Business Policy and Strategy (887)
2nd Assignment Semester 3 Anssa Khokhar AD513102
1|Page
Acknowledgment
By the Grace of Almighty, Almighty, the most Merciful, the most Beneficial, I'm today submitting my 2 nd Assignment report, at the end of my pragmatic experience and I'm glad to make project project MOBILIN MOBILINK, K, where you come come first, only if you're you're the customer. customer. Thirst of learning is inside you, and whatever whatever the environment, environment, if you're willing to learn, you do. At Mobilink, I had a new, challenging, yet a perfect environment to learn. My parents' prayers and their teachings were always with me and hereby I will like to take this opportunity to show my gratitude to all those who made my internship an adventurous outwit. .
.
Here I am, from more professional and rather corporate environment of Mobilink.I never knew what it all going to be.
Despite of the most hectic schedule, my teacher helped me so much. I'm really grateful to you for clarifying my concepts and making me learn from your experience. Whatever I learnt from you will definitely help me in my upcoming study and the professional life ahead. Thank you so much for being so cooperative and so helpful every time. I hope I have been up to your expectations.
AnssaKhokhar
2|Page
Table of Contents Title
Page No.
Acknowledgment
2
Table of Contents
3
INTRODUCTION
4-6
Management
6-7
Planning
7-13
MOBILINK
14
About Mobilink
14-18
STRATEGY ANALYSIS
18-23
SWOT Analysis
23
Conclusion
24
Recommendation
25-26
References
26
3|Page
INTRODUCTION It is useful to consider strategy formulation as part of a strategic management process
that
comprises
three
phases:
diagnosis,
formulation,
and
implementation. Strategic management is an ongoing process to develop and revise future-oriented strategies that allow an organization to achieve its objectives, considering its capabilities, constraints, and the environment in which it operates. There are four primary steps in this phase: * Reviewing the current key objectives and strategies of the organization, which usually would have been identified and evaluated as part of the diagnosis * Identifying a rich range of strategic alternatives to address the three levels of strategy formulation outlined below, including but not limited to dealing with the critical issues * Doing a balanced evaluation of advantages and disadvantages of the alternatives relative to their feasibility plus expected effects on the issues and contributions to the success of the organization * Deciding
on
the
alternatives
that
should
be
implemented
or
recommended.
Formulation of Goals: Goals are “what” a business unit wants to achieve. •
First perform a SWOT analysis
•
Next, formulate goals with specificity as to time (by when it will be performed) and magnitude or quantity (by how much it will be changed). An organization will normally have a mixture of goals.
•
Order your goals from broad to specific categories: for example from increasing net earnings by 20%-dansk- to increase revenues by 15% and reduce expenses by 12 % in certain areas.
•
Confirm that your goals relate realistically to the results of the SWOT analysis performed. 4|Page
•
Examine your goals to make sure they are not at cross purposes with one another. For example, short term versus long term goals; sales goals versus profit goals; high growth versus low risk; development of new products versus deepening existing markets.
•
This process is often called Management by Objective or MBO
Strategy Formulation: Strategy is “How” a business unit will achieve what it wants. Michael Porter, HBS professor and worldwide competitive strategy expert breaks types of strategy into three categories: •
An Overall Cost Leadership Strategy
•
A Differentiation Strategy
•
A Focus Strategy
Strategic Formulation: Strategic formulation means a strategy formulate to execute the business activities. Strategy formulation includes developing:
Vision and Mission (The target of the business)
Strength and weakness ( Strong points of business and also weaknesses )
Opportunities and threats (These are related with external environment for
the business) Strategy formulation is also concerned with setting long term goals and objectives, generating alternative strategies to achieve that long term goals and choosing particular strategy to pursue. The considerations for the best strategy formulation should be as follows:
Allocation of resources
Business to enter or retain
Business to divest or liquidate
Joint ventures or mergers
Whether to expand or not
Moving into foreign markets
Trying to avoid take over 5|Page
Management The functions of management consist of five basic activities: planning, organizing, motivating, staffing, and controlling. An overview of these activities is provided in Table.
