...define their roles 8 2. What resource requirements are needed for the implementation of effective strategy 9 3. Target and timescales required to be monitored and achieved 9 CONCLUSION 10 REFERENCES 10 INTRODUCTION A strategic planning is very important for the success of any organization. It includes vision, mission and creative thinking. In other words, strategic planning provides a positive direction and also draws the measurable goals. In this report we will discuss about the strategic planning process and its role in the success of an organization. After the detailed examination of strategic context, the problematic sections involved in strategic planning are discussed. Finally, the different types of planning techniques in the context of Vodafone have been discussed. (Olsen,2011) TASK 1 PPT attached TASK 2 Vodafone is the world’s second largest telecommunication company which was founded in the year 1991. The company has more than 400 million customers round the globe with its operations extended in around 30 countries. It also provides telecommunications and IT service to its corporate clients in approx 65 countries. The company is committed in delivering useful and inspiring innovations. In an overall view, the Vodafone brands have covered every form of researching and planning, from choosing the best services in the business to providing assistance to its customers in planning their packages. [Source:...
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...with the topic – “What next for Vodafone? A strategic study of leadership and people performance in a successful organization”, for my report. Here, I will talk about the strategic planning introduced in the Vodafone. A discussion about the company’s mission, vision and goals of the company would be discussed in brief. After that, a SWOT (strength, weaknesses, opportunities and threats) analysis would also be done to have a better understanding of the environment in which the company is working. Then I will highlight the different types of strategies adopted by the company in the long run of its working. A discussion pertaining to the leadership styles being followed in Vodafone organization is discussed after. Vodafone’s strategic position, current strategy, sustainable competitive advantage as compared to the other companies is the next discussion of the topic. (Morden, 2007) Then comes the change management to be discussed about and the types of change management being followed in Vodafone is talked about. How can one find ways to resist those changes is also been thrown light on. Finally, after talking about all these topics, recommendation for the better working of Vodafone is also proposed which can be put into use. I chose this topic with this company because telecommunication is on the booming stage and few important strategies and leadership plays a vital role in the working of any company. VODAFONE Introduction Vodafone is mobile company and runs its business...
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...Problem Solution: Global Communications MBA500 Deborah Elver August 27, 2005 Problem Solution: Global Communications This paper will apply the nine-step problem solving model to the scenario involving Global Communications. It will provide the background, define the problem, describe end-state goals, identify and analyze an alternative solution based on benchmarking, examine associated risks, provide an optimal solution and implementation plan, and evaluate the results. Situation Background (Step 1) Global Communications (Global), a telecommunications company, is faced with lack of consumer confidence and economic pressure. Senior management has developed an aggressive plan to hit the market with new services and an alliance with a satellite provider. They have also identified cost-cutting measures with hopes of increasing profits. In order for the plan to come to fruition, they will market on an international level with the goal of becoming a truly global resource. Subsequently, this development plan has created several challenges (UniversityElver, 2005). Issue Identification Several challenges or issues have been identified including—but not limited to—globalization and competition, building market share and alliances, reducing and relocating staff, outsourcing technical call centers to Ireland and India, and the lack of communication to Union and stakeholders. The lack of communication to Union and stakeholders regarding this initiative...
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...Agenda Introduction • Historical background of the company • Mobile communications market players Vision & Mission Organizational Culture • Main characteristics • Main factors affecting corporate culture • Culture levels • Culture levels Leadership Style & Management Profile Organizational Structure Change Management • Main forces • Categories and change intensity • Methodogy Agenda Organizational Image SOWT Analysis •Social Environment PEST Analysis •Task Environment Porter’s Five Forces Analysis •Internal Environment Value Chain Analysis Products & Services •Voice •Data •Smart Net Customer Profiles & Expectations •Consumer •Business Recommendations Prepared By Ahmed Farouk Mohamed Ahmed Abdel Aty Saadeya Nour Adham Adel Osama Abdel Razek Amr Ibrahim Historical background of the company Etisalat is a leading international telecom company operating in 18 countries around the world. Egypt is one of the countries where operation was launched in May 2007 as the first 3.5G operator. Etisalat’s entry to the Egyptian market ushered in a new era for the telecom industry. Etisalat Misr introduced for the first time to the market a host of 3.5G services, such as video calling, mobile TV, mobile broadband internet and data services. In a bolder step, 3.75G was introduced and assumed absolute market leadership in providing the fastest broadband internet in the market through USB modems and 3G mobile handsets. Etisalat’s entry brought to...
