...Presented to – Adeyl khan, course instructor: MIS 205, Sec: 3 Group Assignment-1 Due date: 14.6.2012 2012 Report on an organization Grameenphone Sadi mohammad- 1110725030 Abu Shoaib khan- 1020722030 Grameenphone – An Overview Since 1997 the widely acclaimed “Village Phone Program” of Grameenphone – a joint venture telecom company, set up by Grameen Bank, with foreign (Norwegian) capital3 – has provided telephones to 39,000 villages in Bangladesh, bringing access to the telephone networks to some 70 million people. This extraordinary achievement is rightly cited in the development literature as a success, an innovation which managed to bring the Information Society to the remotest and most unlikely places of the country. Most studies of the initiative have focused on the socio-economic benefits that new technology such as cell phones can bring rural communities, giving the impression that the program is philanthropic in intention, presenting Grameenphone as a not-for-profit organization devoted to providing connectivity for the poor. This assumption does not reflect reality. GP is above all a business. The company provides a good example of a multi-stakeholder partnership, as recommended in the Plan of Action of the World Summit on the Information Society (WSIS) held in Geneva in December 2003.4 It highlights the role of the private sector not only as a market player but also as an effective and dynamic stimulator of development. This case-study...
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...subscribers (as of June 2011), Grameenphone is the largestcellular operator in the country. It is a joint venture enterprise between Telenor and Grameen TelecomCorporation, a non-profit sister concern of the internationally acclaimed microfinance organization andcommunity development bank Grameen Bank. Grameenphone was the first company to introduceGSM technology in Bangladesh. It also established the first 24-hour Call Center to support itssubscribers. With the slogan Stay Close, stated goal of Grameenphone is to provide affordabletelephony to the entire population of Bangladesh. From the SWOT analysis we are trying to know thecompany’s strategic position as well as Strengths, Weaknesses, Opportunities, and Threats. 1. STRENGTHSGood Ownership Structure: Grameenphone has the best ownership structure in thetelecommunication industry in Bangladesh. Telenor is one of the largest companies,which is operating in different countries around the world. Again, in Bangladesh,Grameen Bank is one of the largest NGO, which has the sound communication allover the country. It is a joint venture enterprise between Telenor (55.8%), the largesttelecommunications service provider in Norway with mobile phone operations in 12other countries, and Grameen Telecom Corporation (34.2% ), a non-profit sisterconcern of the internationally acclaimed micro-credit pioneer Grameen Bank. Theother 10% shares belong to general retail and institutional investors. Figure-1: Ownership Structure Source: Internet Market...
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...business empire Grabbing Grameen Property rights in peril in Bangladesh Jan 28th 2012 | from the print edition * * Some day, all this will belong to the state HE IS probably Bangladesh's most celebrated citizen. Muhammad Yunus, winner of the 2006 Nobel peace prize, founded Grameen Bank in 1983 to provide tiny loans to poor rural women. Grameen became a global model for microfinance. It also spawned 48 other firms in sectors that stretch from textiles to mobile phones. Yet the Bangladeshi government seems determined to take Mr Yunus down a peg. In May 2011 the government pushed him out of his job as boss of Grameen Bank, saying that he was past the retirement age for someone running a government bank. (Grameen Bank mostly belongs to its borrowers but the state owns a slice.) Mr Yunus says this is just a pretext for a power grab. The government now wants to assert more control over other firms in the Grameen network, which includes assets worth an estimated $1.6 billion. In this section * Fleecing the flock * Faster, faster, faster * Research in commotion * Dotcom bust * Psst, wanna buy a law firm? * »Grabbing Grameen * The power of tribes Reprints Related topics * Partnerships * Companies * Industries * Telecommunications * Technology industry This is controversial, to put it mildly, not least because some Grameen firms have big foreign partners. Grameenphone, Bangladesh's largest telecoms provider, was created...