Planning: Planning is the:
Start of the process
Bridge between present and future
Increases likelihood of achieving desired results
6|Page
The only thing certain about the future of any organization is change, and planning is the essential bridge between the present and the future that increases
the likelihood of achieving desired results. Planning is the process by which one determines whether to attempt a task, works out the most effective way of reaching desired objectives, and prepares to overcome unexpected difficulties with adequate resources. Planning is the start of the process by which an individual or business may turn empty dreams into achievements. Planning enables one to avoid the trap of working extremely hard but achieving little. Planning is an up-front investment in success. Planning helps a firm achieve maximum effect from a given effort. Planning enables a firm to take into account relevant factors and focus on the critical ones. Planning helps ensure that the firm can be prepared for all reasonable eventualities and for all changes that will be needed. Planning enables a firm to gather the resources needed and carry out tasks in the most efficient way possible. Planning enables a firm to conserve its own resources, avoid wasting ecological resources, make a fair profit, and be seen as an effective, useful firm. Planning enables a firm to identify precisely what is to be achieved and to detail precisely who, what, when, where, and why needed to achieve desired objectives. 7|Page
Planning enables a firm to assess whether the effort, costs and implications associated with achieving desired objectives are warranted. Planning is the cornerstone of effective strategy formulation. But even though it is considered the foundation of management, it is commonly the task that managers neglect most. Planning is essential for successful strategy implementation and strategy evaluation, largely because organizing, motivating, staffing, and controlling activities depend upon good planning. The process of planning must involve managers and employees throughout an organization. The time horizon for planning decreases from two to five years for top-level to less than six months for lower-level managers. The important point is that all managers do planning and should involve subordinates in the process to facilitate employee understanding and commitment. Planning can have a positive impact on organizational
and individual
performance. Planning allows an organization to identify and take advantage of external opportunities and minimize the impact of external threats. Planning is more than extrapolating from the past and present into the future. It also includes developing a mission, forecasting future events and trends, establishing objectives, and choosing strategies to pursue.
CORPORATE LEVEL STRATEGY
This comprises the overall strategy elements for the corporation as a whole, the grand strategy, if you please. Corporate strategy involves four kinds of initiatives: * Making the necessary moves to establish positions in different businesses and achieve an appropriate amount and kind of diversification. A key part of corporate strategy is making decisions on how many, what types, and which specific lines of business the company should be in. This may involve deciding to increase or decrease the amount and breadth of diversification. It may involve closing out some LOB's (lines of business), adding others, and/or changing emphasis among LOB's.
8|Page
* Initiating actions to boost the combined performance of the businesses the company has diversified into: This may involve vigorously pursuing rapid-growth strategies in the most promising LOB's, keeping the other core businesses healthy, initiating turnaround efforts in weak-performing LOB's with promise, and dropping LOB's that are no longer attractive or don't fit into the corporation's overall plans. It also may involve supplying financial, managerial, and other resources, or acquiring and/or merging other companies with an existing LOB. * Pursuing ways to capture valuable cross-business strategic fits and turn them into competitive advantages -- especially transferring and sharing related technology, procurement leverage, operating facilities, distribution channels, and/or customers. * Establishing investment priorities and moving more corporate resources into the most attractive LOB's.
COMPETITIVE (BUSINESS LEVEL) STRATEGY
In this second aspect of a company's strategy, the focus is on how to compete successfully in each of the lines of business the company has chosen to engage in. The central thrust is how to build and improve the company's competitive position for each of its lines of business. A company has competitive advantage whenever it can attract customers and defend against competitive forces better than its rivals. Companies want to develop competitive advantages that have some sustainability (although the typical term "sustainable competitive advantage" is usually only true dynamically, as a firm works to continue it).
Successful
competitive strategies usually involve building uniquely strong or distinctive competencies in one or several areas crucial to success and using them to maintain a competitive edge over rivals. competencies
are
superior
technology
Some examples of distinctive and/or
product
features,
better
manufacturing technology and skills, superior sales and distribution capabilities, and better customer service and convenience.