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...Strategy includes business’s goals, analysis of the business resources, plans and actions (Needle 2011).It also embraces providing the benefit to the consumers and some significant people who have the interest in business (Piggott 2012). In other words, strategy is about how the business can perform better compare to the competitors in the industry (Piggott 2012). Strategy analysis can be divided into three parts which are internal, external and both internal and external strategies (Piggott 2012). First of all, internal strategy covers resource based view, value chain and core competence (Soyref 2012). Specifically, core competence is defined as the business actions which give the company a benefit compare to its competitors (Needle 2011). The growth of economical and efficacious arrangement inside the business can lead to the core competences (Needle 2011). The first area of core competence is the connection between both consumers and providers which includes exchange the messages between parties (Needle 2011).Whether buyers are content with the goods and service or not can also create the core competences (Needle 2011).Finally, the innovation of the goods differentiates the goods of competitors’ which makes great core competences (Needle 2011). Secondly, external strategy includes supply chain and porter’s five forces (Soyref 2012).Porter’s five forces model reflects the rival environment which are the threat of potential entrants, threat of substitution, bargaining...
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...S.W.O.T Analysis in Project Management Md. Mashreki Islam Sami Bachelor of Science in Civil Engineering International University of Business Agriculture and Technology Dhaka, Bangladesh Abstract The main objective of this paper is to give an extensive knowledge on SWOT Analysis. In this paper SWOT analysis is discussed in the case of project management. SWOT analysis stands for Strengths, Weaknesses, Opportunities, and Threats. Such analysis can be a part in a project or in a business venture. A SWOT analysis can be carried out for a product, place or person. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. The technique is credited to Albert Humphrey, who led a convention at the Stanford Research Institute now called SRI International, in the 1960s and 1970s using data from Fortune 500 companies. Performing SWOT analysis allows setting achievable goals or objectives for the organization. SWOT analysis is important for organizations to plan future steps that are to be taken for development or to compete with other companies. Through SWOT analysis, a company or organization come across advantages, disadvantages, possibilities, capabilities and problems that they may face in a project takes visual. In this paper different sectors are considered where SWOT analysis is done successfully. Some other techniques of analysis such as Benchmarking, PESTLE...
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...occurring is a useful tool for the organisations to asses and can decide whether it should change or not. The smooth incremental line the organisations are able to predict where it is heading due to the slow pace and not much movement as mostly its heading the same direction. The bumpy incremental line which is relative equilibrium interspersed with accelerated pace of change. The final line which is discontinuous involves rapid movements in strategy, structure and culture. Future planning can be taken by organisations by dealing with the external environment by using tools such as PESTEL analysis which examines the organisation by critical factors which are political, economic, sociological, technological, environmental and legal. Using strategic tools such as PESTEL analysis, company...
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...Strategic Management Process Paper Name University of Phoenix January 06, 2015 Strategic Management Process Paper Strategic management process is made of four steps that helps an organization meet goals and choose strategies that will help with achieving goal and have a better performance. The four steps in strategic management are Environmental Scanning, Strategy Formulation, Strategy Implementation and Strategy Evaluation. These steps are in Chronological order and are used in these order when creating a new strategic plan. Environmental Scanning is when the information is collecting, analyzing and providing data for the strategic plan. The analyzing of the data helps the factor, internal and external in influencing the organization which the plan is going to be for. Once the environmental analysis is process management should evaluate it and continue to improve it. Strategic Formulation is when the organization decides the best course of action for accomplishing the organizations objectives and achieving its purpose. Strategic Implementation is when the strategic plan is implemented making the strategic plan work or putting the plan into action. This step also includes the design of the organizations structure, making decisions and managing human resources. And the last Step of the strategic plan is Strategy Evaluation, this final step is when the organization evaluates the strategic plan and how successful it was. This step is done by measuring performance making...