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...Internship Report On Strategies of Human Resource: A Study On Grameenphone Ltd. Submitted To Mr. ShowvonickDatta Lecturer BRAC University Submitted By Salma Sultana Masters of Business Administration (MBA) Id# 10364060 Submission Date: 1 /12 /2013 1 INTERNSHIP RESEARCH REPORT ON ‘Strategies of Human resource: A Study of Grameenphone Limited.’ 2 September , 2013 Mr. ShowvonickDatta Lecturer Brac University Dhaka, Bangladesh Subject: Letter of Transmittal Dear Sir, Attached please find the internship report entitled ‘Strategies of Human Resource: A Study On Grameenphone Ltd’ I have done my internship in Grameenphone Limited during three months attachment period. I did the internship study as a part of my job. The report focuses on the HR (Human Resource Management) strategies of Grameenphone Limited. This report has been submitted in partial fulfillment of the requirements for the degree of Master of Business Administration (MBA), Major in Human Resource Management, Faculty of Business Administration. I hope the report meets your expectation. I will be glad to answer any queries regarding the study and report. Thanking You Sincerely, Salma Sultana ID: 10364060 MBA, Faculty of Business Administration Brac University 3 Letter of Endorsement The Internship Research Report entitled “Strategies of Human Resource: A Study On Grameenphone Ltd.” has been submitted in partial fulfillment of the requirements for the degree...
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...------------------------------------------------- Grameen Intel: The Experience of the World’s First IT Social Business ------------------------------------------------- Fahim Kader (132-0947-660) January 7, 2014 Abstract “Of all the countries around the world where we can invest, why should we keeping funds running to Bangladesh?” narrates Kazi I. Huque, CEO of Grameen Intel Social Business Ltd.). He talks about how he has had to convince people over at Intel Corporation, over the years, how despite all the well publicized negativities surrounding the political and (subsequently) business situations in Bangladesh, it would be great investment for Intel to finance the operations of Grameen Intel in Dhaka. Huque, a long term employee of Intel, recalls how during the incorporation of Grameen Intel, he was caught in the middle of contrasting demands and ideas from the rest of the board members that included his own bosses. When he took on the responsibility of spearheading the venture, he knew it would be challenging. The canvas was empty and required lots of thorough planning and strategizing to be crafted into a successful project. “I met with Craig Barrett (former Chairman of Intel Corporation) in his office, and I started complaining.” says Huque. “I said, ‘You’re all making different demands… you need to be on the same page.” Barrett simply replied, “Kazi, we got you onboard to deal with this. It is your job to sort it all out, so don’t ask me for solutions...
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...Initiative of Grameen Danone Foods Hiromi Tsuboi** Abstract Bangladesh has made significant progress in the area of human development for the last three decades. According to the human development index (HDI), Bangladesh’s HDI increased from 0.347 in 1975 to 0.547 in 2005. However the country’s HDI rank in 2005 was 140 out of 177 countries. Forty-eight percent of children under the age of five were underweight. They also lack access to healthy living conditions. In order to make the environment surrounding children healthier in rural Bangladesh, Grameen Danone Foods Ltd. launched the production of yogurt in 2006. The mission is to reduce poverty by providing a unique proximity business model that will provide daily healthy nutrition to the poor. This report first presents an overview of Grameen Danone Foods Ltd., and then, through fieldwork, examines how the lives of rural people have been improved by its activities. 1. In order to make the environment surrounding Introduction Bangladesh has made significant progress in the children healthier in rural Bangladesh, the Grameen area of human development for the last three decades. Bank, Nobel Peace Laureate 2006, proposed to form a These achievements can be captured by the human joint venture food enterprise between the Grameen development the Group and the French food company Groupe Danone. In enhancement of people’s quality of life through 2006, a joint company called Grameen Danone...
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...organization has 5 Customer Care centers, 13 GrameenPhone Centers, 25 GrameenPhone Distribution Centers and 651 GrameenPhone Service Desks all over the countries, which are working as branch offices. In 1996, Bangladesh was preparing to auction off private cell phone licenses to four companies. So at the behest of Dr. Muhammad Yunus (Grameen Bank’s founder) but completely independent of Grameen Bank, a not-for-profit private company called Grameen Telecom was created. Grameen Telecom, in turn, created a for-profit company called GrameenPhone, found a foreign partner, and put in a bid; GrameenPhone received one of the four licenses on November 28, 1996 which was offered by the Ministry of Posts and Telecommunications of Bangladesh. GrameenPhone’s total capitalization was US$120,000,000, including around US$50 million from IFC/CDC, and the Asian Development Bank (ADB). It also received US$60 million in equity from the four GrameenPhone private partners. These were the Norwegian Telenor with a 51% share, Marubeni of Japan with a 9.5% share, and the American Gonophone at 4.5%. GrameenPhone’s fourth partner is Grameen Telecom (with 35%), and Grameen Telecom borrowed US$10.6 million from the Open Society Institute to set up Village Phone. The organization launched...
