7BU032 Strategic Management and Operations of the GrameenPhone Ltd

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Table of Contents

Executive Summary.................................................................3

Introduction.................................................................4

Summary of the current strategy at GrameenPhone Ltd.........................................................5

Organisation sustainable Innovation and its Challenges.........................................................11

Literature review of challenges of sustaining innovation....................................................11

Application of the challenges of sustaining innovation in GrameenPhone................................13

Review Literature on Strategic Operations Management.......................................................14

Literature review of strategic operations management concepts..........................................14

Evaluation of the strategic operations management concepts to GrameenPhone............................16

Discussion on three selected operation management concepts.................................................18

Summary...................................................................................................................20

References..................................................................................................................22

Executive Summary

Grameenphone, a telecommunications service provider in Bangladesh, has witnessed substantial expansion in its market dominance during the last decade. The company's notable attributes encompass extensive network coverage, endorsement from Telenor and Grameen Telecom, and the provision of cost-effective and pioneering goods and services. Nevertheless, it encounters vulnerabilities such as a strategy of charging higher prices and a deficiency in setting itself apart from competitors in its main sector. Grameenphone has the chance to take advantage of the increasing purchasing power of consumers, projected to reach US$3,253 by 2026. A PEST analysis evaluates the strategic position of a company by taking into account the scores of political, economic, and political stability indices. The nation's swift process of becoming more urbanised and the rising rate of internet usage offer prospects for strategic growth. The VRIO framework facilitates the evaluation of Grameenphone's distinctive assets and competencies, allowing for accurate allocation of resources and the attainment of a long-lasting competitive advantage. The importance of sustainable innovation cannot be overstated in achieving economic growth and financial prosperity. However, there are several obstacles that might impede progress, including scarcity of resources, exorbitant implementation expenses, organisational reluctance to embrace change, and regulatory and legislative constraints. Grameenphone is dedicated to maintaining ethical business practices and improving its supply chain operations. The organisation upholds Supplier Conduct Principles and a code of conduct for all employees, with a focus on safeguarding human well-being, ensuring security, protecting labour rights, preserving the environment, and taking anti-corruption measures. Effective strategic operations management is essential for sustaining a competitive advantage in the market. Grameenphone can efficiently address its issues and sustain its market position by recognising crucial elements, implementing suitable strategies, and utilising the SAF model.

Introduction

Grameenphone, known as GP, is a telecommunications service provider that operates in

Bangladesh. The current subscriber count stands at 82.20 million as of December 2023

(Grameenphone, 2024). The agreement entails a strategic relationship between Telenor and

Grameen Telecom. The company was founded on October 10, 1996, as a privately owned

organisation. Grameenphone was transformed into a publicly traded corporation on 25 June 2007

(Grameenphone, 2024). The company underwent an initial public offering and started trading on

the Chittagong and Dhaka Stock Exchanges in Bangladesh.

The vision statement of GP:

“Our services enable individuals to improve their lives, build communities, and secure a brighter future for everyone through digital communication”.

The mission statement of GP:

“We want to help our customers fully leverage the benefits of connectivity. The level of our achievement is contingent upon the intensity with which they promote and support us”.

GrameenPhone Ltd. aims to provide reliable, comprehensive, convenient mobile and cost-effective telephone services to all inhabitants of Bangladesh, irrespective of their place of residence. Grameen Phone is dedicated to delivering a service that leads to both prosperous business and growth. The rise of manufacturing is a type of advancement, enabling individuals to afford a telephone service and ultimately leading to a lucrative business. Hence, development and business are intricately linked. The company offers phone, data, and other related services, along with international roaming services facilitated by collaborations with many carriers. In addition, they provide mobile banking services. Furthermore, it provides electronic goods such as GPAY, a mobile wallet, and MyGP, an all-encompassing solution for obtaining the services offered by the business (Grameenphone, 2024).

Roles within Organisation

The author was a digital marketing executive at GrameenPhone Ltd. The author's responsibilities in GP are provided

• Contributing to the development of tactics aimed at establishing a durable digital bond

with customers.

• Strategizing and overseeing the ongoing activity of the organisation on social media

platforms.

