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Moblink Efe CPM Ife

The document contains a competitive profile matrix that evaluates and compares three mobile network operators - Mobilink, Telenor, and Ufone - on various critical success factors. Mobilink receives the highest overall score of 3.44 out of 10, followed by Telenor with 3.36, and Ufone with 2.81. A second section evaluates external opportunities and threats for the mobile industry, scoring opportunities higher at 1.88 versus threats at 1.37. A third section analyzes Mobilink's internal strengths, scoring them higher at 2.10 versus weaknesses at 1.03.

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Hina Sikander
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340 views4 pages

Moblink Efe CPM Ife

The document contains a competitive profile matrix that evaluates and compares three mobile network operators - Mobilink, Telenor, and Ufone - on various critical success factors. Mobilink receives the highest overall score of 3.44 out of 10, followed by Telenor with 3.36, and Ufone with 2.81. A second section evaluates external opportunities and threats for the mobile industry, scoring opportunities higher at 1.88 versus threats at 1.37. A third section analyzes Mobilink's internal strengths, scoring them higher at 2.10 versus weaknesses at 1.03.

Uploaded by

Hina Sikander
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as XLSX, PDF, TXT or read online on Scribd
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COMPETITIVE PROFILE MATRIX

Mobilink Critical Success Factor Promising Business Model Advertising Service Quality Market Share Customer Loyalty Technology & Innovation Price Competitiveness Financial Position R&D Management Total
Weight 0.060 0.050 0.100 0.120 0.100 0.150 0.150 0.100 0.070 0.100 1.000 Rating 3.00 3.00 3.00 4.00 3.00 4.00 3.00 4.00 4.00 3.00 Score 0.180 0.150 0.300 0.480 0.300 0.600 0.450 0.400 0.280 0.300 3.440

Telenor
Rating 4.00 4.00 3.00 3.00 3.00 3.00 4.00 3.00 3.00 4.00 Score 0.240 0.200 0.300 0.360 0.300 0.450 0.600 0.300 0.210 0.400 3.360

Ufone
Rating 3.00 4.00 3.00 2.00 3.00 3.00 4.00 2.00 2.00 2.00 Score 0.180 0.200 0.300 0.240 0.300 0.450 0.600 0.200 0.140 0.200 2.810

EXTERNAL FACTOR EVALUATION


S.No Key Internal Factors
1 2 3 4 5 6 7 8 9 10 11 12 13 Opportunities Promotional Packages Sponsorships for local and International events Changing Marketing Mix Investment and Development Opportunities Improved Customer Service and Value Added Services Economic Influx both globally and locally Global Telecom Industry on Growth, both supply push and demand pull, pursuit of expansion Adoption New Technology; Mobile Wallet and Gift Cards Merger with VimpelCom; Opportunity to be Global 5th Largest Telecom Company Adopting to MVNO and MVNE services Local handset manufacturing Adoptation to UTMS- 3G technology up coming in Pak Exchange Rate Fluctuation Threats Intense Competition Telenor, Ufone, Warid & Zong Inconsistent and Adhoc Regulatory Environment and Adverse Trade Policies of Pakistan Market Saturation of Subscribers Increasing maintenance cost Skilled labor attracted to competitors via better benefits High Tax Rates

Weights Rating Weighted Score


0.060 0.030 0.040 0.060 0.060 0.020 0.020 0.040 0.050 0.040 0.020 0.040 0.060 4.0 4.0 3.0 4.0 3.0 4.0 3.0 3.0 4.0 4.0 3.0 3.0 3.0 0.24 0.12 0.12 0.24 0.18 0.08 0.06 0.12 0.20 0.16 0.06 0.12 0.18 1.88 0.24 0.12 0.18 0.09 0.08 0.15 0.24 0.15 0.12 1.37 3.25

14 15 16 17 18 19

0.080 0.040 0.060 0.030 0.030 0.050 0.080 0.050 0.040 1.00

3.0 3.0 3.0 3.0 2.5 3.0 3.0 3.0 3.0

20 Price war between brands in telecom industry 21 Natural Disaster; like the recent flood caused huge losses and the previous earthquake 22 Political Instability and Security Concern Total

INTERNAL FACTOR EVALUATION


S.No Key Internal Factors
Strengths 1 Largest Market Share & Highest number of Subscriber in Pakistan 2 Blackberry usage soars Strong Brand Image, Indigo leading Postpaid brand and Mobilink Jazz 3 singular pioneer pre-paid brand; & sweep two superbrands award 2009 & Wide Network Coverage of 10,000 cities in Pakistan and over 100 countries 4 with International Roaming Engineering and Technological stability at Mobilink along with competent 5 employees Current ratio of company to meet its obligations improved in 2009 to 1.18 6 from 0.93 Concern for society and adapt to work environment needs; active CSR and only cellular operator to be awarded 6th Environmental Excellence Award by 7 NFEH ISO 9002 Quality Management System Certification for Billing, Engineering 8 Departments and CS Contact Center First mobile operator in Pakistan to offer extensive GPRS Roaming and BlackBerry Roaming services & Best extensive Network Infrastructure; 9 optical network and satellitte links Declining Sales and EBIT by 13.5% but exponential growth in Revenue in 10 first 3 quarter of 2010 Only cellular service in Pakistan to provide coverage on the M2 motorway and implementation of full intelligence network (IN) platform from Siemens 11 for the prepaid platform Mobilink's Short Message Service Center allows Vehicle Tracking and Fleet 12 Management services Largest Call Center in Pakistan, which is there to assist the customers 24 13 hours Total Assets Turnover and Fixed Assets Turnover had been low for 3yrs, in 14 2009 TAT & FAT is 0.09 and 0.22 respectively In 2009, Mobilink ranked in top 100 telecom companies worldwide - 3rd among the 'Brands punching above their weights' ahead of Airtel, Tata 15 Indicom and Reliance 16 Continuous and latest employee training approaches

Weights Rating Weighted Score


0.050 0.030 0.030 0.050 0.040 0.030 3.0 4.0 3.0 4.0 4.0 4.0 0.15 0.12 0.09 0.20 0.16 0.12

0.030 0.030

4.0 3.0

0.12 0.09

0.040 0.040

4.0 3.0

0.16 0.12

0.030 0.030 0.030 0.040

3.0 3.0 2.0 2.0

0.09 0.09 0.06 0.08

0.030 0.050

3.0 3.0

0.09 0.15

17 Effective and Rapid Communication within Management Partnership with MCB to offer all banking services to Mobilink customers 18 via their handsets Weaknesses 19 Service issues with customers - average to below average service 20 Mismanagement due to large network 21 Huge Expenses incurred, high cost of material and other expenses High Tariffs as compared to competitors & expensive service quality both 22 call rates and sms 23 Call Blockage service still not offered Sort of bureaucratic style of Management; biasness by intermediate bosses 24 ARPU for pre-paid declined from 1.8 to 1.6 but for post-paid inclined to 1.3 25 from 1.2 26 Customer Retention 27 No clear strategic direction of Orascom Low employee Morale; due to recent cost cutting program and employee job 28 termination 29 Extensive Organizational Structure Total

0.030 0.040

3.0 3.0

0.09 0.12 2.10

0.060 0.030 0.040 0.040 0.040 0.020

3.0 3.0 4.0 2.5 2.0 3.0

0.18 0.09 0.16 0.10 0.08 0.06 0.00 0.13 0.05 0.12 0.06 1.03 3.13

0.050 0.020 0.030 0.020 1.00

2.5 2.5 4.0 3.0

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