9|Page
Competitive strategy is about being different.
It means deliberately
choosing to perform activities differently or to perform different activities than rivals to deliver a unique mix of value. (Michael E. Porter)
The essence of strategy lies in creating tomorrow's competitive advantages faster than competitors mimic the ones you possess today. (Gary Hamel & C. K. Prahalad)
We will consider competitive strategy by using Porter's four generic strategies (Porter 1980, 1985) as the fundamental choices, and then adding various competitive tactics.
Porter's Four Generic Competitive Strategies:
He argues that a business needs to make two fundamental decisions in establishing its competitive advantage: (a) whether to compete primarily on price (he says "cost," which is necessary to sustain competitive prices, but price is what the customer responds to) or to compete through providing some distinctive points of differentiation that justify higher prices, and (b) how broad a market target it will aim at (its competitive scope).
These two choices
define the following four
generic competitive strategies. which he argues cover the fundamental range of choices.
A fifth strategy alternative (best-cost provider) is added by some
sources, although not by Porter, and is included below: 1. Overall Price (Cost) Leadership: appealing to a broad cross-section of the market by providing products or services at the lowest price. This requires being the overall low-cost provider of the products or services (e.g., Costco, among retail stores, and Hyundai, among automobile manufacturers). Implementing this strategy successfully requires continual, exceptional efforts to reduce costs -without excluding product features and services that buyers consider essential. It also requires achieving cost advantages in ways that are hard for competitors to
10 | P a g e
copy or match. Some conditions that tend to make this strategy an attractive choice are: * The industry's product is much the same from seller to seller * The marketplace is dominated by price competition, with highly pricesensitive buyers * There are few ways to achieve product differentiation that have much value to buyers * Most buyers use product in same ways -- common user requirements * Switching costs for buyers are low * Buyers are large and have significant bargaining power
2. Differentiation:
appealing to a broad cross-section of the market through
offering differentiating features that make customers willing to pay premium prices, e.g., superior technology, quality, prestige, special features, service, convenience (examples are Nordstrom and Lexus). Success with this type of strategy requires differentiation features that are hard or expensive for competitors to duplicate.
Sustainable differentiation usually comes from
advantages in core competencies, unique company resources or capabilities, and superior management of value chain activities. Some conditions that tend to favor differentiation strategies are: * There are multiple ways to differentiate the product/service that buyers think have substantial value * Buyers have different needs or uses of the product/service * Product innovations and technological change are rapid and competition emphasizes the latest product features * Not many rivals are following a similar differentiation strategy
3. Price (Cost) Focus:
a market niche strategy, concentrating on a narrow
customer segment and competing with lowest prices, which, again, requires having lower cost structure than competitors (e.g., a single, small shop on a sidestreet in a town, in which they will order electronic equipment at low prices, or the
11 | P a g e
cheapest automobile made in the former Bulgaria). Some conditions that tend to favor focus (either price or differentiation focus) are: * The business is new and/or has modest resources * The company lacks the capability to go after a wider part of the total market * Buyers' needs or uses of the item are diverse; there are many different niches and segments in the industry * Buyer segments differ widely in size, growth rate, profitability, and intensity in the five competitive forces, making some segments more attractive than others * Industry leaders don't see the niche as crucial to their own success * Few or no other rivals are attempting to specialize in the same target segment
4. Differentiation Focus: a second market niche strategy, concentrating on a narrow customer segment and competing through differentiating features (e.g., a high-fashion women's clothing boutique in Paris, or Ferrari).
Cooperative Strategies: Another companies.
group
of
"competitive"
tactics
involve
cooperation
among
These could be grouped under the heading of various types of
strategic alliances, which have been discussed to some extent under Corporate Level growth strategies. These involve an agreement or alliance between two or more businesses formed to achieve strategically significant objectives that are mutually beneficial. Some are very short-term; others are longer-term and may be the first stage of an eventual merger between the companies. Some of the reasons for strategic alliances are to: obtain/share technology, share manufacturing capabilities and facilities, share access to specific markets, reduce financial/political/market risks, and achieve other competitive advantages not otherwise available.