• Implementing targeted digital marketing campaigns to enhance corporate and brand

recognition

The company website: https://www.grameenphone.com/business

Summary of the current strategy at GrameenPhone Ltd

Grameenphone's market share has witnessed a growth of about two percentage points in the past decade, mostly attributed to substantial investments made in expanding its network infrastructure. This expansion resulted in a nearly fourfold increase in the income of the mobile operator (Business Standard, 2024a). As per a report by the Bangladesh Telecommunication Regulatory Commission, the business currently possesses a 46.18% market share of all users, marking a growth from 42.80% five years ago (Business Standard, 2024b). Grameenphone has seen a tremendous progression over the last twenty years, leading to the formation of a significant number of subscribers. Grameenphone has transformed, becoming a brand that places its customers at the forefront. It has achieved growth by continually improving and expanding its 3G and 4G networks. These innovative products and digital services were crucial in earning the trust of customers. Therefore, the customer-centric strategy was the key for this telecommunication company to grow widely in the market of Bangladesh.

Telecommunication Company of

Bangladesh Market Share

GrameenPhone

Robi

Banglalink

Other

Figure: Telecommunication company market share (Business Standard, 2024a)

As shown in the figure, GP holds the highest market share telecommunication company in

Bangladesh. The company achieved this high market share due to its customer-centric approach

to business. The key strategy here is to focus on innovation and a strategic approach to customer

satisfaction.

SWOT analysis of GrameenPhone Ltd.

Strength

Wide and strong network coverage:

Grameenphone possesses a wide-ranging infrastructure in Bangladesh, encompassing

99.6% of the whole inhabitants (Business Standard, 2024b). The network signal is

exceptionally strong and covers even the most distant corners of the country. Therefore, the

service provider has successfully acquired the highest number of subscribers throughout the

market. Over time, the demand for goods from this substantial clientele will expand as

their consumption and level of life continue to

Weakness

Premium pricing strategy: Despite offering easier access and improved services, a

significant portion of the market gravitates towards more economical alternatives.

improve.

Support of the sponsor companies: Telenor and Grameen Telecom are the two sponsoring firms of GP, which is the largest cellular service supplier in Norway. Telenor has maintained operations in 12 countries for a significant number of years (Business Standard, 2024b).

innovation in developing novel goods and services, its primary industry lacks distinctiveness.

Opportunity

Growing purchasing power of consumers:

As money rises, so does people's expenditure on improving their quality of life. The projected GDP per capita for Bangladesh in 2026 is anticipated to reach US$3,253 (Mishra and Pandey, 2023). The combination of increasing urbanisation, possibilities for employment abroad, and the rise of online-based jobs will lead to an increase in both purchasing power and surfing rates. The GP should utilise such for future expansion (Mishra and Pandey, 2023).

Threats

Cheaper and more convenient alternatives:

Bangladesh was ranked 133rd among the 138 nations on a mobile internet connection speed test (Giuggioli and Pellegrini, 2022). Additionally, the network connection is not strong but rather expensive. These issues prompt individuals to utilise online data, IP calling applications, and IP messaging applications as substitutes. If GP's fails to distinguish itself in the marketplace, other options will surpass the organisation.

Moreover, to depict the market scenario where GrameenPhone is operating with the strate gy, the PEST analysis is conducted.

PEST analysis of GrameenPhone in Bangladesh

Political Factors: The Bangladeshi government frequently intervenes in the operations of Telecom enterprises as a means of exerting extensive control. In instances of political challenges, government actions compel businesses to temporarily suspend their services for prolonged periods. This approach results in significant financial setbacks for companies like GP.

Figure: Political Stability Index score of Bangladesh ([unreadable] et al., 2023)

In 2022, the PSI score for Bangladesh is -1.09 as shown in the figure. This shows weak political stability as the range is from +2.5 to -2.5 from strongest to weakest ([unreadable] et al., 2023). Therefore, it can be threatening for GrameenPhone in the strategic position.

Economic Factors: From 2024 to 2029, the GDP in Bangladesh is expected to grow by a total of 1.3 percentage points (Business Standard, 2024b). This overall expansion does not happen uniformly, especially not in the year 2028 (Business Standard, 2024b). The anticipated expansion is forecasted to achieve a seven per cent rate by 2029 (Business Standard, 2024b). This statistic presents data on the annual volatility in the national economy, taking into account inflation and expressed in the national currency of the nation. Therefore, this situation offers a promising chance for GrameenPhone to pursue strategic expansion.