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...[pic] Independent University, Bangladesh [pic] Compensation system in Grameen Phone Limited HRM370 Compensation System in Gremeen Phone Limited Prepared For: Mr. Monzoor Murshed Course Instructor, HRM 370 Prepared By |Name |ID | |Md. Mahbubul Hoque Bhuiyan |0920713 | |Towhidul Islam Khan |0920034 | |Md. Shamim Rahman |0920108 | | | | | | | | | | Date of submission: 3rd April 2012 Letter of Transmittal 3rd April 2012 ...
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...Grameen Bank: Taking Capitalism to the Poor Evaristus Mainsah* MBA ’04 Schuyler R. Heuer MBA ’04 Aprajita Kalra MBA/MIA ’04 Columbia Business School Columbia University School of International and Public Affairs Qiulin Zhang MPA ’04 Columbia University School of International and Public Affairs This paper was written as part of the course Emerging Financial Markets taught by David O. Beim, professor of professional practice, at Columbia Business School in fall 2003. The authors are grateful for his invaluable feedback. © 2004 by The Trustees of Columbia University in the City of New York. All rights reserved. CHAZEN WEB JOURNAL OF INTERNATIONAL BUSINESS SPRING 2004 www.gsb.columbia.edu/chazenjournal * Corresponding author (EMainsah04@gsb.columbia.edu). Executive Summary In the early 1970s, Professor Muhammad Yunus envisioned a means of alleviating poverty by circumventing the major impediment to lending to the poorest in society—the need for collateral. He tested this instinct in an experiment in 1976, when he lent about $27 to 42 women in an ordinary Bangladeshi village. Just 30 years later, Grameen Bank has more than 3.2 million borrowers (95 percent of whom are women), 1,178 branches, services in 41,000 villages and assets of more than $3 billion. This paper explores Grameen Bank’s origins, structure, culture, performance and efforts to expand and broaden the microfinance agenda. The authors evaluate Grameen’s success in implementing Yunus’s vision...
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...Building Social Business Models: Lessons from the Grameen Experience Muhammad Yunus, Bertrand Moingeon and Laurence Lehmann-Ortega Grameen bank, founded in 1976, has both pioneered the development of micro-finance, and created nearly 30 businesses designed to alleviate poverty. The article traces the gradual development of Grameen’s expertise in formulating social business models, which require new value propositions, value constellations and profit equations, and as such, resembles business model innovation. The article presents five lessons learned from this experience: three are similar to those of conventional business model innovation e challenging conventional thinking, finding complementary partners and undertaking continuous experimentation; two are specific to social business models: recruiting social-profit-oriented shareholders, and specifying social profit objectives clearly and early. We suggest these new business models e where stakeholders replace shareholders as the focus of value maximization e could empower capitalism to address overwhelming global concerns. Ó 2010 Elsevier Ltd. All rights reserved. Introduction The Grameen Group is a network of nearly 30 sister organizations linked to the Bangladeshi Grameen Bank, the microcredit pioneer and (together with its founder, Muhammad Yunus, one of this article’s co-authors) 2006 Nobel Peace Prize winner. This group was established in 1983 with the creation of the Grameen Bank (‘Grameen’ means village), within...
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...Sunday, January 22, 2012 Business Bangladesh can be social business champion Social business promises to make Bangladesh a champion in solving global problems, Hans Reitz, founder of Grameen Creative Lab, said yesterday. "The country has its own problems to solve. It has suffered a lot from poverty, natural disasters, malnutrition, illiteracy and many other social problems," he said. "Bangladesh will probably have to handle similar problems in the future as well. It is a place where anyone can find problems easily." But there is a brighter side to it. The experiences of dealing with so many social problems for so long can help solve social ills around the world. "It is just a matter of time that Bangladesh becomes a champion in social business to solve social problems," Reitz said. The 45-year-old spoke at a gathering at The Daily Star Centre in Dhaka. His German-based lab promotes social businesses and the principles of Professor Muhammad Yunus. The profits of capitalist businesses are private and mainly used for personal gratification, Reitz said. "But my enjoyment should not take away other people's enjoyment." Reitz said the capitalist businesses cannot be social businesses because they operate on a mission, whereas social businesses hinge on values. Social business ventures should not be tax-free or have special licences to operate, he said. "It is a normal business. Unlike not-for-profit business, we are part of the business community and have to pay tax." Entrepreneurs...