There could be considered a continuum of types of
strategic alliances, ranging from: (a) mutual service consortiums (e.g., similar
12 | P a g e
companies in similar industries pool their resources to develop something that is too expensive alone), (b) licensing arrangements, (c) joint ventures (an independent business entity formed by two or more companies to accomplish certain things, with allocated ownership, operational responsibilities, and financial risks and rewards), (d) value-chain partnerships (e.g., just-in-time supplier relationships, and out-sourcing of major value-chain functions).
FUNCTIONAL STRATEGIES Functional strategies are relatively short-term activities that each functional area within a company will carry out to implement the broader, longer-term corporate level and business level strategies.
Each functional area has a number of
strategy choices that interact with and must be consistent with the overall company strategies. Three basic characteristics distinguish functional strategies from corporate level and business level strategies: shorter time horizon, greater specificity, and primary involvement of operating managers. A few examples follow of functional strategy topics for the major functional areas of marketing, finance, production/operations, research and development, and human resources management.
Each area needs to deal with sourcing
strategy, i.e., what should be done in-house and what should be outsourced?
13 | P a g e
MOBILINK
Introduction: Orascom Telecom Holding S.A.E. ("Orascom Telecom") or ("OTH") was established in 1998 and has grown to become a major player in the telecommunication market in the world. OTH is considered among the largest and most diversified network operator in the Middle East, Africa and Pakistan . About Mobilink: Mobilink GSM (PMCL), a subsidiary of Orascom Telecom, is the market leader in
providing state-of-the-art communications solutions to over 3.4 million p eople in Pakistan. They can proudly boast of being the first cellular service provider in Pakistan to operate on a 100% digital GSM technology. Mobilink GSM started operations in the year 1994, from then on it has shown enormous growth.
Mobilink Coverage: Mobilink provides the most extensive network coverage footprint across Pakistan through an integrated technology infrastructure in more than 5,000 cities, towns, villages, and countless remote destinations, including International Roaming in 110 countries through 300 partner operators. Market Share:
14 | P a g e
In April 2001, when the OTH (Orascom Telecom Holding) took over management control of the company, the market share was only 40% but as of March, 2006; Mobilink served over 14 million subscribers, representing a market share of approximately 56.2% of total mobile subscribers in Pakistan. However, during the past two years the market share of Mobilink has gone down to 41% (As of March, 2007).
Competition Status: Competition faced by the company is from al the operators in telecom that includes all the face SGM (Global System of mobile) operators, CDMA operators and LDI operators and land line
operators.
companies
All
Human
these
telecom Resource
Departments are in constant need of new employees. So there is stiff competition in the telecom market for Mobilink. Comparison with competitors in the market is shown as in the table.
15 | P a g e
Number of subscribes: The number of subscribes of Mobilink has been fast increasing since year 2000,the number of subscribes
of
Mobilink has almost doubled in the last one year from 5 million approx to 10 million approx this figure has almost increased by 50 times as it was in year 2000. This in fact is a milestone for Mobilink. Currently the company has a customer base of over 24 million and its growing. Market Share Mobilink had a great advantage for years as being the only GSM mobile operator in Pakistan, however with the entrance of Ufone in 2001 and later on by Telenor, Warid and Zong, the competition in the mobile sector is heating up. However the subscriber base Mobilink has remained steady and growing as seen in the table below: Table 1: Number of Mobilink Subscribers from 2005-July 2008 1 Year Subscribers % Change
2005 7,469,085 -
2006 17,205,555 130.3
2007 26,466,451 53.8
July-2008 32,056,336 21.1
Although the number of subscribers has increased over the years, the same cannot be said about the market share of Mobilink, which has gradually decreased over the year. However, although the market shares of Mobilink might have decreased over the years, but it still remains the market leader in the mobile sector. The market shares of Mobilink are as follows: Table 2: Market Shares of Mobilink from 2005-2007 2
1 2
16 | P a g e
Years Market Share Change
2005 51.4% -
2006 46.3% (5.1%)
2007 39.8% (6.5%)
ACHIEVEMENTS: ISO 9002 Quality Management System Certification for Billing, Engineering Departments and CS Contact Center Biggest Call Center in Pakistan, which is there to assist the customers 24 hours.