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...Business Management , Individual Assignment 1 C.P.U.T. Short Course in Supply Chain Management 3/19/2015 George Wilson | Table of contents | Index Number | Table of content | 1 | Objective | 2 | Overview | 3 | Vodacom’s Vision and Values | 4 | SWOT Analysis based on Vodacom | 5 | Resource allocation in Vodacom | 9 | Leadership in Vodacom | 10 | Controls | 11 | Conclusion | 12 | Glossary | 13 | Objective This assignment focuses on the practical application of management theory to a work environment and organisation. Focus will be on: * Strategic Planning * Organising * Leadership * Controls Vodacom Group LTD will be focussed on in the assignment. Overview & Introduction Vodacom is a leading African mobile communications company providing a wide range of services including mobile voice, messaging, data and converged services to more than 60 million customers. The Vodacom brand was born in 1993, when few people had yet heard of cell phones, kicking-off with clarity of vision that it continues to sustain. From their roots in South Africa, they’ve grown their mobile operations to include networks in Tanzania, the Democratic Republic of Congo, Mozambique, and Lesotho. Vodacom has more than 7000 employees. Vodacom also offer business managed services to enterprises in various countries across Africa. Vodacom is majority owned by Vodafone, one of the world’s...
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...Saudi Arabia Cell: +966 59 9410000 / +966 59 2440161; Res: +2 01005400001 (Egypt) Email: ahmed.abdelalim@hotmail.com / abdelalim.ahmed@yahoo.com STRATEGIC MARKETING MANAGER / STRATEGY & BUSINESS PLANNING MANAGER Strong credentials in providing information and directions to promote organizational growth OBJECTIVE: Proactive decision maker, seeking to be a Senior Management Professional with a well established and globally reputed organization by utilizing the following strengths... ⇨ Possessing 12 years of expertise in marketing, strategic planning, business planning, commercial planning, project management, business process, performance management and team management. ⇨ Demonstrated exposure in Customer Relationship Management (CRM), Customer Service, Business Architecture, Governance Models, and eTOM & ITIL implementations. ⇨ Proficient in developing business cases, marketing plans, business proposals, governance models & frameworks, business plans and exploring new business management techniques and methodologies. ⇨ An efficient Team Leader, combining sound communication, interpersonal, mentoring, negotiating and problem solving skills with analytical & leadership capabilities to ensure operational excellence and strategic execution. Academics • Studying Strategic Marketing Management ‘‘Chartered Marketer’’ as part of the Continued Professional Development program (CPD) – United Kingdom, Chartered Institute of Marketing (in progress) ...
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...The Environmental Forces ……………………………………………… 5 2. Key drivers of change ……………………………………………..……… 8 3. Future Orientation ……………………………………………………..…. 10 4. Industry analysis …………………………………………..………………. 12 5. Importance of Convergence in Telecoms Industry ……………. 16 6. Irish Telecom Industry Lifecycle ………………………………….…. 19 7. Strategic Alliances within Irish Telecom Market …………….… 23 Part 2: Analysis of Eircom’s Strategic Capabilities …………………...….…… 25 2.1 Resources and Competences …………………………………….……. 26 2.2 Eircom’s Cost efficiency …………………………………………….….. 30 2.3 Eircom’s Sustained Competitive Advantage …………………..… 31 2.4 Usage drivers: Innovation ………………………………………….….. 33 2.5 Importance of Knowledge Management ………………………..… 36 2.6 Benchmarking ………………………………………………………...……. 38 2.7 Advertising campaigns of Eircom ……………………………………. 39 2.8 Appraising Eircom’s Resources and Capabilities …………...….. 40 Part 3: Key Internal and External Factors …………………………...…………… 42 Part 4: Organisational purposes ……………………………………………………… 43 Part 5: Portfolio Analysis & Strategic Choices …………………………………… 45 Conclusion and Recommendations ……………………………………..…… 49 Appendix 1 Oliver Wyman Company’s Outline Appendix 2 Fixed Line, Mobile and Broadband Usage Appendix 3...
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...Research report Service provider strategies for mobile advertising: case studies Alexandra Rehak October 2008 Research from Analysys Mason Fixed Networks and Services Analysys Mason Fixed Networks and Services online market intelligence service MENA telecoms market: strategies and opportunities 2008–2013 Mobile broadband: another substitution threat for fixed operators? Business data services in Europe: market drivers and forecasts 2008–2013 Multi-play services in Western Europe: market sizings and forecasts 2008–2013 Central and Eastern European fixed telecoms: market sizings and forecasts 2008–2014 Pay TV in Western Europe: market sizings and forecasts 2005–2013 Legacy matters: ensuring a soft landing for TDM services Regulatory headaches in the transition to nextgeneration networks Next-generation network architecture: what and when? Success factors for hosted and managed VoIP in Europe Western European fixed telecoms: market sizings and forecasts 2004–13 Wireless broadband forecasts for 2008–2015: HSPA, HSPA+, EV-DO, LTE and WiMAX Mobile social networking: strategies and case studies Strategies for mobile broadband pricing and packaging Mobile proximity payments: scenarios for market development iPhone shows the way for mobile TV Critical ingredients of mobile TV: femtocells and sideloading Mobile media and entertainment in Western Europe: value chains and business models The business case for picocells and femtocells in the enterprise market Femtocells in the consumer...
