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Table of Contents
INTRODUCTION ............................................................................................................................................. 2
STRATEGY FORMULATION ............................................................................................................................ 4
VISION ....................................................................................................................................................... 4
MISSION .................................................................................................................................................... 4
VALUES ...................................................................................................................................................... 5
EXTERNAL ENVIRONMENT ........................................................................................................................ 5
INTERNAL ENVIRONMENT ........................................................................................................................ 7
LONG TERM OBJECTIVES ........................................................................................................................... 7
STRATEGIES ............................................................................................................................................... 9
STRATEGY IMPLEMENTATION..................................................................................................................... 10
OBJECTIVES ............................................................................................................................................. 10
POLICIES .................................................................................................................................................. 10
A STRATEGY SUPPORTIVE CULTURE ....................................................................................................... 11
HUMAN RESOURCE STRATEGIES ............................................................................................................ 13
DIVERSITY ................................................................................................................................................ 15
STRATEGY EVALUATION .............................................................................................................................. 16
FUTURE OUTLOOK ...................................................................................................................................... 22
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INTRODUCTION
Telenor Pakistan, a wholly owned subsidiary of Telenor ASA, launched its operations in March
2005. One of the leading telecom operators providing prepaid, postpaid and value-added services to
seven million customers, it is spread across the country with a network of 15 company-owned sales
and service centers, more than 200 franchisees and some 100,000 retail outlets selling subscriptions
and refills. Differentiated packages include TalkShawk, Telenor Persona and Djuice.
Telenor took a big step seven years ago when it decided to expand in international markets. The key
take points include: right time, targeting of emerging markets, policy of full management control
(avoided joint ventures) and deployment of a repeatable methodology (for example the djuice
brand). The success of the strategic focus can be understood from the following 1:
1 http://telecompk.net/2008/12/30/telenor-emerging-market-strategy-success-swot/
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Telenor believes:
“ What matters most is the right strategy, at the right time and precision in execution.”
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STRATEGY FORMULATION
VISION2
MISSION3
Telenor's primary goal is to create greater value for our shareholders, customers, employees and
partners, and for society in general. We strive to be a driving force in creating, simplifying and
introducing communication and content solutions to the marketplace.
2 http://www.telenor.com.pk/about/visionValues.php
3 http://creativez.blogster.com/mission-statements-different
VISION:
WE'RE HERE TO HELP
We exist to help our customers get the full benefit of communications
services in their daily lives.
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VALUES4
EXTERNAL ENVIRONMENT
4 http://www.telenor.com.pk/about/visionValues.php
MAKE ITEASY
• We're practical. We don't complicate things. Everything we produce should be easy to understand and use. Because we never forget we're trying to make customers'lives easier.
KEEPPROMISES
•Everything we set out to do should work, or if it doesn't, we're here to help. We'reabout delivery, not over promising, actions not words.
BEINSPIRING
• We are creative. We strive to bring energy to the things we do. Everything weproduce should look good, modern and fresh. We are passionate about our businessand customers.
BERESPECT-
FUL
• We acknowledge and respect local cultures. We do not impose one formula worldwide. We want to be a part of local communities wherever we operate. Webelieve loyalty has to be earned.
POLITICAL
•Tax rates
•GovernmentRegulations
•PTA
•Special tariffs
ECONOMIC
•Level of disposableincome
•Consumptionpatterns
•Demand shifts
forgoods/services
•Incomedifferences byregion/customer
•Price fluctuations
•Tax rates
SOCIAL
•Per capitaincome
•Buying habits
•Ethical concerns
•Average level of education
•Governmentregulation
•Attitudes towardcustomer service
•Attitudes towardproduct quality
•Socialresponsibility
TECHNOLOGICAL
•Power cuts
•Fibre and opex
COMPETITVE
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SEGMENTATION
Market Segment Today Feature Year
Estimate
Existing Product Profitability
Youth/ Students 25% 27% Djuice, TalkShawk 29%
Women 10% 20% TalkShawk 21%
Financially
Constraint
40% 23% TalkShawk, Telenor
Azadi
20%
Corporate/ SME 25% 30% Postpaid Packages 30%
CPM
CPM Mobilink Warid Ufone Zong
Critical
Success Factor
Weight Rating Score Rating Score Rating Score Rating Score
Advertising 0.1 2 0.2 2 0.2 3 0.3 3 0.3
Product
Quality
0.15 2 0.3 2 0.3 3 0.45 3 0.45
Price
Competition
0.1 3 0.3 2 0.2 3 0.3 3 0.3
Management 0.1 3 0.3 2 0.2 4 0.4 3 0.3
Financial
Position
0.1 4 0.4 2 0.2 3 0.3 2 0.2
Customer
Loyalty
0.15 2 0.3 2 0.3 3 0.45 2 0.3
Global
Expansion
0.1 3 0.3 2 0.2 1 0.1 3 0.3
Market Share 0.2 4 0.8 2 0.4 3 0.6 2 0.4
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Total 1.0 2.90 2.00 2.90 2.55
The intense competition in the telecom industry has made it really difficult to survive the financial
crunch has added to the difficulties of the telecom service providers. The most important factors in
that need to be considered while making a strategic plan are customer loyalty which generally is
based on the quality of the service provided and this determines the market share of the firm.