Bilateral-roaming agreements signed with 100 countries around the world to
have true roaming service operational in 151 operators of the world. Mobilink GSM Short Message Service Center allows Vehicle Tracking and Fleet Management services that are being provided by Tracker (Pvt.) Ltd. under the brand name of C-Track, a company licensed by Pakistan Telecom authority (PTA). Tracker currently operates from Karachi but can provide these facilities at all those locations where GSM coverage is available Mobilink's Values:
17 | P a g e
Total Customer Satisfaction: Customers are at the heart of our success. They have placed their trust and confidence in us. In return, we strive to anticipate their needs and deliver service, quality and value beyond their expectations. Business Excellence: We strive for excellence in all that we do. We aspire to the highest standards and raise the bar for ourselves everyday. This commitment to delivering world-class quality translates into unmatched service and value for our customers and all stakeholders. Trust & Integrity: At Mobilink, we take pride in practicing the highest ethical standards in an open and honest environment, and by honoring our commitments. We take personal responsibility for our actions, and treat everyone fairly, and with trust and respect. Respect for People: Our relationships drive our business. We respect and esteem our employees and all stakeholders. We believe in teamwork, empowerment and honor. Corporate Social Responsibility:
As the market leader, we recognize and fulfill our responsibility towards our country and the environment we operate in. We contribute to worthy causes and are dedicated to the development and progress of the society
VISION
18 | P a g e
To be the leading Telecommunication Services Provider in Pakistan by offering innovative Communication solutions for our Customers while exceeding Shareholder value & Employee Expectations Mission and Objectives: Total Customer Satisfaction: Customers are at the heart of our success. They have placed their trust and confidence in us. In return, we strive to anticipate their needs and deliver service, quality and value beyond their expectations. Business Excellence: We strive for excellence in all that we do. We aspire to the highest standards and raise the bar for ourselves everyday. This commitment to delivering world-class quality translates into unmatched service and value for our customers and all stakeholders. Trust & Integrity: At Mobilink, we take pride in practicing the highest ethical standards in an open and honest environment, and by honoring our commitments. We take personal responsibility for our actions, and treat everyone fairly, and with trust and respect. Respect for People: Our relationships drive our business. We respect and esteem our employees and all stakeholders. We believe in teamwork, empowerment and honor. Corporate Social Responsibility: As the market leader, we recognize and fulfill our responsibility towards our country and the environment we operate in. We contribute to worthy causes and are dedicated to the development and progress of the society
STRATEGIES AT MOBILINK: 19 | P a g e
The findings mentioned reflect three types of major strategies employed by the organization at various levels. Namely they are: 1). Corporate level strategy 2). Business level strategy 3). Functional level strategy Corporate Level Strategy: As their corporate level strategy, they have entered into partnerships with different organizations. On the basis of findings, it appears that for the past few years (1999-2003), Mobilink had a focus on internal growth. All this is evident from the fact that since the deregulation of the mobile service industry of Pakistan, Mobilink has undertaken various efforts to ensure that it changes its stance from concentrating on its existing market to growing its market presence. The main reason for this change is mainly to keep up with the competition and to retain and increase its market share. This transition is obvious in Mobilink’s repositioning itself and hitting the market with a new face with the catchphrase “Reshaping communication” With the threat of new entrants into the industry after the deregulation, Mobilink’s strategy took a new turn. To keep abreast with the company, Mobilink took the following steps during the last 2 years: E xpanded its international roaming Service scope in 14 more countries
including Vietnam, Germany, Bangladesh, Ukraine, Iran, Venezuela, Nigeria, South Africa, Ethiopia, Uganda, Sudan, Bahrain, Caribbean Islands. Bilateral roaming agreements signed with 100 countries around the world to have true roaming service operational in 151 operators of the world. PROMOTIONAL CAMPAIGNS LAUNCHED
JAZZ BUNDLE OFFERS: These bundles include a handset, a JAZZ
connection and airtime worth Rs. 200
INTERNATIONAL SUMMER PROMOTION: Discounted international tour
packages to Sri Lanka, Malaysia and Maldives
“JAZZ-AUR-SUNAO”, “LIFE MEIN JAZZ LAO” (a change in the marketing
strategy)
20 | P a g e
Indigo packages deliver nation wide cellular freedom at local Call rates
Exclusive deals to 6 northern area destination including Chitral, Galliat, Hunza,
Kaghan , Skardu and Swat.