2019 7.88%

2020 3.45%

2021 6.94%

2022 7.1%

2023 6.03%

2024* 5.7%

2025* 6.6%

2026* 7.1%

2027* 7.2%

2028* 7%

2029* 7%

Figure: GDP growth rate over the years (Business Standard, 2024b)

Socio-Cultural Factor: The current estimated population of the nation is 164.7 million and it is expected to grow by 1.04% (The Daily Star, 2023). The urban population accounts for 35.8% of the total population, while the overall rate of urbanization is 3.19% each year (The Daily Star, 2023). Rapid urbanization and the growing youth population will foster the development of a culture of technology and enhance interaction. The GP can utilize this opportunity to achieve long-term growth. Hence it can be stated as an opportunity in considering the strategic aspect.

Technological Factor: The dependence of humans on cell phones has increased significantly in recent years. As of the end of 2020, Bangladesh had an astonishing 17.01 crore active mobile subscribers, exceeding the whole population of the country (The Daily Star, 2023). Everyday duties, business operations, and operations in the general public sector are shifting to the Internet arena. This rapid transformation will bolster Grameenphone's growth and the entire industry. The internet penetration rate in Bangladesh was 25 per cent in 2020 (The Daily Star, 2023). In 2011, the proportion of individuals in Bangladesh using the Internet was 4.5 per cent, but it has experienced a substantial increase since then (The Daily Star, 2023).

Figure: Internet Penetration rate in Bangladesh over the years (The Daily Star, 2023)

VRIO Framework for GrameenPhone

To develop the strategic position, resource management is crucial to carry. In this aspect, VRIO analysis can be a significant tool to utilise (The Daily Star, 2023). The VRIO framework is a

dependable methodology that companies employ to ascertain their competitive edge by assessing

their unique assets and skills. The one provided offers crucial information for companies aiming

to understand their unique worth and maximize their potential.

VRIO Framework for GP in Bangladesh

Resource / Capability Value Rarity Imitability Organization

Strong Brand Presence High High Moderate High

Advanced Technology High High High High

Extensive Network Infrastructure High High Low High

Skilled Workforce High Moderate High High

Exclusive Partnerships High High High High

suppliers in the chain of supply. In light of the upcoming necessity for sustainability reporting,

businesses must improve transparency when dealing with investors, clients, and employees to

attain success.

Challenge-1 Limited availability of Resources: A significant challenge companies encounter in

their efforts to achieve sustainable innovation is the limited availability of resources. This

challenge goes beyond the simple absence of raw materials and encompasses a broader set of

limitations, including constraints on human, financial, and technological capabilities. Efficiently

overseeing is crucial for fostering sustainable innovation (Ghadirnezhad Shiad et al., 2023).

Challenge-2 High Costs in Implementation: The substantial costs linked to implementation

sometimes pose a major barrier (Grewatsch, Kennedy and (Tima) Bansal, 2023). The major

reason is incorporating sustainable innovation into the framework of global societies and

economies. This issue encompasses the initial financial outlay required for the development. It

guides the implementation of eco-friendly technologies. Moreover, the costs associated with

transitioning existing systems to more sustainable practices is issued by it. Overcoming this

barrier is crucial for successfully implementing sustainable practices and technology. To overcome this

resistance, it is imperative to fully understand its roots. Moreover, it’s necessary to implement a

systematic approach to foster an environment conducive to change and innovation.

requirements while still striving to achieve their sustainability objectives. To surmount these

challenges, it is imperative to possess a nuanced understanding of the regulatory landscape.

Application of the challenges of sustaining innovation in GrameenPhone

Here few a application of the challenges in terms of sustainable innovation of the following case

study is provided.