Advertising is a double edge sword; good promotion attracts the customer while bad one distracts
them. In telecom industry a common practice is to eat compe titor’s market share by indulging into
price wars but one must set a limit otherwise it could backfire and sunk the company. Company
needs to plan all its operations depending on its financial health never ever pick up industry giants
for one on one fight and avoid taking leverage position instead go for the cost cutting strategy.
By looking at the matrix it is evident that Mobilink and Ufone are at the front while Warid is lagging
behind in competition. On the other hand Zong’s performance is average in industry.
INTERNAL ENVIRONMENT
LONG TERM OBJECTIVES
1. To deliver increased profitable growth
HUMAN CAPITALDIVISION
•PeopleExcellence &Business Process
Improvement•Organizational
Support Services
•Safety andSecurity
FINANCEDIVISION
•BusinessPlanning &Finance
•Procurement•Revenue
Assurance &FraudManagement
•Credit Control
•Accounts
•Treasury andFinancialOperations
•Audit andInternal Control
IT DIVISION
•Business SupportSystem
•IT Operations
•IT Security
TECHNICALDIVISION
•NetworkPlanning &Design
•Implementation•Operations &
Maintenance
•Real Estate &Site Acquisition
COMMERCIALDIVISION
•Sales &Distribution
•Marketing
•CustomerRelations
•Segments &Pricing
•Products &Platforms
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Telenor seeks to increase core mobile revenues. Telenor is also investing in adjacent markets such as
basic financial services and machine-to-machine (M2M) communication.
2. To strengthen our performance culture
Telenor will continue the successful practice of combining a local approach with global expertise.
This means that the local management teams will build a unique performance culture based on their
own initiatives and in line with the Telenor governance model, Codes of Conduct, vision and values
and people policy. In terms of Health, Safety and Environment (HSE), their objective is to improve
working conditions and environmental management by having clearly defined standards across the
operating company and supply chain.
3. To make responsible business a competitive advantage
Corporate responsibility at Telenor will be part of managing risk and linked to the core business.
Telenor has a strong track record when it comes to sustainable business: it was ranked top
performer by the Dow Jones Sustainability Indexes (DJSI) in 2007 and 2008.
4. To provide a superior customer experience
Faced with an increasingly competitive environment, Telenor needs to differentiate itself by
providing a superior customer experience. In the vision and core values, they put customer
experience at the top of the agenda. One of their ambitions is to reach a situation where end-users’
brand preference is higher than the Telenor market share.
5. To ensure best practice benchmarking
A global objective is to achieve a higher reduction in the average operational cost per minute than
the expected decline in average price per minute. Telenor aims to achieve considerable continued
growth in operating cash flow from its operations.
6. To drive change and constant renewal
To secure a strong industry position, innovation is paramount. Major areas identified are:
Their long-term ambition is to achieve the same position in broadband (mobile and fixed) as
they have in mobile voice today.
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Telenor aims to establish itself as a significant player in parts of the financial services
industry in select under-serviced markets, establishing a platform for long-term growth.
Telenor controls many valuable assets that can be further developed together with partners.
Partner-driven innovation is a cost-effective way to create many new revenue-generating services.
Objectives 2006-07 2015
ARPU(Average Revenue Per User) $4 $6- $8
Market Share in terms of Subscribers 10% 40%
Market Penetration 9% 30%
Market Share in terms of Revenue 7% 30%
EBITA(Earning before Interest, Tax
and amortization)
5% – 6% 10%
Unprompted Brand Awareness 20% 90%
STRATEGIES
Market Penetration
Diversification in new directions and regions
Focus on mobile internet
Acquiring a microfinance bank
Global expansion (Telenor has also entered the Indian market by taking a stake in Unitech
Wireless)
Mix of differentiation and low cost
Lower capital expense investment due to recession/ slow market growth
Utilize 3G technology opportunity
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STRATEGY IMPLEMENTATION
OBJECTIVESPrepaid- djuice, talks hawk
Post-paid- persona
Achieve a SIM penetration over 70%
Attain a market share above 25%
Maintain EBITDA in mid thirties
Obtain a ratio of Capex/sales below 25% Capital expenditure was related to network roll-
out to accommodate subscription growth and increased traffic
Increase Subscription growth
POLICIES
POLICIES
Telenor'scompetitiveness in themarket is based on goodproducts and services atthe right price. Alwaysmeet the group'scompetitors in an honestand professionalmanner.