Roam the World: year long promotion including travel to the Holy Land in
Ramadan, avail amazing offers at the Dubai Shopping Festival, be a part if the FIFA World Cup in Germany or visit Paris, Milan, London and NY. Joint Promotional Agreements with Various Organizations JAZZ-HYUNDAI BUNDLE OFFER: Jazz connection and a latest Hyundai L-
120 phone set for only Rs. 2750 Jazz member Get Member: Opportunity for customers to become the brand’s
ambassador and at the same time earns Rs. 400 in airtime. The new Jazz customer will also get Rs.100 free airtime. Mobilink’s Nokia 9500 offer
MOBILINK-AVIS partnership: Mobilink joined hands with AVIS, a global brand
and the world’s leading car Rental Company to offer discounted car rental rates (locally as well as internationally) to all Mobilink post-paid customers. Foreigners visiting Pakistan using the Mobilink network for cellular services swore able to receive a 20% discount on Avis-Car rental Service. Mobilink and UBL launch online bill payment facility for Indigo subscribers
MOB- Motorola V3 launch
M obilink –CITIBANK Joint Promotion (free INDIGO and Call n Control
connections to all Citibank Credit Card members) Handset Kiosk inside Mobilink Service Center: a ‘hand-set Kiosk’ set up at
Mobilink service center at Awami Markaz, Karachi. The kiosk was set up in collaboration with Mobile Zone. It gave customers the added convenience of purchasing quality hand sets of leading manufacturers such as Nokia Samsung or Sony Ericson right from Mobilink Service Center. On every purchase the customers would get some free gifts to add more value to their purchase. Business Level Strategy As their business level strategy it has focused on Differentiation strategy ever since it started. Mobilink has always made successful attempts to distinguish their
21 | P a g e
products or services from other in the industry. They make their product unique through: Advertising
Highly creative people in the marketing dept Billboards, TV commercials, bringing in famous personalities from media to
endorse their packages Functional Level Strategy Sales and Marketing Differentiation Advantage:
Because they target the customer groups they offer tariff plans that are
exclusively designed to cater to the communication needs of a diverse group of people, taking into account occasional users to businessmen. To achieve this objective, they offer both postpaid (Indigo) and the prepaid (JAZZ) solutions to their customers The marketing department immediately identifies and responds to the customer
needs Comes up with interesting marketing strategies which include advertising,
Commitment to Total Customer Satisfaction: Customers are at the heart of my success. They have placed their trust and confidence in us. In return, I strive to anticipate their needs and deliver service, quality and value beyond their expectations. Passion for Business Excellence: I strive for excellence in all that I do. I aspire to the highest standards and raise the bar for myself everyday. This commitment to delivering world-class quality translates into unmatched service and value for my customers and all stakeholders. Trust & Integrity: At Mobilink, I take pride in practicing the highest ethical standards in an open and honest environment, and by honeying my commitments. I take personal responsibility for my actions, and treat everyone fairly, and with trust and respect. Respect for People:
22 | P a g e
My relationships drive my business. I respect and esteem my employees and all stakeholders. I believe in teamwork, empowerment and harmony. Responsible Corporate Citizen: As the market leader, I recognize and fulfil my responsibility towards my country and the environment I operate in.