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...business strategy International Business Strategy 6/16/2014 Student ID: 13038597 Word Count-- 3558 Question 1 Man Won Jung, CEO of SK Telecom faces challenges of low profits since 2005 because the company is facing economic stagnation. SK Telecom has sought to expand the international market, but not dramatically. Not only has the international marketed, but the country also. SK Telecom had problems; existing competitor KT Corporation SK Telecom was before. The global financial crisis has also been one of the main challenges faced by Jung in 2008, Man Won Jung had to develop a strategy and a plan for all of these global strategic business challenges faced. Other carriers were far from SK Telecom ahead with technological improvements and new technologies has been a major threat to Jung. Customer Value Proposition SK Telecom should be worked first focus on target customers, what is the problem that led to competitors and to increase the market share of competitors in the same territory of how these needs customers demand. SK Telecom does not have to make profitable decisions for the international market and the credit crisis in 2008 was not very helpful. There was global financial crisis that began in mid-2007, focusing on SK Telecom, one of the largest telecommunications providers in South Korea, the above strategies SK Telecom were better than those that exist and SK Telecom already has faced over the period 2008-2009. Other companies in other countries around...
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...Contents 1.0 Executive summary 2 2.0 Introduction 3 3.0 Vision & Mission 4 4.0 Corporate Social Responsibility 5 5.0 Five Forces Model of Competition and PESTEL (Marco-Environment) Analysis 6 5.1 Competitive Pressures Created By the Rivalry among Competing Sellers 6 5.2 Competitive Pressure Associated with the Threat of New Entrant 7 5.3 Competitive Pressures Coming from the Sellers of Substitute Product 8 5.4 Competitive Pressures Stemming from Supplier Bargaining Power 9 5.5 Competitive Pressures Stemming from Buyer Bargaining Power and Price Sensitivity 10 6.0 Value Chain Analysis 12 6.1 Primary Activities and Costs 13 6.2 Support Activities and Costs 15 7.0 Financial Analysis (Group account) 18 8.0 Celcom Axiata SWOT (TOWS) 20 8.1 Weakness and Threat 21 8.2 Weakness and Opportunity 22 8.3 Strength and Threat 23 8.4 Strength and Opportunity 24 9.0 Conclusion 26 10.0 References 27 11.0 Appendix 32 1.0 Executive summary We select Axiata Berhad as our research assignment and we focusing in Celcom Axiata Malaysia. In this assignment we will discuss on company introduction, internal and external factors and company strategy. The discussion is about company strategy that had been implemented, the benefit of the strategy and negative impact to the company. For internal and external, we use macro-environment or PESTAL analysis, porter five forces model of competition, value chain analysis and financial ratio to evaluate and form...
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...Competitive Advantage • The New Competitive Paradigm Does IT Matter? • Can IT provide a strategic advantage? • Is it sustainable? • Carr, Nicholas (2003), “IT doesn’t matter”, Harvard Business Review, May 2003, pp. 41-49. – “As information technology’s power and ubiquity have grown, its strategic importance has diminished. The way you approach IT investment and management will need to change dramatically” (Carr, 2003) IT Doesn’t Matter! • Information Technology: – Proprietary Technology vs. Infrastructural Technology • The Commoditization of IT – Transport mechanism – more valuable shared rather than isolated – Interconnectivity and interoperability – Standardisation of technology and homogenisation of its functionality – Highly replicable – Rapid price deflation http://www.youtube.com/watch?v=PO2dCaaSDk8 IT Doesn’t Matter! • From Offence to Defence – Spend less – Follow, don’t lead – Focus on vulnerabilities, not opportunities Does IT matter? • Inherently strategic because of indirect effects • Creates possibilities and options that did not exist before • May become ubiquitous! The insight to harness the potential is not distributed evenly. Does IT matter? Three broad lessons • Extracting value from IT requires innovations in business practices. • IT’s economic impacts comes from incremental innovations rather than “big bang” initiatives. • The strategic impact of IT investments comes from the cumulative effect of sustained initiatives to innovate...
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