Customers shall be metwith insight, respect andunderstanding.
Always try to fulfil theneeds of the customer inthe best possiblemanner, within theguidelines for CorporateResponsibility that applyto the business.
Customer's personalinformation shall beprotected in accordancewith the relevant laws
on protection of personal data.
Suppliers shall betreated impartially and justly. Suppliers incompetition forcontracts with Telenorshall at all times be ableto trust Telenor'sselection processes.When selecting suppliersfollow the group'sestablished guidelinesand routines at all times.
As an employee of Telenor you shall nothold another position orcarry out work for othersduring working hourswithout prior expresswritten permission fromyour superior.
Telenor is firmlyopposed to all forms of corruption.
Never offer or acceptillegal or inappropriatemonetary gifts or otherremuneration in order toachieve business orpersonal advantages foryourself or others.
Nor use agreements withmiddlemen to channelpayment to anyone insuch a way that may be
interpreted ascorruption.
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A STRATEGY SUPPORTIVE CULTURE
SOURCES OF CULTURE AT TELENOR PAKISTAN
PEOPLE
Telenor Pakistan consists of energetic, youthful and dedicated employees aged 27 to 28 on average.
An appropriate match is required between the culture and employees at recruitment and hiring. If
People Excellence (Human Resource Department) feels that a person will not be unable to adjust
into the organization’s environment, even if he/she is performing functionally well, the person is
rejected.
Primarily the culture comes from the top management. CEO of Telenor Pakistan is humble and
cooperative. The employees get the message that if the top management is so accommodating then
the employees should behave similarly. What is important to the CEO becomes important for
employees to identify completely with the organization. There are four foreigners in the top
management but this does not create communication barriers. They are extra humble to others while
individuals of a local origin are extra sensitive to them so no one feels alienated. The values of
humbleness and free interaction in putting forth ideas lead to a harmonious culture and efficient
communication. The management is easily accessible to discuss various issues. It is difficult to
distinguish between them as the culture is so homogeneous that it keeps every one at par with others
(no formal protocol is given).
ORGANIZATIONAL ETHICS
While making any decision, Telenor Pakistan has been ethically conscious. Since Telenor (the parent
company) has is origins in Norway, a society with a soft-oriented and feminine culture, Telenor
Pakistan acknowledges its moral and ethical duty towards its stakeholders and society. Telenor
Pakistan will not resort to bribery or illegal offers to accept any decision; values will not be
compromised to get licensed. If the organization believes it is not ethically right, it will never take
that decision.
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In most of advertisements they project themselves as the care taker of the values of Pakistani
people, so they claim to cherish the core cultural norms and values of the Pakistani people. When
the cartoon controversy arose, Telenor condemned such actions mocking religious beliefs and
portrayed this on their building.
ORGANIZATIONAL STRUCTURE
The organic structure of Telenor Pakistan promotes cultural values that result in integration and
coordination.
CEREMONIAL RITES AT TELENOR PAKISTAN
Type of Rite Instances of Rite Purpose of Rite
Rite of passage Orientation Sessions Learn and internalize values
Rite of integration Eid Milan Programs, Halloween Parties
and announcements of Telenor’s success
Build and reinforce common
values
Rite of enhancement Legends, Press Releases, Employee of the Year Rewards, Employee Promotion and
Rotation
Integrate and enhancecultural values
At Telenor, People Excellence reinforces the culture through the concept of a ‘LEGEND’ for
individuals who have performed outstandingly. These become role models for other people and
their examples are quoted on various occasions (forum or ceremonies), so every employee is
internally motivated to work harder.
The new recruits are given orientation sessions where they are made to familiarize with the values
and norms of the organization and how they can contribute to the organization even better. They
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are also provided with a Joining Book that comprises of the code of conduct and complete structure
of policies and values.
