies W-O Strategies
Expand customer base 1. Expand customer base by coming up with better customer packages.
1. Acquire 3G license to eliminate the weakness of unutilized technology
Expand network coverage 2. Expand network coverage with the help of improved roaming facilities within the country and abroad.
2. Expand network coverage with the help of improved firm infrastructure
Provide more value added services
3. Provide more value added services in the form of personified packages
Packages for Family and friends
Acquire 3G License
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The Matching Stage
Threats S-T Strategies S-T Strategies
Buyers can easily switch to other networks Play on the basis of quality services instead of prices so that competitors find it hard to imitate.
Play on the basis of quality services instead of prices so that competitors find it hard to imitate.
High initial capital investment Provide appropriate value against prices so that buyers do not switch frequently.
Provide appropriate value against prices so that buyers do not switch frequently.
Price wars among competitors Cooperative work groups can help them reduce on their fixed operating costs
Cooperative work groups can help them reduce on their fixed operating costs
Competitors can easily follow
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BCG Matrix
Warid can be placed in the quadrant of Question Mark
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The SPACE Matrix
Internal Strategic Position Rating Internal Strategic Position RatingFinancial Strength (FS)
Return on investment
Liquidity
Working Capital
Operating profit
Risk involved in business
5
5
6
5
4
Environmental Stability (ES)
Technological changes
Price range of competing products
Competitive pressure
Inflation
Barriers to entry
Ease of exit from market
-2
-1
-2
-2
-3
-2
-25 -2
Competitive Advantage (CA)
Market Share
Product Quality
Customer Loyalty
Technological updation
Control over supplier and distributor
-5
-5
-3
-3
-5
-3
Industry Strength (IS)
Growth Potential
Profit Potential
Financial Stability
Technological innovations
Resource utilization
Ease of entry into the market
6
6
6
5
5
2
-4 5
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The SPACE Matrix
-5 -4 -3 -2 -1 +0 +1 +2 +3 +4 +5
-6
-5
-4
-3
-2
-1
+0
+1
+2
+3
+4
+5
+6
Defensive Competitive
Conservative Aggressive
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The Internal-External (IE) Matrix
The IFE Total Weighted Score
Strong Average Weak3.0 to 4.0 2.0 to 2.99 1.0 to 1.99
High I II III3.0 to 3.99
Warid Telecom Medium IV V VI
The EFE Total Weighted Score
2.0 to 2.99
Low VII VIII 1.0 to 1.99
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Grand Strategy Matrix
RAPID MARKET GROWTH
Quadrant II Quadrant I
Target
WEAK COMPETITIVE STRONGPOSITION COMPETITIVE
POSITION
Warid Telecom
Quadrant III Quadrant IV
SLOW MARKET GROWTH
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Blue Ocean Strategy
•service errors•Physical visits to outlets
•Virtual billing system through paypal or mastercard
•Provide executional options through helpline only.
•Value added services
•value for money invested
•Conventional system of recharge
•Service centre or physical outlets
Eliminate Raise
ReduceCreate
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Strategy Implementation
Resource Structure Culture
High quality network to support latest technological advancements
Well established technological structure should be present
High teamwork among employees
Most hi-tech infrastructure to accommodate 3G services
De-centralized structure should be kept
Very interactive culture exists with an open door policy
Heavy financing will be required as introducing 3G services is very expensive
High class business culture
Good PR should be present to jump through loopholes and avoid extra taxes and licensing issues
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Decision Stage for Warid Telecom
QSPM MatrixQUANTITATIVE STRATEGIC PLANNING MATRIX FOR Warid Telecom
Strategic Alternatives
Critical Success FactorsWeigh
t
Expanding Network Coverage
Acquiring and Introducing 3G
technology
Strengths AS TAS AS TAS
Roaming facilities 0.10 3.00 0.30 2.00 0.20
Personified packages 0.08 3.00 0.24 1.00 0.08
Better customer packages 0.12 4.00 0.48 1.00 0.12
Cooperative work groups 0.10 2.00 0.20 3.00 0.30
Appropriate value against price 0.10 1.00 0.10 3.00 0.30
Not prone to price wars 0.05 ---- ---- 2.00 0.10
0.00 ---- ---- ---- ----
0.00 ---- ---- ---- ----
0.00 ---- ---- ---- ----
0.00 ---- ---- ---- ----
Weaknesses
Very few marketing activities for the brand 0.15 4.00 0.60 1.00 0.15
Ambiguous brand identity 0.08 4.00 0.32 2.00 0.16
Unutilized technology 0.12 ---- ---- 4.00 0.48
Poor firm infrastructure 0.10 1.00 0.10 3.00 0.30
0.00 ---- ---- ---- ----
0.00 ---- ---- ---- ----
0.00 ---- ---- ---- ----
0.00 ---- ---- ---- ----
0.00 ---- ---- ---- ----
0.00 ---- ---- ---- ----
SUBTOTAL 1.00 2.34 2.19
Critical Success FactorsWeig
ht
Expanding Network Coverage
Acquiring and
Introducing 3G
technologyOpportunities AS TAS AS TASExpand customer base 0.10 4.00 0.40 2.00 0.20Expand network Coverage 0.00 4.00 ---- 3.00 ----Provide more value added services 0.05 3.00 0.15 2.00 0.10Packages for Family and friends 0.04 3.00 0.12 1.00 0.04Acquire 3G License 0.20 ---- ---- 4.00 0.80 0.00 ---- ---- ---- ---- 0.00 ---- ---- ---- ---- 0.00 ---- ---- ---- ---- 0.00 ---- ---- ---- ---- 0.00 ---- ---- ---- ----Threats Buyers can easily switch to other networks 0.10 3.00 0.30 3.00 0.30High initial capital investment 0.12 ---- ---- 2.00 0.24Price wars among competitors 0.19 3.00 0.57 2.00 0.38Competitors can easily follow 0.10 2.00 0.20 4.00 0.40 0.00 ---- ---- ---- ---- 0.00 ---- ---- ---- ---- 0.00 ---- ---- ---- ---- 0.00 ---- ---- ---- ---- 0.00 ---- ---- ---- ---- 0.00 ---- ---- ---- ----SUBTOTAL 0.90 1.74 2.46SUM TOTAL ATTRACTIVENESS SCORE 4.08 4.65
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THANK YOU