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...Business and Management www.ccsenet.org/ijbm How to Change an Organization to Fit the Dynamic Environment: A Case Study on a Telecom Company of China Yong Zhao & Yezheng Liu School of Management of Hefei University of Technology, Hefei 230009, China Tel: 86-551-2904-991 E-mail: hfyongzhao@163.com; liuyezheng@gmail.com The research is finaced by the National Natural Founfation of China. No. 70672097 Abstract This paper aims to explore how an organization changes to fit the dynamic environment. The paper's approach is a case study on a Chinese telecom company. Data have been collected through 2 questionnaire surveys as well as 15 interviews. The results show that the organizational transformation of Anhui Telecom has enhanced the vigor of it and employees by stimulating dynamic capabilities and forming a high performance system, as well as promoted the organizational capabilities, thus maintaining its sustainable competitive advantage. Nowadays, Chinese telecom industry is reconstructing. For each telecom operators, the organizational environment it faces has changed. Unfortunately, very little research on organizational change of Chinese telecom industry has been done. The study has significant reference for the business transformation of China Telecom. Keywords: Strategy transition, Organizational change, Fit, Dynamic capability, Anhui Telecom Company, Case study 1. Introduction Since China reforms and opens to the outside world, a great change has taken place in Chinese...
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...The Virtual Employee For Orange Business Services Jonathan Golby Session: March 2010 Professor: Frank Castanon TABLE OF CONTENTS The Telecommuter 2 Introduction 2 Definition of Telecommuting 2 Overview of Orange Business Services 3 Company Background 3 Operations Background 3 Current Issues 4 Managing Employees Virtually 4 Managing Real Estate Costs 5 Investments in Technology 5 Increase Work Productivity and Family Balance 6 Proposed Solution 6 Voice over IP 7 Laptop Computers 7 Multifunction Devices 8 Video Conferencing 9 Network Security 9 Reccomendations 10 Conclusions 10 Implementation Schedule 12 The Telecommuter Today’s office environment is constantly evolving. Employers are always looking for ways to cut costs as well as at the same time increase employee moral by improving the work life balance. There are many benefits of having employees telecommute; these items include real estate cost savings, improved motivation, increased productivity and skill retention. Along the same lines, there are many advantages for the employee such as flexible hours along with reduced travel time and commuting costs. With any business situation there also disadvantages, for both the employee, and the employer. Some of these disadvantages include, how to manage employee’s virtually, and costly investments in technology. In order for the executive committee to fully understand telecommuting we must define what the concept of telecommuting is. ...
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...opportunities for women. This minicase shares a story about a Korean women name Choi Dong Hee who worked for SK research arm she was the only woman who’d worked for the company. Choi believed that the company didn’t recognize nor did they utilize her talent. So, Choi demonstrated her talent by creating and conducting a yearlong study recommending the company to modify their policy permitting subscribers to use any wireless portal. Choi proposal was denied, but she didn’t give up she was consistent, dedicated to her vision, and convincing. In the end SK adopted Choi’s policy, and SK quickly recognized that the women’s viewpoint can assist SK with serving its customers (McGraw-Hill, 2012). SK’s Business Strategy Since 2003, SK Telecom has been organizing various Business Relationship (BR)-strengthening programs to foster trust-based Win-Win Partnerships with our business partners. Business Relationship (BR) management...
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...CHAPTER 1 INTRODUCTION 1.1 Company’s profile: NEPAL TELECOM was registered on 2060-10-22 under Company Act, 2053. Then Nepal Telecommunications Corporation (NTC) was dissolved and all assets and liabilities were transferred to Nepal Telecom effective from 2061-01-01 (i.e. 13th April 2004). The company with its long history is on the way of customer service and nation building. In Nepal, operating any form of telecommunication service dates back to 94 years in B.S. 1970. But formally telecom service was provided mainly after the establishment of MOHAN AKASHWANI in B.S. 2005.Later as per the plan formulated in First National Five year plan (2012-2017); Telecommunication Department was established in B.S.2016. To modernize the telecommunications services and to expand the services, during third five-year plan (2023-2028), Telecommunication Department was converted into Telecommunications Development Board in B.S.2026. After the enactment of Communications Corporation Act 2028, it was formally established as fully owned Government Corporation called Nepal Telecommunications Corporation in B.S. 2032 for the purpose of providing telecommunications services to Nepalese People. After serving the nation for 29 years with great pride and a sense of accomplishment, Nepal Telecommunication Corporation was transformed into Nepal Doorsanchar Company Limited from Baisakh 1, 2061. Nepal Doorsanchar Company Limited is a company registered...
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