HUMAN RESOURCE STRATEGIES
The Human Resource at Telenor Pakistan is their core competency. The reason is that the
employees create a culture and all the achievements of Telenor are attributed to its flexible culture. It
is necessary to motivate and retain this asset of the organization. For this purpose, training and
compensation is provided to employees along with other motivational techniques.
TRAINING
The methods of training differ from function to function. On-the-job training is required in
the Customer Relationship Department (CRD) and similar system training in the IT
Department. Management Training Programs combine experiential learning with theory.
Leaders are chosen according to the following role expectations:
LEADERSHIP EXPECTATIONS FOR TELENOR PAKISTAN
Passion for Business
Empower People
IntegrityChange and
ConstantRenewal
OperationalEcellence
LEADERSHIP
EXPECTATIONS
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COMPENSATION
The core compensation includes:
Base salary
Bonus/commission
Long-term incentive plans
In addition, Telenor offers a total package that may include insurance, recreational activities
and other benefits adapted to the local market and individual employee’s need.
Managers are rewarded according to the achievement of assigned goals. Apart from
monetary rewards, such as variable pays/increments, other motivational tools such as
recognition (Employee of the Year rewards) are used.
CAREER GROWTH
Initially, qualifications are the defining criterion for fresh graduates. For career growth, the
right mix of performance on the job and performance potential for the other level is
imperative. Apart from the right attitude, knowledge also matters. If an individual from
Finance gets a higher degree, for instance, becomes a chartered accountant then the chances
of growth increase. There are no specific career paths: Vice President (VP) of Human
Capital Division (HCD) became the next Chief Marketing Officer (CMO).
EMPLOYEE MOTIVATION
Underperforming managers are encouraged through coaching and counseling by their
respective directors or the director of People Excellence. The turnover is not high as
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compared to that of the industry. There is no defined employee exchange program.
Employees performing exceptionally well are taken up to work in the Telenor Group.
Relocations are common in the organization: employees are transferred from People
Excellence to Finance or from Procurement to Customer Relations. Investment per
employee is placed at the higher end of the industry.
DIVERSITY
Telenor Pakistan is keen to promote diversity and has achieved good results in this area. Telenor has
developed requirements for diversity in both recruitment and our management development
programs. There is an appropriate blend of less seasoned and experienced employees. No quota has
been assigned; the best-fit candidate (according to the job requirements) is employed. At the office
level or call centers, even fresh graduates are apt but the director level requires a masters degree and
preferably some work experience.
Telenor Pakistan has a large proportion of females who are recruited for internal leadership
development programs and executive positions on the basis of past performance. The organization
is working on Day Care Centers to help female employees manage their responsibilities after settling
down. Relocation issues are dealt cooperatively when female individuals move out of the city after
marriage and wish to continue working. They are relocated and facilitated in the new city.
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STRATEGY EVALUATION
REENGINEERING: AFTERMATH OF FINANCIAL CRUNCH
Telenor has attained a competitive advantage in the market by aligning competences and strategies.
Highly motivated employees and flexible culture enables them to achieve an edge over competitors.
Improving our performance management
The Telenor Group aims to create a stronger link between the strategy process and performance
monitoring. All operating companies will implement a new and improved management model where
strategic objectives and ambitions are monitored closely at both the company level and the lower
department level.
Since its launch of services in March 2005, Telenor Pakistan has exceeded all expectations: It has
created the second largest mobile network and the largest and most advanced data network in the
local market, turned into the second highest revenue-generating mobile player with the highest
Average Revenue Per User (ARPU) in the market, and become the second largest mobile player in
the market with 18 million active subscriptions in little more than 3 years of operations. During the
first half of 2008, Telenor Pakistan added 3.24 million subscriptions against the industry average of
1.63 million, taking 33% of the market share of net additions over the period – the highest in the
mobile sector in Pakistan.
Service Quality&
Performancethrough asuperior
network design
Conveniencethrough thedistribution
setup
Simplicity and
trust through
pricingstructure andtransparency
Efficiencythrough
alignment of structure and
strategy
COMPETITIVE ADVANTAGES OF TELENOR PAKISTAN
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The company has created 2500 direct and more than 25000 indirect employment opportunities with
100,000+ retail outlets and 200+ franchises in addition. 99.9% of these employment opportunities
belong to Pakistanis.
Initiated with a relief effort worth 95 million rupees in the wake of the devastating earthquake of October 2005, Telenor Pakistan’s community contributions have extended over the years to include
education, empowerment, enterprise, and environment - with special focus on bringing the telecom
promise within the grasp of the most disadvantaged sections of the society.