• Corporate Governance Application to Sustainable Innovation: Grameenphone is actively engaged in promoting sustainability by responsibly doing its business and ensuring that the benefits of mobile connectivity are accessible to the entire citizenry of the country (Lopes and Casais, 2022). Grameenphone (GP) views robust corporate governance as the bedrock of an ethically sound business entity. Consequently,

Grameenphone fosters a greater degree of dedication to the business (Lopes and Casais, 2022). By promoting absolute transparency in all its activities, it fosters increased engagement from stakeholders. Furthermore, the corporation has constantly strived to preserve the highest standards of corporate management and business ethics. The purpose of this is to create and maintain value for shareholders, safeguard the best interests of customers, and foster confidence in investors. Grameenphone's objective is to generate long-lasting value for stakeholders through the provision and maintenance of inventive, user-friendly, and economical communication services.

• Supply Chain Operations of GrameenPhone: Grameenphone is dedicated to upholding robust labour standards and continuously enhancing its operations throughout the whole supply chain. Grameenphone actively and systematically engages with its supply chain to ensure the implementation of ethical business practices. Grameenphone mandates that all of its commercial suppliers and value chain partners strictly comply with a set of Supplier Conduct Principles (SCP) (Zhou et al., 2022). These principles are founded on universally acknowledged benchmarks that give priority to the protection of human wellness and security, labour rights, preservation of the environment, and anti-corruption actions.

• Regulatory and Sustainability Policies: Grameenphone places a high priority on safeguarding privacy as a core element of its business operations. As a firm that prioritizes customer satisfaction and adherence to regulations, ensuring the protection of

client privacy has always been a top priority (Zhou et al., 2022). The company has

recently reiterated its commitment to ensuring the highest level of consumer privacy by

enforcing a code of conduct that all Grameenphone employees must adhere to. To ensure

privacy protection within the organization, a detailed set of guidelines has been

implemented through the local policy and privacy manual (Zhou et al., 2022). Grameenphone

has appointed a Privacy Officer to supervise and promptly report any

occurrences of privacy breaches and non-compliance to the senior management.

Grameenphone promotes a culture of transparency and works with a philosophy of

accessibility, which encourages both customers and employees to voice their concerns on

privacy issues. A "Privacy Breach Control Body (PBCB)" has been established to

specifically handle incidents about breaches of privacy. This body comprises members

from the Legal Matters Fraud Administration, Security of Information, and Quality

departments who actively engage in the detection, monitoring, and implementation of

necessary measures.

Review Literature on Strategic Operations Management

Literature review of strategic operations management concepts

Operations Management is a vital function inside an organization that encompasses the

management of all areas related to the manufacturing, design, oversight, oversight, and

improvement of goods and services. On the other hand, strategic operations management

involves the targeted management of all activities to enhance the standard of goods and

services provided. A strong command of market research methodology, up-to-date patterns, and future projections is essential for the development of customer-centric goods and services (Tsou and Chen, 2023).

Organizations necessitate proficient professionals to supervise the procedure of product design.

These professionals utilize their analysis of future forecasts and customer demands to develop

products that meet the specific objectives and aspirations of clients. The field of operations

management is essential for making decisions that are tailored to the specific needs of clients in a

particular region. Organizations can guarantee the convenient availability of their items to

potential buyers worldwide by establishing a placement plan in physical storefronts. Companies

can choose to construct branches in major urban centres to provide high-quality services to

customers and enhance their business. A location strategy is superfluous for online services.

Operations managers employ interconnected information systems integrated with advanced

approaches to efficiently manage the supply chain. Managers can use the available information

to make accurate predictions about client requests and ensure that products that meet customer

preferences are available in the market.

Gap Analysis

Strategic Gap Analysis

Figure: Gap Analysis for Strategic Management Concept (Lopes and Casais, 2022)

Evaluation of the strategic operations management concepts to GrameenPhone

Here a Gap analysis is conducted for GrameenPhone to evaluate the strategic position of the

company in the market.

Current State of the Company:

GrameenPhone Sales Growth Rate 2020-2023

Figure: GrameenPhone Sales growth rate over the years (Mishra and Pandey, 2023)

The figure shows that in 2020 the company had a rough year with sales growth of negative 2.82% which is a catastrophe for the business (Mishra and Pandey, 2023). However, in the current stage of the company, it generated sales growth of 5.52% in 2023 (Mishra and Pandey, 2023). Grameenphone (GP) Ltd has experienced steady growth in revenue for the sixth straight quarter, despite a decline in subscriber numbers resulting from regulatory obstacles and other variables played a role in the company's capacity to offset the rising costs in its business activities and achieve reasonable growth in profits as well. However, the owners of the biggest publicly traded business are facing anguish since they were forbidden to sell any of their shares that have been priced at the lowest possible price for one month.