SWOT Analysis Strengths: • Strong Brand Image • Potential customers • Highest Coverage • First to introduce IR • M2 Motorway coverage • Biletral roaming with 50 operators • Motorola Time port Tri band (TT) handsets • Tracking and Fleet (VTF) Management services.
Weakness: • Currently providing not good quality service because of changing their • Network from 900 MHz to 1800 MHz. • Fewer advertisements now days. • Most expensive telecom company both in call rates and SMS • Weak customer retention • Engineering department of Mobilink is not well competent
Opportunities • Can expand its networks in the uncovered areas • Services in the future can be • Telephone • Wireless 23 | P a g e
• Calling Cards • Can target maximum corporate Customers • Lower prices
Threats: • New market players • Competitors can offer packages for corporate customers in better way. • Wireless local loop service providers • Brand names survival. • Corporate customers can shift to other companies • Employee retention • Loss of loyal customer
Conclusion The mobile industry has seen phenomenal growth over the year, showing growth rate of more than 80% in 2007. This growth is not new to the industry, as previous years have shown substantial growth as well. This growth is a direct result of the increased competition in the mobile industry, resulting into better services at reduced rate. Furthermore, this has favorably affected our economy as a whole, generating revenues for the government, through direct and indirect taxation and creating employment opportunities for the people. The mobile industry of Pakistan is considered by a majority of prospective employees as the best industry for a job. Mobilink has been in operation since 1994, and since then has become the market leader by providing its customers with the state of the art products and services. Mobilink has for years enjoyed a good market share of the total industry; its current market share is 36% 3. Even though Mobilink has been a market leader, for so many years, providing the most technological advanced products and services, it has for a number of years been facing strong competition from Telenor and Ufone, which has resulted in a 3
24 | P a g e
decrease of its market share. This has led Mobilink to a policy of diversification, by introducing products like Mobilink PCO and WIMAX services. Although Mobilink has diversified, it still is providing competitive products and services for its core products-Jazz and Indigo. Finally, internships are an important part of the academic program, as they provide us with the practical experience during our academic career. I am very grateful that I received an internship at Mobilink as it was a great learning experience on how a multinational company works and further improved my skills of team working and critical decision making.
Recommendation The problem that I identified was the lack of job rotation within department and not enacting
on
job
advancement
rules and
procedures.
Some
of
the
recommendations to this problem are as follows: Firstly I would recommend that the department officially start job rotation. The major benefit of which would include even more motivated employees, with enhanced skills. One of the major arguments against job rotation is that without it, employees will perform only one task and will become specialized in that particular job. Furthermore, the argument also suggests, that with job rotation, only general information is imparted to employees, not essentially helpful in doing complex tasks. However, in today’s business environment, multitasking is becoming more and more essential and thus rotation becomes essential in making employees multitask. Furthermore, the organization structure of the treasury department makes it easy for job rotation, as all sub departments major functions are interlinked to each other and mostly all departments currently have more than one associate employee, except cash management. Secondly I would also suggest that specific job related training should also be imparted to the employees, this would have an additional benefit of further improving their current skills and knowledge, while attaining new through job 25 | P a g e
rotation. Also professional counseling programs should also be started to provide employees with the information, regarding future prospects at Mobilink and in the mobile industry. Lastly, I would suggest, that Mobilink adheres to its job advancement procedures because for an employee that has worked with Mobilink for more than 2-3 years, they should be awarded with the fruits of job advancement, as I believe that the criteria of job advancements currently used is a standard in most MNC’s and job advancements are a part of career growth. Furthermore, job advancement s will create future leaders for Mobilink.
Selected References: •
Mobilink (mobilinkgsm.com)
•
Pakistan Telecommunication Authority (pta.gov.pk)
•
Porter, Michael E. (1980). Competitive Strategy: Techniques for analyzing industries and competitors. New York: Free Press.
26 | P a g e