Telenor Pakistan has received several awards for its solid performance in key areas of activities:
Federation of Pakistan Chambers of Commerce & Industry’s Telecom Excellence Award in
Foreign Direct Investment in June 2006
Central Board of Revenue’s High Tax Payer Award 2004-5 in January 2006
The Pakistan Society of Human Resource Management’s Preferred Graduate Employ er
Award for Most Preferred Telecommunications Company 2007 among MBA students
SAARC Communication Industry Conference 2007’s Most Innovative Mobile Operator
Award and Mobile Operator with the Most Consumer Pull Award
Telenor Global Brand Award for the year 2007
All Pakistan Dawn Aurora Advertising Awards in three of five nominated categories in
March 2007 The National Forum for Environment & Health’s Annual Environment Excellence Awards
2008
Lahore Chamber of Commerce & Industries’ Appreciation Award for the Largest FDI and
Rawalpindi Chamber of Commerce & Industries’ Achievement Award 2008
The Helpline Trust’s 2nd Corporate Social Responsibility Award 2008
Telenor Pakistan is committed to bringing true mobile innovation to the under-served masses of
Pakistan. The company has picked up two Universal Service Fund projects in order to provideconnectivity to the yet unconnected in the remotest areas of Pakistan. It aims to invest strongly for
further network expansion into the rural areas and for the rollout of third generation of mobile
technology (3G) in Pakistan.
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SWOT Analysis
An overall evaluation of Telenor’s Strengths (S) Weakness (W) Opportunities (O) and Threats (T)
are as follow:
Strengths
Network quality & design
Superior customer care
Financial Strength
Excellent Coverage & Distribution.
Commercial Launch of LDI & mobile services
Contract with Siemens & Nokia
Brand image of Quality
PTA initiatives
E-commerce usage.
Weaknesses
Relatively low market share
Low profit margins
Negative cash flows in the initial years
Opportunities
Favorable Macroeconomic indicators
low cellular market penetration
Inefficiency & poor performance of other mobile networks
Co branding e.g. Ufone with ABN AMRO
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Strategic Alliances & Infrastructure Sharing Facilities
International Mobile Equipment Identity System
Threats
Rolling Customers
Privatizations & deregulations- increased competitions.
Grey Traffic
MNP mobile number portability
Wireless technology at boom
Public pay phones & calling cards usage where network is not available
Propagandas attacking brand image
Strengths Weaknesses
Opportunities SO Strategies WO Strategies
Introducing 3G service
Make the post paid
package more attractive
Diversifying intosimilar industries e.g.
DSL services
More attractive pre-
paid packages
Threats ST Strategies WT Strategies
Co branding with
companies in other
industries e.g. Banks
Use other mediums of
promotion other than
conventional
advertising
Protect image through
constant CSR efforts
Capitalize and promote
EDGE technology
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BCG
Boston Consulting Group is used to help corporations with analyzing their business units or product
lines. This helps the company allocate resources and is used as an analytical tool in brand
marketing, product management, strategic management, and portfolio analysis.
This BCG matrix is with respect to the competition that exists for Telenor in the telecom industry.
This includes the following mobile operators:
Mobilink
Ufone
Warid
Zong
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The reason why all the companies are place in either question mark or star is that it is a growing
industry and overall the market share is increasing however individual players may not be doing well.
The reason why telenor and Ufone are placed in stars is that their relative market share is increasing
which is visible by their sales and ARPU. Mobilink although very old in the market is now losing itsrelative market share to both Ufone and Telenor. Mobilink is now investing in its brands and have
engaged in price wars to stay competitive and regain its market share.
Same is true for Warid and Zong, the only reason why they are placed in question mark is that the
overall industry is growing however their individual performance has been poor over the years.
Ufone has changed its strategic policies. It has gone through rebranding and emerged as a more
successful company.
Now if we talk about Telenor ,it has gained a favourable position in the industry through effective
advertising and packages. It can also be attributed to effective utilization of its Human Resource to
gain a competitive advantage in the in the industry.
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FUTURE OUTLOOK
Following can be the future plans of action that Telenor can pursue in order to ensure sustainable
growth:
Improve network quality to make it a sustainable competitive advantage
Develop an employee exchange program for enhanced employee motivation
Establish a coordination department/integrated IT system for effective communication
Introduction of employee stock options
Quota for the disabled people for greater CSR and diversity
Building an organization with competency, capabilities and resource strengths
Developing Technical Know How in Employees
Developing budgets to steer ample resources into critical value chain activities
Creating strategy supportive policies and procedures
Instituting best practices and a commitment to continuous improvement
Installing support systems and Value added Services
Maintain low cost