The expectation of the company: Grameenphone, the leading telecommunications company in the nation, witnessed a significant 17.7% decrease in its earnings during the July to September quarter of 2023, in comparison to the corresponding period in the previous year (Mishra and Pandey, 2023). This reduction occurred despite a notable 6.32% growth in revenue. Based on the business's accounts payable, its earnings declined as a result of a 64% surge in financing charges and a 15.3% uptick in tax costs compared to the corresponding quarter of the prior year (The Daily Star, 2024).

The company has a financial expectation gap which results in the company having a critical position in the market. Therefore, the management is required to take a strategic approach to retain the market position under this scenario.

The method of performing a SAF Analysis for strategic decisions comprises three basic components. Begin by identifying the essential factors that are important to its business in terms of Suitability, Acceptance, and Feasibility (Susanto et al., 2023). Next, ascertain the feasible strategy options for the company it works for. Ultimately, calculate the ratings for each potential approach according to the operational criteria. The SAF strategy model prioritises appropriateness as it is crucial in determining the effectiveness of a strategy in achieving intended results for the organisation (Susanto et al., 2023). The acceptability component of a SAF strategic model focuses on assessing the financial viability, potential risks, and stakeholder reactions related to a certain plan. The practicability element of the SAF plan model is the decisive factor that determines the outcome for every chosen approach.

SAF Application to GrameenPhone

Factors Suitability Acceptability Feasibility

Market

- GrameenPhone has a strong market presence and brand reputation. Hence, it is suitable for pursuing market leadership objectives.

- Investors and stakeholders may view market leadership positively. It also aligns with long-term growth strategies.

- Feasible due to available resources for network expansion and product development.

Customer Experience

- GrameenPhone prioritizes customer satisfaction. Moreover, it has the resources to invest in improving customer service and digital channels.

- Customers are likely to appreciate enhanced service quality and digital interactions.

- Feasible with investments in technology and training. It aligns with the company's focus on customer-centricity.

Operational Efficiency

- Improving network utilization and streamlining

- Efficiency improvements can be

- Feasible through technology upgrades

internal processes can lead

to cost savings and

improved service delivery.

seen favourably by

investors and

employees. It has

contributed to

organisational goals.

and process

optimization. It is

supported by available

expertise within the

company.

Discussion on three selected operation management concepts

The three selected operation management concepts for this assessment include quality

management, location strategy and supply chain management.

Quality Management: Quality management includes the formulation of a quality strategy, the

creation and execution of quality control and planning, and the implementation of quality

assurance in conjunction with quality improvement (Susanto et al., 2023). Total quality

management, often known as TQM, requires the cooperation of all persons or groups who have a

stake or role in a company to improve processes, products, services, and the overall

organisational environment. Grameenphone Ltd. has integrated the capability of a short message

service or text messages. Nevertheless, the cost of the service surpasses that of other

well-established companies in the current market. There is a dearth of interest among persons in

employing this service. Furthermore, the business failed to provide this type of service

(Tsou and Chen, 2023). Recently, GP Ltd. has launched a new product named the 'Grameenphone

Mobile Phone'. The company expected that its telecoms link would facilitate a successful launch

of the forthcoming handset. However, the clients using their internet connection have not delivered

the expected response. The clients were not drawn to the handset due to its subpar quality

(Ghadrinezhad Shia de et al., 2023). Customers have repeatedly encountered challenges with the

mobile device. A Quality Management System enables the organisation to effectively and efficiently

coordinate and guide its operations in order to meet customer and regulatory requirements, while

continuously improving its overall effectiveness. The use of a quality management system

significantly influences all facets of Grameen Phone Ltd.'s performance.

Project Management of GrameenPhone: Project management entails the application of methods, methodologies, skills, information, and past experiences to achieve specific project objectives in line with the project's acceptance standards and within defined parameters (Tsou and Chen, 2023). GrameenPhone Ltd. imposes strict constraints on the time and financial resources allocated to its project leadership's final deliverables (Tsou and Chen, 2023). A fundamental differentiation between the management of projects and generic management is in the existence of a defined outcome and a finite timeframe in project management, while general management is a perpetual and uninterrupted endeavour. Consequently, a project expert needs to have a wide range of skills, including technical proficiency, efficient personnel management capabilities, and a comprehensive understanding of business processes (Mithas et al., 2022). Projects are apart from typical company operations and are carried out by an organisation to accomplish specified goals within a set budget and timeframe. Projects need the establishment of a transient group of individuals who work together to accomplish certain project objectives. Hence, the crucial factor in attaining successful projects lies in the execution of effective collaboration. Projects need the assembly of a transient group of individuals who work together to accomplish certain project goals. Efficient collaboration is essential for the effective culmination of initiatives at GrameenPhone Ltd (Giuggioli and Pellegrini, 2022). Project management entails the synchronisation and supervision of separate work entities to achieve specific objectives for GP. Effective work management relies on a variety of factors.

Supply Chain Management: Supply chain management is the organised control and coordination of the flow of goods and services into and out of a company. This entails supervising all the phases encompassed in converting unprocessed goods and parts into finalised products and distributing them to the ultimate consumer (Ivanov and Dolgui, 2022). Grameenphone is committed to ensuring ethical business practices across its entire supplier chain. Grameenphone's Supplier Responsibility Principles strictly comply with internationally acknowledged standards for human rights, occupational health and safety, labour law, preservation of the environment, and anti-corruption efforts. It is mandatory for all parties involved in the Grameenphone contract to adhere to these guidelines (Ivanov and Dolgui, 2022). Suppliers and others who have a contractual connection with Grameenphone must comply with our Supplier Responsibility Guidelines. A Responsible Business Conduct Agreement establishes legal duties on the supplier to comply with the Supplier Code of Practice and the specific

requirements mentioned in the ABC agreement. Each provider is required to communicate the concepts to their respective supply chain. Grameenphone annually implements steps to strengthen the capabilities of its supplier chain (Islam, 2020). This encompasses a range of activities such as on-site briefings, awareness meetings, seminars, forums, process support, websites, and resource guides. The objective is to ensure that all vendors and subcontractors adhere to standardised improvement techniques (Ivanov and Dolgui, 2022). The capacity training is designed to specifically meet the practical requirements of suppliers, with a particular focus on enhancing their understanding of the Grameenphone Suppliers Conduct Principles. It offers specialised skill development exercises, like building scaling. Grameenphone regularly performs inspections and audits across its supplier chain to guarantee adherence to ethical corporate behaviour rules. The Grameenphone conducted a total of 905 supplier chain inspections in 2018, of which 90% were carried out with notice.

Summary

Grameenphone, a telecommunications service provider in Bangladesh, has experienced significant growth in its market share over the past decade. The company's strengths include strong network coverage, sponsorship from Telenor and Grameen Telecom, and offering affordable and innovative products and services. However, it faces weaknesses such as a premium pricing strategy and a lack of differentiation in its primary industry. Grameenphone has an opportunity to capitalize on the growing purchasing power of consumers, which is expected to reach US$3,253 in 2026. To assess its strategic position, a PEST analysis considers political, economic, and political stability index scores. The country's rapid urbanization and increasing internet penetration rate present opportunities for strategic expansion. The VRIO framework helps assess Grameenphone's unique assets and skills, enabling precise resource allocation and achieving a sustained competitive edge. Sustainable innovation is crucial for economic expansion and financial success, but challenges such as limited resources, high implementation costs, organizational resistance to change, and regulatory and policy barriers can hinder progress. Grameenphone is committed to upholding ethical business practices and enhancing its supply chain operations. The company enforces Supplier Conduct Principles and a code of conduct for all employees, prioritizing human wellness, security, labour rights, environmental preservation, and anti-corruption actions. Strategic operations management is crucial for maintaining a

competitive edge in the market. By identifying key factors, implementing appropriate strategies, and leveraging the SAF model, Grameenphone can effectively navigate its challenges and maintain its market position.

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